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STRATEGY
NEEDS
CREATIVITY (An analytic framework alone won’t reinvent your business)
Vol.9, Issue 3, March 2019
When business school students are taught strategy, they dutifully study
mapping the five forces, for example, and drawing a value net, but they know
that game-changing strategies come from somewhere more creative. To
generate groundbreaking strategies, executives need tools explicitly designed to
foster creativity. A number of such tools already exist, often in practitioner-
friendly forms. They take their inspiration more from how our thought
processes work than from how industries or business models are structured.
Thus they can help strategists invent a genuinely new way of doing business.
The author Adam Brandenburger explores four approaches to a breakthrough
strategy:
(1) CONTRAST. Identify--and challenge--the assumptions undergirding
the status quo.
(2) COMBINATION. Connect products or services that seem independent
from or even in tension with one another.
(3) CONSTRAINT. Look at limitations in an organization and turn them
into strengths.
(4) CONTEXT. Consider how a similar problem was solved in an entirely
different context--surprising insights may emerge.
INSIDE THE ISSUE
INSIDE THE ISSUE
Thought Window
News Window
Column Window
Article Window Leading Journals Window
New Acquisitions Window
E-Journals Window
- Page 02 - Page 03-06 - Page 07-11 - Page 12-16 - Page 17--19 - Page 20-21 - Page 22
~ Henry Mintzberg ~
2
Vol.9, Issue 3, March 2019
3
Vol.54, Sep,2018
March 06, 2019
PIM develops Central Finance executives
PIM Director Prof. Ajantha S. Dharmasiri, faculty
members, PIM, senior officials and participants of
the Central Finance
The Postgraduate Institute of Management (PIM), as
the nation’s management mentor, is continuing its
long-standing relationship with the Central Finance
PLC; it inaugurated and tailored another Executive
Development Programme (EDP) recently. There were
over 100 participants, grouped under three parallel
programs.
PIM Director Prof. Ajantha S. Dharmasiri, who delivered the welcome address at the inauguration of the
program reminisced the continued relationship the PIM had with the Central Finance PLC in the recent past for
a number of training programs. Wasantha K. Senanayake, General Manager, HRD, Central Finance, remarked
that they have embarked on the new series of EDPs with the PIM based on the positive impact the company
had from the previous programs. …………………….
International Conference at 74th
Executive
Hotel Kohinoor Continental, Meeting at
Mumbai Kingsbury, Hotel
Colombo
Vol.9, Issue 3, March 2019
4
March 14, 2019
Taiki Akimoto
5S
Merit Award
Award Ceremony was held on
02nd
March, 2019 at
Galadari Hotel, Colombo
March 02, 2019
PIM’s MBA in Taxation for Sri Lanka Institute of
Taxation
PIM Director Prof. Ajantha S. Dharmasiri exchanges the signed MOU with Sri Lanka Instiute of
Taxation President Prasanga Ranwatta at the PIM
The Postgraduate Institute of Management entered into an MoU with the Sri Lanka Institute of Taxation (SLIT)
recently facilitating the members of the SLIT to follow the MBA in Taxation (MBA-T) program conducted by
the PIM. This program will be customised to suit the Tax Consultants and will be different to other programs
offered by the PIM thus far. In fact, this is the first time the PIM has availed of this program to the public,
through the SLIT, which is the national body for tax education.
Taxation has become one of the key arms for the Government to enhance its coffers, and therefore, seeking the
assistance of the PIM would stand in good stead for the SLIT in implementing the recently introduced
measures to increase tax revenue as well as creating a tax-compliance society in the country. In this respect the
two key institutions the PIM and SLIT joining hands to raise revenue for the state is, indeed, a historical event.
An effective management system and structure are essential forerunners to producing quality tax advisors and
tax consultants. In this endeavour the intervention of the PIM through its tailor-made MBA-T program would
ensure the required managerial skills are instilled in the sphere of taxation. According to the newly structure
program the candidates while mastering in the desired technical and theoretical inputs, will also gain practical
experience by undertaking a comprehensive project at the end of the program. ………………
5
March 21, 2019
PIMA Alumni Association AGM on tomorrow
The Annual General Meeting of the Alumni
Association of the Postgraduate Institute of
Management (PIMA) will be held on Friday 22 March
at 5.30 pm at the PIM auditorium. The Executive
Committee (EXCO) of the PIM Alumni cordially
invites all of its members to be present at the AGM.
The PIM Alumni had a successful year in 2018 with
the leadership of its current President Dinesh
Hamangoda and his Executive Committee, under the
guidance of PIMA patron and PIM Director Prof
Ajantha Dharmasiri.
The Postgraduate Institute of Management (PIM) has been at the forefront of developing true professionals in
the field of business administration. During the last three decades, the institute has produced more than 300
CEOs and 3000 Senior Managers who serve at the helm of many top corporates in the country. Inspired by its
motto, “Mind before action”, the institute will continue to move forward and groom well-versed business
leaders to power the corporate engine of Sri Lanka.
The PIM Alumni association was established to promote fellowship and upgrade knowledge while contributing
to the development of the management fraternity in Sri Lanka. Following the tradition while challenging the
norm, the PIMA EXCO 2018/19 has been able to turn the PIMA around. The vibrant journey was consisted of
many houseful events, get-togethers, knowledge sharing forums and community service initiatives.
CILT conducts road show at EFL campus
The Chartered Institute of Logistics and Transport (CILT) Sri
Lanka was invited to conduct a road show at the EFL logistics
campus at Orugodawatte on 6 March. CILT Chairperson
Gayani de Alwis, CMILT, CILT SL Secretary General
Vasantha and Administration Coordinator –Membership
Dushmika Senanayake, attended the road show from CILT.
The road show was initiated by Amra Zareer, MILT, Head of
Learning and Development and Venuja Weerasekera, Head of
Shared Services – HR of EFL.
It was encouraging to see 22 participants attending the road show. The Chairperson gave an introduction to
CILT and its global presence and the need for individuals to develop themselves through continuing profession
development and how CILT can support in this endeavour for their personal and career growth. CILT is a
leading global professional body associated with the logistics, transport and supply chain industry. The Institute
holds unparalleled international recognition and works towards achieving its objectives of promoting and
encouraging the art and science of logistics and transport through its membership and its educational
qualifications. ………………………
March 25, 2019
6
CILT and PIM Alumni conduct discussion on
China’s Belt and Road Initiative and impact to Sri
Lanka
SAGT-CEO Romesh David, Verité Research,
Research Director, Subhashini Abeysinghe, IPS
Research Fellow Dr. Janaka Wijesiri, DRH Logistics
Chairman & MD Diren R Hallock, and Daily FT
Editor Nisthar Cassim
Chartered Institute of Logistics and Transport Sri Lanka(CILT) in partnershipwithPIM Alumni Association
(PIMA) of the Postgraduate Institute of Management, recently concludeda successfulevent on Belt and Road
Initiative (BRI) and its impact to Sri Lanka at the PIM Auditorium, with a large gathering of professional and
academic enthusiasts.
The participants were truly interested in this topical discussion, which is highly relevant to Sri Lanka at this
juncture being at the centre of the Belt part which, is the sea route of the Belt and Road Initiative. PIMA
President Dinesh Hamangoda in his welcome address thanked PIMA and CILT for coming together to organise
an event of this nature for the benefit of both PIM alumni and CILT membership. ……..
CILT makes courtesy call on new SLPA Chairman
Senior officials of the Chartered Institute of Logistics and
Transport (CILT) Sri Lanka last week paid a courtesy call on
the new Sri Lanka Ports Authority (SLPA) Chairman Kavan
Rathnayake.
Chairperson CILT Gayani de Alwis, CMILT, International
Vice President Romesh David, FCILT, Past Chairman, Saliya
Senanayake, FCILT Vice Chairmen Channaka de Alwis,
CMILT and Gihan Jayasinghe, CILT delegation with new SLPA Chairman CMILT, Treasurer Upali Gunawardena, FCILT, and Secretary
General CILT, Vasantha Dias represented the CILT.
Additional Managing Director SLPA Upali de Zoysa, CMILT, joined the meeting with the SLPA Chairman.
CILT Chairperson Gayani de Alwis gave a brief presentation on CILT and opportunities for joint collaborative
work between the two organisations were discussed. …………………
March 19, 2019
March 19, 2019
March 19, 2019
7
Living the strategy: Lessons for Sri Lanka
The only route to improved performance is by placing human resource at the centre of
your strategic decision-making Strategy is an often confusingly used term that may mean
different things to different people. I have seen this happening in Sri Lanka, where
crafting and executing strategy is cluttered by myriad jargons. We need clarity and
commitment towards formulating and implementing strategy at corporate level as well as country level. It is
people who design and deliver in driving results. Today’s column is an attempt to reflect on strategy
formulation and execution in the Sri Lankan context.
Overview
Being strategic is of utmost importance in the business context. It essentially shows how ‘smart’ you are in
‘playing the game’. The roots are from the Greek word ‘strategios’, which means the art of the General.
Obviously, it has a military connotation. How a general orders the troops to attack, or to withdraw or to
surround the enemy, with the aim of winning the war in mind. A battle front and a business front have a lot in
common, particularly with the sky-rocketing competition, globally as well as locally.
A game plan cannot be conceived or commissioned without people. In any organisation, we have physical,
financial and information resources. All those three resources are not of any use if you do not have the most
precious resource, its people. That is exactly, why people, to be precise, the ‘right’ people, are the most
precious asset to any forward-looking organisation. How to acquire, retain, develop, and engage them have
become increasingly challenging with the growing complexity associated with doing business in a globalised
world. Hence, managing human resources has become a critical factor for organisational success.
Living strategy with people
“If ‘people are our greatest assets’, it’s time to make strategies that people can live in”, so says Prof. Lynda
Gratton of London Business School, in her much-acclaimed book, ‘Living Strategy’. “People are our most
important asset.” “We are a knowledge-based company.” “All we have is our people.” These are statements
that we hear ever more frequently from more and more companies. Yet too many of the people who populate
our companies, the reality of organisational life is that people do not feel they are treated as the most important
assets and they do not feel their knowledge is understood or used. As Prof. Gratton emphasises, it is time we
kept human capital where it really deserves to be. ………………..
March 11, 2019
Vol.9, Issue 3, March 2019
8
March 25, 2019
From Vacation to Workation: Lessons for
Lankans By Prof.Ajantha Dharmasiri
Vacation is something we know and look forward to in our
lives. What about workation? The relatively newer term
comes with a mixed bag of promises and pitfalls. Some even
call it a sad trend of our times. How do we Sri Lankans
behave? Are we drifting towards workation in turning
vacation also where we remotely work away from the real
workplace? Today’s column attempts to share some insights
on these aspects.
The latest travel trend of working remotely while enjoying a vacation
Overview We are living in a changing world where the rate of change is also accelerating. In such a context, consistent
performance is increasingly becoming critical. This is particularly true for managers. They are supposed to
achieve results in an efficient and effective manner utilising the existing resources, as any management text
book tells us.
The crux of the matter is that they have to do so, whilst playing multiple roles in professional and personal
fronts. Does that really require to sacrifice vacation in becoming workaholics? Will working smart instead of
working hard with ample assistance from technology will fulfill the need? Workation comes into to the scene in
such a context.
Meaning of workation
As the word itself highlights, it refers to a working vacation. In other words, working remotely while enjoying
a vacation. As a recent Bloomberg documentary revealed, it is the latest travel trend. Apparently, entrepreneurs
do it more than others in order to ensure survival and sustenance of their endeavours. It is increasingly
becoming popular among the so called “digital nomads” where working remotely by way of converting where
you stay as a virtual office is the norm.
How can we determine whether workation is good or bad? For an example, as the Bloomberg documentary
discussed, if you have got airfare to Thailand to enjoy the sun and sea, an additional amount of dollars will get
you accommodations and access to a beachfront workspace through Digital Outposts, which offers “brand-new
facilities including a 50 Mbps dedicated high-speed Internet connection with a redundant 50 Mbps backup”.
Have such enticing offers to emerging decision makers become a competitive necessity? How will they affect
the work, family and society? To find answers, we have to locate workation in the broad context of harmony in
life.
Harmony in life
Harmony is all about the accord. According to Oxford Dictionary (online), it is the quality of forming a
pleasing and consistent whole. It is a pleasing arrangement of parts with congruity. A busy manager dropping
off his son to school and coming to work, continue till late evening, whilst being in touch with the family, and
enjoying a refreshing Sunday with them could be one such example. It touches a deeper level than the so called
“work-life balance”. …………………..
9
Handagama’s Asandimitta: Not mere
psychoanalysis; sociocultural, political and
economic analysis too
Handagama: The women’s man
Sri Lanka’s award winning film director, Asoka Handagama, screened his latest creative
work, Asandimitta, before an invited audience in Colombo last week. This was a prelude
to its public release, which was to be commenced immediately.
Handagama is normally considered a ‘women’s man’ because the themes of all his past
movies had centred on women who had been victimised by society in one way another. His
‘Channa Kinnarie’ focused on the plight of the single mother working woman.
‘Moon Hunt’ was about a woman who had fallen victim to unfulfilled sexual desires of
young soldiers holed up in bunkers when death was the only possibility waiting for them. His ‘Flying with
One Wing’ brought to the focus the crude reality faced by women with a different sexuality. ‘The Letter of
Fire’, not screened for public viewing, looked at the sad state faced by a professional legal woman when she
had to choose between law and her juvenile son, a fugitive from the law. While his ‘Ini Avan’ was on a woman
caught up in Sri Lanka’s long ethnic war, ‘Let Her Cry’ dramatised the conflict between two women loving the
same man.
Now his latest, Asandimitta, based on a novella by Saman Wickramaarachchi, has been on a completely
different theme. It is about a woman born with a genetic code that had given her an extraordinarily large
physique. Society normally views such physique as somewhat weird, because it does not conform to the
accepted norms of beauty. For such women (and for men as well), it is the source of a mental trauma
tormenting them all through their life. If anyone makes an adverse comment on their body or any part of the
body, that would be enough to drive them to a deep mental depression that would linger on them for days.
Though Handagama had chosen to brand Asandimitta as a movie with a psychoanalytic theme, it is much more
than that. It is a fine blend of other analytics, falling into social, cultural, economic and political arenas as well.
Split personalities
The lead character Asandimitta (Nilmini Sigera) is introduced to
viewers through her voice when she has a telephone conversation with
a filmmaker (Shyam Fernando) who had been one of her school mates.
The filmmaker cannot help making the derogatory remark that she had
a fat figure durin school days. Asandimitta, not offended by his
remark, admits that she is still fat, weighing 300 pounds. This is
possibly because she had a carefully crafted scheme to take her final
revenge on her tormentors. She then confesses that she had killed or
helped kill three women and wanted him to use her story in a film.
From there onward, the story is unravelled to viewers from what she
tells him. Handagama has portrayed her as a woman suffering
mentally, because wherever she goes, other eyes notice nothing but
her fat figure; some of them even make lewd remarks about her
protruding backside, while some others impulsively touch or pinch her
backside. ………………………
March 25, 2019
10
Planning sans science and technology: Life for us is
going to be costly if not painful!
Sri Lanka is in a period of extreme challenge and the reasons are manifold – However, I really do not see whether we understand the way out!
‘Sri Lanka: A country trapped in debt’ and ‘Repayment of debt – the biggest nightmare
for Sri Lanka’ appearing in news just do not bring comfort to the minds of the citizen.
Young ones are growing with the outside in their mind. Globally the situation of
emerging nine billion people on planet with all their due requirements in an already
aspirational community has to be factored in.
These figures have meant a planning requirement of 30% more water, 50% more
energyand 50% more food from a baseline of 2012 with the caveat of having to
achieve all these within a climate system which can maintain its average rise in
temperature preferably by an average of one degree Celsius is an enormous challenge.
The unbridled growth experienced in the 1960s by some
countries is no longer an option though still some try to emulate such.
Today’s growth if followed in that manner comes at a high cost, thus
indicating means of achieving growth have to be in a different way.
Climate departure
A recent more quantitative analysis has resulted in the concept of
climate departure and a new normal has been prophesied to come into
many parts of the world starting quite early too. The year of climate
departure without any mitigation taking place for Colombo had been
simulated to happen in 2048.
Climate departure simply is in the new period ahead when the lowest
temperature is going to be higher than the highest temperature of the
previous period. Just think of it as the temperatures of Nuwara Eliya
being replaced with Colombo values – interesting.
Well we see Australia claiming that it has faced the warmest summer on record and one can see the
implications of these record-breaking events coming close together. If one assumes that 2048 is further away
with possibilities for many changes, the recent observations of extreme events in Sri Lanka indicates that one
cannot ignore these calls for action any longer and postponing decision making is certainly not an option.
Economic consequences The economic consequences of even a single episode are significant with the ability to impact on the economic
performance of an entire quarter. This is also an indication that the economy is not resilient enough in handling
such scenarios. Multiple events thus can seriously cripple the economy.
If one considers two basic economic models followed by most countries, the statement of former VP of ESSO
Norway, Oysten Dahle, is important to keep in mind – Socialism failed because the prices did not tell the
economic truth while capitalism is likely to fail due to prices not indicating the ecological truth. This captures
the current economic performance disposition towards sustainable development with triple bottom line
approach.
However, our economic planning still appears to be on without understanding the ecological truth. Being ready
for disasters is not just by having access to insurance, there is so much one can or has to do by way of action
after understanding the risks. This line of thinking appears to be totally missing. ……………
March 07, 2019
11
Sanitation to the fore: Ensure fait accompli!
By Prof.Ajith de Alwis
The Budget speech of 5 March positioned sanitary
facilities or rather the absence across the country to a
new height, bringing attention to a subject much less
talked about.
To repeat what the Minister of Finance stated:
“Mr. Speaker, in spite of the country reaching middle
income status, and in spite of millions of rupees
being invested in sophisticated expressway projects,
city developments, etc., almost 260,000 houses in
the country are without sanitary facilities. For
example, the Hambantota District, which saw a
splurge of mega projects in the form of California-style highways, Chinese-style conference halls and sports
stadiums, has over 15,000 people without even the most basic of sanitary facilities. As such, we will provide all
such houses in the country with sanitation facilities within two years, benefitting almost one million of our
citizens. Many bus terminals and railway stations’ sanitary facilities are also in an atrocious condition.
Therefore, funds will be allocated to improve them. Such facilities will be provided for men, women and those
with special needs. Once built, the private sector will be invited to maintain these facilities.”
The Budget speech did not mention schools with their own sanitation problems. Hopefully that is included too
as the presence of decent sanitation facilities in any environment seriously boost productivity.
Ken Blanchard wrote in ‘Raving Fans’ that the first thing to be checked in an organisation should be its toilet
facilities. The Budget was quite generous with the allocation – Rs. 5 billion – when compared to some other
allocations though if you identify per unit allocation with the numbers indicated – Rs. 19,000 on average per
house – the allocation may find a bit more wanting!
It is important to indicate that the enterprise innovation program which when implemented has the potential to
drive our enterprises to a different level has only been allocated Rs. 50 m! However, I am definitely for
ensuring the sanitation facilities available as a first step for a society.
Ignoring meeting the basic functional support by the populace can have serious consequences especially in
cities as the British found to their expense on their way to the First Industrial Revolution. You will be
interested to read records from London, which read: “An ill-fated labourer by the name of Richard the Raker
fell into a cesspool and literally drowned in human shit.”
Night soil men were common in London collecting from cess pits. Progress as we know is made by us being
creative and executing creative thoughts and that is why Englishmen who came up with the flushed toilet
system and with valve systems are today in the Hall of Fame of inventors – John Haringhton, Thomas Crapper,
Albert Giblin. Such implementations prevented subsequent generations facing the problems Richard faced.
In our own land we know that sanitation systems prevailed from the very beginning as Anuradhapura era
temples have better waste management systems and the structures exist to date. However, as the Budget speech
reminded us, we appear to have gone backwards while other nations have moved up the
ladder. ………………….
March 21, 2019
12
February, 2019
By Prof.Ajantha Dharmasiri
Vol.9, Issue 3, March 2019
13
March , 2019
OF MINTZBERG AND ZUCKERBERG :
COMMUNITIES AND COMMODITIES
Living is communities is nothing new for East and
West alike. We have sangha societies in the Buddhist
context. We also have monasteries in the Christian
context. The commonality on both is the way a group
of members of a community live. It involves sharing
and a high degree of collaboration. Also. it invites the
members to display synergy in their By Prof. Ajantha Dharmasiri
action and reactions.
For me, management is a process and leadership is a phenomenon. Every manager has
a “leading” function to perform. When it gets expanded, he/she thinks and acts more as
a leader.
“ It seems that we are over-led and under-managed,” says Mintzberg. Many may disagree. Yet, you cannot
undermine this candid Canadian veteran. Having contributed to management proposing 10 key managerial
roles way back in 1971, he is sharp and sensible in his criticism. I had this confusion early in my management
teaching stages about the real difference between a manager and a leader, and in a broad sense management
and leadership. Thanks to global thought leaders, now I have a clear way out.
For me, management is a
process and leadership is a
phenomenon. Every manager
has a “leading” function to
perform. When it gets
expanded, he/she thinks and
acts more as a leader. What
Mintzberg Invites us is even
to go beyond. In his website
blog (www.mintzberg.org) ,
Mintzberg elaborates why he
says so.
“ How can you recognize
community ship ? That’s
easy. You have found it when
you walk into an organization
and are struck by the energy
in the place, the personal
commitment of the people
and their collective
engagement in what they are
doing. ………….
14
March 02, 2019
Munidasa Cumaratunga’s death anniversary falls today:
Saintly wisdom of linguisti By K. K.A.I. Kalyanaratne
Do not be unhappy in any manner that you are unpleasant
The Rain Cloud, just because your colour is black.
The good learned men do not recognize the eminent
By skin-colour but by one’s virtues.
Springing from the sky and spreading,
And quenching the thirst and making the people happy,
Filling also with water the farms – tanks and ponds
It is you who donate to the world food and water.
Hearing the sound as well as your colour
Peacocks dance in ecstasy spreading their trains;
As if freshly rejuvenated even the trees and creepers
Will start growing being pleased with water.
The white clouds reach much higher in the sky,
While you are always at lower levels. But,
Is it a wonder? The exalted and wise men
Being bent with virtues remain forever.
Even salt-water that is difficult to be taken
To the mouth, becomes sweet when taken by you
From the ocean. When accompanied by dignified men
Even the simpletons get dignified very much.
The nature having seen your virtues,
Considering none like you in comparison
Even the lightning assuming the role of a bright
Golden chain adorns only your neck, behold!
- Kiyavana Nuwana-Sixth Reader
Much has been written on the different facets of Cumaratunga Munidasa’s prowess and profundity since
his demise on March 2, 1943. The commonest approach that had been adopted by many a writer to date has
been to deliberate over his literary styles, expositions on grammar and book-reviews on a topic-wise basis. But
there are a few who have been treading on to reveal his characteristics by critiquing his literary works. I prefer
to tread on this second path, especially when commemorating the uniqueness of this personality, as critiquing
his literary works would invariably bring about the more important facets that had gone to make this unique
personality.
The Rain Cloud - Its Uniqueness
Herein the literary piece that was selected for critiquing is Cumaratunga’s short poem ‘ The Rain Cloud’ which
comprises of six short verses written in the ‘drutha vilambitha’ stlye. There have been only two other poems of
Cumaratunga that follow this style, that is ‘Piya Samara’ and ‘Daru Surathal’. The rain clouds are normally
blackish in colour, not pleasant to the eye. …………………
15
March 02, 2019
Cumaratunga Munidasa’s 75th Death anniversary falls today
Remembering a literary giant By K. K.A.I. Kalyanaratne
Much has been written on the different facets of Cumaratunga Munidasa’s prowess and profundity since his
demise on March 02, 1943. The commonest approach that had been adopted by many a writer to date has been
deliberate over this literary styles, expositions on grammar and book reviews on a topic-wise basis. But there
are a few who have been treading on to reveal his characteristics by critiquing his literary works.
I prefer to tread on this second path, especially when commemorating the uniqueness of this personality, as
critiquing his literary works would invariably bring about the more important facets that had gone make this
unique personality.
The Rain Cloud - Its Uniqueness
Here in the literary piece that was selected for critiquing is Cumaratunga’s short poem “The Rain Cloud” which
comprises of six short verses written in the ‘drutha vilambitha’ style. There have been only two other poem of
Cumaratunga that follow this style. that is “Piya Samara” and “Daru Surathal.” The rain clouds are normally
blackish in colour, not pleasant to the eye. They, in fact, give a gloomy and depressing appearance. But how
cleverly the poet has infused vigour and energy to such dull and gloomy phenomenon. Cumaratunga’s life span
had been relatively short one. He passed away at the age of 57. However, all his endeavours had been acutely
focused. Every act of his had been to meet a specific purpose, which in fact, had been his social philosophy.
The Rain Cloud - Objectives
Cumaratunga spells out in this “Prabandha Sangrahaya” the following six different types of
compositions:
a. Story - telling
b. Historical episodes
c. Biographies
d. Descriptive and Explanatory writing
e. Argumentative writing
f. Fiction and Creative writings
Any creative narration would help children develop their own story telling and importantly writing talents by
applying the techniques they have been able to read and experience. The Rain Cloud would, for certain, come
under the categories of ‘argumentative writings’ and descriptive and explanatory’ writing as well as creative
writings. ………...
16
The word STRATEGY has
become colloquial in
usage today; as a word
loosely used today, and
also commonly used in
places where it should
not be. Often when we
need to perform a task
or improve something,
we use the phrase 'We
must have a STRATEGY'.
March, 2019
H owever, STRATEGY has a broader and
deeper meaning than its current use. Its
intended purpose is very different from
current understanding. This diffused knowledge
results in a negative impact on some of the prac-
tices, thinking processes and actions adopted by
leaders and their teams in organisations today.
In fact, some leaders and teams go to the
extent of complaining that STRATEGY has no
bearing on business results and blame STRATEGY.
In my opinion, the primary reason is due to
leaders lacking in understanding of the notion
of STRATEGY, and also they do not act on the
wisdom and teachings of STRATEGY.
Thus, this article aims to clarify the basics of
STRATEGY and help leaders craft and execute a
STRATEGY to win, especially in the market place.
Firstly, let us focus on a basic question, which
we often do not ask - 'What is a STRATEGY?'
STRATEGY: IS IT OPERATIONAL EFFECTIVENESS?
What is STRATEGY? Many are under the
perception that STRATEGY is all about making
improvements. However, is it not true that im-
provements are essential to enhance productive -
ity and day-to-day activities?
None would concur that we should not make
improvements to what we do daily. We must
relentlessly strive to improve what we did yes-
terday, today and continue tomorrow.
What is
STRATEGY?
Many are under
the perception
that
STRATEGY
is all about
making
improvements.
However, is it
not true that
improvements
are essential to
enhance
productivity and
day-to-day
activities?
This is Operational Effectiveness
(OE). It is
about doing things more effectively
and/or
efficiently today than yesterday. OE
needs to
be embedded in the workings of an
organisation,
and it is something we need to do
every day.
Management tools and techniques
such as
Total Quality Management, Total
Productive
Maintenance, 5S, 6-Sigma will
undoubtedly have
a significant impact on improving
business
operations and processes and yield
good results.
Moreover, some consultants and
companies
can assist businesses to implement
these pro-
grams. However, all that is available
to one
company is also available to all others,
and the
only differentiating factor will be the
level of
execution.
BY ASANGA RANASINGHE President of elM Sri Lanka Executive Director/Chief Marketing Officer of Diesel & Motor Engineering
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The Collaboration Blind Spot.
Leaders are well aware of the central role that cross-group collaboration plays in business today.
So in planning for collaborative initiatives, they think carefully about logistics and processes,
incentives and outcomes. And that makes perfect sense. But in doing so they forget to consider
how the groups they’re asking to work together might experience the request—especially when
they are being told to break down walls, divulge information, sacrifice autonomy, share
resources, or even cede responsibilities. All too often, groups feel threatened by such demands:
What if the collaboration is a sign that they’ve become less important to the company? What if
they give up important resources and responsibilities and never get them back? This is the
“collaboration blind spot.” To make sure collaborative initiatives are successful, leaders must
first identify threats to group security and take steps to minimize them and discourage defensive
behaviors. Only then should they focus on process and outcomes.
The Right Way to Lead Design Thinking.
The authors studied almost two dozen major design-thinking projects within large private- and
public-sector organizations in five countries and found that effective leadership is critical to their
success. They focused not on how individual design teams did their work but on how the senior
executives who commissioned the work interacted with and enabled it. To employees
accustomed to being told to be rational and objective, design-thinking methods can seem
uncomfortably emotive. Being asked not to quickly converge on an answer can be difficult for
people accustomed to valuing a clear direction, cost savings, and finishing sooner rather than
later. Iterative prototyping and testing call on employees to repeatedly experience something
they’ve historically tried to avoid: failure. Consequently, those who are unfamiliar with design
thinking need guidance and support from leaders to navigate the landscape and productively
channel their reactions to the approach. The authors have identified practices that executives can
use to stay on top of such innovation projects and lead them to success.
Vol.9, Issue 3, March 2019
Kwan B. Lisa; The Collaboration Blind Spot; Harvard Business Review. March-April 2019, Vol.97
Issue. 02, p.66
Bason Christian, Austin D. Robert; The Right Way to Lead Design Thinking; Harvard Business
Review. March-April 2019, Vol.97 Issue. 02, p.82
18
The Feedback Fallacy.
For years managers have been encouraged to candidly praise and criticize just about everything
workers do. But it turns out that feedback does not help employees thrive. First, research shows
that people can’t reliably rate the performance of others: More than 50% of your rating of
someone reflects your characteristics, not hers. Second, neuroscience reveals that criticism
provokes the brain’s “fight or flight” response and inhibits learning. Last, excellence looks
different for each individual, so it can’t be defined in advance and transferred from one person to
another. It’s also not the opposite of failure. Managers will never produce great performance by
identifying what they think is failure and telling people how to correct it. Instead, when
managers see a great outcome, they should turn to the person who created it, say, “Yes! That!,”
and share their impression of why it was a success. Neuroscience shows that we grow most when
people focus on our strengths. Learning rests on our grasp of what we’re doing well, not what
we’re doing poorly, and certainly not on someone else’s sense of what we’re doing poorly.
Operational Transparency.
Conventional wisdom holds that the more contact an operation has with its customers, the less
efficiently it will run. But when customers are partitioned away from the operation, they are less
likely to fully understand and appreciate the work going on behind the scenes, causing them to
place a lower value on the product or service being offered. To address this problem, managers
should experiment with operational transparency—the deliberate design of windows into and out
of the organization’s operations to help customers understand and appreciate the value being
added. Witnessing the hidden work performed on their behalf makes customers more satisfied,
more willing to pay, and more loyal. It can also make employees more satisfied by
demonstrating to them that they are serving their customers well. However, managers should be
aware of certain conditions in which transparency can backfire.
How to Lead Your Fellow Rainmakers
In most corporate settings, leaders are expected to inspire and direct employees—leading is
something they do to followers. But in professional service firms, the situation is different. These
firms tend to be full of powerful, opinionated experts who prize their autonomy. They don’t
easily accept the role of follower—and may be just as unwilling to act as leaders. A leader’s
authority is contingent upon their consent, which can be quickly withdrawn. In this context,
leadership has to be a collective, not an individual, endeavor. It requires a grasp of three key
dynamics: Establishing legitimacy. To be accepted by their peers, leaders have to keep
demonstrating an ability to generate revenue. Maneuvering politically. Achieving consensus
Buckingham, Goodall Ashley; The Feedback Fallacy; Harvard Business Review. March-April 2019,
Vol.97 Issue. 02, p.92
Buell W. Ryan; Operational Transparency; Harvard Business Review. March-April 2019, Vol.97
Issue. 02, p.102
19
requires social astuteness and networking skill, and peers must believe the leader is acting in
their interests. Negotiating perpetually. To strike a balance between asserting control and giving
peers autonomy, leaders must always negotiate. These dynamics are both in flux and
interconnected, and leaders have to constantly manage them.
Idea in Brief
The Problem
Conventional Leadership wisdom seems to fail in the professional service context. Trying to
energize followers around a vision simply isn’t enough.
The Dual-Purpose Playbook.
Corporations are being pushed to dial down their single-minded pursuit of financial gain and pay
closer attention to their impact on employees, customers, communities, and the environment. But
changing an organization’s DNA may require upending the existing business model and
lowering profitability, at least in the short term. The authors’ research suggests that successful
dual-purpose companies build a commitment to creating both economic and social value into
their core activities. This approach, which they call hybrid organizing, includes setting and
monitoring social goals alongside financial ones; structuring the organization to support both;
hiring and mobilizing employees to embrace them; and practicing dual-minded leadership.
The Innovation Equation.
As start-ups grow into larger, more bureaucratic companies, they’re more likely to favor safe,
incremental innovation over riskier, potentially breakthrough work. In addressing this problem,
leaders often point to their culture as the key to driving radical innovation. But structural levers
can also help growing companies avoid the shift from truly innovative to incrementally so. These
include the extent to which compensation reflects the outcome of projects as opposed to rank
within the organization; ratio of project-skill fit (how suited employees are to the tasks they’re
assigned) to return on politics (the benefits accrued by networking and politicking); management
span (the number of direct reports per leader); and salary step-up (the financial benefits of rising
in the hierarchy).
Empson Laura; How to Lead Your Fellow Rainmakers; Harvard Business Review. March-April
2019, Vol.97 Issue. 02, p.114
Battilana Julie; The Dual-Purpose Playbook; Harvard Business Review. March-April 2019, Vol.97
Issue. 02, p.124
Bahcall Safi; The Innovation Equation; Harvard Business Review. March-April 2019, Vol.97 Issue.
02, p.74
20
Vol.9, Issue 3, March 2019
21
22
Accounting, Auditing & Accountability Journal
Volume 32 Issue 1
What counts for quality in interdisciplinary accounting research in the next decade: A critical
review and reflection James Guthrie, Lee D. Parker, John Dumay, Markus J. Milne
Stakeholder interactions and corporate social responsibility (CSR) practices: Evidence from the
Zambian copper mining sector Obby Phiri, Elisavet Mantzari, Pauline Gleadle
Transformation of accounting through digital standardisation: Tracing the construction of the
IFRS Taxonomy Indrit Troshani, Joanne Locke, Nick Rowbottom
Journal of Global Mobility: The Home of Expatriate Management Research
Volume 6 Issue ¾
Good research topics – greenfield or acquisition? Jan Selmer
International academic mobility and innovation: a literature review Paulette Siekierski, Manolita Correia Lima, Felipe Mendes Borini, Rafael Morais Pereira
A race against time: training and support for short-term international assignments Kieran M. Conroy, Anthony McDonnell, Katrin Holzleitner
International Journal of Managing Projects in Business
Volume 11 Issue 4
Human factors and project challenges influencing employee engagement in a project-based
organisation (PBO) Judy Matthews, Tracy Stanley, Paul Davidson
Uncertainty as opportunity: the challenge of project based careers Beverley Lloyd-Walker, Lynn Crawford, Erica French
Moderated effect of value co-creation on project performance Boris Heredia Rojas, Li Liu, Duanfang Lu
Vol.9, Issue 3, March 2019 Vol.9, Issue 3, March 2019
23
