1
2
3
4
5
`
2002-2008
8.0 %
1981-2002
6.0 %
1951-1980
1900-1950
1.0 %
3.5 %
Survive
Surmount
Surge
sustain
Mr. S.S.Verma
ED projects, SAIL ,
RSP
Mr.Brahma Misra.
CEO-Orind Ltd
Mr.R M Hashim.,
Sr. DGM-Projects
L& T, kansbahal
Mr. R.P.Shrivastav
DGM personnel, RINL
Dr. S.K.Sarangi
Director, NIT Rourkela
1
2
3
4
THINKING PARANOID
PAYING LIP SERVICE TO INNOVATION
FEAR OF FAILURE
LACK OF INNOVATION IN SERVICES
Innovation
warranted
Survey:
Measuring innovation
This is a survey based model we are proposing, with the help of which, One
can quantify innovation at grass root level of any company.
Each question has 4 or 5 options, each one carrying some marks. Based
on their responses we calculate a total score, which in turn, is used to
categorize the companies into three groups.
HIGH INNOVATORS : Those having a score more than 80 out of 125.
MEDIUM INNOVATORS : Those having a score between 60 to 80 out of 125..
LOW INNOVATORS : Those having a score of less than 60.
Survey:
Measuring innovation
120
HIGH
100
Score
80
MID
60
LOW
40
20
0
IBM
SAIL
RINL
IOCL BPCL
L&T
AMUL ORIND
PEOPLE
PROCESS
PHILOSOPHY
SS
PEOPLE
PEO
PROCESS
CESS
PHILOSOPHY
PEOPLE
PROCESS
PHILOSOPHY
Mergers & Acquisitions
Demerger & Divestments
Joint ventures & Strategic Alliances
Amalgamations
Franchising
Acquirer
Target
Company
Country
targeted
Deal value
($ ml)
Industry
Tata Steel
Corus Group
UK
12,000
Steel
Hindalco
Novelis
Canada
5,982
Aluminum
Videocon
Daewoo Electronics
Corp.
Korea
729
Electronics
Dr. Reddy’s Labs
Betapharm
Germany
597
Pharmaceutical
Suzlon Energy
Hansen Group
Belgium
565
Energy
HPCL
Kenya Petroleum
Refinery Ltd.
Kenya
500
Oil and Gas
Ranbaxy Labs
Terapia SA
Romania
324
Pharmaceutical
Tata Steel
Natsteel
Singapore
293
Steel
Videocon
Thomson SA
France
290
Electronics
VSNL
Teleglobe
Canada
239
Telecom
CORPORATE
RESTRUCTURE
1
2
3
Man power
Restructuring
(or)
Right sizing
Administrative
(or)
Management
Restructuring
Learning
&
Development
1. Current structure not aligned
with the company's objective
1. Current structure not aligned
with the company's objective
2. Reviving the company is needed
3. Need to clarify roles of employees
4. Establishing more appropriate
spans of control
5. Fresh thinking is needed
to be infused : The Bajaj way
 Evaluate and, refine the business strategy.
 Identify the most critical
business processes
 Evaluate and, refine the business strategy.
Choose the best
organizational design
Generate alternative
organizational designs.
Define other objectives to be met
by the organizational structure.
 Define the characteristics
of the organizational structure
 Identify the most critical
business processes
 Evaluate and, refine the business strategy.