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Change And Learning


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A presentation I made to the Travel Agents Association of India

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Change And Learning

  1. 1. Change, Learning and People TAAI Southern Region Gautam Ghosh, Senior Consultant, Tvarita Consulting 30 th January, Chennai
  2. 2. Welcome <ul><li>About Tvarita </li></ul><ul><ul><li>HR Consulting firm focused on three service areas </li></ul></ul><ul><ul><ul><li>HR Outsourcing and Retainership for SMEs </li></ul></ul></ul><ul><ul><ul><li>HR Consulting projects </li></ul></ul></ul><ul><ul><ul><li>Learning Services </li></ul></ul></ul><ul><li>Who am I ? </li></ul><ul><ul><li>Senior Consultant with 10 years work experience </li></ul></ul><ul><ul><li>Background </li></ul></ul><ul><ul><ul><li>MBA HR from XLRI </li></ul></ul></ul><ul><ul><ul><li>Hotel Management degree from WGSHA </li></ul></ul></ul><ul><ul><ul><li>Worked in hospitality, sales, IT, BPO and Consulting industries </li></ul></ul></ul>
  3. 3. Economic Changes <ul><li>Post 1990 liberalisation </li></ul><ul><ul><li>Business Growth </li></ul></ul><ul><ul><ul><li>Globalisation </li></ul></ul></ul><ul><ul><ul><li>Outsourcing </li></ul></ul></ul><ul><ul><ul><li>Emerging Middle Class </li></ul></ul></ul><ul><ul><ul><li>New aspirations </li></ul></ul></ul><ul><ul><li>Consumer growth </li></ul></ul><ul><ul><li>High rise in disposable income </li></ul></ul><ul><ul><li>Airline liberalisation </li></ul></ul><ul><ul><li>Technology </li></ul></ul>
  4. 4. Challenges for Service Organizations <ul><li>People are the product </li></ul><ul><ul><li>Service Quality differs every time </li></ul></ul><ul><ul><li>Every interaction with any one shapes perception </li></ul></ul><ul><ul><li>“ You are on stage – all the time” </li></ul></ul><ul><li>Customer is the key to success </li></ul><ul><li>Leaders have to lead the change </li></ul>
  5. 5. “ A leader is a dealer in hope.” — Napoleon
  6. 6. Time for Changes <ul><li>“ Every change is an opportunity” </li></ul><ul><li>A leader’s job is to show a path through change </li></ul><ul><li>“ Change is the only constant” – Heraclitus </li></ul>
  7. 7. “ Carpenters bend wood; fletchers bend arrows; wise men fashion themselves.” — Buddha
  8. 8. “ One of the defining characteristics [of the change] is that it will be less driven by countries or corporations and more driven by real people. It will unleash unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled.” —Clyde Prestowitz, Three Billion New Capitalists
  9. 9. <ul><li>So what does that mean for small and medium businesses? </li></ul><ul><li>Where do you focus on? </li></ul><ul><ul><li>Overcoming shortcomings? </li></ul></ul><ul><ul><li>Competing in a losing market </li></ul></ul>
  10. 10. How can you leverage technology? <ul><li>Contextual Advertising </li></ul><ul><ul><li>E.g. Google AdSense </li></ul></ul><ul><li>Blogging and Social Media </li></ul><ul><ul><li>Success Stories </li></ul></ul><ul><ul><ul><li>English Cut </li></ul></ul></ul><ul><ul><ul><li>Options India </li></ul></ul></ul><ul><li>Social Networks </li></ul><ul><ul><li>Orkut, MySpace, Facebook </li></ul></ul><ul><li>Business Networks </li></ul><ul><ul><li>Linkedin, Xing </li></ul></ul>
  11. 11. The Blue Ocean <ul><li>Untapped and uncontested markets offer the most advantages </li></ul><ul><li>Red oceans are where traditional competition occurs – and most organizations lose </li></ul><ul><ul><li>Source “Blue Ocean Strategy” by Profs. W Chan Kim and Renee Mauborgne </li></ul></ul>
  12. 12. “ Most of our predictions are based on very linear thinking. That’s why they will most likely be wrong.” Vinod Khosla, in “GIGATRENDS,” Wired 04.01
  13. 13. Game Changers <ul><li>“ Change the rules of the game” </li></ul><ul><li>“ Make your own rules” </li></ul><ul><li>COMPETITORS: </li></ul><ul><li>“ The best swordsman in the world doesn’t need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot.” —Mark Twain </li></ul>
  14. 14. “ Historically, smart people have always turned to where the money was. Today, money is turning to where the smart people are.” — FT /2003
  15. 15. “ If there is nothing very special about your work, no matter how hard you apply yourself you won’t get noticed, and that increasingly means you won’t get paid much either.” —Michael Goldhaber, Wired
  16. 16. Distinct … or … Extinct
  17. 17. Risk Avoidance <ul><li>“ Not taking risks is the riskiest thing of all” </li></ul><ul><ul><ul><li>Seth Godin - Author of The Purple Cow, Free Prize Inside and Spreading the Ideavirus </li></ul></ul></ul>
  18. 18. 1. Can someone overseas do it cheaper? 2. Can a computer do it faster? 3. Is what you’re selling in demand in an age of abundance? Source: Dan Pink, author of A Whole New Mind
  19. 19. “ Knowledge becomes obsolete incredibly fast. The continuing professional education of adults is the No. 1 industry in the next 30 years … mostly on line.” —Peter Drucker, Business 2.0
  20. 20. What does that mean? <ul><li>Knowledge resides in people’s connections </li></ul><ul><ul><li>Employees with employees </li></ul></ul><ul><ul><li>Clients and employees </li></ul></ul><ul><ul><li>Partners and You </li></ul></ul><ul><ul><li>You and Suppliers </li></ul></ul><ul><li>Knowledge is </li></ul><ul><ul><li>What makes you successful </li></ul></ul><ul><ul><li>Not processes or papers </li></ul></ul>
  21. 21. 3 Keys to success <ul><li>People </li></ul><ul><ul><li>For creativity </li></ul></ul><ul><li>People </li></ul><ul><ul><li>For taking care of customers </li></ul></ul><ul><li>People </li></ul><ul><ul><li>For leading and charting new paths </li></ul></ul>
  22. 22. Diversity = profit
  23. 23. “ Where do good new ideas come from? That’s simple! From differences . Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines.” — Nicholas Negroponte
  24. 24. “ Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels.” — David Ogilvy The Cracked Ones Let in the Light
  25. 25. “ Diversity defines the health and wealth of nations in a new century. Mighty is the mongrel. The hybrid is hip. The impure, the mélange, the adulterated, the blemished, the rough, the black-and-blue, the mix-and-match – these people are inheriting the earth. Mixing is the new norm. Mixing trumps isolation. It spawns creativity, nourishes the human spirit, spurs economic growth and empowers nations.” —G. Pascal Zachary, The Global Me: New Cosmopolitans and the Competitive Edge
  26. 26. The Memphis Manifesto*: Building a Community of Ideas 1. Cultivate & reward creativity. 2. Invest in the creative ecosystem. 3. Embrace diversity. 4. Nurture the creatives. 5. Value risk-taking. 6. Be authentic (emphasize uniqueness) 7. Invest in and build on quality of place. 8. Remove barriers to creativity. 9. Take responsibility for change. Development as D.I.Y. 10. Ensure that every person, especially children, has the right to creativity. Become a “Steward of creativity.” 2003/The Creative 100/Memphis Source: Richard Florida, The Rise of the Creative Class
  27. 27. Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike , is free to do his or her absolute best .” “The best thing a leader can do for a Great Group is to allow its members to discover their greatness .”
  28. 28. Traditional People Process <ul><li>Traditional approaches: </li></ul><ul><ul><li>Do not allow individuals or organizations the flexibility they need to grow </li></ul></ul><ul><ul><li>Are costly (firms spend 50 times more on recruiting than training) </li></ul></ul><ul><ul><li>Focus on metrics and outcomes, rather than what really matters to talent </li></ul></ul><ul><ul><li>Do not get to the heart of where value is created </li></ul></ul><ul><ul><li>Often are divorced from broader business aims, such as strategic goals and firm branding </li></ul></ul>Acquire Deploy Develop The Traditional Talent Management Process Retain
  29. 29. 3i Cycle Innovate Institutionalise Implement Value Capability Alignment Collaborate
  30. 30. Improving Talent Strategies <ul><li>Rather than focus on acquiring and retaining talent, talent savvy organizations support their key people on the issues they care about most: </li></ul><ul><ul><li>Doing work that engages them </li></ul></ul><ul><ul><li>Learning how to do it even better </li></ul></ul><ul><ul><li>Encountering fresh challenges </li></ul></ul><ul><ul><li>Interacting with people in positive ways </li></ul></ul><ul><li>The Talent Strategies service offering to helps organizations identify , develop and engage their critical talent </li></ul>
  31. 31. Questions worth pondering <ul><li>What am I doing to innovate? </li></ul><ul><li>What am I doing to add value to my customers? </li></ul><ul><li>Am I embracing and leading change? </li></ul><ul><li>Do I know what I will be? </li></ul><ul><li>How can I develop my people today? </li></ul>
  32. 32. Q&A ? <ul><li>Gautam Ghosh </li></ul><ul><li> [email_address] </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> +91 98665 11236 </li></ul>