In: Operations Management
Discuss the key areas that organizations can borrow
from the above case context of the military in their quest to
attain excellent results and organizational success.
Economic Times dated 14 March 2006)
Nikhil Menon finds out what makes the Indian army
probably one of the best – run organization. The Indian army can
teach corporations a thing or two about managing their most
important resource : human beings
If you thought that the size of your company presented a mammoth HR
management challenge, you might want to think again. In comparison,
the Indian army, consisting of over a million men, equipment and
infrastructure should be an operational and logistic nightmare. But
it isn’t. In fact, the army is known for being an institution in a
class of its own. Compare it with an organization – any
organization - and admittedly the similarities are many. There are
hierarchies and functions, leaders and followers, teams, meetings
and strategy sessions, very high emphasis on ‘delivering the goods’
and above all, a sense of organizational social responsibility that
makes it our most reliable asset during times of crisis. Perhaps
the only differentiator between the armed forces and corporations,
then, is the raison deter. The objective of the armed forces is
task orientation instead of profit-orientation. The attitude is to
do ‘whatever-it-takes’. “The army’s rules and procedures are
rigid,” admits (retd.) Maj Gen. Satur adding, “But the rules in the
corporate world are bent at the drop of a hat”.
However, it’s neither possible to run an organization in the same
way as the army nor can companies put employees through the same
grueling degree of training and spit-and-polish regimentation.
However, here are a few things to be learnt by every
corporation that wants to create a battle-ready
organization that runs smoothly on the back of a loyal and
motivated workforce.
Finesse under fire: Soldiers learn to maintain their mental calm
and respond instinctively to extreme provocation. “It is a very
high pressure job,” says Col. Mathew Abraham, HR head, Oberoi
Flight and Airport Services, adding, “We ask from them the supreme
sacrifice: their lives. But their training and the institutional
culture of the army ensures that their physical standards, mentally
robustness and professional competence see them through even the
biggest crises.” Col. Abraham, who has seen the best of both
worlds, says that the army’s high standards ensure that only the
fittest get in at the entry level. The filtering that is
subsequently done ensures that it is only the best that make it
into the forces and are eligible for higher office.
Lesson to be learnt
Recruiting a candidate is extremely crucial. You have to be sure
he/she can handle duress, and actually relish it to an extent.
Take charge
“I sometimes see people grumbling and saying, ‘why should I do it?
It’s not my job,” says Abraham. The military’s way to get things
done is to put your back into the task until it gets done.
Sometimes people are not keen to take risks, lest their plans
backfire. The support of one’s superiors and the knowledge that
mistakes are all right as long as they lead to further learning can
do wonders for anybody. When in the armed forces, split-second
decisions have to be taken and risks are inevitable. “Remember that
those under your command are constantly watching you,” says Col CPS
Waraish, GM-Personnel, Admin and HR, Supermax. “You have to take
your role seriously and keep your own conduct above reproach. You
cannot afford to wash your hands off a problem,” he adds.
Lesson to be learnt
Responsibilities shouldn’t prevent you from going out of your way to do something that needs to be done. Also, put your people in the job that best suit them. If you have an energetic young executive on your hands, give him a position that best utilizes his energy. Don’t forbid mistakes, it only encourages quick-fixes and shoddy work.
Learning lasts a lifetime
The army is a staunch believer in continuous training
and learning. It begins with the military training administered at
the beginning of a candidate’s entry into the armed forces, then
regimental training and then examinations and further regimental
training and then examinations and further training at the time of
entry into higher levels of authority. Officers are routinely sent
for refresher courses and higher studies to improve their skills
and knowledge. The Indian army today sends some of its people to
the IIMs and other institutes for six-month management courses.
Says Col S. Khare, a consultant with an Indian MNC, “There is need
– based skill enrichment. Training is not a one-time affair…. Like
you see in organizations or even the civil services. Soldiers
receive training even for retirement.”
Lesson to be learnt
Specialization and continuous practice is the key. People wonder
what the army does during peace time. The answer is, train harder,
and improve learning to ensure that people and equipment don’t fail
when the hour of reckoning comes.
Take pride in your regiment
“The feeling of ownership comes naturally in the army,” says Col.
Waraish, “You have to create a situation where a person is proud of
his company and his battalion.” The awe-inspiring image that the
army has built up over decades, creates a feeling of belonging that
is intensely powerful. Sports and other competitive events build
pride in one’s own regiment. Officers and their men also
intermingle freely at parties, during celebrations, and in the
camp. The communication between a CO (commanding officer) and a
soldier takes place on a very personal level too. Adds Col. Wraith,
“For the first year or so, officers are told to be seen and not
heard. This ensures that they observe and understand their
environment and comrades closely before they become mature enough
to form opinions about them.”
Maj. Gen Satur says, “Any jawan has the right to approach the
general and get his grievances dealt with. It doesn’t work like
that in the corporate world. If I don’t like your face, I just
might remove you and bring someone else in!”
Lesson to be learnt
Reinforce pride in the organization through fair and equal
treatment. It is important for the administration to reach every
person, instead of the other way round. Only then would he or she
want to work with you.
Organizations have always borrowed heavily from the
military’s strategies and management models. But somehow they
haven’t been able to attain the same level of discipline that is so
essential for the military to function and deliver beyond all
expectations. “Perhaps the difference is that the army corporatizes
the individual, while civilian organization individualize the
corporation,” theorizes Col Khare. Add to that a scenario where
different strata and echelons of employees rarely interact with
each other and watertight responsibilities that confine individuals
to a series of tasks instead of aligning them with the eventual
all-important objective, and you begin to see why companies are
still entrenched in their old ways, while the army marches on
towards dizzying heights of organizational excellence.
Questions:-
Q.1. Discuss the key areas
that organizations can borrow from the above case context of the
military in their quest to attain excellent results and
organizational success.
There is a lot to learn and borrow from the military for the betterment of the organization -