So how does Gardening gel with the overall objectives of the organisation? Puneet Jetli, senior vice-president and head-global people function, says: "It’s the philosophy of the company, and it’s how we perceive leadership. Had it been under the HR umbrella, there could have been many constraints. Besides, the sessions are personal in nature. Bagchi is under no obligation to share any of the findings with us. This, however, is another potent platform for the holistic development of our managers into leaders."
In the organisation of tomorrow, structure and non-structure will co-exist. Hierarchy will not go away; it will learn to work with the hetroarchy. That is why Procter & Gamble is engaging with FaceBook and creating Capessa.
"We have to extend the same rule of engagement to the internal customer. We have to redo the linkage, reinvent ways to collaborate with, expand and impact that individual very differently than during the end of factory-economy that stayed content with the term 'white collar'. The knowledge economy may indeed have as many people without collars as with - forget the colour though. That is how we can engage with people who visit you at Second Life (the website where you can live a virtual life) even before they send you their résumé in real life," Bagchi explains.
Image: MindTree Global Village, Bangalore. | Photograph, courtesy: MindTree Consulting Website
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