LES INDISPENSABLES , THE LAW OF DIMINISHING RETURNS AND ORGANISATIONAL CULTURE

Healthy balance between work and personal life is a challenge most professionals have willingly given up on, happily or otherwise. Distinction between the two, has all but vanished, as work-related activities have pervasively invaded personal and family time. For many, home has become nothing more than a place for ‘homemade food’, wash, change and a nap on one’s own bed. Spending most of the twenty-four hours at workplace or at work, even though physically present at home, is now considered an indispensable ingredient for upward mobility on the coveted corporate ladder. Being expected to stay in office beyond working hours or regularly required to carry work home, is considered synonymous with one’s arrival amongst the ‘reckonable’ and ‘indispensables. It signals one’s proximity to the fountainhead of power. After all, for the coveted ‘Ferrari’ one needs to embrace monkhood of work.

Reckonable Performance Indicator

Being present mostly at work place or seen engaged in work associated activities is now a well-established manifestation of organisational fidelity. Though it has, nothing remotely connected to performance, utility and productivity, mere presence at work can be considered as organisational fidelity and amply rewarded. This trending manifestation of managerial selflessness, at well-publicised personal costs, can trigger corporate emotions like the outpouring reserved for military martyrdom. Spending time beyond the call of office schedules, seemingly showers venerability. Though, factually of worthless relevance to the organisation, it is now counted amongst visible and reckonable parameters of performance. With nobody complaining and none objectively linking presence to profitability or productivity, there is a race raging amongst many employees to be known for staying longer at work or to be seen perpetually at work.

Demanded or otherwise, the propensity of employees, seeking to be at work endlessly is attaining epidemic proportions. It is now a visible manifestation of the subcontinental work culture. Managerial hierarchies expect and overtly or subtly enforce presence well beyond work-hours and office boundaries. Many at the top expect unquestioned compliance as, at least a few amongst them could have walked the sublime sacrificial path to their current positions.

A Subcontinental Phenomenon?

Companies in Europe and USA, it is generally believed, do not encourage or expect over stays. Business mails over the weekends lie cocooned awaiting the next working day for deliverance. Even an Indian corporate within the geographical boundaries of Europe and USA do not expect or openly encourage overstays. Many corporate entities, indigenous and thriving in the subcontinent as well as multinationals offshoring business to India seem to encourage employees voluntarily staying back after prescribed work-hours to finish assigned tasks.  

Elusive Rationale

Exploitation or incompetence are just superficial explanations.

Organisations driven by greed for quick gains, could exploit employees by cruelly burdening them with targets, humanly impossible with efforts made in stipulated working time. In that case employees have no alternative but slave beyond the clock and deliver what is expected by the repressive regime. Ever since the economy was liberalised two decades back, employment opportunities have grown. Despite the current slowdown, competence does have adequate opportunities to choose from. In an environment, where strong labour laws are in place, vociferous trade unions which can easily be driven to violence keep vigil, activists are on the prowl looking for issues to be taken up and an active independent judiciary is visibly sympathetic to the oppressed individual, exploitation in its typical sense can almost be ruled out.

Are organisations besieged by disloyal incompetent individuals, incapable of delivering results expected of the hierarchical position assigned? If poor recruitment policies inundate organisations with incompetence, then the number of successful enterprises in the country should progressively be dwindling. Though incompetence plays significant role in extinction of enterprises that once thrived, it can’t be the causa mortis of all failures, because a talent pool is the prerequisite for any organisation to come into existence. Moreover, incompetence, produces nothing spectacular, despite hard and long flogging. Hordes of incompetent managers however long they stay would achieve nothing worthwhile.

If exploitation and incompetence individually do not force long work hours, what else could be enticing employees to stay back at work? Would an organisational culture that expects its members, as a matter of traditions or practice, to regularly work beyond office hours, really help organisational goals? Does such an environment really help the individual? 

The Quagmire

Most individuals in the corporate sector live and thrive by targets and bottom lines assigned. Upward mobility is driven by performance ratings and targets achieved. Amidst complaints of unrealistic expectations, there is unanimity in accepting that most, if not all, achieve assigned targets, successfully push up bottom lines and competitively increase the bar for the next fiscal. If it is a practice to enhance targets each fiscal, it is natural to assume that the previous target was deliberately soft. It is also known that targets sans fundamentals end up a cropper.

But targets alone do not justify the need for employees to regularly stay back beyond scheduled times. One doesn't have to be necessarily be in office physically to clock working hours. Continuing to answer emails or monitoring progress remotely and being subject to conditions that necessitate thoughts about work is also working.  In effect individuals, mainly those in positions of managerial hierarchy are perpetually at work or want to be seen so. While there are a few who sacrificially toil for the organisation, many spend time beyond scheduled hours, not because longer presence helps them achieve elusive targets and lift bottom lines but for the visibility associated with long office hours.

Looking a bit closer at the situation, one can make out that in most cases, it is the result of an organisational culture that has evolved due to a management matrix debilitated by incoherent definition of roles, inadequate delegation, poor decision making, lack of accountability and weak lines of communication. It results in a mutually parasitic existence, where the individual strives to elicit the most out of an organisation and the organisation in turn, embodied by other individuals, tends to wring out the most from the individual. Detrimental to competent professionalism, such an environment fosters one-upmanship, encourages personal loyalties, promotes pretence, nurtures fraudulence, and pardons purloining of efforts. It effectively and perpetually bleeds the organisation, vilifies it, inflicts losses and stunts growth.

Dumping Diminishing Returns

Law of diminishing returns is a cardinal rule that applies to everything known.  The number of hours clocked by an individual over the course of the day, over a period of time, can be objectively evaluated against productivity to prove that individual performance is also governed by law of diminishing returns. This factum, notwithstanding, to understand the issue in the right perspective, there is a need to consider the problems related to long working hours, both for the employer and the employee.

Fatigue and disturbed sleep are the initial products of long working hours.

Fatigue is known to reduce mental and physical prowess, impair judgement and concentration, degrade motivation, slow down reaction time and increase risk-taking behaviour. It reduces decision-making ability, communication skills, attention and vigilance. Sleep deprivation invites, high stress and related medical conditions.  Each of these, has a tendency to be cumulative in nature and aggressively adds on to ill effects of each other.  Sleep deprivation and fatigue is a deadly combination that can significantly erode productivity of an individual.

If one thought, these self-inflicted damages were limited to the organisation alone, there couldn’t be a bigger error of judgement. Besides the adverse effects of regular long absence in marital relationships, the impact on a nuclear family, the basic unit of modern society, due to absence of parents is unfathomable. Children groomed merely by play schools, maids and makeshift arrangements devoid of parental attention tend to acquire serious emotional problems. Hard-working parents tend to make up for the lost time through over indulging acts of pampering. Robbed of early-life role models and value systems associated with healthy nuclear families, children suffer the most. The terrible impact on the societal health is best left unsaid.

By nurturing a work culture which expects or encourages individuals to stay longer than schedules, an organisation is effectively incurring expenditure not only on eroding its own employee’s productivity and inflicting grievous physical and psychological injuries on its staff but even actively colluding to undermine the very fundamentals of a healthy happy society.

Dispensing Les Indispensables

It is not without sufficient and logical reasons that many European and forward-looking economies have introduced shorter working days and enforce adherence to work schedules. Societies hosting such enterprises claim that the result is a happier, healthier and productive workforce. Despite enforcing scheduled work-hours, these business entities continue to grow making profits. There is a scope for indigenous organisations to evaluate their management policies that allows individuals to work beyond scheduled work times.  In order to enforce work schedules on its employees, organisations may require to redraw hiring policies and reorient existing organisational culture.  This could eventually lead to finding the ‘best fit’ for the role, resulting in higher savings and better productivity. No one is indispensable. However, in each organisation there would be few who assume indispensability. All of them develop, flaunt and exercise indispensability at the cost of the organisation.

Dispensing with those attempting to be Les Indispensable may not be a bad idea for an organisation to emerge leaner, stronger and more productive.

A GUIDE TO SUCCESSFUL SURVIVAL :THE “CHAIWALA'S ” MARKETING TECHNIQUE

“Chaaaye ….Chaaaye ….Garam Chaaaye”, the loud and peculiarly coarse call, of a vendor trying to sell tea, woke me up from my deep slumber. I was surprised, that he could get himself heard beyond the toughened double window glasses and a closed compartment of the Rajdhani. Annoyed at being woken up, at an unearthly hour, I got out of my berth and went out onto the platform. It was then, that I realised, he was selling tea to passengers in the train, docked at the next platform.

Ever noticed the Chaiwala’s call?  

Ever thought why, irrespective of the place or region, they all seem to sell tea in the same tone and tune? Kashmir to Kanyakumari, wherever there is a railway platform, tea is sold by vendors with the same call “Chaaaye ….Chaaaye ….Garam Chaaaye”.

Pondered why?

Well, it may turn out to be a study in human physiology, psychology as well as, “Survival and Sustenance business mantra” all put together.

Can you imagine the effort, the tea vendor has to make, to be heard, if he has to sell tea in any other tune and tone? The human body adapts to the situation prompting the individual to adopt a new technique to help himself, in being heard loud and long, but expending the least amount of energy. If you’re not convinced try it out yourself. I have tried many times over and realised that the typical “Chaaaye ….Chaaaye” call is the best way out.

“Adaptation” and “adoption”, are essential ingredients of survival and is ingrained into the DNA of all living things, flora and fauna. Every species, to survive and sustain, has to first adapt itself to elements of the environment and then adopt means and methods to tide over challenges. The “combo”, slowly becomes imprinted in the genes and is passed on from generation to generation. Human beings are no exception.

“Adaptation – adoption” combo is also the mantra for success. A business entity, that adapts to the situation fastest and smartest, by adopting means and methods to overcome market challenges, with the least expense of resources, tend to maximise profit, beat the competition and stay ahead in the race. Those who can’t or won’t, wither away. Iconic brands like Black berry (Mobile Phones), Lambretta (Scooters) and Ambassador (Cars), don’t find the “life space” in the volumes, they once held sway over us.

I witnessed one such “adaptation and adoption”, initiative at the Bangalore airport. Since, I make it a point to arrive at the airport well in advance, to complete all formalities without hassles, I get sufficient time at the departure lounge. Coffee at the South Indian restaurant is an activity, I enjoy even if it involves a little bit of “wasting time”.

Though, there are a number of outlets at the departure lounge, I find this place normally fully subscribed. Despite the long queues and the impatience associated, the restaurant seems to be a favourite destination for many. Give it to the strategic placement of the facility or quality of food, the restaurant is always packed. If there “was” one issue that I held against the restaurant, it was the queueing time. It’s very annoying to be in a queue that makes incremental progress and then end-up having to balance food coffee and cabin baggage, then hawkish to look for a place to park oneself. Despite this torture, I always found myself willingly in the queue whenever I was at the Bangalore airport.

On one such harrowing occasion, having reached the billing counter after considerable time in queue, I asked the guy who seemed to be in charge, as to why the management is not doing something about the delay. I remember him telling me, that the inflow of customers is such, that whatever was being done, fell short. I felt, that the management is on the verge of succumbing to the weight of its own success. I casually suggested them to try “table service” rather than the current mode of “self-service”. From his body language, I could make out, that he gave me the scant regard, reserved for unsolicited advisers. I was not a paid consultant.

On the morning of 11^th December, after the mandatory security check-in procedures, as I walked in to the same restaurant, I was delighted to see a very small queue at the counter. I also noticed that all the tables were full and most tables had shiny steel number plates. Then, I saw a bearer carrying a plate shouting out a number and a client sitting at the table with a corresponding number, responding to the call. Simple, yet effective survival and sustenance techniques was on display at the restaurant. The management, had adopted a new method to tackle one of their biggest challenges. 

No, I did not go and tell them, look, I told you so!

The marketplace, like life, presents new challenges on a daily basis. It is for the leaders, to quickly find a way out and lead the team successfully out of the challenge. Adaptations and adoptions need not have to be spectacular or gigantic to make an impact. Timeliness, is of utmost importance. Keen eye and a highly developed sense of market survival are key to success. Even an unsolicited observation or advice if taken in the right perspective could also trigger trailblazing changes.

MAKING AND UNMAKING OF A BRAND

There is something very sinister about brand image. The permanency associated with brand image has just about vanished. Products, services and individuals associated with a brand image have to be consistent as well as persistent at labouring to improve brand value. Status quo spells disaster.

 Branding was initially associated with domesticated herd animals. In order to differentiate an animal owned by one individual from another, early humans initiated the custom of branding. The process, painful to the animal, mostly confined to establishing ownership, was a ritual undertaken with due deliberation. The prominent and permanent marking on the animal, said a lot about the brand owner and his clout in the society.

Modern-day branding is an intricate and costly corporate activity. Initially products were branded, then services were included. We recognised them by the unique brand logos and catchy slogans. Celebrities were paid huge sums to be associated with the brand. Now, with celebrities selling anything and everything, celebrity association for qualities and attributes have somehow been relegated to the background or diluted. Celebrities have now become mere product promotion agents. While animal branding was permanent, branding of product and service is all about imaging. Like images, it could be real or virtual! The strength and longevity of a brand image, eventually will depended on how real the constituent elements are and how truly they meet the promises made. It doesn’t take much time for an established brand that soars the skies to plummet to fathomless depths. Creation of brand value is a long drawn, difficult and time-consuming process, whereas, the fall is easy and can be initiated by the product itself or by any one individual associated with the brand.

The trigger forthis article is my experience with a very famous and trusted brand in Kerala.

Different products ranging from stabilisers, geysers, solar water heaters and inverters are sold under the same brand name. A perfect name for its initial product,backed by excellent quality, the product enjoyed a niche associated with trust and solid performance. The firm grew and successfully diversified its operations. The ptomoter of the product is known and appreciated for his bold stand on various social issues. Sure enough, the entire range of products, though priced above competitors, being adequately backed by quality and associated with progressive outlook attained immense brand value. Satisfied with two stabilisers I purchased, and led by brand image, I became, what corporate gurus call “branded loyalist”. That was till now.

I purchased an inverter of this brand, from a showroom of a reputed retail chain. The showroom provided me with all possible help and choices. My first conversation with the service desk of the brand, while I was trying to install the inverter was a shocker and gave me an indication of the likely decay. When I asked for assistance to install the inverter, I was told that it was the responsibility of the client to hire an electrician to install it. the company had nothing to do with it. It is perfectly okay to be told so, but that doesn’t have to be conveyed in a rude and unprofessional manner. That was the starting point.

It took me two days to get an electrician. Three or four hours into operation, the inverter,started beeping very loudly. By then, the electrician who installed it, had also left. I tried to switch off the inverter, but it did not yield. I had to somehow silence the inverter. I immediately called the service desk for help.What shocked me, was the mere apathy and insensitivity of the service desk. All my efforts and explanation, failed to convince the service desk, of the urgency of sending somebody to immediately cut off the inverter from the mains. It took me four hours of self-help activities to save myself from the situation. Phone calls to the electrician, reference on the web and my persistence at finding an immediate remedy finally yielded result. I learned later that the service provider was located not very far away from me. They did not send a technician because it was a Saturday afternoon. the earliest they could send somebody was Monday.

The response I received that day, from the brand service desk has forced me to shun the brand for ever. I also learned how a brand value can be eroded by weakness in quality and how the fall can be accelerated by individuals associated with the brand.

Since the item was guaranteed and I knew one of the partners of the chain, the showroom sent me a replacement the very next day. Nice of the retail chain, for the next 48 working hours, someone kept taking feedback on the performance of the replacement piece.

Since I was a brand loyalist, I send an email to the company hoping that the issue would be localised and contained. The reply I received confirmed that the erosion had set in irrevocably. To an email with my name and address clearly written, the reply asked me to submit my complaint with my name and address in the specified format. It was clear to me, that those responsible had not read the mail. The promoter might or might not know of this degeneration. Either way, it is his folly.

There is sufficient material and expertise available to create a brand and successfully market it. However, sustaining the image is a different matter altogether.Brand image, is an amalgamation of the perception that exist in the minds of the customers. Celebrities could at best, lend their presence to a brand image through association. Brand value however, comes to stay, purely from first and second-hand experience. It is only through the fine print of customer experience that brand image can sustain its growth. Despite large amounts being pumped into advertising a brand, only real-life experience of customers can cement brand image. Good brand managers would take care to absorb all possible inputs about the performance of the brand, it be product or associated services.

One of the key issues missed out by brand managers, is the need to include the company’s staff in the process of creating and sustaining a brand image. Marketing and blitzkrieg in the glitzy world of advertisements may win few eyeballs and a few first-time trials. Continued use of the brand and developing loyalty amongst the customers can happen only through collective and participative efforts of all individuals associated with the brand. Consider the damage a salesman can inflict on a brand, despite the costliest advertisement campaign, when he at the point of sales tells the consumer that he can neither guarantee the performance nor the after sales service. The brand is just as good as the worst salesman. The entire budget spend on brand imaging is as good as flushed down the drain. This is what is happening to an once famous brand.

Decay and degeneration is inherent to existence. Brand image is no exception. Efforts must be focused to identify and prevent its occurrence. As with brand image,decay and degeneration is inherent to any organisation. Thus, progressive organisations must devise means and establish protocols to arrest organisational decay and degeneration. The organisation must spare no efforts to educate all those individuals coming in contact with customers on how to protect and promote the brand image and the brand value.