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3a 12 Successful Empowerment


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3a 12 Successful Empowerment

  1. 1. Successful Empowerment
  2. 2. Process of successful Empowerment <ul><li>Empowerment is not a static event but rather a dynamic evolutionary process </li></ul><ul><li>Different Stages: </li></ul><ul><li> (a) Manager makes decision and </li></ul><ul><li>informs the Team. </li></ul><ul><li>(Sometimes does not inform also) </li></ul><ul><li> (b) Manager asks for suggestions, </li></ul><ul><li>makes the decisions & informs </li></ul><ul><li>Team. </li></ul>
  3. 3. Process of successful Empowerment <ul><li>(c) Manager & the Team discuss the situation at </li></ul><ul><li>length and proposals / inputs come from Team. </li></ul><ul><li>Manager then takes the decision & informs. </li></ul><ul><li>(d) Decisions made co-operatively between </li></ul><ul><li>Manager & Team </li></ul><ul><li>(e) Manager delegates the decision making to the </li></ul><ul><li>Team. </li></ul>
  4. 4. Process of successful Empowerment <ul><li>Effectiveness of the </li></ul><ul><li>Process </li></ul><ul><li>(Facilitated by a proper control System ) </li></ul><ul><li>Successful Empowerment </li></ul><ul><li>of People </li></ul><ul><li>(Depends on the </li></ul><ul><li>effectiveness of the </li></ul><ul><li>process) </li></ul>
  5. 5. Exerts from Chairman’s speech - e-cube Project Kick off Meeting - Aug 1999 Introduction of new technology must ultimately translate into one or more of the following: Flexibility to absorb shocks & exploit opportunities Brand strengthening and increasing customer loyalty Leaner Organisation with reduced costs Increased Sales with increased market share This ERP implementation also, must result in these.
  6. 6. Exerts from Chairman’s speech - e-cube Project Kick off Meeting - Aug 1999 SAP The integration provided by the system must substantially rationalise the middle management layer whose main task today is data collection and it’s messaging. Similarly sales force must get rationalised through exploitation of the advancements in communications. Like many organisation of similar age, we need to ‘standardise’ and get into a far more disciplined way of working. ERP must be a significant discontinuity that will empower the front line people (those that interface with our customers) to make quality decisions that will enhance the value of our business.
  7. 7. Exerts from Chairman’s speech - e-cube Project Kick off Meeting - Aug 1999 The task is clearly difficult. Introduction of any change is difficult and a change, which depends on ‘total team work’ as apposed to ‘individual brilliant performances’, is even more so. The group culture of encouraging independence has been advantageous in many ways, but has probably resulted in non-standardisation. The fact that we are a 200+ years company also would have made us a bit rigid. There is also a need to ensure that we don’t just automate what we are doing but instead imbibe better processes. But I am confident,
  8. 8. “ THANK YOU “