People - Catalyst Environment - Innovation

With the increase in competition, companies need to excite customers and explode product variety in order to stay on top. Quality of the services and productivity of the employees are the primary success factors for an organization. Quality of services in turn depends largely on the human resource. So all management, in this regard, can be reduced to three words: people, product, and profits and of all these people come first. 

People are a firm's repository of knowledge and they are central to a company's competitive advantage. Well educated, coached, and highly motivated people are critical to the development and execution of strategies, especially in today's faster-paced, more perplexing world, where capable top management alone can no longer assure a firm's competitiveness.

It is essential to provide consistent support to the employees, there by creating a catalyst environment across the organization. Creation of any inspiring corporate culture is important to empower, energize and encourage extraordinary performance from the people. In the organizational context, performance and growth through improvements in efficiency, productivity, quality, competitive positioning, market share, etc may be related to innovation as such.

Section 3

Executive Summary

     "Everyone must dream high. If you do not dream, how will your dream come true?"

                                                                                                        

The objective of the paper is to define and foresee a road map for building up an Innovation “cult”ure(IC) in UST by 2010 and the vision is called IC (I see) 2010, where employees would not differentiate innovation as a different entity but acknowledge it as a part and parcel of their work culture. This innovation culture  is to be formulated in such a manner that it adheres to the values and cultures that our founder chairman late G.A Menon has laid out for us and so has to be formulated within UST itself and  should not  be simulated as it is in some other organizations.

However IC 2010 is our vision. Going forward, the mission would be to create a platform or avenue for people to get habituated to the paradigm shift in working, by creating a “cult” within employees for the respective accounts and in turn for the organization. The focus of the paper encompasses a holistic approach on the detailed process to be followed to accomplish IC 2010 based on a captivating success story that has helped the H&R account create and sustain an innovation culture through some simple & humble steps.

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