Narayan Murthy from Infosys talks about possible reasons for the Indian cricket team's failure in the world cup and what can be done to rectify the situation.
Narayan Murthy from Infosys talks about possible reasons for the Indian cricket team's failure in the world cup and what can be done to rectify the situation.
Narayan Murthy from Infosys talks about possible reasons for the Indian cricket team's failure in the world cup and what can be done to rectify the situation.
Don’t mock ‘ process, follow it
One of India’s best-known
business leaders argues that the
indian cricket team failed
because Chappell’s process was
not implemented correctly
By NR Narayana Murthy
he tragedy of India is that in-
stead of seeing What's wrong:
with us and taking steps to cor-
rect it, we indulge in hysterics and look
for scapegoats, Right now, everyone's
busy blaming the coach and the cap-
tain. But India has a long record of
playing badly away from home, which
precedes both Rahul Dravid and Greg
Chappell. So why single them out?
The real problem, I believe, lies
with the system. Not just in ericket,
but in virtually any walk of life, we
are unwilling to put in hard work and
live with discipline. Other countries
are so neat, clean and well-organised
but Indian cities are a mess, because
‘we're simply not willing to respect the
rules. We can succeed, not just in
cricket, but in everything else if we
only follow four basic principles:
strictly adhere to meritocracy be will-
ing to work hard, adopt global best
practices in training and follow ab-
solute discipline.
‘We need to pick the best guys avail-
able, based purely on merit and no.
other considerations. And the same
appliesto the coach. People keep ask-
‘ing whether we need a foreign coach.
Idon’t think that’s an issue at all. We
should ask, who's the best gity for the
job? Whoever it is should get it
Next, once you've given someone
mandate, let him implementit with-
out interference. At Infosys, we have:
all our debates, arguments and dis.
cussions before it's decided who'll be
responsible for something. Once it's
decided that X is the boss, all argu-
ments stop and everyone rallies be-
hind him. We shouldn't be constant
ly undermining the coach by trying
to second-guess him.
I know ‘process’ has become a
much-mocked term, but at Infosys we
firmly believe in following processes
‘and it's always worked for us. If Chap-
‘pell’s process didn’t work, maybe it
‘was because it wasn't followed prop-
erly or he wasn't allowed to implement
itin full. I've read that some senior
players were allowed to get away with
indiscipline and that’s totally unac-
ceptable. No matter how big a star you
are, if you're disruptive to the team,
you need to be shown the exit. Never
mind if we lose a few matches. If you
follow the correct process, positive re-
sults are bound te eventually follow,
Frankly, I don’t think having a
coaching camp for a few days helps.
Td suggest that we pick the 30 guys
who we believe are the best in the
‘country They should all be given good
salaries by BCCland closeted in a hi-
tech training centre round the year,
Rotate them so that even if 15 are play-
‘ing a series, the other 15 are training.
Ensure that everyone gets to train
intensively during the year. Follow
‘best practices from around the world,
give the players the best facilities and
make them work really hard—eight
hours a day If anyone refuses to prac-
tice or follow the rules, axe him im-
mediately. Follow these principles
and you're bound to have a world:
beating team, 1\
(As told to Vikas Sing} s