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Building Sustainable Indian Multinationals - Agenda for Action

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All India Management Association, National Competition for Management Students, 2011. Winner, West zone

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Building Sustainable Indian Multinationals - Agenda for Action

  1. 1. Respect Global Employees Know the Business environment Empower Give Back Increase Efficiency Diversity
  2. 2. How can organizations embrace change so that it becomes a matter of natural habit rather than being perceived as a necessary evil in times of crisis?
  3. 3. Innovative India
  4. 4. Ideal Pattern from Innovation Source: Gemba Kaizen - Masaaki Imai
  5. 5. Actual Pattern from Innovation Source: Gemba Kaizen - Masaaki Imai
  6. 6. Innovation Alone Source: Gemba Kaizen - Masaaki Imai
  7. 7. A culture of change can be ushered in by cultivating a habit for continuous improvement, or as they call it in Japan, “Kaizen”.
  8. 8. Role of Kaizen in Organizations Continuous improvement Minimize costs Enhance productivity Eliminate waste Value for customers Safety standards Do away with Inconsistencies Engage employees Global Journal of Enterprise Information System, Prof. S. Mishra, A. Gupta
  9. 9. Innovation + Kaizen
  10. 10. Innovation + Kaizen
  11. 11. Creating Champions Of Change MUMBAI DELHI CHENNAIKOLKATA PUNJAB PATNA JALGAON ORISSA
  12. 12. Creating a Kaizen Culture Initiate • Initiate small, steady, incremental changes Sustain • Sustain the change in the organization Involve • Get Everyone involved to create a culture
  13. 13. Sustainable Indian Multinationals Balance between Innovation & Kaizen = Sustainability
  14. 14. Physical involve- ment Selection and deployment of the best available Resources Support Imparting training & education Setting goals & objectives Open to Change Agenda #1:Kaizen as part of Corporate Strategy Commitment of Top Management
  15. 15. The Organizational Pyramid – The foundation of Sustainability Top Management Middle Management Supervisors & Workers
  16. 16. Agenda #2: Go to the Gemba! V/S…..
  17. 17. ProcessOriented Criteria Result Oriented Criteria Percentageof new Queries successfully closed SALESAmount of time spent calling new customers The time spent on outside customercalls versus time devoted to clerical work at the office Agenda #3: Process oriented + Result Oriented Management
  18. 18. • Implementation across the Hierarchy • Definition of Criteria • Checking Quality at Source
  19. 19. The Relay Race
  20. 20. Special Thanks to: Prof. Deepa Dixit Prof. Dr. S. Gondhalekar Prof. Jalpa Thakkar Prof. Anand James

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