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Today, Indian IT and ITES-BPO Industry is well established in the ‘Operational Management’ space. All practices and processes are wedded to systems methodologies. These systems again need to manifest within organizations into quantifiable behaviors leading to desired business outcomes – ‘systematic improvement in organizational capability and performance over time to suit business needs’.
In the organization’s operational space in addition to systems and behavior there exist two others critical paradigms. These are an individual’s psychology and the collective culture of the organization.
As the organization grows, the need to leverage the intangibles in terms of the individual’s psychology and a unique collective culture within the organization also grows in order to align with systems and the organizations performance.
ILaB process addresses and bridge gaps – brings coherence to the intangibles factors – dominant both at the individual as well as at the collective cultural level in an organization. Primary focus on the individual behavioral competency – the person as against people is put forward.
People leave their immediate managers, not the companies they work for - Gallup
There is a demand from the current operational environment in corporations that each manager evolves into an effective coach. Today managers need to realize that along with the organization’s vision they also need to acknowledge the individual team member’s vision, outcome frames and results thinking. Otherwise there will be a tremendous loss of energy. This is one of the most powerful tools of tapping into the reservoir of an individual’s innate talents. We are today dealing with the knowledge worker who requires to be treated like a customer, unlike the ‘control and command’ environment imposed on the blue-collared counterpart.
Hence, the significance of having the right Leadership/managerial fit and the correspondingly staff with higher quotient of psychological competencies like Emotional Intelligence etc is very critical for organizational development and achieving ‘operational excellence’ in a holistic way. |
