The IT Industry in India is clearly reaching an inflection
point. There are the large and successful software exporters reaching the much
admired Billion Dollar status, employing tens of thousands of professionals, and
winning acclaim and business from global corporations. And then the hundreds of
smaller companies, in every sector of the industry, from software and BPO to
hardware to Networking and even Consulting, all looking for their place in the
sun and an opportunity to develop a differentiated value proposition for their
customers.
While the challenge for the smaller firms is more obvious, CEOs
of larger firms are also worried-not just about the stock markets or getting
more business, but to do what the legendary General Electric Company says in its
1995 Annual report: "shape a global enterprise that preserved the classic
big company advantages while eliminating the classic big-company drawbacks. What
we wanted to build was a hybrid, an enterprise with the reach and resources of a
big company but the thirst to learn, the compulsion to share and the bias for
action-the soul-of a small company." And while the Annual Report goes
on to describe the various steps GE took-de-layering the organization, setting
stretch goals, compensating people with stock options, annihilating bureaucracy
and providing high quality leadership-to deliver on its promise, this
inflection point can well be the key to sustaining success in this industry.
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One of the key challenges that CEOs in any successful industry
always face is the ability to deal with rising inequalities. At Harvard, we were
exposed to the shocking reality of an American CEO pay sometimes being as high
as 250 times the pay of the junior most employee; and if one compares the
compensation of the chairman of Nike Corporation with that of the lowest paid
full-time NIKE employee, in the factories of Indonesia where maximum economic
value is actually added, we are faced with the shocking statistic that the NIKE
chairman is paid as much as seventy thousand of his Indonesian factory workers
put together. There is no doubt that the compensation and opportunity divide
that exists everywhere and becomes accentuated in large organizations can sow
the seeds of discontent and low morale in a any fledgling industry.
On a larger scale, the issues of "digital divide"
which many of us talk about are real issues that the industry, led by the front
runners, will have to deal with all the time-the recent Gowda-Infosys argument
has shown how a disgruntled set of politicians can attempt to divert attention
from real value add by successful companies. It is not reassuring to say that
inequality in India is a milder problem than in China, where millions of rural
peasants feel compelled to leave their children for months at a time, going in
search of higher wages in cities.
Finally, back to the very successful GE, and to one more pearl
of wisdom from their annual report-the four types of managers that grow in
organizations and the ways in which GE deals with them. Type I are people who
share the values and meet the targets-for them the sky's the limit; Type II
are those who neither share the values nor meet the numbers-they're dead
meat; Type III are those who share the values but miss the numbers-they
deserve one more chance, maybe two; and, finally, there are the Type IV-managers
who don't share the values but deliver the numbers-and this is where GE
makes its strongest statement: "We made our leap forward when we began
removing our Type IV managers and making it clear to the entire company why they
were being asked to leave, for not sharing our values." How many CEOs in
our young industry have developed the courage of conviction and the ability to
act this way?