PM Footprints – 14th Anniversary Organization Health and Happiness for Successful Project Delivery
Vignesh Sundaram, PMP
Vignesh is a PMP and CLSSGB certified Electrical Engineer with 8 years of experience across Power Electronics, Renewable and Facility Management.
About the speaker:
Raghurama Kote is an entrepreneur and a visionary and has over 20 years of experience in the IT Services Industry. He has played several leadership roles as the President of CIBER India, Founder and CEO of Iteamic, a Senior Partner at Ivega Corporation and is currently the COO of Opteamix.
Mr. Kote’s talk centered around building organisations that are healthy, by keeping culture at the centre. Organisational health and project delivery is based on three key aspects: Defining, developing and implementing the right processes; providing productive guidance and adapting to the defined tools and techniques.
One such technique is the “PPT ( People, Process and Technology )” Model. The first P – People is extremely critical to project delivery, as people with higher clarity lead to high performance, impeccable quality of the solutions and a rich customer experience. Organisations which are people-centric lead to a strong project team, in alignment with the organisation goals and principles. Many leaders believe that people are dispensable with the right technology and processes. But for long term success, having the right people onboard is critical; people in turn upgrade technologies and tweak processes, to maximise customer success.
During the session, a poll revealed that most of the participants prefer healthy organisations that had lower attrition, less politics, high morale and productivity. Healthy organisations draw from cohesive leadership, clarity in thought and effective organisational communication. For a leadership team to be cohesive, it needs to be small, team members need to trust each other, be accountable for their commitments and put the collective goals of the organisation ahead of their departments.
Healthy organisations aim at achieving complete buy-in of the organisation goals by its workforce. This is achieved by focusing on six critical questions: Why do we exist? What do we do? How will we succeed? What is the priority right now? How do we behave? Who must do what? Strong and people-centric organisations answer the above questions in their formative stages by identifying its higher value, vision and values.
Healthy organisations also invest in their workforce by implementing a continuous feedback system rather than an annual appraisal review. Appreciations and course corrections become a daily workplace habit. Mr. Kote highlighted two such performance management systems – OKR (Objectives and Key Results) and CFR (Conversations, Feedback and Recognitions).
OKR connects the objectives in a hierarchical manner. This results in streamlined vertical alignment and efficient quarterly performance reviews. This system looks at defining at least 5 objectives, with 4 key results for each objective. The CFR model reinforces the OKR model by giving it a human voice. The CFR model encourages managers and reportees to give and receive feedback to enable easy career progression.
Also, a healthy organisation cannot exist in an impoverished society. Corporate Social Responsibility (CSR) enables organisations to take responsibility for the impact created by their activities amongst its customers, workforce, environment and communities. Healthy organisations look into creating Individual Social Responsibility leading to a better ownership structure .
The above approach has been successful in many of Mr. Kote’s assignments and have led to employee fulfilment. This in turn led to business growth, better market capitalization and customer success. With complete buy-in, the workforce automatically aligned to the defined processes and learnt the required technologies, leading to an efficient project delivery.