WP_Post Object ( [ID] => 132 [post_author] => 5 [post_date] => 2013-02-09 19:54:36 [post_date_gmt] => 2013-02-09 19:54:36 [post_content] => A few years ago, a colleague of mine was driving his car and hit a big pothole in the road. He stopped the car to make sure everything was okay. The car was fine, but at some point, he must have dropped his wallet, because when he got home he couldn’t find it. Sure, he had some money and credit cards in there, but he said that he also had some pictures of his family, and was devastated to think that he’d never get them back. A few weeks went by and out of the blue he got a phone call from a woman he didn’t know. She said she had found his wallet. When he went to pick it up, the woman said she just saw it on the side of the road and knew that someone would want it back. Everything was still in the wallet, just as he had left it. A few months after this incident, he happened to read an article in the newspaper and it turned out that the woman who found his wallet ran a shelter for the homeless. So every year, on the anniversary of losing his wallet, he makes an anonymous donation to her shelter. It’s a simple thank you, and a reminder that there are people in this world who do the right thing. It’s not the facts of the action that makes this a demonstration of Quality. It’s the “mindset” that this woman possessed that makes it an example of what is possible. This is what impresses everybody so much. Because, what did she do? She rose above the norm. And when people make these extraordinary efforts, they make the rest of us sit up and take notice. [pullquote]Whatever your station in life, rich, poor; if you are the CEO or the janitor, it doesn’t matter because the same principles of Quality still apply.[/pullquote] Now I will never forget what this woman did for my friend. It is burned into my consciousness. Wouldn’t you like to have employees who will go that extra mile with you, rise above the norm and make that kind of impact on your business? Having a “quality mindset” - being honest, having integrity and resisting compromise at all costs I believe, is the basis for starting, fostering and ensuring long-term success both individually and collectively. Whatever your station in life, rich, poor; if you are the CEO or the janitor, it doesn’t matter because the same principles of Quality still apply. We all have customers who tell us their needs, wants, and desires. We must strive to not only meet, but constantly exceed their expectations. My “Quality is Everyone’s Business” (QIEB) philosophy –allows everyone to understand why having that “quality mindset” becomes the guiding force that allows them to change up their “game” and perform at higher levels than before. When we make Quality a lifestyle choice – we make it the ultimate choice. When our workforce upholds the Quality Mindset, they have chosen to dedicate themselves to Quality like the woman in this story, and that’s when they will begin to make high-level decisions that will never fail to make positive and lasting impressions. [post_title] => Make Quality a Lifestyle Choice [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => making-quality-a-lifestyle-choice [to_ping] => [pinged] => [post_modified] => 2013-10-18 13:53:02 [post_modified_gmt] => 2013-10-18 13:53:02 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=132 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
WP_Post Object ( [ID] => 944 [post_author] => 4 [post_date] => 2013-03-22 13:59:52 [post_date_gmt] => 2013-03-22 13:59:52 [post_content] => Expanding the outreach of Subir Chowdhury's global call for quality throughout society - at all levels - a Fellowship on Quality and Economics has been established at Harvard University Graduate School of Arts and Sciences. The goal: to explore the impact of quality and economics in the United States. Each year, the “Subir Chowdhury Fellow” will be entrusted with the task of examining the impact of “people and process” and quality on the economic advancement of the United States. This is a graduate Fellowship for doctoral students and will be awarded annually. Applications for the fellowship is open to for any scholar, regardless of ethnicity or national origin, who wishes to spend time at Harvard studying “Quality and Economics” in preparation for their doctoral thesis on this topic. The first Subir Chowdhury Fellowship will be selected for the 2013-2014 academic year.
WP_Post Object ( [ID] => 153 [post_author] => 5 [post_date] => 2013-04-05 20:46:30 [post_date_gmt] => 2013-04-05 20:46:30 [post_content] => I was visiting a friend of mine who at the time was the chief executive officer of a large consumer products company. Although we had spent many months prior to my visit discussing quality problems that the company was experiencing, he was reluctant to even talk about it now that we were sitting face to face in his office. Finally, he exhaled sharply. “Listen, Subir.” I could tell he was very frustrated. “We have spent a lot of money on our program deployment, but…” then he drifted off, waving his hand. He looked over my shoulder to make sure his door was closed and then he leaned forward. In all the years I had known him, I had never seen him so uneasy. [pullquote]The 4Cs is a script that adds potency to upper management’s decision to deploy whatever management program or other process they choose.[/pullquote] “It’s not working,” he hissed. “Every time that I think we have achieved some milestone, it slips away.” He shrugged helplessly. I nodded. “Maybe you have a broken chain.” “A broken what?” I instantly understood his problem. No matter what program you deploy – Six Sigma, Total Quality Management, Lean Management, Design for Six Sigma – if you don’t have a robust management chain, you are risking failure. Understand that all of the process programs I’ve mentioned are excellent tools that have been used all over the globe by hundreds of companies, large and small. Many of them have a long history of success. But the caveat is that they will only work if you also deploy what I call the 4Cs:
These 4Cs are the management chain describes separate and overlapping processes. Together, they form a managerial imperative that must be ‘in play’ at the highest levels of the organization leadership. At some level, you can call them common sense measures, but in fact they are more important than that. The 4Cs is a script that adds potency to upper management’s decision to deploy whatever management program or other process they choose. They give guidance to all managers on their conduct; a check and balance for every detail in the deployment. Depending on how strongly the senior managers emphasize their use, the 4Cs become ethical anchors for self-measuring effective leadership and productivity. Back to my friend. In order to make sure that his management team understands the importance of success, he still uses the 4Cs as part of his agenda in his weekly management reviews. [post_title] => How to Fix a Broken Chain [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => how-to-fix-a-broken-chain [to_ping] => [pinged] => [post_modified] => 2013-04-15 09:45:32 [post_modified_gmt] => 2013-04-15 09:45:32 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=153 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
- Commitment. Every member of the management team must align with the program deployment. They must be active, knowledgeable participants in the planning stage, strong advocates. They must be dedicated to the program success and have intimate knowledge of the program goals.
- Consistency. Management must undertake very close monitoring of the program deployment; be engaged in every step of its progress to ensure that goals and procedures are fully honored. Moreover, they must also ensure that personnel and financial resources are available as needed for a successful implementation.
- Competency. Management must ensure that they have full understanding of the implementation process; that individual deployment leaders are fully trained and fully aligned with the goals of the program. Management must also establish an environment of full trust and patience during the deployment.
- Communication. Management must commit every means available for full and open communication including intranet, ‘town hall’ meetings, and personal workplace visits. Every member of the management team and all deployment leaders must encourage two-way communication (good or bad) with other members in the organization about the deployment progress.
WP_Post Object ( [ID] => 808 [post_author] => 4 [post_date] => 2013-03-20 17:53:51 [post_date_gmt] => 2013-03-20 17:53:51 [post_content] => While reading a book titled The Leader of the Future and co-authored by Frances Hesselbein and others, Subir Chowdhury was keenly interested in Ms Hesselbein’ s leadership style and ideas on how leadership and organizational development would be impacted in the new millennium. This was back in 1997 and thus began a long relationship between Hesselbein and Chowdhury. Eventually, through intellectual exchanges with Hesselbein, Chowdhury was inspired to write Management 21C, a book that drew on thoughts of 26 of the world’s top thought leaders on management, including Hesselbein. To honor his mentor and friend, in 2012 Chowdhury and The Subir and Malini Chowdhury Foundation provided a lifetime endowment for The Frances Hesselbein Medal for Excellence in Leadership and Service. The award is bestowed annually to a cadet who best exhibits excellence in mentorship and leadership by example at the United States Military Academy at West Point. In May of 2012, The Department of Behavioral Sciences and Leadership (BS&L) at the United States Military Academy at West Point awarded its first Frances Hesselbein Medal for Excellence this past May to Cadet Chris Jarrett ’12. Going forward, BS&L will hand out this award annually to the cadet who best exhibits superiority in mentorship and leadership-by-example at the United States Military Academy at West Point as determined by peers and faculty. [caption id="attachment_805" align="aligncenter" width="300"] From L-R - Cadet Chris Jarrett ’12 – Inaugural Winner of the Frances Hesselbein Medal for Excellence in Leadership and Service, COL Bernie Banks (Head of the Department of Behavioral Sciences & Leadership), Frances Hesselbein, and Subir Chowdhury.[/caption] [post_title] => Frances Hesselbein Medal for Excellence in Leadership and Service [post_excerpt] => Is it culture, the weather, geography? Perhaps ignorance of what the right policies are? Simply, no. None of these factors is either definitive or destiny. Otherwise, how to explain why Botswana has become one of the fastest growing countries in the world, while other African nations, such as Zimbabwe, the Congo, and Sierra Leone, are mired in poverty and violence? [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => frances-hesselbein-medal-for-excellence-in-leadership-and-service [to_ping] => [pinged] => [post_modified] => 2013-05-08 20:15:13 [post_modified_gmt] => 2013-05-08 20:15:13 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=808 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )