Business Case Studies, Executive Interviews, Jittu Singh on Global Economy and Global Managers

Help
Bookmark
Tell A Friend

Executive Interviews: Interview with Jittu Singh on Global Economy and Global Managers
October 2008 - By Dr. Nagendra V Chowdary


Dr.Jittu Singh
Tata Steel Chair Professor of Organizational Development, XLRI.


Download this interview
  • The current business lexicon consists of competitive advantage/ edge, strategic positioning, core competencies, value chain, value nets, value creation and value migration, shareholder activism, corporate governance, corporate social responsibility, blue ocean strategy, etc. What do you think would be, rather should be, the new business lexicon?
    The purpose of all communication should be to express not impress. Unfortunately, however, we seem to be more interested in impressing. Therefore, we end up inventing fancy terms to disguise simple ideas. The sample terms you mentioned are of that genre. If ideas are expressed in simpler

    terms, they will be understood more readily and perhaps be acted upon.

  • Corporate R&D labs used to be the key for companies to create competitive advantage. But in the 21st century, innovation is moving out of the lab and across the globe. Research indicates that a real source of competitive advantage is skill in managing innovation partnerships. For instance, Boeing's unique assets and skills are increasingly tied to the way the firm orchestrates manages, and coordinates its network of hundreds of global partners. Innovation is increasingly driven through collaborative teams due to product complexity, availability of low cost but highly skilled labor pool and advances in development tools. At a macro level, what's driving this trend? Is this going to be a competitive necessity or a competitive choice? What are the advantages to companies that do it well?
    R&D has become an extremely expensive activity. To make things worse, the lab to market lead time also seems to have increased. As a result, companies are finding it very risky to undertake 'big bang' research on their own.

    I foresee more attempts to form consortia of like-minded companies who together will undertake research of mutual benefit. This will spread the cost, and risks, of R&D among them thereby lowering the burden on each of them.

    Another option that companies may prefer is partial funding of research at premier academic or research institutions. This way, they will not have to invest in the manpower and hardware necessary for research.

  • What do you think are the critical principles that the companies should follow to form and manage successful collaboration programs? Are there any best practices from any company?
    I tend to agree with critics who maintain that business schools have not evolved to meet the needs of our times. They seem to cling to an outdated syllabus, teach esoteric models that have little semblance to market realities, overemphasize analysis at the cost of initiative and leadership skills, glamorize shortterm financial results ignoring larger societal and ethical issues.

    The first and foremost purpose of a business school, as of any educational institution, should be to develop a good, all rounded human being capable of acting as a model citizen either in civil society or in the corporate world. It must also impart to them the knowledge and skills necessary to build and lead organizations that enrich all of society not just a small group of individuals. Their students should come out with the versatility and leadership skills to build the enduring and great organizations of the future.

1. Videocon: Going Global Case Study
2. ICMR Case Collection
3. Case Study Volumes


The Interview was conducted by Dr. Nagendra V Chowdary, Consulting Editor, Effective Executive and Dean, IBSCDC, Hyderabad.

This Interview was originally published in Effective Executive, IUP, October 2008.

Copyright © October 2008, IBSCDC No part of this publication may be copied, reproduced or distributed, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or medium electronic, mechanical, photocopying, recording, or otherwise without the permission of IBSCDC.

Previous 1 2 3  4 

Contact us: IBS Case Development Centre (IBSCDC), IFHE Campus, Donthanapally, Sankarapally Road, Hyderabad-501203, Telangana, INDIA.
Mob: +91- 9640901313,
E-mail: casehelpdesk@ibsindia.org

©2020-2025 IBS Case Development Centre. All rights reserved. | Careers | Privacy Policy | Terms of Use | Disclosure | Site Map xml sitemap