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] => 382 [post_author] => 5 [post_date] => 2013-05-09 03:27:22 [post_date_gmt] => 2013-05-09 03:27:22 [post_content] => After salmonella was discovered in a flavor-enhancing ingredient, a wide range of processed foods were recalled including soups, snack foods, dips and dressings, the result of poor quality control. Food and Drug Administration officials noted that the ingredient, hydrolyzed vegetable protein, was used in thousands of food products. The FDA and the Centers for Disease Control and Prevention said no illnesses or deaths have been reported - so far. Currently the recall only involves Las Vegas-based Basic Food Flavors Inc. The FDA collected and analyzed samples at the Las Vegas facility after one of the company's customers discovered the salmonella, an organism that can cause serious and sometimes fatal infections in young children and others with weakened immune systems. The FDA confirmed the presence of a strain of salmonella in the company's processing equipment. [pullquote]While there are currently no deaths or even illnesses attributed to this recall, the economic impact can be felt in the millions of dollars Basic Food Flavors Inc. has to spend on the recall.[/pullquote] According to the FDA, hundreds of thousands of food recalls per year, again reflecting the impact of poor quality control. While there are currently no deaths or even illnesses attributed to this recall, the economic impact can be felt in the millions of dollars Basic Food Flavors Inc. has to spend on the recall. An impact like this leads to less spending in other areas, such as product development or workforce expansion. The company's reputation often takes a hit. These all have a negative impact on the economy. Add on the class action suits that generally result after a large recall like this and the impact becomes even greater. More than 2.1 million drop-side cribs by Stork Craft Manufacturing were recalled, the biggest crib recall in U.S. history. In a 2008 scare, milk from China laced with the industrial chemical melamine led to the deaths of six babies and sickened 300,000 others who had been fed baby formula made from the tainted dairy. Lack of adequate quality programs led directly to these defects. By paying attention to quality, fewer cases of food borne illnesses arise, and fewer injuries from defective consumer merchandise occur. This means fewer dollars spent correcting problems, and more resources made available for product development. [post_title] => A Little Salmonella May Not Kill You, but it May Kill your Economy [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => a-little-salmonella [to_ping] => [pinged] => [post_modified] => 2013-05-16 22:36:45 [post_modified_gmt] => 2013-05-16 22:36:45 [post_content_filtered] => [post_parent] => 0 [guid] => http://subirchowdhury.com/?p=382 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw [format_content] => )
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 [format_content] => )
- 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 [format_content] => )