Analysis: Unconscious Conspiracy

<?xml version="1.0" encoding="UTF-8"?><root available-locales="en_US," default-locale="en_US"><static-content language-id="en_US"><![CDATA[<p><p align="justify"><span class='dropthecap'>S</span>ystech's problem is bigger than their senior managers think it is. Firstly, it is bad delivery resulting in customer dissatisfaction and loss of business. But even more alarming is the problem of self-deception that the senior management is suffering from. Self-deception occurs when leaders do not even know that they have a bigger problem. Leadership guru Warren Bennis calls this "unconscious conspiracy". Wind-milling at the middle management for all the woes of SysTech is not going to help much. The first step towards curing SysTech's problems is senior management learning not to sidetrack the serious problem of poor delivery. Kapalesh perhaps comes close to recognising this when he says, "denial is also lethargy."<br /><br />Biggest contribution Kapalesh could make is to help his colleagues recognise that they are externalising the problem by blaming it on the middle managers. And this is not uncommon in management discussions for it brings enormous comfort to senior managers, counterfeit one, though. Setting the strategic direction is unquestionably the agenda for senior leadership. This is, of course, done with discussions and debates with experts with deep industry insight and with middle managers who deliver results to the customers. IT industry leverages capabilities in people, process and technology. SysTech leadership seems to be blissfully unaware of the changing technology, besides widening gaps in delivery. Software engineering techniques and principles are precisely meant to ensure consistent and reliable production of software provided there is a certain rigour in their implementation. While India can boast of being the country with maximum number of companies assessed at CMMI (Capability Maturity Model Integrated) level 5, it is anybody's guess as to how many of these firms maintain the rigour post-assessment. <br /><br />Discussions amongst Vyaas Varshnei and other leaders are revolving around establishing what may be called the "problem-lie-elsewhere syndrome."  And this is despite Devdutt inviting his colleagues into a "soul-searching conversation." This team needs help from a consultant who can help them go through the problem identification, ownership and solution process. And this normally involves five stages. (a) feelings; (b) facts; (c) problem recognition; (d) ownership and accountability; and (e) execution for desired results. Right now, the team is taking comfort in sharing feelings and indulging in defensive behaviours such as generalising, externalising, projecting, pairing and humouring. They are nowhere near stage two, which is "fact finding". An organisation such as SysTech with $1 billion in revenues and 50,000 people will find it difficult to be nimble. But rude shocks, as with KenWest and Delstar episodes, should shake them out of the slumber. <br /><br />Cloud computing, currency arbitrage and complacence are problems not just for the middle management to worry about, but fall squarely in the agenda for the leadership team. While the very existence of 100+ VPs is no big negative for SysTech, it is the absence of well-defined roles that is. This is responsibility of Kapalesh as head of HR in-charge of organisation design. Even as they seek external help, I would put few questions before the leadership team: </p><ul><li><div align="justify">Is there a well-constituted leadership team with clear responsibility for steering the company in the right direction?</div></li><li><div align="justify">Are there appropriate social operating mechanisms (SOMs) with clear agenda and objectives? SOMs include periodic management team meetings, annual planning sessions, budget and operations planning sessions, quarterly review meetings, technology review meetings, operations/delivery health check meetings, dash boards and reviews, talent review councils, succession planning reviews, and the like.</div></li><li><div align="justify">Is there a performance management and review system? How well is that implemented? How strong is the consequence management process for non-performers?</div></li><li><div align="justify">Is there a clear understanding that structure follows strategy, and staffing follows structure? </div></li><li><div align="justify">Do leaders spend time doing what IBM's Lou Gerstner did — "Operation Bearhug" whereby leaders spent time with key customers and understood their expectations and complaints?</div></li><li><div align="justify">Do leaders walk around the "software shop floor" getting a sense of what is fine and what is not? Often, the engineers know the problem long before managers get to hear about it.</div></li><li><div align="justify">What kind of customer feedback mechanisms are in place to address customer dissatisfaction expeditiously?</div></li></ul><p align="justify">Searching for answers to the above questions will prepare the SysTech for recognising the problems that are more fundamental in nature. There is, of course, the other option. Do nothing or keep complaining collectively as at present, and become a laggard. Let us wish the team all the very best! <br /><br /><em>C. Mahalingam is the EVP &amp; Global Chief People Officer with Symphony Services Corporation of India</em></p> <script type="text/javascript"> var intro = jQuery.trim(jQuery('#commenth4').text()) var page = jQuery.trim(jQuery('#storyPage').text()) if (page.indexOf(intro) < 0) { jQuery('#commenth4').attr('style', 'display:block;') } </script> (This story was published in Businessworld Issue Dated 14-09-2009)