dtb noamundi report
TRANSCRIPT
Report for TATA STEEL—NOAMUNDI
By DISSOLVE THE BOX August’14
DISSOLVE THE BOX
OVERVIEW
OBJECTIVE
APPRECIATION
OBSERVATION &
PROBLEM IDENTIFICATION
WHY WE CONCLUDE SO!
THE BIG QUESTION
VALUE PROPOSITION
EXECUTION PLAN
PARTICIPANT’S FEEDBACK
FREEDOM GATEWAY RESULTS
DTB SOLUTIONS
OVERVIEW
Session at TATA STEEL— NOAMUNDI (OMQ) Date: 4th - 5th August’14
We are thankful to the TATA Management at
‘Noamundi’ & TMDC for introducing the idea of
‘Dissolving the Box’ to a pilot group of people from
various background in the management cadre.
Provide individuals & organisation the Freedom to
‘Live, Grow, Lead, Create & Act’
OBJECTIVE
We really appreciate the efforts being taken by the GM,
Chiefs and other officers of the management cadre to
provide leadership, set new standards for inclusive and
sustainable growth of all stakeholders and bridge the of-
ficer-worker gap.
But to convert it really into results and to scale it up in all
other aspects of life and work across the organization,
we believe ’Dissolve the Box’ will be able to play a very
vital role.
APPRECIATION
Why we conclude so ?
Instance 1
“I have failed to make this con-
glomerate truly open, flat and
transparent” - Ratan Tata (at the
time of retiring as a Chairman)
In the session we tried to con-
vince the participants that if
they won’t free themselves from
the Gang of 5 internal villains
they won’t be able to make this
conglomerate truly open, trans-
parent and flat.
OBSERVATION & PROBLEM IDENTIFICATION
We interacted with 23 officers for 2 days and our findings
are:
There is a lot of energy waiting to be tapped and
channelized. The officers fail to realise their real
objective in life and work. Money at present is their
key driving force, making their objective and means
narrow and self-centric.
This does not allow them to really ‘Live, Grow, Lead,
Create and Act’.
The participants need to be more aligned to the ac-
tual TATA mission and vision. Their individual
objectives usually override organizational objectives,
leading to unwanted complications at work like
de-motivation, lack of passion or labour turnover.
For most of them the relationship between
colleagues, seniors and subordinates are not deep
and lasting. Their social skills need to be worked upon
bringing a positive effect on their team, family and
society.
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Instance 2
Tata Steel Punch line
We also make steel
Values stronger than steel
Through the session we made
them realise the actual objec-
tive. We made them believe
that “your objective is not to
make steel only. But through
Steel you are providing solutions
to address the pain of the
people so that they become
really “happy”.
From this basic objective
“quality, affordability, innova-
tion, passion, and customer
centric approach are all driven.
We need to “evolve continu-
ously”.
Management and union issues are because of lack
of social skills from both sides. This makes the organi-
zational culture less productive leading to process
leakages, constraints, limitations, wastages and so on,
increasing the cost of production thereby affecting
the top-line and the bottom-line.
The root cause of all the above issues is: The partici-
pants are trapped by the Gang of 5 internal villains
called LFEAD. The participants are not really free.
They have low coping mechanism and they react to
situations.
Innovation and creativity is an area where huge
impact can be created if the participants are
mentored properly.
Productivity can be increased if they are freed from
their mental slavery. Succumbing to constraints or
underperformance is the new normal.
Instance 3
The balloon game also
revealed the thought patterns
through which we think and be-
have. This game was for fun but
as situation gets tougher and
emotionally charged we tend
to behave in a more self-
centred fashion. This showed
how we narrowly define the
problem and how this narrow
definition affects our objectives
and means.
VILLAINS identified
by the participants
of Noamundi
1. I am my own Villain
2. My attitude (Fear of fail-
ure, senior-junior issues,
procrastination, nega-
tive approach)
3. Not thought of
LIST OF PROBLEMS IDENTIFIED BY THE
PARTICIPANTS:
Personal Problems:
1. Relationship issues with parents and wife, concern for
kids future
2. Not able to communicate and mingle with people
3. Unable to fulfill aspirations
Professional Problem:
1. Work pressure is very high, fail to handle tough situa-
tions
2. Boss and subordinate issues, unable to motivate
juniors, not able to handle superiors.
3. Nature of monotonous work
Social Problems:
1. Not able to do much for the society
2. Corruption and other abuses (rape, suicide, dowry)
3. Society is crooked
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Is the organization operating to its full potential?
The answer is a big NO! Tata Steel cannot really work
towards inclusive and sustainable growth with the Gang
of 5 internal villains (LFEAD) holding them back.
The gap we want to bridge is huge. The top three Gaps
we want to bridge is
1. We want to set the employees free from their internal
villains called LFEAD. This will demolish all the walls
that hamper growth. The employees will become true
leaders to lead the organization even in tough times.
From mental slavery we want them to be free.
2. The employees will upgrade themselves from reaction
to action and this will lead to huge value addition for
the organization in terms of cost reduction, profit gen-
eration, identifying constraints, wastages and ad-
dressing them intelligently for responsible growth.
3. We will align individual objectives to organizational
objectives so that the focus and priorities are not
misplaced. This will improve organizational culture
and make it more fertile.
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VALUE PROPOSITION
THE BIG QUESTION ?
EXECUTION PLAN
We can improve the work culture through the following steps:
1. Spread the idea of internal freedom. Show practically how Gang of 5 internal villains
are holding them back by creating walls all around the organization. This can be
done through 2 days session for the entire organization. (Many participants have de-
sired this in writing)
2. We will have to commit ourselves for this real freedom to live, grow, lead, create, act
and communicate it through different channels and mediums like posters, mails and
we have many more innovative ways to connect to people.
3. Identify the Freedom Ambassadors who will drive this movement deep into the work
stations.
4. Small wins in day-to-day work will provide the initial buy-in and the employees will
get motivated to apply it in their work and life.
5. We can measure the change through the tool called GOLFCUP and learn from our
experience to create a steep learning curve.
6. Motivate the employees for bigger wins and encourage them to move to the next
level of excellence. Identify the constraints themselves and address them. This will be
very empowering.
7. Make “freedom to learn and excel” the organizational culture and set standards for
the rest.
Note: The detailed execution plan can be designed based on your
requirements and the degree of implementations. Execution timelines and other details
can be worked out after further discussions.
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PARTICIPANT’S FEEDBACK
The topics are relevant to
my work
I had a new learning from
this program
The course material
provided was
helpful in understanding
and grasping the key
concepts
Subject matter covered
meets my expectation
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Faculty’s responsiveness
to queries
The case studies &
examples discussed by
faculty were helpful in
understanding the
key concepts
PARTICIPANT’S FEEDBACK
Faculty’s presentation & communication
skills
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Overall Effectiveness of the program
PARTICIPANT’S FEEDBACK (OVERALL AVERAGE FEEDBACK - 4.7/5 OR 94%)
Overall Quality of delivery by Faculty
Topics which the
participants found
most relevant and
useful
Indicate the topics that
you did not find useful
Suggestions
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General outcome of
the programme
REACTIONNAIRE FROM PARTICIPANTS
1. LFEAD
2. DTB Process
3. All Topics
4. Tools
1. It should cover 100% of the people
2. It should be made a way of life at Tata Steel
3. It should be conducted time to time to measure change
4. 2 day seems inadequate, can be increased up to 7 days.
5. Great demand for individual assessment
6. It should be conducted outside premises
1. “For real benefits, ‘Dissolving the Boxes’ is very relevant.”
2. “Without DTB, the real benefits from TQM, TOC, and other
strategies is getting lost”
1. NIL
GATEWAY 1:
MY TRAPS
This graph shows the pres-
ence of all 5 villains which
affects the freedom to
live, grow, lead, create
and act. We cannot fight
suppress or ignore them.
The only way out is to dis-
solve them. Higher the
level of green area, high-
er is the strength of the
internal villains and lower
is the ‘Internal freedom’.
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GATEWAY 2:
FRUSTRATION CURVE
The participants experience
frustration and this is meas-
ured by the difference be-
tween cravings (shown in
green) and achievement
(shown in blue). More is the
frustration more are the
leaders fragile and con-
fused. We have shown ways
to address them.
FREEDOM GATEWAY RESULTS
FRUSTRATION CURVE
Level of Frustration
GATEWAY 3:
GOLFCUP ANALYSIS
The green area repre-
sents the GOLFCUP pa-
rameters and Discrimina-
tion. More the green ar-
ea for GOLFCUP, better it
is as it shows high capa-
bility in action. Lower the
green area for Discrimi-
nation, lower is the dis-
crimination you face.
There is a huge scope of
improvement in the
above parameters which
we call GOLFCUP.
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GATEWAY 4:
LIFESTYLE QUOTIENT
The X axis shows the in-
volvement with life and
work and the Y axis repre-
sents fear. Top left quad-
rant shows underperformer,
top right shows materialist,
bottom left shows sage and
bottom right shows Univer-
salists which is the desired
position we must be in.
There is a huge scope of
improvement and the gap
that needs to be bridged is
from the blue ball repre-
senting where the partici-
pants are, to the bottom
right point.
FREEDOM GATEWAYS
Gap
