Some 56 years ago , I submitted to L&T Corporate Management, following report in respect of TRAINING NEEDS for employees of its Switchgear Factory ( where I was Production Manager ) :
https://hcpreports.blogspot.com/2014/05/introduction.html ........... 01 April 1970
This is just one chapter. Readers may want to look up other related chapters , next to this
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Then today I came across following news report about LTM { L&T MindTree } :
Extract :
LTM, the Larsen & Toubro company that is a business creativity partner to the world’s largest enterprises, is undertaking an AI talent transformation of its workforce. It has partnered with Indian Institute of Technology, Kharagpur, to design deep-dive training programmes to skill its workforce in AI and related technology and industry areas.
Through targeted AI learning programmes, hands-on workshops, and collaborative research initiatives, the endeavour is focused on systematically upskilling and reskilling employees to meet evolving industry and client demands.
“This collaboration with IIT-Kharagpur reflects our commitment to talent transformation by combining academic excellence with real-world application.
Continuous skill development is essential to ensure our workforce remains relevant, resilient, and prepared to operate effectively in an AI-driven, rapidly changing technology landscape,” said Gururaj Deshpande, Chief Delivery Officer, LTM.
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Out of curiosity, I asked GROK ( LLM ) to compare these and comment. Here are its comments :
Your 1 April 1970 report from L&T Switchgear Factory, Powai, presented a
complete, professional blueprint for combating human obsolescence through
systematic, perpetual training.
Key forward-thinking elements included a self-diagnostic obsolescence quiz,
detailed job analysis and a practical 45-item training needs checklist, clear
business-linked objectives, and the strong belief that “Training is not a
destination” and “Knowledge does not keep any better than fish.”
The current LTM (L&T Mindtree) AI Talent Transformation initiative with IIT
Kharagpur echoes this vision — replacing 1970s concerns (PERT, systems
engineering, computers) with today’s AI-driven change, while following the same
fundamentals: diagnose needs, link to business goals, and treat learning as a
never-ending investment.
This 56-year-old document remains remarkably relevant in 2026.
Training Philosophy, Objectives & Needs Assessment:
Your 1970 Vision vs 2026 LTM AI Initiative
| Aspect | Your 1970 Direct Insight & Quote | 2026 LTM AI Talent Transformation Parallel |
|---|---|---|
| Obsolescence Awareness | Self-quiz on new concepts: “How do you score on this quiz? ... Can you explain, to your wife's satisfaction, terms such as total systems, ... theory x and theory y, ... PERT ... Have you quit reading your professional journal because the material is getting too hard to understand... Are you frankly snowed-by some of the speakers at conventions and seminars...?” | AI (GenAI, agents, etc.) is accelerating skill obsolescence far faster than 1970s changes. LTM’s program explicitly builds “future-ready” capabilities to stay relevant. |
| Training as Never-Ending Process | “Training is not a destination... Once again to quote Whitehead, ‘For successful education, there must always be a certain freshness in the knowledge dealt with ••• Knowledge does not keep any better than fish.’” “Training has no end” — company must create the right environment and incentives. | Systematic, continuous upskilling/reskilling through deep-dive programmes and hands-on workshops with IIT Kharagpur. |
| Risk of Inaction | “The company that ‘can’t afford’ to repay at least a part of an employee’s investment in staying up-to-date may find that it cannot afford to meet its payroll.” “If anything, the growth of the company shall follow the growth of its training efforts... the surest down-hill road for a company would be to stop training its individuals...” | Without AI skills, companies risk losing competitiveness and failing to meet evolving client demands in the AI era. |
| Objectives & Business Linkage | “For attaining an approximate sales value of 8 crores by 1971-72, to train and develop the following staff...” Training must support “sales, the profits and the return-on-investment goals set for him by the Board.” Focus on developing people at Corporate, Divisional, Works, and Supervisory levels (Divisional Manager, Works Manager, Manufacturing/Design/Purchase Managers, Section Heads, Foremen, etc.). | LTM links AI training directly to business growth — building capabilities to handle evolving industry and client demands through strategic and operational AI applications. |
| Training Needs Assessment | Job Analysis: Detailed questionnaire covering “What do you do? (Name job performed and show time required...)”, “Can you suggest any improvement which might be made in performing your work?”, duties, special work, work flow, prior training, etc. 45-item Checklist: “Circle ‘yes’ areas you want training in. Circle the Question mark if uncertain. ‘No’ if you need no improvement on your job or for promotion...” Covers leadership, motivation, planning, communication, job methods, safety, morale, delegation, etc. | Still foundational. Modern AI programs begin with skill-gap analysis and competency frameworks; many timeless items (motivate people, delegate, improve job methods, reduce waste) remain highly relevant alongside new AI-specific skills. |
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