Elusive Secrets in Building Organisational Excellence
Satyendra Kumar, Author of the book Elusive Secrets: In building Organisational Excellence, shares distilled insights from his four decades of accumulated learning from various organisations to portray the fundamentals — that are often elusive —in building organisational excellence.
The mirage of excellence is elusive, and most often, it is not a surrogate for achieving outstanding business performance alone by measuring and surpassing business results. There is more to it than what meets the eye. The Author illustrates insightful instances and cases to enrich a higher level of experience sharing.
Organisations can oscillate between the pinnacle of achieving the spirit of excellence and silently dissipating the essentials — and the elusive secret is by enhancing understanding of essentials at all levels. It is no secret that some of the most reputed and admired corporate brands have made headlines for the wrong reasons. Such an occurrence is a testament to systemic failures that have crumpled the soul of excellence. There is only one way to mitigate such an occurrence: by elevated awareness and committing to action.
Often the question that begs an answer is when is a good time to initiate the excellence agenda. Be it a well-established corporation or a fledgling startup aspiring for series A, B, or C funding rounds. The right time to begin an excellence plan is not about where your company stands — the question is whenever you are ready to open your mind to engage.
This book is a valuable treasure trove of insights.
ELUSIVE SECRETS IN SEVEN CHAPTERS
The Author provides real-life accounts and experiences. These are vital in setting up a FOUNDATION with the leader’s spark of genius beyond intelligence, evoking intuitive facets to nurture essentials that fuel a never-ending appetite for LEARNING FOREVER that instills a norm of MEASUREMENT AND PREDICTABILITY.
A climate of learning and measurement provides an impetus for PRODUCTIVE WORKING that leads to confidence across teams and groups of permissible goals. THE PEOPLE FACTOR, therefore, is an important ingredient in creating a CULTURE OF IMPROVEMENT AND TRANSFORMATION.
Loaded with so much that bright leaders of today building an organization for tomorrow can grasp all they can gain from the Elusive Secrets that the Author provides. Last but not least is the INVISIBLE BACKDROP of deep purpose guided by values and ethics that the Author presents as it loops back to the very essence in the acts towards building the FOUNDATION. Every company eager to protect its soul and spirit for worthy outcomes could benefit from reading this book.
This book is a treasure trove of insights endorsed by the business luminaries of today for the business luminaries of tomorrow who, in their quest to build a formidable business, can elevate their outlook from all that the Author provides in his Elusive Secrets: in Building Organisational Excellence.
All the keywords in capital letters indicate the seven chapters of the book. Each chapter progressively assents the conversation with an elevated awareness to ignite the intuitive mind to grasp what is relevant and necessary.
A perfect book for top leaders and also mid-management for reading in groups one chapter per week and discussing the nuances that the brilliant readers capture and relate its essence to everyday work. A quintessential book for initiating change (for the better) from within.
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1. The Foundation
The opening chapter lays the FOUNDATION. The first chapter provides a context and echoes the fact that without a leader's inspiring spark admirable glow for others to follow may not be feasible. The Author outlines many blindspots that make the leaders and those around them myopic, and its occurrence is widespread. Many examples and insights are impressively captured in this chapter.
2. LEARNING FOREVER
A brilliant leader can fuel and feed a never-ending appetite for learning. The second chapter is all about LEARNING FOREVER. Everyone under the leaders' aura of influence absorbs and engages with constantly new knowledge based on facts. Nuances of fact-based decision-making despite technological advancement will be challenging in boardrooms and C-Suites in the years ahead unless subtle shades in building expectations are garnered. This is a fascinating take from the Author's four decades of first-hand experience that he brings to those who possess the brilliance to pick the nuggets of wisdom he presents.
3. MEASURABILITY AND PREDICTABILITY
An evolution of continuous learning and chatter on pertinent focus areas has the power of creating an inherent capacity to appreciate all that is measured coupled with the capability for predicting. The third chapter ascends the reader to the relevance of MEASURABILITY AND PREDICTABILITY. Often achieving such a stature of predictability is a matter of envy for some leaders as the business environment is dynamic and unpredictable in unfathomable ways. The Author provides enough food for thought for astute leaders to find their elusive secrets for adaptation to create organizational capability in MEASURABILITY AND PREDICTABILITY.
4. POSITIVE and PRODUCTIVE WORKING
The fourth chapter shows that predictability is good as it demands high levels of engagement and creates an atmosphere of POSITIVE and PRODUCTIVE WORKING. Such strides can inculcate confidence. The ability to predict is rare and is all about being proactive in building processes and systems. The heart of any organization resides in invisible assets hidden in plain sight. The Author provides a deep sense of how these hidden assets impact the business and is a treasure trove of insights for leaders in 21st-century organizations.
5. THE PEOPLE FACTOR — LEADERS’ CHALLENGE
The fifth chapter pauses to break down the key elements of positive and productive working that resides in the PEOPLE FACTOR. An inclusive atmosphere sustains an environment of great relevance, as people's interactions are the basis for creating a unique performance-oriented culture.
6. CULTURE OF IMPROVEMENT AND TRANSFORMATION
The sixth chapter gives a rare glimpse from a practitioner's point of view on the CULTURE OF IMPROVEMENT AND TRANSFORMATION. There are numerous books and literature on the subject of culture, and the Author portrays the elusive nature of culture from a practitioner's standpoint. The intrigue of culture makes sense for those who can find meaning in what the Author has to say for those who wish to remain relevant and ahead in the marketplace.
7. THE INVISIBLE BACKDROP
Chapter seven brings an array of breathtaking insights from THE INVISIBLE BACKDROP. It is a space to engage with a deep purpose guided by values and ethics. This is a missing invisible asset that puts many into abbeys that hinders in achieving long-term success. Between those who tout their success, which appears in a sporadic spate of occurrences to those who earn a moral high ground that provides an invisible forcefield to conduct their business affairs to achieve a pinnacle of dizzying heights and to retain their place. The Author firmly believes that it is essential to close the loop with this invisible backdrop and the foundation where the spark from the leader ignites in building Organizational Excellence.
All seven chapters are interlinked into an array of ascending spaces that leads the reader to broaden awareness about Elusive Secrets: in Building Organizational Excellence.
About The Author
Satyendra Kumar has enhanced the quality systems for world-class global organisations with his contributions for over 40 years. He has served on several industry
bodies and has received numerous awards in shaping the conversation for progress with his deep understanding of the systems view of an organisation that is a precondition for nurturing a culture of excellence.
Kumar today continues his passion by helping organisations strengthen their systems maturity by providing his rich experience as an Independent Advisor and Consultant to several large and medium-scale institutions and enterprises since 2013.
Kumar was the Global Head and Senior Vice President – Productivity & Quality, Technology Tools & Software Reuse at Infosys Limited (2000 – 2013). He has worked as Vice President at IMR Global, the USA, between 1998 and 2000. As Deputy Chief Executive for Tata Quality Management Services – Tata Group between 1996 and 1998, he provided an intellectual impetus in laying the foundation for instituting the Tata business excellence initiative.
Kumar's rich experience spans his consulting expertise to over 50 national and multi-national clients in areas of Business Excellence, Operational Efficiency, Customer Satisfaction Management, Business Continuity Management, Project and Programme Management, and Quality Management.
He has served on many Boards and Panels such as Board member (QuEST USA), On the Panel of Judges - Wisconsin State Award (USA), Administrative Reforms Committee of Indian Institute of Science, Bengaluru, and Chief Technical Advisor to the Confederation of Indian Industry – Institute of Quality. Has been a recipient of the IEEE-Software Engineering Institute (Carnegie Mellon University) International award (2011) and honoured with the "Life Time Achievement Award for Quality and Business Excellence" by an IT industry association.