Growing at what Cost?

ImageLet me start off by narrating an apocryphal story. About a man who thought he was very smart. He went to the wholesale market every Sunday and bought vegetables for the rest of the week for his family. He went towards the end of the day when the vendors were tired and wary and just wanted to get rid of their inventory. He bought their stock and came home and arranged it in his store room. It then became a ritual every day for him to go to the store room and find out which of the veggies was decaying and take those out to hand over to his wife to cook the meal of the day; because he had to utilize his investment optimally. So it now turned out that he and his family was always eating decaying vegetables every day and their meals were being dictated by the measure of decay of the vegetables in the store room.

Well, I recount the above story because most enterprises seem to be in the state that is typical of the above story. They portray an image of smartness but are energizing their system with what they consider as “cost-effective” mechanisms for their enterprise. And their leaders tell their managers what to do in the enterprise every day and everyone is happy.

At this point, I am not going to question how much money was saved at what cost either for the family or the enterprise. But I will certainly pose this question about the health hazard and the damage it is causing to the very core of the family or the enterprise? This is the point of inflection I am talking about that leads me to believe that enterprises need to embark today on a different journey; breaking away from the actions of their past into a new future. Taking advantage of the advancements in technology and building human capital for a renewed business enterprise.

I am at a point of throwing up violently when I hear the term Innovation being mentioned in business. It is such a joke. You cannot innovate without the right intelligence to support the transformation of an enterprise which will only lead to innovation. Everybody knows “Garbage IN = Garbage OUT”. Refer to the following illustration and ask yourself the following questions:


  1. Does my enterprise act upon the right source of data and information governed by contextualized content to allow roles the business ecosystem to effectively interpret and derive intelligence?
  2. If my enterprise intelligence is not contextualized to a uniform Mission & Vision, are the initiatives I am undertaking under the banner of Transformation / Change effective to be called Strategic?
  3. If my Enterprise Program Management is strategic, do I have a measure of Mind to Market (M2M) and Time 2 Market (T2M) in place that allows me to see the growth progression?
  4. Am I risk assuring the growth progression by effectively managing my human capital and intellectual capital that produces the value capital?
  5. If I am not doing the above, what is really missing from my Process and / or Method that needs to be augmented?

Connect with me at I am interested to hear from you, no matter the size and shape of your business. I’ll attempt to provide you answers to the questions you might find difficult to relate!


About Subbu Iyer

Subbu Iyer is an Innovation & Transformation Leader as with 28 years of serving customers globally. He is currently the Chief Designer & Transformer at Energizing Innovation, an enterprise that is being founded to facilitate continuous growth in enterprises and as a consequence create societal wealth. The Radical Shift that this enterprise intends to employ is focusing on the Potential rather than the Performance of a business. He has been a serial entrepreneur and an intrapreneur in his past life, having founded Nihilent Technologies and Nandaki Systems besides being associated in senior leadership roles with firms such as Coopers & Lybrand, Cambridge Technology Partners, Tata Consultancy Services, Wipro Technologies and Steria.
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