Posted by Adi Babu on December 06, 2001 at 04:35:30:

In Reply to: Re: That's fine. posted by Riva Gianluca on December 05, 2001 at 12:07:51:

Hi Riva,

I am flattered to read the me-describing words 'astute' and 'clever'. Thank you. I love to read compliments addressed to me and I adore those who offer them, when only they mean them.

And, I am undecided in your case.

Sometimes coincidences take places deliberately, it seems. We belong to the same category of people, who use their brains without being carried away by any other entity of any caliber. I listen what people say and then I rely on my common sense - something that is very uncommon these days!

Rest assured. I will not vomit what I did last night read. Nor do I send you any references or attachments. I am brainy enough to devise my own strategy to achieve what I want to.

Definitions come and definitions go but concept stays for ever. Take it for granted that every definition about BPR is by someone with his or her or its own specific purpose. No-one has defined it out of sheer love on BPR, as their purpose of defining is not led by altruism or philanthropy. And, we are not exceptions to that!!

I define BPR as,

"A desperate, helpless and inevitable (to just some extent) revamping (to suit to the present times {which are sure to keep changing and changed business objectives {which are liable to change from time to time}) of all those organizational practices that were not properly designed when they were first designed, whatever the reason was."

„« On the first day, when I started my business I did not/could not/neglected to/did not know that I had to/ decide as to what its reach should be. Local, regional, national or global? I have done it later. So there is a change in one of my business objectives. A change, which forces me to do everything, required to be done for that.

„« On the first day, when I started extending my operations at regional level, I did not/could not/neglected to/did not know that I had to/ actually employ only 30 people. I have 35 working now with me. I fire five. (I call this RIGHTSIZING, if at all if, I have to use the market lingo, that too!). I used to wear a trousers of 34", when I was dating one of my classmates in my graduation and now I had to wear 30", as I have worked out and got my waist reduced to the new size. Otherwise, I shall be caught my pants down!!

„« I have my manufacturing unit in Milan and 3/4th of my customer base in Mumbai (India), half of the remaining 1/4th in the US and the other half of the 1/4th is in Canada and I am releasing a series of purpose-serving advertisements on all TV channels viewed by those who are in Canada, as I am stretching one of my marketing-tentacles to that place of late. My products are in great demand now and my manufacturing unit is not in a position to meet that demand. One of the main reasons is that I am maintaining six different divisions for the six different parts of my product and one assembling unit to assemble all these. Each of those divisions costs me $2 per hour (ALL the expenses incurred are calculated and included) and I could get one in Mumbai and another in Canada with all the infrastructure needed to do it for me so that I will have to pay only $1. I shake hands with them. I am not gaining profits now. I am saving what I would have spent. Money unspent is money gained here, if you can accept it. I am outsourcing.

„« I observed that one of my middle managers (capable one!) in my small (as my transactions required there) Mumbai office is regularly contacting me to take permission even for issues like 'spending 50 rupees on a means of transport he has traveled in to go to one of my customer's place.' And he is spending 75 rupees for a phone call he makes. (There are enough problems on the information superhighway too, if sending a mail strikes to you while you are reading this!!). I allow him to take decision in all such matters. I EMPOWER him.

Riva, you must have understood the course of my argument by now what I mean by BPR and how I look at it.

„h I do business to grow steadily and surely to make a profit that is directly proportionate to my ability to do it.

„h I do business to feed myself not to feed my employees. Nor do I exploit them. I take what I deserve and they are sure to get what they deserve within the limits (decided with no greed, prejudice and bias) possible and allowed.

„h I do business with my eyes and ears open and with the ability of a visionary. (I, personally, am one who sees the world around me in its SLOW MOTION not in its SPEED MOTION.

I am sure that there are still some questions unanswered. And some of the above-mentioned opinions may sound contradictory and I have not yet started to talk about as to how BPR and the other issues like KM are treated by the so-called consultants and how I look at them.

I will by and by.

But I have to pause here as I have already "scribbled" (did I?) too much of space on the board and taken time of yours.

Hence, much against my will, I am just pausing here.

Respond to this.

WE SHALL CONTINUEˇK

Waiting for your responseˇK.

Adi Babu

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Follow Ups:

• Re: Here is what I mean by BPR. Riva Gianluca 11:11:33 12/07/01 (0)

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