``Nothing of substance is ever done right first time. We must learn to reward failures--in fact, treat them as a badge of honour. Wealth in the new regime will not spring from technology that stems from the micro-chip, but from innovations that come from the human brain. Not by perfecting the known, but imperfectly seizing the unknown,'' says Mehra.

It is human resources that lead tosoftware and hardware. While the 20th century is ending on a note that gives priority to quality, by giving importance to customers, it also brings into play human vagaries.

``When asked what total quality is, most will answer ISO 9000 or quality control. Very few will actually say `people'. It is a great pity that people think of implementing sophisticated TQM systems in their organisations, but don't pause to think of the human angle,'' points out Padmashree recipient Lila Poonawallah, former MD of Alfa Laval.

``In India, I'm sorry to say, we're only paying lip service. Though there is the excellent, if unusual, example of the Tatas. Instead of looking for jobs, we need more entrepreneurs. Every support should be given to people who want to come up,'' agrees S P Godrej, chairman, Godrej & Boyce Ltd, who also delivered the valedictory speech at the congress, which was attended by 400 delegates from around the world. The theme for this year's Congress was: `Challenges of Sustainable Excellence in the21st Century'.

``Earlier, it was autocracy all the way,'' continues Poonawallah. ``Management practices hinged around dependency. Whatever the boss said, happened. While this inculcated a sense of discipline, and often shortened the lead time for decision making, it also deprived the organisation of the sharing of new ideas and diverse opinions, thus effectively stunting initiative and innovation.''

Around 10-15 years ago, a new paradigm started emerging--that of independence. Freedom of thought and expression were the new buzzwords. There were flashes of brilliance from star performers, but the collective performance was often disappointing. Any system that promotes individual excellence at the cost of collective achievement, is bound to deliver only partial results.

The 1990s, however, brought with them a new global order--that of inter-dependence. Total quality is attained when all people in an organisation work in tandem and align their goals to the organisational goals. Thus, total quality ispossible when organisational missions become personal missions for each member of the company. The crucial point being that every member, especially from the so-called middle and lower levels, have to be committed to the total quality goal.

Poonawallah has great belief in the Quality Circles concept, which originated in Japan. This system involves 4-8 people coming together voluntarily to brainstorm, identify and analyse work-related problems. A world class Total Quality Circles Excellence Centre (QCEC) is now being established in Pune.

``Quality is more of an attitude, indeed, a characteristic, when applied to human beings. If vision is to mean something, the `people' input to the process is needed. When people have a role in the mission, they become empowered employees, will evolve methods that can be implemented, and will dare to work against the trodden path,'' says Dr Geeta Bhardwaj, secretary, Indian Merchants Chamber.

Bhardwaj further stresses the need for simplicity, and active customerrelations. ``Customer satisfaction equals customer interaction and adds up to continuous improvement. Senior and line managers must be partners in strategy execution and employee concerns must be placed before that of senior management, so that their commitment to the organisation will increase their contribution.''

Simply put, the easiest way to motivate an employee is to empower him.Keynote addresses at the Congress were also delivered by distinguished personalities such as Lord Swraj Paul, chairman of the UK-based Caparo Group, and Dr Najma Heptulla, deputy chairperson, Rajya Sabha, who is also the national chairman of IOD.