It has now been over 6 years since i decided to take a sabbatical if you will, from my corporate career. I embarked on it more in the spirit of a healing process (life had thrown a few curveballs at me in 2012/13), rather than a wild abandonment of the work rigour, resulting precariously also, in the sudden and definitive staunching of a hitherto steady income!

Even so here i am, half a decade on, happier and probably somewhat healthier and wiser too! However, you can take a person out of the corporate halls of slog, but you can’t take the corporate exactitude out of the person. And so, i have over the last 5 years, approached all my experiences across the service industry spectrum, from the hospitality to the airline to the internet service providers with my customer experience hat adroitly perched upon my head. I have, quite a while ago, given up even the pretence of being a congenial, everyday customer with a heart full of forgiveness and a kind blurriness of mind reserved especially for appalling episodes of experiential breakdown. I notice everything and while i have made earnest efforts to not treat every service gaffe/ misdemeanour like it was committed by a flawlessly trained prodigy, i do pick my “service battles” from the point of view of identifying those likely eliciting the maximum bang for the buck. So while i won’t voice the mental angst of grossly delayed service followed by fumbling/ bumbling remedial efforts, I will respectfully opine on the myriad different withdrawal regulations that are applied to my NRFC* account – each disparate rule a tribute to its creative forger and executor of the day. The subsequent explanations to central bank auditors could make for a whole new banking science fiction genre; not to mention the plethora of post facto documentary and explanatory toil that I, the customer, would likely have to undertake to help the institution to regularise its stream of inadvertent but almost lovingly repeated foibles.

And so, to cut to the chase, i’ll go right to the helm of affairs – to the leadership of the organisation. That seat of power that can make or break the best and the worst of enterprises.

So what does a good Management Team do to create organisational success?

There are a few simple but utterly alchemical factors here that can convert even a seemingly jinxed piece of corporate enterprise into a decent success. I will explain each in successive blog posts.

Creating and Nurturing a Distinct Organisational Culture: There have been a couple of times, (twice for those inclined to use “couple” to mean a scattering!) where i have become part of a company culture where i felt like i was working for a home enterprise. The work environment being so disparate across the board that it ranged from an all out gestapo reenactment in one unit, to a space bubble with barely a shared ethos among its occupants, in another. And although the 2 units were highly dependent on each other in a particular product value chain, the twain barely ever met in purpose, harmony or delivery. Left unchecked, this work culture dissonance had added over a month to the end to end delivery turnaround time of the particular service. Complaints were rife; staff had been changed multiple times; bonuses were withheld. But despite the best of intentions, the issue stuck like the karmic backlash of a past life. Simply because there was no defined work culture, ethos or a shared Big Picture.

This work culture incongruity is a death knell for companies, especially in the service industry where, unlike in consumer goods producing FMCGs*, the end-user gratification is a sum total of their experience at that point in time with the organisation. Think of opening an account at a bank; your entire takeaway is nothing more than the knowledge that you have a new account in a particular bank underscored by the experience that accompanied that fact. Therefore, leaving the objectives of a mid-sized to large corporation undefined to its daily drivers and facilitators translates into the inevitable gross dilution of end-user experience that in time leaves nothing of the original/ intended USPs* of the company

Enter the dual magic of the Vision and Mission Statements*. These vessels allow management to clearly, concisely and effectively embody not only the existential purpose of the company; but also right to the T, what it means to be a part of the company as staff, customer, supplier and advertiser. (I’m personally not a big fan of shareholder stakes being vocalised in these statements). Building focused understanding, enthusiasm and energy behind these formal statements help to create and perpetuate a distinct company culture. People respond because by nature we are social creatures, and these statements of purpose then become the catalyst for nurturing a community of professionals with a clear unified end goal. A robust company culture though, is not a static thing. While the primary values remain unchanged (e.g. an FI’s* focus on technology, accessibility and financial security), the culture around those values is ever evolving to successfully accommodate the continuous diversity of its people, systems, customers and the external environment. The openness to change needs to be learnt/ imbibed at the get-go; imparted with veracity, in the very earliest of company orientation training programs.

Company management, the ManCom*, is the rightful custodian of the Vision and Mission statements; while every staff is the practical incumbent. In the best organisations, Management role models these values in visible ways to give them meaning, relevance, and to embed them into the DNA of the organisation at large. A game-changing organzational culture is one where its staff members are recognizable almost anywhere in the positivity of their bearing, attitude and pride of affiliation. For me, one such organisation was ABN AMRO bank in the late 90s into the mid 2000s in Pakistan. It was a poster child for hitherto unknown brands taking the market by storm; and continues to be a professional alma mater for so many even after it has ceased to exist in that particular market.

And so, a cohesive organisational culture which brings people together into a work community of purpose, is the first cornerstone of an organisation that successfully leads the charge and is able to cement its position as a leader in the industry.

(Read Part 2 here: https://theroamingdesi.org/2020/11/12/the-corporate-seriesdemystifying-organizational-success-part-2/ )

(Read Part 3 here: https://theroamingdesi.org/2020/12/01/corporate-seriesdemystifying-organizational-success-part-3/ )

*NRFC account: Non Resident Foreign Currency account

*FMCG: Fast Moving Consumer Goods

*USP: Unique Selling Proposition

*Vision and Mission statements: A Mission Statement defines the company’s business, its objectives and its approach to reach those objectives. A Vision Statement describes the desired future position of the company. Elements of Mission and Vision Statements are often combined to provide a statement of the company’s purposes, goals and values.

*FI: Financial Institution

*ManCom: corporate parlance for the Management Committee