procyon mukherjee: adding value

8/14/2019 Procyon Mukherjee: Adding Value

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PROCYON MUKHERJEE: ADDING VALUE

BY: PROCYON MUKHERJEE

I was straddled with this question a few days back when I was quietly sitting at my davenport,looking back at the tidings of the day with almost a half closed mind, cernuous to the wide rangeof subjects attempted in the last ten hour routine. It came as an abstersion in an otherwise repetitive

denouement of picking up scattered pieces of thoughts, taking some of it home, leaving some for

the next days drill.

How much value did I add today?

I thought about my shop-floor confrere and imagined how his hands and feet and his eyes hadfollowed the instructions on the Lot Ticket, the variant of the process card, with the attention and

the skill that he had gathered over the years that he had spent on the shop-floor and had turned a

part of the process input into an output. And this I could well confer that he had done the samefor all the seven hours in the shift betwixt keying of data on the central technical database.

Incontinent, I could accite innumerable examples of such hourly rated work which in real terms

is nothing else than value-addition in the truest sense. And this was not at all abstruse for me to

follow whereas the question was, in spite of having it to concern myself and none else.

Concrescence of energy, both human and abstract converts an input into an output, thus creating

value. It is simple till we bring in the measures and the yardsticks; sequester the elements ofvalue concerning managerial content as distinct from the contents of labour. I remembered my

professor defines Value addition as the sum of PBDIT & Employment Cost but seldom had Ithought deeply till this moment confronted by the featous question, How much value did I add

today?

Going back to my colleague who adds value for seven hours in an eight- hour shift, I could see a

well-knit structure in form of an activity- value matrix. While each element of his activity could be

broken down, each microelement of value created could be tracked, measured and monitored withnear precision. Facsimile of such microelements of work throughout the value-chain constitutes

what we call the value-addition by human labour.

But what is difficult and incondite is the measure of the managerial content of value-additionand this is because it is devoid of structure and concinnity, complex and inconsistent. The degree

and extent of managerial value addition over short or long periods of time have never really

crossed my mind till this moment when I heard the question. I wanted to delve a little bit more onthis and I preferred to keep my thinking de-linked from sensitivities related to this subject.

Managerial value addition starts with the managerial attitude towards work. Here again thenecropsy of the primitive examples touched my mind and the rancour of an example cited by my

learned professor Ranjan Das of IIM Calcutta, on this subject reprised unknowingly. He had come

across a letter written by a CEO of a Fortune 500 company at U.K. to another at U.S. which ranlike this:


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The other day I was swimming at the London Hilton pool when I noticed a Japanese swimmer bymy side. He was looking at me more often than not, which looked a bit awkward. Later when I was

drying myself at the poolside he came forward and took out his waterproof business card from his

swimming trunk and handed over the same to me introducing him.

Dear me, how do we confront these Japanese at the market place who carry their business cards intheir swimming trunks?

Then our professor told us the essence of this new attitude of the managers of the new millennium.

Thinking about business for twenty-four hours of the day is what is in; configuring time for the

business is out; keeping awake so that not a single business opportunity is missed at any time.

I shall start with this fundamental premise that time is not restricted by the boundaries of the work

place. It is therefore left to the manager to decide what he intends to do with his time. We oftenmake this fundamental mistake by starting and finishing the day by specific hours of the clock.

Thinking per se can never be confined to specificities at the work place, influenced by actions and

reactions and nothing beyond. That would be far too biased by imponderables, traipsing the logicput forward by the intermediaries. It is important though that the process of thinking and action is

in tandem with the organizational processes at the work place, but there is no binding to taking

them beyond the limits as defined or comprehensible so far by dictums or routines.

There is however no discernment to the idea that work place influences our managerial behavior

more than anything else. This is because we channelise our thoughts and actions based on

observations of activities and processes. Therefore to me managerial value addition starts from theanalysis of our daily observations. Unfortunately we often restrict our observations to events, shop-

floor activities, meetings, training sessions, correspondence, etc. But observations can go beyondall this.

Managerial observations start with interactions in the dyadic form. Dyads play a major role inbreaking elements of interaction into logical structures and in the process makes it analytical. Here

again the sequence should not be missed. Such interactions can be extended to preclude a myriad

of activities related to business processes. The striking feature of any such interaction is theelement of managerial curiosity on which let me write a few lines.

The questioning attitude of the manager starts with the element of curiosity that rocks his mind.

Unless there is deep routed curious mind inside him, which had been nurtured consciously overyears of service as a practicing manager, every observation and thereafter inference drawn from it

is bound to be myopic. Most managers fail to get to the Big Picture because they loose out on

this habit of curiosity not having nurtured it from infancy and not having applied it judiciously attimes of crisis or even otherwise. Managerial curiosity almost like scientific curiosity is what

drives the engine of change in organizational activities.

The next important thing that comes to my mind is the concept of managerial planning which is

quite different from what we normally do in our everyday work life.


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Planning is about the future. And future is normally visualized from impressions of the present.The interactions with the external and internal environs are taken into account while thoughts are

crystallized about the future. But the crucial issue is that how deeply are these interactions studied,

analyzed, questioned, and tested out as small experiments before a judgment is arrived at? Somepeople mix up vision with plan. But these are two different things. Planning leads to vision. The

Big Picture can never be visualized unless a planned approach is taken.

Planning has to go beyond what the present events reflect. It has to go deeply into identification

of constraints and opportunities. Here again we jump to conclusions selecting the path, which

apparently looks to be the one giving the maximum value. We tend to miss out that even the ones

that do not appear lucrative might be the ones that would give the optimum benefit in the longerrun. The time scale is important in planning.

Managerial planning starts with defining the parameters, the goals, the process and the measuringyardsticks of activities. The efficacy of a plan would depend on how well these have been defined.

Unfortunately our focus shifts to the execution of a plan rather than the plan itself and how the

plan had been arrived at.

I had talked about questioning before and now I would like to talk about answering. Here I am

rocked by the horns of dilemma. Answers are equally important as the questions. If managers do

not seek to provide answers they would gradually loose the authority and the inclination towardsasking questions. Therefore along with the learning attitude comes the teaching attitude. And

managers have to inculcate this habit of teaching along with the habit of learning.

But the most important aspect of managerial value additional is the creation of excitement at the

workplace around a goal. This is as daunting a task as all the others combined together. Peoplehave infinite potential hidden inside waiting to be flowered by the touches of inspiration. They

have to be brought out from their cocooned shelves, from the islands of isolation and united around

a goal. The profound, deeply rooted wiser elements that the human conscience is made of have tobe brought out with utmost care so that they maybe channelised for delivering much superior

value.

I remembered the words of my dearest poet, Man is wider than all the sea and her necklace of

islands, and we must fall back on him as down a well to clamber back with branches of secret

water, recondite truths.

I went back to the question with which I had started.

The answer came, Even if I did all that I have thought out to be managerial elements of value

addition, it is still far too short in content when compared to the value addition of seven hour

toil by my shop-floor confrere.

2001

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procyon mukherjee: adding value

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