GROUP 7 | SECTION BABHISHEK NAVALE | ANISH BARJATYA| JYOTHISH K JOSE | L IPIKA AGARWAL |

SAMAKSH CHHABRA| SHASHANK KOTHARI

Know How

Book Review

About the Author – Ram Charan

Global business advisor, author and speakerSpent the past 35 years working with many

top companies and CEOs of our timeMBA from Harvard Business SchoolServed on the Harvard Business School

facultyAuthor of 14 novels including "The Talent

Masters," "Execution: The Discipline of Getting Things Done," and many other articles 

Theme

Know-How teaches skills to be a successful leader

in order to succeed, a leader must position a business or department correctly

must set priorities well in order to reach correct goals that are attainable

must manage the human resources well in order to keep them motivated and "with the program,"

must be alert to outside factors that present both risks and opportunities.

About Know How – 8 skills

Positioning (and, when necessary, repositioning) your business by zeroing in on the central idea that meets customer needs and makes money

Connecting the dots by pinpointing patterns of external change ahead of others

Shaping the way people work together by leading the social system of your business

Judging people by getting to the truth of a person

About Know How – 8 skills

Molding high-energy, high-powered, high-ego people into a working team of leaders in which they equal more than the sum of their parts

Knowing the destination where you want to take your business by developing goals that balance what the business can become with what it can realistically achieve

Setting laser-sharp priorities that become the road map for meeting your goals

Dealing creatively and positively with societal pressures that go beyond the economic value creation activities of your business

Why We Chose Know How

Know-How is a book that does a nice job of boiling down success as a business leader into eight skills, things you must "know how" to do to be effective

Good book to keep around to gauge how your leadership is progressing against these bedrock benchmarks

offers a wealth of stories that illustrate how real-life leaders have successfully used them

It does not teach anything that we don't know. But that does not mean, it's easy, and that does not mean, we're doing it. This book is to get us back on track, back to the fundamentals.

ARTICLE

Changing Mental Models - HR’s most important task

Mental Modeling

Organizations not implementing what they know based on evidence, experience and insight

Best practices , processes, knowledge sharing but nothing changes from day to day

It is the way of viewing people and organizations

Mental Model is implicit

Human behaviour , organizational performance and strategies

Issue is employees or top management are not able to change and this is where HR comes in

HR Role

HR has role of intervening less with practices but more with mental model of seniors, helping others see and change their mental model when necessary.

Toyota - World class, productivity. No match despite case studies, tours. Process like JIT are copied but not the philosophy, values that go into production.

Southwest Airlines – Doesn’t serve meals, flies only 737’s. Employee first, customer second and shareholders third. Employee loyalty despite unionisation

Companies must think differently and act differently from time to time and this is tough.

HR Challenges

Changing thinking or way of doing things is difficult

Perceived “softer” than typical HR roles of performance management, hiring etc.

Altering strategic thinking and mental make up to increase productivity is the most powerful way to affect results