L&T CULTURE
I was with L&T from 1957 to 1978. I noticed two
different cultures during this period. One before 1974 and one after 1974. Some
changes were very obvious and some not so clear.
I had very little to do with the company after I left them
except for occasional visits on behalf of the World Bank when the Bank was
studying Cement sub sector and Capital Goods sector. But always read about the
company as a tiny shareholder. I used to analyze the annual reports with great
interest and raised questions. A few times, I was denied answers just because I
was an ex L&Tite.
There was a time when HHL personally interviewed candidates
as it happened to me in 1956.
Some of us, who were present at the function to celebrate
the Magsaysay Award to HHL, will remember I recollected some of these stories.
NMD used to have Shri Ganesh puja at his house and used to invite employees and
some customers as well. HHL had once invited me to his house in Denmark when I
was visiting Denmark.
What is the culture now, I don’t know. I wish I knew but
things are different now. I have no grouse as the world cannot remain static.
Old things fade away and new things take their place. I suffer from one problem
that I know inside story of how the company changed from one culture to another
and who were the players of that game. Perhaps, I will take story to the other
world with me.
Some in the group were my colleagues during my career with
L&T and they know what I did and what I did not. I have no regrets. L&T
made a man out of this rusty individual from Rawalpindi who was sent to IIMA
and HBS. I cannot ever forget these kindnesses.
Best regards to all L&Tites.
SPG [ s p goel ]
========================================
On Sun, Jul 8, 2018 at 7:07 PM Haridas Shenoy <hrshenoy1941@gmail.com> wrote:
What
is L&T Culture?
I
am not sure whether it should read as ‘What was L&T Culture”. Because, most
of us retired people are not in touch with “What is”.
There
is an email from UV Rao to DN. I am in the process of formatting it properly
and adding a couple of small details. I will circulate that separately; you can
read it if you have not already. It brought out a few points of L&T
Culture, one of them was customer orientation.
John
B Monteiro, in his Preface to the book L&T Switchgear & Other Stories,
has highlighted the word 'gratitude' flowing all over the place in various
articles.
1
HCP
now seems to have started by analysing an article which he and I wrote about
Ramesh D Grover which appeared in L&T Switchgear & Other Stories. In
fact, when I wrote and edited that, I did not analyse the way HCP did.
2
In response I received the following email from Gurudatt
Kundapurkar
ex-Parts Dept., Earthmoving
& Mining Equipment, Group I. [service from 1960 to 1997] addressed to DN
and cc to me.
To:
Dr. Nath,
Your
sharing the summarized tabulation of L&T Culture motivated me to share the
following experience.
Non-Hierarchical :
I had the privilege of briefly jotting down the
Parts Department’s initiatives and achievements in a particular
year. You will be amused to know that this was asked for by the then
Parts Manager for filling up his annual evaluation form. To my embarrassment he
large-heartedly told me that I could do it better than he himself could.
Can
there be any greater or more generous non-hierarchical spirit in L&T
than this, I wonder! For obvious ethical reason I cannot divulge the name of
this manager even though he is not alive now. Trust you understand my
predicament and also my belief that my sharing the spirit of this
instance gives us yet another dimension of the L&T’s
healthy Non-hierarchical Culture.
3
My (HRS) own view
L&T Culture comprised of
many elements. I have been highly influenced by the caring culture, making one
feel important (genuine appreciation) and (internal) customer orientation
(since I have no role in dealing with external customers.
3.1
Caring culture
HCP was a part of this. He
was my boss from 1965-1971. In 1967, I wanted to pursue higher studies. The
only part time option was Costing – evening classes.
For 1 year, he allowed me
the option of working 38.5 hours a week, instead of 47 hours – a privilege
available to unionised office staff, of course sacrificing a part of my salary.
I did not appear for the final examination but what I learnt during that
one year helped me a lot and is helping me right now as a part of Tejora
Technologies.
He cared for his
subordinates.
3.2
Making one feel important
KL Kanthan. In 1971, I had to
make a choice between two bosses – whom I should be reporting to. Luckily, I
did not have to. KLK told in no uncertain terms to the other one “Shenoy is my
man.”
VS Shiroor. In 1991. Fast
forward twenty years. Group XI had been formed. Service Departments were to be
split. Group XI wanted me to move over there. I was reluctant. But it would
have been suicidal to declare so. I kept silent.
One day RK Gogia summoned
both of us. He gave a 15 minute sales talk on why I should move over. We both
silently listened.
I remember only one sentence
from VSSr, as he was called then. “My Department needs me more than yours.” No
comments needed.
3.3
Internal Customer Orientation
I did not feel it much but
there was a perception that Switchboards and Standard Products were
step-brothers. I was identified as a Standard Products man though I never felt
or acted so.
I retired on 29th
April 2000. In the morning I went round Switchboard Assembly Shop, among other
shops and offices, announcing that their pain is over. However, one workman,
with whom I had interaction because of frequent breakdown of computer terminal,
told me in Hindi “Who is there for us now?”.
As if my Department was to
shut down because I was retiring.
Let me rest there for the
time being.
HR Shenoy, 7666128505
Co-Founder, Tejora Technologies Limited, tejora.com