Two CEOs I selected to write in this article came from a very different background. ¢ One of them, Sanjeev, 40, has a strong foundation in MNC culture. Heavens are very successful experts who have worked in companies like DEC, Motorola and 3 com before their business. If anyone has to accept the $ 5 charge for the Indian service industry, then India will get the distinction of India globally, this name would be the name of the founder director of Daksh, IBM had acquired a company. The second is Raghoo, the 30-year-old man, with little or no contact with the management, with the help of Prabhush Agarwal of Ola, “Economic Sharing” to India, the creation of a taxi industry in India. The biggest thing is that despite the differences in their profile, they are very common in running companies created by them. P> They have created a very high performing culture . I can say with a credible number that companies have high performing culture because the CEO firmly believes in it. They are Sanjiv and Raghu is a great producer of high performance culture. They recruit people who do not need to manage them, and if they manage them more, take action quickly. They spend so much time meeting the candidates for major positions and they know what to see. Regarding the official reference check, both very specific back? Because there are serious limitations in the interview. I remember the situation where we had appointed a sales manager for one of our biggest areas. This is one of our first major jobs and we are using because the taxi industry was not present at that time and we are trying to figure out where we can meet the skills needed to run this business. We have a forum called the monthly review (MR) that the whole leadership team has joined. In addition to separating men from boys, this platform has served other objectives too. After the second MR, Raghu asked me what I thought about this business. Their performance is poor. You can not even clarify issues. We agree that it is not shaping. Raghu suggested that we let him go. I say we should give him another month. Raghu agreed with him for a month, but I could see impatience and suspicion on his face. We were in the next MR and the head of this business appeared in low light, without any data to prove what he was saying. I was asked because I was the one who asked for a month (and did not do anything to bring about the change we were hoping for). I saw Raghu looking at his phone while writing to him: I agree that we should let him go. ?? Raghu looked with a little smile, you take 30 days to find it ?! Those who work with them, the feedback that they get is quite simple, fast and fast. They did not reduce their words and did not care much about stupid things. He pushed the people almost hard on hard work. In return, those who used to work for them, used to work equally well with their teams. over a period of time, Everyone in the company does the same. A culture setting of high standards, which has important conversations, dealing with non-fulfillment (as opposed to as opposed to it) is established. Topless, they do not like the likes and dislikes, which help in creating a very political atmosphere. They can drink time and spend time with someone at an office party because that person is very interesting, but can talk hard during the week (and maybe even talk about breaking). Come to the office They have solved themselves with three to four important issues and there is no possibility of distraction from anything else. It went back to my previous article where I talked about the leaders of the area that focused on the most important things and insulted the less important things. At one point, Raghu products were included in the design. He will spend most of his time on this. He almost did not know what was going on in the company, except that what came to him as an increase. If there is a pattern for these increments, then he knows what to do. At some point, he personally works with the value addition algorithm! The same is true about Sanjeev. At one point, he personally started the problem of recruitment and public training. HR can not hire business units to hire a large number of quality agents, as a result there is no major internal customer dissatisfaction. As a result of Sanjeev’s personal concern for this issue, a new business unit was formed for the acquisition of shipping agents, and a well-known business leader “who is respected” was placed in the leadership position of “business owners”. The problem disappeared, to a lesser extent because business owners find it difficult to mistake themselves, who is currently operating a business unit. Both CEOs spend time on every route and goal. They will tear into a presentation which is superficial and lacks in depth and thought. It forces all the tasks very carefully to think about the most important things and priorities. Once the course is established, it’s just about the track. If the curriculum is wrong, it does not matter if it is effectively achieved. So they took the time to set the course ?, allegory and vice versa. They are very practical and data oriented They are disgusting to present unnecessary data, offer more detailed analysis, or when data is not available There is a need to make decisions on the gut feeling. The group feels tolerant with those who have a track record if they are not data oriented. They take care of data, analysis, real engagement, real talent management, management of cost effective people, or whatever business problems they solve. And it applies to all groups and tasks. There is a reasonable doubt about their theories and rituals . As companies grow, rituals begin to take root. This is the time when companies start losing agility and relevance. At that time when the nonsense starts to gain importance. Some rituals may be helpful and even necessary, as long as you know why they need it. A ritual is that you do without serious questioning why you do it or it is dealing with instant business. Rituals are always the result of not being able to solve real problems. Both Sanjeev and Raghu dislike the sacraments. I miss a company for which I work because it is battling quality issues. Management consultants advised them on the proposal for a comprehensive quality program. The program was launched and Dumming ended in the winning company. However, quality problems still exist. The total quality program has become a parallel program which does not directly address quality issues. It has become a ritual inspired by the management consultant promoted by quality staff, without any serious and serious question from the CEO. If there is a quality problem in the southern or taxi firms, then the responsible head responsible for this will be responsible for the roadmap and responsible for the submission. In terms of expansion, the best CEO, in my experience, should not be the best in terms of dimensions. Next to the decent leader. They are standing in the difficult aspects mentioned above.
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