Business to the Buddha

Tag: GE

  • Six Sigma failed…







    “Not invented here syndrome” is like making a statement to Prof Moradian or Prof Natarajan that your forecasting methods is flawed it does not work in my industry, company or department. Is not it prudent to ask if it worked somewhere, how did it happen? Let us take an analogy –
    Organization = Laptop
    Department = Microsoft Excel (MS Excel)
    When I make a statement–
    “You know what,
    1. Mathematically, 2+2 is not equal to 4 in MY MS Excel therefore Mathematics is flawed
    2. My MS Excel is different from the rest of the world because 2+2 in not equal to 4 in MY MS Excel
    3. My laptop is different from the rest of the world because 2+2 in not equal to 4 in MY laptop”
    If 2+2 is not 4 in your Excel it is not that the math is incorrect, perhaps your algorithm or your laptop processor is at fault. In this analogy Mathematics could be Six Sigma. I have heard that IBM failed in implementing Six Sigma (late 80’s to early 90’s), GE is extremely successful, why?

    Lately, in one of our simulation class Akshat’s team questioned “why Six Sigma failed in our company in the simulation?” one of my teammate wrote on facebook – “After 3 round of simulation today Pravin Krd accepted the disadvantage of using six sigma as corporate project :-)”. I went back to basics to answer this question. What is six sigma? Six Sigma is about vision, philosophy, management system and achieving aggressive goals. Six sigma is also a toolbox and a means to satisfy customers. If Six Sigma fails in an organization it could fail due to – improper vision or management, issues with the goals or incorrect use of tools. The basic philosophy of Six Sigma is reducing defects, how can reducing defect be a failure in a company? If I ask you what you would prefer “good enough” with 99% accuracy or 99.99966 what would you prefer from the following?

    Three sigma (99% accuracy) processes –
    5,000 incorrect surgical operations per week.
    2 short or long landings at most major airports each day
    Six Sigma (99.99966% accuracy) processes –
    1.7 incorrect surgical operations per week
    1 short or long landing every five years

    Naturally, your answer to this would be better accuracy. Six Sigma is all about facts and working logically to reduce defects, and what follows is reduced cost, customer satisfaction etc. I am not a Six Sigma guru or I am not professing it, I am only trying to put some facts – “the six sigma way”. Experts can jump in and suggest or inform why six sigma could fail and share success stories.

    Source –
    Breakthrough Management Group India training on Six Sigma certification. This Data was a sample from USA.
    Class Blue ocean strategy simulation (BOSS)

  • When Situation demands… drop your tools







    You cannot rely on tools only to devise corporate strategies. For making corporate strategies visionaries are required who recognize patterns. Because no one has seen the future and for making future driven strategies vision is very important. Let us take an example of CEO of GE Mr Immelt, he has changed the paradigm in which GE operated. He is investing in future centric businesses.

    Now, visionary does not necessarily point out to a newer set ‘pattern recognition’ – THE next tool for strategies. In fact occasionally people need to drop the tools for formulation of business strategies also. So, the important part is – learning when to drop the tools, willingness to drop the tools and being ready with alternative plan of action. The alternative plan of action is not to find another tool for handling the situation but to analyze the situation and being on your toes to think fast, think creatively, out-think others and look into all aspects of situation to react effectively.
    There is an anecdote which helps learn the concept well.

    The short story is – in a wild fire, 17 firefighters had made a plan on dinner table on how to do their work (tomorrow 10 AM). Next day at 7:00 AM they found that the fire is beyond their planed actions and anticipation. They could
    i) try fight the fire and possibly die, or
    ii) run for their life.

    Many decided to run, the team leader told them – “Drop the tools”, no one heard. Only 3 survived in the accident – 2 who inadvertently got into a cave when one fell down and 1 the leader who DROPPED his TOOLs. He did this because he had heard past experiences of fire fighters.

    At times you have to leave your tools and that is important. Strategy is similar, in cases you have to drop the tools and work. The challenge is to know when to drop the tools.

    You know, this works for meditations too. The Buddha when he was asked what he did to reach enlightenment, used to say – I stopped ‘doing’ and that’s how I reached enlightenment, in fact everyone is enlightened (yes! I have heard that Buddha said everyone is enlightened). I recollected few expert management consultants have told me in general that at times one needs to drop his tools. So mystical lesson, simple yet so difficult to implement.

  • Business Value system – Integrity







    “Integrity is very important in GE and the fastest way to get fired in GE is ‘NOT sharing knowledge/information’.”

    I have seen mission, vision and value statements of many companies. Occasionally, I have seen a word which seemed alien to me in that – integrity. I was wondering on the concept of Integrity and how it relates to business value system in the cut throat competitive world? I asked this question to Dr Ianna Contardo my professor of global business strategy and Associate Dean of the SP Jain Center of Management GMBA in Dubai. I had a brief nevertheless holistic discussion on the same. Her answers to few of my questions reinforced my approach on Business to the Buddha.

    In her opinion integrity is – unifying abstract projections of the wholeness of the identity of the being. It relates to how we behave and act in the world, align to the commonsensical approach that we are a ‘continuation of humanity’.

    This definition of integrity seemed very humane to me and therefore less business oriented. My apprehensions also echoed from the questions few people have earlier asked me, how social and commercial aspects can go hand in hand e.g. business to the Buddha. So I asked, can you please elaborate on ‘continuation of humanity’. She said – we are parts of the whole, that turns our life meaningful and transforms our existence into a multifaceted thinking, diverse interdisciplinary environments with its reach on bountiful examples of doing good through business. The statement reverberated (especially – we are parts of the whole) again to Buddha’s lessons to me. Moreover, it connected to the business very effectively.

    Then how to associate competition with integrity, how to respond to competition? There is no turning back on the values for a business and if integrity is one it also applies to fulfill expectations of all the stakeholders (including the competitors). Integrity plays a balancing role in creation and the future of business would be balance between business and humanity. CSR, social enterprises and NGOs are the initial first few steps towards the same.

    Poetically, she referred to a song and summed up – In a way, integrity represents the tipping point, the fulfillment of this prophecy whereby once you think of yourself as an accomplished ruler you will end up in the misery of solitude. On the other hand, if you walk your talk and you are that integral part of the whole, you do get to fit. Strategically, enhancing the experience of the Buddhist approach to existence is common to that of using your know-how in business. If you do engage with the rights and wrongs, learning will take place.

    What lesson I take out of this discussion was – integrity is not just a word in the dictionary of business it is actually getting into the business value system. As we are progressing in time the concept is becoming prominent and businesses are also evolving as humanistic institutions.