‘Indian firms will have to be quality conscious to operate globally’

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: all about people and the idea is to do more with them. In most companies around the world, people are not used to the maximum potential and we unleash that by working across cross functional teams and letting people think out of the box. Our objective in transformational management is to grow faster and leverage the benefits of human resources in innovation and grow them faster.

How adaptable are Indian companies to follow transformational management?

Indian companies where the management really wants to expand globally are keen to implement the process. But many firms are not thinking big to operate on a global scale. Tatas are an exception and they are operating on a larger scale in the global market and with that a lot of other people have woken up. In India, we have the best of the human resource, we have the brands but we waste them in mindless political and intellectual jargons. Indian firms will have to be quality conscious to operate globally.

How have the Indian companies grown to whom you have consulted?

In India we are working with dozen firms as it’s been only 4-5 years that we started here and if I have to give a turnaround example in India, it would be Semco Electric in Poona. Four years ago it had around $30 million turnover, all targeted for the US. We worked with the management team and implemented transformational management in every aspect right from selling, to managing the value chain, to building design. Today, their turnover is close to $150 million and the company’s value has gone from $20 million to $220 million. The company was recently sold to a private equity firm and four years before the owners were willing to sell it only for $20 million. That’s the power of transformational management.

Which are the other Indian companies where you are consulting?

We are working with Gokul Das Exports, a garment manufacturer in Bangalore and we have been able to increase their output to the maximum. In fact, earlier the company has been building four new plants every year. Now, they have stopped building new plants and are working with their existing plants. Constructing a new plant costs more money than maintaining an existing plant.

What are the core sectors where you work?