Change seems to be the buzz word these days. If we quickly analyse our country over the following periods, we will understand how obvious this statement is for us.
1990s – This was the age of industrial revolution in India. Our country took quite some time, post our independence, partition, wars with Pakistan and China, to get rid of the depression of the 70s and 80s, to finally find manufacturing as the next step. This is the stage when business tycoons like Birla’s and Tata’s took over (Hindalco and Tata Steel etc.).
2000s – The first decade of the new century saw communication transformation and its ancillary benefits. The natural result was the super normal growth effect seen in the telecom companies, both Indian (Airtel) and MNCs (Vodafone).
2010s – This relatively shorter period of time (the fact that we are still in 2017) seems to have already transformed our life. If we track 2012 to present day, we will notice that the world (including India) seems to have changed a lot. Traditional practices are converted into M initiatives (M=mobile). Today if you see any financial newspaper, close to 50% of it is dedicated to M ventures. It feels like digital startups grew into billion $ enterprises, almost overnight. It is fascinating to see how quickly the world seems to have taken the next step.
This clearly shows that transformation cycles are reducing. As a result of the experience of last few years, its almost impossible to confidently predict even the next 2-3 years. The world has become more dynamic and it is amazing to see the constant fluid state that we are in.
This is where my first statement is reconfirmed. Change is truly the only constant and we always need to factor that in today’s world. If any candidate, with 20 to 30 years of experience, is interviewed for a new job, we almost have to write-off the initial 25, because its the last 5 years that defines your current value. How any human resource has adapted to the last 5 years, is clearly the benchmark of what can be expected from them in this fluid, dynamic world.
So my question is, is there no value to tradition and culture any more? Is there any merit to traditional beliefs, for example loyalty, which seems to be of a shortage today? Is it true that any mid aged company should completely transform it’s peoples mindsets, processes and systems because it is the demand of today?
So do we think that new age thinking might be the only way in which one can survive and traditional values are completely redundant today. As true as what the former part of the last statement is, the later is not entirely accurate.
All organisations, obviously, need to adapt to the current pace of the world. They need to catch up, or they will surely be left out. However, this is not done by trampling our traditional values. Some of them might need updation but most of our long-established values are still treasure today.
Today the demand is to adopt new practices and dump the old ones. This is easily seen in the number of jobs we conveniently switch for quick benefit. However, we still cannot devalue LOYALTY, which is the pillar of any company syrategy. We are all living in the short term and teams are completely dynamic (they only exist till the short term objective is achieved), but we still cannot create strong and cohesive teams without the value of TRUST, another imperative pillar.
When we at ALLAVANCE go to our clients and give them transformative HR solutions, we are very careful to ensure that the strong core or values continue to remain the pillars holding up the organisation. They still act as the foundation of any business because they deserve their due importance. It is critical that we merge the traditional with the new to come up with a strong and sustainable unit.
So, my piece of advice to this generation of newer professionals, who have only seen the dynamic world and don’t even know the meaning of a steady state, is to still attempt to get some exposure of the past. It might have some examples of traditional values that still exist and will always need to be inculcated in order to form strong structures.
I hope that my beliefs expressed in this post seem acceptable. As much as Change is one of the most critical constants, we need to value many more aspects, which, if forgotten in this state of non-stop transformation, might end up being detrimental for your organisation.
Would really like to hear of supporting as well as challenging opinions. Cheers!