| Recently, during a discussion with Suman,
| |
| | "successful business-models" and work
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| a co-worker in the car while stuck in a
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| | ina) renewable energy;b) promote
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| traffic jam on the way to a client
| |
| | 'sustainable' organic agriculture;c)
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| meeting in Gurgaon, I shared the vision
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| | water security;d) environment sensitive
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| of transforming Srijan into a company in
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| | products' development and marketing;e)
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| which all its members collectively manage
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| | health - through preventive alternate
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| the growth, direction, etc. In response,
| |
| | medicine and practices;f) micro-financeg)
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| Suman said, we already have a good work
| |
| | Consulting - to help Indian companies
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| environment within the company; and why
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| | become efficient and effective;h)
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| we should think of such measures at all?I
| |
| | EducationSrijan is already working on
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| tried but could not provide an answer;
| |
| | building a 'consulting' division within
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| and asked him to allow me to write down
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| | our company through association with a
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| why, as I am better expressed that way.
| |
| | couple of highly-recognised management
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| On the way back, I did manage to provide
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| | consultants, and began our first project
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| an answer, but decided that I would still
| |
| | in 'assessing water security' of villages
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| write it, to share it across our company
| |
| | in hilly regions of Uttaranchal.We are
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| and possibly consider publishing it in a
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| | already working in the sector of
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| supportive media publication, to let the
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| | micro-finance, though currently at a
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| idea rub-off on other companies as
| |
| | personal level. I recently lent our
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| well.Unlearning the ways of the worldIn
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| | domestic-help a few ten-thousand rupees
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| the last few years, I have been deeply
| |
| | to enable purchasing land in his village,
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| influenced by books such as "Built to
| |
| | which would in the years to come enable
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| Last" and more recently by "Maverick" and
| |
| | him to become independent and an
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| "Seven Day Weekend" by Ricardo Semler
| |
| | entrepreneur. Who knows, he may get to
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| talking of his experiments with
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| | run a Petrol pump one-day on this piece
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| 'democracy at work' in his company Semco
| |
| | of land which is on the road leading to
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| in Brazil. I have also been influenced by
| |
| | Chilka lake. The only condition remains
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| the late Sh. P.L. Tandon, the first
| |
| | that once he is doing well for himself in
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| Indian chairman of HLL, and well-known
| |
| | the future, he would help others in-need
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| economist, with whom I had several late
| |
| | and with an opportunity, become
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| evening discussions on 'management' with
| |
| | independent as well.Initiatives at
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| the heart.To add to all this, we have an
| |
| | SrijanSo, how does all this relate to my
|
| advisor to our company who believes in
| |
| | discussion with my colleague, mentioned
|
| complete transparency at the work place,
| |
| | at the beginning? Well, the only 'humane'
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| as a basic tenet to 'building great
| |
| | and 'sustainable' way to grow and
|
| companies' of the future.Through months
| |
| | diversify into these areas, is by
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| and years of training, or may I say,
| |
| | involving a group of inspired people to
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| 'questioning' and then 'unlearning' the
| |
| | work towards these 'shared common goals'.
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| 'thought paradigms' and 'values' taught
| |
| | It makes this movement (or the company)
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| to us by society, have I now begun to
| |
| | much more stable, sustainable and one
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| initiate processes which are transparent,
| |
| | that lasts.Such a company could only
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| idealistic, and really how, companies
| |
| | provide a 'loving' and 'balanced'
|
| must run.Purpose of a businessFirstly,
| |
| | environment, required for creating new
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| each company must have a reason to be in
| |
| | brilliant ideas, which will give new
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| business. Earning as much money as
| |
| | direction and new areas of business and
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| possible', having the best car, foreign
| |
| | thus, profits to the company; and a more
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| trips, etc. for the promoter and his/her
| |
| | equitable society.The challenge is to
|
| family, could be the motivation. However,
| |
| | find the right kind of people. A company
|
| this reason alone creates the insane
| |
| | must share and 'live' its culture rather
|
| world we live in, with such huge
| |
| | than talk about it. It is what one 'does'
|
| inequities that 60%-70% of our population
| |
| | and not what one 'says' that will help
|
| lives 'below poverty line'. Now, I refuse
| |
| | put in place such a culture.At Srijan, we
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| to be drawn into the technicalities of
| |
| | have a good work environment. Inspite, of
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| the BPL category; people, actually much
| |
| | being small, we are now able to afford
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| more than the percentage above, are
| |
| | better salaries for our people. We have
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| struggling daily to meet their daily
| |
| | recently redesigned our office to improve
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| basic survival needs. This is poverty;
| |
| | the environment and the ambiance, thus
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| and I do not care if they earn the US$2-3
| |
| | making the work hours more comfortable.
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| subscribed as a benchmark by World Bank
| |
| | In order to bring in transparency in
|
| or IMF to define the 'poverty line'.When
| |
| | management, weshare information on the
|
| I formed Srijan, we did not have much of
| |
| | company's billing to its customers, each
|
| a reason, except generating financial
| |
| | other's salaries are known to all key
|
| security, so that I could be involved in
| |
| | people, including the normally hidden
|
| areas of political reform in this
| |
| | perks to the top management. :-)Although,
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| country. Over the years of training and
| |
| | everyone does not have an opinion in all
|
| 'unlearning', it is now a personal dream
| |
| | decisions, we still ensure that everyone
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| to create a 'great company' which works
| |
| | is consulted or apprised before any major
|
| for a larger purpose than fulfilling the
| |
| | initiatives. All of us, in capacity as
|
| gluttonous appetite of the shareholders
| |
| | Account Managers, build relationships
|
| or promoters or even the employees, for
| |
| | with our customers. There are 'strategic
|
| money.So what is Srijan's purpose?Srijan
| |
| | consultants' associated with us, who are
|
| will work in areas of 'national
| |
| | encouraged to make project bids, building
|
| significance' such as those which address
| |
| | customer relationships, deliver the work
|
| the social needs of the people of the
| |
| | - independently, without bothering with
|
| country, and in-turn the world at
| |
| | the bureaucracy of control-based
|
| large.We believe that Information
| |
| | centralised Project Management practices.
|
| Technology and Media, both of which
| |
| | Quality does not suffer at all. We trust
|
| culminate in the Internet, has the power
| |
| | that we are dealing with adults, who are
|
| to transform lives of millions, by giving
| |
| | aware of Srijan's 'quality practices' and
|
| them a voice, and an opportunity to come
| |
| | the 'code of conduct'.This is not where
|
| together, share and learn from each
| |
| | it ends. We have a long-way to go in
|
| other. Srijan will continue to work at
| |
| | creating a company led by its people.
|
| the forefront of this revolution.Over the
| |
| | There is still a lot of unlearning to do,
|
| last few years, we have seen the power of
| |
| | to create a truly great company. However,
|
| communities at work, where one person's
| |
| | our open and transparent management
|
| willingness to share his university
| |
| | practices, often inspired by the
|
| project code, has culminated in an OS
| |
| | leadership of our highly-charged
|
| which has challenged the might and
| |
| | advisors, will ensure that new inspired
|
| monopoly of Microsoft, in a manner that
| |
| | initiatives keep cropping up, leading us
|
| no large corporation in the world has
| |
| | to new directions and new business
|
| been able to do. Linux, is getting
| |
| | initiatives within the company, which
|
| mature, and its acceptability increasing
| |
| | will help achieve and expand our
|
| by the day. It has given birth to an Open
| |
| | 'purpose'.Rahul Dewan
|
| Source movement which is giving the power
| |
| | Managing Director
|
| of choice, affordability and security to
| |
| | Srijan Technologies Pvt. Ltd.
|
| the end-user. It is for the first time,
| |
| | Dewan is the Managing Director of
|
| in the last 30 years or so, that small
| |
| | Srijan Technologies Pvt. Ltd., an IT
|
| businesses are being able to afford IT
| |
| | company based in India. Under the
|
| for increasing their business efficiency.
| |
| | guidance of J. Sen Gupta, his mentor and
|
| Small IT companies, such as ours, are
| |
| | a Management Consultant with over 30
|
| being able to find a niche for themselves
| |
| | years in the industry in TQM and
|
| in the product segment by adopting and
| |
| | Organisation Development, Rahul worked on
|
| learning various Open Source products and
| |
| | bringing democracy at his workplace as
|
| implementing them for customers. The
| |
| | well. Initially, sharing revenue
|
| sense of appreciation in most companies
| |
| | statements with people at Srijan, was
|
| using open source products is quite high,
| |
| | unimaginable, out of apprehensions that
|
| and sooner or later, they do contribute
| |
| | they may either think the company is not
|
| to the movement and the community in
| |
| | too profitable (we're doing very well
|
| effort, money or materials. Srijan
| |
| | now) or on the other extreme may think,
|
| remains at the forefront of this
| |
| | that they were earning much less than the
|
| movement, with its specialisation in
| |
| | company's earnings; however, none of this
|
| helping customers in the Small-Medium
| |
| | happened, and although people are more
|
| Enterprises, Government, Education and
| |
| | vocal about their expectations and
|
| Social sectors, use 'information' and
| |
| | desires (this is exactly what we wanted
|
| 'knowledge' gainfully for their business
| |
| | to achieve), their is a more loving
|
| purpose enhancement.Information
| |
| | environment we have been able to create
|
| Technology is only the beginning. At
| |
| | in the company. Sengupta, enthused by the
|
| Srijan, we dream that in the near future
| |
| | way Srijan is re-creating itself, has
|
| we shall be able to diversify and create
| |
| | recently agreed to join it full-time.
|
