Using change agents to globalise India Inc

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Such scrutiny might include an analysis of market share, competitor’s product quality, or purchasing behaviours of target buyers. By comparison, most common type of internal organisation assessment involves a functional analysis of a single isolated subsystem such as financial, human resource, or information.

Effective strategic management requires more than an independent appraisal of each subsystem: it also requires a detailed understanding of how each subsystem contributes to and impacts on organisational performance. Therefore, decision-makers would benefit from a diagnostic tool that could measure each subsystem’s ability of to adapt to change; identify critical interdependencies between subsystems, and elevate the performance gaps that could cripple the change process.

The Indian companies face a tough task today as they work in the global environment and compete with some of the best brains and most competitive organisations in the world. The Indian companies have been using trainings to change the behaviours and attitude of their employees by imparting knowledge and skills and this has become an essential part of the strategy of any organisation that needs to move forward. It is a way of changing the way a business works and of making sure that employees perform to the best of their abilities.

However, the New India, as it looks forward to becoming the largest economy in the world is awakening to the benefits of various corporate trainings. It now understands that trainings create qualified manpower that bring in professionalism leading to higher value in terms of better efficiency and productivity. It’s a win-win situation for all as the organisations benefit due increased efficiency and the employees grow with a career path design.

The training profession has learned the value of expanding its training focus to include a broader understanding of the business processes of an organisation. The primary concern must be the improvement of actual performance on the job. There are six types of organisational gaps that the corporate trainers must be prepared to close in order to support human learning and on the job performance.

The six gaps were between strategic initiatives and rewards systems; new-product initiatives and cost-cutting efforts; marketing and production; traditional practices and innovative practices; old knowledge and new technology, and yesterday’s competencies and today’s challenges. The range of disciplines represented in these gaps suggests that a corporate trainer will have been exposed to a rigorous and diverse education regiment.