One year in Singapore — and loving it !

It has been one year since we moved to Singapore from India - our first experience as an Expat. There was apprehension and tension with excitement while relocating as we were embarking on a new life in a new country. Soon after arriving in Singapore all these anxieties were put to rest as we figured out that it is an easy place to get used to and very safe and secure. Also with our son already studying in Australia, we were happy to have come closer to him. In India I was busy with my homoeopathic clinic. But here I decided to give my profession a break ( and I must tell you - I am not missing it ) and took

incrementalism and change…..

Over the past few weeks I have had a chance to meet with some leaders whose current engagement at work involves dealing with a huge amount of change across a variety of functions. So even though one of the earlier posts had been dedicated to the subject of management of change, I am creating another one. Such situations always demand novel approaches and experimentation and force one to try and explore new dimensions in your quest to be successful. It is quite obvious that for anything to change, someone has to start acting differently. If the magnitude of change is large and profound, almost everyone has to be doing so. Ultimately the success of all change efforts boils down to the same mission - can you get people to start behaving in a new way. That requires serious personal

leading change…..

Vikas, a dear friend of mine,  is currently engaged in transforming a strong and successful but stagnant division he manages into a more agile, nimble footed, growth oriented and externally focused one. How familiar does this situation  appear to so many of us corporate folks! A much debated topic, change management is a phrase used very frequently but often without adequate depth and understanding. A few of these corporate change efforts have been very successful and a few utter failures, most falling in between with a tilt towards the lower end of the scale. The process goes through a series of phases over a considerable length of time. Skipping steps only creates an illusion of speed and never produces satisfying results. When businessess are preoccupied with consolidating their positions, stability matters. However in

catalyst for change…..

An article I read recently opened my mind to the dynamics that are dictating evolution of organisations into Next Gen Enterprises. I am completely convinced of the necessity to understand and appreciate these trends.  They will determine business success in the future besides putting a demand on leadership to align itself to continue to be meaningful and relevant.   Global economy is headed for a fundamental change. Consumers will become prosumers - both consumers and producers of a company's products and services. You all have seen advertisements from Vodafone asking viewers to participate in the creation of the next ZOO-ZOO commercial. There are many similar examples that only reinforce the development. Also enterprises will deploy talent on demand and engage and develop people in a wide variety of ways - from full time employment to

recruiting leadership for change…..

I am going to focus on this so critical but so less debated topic. People are the most important part of the transformation process. In times of change, strong senior leadership is crucial to steer an organisation through the inevitable upheavals it will encounter. Organisations cannot be changed without the support of key leaders. The impact that leadership has on business outcomes as well as on organisational culture makes it almost a must to ensure a successful hiring and induction. Such recruitment is meant to deliver transformation while maintaining business continuity. Leaders need to have the ability to make employees see value in carrying out the alterations that must take place. Often a key question is - should the hiring fix the here and now issues or should it lead to creation of a lasting value over the