Towards New Horizons
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Transcript of Towards New Horizons
Vol 12-13 | October 2015For Free Distribution only
Towards New Horizons
T h e h O u s e m a g a z i n e O f G o d r e j & B o y c e M f G c o L t ds p e c i a l i s s u e
04 Cultural Change at G&b Navroze Godrej
10 Culture & Measurements Ravi Gilani
12 Godrej one Suruchi Trivedi
16 sprint ProgramNikhil, Nalini, Vazir, Sneha, Tejashree
18 Horizon ProgramKaustubh Joshi, Sujata Sanke
22 Kindness unlimitedDishaa Desai
24 towards new Horizons Parampal Singh
26 Designing the HubbleAvik Parui, Nagbhushan Hegde, Devesh Mistry
28 branding the HubbleGunjan Arya
29 A Dash of GarlicJaved Khan
31 bedazzledNalini Kala
34 examine express endorseSanghamitra Sen
36 Godrej After Hubble... one year onAnil Verma
38 Godrej Purpose PillarsHemmant Jha
40 Purpose Pillars: Answers soughtSuruchi Trivedi
46 exploring the Changing World through Purpose PillarsSuruchi Trivedi
50 Zen with bonsaiNikunj & Jyoti Parekh
52 Hemmant Jha on Design, Ambition and GodrejHemmant Jha
56 the Art & science of KaleidomVikrant Shitole
60 in our endeavour to be green we discovered Platinum!Hussain Shariyarr
66 yoga to Drive Away the bluesYogacharya Surakshit Goswami
68 Celebrating Dosabai Godrej naoroji's birth CentenaryDaisy Raj
70 the Winning streak
74 the Mind Meld
The CHANGE team is looking forward to hearing from you!Whether it is constructive feedback, an elaborate doodle or words of praise (especially if it’s praise), we want it!
You can mail your contributions, suggestions and feedback to:The Editor, Plant 12, 2nd Floor, Godrej & Boyce Mfg. Co. Ltd. Pirojshanagar, Vikhroli (W) Mumbai 400079, India Or e-mail us at [email protected]
Visit us onlinechange.godrej.com
The ediTorial Team
Anil VermaHead, Edit Board
Nalini KalaEdit Board
Deepak BanotaEdit Board
Nariman BachaDistribution
s p e c i a l i s s u e
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E d i to r i a l
The culture of an organisation can be limiting and
is likely to define our thought-process. However, this
is often forgotten in discussions on strategy. It is
unlikely that our 10X10 vision can be realized without
intervening in reshaping of the culture that prevails in
our diverse businesses. Reshaping culture requires a
great deal of clarity and is never easy. In order to tap
into the strengths and capabilities of the organisation,
we must address this challenge.
Though initial steps have to be taken quickly, the
road ahead is long. Navroze Godrej has taken one
such step by putting up The Hubble. As he says in his
interview, “It is the space where people can come
together to collaborate for creating new solutions for
various problems faced by us.” Collaborating internally
is essential in order to break down the barriers that
prevent us from finding the required solutions.
Collaborating externally will give us the benefit of
being a networked organisation that shall create
path-breaking solutions.
We are looking at a cultural shift with The Hubble.
We invite you to share your ideas on the kind of talks,
events and conversations you would like to be a part of.
IA Collaborative, which has been working with the
Godrej team, articulated the “Godrej Purpose Pillars”.
These Pillars will drive us into the future, infuse our
work with purpose and give us a fresh view of the
users that we serve every day. In a thought-provoking
piece, the underlying concepts have been articulated,
in words and visually.
Ravi Gilani says, "Measurements drive the
behaviours of people in an organisation"; hence
they should be carefully designed. He advocates
TOC based measurements, which are meant to drive
collaborative behaviours. Parampal tells us how The
Hubble can propel us towards new horizons if we
adopt its ethos in the way that we work. Avik, Javed,
Nalini and Sanghamitra tell us how we have strived to
create experiences at The Hubble for Godrejites and
others, at the time of its launch as well as thereafter.
Godrej Appliances was awarded the GreenCo
Platinum certification, which clearly demonstrates
a great deal of progress made by Appliances in the
pursuit of becoming green. We also have a piece on
how the new ChotuKool was launched in an innovative
and creative manner in Latur and Ahmedabad. In
addition to the above, we have interesting pieces for
our readers on topics like Bonsai, Staying Fit, Kindness
Unlimited and the like.
I hope, this issue of CHANGE will have a wider appeal
with an improved balance between the business and
individual interest related articles. A special emphasis
has been given to photography to make the magazine
visually engaging.
For PrivAte CirCulAtion only
No part of the magazine can be reproduced in any form without due permission of the editor.
Published by Indrapal Singh on behalf of Godrej & Boyce Mfg. Co. Ltd.
Printed by: Silverpoint, Mumbai
Design: Design Route, New Delhi
Indrapal SinghEditor
04in his interview with CHAnGe, Navroze Godrej shares his insights on our culture and why the time for its evolution is now.
46 52 Hemmant Jha, Chief Design officer, Godrej & Boyce, shares his thoughts on design, ambition and Godrej.
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change O c t O b e r 2 0 1 54
What is ‘culture’ to you? What do you want our people to think of when you talk about culture?
Culture is how you carry yourself every day.
It is about the behavior that you exhibit, and
what you do over time that begins to stand
for who you are. It is the result of everything
that individuals say, and how they carry
themselves.
so, is it some kind of a code for doing things? is that what you want people to think of when you talk to them about culture?
Culture is made up of many different things.
It is people, processes and physical spaces;
all these things add up to create culture. An
organisation of our scale and diversity has
many priorities like ensuring that people are
happy, businesses are performing well and we
are giving back to the planet, and to society.
In each of these areas, we need to think about
how we are enabling success for the people
that work for the company.
Cultural Change at G&B
in his interview with CHAnGe, navroze Godrej shares his insights on our culture and why the time for its evolution is now.
5
Cultural Change at G&B
We are a 117 year-old organisation with an established culture. At this point in time, why do we want to talk about a new one?
Well, I wouldn’t say this is a new culture; it is
simply different, and isn’t about an enhanced
way of working. Having said that, there are
several aspects of our history and heritage
which we definitely want to hold on to. We
take great pride in our 117 year old history
and consider it to be an incredible strength.
It has created a very strong foundation.
Godrej is what it is today because there were
many smart people, who had extremely high
standards about what a business should
be like. They held on to those standards for
decades, and did not compromise, either
when entering new markets or on quality,
whether it were for products, people or the
planet. This set up a very strong foundation
because there was an obsessive commitment
to quality that we needed to live up to
constantly. And when you are living up to
quality of such high standards, it forces you
to look inward and ask yourself, are you really
the best today? Are you doing your best? Are
you creating strategies and products that are
so good that you don’t give people a choice
but to want to opt for you? I think we are in a
phase now, where we are looking inward. We
are asking ourselves – are we where we want
to be? In some cases we are, but I think in
many cases we have a long way to go.
The goals that we have set, both financial
and non-financial, are stretched and
ambitious, yet doable. I believe, this will
be possible, if we bring back some of the
uncompromising commitment to quality and if
we rethink the standards we want to achieve.
The Godrej brand was built over decades. If
you talk of Storewel, it is a great story in brand
building. It has now become an icon because
it was an extraordinarily crafted product;
the best steel, the best paint and the best
hardware. They didn’t have market research to
prove or disprove the standard of the product;
they just believed in the highest quality. And
delivering that quality year-after-year, decade
after-decade, built the brand.
"The traditional relationship of an employer and an employee is fading. Companies need to think of themselves as platforms for people to do their best work."
change O c t O b e r 2 0 1 56
What will the future Godrej culture comprise of?
Standing here in the present, it makes us
realize that everything we do today has to
be of the highest quality, because we believe
in it and that’s who we want to be. It is going
to take time to get us to accept this, and
subsequently, make the changes required
for us to raise the bar in our own individual
performance. If we reflect internally and do
what is required to be done, then people
on the outside will see a different Godrej;
a different brand. Further, the external
environment today is very different from
what it was ten years ago or for that matter,
even five years ago. People have more choices
today than ever before. In this context, it
becomes harder for companies to compete,
especially when the difference between
companies becomes less apparent. As we
pursue this very high standard, we also have
to think strategically about what is going to
make Godrej different from everyone else.
What are we going to leverage to shine
brighter than anyone else?
Today, not only is there more competition
but people are changing as well. When you
talk about culture, it comes down to the
people in the organisation. If Godrej is going
to be a place where people want to work and
spend a large part of their lives, then it needs
to be the kind of workplace where today’s
youth, rather tomorrow’s youth, would aspire
to work.
Which aspects of our culture do you think should stay unchanged?
Ours is a very caring company where we
not only care for the employees, but for the
communities that we occupy and partner
with. I think this is something that we would
definitely want to hold on to. We need to
create a place that feels like family. A place
that supports our communities, cares for
the environment and cares for its people.
Being a manufacturing company, making and
experimenting is in our blood. I think making,
tinkering and trying new things is a very
strong part of our company’s DNA. This needs
to be revisited, so that we can try to explore
and experiment more.
Which aspects of our culture would you like to change over the next three years?
We must realize that today, people have
many options when it comes to choosing a
place of work. Companies are competing for
acquiring talent and it is going to be a big
challenge in the years to come. If we have to
be successful, then it is important that we take
a closer look at how we support our people,
how our systems and policies affect people
on a day-to-day basis, and how our structure
permits or prevents our people from excelling.
I think our operating system at the moment
looks inward. We must compare ourselves
with the best companies in the industry.
We need to think about how we can match
them in terms of empowering our people,
the kind of challenges they put forth and
the way they inspire people to want to work
for them. I see no reason why Godrej should
not aim to become like them. In order to do
that, we need to become much more open,
and move away from a culture of control
to a culture of empowerment. We have to
nurture our people - both professionally and
personally; that is when people will give their
best in return. We have a patient culture,
but it needs to be changed to a balance of
"If we reflect internally and do what is required to be done, then people on the outside will see a different Godrej; a different brand."
"Ours is a very caring company where we not only care for the employees, but for the communities that we occupy and partner with. I think this is something that we definitely want to hold on to."
7
patience and performance. I am sure we can
bring about this change. This will also change
the kind of people that we attract, with the
help of whom, over time, our culture will
evolve. Further, related to empowerment
are the issues of experimentation and
collaboration. Today, we are not very good
at collaborating with external partners. For
that matter, our businesses are not good at
collaborating among themselves. We need to
collaborate more often. For that, we need to
think of ourselves as a network, as opposed
to a group of distinct entities. This relates to
our structure as we have so many incredible
capabilities that reside only in pockets. We
need to share these capabilities more with
others, open them up and enable a bigger
flow of knowledge and ideas among our
businesses. I would like to break down some
of the existing barriers. I believe, today we
are not structured in a way that facilitates the
flow. We need to think about, “What does a
networked organisation look like and how we
are going to get there?”
Where does Hubble fit in, and as its chief sponsor what according to you is the core idea behind it?
As I was saying, the traditional relationship
of an employer and an employee is fading.
Companies need to think of themselves as
platforms for people to do their best. So,
if a company is a platform for people to do
their best, then that means that it needs to
provide the framework and the capability for
its people to shine. The Hubble is a platform
that allows people to engage with each
other. It’s very open and inviting. It provides a
framework for doing work, for collaborating,
and leaves it up to the people to decide
how they want to collaborate. It’s a loosely
controlled environment where individuals can
come in, explore, meet and engage with one
another. The Hubble is a prototype for what a
future company could look like. By providing
the context and having really smart people
engaging in this platform, we will be allowed
and enabled to flourish. I hope The Hubble
becomes a platform for collaboration, where
ideas are born and built. I hope it becomes an
enjoyable place to work. It’s also an example
of what Godrej can do, an example of how
collaboration can lead to something much
larger than what any individual or team can
deliver. Pooling together the capabilities of
multiple teams could yield stronger results.
“Hubble is a platform that allows people to engage with it. It’s very open and inviting. It provides a framework for doing work, for collaborating, and leaves it up to the people to decide how they want to collaborate.”
change O c t O b e r 2 0 1 58
in what ways do you think the Hubble experience would shape the mindset and behaviour of our people?
Hopefully, The Hubble will break down
barriers that we have put up between
departments and between businesses. This
will enable people to reach out to those in
other companies, benefit from the exchange
and learn something new. The Hubble fosters
these kinds of encounters. The space itself
is of very high quality, both in terms of the
way that the products have come out, as well
as in terms of the overall feel. It sets a new
standard for such projects and would inspire
people to partake in endeavours of very high
quality.
As the Hubble is work in progress, which aspects of it are you happy with today and which aspects do you think require more work?
I’m happy that this space is very flexible
and it allows us a variety of activities - right
from meetings, to events to exhibitions. We
still have to make it more meeting-friendly
by providing better tools, technology and
creating more spaces that are projector
enabled. This is something we are still working
on. Also, we think we need to bring in the
external world as well, for example outside
communities. The Hubble can be a space for
us to engage with communities like architects
and students. It can be a place for us to build
external networks, which is something that
we have to plan for, in order to be more open.
so, you want more people to use it?
Yes, more people should use it and we
shouldn’t control The Hubble. If it’s a platform
for collaboration, creativity and reaching
out, then it should be made open to anyone
who wants to access it. For students looking
for a place to work, small businesses that
don’t have an office space; their only option
is Starbucks. Which means, that there is
definitely a need for this kind of a space in
this city and we’ve got a good facility here.
It would also give us a way to engage with
different communities.
Please describe the contours of the desirable culture at G&b.
Anything that is open and forward-looking,
and one where there is no fear of trying out
new and different things. Openness is very
important; openness to new ideas, different
points of view, backgrounds, ideologies,
our systems and the way that we work. The
forward-thinking aspect of our culture is like
the North Star, guiding us to have a purpose
and encouraging us to go after problems,
going after problems that are really worth
solving and pursuing. We have several
challenges as a country and as a planet. A
forward-thinking mindset is essential if we
are going to try to solve these big complex
problems. We have to be able to step in the
future, stand there and say what our role will
be and how we will impact the world around
us.
"Openness is very important; openness to new ideas, different points of view, backgrounds, ideologies, our systems and the way that we work."
"The forward-thinking aspect of our culture is like the North Star, guiding us to have a purpose and encouraging us to go after problems, going after things that are really worth solving and pursuing."
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What is your message to Godrejites?
They are our hope. How they think and
what they do is going to affect what G&B
would look like in the next five or ten years.
So I would say, don’t be afraid to stick your
neck out if that’s what is required. Set a high
standard for yourself and for the people
around you. Above all, do good work. Do work
that is good for your customers, community
and the people around you.
And when you are living up to high quality
standards, it forces you to look inward and ask
yourself, are you really the best today? Are
you doing your best? And, are you creating
strategies and products that are so good that
you don’t leave people a choice but to want
to opt for what you have to offer? I think we
are at a place, where we are looking inward,
we are asking ourselves- ARE WE WHERE WE
WANT TO BE?
“Hopefully, The Hubble will break down
the barriers that we ourselves have put
up between departments and between
businesses.”
WHAT DoES CHANGE mEAN To you Share your thoughts on how Godrej is changing and how this change is impacting your life. [email protected]
change O c t O b e r 2 0 1 510
in 2003, i was requested to turn around an automotive component manufacturing plant that was in losses for the last 7 consecutive years, by applying theory of Constraints (toC). Its loss in the previous year was INR
12 crores for a turnover of Rs. 38 crores. The
situation was quite precarious; a potential
customer, who had agreed to take over the
unit, developed cold feet after conducting
due diligence. The only options that remained
for the owner were either turning around or
closing down the business.
During my first dialogue with the top
management team, I asked how they
measured their business performance. Their
answer was: tons of gears produced and
sold. Since the measurement was tons for all
production departments, it was logical for all
departments to increase their production as
measured in tons. The company was losing
money due to inadequate sales. The sale of
one of its main products – a differential gear
set (crown wheel + pinion) was quite low.
Despite these low sales figures, there was
a huge inventory of crown wheels. When I
asked why they had such a huge inventory, I
was informed that they did not have matching
pinions. Since pinion weight is just about
20-25 percent of the crown wheel weight,
the heat treatment department was focusing
only on processing crown wheels, without
accounting for the fact that there were huge
stocks of crown wheels and a shortage of
pinions. I did recognize that this was done with
the genuinely noble intention of increasing
the department’s performance.
The team readily agreed to change their
prime measurement to throughput- a
financial measurement (Net sales-truly
variable cost) and OTIF (On Time In Full)
- a delivery performance measurement.
However, when I suggested that all the top
management team members must also be
measured on throughput and OTIF, there was
a near revolt. “What will happen to individual
accountability?” I was asked.
I requested members of the top
management team to share how many
promotions each one of them had received
in the last 7 years, when the company was
going downhill. The average promotions
were two. No one received less than one
promotion, some even had three! Every
member must have done exceedingly well
in their key result areas (KPIs) to deserve on
an average of two promotions. So what was
the issue? The local/functional KPIs were
not aligned with the global/overall good
business measurements. OTIF was not being
measured at all, even though it was less than
Culture & Measurements
Ravi GilaniGolDrAtt inDiA
culture is defined as a collective manifestation of human intellectual achievement and behaviours exhibited. Does culture have any relationship with measurements, be it formal or informal? I would like to share this by narrating a personal experience.
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5 percent. I informed the management team
members that, if they were going to seek
my counsel and support this turnaround, all
of them must have common performance
measurements. Reluctantly, they agreed to
try this for 3 months: in the very first month
sales increased by 29 percent!
When we look at the KPIs for most
departments, we find misaligned
measurements wherein often production
teams produce not what increases sales but
what is convenient for them. The Purchase
department procures, not when production
requires, but when the cost is low. Similarly,
the logistics department did not ship out
goods due to cost, even though the delivery
had already been quite delayed.
In my experience of TOC consulting for
the last 16 years, I have observed that the
root cause of most ineffective behaviours
is erroneous measurement. Today, most
organisations complain about the lack of
teamwork among its employees. It is even
more pronounced at senior levels. Throughout
the year we ask for teamwork from our
employees. However, when it comes to
reward and recognition, we have KPIs only for
individual achievements.
Once again let me illustrate this from
another personal experience. An organisation
Measurements drive behavior. If you do not have right measurements, you have no right to expect right behavior!
had 5 business units (BUs). Most of the times,
these business units were self-sufficient.
They did not require support from other BUs.
However, sometimes they did require help
for one or the other facility from each other.
What was the experience? Support to any
activity outside the BU was the last priority.
Why? Each BU was measured by its profit
and all the BU heads were competing for the
post of President. Hence, if one BU helps any
other BU it stood to lose. First, the profit of the
receiving BU would go up, and thereby, the
performance of the delivering BU would go
down in comparison!
The perception that profit is the correct
performance measurement is wrong. The
assumption, that if every BU increases its
profits, the profit of the whole organisation
will increase, is correct. However, the
assumption that it is the best way to increase
profit of the whole organisation is wrong.
No matter how the sales, throughput and
cost is divided between two BUs, the overall
sales, throughput, cost and profit of the whole
organisation would still remain the same.
We modified the performance measurement
of the BUs. Now, whenever more than one
BU was involved in delivering an order, all
the participating BUs would get complete
throughput of the complete order. We were
no longer looking at the profit of each BU,
rather the new measurement was increasing
throughput of each BU, period after period.
We now observed a totally new desirable
phenomenon. Every morning, the BU head
was asking the other if he/she required any
help! Within 8 months, the OTIF increased
from 8 percent to over 68 percent! Sales and
profit also increased correspondingly. In fact,
one worker suggested that TOC should be
known as Theory of Collaboration instead of
Theory of Constraints.
Dr. Eli Goldratt used to say, “Measurements
drive behaviour. If you do not have the
right measurements, you have no right to
expect the right behaviour!” I believe that
most of the cost accounting local measures
like freight cost as percent of sales, product
cost, profit, stage wise inventory valuation,
profit for part of the organisation (profit
centre/SBU/division) etc. are not aligned
with the best global financial parameters
i.e. Net Profit, ROCE & Free Cash Flow. This,
inadvertently, encourages local optimization
that leads to wrong and harmful behaviour
among employees. Instead, a few (3-5) global
measurements, which every employee can
relate to, will promote the right behaviour and
culture.
change O c t O b e r 2 0 1 512
As we all know, ‘synergy’ means one plus one equals three, and not two. However, in
our daily work lives, we seldom come together
to create greater value for our customers. For
the year gone by, Navroze Godrej wanted our
businesses to showcase ‘possible offerings’
that could result if they worked collaboratively
to meet the needs of the fast changing Indian
consumer – both individual and business.
For this exhibition, three different market
sectors were selected - Home, Work and
Infrastructure. The goal was to develop
comprehensive solutions collaboratively
and display them in real-life settings. Our
businesses have been showcasing their new
products / solutions to our Board of Directors
every year for several years, which, in a way,
has now become a tradition.
A great deal of work was undertaken
across businesses, wherein a large number of
people joined hands to create solutions that
had never been thought of earlier. A lot of
research was carried out to gain fresh insights.
These insights became the foundation for the
solutions to be displayed at the exhibition;
which was aptly called ‘Godrej one’. It was
decided that Godrej One would have a life-like
ambience.
Each of the three sectors would enable
the visitors to experience and visualize
Godrej OneExperience the numerous possibilities for the future
a R e p O R T
Godrej One showcased 'possible offerings' that could result if our businesses worked collaboratively to meet the needs of the fast changing Indian consumer - individual and business.
Suruchi TrivediGoDreJ innovAtion & DesiGn Centre
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Home SectorOur research on the Home sector revealed that today’s
home owners are stressed by shrinking living spaces, heightened anxiety regarding security and fatigue caused by longer working hours. Keeping these findings in view, ‘Live more’ was selected as the theme for the Home sector for developing home solutions. These solutions were designed to help homeowners perform everyday tasks efficiently and effortlessly.
numerous possibilities for the future. Our
visual communication partners were invited
to engage with our teams for making the
exhibition visually appealing and easily
understandable.
The emphasis was on going beyond their
functions and conserving space to deliver
unified, streamlined B2B solutions that
provided a totally new work experience. The
collaborative B2C offerings were well captured
in the words – With Godrej, Live Enhanced, Live Energized, Live Ensured, and Live Enriched!
change O c t O b e r 2 0 1 514
Work SectorBanking & Financial Institutions and Healthcare segments
were selected to showcase our capabilities of providing well thought-out institutional solutions. The theme of ‘Godrej Integrated’ was agreed upon by the teams of different businesses for developing solutions that would enhance the end-user experience at the workplace. An attempt was made to showcase how different offerings, taken collectively from G&B, could provide greater value to customers in these segments.
Kamal Nandi of Godrej appliances was asked to head
the entire effort. To support him, three sector-specific
leaders were appointed:
the Home sector Ramesh Chembath, appliances
Subodh mehta, interio
the Work sectormehernosh Pithawalla, Security Solutions
Swapnil Nagarkar, interio
the infrastructure sectorGanesh Raghavan, eFaCeC
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Infrastructure SectorIt is common knowledge that India is fast emerging as a
preferred manufacturing and investment destination. But to make this happen in a big way, a globally competitive infrastructure is a must. Our indigenous competencies of global standards across core sectors like Energy, Defence, Manufacturing & Distribution Logistics were brought alive through a thoughtfully created experience. It created a favourable imprint in the minds of the Directors and other visitors. It was heartening to see that everyone who visited the display was impressed by the power of ‘oneness’ and the variety of solutions it could offer.
The exhibition as such was a prototype of what G&B could achieve collaboratively in order to reach emerging customers. Our teams were elated as their work was highly appreciated by one and all.
The success of the superlative infrastructure exhibit was spurred by its theme – ‘What drives us, drives the nation’. This highlights our contribution to nation building.
change O c t O b e r 2 0 1 516
one saturday morning sometime in August 2014, five of us were in the middle of brainstorming session for generating ideas that could help spread an innovation culture at Godrej. One of the ideas that immediately
struck a chord with all of us was about finding
a way, a platform, which would encourage
Godrejites to bring in their own ideas to work
upon, in a structured manner, and bring them
alive as working prototypes. All of this was
to be accomplished within a well-defined
timeline which would not be exasperatingly
long. In the recent past, our team had
been through a structured process of
innovation, which became the natural choice
for becoming the foundation for this new
platform. With this simple thought, SPRINT
was born and was launched in November 2014.
What is sPrint?In any organisation, there are millions of
ideas residing in the minds of our people.
Of all the ideas which may have substantial
potential, very few get the opportunity to be
translated into a business to create significant
impact. Godrej introduced SPRINT as a
springboard for such ideas to germinate and
bloom. The first idea was SPRINT itself! Getting
conceptualized and implemented in a span of
90 days.
Through this program, people get to work
on their ideas, either individually or in a team,
to convert them into functional prototypes.
This journey of 90 days requires people
to dedicate about 20% of their work time.
The participants get to learn a structured
innovation process that helps refine the
idea and develop it further. All the resources
necessary to take the idea to fruition are
provided under the program.
At the end of the program, ideas emerge
as working prototypes, whether for products,
services, processes, user experiences,
platforms or anything else that one dreamt
of. The organisation on the other hand, gets
an opportunity to access fresh ideas from
within, evaluate them for business potential,
adopt them and nurture them into business
offerings.
Sprint ProgramRun at full speed over a short distance.
G&B has launched a platform for employees to bring in ideas they are passionate about and transform them into business offerings in a short period of time.
Nikhil Chaudhari
Tejashree Joshi
Sneha Gokhale
Vazir Nadaph
Nalini Kala
The organisation gets an opportunity to access fresh ideas from within, evaluate them for business potential, adopt them and nurture them into business offerings.
17
What happens next? Journey of the ideas post 90 days
On the last day of SPRINT, the teams
get a chance to pitch their projects to all
the business heads for sponsorship. If the
business sees good potential in the idea to be
nurtured further and brought in the market,
then they offer the sponsorship for the
project. That particular business nurtures the
idea and adopts it in their business. The team
has an option either to take the project ahead
themselves by shifting to the business which
has adopted the idea or to let a new team take
the project ahead.
“ This is the right platform, this is the right time to get that idea out, and watch it come to life”sPrinter AbHinAv MAne
ExPERIENcE Of SPRINTER fROM fIRST EDITION
sPrint Project: Kitchen neoIt all started with just an idea, an idea
to make our kitchens a safe place to work
in. Ideas are for free and worthy too, but
we cannot recognize the actual worth
until the idea is tested. SPRINT gave us the
platform to test our idea. I worked on the
project “Kitchen Neo”. At the start, creating
a prototype out of the idea in 90 days
was just a task but eventually it became a
challenge. The user centric research model
helped us understand the ultimate needs
of the end user without which it is hard to
reach a foolproof solution. For instance,
user research revealed that, safety in
kitchens was a secondary need whereas
comfortable environment and convenient
processes were the primary and
unaddressed needs of the users. Research
findings and our brainstorming sessions
collectively resulted in final prototypes
that took care of all the needs of the user.
The complete SPRINT program was very
well planned and effectively executed.
I would like to thank the team working
backstage, who made it happen. Lastly, I
just want to say, if you have an idea, just go
and sprint with it.
sorAbH MuKHiGODREJ INTERIO DESIGN
M e s s A G e F r o M n A v r o Z einnovation is essential in today’s environment
Operating in today’s complex social, political and economic scenario means we need to think constantly about how to adapt to people’s changing needs and to the major shifts in the markets that we operate in. Godrej has a strong legacy of innovation. But how can we make sure that this legacy continues. Where are the next big ideas coming from? Ideas can come from anywhere. They come from observing users. They come from immersion into people’s daily lives. They are discovered through tinkering, and prototyping and trying new things. They can come from a brilliant individual or brilliant teams.
We’ve launched the SPRINT program to give everyone at Godrej an opportunity to share their brilliant ideas.”
sPrint 1.0In the first edition of SPRINT (1st November
2014 to 31stJanuary 2015), 75 ideas were
received and evaluated by the jury panel
comprising business heads, design heads
and the Innovation & Design Centre
head. The 11 ideas selected for SPRINT 1.0
were: Smarti Next - resource furniture for
transients, Kitchen Neo, Tea brewer and
ambient experience, web based scrap
collector, furniture and accessories from
scrap for spaces for young couples, complete
knock-down refrigerator, smart mattress for
enhanced sleeping experience, Upgrade to
Green- household organic waste convertor,
Smart Homes - an app, facilitating home
automation, empowering roadside vendors,
smart and efficient homes - a sensor based
device for safety and convenience.
All these ideas were subjected to the
structured innovation process, over a
period of 90 days. The teams engaged in
user research, captured observations and
derived patterns, built concepts based on
the insights and prototyped those concepts.
It was exciting to see the transformation
journey of ideas into viable business projects.
For instance, the idea of the ‘Tea brewer
assembly’ started with the concept of bringing
the taste of homemade tea to the vending
machine. But the team realized during the
user research that it’s not just the taste of
tea that matters to the users but also the
ambient experience of having tea especially
with friends and family. Similarly, the ‘Kitchen
Neo’ project started with the initial concept
of an ‘LPG leakage control unit’. But after user
research, the team realized that concerns
related to LPG leakage are secondary for the
users while there are other pains that may
need immediate attention. And thereafter,
the idea transformed into a complete kitchen
system including an LPG leakage control unit,
a cooling solution for kitchen and a semi-
automatic dish washer.
The user centric research model helped us understand the ultimate needs of the end user without which it is hard to reach a foolproof solution.
“Sprint is a platform where in people get an opportunity to explore their ideas”sPrinter AbHinAv MAne
“Sprint changed our direction of thinking”sPrinter sWAPnil MHAtre
change O c t O b e r 2 0 1 518
the Horizon Program has been one of the most exciting learning opportunities for us, Godrejites, and we can emphatically say that
such programmes are essential not only for
professionals to learn new ways of working,
but also for organisations that wish to embark
on a journey of innovation for offering
solutions to customers rather than selling
more products.
The six months long Horizon programme
focused on projects based on our six Purpose
Pillars – Security, Well-Being, Lifestyle, Productivity, Connectivity and Energy. There
were six teams – each working on one of
these themes. The team members were
drawn from the Innovation & Design Centre as
well as from the Businesses. Team members
were selected carefully in order to represent a
diversity of functional experience.
Programmes like Horizon force one,
in a positive way, to think beyond one's
functional and technical expertise and one's
chosen field of work. Meeting a diverse
set of users and working with people from
different backgrounds makes one think more
innovatively, from a user’s point of view. If an
organisation restricts itself to benchmarking
with other organisations then the process
improvements that could take place may
be limited by what already is in existence.
However, if our intention is to move beyond
what already exists and offer solutions that
do not exist, then we have no option but
to engage in programmes such as Horizon,
which may even yield outcomes that could be
benchmarked by others.
Horizon ProgramA unique six months long program to explore consumer needs through a set of innovative methods and tools, to help reshape the culture in the organisation.
Kaustubh Joshi Sujata SankeGoDreJ innovAtion & DesiGn Centre
Any organisation attempting to be successful in the long run has to think of 'what their customers want' and not 'what they want to sell to their customers'. The programme has the potential to bring about a huge change at Godrej, which is a far cry from the silos of individual businesses and functions.
Above: Teams communicating their insights to GmC
members through a roleplay
right : Teams building low fidelity prototypes to explore and
evaluate their concepts.
19
change O c t O b e r 2 0 1 520
Projects like Horizon are not limited
to a particular sector like manufacturing
or service or a particular domain. Such
projects transcend beyond the barriers
set by operational parameters and look
at the solutions from the end-user’s lens.
This is what makes such projects succeed
in many organisations. Eventually, directly
or indirectly, such projects turn out to be
instrumental in reshaping the thinking and the
mind-set of people associated with it.
One of the essential requirements to work
on a project like Horizon is to be unbiased
towards one’s assumptions. Any organisation
attempting to be successful in the long run
has to think of “what their customers want”
and not “what they want to sell to their
customers”. The programme has the potential
to bring about a huge change at Godrej,
which is a far cry from the silos of individual
businesses and functions. We need to inspire
our people to think about and work on a
larger purpose of offering, to our customers,
elements of security, well-being, lifestyle,
productivity, connectivity and energy, which
are already embedded in Purpose Pillars.
Having participated in a program like Horizon,
an employee may change his mindset
completely which may result in a shift in
his approach towards the work itself. For
instance, an employee in LOCKSS pursuing his
goals for sales, could now be thinking about
how he is addressing the needs of customers
to make them feel secure and help them lead
a better life instead of merely thinking about
selling more locks.
User research was one of the most
important aspects of this programme in
which each of the teams learnt about, and
developed, new user insights which they
had neither thought of nor been exposed
to earlier. In fact, the teams would not have
been able to articulate these insights, had
they based their research on their own
assumptions about the way things exist and
the way they work. Each of the teams was
mentored by a faculty member from the
Institute of Design, IIT, Chicago who provided
guidance through interactive sessions on user
research, concept development, prototyping,
communication and design tools as well as
methods.
Team dynamics played an important role
in the successful completion of the Horizon
programme. As each team consisted of
members drawn from different functions and
businesses, they often had to build on each
others. When the participants observed user
behaviour, many different themes emerged
out of their observations. It is important not
to disregard any of these individual themes.
Each participant brought value to the project
and had a way of contributing to it which
was different from that of the other team
members.
We believe that the link between the
Horizon projects and the Purpose Pillars
has been very helpful for all the teams as it
gave them a sense of purpose and meaning
throughout their six month long journey.
There were instances when the Purpose Pillars
served as a compass for us and saved our
ships from getting lost in the vast ocean of
user demands and expectations. The Purpose
Pillars gave a sense of direction and focus to
each of the teams without limiting the scope
User research was one of the most important aspects of this programme in which each of the teams learnt about and developed new user insights which they had not thought of or were exposed to earlier.
21
of their work to a single business.
The fun part for all the Horizon participants
was also, perhaps, the most tense. The
night before the presentations to the GMC
members were indeed long and demanding.
Many a times, team members would complete
their work early in the morning and would
have just an hour or two to refresh themselves
after a nightlong session and be ready for
the presentations. The sense of involvement
that the GMC members showed in the work
presented by the teams over three phases,
was a great motivator, beyond any doubt.
The feedback received from the senior
leaders during the first set of presentations,
helped the teams immensely to improve their
research and concept development.
Sooner or later, organisations that wish
to succeed will have to embark on new and
innovative ways of providing solutions to
their customers. This will make them question
and change many of their existing ways of
doing things. In order to succeed and perhaps
even survive in the near future, they will have
to look at developing a culture where, they
not only look at their offers from a user’s
perspective but also learn the way users
perceive their offers.
Projects like Horizon are, definitely,
essential for bringing about a change in the
mindset of our people and reshaping the
culture. Such programmes help change the
way people look at what they are doing, the
processes they are following, the interactions
they have internally amongst themselves and
externally with their customers, end-users,
suppliers and partners. The Horizon project is
one such initiative which compells people look
at their jobs afresh and holistically.
The Purpose Pillars gave a sense of direction and focus to each of the teams without limiting the scope of their work to a single business.
Such programmes help change the way people look at what they are doing, and the processes they are following.
change O c t O b e r 2 0 1 522
Kindness unlimited (Kul) is a Mumbai based non-profit organisation that aims to spread kindness as an antidote to the increasing predominance of selfishness around us. It seeks to emphasize the positive
effect that a random act of kindness has on
the doer, receiver and observer. KUL is a
member of The World Kindness Movement,
an international organisation whose main
objective is to foster goodwill in communities
by promoting kindness, and in doing so,
creating a better understanding amongst
people and eventually, amongst the nations of
the world.
KUL has participated and co-organized
many events with associations, such as
Rotary and collaborated with various schools,
colleges, youth camps and senior citizens
clubs to develop programmes that aim to
spread the message of kindness.
Corporate kindness programmes that
include team-building workshops have been
conducted with the aim of emphasizing the
importance of kindness in the workplace. KUL
has also designed programmes for hospitals,
to help the medical staff imbibe kindness as
part of the treatment given to patients, so as
to quicken the healing process.
On 10th November 2013, a flash-mob -
freeze-mob (a flash dance performance) was
held in Mumbai to promote unity amongst
the citizens of Mumbai and to convey that
the smallest act of kindness is worth much
more than the loftiest intent. KUL has also
partnered with colleges in Mumbai to hold
events such as Roadrunners, where the
participants have to overcome a series of
obstacles to reach the end of the race. Other
events have entailed spending a day with a
street child to develop their social conscience
and brightening the lives of children.
In January 2014, KUL initiated a discussion
forum called Kindness Hangout, which meets
once every month and brings together
individuals who have worked for the common
good. This discussion forum creates a ‘pay
it forward’ atmosphere and encourages the
members to share their experiences with each
other for promoting kindness. Occasionally,
an expert is invited to speak to the group
on the topics pertaining to common good
or corporate social responsibility, to inform
members about the kind of initiatives that
companies are undertaking to improve the
Kindness UnlimitedKindness is a two way street and there are plenty of opportunities for us to be kind every day.
t r y A l i t t l e K i n D n e s s
If in a long queue, invite the person behind you to go first
j
Dishaa DesaiAn ACtive Kul MeMber
if i am not for myself, who will be for me?
if i am only for myself, what am i?
and if not now, when?
Talmud
23
lives of people. These discussions spark off
new or related ideas to be acted upon in
different situations and locations. Shared
experiences create a bond and if an idea is
accepted, the participants are encouraged to
express their gratitude in good measure to
promote give and take of all kinds. Speakers
at the Hangout include well-known writer and
journalist Dilip D’Souza, Senior Vice President
– Tata Consultancy Services, Suresh Mhatre,
an enthusiastic citizen, Bharati Kakkad, RTI
activist Vidya Vaidya amongst others. KUL
members have benefitted immensely from
the socially relevant work done by these
committed individuals.
At the end of each session, members are
encouraged to share the details of random
acts of kindness or just the acts of kindness
performed by them or performed for them by
others, to enable the members to appreciate
that kindness is a two way street and there are
plenty of opportunities for us to be kind every
day. For example, one particular member
came forward and helped two other members
to decide on their daily physical fitness regime
in exchange for their help with his English
conversational skills. Another member helped
a fellow member by giving references of a
doctor with good values who could be trusted.
This led to the member getting admitted into
the hospital under the care of this particular
doctor and also the person concerned visiting
him during his stay at the hospital, and
cheering him up. It is difficult to imagine,
this kindness among strangers in a city like
Mumbai where even relatives and friends
have no time to visit each other. Another
member took up teaching English to the
children of immigrants in Mumbai.
At every meeting, members share their own
experiences and create a great amount of
positive energy in the group.
During our most recent meeting, one of
the members mentioned that he keeps a
few bottles of cold and clean water outside
the door of his flat on a stool with a sign that
this water was meant for all those calling on
his address, be it be courier boys, postmen,
service technicians and others. They can
drink this water on a hot summer day without
ringing the bell and taking permission.
This member ensures that the bottles are
refreshed every few hours. What a nice way to
quench the thirst of strangers.
It is now scientifically established that
performing random acts of kindness boosts
one’s own happiness and sense of wellbeing.
In times when selfishness rules, KUL
strongly advocates that kindness is a universal
language that transcends all barriers and is a
powerful remedy for healthier and brighter
living.
you are invited to join the KuL movement and start your own group for promoting kindness. For help, please contact Nirmala mehendale at [email protected].
t r y A l i t t l e K i n D n e s s
Donate regularly articles of common use - used clothing, books,
toys and the like
j
t r y A l i t t l e K i n D n e s s
Hold the elevator door for your fellow commuter
j
t r y A l i t t l e K i n D n e s s
Let someone get ahead of you in a queue, especially the elderly or a
hurrying mother with kids
j
change O c t O b e r 2 0 1 524
Towards New HorizonsThe next few pages describe the concept, design and launch of The Hubble – our very own 3rd space in Pirojshanagar. Each of these pieces is written by a member of the team that worked to bring The Hubble to life.
25
on my daily commute from Khar to vikhroli, i pass the colourful, vibrant branding on the storefronts of linking road, the mercantile glass-and-steel facades of bKC, the cool green and red earthy expanse of the Maharashtra naturepark at Dharavi and then zip via the eastern express Highway onto our campus. While continuing to drive
along our internal roads at G&B, I think about
the greenery on our campus, about nature,
it’s nurturing, uplifting and even inspiring
qualities, and I wonder what the day has in
store for me.
Closer now to the building that I work in,
the colours of the canvas begin to shift –
suddenly more concrete, more gray, more
brown, more heavy, more structured, more
ordered, more controlled even. And I begin
to wonder – would the way we work and the
quality of our interactions change, if we were
to be immersed in a different environment?
Would we begin to look at the world a little
differently? Winston Churchill once said – “We
shape our buildings; thereafter, they shape
us.”
We all must know by now that consumers
are no longer willing to pay more just for
better products. They desire delightful
Parampal SinghPersonnel & ADMinistrAtion
change O c t O b e r 2 0 1 526
experiences and will back brands that deliver
them. Even more relevant for us is the fact
that each of our business’s customers are not
really that different from each other. While the
demographic characteristics of our customers
across businesses are not the same, their
internal needs and desires may actually be
quite convergent, quite similar. For instance,
individuals, families, communities and
countries all have a need for security, although
the manifestations of the solutions for their
specific security needs would obviously be
quite different. Given this reality, shouldn’t
people working on ‘security’ problems come
together at work, sharing knowledge, insights,
networks and know-how?
What would that take? What would work
look like in such an organisation? Would there
be more teamwork? More collaboration?
More openness? More dialogue? Would that
necessitate more structure or less? Would
such work imply more fluidity?
Lots of questions, right? So, why am I not
giving you any answers? Well, that’s because
there are still some more questions.
As we become less dependent on machines
for value creation and as the epicenter of
value creation gently shifts away from the
shop-floor of the factory to neural networks
in our minds, when do we actually start
working and stop working? Aren’t ‘start’ and
‘stop’ relics of a bygone era when it comes to
knowledge and work? A deep conversation
with an old friend or a random chat with a
new acquaintance at work, a peek into the
latest glossy magazine or an in-depth study of
structural dynamics or what not; can all lead
to an idea or at least the germination of one.
Ideas, thoughts and inspiration can come from
unexpected sources. Are we interfacing with
the unexpected enough? Are we exploring?
Also, as we ‘stop working’ we might find
ourselves longer in the office. Is there a space
where we can take a break for a bit, enjoy a
nice, hot cup of coffee, refuel from a slightly
different menu of food and relax in an easy
chair, all while being at work?
Is there a third place, one that’s neither
home nor office, but, in a way, both? Allow me
to introduce such a space to you.
The Hubble is an idea that was born at the
intersection of all of the above. It is now the
tangible expression of an idea of an informal,
relaxed yet vibrant space in which one feels
refreshed through casual and interesting food,
informal and open interaction with others, a
bit of ‘me-time’ and of course, exposure to new
ways of looking at the world. Entering this
space and interacting with it is like putting on
a pair of glasses to enter a world, a seemingly
un-Godrej world, one that will help us to see
differently and to be surprised by what we see.
We create The Hubble experience together.
There is no Hubble without the bubbling
enthusiasm of the people that are in it, without
the chance encounters over a shot of coffee,
without the excitement of working together
on a new idea, without the exposure to what’s
new and out there. While The Hubble is not the
answer to all the questions I have posed earlier
in this piece, it represents the direction of a
solution. It is the hardware around which we
the Hubble is neither a workspace nor is it a recreational space or a food court that you’d typically find in an office environment. It is an
unusual space where people come together
to meet, eat, work and explore. It is a young
vibrant place with many dimensions and has
an atmosphere which is designed to facilitate
‘me time’ or ‘we time,’ as well as, ‘work time’ to
get things done. It is also a place for people to
bond with each other over a cup of a coffee or
engage in an intense brainstorming session. It’s
a place where you can re-energize yourself by
playing a game or two of table tennis.
At the entrance, a giant touch-screen greats
you and connects you to the kind of things
that you are going to encounter through
the messages displayed, the food menu,
the itinerary of events etc. One step in and
the aroma of the coffee from the café sets
the mood for the space that will unfold. The
space has many interesting elements such as,
elevated wooden levels with a grid structure
above, to give a flexible space for celebrations,
performances, exhibitions and large community
gatherings. Each element at The Hubble is
created keeping the users’ needs in mind.
For example, the work pods allow you to sit
comfortably and work using your laptop or a
Designing The Hubble
Avik Parui GoDreJ innovAtion & DesiGn Centre
Nagbhushan HegdeGoDreJ interio
Devesh mistryGoDreJ interio
Would the way we work, the quality of our interactions change if we were to be immersed in a different environment?
27
notebook without distractions. Round tables with chairs help you connect and work in small
groups of three or four. The conference room
allows you to work in teams and collaborate
for finding new solutions. In case you want to
have quiet time and browse through a book,
the circular cocoon chairs give you relaxed
seating and the required privacy. Should you
wish to reflect and daydream, then you can
sit on a high stool and look at the verdant
green space outside. In case you want to
explore new ideas, then there is a well-
stocked bookshelf with an eclectic collection
of books and magazines. Also, there are cozy
sofas for you to have a conversation with your
colleagues.
As you engage in reflection, work or
recreational activities, you have healthy and
tasty food available between 7am and 10pm.
The Hubble has a long food counter where one
can watch the food being prepared in the
open kitchen, and also be served quickly.
can design and build a lot of the software that
will make it work, that will make Godrej work,
differently.
It’s a prototype of the shape of things to
come. Welcome to a new way to meet, eat,
work and explore
An atmosphere designed to facilitate 'me time' or 'we time' as well as 'work time'...
“the Hubble redefines expectations from one’s workplace, cafeteria etc. by allowing you to make it your own space.”
GoDreJite on tHe Hubble
“new vibrant place for Godrejites, awesome... a place which will light up the lives of Godrejites... use it for meetings and innovative ideas.”
GoDreJite on tHe Hubble
“A very natural and spontaneous place... one feels like having impromptu discussions here.”
GoDreJite on tHe Hubble
change O c t O b e r 2 0 1 528
This kind of transparency between the makers
and the consumers of the food creates a degree
of trust. You can have your food anywhere
you like, and have a cup of exotic coffee and a
delicious dessert to top it.
The Hubble does not have the traditional
finished surfaces. It has instead, unfinished
concrete, exposed wiring and visible ducting to
give an industrial look and feel. The natural tone
of materials used and the green inside makes
the space more of an outdoor one, a healthy
break from the normal office environment. The
incompleteness of the space is deliberate to
allow it to evolve over a period of time.
The Hubble, therefore, is a platform to create
ideas and express your thoughts. It is a space
where one can connect to communities that are
unusual. It is a space that is built on the belief
that only when people come together and
collaborate meaningfully, effective solutions,
that are good for many, can be developed
“very beautiful space, very apt and up to the mark. Will use this space to work, explore and eat.”
GoDreJite on tHe Hubble
“Awesome is not the word for it... not seen such a place for a long, long time... delighted to be here... fitting tribute to Gen y and all those Godrejites who are aspiring to be a part of this exciting workplace... de-stressing myself, having a relaxed approach to some of my work. When i need to contemplate, i will come, sit here and relax with a cup of coffee”
GoDreJite on tHe Hubble
Branding The Hubble
Gunjan AryaDesiGn oF inForMAtion
Godrej is a storied organisation with a vibrant culture. Within our centenarian
organisation, our practices, our beliefs and our
values are bound to be formal. This is exactly
why a shift is needed in the attitude towards
a more open workspace and working style.
This shift will have to be a visual, verbal and
visceral one. Simply put, this is The Hubble - a
step in the direction of becoming a modern
network where cross-disciplinary, cross-
company and cross-caliber collaborations
are possible. Design of Information was invited
to collaborate with a cross-functional team
from Godrej, in this space. The aim was to
design the tangible and craft the intangible
aspects of this unique workspace at the
Vikhroli campus. If we look at the food court
as a brand – it is a culmination of experiences
that reside within every single person that
comes in contact with it. It is a story that will
be told, a feeling that will be shared and a
notion that can become a catalyst for other
contact points within the organisation. This
raison d’être shaped our exercise to create
this brand. We hope, over time, it will snowball
into the self-fulfilling prophecy of Hubble’s Law. Edwin Hubble’s law with its implication
that the universe is always expanding,
The incompleteness of the space is deliberate to allow it to evolve over a period of time.
29
became the inspiration for both the name and
the visual identity of the food court. Starting
afresh, this was an opportunity to introduce
the concept of an open food area that is an
all-day, casual experience in a busy workday
space where few other options existed. But to
seed the crumbs that would pave the platform
for cross-departmental dialogue, four pillars
of intent were identified: meet & Eat (ME),
Work & Explore (WE). These pillars were woven
into the physical design of the space and its
experience. From the non-existent signage
in order to promote discovery, to show-and-
tell spaces within the food court; there are a
myriad ways in which brands communicate
with consumers. The onus lies on The
Hubble to keep the channels open and the
communication engaging.
An example of what happens at The
Hubble: tiny invitation flags were placed on
each table to signal a table open for no-
longer-strangers to join, as well as post-its
on the library shelves to encourage sharing
recommendations and facilitate new
conversations.
Beyond a brand name that inherently aims
at seeking new horizons, The Hubble’s visual
identity was created to hint at a mechanically
and technically sound foundation, opening
up to a non-hierarchical structure where
unsuspecting nodes intersect and surprise.
Not only must a brand stand for something
aspirational, but it must also reflect the
A Dash of Garlic
Javed KhanHubble
the aim was to create a new eating experience at the Hubble. the food at the Hubble had to be totally different from what is served at our canteen. It had to be
contemporary, healthy and tasty, in a way that
would appeal to young Godrejites.
The Hubble is expected to host a variety of
events including CHANGE Talks, Expert Talks, Friday Fundas, Corporate Lunches and the like.
Hence, we were asked to customize menus
by including meals that people will remember
and cherish. The menu had to be innovative
and dynamic. To make this come true, we
handpicked our team and began putting
in place the required infrastructure at The
Hubble.
our own Culinary theatreA great man once rightly said, “One cannot
think well, love well, and sleep well, if one has
not dined well.” To this, I would like to add that
one cannot work well if one has not eaten
well. It is said that chefs are the artists of the
highest order as they deal with all five of the
human senses. A plate is the canvas on which
they create pieces of culinary art several times
a day, day after day.
change O c t O b e r 2 0 1 530
perspectives of its psychological brand
owners and those that will partake in its
journey. For The Hubble, this means to
reflecting on the past and inviting the future.
Not only must a brand stand for
something aspirational, it must also reflect
the perspectives of its psychological brand
owners
left: road paint points the way to hubble.
top: invitation flags to encourage conversations with strangers.
31
Health And HygieneAll the dishes are made by adhering to
high standards as applicable to serving of
good food. The vegetables are cleaned using
the three-sink method of washing and are
sanitized in a potassium permanganate
solution. The water is kept running to ensure
that all the dirt and bacteria that may be there
in the vegetables and fruits is eliminated. The
dishes are prepared in accordance with best
hygiene practices and the rules of HACCP
(Hazard Analysis and Critical Control Points).
All our sauces and gravies are freshly made
using ingredients of the highest quality. We
preserve our ingredients using temperature
control equipment which is generally set at 2
degrees celsius, the temperature above which
bacteria, that makes the food unfit for human
consumption, thrives.
At The Hubble, there are separate kiosks
for food and beverages; both types of kiosks
have distinctive designs. The food kiosks sell
delicious items like Dum Biryani, traditional
Italian Pastas and home-made Jalebis to
name a few. The kitchen at The Hubble is an
open kitchen, which adds to the visual appeal.
The multi-cuisine menu ranges from Aamchi mumbai ka Ban-maska to La razza Tuscan
Arabiatta oozing with cheese. In an effort to
minimize our carbon footprint, all supplies
have been sourced from local vendors.
We have partnered with vendors who are
committed to high-quality supplies.
We believe that the food at The Hubble
provides truly compelling value for money,
especially if you compare it with the food
served at outlets close to our campus. We
serve the ordered dishes within 12 minutes
or less, which is also below the standard
serve time of 15 minutes experienced at most
places. To eliminate the wastage of food, we
follow the Chase strategy for predicting the
likely off-take. Our inventory of ingredients
is continuously monitored to ensure that the
stocks do not build up excessively, resulting in
overall wastage. Constant feedback is taken
from the people who eat at The Hubble to
enable us to modify the menu as well as the
recipes.
the Coffee shopThe coffee shop at The Hubble is
responsible for world-class brews. The coffee
served here is an Italian coffee made from
the Arabiacco Puro Gusto Coffee beans which
produces a well-rounded and velvety coffee
Bedazzled
Nalini KalaCorPorAte CoMMuniCAtion
on 18th April 2014, as people walked up to the first floor of the Plant 13 Annexe building, they were clueless about what was awaiting them. On entering and exploring
this seemingly-outer space like area called
The Hubble, one of them exclaimed, “Oh man,
this does not look one bit like Godrej... THIS
is the 'change' we were expecting... rocking...
rocking... Now you will have to stop us from
coming here, like have a rule that you cannot
be here 24x7... everything will be in this place-
to-be... friends won’t believe this is Godrej,
maybe US or some other place... amazing”. And
his was not the only jaw that dropped that
evening!
The event was the unveiling and launch
of The Hubble - an informal, vibrant space
designed to refresh, through casual food,
informal interaction with others, a bit of
change O c t O b e r 2 0 1 532
with a balanced body and a unique, delicate
flavour. Latte art is our forte - be it writing
your name or 3D coffee art, our trained
baristas can conjure up practically anything;
even a cat coming out of your coffee!
The coffee shop has a semi-automatic,
double group Italian coffee machine. Our
baristas take utmost care of hygiene by
regularly cleaning the coffee machines
including the milk steaming pipes. The
machines are sanitized using sanitation
tablets thrice a week – a practice not followed
by most other coffee outlets.
From our range of cold beverages, mocktails
are the most sought after. Kairi Ka Panna with
tapioca and Strawberry Boba are the most
popular drinks. Parrot’s Song, Singapore Sling,
Hidden Blue, Hawaiian and Death by Chocolate
are some of our innovative mocktails. A
specialty menu for drinks is being prepared
to offer shots like Desi Tadka, Pan masala, Gol Gappa and Kacchi Beer (alcohol free). From time
to time, we also name drinks after our guests.
For example, the Double Shot cold coffee has
“To get more done, never eat alone”
33
“Godrej is changing. A generation change.”
GoDreJite on tHe Hubble
“extremely delighted, this is unimaginable... can Godrej do this? We are surprised, i am very, very happy... i will be proud to bring my friends down here... every time i get a visitor, i will bring them to show how we are progressing and leading change”
GoDreJite on tHe Hubble
“Discussion, get together, business development... would like to get our clients here.”
GoDreJite on tHe Hubble
“Fantabulous... get energized, fun loving place... this is what my friends missed, whoever couldn’t make it today.”
GoDreJite on tHe Hubble
“i’m enjoying the 'best days of my life’ with Godrej.”
GoDreJite on tHe Hubble
'me-time' and exposure to new ways of
looking at the world. At the launch party, all
five senses were treated to several delights.
Our chefs prepared a delectable menu that
was savoured with equal enthusiasm by all
Godrejites. This was accompanied by a rocking
performance by the band, The other People,
which spurred many members of the audience
to shake a leg. The birthdays of fifteen
Godrejites, who also shared their birthdays
with The Hubble, were also celebrated. If this
experience was the preview of the future,
people wanted to fervently queue up at the
palmist and tarot card reader’s desk to know
it all. Meanwhile, if one felt like reliving old
memories, a Godrej Typewriter was ready to
be ‘click-clacked’ and even connected to a
computer for an electronic output! Overall,
it was one of the most memorable days for
Godrejites, who are now looking forward to
the future
been rechristened Anubhav Frappe after The
Hubble-regular Anubhav Gupta. The coffee
shop also serves delicious eggless pastries
and cakes.
At The Hubble, the crockery and cutlery
used are of the highest standards. These
have been carefully sourced to enhance the
overall culinary experience. To us, continuous
innovation and improvement are paramount.
To help us tread on this path we need
continual feedback for, both, the items of food
and the drinks served. Feedback regarding the
level of service is also welcomed
change O c t O b e r 2 0 1 534
in a world where it’s easy to lose one’s self in the maze of socially accepted behaviours, the trappings of ‘likes’ and ‘+1’s and the intrinsic need to be ‘cool’, we triggered introspection. What do YOU want? If you
slightly scraped the side of a Mercedes while
parking in the middle of the night, would
you own up and apologize? As a Municipal
Commissioner, what initiatives would you take
up to make Mumbai a better city to live in? 56
percent pledged to open more public parks
and cleanup the water-front. Amusingly, 33
percent believed that making 3-day weekends
mandatory would make Mumbai one of ‘the
most liveable cities’.
Godrej Archives conducted an opinion poll,
during the recent 16th Lok Sabha elections.
It comprised of 13 questions that urged
participants to delve inwards and get to know
themselves better. The timing was just right:
every Indian, argumentative or otherwise,
was expressing well-articulated opinions
and declaring allegiances. We had the
perfect space: The Hubble, an aesthetically
designed multi-purpose platform created to
prompt free-flowing conversations. Finally,
we had an appropriate prop: the Ballot Box.
Manufactured by Godrej & Boyce for India’s
first ever general elections, held in 1952. This
indigenously developed ‘symbol of
democracy’ became the archivist’s tool to
spark a dialogue.
Nina Simon, the author of the book, The
Participatory Museum, calls artefacts, articles
such as the Ballot Box, which go beyond their
obvious artistic or historical significance and
become ‘social objects’. “Social objects are the
engines of socially networked experiences,”
she says, “the content around which the
conversations happen. They allow people to
focus their attention on a ‘third thing’ rather
than on each other, making interpersonal
engagement comfortable. People connect
with strangers when they have a shared
interest in specific objects. We connect with
people through our interests and shared
experiences of the objects around us.”
Examine Express EndorseUsing historical artefacts to provoke conversations that matter.
Sanghamitra SenGoDreJ ArCHives
Would you rather be a member of a world champion sports team or be the champion of an individual sport? We asked.
if you could go back in time and choose your parents, you would…? We provoked.
Creativity can be taught. We stated. You agreed.
35
For ‘social object experiences’ to work
repeatedly, day after day, for diverse groups
of people, design tweaks can make an
object more personal, active, provocative,
or relational. The 13 questions we asked, did
exactly that. Our thought behind the activity
was to encourage people to examine, express
and endorse, while appreciating an object
from the remarkable past of Godrej.
This was not a first for us. Over the years,
Godrej Archives has ensured that displays
and exhibitions are interactive in nature as
opposed to being static. The Feedback Tree
installation at the exhibition celebrating
the Birth Centenary of our former Chairman
Sohrab Godrej is an example of exactly
that. This Tree drew its inspiration from his
nickname ‘Man of Trees’ OR ‘Become an
Archivist’. This initiative allows employees
to view archival photographs and add to the
database of information by tagging subjects,
describing events, seeing objects seeped
in history in a completely relevant, topical
and personal context. It lends magic to the
experience.
Apart from the Ballot Box installation, which
was conceptualized as a launch event for The
Hubble, an ongoing feature, in the space, is
the typewriter corner. Since, The Hubble was
visualized to be a space where employees
could Work and Explore; a fully functional
Godrej Prima Typewriter has been installed.
It allows users to explore an iconic product
from Godrej’s past. The typewriter corner is
now more of a ‘Writer’s Den’ of sorts, where
users, in moments of solitude, can tap away
their thoughts while discovering the thrills
and challenges of a mode of writing that is no
longer commonly used.
To make the experience more
contemporary, our engineers have linked
the Prima typewriter, a manual machine,
to a computer. So, as you type away on
specially designed letterheads and inland
letters, a word document gets created on the
computer, which can then be e-mailed. To
complete the experience of a Writer’s Den, a
Post box has been added to the set which can
be used to send letters to anyone in Godrej.
Once again, the focus was on creating an
environment that allowed visitors to interact
with the exhibits in a direct, ‘hands-on’
manner. Visitors are surprised by the fact
that the traditional ‘rules’ of behaviour in
a museum do not apply here and that it is
possible for them to touch and tinker with the
artefacts from the past.
Manufactured by Godrej & Boyce for
India’s first general elections, held in 1952,
this indigenously developed ‘symbol of
democracy’ became the archivist’s tool to
spark a dialogue.
Artefacts which go beyond their obvious artistic or historical significance, become ‘social objects’- the content around which the conversations happen.
Above: ‘Space Bar’ - a writers’ den with a re-wired Godrej
Prima typewriter.
left: introspection and curiosity at Polling Centre No.13a
change O c t O b e r 2 0 1 536
What started out as a simple food court idea took on the shape of something much bigger, thanks
to Design Thinking and the power of
collaboration between several teams
including Innovation & Design Centre,
Interio, Personnel & Administration,
Construction and Electricals &
Electronics. The space was aptly named
‘The Hubble’ to allude to Dr. Edwin
Hubble’s theory that the Universe is
continually expanding; as must our
own beliefs about what we can achieve,
together.
The Hubble’s launch was incredible
with almost the entire company,
including the leadership team, present
at the inauguration. A rock band playing,
(yes you read that right!) during office
hours on the campus of a manufacturing
company, clearly signalled that change
is happening at Godrej and it is here
to stay. Over the year, The Hubble has
continued to surprise, delight and
engage our people with unusual events,
different cuisines, celebrations around
festivals and much, much more.
So, how has Hubble impacted us?
One – It is clearly not just an ‘adda’ - a
place where employees love to come
down to eat, meet, share and exchange
views - but a happening place that has
positioned Godrej as a company that
people are proud to be associated with.
It’s a place that gives them bragging
rights and provides one more compelling
reason to look forward to coming to
work, every day!
Two - After The Hubble happened to
GODREj AfTER
THE HUBBLE...one year on
37
Godrej, one sees a lot more informality.
People across hierarchies and functions
come together to enjoy a cup of coffee,
a snack, and even a meal. Connections
are far more informal, open and
frequent. The sense that it is OK to not
be in your designated place of work and
still continue to be productive is also
slowly gaining acceptance.
Three - Employees and their families,
especially those that reside in our
residential colonies, now have access
to a much richer cultural scene – film
screenings, musical performances, rock
shows, comedy acts and so on. These
events, which were unimaginable in the
Godrej experience, are now a reality.
Interestingly, I also see many non-
Godrej employees using The Hubble
as a place to work and this is good
for us. Hopefully, it is leading to new
connections that can be leveraged in
our personal and professional lives…
the more the better in a networked
economy!
Finally, The Hubble has added a new
wave of energy at Godrej – ripples that I
hope to see spread across all our offices
and establishments all over the country
and abroad.
Welcome to year two at The Hubble.
Anil G VermaexeCutive DireCtor & PresiDent
change O c t O b e r 2 0 1 538
thursday, April 24, 2014: the morning begins with the Godrej Pillars emanating a soft white light, on display, at Plant 13’s lobby on the 4th floor. As the sun makes
its way into the space, the Godrej directors
begin their procession in anticipation of the
day’s meetings. Ascending the stairs from the
floor below, a glimmer of the faceted white
ceiling comes into their view. The Pillars,
glowing with their bright white light, welcome
those passing through the installation, in
recognition of their proximity. A soft glow
illuminates the text printed on the smooth
fabric structure. Out of curiosity, a Pillar is
touched and it responds - it fills up with a
brilliant magenta glow from bottom to top,
and the beam of colour travels across the
ceiling and makes a connection with another
Pillar. This is the Pillars Exhibition. It is for every
Godrej employee, regardless of their position
in the organisation, the opportunity to grow
and connect through the Pillars.
This exhibit reinforces Navroze Godrej’s
presentation to the Board of Directors
in regard to the Purpose Pillars Strategy.
Together with IA Collaborative, Godrej
envisioned Pillars as an innovative business
strategy for the future of the organisation. The
purpose of the Pillars, as Navroze expressed,
is to align the businesses around one trusted
brand. This strategy will infuse work with
purpose, giving a new view of the kind of user
needs that Godrej satisfies every day. It will
cut costs and widen margins through process,
efficiency and higher quality offerings. It will
inspire new opportunities across business
lines. As a business strategy, the Pillars will
illuminate opportunities for deliberate,
purposeful synergy between business units.
This is also the overall design intent of the
Pillars exhibition.
The exhibition gives Godrejites an
opportunity to discover the Pillars for
themselves through physical exploration. The
design exemplifies individual Pillars merging
into a single form above, amplifying the
unity that represents Godrej. The underlying
inspiration came from the banyan tree, With
its many branches growing together to form a
single whole.
The design underwent several material
considerations including frosted and coloured
acrylic panels, a carbon fiber structure, even
thousands of individual strands of string. As
the design concept evolved, IA Collaborative
tested materials by using 3D printing. In
the end they decided that the best way to
communicate the concept would be a faceted
metal frame wrapped in a smooth, soft printed
white fabric. These materials encourage
Godrej Purpose Pillarsilluminating opportunities for deliberate and purposeful synergy between business units.
Hemmant JhaGoDreJ & boyCe
Stacy mortoniA CollAborAtive
The banyan tree with its many branches growing together to form a single whole.
Above: The Purpose Pillars installation
at Plant 13 annexe. The six multi-faceted structures
represent each of the six Pillars.
39
interaction and prompt discovery through
touch. As one walks by, the structure lights up
and illuminates printed content associated to
each Pillar. The inherent nature of the fabric
encourages physical interaction. The Pillar fills
with colour from floor to ceiling and synergies
are depicted as light moves across the ceiling
and down onto a connecting Pillar.
One of the most challenging aspects of
the project was to transport thousands of
parts and material from Chicago to India for
installation. IA needed to design the Pillars
such that the structures were light in weight,
could be easily disassembled in Chicago, and
quickly reassembled in India for the final
installation. The team was able to design
each Pillar using a system of straight thin
wall aluminium tubes and unique welded
joints which, when disassembled, were
compact enough to be boxed and shipped
easily. Thousands of segments of wire were
individually stripped, crimped, and connected
to strands of LEDs ensuring quick installation
upon arriving in India. All 22,500 LEDs were
assembled, coded, and tested in Chicago,
at IA Collaborative. All in all, the fabricated
materials were shipped from Chicago and
arrived in India perfectly in sync with the IA
design team.
Ultimately, this installation was the result
of the collaboration between IA Collaborative
and Godrej teams. From strategic alignment
to fabrication, to the final installation, both
teams worked in unison to present an exhibit
for Godrej that was both beautiful and
enlightening. This collaboration demonstrates
how the world is more connected and more
collaborative than ever, an important aspect
of the Pillars ideology that Godrej hopes to
further leverage.
Adopting Pillars into the culture at
Godrej will allow people to look at their
work differently. Godrej will continue to
manufacture our world, while simultaneously
providing cutting-edge thinking and
innovation. The company has already seen
considerable innovation success that comes
from synergy between business units. By
expanding the capability to connect in
measured and meaningful ways, Godrej can
support new efficiencies, learning, purpose,
and enable a unified identity. It is with these
newfound synergies and a shared purpose
that Godrej will lead its customers into the
future.
HOW IT WORKS
each pillar is embedded with its own computer system controlling individual strands of leD lights that get activated with both, proximity and touch sensors. the installation consists of over 22,500 leDs, 3,000 meters of wire, and 45 sensors invisible within the fabric wrapped structure. the semi-opaque attributes of the fabric filters colour and illuminates the faceted frame from within.
t H e s i x P i l l A r s
SecurityProviding secure protection of
goods and information
EnergyMaking power accessible
Lifestyleenabling people to confidently
express themselves
Wellnesscreating conditions that
organically promote well-being
Connectivityconnecting people to foster success
ProductivityIncreasing people’s ability to
achieve their goals
"The purpose of Pillars is to align the businesses around one trusted brand."
change O c t O b e r 2 0 1 540
What are the Purpose Pillars all about? What do they stand for and mean?
Purpose Pillars gives us a way to think
about the future. It is a framework for the
Godrej businesses to address the changing
world around us. It enables us to be more
user-centred and customer-centred in our
approach by addressing user and customer
aspirations. People aspire to be safe, healthy,
happy, successful and productive. It is our
responsibility to figure out what each of these
mean. In doing so, we will design and deliver
better products, services and infrastructure.
Our six Purpose Pillars – Security, Well-being,
Lifestyle, Energy, Productivity and Connectivity
– represent our users’ and customers’
aspirations for themselves, their families, their
workplaces and their communities.
Purpose Pillars
Answers Sought
On the occasion of the BOD Annual Meet, an
exhibition was put up on the theme of Godrej
Purpose Pillars. At the exhibition, Suruchi
Trivedi took the opportunity to interview
Navroze Godrej and capture his vision and
the reasons why he believes the Purpose
Pillars have the power to redefine the way we
Godrejites think, work and innovate. He spoke
extensively on the topic. Here are the excerpts
of the interview for our readers.
People aspire to be safe, healthy, happy, successful and productive. It is our responsibility to figure out what each of these mean. In doing so, we will design and deliver better products, services and infrastructure.
Suruchi TrivediGoDreJ innovAtion & DesiGn Centre
41
How did we think about pillars? Why these 6 specifically?
We started by looking at everything we do
today and asked what the user needs and
the aspirations we serve. We studied how
the world around us is changing through
technology and explored how our businesses
could be impacted by these changes. For
example, mobile technology and connectivity
has transformed the way information is
consumed and given individuals more power
than ever before to access and control
information about the world around them, the
products they seek to purchase, and the social
connections they want to forge. We studied
how rapid urbanization is putting a strain on
infrastructure and how innovative companies
across the world are developing new
business models to address issues like urban
transportation, renewable power generation
and distribution, access to medical care, and
distributed collaborative work.
These six Pillars represent a meaningful way
to serve our customers today and in the future
by looking at both, our current businesses as
well as how we shape our future vision.
In many ways, we are already thinking
along these lines, but in the rapidly changed
world, it is essential to focus on research. We
What’s the big picture associated with these pillars? Where are they taking the organisation?
Once we start thinking more holistically about
the needs and aspirations of users, we will
design and build better to energize future
businesses that promote a healthy lifestyle.
For example, based on our understanding of
how a family takes care of their health and
well-being, we will design home appliances.
Or by understanding how companies aspire to
keep their workforce happy and productive,
we will design better office furniture. So
firstly, we will focus our research and design
initiatives on these six Pillars. We will seek
to understand each Pillar as completely as
we can, in order to build better appliances,
security products, building infrastructure,
material handling and logistics, etc.
We want every individual in the
organisation to think, keeping the user's
aspirations in mind. Whatever it is that you do,
think about how you serve your customers’
needs and aspirations. Ask questions about
your user, your market, and believe that you
can make a difference by doing so. Our hope is
to have an organisation full of individuals who
care greatly about their impact on the world,
take full advantage of the opportunities in
front of them and find ways to continuously
challenge themselves to expand their
understanding of the world around them.
Godrej will provide the platform for every
individual in the organisation to participate in
an open dialogue about how we understand
the world of our users, what areas we seek to
impact, and how we can explore opportunities
for deliberate, purposeful synergy between
business units. We aim to build on the
increasing interconnectedness of industries,
markets and people.
should think beyond traditional boundaries
of industries, and instead, study how these
boundaries are getting blurred due to new
technology and changing behaviour.
How are these pillars manifested in terms of consumer insights?
People don’t think of themselves as belonging
to a particular industry or market. They don’t
define themselves as refrigerator buyers or
warehouse operators or equipment operators.
They think of themselves as trying to lead
a healthier life or to impress someone at
a social gathering or to achieve success at
the workplace. However, most companies
don’t think in this manner. Companies think
of themselves as belonging to a particular
industry or market. If we are to truly serve
their aspirations, we need to see ourselves
as our customers see themselves. By seeing
ourselves the way our customers see
themselves, (by following this perspective)
we are more likely to develop products
and services that our customers truly
love – refrigerators that help you manage
your health, furniture that makes you more
productive at work, equipment that reduces
stress levels and delights operators, or
security products that totally eliminate
anxiety from the equation.
Whatever it is that you do, think about how you serve your customers’ needs and aspirations. Ask questions about your user, your market and believe that you can make a difference by doing so.
ConnectivityConnecting people
to faster success
WellnessEstabishing conditions
that proactively promote well-being
lifestyleEnabling people to
confidently express themselves
energyMaking Power
accessible
securityProviding secure
protection of goods & information
ProductivityIncreasing People's
ability to achieve their goals
ManuFaCTurInG & ThouGhT LEadErshIP
The Godrej Pillars expose opportunities for deliberate, purposeful synergy between business units.
change O c t O b e r 2 0 1 542
How could businesses take the Purpose Pillars forward?
Challenge everyone in your team to the
question, “How can we add significantly
greater value to people’s lives?” The Pillars
are about elevating our offerings so that
they are in sync with people’s and society’s
long term vision of being healthy, safe,
happy, successful, efficient, sustainable and
productive. Our offerings need to focus on
these fundamental needs and desires.
We need to leverage the Pillars research
to transform existing offers and redefine
processes. The most successful organisations
have grown out of the fundamental
understanding of basic human needs and
desires. As we grow, it is critical to immerse
ourselves into the context of people’s daily
lives, so that we remain focused on what is
important to them. We need to constantly
carry out real world experiments and
prototype new products, business models and
processes.
We need to collaborate with other
businesses and leverage synergies between
businesses. There is so much that we would
be able to do if we identified and leveraged
synergies that existed between our business
units.
Do small experiments: as our knowledge
about our customers grows, so must our
ability to prototype new ideas. We need to
get better at doing small experiments that
test out new ideas before investing large
amounts of time and effort. We need a culture
of prototyping to permeate everything we
do. We must continuously evaluate if there’s
a better way to do something and always
question how our businesses could be
disrupted.
What is the roll-out plan? How are the pillars going to cascade down the line through the business?
The Pillars will be brought to life through
various types of training programs, publication
of our research, the creation of new positions
like Pillar Leaders and Pillar Champions,
online and offline communication, and built
environments. We believe these will translate
into new businesses. We plan to create many
different opportunities for everyone at Godrej
to engage with our Pillars. Over the next few
months, we will be sharing information about
each of the Pillars so that all Godrejites can
contribute to our future. We have started
programs like Sprint and Horizon, which are
creating opportunities for individuals to work
on concepts they are passionate about and
add value back to the organisation.
We need to adopt user and customer-
centric processes like design thinking in
everything we do. Innovation is about
taking a problem and seeing how you can
create significant additional value for your
stakeholders by doing something new. It is
beyond just new product development.
There are already projects underway in
several businesses and the Innovation &
Design Centre, which are exploring how
We need to strategically focus our efforts on the things that add maximum value to people’s lives. We need to question why we do what we do and if that is adding significant value.
Within a PillarCreating synergy between businesses in the same pillar.
ExaMPLEWashing machine and laundry detergent teams working together on a new laundry experience.
Across PillarConnecting between pillars to inspire new offerings.ExaMPLEFurniture, Construction and Electrical working together on building contracts and interior fitouts.
There are three distinct opportunities to help us connect in purposeful ways
1
2
new PillarsBranching into new fields.ExaMPLECreating an Education Pillar with new offerings.
3
43
current lines of business can use the Purpose
Pillars framework. The Sprint and Horizon
programs have created new business
opportunities for us while, at the same time,
provided a platform for people to explore
the Pillars and work on projects they are
passionate about.
What role can business and corporate leaders play?
We need to strategically focus our efforts
on the things that add maximum value to
people’s lives. We need to question why
we do what we do and if that is adding
significant value to. Leaders need to realize
that the world is changing faster than we had
imagined and that unless we think as far into
the future as possible, we will keep working
on near term solutions. Unless we look at
how industries are changing, we will miss
prevailing disruptions than can come from
anywhere. India is faced with many complex
challenges and the solutions which have
worked elsewhere, may or may not work in
the Indian context. Indians are going to have
to devise new solutions to problems at an
even faster pace. The question is, will we be
the ones presenting the solutions or will it be
someone else. We need to encourage more
multi-disciplinary projects and empower
teams. Multi-disciplinary teams achieve
surprisingly good results. If more projects are
able to leverage the diversity of capabilities
we have inside the company then, I believe,
we will see more powerful solutions coming
from Godrej. Teams must be empowered to
think creatively, take decisions quickly and
express themselves openly.
It is critical to immerse ourselves into the context of people’s daily lives so that we remain focused on what is important to them. We need to constantly carry out real world experiments and prototyping of new products, business models and processes.
Pillar leaders A designated leader for each pillar could travel between businesses and identify opportunities for senergy. As a team, leaders have a view of the entire company and can identify potential synergies across pillars.
An elastic structure will spark synergies organically by increasing communication throughout the company
ProduCTIVITy LEadEr
ConnECTIVITy LEadEr
WELLnEss LEadEr
LIFEsTyLE LEadEr
EnErGy LEadEr
sECurITy LEadEr
security Pillar Group
Locking systems
security Leader
Banking Facilities
air Frames
alarm systems
defense assembly
home safes
Meetings between businesses within each Pillar can serve as a forum for ideation and cross-pollination.
Within this structure, every employee will have the opportunity to think big & continuously progress toward mastery of the Pillars Awareness
All employees become aware of the Pillars and understand how they affect their business.
usageAll employees become proficient at using the Pillars in their everyday work. They create new ideas and maintain them through production.
MasteryManagement and Pillar Leaders become extremely adept at using the Pillars and can develop new ways to use them. They also lead and support others in their use of the pillars.
1
2
3
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Godrej will use five methods to build a culture that supports this progression toward mastery of the Pillars
PositionsHierarchy and career progression gives ownership to Pillars implementation
CommunicationWritten and verbal representation affirms the Pillars for employees on a broad scale.
eventsEvents bring people together.
ProcessesDay-to-day systems show employees how to incorporate the Pillars into daily routines.
environmentsEngaging spaces bring ideas to life.
45
What is expected from people in different roles? How do they contribute?
We want the Pillars to be something people
can use on a daily basis, whatever their
role or function. We don’t want it to be
something people think about in addition
to their jobs, but as a way to approach their
jobs – for someone selling appliances, it is
important to understand the health benefits
of a refrigerator; for someone designing
industrial automation systems, it is essential
to understand how their solution enhances
productivity on the shop-floor; for someone
designing a home security system, it is
essential to understand emotional security
and the anxiety felt by families to protect the
people they love; for someone responsible for
quality control, it is essential to understand
how a small defect in a piece of furniture could
destroy a family moment. You can contribute
regardless of your function.
Could we have a Pillar Council for each of these pillars? they could work further on unearthing the needs, meet the consumers, work on concepts etc. this should typically be a cross-functional team since this is not just a marketing initiative but also across the organisation.
Our goal is to create thought and action
leaders inside the company in each of the
six areas. We have already set up research
projects in each of the six Purpose Pillars.
These projects are exploring people’s
perceptions about these six areas, in order
to design better offers. The next step will
be to set up Pillar Groups, which can steer
projects and mentor project teams. We
plan to build resources for anyone to access
information about the six Pillars and to reach
out to experts in the organisation. This is a
collaborative journey and the greater the
number of people involved, the more likely the
organisation will be to succeed in the long run.
We don’t want the Pillars to be something people think about in addition to their jobs, but as a way to approach their jobs itself.
As we master the Pillars and discover new senergies between our businesses, it is important to take on a balanced perspective to ensure success. Pillars will spark synergy
Creating synergies between businesses at Godrej will support more efficient systems, knowledge sharing and ultimately better offerings for our customers.
Choose synergies DeliberatelyWhether identifying synergies within or across pillars, discuss the potential value that a specific collaboration would have for customers before carrying it out.
Pillars will require collaborationSynergies come to life through the collaboration between teams with different perspectives and working styles
building a network of Collaboration Build off of past successful synergies to leverage good working relationships.
Pillars will unify Godrej identityA unified identity across Godrej businesses will ensure that our customers have a more holistic experience across brands.
retain unique identities Ensure that every offering and brand has a unique role and identity within the larger whole.
change O c t O b e r 2 0 1 546
every year, at G&b, the board of Directors (boD) is taken through the performance of businesses in the year gone by, and their business plans for the coming year. In addition to the formal presentations that
every business makes, a common theme is
chosen to enable our businesses to showcase,
in an exhibition format, their strengths and
capabilities.
The theme for this year’s exhibition was
based on changing user and customer
needs and aspirations. Navroze Godrej firmly
believes that these needs, in the context of
new and fast emerging technologies, create
an imperative that is driving organisations to
think differently. The traditional boundaries
between the businesses are disappearing
fast and the need of the hour is to adopt
a holistic and deeper approach that will
enable organisations to keep aspirations
of customers and users at its core, for
developing new products and solutions.
“People don’t think of themselves as
belonging to a particular industry. They don’t
define themselves as refrigerator buyers
or warehouse operators. They think of
themselves as trying to lead a healthier life or
achieving success at the workplace. However,
companies think of themselves as belonging
to a particular industry or market. If we are to
truly serve their aspirations, we need to see
ourselves as our customers see themselves.
Then we will be more likely to develop
products and services that our customers will
truly love.”
It is this insight that forms the foundation
on which the Godrej Purpose Pillars stand. The
Purpose Pillars are the framework for the
Godrej businesses to address the changing
world. The Purpose Pillars is a unique concept
that aims to put people in the driver’s seat.
These six Pillars represent a meaningful way
by which we can serve our customers today.
The six Purpose Pillars are Security,
Productivity, Energy, Lifestyle, Well-Being and
Connectivity. These pillars identify purposeful
ways in which we can connect, collaborate
and grow - infusing our work with new
meaning and giving us a new understanding
of the users we serve every day. The Pillars
are about elevating our offerings so that
they are in sync with the long term vision of
people and society; of being healthy, safe,
happy, successful, efficient, sustainable and
productive.
The over-arching theme of the BOD event is
beginning to manifest into a movement that
is all set to shape our vision of tomorrow and
revolutionise the way Godrejites think, plan
and execute.
Exploring the Changing World through Purpose Pillars
Suruchi TrivediGoDreJ innovAtion & DesiGn Centre
47
But before we move ahead, let us take a
closer look at the event.
At first glance, a visitor to the BOD
exhibition sees only six Pillars. But once they
delve into this space, they discover the vast
powerhouse of information which inspires
all Godrejites to re-imagine their role in the
company.
Each pillar is designed to provoke visitors
to join the dots and yet think out-of-the-
box. The intriguing use of what we like to
call ‘provotypes’ (i.e. provocative prototypes)
inspires us to seek uncommon connections,
with user insights acting as thought starters
that could spark collaborations. Each concept
is brought alive by short video films and the
Purpose Pillars journey is taken through the
mind map of a user, exploring what they
want and what is feasible from a business
perspective.
Thought provoking and an inspiring wealth
of information is brought alive by each
and every Purpose Pillars, which inspires
Godrejites to think beyond the obvious. These
Pillars were put together with the help of
teams from the Horizon program. The Horizon
program was a mammoth six month long
exercise that saw six cross-functional teams
from various businesses coming together to
work on innovation based projects directly
under the guidance of Navroze Godrej. All
projects undertaken revolved around the
Purpose Pillars.
As mentioned earlier, customer needs
and aspirations were kept at the core of the
projects and users’ views were solicited which
were bolstered with the industry insights and
expert inputs. Key points and possibilities of
new innovation related to each Pillar were
“The exhibit was an eye-opener. The fact that we are being urged to think beyond our immediate job profiles and share ideas and innovations across the Pillars is very exciting. It opens up a whole new way of thinking.”
niKitA, GoDreJ ConstruCtion
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49
culled from the vast amount of research
and immersion. These were then carefully
captured and articulated for putting together
an exhibition.
The BOD exhibition was brought to
Godrejites by an extensive roll-out campaign.
The intent was to create awareness and to
invite our people to dive deep and discover
more about our Purpose Pillars. The first leg
of the campaign saw the dispatch of teaser
e-mails that generated curiosity. From the
refreshing thread installation at The Hubble to
travelling post-it notes, Godrejites were urged
to share their ideas on concepts that straddled
different pillars. The thread installation was
especially thought-provoking as users could
physically depict the synergy that can exist
between diverse businesses. A fun element
was included with fortune cookies placed at
manufacturing locations and other common
spaces such as The Hubble, the canteen and
other similar places. On opening the cookies
a Purpose Pillar thought and an invitation
to visit the BOD exhibit was revealed. At
the exhibition, intriguing wire puzzles were
handed out which provoked visitors to think
differently.
A series of e-mailers and outdoor media
announcements across the campus, urged our
people to visit the exhibition. Every visitor was
given a handbook urging Godrejites to view
their work through the lens of the Purpose
Pillars. The handbook captures the essence
of the six Pillars, which are amplified with
engaging visuals. It’s a handy guide available
to each Godrejite to know more about the
Purpose Pillars and how to transfer their
principles into the workplace.
In addition, the concept of the Purpose
Pillars was brought alive in a motivational film
to inspire Godrejites. It captured vignettes
from across Godrej to applaud the stellar
Godrej spirit and provoke all of us to look
beyond the obvious and see the extra
ordinary. It undoubtedly invokes a sense
of pride and brings to the fore, the higher
purpose that Godrejites should strive for.
We were grateful to receive a warm
appreciation from the Board of Directors
stating that ‘the thinking at Godrej has been
elevated to a new level and Godrejites need to
sustain the momentum’.
The accolades and praise continued to pour
in once the exhibition was opened for all for a
period of two months. The exhibition will make
its presence felt through a comprehensive and
dynamic intranet website purposepillars.godrej.com.
The ‘Share an Idea Wall’ section of the
website is a limitless slate that gives everyone
a platform to contribute by proposing a new
way to do something or a new opportunity for
business that requires exploration.
I firmly believe that the Purpose Pillars
driven approach will elevate each of us
within the organisation to a higher purpose
of being, giving us the opportunity to
rethink, re-imagine, reinvent, and innovate.
The onus now lies on us to make the most
of this revolutionary and exciting journey
that has just begun, a journey which is
bound to provide immense opportunities
to our businesses and our people to make
a difference in the organisation and move
beyond the boundaries!
Do visit www.purposepillars.godrej.com and share your idea – it might just be our next big disruption!
"The thinking at Godrej has been elevated to a new level and Godrejites need to sustain the momentum"boArD oF DireCtors
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looking at a bonsai is an experience; the sight of a beautifully formed bonsai captures the vision and brings about peace and harmony. Bonsai is steeped
in centuries old Japanese and Chinese tradition. Over
the years, nurturing and appreciating miniature trees
growing in ceramic pots has become very popular the
world over. India is not lagging behind – here we have
thousands of bonsai lovers spread across the country.
They are guided and supported by the Bonsai Study
Group of the Indo-Japanese Association of Mumbai
with nearly twenty two affiliated chapters in India and
Oman.
In China, Japan and some other countries, little trees
with artistic shapes have become national treasures.
Zen with BonsaiA hobby that’s more than just art, it’s cathartic
Bonsai Styles Styles can be grouped based on different criteria, such as the trunk orientation or the number of trunks in the bonsai specimen
Nikunj & Jyoti ParekhtHe inDo-JAPAnese AssoCiAtion
formal UprightThe miniature tree could be a replica of trees growing in nature - upright, with the right kind of environment wherein the roots, trunk, branches and foliage are growing well.
Informal UprightInformal upright style is where the trunk bends at an angle but the apex of tree remains in one line.
SlantingIn this style the trunk emerges from the soil at an angle, and the apex of the bonsai is located to the left or right of the root base. Branches generally grow parallel to the ground, rather than growing at right angles to the slanted trunk.
CascadeModelled after the trees that fall precariously on a cliff or mountainside and yet want to survive against the vagaries of nature.
51
Bonsai BasicsPlanning your bonsai
Before beginning to make a miniature
tree, it is best to look at the tree from its
front, back and sides.
Observe its roots and the way it is growing
in a nursery-grown bag or ordinary pot. The
“Rule of Thirds” is applicable to Bonsai plants
evaluate the total space of your tree and the
ceramic container and divide it into thirds,
both horizontally and vertically. By this
method, you obtain proper division of space
and get an idea of how much one should
prune unwanted, distracting branches.
A three-dimensional design will allow
sunlight to reach all parts of the tree. Space
and design will nurture the bonsai with
tender love and care, and it will live a long,
healthy life.
PruningPruning controls the bonsai’s growth and
it retains its form by removal of unwanted
branches and foliage. For this, all you need
is a sharp pruning shear, a wire cutter and
wires. Upon reaching a fairly good level of
proficiency, one can acquire better tools.
Try flushing the stubs, which can be a place
for insects to hide. Remember to remove
crisscrossing branches and dead branches.
Allow the tree to thrive in enough sunlight
and timely watering. Apply a cut paste with
fungicide on wounds.
You do not need to prune your bonsai all
the time. Once it is pruned to a basic shape,
try to maintain the shape. Pruning is needed
when the bonsai has remained unattended
for a long period of time. Pinching regularly,
takes care of the foliage, which then gets
denser. If the foliage is too thin or twiggy,
nipping or pinching helps the tree to have
new shoots with compact growth.
WiringOnce the tree is pruned and nipped,
the process of wiring follows. Wiring with
anodized aluminium or copper wires is done
to bend the trunk or branches to a desired
shape. This acts only as a temporary brace,
and in one or two seasons we can achieve
the desired design. One must be careful not
to let wires bite into the trunk or branches,
as they will leave ugly marks on the tree. Do
not wire too tight or even too loose as you
are creating a piece of art for the future.
The wiring should be done at an angle of 45
degrees for proper anchorage and strength.
Potting & CareFor many years, we have grown indoor
plants in pots with the aim of keeping them
healthy and to get flowers and fruits.
Bonsai are also potted plants, but with the
aim of keeping the tree healthy and with an
aesthetic design and shape. The miniature
tree should be a replica of trees growing
in nature such as formal upright style with
the absolutely right kind of environment
wherein the roots, trunk, branches and
foliage are growing well.
All horticultural requirements and
treatments like watering, fertilizing, cutting
of extra roots and repotting, are similar to
ordinary potted plants except that with
Bonsai plants, special thought is given to
design.
These well-known styles provide a convenient shorthand means for communicating about existing bonsai and for designing new ones.
Semi CascadeThe apex of the tree extends just at the level of, or beneath, the lip of the bonsai pot. It does not fall below the bottom of the pot.
Broom forest GroveThis is a group planting that resembles a forest or grove.
Clump
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i joined Godrej last october as Chief Design officer, and in the past year, i have had the opportunity to experience Godrej like few others have. I have visited every Godrej
manufacturing facility, spent time with the
leaders and the teams at every business,
their dealers and distributors, their design
and development partners, members of the
board and the Godrej family. And I can say,
unequivocally, that Godrej is a remarkable
company, from both an insider's and
outsider's perspective. It will only get better,
and here’s how I see us getting there.
At Godrej, our aim is to create a modern,
global enterprise that is right for our time, for
our customers, for India and for the world.
We aim to improve the quality of every life
we touch, and create joyful and seamless
experiences across the range of Godrej
products and services.
Today, we are known as a trusted partner,
a trusted company and a trusted provider.
Tomorrow, we will build on this trust and
explore what’s possible. We will show what
can be accomplished with the best thinking,
engineering, design solutions, made of the
best materials and using the best processes.
This is our vision, and it will require us to get
ambitious and creative. Godrej Innovation & Design Centre will bring this vision to life across
the entire range of our products and services.
Simply put, design is about finding creative
and meaningful solutions to complex
problems. The Design Center is currently
working on short term, long term, research
and experimental projects, in consumer
and business products and services. We're
building strategic relationships across the
world - developing partnerships with other
companies, independent experts, educational
institutions, design and technical agencies.
We're putting together a comprehensive
Godrej Design Policy, which is meant to give our
vision a voice. It embodies what’s next for us
and what the world can expect from us. This is
the big idea. The design ethos we will follow in
everything that we do, and will be applied to
everything that we send out into the world.
As a focused and tactical companion for
our Design Policy, we’re creating the Godrej
Design Guide, a ‘how-to’ for design. This living
document will evolve over time - use it for
inspiration, information, and as a design
checklist. It is for everyone and for everything
- for a product, a presentation, a business card
or a business strategy. You will all have a copy
very soon.
With these initiatives, our aim is not simply
to compete with foreign companies who have
entered the Indian market, but to create the
best products in the world; to create products
and services that will be the benchmark for
other companies to measure up to. Our only
measure of excellence is excellence itself.
The best products need the best people. At
the Innovation and Design Centre, Navroze
and I empower people to do their best work,
and support and reward people with ambition
and an affinity for excellence. We believe
there is also great value in collaborating with
experts outside Godrej, in all fields. Above all,
we want to work with the best, learn from the
best and be the best.
Being the best is not easy. And this requires
Hemmant jha chief Design Officer, godrej & Boyce, shares his thoughts on design, ambition and godrej.
Our only measure of excellence is excellence itself.
53
a certain way of thinking. Below are elements
that I believe are essential for what we aim to
achieve.
rigour. We’ve all heard Jamshyd say that a rigorous
process is absolutely essential for excellence.
Because one doesn’t just stumble upon
success - for the quality of a presentation
or the soundness of a business plan, for the
precise click of a lock or the perfect finish of
a component, for any intelligent design and
engineering solution, rigour is a must.
beauty. To hear Phiroze speak of beauty is, in
itself, a thing of beauty. He communicates
his thoughts on beauty with words, with
his hands and with his eyes - his affinity for
beauty is palpable. Its importance in our
everyday lives is immense. We all recognize
beauty when we see it - we may not be able
to say exactly why, but it moves us. Beauty
makes people happy. Beauty also drives sales.
speed. Speed does not mean doing things in
a random rush. It does not mean cutting
corners, or working in a slapdash, non-
rigorous way. Use efficient processes and
change O c t O b e r 2 0 1 554
55
quick thinking, followed by quick action.
respect. For time and for people. How we treat
people - our colleagues, our partners and
vendors, our consumers, our projects, our
environment, and ourselves, says a lot about
who we are as a company and as a people. We
are all capable of contributing to the greater
goal, and it is important to be mindful of that.
clarity. Any thing or any process should be exactly
what it needs to be and do exactly what it
needs to do. No more, no less. We should not
let second-guessing, self-doubt, accepted
practices or a competitor’s solution cloud our
vision of what is best for a given product or
service that we are creating.
pride. Do your own thing. Do not copy, do not
imitate or emulate. Every product from
another company is an expression of their
identity and their brand. It represents who
they are, how they work, how they think,
how they make things. With pride and with
confidence, let's do our own thing - assert our
own identity and strengthen our own brand.
ambition. With the right attitude, anything is possible.
We are privileged to live in a time when
everything can be done - Godrej just helped
send a satellite to Mars. Let’s never discuss
why things cannot be done; let’s figure out
how to make them happen.
I believe that design is democratic. I will
support any person in any capacity, in any
business who wants to make things happen.
If you feel you're the best at what you do [or
know someone who is], and have the drive
and the skills to do something absolutely
world-class, let's talk. Reach me anytime at
We are part of something big - it is
important to remember that, and easy to
forget in our day-to-day routine. So let’s think
big. Why? It is our aim to make the world's
best products, offer the best services, and
enable the best experiences. We'll do new and
genuinely interesting things. We'll do useful
things, and we'll enable meaningful things.
Above all, we'll do them better than they've
ever been done before - here or anywhere
else.
It is our aim to make the world's best products, offer the best services, and enable the best experiences. We'll do new and genuinely interesting things. We'll do useful things, and we'll enable meaningful things. Above all, we'll do them better than they've ever been done before - here or anywhere else.
change O c t O b e r 2 0 1 556
7th March 2014: it was a beautiful sunny morning in latur, Maharashtra. With
the entire dome as a canvas and tools of
expression – paintbrushes and colours in their
hands, about 75 children were painting, not on
paper but directly on the ChotuKools. Through
the universal language of art and colour, each
child was expressing his own creativity by
painting on a ChotuKool, thus co-creating with
Godrej; a ChotuKool with a unique in design
at this painting competition organized at the
dome by Godrej.
What is Kaleidom?Kaleidom is a kaleidoscope of designs, art
and technology put under a dome. Simply
expressed, it is ‘Kala’ under the dome. It is
about ensuring a memorable experience for
consumers. Kaleidom, in its physical avatar
is approximately 19 meters in diameter. A
spherical shaped Geodesic dome created
by intersecting pentagonal steel elements
to form a semi-sphere. It is a temporary
structure, which can be dismantled and
installed easily at locations, where we wish to
carry out an experiential engagement with
local communities.
new Ways of reaching out To develop products and services which will
appeal to today’s consumers, a much deeper
and wider understanding of their psyche is
needed. This understanding can only be had
by interactive encounters with them and
actually observing their experiences with the
products and services offered.
Kaleidom is a unique and innovative
The Art & Science of Kaleidom
v i s i t o r s P e A K
“First time in the last 30 years, we have seen something like this happen in our town.”
Kaleidom is a unique and innovative platform where consumers can interact with the new innovations from Godrej. By observing these interactions we can learn about their unstated needs and aspirations. This will aid us in the creation of meaningful solutions.
A magnificent dome structure was seen projecting against the backdrop of a blue horizon. There was a lot of buzz inside the dome. A volcano of ideas was about to erupt.
Vikrant ShitoleGoDreJ innovAtion & DesiGn Centre
57
platform where consumers can interact
with the new innovations from Godrej. By
observing these interactions we can learn
about their unstated needs and aspirations.
This will aid us in the creation of meaningful
solutions.
It is akin to bringing a mall to a town that
never had a mall, thereby giving people an
experience they never had.
Kaleidom in laturThe first Kaleidom was launched by Godrej
at Latur, Maharashtra on 7th March 2014.
Latur became an obvious choice for launching
the new ChotuKool and the new platform of
Kaleidom because it was here, in 2009, that we
had launched the first prototype of ChotuKool
at the Sakhimela. Sakhis have been an
integral part of the ChotuKool journey, having
collaborated with us in its various phases.
The aim was to engage children and women
and launch the new ChotuKool which is about
design, customization and art. Kaleidom gave
the people of Latur a reason to celebrate in
their own local community, and experience a
showcase of local Indian art forms rendered
by traditional artisans of Gujarat and
Maharashtra. The artists demonstrated rare
Indian art forms like Rogan, Ajrak and wood
block printing to 1000+ visitors, mainly women
and children, over a span of two days. The
children got a chance to express their own
creativity by painting on the ChotuKools.
Encouraging the children and artists to paint
directly on the ChotuKools gave them an
opportunity to put their own creative stamps
on the ChotuKools. Through this opportunity,
the children present were exposed to new art
forms and also learnt about the rich traditions
of local art.
The augmented reality experience gave
the people of Latur a taste of digital-physical
interaction. The most memorable part of the
event was the evening show. The enthralling
performance by Sona Mohapatra left over
4000 people awestruck. It was incredible to
see so many people coming together for a
celebration of art.
On the occasion of International Women’s
Day (8th March), we celebrated the
achievements of rural women entrepreneurs.
1000+ women entrepreneurs or Sakhis,
gathered at Sakhi Mela, a concurrent event
that was held next to the dome. A few Sakhis
carried the new ChotuKool on their heads
to centre stage and unveiled it to a large
audience, amidst huge applause. One of the
ChotuKools that was unveiled, featured a
traditional Bandhej design, which matched
the design of the Sakhis’ sarees. The Sakhi
Project is an initiative of an NGO, Swayam
Shikshan Prayog (SSP). SSP aims to empower
rural women, most without formal education,
who aspire to become entrepreneurs.
v i s i t o r s P e A K
“We always understood marketing as the marketing of products, but in reality what people consume are experiences. What they carry in their memory are the experiences that they have as a result of the consumption of a product or a service in the past. the product and communication will not be as important in the future. the game changer will be the right experiences delivered flawlessly.”
“It is important to take new ideas to new markets and to the people there.”n A v r o Z e G o D r e J
change O c t O b e r 2 0 1 558
Kaleidom v 2.0 at Ahmedabad The spirit of Kaleidom at Latur was carried
forward to Ahmedabad at an event that
was held from May 23rd and 2nd June 2014.
If Kaleidom at Latur was about community
celebrations and empowering people, then
Kaleidom V2.0 was all about taking this
new experience to many more people. The
challenge was to create amazing experiences,
which in turn would generate a great deal
of interest and excitement for the new
ChotuKool. The thought here was to use art
as a medium to bring people together at a
community level and to enable them to take
back noteworthy experiences.
Kaleidom at Ahmedabad was planned
in a way that would provide a befitting
launchpad for the new ChotuKool amidst
media frenzy on a relatively larger scale. Here
we had a 360 sq. meter dome which was
part of a larger fair – VACATION 2014. This
fair is held in Ahmedabad every year and is
considered the biggest consumer exhibition
and in many ways, a family entertainment
event. At this event, the intent was to bring
out the local art and showcase it in a grand
way. Live demonstrations of local art forms
such as Kathputli, wood block printing and
Latkaniya were carried out by the folk artists.
Ahmedavadi fervor was captured through an
n A v r o Z e ’ s t A K e
empower, creatively!“Essentially there are two things that we wanted to do with this
platform of the new chotuKool - to empower people economically and give a boost to their creative expressions. chotuKool is empowering these women economically by providing them an additional source of income. It is for the first time they are earning a wage - a secondary wage for their families, which gives them a huge amount of respect and recognition.
creative empowerment for these women comes from reaching out to people and getting them to contribute to the creation of these products by the means of their art, creativity, and ideas. It results in a meaningful engagement of the people with our products. The intellectual capabilities brought into play, makes our platform of the new chotuKool a very powerful enabler.
All these activities created an experience which will be remembered by the people of Latur for a long time to come. The chotuKool is about the people at the bottom of the income pyramid who now earn a living by doing work which is respectable and is not considered menial. A sense of pride is experienced by these people, as the work they do, now has an element of their own creativity in it. Kaleidom is an attempt by Godrej to add a meaning to the lives of these people.”
left: Navroze Godrej interacting with kids during the painting
competition.
Above: Children expressing through digital art.
right: artist painting a live portrait of a kid.
59
interesting art found in the Mirzapur area of
the city. This is often found hand painted on
mudguards and the sides of auto rickshaws.
These art forms were painted live, directly on
the ChotuKools. The other attractions were
showcasing of Warli art by a local family and
painting of live portraits of customers directly
on to the ChotuKools. For the artists, the event
was an occasion to earn, learn and grow. The
folk artists felt recognized as they were able
to showcase the rarity of their art form. The
visitors loved seeing their own imprints on the
ChotuKools and were even prepared to buy
them by paying a premium for personalization.
The best of the lot was, however, the
magnificent ‘Mata ni Pachedi’ – a heritage
art of Gujarat, which was also painted on a
ChotuKool. ChotuKool was displayed in the
context of a life-like bedroom, office and a car.
It was also shown in the context of outdoor
travel and as a gift. Its functional benefits
were creatively demonstrated. The aim here
was to inform the potential buyers that they
now had a choice of co-creating a ChotuKool
with their unique expression on it.
Digital interaction included a 3-D
Video wall projection, digital drawing on the
ChotuKool canvas, using augmented reality
and air gesturing to engage children. The 3D
wall projection of ChotuKool animation, with
breathtaking special effects and lighting,
mesmerized the visitors.
As a result, a huge amount of excitement
and awareness was created for the ChotuKool
amongst the urban youth, housewives, newly
married couples and the students of design
schools.
The fervour on the ground was replicated
digitally through our Facebook page. This was
enhanced through a contest called ‘Express
your taste’, inviting our followers’ creative
expressions on the theme. Many outstanding
entries were received and the winner was
announced on the last day of the fair. The prize
for the winner was a ChotuKool with his/her
own expression on it.
At the heart of Kaleidom, is the model of
co-creation, one that is essential for Godrej’s
cross-fertilization of ideas. It is exactly this
that will facilitate the development of future
products.
New markets can be created by engaging
with NGOs, communities of rural women,
children and the like.
At the heart of Kaleidom, is the model of co-creation, one that is essential for Godrej’s cross-fertilization of ideas.
v i s i t o r s P e A K
“if you believe in your product, let people see it, play with it, and understand it – this is what Kaleidom gave us the opportunity to do with regards to ChotuKool.”
v i s i t o r s P e A K
“i will never forget my experience at Kaleidom.”
change O c t O b e r 2 0 1 560
mission on Sustainable Growth’ – a CII initiative, was adopted by G&B at the behest of mr. Jamshyd Godrej. The objective here
was to involve the senior management
of the member companies and seek their
commitment to set voluntary targets for
reducing intensity of resource usage. Some
of the Ten Commandments embodied were:
control over fuel or power consumption,
waste reduction or water conservation.
These created an awareness across the
organisations, giving (use plural form as
we have mentioned member companies
earlier) clear, measurable action points in
every critical area which are common to all
businesses. The targets set were dovetailed
into the performance management system
so that clear accountability and responsibility
towards environment could be established.
Employees across all levels in businesses were
drawn into the mission, which resulted in
perceptible results across G&B.
The Mission helped institute an internal
assessment system for the efforts towards
sustainable manufacturing and growth. But
was this enough? Wouldn’t it be better to have
an external perspective as well – one that was
looking inward from outside? The CII mulled
over this requirement. With several of its
members having embarked on their own
journeys towards sustainability, there was a
need have a set of common measures and
benchmarks as well as stretched targets in the
context of national and international indices.
A healthy competition was desirable to enable
member companies raise the bar continually.
It is from this line of thinking that emerged
the CII Green Business Centre GreenCo
Rating System, a framework for defining and
assessing a business’ performance on the
green front.
GA’s Shirwal plant embarked upon its
GreenCo journey in August 2013, as shown
in the diagrammatic representation of
the milestones below. The journey gained
momentum and in barely two months, the
entire documentation was complete and
offered for assessment.
the Quest for the PlatinumEnthused with the Gold rating, we decided
to make our bid for the Platinum rating. As we
had structure for MSG in place, it was easy for
us to form teams to do the additional work
required. In 2010, G&B adopted the Good &
Green CSR initiative, which gave us a push
to further realize our ambitious targets. We
recognized that the ambitious targets set by
us would not only help us make the Platinum
rating but also help us becoming ‘Good &
Green’ for the society.
In our endeavour to be green we discovered Platinum!the first, and only, manufacturing establishment in the country to be awarded the cII Platinum Green co certification
Hussain shariyarrGoDreJ APPliAnCes
61
Energy EfficiencyIn 2004-05, our energy consumption was
17kwh/appliance which stands reduced to 7.54kwh/appliance in 2013-14– a healthy reduction of 56 percent over the last decade. We were able to achieve this as a result of many significant initiatives, undertaken to reduce energy consumption, that were of a fixed and variable nature. Progressively, we converted the consumption that which assumed to be fixed to a variable one. our usage of renewable energy has been rising year after year.
the initiative of pursuing efficiencies in energy consumption has led to the conservation of electrical energy of about a million KWH in the last three years, saving us a sum of rs. 74.00 Lacs. As the savings have been larger than envisaged, the investment of rs. 1.12 crores stands recovered in mere 1.5 years as against the planned period of 3 years. our GHG emissions too have been reduced proportionately.
the Appliances team at Shirwal believes that energy consumption can be lowered even further to the best prevalent global standards.
T a R g e T c O m p a R i s O n
Corporate Shirwal Plant
Renewable Energy30% by 2020 40% By 2016
Waste to Landfillzero by 2020 zero by 2016
Water PositiveBy 2020 By 2015
Carbon NeutralityBy 2020 By 2018
Reduction in SEC20% by 2020 30% by 2020
e n e R g y c O n s u m p T i O n
2013-14
7.54 kwhPer Appliance
2004-05
17 kwhPer Appliance
56% reduction in Energy Consumption in over 9 years. The team believes that it can be lowered even further to the best levels prevailing globally.
Shirwal 2014
Shirwal 1996
change O c t O b e r 2 0 1 562
Water Conservationthe water consumption has fallen from
132 ltr/appliance to 84 ltr/appliance, a reduction of 36 percent in the span of 6 years. frequent water crisis, triggered by vagaries of the climate, forces water authorities to shut off supplies from the nearby river leaving us, high and dry. this nudged us to aim for becoming water neutral and eventually, water positive by 2015. We have taken a number of measures like adding of five new bore-wells with recharge chambers, rain water harvesting and creating a water body in an
innovative way on a hilly terrain. We have spent an approximately rs. 50 lacs on all these initiatives. they will help us reduce our dependency on water tankers for our supply. As summer is a peak period for the Appliance business, reducing production could prove to be very expensive for us, hence, we believe, the money spent on creating water security over a long time is justified.
36% reduction in Water Consumption over 6 years. We have taken a number of measures ranging from the adding of five new bore-wells with recharge chambers, rain water harvesting and creating a water body in an innovative way on a hilly terrain.
W a T e R c O n s u m p T i O n
2013-14
84 ltrPer Appliance2007-08
132 ltrPer Appliance
rain water harvesting system for
ground water recharge
63
Renewable EnergyWe have been increasing our
consumption of renewable energy year after year. In 2013-14, renewable energy was 23 percent of our total consumption as against mere 7 percent in 2010-11. our gasifier plant, which generates producer gas, has been the star performer in this area. Producer gas is now used for firing our powder coating and other ovens. the refrigerator test labs have now switched over to solar heating instead of electrical energy. Now, even the computers in the offices are powered by solar energy. Going ahead, we intend to harvest solar
power for cooking meals for our people. Some of the benefits are, 5.6 lacs litres of diesel have been conserved in last three years, resulting in saving rs. 91 lacs; which is notwithstanding the fact that diesel prices have been increased by the government by 51 percent in the last three years. 1500M greenhouse emissions have been prevented on account of the above measures. over next two years, we want the share of renewable energy to increase to more than 40 percent of the total energy consumption.
c O n s u m p T i O n O f R e n e W a B l e e n e R g y
2013-14
23%
2010-11
7%
200% increase in use of Renewable Energy. Over the next two years, we want the share of Renewable Energy to increase to more than 40% of the total energy consumption.
using natural light to light up the spaces at day
change O c t O b e r 2 0 1 564
Material Recyclingthe amount of hazardous waste sent
to the landfill has dropped considerably by 55 percent in the last 4 years. GA is targeting zero waste to landfill by 2016. consequently we have embarked upon many innovative projects e.g. using ash generated by burning hangers which is utilized in the coating process for making bricks while keeping the heavy metal content within permissible limits.
A study conducted on our products confirmed that the recyclability of our products is nearly 100 percent and the recycled content ranges between 25-35 percent. even in the future, we aim to retain 100 percent recyclability of all our products.
Another innovative project undertaken by us, deals with doing away with conventional carton packaging. We have introduced plastic film packaging for our refrigerators which results in saving
of 2.8 kgs of packaging material i.e. rs 50 per refrigerator. considering the number of refrigerators we produce, this conservation amounts to saving of 1100 tonnes of paper per year and 17 trees are saved with every ton of paper.
Besides the above, our recycling strategy has yielded impressive results. Items like thermocole and used empty silicon spray bottles are sold back to suppliers for reuse. Plastic lumps, rejections, foam and used oil are reused nearly by 100 percent, after some processing. Waste packing wood is used as a fuel for the producer gas plant and the waste paper is converted into pulp for recycling. We believe we are on a solid ground to meet our ambitious goals.
55% drop in amount of hazardous waste sent to landfill in the last 4 years. We believe we are on a solid ground to meet our ambitious goals of targeting zero waste to landfill 2016.
inside the Shirwal manufacturing plant
65
Green Supply Chainour green efforts must extend to our
larger family including vendors. As part of our cluster development journey, we took in 8 of our suppliers and introduced our green module midway into the journey. our suppliers were enthusiastic and undertook several initiatives such as setting up of an effluent treatment Plant, solar power for office computers, induction lamps, planting trees and cultivating lawns for making their campuses greener.
A study of our critical suppliers has shown that over the last two years, energy consumption has been reduced by 11.8 percent; water consumption by 10.2 percent and waste generated is reduced by 8.1 percent.
We realize that we have a long way to go in making our entire supply chain green, however we have made significant progress and we are encouraged by the enthusiastic response of our suppliers.
Product Stewardship
Products rolling out of GA’s Shirwal plant have done well in the domain of Good & Green. the edge Pro range of refrigerators delivers a stellar 6 star energy performance, while being completely green in its usage of refrigerant and foaming agent. the ‘Green Balance’ split air conditioners are extremely frugal, consuming 20 percent less energy than conventional Acs. our efforts have resulted in honoring our nation’s commitment to the Montreal and Kyoto Protocols, regarding ozone depletion and climate change.
Our efforts have resulted in honoring our nation’s commitment to the Montreal and Kyoto Protocols regarding ozone depletion and climate change.
To conclude, I would like to state that our
dash to platinum rating was a short one, only
18 days between the application for the award
and the award itself. GA Shirwal now enjoys
unique distinction of being the only facility
in India having GreenCo Platinum rating.
Going green has also enabled us transform
our campus to a sylvan green landscape from
a barren hillock. This transformation never
seizes to amaze the visitors and our own
people who now work in this healthy, soothing
and cool facility.
Our green efforts must extend to our larger family including vendors. We realize that we have a long way to go in making our entire supply chain green, however we have made significant progress and we are encouraged by the enthusiastic response of our suppliers.
R e D u c T i O n O f c O n s u m p T i O n B y c R i T i c a l s u p p l i e R s
eNerGy
11.8%
WAter
10.2%
change O c t O b e r 2 0 1 566
Kapalbhati Sit down with both legs folded in
Sukhasana. Keep your back and neck straight,
with both hands at the knees in Gyan
mudra (as shown). Keep your eyes closed.
Exhale forcefully through your nose so that
your stomach goes in. Don’t move your
shoulders. Don’t make an effort to inhale.
Exhale forcefully 30-40 times, breathe out
completely and relax. Increase to 50-60 times
gradually. This Asana helps eliminate toxins
from the respiratory system and cleanses the
body and mind.
If you have a heart problem, high blood
pressure or hernia, breathe out slowly.
Agnisaar KriyaStand straight, your feet apart by a foot.
Place your hands on your knees and loosen
your belly. Exhale fully, hold your breath out
and pull the stomach in, such that it touches
the back, to the extent possible. Then loosen
and release the stomach. Repeat this action
for as long as you can. Then relax and inhale.
This completes one round of the Kriya. Do
this Kriya two to three times. Agnisaar Kriya
benefits the digestive system and keeps the
stomach light.
KatichakrasanaLie on your back. Fold your legs at the knee
and let your heels touch your hips. Outstretch
your arms to shoulder level. Keeping your
torso steady, twist both legs to the left while
turning your face to the right. Inhale and
return to base position. Repeat for the other
side to complete one round. Repeat this Asana
6-8 times. This Asana activates the digestive
system and improves liver and spleen
functioning.
Yoga to driveyogacharya Surakshit Goswami
Build and strengthen your Immunity
67
Dhanurasana Lie down on your stomach with your face
down. Bend your legs and grasp your ankles
with your hands. Now inhale and raise the
hind part of your body and then raise your
chest, too.
Bend the neck backward and keep your
eyes closed. There should be a tug of war
between your legs and hands. The entire
body should rest just on your belly. Arch the
back into a bow shape. Hold the posture for as
long as you can. Breathe normally. Return to
normal position, and repeat twice.
This exercises the spine fully, making it
stronger and more flexible; benefits lungs,
heart, kidneys, liver, intestines, spleen and
stomach; it strengthens all digestive organs.
Mandukasana Sit in Vajrasana and clench your fists,
keeping the thumb inside and pressing with
the fingers. Bring your fists towards your
stomach, fingers facing down. Now exhale,
press your fists into the side of the navel
and bend forward as far as you can. Raise
your head while keeping your eyes closed.
Breathe normally. Hold the Asana for as long
as you can. Inhale as you return. Repeat this
Asana three times. It is excellent for those
suffering from diabetes, constipation, acidity,
indigestion and urinary problems. It benefits
the lungs and heart. Those with backache, slip
disc and osteoporosis should not attempt this
Asana.
Bhramari Pranayama Sit in Sukhasana with back and neck
straight. Breathe normally. Close both ears
with your thumbs. Close your eyes. Keep your
index fingers on your forehead near the Ajna
Chakra (as shown) and the remaining three
fingers on your eyes. Inhale slowly and fill your
lungs with air. Then, as you exhale slowly, hum
like a bee. Focus on this sound. Repeat 10- 12
times. This Asana counters tension, stress,
anxiety, insomnia and nervous weakness,
all said to be the main causes of hair fall and
greying.
away the bluesIt is that time of the year again when humidity and temperatures are ideal for the spread of viral infections. most of us seem to be down with the flu because of low immune systems. However, if you are practicing yoga regularly, it keeps your body, sense organs, mind and life-force, free of ailments. yoga helps lower stress hormone levels, conditions lungs and respiratory tract, ousts toxins from the body and brings oxygenated blood to various organs, to ensure their optimal functioning. To build and strengthen your immunity, you could practice the following exercises.
change O c t O b e r 2 0 1 568
called her ‘the lady with the lamp’.
To celebrate the birth centenary year of
Dosabai, daughter of Pirojsha Godrej, the
Pirojsha Godrej Foundation (PGF) announced
the Dosabai Godrej-Naoroji Awards for
compassionate care. These awards are meant
to felicitate and recognize the good work
done by the nurses at the Godrej Memorial
Hospital (GMH). Dosabai was influenced and
inspired by Florence Nightingale. During the
Second World War she served the people of
Bombay, following Nightingale’s footsteps.
Hence, this year on May 12th, an award
function was held to commemorate the
birth centenary of Dosabai and celebrate
International Nurses’ Day.
The programme began with an invocation,
followed by a prayer song and a dance by the
nurses. The honourable guests were then
invited to light the lamp, which was followed
by the nurses renewing the Nightingale oath,
which touched the hearts of those present.
mr. Rishad Naoroji and mrs. Smita Godrej Crishna were invited to address the audience
and spoke a few words on the life of Dosabai
and her compassion for all living beings. They
expressed their pleasure at the institution
of the awards and stated that in future such
awards will be extended to all the nurses in
Mumbai.
mrs. Ajita Pawar, Director Nursing, Breach
Candy hospital, Mumbai, was then requested
to deliver a talk on the theme for this year’s
International Nurses’ Day. The theme was, ‘A
force for change, a vital resource for health’.
Mrs. Pawar rightly said, “It is now widely
recognized that unless adequately trained
and motivated nurses and healthcare workers
are available in larger numbers, it will not be
possible to deliver good quality healthcare
service to our ever-growing population.”
Adding to this, she also said, “Just adding
more nurses is not the solution. But, to deliver
good healthcare, the work environment for
nurses has to be appropriately designed and
Celebrating Dosabai Godrej Naoroji’s Birth CentenaryRecognizing and felicitating good nursing
the birth anniversary of Florence nightingale falls on 12th May and is celebrated all over the world as international nurses’ Day. she is considered to be the founder of the modern nursing profession. Her achievements as a nurse and as an activist
provided an essential turning point to the
history of healthcare delivery. Additionally,
she made many important reforms to the
nursing profession. She was a ministering
angel and the very sight of her brought solace
to the wounded and suffering soldiers during
the Crimean War. She would make her solitary
rounds in the quietness of night with a little
lamp in her hand. The soldiers affectionately
Daisy RajGoDreJ MeMoriAl HosPitAl THE INVOCATION
shubham karothi kalyanam, arogyam dhana sampada,shatru buddhi vinashaya, deepa jyotir namostute!
69
maintained.” After Mrs. Pawar’s thought-
provoking address, the nurses performed
another dance.
mr. Percy E. Fouzdar shared with the
audience, the history and emotions that are
behind the institution of the ‘Dosabai Godrej
Naoroji Award for Compassionate Care’ and
other projects undertaken, to celebrate
Dosabai’s birth centenary year.
As the Master of Ceremony, I gave a brief
overview of the selection process followed
for the award. Also, I requested Mr. B. M.
Wadia, PGF Trustee, to felicitate the jury
members. Thereafter, Nalini Kala of Corporate
Communications - G&B, broke the suspense
by announcing the winners of various awards.
Mr. Rishad Naoroji and Mrs. Smita Godrej
Crishna presented the awards to the winners
and congratulated them.
Each winner received a lapel pin, a
certificate. A cash prize which of Rs. 1,00,000
for the winner and Rs. 50,000 for the runners-
ups of Categories 1 and 2. A commendation
prize of Rs 25,000 was also given for
Categories 3 and 4.
Dr. Suhas Gangurde, CEO, GMH, addressed
the gathering and conveyed his appreciation.
He also encouraged nurses to perform their
best in delivering high quality care and to
strive hard to create new benchmarks in their
careers. Concluding the program, Mr. Persis
Banaji, CFO, GMH thanked the guests and the
gathering. The closing of the programme was
marked by an exquisite dance by the nurses
who expressed their gratitude through their
dance, for the awards instituted.
Overall, this thoughtfully put together
programme ended at the stipulated time and
was appreciated by everyone for its elegance,
simplicity and everyone’s participation.
Dosabai Godrej-Naoroji Awards for Compassionate Care will be given every year on may 12th, i.e. the International Nurses’ Day, to inspire the nurses at GmH and elsewhere.
top: dance performance by the nurses
left: lamp lighting by the dignitaries. (l to r) Behram Wadia,
PGF Trustee, Sr. agnes, head of Nursing, Gmh, Smita Godrej-
Crishna and rishad Naoroji
Above: one of the winners receiving the award from the
members of the Godrej Family.
clinical Nursing Inpatient
W a r d
W I n n E r
jincy Baby
1,00,000
r u n n E r u P
Kalaiselvi B 50,000
Staff/Patient Management
a d M I n I s T r a T I o n
W I n n E r
Vasuki janakiraman
1,00,000
C o M M E n d a T I o n
Manisha Makarand Modi
25,000
Education and Mentoring
W I n n E r
Gracy Girgol Mascarenhas
1,00,000
C o M M E n d a T I o n
Vineeth H25,000
clinical Nursing Inpatient
C r I T I C a L C a r E
W I n n E r
Soumya Bernadits
1,00,000
r u n n E r u P
Shilpa Rejo Thomas
50,000
change O c t O b e r 2 0 1 570
Godrej Precision Engineering
Wins a Platinum!
STREAK!WINNING
T H E
on the 13th of June 2014, the award was given at the
Federation House, New Delhi, by mr. Siddharth Birla, President,
FICCI. The Award is an initiative of the FICCI Manufacturing
Committee, to recognise firms and companies that display high
performance Quality Systems, leading to systematic improvement
in organisational performance. The award provides a benchmark
for manufacturers. The best practices of awardees are shared
with the applicants and the industry. Quality Council of India (QCI)
is the Knowledge Partner for these awards.
GPE bagged this award in its first attempt.
On the occasion, many dignitaries were present, including
mr. m.m. Singh, Chairman, FICCI Manufacturing Committee and
Chief Mentor, Maruti Suzuki India Ltd; mr. Rohit Relan, Co-
Chair, FICCI Manufacturing Committee and Managing Director,
Relan Group of Industries; mr. Shyam Bang, Co-Chair, FICCI
Manufacturing Committee and Executive Director, Jubilant Life
Sciences, and Dr. A. Didar Singh, Secretary General, FICCI.
This year, a total of 93 organisations from 12 broad
manufacturing sectors had applied for the assessment, given in
three categories of Large, Medium and Small industries.
The other industries in the competition were L&T, Nokia
Solutions, Johnson and Johnson, ITC, Welspun, Mahindra &
Mahindra, Sonakoyo, MRF, Gabriel India Ltd and Videocon.
Kaustubh Shukla, COO, Godrej Industrial Products Group said,
“I am happy to note that the GPE team has received this national
recognition for its Quality System. Pursuit of excellence in quality
practices will help us improve our systems to international
standards. Such recognition will serve as an inspiration for all of
us on our journey of excellence. ”
GPe representative anand Bagdare and Prashant Borgaonkar receiving the award.
From left: dr. a. didar Singh, Secretary General, FiCCi; Shri. Siddharth Birla, President,
FiCCi; mr. m.m.Singh, Chairman, FiCCi manufacturing Committee and Chief mentor,
maruti Suzuki india ltd; mr. Shyam Bang, Co-Chair, FiCCi manufacturing Committee
and executive director, Jubilant life Sciences; mr. rohit relan, Co-Chair, FiCCi
manufacturing Committee and managing director, relan Group of industries
71
Godrej security solutions Wins at Cannes Lions 2014
Cannes Lion Awards 2014 were held between 15th to 21st June, where Godrej
Security Solutions (GSS) won a Bronze Lion for its press campaign. The campaign
comprises of three entries - House, Antique Store and music Store. All these ads
were created by JWT, GSS’ agency partner. Winning a Lion at Cannes was a
continuation of the winning spree of GSS, of bagging 12 metals at the ABBy’s
awards held in Goa recently. GSS is the first among G&B businesses to win this
coveted award.
This year GSS had 10 creative entries at Cannes in various categories
including Television Commercials.
The Cannes Lions Awards is an annual festival that has been recognizing the
best in communication and creativity since 1954. It has grown to become the
world’s biggest celebration of creativity in communications, with more than
35,000 entries from all over the world and more than 12,000 delegates from 94
countries in attendance each year.
“This is one more feather in our cap. We look forward to many more such achievements in the future.”
DArA byrAMJee BUSINESS HEAD, GSS
“We are happy that our work has been consistently recognized by the marketing and advertising fraternity for its creativity and effectiveness.”
MeHernosH PitHAWAllAHEAD Of MARKETING, GSS
CHANGE congratulates the marketing team at GSS for its outstanding work.
a marathon Run!Rajesh SurveP& AD
The third s.P. Godrej Marathon was held on sunday, 29th June, 2014, at the Creek side Colony, Pirojshanagar. The event attracted a total of 181 employees who participated in three categories namely Women, Men - below 45 years and Men - above 45 years. Like each year, this year as well, Godrejites were interested in running for the standard Chartered Mumbai Marathon (sCMM). some of the leading runners from each category (not sponsored earlier), would stand a good chance of getting sponsored by the company, for the sCMM. The 6kms long run of the sPG Marathon worked as a qualifying test of physical fitness and endurance for the participants.
Debashish Sahu of Godrej Appliances, emerged as a winner for the second year in a row with a timing of 29.10 minutes in the ‘Men’s below 45 years’ category.
anil Lingayat, Business head, Godrej Material handling, was the chief guest for the event and he flagged off the race. The top three runners from each of the categories were awarded medals, while all others who completed the marathon received a certificate of participation. The volunteers carefully organized the event. They ensured that the participants remained hydrated and followed the correct route.
The marathon was an enjoyable event for participants and viewers alike.
STREAK!WINNING
T H E
change O c t O b e r 2 0 1 572
This is an internationally recognised, highly coveted and extremely competitive
award in the ToC community. It is given to those select companies that have
demonstrated significant and sustainable improvement in performance using TOC
philosophies, approaches and tools. Some of the earlier winners have been global
leaders like ABB, Boeing and others. The only Indian company to win this award has
been FleetGuard Filters – a Cummins Group Company.
The award was presented by Dr. Lisa Lang, Chairperson of the TOCICO Board, to Rahul Naik of GSS at TOCICO International Conference held at Bolger Centre, Washington DC,
USA, on 11th June 2014. TOC practitioners from around 77 countries had participated in
the conference. Rahul Naik, along with Ramnish Gaikwad of Vector Consultancy Group,
made a presentation at the award function. Their presentation was titled ‘Godrej Security Solutions – Viable Vision Journey Continues Even in a Slowdown’ which was about
GSS’ TOC journey and achievements so far.
The selection process was rigorous and the competing organisations were
evaluated on criteria such as developing of breakthrough solutions which may
be worth emulating by others, breadth of the initiatives taken as opposed to its
narrowness, sustained and verifiable record of improvements, compliance to the
moral code of TOC and contributions towards improving TOC practice through public
education, publications, workshops etc.
Above: GSS Team with ToCiCo award (l-r), Burzin daruwalla, K. S. Sawant, rahul Naik, ramnish Gaikwad
(Vector Consultancy Group) and V. S. ramesh
Godrej security solutions
Overcomes Constraints!
STREAK!WINNING
T H E
73
Godrej Precision Engineering Helps Electrons Collide
GPE has successfully executed a very challenging project
of manufacturing microtron magnet Assembly (MMA) for one
of the largest electron collider facilities (Indus I & II) in Asia.
The MMA was supplied to Raja Ramanna Centre for Advanced Technology (RRCAT), Indore, a unit of the Department of Atomic Energy.
Indus I and Indus II are two national facilities of synchrotron
radiation which are powerful sources of protons and electrons
with wavelengths in the ultra-violet and x-ray ranges. These
facilities are used by researchers from national laboratories,
academic institutions and industries in India for electron
and proton bombardment on specimens for conducting
experiments.
The Microtron generates electrons and energizes them
to 20MeV using a magnet dipole weighing nearly 2000 kgs.
These electrons are then boosted to energy levels upto 2.2GeV
before they collide with research objects.
Senior Scientific Officers of RRCAT, Mr. Subhajit Dutta
and Mr. Pankaj Kumar were very satisfied with the product
quality delivered and performance of the assembly. Mr.
Dutta remarked, “The equipment was developed exactly as
per design requirements without any deviations by Godrej
Precision Engineering.” GPE also got applauded for delivering
the equipment one month before the contractual delivery
period of 8 months. This was a superb achievement.
In manufacturing the MMA, many challenges were
encountered. One such challenge was to work with very pure
and soft steels, namely, Extra Ferritic Electrical steel and a
special grade of stainless steel (SS 316LN). EFE steel, being very
soft is prone to getting damaged at the slightest impact.
Another challenge was to maintain the purity of the
steel. Welding components using electrodes made of the
parent material itself, was a huge challenge. Finally, to
maintain accuracy of .02mm over a span of 1400mm was very
demanding and so was super-finishing the surfaces with RA*
value of 0.8 or below.
Over and above these manufacturing challenges, there were
challenges of assembling the equipment with a high degree of
alignment i.e. 100 micron over a span of 800 mm. The assembly
was also subjected to vacuum tests of a very high order.
In short, manufacturing MMA to ultra-precision standards
so that it passes very stringent tests, was accomplished by
a combination of superb process control and craftsmanship
of a high order. This is a great example of a man-machine
combination working in tandem to achieve standards not
commonly heard of.
Congratulations team GPE!
STREAK!WINNING
T H E
change O c t O b e r 2 0 1 574
CLIMATECHANGE
FLOODING
DROUGHT
TEMPERATURE
CARBONDIOXIDE
GREEN
GLOBALWARMING
GREENHOUSEGAS
POLLUTION
CARBONFOOTPRINT
SUSTAINABILITY
WEATHER
FOSSILFUEL
BIOFUEL
ENVIRONMENT
RECYCLE
RENEWABLEENERGY
EXTINCTION
METHANE
BIODIVERSITY
SEALEVEL
WORD BUff
SUDOKU COUNT THE SHAPES
This word search puzzle has a theme... Energy! all the words listed are conventional spellings. For a real challenge though, try to find as many words as you can without looking at the word list.
mind meldthe
Number of Triangles ________
Number of Squares _________
Number of Triangles ________
Number of rhombuses ______
Number of hexagons ________
75
Courtesy - Therefore Design
@Hubblehone your craft skills by making the huBBLE cube and let your colleagues know where you are when not at your desk!
•cut along the dotted edges•fold along the inside lines to form
the cube •Glue the flaps into place