| What I've liked I came across three ads this week that I liked. They are not revolutionary, but they make you feel that you would like to see more of the same kind everyday. |
| Revlon Age-Defying Make-Up: When you come to think of it, there is nothing new about using a clock to sell anti-ageing type make up. But this ad is proof that you can take an old idea and turn it into a traffic stopper. Brilliantly art-directed, it sends its message out straight as an arrow, |
| Kotak Mahindra Bank: Personalised investment advice. Yet another ad which does not startle you with its brilliance, but definitely leaves a smile on your face. It looks as if the art of gentle persuasion is back. A simple and non-complicated layout, with an ironic slice-of-life visual and equally non-fussy copy. |
| The India Today India-Pak Cricket Special: A visual that says it all! What more can I add, other than pointing out that they could not have done a better or a simpler job! |
| What I've learned A company is as good as its CEO! Let me be frank here. Not a lot of people are going to like what I am going to say in this section, but then, some lessons are tough but true. In this day and age of "modernisation" and "globalisation", one of the favourite imports into modern-day Indian management thinking is the concept of "CEO being the first among equals". |
| Simply put, it is the theory that lays to rest the "father figure" or "guru" in corporations. It has been welcomed by most because it works very successfully in companies abroad. And I say, good for them. |
| Here comes the part that I don't agree with "" grafting this system into ours. Because I believe (my conviction coming from years of experience as well) that the fabric of our society is woven from a deep-seated reverence for the "Head". Be it a household or a company, having a "Head" is mandatory. Whether we like it or not there are behavioural patterns programmed into our genes. And one of them is the need for a father figure, a guiding force. And, we don't treat them as an equal. |
| In fact, internationally, even though this school of thought no longer draws a following, empirical research has shown that 40 per cent of corporate reputation is attributed to "respect for the CEO" and 77 per cent of stakeholders invest in company on the strength of their "belief in its CEO"! |
| I remember recruiting a manager who asked whether I, as chairman, considered myself as first among equals, and that is when I started thinking about it. That was 16 years ago. I remember telling him that he would have all the freedom that he wanted in a defined mandate. I would not interfere in his branch or with his clients or dictate his accounts. But the rest of the decision-making would be done by me and in tandem with the organisation's processes and goals. |
| What happens if this kind of hierarchy is flattened out? I have observed that after the initial euphoria settles down, a universal sense of discontent seeps in. Employees lose focus and turn into whiners and cribbers. Desperately seeking direction rather than finding their own path forward. |
| I wonder if it is because we are reactive by nature and not proactive as our counterparts elsewhere? The system that works best for us is what we have been brought up with. So I wonder if it serves any purpose trying to force fit the cultural work ethic of another race on to our way of working, or rather, focus on perfecting the work ethic which brings out the performers in us. |
| The answer to me is clear "" recognise and be who you are. Different folks need different strokes. |
| agkbrandconsult@yahoo.com |
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