The recent Indian elections have been interesting for more than a few reasons and the resounding victory with which the ‘allegedly fundamentalist and polarising’ BJP came to power has some deep rooted lessons for the senior management in the corporate world. 10 years was a real long time for ‘the messiah of youth’ Rahul to grab this opportunity and redeem the vouchers of confidence that were secured with the grandson of Nehru. But alas this opportunity was skittled away with surgical precision by the Congress.
On the contrary Modi’s BJP showcased the trophies of growth in Gujarat in the successive years of his Chief-Minister-ship, whether utilizing the various propaganda vehicles including smart mobilization of social media and digital technology or conventional ‘marketing’ through unit offices, and made it unavoidably visible for the masses, the brightness of all his achievements in governance and economic growth, often drawing into oblivion his alleged hands in the communal violence that Gujarat became notorious for….
Nice read on how management lessons can be derived from the great Indian election of 2014!
Manu, though I agree with your comment that the speed of the boss is the speed of the team, it is slightly unfair to blame Manmohan Singh on this account. MMS had proven credentials of being the architect of the Indian economy in his prior stint as the FM of India. So why did he fail as the PM? Why did our GDP growth dip to such low levels under his leadership in UPA 2?
Drawing a parallel from you and linking this with management theory 🙂 – Every CEO/leader is restricted by the vision/expectations of the board. If the UPA 2 government was considered to be a company, MMS was not the entrepreneur who started this company. He was a CEO appointed to achieve the vision/expectations of the board.
What was the vision set? I think we all have to ponder whether there was any vision set at all in the first place? Was there any direction given to MMS? We know for sure that he was not given a free hand to run the business as any CEO would have wished.
Lesson – A board and the CEO must work hand in hand. Expectation set by the board must be realistic and achievable. A CEO must be judged on his ability to translate this vision and perhaps be involved in the vision setting process itself. Interference from the board must be an enabler rather than an inhibitor to the growth of the company.