Compensation in ‘respectability’ – the Doctoral Pursuit

Corporations are competitive places to survive in. They house employees who are perceived to align with corporate objectives. They have been to reward the more aligned, based on what is now bandied about as ‘performance’. There are also those nooks and corners in corporations, where performance is incidental to the employee’s presence. Some of these employees are seen as ‘solid citizens’ and are some of the most procedurally compliant lot. They acquire onerous goodwill due to their dependable character and predictable nature. You don’t mess with these people if you know that they have a place in your heart.

But, they are not as satiated as their top managements may like them to be. So, the guy was given this office near the men’s room corner, and a pay grade lower than the executive cadres - with a title that could at best win the respect of a campus recruit. Denied the status and the merit based promotion cycle he is left wondering what aspect of loyalty failed him the next title and pay-grade.

Compensation in ‘self-worth’ – the ‘elixir’ of philosophy

So he rationalises it to be his pedigree – not the ivy league college degree, or the mother-tongue accented English conversation, or for that matter neglected acts of fine dining when hosting clients or government officials. So he decides to earn a title beyond the workplace. This time its going beyond the evening MBA. It’s a full doctoral program, course-work, and mini-thesis all rolled into an ongoing corporate problem that needs a fresh insight.

Numerous nouveau-riche institutions, make the beeline for retired executives and retiring ones with a noble exterior of respectability. Education plays the great leveller, after all, with knowledge having no favourites among learners. And learning is a virtue, that corporations can live with. Consumptive knowledge brings one closer to monetary value. But learning for learning sake does not necessarily guarantee more money instantly. Yet, it can salvage lost pride, as such is the inherent virtue of the transformations of learning.

Old habits die-hard

And when I saw an online appeal for ‘executive MBA’ students to help in the literature surveys, it was quick to get my attention. The learner in me awakened. To my horror, the posting was on behalf of Research scholars, who wished to outsource their literature survey, design of questionnaire for interviews, and interactions with industry leaders! Wow, some scholars these – even the methods of enquiry are finalised before the literature survey has ended. Rich students paying lesser students in the guise of learning! I can well imagine, how lost both outsourcer and the outsourced would be. To make matters crisp, let me lay out the following.

1.       Outsourcing a research project assumes that the researchers are trained and competent to design the research process, collect data, analyse information and makes inferences that are consistent with the method of science.

2.       Expecting untrained literature surveyors to execute research is like a surgeon expecting a barber to perform surgery for want of resources, including that of time.

3.        A PhD is about the method of science, and not the execution of procedural tasks bereft of the scientific mind-set.

4.       Internalizing the method of science within the researcher is a major differentiator in the research process. Why otherwise would a research scholar attempt trial-and-error research efforts with novices?

5.       A quest for a title cannot be unanchored in principle, purpose or ethics of the discipline. Can an aspiring guitarist ask free hands to tune strings without one’s will to strum it?

Parting Questions : 

1. How is the method of science different from other forms of knowing, for which you truly aspire to be a research scholar?

2. What's even more important to you than your self-worth, and the pleasure of learning for which you are taking up a research question in a scientific process?

Milk of Value : Entrepreneurial Nectar

More than 20 years ago, I found fancy with a line of curiosity. It was this. What do entrepreneurs do to make their firms ‘professional’? If we had answers to this question, we would know what new entrepreneurs could do to scale businesses, grow revenues and provide employment to India’s teeming millions.

I was amply warned. “You’re going after a tough problem”, said my research guide. College friends and scholars said “entrepreneurs don’t give that time for us researchers in real life”. Suffice it to say, I persisted. I came close to the phenomenon of my original question. I was fortunate to present the linkage between Entrepreneurial Orientation and Learning styles at the Entrepreneurship Development Institute of India. Prof. Dwijendra Tripathi’s words for me were very encouraging. He announced at the panel, that my research was at once ‘exploratory’ and ‘intuitive’ in design. But that is another story.

Let me first say I am glad I at least tried with the resources I had to meet with Dr. Verghese Kurien, whose memory today is commemorated as National Milk Day in India. On one of my trips to Village Bhat, I took a detour to Anand, where my mother’s cousin and her husband had served for years in social service and community health. Their local knowledge helped me at least see the utilities of the place and the rural economic engine. Folklore has it there, that Dr. Kurien impressed a Swedish delegation enough that he too was seized by the opportunity in reciprocation. That his cousin Ravi Mathai was IIM’s first founder came a distant second in reasons for the Amul Story. For some reason, the cause was so overpowering, that some of Dr. Kurien’s approaches were domineering enough to keep away middlemen and their support systems. In hindsight, the ‘situation’ he experienced may have had clues to his style, and the survival of the institution beyond his lifetime!

I saw some entrepreneurs from up close. One was Clyde Cooper, the dashing and energetic Managing Director of Blue Dart Express. He probably slept less than most professionals, and when at work, had the attention of an eagle. To pass Blue Dart’s Personnel Policy Manual through him was an experience in itself. When I saw the draft return to me via my supervisor, the affable Vasudevan Srinivasan; I was in for a ride of my lifetime. With bold red upward revisions of per diem allowances for drivers of inter-city surface transport trucks, I realized; Clyde paid more than an opportunity cost to operationalize his ‘fleet’. He knew operating realities from up close. In another instance, the grand big-hearted Homi Mistry took me to witness the entrepreneur’s dealing with ethics. He asked me to accompany him to a consignee’s address. He took a letter from Clyde explaining how a shipment was wrongly passed through the operations hub, due to poor vigilance, and a compensation amount was given to the consignee. Clyde was not a mere perfectionist. He set standards, despite infrastructure constraints through example and untiring consistency.

I visited Narendra Kumar Dhand, the creator of this unique firm called Parishuddha Sadhan Yantra in Ghaziabad. An engineer from California, but at heart the patriotic Indian, he set a shining contrast for manufacturing firms. His firm had no unions. They created India’s finest CNC machines for clients such as Mico-Bosch, and other automobile giants. Sensing my zeal, he gave me 90 minutes and more in interview. The lasting impression I have of him is his generosity of character. To endear an industrial worker in a restive manufacturing cluster required extraordinary compassion and focus. Extended further, the practices on the floor spoke for the mind-set of their products. Quality circles for continuous improvement, meant that the intrinsic worth of employees, irrespective of their educational backgrounds was core to the sustenance of the organization!

Another entrepreneur I only had a peep of was the indomitable spirit - Rohinton Aga. Suave, commanding in respect and empowering in accountability, his writing spoke more for me than any direct experience. But his wife Anu Aga witnessed a summer project I did during my post-graduation at Thermax. In those little interactions I had then, I realized that running a scaled up enterprise, was not just about ethics, professionalism and commitment, but also about integrating several roles in a life time- spouse, son-in-law, leader, industry spokesperson and influencer of business policy.

Today, we live in an era of serial start-up stories, none as epic as the ones I have quoted for their tenure, but gargantuan in appetite and perhaps unrealistic in valuation. I pause to reflect the innocent questions I had about what entrepreneurs do to make their firms successful. Two decades removed, there’s much in the original question to sustain interest, but the context has shifted on several counts. So apart from whole systems that have institutional perimeters or boundaries, there’s also the question of environmental impact and sustainability of livelihoods per se . I offer four questions as spin-off in an entrepreneur’s context.

1. Is the proposition local or global in vision?
2. Is the cause powerful enough and potent to endear commitment of employees?
3. Is the business proposition reasoned enough to summon risks of economic and psychological nature?
4. Is the model of the human being at work and the human being as customer congruent in the entrepreneur’s own estimation?

What has been your experience in these respects? If not a Milk Day, would it be Energy Day or Bio-Diversity day you will be remembered for?

Errors in Judgment of Behaviors

There is much conversation on the role of biases in cognition. However, the source of bias and the detection of bias are both in our own selves. Some contemporary errors in judgment are possible, and knowing them better can help us clarify issues for our own benefit. Here are a few.

1.       Need for Recognition Vs Publicity

With the advent of social media, the logical adequacy of online clicks has fuelled an appetite for recognition and mutual admiration. However, the boundary between the netizen’s desire for publicity and the internal need for recognition may go unrecognised. So, you count your chances of finding a producer of bitumen approaching your eyeballs via the net.

2.       Narcissism Vs Self-Assurance

The story of Narcissus is incomplete without its moral. It is about finding our image in the eyes of others. Self-assured people not only accept themselves as they are, they know that they see the world as they are and not as it is. Self-assurance is knowing that independent of oneself, there is no ‘knowing’ of the reality without the self. Narcissists know no reality more than their own selves construct.

3.       Online Followership vs Thought Leadership

There are many ‘followers’ on the online network Twitter in the English reading world. Oprah Winfrey and Amitabh Bachchan  are attractors. However, in contrast, it is Eckhart Tolle and the Dalai Lama that command my respect on the same network. Getting online is no panacea to dealing with our emotional, analytical and spiritual essence. Perhaps, Dersu in Kurosawa’s film may never have needed online followership, and his indigenous wisdom of nature a thought leadership that neon flickers and laborless keyboards seldom grace.

4.       Non-hostile conduct vs ethical conduct

See no evil, speak no evil, hear no evil seems a cascade into inaction at times. In rushed inference, it could mean to many that a steady abstinence from interaction could be a safe-mode of non-hostile posture. It is easy to miss the ethical tangle here. Voice is a gift that when used could express anguish, hope and joy among other emotions. Silence does not confirm consent. It does not accrete competence in ethics either.

5.       Respectability vs Necessary Norm

Total cockalorum. A little man with a high opinion of himself, that’s what a cockalorum is. It is a derisive title. In societies where face or honor is a matter of great sensitive value, people seek respectability regardless of the merit of the occasion.  Social norms demanding respect could overdo the substance by which respectability can endear.