Tales from the IT department
Heres a book which guides existing and aspiring CEOs on how to successfully
handle difficult situations in an organisation.
This book is divided into two parts with 14 chapters. The first part of the
book with seven stories is based on seven CEOs and the strategies that they
used to tackle various situations that the business world threw at them and
Thus, you will find CEOs such as Amrita Patel of National Dairy Development
Board, Jamshed Irani of Tata Steel, and Mallika Srinivasan of Tractors and Farm
Equipment detailing the issues they faced such as market competition and technical
Each chapter is a case study in itself, bringing forth a unique quality of each
CEO. The book also lists some basic characteristics that a successful CEO must
possess. When profiling the CEOs the author not only highlights their successes
but also mentions the mistakes that they made and the lessons they learned from
it. This brings out the point that successful CEOs are not born but are carved
out from their commitment towards their organisation.
The book details the various methods
of CEOs, including the balanced scorecard used by Irani of Tata Steel
and the 80/20 principle favoured by Kamath of ICICI Bank
The book also details the various methods used by these CEOs such as the balanced
scorecard used by Irani, the 80/20 principle favoured by Vaman Kamath of ICICI
Bank, and the Total Quality Management applied by Venu Srinivasan of TCS to
achieve the desired results for themselves and their organisation.
Since the book is in an interview format, it gives the reader
a first-hand feeling of the CEOs original version of the experience. Views from
different authors on the same theory, examples of similar situations which other
organisations faced, and quotes from famous authors keep the reader interested.
|Exemplary CEOs : Insights
On Organisational Transformation
|| Tata McGraw-Hill
The second part of the book has seven themes and models based
on which the author explains how leadership roles have changed in the pre- and
post-liberalisation era. He also discusses how the post-liberalisation attitude
of people towards work has changed, and what effects this has had on the working
environment. The book gives an insight into how factors like adversitywhich
the book defines as the father of mindset changesimpacts individuals,
organisations and society as a whole.
The book describes changes in the Indian scenario, and the factors which have
transformed the policies of liberalisation. It also gives insights into how
CEOs like Patel and Srinivasan coped in these changing scenarios.
The author also looks at the work ethic in different nations, such as perfectionism
in Japan and the culture of hard work in China. Based on these parameters, the
book tries to analyse where India is, where we have to go, and in which direction.
For example, it mentions the Tender Loving Care principle that has been adopted
by Dr Prathap of Apollo Hospitals.
The different models discussed in the second part are creating value and wealth,
adversitythe driver of mindset change, upasana for self-renewal and its
reflections on the whole person, building up creativity, and diary writing.
The most interesting part of the book is at the end, when the author tries to
evaluate himself on the basis of the various models.