Shared values for harmony

The essence of the model lies in the central factor. It resonates beautifully with the Tao
of management – Chinese wisdom. The philosophy of Taoism understands Tao as the
One Thing which exists and connects the many things – and that is exactly what we
try to achieve with help of the 7S. Tao (pronounced ‘Dao’) can be defined as ‘path’, or
‘road’. The way of the Tao is the way of Nature and of ultimate reality.

Shared values are therefore the super ordinate goal that unifies and creates a joyful
productive culture. The change initiative was welcomed by all the internal stakeholders

Structure

To give the staff boosts the new leaders took their advice and made it clear to the
ground executive to do likewise. A steering committee was formed at HQ to coordinate
and expedite decisions needed by the project executives. Cross-functional teams were
formed wherever required to improve cohesiveness and cooperation and to minimize
the negative effects of bureaucracy.

Strategy

Keeping in view the time-bound deadline a strategic-intent was announced. This

served well to rally all members to work towards the common purpose of the
turnaround – quality and speed foremost.

Systems

Specific processes, procedures or information systems were instituted to support the

new initiatives. Reviews and presentations were based on PERT and CPM.  Reports for
HQ were to be on a management-by-exception basis. Weekly meets and brainstorming
sessions acted as a good feedback system.

Staff

Uplifting the sagging morale was declared a strategic KRA. The talent at the junior levels
were given considerable. In perfect balance, power and authority to drive critical
activities was there. The new leadership made sure that the prestige of the staff was
respected.

Style

A team leadership approach replaced the earlier sole leader style. The chief role of
leadership was listening and appreciation. Speedy action was ensured on suggestions
received from junior executives. The grapevine was useful in understanding the morale
and pulse of the workforce. Generally the hard variables dominate the soft and
therefore special attention given to maintain a balance between the two.
Skills

People in the project organization were IITs engineers with rich experience. Selected
personnel were made change agents to communicate organizational wide the 7S story.