Misaligned organizations – Guaranteed failure

alok kumar great management guru

Change has been the only permanent thing in the world ever since the word was invented. Over last couple of decades, changes have been rather more rapid than what we have seen earlier.

Apple came back from almost nothing in the market to the top leader in technology in matter of less than ten years. Nokia went down from the market leader in mobile to a struggling mobile manufacturer. Sony Electronics posted heaviest loss ever after decades of top presence in market. Blackberry is almost becoming a history after being the global leader in its field ever since smart phones were thought off.


“ The key reason to failure is attributed to the lack of alignment of the organization leaders with the common vision …”


There are ample such things happening around us and many more waiting to happen in near future. The question which comes very often in mind is What is the reason which makes a company loose its market position so fast to someone who is so new in the field? In some cases the relevance of the business for the leader itself becomes a question mark. The common thing behind all such up and down stories have been the vision of the leadership and even more important the alignment of the organization with that vision. Sony, which remained market leader in electronics for decades with revolutionary inventions like Walkman and many more, lost its ability to deliver anything substantial.
The key reason to this failure has been attributed to the lack of alignment of the organization leaders with the common vision which was the reason of its success in its first place. Leadership in Nokia did not bother to ensure that the vision they had with its initial success was re-looked and implemented. Eventually, their vision was far short of consumer expectations that got far more than what Nokia gave to its consumer.

Without any solid vision, alignment obviously was not possible leading to a spiral of problems for the Finnish mobile giant. For a successful organization, it is imperative that leadership creates a strong vision, keeps the same updated and ensure that the same is cascaded for alignment and implementation of actions to achieve the same across the organization.

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Picture Credits : Infosys, For representational purposes only

By Alok Kumar

Alok Kumar

Alok Kumar is Managing Partner of SRKay Consulting group, a private equity company, nurturing innovative ventures. Alok also serves on the board of ICCL (Indian Clearing Corporation Limited - A subsidiary of BSE- Bombay Stock Exchange) as an external advisor for technology and information security. Prior to this, Alok had been Managing Director of Sears IT & Management Services India Private Limited (SHI) since its inception in December 2009 and served in the same position till very recently. Having been in senior IT management positions in Fortune 500 companies, Alok has won several national and international awards. Alok is instrumental in planning and setting up SHI and thereafter growing it to a multi-locational thousand-plus people organization. Over the last five years, with his strategic vision, Alok helped SHI grow roots in India, develop and support technology applications and infrastructure across core mainframe, cutting edge e-Commerce and big data technologies. With his unique people-oriented transformational leadership style, Alok turned SHI into one of the most valued investments of Sears, garnering great ROIs, and creating value much beyond cost arbitrage. Under his tutelage, SHI has filed two patents and is recognized widely for its best practices in various areas, the latter, currently featured in Indian Institute of Management (IIM) case studies. SHI also became a CMMI Level 3, PCMM Level 3, and ISO 20000 certified organization. Alok is a widely acclaimed corporate leader in India today. He regularly participates and leads various forums as a keynote speaker and is an author of several books in different genres. Alok has several awards to his credit. He is particularly known in the industry for his people management skills and innovative ideas in improving the productivity of employees through unique people practices. He has been credited with the following industry awards: ¬ Emerging Leader of the Year award 2013 by IndiasGreatest.com ¬ Game Changer CEO of the Year 2013 (SHRM) ¬ CIO 100 - The Bold CIOs - 2008 (Reliance Infosolutions) ¬ CIO - Ones to Watch Award 2008 (Reliance Industries) ¬ Extended Manager Award - CIOL 2004 (Tata Teleservices) As an able leader of SHI, Alok got SHI recognized widely in the industry with the following several awards: ¬ CII Award for HR Best Practices in 2014 ¬ Global Excellence in Outsourcing Award - AIOP (Phoenix 2013) ¬ IT Innovation Award (Design & Engineering) - Computer Society of India 2012 ¬ Golden Company of the Year - Economic Times 2011-12 ¬ 7th Employer Branding Awards - World HRD Congress (Mumbai, India) 2013: • ‘Asia’s Best Employer’ Award • ‘Best HR Strategy’ in line with business • HR Leadership Award • Talent Management Award by Bloomberg TV India ¬ Employer Branding Awards - World HRD Congress (Singapore, Asia) 2013: • 7th rank in ‘Asia’s Best Employer’ award • Award for ‘Best HR Strategy’ in line with the business • HR Leadership Award Other recognitions: Alok had served on the distinguished panel of NASSCOM's GIC (Global In-house Centers) National Council members. The council members play a key role in major initiatives of the industry and include the torch bearers of IT industry as panel members. Books and Papers: Alok is an established author, with three books to his credit. Alok’s third and latest book, a novel, “The Spy from Unaula” is a 2015 publication. A handwriting analysis enthusiast, Alok collaborated with his wife Nandani on the book, “Handwriting Speaks” in 2006. “Value Sourcing – Future of IT Outsourcing” was co-authored with Keith Sherwell (currently CIO, Altice USA) and was released in 2013. Alok also researched and published two whitepapers: a. “Creating next generation captives” talks about the best practices that are helping generate higher value from the IT company captives.

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