Rajesh Tripathi

Every organisation that is in the market for profit, aims to having equal access to all information pertaining to economic actors, so that it can formulate and execute winning strategy for itself. It thus means, although preferring to be alone but having no option, organisations fight for market information. Thus, giving rise to ‘EFFICIENT MARKETS’. In essence market is built of many organisations but is characterised & known by behaviours of those actors which are dominant in the market. Consequently, prices are known to every one for a product, as they are in a chain from raw material to finished goods; only changing their role of input to output.  It does mean that one has to price its product in such a way that it is neither overpriced nor under-priced.  Overpriced products will not get sufficient buyers and under-priced products will be deluged with buyers and therefore may not be able to supply to all. Automatically efficient markets eliminate odds and works for b...

Zone 11 skills successful organisations must have Comments By Admin on Jun 1, 2015 A high-performing team comprises of distinctly defined roles and well-rounded collection of personality archetypes  By Rajesh Tripathi Working with a team can be exhilarating and challenging too. In the world of business, this means that when individual roles and responsibilities aren’t well-defined, individuals get testy, the team dynamics go haywire and the project suffers as a result. Popular theories say a high-performing team comprises of distinctly defined roles and well-rounded collection of personality archetypes. Here’s a guide to 11 personality types that forms a successful team: 1. An expert : Expertise is the one skill a team cannot do without. Every new team needs at least one genius to get off the ground.This is the person that possesses intimate knowledge in a field that your project encompasses. This person gets dow...

Of late, a challenge is being seen in organisations to pursue a model to compensate their employees in such a way that motivates them, as well as does not impact their profitability. In the same context, I tried simplifying all related concepts, here. Industrialisation brought in the challenge of how and what to be paid to workers being employed to undertake certain jobs. These jobs primarily were having tasks which were repetitive in nature and therefore, once a skill was developed, more or less all workers were equal in their performance. This sowed the seed of Pay for Position or Job based Pay , whereby based on the knowledge and skill, a person was having and were being utilised by him to perform to achieve certain pre-determined level of performance, equal wages were paid. This led to a model that focused on compensation tiers tied to job titles. In a way, additional levels of responsibility combined with senior level job titles with higher compensation are a clear path for...

“A recent research has revealed that organisations that excel in project management meet their goals two and a half times more often and waste about 13 times less money than organisations that are poor at project management.” Seems something new, as research is supported by some data – making a reality more real. But fact remains as it is. When an activity is taken without having a goal, a well thought of ‘where to reach target’, activity only provides some people some experience. In my words experience is nothing but repetition of same mistake again and again. Therefore no learning occurs, even at the cost of expenses incurred by the organisation. On top of that it brings to the organisation a culture of negativity and avoiding change. Every activity, should therefore be taken as a project with well-defined path and target to achieve them. It will help in providing learning and overall, successful organisation to its people.

Published in the Hindustan Times, 19-Nov-2014

Published in the Tribune, 15-October-2014

Published in the Times of India, 8-Oct-2014

Published in the Financial Chronicle, 11-August-2014

Published in the Times of India, 6-August-2014

Leadership is the word, which to my understanding is having as many number of interpretations as the human beings on this earth. Right or wrong, nobody knows. Leadership is vivid but varies from ‘History Makers’ to ‘History Destroyers’. Difference lies only in the understanding of person to person. Understanding - the first & foremost requirement to be a good leader. Still lies a challenge in front of us. What is this challenge all about?  It is nothing but failure of understanding and appreciating the difference. Today, the business at large is consistent of 4-Generations: Baby boomers, Gen-X, Gen-Y, Millennial and 1- Variation: Female workers. In total, 5-Mindsets. Each generation and female worker has its own set of values, biases and preferences that make them unique and different to each other. Until these differences are understood by organisations and their leaders, organisations and leaders will fail to tap the talent. If we talk specific...

Published in The Tribune, Chandigrah

Internship to deal with Manpower Scarcity, Published in Financial Chronicle.

Removing gender bias is a collaborative effort It is important for an organization to ensure that managers and subordinates work collaboratively to remove gender biases Rajesh Tripathi Gender bias occurs because of personal values, perceptions, traditional and orthodox ideologies one hold on to in his life. Whenever we talk of gender bias at workplace, it is commonly referred to the discrimination women face at the workplace. At an age where people and activists are advocating the thoughts of emancipation of women and the need of ‘socent’ culture, there is a ruthless fact that only 4.2% of CEOs in Fortune 500 companies are female. We can break down gender biasness at the workplace into three different types. These are namely biasness in terms of growth opportunities, remuneration, and treatment meted out at the work place. A majority of women carry apprehensions to come out in open about such biasness. On other occasions, they just ...

When the corridors of Power & Commerce Collide As published in the Times of India, 21-May-2014

Salaries: whether to keep Transparent or Confidential? My views as published in the Hindustan Times

Coverage in the Times of India

Research reveals that brain at any given opportunity does try getting into the comfortable zone, what makes our Habit. If the same theory is applied on organisations which are considered living entity, brains of employees try doing routine, controllable activities. Every organisation – for any activity, big or small does follow the Principle of Planning to undertake an activity. But deep down every activity being undertaken is seen under the lens of cost. Therefore, planning, invariably turn out to be a ‘Cost Planning’. Reason, cost planning by & large is under the control of the company. In other words, cost planning makes a company becoming its own customer. For example, decisions pertaining to how many employees to hire, how many machines to procure, how much raw material to purchase, how much money to spend on capex etc. This nature of the organisation displays the peculiar traits associated with a customer and like any other customer, the organisation decides to stop buy...

My views as published in the Times of India, 30-April-2014

In one of my earlier blogs I wrote about how strategy is different than a problem. Let me try giving some more insights about strategy and ‘misuse’ of the word strategy in the corporate. If I say that the strategy is futuristic in nature which defines decision of making thoughtful choices. These choices explain assumptions about choices and reasons of choosing to do something and why not to do something. But the reality is different. Very seldom, you will find the word strategy being used alone. Generally, it is sufficed with ‘planning’ or ‘plans’. Therefore, the strategy becomes strategic planning or strategic plans. This change leads to very catastrophic change not to the word itself but even to the thought process in the organisation. Plans or planning denotes actionable events which are scheduled in advance to carry out in an agreed manner later. It means aligning some doable actions. More so in organisations, strategic planning starts with referring to th...

Strategy – the most abused word in corporate corridors, is perhaps least understood. Different people use it for different reasons, giving different reasoning. However, the most common misuse by top executives of organisations is when they change a challenge into a problem and then try tackling such a problem by tried and tested tools. These tried and tested tools are put on piece or pieces of papers after long discussions – sometimes running from weeks to months, under the pretext of Strategy Making. Sometimes, another name of ‘Comprehensive Plans’ is used instead of strategy. Agenda remains only one, tackling s problem – far away from their real intention of making a strategy. Idea behind such activities in organisations is to feel safe & secured in the dynamic market conditions. The feel predominantly is that as they have well placed strategy in place, hence their business is secured. The reason of such acts of learned well educated executives around the world is overcome ...