Dr. Gitika Dutta (Faculty Member, IIPM Hyderabad) is of the view that a carrot-and-stick policy need not always be resorted to, for building employee loyalty

Managers can, and often do, provide a range of incentivising and disincentivising KITA – bonuses, rewards, rules, work conditions, status – hygiene factors. These will have an effect, but will it be desired and long-term? A resounding ‘no’! Alfred Kohn sums it up neatly: “Do incentives work? The answer depends on what we mean by ‘work’. Rewards, like punishments, are extremely effective at producing one thing, and only one thing: temporary compliance. But carrot and sticks are strikingly ineffective at producing lasting change in attitudes or even behaviours. They do not create an enduring commitment to any value or action; they merely, and temporarily, change what we do.”

Some two dozen studies from social psychology have shown that people who expect to receive a reward for completing a task (or doing it successfully) do not perform as well as those who do not. This has been found with all sorts of rewards, people, and tasks (with the most destructive effect when the task involves creativity). This means that desired changes cannot be achieved by dangling goodies. Organisations need to learn that incentives only work for short-term movement; if you want motivation, do not start here. Can an organisation train its employees to be motivated? No! Motivation comes from within an individual. We do things, or do them well because the outcome is appealing to us. Read More..

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With such a powerful adversary to contend with, does Lenovo even stand a chance to topple the number one?

A first look at the Lenovo office in Bengaluru shows a refreshing change from the serious image of IBM. The colour white (complete anti-thesis to the IBM obsession for black computers) dominates in the entire setting, and posters of the celebrity siblings & brand endorsers Saif & Soha Ali Khan adorn the walls. Ask Neeraj Sharma the key to Lenovo’s strategic objectives, and his answer is innovation. He feels Lenovo is one of the typical instances of Thomas Friedman’s ‘fl at world’, as the company is successfully leveraging engineering talent across the world. Three research labs in the US, Japan & China form the heart and soul of Lenovo’s R&D. The American lab works on Think vantage technologies, the Japanese lab for notebook innovations, while the Chinese lab is focused on desktop engineering. This is termed as the ‘innovation triangle’ of Lenovo. And an innovation centre in Mumbai has also come up recently to add to this list.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Airtel to CII, big deal!

Sunil Mittal, the head at India’s largest private telecom provider (Bharti Group) has been elected president of Confederation of Indian Industry (CII) for 2007-08. He has formally succeeded R. Seshasayee, Chief Executive, Ashok Leyland. More to add to the announcement spree - K.V. Kamath, Managing Director, ICICI Bank, would take in responsibilities as the new Vice President. Being proud of Mittal’s success, a CII statement revealed, “His business acumen and leadership have been recognised through the numerous instances. He has been hailed as the businessman and entrepreneur of the year by leading global institutions and publications.” Views about Kamath were vivid too – the strategic initiatives instituted by him have helped ICICI increase its business potential.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Bharti Telesoft is positive about its strong presence in the all important Indian market, where it is also serving Hutch, Idea & Tata Indicom

Ask Chowfla, and he stresses at length on a three-pronged strategy that the company is looking at, which he calls a “three legged stool.” The first leg is to build a world-class organisation with the best people, capabilities, competencies, processes & quality systems. Second is to have a global footprint. And the third is to play a role when inevitable consolidation happens, as Chowfla states, “Bharti Telesoft wants to be a consolidator and not a consolidatee!” But what would make Bharti Telesoft so immensely confident about its future prospects?

For starters, Bharti Telesoft is positive about its strong presence in the all important Indian market, where it is also serving Hutch, Idea & Tata Indicom besides Airtel. Contrary to popular perception, the company operates quite independently of Bharti Enterprise and takes its own decisions. A case in point being that its product e-recharge service (which is a rage with close to 3 million recharges happening every day) was first launched by Hutch and then Airtel followed suit. Players like Vodafone & France Telecom have approached the firm, hoping to replicate this success in their home markets.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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