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more emphasis on the emerging

sectors like Infrastructure, Retail

and FMCG. The last date for

applying for the Award is fast

approaching and we are exploring

more ways to make the process

more value adding to the

a pp l i c a n t s a nd a s s e s s o r

community. As a first step and

based on feedback from large

number of users, the Award

process has been modified with

the consensus and the site visits

being combined into an onsite assessment. Besides this additional measures that

we have already put in place, will make the entire Award assessment process

more effective, rewarding and value adding.

Global Excellence Model (GEM) Council held its annual meeting in Monterrey,

Mexico during 12-14 March 2012. CII participated in this important meeting to

learn and know the status of other Award programmes. The details of the

programme along with the key outcome will be shared with all the users of EFQM

Excellence Model in India in the next round of refresher training. We are sure

there will be a lot points for all to learn and discuss.

Besides the Award programme 2012, the first National Business Excellence

Conclave is scheduled during 9-10 May 2012 in Bangalore to provide an exclusive

platform for all business excellence practitioners to meet, learn and network

during the Conclave. A very exciting galaxy of speakers have already confirmed

their presence in the maiden conclave which we are sure will draw wide spread

and huge participation from all of you.

After laying our footprints across the country in almost all the States and Union

Territories, on 20 March, the first international breakthrough in our Education

Excellence initiative was achieved. The Global India International School in Dubai

went through CII-IQ's School Excellence training programme and will implement

the same. We will make efforts to do similar programmes in other countries too.

We in CII have many opportunities to explain quality and have chances to “sell”

quality to a decision-maker. Nearly every workshop in IQ will include some

variation of this question. How do we convince CEOs and public officials that

quality is important and an essential strategy for–pick your ending–performance

excellence, competitiveness, growth, sustainability, survival, efficiency,

effectiveness?

Here’s to the first 25 years with hope of even greater realized impact in the next

25!

N E W S L E T T E R

uality Newsuality NewsMARCH 2012

Inside

n18th Kaizen Conference cumCompetition

nNational Business Excellence Conclave 2012

nPartnering for School Empowerment

Lean Leaders Coursen

nProgrammes Conducted in Feb 2012

nForthcoming Programmes

CII-EXIM Bank Awards for BusinessExcellence-2012

n

The Leadership Journey at the Murugappa Group

n

HR Partnership with Business: Reflections of a Practitioner!

n

Engaged Employees : A key organization capabilty

n

PROGRAMMES CONDUCTED

CII-IQ TRAINING CALENDAR

CII-IQ SERVICES

FORTHCOMING PROGRAMMES

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PAGES

Confederation of Indian Industry

According to the International Organization for Standardization, as of 2009, the

total number of organizations certified to ISO 9000 exceeded one million! March

15 marked the 25th anniversary of the ISO 9000 series standards. Since the

standards were released in 1987, they have gone through three revisions: 1994,

2000, and 2008.

ISO 9000 series of standards have helped usher quality into many organizations

to drive improvement and sustainable gains in their organization. So, here we

are 25 years later. A whole industry has arisen; from the need for third-party

audits to system standards. ISO 9000 began as a promise of a single series of

standards for world-wide adoption and mutual recognition. Have we realized

the promise? In what ways has ISO 9000 advanced the practice of quality and

the realization of sustained improvement? Has ISO 9000 created any

unintentional setbacks to the full realization of quality’s benefits? What’s the

future of management system standards?

My appreciation to the several industry leaders and my colleagues in CII as well

as the many thought leaders who have served the community with their vision,

knowledge, experience and practiced wisdom have made ISO 9000 perhaps the

most notable quality development of the late 20th century.

We are happy to announce strengthening another very important and strategic

area, laboratory management systems, through a portfolio of services

encompassing laboratory quality systems, internal audits, proficiency testing,

measurement uncertainty, reference materials, clinical laboratory practices.

Through a significant collaborative effort, CII and NABL are organizing the first

National Conclave for Laboratories, with the objective of bringing together all the

relevant stakeholders; accreditation bodies, laboratories, industry, user groups

etc to review the status of progress in the area of reliable measurements and to

evolve policy for enhancing confidence.

TPM Club India had organized the Kaizen conference during March which was

well attended by over 200 delegates. 91 companies participated with 74 kaizens

and challenged each other for the 7 trophies to be won. The best teams from

Marico, Pondicherry, Delphi-TVS Diesel Systems, Kanchipuram and Light Alloy

Products, Pulivalam, TTK Prestige, Coimbatore, Sundram Fasteners,

Krishnapuram Plant, Mahindra & Mahindra, Igatpuri and Indian Oil Corporation,

Barauni Refinery won the trophies in the three different categories for

Operators, Managers and Senior Managers.

20 companies from India challenged the TPM Awards for the year 2011. These

companies attended the TPM awards Ceremony in Japan and received their

awards from the Japanese experts who designed and developed TPM for the

benefit of the Industry. The Indian team was the largest from amongst the

participants to attend the TPM Awards Function held in Kyoto, Japan.

An appreciation programme on Lean was organized to spread the message of

Lean as a tool for competitiveness building.

The Award Programme for the CII-EXIM Bank Award for Business Excellence for

the year 2012 has begun. We are sure that 2012 is going to be another exciting

and rewarding year for all organizations keen to challenge the Award as we lay

Regards

N KUMAR

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In the prevailing turbulent global economic situation, firm level competition is intensifying with huge pressures on margins of profit. It is now a sine qua non among organizations to innovate and implement new strategies and

methods of working to deliver improved organisational performance to succeed. The quest for survival has indeed become the harbinger of organizational excellence.

One such method which stimulates organizational excellence is CII’s Business Excellence (BE) Model which is based on the European Foundation for Quality Management (EFQM) business excellence model. It provides a common framework and language that facilitates the effective sharing of information between organisations; transcending sectoral, cultural and maturity barriers. Adoption of the Business Excellence framework, as an approach to manage, enables organisations to address the challenges effectively, comprehensively and differentiate themselves from the rest.

To further stimulate national consciousness and attention to this process improvement initiative by providing a unique opportunity for members to discuss and learn from good management practices, CII Institute of Quality (CII-IQ) is organising the ‘National Business Excellence Conclave 2012’ with the theme “Accelerating Organisational Improvement through Business Excellence Approaches” coinciding with its 11th Anniversary on 9-10 May 2012 in Bangalore.

Directors, Vice Presidents, General Managers, Heads and Managers of: Business Excellence, Business Operations, Business Improvements, Operational Excellence, Transformation, Quality Management, Quality Assurance would get an

unique opportunity to:

?Get a first-hand account from companies who have undergone the BE journey and how they have benefitted from the transformation

?Further clarify their understanding upon meeting and interacting with Business Excellence Experts from large organizations

?Insights on “how to” set up improvement plans to meet their strategic objectives

?Networking opportunities with professionals from diverse sectors besides a Leadership skills booster

Leading corporates like Tata Sons, Infosys, Bharat Heavy Electricals, Mahindra Reva Electric Vehicles, Bosch, Yes Bank, Taegutec India, Reliance Jewels, Reliance Retail, Future Supply Chain Solutions, Apollo Clinics, TVS Motor Company, Zensar Technologies, Maruti Suzuki, Godrej & Boyce Manufacturing, Bajaj Auto, IIM Bangalore, IIT Madras Research Park, eClerx Serv ices, Wipro Technologies, Mindtree, Hindustan Unilever, Max New York Life Insurance, NTPC, ITC Group, SP Jain Institute of Management, Tata Consultancy Services, Spencer’s Retail, Biocon, Tata Chemicals would participate in the sessions Leadership Excellence: Driving Sustainable performance in turbulent times; Customer driven Excellence : Sectoral Perspectives; The New Models of Innovation: Power of Networks, Open Source and Collaborative Competition; Knowledge Management for driving Business Excellence; Succeeding through People- Valuing Workforce and Partners,; Process driven Organization Vs. Innovation.

F o r m o r e d e t a i l s o n t h i s C o n c l a v e p l e a s e contact N Deep at [email protected]

uality NewsConfederation of Indian Industry

NEWS LETTER MARCH 2012

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03

The TPM Club of India of the CII Institute of Quality organized the 18th Kaizen Conference cum Competition on 1-2 March in the backdrop of the promising pace of growth in the Indian manufacturing sector backed by

enhanced operational excellence. Over 262 participants from 78 organizations attended, providing an excellent opportunity for many TPM implementing companies to showcase new Tools, Techniques and best practices of JIPM – TPM for others in the manufacturing industry to apply, become competitive and reap rich dividends. Such Kaizen conferences have been gaining steady popularity among industry participants as it strategically positioned the Kaizen themes in hierarchical categories to enable all employees to participate.

74 Kaizens received from 91 companies across the country, competed for the “Best Kaizen Award” in 3 categories, each depicting improvements carried out across the organization by different departments as well individuals. The three categories of competition

included Operator level shopfloor kaizens, Supervisor and Manager level kaizens and Senior Manager level kaizens and were judged by a jury of senior practicing TPM professionals as also voting by the delegates.

The winners of the Best Kaizen Award Trophy announced during the 18th Kaizen Conference included:

• OPERATOR CATEGORY Marico Ltd, Pondicherry, Delphi-TVS Diesel

Systems Ltd, Kanchipuram and Light Alloy Products Ltd, Pulivalam

• MANAGERS CATEGORYTTK Prestige Ltd, Coimbatore, Sundram Fasteners Ltd, Krishnapuram Plant and Mahindra & Mahindra Ltd, Igatpuri

• SENIOR MANAGERS CATEGORY Indian Oil Corporation Ltd, Barauni Refinery

Winners of the Best Kaizen Award Trophy at the 18th Kaizen Conference held in New Delhi on 1-2 March, 2012



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Key Indicators

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Tracing the modest beginning of the Kaizen competitions about 10 years ago, Mr Yogesh Munjal, Chairman, TPM Club India said that the Kaizen Conference “still remained the best of the competition on Kaizens”; a Conference where the

best Kaizens were challenged in the midst of learning and information exchange and participants gleaned the latest trends in industry by being a part of the process themselves.



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05

Last fortnight, I was sitting and observing a few students who had just finished their class XII Pre-final examinations and were exchanging their experiences about their school life; the class teacher, the tricks, the

headmistress, pranks played in the class, corridors and so on. It reminded me of a similar situation in 2004 when I met another group of students who were in their mid 50s and sharing incidents and practices they had undergone. One name repeatedly referred to by most of them was their Headmaster of MCCHS Chennai, Mr Kuruvila Jacob. During this interaction, I could discern their concerned about the status of school education in the country. Alike the truth in the Chinese proverb which says that if you want to improve a country, invest in education these students

of this great Headmaster are today ‘who’s who’ of India’s bureaucracy, judicial, corporate world, media,

Core committee members of Kuruvila Jacob Inititiative with the Mayor of Chennai

Appreciating the keen competitive spirit displayed by the various Kaizen presenters and the enthusiasm generated by the Conference, he noted that TPM practice had permeated to the grass-root levels where not only big conglomerates, but small and medium size companies had embraced it. Congratulating the 20 Indian companies who were the 2011 JIPM-TPM Award winners, he noted that “who is who of Indian Industry have practiced TPM with rigor and have successfully challenged the prestigious TPM Award from JIPM”; names which included big companies like Tata’s, Birla’s, Godrej’s to medium size companies like Munjal Showa, Raychem RPG etc. “Till date the 144 Indian companies winning 201 Awards indicated that Indian Industry has really understood the power of TPM and are taking the benefits.” It was a matter of pride, he noted, that “Indian Industry continued to be the first country outside Japan with the maximum number of awards (201) and that 52 out of these had been supported by the dedicated and un-tiring efforts of the Counselors of the TPM Club India.

Specifically relating the benefit that had accrued to Munjal Showa through TPM practice, he noted that besides getting multifold increase in production, Quality has improved drastically with many machines registering ZERO Breakdowns.

For more information on the TPM Club India, please contact the author Mr Rajesh Parim, Principal Counsellor, CII Institute of Quality at [email protected]

Mr Yogesh Munjal, Chairman, TPM Club India speaking at the Inaugural



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sports, medical and so on. The one important fact they shared proudly about their Headmaster was his life’s work with a vision that education did not mean scholastic achievement alone, but all-round development of the student. During the period of his stewardship, he strove for excellence in the true sense of the word. He ensured that the school was accessible to every strata of society and that there were absolutely no social or religious barriers. They valued the simple yet great practices introduced by the Headmaster in the school, like Bench polishing day, honesty lesson through horse grams, newspaper reading and many more. To honour this great educationist and humanist on his birth centenary in 2004, a substantial body of his students and alumni of Madras Christian College High School launched the Kuruvila Jacob Initiative for Promoting Excellence in School Education on 3rd August 2004. The objectives of this initiative were to encourage a holistic concept of education, achieve significant improvement in the strategic and operational performance, learn and use TQM methodologies and tools in all educational processes, support programmes that develop leadership skills amongst the academic faculty, and, to aid schools adopt innovative methods and techniques towards enhancing the learning process.

In this journey, with the support of CII Institute of Quality, they wanted to invest in soft technologies and empower schools with Quality. To achieve the same, 24 schools across the board in Chennai were brought together to embark on a quality journey on a commonly agreed roadmap for over 18 months. Clustering was seen as the right approach as it would help schools not only to get trained, but apply and review it with the peer school of the cluster. Over 18 months, the schools were taken through various

concepts of quality, education processes-mapping measuring and improvements, cleaner & safer campus – 5S approach. Once these schools got empowered, they went through a self assessment process based on the CII Education Excellence Model. They had the opportunity to present the same to their respective managements & curve an accelerated path towards excellence. In this journey, with the support of CII Institute of Quality, they invested in soft technologies and empowered the schools with Quality.

While the Private & aided schools went through this journey, the initiative extended the support to 29 corporation schools in 3 Clusters spread over the next 5 years. To help schools and the Corporation of Chennai sustain these initiatives, National Accreditation Board for Education and Training (NABET) framework was introduced in the 3 Chennai schools representing the North, Central and South of Chennai embarked on this journey. Today these schools are in the process of getting accreditation by NABET.

Principal of a cluster school sharing her learnings with other member schools

Educational officers and Principals in a workshop

Inauguration of cluster 3 by Mrs. Anu George, DeputyCommissioner, Education seated in the middle



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Few of the results of these initiatives were

• Improved student performance in academics increased from 15% to 20%, attendance improved from 50% to 86% and reduction of latecomers from 45% to 15%.

• Improved teacher-student-parent relationships in the form of Parent teacher meeting attendance from 64% to 89% with Parent talk sessions, up to 6 per class per year.

• Continuous improvement culture through teamwork among Teachers & students for co curricular activities & academics

• Better campus ambience with Visual Controls, Optimal utilization of resources, increase in Library Books issue rate by three fold, Systematic maintenance system: Classrooms, Staffroom, HM room, Library, Lab etc

Based on the learning from this journey, CII-IQ has developed the concept of School Excellence Cluster (SEC) to reach out to large numbers of institutions/schools in a cost effective manner. Today, it has 8 SECs to its credit spread across Chennai, Mangalore & Coimbatore covering over 85 Schools and many more under process.

Today, the Trust has reached into other areas to meet other objectives like leadership training, technology enabled learning and inclusive education. It has brought together the key stakeholders/constituents in the education process, education authorities in Tamil Nadu, Chennai city schools, alumni and industry association’s CII Institute of Quality to jointly tread the path of continual improvement towards excellence in education.

For more details on this unique CII Educational cluster project, please contact the author Dr A Senthil Kumaran Principal Counsellor – Education Excellence, CII Institute of Quality at [email protected]

Training session on self assessment of institutions



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First published in NHRD Network Journal, July 2011

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Rishikesha T Krishnan is a Professor of Corporate Strategy & Policy at IIM Bangalore. He completed a 3-year term as Jamuna Raghavan Chair Professor of Entrepreneurship at IIMB in August 2010. He was the Fall semester 2008 Visiting Scholar at the Centre for the Advanced Study of India, University of Pennsylvania. In November 2010, Prof. Krishnan received the Dewang Mehta Award for Best Teacher in Strategic Management.

He has been involved in leadership development and executive education for leading Indian and multinational corporations, an alumnus of IIT Kanpur, Stanford University, and IIM Ahmedabad.

e-mail: [email protected]

The Leadership Journey at the Murugappa GroupRishikesha T Krishnan, C Manohar Reddy, Vasanthi Srinivasan and Manoj Kumar Jaiswal

I t is widely recognized that the source of competitive

advantage for many organizations lies in their lead-

ership pipeline. In fact, leadership has been seen as a

critical variable in the change and transformation efforts

of organizations. We present the case study of a leader-

ship development initiative at a large Indian family-

owned Group – The Murugappa Group. This leadership

initiative is a product of an extensive collaboration be-

tween the HR and the Management Development Cen-

tre of the Murugappa Group and a faculty team from a

leading management institute over the last decade.

Overview and Background

The Murugappa Group is a family-owned conglomer-

ate with businesses in engineering, abrasives, bicycles,

financial services, insurance, and agri-products. It has

32,000 employees across its various businesses with an

annual turnover of more of Rs. 17,051 crore. In 1991, as

the process of liberalization and globalization took root

in India, and the Group decided to invest in grooming

its future leaders, there was a belief within the Group

that internally groomed leaders would subsequently

take on leadership roles within the organization.

To meet this emerging need for new leaders who could

efficiently manage in a changed context, the Group

launched its first Business Leadership Programme (BLP)

in 1991. Nine years later, in 2000, the Group felt a strong

need to transform itself into a highly dynamic, flexible,

and proactive organization to be able to sustain its ag-

gressive inorganic growth strategy through mergers and

(The enclosed article first appeared in Vikalpa, Volume 36, No 4 in the October-December, 2011 issue)

Rishikesha T Krishnan



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acquisitions. It decided to identify and groom leaders to

spearhead this transformation effort in the years ahead

and help the Group companies thrive in the changing

competitive landscape. A comprehensive review of the

Business Leadership Programme (BLP) was thus under-

taken.

A leading management institute was invited to evalu-

ate the leadership gaps within the organization, iden-

tify the needs, and redesign the programme to meet the

changing needs. The objective of the newly designed pro-

gramme was “to identify high potential managers,

groom them with relevant best in class content and cre-

ate a pool of leaders who can

seamlessly step into leadership posi-

tions across the Group.”

The Group requested the team from

the management institute to closely

collaborate with the Group executives

in the design, conduct, monitoring, re-

view, and evaluation of the Business

Leadership Programme. From the

Murugappa Group’s side, the leader-

ship initiative was to be anchored by

its Management Development Centre

(MDC) and the faculty from the man-

agement institute was expected to be

the external facilitator during the dif-

ferent phases of BLP. Given the ob-

jectives of BLP, it was proposed that

the participants would be selected

through a rigorous and objective se-

lection process by inviting applications instead of the

earlier practice of selecting through nominations.

Design Philosophy of BLP

A review of the global literature on leadership develop-

ment revealed four broad approaches that organizations

used – learning through conceptual understanding,

learning through personal growth, learning through

feedback, and learning through skill building 8, 9. The tra-

ditional leadership development programmes adopted

by the business schools and universities followed the

‘learning through conceptual understanding’ approach

with an emphasis on the theoretical understanding of

the leadership models with a lecture and a case discus-

sion format. As John Kotter mentions, the objective of

such programmes “is not to really develop the skills in

the classroom but to help managers appreciate them and

gain awareness. The value of this aspect of leadership

training is in helping people to understand what lead-

ership really is. This awareness can also stimulate par-

ticipants’ enthusiasm about the idea of leading.” 10

The second approach is leadership development through

personal growth which is based on the humanistic as-

sumption that leaders are individuals

who would like to realize their poten-

tial. This approach tends to use expe-

riential exercises which are designed

to encourage reflection and gain per-

sonal insight, leading to the formula-

tion of a personally meaningful vision

for the participants and a personal de-

velopment plan.

The third approach is leadership de-

velopment through feedback. Multi-

source feedback from peers, subor-

dinates, superiors, customers, and

family members provides a complete,

comprehensive, and accurate picture

of the individual and his/her orien-

tation. The feedback is expected to re-

sult in enhanced self-knowledge and

increased self-awareness of one’s im-

pact on others. This enhanced self-awareness is expected

to result in the participants modifying their behaviour

in the work contexts and enhance their leadership effec-

tiveness.

The fourth approach to leadership development is

through skill-building. Leadership is conceptualized as

a set of complex cognitive skills. Some of these skills

include communication, visioning, creative problem-

solving, multi-cultural effectiveness, conflict resolution,

and coaching. Role plays, simulations, and games are

used as methods to impart these skills.

In addition, leadership development literature increas-

ingly recognizes the fact that training is but one compo-

10 Op. cit.

In 1991, as the process of

liberalization and

globalization took root in

India, and the Group

decided to invest in

grooming its future

leaders, there was a

belief within the Group

that internally groomed

leaders would

subsequently take on

leadership roles within

the organization.

8 Conger, J A (1992). Learning to Lead: The Art of Transforming Manag-ers Into Leaders, San Francisco: Jossey Bass.

9 Hernez-Broome G and Hughes R L (2004). “Leadership Development:Past, Present and Future,” Human Resource Planning. 27(1), 24-31.

19



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nent and that developmental experiences which are

linked to or embedded in a person’s ongoing area of

work and are integrated with real-life experiences are

likely to have the greatest impact11,12,13,14. Formal

mentoring, job rotation, ‘stretch assignments’ and op-

portunities for taking on greater responsibilities to build

the experience base have also been found to be stimu-

lants of experiential learning and internalization 15,16.

The overall philosophy of the revised BLP for the

Murugappa Group was founded on the belief that

grooming of business leaders required a multi-pronged

approach involving functional understanding, self-learn-

ing, personal insight into one’s own

beliefs, values, attitudes and behav-

iour, action-learning, and internaliza-

tion of more effective behaviour as

individuals and leaders. It was felt

that any learning process that the par-

ticipants engage in, as a part of lead-

ership development, needed to

include all the three components of

learning: conceptual learning, reflec-

tive learning, and action-learning.

Conceptual learning was expected to

result in the participants acquiring the

necessary concepts, theories, and per-

spectives that would allow them to

perform effectively in their current and future roles as

functional managers and business leaders. Reflective

learning was expected to enhance self-awareness and

personal insight of the participants. It would also pro-

vide them an opportunity to architect their personal vi-

sion. Action-learning was expected to provide them with

an opportunity to actually engage with and apply their

learning in real-life contexts. This was expected to give

the participants an opportunity to demonstrate their

competence, learning, motivation, and expertise in a real-

life setting and internalize some of the skills and behav-

iours.

Keeping the above philosophy in mind, BLP was origi-

nally conceptualized as an 18-month programme, con-

sisting of ten modules along with inter-modular work

woven together into an integrated whole.

There have been three cycles of BLP and 65 participants

have graduated from the programme. The fourth cycle

is underway with 15 participants. The key modules in

the BLP included:

• A 3-day out-bound learning mod-

ule and a 5-day personal growth

workshop to help participants gain

personal insight through reflective

learning

• 360 Degree Feedback process and

creation of Individual Develop-

ment Plans (IDP) which the

BLPians implement over the entire

duration of the programme to en-

sure that the personal insight is

translated into meaningful action

and internalization

• Executive Education Programmes of 4 weeks dura-

tion and company study projects to enhance the con-

ceptual learning of the participants

• Short modules with specific focus like presentation

skills, personal effectiveness, and holistic health,

based on the felt needs of the participants

• A comprehensive business project intended to inter-

nalize the knowledge and skills of the participants

through action-learning.

Implementation of BLP

Supporting Interventions for BLP

In addition to the modules, where the participants had

an opportunity to interact with faculty and learn in a

relatively structured format, a variety of support inter-

ventions were planned to maximize the inter-modular

learning of the participants. The supporting interven-

tions envisaged as an integral part of the BLP were:

11 Day, D V (2000) “Leadership Development: A Review in Context,”The Leadership Quarterly, 11(4), 581-613.

12 McCauley, C D; Eastman, L J and Ohlott, P J (1995). “Linking Man-agement Selection and Development through Stretch Assignments,”Human Resource Management, 34(1), 93-115.

13 Conger, Op. cit.14 McCall, M W; Lombardo, M M and Morrison, A M (1988). The les-

sons of Experience: How Successful Executives Develop on the Job,Lexington MA: Lexington Books.

15 Campion, M A; Cheraskin, L and Stevens, M J (1994). “Career-relatedAntecedents and Outcomes of Job Rotation,” Academy of Manage-ment Journal, 37(6), 1518-1543.

16 McCauley, C D; Ruderman, M N; Ohlott, P J and Morrow J E (1994).“Assessing the Developmental Components of Managerial Jobs,” Jour-nal of Applied Psychology, 79(4), 544-561.

Any learning process that

the participants engage

in, as a part of leadership

development, needed to

include all the three

components of learning:

conceptual learning,

reflective learning, and

action-learning.



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Support groups: The participants were expected to form

into support groups consisting of three or four mem-

bers, within a month after the launch of the BLP. These

support groups were instruments for mutual support

and hand-holding during the 18-month period.

Coaching relationship : The participants were assigned

a coach from within the Group to provide support for

making them more effective both as an individual and

as a leader in the Group companies. The role of the coach

was to enable the implementation of the individual de-

velopment plans, identification of the strategic area for

the Business Project, and providing the participants with

feedback during the programme and afterwards in their

careers at the Group.

Internal facilitators : The internal

HR team, reporting managers, and

CEOs of the businesses to which the

participants belonged, were as-

signed the role of internal

facilitators. They engaged with the

participants on the current perform-

ance in their respective roles, helped

to manage schedules for the partici-

pants to attend the leadership pro-

gramme, identified projects,

provided assistance in drawing up

business projects, and extended

overall support required to make the

BLP experience effective in the or-

ganizational context.

Governance of BLP

BLP Steering Committee

A steering committee was constituted at the beginning

of the programme. The role of the committee was to over-

see the design and the conduct of BLP and assess its

impact and effectiveness at periodic intervals and sug-

gest directions for the future. The committee consisted

of the representatives from MDC, the partner institute,

and Group HR, two MDs/CEOs, two HR heads of busi-

nesses, and a board member. The steering committee

met on a quarterly basis to take stock.

Selection of Participants

Selection to the programme was through an application

process. All those who met the organizationally-defined

criteria were eligible to apply for the programme. The

applicants were invited for a face-to-face interview con-

ducted by a panel consisting of the Director HR, MDs of

the businesses which the participants were attached to,

faculty from the partner institute, MDC head, and an

invited MD from within the Group.

Periodic Reviews

In addition to feedback from participants during and at

the end of each module, periodic reviews of the pro-

gramme were built into the BLP design. The intent be-

hind these reviews was to assess the effectiveness of the

programme as perceived by the various stakeholders

such as the participants and the

Management Development Centre,

who were responsible for the deliv-

ery of the programme. A mid-term

review was undertaken to monitor

the progress of the BLP in general

and the business project phase, in

particular and also to assess the les-

sons learned as well as the need, if

any, for mid-course correction. A fi-

nal review was carried out at the end

of the programme to assess the ef-

fectiveness of the impact BLP made

on both, the organization and the in-

dividual participants.

Third Party Audit

At the end of the third cycle of BLP, an external audit of

the Programme was requested by the management in-

stitute team to examine the relevance of some of the as-

sumptions around which the design of BLP was

developed. The authors also recognized that institution-

alizing and embedding BLP into the Human Resources

Strategy for building the talent pipeline in the organiza-

tion was the next logical stage. The external auditors

proposed significant changes to BLP based on the brief

provided to them. These changes were incorporated in

the fourth cycle of the Programme, which is currently

underway.

Contributions (new ideas, innovations) of BLP partici-

pants and their performance were tracked by the MDC

at periodic intervals for making changes in the ongoing

or subsequent programmes.

BLP has succeeded in

infusing Group identity and

cross-company

collaboration among the

participants. BLP was a

vehicle through which

participants from different

business groups came

together on a single

platform.

21



uality News

Evaluation of Effectiveness of BLP

The success of any programme lies in the evaluation of

its effectiveness. While investment in leadership devel-

opment is an act of faith by the organization, some of

the metrics that have been used on BLP over the last

decade are as follows:

• Career progression before and after BLP

• Retention of participants after the Programme over

a period of 1 year, 3 years, 5 years, and 10 years/be-

yond

• Lateral and cross-functional positions taken up by

the participants

• Number of leadership positions filled from the BLP

talent pool

• Incremental value-add derived for the organization

from the projects implemented as a part of BLP.

Several BLP participants have cham-

pioned the business projects that they

had initiated into the action stage.

Some have spearheaded interna-

tional partnerships and acquisitions,

thus contributing significantly to the

group’s inorganic growth. Several

participants have institutiona- lized

processes that strengthen the organi-

zation and have been identified by

the CEOs of their businesses as fu-

ture leaders.

Since the Group viewed BLP as a

long-term investment in their lead-

ership processes, the qualitative impact on the organi-

zation was also a critical indicator of effectiveness. It has

been reported that BLP has succeeded in infusing Group

identity and cross-company collaboration among the

participants. BLP was a vehicle through which partici-

pants from different business groups came together on

a single platform. Through the company projects and

the peer learning processes, they gained greater under-

standing and insights into the other group companies.

This, in the long run, is expected to help in building lead-

ership across the group companies. In a few cases, BLP

participants moved across group companies taking on

new roles in businesses which were very different from

where they were nominated.

Conclusion

BLP was commended as a winner in the leadership cat-

egory of the ‘Corporate University Xchange 10th An-

nual Awards for Excellence and Innovation in Learning.

Murugappa Group was the winner of the Exemplary

Practice Award for Excellence in Leadership Develop-

ment. The Programme is an “aspirational learning proc-

ess” for employees within the organization. The BLP

participants reported to have experienced significant

personal growth. In a survey conducted in 2010, the

participants mentioned that they had learnt several im-

portant lessons through their participation in BLP, some

of them being:

• Insights about themselves and their world view, val-

ues and behaviour from the Personal Effectiveness

Workshop

• Ability to deal with ill-defined

situations, learning to influence,

negotiate, confront one’s own in-

ner fears and anxieties and come

to terms with successes and fail-

ures in one’s own work life with

equanimity, gained from the Busi-

ness Project planning module

• Fine-tuning their Individual De-

velopment Plans and making ef-

forts to actualize their vision and

long-term life goals

• Conceptual understanding and the

perspective change gained from

the intensive executive education

programme at the management institute.

A comprehensive review of BLP was undertaken with

the help of an external consultant in 2009. The key ob-

servations made by the consultant pertained to the inte-

gration of BLP into a larger agenda of leadership

development for the Group, which is anchored on the

leadership competencies identified by the group. It was

also observed that deepening the engagement between

the leaders and supervising managers within the organi-

zation and the BLP participants is likely to institutional-

ize the BLP more strongly within the Group. The final

suggestion was to link the individual development plan

of the participants explicitly to the career management

strategy of the organization. These changes were in-

tended to give the Group an opportunity to embed the

Deepening the

engagement between the

leaders and supervising

managers within the

organization and the BLP

participants is likely to

institutionalize the BLP

more strongly within the

Group.



uality News

22CLICK

FOR NEXT PAGES

Any leadership

development programme

to be effective on a

sustained basis requires a

strong commitment from

the senior leadership in

the organization.

BLP deeper within its leadership and

career management framework.

These suggestions led to reframing the

vision of BLP in view of the current re-

alities of the Group companies, for the

latest cycle: “To create future leaders

of the Group who are role models on

Group’s Values and demonstrate Pas-

sion, Drive, Business Acumen, and

Innovativeness and have an entrepre-

neurial mindset (willing to take calcu-

lated risks and challenge status quo).”

There was also a change in the selec-

tion process and the design of the pro-

gramme. While the process of inviting

applications was retained, the Business

Group Management Council (BGMC) became the nomi-

nating body for the participants. The nominated par-

ticipants would go through an interview process with a

panel consisting of the MD’s of business, Group HR

head, and the MDC head. The BLP was steered by the

MDC with active involvement from the CEOs, immedi-

ate reporting managers and the HR departments both

at the corporate level and at the business level. While

the content and approach did not change significantly,

the integration processes and the tracking and follow-

up systems became more robust.

As the BLP evolved through the different cycles, differ-

ent modules of the Programme were strengthened based

on the feedback. However, some of the challenges per-

sisted and we believe that these challenges are likely to

occur in other long duration leadership development

programmes. We briefly discuss three of these chal-

lenges.

The first challenge is to sustain the

momentum through the entire dura-

tion of the programme. This is both at

the level of the participants and the

stakeholders. While the face-to-face

modules evoked a great deal of inter-

est, learning and interaction, the inter-

modular learning varied across

participants. The support groups and

the coaching experiences varied in

their intensity depending on the par-

ticipants’ self motivation and inter-

est. How to ensure that a certain

threshold of intensity of contact in be-

tween the modules is retained in a

long-term leadership development

programme remains a question in

our minds.

Secondly, while the design adopted

a multi-pronged approach of concep-

tual, reflective, and action learning,

the participants seemed to value the

strong conceptual learning the most.

Developing and implementing the

individual development plans was

seen as a difficult process by the par-

ticipants. What kinds of methodologies can enable the

participants to robustly manage their IDP needs is an-

other unresolved question.

At the end of 18 months, while participants were of the

view that BLP has been a valuable learning experience,

the long-term impact of BLP on the values, beliefs, world

views, behaviour, and the leadership capabilities of the

participants needs to be further validated. The difficulty

in assessing the impact of the Programme on intangi-

bles like values and behaviours is another issue that re-

quires further study.

Finally, the design of every leadership development pro-

gramme rests on a definition of leadership. In the case

of BLP, the intent was to create leaders who would be

able to seamlessly step into organizational roles requir-

ing greater responsibility. This required a good blend of

conceptual inputs, tools and techniques, skills, and ac-

tion orientation. The design drew on the four approaches

to meet the objectives of the Programme. Each of these

approaches drew on a paradigm with

its own philosophical beliefs and

orientations. While the intent in the

design of the programme was to re-

main eclectic and provide an inte-

grated perspective, whether the

Programme did really manage to

achieve both these elements deserves

further exploration. Did the partici-

pants actually have the whole experi-

ence that the programme design team

The design of every

leadership development

programme rests on a

definition of leadership.

In the case of BLP, the

intent was to create

leaders who would be

able to seamlessly step

into organizational roles

requiring greater

responsibility.

23



uality News

intended to create? Did the different interventions re-

sult in building the values and orientations of the par-

ticipants for new roles? We do not know the answer.

Any leadership development programme to be effective

on a sustained basis requires a strong commitment from

the senior leadership in the organization. They should

demonstrate a willingness to engage with different in-

ternal stakeholders who need to invest for the long term,

should have the ability to work with multiple service

providers who offer specialized services, and finally

should have the ability to plan, execute, track, and moni-

tor on an ongoing basis. In our assessment, the presence

of all the above elements in large measure in the case of

BLP of the Murugappa Group was a key contributing

factor for its success and effectiveness.

CLICK HERE TO READ THE ENTIRE COLLOQUIUM

http://www.vikalpa.com/pdf/articles/2011/Pages-from-Vikalpa36-4-77-131.pdf

B MuthuramanPresident, CII & Vice-Chairman, Tata Steel

We, at Tata Steel believe that “Pursuit of Excellence”

is an imperative for achieving long-term sustainability

and delivering value to all stakeholders. Challenging

the CII-EXIM Bank Award for Business Excellence

enabled us to obtain a comprehensive external

perspective on our business practices and

performance and also an opportunity to

compare ourselves with World-Class

Organisations.

I strongly recommend that all the Organisations

aiming to deliver sustainable and superior

levels of performance, to whole heartedly

adopt the Fundamental Concepts of

Excellence and challenge the

CII EXIM Bank Award for Business

Excellence to understand the maturity

of their business practices and

performance.

Lean Leaders Course

Module A

: 16 -

20 April 2012, India.

(Non residential)

Module B

: 30 Jul -

3 Aug 2012, Japan.

(Residential)

Module C

: Diagnostic visit to companies.

(optional)

Module AModule A adopts intensive, hands on experience on the principles and techniques of Lean and work improvement methodologies and an opportunity to put the learning’s into practice in a actual shop floor. The details of the host company will be sent shortly and the participation from the competitor companies will not be entertained.

Delegate Fee

For details contact

Module A and Module B : Rs. 2,95,000.00 per personOnly Module A : Rs. 1,00,000.00 per personOnly Module B : Rs. 2,50,000.00 per personModule C (optional) : Rs. 50,000.00 per companyThe fee indicated does not include Service tax of 10.3% and has to be paid in addition to the fee.

Ranjit Bhandari, Counsellor Confederation of Indian IndustryPlot No. 249-F, Phase IV, Sector - 18, Udyog Vihar,,Gurgaon - 122015 (Haryana)Tel: 0124-4014074(D)/ 4014060-67; Fax: 0124-4014069/4014051; Email: [email protected]

Yogesh N, Engineer CII – Institute of QualityBharat Nagara, 2nd Stage, Magadi Main RoadVishwaneedam Post, Bangalore – 560091Phone: +91-80-2328 6085 / 9391 Fax: +91-80-2328 0314 / 9388 E-mail: [email protected];

ParticipantsThis program is designed for the mid to upper level managers and professionals working in the manufacturing environment, who want to equip themselves with the knowledge and skills necessary to be effective change Agents and Lean Advocates and Practitioners in their organization.

Module CA team of Japanese experts and Indian counselors will visit the participants company for the ONE DAY Diagnostics assessment. This exercise would enable you to identify relative strengths as well as gaps in the system / implementation methods and set realistic targets.

Module BVisit to the world class Lean practicing companies in Japan offers the opportunity for delegates to learn some of the most powerful and fundamental productivity improvement methodologies, tools and techniques used by the Japanese leading manufactures. A special visit to Toyota Motor Company is also organized to practically see the application of TPS Tools plus visit to Toyota Museum to learn the History and Future of Toyota Production System.

Register online at www.cii-iq.in

(Sponsored by ABB Limited)

nWorkshop on Assessment for Business Excellence for Large organization14-16 February, Hyderabad

nWorkshop on Assessment for Business Excellence forSmall and medium Business 23-24 February, Pune

nGeometric Dimensioning & Tolerancing 27-28 February, Bangalore

nWorkshop on Strengthening MR Skills 01-03 February, Gurgaon

nImperative of Risk Management in turbulent Times13 February, Mumbai

nDevelopment Programme for Executive Secretaries27-28 February, Bangalore

nLead Auditor Course 06-10 February, New Delhi

nImperative of Risk Management in turbulent Times24 February, IQ, Bangalore

nBreakthrough Thinking in Achieving Zero Machine Breakdowns

16-17 February, Gurgaon

Programmes Conducted in Feb 2012

FORTHCOMING PROGRAMMES May - June 2012

19 May 2012

Refresher Programme for Assessors for Large Business Organisations

PUNE

21-25 May2012

Lean Excellence in Productivity

BANGALORE

5-6 June2012

2 Day programme on CRM

CHENNAI

13 June2012

One day Programme on Services (Hospitality & Retail)

BANGALORE

18 June2012


BANGALORE

17-18 May2012

Understanding Measurement Management Systems based on ISO 10012

NEW DELHI

29 May-1 June 2012

Internal quality audit for Lab management system based on ISO 17025

BHUVANESHWER

17-18 June2012

2 Day Programme on QFD

NEW DELHI

17-18 May2012

Quality Function Deployment

BANGALORE

26 May2012


BANGALORE

14-15 June2012

2 Day Programme on Business Management SMBs

NASIK

23-24 June2012

2 Day Programme on Problem Solving 8D

CHENNAI

25 June2012


KOLKATA

25 June2012


NEW DELHI

CII Headquarters : Mantosh Sondhi Centre, 23 Institutional Area, Lodi Road, New Delhi 110003. Phone : 91-11-24629994 - 7 Fax :91-11-24626149 / 24633168

Confederation of Indian Industry

CONTACT DETAILS

Confederation of Indian IndustryCII Institute of Quality

Bharat Nagara 2nd StageMagadi Road, Vishwaneedam Post,

Bangalore - 560 091 T : +91 80 23286085 / 7690/9391

F : +91 80 23280314

Kolkata

Confederation of Indian Industry 6, N.S. Road Kolkata 700001 T : +91 33 22307727 / 28 / 1434F : +91 33 22301721, 22312700

Chennai

Confederation of Indian IndustrySouthern Region98/1,Velacherry main roadGuindy. Chennai 600032T : +91 44 42444555

F : +91 44 42444510

Gurgaon

Confederation of Indian Industry Plot No. 249 F, Sector - 18 Phase IV, Udyog Vihar Gurgaon - 122015 T : +91 124 4014060-67

F : +91 124 4014069 / 80

Pune

Confederation of Indian IndustryPune Zonal Office10th Floor, Office D, Godrej Eternia-C,

'B' Wing, 3, Off Pune Mumbai HighwayWakdewadi, Shivajinagar, Pune 411 005T : +91 20 66075800 / 01

F : +91 20 66075822

26



uality News

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