Us vs Them

One of the things that strike me most in many organizations is that there is always a Us vs Them mentality between the staff and the HR department. Whenever, the employees speak of the HR department, it is always 'them. The opposite is also sometimes true.

Employees should realize that HR is for them and with them AND they too function in the confines of organizational objectives and restrictions. The HR department is not a policing department ( I sincerely hope no HR manager in this country is still playing that antiquated role!). Employees will have a better chance of getting what they want if the keep the following things in mind:

1. Be reasonable
2. Know that the grass is always seem greener the other side
3. Working with HR will take them further than antagonizing them
4. Take a keen interest in the workings of the HR department
5. Make it know to the organization that they expect nobody less than a world-class HR manager.

In the same breath, I also sincerely hope that HR will view their role in a different light. HR is often the first point of contact for the staff in dealing with higher management. Inevitably, HR is viewed as the gatekeeper of the higher management and trust becomes an issue. HR should be seen on the ground with the staff. Be with them, lunch with them. Be visible and be at close range.

It was never easy for the HR and it will never be with a workforce diversity that is mind-boggling. But don't for a moment negate the functions of HR. Companies will have to do that at their on peril.

Organizational DNA

Last week, I was with 2 groups of some of the most eager learners I have ever known. They are from a company that is the guardian to one of Malaysia's most loved brands : Jaya Jusco. I salutue you, the great people of AEON Malaysia.

This entry is for you guys and I hope to discuss further the story of Nanjing Automobile Company.

As I said the true blue British brand, MG and Rover is now owned by a relatively new and unknown entity called the Nanjing Automobile Company. They may be big in China but as you guys said rightly : Nanjing who?

Do you also know that Europe's steel powerhouse now belongs to a certain Mittal from India who makes England his home? Or did you know that Tata of India is considering to buy another British icon, the Jaguar. Full circle indeed.

The question is this : How old are these target companies. Very old is the answer. They have gone through 2 world wars, numerous political, social and economic revolutions. They have witnessed some of the most dramatic changes in consumerism's relentless changes in tastes and trends. AND, they have always been under the guardianship of one culture. Today, entirely different cultures are thier new owners. I mean, Rover a Chinese owned company or Jaguar an Indain owned one? Well, thats the way of the world today folks. But, what happens next. To be more precise, what will happen to the DNA of these organizations. Will people look at them as still Rover or MG or will they look at it differently? Will their loyal Anglo-proud customers feel betrayed? Will the new owners have the discipline not to re-engineer the DNA of these organizations? What happens if they do? What happens if they don't?
What will happen to the brand's intrinsic value and characteristics?

Will they survive another 100 years?

I believe that an organization too has a certain DNA that keeps it evolving. This DNA becomes entrenched over time and it becomes something buried deep in the heart of the organization which in turn affects how it does business. Look at Honda. What do you think it's DNA like? One of creativity and innovation before profit? Yes. Otherwise they would not have been spending billions of dollars developing the Honda jet. Now, what will happen to this DNA if a purely business investor from Russia buys over Honda? Would Honda stop evolving? Would its DNA face a slow and steady remodification?

So many questions. I am going to sleep on them and probably keep the answers for another entry.

By the way, after our last session, a thought flashed through my mind: Isn't it strange that Seiko and Alba have not bought over any Swiss brands? Or have they?

Do Engineers Need Management Skills Training?

It was great to be back at Maju Holdings. As in all previous occasions when I had the good fortune to meet the staff of Maju in my training programs, last week's group did not fail my expectations. They were energetic, lively and passionate. The highly technical and tough issue of Managing Change was discussed and debated in a open and professional manner. Syabas ladies and gentleman of Maju! One of the issues that we discussed was whether an engineer who has been made to be a manager need to go for management skills training? If you recall, that's what MBAs were created for isn't it? The very first MBAs were in response to demands from manufacturing companies in the US and Europe that were slowly experiencing leadership change. At that time, the founders and/or original movers of some of the most well known organizations were gradually being replaced by their long time staffs who for the most part were involved directly in the manufacturing/product component of the business. It appeared perfectly logical for Henry Ford, for example, to designate his chief technical men or his chief engineers to take over some of the key positions in the company. After all who better to run the company than the guys who knew the product like the back of their hands? Once these technical wizards ascended the power structure of their respective organizations, they inevitably realized that managing a group of production workers as the CEO or GM was a completely different ball game compared to managing the day-to-day running of the production line. They needed much more than their technical expertise. Hence, the MBAs were developed as a bridging for them to enter the world of management. Of course, over the years the MBAs have taken on an entirely different appearance. So, the answer is yes. Engineers and other technical experts going into management functions should be exposed to management skills training. It should be something that they experience way before they take the hot seat not after the fact. That way, they will have more time to internalize and find their footing before actually taking on the real responsibilities of a manager.