Hi Friends,
                                              Even as I launch this today ( my 80th Birthday ), I realize that there is yet so much to say and do.
                                                  There is just no time to look back, no time to wonder,"Will anyone read these pages?"
                                       With regards,
                                       Hemen Parekh
                                       27 June 2013

Tuesday, 23 April 1985

INTERNATIONAL MANAGEMENT

Synopsis: Communication For Productivity
Letters written to some 7500 Workers / Managers / Union Leaders, following a period of strike / Go slow / Murders (1979 - 1987), at Mumbai factory of Larsen & Toubro Ltd. This direct / open / honest communication led to a remarkable atmosphere of trust between Workers and Management, which, in turn, increased productivity at 3% per year (ave).

23 Apr 1985

To:

Dear Colleague


I enclose  herewith  copies of  two articles  taken  from the April 1985 issue of "International Management".

Both articles deal with the matter of "change".

Ian  Christian  generalises  about  the  resistance-to-change prevalent in  the British Industry and  how Margaret Thatcher is pushing  for the idea of  "Survival of  the Fittest" under the  conditions of free  competition,  In her  grim battle on the question of closing  of unprofitable coal-pits, she seems to have won the first round and established the principle.

But winning battles is not  the same thing as winning wars! -especially  "wars  of  Ideology"  -   ways  of  thinking  and behaving which  call  for change  of attitudes  - on  part of both the Victor and the Vanquished.

And  the  first change  in  attitude  is  that  there are  no winners and  no losers.! In a  war of  ideology everyone must come out of a winner !
And  this is  what  Hirashi Shinto  (President)  seems  to be attempting at NTT - the  giant domestic telephone monopoly of Japan  which becomes  "privatized"  this month.   Very aptly, the  article calls it a  "revolution in  consciousness".  And at one place the article says,

"In  a   Shinto-inspired  cleanup  and   paper-saving  drive, employees  last  year  destroyed  6,600 tons  of  superfluous documents,  emptying  940 file  cabinets  and lockers.   They have also  been  ordered to  curtail their  use of  paper and photocopies,  which last  year  came to  1.2 billion  sheets. That's  wort$  60  million  and  would  reach  almost  100 kilometres high if stacked".

Our  own   success  at  destroying  50   tons  of  superflous documents at Powai  last August, can at best  be considered a "superficial" comparison  between what seems  to be happening at NTT and what we are attempting at Powai.

As  I  carefully read  and  re-read  the  article,  I  got an impression that what  NTT is engaged in is  changing the very organization -  culture -and in the process  involving all of its 3,30,000 employees!

Let us  hope, we  too  can find  ways to  involve all  of our employees at  Powai for whatever  change of culture  we badly seem to  need to usher  us in the  21st century.  And  let us further hope  that those of us who  do find such  "ways" will go out and  experiment, and not  allow frustrations to hamper their enthusiasm - because the worst  bankrupt is the man who has lost his enthusiasm.

H. C. PAREKH

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