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more emphasis on the emerging
sectors like Infrastructure, Retail
and FMCG. The last date for
applying for the Award is fast
approaching and we are exploring
more ways to make the process
more value adding to the
a pp l i c a n t s a nd a s s e s s o r
community. As a first step and
based on feedback from large
number of users, the Award
process has been modified with
the consensus and the site visits
being combined into an onsite assessment. Besides this additional measures that
we have already put in place, will make the entire Award assessment process
more effective, rewarding and value adding.
Global Excellence Model (GEM) Council held its annual meeting in Monterrey,
Mexico during 12-14 March 2012. CII participated in this important meeting to
learn and know the status of other Award programmes. The details of the
programme along with the key outcome will be shared with all the users of EFQM
Excellence Model in India in the next round of refresher training. We are sure
there will be a lot points for all to learn and discuss.
Besides the Award programme 2012, the first National Business Excellence
Conclave is scheduled during 9-10 May 2012 in Bangalore to provide an exclusive
platform for all business excellence practitioners to meet, learn and network
during the Conclave. A very exciting galaxy of speakers have already confirmed
their presence in the maiden conclave which we are sure will draw wide spread
and huge participation from all of you.
After laying our footprints across the country in almost all the States and Union
Territories, on 20 March, the first international breakthrough in our Education
Excellence initiative was achieved. The Global India International School in Dubai
went through CII-IQ's School Excellence training programme and will implement
the same. We will make efforts to do similar programmes in other countries too.
We in CII have many opportunities to explain quality and have chances to “sell”
quality to a decision-maker. Nearly every workshop in IQ will include some
variation of this question. How do we convince CEOs and public officials that
quality is important and an essential strategy for–pick your ending–performance
excellence, competitiveness, growth, sustainability, survival, efficiency,
effectiveness?
Here’s to the first 25 years with hope of even greater realized impact in the next
25!
N E W S L E T T E R
uality Newsuality NewsMARCH 2012
Inside
n18th Kaizen Conference cumCompetition
nNational Business Excellence Conclave 2012
nPartnering for School Empowerment
Lean Leaders Coursen
nProgrammes Conducted in Feb 2012
nForthcoming Programmes
CII-EXIM Bank Awards for BusinessExcellence-2012
n
The Leadership Journey at the Murugappa Group
n
HR Partnership with Business: Reflections of a Practitioner!
n
Engaged Employees : A key organization capabilty
n
PROGRAMMES CONDUCTED
CII-IQ TRAINING CALENDAR
CII-IQ SERVICES
FORTHCOMING PROGRAMMES
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Confederation of Indian Industry
According to the International Organization for Standardization, as of 2009, the
total number of organizations certified to ISO 9000 exceeded one million! March
15 marked the 25th anniversary of the ISO 9000 series standards. Since the
standards were released in 1987, they have gone through three revisions: 1994,
2000, and 2008.
ISO 9000 series of standards have helped usher quality into many organizations
to drive improvement and sustainable gains in their organization. So, here we
are 25 years later. A whole industry has arisen; from the need for third-party
audits to system standards. ISO 9000 began as a promise of a single series of
standards for world-wide adoption and mutual recognition. Have we realized
the promise? In what ways has ISO 9000 advanced the practice of quality and
the realization of sustained improvement? Has ISO 9000 created any
unintentional setbacks to the full realization of quality’s benefits? What’s the
future of management system standards?
My appreciation to the several industry leaders and my colleagues in CII as well
as the many thought leaders who have served the community with their vision,
knowledge, experience and practiced wisdom have made ISO 9000 perhaps the
most notable quality development of the late 20th century.
We are happy to announce strengthening another very important and strategic
area, laboratory management systems, through a portfolio of services
encompassing laboratory quality systems, internal audits, proficiency testing,
measurement uncertainty, reference materials, clinical laboratory practices.
Through a significant collaborative effort, CII and NABL are organizing the first
National Conclave for Laboratories, with the objective of bringing together all the
relevant stakeholders; accreditation bodies, laboratories, industry, user groups
etc to review the status of progress in the area of reliable measurements and to
evolve policy for enhancing confidence.
TPM Club India had organized the Kaizen conference during March which was
well attended by over 200 delegates. 91 companies participated with 74 kaizens
and challenged each other for the 7 trophies to be won. The best teams from
Marico, Pondicherry, Delphi-TVS Diesel Systems, Kanchipuram and Light Alloy
Products, Pulivalam, TTK Prestige, Coimbatore, Sundram Fasteners,
Krishnapuram Plant, Mahindra & Mahindra, Igatpuri and Indian Oil Corporation,
Barauni Refinery won the trophies in the three different categories for
Operators, Managers and Senior Managers.
20 companies from India challenged the TPM Awards for the year 2011. These
companies attended the TPM awards Ceremony in Japan and received their
awards from the Japanese experts who designed and developed TPM for the
benefit of the Industry. The Indian team was the largest from amongst the
participants to attend the TPM Awards Function held in Kyoto, Japan.
An appreciation programme on Lean was organized to spread the message of
Lean as a tool for competitiveness building.
The Award Programme for the CII-EXIM Bank Award for Business Excellence for
the year 2012 has begun. We are sure that 2012 is going to be another exciting
and rewarding year for all organizations keen to challenge the Award as we lay
Regards
N KUMAR
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In the prevailing turbulent global economic situation, firm level competition is intensifying with huge pressures on margins of profit. It is now a sine qua non among organizations to innovate and implement new strategies and
methods of working to deliver improved organisational performance to succeed. The quest for survival has indeed become the harbinger of organizational excellence.
One such method which stimulates organizational excellence is CII’s Business Excellence (BE) Model which is based on the European Foundation for Quality Management (EFQM) business excellence model. It provides a common framework and language that facilitates the effective sharing of information between organisations; transcending sectoral, cultural and maturity barriers. Adoption of the Business Excellence framework, as an approach to manage, enables organisations to address the challenges effectively, comprehensively and differentiate themselves from the rest.
To further stimulate national consciousness and attention to this process improvement initiative by providing a unique opportunity for members to discuss and learn from good management practices, CII Institute of Quality (CII-IQ) is organising the ‘National Business Excellence Conclave 2012’ with the theme “Accelerating Organisational Improvement through Business Excellence Approaches” coinciding with its 11th Anniversary on 9-10 May 2012 in Bangalore.
Directors, Vice Presidents, General Managers, Heads and Managers of: Business Excellence, Business Operations, Business Improvements, Operational Excellence, Transformation, Quality Management, Quality Assurance would get an
unique opportunity to:
?Get a first-hand account from companies who have undergone the BE journey and how they have benefitted from the transformation
?Further clarify their understanding upon meeting and interacting with Business Excellence Experts from large organizations
?Insights on “how to” set up improvement plans to meet their strategic objectives
?Networking opportunities with professionals from diverse sectors besides a Leadership skills booster
Leading corporates like Tata Sons, Infosys, Bharat Heavy Electricals, Mahindra Reva Electric Vehicles, Bosch, Yes Bank, Taegutec India, Reliance Jewels, Reliance Retail, Future Supply Chain Solutions, Apollo Clinics, TVS Motor Company, Zensar Technologies, Maruti Suzuki, Godrej & Boyce Manufacturing, Bajaj Auto, IIM Bangalore, IIT Madras Research Park, eClerx Serv ices, Wipro Technologies, Mindtree, Hindustan Unilever, Max New York Life Insurance, NTPC, ITC Group, SP Jain Institute of Management, Tata Consultancy Services, Spencer’s Retail, Biocon, Tata Chemicals would participate in the sessions Leadership Excellence: Driving Sustainable performance in turbulent times; Customer driven Excellence : Sectoral Perspectives; The New Models of Innovation: Power of Networks, Open Source and Collaborative Competition; Knowledge Management for driving Business Excellence; Succeeding through People- Valuing Workforce and Partners,; Process driven Organization Vs. Innovation.
F o r m o r e d e t a i l s o n t h i s C o n c l a v e p l e a s e contact N Deep at [email protected]
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The TPM Club of India of the CII Institute of Quality organized the 18th Kaizen Conference cum Competition on 1-2 March in the backdrop of the promising pace of growth in the Indian manufacturing sector backed by
enhanced operational excellence. Over 262 participants from 78 organizations attended, providing an excellent opportunity for many TPM implementing companies to showcase new Tools, Techniques and best practices of JIPM – TPM for others in the manufacturing industry to apply, become competitive and reap rich dividends. Such Kaizen conferences have been gaining steady popularity among industry participants as it strategically positioned the Kaizen themes in hierarchical categories to enable all employees to participate.
74 Kaizens received from 91 companies across the country, competed for the “Best Kaizen Award” in 3 categories, each depicting improvements carried out across the organization by different departments as well individuals. The three categories of competition
included Operator level shopfloor kaizens, Supervisor and Manager level kaizens and Senior Manager level kaizens and were judged by a jury of senior practicing TPM professionals as also voting by the delegates.
The winners of the Best Kaizen Award Trophy announced during the 18th Kaizen Conference included:
• OPERATOR CATEGORY Marico Ltd, Pondicherry, Delphi-TVS Diesel
Systems Ltd, Kanchipuram and Light Alloy Products Ltd, Pulivalam
• MANAGERS CATEGORYTTK Prestige Ltd, Coimbatore, Sundram Fasteners Ltd, Krishnapuram Plant and Mahindra & Mahindra Ltd, Igatpuri
• SENIOR MANAGERS CATEGORY Indian Oil Corporation Ltd, Barauni Refinery
Winners of the Best Kaizen Award Trophy at the 18th Kaizen Conference held in New Delhi on 1-2 March, 2012
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Key Indicators
Trend
Result
Total Annual Saving / year
Rs.16.24 Crores
Key Indicators
Trend Min
7 MIN 45 MIN 40 mts20
minutes 0
minutes0 mts
Max Max MaxMin Min
Result
MTTR Cleaning TimeInspection &
Adjustment Time
Key Indicators
Trend Min
1.3 Times
9 Times %
3%3
minutes 170
minutes120
numbers0
Numbers3
days36
months20%
Max Max Max Max MaxMin Min Min Min
Result
Productivity OEE Set-up time Defect MTBF
Key Indicators
Trend Min
5% 22%24
weeks3
Occurrence 0 OCC. 23760 / month
16weeks
Max Max MaxMin Min
Result
Production Volume
Lead Time M/c BreakdownMaint. Cost
SavingCapital Cost
Saving
Tracing the modest beginning of the Kaizen competitions about 10 years ago, Mr Yogesh Munjal, Chairman, TPM Club India said that the Kaizen Conference “still remained the best of the competition on Kaizens”; a Conference where the
best Kaizens were challenged in the midst of learning and information exchange and participants gleaned the latest trends in industry by being a part of the process themselves.
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Last fortnight, I was sitting and observing a few students who had just finished their class XII Pre-final examinations and were exchanging their experiences about their school life; the class teacher, the tricks, the
headmistress, pranks played in the class, corridors and so on. It reminded me of a similar situation in 2004 when I met another group of students who were in their mid 50s and sharing incidents and practices they had undergone. One name repeatedly referred to by most of them was their Headmaster of MCCHS Chennai, Mr Kuruvila Jacob. During this interaction, I could discern their concerned about the status of school education in the country. Alike the truth in the Chinese proverb which says that if you want to improve a country, invest in education these students
of this great Headmaster are today ‘who’s who’ of India’s bureaucracy, judicial, corporate world, media,
Core committee members of Kuruvila Jacob Inititiative with the Mayor of Chennai
Appreciating the keen competitive spirit displayed by the various Kaizen presenters and the enthusiasm generated by the Conference, he noted that TPM practice had permeated to the grass-root levels where not only big conglomerates, but small and medium size companies had embraced it. Congratulating the 20 Indian companies who were the 2011 JIPM-TPM Award winners, he noted that “who is who of Indian Industry have practiced TPM with rigor and have successfully challenged the prestigious TPM Award from JIPM”; names which included big companies like Tata’s, Birla’s, Godrej’s to medium size companies like Munjal Showa, Raychem RPG etc. “Till date the 144 Indian companies winning 201 Awards indicated that Indian Industry has really understood the power of TPM and are taking the benefits.” It was a matter of pride, he noted, that “Indian Industry continued to be the first country outside Japan with the maximum number of awards (201) and that 52 out of these had been supported by the dedicated and un-tiring efforts of the Counselors of the TPM Club India.
Specifically relating the benefit that had accrued to Munjal Showa through TPM practice, he noted that besides getting multifold increase in production, Quality has improved drastically with many machines registering ZERO Breakdowns.
For more information on the TPM Club India, please contact the author Mr Rajesh Parim, Principal Counsellor, CII Institute of Quality at [email protected]
Mr Yogesh Munjal, Chairman, TPM Club India speaking at the Inaugural
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sports, medical and so on. The one important fact they shared proudly about their Headmaster was his life’s work with a vision that education did not mean scholastic achievement alone, but all-round development of the student. During the period of his stewardship, he strove for excellence in the true sense of the word. He ensured that the school was accessible to every strata of society and that there were absolutely no social or religious barriers. They valued the simple yet great practices introduced by the Headmaster in the school, like Bench polishing day, honesty lesson through horse grams, newspaper reading and many more. To honour this great educationist and humanist on his birth centenary in 2004, a substantial body of his students and alumni of Madras Christian College High School launched the Kuruvila Jacob Initiative for Promoting Excellence in School Education on 3rd August 2004. The objectives of this initiative were to encourage a holistic concept of education, achieve significant improvement in the strategic and operational performance, learn and use TQM methodologies and tools in all educational processes, support programmes that develop leadership skills amongst the academic faculty, and, to aid schools adopt innovative methods and techniques towards enhancing the learning process.
In this journey, with the support of CII Institute of Quality, they wanted to invest in soft technologies and empower schools with Quality. To achieve the same, 24 schools across the board in Chennai were brought together to embark on a quality journey on a commonly agreed roadmap for over 18 months. Clustering was seen as the right approach as it would help schools not only to get trained, but apply and review it with the peer school of the cluster. Over 18 months, the schools were taken through various
concepts of quality, education processes-mapping measuring and improvements, cleaner & safer campus – 5S approach. Once these schools got empowered, they went through a self assessment process based on the CII Education Excellence Model. They had the opportunity to present the same to their respective managements & curve an accelerated path towards excellence. In this journey, with the support of CII Institute of Quality, they invested in soft technologies and empowered the schools with Quality.
While the Private & aided schools went through this journey, the initiative extended the support to 29 corporation schools in 3 Clusters spread over the next 5 years. To help schools and the Corporation of Chennai sustain these initiatives, National Accreditation Board for Education and Training (NABET) framework was introduced in the 3 Chennai schools representing the North, Central and South of Chennai embarked on this journey. Today these schools are in the process of getting accreditation by NABET.
Principal of a cluster school sharing her learnings with other member schools
Educational officers and Principals in a workshop
Inauguration of cluster 3 by Mrs. Anu George, DeputyCommissioner, Education seated in the middle
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Few of the results of these initiatives were
• Improved student performance in academics increased from 15% to 20%, attendance improved from 50% to 86% and reduction of latecomers from 45% to 15%.
• Improved teacher-student-parent relationships in the form of Parent teacher meeting attendance from 64% to 89% with Parent talk sessions, up to 6 per class per year.
• Continuous improvement culture through teamwork among Teachers & students for co curricular activities & academics
• Better campus ambience with Visual Controls, Optimal utilization of resources, increase in Library Books issue rate by three fold, Systematic maintenance system: Classrooms, Staffroom, HM room, Library, Lab etc
Based on the learning from this journey, CII-IQ has developed the concept of School Excellence Cluster (SEC) to reach out to large numbers of institutions/schools in a cost effective manner. Today, it has 8 SECs to its credit spread across Chennai, Mangalore & Coimbatore covering over 85 Schools and many more under process.
Today, the Trust has reached into other areas to meet other objectives like leadership training, technology enabled learning and inclusive education. It has brought together the key stakeholders/constituents in the education process, education authorities in Tamil Nadu, Chennai city schools, alumni and industry association’s CII Institute of Quality to jointly tread the path of continual improvement towards excellence in education.
For more details on this unique CII Educational cluster project, please contact the author Dr A Senthil Kumaran Principal Counsellor – Education Excellence, CII Institute of Quality at [email protected]
Training session on self assessment of institutions
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First published in NHRD Network Journal, July 2011
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Rishikesha T Krishnan is a Professor of Corporate Strategy & Policy at IIM Bangalore. He completed a 3-year term as Jamuna Raghavan Chair Professor of Entrepreneurship at IIMB in August 2010. He was the Fall semester 2008 Visiting Scholar at the Centre for the Advanced Study of India, University of Pennsylvania. In November 2010, Prof. Krishnan received the Dewang Mehta Award for Best Teacher in Strategic Management.
He has been involved in leadership development and executive education for leading Indian and multinational corporations, an alumnus of IIT Kanpur, Stanford University, and IIM Ahmedabad.
e-mail: [email protected]
The Leadership Journey at the Murugappa GroupRishikesha T Krishnan, C Manohar Reddy, Vasanthi Srinivasan and Manoj Kumar Jaiswal
I t is widely recognized that the source of competitive
advantage for many organizations lies in their lead-
ership pipeline. In fact, leadership has been seen as a
critical variable in the change and transformation efforts
of organizations. We present the case study of a leader-
ship development initiative at a large Indian family-
owned Group – The Murugappa Group. This leadership
initiative is a product of an extensive collaboration be-
tween the HR and the Management Development Cen-
tre of the Murugappa Group and a faculty team from a
leading management institute over the last decade.
Overview and Background
The Murugappa Group is a family-owned conglomer-
ate with businesses in engineering, abrasives, bicycles,
financial services, insurance, and agri-products. It has
32,000 employees across its various businesses with an
annual turnover of more of Rs. 17,051 crore. In 1991, as
the process of liberalization and globalization took root
in India, and the Group decided to invest in grooming
its future leaders, there was a belief within the Group
that internally groomed leaders would subsequently
take on leadership roles within the organization.
To meet this emerging need for new leaders who could
efficiently manage in a changed context, the Group
launched its first Business Leadership Programme (BLP)
in 1991. Nine years later, in 2000, the Group felt a strong
need to transform itself into a highly dynamic, flexible,
and proactive organization to be able to sustain its ag-
gressive inorganic growth strategy through mergers and
(The enclosed article first appeared in Vikalpa, Volume 36, No 4 in the October-December, 2011 issue)
Rishikesha T Krishnan
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acquisitions. It decided to identify and groom leaders to
spearhead this transformation effort in the years ahead
and help the Group companies thrive in the changing
competitive landscape. A comprehensive review of the
Business Leadership Programme (BLP) was thus under-
taken.
A leading management institute was invited to evalu-
ate the leadership gaps within the organization, iden-
tify the needs, and redesign the programme to meet the
changing needs. The objective of the newly designed pro-
gramme was “to identify high potential managers,
groom them with relevant best in class content and cre-
ate a pool of leaders who can
seamlessly step into leadership posi-
tions across the Group.”
The Group requested the team from
the management institute to closely
collaborate with the Group executives
in the design, conduct, monitoring, re-
view, and evaluation of the Business
Leadership Programme. From the
Murugappa Group’s side, the leader-
ship initiative was to be anchored by
its Management Development Centre
(MDC) and the faculty from the man-
agement institute was expected to be
the external facilitator during the dif-
ferent phases of BLP. Given the ob-
jectives of BLP, it was proposed that
the participants would be selected
through a rigorous and objective se-
lection process by inviting applications instead of the
earlier practice of selecting through nominations.
Design Philosophy of BLP
A review of the global literature on leadership develop-
ment revealed four broad approaches that organizations
used – learning through conceptual understanding,
learning through personal growth, learning through
feedback, and learning through skill building 8, 9. The tra-
ditional leadership development programmes adopted
by the business schools and universities followed the
‘learning through conceptual understanding’ approach
with an emphasis on the theoretical understanding of
the leadership models with a lecture and a case discus-
sion format. As John Kotter mentions, the objective of
such programmes “is not to really develop the skills in
the classroom but to help managers appreciate them and
gain awareness. The value of this aspect of leadership
training is in helping people to understand what lead-
ership really is. This awareness can also stimulate par-
ticipants’ enthusiasm about the idea of leading.” 10
The second approach is leadership development through
personal growth which is based on the humanistic as-
sumption that leaders are individuals
who would like to realize their poten-
tial. This approach tends to use expe-
riential exercises which are designed
to encourage reflection and gain per-
sonal insight, leading to the formula-
tion of a personally meaningful vision
for the participants and a personal de-
velopment plan.
The third approach is leadership de-
velopment through feedback. Multi-
source feedback from peers, subor-
dinates, superiors, customers, and
family members provides a complete,
comprehensive, and accurate picture
of the individual and his/her orien-
tation. The feedback is expected to re-
sult in enhanced self-knowledge and
increased self-awareness of one’s im-
pact on others. This enhanced self-awareness is expected
to result in the participants modifying their behaviour
in the work contexts and enhance their leadership effec-
tiveness.
The fourth approach to leadership development is
through skill-building. Leadership is conceptualized as
a set of complex cognitive skills. Some of these skills
include communication, visioning, creative problem-
solving, multi-cultural effectiveness, conflict resolution,
and coaching. Role plays, simulations, and games are
used as methods to impart these skills.
In addition, leadership development literature increas-
ingly recognizes the fact that training is but one compo-
10 Op. cit.
In 1991, as the process of
liberalization and
globalization took root in
India, and the Group
decided to invest in
grooming its future
leaders, there was a
belief within the Group
that internally groomed
leaders would
subsequently take on
leadership roles within
the organization.
8 Conger, J A (1992). Learning to Lead: The Art of Transforming Manag-ers Into Leaders, San Francisco: Jossey Bass.
9 Hernez-Broome G and Hughes R L (2004). “Leadership Development:Past, Present and Future,” Human Resource Planning. 27(1), 24-31.
19
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nent and that developmental experiences which are
linked to or embedded in a person’s ongoing area of
work and are integrated with real-life experiences are
likely to have the greatest impact11,12,13,14. Formal
mentoring, job rotation, ‘stretch assignments’ and op-
portunities for taking on greater responsibilities to build
the experience base have also been found to be stimu-
lants of experiential learning and internalization 15,16.
The overall philosophy of the revised BLP for the
Murugappa Group was founded on the belief that
grooming of business leaders required a multi-pronged
approach involving functional understanding, self-learn-
ing, personal insight into one’s own
beliefs, values, attitudes and behav-
iour, action-learning, and internaliza-
tion of more effective behaviour as
individuals and leaders. It was felt
that any learning process that the par-
ticipants engage in, as a part of lead-
ership development, needed to
include all the three components of
learning: conceptual learning, reflec-
tive learning, and action-learning.
Conceptual learning was expected to
result in the participants acquiring the
necessary concepts, theories, and per-
spectives that would allow them to
perform effectively in their current and future roles as
functional managers and business leaders. Reflective
learning was expected to enhance self-awareness and
personal insight of the participants. It would also pro-
vide them an opportunity to architect their personal vi-
sion. Action-learning was expected to provide them with
an opportunity to actually engage with and apply their
learning in real-life contexts. This was expected to give
the participants an opportunity to demonstrate their
competence, learning, motivation, and expertise in a real-
life setting and internalize some of the skills and behav-
iours.
Keeping the above philosophy in mind, BLP was origi-
nally conceptualized as an 18-month programme, con-
sisting of ten modules along with inter-modular work
woven together into an integrated whole.
There have been three cycles of BLP and 65 participants
have graduated from the programme. The fourth cycle
is underway with 15 participants. The key modules in
the BLP included:
• A 3-day out-bound learning mod-
ule and a 5-day personal growth
workshop to help participants gain
personal insight through reflective
learning
• 360 Degree Feedback process and
creation of Individual Develop-
ment Plans (IDP) which the
BLPians implement over the entire
duration of the programme to en-
sure that the personal insight is
translated into meaningful action
and internalization
• Executive Education Programmes of 4 weeks dura-
tion and company study projects to enhance the con-
ceptual learning of the participants
• Short modules with specific focus like presentation
skills, personal effectiveness, and holistic health,
based on the felt needs of the participants
• A comprehensive business project intended to inter-
nalize the knowledge and skills of the participants
through action-learning.
Implementation of BLP
Supporting Interventions for BLP
In addition to the modules, where the participants had
an opportunity to interact with faculty and learn in a
relatively structured format, a variety of support inter-
ventions were planned to maximize the inter-modular
learning of the participants. The supporting interven-
tions envisaged as an integral part of the BLP were:
11 Day, D V (2000) “Leadership Development: A Review in Context,”The Leadership Quarterly, 11(4), 581-613.
12 McCauley, C D; Eastman, L J and Ohlott, P J (1995). “Linking Man-agement Selection and Development through Stretch Assignments,”Human Resource Management, 34(1), 93-115.
13 Conger, Op. cit.14 McCall, M W; Lombardo, M M and Morrison, A M (1988). The les-
sons of Experience: How Successful Executives Develop on the Job,Lexington MA: Lexington Books.
15 Campion, M A; Cheraskin, L and Stevens, M J (1994). “Career-relatedAntecedents and Outcomes of Job Rotation,” Academy of Manage-ment Journal, 37(6), 1518-1543.
16 McCauley, C D; Ruderman, M N; Ohlott, P J and Morrow J E (1994).“Assessing the Developmental Components of Managerial Jobs,” Jour-nal of Applied Psychology, 79(4), 544-561.
Any learning process that
the participants engage
in, as a part of leadership
development, needed to
include all the three
components of learning:
conceptual learning,
reflective learning, and
action-learning.
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Support groups: The participants were expected to form
into support groups consisting of three or four mem-
bers, within a month after the launch of the BLP. These
support groups were instruments for mutual support
and hand-holding during the 18-month period.
Coaching relationship : The participants were assigned
a coach from within the Group to provide support for
making them more effective both as an individual and
as a leader in the Group companies. The role of the coach
was to enable the implementation of the individual de-
velopment plans, identification of the strategic area for
the Business Project, and providing the participants with
feedback during the programme and afterwards in their
careers at the Group.
Internal facilitators : The internal
HR team, reporting managers, and
CEOs of the businesses to which the
participants belonged, were as-
signed the role of internal
facilitators. They engaged with the
participants on the current perform-
ance in their respective roles, helped
to manage schedules for the partici-
pants to attend the leadership pro-
gramme, identified projects,
provided assistance in drawing up
business projects, and extended
overall support required to make the
BLP experience effective in the or-
ganizational context.
Governance of BLP
BLP Steering Committee
A steering committee was constituted at the beginning
of the programme. The role of the committee was to over-
see the design and the conduct of BLP and assess its
impact and effectiveness at periodic intervals and sug-
gest directions for the future. The committee consisted
of the representatives from MDC, the partner institute,
and Group HR, two MDs/CEOs, two HR heads of busi-
nesses, and a board member. The steering committee
met on a quarterly basis to take stock.
Selection of Participants
Selection to the programme was through an application
process. All those who met the organizationally-defined
criteria were eligible to apply for the programme. The
applicants were invited for a face-to-face interview con-
ducted by a panel consisting of the Director HR, MDs of
the businesses which the participants were attached to,
faculty from the partner institute, MDC head, and an
invited MD from within the Group.
Periodic Reviews
In addition to feedback from participants during and at
the end of each module, periodic reviews of the pro-
gramme were built into the BLP design. The intent be-
hind these reviews was to assess the effectiveness of the
programme as perceived by the various stakeholders
such as the participants and the
Management Development Centre,
who were responsible for the deliv-
ery of the programme. A mid-term
review was undertaken to monitor
the progress of the BLP in general
and the business project phase, in
particular and also to assess the les-
sons learned as well as the need, if
any, for mid-course correction. A fi-
nal review was carried out at the end
of the programme to assess the ef-
fectiveness of the impact BLP made
on both, the organization and the in-
dividual participants.
Third Party Audit
At the end of the third cycle of BLP, an external audit of
the Programme was requested by the management in-
stitute team to examine the relevance of some of the as-
sumptions around which the design of BLP was
developed. The authors also recognized that institution-
alizing and embedding BLP into the Human Resources
Strategy for building the talent pipeline in the organiza-
tion was the next logical stage. The external auditors
proposed significant changes to BLP based on the brief
provided to them. These changes were incorporated in
the fourth cycle of the Programme, which is currently
underway.
Contributions (new ideas, innovations) of BLP partici-
pants and their performance were tracked by the MDC
at periodic intervals for making changes in the ongoing
or subsequent programmes.
BLP has succeeded in
infusing Group identity and
cross-company
collaboration among the
participants. BLP was a
vehicle through which
participants from different
business groups came
together on a single
platform.
21
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NEWS LETTER MARCH 2012
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Evaluation of Effectiveness of BLP
The success of any programme lies in the evaluation of
its effectiveness. While investment in leadership devel-
opment is an act of faith by the organization, some of
the metrics that have been used on BLP over the last
decade are as follows:
• Career progression before and after BLP
• Retention of participants after the Programme over
a period of 1 year, 3 years, 5 years, and 10 years/be-
yond
• Lateral and cross-functional positions taken up by
the participants
• Number of leadership positions filled from the BLP
talent pool
• Incremental value-add derived for the organization
from the projects implemented as a part of BLP.
Several BLP participants have cham-
pioned the business projects that they
had initiated into the action stage.
Some have spearheaded interna-
tional partnerships and acquisitions,
thus contributing significantly to the
group’s inorganic growth. Several
participants have institutiona- lized
processes that strengthen the organi-
zation and have been identified by
the CEOs of their businesses as fu-
ture leaders.
Since the Group viewed BLP as a
long-term investment in their lead-
ership processes, the qualitative impact on the organi-
zation was also a critical indicator of effectiveness. It has
been reported that BLP has succeeded in infusing Group
identity and cross-company collaboration among the
participants. BLP was a vehicle through which partici-
pants from different business groups came together on
a single platform. Through the company projects and
the peer learning processes, they gained greater under-
standing and insights into the other group companies.
This, in the long run, is expected to help in building lead-
ership across the group companies. In a few cases, BLP
participants moved across group companies taking on
new roles in businesses which were very different from
where they were nominated.
Conclusion
BLP was commended as a winner in the leadership cat-
egory of the ‘Corporate University Xchange 10th An-
nual Awards for Excellence and Innovation in Learning.
Murugappa Group was the winner of the Exemplary
Practice Award for Excellence in Leadership Develop-
ment. The Programme is an “aspirational learning proc-
ess” for employees within the organization. The BLP
participants reported to have experienced significant
personal growth. In a survey conducted in 2010, the
participants mentioned that they had learnt several im-
portant lessons through their participation in BLP, some
of them being:
• Insights about themselves and their world view, val-
ues and behaviour from the Personal Effectiveness
Workshop
• Ability to deal with ill-defined
situations, learning to influence,
negotiate, confront one’s own in-
ner fears and anxieties and come
to terms with successes and fail-
ures in one’s own work life with
equanimity, gained from the Busi-
ness Project planning module
• Fine-tuning their Individual De-
velopment Plans and making ef-
forts to actualize their vision and
long-term life goals
• Conceptual understanding and the
perspective change gained from
the intensive executive education
programme at the management institute.
A comprehensive review of BLP was undertaken with
the help of an external consultant in 2009. The key ob-
servations made by the consultant pertained to the inte-
gration of BLP into a larger agenda of leadership
development for the Group, which is anchored on the
leadership competencies identified by the group. It was
also observed that deepening the engagement between
the leaders and supervising managers within the organi-
zation and the BLP participants is likely to institutional-
ize the BLP more strongly within the Group. The final
suggestion was to link the individual development plan
of the participants explicitly to the career management
strategy of the organization. These changes were in-
tended to give the Group an opportunity to embed the
Deepening the
engagement between the
leaders and supervising
managers within the
organization and the BLP
participants is likely to
institutionalize the BLP
more strongly within the
Group.
uality NewsConfederation of Indian Industry
NEWS LETTER MARCH 2012
uality News
22CLICK
FOR NEXT PAGES
Any leadership
development programme
to be effective on a
sustained basis requires a
strong commitment from
the senior leadership in
the organization.
BLP deeper within its leadership and
career management framework.
These suggestions led to reframing the
vision of BLP in view of the current re-
alities of the Group companies, for the
latest cycle: “To create future leaders
of the Group who are role models on
Group’s Values and demonstrate Pas-
sion, Drive, Business Acumen, and
Innovativeness and have an entrepre-
neurial mindset (willing to take calcu-
lated risks and challenge status quo).”
There was also a change in the selec-
tion process and the design of the pro-
gramme. While the process of inviting
applications was retained, the Business
Group Management Council (BGMC) became the nomi-
nating body for the participants. The nominated par-
ticipants would go through an interview process with a
panel consisting of the MD’s of business, Group HR
head, and the MDC head. The BLP was steered by the
MDC with active involvement from the CEOs, immedi-
ate reporting managers and the HR departments both
at the corporate level and at the business level. While
the content and approach did not change significantly,
the integration processes and the tracking and follow-
up systems became more robust.
As the BLP evolved through the different cycles, differ-
ent modules of the Programme were strengthened based
on the feedback. However, some of the challenges per-
sisted and we believe that these challenges are likely to
occur in other long duration leadership development
programmes. We briefly discuss three of these chal-
lenges.
The first challenge is to sustain the
momentum through the entire dura-
tion of the programme. This is both at
the level of the participants and the
stakeholders. While the face-to-face
modules evoked a great deal of inter-
est, learning and interaction, the inter-
modular learning varied across
participants. The support groups and
the coaching experiences varied in
their intensity depending on the par-
ticipants’ self motivation and inter-
est. How to ensure that a certain
threshold of intensity of contact in be-
tween the modules is retained in a
long-term leadership development
programme remains a question in
our minds.
Secondly, while the design adopted
a multi-pronged approach of concep-
tual, reflective, and action learning,
the participants seemed to value the
strong conceptual learning the most.
Developing and implementing the
individual development plans was
seen as a difficult process by the par-
ticipants. What kinds of methodologies can enable the
participants to robustly manage their IDP needs is an-
other unresolved question.
At the end of 18 months, while participants were of the
view that BLP has been a valuable learning experience,
the long-term impact of BLP on the values, beliefs, world
views, behaviour, and the leadership capabilities of the
participants needs to be further validated. The difficulty
in assessing the impact of the Programme on intangi-
bles like values and behaviours is another issue that re-
quires further study.
Finally, the design of every leadership development pro-
gramme rests on a definition of leadership. In the case
of BLP, the intent was to create leaders who would be
able to seamlessly step into organizational roles requir-
ing greater responsibility. This required a good blend of
conceptual inputs, tools and techniques, skills, and ac-
tion orientation. The design drew on the four approaches
to meet the objectives of the Programme. Each of these
approaches drew on a paradigm with
its own philosophical beliefs and
orientations. While the intent in the
design of the programme was to re-
main eclectic and provide an inte-
grated perspective, whether the
Programme did really manage to
achieve both these elements deserves
further exploration. Did the partici-
pants actually have the whole experi-
ence that the programme design team
The design of every
leadership development
programme rests on a
definition of leadership.
In the case of BLP, the
intent was to create
leaders who would be
able to seamlessly step
into organizational roles
requiring greater
responsibility.
23
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NEWS LETTER MARCH 2012
uality News
intended to create? Did the different interventions re-
sult in building the values and orientations of the par-
ticipants for new roles? We do not know the answer.
Any leadership development programme to be effective
on a sustained basis requires a strong commitment from
the senior leadership in the organization. They should
demonstrate a willingness to engage with different in-
ternal stakeholders who need to invest for the long term,
should have the ability to work with multiple service
providers who offer specialized services, and finally
should have the ability to plan, execute, track, and moni-
tor on an ongoing basis. In our assessment, the presence
of all the above elements in large measure in the case of
BLP of the Murugappa Group was a key contributing
factor for its success and effectiveness.
CLICK HERE TO READ THE ENTIRE COLLOQUIUM
B MuthuramanPresident, CII & Vice-Chairman, Tata Steel
We, at Tata Steel believe that “Pursuit of Excellence”
is an imperative for achieving long-term sustainability
and delivering value to all stakeholders. Challenging
the CII-EXIM Bank Award for Business Excellence
enabled us to obtain a comprehensive external
perspective on our business practices and
performance and also an opportunity to
compare ourselves with World-Class
Organisations.
I strongly recommend that all the Organisations
aiming to deliver sustainable and superior
levels of performance, to whole heartedly
adopt the Fundamental Concepts of
Excellence and challenge the
CII EXIM Bank Award for Business
Excellence to understand the maturity
of their business practices and
performance.
Lean Leaders Course
Module A
: 16 -
20 April 2012, India.
(Non residential)
Module B
: 30 Jul -
3 Aug 2012, Japan.
(Residential)
Module C
: Diagnostic visit to companies.
(optional)
Module AModule A adopts intensive, hands on experience on the principles and techniques of Lean and work improvement methodologies and an opportunity to put the learning’s into practice in a actual shop floor. The details of the host company will be sent shortly and the participation from the competitor companies will not be entertained.
Delegate Fee
For details contact
Module A and Module B : Rs. 2,95,000.00 per personOnly Module A : Rs. 1,00,000.00 per personOnly Module B : Rs. 2,50,000.00 per personModule C (optional) : Rs. 50,000.00 per companyThe fee indicated does not include Service tax of 10.3% and has to be paid in addition to the fee.
Ranjit Bhandari, Counsellor Confederation of Indian IndustryPlot No. 249-F, Phase IV, Sector - 18, Udyog Vihar,,Gurgaon - 122015 (Haryana)Tel: 0124-4014074(D)/ 4014060-67; Fax: 0124-4014069/4014051; Email: [email protected]
Yogesh N, Engineer CII – Institute of QualityBharat Nagara, 2nd Stage, Magadi Main RoadVishwaneedam Post, Bangalore – 560091Phone: +91-80-2328 6085 / 9391 Fax: +91-80-2328 0314 / 9388 E-mail: [email protected];
ParticipantsThis program is designed for the mid to upper level managers and professionals working in the manufacturing environment, who want to equip themselves with the knowledge and skills necessary to be effective change Agents and Lean Advocates and Practitioners in their organization.
Module CA team of Japanese experts and Indian counselors will visit the participants company for the ONE DAY Diagnostics assessment. This exercise would enable you to identify relative strengths as well as gaps in the system / implementation methods and set realistic targets.
Module BVisit to the world class Lean practicing companies in Japan offers the opportunity for delegates to learn some of the most powerful and fundamental productivity improvement methodologies, tools and techniques used by the Japanese leading manufactures. A special visit to Toyota Motor Company is also organized to practically see the application of TPS Tools plus visit to Toyota Museum to learn the History and Future of Toyota Production System.
Register online at www.cii-iq.in
(Sponsored by ABB Limited)
nWorkshop on Assessment for Business Excellence for Large organization14-16 February, Hyderabad
nWorkshop on Assessment for Business Excellence forSmall and medium Business 23-24 February, Pune
nGeometric Dimensioning & Tolerancing 27-28 February, Bangalore
nWorkshop on Strengthening MR Skills 01-03 February, Gurgaon
nImperative of Risk Management in turbulent Times13 February, Mumbai
nDevelopment Programme for Executive Secretaries27-28 February, Bangalore
nLead Auditor Course 06-10 February, New Delhi
nImperative of Risk Management in turbulent Times24 February, IQ, Bangalore
nBreakthrough Thinking in Achieving Zero Machine Breakdowns
16-17 February, Gurgaon
Programmes Conducted in Feb 2012
FORTHCOMING PROGRAMMES May - June 2012
19 May 2012
Refresher Programme for Assessors for Large Business Organisations
PUNE
21-25 May2012
Lean Excellence in Productivity
BANGALORE
5-6 June2012
2 Day programme on CRM
CHENNAI
13 June2012
One day Programme on Services (Hospitality & Retail)
BANGALORE
18 June2012
Refresher Programme for Assessors for Large Business Organisations
BANGALORE
17-18 May2012
Understanding Measurement Management Systems based on ISO 10012
NEW DELHI
29 May-1 June 2012
Internal quality audit for Lab management system based on ISO 17025
BHUVANESHWER
17-18 June2012
2 Day Programme on QFD
NEW DELHI
17-18 May2012
Quality Function Deployment
BANGALORE
26 May2012
Refresher Programme for Assessors for Large Business Organisations
BANGALORE
14-15 June2012
2 Day Programme on Business Management SMBs
NASIK
23-24 June2012
2 Day Programme on Problem Solving 8D
CHENNAI
25 June2012
Refresher Programme for Assessors for Large Business Organisations
KOLKATA
25 June2012
Refresher Programme for Assessors for Large Business Organisations
NEW DELHI
CII Headquarters : Mantosh Sondhi Centre, 23 Institutional Area, Lodi Road, New Delhi 110003. Phone : 91-11-24629994 - 7 Fax :91-11-24626149 / 24633168
Confederation of Indian Industry
CONTACT DETAILS
Confederation of Indian IndustryCII Institute of Quality
Bharat Nagara 2nd StageMagadi Road, Vishwaneedam Post,
Bangalore - 560 091 T : +91 80 23286085 / 7690/9391
F : +91 80 23280314
Kolkata
Confederation of Indian Industry 6, N.S. Road Kolkata 700001 T : +91 33 22307727 / 28 / 1434F : +91 33 22301721, 22312700
Chennai
Confederation of Indian IndustrySouthern Region98/1,Velacherry main roadGuindy. Chennai 600032T : +91 44 42444555
F : +91 44 42444510
Gurgaon
Confederation of Indian Industry Plot No. 249 F, Sector - 18 Phase IV, Udyog Vihar Gurgaon - 122015 T : +91 124 4014060-67
F : +91 124 4014069 / 80
Pune
Confederation of Indian IndustryPune Zonal Office10th Floor, Office D, Godrej Eternia-C,
'B' Wing, 3, Off Pune Mumbai HighwayWakdewadi, Shivajinagar, Pune 411 005T : +91 20 66075800 / 01
F : +91 20 66075822
26
uality NewsConfederation of Indian Industry
NEWS LETTER MARCH 2012
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For further details, please contact: