The Human Factor

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May 2012

Judicious Structure and Strategy
Prof. Paresh Shah (Faculty IIPM, Ahmedabad) assesses the role of organisational structure as an instrument of change
Suparshwa is CEO of Mobilink Telesystems Company, manufacturers of one of the oldest and largest telecommunication products including consoles. Suparshwa joined as marketing manager in 2006, when the.... Read More

Strategic coherence is not an end in itself
Dr. Shiva Kumar Srinivasan (Professor, IIPM Chennai) says the present form of MTC’s SBUs is not aesthetic enough to be termed strategically coherent, but not disorganised enough to be labelled dysfunctional
An SBU does not become dysfunctional per se when it attains critical mass. An SBU is diagnosed as ‘dysfunctional’ only if it cannot meet its P&L responsibilities. The whole point of setting up SBUs is.... Read More

To Sustain Organisational Strategy freedom is must
Suman Rudra (Head HR, NCR Corporation India Pvt. Ltd.) avers the key to sustain organisational strategy for SBUs is to create goals and provide operational freedom to work and perform
SBU, by the concept, means a unit created to sustain a strategy along a product or service line. The SBUs may have BUs which are complementing in delivering the overall value proposition of SBU. The S.... Read More