SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

A Joint Study between NIAS and NITI Aayog

Report Prepared by Prof. Baldev Raj Prof. P. S. Goel Dr. Anshuman Behera

NATIONAL INSTITUTE OF ADVANCED STUDIES Bengaluru © National Institute of Advanced Studies 2018

Published by National Institute of Advanced Studies Indian Institute of Science Campus, Bengaluru - 560012 INDIA Tel: +91-80-2218 5000; Fax: +91-80-2218 5028

NIAS Report: R63-2018

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Typeset & Printed by Aditi Enterprises Bengaluru - 560 023 Ph.: 080-2310 7302 E-mail: [email protected] SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

A JOINT STUDY BETWEEN NIAS AND NITI AAYOG

BACKGROUND THE ROUNDTABLE It is seen that many organizations The Roundtable on “Sustaining perform excellently in the beginning Excellence and Relevance in an but only a few are able to sustain their Organization” was organized at NIAS, excellence over long period. Generally, with support of NITI Aayog, with Dr. it is felt that most excellently performing V. K. Saraswat devoting full two days, on organizations lose their shine in 30- 25th, October and 26th, October 2017. 40 years. Obviously, there should be Detailed program of the discussions is certain factors, as some organizations appended as Annexure #2. have retained their excellence over centuries and this is a subject of an The Roundtable was conducted in a interesting study. NIAS and NITI very interactive and frank atmosphere. Aayog (Dr. V. K. Saraswat in particular) The team at NIAS, Dr. Anshuman decided to undertake this exercise of Behera in particular have taken pains to capturing all aspects that are needed to go through the recordings very carefully sustain excellence and relevance of an and captured the salient points. organization through a Roundtable by inviting some of the thought leaders. A The report of the discussions is detailed concept note prepared in this regard is in the Annexure #3. appended as Annexure #1.

NATIONAL INSTITUTE OF ADVANCED STUDIES 1 SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

KEY FACTORS FOR SUSTAINED a repetitive narration of vision helps in EXCELLENCE alignment of thought processes in the employees at all levels and goes a long

1. THE VISION way in nurturing excellence. Each organization starts with a vision, The vision of an organization can sometimes very explicit, and sometimes however not remain static. It has to not so explicit. It is noted that the vision evolve with evolution of society itself, of the organization has not only to be which includes science & technology exhibited and expressed very explicitly, adaptation, economic growth, place of the organization has to often reiterate it the society in the world and associated to its staff and also others, to embed it aspirations. Hence, there has to be a in the minds of youngsters, in the very periodic review and evolution of the beginning, a sort of putting in their vision itself. This brings an important DNA. Dr. Sarabhai’s statement in an issue of relevance, as relevance is time United Nations (UN) Conference in dependent. The evolution of vision 1967, has to factor relevance in the context of “There are some who question changing and evolving society. the relevance of space activities in 2. THE VALUE SYSTEM a developing nation. To us there is While the vision is stated very clearly no ambiguity of purpose, we do not before start of any organization, the have the fantasy of competing with value system evolves slowly and largely economically advanced nation in depends on early leadership in the exploration of the moon or the planets organization. It takes 5-10 years and or the manned space Áight. But we one or two generations of leadership for are convinced that if we are to play a the value system in the organization to meaningful role rationally, and in the evolve. Most of the time, value system community of nations we must be is not explicitly captured in words and second to none in the application of communicated with negatives (it is not advanced technologies to the Problems commensurate with the value system of of man and society” is repeated like our organization). The value system is a bible in Indian Space Research not bound by rules and regulations, it is Organisation (ISRO) even today. Such something beyond.

2 NATIONAL INSTITUTE OF ADVANCED STUDIES SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

Recently, we have seen two 3. THE ORGANIZATION CULTURE distinct examples - conÁicts between Organization culture is something management and the founding pillars, related to day to day working of 150 years old Tata sons and 30 years old individuals, interpersonal relationship, Infosys. The management was changed set of rules in day to day management because it was not adhering to the value and the related. The organization system of the organization. Perhaps, it culture is also generally not captured was a good situation that the deviation in words but through narratives from value system of the organization and evolves in Àrst few years of the was arrested in these cases. It does not organization. Like value system, early happen in every organization and that leadership plays an important role in may set in overall trend that may lead to its evolution and goes beyond the laid long term unsustainability of excellence. down rules and regulations. Though Hence, it is important that an all GoI organizations are governed by organization is guided by an informal the same rule book, each has its own mechanism, a set of elders, who do not unique culture. Some of the cultural interfere in the day to day running of an evolution is also dependent on nature organization, but, are able to interfere if of work, for example, Department there is a compromise on value system of Atomic Energy (DAE) has to have of the organization. It is an equivalent of much more concern for safety issues a Raj Rishi of a kingdom, where the Raj in their culture and ISRO has to have Rishi will keep aloof from functioning much more curiosity for new avenues of the state, but intervene if a major of space exploration. Prof. Dhawan deviation of values takes place. was very respectful for ladies in his Present system of Rashtrapati day to day interaction and those who (President) in India is also an adaptation worked closely with him embedded that of such a concept. Though many in their culture, leading it to be a part of organizations do not create such a system, ISRO culture. which is so important for sustainability Organization culture is, however, of excellence for long, however, some a very wide aspect of human behavior Government of India (GoI) departments and difÀcult to capture, though some and academies have created informal efforts are always made in respective mechanism for intervention by elders. organizations.

NATIONAL INSTITUTE OF ADVANCED STUDIES 3 SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

It is suggested that each organization Just an example, India is doing should capture various aspects of its well in automobile and company like organization culture through incidents Maruti Suzuki having a large market and examples, to guide subsequent share has excelled in fuel economy generations, for long term sustainability. of the vehicles. The development of automobile engines with respect to fuel 4. Goal/Target setting economy has seen a transformation in Goal or target setting is done by every the last 15 years, more than 100 years of organization as an annual exercise. GoI research before. However, the electric used to have a Àve-year planning, which mobility will be a reality in the next has now been converted to three-year decade and the company has to prepare target setting, Àve-year outlook and for this major change now, if it has to 15-year direction setting. However, retain relevance and sustain excellence. annual target setting still is an important Same is true for any institution, R&D component. or education. Most target setting, however, This wider view of target setting is remains a deliverables, exercise, and many times lost, and is very important this sometimes causes imbalance with for long term sustenance of excellence. respect to long term sustainability. Today, the evolution in S&T sector is 5. ADOPTATION OF TECHNOLOGY, so dynamic that the business model RELEVANT RULES AND PROCEDURES of any organization is changing very Most institutions, including private and fast and an existing good business may public undertakings lack in adaptation become obsolete in a few years. Annual of technologies like e-governance target setting, therefore, has to be more and digital online processing of comprehensive, not just meeting the administrative activity (including pay physical targets, but also preparing for roll, purchase, stores and accounts). the future. This may involve in-house The (GoI) rules are almost century old. Research and Development (R&D), A normal purchase of equipment that acquisition of technology, developing or an MNC does in 3-5 days may take up acquiring human resource and creating to six months in GoI departments. In a new type of infrastructure etc. large value items like a scientiÀc ship

4 NATIONAL INSTITUTE OF ADVANCED STUDIES SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION purchase, GoI procedures take about look for every one (except perhaps the 12-24 months (even more if the IFA is top most post) in their career. not aligned with organizational values). The organization has to nurture It is important that organizations leadership and for any transition to the adopt technology, as it evolves top, there should be a few (at least Àve) and modify rules and procedures capable persons, who are able to lead commensurate with technology the organization. evolution. Functional autonomy is another For GoI organizations, while it is important factor for an organization to important to have a guideline book like perform and create next generation of GFR, each organization should be given leadership. autonomy to be able to form its own rules and procedures, as in case of ISRO 7. Selection of leadership and DAE. Unfortunately, procedures A quick analysis of failures of various framed for purchasing a military aircraft organizations in the past, private or is same as for purchasing food grains. public will reveal that x Organization had very sound vision 6. COMPETENCY BUILD UP IN THE to start with ORGANIZATION AND AUTONOMY x Organization had a very strong value It is noted that building competency is system in the Àrst evolving years one of the important factors in retaining x Organization had a very robust excellence and the process starts culture from recruitment. The recruitment x Organization had very clear set procedure should be free from any bias mission, goals and targets (family, regional language, religion or caste) and merit based. Also, there has However, deterioration started at to be adequate focus on training and certain time frame, when the leadership retraining, as the technology upgrades was not committed to the vision, very fast, management techniques values and the culture. Satisfying evolve and social fabric changes. The political bosses either due to fear of HR growth has to be planned in such losing the top job, gaining other favor a way that there is always something to in terms of extension or closeness to

NATIONAL INSTITUTE OF ADVANCED STUDIES 5 SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

power centre compromised the value these bodies is also by these bodies system of the organization. If one without interference from family or top leader selection is compromised, government. it creates a chain reaction of selecting Such a practice, in fact, should compromised leadership. Sometimes, be adopted for any institutions of it is seen that a very competent retiring excellence. GoI may dispense with leader selects a not so competent leader present selection of CMDs for Public to succeed just to drive from back Sector Units or Directors of Academic seat and remain relevant even after institutions, as there is too much of retirement. These tendencies start political say. It should be done purely deterioration that becomes difÀcult to by professional bodies. set right, and ultimately, the institution This is perhaps the most important does not remain relevant and excellent factor for retaining excellence and in subsequent years. relevant of an organization for a long Many academic institutions period of time, because an excellent started by private funding have attained leadership will automatically nurture excellence. However, these are family excellence in vision, values, culture, run and top posts like the Vice- mission, goals and target setting, the Chancellor (V.C.), Director are Àlled rules and regulations, and procedures. by family members, sometimes hardly The Roundtable suggests that the literate. This has to be avoided. above aspects be looked at by all leading GoI, UGC, AICT etc., have to organizations in the country, which look create mechanisms that executive top for long term sustenance of excellence posts like V.C. or Director is Àlled on and relevance in their organization and merit without inÁuence from family adopt whatever they Ànd useful. Also, or government. Most institutions of NIAS welcomes critical comments, excellence like MIT, Oxford or Stanford suggestions and any other inputs that university have retained their excellence may have been missed from the focus over centuries because their leadership of the Roundtable, so that a more selection is done by a professional body, comprehensive view can be taken at a be it a Governing Council or Senate. later stage. Selection of membership or Chair of

6 NATIONAL INSTITUTE OF ADVANCED STUDIES ANNEXURE ONE

CONCEPT NOTE

SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANISATION

Traditionally, there is a notion of purpose and, passion for continuous bath tub curve: sustaining performance and disruptive improvements. The is similar to organizations like that of selection of a leader in addition to components. Higher failure rate in the vision and core values is one of the beginning, like what happens to start ups, important factors, but not the only decay in the performance in sustaining driver of excellence and relevance of an the organization for 20-30 years with organization. good and improving performances. Knowing well that complex human Beyond conventional wisdom, we have issues are intertwined in a non-linear and true stories of building and sustaining uncertain manners and modes, there are excellence in academic, research and no straight forward road or topology industry over long horizons exceeding maps for building and sustaining an 50 years and even a century and beyond. excellent and relevant organization. A few of organizations, Trusts For example, focusing on leadership and Foundations have discovered selection itself, the present leader could the elements, blocks and complete be a key person in the selection process system integration to drive and sustain to identify the next leader in strategic excellence as a tradition and indeed departments like space, DAE and culture. Thus, we need to discuss DRDO. This can be a mechanism for theoretical underpinning and best academic institutions and Foundations practices that inÁuence the performance, too. Over the years, GoI and those enhancement, sustain vision and vested with responsibility to select relevance of an organization in changing leaders are not objective and thus, GoI times. Good organizations are also and many organizations have taken out based on core values, commitment to the role of present leader. Theoretical

NATIONAL INSTITUTE OF ADVANCED STUDIES 7 SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

underpinning points to the deduction There is nothing static about core that nobody knows attributes of eligible values as well. Technological changes candidates better than present leader, force directional changes. Foresight in unless the present leader has been off anticipation and consequently, business the mark of performance and, meeting models are changing with shrinking time moral standards and aspirations. constants and increasing investments. Thus, irresponsible behavior by a few The agility and adaptability are key has deprived this great advantage of factors in excellence and relevance of the leader selection process to the an organization. Being dynamic is an disadvantage of many organizations. important attribute of any organization. And yet, many organizations do involve ConÁict resolutions that often arise credible leaders to choose the new from factors like visibility, proÀtability leaders with great success. and values, which sometimes need There are many attributes for searching for some golden mean at a the leader; technical competence to given juncture is another important command respect, ability to work hard, aspect of sustained excellence. ability to take equals along (everyone Vision of Founders, capacity to takes boss or subordinates along), change (continuous and disruptive), ability to judge right and wrong, decide culture, foresights, relevance, business on future directions creating innovation models, innovation ecosystems ecosystems, ability to take expeditious and above all leadership, which decisions (not to lose opportunities), communicates with oneself as a interact with related entities in India role model and motivates across the and worldwide, overall administrative organization along with linkages capability and to build on the core among number of elements, blocks and organization values. Though all the systems need to be studied and captured attributes are important, but how to develop understanding for growing to select one from the possibilities excellent organizations of future, which while appreciating the fact that every can stay excellent and relevant over a individual has different proportion of century and beyond. each of these and a few deÀciencies.

8 NATIONAL INSTITUTE OF ADVANCED STUDIES SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

NITI Aayog and NIAS have been outcome is indeed a motivation and dialoguing and studying some of these purpose to organize this unique Forum. important aspects, fully knowing that To understand and propagate excellence there are no unique solutions. Successes in an organization, NITI Aayog and and critical analysis of the past are NIAS propose to organize a two day done with passion, but purpose of this Roundtable meeting at NIAS. Roundtable can lead to directions and

NATIONAL INSTITUTE OF ADVANCED STUDIES 9 ANNEXURE TWO

PROGRAMME OF THE ROUNDTABLE

Wednesday, 25th October 2017 (DAY ONE) 930-1000 Registration 10.00-10.30 Welcome Address Prof. Baldev Raj Director, NIAS, Bengaluru

Theme Speaker Dr. V. K. Saraswat Member, NITI Aayog, New Delhi 1030-1100 TEA BREAK 1100-1300 First Session Chair: Dr. V.K. Saraswat

Speakers

Dr. Girish Sahni, Director General, CSIR, New Delhi Prof. K. Vijaya Raghavan, Secreatry, Dept. Biotechnology, New Delhi Dr. S. V. Ranganath, Former Chief Secretary, Govt. of Karnataka Prof. Anurag Kumar, Director, IISc. Bengaluru Dr. P. S. Goel, Raja Ramanna Chair Professor, NIAS and Former Secretary, MOES Mr. S. S. Bajaj, Former Chairman, Atomic Energy Regulatory Board, Mumbai Mr. K. Venkatramanan, Larsen & Toubro, Mumbai Dr. Alex Thomas, President AHPI, Bengaluru 1300-1400 LUNCH BREAK

10 NATIONAL INSTITUTE OF ADVANCED STUDIES SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

1400-1530 Session Two

Chair: Dr. S. Banerjee

Speakers

Dr. S. Banerjee, Former Chairman, AEC & Secretary, DAE, Mumbai Prof. Indranil Manna, Director, IIT Kanpur Prof. J. B. Joshi, Former Director, ICT, Mumbai Dr. Gurmeet Singh, Global R&D Director, Unilever, Bengaluru Prof. P. Radhakrishnan, Director, PSG Institute of Advanced Studies, Coimbatore Mr. Ricky Kej, Grammy Award Winning Composer Dr. Mustansir Barma, Professor Emeritus, TIFR Centre for Interdisciplinary Sciences, Hyderabad 1530-1600 TEA BREAK 1600-1800 Session Three

Chair: Dr. S. Ayappan

Speakers

Dr. S. Ayyapan, NABARD Chair Professor, NDRI Southern Regional Station Prof. Alok Dhawan, Director, CSIR-IITR, Lucknow Prof. Baldev Raj, Director, NIAS, Bengaluru Dr. R. K. Tyagi, Former Chairman, HAL & Pawan Hans Helicopter, President, Aeronautical Society of India; independent director on board of Air India & Mentor director of DIIA Dr. Sanjay Chandra, Chief R&D and SS, Tata Steel, Jamshedpur Dr. R. D. Raveendran, Chairman, Arvind Eye Hospital, Coimbatore Prof. Meenakshisundaram, Visiting Professor, NIAS, Bengaluru 1845 Onwards DINNER

NATIONAL INSTITUTE OF ADVANCED STUDIES 11 SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

Thursday October 26, 2017 (DAY TWO) 930-1100 Session Four

Dr. Anil Kakodkar, Former Chairman, AEC, &Secretary, DAE, Mumbai Prof. Sandip Trivedi, Director, TIFR, Mumbai

Panel Moderators Dr. V.K. Saraswat Prof. Baldev Raj Dr. Sandip Trivedi 1100-1130 TEA BREAK 1130-1300 Session Four (Contd.)

Panel Moderators Dr. V.K. Saraswat Prof. Baldev Raj Dr. Sandip Trivedi 1300 Lunch & End of the Roundtable

12 NATIONAL INSTITUTE OF ADVANCED STUDIES ANNEXURE THREE

REPORT ON DISCUSSIONS DURING ROUNDTABLE

The Roundtable on “Sustaining Saraswat echoed the concerns of the Excellence and Relevance in an Prime Minister with regard to the Organization” was jointly organized scientiÀc community of India for by NIAS and NITI Aayog at NIAS, meeting national priorities. The total Bengaluru on 25th and 26th October output by the large pool of scientists in 2017. Several distinguished scientists, India is seemingly falling short of the academicians and professionals of national expectations. The research in Indian Science and Technology arena India is predominantly ‘Incremental’ made deliberations on the vibrant in nature. The research often revolves theme of the roundtable. On the Àrst to improvise or develop the pre- day of the Roundtable, Prof. Baldev Raj, existing research instead of following Director, NIAS welcomed the speakers an innovative approach right from the and participants, and encouraged stage of the inception of an idea. The everyone to share their experiences incremental approach in research is not that can be a beacon for others in their a right path to meet essential needs and journey for achieving excellence. Prof. expectations of the common citizens, Raj highlighted the relevance of such who are unable to appreciate science, a deliberation that could collectively as they are not able to connect with impart pragmatic and progressive science and scientists. The scientiÀc knowledge to the aspirations of India in progress that begins with ideation the 21st century. and that continues to the stage of Dr. V.K. Saraswat from the NITI implementation by a strong leadership Aayog highlighted key aspects of the is desired at current juncture of India’s theme. He expressed conÀdence that development. Dr. Saraswat highlighted such an extraordinary collection of the relevance of ‘Total Productivity’ experts shall lead to key beginning that measures various desired outputs and evolution of right policies. Dr. of knowledge and labor. The output

NATIONAL INSTITUTE OF ADVANCED STUDIES 13 SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

of organizations signiÀcantly depends comprised of Dr. Girish Sahni, Dr. upon the productivity of its human S.V. Ranganath, Prof. Anurag Kumar, resources. Most of the organizations Dr. P.S. Goel, Mr. S.S. Bajaj, Mr. have only 10-20% of their workforce Venkatramanan, and Dr. Alex Thomas. who has commitments. SigniÀcant work forces are followers. A few percentage Dr. Girish Sahni, Director General, of the work force also fall under the CSIR, New Delhi category that pulls down an organization. Dr. Sahni spoke about the mandate Often the success of an organization of CSIR, which is to provide scientiÀc depends upon its leadership. Strong and industrial research that aims to leadership with strong values nurture maximize the economic, environmental an organization, whereas a weak and societal beneÀts for the people of leadership can lead to the collapse India. He highlighted the progress CSIR of an organization. Understanding had made with regards to the number the dynamics of the work force with of patents it had Àled in India and relation to the success of organization, abroad in the last few years. CSIR is high and equipping them well will be crucial ranking among the various government for India’s development. Dr. Saraswat organizations in world. This attribute is a highlighted the relevance of ‘Quality’ result of the value that the organization and ‘Quantity’ in an organization’s adheres to. The creation of value from performance: ‘Quality’ which science is achieved with the alignment transforms the organizations from of individual, organization and national incremental researchers to developers demand. The focus on commercial and ‘Quantity’ which understands the offerings of private goods for the relevance and commercialization of industry, creation of value for citizens research. Dr. Saraswat also emphasized through societal goods, and the focus to the relevance of a shift in outlook strengthen the national security through from looking at lower cost of labor to strategic goods have been incorporated labor productivity. Low cost of labor is in the value system of CSIR. Along with meaningless if the productivity of labor its strong value system, the excellence in is low. CSIR is achieved through strong human The Àrst session under the resource development that incorporates chairmanship of Dr. V.K. Saraswat strong sector and industry speciÀc

14 NATIONAL INSTITUTE OF ADVANCED STUDIES SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION skill development. The organization towards scientiÀc and sustainable has matrices that measure excellence decision making is the need of the hour. in a cohesive manner. Scientists are The data alone needs to be machine recognized beyond their publications readable and cost effective, and should along with those of professionals, who be used to set development standards. contribute silently in the background. He argued that the organization needs to clear themselves of the fear of CBI, Dr. S. V. Ranganath, Former Chief CAG, and courts. The organization Secretary, Govt. of Karnataka. needs to streamline their procedures Dr. Ranganath spoke about and processes with adequate remedial the factors that are likely to hinder measures such as peer group reviews achievement of excellence by an and pre-audits. Use of technology organization. He expressed that the and good relations with stakeholders organizations of today, even though along with ability to take care of the have 21st century aspirations, they weakest links deÀne the success of an are slowed down often by their 20th organization. century processes and procedures, and even riddled by their 19th century Prof. Anurag Kumar, Director, IISc mind set. He argued that excellence Bengaluru. should involve the whole organization Prof. Anurag Kumar spoke from down to every department, every single his experiences abroad, and about the activity and to every single person at the IISc as the director. He emphasized entry level. Excellence can be achieved that the institute is able to continuously by capacity building that consists of achieve an excellence in enhancing encouragement, training and imprinting performance due to the high quality the ‘Big Picture’ in each worker. Dr. of faculty members. The faculties get Ranganath highlighted the need to focus autonomy to decide how they function on prevention of undesired outcomes within their departments. Start-up through rigorous vigilance from the grants are provided to motivate faculty very beginning. Understanding the members to conduct research. The customer, use of the data that is high faculties are administrated under a volume, high velocity and high variety tenure system which annually monitors

NATIONAL INSTITUTE OF ADVANCED STUDIES 15 SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

their performance. The international The problems that lead to the collapse peer review of the faculty members is of an organization are often manifested conducted by the institute. Often it is after a few years or decade of existence. important to consider a faculty’s Àve The real problem is the degradation best papers over his possible hundreds in the quality of leadership. Often of papers. The quality of paper needs organizations which had prominent importance over the quantity of it. and effective leaders performed better. Rigorous procedures are adopted for The absence of strong leaders results in the selection of students, and the collapse of organizations. The problem student receives mentorships only from of leadership arises when nurturing those faculty members who are experts of possible leaders is not done. The in their Àeld. Faculty members and leadership skills often are not passed on students are constantly evaluated, and to the younger generation. At time, the this evaluation is visible in their behavior leaders in order to secure their positions as faculties tend to respond to the way post retirement deliberately impart they are evaluated. He argued that in mediocre leadership skills to their the era of inter-disciplinarity, the silo successors. The role of psychologist thinking i.e., only thinking about one’s needs to be explored to identify and department needs to be challenged. nurture leaders from a beginning stage. The silo thinking not only separates departments within an institute, but also Mr. S.S. Bajaj, Former Chairman, Atomic separates institutes from each other. Energy Regulatory Board, Mumbai Prof. Anurag Kumar highlighted IISc’s Mr. Bajaj spoke about the constant endeavor to engage with the experience in nuclear power industry industry through contracts, consultancy in general and AERB in particular. He and start-ups. highlighted that the nuclear industry is predominantly functioning around Dr. P.S. Goel, Raja Ramanna Chair a ‘Safety Culture’, where safety Professor, NIAS gets priority, and all processes and Dr. P. S. Goel expressed that all procedures are developed around the organizations are created with a long- priority. AERB has periodic reviews term vision, core values and culture. to ensure all mandates are adhered

16 NATIONAL INSTITUTE OF ADVANCED STUDIES SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION to. The organization’s systems are in the industry. An ‘Operational strongly inÁuenced by international best Experience Feedback’ is utilised to practises as codiÀed by the IAEA. The learn from outcome of events not only AERB has functional independence, in the country, but also from a global high level technical expertise and a spectrum. well-established system of codes. The organization is subjected to external K. Venkatramanan, Larsen & Toubro, scrutiny, audits and peer reviews. The Mumbai core technical competency is made Mr. Venkatramanan sighted his available in-house through recruitment experiences from the industry, where and training. Mr. Bajaj expressed that Larsen & Toubro is very active and is for creating and sustaining excellence, often successful in obtaining high proÀle a conglomeration of departments is contracts. He argued that recruiting required at an industry-wide level. good people is important for an Within individual organizations, organization to achieve excellence. The emphasis needs to be given on culture leadership needs to be nurtured, and of excellence. Organizations need to the teams need to be given incentives take full advantage of industry wide in the form of bonuses for the proÀt facilities and infrastructure available they make from their projects. Having for benchmarking the organization’s human resource systems that respond systems and practices against best and change as per the competition benchmarks. This includes inviting is important to retain leaders in any periodic peer reviews and audits. organization. HR beneÀts in the form Periodic reviews of organization’s of ‘Hardship Allowances’ are needed systems and practices need to be to motivate people in challenging and done in light of stakeholder feedback, remote environments. The appraisal new developments and changed system is reviewed often and modelled environment etc. A formal robust such that people with poor rating are system of learning from experience facilitated to leave the organization. needs to be established not only from Engineers and work force, who show events within the organization, but also potential as leaders are nurtured and from any signiÀcant events elsewhere trained to become managers, and are

NATIONAL INSTITUTE OF ADVANCED STUDIES 17 SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

promoted to higher responsibilities with Prof. P. Radhakrishnan, Mr. Ricky Kej, a fast track movement. Dr. Mustansir Barma.

Dr. Alex Thomas, President, Association Dr. S. Banerjee, Former Chairman, AEC of Healthcare Providers of India, Bengaluru & Secretary, DAE, Mumbai Dr. Thomas highlighted that AHPI Dr. Banerjee introduced this regularly monitors the quality in its session to the audience by speaking institutions. The teachers are regularly about the general competency in accredited. The institutions which India with regards to the industry and impart knowledge are also regularly technology. He expressed that the accredited. Excellence is desired indigenous products are not getting through performing activities that the importance that it deserves. As an spread awareness in the society. Along example, he contended that the Àbre with accreditation of teachers and optic technology, which was developed institutions, excellence in the Àeld of in India a few decades back has not medical education is achieved through been harnessed with full beneÀts. leverage of technology, where online The same technology was imported education and webinars are utilized. from outside for use. He stressed on The systems are integrated to provide sustaining excellence with examples of greater access. He proposed that the transparency and imagination in DAE government should create a national level through challenges, human resources think tank that holistically can address and governance. health issues. To maintain excellence, Dr. Thomas argued the relevance Prof. Indranil Manna, Director, IIT of a combination of government, Kanpur research institution, academia, industry Prof. Manna expressed that community and international agencies. excellence is relative and is not time The second session of the independent. To attain sustainability, a Roundtable was chaired by Dr. S. continuous effort is warranted. Keeping Banerjee. Other key speakers of this society as the pivot, the factors of session were Prof. Indranil Manna, science, engineering and technology can Prof. J.B. Joshi, Dr. Gurmeet Singh, be visualised as a perpetual triad. The

18 NATIONAL INSTITUTE OF ADVANCED STUDIES SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION ability to understand and accommodate To achieve sustainable excellence, the the needs of the society is crucial to attain need exists to create success stories, excellence. The need of the hour is to where the “inclusiveness” is achieved look beyond the silos of one’s comfort through right balance between zone with regards to department and cutting edge science, innovations institute. India needs to consider the and implementation. The central balance between its positive factors of government’s policy which suggests all size, expanse, population, age, GDP the educational and research institutions and progress against the odds placed to earn 10% to 30% of their budgets by its diversity, poverty, unemployment will improve the innovativeness. He and health. The desired target of argued that it is important to establish self-reliance, sustainable and inclusive ‘excellence’ as a top virtue in our society growth can be achieved by relevant in general, and research and educational engineering education. The engineering institutions in particular. Performers in education needs to be strengthened an organization should be rewarded, by addressing the policy enhancing and job promotions should be based ecosystem. on merits. The leadership of such institutions needs to be chosen based Prof. J.B. Joshi, Former Director, ICT, on past performance. The society needs Mumbai to understand that ‘excellence’ is the Prof. J. B. Joshi expressed that most important virtue in the system. sustainable excellence means a creative The money spent for creating excellence ambience for well-being of the society. needs evaluation to understand whether Excellence related to the outstanding or it is put to right use. exceptionally good performance in all aspects of life including arts, literature, Dr. Gurmeet Singh, Global R&D sports, education, research, agriculture, Director, Unilever, Bengaluru. industry, service sector and many Dr. Gurmeet Singh addressed others. He contended that excellence is the factors of mission, vision and sustained only when the grassroots’ level values that an organization utilises for of any organization are also participants attaining excellence. He expressed that to the activity, and enjoys the rewards. every organization needs to understand

NATIONAL INSTITUTE OF ADVANCED STUDIES 19 SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION

their three main phases: Input, Process ensuring ethics and transparency is and Output. Each phase has certain ensured. parameters, which can directly inÁuence the success of an organisation. At Mr. Ricky Kej, Grammy Award Winning input stage, the expertise of the work Composer force, skills and capability combines to Mr. Ricky Kej spoke about his form the talent. The processes need passion leading to choosing a career in to understand even the importance of music. He expressed how excellence can small things as “small things make the be achieved when one understands the big things occur”. The output needs to surroundings and response of people understand the customer and constantly to each trigger. He expressed how innovate with science that need not be music is a tool to reach out to people mundane for the imagined mundane to instil the idea of nature conservation products. into the mind of the people. His personal experiences in creating worthy Prof. P. Radhakrishnan, Director, PSG networks and, support individuals and Institute of Advanced Studies, Coimbatore organizations were narrated. Prof. Radhakrishnan highlighted the performance excellence framework Prof. Mustansir Barma, Professor of a higher educational institution. Emeritus, TIFR Centre for Interdisciplinary The operations within an organization Sciences, Hyderabad are inÁuenced by continuous strategic Prof. Mustansir Barma spoke about thinking and planning, customer TIFR constant endeavour to advance satisfaction, knowledge internalization, research by venturing into newer areas quality and commitment of personnel, and focusing on people development. He and the leadership, which monitors expressed the need of interdisciplinary the contributing factors. Excellence is approach to understand problems and achieved in core values, where excellence develop solutions. The organization itself is customer focused. Apart from excellence is depended upon the quality customers, an organization needs to of people. value its people. Ensuring that the The third and Ànal session of the compliances and regulations are met; day one was chaired by Dr. S. Ayappan. the organic growth of an organization The other panellists for this session

20 NATIONAL INSTITUTE OF ADVANCED STUDIES SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION were Prof. Alok Dhawan, Prof. Baldev understand the need of interdisciplinary Raj, Dr. R.K. Tyagi, Dr. Sanjay Chandra, along with innovations. The top Dr. R.D. Raveendran, and Prof. leadership needs to be nurtured and Meenakshisundaram motivated. Institutionalizing excellence makes it relevant. The relevance should Dr. S. Ayappan, NABARD Chair focus on society. It is important for Professor, NDRI Southern Regional Station an organization to have third party Dr. Ayappan expressed that it is evaluation to obtain usable feedback. important to look at the mechanism of excellence that is present in other nations. Prof. Baldev Raj, Director, NIAS Internal mechanisms need to be brought Prof. Baldev Raj talked about with right intelligence to understand the the relevance of autonomy for an national and international standards organization. He expressed that the and competition. He insisted on the autonomy is to be provided only with relevance of strong mentoring, which accountability. The integrity and values can contribute towards the sustainability of a team determines its success. An of excellence. organization needs to identify the gaps in performance and functioning Prof. Alok Dhawan, Director, CSIR- through the mechanism of ‘Gap IITR, Lucknow Mapping’. Organization can achieve A system of feedback has a excellence if they have right leaderships signiÀcant contribution in achieving at different levels who deliver autonomy excellence. Engaging directly, of functioning with accountability and empowering people, enabling ecosystem, continuous building of competence equality and ethics are important steps and attitudes essential for sustained towards attaining excellence. The focus excellence. He gave examples from should be on goals. Constant feedback is his personal experiences in building relevant to understand the direction of Fast Reactor Technology and Closed progress made. Forecasting is important Fuel Cycle to achieve excellence. He to predict the outcomes. The work force mentioned about excellence in national right from the top management needs to and international forums through show integrity. They should inspire and setting clear objectives and motivating

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individuals with importance of the people by working by high work ethics at objectives for meeting the mandate of various levels and responsibility sharing. the organization. Dr. Sanjay Chandra, Chief R&D and Dr. R.K. Tyagi, Former Chairman, HAL SS, Tata Steel, Jamshedpur & Pawan Hans Helicopter Dr. Sanjay Chandra expressed Dr. Tyagi expressed that leaders’ the need for an environment that can work and contributions should be accommodate the needs of research measurable. In technology, the measuring and development at an industry level. should be in the form of the number He insisted the need to move out of of patents Àled. He expressed that the incremental research. Collaboration top 50 of a company are important to with all stakeholders is relevant for the deÀne the success and longevity of a success of an organization. The HR company. In HAL under his leadership systems in the organization should the number of PR Àling increased from conduct assessments every year. The 9 in 2012 to 1075 in 2015. He expressed ‘Key Result Area’ should be identiÀed the importance of peer review and the and developed. In order to avoid all need for a strong industry-academia people to be rated high. Mandates of the partnership for the success of an organizations should consider effective organization like HAL. Under the rating system. Dr. Chandra argued that outline of ‘Shangshaptak’ (Warriors in people needs to be rated on a bell curve Mahabharata who are expected either by the appraisers. to win or die), responsible leaders in the organization are chosen between the age Dr. R.D. Ravindran, Chairman, Arvind of 48-52yrs, who have a performance Eye Hospital, Bengaluru rating score of 85 and above. Integrity Dr. Ravindran expressed the need component of the people are taken to to promote industry wide best practises be important. The training program is and benchmarks. The best practises set for a one year period. The program developed by each organisation needs is assessed by a board headed by former to be shared so as to raise the standards CMD and Directors. Dr. Tyagi gave an of an industry. The problems from the example, where an organization’s top community need to be identiÀed, and management can bring a change in the ownership of these problems needs

22 NATIONAL INSTITUTE OF ADVANCED STUDIES SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION to be taken to develop solutions to argued that a collective effort of an address these problems. It is important organization is able to reach out to for an organization to build values and the government than an individual. systems around the vision. The support His organization functions to resolve of the community needs to be taken in real world problems in domains and order to attain success. A frugal mind geographical areas, where the members set is required in handling of resources of the organization have expertise. The so that the wastage can be avoided. organization strictly prevents any family An organization needs to self-reliant member of the board members in the with regards to its Ànance and HR organization. The pay scale of the top development. The human resources person in the organization is kept at need to be valued and developed maximum of three to four times than internally through the pool of resources that of the person at the lowest level in available. This is to prevent the loss of the organizational pyramid. The corpus time in hiring and training new entrants. of the organization is never used, and only a portion of the interest is used for Prof. S.S. Meenakshisundaram, staff support, or for unplanned events. Visiting Professor, NIAS, Bengaluru The values of organization differentiate Prof. Meenakshisundaram itself from the activities, which pull focussed upon the relevance of down the organization in meeting sustainability and excellence. He the endeavors. The organization is expressed that an organization needs structured to be actionist. to improve its communication with the The second day of the Workshop line departments in the government. on ‘Sustaining Excellence and Relevance A success of an organization depends in an Organization’ saw discussions on how well it can involve the people. mostly centred on the theme of Problems need to be identiÀed from sustaining relevance and excellence the society and, a system appropriate across time. The panel discussion had to suit the challenges and requirements as its primary discussants, Dr. Anil needs to be developed. The design Kakodkar (Former Chairman, AEC, of a system is important to bring and Secretary, DAE, Mumbai) and out the strength. Through his past Prof. Sandip Trivedi (Director, TIFR, experiences, Prof. Meenakshisundaram Mumbai). Dr. V.K. Saraswat (NITI

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Aayog) and Prof. Baldev Raj (Director, embodies, along with an intrinsic value NIAS) were also present at the session, system, which should be developed and as panel moderators. periodically reconÀgured in a manner Dr. Kakodkar delivered the Àrst that is consistent with delivering on address of the session, where he expectations. pointed out the need to continuously The autonomy of an institution reconÀgure the Government’s position needs to be respected by the stakeholders. on what he identiÀed as the Four Ideally, the system is managed by itself, Pillars of a Competitive Society – where the accountability system is Technology, Institutions, Infrastructure driven by a peer-motivated framework. and Incentives. According to him, This would ensure the maintenance excellence in organizations is of key of consistency of the vision of the relevance for the country. If well institution, along with the values it organized, then these institutions have embodies, both within and outside the potential of maintaining a high of the institutional framework. standard of excellence for a long time. Autonomy, therefore, has to be built Therefore, the true test of excellence, into the structure of the organization according to Dr. Kakodkar, lies in itself, with effective leadership at the whether an institution stays relevant helm, functioning as the custodian and over time. For instance, educational protector of the same autonomy. institutions such as Cambridge, Oxford, It was also identiÀed that and the University of Paris have all maintaining excellence while a particular managed to align themselves with the institution is on its growth path is easier changing requirements of the time, and than sustaining the same growth after have been able to evolve in accordance the Àrst thrust of growth subsides. with the same to stay relevant, even Therefore, the same efÀciency and today. excellence in functioning have to be Dr. Kakodkar then went on to maintained in order to sustain the same elaborate on the key elements that rate of progress and development that deÀne an institution. He pointed out the institution achieved in its initial the need for a clearly deÀned mission stages of operation. Finally, relevance or a purpose, which the institution in the context of changing track of

24 NATIONAL INSTITUTE OF ADVANCED STUDIES SUSTAINING EXCELLENCE AND RELEVANCE IN AN ORGANIZATION development and innovation with The discussions that followed the regards to reconÀguring organizational main address added to the deliberations priorities and programs, with the same on the aforementioned theme and resources that are available for usage arrived at a consensus regarding certain needs to be maintained. steps that could be taken to ensure The primary impetus is to be on the the management of excellence and leadership as well as the members, who relevance in organizations. Participants constitute the organization or institution. mainly emphasized upon the need for The leadership is to be entrusted critical thinking as means of sustaining with the protection of accountability, the relevance of an organization, alongside maintaining accountability to alongside reconÀgurations of its stakeholders. Additionally, commitment organizational framework and a marked towards the organization’s stakeholders emphasis on critical/creative thinking. as well as to the values that the These changes are necessary as a way organization embodies needs to be of ensuring commitment to a singular managed effectively. The kind of vision, the means of attainment of leadership structure in operation will which may undergo changes over time. be contingent on the nature of the The entire process of delivering organization’s goals and objectives. on the organization’s stated objectives However, regardless of the form, a should maintain a steady balance steady balance of harnessing efÀciency between essential activities, which and creativity needs to be maintained, determine the overall process of which will come with variations in the translation of objectives into outcomes, structure created by the leadership, that and essence activities, which include the is, whether hierarchical or horizontal. means by which the entire process of In all, a stable combination of all executing these objectives are managed. these aforementioned factors should According to Prof. Sandip Tiwari, be conÀgured according to the nature emphasis on the recruitment of faculty of the objectives that an organization members should be placed in order pursues, such that the ultimate objective to ensure the selection of individuals, of delivering on the same is ensured who will drive the research process. across time and in accordance with Individuals should be assessed regularly shifting priorities. in order to ensure that areas of research

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are constantly re-evaluated in a manner regarding time and expenditure as well such that relevance is maintained. as stated outcomes are more sensibly Excellence on the other hand can be assessed. both derived from individually driven Prof. Baldev Raj stressed on the projects as well as institutionally driven necessity of deÀning relevance with research programs. Thereby, ensuring the utmost clarity, matching with autonomy of research within such changes in aspirations and capabilities organizations is also maintained without over time. The relevance of leadership, compromising on the larger institutional according to Prof. Raj should also be objectives. assessed by creating next generation An important point that was raised leaders and shaping the mandates in discussion was the need to sensitize of the organization to international bureaucrats regarding the requirements benchmarks, meeting national for a particular endeavor, such that challenges and creating harmony expenditure oriented evaluative process and purpose in the organization. In is counterpoised by a more outcome conclusion, Dr. V. K. Saraswat stated oriented evaluative framework. One that mobility between different research way of ensuring this would be to avenues should be encouraged in an facilitate exchanges of personnel effort to breach certain silos, thereby between Educational institutions, necessitating the need for much more Government labs as well as autonomous intense and deeper interactions between institutions attached to Government every constitutive element engaged in nodal departments. This would create research, development and deployment a substantial difference in the manner as a process, both internal and external, in which the chain of progression in which is necessary in order to ensure the which basic science is translated into sustenance of relevance and excellence industry is viewed, such that sensitivities in Indian organizations.

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