Leading from the Forefront by Lalit Verma
When you’re involved in an organization’s ecosystem you tend to mould yourself to its ways. The people feel a sense of attachment as if it were the garnish to the meat of their careers.
Having worked in the tractor business for over two decades, it comes forth as a humble reminder to me that bearing a sense of ownership in people goes miles in delivering the next market-leading product. For me, Mahindra AFS looked to be a herald of a fine new beginning after 26 years at Eicher, and so in June 2007, I joined as Plant Head at Mahindra’s Nagpur unit of Farm Sector. The organization had set its mark as the market leader and I could see myself aligned to a similar ambitious desire. The aggressive work culture and a different feel of an empowering work space convinced me to walk along its vision.
Any new atmosphere calls for a certain level of adjustability. Initially, we had to work towards creating an enabling network to handle operations sufficiently. In what could be a direction-altering move, we had to clearly classify each team member’s responsibility. Through this act we place a team member empowered at his work, he is enabled to make decisions. That said, there are several concerns to look into each day. Be it corporate governance or budget considerations, every member is expected to work with an ownership spirit. This helps empowerment sink in the workplace. At Mahindra AFS, we look forward to people to think like entrepreneurs and execute as managers.
We are setting out to drive a catalytic change within our team, which promises a long serving impact on its cohesiveness. It helps increase autonomy. Besides, the breadth of responsibilities was defined by the role change that Mahindra AFS rewarded me with. Mahindra AFS offered me a fertile ground for applying what I learned at in my early career. This has helped us shape our approach to critical stakeholders. For instance, our suppliers and our business remain mutually interdependent. We are partners of growth. We traverse the formal boundary with our suppliers, to turn them from our external partner to our internal partner making us one big family.
If there’s a rule of thumb we need to go by, it says that you may copy technology, but you can’t copy relationships. That’s what differentiates Mahindra AFS from the rest.
The sheer passion to experiment what we are passionate about inspires everyone to be on their toes. This, in turn, helps us get closer to our bigger picture as an organization.
We place ourselves in the future as change agents in the auto-industry, where our teams continually show an intriguing partnership with other teams in the process. And this is going to help us be a step ahead of the competition for the years to come. Organically building our skills from technical aspects of our roles to more leadership-oriented ones, we ascribe our credentials to the wide exposure received in dealing with multiple problems that orbit our market.
It is entirely on you to hold onto your chair to either serve the ‘normal’ stereotype of your job, or go beyond the regular often unrecognized monotony, to be an undisputed part of history!