Thanks to the Organizations i was with, was amongst the earliest Adopters of ISO as a Management System. Despite being long associated, i always wonder about the task & tussle in adherence to the Systems, let alone the visible benefits the Organization reaps from having an ISO Certified Management System. Many a times, i have noticed that Management Systems survive in isolation even with the supposedly strong commitment by the Top Management.

At shop level, People to a considerable extent, have found ISO Management Systems more an interruption than a savior. Due to which, in Majority of the Organizations ISO remains a fad than a realistic Management Tool. Having certified for ISO is widely believed to have its advantages – from Market and Customer perspective, as a Tool to Attract and sometimes, a Tool to Retain.

Personally and Professionally, I have always believed, and ofcourse demonstrated as well, that any System adopted with conviction by the Top Management and promulgated all across the Organization brings in highly desirable results, consistently. Key is the holistic absorption as part of DRMs, and certainly not in parallel. Success of any Management Tool in an Organization, I strongly attribute to Top Down Approach.

The Genesis:

India emerging as a Manufacturing Hub and a Bankable Market necessitated a common platform for people to assess capability and capacity of Organizations for collaborative working, Branding apart. Any Good Organization Run Professionally certainly had documented system for their own Monitoring, Control and Management, even prior to introduction of ISO. It was easier for such Organizations to quickly convert to ISO Systems and Procedures. What started as a Privileged

Tool, over the Years ISO became a common platform, facilitated by proliferation of Certifying Bodies. From Manufacturing, ISO as a Standard, moved across Industries including Educational Institutions. More than a Quality Management System, ISO is now considered to be an Effective Organization Management System, beyond that of Process Management.

Transitions:

Certain industries looked at ISO quite critically, identified certain insufficiencies as a common tool. Starting with Automotive Sector, every Sector aspired to bring in more stringent requirements specific to their sectors in the name of User Protection and Safety. Those remain specific due to both Cost and Convenience of universalization across Industries.

Over the years, evolution of consumer aspirations and consumer protection movement called for further strengthening of ISO. As an Organization, ISO picked up the good and practicable necessities from those of Industry Specific standards. Periodical Changes were made in Standards and imposed through various clauses. From mundane paper work, ISO became an Operational Tool and in the process, evolved from being a Reactive to a Proactive Tool.

Evolutions:

As an Intrapreneur, I have always enforced an Integrated Working, focused on Effectiveness beyond Efficiencies. Silos are certainly needed to bring focus and efficiency, without which may result in Organizational disarray – meaning fixing of Responsibility & Accountability.

In more than a decade that passed, impact of Businesses on the Stake Holders necessitated a System beyond that of Organization. ISO recognized this need and included as part of the standards calling for ESG Focus and Risk Mitigation, both for the benefit of the Organization and the Stake Holders. As we move into the future, the changes envisaged alongside AI evolution leaves no choice but for the ISO and its Constituent Organizations to be prepared for.

As a result, expect ISO to move ahead of Monitor and Control to that of Leadership and Performance. Built on the fundamental framework Resilience, Sustainability, Digitalization and Value Creation, Culture Building and Business Process Transformation will be the salient aspects. ISO may thus becomes a Strategic Tool, whether it provides a Long Run Sustainable Unique Advantage or not.

Remarks:

ESG induced 3P (People – Planet – Profits) approach has forced upon Businesses to demonstrate Sustainability by way of Consistent Performance. While it is a choice now until the new ISO standard becomes effective, it will be more a compulsion to retain the Certification.

People, Processes & Systems should synergize for Organizational Effectiveness. Success of any Tool will continue to remain People Determined. In my experience, though the Auditors and Assessors play a key role in successful implementation at a Client, Tools have always been beneficial to the Organization, even if there are No Sayers.

It is a debate for another time – whether ISO assures success and helps to improve Profitability. Such a question arises with very many ISO Certified Organizations unable to sustain Businesses, resulting in Closures. But one thing is for sure – if ISO is adopted whole heartedly, it will atleast help us to be prepared at appropriate time and take course corrections. Its worth the investment – interms of Time, Money and Efforts.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., Ph.D
Independent Board Member, Business Excellence Expert, Technical Due Diligence & Capability Assessor.
Managing Partner – SAAE Enterprises
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.
Former MD / CEO of a German & Japanese MNC
Chairman – Shri Avinashiappar Trust
Past Managing Director & CEO – Flow Link Systems (P) Ltd ( a Voith Group Company )

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is an Intrapreneur with hands on experience establishing medium & large scale end to end Value Chain Manufacturing Organizations (from Castings to Finished Products) for Indian Corporates and MNCs, driving Growth & Profitability by Building, Sustaining and Growing High Performance Teams.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +91 94879 46900 , +91 99653 11288

LinkedIn | Twitter | Facebook | E-mail | E-mail2

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post Future Forward with ISO 9001: 2026 appeared first on Industry4o.com.

Many a times I have emphasized that People & Organization are two sides of the same Coin. An Organization and its Brand is built around its Own People first and everything else next. A fond follower of Japanese Philosophies, its heartening to know that, if a company is in to Consumer Products for example, its important that the Employees of the Company are its first customers and it should be out of pride and not by force. This will ensure belongingness and trust in what an Organization and its People are expected to do, and the principles they stand together for.

I still remember the LPG Era with awe – Liberalization, Privatization & Globalization. Thanks to the then Government for changing the Behavioral Landscape of both Buyers and Sellers. Opening up of Indian Economy exposed Indian Consumers to multiple choices of Global Products, from otherwise compromised buying out of limited choices. Thanks to Maruti Suzuki, Japanese were amongst the earliest to take advantage of the situation.

Indian Brands in Consumer Durables segment paved way for much better Japanese products, not just because of Brand Preference. Process Leadership of Indian Companies gave way to the perceived Product Leadership by becoming licensed manufacturers or collaborators. This brought in Japanese Culture into Indian Organizations. It was early days in my career where “Company Uniforms” for executives was unheard of. Career Growth helped me understand the significance of wearing a Company Uniform with Pride and Belongingness, which I later adopted for the Organizations I lead, either formally or informally. And it also dawned on me that this is how a Brand is Built & Promoted – by Employees first and then all others next.

I did also notice, especially in consumer durables segment, Employees are encouraged to buy only own products and certainly discouraged from buying a Competitor’s product, irrespective of market standing. This does really make a case for What You Make is What You Get.

EVOLUTION:

SPELT Environment (Socio-Political-Economic-Legal-Technology) evolved alongside Market evolution. Concepts of TQM and QFD were liberally used in bringing together the stake holders for Mutual Good. Education system and Employee Patterns shifted along with Generational Shift & Demographic Changes. Supervision gave way to Facilitation and Managing gave way to Leading. 80:20 rule came to be realized – 20% of People work for future (5 Year Plans), while 80% work for the present (2 Years).

MANAGERS AND LEADERS:

As a widely travelled Intrapreneur, it makes me wonder the way Indian Organizations are structured. Probably it is more to do with societal expectations than those of Organizations. While the Global Organizations appear to be more flat, Majority of Indian Organizations continue to remain highly vertical. Exception can be in Services Sector. This could be either because of Indian Organizations still growing or to meet Career aspirations of Employees – who anticipate promotions periodically. Personally, I see this challenging. Money is not a problem but change in hierarchy is, unless there is scope for additional responsibility. Statistics puts this at 10% of total work force who can be considered for promotion, limitation being Organizational Growth. A certain percentage of retirement and recruitment is also essential for the Organizational upheaval.

I have also noticed, elsewhere in the World, except for HR Professionals, very rarely in other functions People Manage People. Functional and Process Management is clearly distinguished from People Management. There has to be a unique distinction in roles for People to become Managers, especially when the structure is flat. However in Indian Scenario, Managers in Hard Core functions (other than service functions) major responsibility is People Performance. And that is meant to Maintain Value.

Leaders, who are expected to Add Value, will look mostly the Progress and therefore Induce Change & Manage it for the Betterment.

LEADING FROM THE FRONT:

Management Styles will largely depend on the Nature of Business, Employee Demography and Organizational Life Cycle. Traditional Organizations which has more of Doers than Planners and Employee Educational Levels low to moderate, will call for Leaders who take responsibilities and Lead from the Front, mostly assisting & supporting people perform. Its more of Task Based Leadership wherein Employees are expected to meet their DRM obligations. Such Organizations will also be highly verticalised, rely on Procedures and have a great deal of Role Clarity. Very common wherever Manufacturing is involved.

LEADING FROM BEHIND:

Demography induced Generational Shifts have paved way for Modern Organizations. Employee Education Levels are superior to that of Traditional Industries. Role of Managers are that of Facilitators, as commonly practiced elsewhere in the World. Majority of such organizations have stringent recruitment procedures and are generally flat in structure – as seen in Services Industry. Leaders in such Organizations rarely involve in DRMs, except for that of structured reviews and dash boards. Role of Leaders then will be on ESG and Growth – the 3Ps – People, Planet and Profits. For such Organizations – Leaders usually work from behind encouraging the team to achieve targets and goals – mostly Problem Solving & Mentoring.

SITUATIONAL LEADERSHIP:

Like Commanders in the War Front, most effective Business Leaders are Adaptive – meaning they appreciate the Circumstances, Accept the need to Change accordingly and Adapt themselves. This is essential in a Dynamic Business World wherein Geo-economics is Multipolar and WTO has become less significant in the era of reverse protectionism.

Once Leadership Adapts themselves to the necessities, sometimes called Predictive Leadership, Leaders understand the need for validation, post which they ensure Organization Wide Adoption of effective changes.

Why part is always clear – What, When, How & How Much determine the Effectiveness of Leadership. Ofcourse, the start is always the Right Understanding of the Why…..

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., Ph.D
Independent Board Member, Business Excellence Expert, Technical Due Diligence & Capability Assessor.
Managing Partner – SAAE Enterprises
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.
Former MD / CEO of a German & Japanese MNC
Chairman – Shri Avinashiappar Trust
Past Managing Director & CEO – Flow Link Systems (P) Ltd ( a Voith Group Company )

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is an Intrapreneur with hands on experience establishing medium & large scale end to end Value Chain Manufacturing Organizations (from Castings to Finished Products) for Indian Corporates and MNCs, driving Growth & Profitability by Building, Sustaining and Growing High Performance Teams.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +91 94879 46900 , +91 99653 11288

LinkedIn | Twitter | Facebook | E-mail | E-mail2

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post “TRIPLE A” LEADERSHIP appeared first on Industry4o.com.

Going by the Accounting Principles, an Organization is to be Construed, Conceptualized and Carried-on for Perpetual Existence – in colloquial terms, Ever Lasting & Never Ending for Generations to come. But in reality, there are Business Exits – for Strategic, Tactical or sometimes Conditions induced reasons.

When Exits are planned and structured, as in the case of Strategic and Tactical Decisions, its very controlled and the impact of which is carefully taken into consideration prior to implementation. In the 3rd case, Business Conditions induced Exits are usually uncontrolled and therefore are undesirable, resulting in People Issues and Emotional Conflicts, Business issues apart.

As the Famous adage goes “Today, You need to run to remain in the same place. And to Succeed, You need to run faster than the fastest.” This is same for Businesses. To remain where they are, they have to run atleast to match the speed of Industry Growth. And if they are to Grow, they have to run faster than their Competitors – as Growth comes only by acquiring Market and Business Share.

One of the essential aspects of Growth, is to Change and Change Constantly, Consistently, Continuously. As much Change and Growth are inseparable, they are essentially People Dependent and hence, Leadership Oriented. Apex Level Changes – are supposed to be Strategic leading to Compounded results, Operational Level Changes are Tactical leading to Incremental results and Execution Level Changes are for Sustainable results.

It’s all about 3Cs – Conviction, Commitment & Consistency.

Growth comes essentially because of the ability of the Organization to easily Adapt to the Changes effected by SPELT (Social, Political, Economic, Legal and Technological) factors. Other way to manage Change is to create one. Such strategies also define Market Leaders, Followers and Laggards. There are both merits & demerits in being either one.

Lag Vs Lead Indicators

Businesses thrive on Revenues, Profits and Cash Flows. Prudent Leadership will agree these are results based on past and facts. Certainly they are required for Business continuity and therefore entrusted with Executional Level. Growing Organizations usually focus on influencing SPELT environment to their advantage. Focus then shifts to Market Share, Business Share, New Businesses/ New Customers/ New Markets and New Products.

Failures as stepping stones to success

Growth oriented Leadership encourage Changes, despite knowing the risk of Failures. Its important to accept that there is always a 50% probability to succeed if we try, which otherwise is zero. Successful Organizations actually celebrate failures – wherein it incentivizes to discuss, understand and analyze so as to not repeat them. This is essentially helpful when its 100% transparent and organization wide. Learning from Failures then becomes a part of the Business Process, well documented and widely accessible.

Actions and Inactions:

Actions can be Predictive, Proactive, Reactive and Responsive. Each of these have their own consequences – while being Predictive and Proactive may be choices that induce Change and thus Growth, Reactive and Responsive are essential to sustain businesses. If we don’t Act and failure to act appropriately at an appropriate time may cause irreparable consequences. Ofcourse, to wait and watch is also an action but with limitations, sometimes when overused becoming a liability.

Fundamentals

Many effective Leaders who are Change Makers believe in questioning the Fundamentals. This is certainly needed in a dynamic, fast changing Business Environment. For Business Sustainability, even to change the Fundamentals, there is a need to understand and believe the prevailing fundamentals to know what to change and what not to change. Change for the sake of Change has to be avoided and therefore Change & its impact should be measurable. Reliability then is a result of Repeatability which relies on Processes & People Capability.

Learning & Growing

Growth comes out of the ability of the Organization to Learn and Lead, which means People who are part of the Change and Growth process should be willing to Learn and Grow and thus Grow the Organization. As much as People and Processes are inseparable, Organization and People are.

Cannibalization is an effective Business Strategy which comes out of Learning from past and from customers. When the same applied for People, its Learning to move out of old knowledge and habits (comfort zone) to acquire new knowledge and new skills.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., Ph.D
Independent Board Member, Business Excellence Expert, Technical Due Diligence & Capability Assessor.
Managing Partner – SAAE Enterprises
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.
Former MD / CEO of a German & Japanese MNC
Chairman – Shri Avinashiappar Trust
Past Managing Director & CEO – Flow Link Systems (P) Ltd ( a Voith Group Company )

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is an Intrapreneur with hands on experience establishing medium & large scale end to end Value Chain Manufacturing Organizations (from Castings to Finished Products) for Indian Corporates and MNCs, driving Growth & Profitability by Building, Sustaining and Growing High Performance Teams.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +91 94879 46900 , +91 99653 11288

LinkedIn | Twitter | Facebook | E-mail | E-mail2

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post CHANGE is GROWTH appeared first on Industry4o.com.

Written for two of my all time Favourites, and with very due respects to other fellow Champions. As in Business Excellence, Sporting Excellence is achieved by methodical, consistent processes which are colloquially known as Practice.

It’s more often Repeatability which leads to Reliability, very much as in the case of Businesses. Errors and Variances, end up in Results. Failures are then used by Champions for RCAs (Root Cause Analysis) and CAPAs (Corrective & Preventive Actions). This ensures Failure is not an End and Success is Never Final, for Sustained Successes, much similar to Business requirements.

They may not be typical Naturals….but they have matured enough to reinvent themselves…reminding the rest in the field and to whom it matters, its still better to have them very much in the scheme of things…One a Cricketer and the other a Tennis Player.

It’s more than a liking and loving…it’s not a mere Fan Moment, which i resist to confine myself to….

The King Kohli and The Super Consistent Djoko….both of whom still stand shoulder to shoulder with Young Guns and Raw Talents…Yet again, i will hold myself from calling them Geniuses…

As I submit this piece to their 4Ds – Drive, Determination, Discipline and of course Dedication, Hard Work apart. Money did not change them. Fame did not change them. And more importantly Age did not defy them what they deserve.

Qualities which i liberally subscribe whenever i get an opportunity to address Budding Professionals and Entrepreneurs. For me these two are Sporting Professionals, much beyond being good players – in addition to being icons, who have brought in new dimensions the way each of their sport is played.

Only wish, we shall be lucky enough and be a privileged lot to watch them for some more time.

Pure admiration, beyond my own admission.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., Ph.D
Independent Board Member & Business Excellence Expert.
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.
Former MD / CEO of a German & Japanese MNC
Chairman – Shri Avinashiappar Trust
Past Managing Director & CEO – Flow Link Systems (P) Ltd ( a Voith Group Company )

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is an Intrapreneur with hands on experience establishing medium & large scale end to end Value Chain Manufacturing Organizations (from Castings to Finished Products) for Indian Corporates and MNCs, driving Growth & Profitability by Building, Sustaining and Growing High Performance Teams.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +91 94879 46900 , +91 99653 11288

LinkedIn | Twitter | Facebook | E-mail | E-mail2

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post Commitment to Excellence appeared first on Industry4o.com.

Its true – Organizations should outlive, if not preferably outpace, the People – who start, build,& sustain it and sometimes unsustain it as well. This article is a result of continuous interactions with Leaders, their Organizations and others across 4 decades – Both Family Managed and Corporates, real & felt. As a Professional groomed to be an Intrapreneur since early days, up bringing has been a kind of Classical in the sense of mixing the Flavours of both Corporate and Family Business Styles & Culture, thanks to Business Owners and Superiors.

A firm believer in Observational Learning, having had much larger Customers and Suppliers, Learning has been tremendous over the Years – both Good & Otherwise. Many a times I have had the opportunity to look at both what should be and what should not be. Sustaining the success of Organizations across dynamic business scenarios, I firmly attribute to the resilience of the Top Management – their agility and ability to think differently and most importantly being appropriately Decisive.

Professionally or Owner Managed

Bitten by the Entrepreneurial bug, I decided to Superannuate on time. This decision was kind of influenced by my observations about lack of appreciable difference between a Professionally & Owner Managed Organization. It is also a decision based on What one should not do – Extensions. Many times I hear people remarking that “Owners cannot retire” as much as “Professionals don’t want to retire”. Though this appears to be dependent on Personal Priorities and Pre-occupations, I have observed that this is something to do with Self-confidence, ability to live beyond the Organization, the Trust they have on their second and third line irrespective of a Fellow Professional or a Family Member, and most importantly their own vulnerabilities post dis-engagement.

The Process

There is a need for me to make some submissions here – I have had the opportunity to get trained the Swiss Way, adopt the Japanese Way and live a Consumer life American Way. This being said, I believe in looking at every aspect of Managing or Mismanaging a Business as a Process. And Transition planning is one such critical Process.

Organization Design

Looking at Transition Planning as a Process, it starts with the very organizational design.
Trajectory of evolution of an Organization, though cannot be predicted accurately, need to be atleast visualized. Else may give way to either under and over staffed scenarios. I have personally preferred understaffed scenarios as a strategy until the Organization really Grows – for two reasons. Firstly, it prepares Employees for additional responsibilities and secondly, it cushions the Organization against adverse impacts. Given the different possibilities, an Organization Design should accommodate for both Growth and Stable phase. Opportunity to Grow Vertically in an Organization will depend on the Employee willing to take additional responsibilities.

Time Lapse & Promotions

Structured and Stream Lined promoting of Employees is certainly a way of Transition Planning. There are a few precautions though, which are pertinent – Promotion should be only for additional, well differentiable Role & Responsibilities. This should certainly be not based on time lapse, age & experience. It should also be reckoned that, as Employees Grow higher up in Hierarchy, Opportunities will become rarer. Promotion should also be not based on either output increase or sales revenue increase. This simply means, Promotion for the sake of Promotion and based on Year on Year increase in sales should be avoided.

Letting Go

Sometime earlier I have written an exclusive article on Letting Go as a Business strategy drawing parallel to Successful Batting in Cricket. Shall confine this time Letting Go from the perspective of Organizational Transition. Real Transitional Growth happens within an Organization and for the People in it, only when the incumbents are willing to Delegate and let go of their Authority and Control. This is true both for Grooming Next Gen Employees and Family Members. Leaders often ignore the fact that Controlling & Monitoring are very very different. Likewise, at some stage Organization may exhaust options to promote even Deserving Employees. This is the time when we should let go of such Good Employees – both for Organization & Employee sake. This is simply to avoid complicating the Organization structure. There are many successful companies/ organizations wherein the original promoters have relinquished their Ownership for the larger good of the Organization.

Succession Planning

Having been a witness to many dilemmas, both within and outside Organizations, succession planning is invariably biased. A lot of emphasis is given to Loyalty than that of Efficacy, however rigid and objective the evaluation process may be. Despite this, its important succession planning is built into the Organizational Planning Process. A good plan should include creating opportunities (vacancies) at regular intervals and letting go people, authority and control at regular intervals. A Leader is only good as much as he is willing to relinquish his own Role & Responsibilities. It is also a fact that only such Leaders can ensure Leadership pipeline. This is true both for Owners & Professionals, and should be seen only from that of Organizational Perspective and never from that of a Family or Loyalty.

Goals, Objectives & Measurements

Any Transition and Succession planning will not be complete without insistence of Metrics.
Mutual transparency about Expectations, Goals & Objectives is essential. Periodic review and reassessments will then determine the readiness of both the individual and the organization. Both for Professional and Family such measurements should be Professional and in its Truest Sense for the Organization to be successfully sustainable.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., Ph.D
Independent Board Member & Business Excellence Expert.
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.
Former MD / CEO of a German & Japanese MNC
Chairman – Shri Avinashiappar Trust
Past Managing Director & CEO – Flow Link Systems (P) Ltd ( a Voith Group Company )

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is an Intrapreneur with hands on experience establishing medium & large scale end to end Value Chain Manufacturing Organizations (from Castings to Finished Products) for Indian Corporates and MNCs, driving Growth & Profitability by Building, Sustaining and Growing High Performance Teams.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +91 94879 46900 , +91 99653 11288

LinkedIn | Twitter | Facebook | E-mail | E-mail2

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post SUCCESSION PLANNING appeared first on Industry4o.com.

QUALITY the most understood, and widely mis-understood, rather mis-construed in Human World, the very purpose for which Businesses exist. Challenges emerge as QUALITY – means the Quest for Ultimate for Stake Holders in the Consumption Value Chain.

In my almost 4 decades of Experience, and as a Mentor, across industries, products and services, could not either get satisfied or satisfy customers, both internal and external, in terms of product or services Quality. I have also found that it is not east to DEFINE QUALITY.

Many concepts have emerged. The race in every such concept is to attract, occupy Human Mind and gain its belief – from Seller to User. In Management parlance, this means – Positioning and/or USP (Unique Selling Proposition). As a Gen-X Professional, have seen transformative shifts in Buying Behavior – mostly induced by Growth in Consumerism alongside proliferation of Global Brands and their look-alikes. Yes, we are spoilt for choices.

STP – Segment, Target & Position is a very rational exercise used by strategic marketers leveraging Demographic Dividend to Position the products according to the so called Buying Preferences. While I agree with STP approach as the best available option, have learnt in a hard-way that this has to be adopted to different Region based Socio-Cultural aspirations. It is just there is no “One Shoes Fit All” strategy!

QUALITY– Over the Years, as a big fan of Six Sigma Philosophy, I have always believed Process Quality is the Most Vital for delivering Consistent Product and/ Or Services Quality. A robust process is sure to eliminate Human induced variances, control of which remains more a Desire than Possibility. Therefore Resources Quality – Infrastructure & People becomes critical, coupled with Commitment to Systems & Procedures, meaning Discipline.

MEASUREMENTS – What, How and When of Measurement forms essential part of Managing Quality. First and foremost is to ensure that Products or Services are as per the desired level or specifications at the Point of Sale by the Seller or Services Provider. Though mostly internal to the Organization, if the deliverables match the specifications – 50% of the Bridge is successfully crossed. Wish to re-iterate – its only 50%!

DEFINING QUALITY–Both as a Buyer & Seller, have always tried to emphasize that Quality is relative – dependent primarily on the Cost and then on the Price. While cost is a fact, Price is yet again relative – Right Price is always a Belief. As a Seller, Quality is completely based on STP, though with risks it carries. Many of us as Sellers believe “Right Product for the Right Price”.

As for the User, Price actually is a Cost and therefore looks at it for the Value it offers. Of course this has evolved over decades – from that of Sellers to Buyers’ Market. USP gave way to UVP (Unique Value Proposition), reinforcing that Quality is Relative, more than ever. Its all about User Perception now – expect maximum Benefit to Cost Ratio. If Cost of Quality is to be reckoned as part of Products or Services Pricing, then Cost is all-inclusive – Ease of Purchase and Availability, End to End, and just not the Price.

In the recent times, wherein Brand Loyalty is Fractional and PLCs (Product Life Cycles) are Diminishing, QUALITY has evolved from Mass to Class to Individualistic, paving way for Super Segmentation and Mass Customization. This simply means Society, that is the Market, is moving up in the Maslow’s Hierarchy of Needs, redefining the Perception towards Quality. 

QUALITY today is no more a Choice – It is given and is the most important part of Mind Games in Selling & Buying. 

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., Ph.D
Independent Board Member & Business Excellence Expert.
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.
Chairman – Shri Avinashiappar Trust
Past Managing Director & CEO – Flow Link Systems (P) Ltd ( a Voith Group Company)

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is an Intrapreneur with hands on experience establishing medium & large scale end to end Value Chain Manufacturing Organizations (from Castings to Finished Products) for Indian Corporates and MNCs, driving Growth & Profitability by Building, Sustaining and Growing High Performance Teams.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +91 94879 46900 , +91 99653 11288

LinkedIn | Twitter | Facebook | E-mail | E-mail2

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post QUALITY – Most Understood & Widely Mis-Understood appeared first on Industry4o.com.

Have become an avid anlayser of History of Businesses, as part of my recent Professional Engagement of evaluating Companies. Its intriguing to see different styles of the Business Managers, probably defined by their personalities and personal experiences. I repeat, irrespective of Size and Stature, its clear that a Leader’s Decision (Entrepreneur or Professional) is completely dependent on his experience. Once bitten, twice shy types mostly. This is probably from where Resistance to Change also emulates.

In Business & in Real Life, there are two approaches – Outside-In and Inside-Out..

Typical Entrepreneurs, Professionals and Leaders believe in Outside-In as the best approach – laying emphasis on SPELT (Social Political Economic Legal & Technological Environment, summed up in SWOT Analysis) based decisions. Which is quite logical …which also follows Porters Principles of Five Forces.

However in my view, true Innovators and Disruptors believe in Inside-Out approach. It typically envisions a scenario which believes the Market and Society (which is essentially the Market) at large may not know what they want. This in Management Jargon is referred to as Concept Selling & Creativity. I always vouch for this approach.

While the first approach is believed to understand and mitigate risks, in the second approach, risk is the essence and hence returns are disproportionately high as a reward for the high stakes. Ofcourse, failures will always be there…it takes confidence and courage to take the second approach. World over, its a proven fact that, successes even if it is around 10% (meaning as high as 90% failures), will more than Compensate and Contribute to Growth & Profitability. This approach is what brings Leap Frog Growth rather than market dependent incremental growth as in the first approach.

For the first approach, Competitiveness, Consistency and Efficiencies should be at their best to sustain success. Whereas, by nature, the second approach inbuilds inefficiency and thrives only on newness and market attractiveness – mostly due to the First Mover advantage.

In my assessment, for first one, good examples shall be Lee Iacocca… for the second i would rate Akio Marita, Steve Jobs and more recently, Elon Musk. Google, Microsoft, Intel, N-Vidia – off late i believe have lost out on their abilities to be creative – may be due market pressures and share holder expectations, these always being the limiting factors
especially when businesses are investor driven, which in the recent years are too many.

In Indian context, i place L&T, Jindals, Tatas in first category. Though many may not agree, I place Mukesh Ambani, Damanias and Adanis in the second category.

Drawing parallel to our personal lives, many try to evaluate others (Outside – In approach) , rather than trusting themselves (Inside – Out approach). In the process we become judgmental, either consciously or otherwise. Though colloquial, easiest examples could Indian Arranged Marriages as an example for the First Approach and Love Marriages for the second approach.

Irrespective of the approaches, which mostly is associated with Personality, ability to recognise that going is not right and take course correction at that instant is what ensures sustainable success. Then its all about timing – a withdrawal or an exit strategy.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., Ph.D
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.
Chairman – Shri Avinashiappar Trust
Past Managing Director & CEO – Flow Link Systems (P) Ltd ( a Voith Group Company)

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is an Intrapreneur with hands on experience establishing medium & large scale end to end Value Chain Manufacturing Organizations (from Castings to Finished Products) for Indian Corporates and MNCs, driving Growth & Profitability by Building, Sustaining and Growing High Performance Teams.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +9194879 46900

LinkedIn | Twitter | Facebook | E-mail | E-mail2

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post Personal Or Professional, Its all about Style and Substance… appeared first on Industry4o.com.

Take Over and Hand Over Dilemmas cannot be over emphasised. As an Intrapreneur, I have always believed in setting up fool proof processes – meaning people agnostic business processes. And I have also believed, an Organisation is only good to the extent People become replaceable.

However, in reality, it completely rests on the person who takes over than the one who hands over.

Many a times when someone hands over, especially the successes and good practices, he does it with a lot of empathy and emotion trusting the person and people who take over. Unfortunately, when priorities & motives are different, successful processes give away to mediocrity.

It’s also many a time, we believe it’s good to have someone internal to take over – as part of grooming. This will again completely depend on the ability of the Person taking over to adapt. This is especially when the taking over person is not able to wriggle of personal biases and prejudices. Mostly due to long association with the Same Organisation & People, and lack of adequate exposure to outside world. It’s not easy for a Good Person to become a Good Professional.

Preferential treatments, diminishing abilities to question, favouritism and ofcourse corruption and compliance issues return. It’s more so in an MNC set up, being remotely managed. It makes one wonder who influences whom and trust deficit reappears.

Wish Integrity and Ethics become the Soul of both People or Organisation. Though it sounds philosophical, looks like these qualities are becoming rearer…as many of us being witnesses to such happenings. It matters very little, whether the transition is within the Family or between professionals. It only justifies a New Leader is always a better choice – atleast for few more years.

It’s back to basics – Leaders are Born, not Made…20years should be the maximum one should be in an organisation, after which the 4Es – Excitement, Enthusiasm, Efficiency & Effectiveness Drops due to lack of ability & willingness to think differently. Focus shifts to maintaining status quo than leading & transforming. Thus a new external leader will be more helpful to build the next phase of the Organisation.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., Ph.D
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.
Chairman – Shri Avinashiappar Trust
Past Managing Director & CEO – Flow Link Systems (P) Ltd ( a Voith Group Company)

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is an Intrapreneur with hands on experience establishing medium & large scale end to end Value Chain Manufacturing Organizations (from Castings to Finished Products) for Indian Corporates and MNCs, driving Growth & Profitability by Building, Sustaining and Growing High Performance Teams.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +9194879 46900

LinkedIn | Twitter | Facebook | E-mail | E-mail2

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post The Travails of a Change Over appeared first on Industry4o.com.

*L*EARN: Primary responsibility of everyone is to continue Learning for the benefit of Self, Family & Society in an Evolving World. It’s a responsibility to understand that the moment Learning stops, Wisdom takes a back seat.

*E*ARN: Wisdom provides for responsible Earning – utilizing Opportunities, being committed and dedicated towards profession and organization. It’s not about Money, which is incidental. It’s all about leading by example for the Gen Next to understand Hard work is always rewarding in a sustained manner.

*S*AVE: In the age of material excesses induced forex challenges, Savings becomes a crucial responsibility of the Rich & Learned. Imagine excesses of about 5% of the population resulting in trouble for the remaining 95%. Living simple is not difficult; it’s all about Care and Concern for People & Country.

*S*HARE: Sharing Knowledge, Experience & Expertise is the responsibility of people who have adequate Wisdom and to Lead by example, setting right priorities for the Gen Next to be Productive.

*S*ERVE: To serve by the affordable to the privileged is more than a responsibility – it’s a unique gift bestowed on Humans towards fellow Humans.

As I reflect on the selfies of self-proclaimed fitness enthusiasts, runners, cyclists, and entertainers who seem to prioritize themselves over family and society, I’m reminded that it’s not difficult to be Simple, Responsible, and Responsive… Let’s start now by being One.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., Ph.D
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.
Chairman – Shri Avinashiappar Trust
Past Managing Director & CEO – Flow Link Systems (P) Ltd ( a Voith Group Company)

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is an Intrapreneur with hands on experience establishing medium & large scale end to end Value Chain Manufacturing Organizations (from Castings to Finished Products) for Indian Corporates and MNCs, driving Growth & Profitability by Building, Sustaining and Growing High Performance Teams.

Business Strategies & Operational Excellence for Growth and Profitability through People, Processes, Products, Positioning & Promotion.

IOT & Industry 4.0, EHS, Compliance, Corporate Governance

Value Chain Development – Suppliers, Customers, Sources, Markets

New Product/ New Market/ New Customer Development

Innovation & Change Management

Project Conceive, Manage & Establish

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +9194879 46900

LinkedIn | Twitter | Facebook | E-mail | E-mail2

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post “Work is Worship” to “Work-Life Balance” appeared first on Industry4o.com.

Raging discussions around Working Hours triggered by two Indian Stalwarts who have built Business Empires bringing in Co-ownership of Organisations, the modern day Cooperative Model thru ESOPs. It’s needless to highlight achievements of their respective Organisations in the Global Diaspora, apart from providing Careers to thousands directly and millions indirectly, to say so.

As budding career Professionals, every aspiring qualified, sorry rightly qualified individual will not give a second thought if given a chance to work for them. Both personally and professionally, opinion of Leaders from Organisations of international repute and indomitable spirit, has snowballed into an uncalled for and unwanted controversy, where people from any walk of life easily offer their opinion, thus claiming to be worth it’s salt.

Setting a Context:

To me, it appears to be a situation of Socio Economic Evolution, creating a lot of confusions in the minds of today’s Youngsters in the name of Alternate Careers. It’s said well, probably in anticipation of such emerging scenarios, “Otherside of the Valley is Always Greener” though it continues to remain so – for Entrepreneurs and Intrapreneurs alike, by way of Diversification of Businesses and Career Growth respectively.

Practically, it’s supposed to be the third generation of Business Economy World over…obviously offering multifarious Options to Demographic shifts, both as means of living and of course, spending. Naturally, it’s quite easy to be spoilt with choices – Failed Businesses resulting in Bad Loans and stuck Careers giving very fewer options to recruiters.

The Foundation:

Businesses and Careers World over are built on the principle of Extreme Focus and Hard Work. Belonging to a City known for its Entrepreneurial spirit, if not an essential part of its many growth stories, have been a witness to.

Evolution of many organisations today those boast of atleast Rs 500Cr+ revenues were all once started as a means of Self Employment. It’s anyone’s imagination how once such Micro Enterprises have grown as Business colossal. Couldn’t find a better anecdote than that of a Symphony by which the then engagement between Employers and Employees can be compared to.

Well, today many say such Symphonies can be re-orchestrated thru offering advises thru media, further confusing the already confused Youngsters – both would be Entrepreneurs & Intrapreneurs, who believe, if not hope, that working smarter is a viable substitute for working harder. The epitome of Smarter Harder work conveniently forgotten in the milieu.

One should check with the Toppers, Successful Athletes and Renowned Artists, how many hours of practice they put in to gain a foot hold in their respective fields, if not learn from alike Entrepreneurs and Professionals. Once a famous First Generation Entrepreneur quipped “You don’t grow by working looking at the Watch”, and I have seen majority of who have grown were just so. It’s needless to say, not being so have lead to many failures just because of lack of enough attention, if not motivation.

Parable of Growth & Success

It’s just right to imagine in a highly Competitive & Complex Economic World, Success always follows the ones who put in their extra bit – commonly known as Effort. It’s simply the difference between Ordinary & Extraordinary.

Once my favourite Tennis Legend spoke about the many willing sacrifices one has to make as part of focus to remain at Peak consistently. Guess he is not alone in being so.

This is true for any Profession, which only is not adequately recognised. A systematic, focused approach, irrespective of Time without diverting attention helps to recognise and manage risks effectively than the ones who give divided attention to their core of existence – due to so called Work Life Balance.

The Vitamin Necessities

It appears, I repeat, it appears majority of Youngsters are preferring easy Vitamin M – the Money, without Vitamin C – Conviction & Commitment and Vitamin D – Drive, Discipline & Direction.

This is evident from the way the two discussions have been quoted, rather misquoted out of context. The basic courtesy of decently commenting on statements by renowned Personalities, considered Icons by many, is conveniently ignored due to quick fame which negativities give.

We call it social or public media, positive news always get lesser attention than sensations and negative news. Unfortunate psychological dichotomy, which common humans cannot be devoid of, despite best of the efforts to remain positive. It’s no wonder positivity of such observations made are buried in the negative publicities.

Differential Needs

Measurement is the base to succeed – if You don’t measure, You can neither Control nor Improve. Each industry has its own differential needs for measurements – from mass to class to niche, and agri to manufacturing to services. Needs therefore will also be characterised by specific Industry requirements.

The beauty of negative reactions to observations made by the Stalwarts on working hours, is unfortunately avoiding either carefully or ignorantly the reasoning behind such specific needs of those industries they belong to. Quite naturally, calibre of individuals will also be very different – from 80:20 to 20:80.

It’s a fact the socio industry evolution has rendered the core industries starving for right resources. This therefore has necessitated the capable work force double up for shortfalls, be it by putting those needed extra efforts or just being there when needed.

It’s important to recognise sustained success can only be thru sustained and consistent efforts. Rest all becomes mere excuses for not giving the desired and needed attention towards ones task or responsibility. Organisational needs are paramount to those of Individual or Personal needs.

Living for an Earning or Earning to Live

For most of the successful people, Earning interms of Money is a result of Recognition and Status acquired thru deligent and meticulous working towards it. This can be understood only by observing how only 7%+ of the people grow either as Businessmen or as Professionals when the World provides equal opportunity to all.

There is only one Elon Musk as much as there is only one Djokovic or Messi or Woods, or our own Tendulkar, the New Gen Gukesh apart.

So, it’s the Individuals desire to Work to Live or Live to Work.

Jai Hind.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., PhD
Managing Director & CEO
Flow Link Systems (P) Ltd

a Voith Group Company

Chairman – Shri Avinashiappar Trust
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +9194879 46900

LinkedIn | Twitter | Facebook | E-mail | E-mail2 | E-mail3

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post Work to Live or Live to Work appeared first on Industry4o.com.

Mission and Vision : Grow Profitably as a Global Manufacturer, with a fusion of Tradition and Innovation. Be first to Adapt and Change to Market Dynamics

Measures towards Mission & Vision: Defined the Product and Market Space, with both Capability and Capacity modelling, measures those are critical to success. Value Chain alignment with QCD as the neural center to meet customer requirements at the quickest possible time by identifying and integrating back-end and front-end partners. Identified Talents to be nurtured to meet Business Growth & Profitability, with clear structures and responsibilities. Retention and Exit Strategies for Products, Markets, Orders and People.

Importance of 5-year plan: A solid 5-Year plan should be in place with clear definition of Profitability, Revenue & Growth Targets for both People and Organisation, and categorical identification of Products, Markets, Customers and an aligned Organisation Structure.

Change Management: Study and Orient to appreciate good and to identify improvement possibilities. TEAM re-orientation towards objectives and measurements using SMART (Simple, Measurable, Achievable, Realistic, Time Bound) Goals. Collective Review system with Ownership driven culture. Involve and Engage resources in Optimising Leadtimes and Financial results.

Competition & Differentiation: In a Global Market place, the space is highly dynamic. At front end, though there are both Direct and Indirect Competition, aim is to treat every player as a potential collaborator. Within the Competitive space, focus on Niche and Growing Markets, recognizing Commoditized segments. Flexible and Professional engagement with customers who appreciate Culture and Value Systems. Quick Adaptability with openness and transparency to discuss and accept changes to be recognised as a dependable partner.

Challenges the industry will face in the next 5 years: Ecological Balance continues to be the primary challenge for all core sector Industries. There needs to be a collaborative approach from all stake holders to achieve socio-economic goals and still meet environment -imposed requirements. This apart, Capital Investment may become dearer and hence, efficient and effective utilisation of resources will be key to deliver profitable growth. Sustainability will then fully rest on ones ability to asses market trends and act swiftly, including that of letting go.

Helpful Technological Platforms and Tools: E-commerce and IOT – converting the organisation into a Digital Workplace. People understand benefits of such change and are happy to be part of this transformation.

Innovative Product Come Across: Realtime assessment of process measurements using sensors and like devices, integrating them to MIS for Decision Making and Daily Routine Management, saving quite a bit of precious time, improving data integrity and accuracy.

Rationale before big financial decisions and criteria to decide investments: Work backwards and understand the interest and ability of the Market to absorb the costs is primary to any Financial Decision. As a believer in Zero-Debt, funding should always be from internal accruals. Flexibility to Change and Ease of Exit is also critical, prior to any large Financial Decisions.

Handling Failures: Get feedback from Customers and Go back to the strategy board to re-do the SWOT/ 4Ps (Product/ Price/ Place and Promotion) and 5 Forces (Customer, Competitor, Regulator, Supplier and Stake Holders) Analysis. This will be supplemented by a Root Cause Analysis. Its also important to be transparent with both internal and external stake holders about the results and progress. As a worst case, even try to withdraw from the product/ market.

Plan to sustain Growth and Success: Build a fundamentally strong organisation, with people who are adaptive to changes in market place and adopt them with ease, apart from maintaining good relationships with all stake holders.

Definition of Culture: Integrity, Innovativeness and Industriousness.

Meaning of Excellent Work Place: High level of transparency, with participative management from all across in which people have encouragement to try and fail, but are sure to learn from the failures and not repeat them.

Most crucial aspect of Corporate Culture: Integrity, Discipline, Hardwork and Mutual Respects are the most important aspects of a Good Corporate.

Expectation from the team: Mutual appreciation and High level of Connect with love and commitment towards Customer and Organisational Goals & Objectives.

Voice of the Team: Openness is the hall mark, in which people feel free to exchange ideas and give opinions during walk-arounds. In a very structured way, People are integrated into the Business Process and encouraged to communicate all across. When it becomes a system, people shed their inhibitions and interpersonal relationships are highly respected and regarded.

Best Way to Build High Performing Team: Encourage freedom with responsibility, with clearly defined metrics and an achievement driven culture. Leadership should Involve, be involved and facilitate.

To keep the Team Happy and Engaged: Results and Recognition, Rewards apart. Be Specific about what the TEAM should deliver and support them to deliver.

Admired Role Models: People who demonstrate mutual respect and high level of integrity, with commitment towards excellence are natural role models. There are many starting from Family, Superiors, Leaders and Sports Personalities.

Choice of an Organisation: Market/ Social Standing, Image, Culture, Value Systems and Opportunity to Grow the Organisation Profitably.

Proudest Moment: Multiply Growth and Profitability with involvement of People from all across, raising the Bench Marks to newer levels.

Challenges Faced and Solutions: Objectives and Tasks are well defined always in Organisations. Its only cumulative efforts that can help achieve Organisational Goals. Nevertheless, it should also be seen as a Collection of Individual Efforts. Many a times, socio economic and educational back ground becomes a barrier to get acceptance from Superiors and the Team.

Its important to gel well within and across the Teams, by overcoming individual apprehensions. Usually its easy to gel within the team and vertically. Across Teams, calls for a very different approach, and happens mostly only due to personal relations. Therefore, Inter personal relations are critical to succeed and to be accepted as a Fair and Just Professional.

Undaunted support and Mentoring from Superiors and Capability to improve Business Processes first and Businesses next as Qualified Professional

To Relax: Spend a lot of time with Young Members of the TEAM as part of Mentoring, Quality time with Family and a few hours of Learning and Sharing on weekly basis.

Enjoyments outside Routines: Market Analysis and Strategic Planning looking at SPEELT Trends (Socio Political Education Economic Legal and Technology Trends), share it with the Team and like minded Professional Friends. Management Articles writing. Education and Training as a Personal Social Responsibility.

Daily Routine & Motivation: Wake up at 04.30am, 5 days a week. Habits are very regular and controlled – Meditation, Exercising and Yoga. Believe every day offers a great scope to Change, Innovate, Improve, Learn and Share.’

Why Meditate: Yes, very regularly. Helps to keep ourselves grounded, be realistic, appreciate fellow humans and recognize all good things around us.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., PhD
Managing Director & CEO
Flow Link Systems (P) Ltd

a Voith Group Company

Chairman – Shri Avinashiappar Trust
Vice President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +9194879 46900

LinkedIn | Twitter | Facebook | E-mail | E-mail2 | E-mail3

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post Leadership Lessons From A Successful CEO appeared first on Industry4o.com.

More than ever, Leadership has assumed primary significance in managing teams for Success. Dynamicity of Business environment calls for quick changes in People, adapting on the go to the demands of Business.

Good Leadership is to catalyze change for the better. Many a times, in an established Organisation, due to various obvious reasons, resistance to change is inevitable. Therefore maintaining Status quo is a formidable opponent for Change, steeped in organisational rigidity and people apprehension – what is in it for me?

Leaders are aware that resistance to change is obvious and more than an aberration. Having recognised such resistance, it’s left to the Leaders to ensure Change is implemented against all odds. Therefore effective leaders sometimes steamroll ahead solo and enlist others to become agents of change alongside.

Change is always for betterment and quantum of change will depend on the type of change envisaged. Changes in Products and Services are mostly on enhanced value proposition, and is quite normal.

Transformative change in an Organisation is a gradual process that gains traction through incremental gains and encompassing critical mass that makes larger strides possible. Change Management is in itself Strategic. Shift always is gradual. Based on the desired impact of Change, measured through its outcome and benefits to business adoption across the organisation is carried out in a phased manner. Validation of change becomes a critical process, in managing Change.

Hence, Change consists of many smaller pieces, each contributing to a larger picture of progress.

Change does not require a winner-takes-all strategy. It thrives on a win-win approach.

Leadership is also about adaptability with vision and resolve. True leaders set audacious goals and realize maintaining status quo is highly detrimental.

Leaders persevere, especially when the journey is with challenges, encouraging their teams to push boundaries and rethink paradigms.

Change is not about the destination; it’s about how we achieve it together.

Ultimately, leaders aim not for perfection but for perpetual progress.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., PhD
Chief Executive Officer – Voith Group
(Flow Link Systems (P) Ltd)
DSIF Division – Innovation and Technologies
Chairman – Shri Avinashiappar Trust
Vice President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +9194879 46900

E-mail : nithin.devaraaj@gmail.com, dr.n.devaraaj@gmail.com, nithyanandan.devaraaj@voith.com

LinkedIn : https://www.linkedin.com/in/dr-nithyanandan-devaraaj-95612338/

Twitter : https://twitter.com/dr_n_devaraaj

Facebook : https://www.facebook.com/drnithyanandan.devaraaj.7

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post LEADERSHIP AS A CATALYST FOR CHANGE ! appeared first on Industry4o.com.

“ Success follows people who pursue excellence”

AN OVERVIEW:

Following the success of IT industry, India has emerged as Global Manufacturing Hub. India’s competitive, skilled manpower is attracting several companies, spanning diverse industries, making India a Global Manufacturing powerhouse. India with its vast & varied human skills is an attractive destination for many leading Global Organizations – Mercedes, BMW, Honda, Toyota, GE, Caterpillar, IBM, DELL, MS, to name a few, both as a market and its capabilities.

Services are getting more and more specialized as organizations compete in the same space and customer expectations increase forever. This has led to Industries and People becoming highly competitive. As firms continue to focus on productivity, highly motivated, skilled people are required to take organizations to next level, from SMEs to Corporates.

UNIVERSAL BENCHMARK as a modern terminology is today liberally used in Business strategy, where multinational corporations leverage the local roots for Global Benefits. Size has given way to Appeal, and hence global alignment is not a choice anymore. Most large businesses (and many mid-size and small ones too) today have value chain spanning across states, regions, countries, and continents.

Businesses can’t afford to just think globally and act locally. Businesses need to leverage local advantage for Universal reach through sustained innovations and hence benchmark with Global Leaders.

As consumers in the society and as contributors to varied causes, unprecedented challenging circumstances are experienced now. As a new normal, these challenges are good opportunities for Indian businesses & hence augur well for building leadership.

The A’s…..

Aspire, Acquire & Act…..

Dr. APJ remarked ‘Indians aspire little and achieve very little’.

Aspirations are the basis for embarking Leadership Journey.

For this, apart from right attitude & aptitude, an understanding of Macro Market Factors are essentials. Leadership attitudes impact the performance of the organizations to a large extent. Hence, its pertinent for Leaders to carry the right, positive & healthy attitude all through their life. Remember, attitudes can be easily recognized.

It’s mostly felt that being part of a Profitable Business is enough. It’s just the beginning of a long journey in a quest to build successful businesses. It’s important for Leaders to develop an aptitude for continuous learning & performing by validating the learning’s.

“Sky is not the limit any-more for businesses with Leaders of right kind”

Attitude determines the altitude. Sky is not the limit anymore for businesses with Leaders of right kind

The B’s…..

Nothing like growing by following….., of-course the right ones.

Benchmark

Betterment comes only when measured against the best. It’s required to have reference models at every stage to recognise gaps and strategies. There can be multiple references. Bench marking helps to understand and narrow down the Gaps to be successful and it’s a constant endeavor

Behave Well

Social recognitions of Organisations are sacrosanct for Long Term success of a Business. A good image helps in organisational development and growth, which in turn reflects the brand and dignity of the Organization and its Leaders. People and Organisation are two sides of the same coin.

Leaders believe in self and the business, and make others believe.

The C’s….

We get back what we give…. and giving is everything…

Concerned

Stake holders expect Leaders to show concern for self, work, family, society and the environment. It’s an obligation as privileged and educated to give back to the society, to the under privileged and to the more discerning. This is to be remembered always as these helps to improve overall GDP.

Committed

Level of commitment is the one that brings both success & glory. Given the current scenario, commitment levels of Business Leaders are being continuously monitored and appropriate feedback given for improvement. Else, market is expected to look for alternates. Lack of commitment results in work compromise and thus not accepted.

There is a thin line that differentiates confidence from over confidence. Recognize and act accordingly.

The D’s….

Inevitable part of growth….

Discipline

Today what differentiates us from developed economies like US, Germany and China and even developing economies like Brazil, is discipline. In India, both democracy & freedom are widely misunderstood and misrepresented.

Many successful organisations and its Leaders, by design are highly disciplined, structured and cultured. It’s quite natural for these leading industries to expect the value chain also to be highly disciplined. It helps in building a solid reputation and proof of it is managing the business well.

“Successful organisations and its Leaders, by design are highly disciplined”

Drive

Institutional & Organizational performances are akin to performance of their Leaders. Stake holders recognise and follow this. It’s the Leadership drive which helps to deep dive and explore the plethora of opportunities, both visible and in- visible through innovation.

World recognizes Leaders who create opportunities rather than follow opportunities.

The E’s….

Sustained Efforts are critical to succeed….

Enduring

When times are tough, as witnessed today across the Globe, it’s the tough who gets going. Leaders are expected to build endurance levels by being people savvy, knowledge savvy, technology savvy and industry savvy. This will ensure sustainability.

Enterprising

Success is never final. Hence, Leaders are never to become complacent. It’s important to be both customer & market oriented by building both internal & external relationships. This is possible only when Leaders are enterprising & right minded.

World and Markets are moving towards an era of Zero Tolerance and Leaders cannot afford to make any mistakes…

The F’s…

Human energy is unique to Mankind, hence to be leveraged productively….

Focused

There are umpteen opportunities for Leaders to get diverted and stray into unknown territories. It is always good for Leaders to move out of comfort zone and explore new territories, which enables organisational growth and development. Good Leaders anticipate and plan when to move in and move out.

Flexible

Change is the only permanent thing in Business. Else there is no growth, both for the Organisation and its people. Leaders are expected to be flexible enough to adopt & embrace people changes, market changes, regulatory changes, technology changes & social changes.

Given the present circumstances, Leaders need to know what should not be done more than what should be

The G’s…

A never-ending process…

Growing by Learning

Growth oriented Leaders learn and unlearn more than sufficiently. They have made this a process more than a practice. Leaders recognize that learning & development are continuous processes which helps Organisational Growth. It is possible for Seniors not to embark on formal coaching for various reasons and therefore Leaders always self-learn. Learning habit should be cultivated across the Organisation for the benefit of People and Business development.

Giving & Sharing

This is an era of Multi skilling & Multi-tasking. Passionate Leaders share their experience & knowledge across the Organisation and are open to take in-puts from others. This can be called horizontal deployment. While doing so, it’s important to exchange both successes & failures, so as to repeat successes and avoid failures.

To change and to create change is the only way to grow. And for that, knowledge is the key.

The H’s…

True be to the self, business and stake holders…

Honest

Honesty is and will always be the best policy. Across universe, amongst divergent Leaders, a detailed study reveals that people who can sustain their successes have a high level of Honesty which is important in the modern era of Corporate Governance. Honesty reflects moral value system and a good majority of the society respects Leaders & Organisations with good value system.

“People who can sustain their successes have a high level of Honesty”

To lead a principled life is not easy, but Good Leaders thrive for it.

Hard Working

Thanks to modern technologies, today Hard Work connotes completely a different meaning. Connected Organisations enhance the quality, accuracy and speed of response. Leaders demonstrate Hard Work and inspire others to follow as market does not pay for any slackness. Its time to be effectively efficient.

So as always, there is no substitute for Hard Work, Yet.

The I’s…..

Leadership is inspirational more than motivational, by example

Initiate

Leaders believe in initiation and do not wait for opportunities. Leaders create opportunities by themselves and inspire others to look for opportunities rather than wait for them. This can also be called continual improvement.

Innovate

World has already moved from information era to innovation era. It’s innovation that is and will drive the markets, and thus, organizations & individuals. There is not a single thing in our daily life that is left untouched by innovation.

Leaders recognise Innovation as a key business process and prepare the Organisation and People to change as rapidly as possible.

To conclude, a few Leadership Traits:

• Never ‘I’ and it’s always ‘WE’. Involve whole heartedly and create involvement. 1+1 should be 11 and not 2.
• The World Respects People Who Have Respect For – Themselves, Their Business, Family, Organization, Institution & Above All, Their Society.
• The Difference Between Ordinary and Extraordinary Is Hard Work.
• To Sustain The Achievements, One Has To Keep Running, Faster Than The Fastest
• If You Cant’ Be Better, Be Different

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., PhD
Chief Executive Officer – Voith Group
(Flow Link Systems (P) Ltd)
DSIF Division – Innovation and Technologies
Chairman – Shri Avinashiappar Trust
Vice President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +9194879 46900

E-mail : nithin.devaraaj@gmail.com, dr.n.devaraaj@gmail.com, nithyanandan.devaraaj@voith.com

LinkedIn : https://www.linkedin.com/in/dr-nithyanandan-devaraaj-95612338/

Twitter : https://twitter.com/dr_n_devaraaj

Facebook : https://www.facebook.com/drnithyanandan.devaraaj.7

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post ABC of LEADERSHIP appeared first on Industry4o.com.

Emerging Global Business Scenario is both Challenging and Interesting. More than ever, New Power Dynamics have come to the fore through Re-alignments and Strengthening Existing Alignments. Maneuvering through these exciting times will call for Organizations to review their Leadership Strategies and the Pipeline.

An Organizational Leadership has many dimensions – Market Leadership, Technology Leadership, Cost Leadership, Profit Leadership, Supply Chain Leadership. What matters the most, the Driving Force for attaining each and every one of these is The People Leadership, which is latent and not visible to the Outside World, including that of Competition. Forward Looking Organizations easily recognize this and ensure People Leadership is sustained perpetually.

It starts with Organizational Structuring, including that of Career Development and Succession Planning, most of the times visible and sometimes, invisible. Gen – Zee bats for transparency, in a World wherein Loyalty is becoming a rarity. Quite naturally, Modern Organizations use a combination of Efficiency and Effectiveness to decide on Retention, Replacement and Retirement (3 Rs) strategies.

Professionals, Entrepreneurs and Leaders otherwise, have the Power to influence the lives of People, Businesses in particular and Society at large. The World as such, and Businesses are embracing Predictive Approach from that of Pro-active and Reactive. Its therefore, Leadership should progress from Traditional (Paternalistic), Transactional (Professional) to Transformational (Intrapreneurial). Leading from the front and by example, Transformation Leadership thrives on connected and well-integrated Teams, resulting in boosting Morale with Distributed Micro Leaders.

EDUCATE :

Tremendous changes in our Education System is aiding Society in many ways, Industrial Society in particular. Demographic dividend is getting skewed towards Choice-Based Society and hence, availability of critical Human Resources is not assured for many Industries, especially in the Hard-Core Sector.
Best Option resting with such Organizations is to Identify, Recruit and Educate them to suit specific needs. This is a dynamic process, and a Good Career Enhancement plan should be in place to leverage Human Expectations for meeting Organizational Goals.

ENABLE :

Modern Leadership is a combination of Authoritative and Participative style. This will vary based on various factors and mostly dependent on Organizational and People Maturity Levels, Market Factors apart. Given the Social Changes, Education level being on uptrend, there is a lot of potential to develop Self-Managed Work Forces. Line & Staff functions need to be re-looked from that of Supervisory Model to Facilitating Model. Leaders will then be the Enablers, instead of being Line Function Managers.

ENGAGE :

As aspirations abound, fulfilling them both as an Organization and as Leaders will be interesting. Individual expectations will mostly depend on Social Upbringing. Therefore, there is no one-fit-all solution and tailor made is not practical either. Channeling individualities to Organizational priorities will call for Engaging Human Resources in aspects of mutual values. Its end to end and cannot be activity based, to gain trust and involvement.

EMPOWER :

Growth is achieved only with Empowered Teams. It’s a little more than typical Delegation, which has a formal reporting structure and limited empowerment in sync with Authority and Responsibility. Whereas Empowered Teams work in Synergy as a Well-Integrated Team with Organizational Goals & Objectives, much ahead of their so-called delegated authorities and responsibilities. They create Futuristic Organizations, through Distributed Ownership.

ENCOURAGE :

Its foregone conclusion that Decisions taken don’t succeed always. Hit rates Globally are as low as 25%. However, Decisiveness is essential – both to know what Works and what does not. Timely Decision Making is an asset for a Good Leader. Leaders by design are to Add Value to Business Processes. Its pertinent that Leaders are Risk Takers and not Risk Averse. As much, the Team will be encouraged to take required risks and look for continuous betterment, paving way for a Culture of Innovation. Yet again resulting in a Futuristic Organization.

ENDURE :

Leadership is more dynamic that static, Transition planning is an essential part of Leadership, which ensures initiatives taken are sustained perennially, of course, always with scope for betterment. The Let-go attitude of Leaders helps develop the pipeline. 80:20 Axiom, though popularly known as per Pareto’s principle, TQM subscribes that Good Leaders focus 80% of the Time on Future and limit themselves 20% of the time to current. Its high up at Strategic Level more than Tactical and Operational Levels. This helps forward looking Organizations to Endure long term development of People related requirements.

As success is Never Final, Excellence is not Guaranteed unless its Gene – tised as DNA of the Leader and thus the Organization. People, Practices and Processes are required to reflect the Culture of Excellence in every activity by Creating Opportunities, Adopting Best Practices and Adapting to Changing Times. Transformational Leaders are then the Enablers of such a Culture. Products and Deliverables from such an Enterprise will naturally exceed consumer expectations and market needs, by offering unique, cherishable experiences. Emerging Demographics and Social Integration ensures a majority of People are Smart, Intelligent, Rational and Adoptive but may not want to be as Understanding as they would liked to be, challenging the premise of Leadership.

Most of us, even as Leaders, think that Learning is Limited and Discovering is pruned to proven ideologies and practices/ processes, reluctant to Question and then Change the fundamentals. A bulk of Transformation to be carried out is latent and usually beyond the obvious. The first thing to focus on is tearing the beliefs and experiences apart, to uncover newer Insights. Success is sustained and proportionate to what is uncovered, regularly.

In a successful Organization with a Growth Mindset, the Teams leverage and combine varied expertise and knowledge that every individual has to offer in the process of Transformation and Execution. Social expectations are moving from Mass to Class to now more of Individualization, offering both scope and challenge. Value Proposition, Unique and Emotional, is generated not by mere Sales but more through an Ecosystem of Engagement & Experience. Its therefore understanding specific customer needs and wants have become very critical for sustained Business Success.

This is possible only with People and Coherent Leadership.

Jai Hind.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., PhD
Chief Executive Officer – Voith Group
(Flow Link Systems (P) Ltd)
DSIF Division – Innovation and Technologies
Chairman – Shri Avinashiappar Trust
Vice President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

Dr. Nithin’s Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Dr. Nithin’s Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Dr. Nithin is a Member of:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Dr. Nithin is Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Dr. Nithin’s Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

Dr. Nithin can be contacted at :

Mobile : +9194879 46900

E-mail : nithin.devaraaj@gmail.com, dr.n.devaraaj@gmail.com, nithyanandan.devaraaj@voith.com

LinkedIn : https://www.linkedin.com/in/dr-nithyanandan-devaraaj-95612338/

Twitter : https://twitter.com/dr_n_devaraaj

Facebook : https://www.facebook.com/drnithyanandan.devaraaj.7

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:

The post 6 – E LEADERSHIP appeared first on Industry4o.com.

Industry 5.0 is the next in Businesses. While many Businesses are still busy developing methods for interconnecting new technologies to improve efficiency and productivity — the guiding principle behind Industry 4.0 — the next phase of industrialization is already upon us.

It’s much more than simply connecting business processes. It’s the next evolution in Business Process Management. To adopt I 5.0, it’s important to understand the principles behind it and the implications.

Industry 5.0 – A possible definition

The term Industry 5.0 refers to people working alongside robots and smart machines. It’s about robots helping humans work better and faster by leveraging advanced technologies like the Internet of Things (IoT) and big data. It adds a personal human touch to the Industry 4.0 pillars of automation and efficiency.

In a business environment, robots have historically performed dangerous, monotonous or physically demanding work, such as welding and painting in car factories and loading and unloading heavy materials in warehouses. As machines in the workplace get smarter and more connected, Industry 5.0 is aimed at merging those cognitive computing capabilities with human intelligence and resourcefulness in collaborative operations.

There are industrial robots that work safely and effectively alongside humans. Whereas industrial robots have traditionally operated separately from workers and behind safety cages, the co-working robots were first deployed alongside human workers in 2008.

The pairing of human and humans opens the door to countless opportunities in Business Management. Industry 5.0 are still in relative infancy. However Businesses should strategize ways to integrate humans and machines in order to maximize the benefits that can be reaped as the movement continues to evolve.

Industry 5.0 is about co-existence and not as substitute for Humans.

Generally, use of robotics is deemed an opportunity to reduce headcount and replace employee performing repetitive tasks. Contrary to this, successful businesses understand human abilities, value of human intuition and problem-solving capabilities, and therefore, the need for collaborative co-existence.

Considering Robots, people productivity is viewed inferior. However, there are always difficult situations, and the employees make judgements often. Many a times, not having people has complicated issues making them difficult to resolve.

Tesla CEO Elon Musk tweeted “excessive automation” at his company was a mistake, and “Humans are underrated.”

While robots are much more consistent than humans and better at precision work, they’re inflexible and incapable of the adaptability and critical thinking that define us as humans.Working together with people, robots can fulfil their designated purpose of providing assistance and making our lives better. Universal Robots uses the term “cobots” for collaborative robots to emphasize the importance of people in robotic technology.

Industry 5.0 will make Businesses a place where people work collaboratively to create a more personalized and human experience for employees and customers.

Industry 5.0 for optimal balance of efficiency and productivity.

The objective of Industry 4.0 is to interconnect machines, processes and systems for maximum performance optimization. Industry 5.0 takes such efficiency and productivity a step further. It’s about refining the collaborative interactions between humans and machines.

Diverse business sectors across industries are benefitting from the principles and products engendered by Industry 5.0. Of course there are bound to be hesitations in adopting I 5.0, especially when protection of people livelihood is important. But the gains far exceed the fears and ensure much better market buoyancy.

Usually in Business Processes, automation is used to relieve people of physically and mentally demanding, repetitive work. In I 5.0 Craftsmanship and robotics complement each other and co-exist.

There are many examples wherein capacities and capabilities have improved by integrating robots into its Business Processes, efficiency apart. There are many ways by which co-working can improve quality and delivery, consistently more than merely using either people or robots.

Industry 5.0 recognizes that man and machine must be interconnected to overcome Business Complexities dealing with increasing customization through an optimized Business Management Process, improving effectiveness than just efficiency.

Industry 5.0 is a Necessity

Once technology is used to make a process more efficient, it is important to sustain it without revisiting conventional ways of doing Business. It’s like use of computers instead of typewriters.

Industry 5.0 is the Business Worlds next leap. Given the efficiencies that can be gained, I 5.0 is here to be adopted for overall social welfare and benefits. Collaborative co-existence of Human and Machines are inevitable, though the pace is left to be decided. Businesses should embrace digitalisation wholeheartedly for the sake of consumers, society and employees.

There are issues to be addresses too. Use of excessive automation in populous countries and its ramifications are yet to be gauged in full. However, in terms of larger benefits for economies to become competitive, not much of an option exists.

Sometimes, fully integrated systems are vulnerable to systemic risks such as total network collapse. Many a times, extreme connectivity results in new social and political structures, which might lead to un-acceptable hegemony. Therefore, it is required to meticulously plan and prepare for Business and Social needs, based on expected outcomes.

It may not be enough only for Businesses to gain from Collaboration and Co-existence of Humans and Machines. Overall success will depend on the ability of the Socio Economic system to absorb such developments from Country’s perspective in terms of sustainability for people gains.

About the Author :

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., PhD

Managing Director & CEO – European MNC
Chairman – Shri Avinashiappar Trust
Vice President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

He is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

He Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

He is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

His Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Member:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

He can be contacted at :

Mobile : +919487946900

Email : nithin.devaraaj@gmail.com, dr.n.devaraaj@gmail.com

LinkedIn : https://www.linkedin.com/in/dr-nithyanandan-devaraaj-95612338/

Twitter : https://twitter.com/dr_n_devaraaj

Facebook : https://www.facebook.com/drnithyanandan.devaraaj.7

Also read Dr. NITHYANANDAN DEVARAAJ’s earlier article

The post Industry 5.0 : Co-create and Co-exist appeared first on Industry4o.com.

Many Businesses are key elements to our livelihood more than being merely part of the value Chain. Social value chain, starting from immediate stake holders in a Business have to accord its due, deserving recognition. Off late, technical, functional and safety reverence required has paled in comparison to commoditisation of products and services, thanks to supply demand gap skewed very much in favour of demand. Both back end and front end of the value chain is either cartelised or well organised, sandwiching both consumers and MSME Businesses.

More than ever, PPCs have gained critical significance for all businesses. In the recent past, due to the spiralling cost increases, impact of PPCs is felt very rampantly across all Businesses, especially in MSME sector.

Guiding principle should be “Pricing is more important than Production and Product, Profit is more important than Pricing and Cash Flow is more important than Profits”.

Though said in simpler terms, for most of the Businesses these commensurate even before the first sale is made. Starting from: –

• Choice of Location & Meeting Regulatory Requirements
• Market Positioning & Market Mix – Choice of Technology & Size
• Customer and Product Mix
• Supplier Choices & Mix, both for Equipment & Inputs
• People Mix, Staff, Technicians and Structure
• Investment Mix

These are just indicative but significantly drive the Capacity and Capability of any Business, and are in turn enablers for price and profit determination.

MSME Businesses are broadly of 3 categories:

1. Hooked to few large customers, for better capacity utilisation and customer loyalty, usually characterised by volume based margins and reciprocal dependency.

2. Product specialists, supply mix usually of both OEMs and Proprietary nature characterised by cost competitiveness and integration.

3. Typical made to order Businesses with multiple low volume higher value products, characterised by spread of risk and ability to get better price and thus margins. Kind of Niche players.

Each of the above categories have their own advantages and disadvantages. There are both successes and failures. Failures are mostly attributed to lack of timely recognition and recording of supply chain competitiveness imposed by the Principles of 6 Forces – Customers, Suppliers, Competitors, Employees, Regulators and Society.

The magnitude of influences and impact on the performance of Businesses may vary according to an Organisation Structure. While market determines the supply and sale price, there are a host of other factors which play a significant role on Success of Businesses, both controllable and un-controllable. Success eventually rests on the ability of the Organisation to manoeuvre the Changes, dynamically. Its all about adaptability.

Jai Hind.

About the Author

Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., PhD

Executive Director – AMEX Alloys
Chairman – Shri Avinashiappar Trust
Secretary – Coimbatore Management Association

Past National Secretary – The Institute of Indian Foundrymen.

Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.

He is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.

Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.

He Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)

He is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.

His Academics:

• Ph.D in Management Sciences
• MBA in Finance & Marketing – Gold Medalist and University Topper
• BE Mechanical Engineer with Distinction
• An IRCA certified lead auditor and assessor for ISO 9001.
• A qualified auditor for EMS, OHSAS & EnMS
• L&T Future Leaders Training at IIM – C

Professional Associations:

• Member & Industry Nominee, Coimbatore Disaster Management Council
• A Guest Faculty to Premier Management Institutes & Was  Visiting Faculty to IIM – Calicut
• An examiner for Management Qualifications & Assessor for Management Teachers
• An acknowledged management trainer and consultant
• Is a regular Business Column Writer.

Member:

• Foundry Development Council, Ministry of Commerce & Industries, India.
• Institution of Engineers, All India and Coimbatore Management Association
• Board of Studies in Universities & Premier Management Institutes

Winner of:

• The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
• The CMA Golden Jubilee Year Best Manager award for the region.
• The Best Management Student award and many accolades at National Level.
• The Mother Teresa Award of Excellence for Young Business Managers.

Management Interests:

• Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain

He can be contacted at :

Mobile : +919487946900

Email : nithin.devaraaj@gmail.com

LinkedIn : https://www.linkedin.com/in/dr-nithyanandan-devaraaj-95612338/

Twitter : https://twitter.com/dr_n_devaraaj

Facebook : https://www.facebook.com/drnithyanandan.devaraaj.7

The post WHY DO BUSINESSES FAIL? appeared first on Industry4o.com.