KKR Is about team, not individuals: Shahrukh Khan
Shahrukh Khan’s Gautam gambhir lead
KKR cricket team, pulled off one of the most stunning performances ever seen in
the recent history in the IPL-V championship in May 2012. Starting from a
hopeless performances in the earlier versions of the championship and starting
as a distinctly underrated team, KKR team lifted the cup by beating the
reigning champs CSK team.
Team spirit and team performance as
against the individualistic brilliance has been behind many successes in the
corporate history.
Successful organisations organise
teams, inculcate team spirit, encourage healthy competition among the teams to
aim for higher and higher performance. Celebrations and Rewards, cups and mementoes
keep up with the excitement and carry forward the moments of excitement as mementoes.
TEAMBLI at Baucsh & Lomb India, the founder of
RayBan Sungalsses is one of the finest examples of a team spirit that has resulted in excellent performance
consistently over a period of time to result in the successful Turnaround of the organisations in a matter
of 3 years between 1996 and 1999.
TEAM BLI’ pioneered the first organized sector entry into the
eyecare products market. Industry standards had to be re-framed. Capacity
utilization was low. The start-up was burdened with high leverage and
perceptions of low quality / high price. .
Ray-Ban sunglasses launch in India had to overcome quality
perceptions of a locally manufactured product, as well as successfully
establish the value-proposition in line with purchasing-power
Intense brainstorming and honest debates cleared the
way forward. Thanks to the ‘100% DO IT (Delivery
with Ownership
through Interdependent Teams)’ credo; cross functional teams came
together seamlessly to pull as one. Accelerated learning curves and Execution
Excellence in every sphere became the name of the game. An ‘open’ culture rated
organization climate amongst the best companies of the world. The organization structure was realigned to bring in
clear accountability.
As a result, India became a ‘Top 10’
Global market for Ray-Ban sunglasses, within 3 years.’.
Despite all the challenges the entity broke even in a record time becoming one of
the very few successful entries into the India market in those times.
While Team BLI was one team comprising all members of the
organisation working in unison to achieve the vision set in front of the
organisation by the visionary Jaspal Bajwa, the company was organised into
various functional teams and regional teams which competed among themselves to
not only exceed their performance objectives that were set out in front them in
line with goals of the organisations, but also be the best amongst all in terms
of every parameter.
Innovative target setting ensured that the targets kept in mind not
only, quantitative parameters like Sales and receivables, but also the performance
of the teams in terms of being within their means in incurring their capital
expenses and operational expenses budgeted versus actuals.
Innovative competitions like the Golden Baton Trophy, which measured
the performance of teams in various functions in terms of their service levels
to their internal customers and delivering on their performance goals, made the
entire organisation reverberate with a sense of healthy competition and sheer
excitement as they together cracked one goal after another leading to the final
vision of being not only a profitable entity but also an undisputed leader in
its businesses in India, admired by consumers, dealers, distributors and all
stakeholders.
Even today after 12 years, after a smooth transition into 2
different entities following global acquisition, demerger etc, TEAMBLI members continues
to resonate with each other and share the good times of success and relive
their moments of excitement.
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