1. Building a Conscious Enterpriseindroneil mukerjee(http://www.indroneil.com)

2. What ails economy today?SYMPTOMS1. A business cycle earmarked withrecessions2. Alternating upswings anddownswings3. Bail outs and wipe outs4. Businesses operating micro term5. 9 out of 10 start-ups failing6. Prices spiraling7. Stock markets in a tizzy8. Consumers going crazy9. Low employee confidence10. Global economic indicators on slideAccording to a list of business failures collected inWikipedia more than 250 companies met the eventualdemise of their well-known brand between year 2000and now. The causes include corporate crime andsimple insolvency, and are notable for their financialimpact on the economy.These include well-known brands of the likes ofAgfaPhoto, Air America Radio Ansett Australia, ATAHoldings, Atlas Air, Enfield F.C, Enron, Jessops,Lehman Brothers, Maersk Air, Napster, Nortel,Northwestern Steel and Wire Polaroid Corporation,Silicon Graphics, Swissair, The Sharper Image, TowerRecords, Trans World Airlines, Woolworths Group andWorldCom.December 12, 2013 Copyright (c) Indroneil 2013 2 3. the related quality of life & living?Corruption perception index 2010Global protestsDecember 12, 2013 Copyright (c) Indroneil 2013 3 4. Step back and reflect .WHAT COULD BE THE REASON?December 12, 2013 Copyright (c) Indroneil 2013 4 5. Nature of prevailing businesses Addicted to unsustainable exponential economicexpansion. Predicated on the flawed assumption that GDP willalways keep increasing Led by the greed to maximize profit anyhow 5S obsession Involves zero-sum or negative-sum transactions Mechanical systems following linear transactiveprocesses Insulated from and insensitive to systemic realties Characterized by systemic denial and self-deceptionDecember 12, 2013 Copyright (c) Indroneil 2013 5 6. and the state of enterprise consciousnessDesireAmbitionAcquisitionAvariceNeedsScarcityLoveofPowerValuesDreamPurposePassionPursuitPowerofLoveAbundanceAssumptionsConscious UnconsciousDecember 12, 2013 Copyright (c) Indroneil 2013 6 7. Companies who survived the recessionSecret of survivalAmazon Focus on the long term: looks to innovate with products like itsnew Kindle 3, and strives to expand market share, foreveranticipating the next change.Ford A complete overhaul, eliminating models from its line, cuttingcosts and revamping its imageDomino's Novelty: changing the self-proclaimed cardboard crust andketchup sauce to a new, improved pizzaIntel Simple patience: by waiting for pent-up demand to returnLego Exploration of the global market was the key to this company'srecession-bucking success.December 12, 2013 Copyright (c) Indroneil 2013 7 8. What did they do differently? Refrained from panicked knee-jerk Responded rather than reacted Did not rely on best-practices Did what was appropriate for theirorganization in the situation Let go, where necessary Did not hesitate to revamp Looked long term Growth, rather than survival wasin focusSnapshot of findings from a research carriedout in 2008 across 4700 companiesDecember 12, 2013 Copyright (c) Indroneil 2013 8 9. Nature of emerging businesses Create, conserve and consume in harmony. Work towards co-creating collective wealth,wisdom and well-being inclusive. Driven inside-out: values, purpose & beliefs Mentality is that of abundance. Sustains systemic harmony.There is no disaster !!!What we call a disaster is Nature trying to restoreharmony disrupted by man's greedy exploitation tobring about correction. This explains situations ofcataclysmic nature including recession and someseemingly successful organizations going bust.December 12, 2013 Copyright (c) Indroneil 2013 9 10. Conscious enterprises to heal the economy1. Executive intent, belief and conviction in enterprise consciousness2. Respecting change and disruption as a systemic neutralizer3. Willingness to let go of habits to adapt to changes in the habitats4. Faith in enterprise being and not getting carried away withbecoming5. Conducts business as an expression of its purpose of existence6. Leadership is driven by a cause and mission, not motivated by aneed to manage and overcome fear of change7. Nurtures a process of natural selection and emergence for creatingand living interdependent stakeholder relationships.8. Conscious Learning openness and receptivity to learning as anenterprise a part of the conscious enterprise culture9. Cellular consciousness amongst members and other stakeholders10. Close-loop feedback and knowledge osmosis to enable continuousevolution.Conscious enterprises arecomplex humanistic systems.Living, breathing, reachingout, sensing and responding.With capability of self-adapting,self-learning andself-evolving.December 12, 2013 Copyright (c) Indroneil 2013 10 11. All that is living may not be evolvingThere is an element of consciousness of acertain essence of life amongst living systems.This is the fundamental determinant for a livingenterprise to evolve. Thus, there could beenterprises which are very much alive,breathing and pulsating over decades and yetwith little or no sign of movement. This is aclassic case of the enterprise consciousness beingnot awakened, threatening extinction of a livingenterprise.~ From Tap Enterprise Consciousness published in the Management NextDecember 12, 2013 Copyright (c) Indroneil 2013 11 12. Being of a Conscious Enterprise Embodies a unique memetic DNA the strandsof which represents the enterprise values andpurpose Often inherits the fundamentals of the lifecontext of founders and early members Emerges through a process of conscious co-creation Enrolls members / stake-holders as cellular /organic constituents Evolves with time by essentially relating andrespond to inter-dependent entities in the eco-system Lives a tactile enterprise culture by creatingauthentic experiences, consistently.December 12, 2013 Copyright (c) Indroneil 2013 12 13. 10-O-O symptomsOBSESSIONS OMISSIONSGovernanceComplex StructuresTransactionsCompetenciesKnowledge RetentionBusiness StrategiesPolicies / ProceduresChange ManagementBecomingGuardianshipEvolving FormsRelationshipsConsciousnessKnowledge OsmosisBusiness InstinctOrganization DialogAdapting to changeBeingOnly that whichmakes meaning,makes money!!!December 12, 2013 Copyright (c) Indroneil 2013 13 14. Some promising Conscious EnterprisesAmazon Best Buy BMW CarMax Caterpillar CommerceBankContainerStoreCostco eBay Google Harley-DavidsonHondaIDEO IKEA JetBlue Johnson &JohnsonJordan'sFurnitureL.L. BeanNew Balance Patagonia ProgressiveInsuranceREI Southwest StarbucksTimberland Toyota Trader Joe's UPS Wegmans Whole FoodsThese are Firms of Endearment (FoE). These companies pay their employees very well, provide greatvalue to customers, and have thriving, profitable suppliers. They are also wonderful for investors, returning1025% over the past 10 years, compared to only 122% for the S&P 500 and 316% for the companiesprofiled in the bestselling book Good to Great -- companies selected purely on the basis of their ability todeliver superior returns to investors.December 12, 2013 Copyright (c) Indroneil 2013 14 15. Conscious Leadership:architects of CECommit-mentCom-passionIntegrityContent-mentAUTHENTICITYDecember 12, 2013 Copyright (c) Indroneil 2013 15 16. The role of aConscious LeaderA Conscious Leader is someone who leads withConscious Awareness - a knowing of what is going oninside and out, the effects of decisions and actions, andthe interaction between a complex array of factors andforces. She enables transcending of unconsciouspatterns, fostering of an expanded perspective andopenness to new possibilities in a conscious enterprise.Conscious Leaders are people who recognize andalign to the higher purpose of their enterprise and theinterdependence of the stakeholders in their business.Her role is essential for the ongoing learning, growthand development of the enterprise, its stakeholders andmembers.Conscious Leadership is more about anexpanded consciousness than competenceand character.December 12, 2013 Copyright (c) Indroneil 2013 16 17. Conscious Leaders are enterprise enablersEnablerExpertEntrepreneurExecutiveNEED GUNASEnabler Religion S, sExpert Respect S, rEntrepreneur Richness R, tExecutive Relevance T, sAn enabler, like the Sun, radiates essentialpower of presence all around, sustaininglife and making things happen.December 12, 2013 Copyright (c) Indroneil 2013 17 18. Building a culture of shared consciousnessThe human no more is aresource but a keysource of valuecreation.For it is in being humanthat consciousness isawakened.And only whenhumankind bringstogether participatingentities in a space ofshared consciousness, aliving, pulsatingconscious culture getsbuild.December 12, 2013 Copyright (c) Indroneil 2013 18 19. The essence ofConscious CultureGYANADEDICATIONBHAKTIKARMASELFKNOW-LEDGEKNOWLEDGE ACTIONConscious Culture is one thatfosters individual and collectivereflection and explicit articulationof what we see or wonder as wereflect.The fabric fosters ongoinglearning, growth anddevelopment for the peopleconstituting the organization andfor the enterprise as an organismor ecosystem.December 12, 2013 Copyright (c) Indroneil 2013 19 20. Values to value-creation an exampleWEALTH Creating, extracting, enhancing value in tangible termsACHIEVEMENT A sense of accomplishment (a lasting contribution)RESPONSIBILITY Dependable, reliable, Accountable for resultsRESPECT Self esteem, sense of personal identityPOWER Control, authority beliefs, and influence over othersCREATIVITY Being imaginative, innovative, creativeINNER HARMONTY Principled and driven by one's truth, being upfront about things which may not beacceptable as a statement of truth.December 12, 2013 Copyright (c) Indroneil 2013 20 21. Shared norms - > shared cultureiProdigy NormsMember sideArticulate thoughts and feellingsas and when they ariseDo whatever it takes to keepphysical energies high,proactivelyAsk, 'Who signs my pay cheque?'Share observations and givefeedback without playing safeBe ruthless about being with workfor at least 12 hours a day on anaverageDay start with committed goals toiProdigy which are met any whichwayOn an average spend 2 days aweek outside office with clients /partners.Don't allow distractions - screen /discern what is important / notimportantFullfilll iProdigy commitments ontime - come what may.Don't be tolerant to misuse andtardinessiProdigy works 24/7. So does yourmindshare.Personal issues not to be broughtto the work place - options 1. Stayback and resolve at home 2. seeksupport in a separate forumEnsure zero-waste living in thisspace.iProdigy NormsPartner facing Client facingBe demanding & ruthless withexternal and internal serviceprovidersPrepare value propositon beforeevery call and pitch highAsk - 1. Have I demanded 2. Have Ibeen ruthless in receiving theserviceSell without shameBefore commiting a spend onbehalf of Prodigy be prudent.While seeking an appointmentclearly state what the person isgoing to lose by meeting / speakingto us.Check individually if I would havespent the same amount for myself.Before making any payment checkwhether we have receivedeverything committed, for thepresent and the future.Ensure a consistent uniformmessage to the external worldBefore approving capitalexpenditure justify how it will comeback as 10 times returnsListen, listen, listenDecember 12, 2013 Copyright (c) Indroneil 2013 21 22. If you have the passion & purpose to build aliving and evolving Conscious Enterprise, youhave a partner to accompany you in yourmission.Reachme@indroneil.comDecember 12, 2013 Copyright (c) Indroneil 2013 22