WP_Post Object ( [ID] => 126 [post_author] => 5 [post_date] => 2013-03-03 19:49:52 [post_date_gmt] => 2013-03-03 19:49:52 [post_content] => While it is true that I am advancing a new way to think about quality, I am also reaching beyond common output metrics of a product or service. I believe that we need a fresh approach that can have a profound effect on not only the way we work, but the way we perceive our everyday life. Think about this. In business, the present concept of quality has been fixture for the past 75 years. But the irony is that while the industry has developed an abundance of quality management tools, most organizations unfortunately still struggle to make sustainable, long term gains that can truly differentiate themselves in today’s global marketplace. That is where my thought process has taken me – to understand why the present concept does not serve us better. In my analysis, I have found that the focus on the “process of quality” is in fact incorrect. I have discovered that it is the process of managing quality that is primarily to blame. I will say that the intent to manage the process is limiting because it focuses far too much attention on the “outcome of quality,” not the “act of delivering quality.” Why is this important? Because, Quality touches everything that you do on a daily basis; from discussions you hold with your peers, subordinates and leaders and the interactions you have with suppliers, vendors, and other providers. In fact, Quality touches every aspect of your life – in your business as well as your personal family life. [pullquote]When has a quick fix ever solved anything?[/pullquote] We can say that a problem belongs to someone else or we can look at ourselves in the mirror and accept the responsibility of solving the problem ourselves. If each one of us starts with the mindset that the problem belongs to me, then all problems will disappear. When I say that Quality is a part of everything you do, I mean to say that you become aware of both the problem and your ability to fix any problem or deal with any issue whether at work, our personal life, or in our community. This perspective of Quality also refuses to accept compromise. It also recognizes that lasting solutions require that we do more than “fix” a problem. I ask that you think about this honestly – when has a quick fix ever solved anything? That’s where I believe we have failed ourselves. While we have made some fantastic strides to improve quality, we have sunken into the false security that a “find-and-fix” process is somehow enough. But obviously it isn’t. This all-encompassing vision of Quality offers a new mindset, a transformational way to think about the actions and decisions that we make. It draws together commitment from people to improve their performance and make Quality a lifestyle choice, a cultural attitude, and a personal belief that refocuses all attention on the “act of delivering quality.” [post_title] => Redefine the Nature of Quality [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => redefining-the-nature-of-quality [to_ping] => [pinged] => [post_modified] => 2013-10-18 13:51:55 [post_modified_gmt] => 2013-10-18 13:51:55 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=126 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
WP_Post Object ( [ID] => 895 [post_author] => 4 [post_date] => 2012-09-18 15:03:23 [post_date_gmt] => 2012-09-18 15:03:23 [post_content] =>
The Subir Chowdhury Fellowship on Quality and Economics allows for any post-doctoral scholar in-residence to participate in the program, regardless of ethnicity or national origin and spend time at LSE engaging in research examining the impact of “people quality” and behavior on the economies of Asian nations prioritizing, but not restricted to, India and Bangladesh.Ultimately, the “Subir Chowdhury Fellow” is expected to successfully complete one publishable research paper during their stay and make a presentation at a seminar or lecture arranged by the Asia Research Centre. To date, this Fellowship has been awarded to the following individuals:
|2011-2012||Dr. Vanishree Joseph Indira Gandhi National Open University|
|Click Here - For more information on Dr. Joseph and her work.|
|2010-2011||Dr. Rahul Hiremath Walchand Institute of Technology and Birla Institute of Technology & Science|
|Click Here - For more information on Dr. Hiremath and his work, please click.|
WP_Post Object ( [ID] => 175 [post_author] => 5 [post_date] => 2013-03-01 21:04:20 [post_date_gmt] => 2013-03-01 21:04:20 [post_content] => Change is everywhere. In nature, change is an undeniable force. Even mountains succumb to the ever present, never diminishing force of change. Why in business should we expect any different? The fact is, change is hardwired into human nature. Individuals and society as a whole enjoy change – like the changing seasons. And there are other changes – changes in taste, changes in lifestyle, changes in expectations and aspirations. Therefore, any effort to push away change and hold on to the present—to maintain the status quo indefinitely—is a waste of energy and resources, and ultimately leads to failure. This is why companies that do not adapt to new trends and ideas will eventually see their markets dry up and wither away. This is the fate of organizations, large and small; from large multi-national corporations to mom-and-pop shops down the street. [pullquote]We must embrace change as though our future depends upon it.[/pullquote] And let’s be clear. When I say “change” what I mean is “future.” In business, change is opportunity. Therefore, we must embrace change as though our future depends upon it. Among forward-thinking and successful companies that I have examined, change in the marketplace is no more difficult, no more traumatic than changes in the season. And how does that happen? Because they have adopted change into their management process:
These are the lessons that the top executives at a particle board manufacturer learned one year. They received several complaints that desks and tables made from its boards were breaking under heavy loads. When the complaints grew in number and urgency, the vice-president of the company – who also led the production unit – took his managers along on a fact-finding mission. Their original goal was to gather as much data as possible from furniture builders and customers and to solve what they believed to be an easily solved manufacturing problem. Their first stop was a furniture builder and their largest customer. There they learned that people do not just write on their desks, they sit on them and place heavy objects on them. The president of a furniture company gave them a demonstration. The management team watched in horror as their client leaned on the edge of a newly completed conference table and the corner cracked and broke away. The team saw numerous other failures; more than they ever imagined; and returned to their offices charged with a sense of urgency. Their first realization was that they never fully understood how their boards were being used. Their product was not flexible – both literally and figuratively. This was no longer a small problem; it threatened their position in the marketplace. That’s when the fault discovery process became an innovation process. They analyzed the strength of the boards in different situations and began a detailed research on the manufacturing process itself. Their goal was not to fix what they had but to make their product stronger than ever before. They tested composites, glues, wood chip sizes, and pressurization techniques. After about a year of work, they optimized their entire manufacturing process. Not only did they improve board strength, they also decreased manufacturing cost. They ended up with a stronger product that was a higher quality and priced competitively. Dealing with the rapid-fire changes in the marketplace requires that businesses possess a built-in survival process that allows them to be innovative and operationally flexible. Changes happen. If you are not prepared, you will meet a future – but it may not be the one that you expected. [post_title] => Meet Your Future [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => meet-future [to_ping] => [pinged] => [post_modified] => 2013-04-16 11:28:36 [post_modified_gmt] => 2013-04-16 11:28:36 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=175 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )
- They have built flexibility into the organization. They possess a culture and mindset that can easily adapt to marketplace demand.
- They actively look for ways to improve products and services. Since the shelf life of goods and ideas is so short, they always live in the future.
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 )