Tuesday, December 20, 2011
Sunday, December 18, 2011
Saturday, November 12, 2011
Friday, November 11, 2011
Wednesday, November 9, 2011
Monday, October 17, 2011
Wednesday, September 7, 2011
Tuesday, September 6, 2011
Monday, August 8, 2011
Chief Belief Officer
In recent years, the corporate world has come out with innovative designations and unheard-of job titles. The “Chief Belief Officer” is one such designation.
Future Group (the group which runs Big Bazaar & Pantaloons in India), has Mr. Devdutt Pattanaik as CBO “Chief Belief Officer”.
His visiting card states his designation as Chief Belief Officer, but what is Devdutt Pattanaik’s place in the Future Group’s corporate structure? “I challenge your belief. I tell you where your belief is coming from. I tell you where your belief is going. I use various methods to do it. I show them, ‘This is your belief. Is this the way you want to continue?’,” he says.
After graduation, Pattanaik worked in marketing, sales, and as an executive assistant for 14 years. He grew popular for his lectures on mythology, and wrote books and a column on the subject. One reader of his newspaper columns, Kishore Biyani, offered him a job. In 2008, he joined Future Group and began spreading the light.
Pattanaik uses mythology to show employees an Indian way of thinking. So how does he apply it to management? “Do you know Vishnu?” he asks. “What are the things he holds?”
I don’t remember.
“About 80 per cent of your readers know it. Your vision is limited… In his hands are a conch shell, wheel, mace, and lotus. Shankh is about communication. Chakra is about rhythm and regularity. Mace is about discipline. Lotus is something you give people when you appreciate them. Now look at what management does. You have to communicate, review, punish and discipline, and reward. If you do this rhythmically, your company will grow,” he elaborates.
Pattanaik handles his image carefully. His website features a video called The Making of Devdutt… His pictures are what he wants them to be, his voice is even, and his smile, unsettlingly constant. The only time it breaks is when I ask him, “How do you convince people that…” He interrupts to remind me that as Chief Belief Officer, he does not convince people, he converses with them. “If they take something out of our conversations, good. But if they don’t, that is up to them.”
In an interview, Mr. Pattanaik says:- “Business depends on how people behave (customers, employees, stakeholders) and how people behave depends on what people believe in. Belief is an invisible cultural lever that shapes all decision-making. Modern management ignores it as it is not measurable and never objective. My job is to make people aware of it”.
In his role, he will be "decoding the wisdom of India locked in stories, symbols and rituals, and enhancing people’s belief so that they genuinely behave (rather than pretending) such that business grows.”
http://en.wikipedia.org/wiki/Devdutt_Pattanaik
Future Group (the group which runs Big Bazaar & Pantaloons in India), has Mr. Devdutt Pattanaik as CBO “Chief Belief Officer”.
His visiting card states his designation as Chief Belief Officer, but what is Devdutt Pattanaik’s place in the Future Group’s corporate structure? “I challenge your belief. I tell you where your belief is coming from. I tell you where your belief is going. I use various methods to do it. I show them, ‘This is your belief. Is this the way you want to continue?’,” he says.
After graduation, Pattanaik worked in marketing, sales, and as an executive assistant for 14 years. He grew popular for his lectures on mythology, and wrote books and a column on the subject. One reader of his newspaper columns, Kishore Biyani, offered him a job. In 2008, he joined Future Group and began spreading the light.
Pattanaik uses mythology to show employees an Indian way of thinking. So how does he apply it to management? “Do you know Vishnu?” he asks. “What are the things he holds?”
I don’t remember.
“About 80 per cent of your readers know it. Your vision is limited… In his hands are a conch shell, wheel, mace, and lotus. Shankh is about communication. Chakra is about rhythm and regularity. Mace is about discipline. Lotus is something you give people when you appreciate them. Now look at what management does. You have to communicate, review, punish and discipline, and reward. If you do this rhythmically, your company will grow,” he elaborates.
Pattanaik handles his image carefully. His website features a video called The Making of Devdutt… His pictures are what he wants them to be, his voice is even, and his smile, unsettlingly constant. The only time it breaks is when I ask him, “How do you convince people that…” He interrupts to remind me that as Chief Belief Officer, he does not convince people, he converses with them. “If they take something out of our conversations, good. But if they don’t, that is up to them.”
In an interview, Mr. Pattanaik says:- “Business depends on how people behave (customers, employees, stakeholders) and how people behave depends on what people believe in. Belief is an invisible cultural lever that shapes all decision-making. Modern management ignores it as it is not measurable and never objective. My job is to make people aware of it”.
In his role, he will be "decoding the wisdom of India locked in stories, symbols and rituals, and enhancing people’s belief so that they genuinely behave (rather than pretending) such that business grows.”
http://en.wikipedia.org/wiki/Devdutt_Pattanaik
Tuesday, June 14, 2011
Sunday, May 29, 2011
Wednesday, May 25, 2011
Saturday, April 9, 2011
Prepare Three Envelops
A fellow had just been hired as the new CEO of a large high tech corporation. The CEO who was stepping down met with him privately and presented him with three numbered envelopes. "Open one of these if you run up against a problem you don't think you can solve," he said.
Well, things went along pretty smoothly, but six months later, sales took a downturn and he was really catching a lot of heat. About at his witÃs end, he remembered the envelopes. He went to his drawer and took out the first envelope.
The message read, "Blame your predecessor." The new CEO called a press conference and tactfully laid the blame at the feet of the previous CEO. Satisfied with his comments, the press -- and Wall Street -- responded positively, sales began to pick up and the problem was soon behind him.
About a year later, the company was again experiencing a slight dip in sales, combined with serious product problems. Having learned from his previous experience, the CEO quickly opened the second envelope. The message read, "Reorganize." This he did, and the company quickly rebounded.
After several consecutive profitable quarters, the company once again fell on difficult times. The CEO went to his office, closed the door and opened the third envelope. The message said, "Prepare three envelopes."
Well, things went along pretty smoothly, but six months later, sales took a downturn and he was really catching a lot of heat. About at his witÃs end, he remembered the envelopes. He went to his drawer and took out the first envelope.
The message read, "Blame your predecessor." The new CEO called a press conference and tactfully laid the blame at the feet of the previous CEO. Satisfied with his comments, the press -- and Wall Street -- responded positively, sales began to pick up and the problem was soon behind him.
About a year later, the company was again experiencing a slight dip in sales, combined with serious product problems. Having learned from his previous experience, the CEO quickly opened the second envelope. The message read, "Reorganize." This he did, and the company quickly rebounded.
After several consecutive profitable quarters, the company once again fell on difficult times. The CEO went to his office, closed the door and opened the third envelope. The message said, "Prepare three envelopes."
Thursday, March 3, 2011
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