In the 1990s, a multi-national business machine manufacturer was a preferred employer at engineering and management schools. Candidates considered it an extraordinary learning organization. So why was the Chairman, the primary investor in this joint venture, sweating it out in his chamber? And car? And …
On a Sunday afternoon, I received a long distance call on my land line, from the Vice Chairman of a tractor manufacturer in North India. He was calling from his factory, where he, his wife, and the surviving work force had locked themselves in, a …
Lessons from Kargil In end May 1999, the Pakistan army crossed the Indian Line of Control (LOC). India was shocked. And unprepared. The Pakistani army had occupied Kargil, all the way up to Tiger Hill. The Commander-in-Chief of the Defence Forces took charge to deal …
The new President of an Earthmoving Equipment plant in South India, was a Qualitist. He had the knack of spotting chronic problems in any organization. On his first day at the plant he questioned the volume of garbage outside the messy workers canteen. This problem …
Four decades back, the Vice Chairman of an Indian tractor company was struggling to compete with international tractor brands in India. This tractor company had scratched only 2 % market share over the previous five years. According to the Vice Chairman, the Indian tractor was …
Three decades back, the Quality Council of a steel plant in India, was chaired by the Managing Director, Dr I I Jamshed. The members of the Council had collectively selected “absenteeism” as one of the five pilot projects to be solved by the Juran on …
