Trust – The Flipkart Story


Gaurav Dalmia’s article on the Flipkart story in The Times of India dated 15th May 2018 makes a pertinent statement.  I quote:

“Flipkart’s heady growth would not have happened if managers were not empowered to take decisions.  It was a two-way trust.  For the company, it was faith in its army of techies and marketeers that they could deliver in the high stakes game.  For managers, it was the confidence that wrong decisions – inevitable in any business – would not be held against them personally.  Political commentator Francis Fukuyama’s pioneering study on culture shows that prosperous countries tend to be those where business relations between people can be conducted informally and flexibly, on the basis of trust.”  Read More…

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The 6th DYSFUNCTION of a Team – Fear of Being Blamed for Failure

In his fascinating and insightful book, The FIVE DYSFUNCTIONS of a TEAM, (Jossey-Bass), Patrick Lencioni lists the 5 Dysfunctions as:

Absence of Trust – resulting in Invulnerability

Fear of Conflict – resulting in Artificial Harmony

Lack of Commitment – resulting in Ambiguity

Avoidance of Accountability – resulting in Low Standards, and

Inattention to Results – resulting in focus on Status and Ego

These resonate almost exactly with what is experienced and demonstrated by participants in the “CorporateTheatre” workshops.  Read More…

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The Disruptive Power of Competition WITHIN the Team!

Here is another very interesting article – ‘Management Musings’, Corporate Dossier, Economic Times, 12th June 2015 – that talks about the disruptive impact of competition within the team.  This insight has been consistently experienced and shared in “CorporateTheatre” workshops for over 15 years. Read More…

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The Presence of Leadership – Mckinsey Quarterly

This well written article in the Mckinsley Quarterly highlights the relevance of the following insights experienced through “CorporateTheatre”. The link to the article is here

1.  The importance of the work environment in enabling the attitude for excellence.

2.  Considering that culture always cascades top down, the primary responsibility of senior leadership in creating that environment. Read More…

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