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Monday Nov 25, 2024
Tuesday, 25 March 2014 00:00 - - {{hitsCtrl.values.hits}}
Q: When you meet the CEOs what do you intend on speaking to them about?
A: I plan on speaking about multidimensional growth, which is about growing an organisation from inside out. Rather than looking at just the past performances over the years but a firm needs to look at ways from a point of engagement. That is how they can be better at engaging with the employees.
The second is the genre of excellence where it is about going beyond operational excellence. The latter is where most companies focus. It is about realising that one element which is going to stand the test of time and being the area of excellence for which an organisation will be known for.
From there I plan on moving on to mastery which is about the benefits of mentorship. It is about creating that legacy within an organisation and then within the community. It is about realising and identifying an organisation’s ecosystem.
I plan on taking them through a paradigm to build and transform their culture into a winning one.
Q: When it comes to mentoring what are the common mistakes made?
A: One of the common mistakes that leaders make is that they put so much emphasis on numbers and data. They spend a little too less time evaluating the data versus developing and getting to know their human capital. They miss to link the individuals with the organisation.
Q: Do these mistakes differ from region to region since it is about the working culture as well?
A: There are slight differences but at the end of the day we are all human beings. Focusing on Sri Lanka I would say it is developing so there are new growth areas here. So the experience in corporate growth doesn’t have a long track record. I think there is an opportunity for local corporates to correct themselves and get it right from the beginning rather than waiting to make some of the big mistakes that have already been made before.
"As a corporate person there is only so much you can control. If you worry about what the Government is going to do or change, you are worrying about things you can’t control. In every country, including US there are lots of different factors that affect business, and the only thing you can do to understand those factors is to try to use those to your advantage – Fortune 500 business advisor Robert Van Arlen"
Q: In that case what are the correct actions you suppose the local corporate leaders should follow?
A: I learn there is a five hub concept that Sri Lanka focuses on. I think that Sri Lanka should continue to focus on those hubs and the important thing is for the Government and the corporations to work together, to be transparent in their work with each other. Not just say those words and just talk about the hub concept, but to establish benchmarks and move towards that and look at it as a direction in which the country will follow in the future. I think it is a very good direction. The idea of the concept itself is a guiding principle for the country but the challenge is about coming together. The challenge is about accommodating the private and the public sector working together and making it easy to do business.
Q: How can Sri Lanka further encourage public private partnerships?
A: It is going to be hard. It will be difficult since to get those partnerships in place you have to be open. However to establish those partnerships trust is needed, and that is going to take a bit of time, to create the willingness to work together.
Q: Being an advisor for the Fortune 500 companies, what would you encourage the local corporates do to with regard to their operations?
A: I would encourage a couple of things. The first is to spend more time beyond the numbers and the data, and getting to know more about the people serving the organisation. That is top priority since it will open doors for creativity and innovation, in addition to being able to build a culture that is open to those aspects.
One of the things we do as corporate leaders is to look at the intellectual side of the person. I encourage looking beyond the intellect since the true talent out there is one that is willing to learn more and willing to grow. Getting a professional qualification is starting point but there is more to do.
This is why I like organisations such as CIMA which encourages continuous education. However, this has to happen within the organisation too. While there are institutions that support the learning, it is the responsibility of the corporate leader to create those opportunities for others.
Q: Since Sri Lanka is so politicised what is your advice to the local corporates?
A: As a corporate person there is only so much you can control, so my advice to them will be to focus on what can be controlled. If you worry about what the Government is going to do or change, you are worrying about things you can’t control. In every country, including US there are lots of different factors that affect business, and the only thing you can do to understand those factors is to try to use those to your advantage.
One other thing you can do is to engage with the Government by working together and identifying the key person who you need to build close relationship with on a one on one basis.
Sri Lanka is a small country where you can build those relationships and you can begin to allow certain people within the Government to understand the vision of an organisation and how it will benefit the country as a whole.
It is like in business where we think customer focused countries can grow, this is the same thing. It has to be a country focused growth where it is done together. What is good for the country will be good for the business which will in turn be good for the Government.
That is why I like the fact there is a vision for the country and the five hub strategy. We can begin to look at how that is going to be beneficial since as a company grows there is going to be more revenue and infrastructure. However, it is important to work together and my recommendation is to work one on one.
Q: What key skills should tomorrow’s business executives have?
A: The given skills are that they are really into operational excellence. Typically they have that. The key skills that are needed are in getting the people aligned with the vision to take the organisation to the next level.
That is how we get into the multidimensional growth which will lead to market dominance. With that you will be able to measure your company with the potential and what it has today. They should be able to set stretched goals.
Q: What do you think is the biggest challenge for Sri Lankan corporates?
A: There are few challenges. Working in a political environment, establishing private public partnerships, and finding the top talent, are just a few of them.
Focusing on the latter, finding the talent is difficult and retaining that is also a tough thing leaders have to deal with. This is why leadership is important. It is not about the money alone, it is about being inspired and that is why engagement is vital, especially in an emerging market.
Q: Are there any reservations with regards to Fortune 500 companies coming into Sri Lanka any time soon?
A: In the US when I bring up Sri Lanka they know where it is, but then again not really.
It is so far away and so much has happened. Many still think there is a war going on. That says there is better opportunity for branding of the country.
Fortune 500 firms will go anywhere where there is a good market, and I know there are several companies from Sri Lanka who are engaged at several levels. As the word gets out more firms will definitely come because they are moving away from other regions and looking at the next hub.
