Express News Service
While Tyagi needs to be given time, before he can be rated, he can expect trouble from the Indian Air Force (IAF), the biggest customer for HAL. For ages, the IAF was left with no choice but to succumb to HAL’s tantrums when it came to delayed deliveries and shocking production schedules. While the IAF always wanted less AOG (Aircraft on Ground) status, more often the story was different and now they will aggressively pitch in for deliverables and quality. They have more reason to prove to Antony & Co that Tyagi’s was a wrong choice and their man could have chartered a clear, sure and swift flight-path for HAL, instead.
THE SURVIVAL MANTRA
* More private sector participation
* Emphasis on succession plan
* Greater HR initiatives
* More focus on youngsters
* Better working environment
* Better labour productivity
* Ramping up production
* Thrust on modernization
* Better relationship with customer
* Keeping top team together
* Less hierarchy for greater access to people
* Internal communication channels
* Firm on corruption and indiscipline
* Advanced training for all
* Brand building exercises
* More private sector participation
* Emphasis on succession plan
* Greater HR initiatives
* More focus on youngsters
* Better working environment
* Better labour productivity
* Ramping up production
* Thrust on modernization
* Better relationship with customer
* Keeping top team together
* Less hierarchy for greater access to people
* Internal communication channels
* Firm on corruption and indiscipline
* Advanced training for all
* Brand building exercises
With multiple programmes landing at HAL’s doorstep, what probably ailed the company over the years was poor succession plan. Most men who captained HAL in the new millennium ran it according to their whims, which is hurting the company badly now. With many programmes in advanced stages of raw-material production phase, dating poor-quality could be fatal for HAL.
Indian's late decision-making-icon A K Antony wants HAL to realign its business processes for strategic alliances and joint ventures. He recently told a Parliamentary Consultative Committee on Defence that HAL should adopt best practices followed by the global leaders in the field of project management, quality control systems, vendor deployment and supply chain management. While ‘Saint Antony’ always gets away preaching, he can be attributed to HAL’s current mess, partly. His ministry treats HAL like a ‘guest house’ and for visiting foreign dignitaries HAL is a museum, which also makes planes.
Tyagi will take at least a year to bring in visible changes, if at all. He will have to first get a sense of ownership injected into his flock. He will have to take his team forward by inspiring them not through quotable quotes, but being a practical man, always seen and heard at shop-floor, and not inside air-conditioned comforts. He will have to reward the performers and build a strong second and third line of leaders, who will take HAL forward. Notably, no one was eligible from within the company to even apply for the top job last year. He will also have to pluck the fear factor from the minds of people, who are failing to take decisions, fearing vigilance action.
Tyagi’s stint will be a make or break era for HAL considering the stiff challenge the one-time-monopoly of Indian aviation is facing now. He will be hailed as a hero if he turns HAL’s fortunes, if not he might be grounded mid-way through the flight.
Indian's late decision-making-icon A K Antony wants HAL to realign its business processes for strategic alliances and joint ventures. He recently told a Parliamentary Consultative Committee on Defence that HAL should adopt best practices followed by the global leaders in the field of project management, quality control systems, vendor deployment and supply chain management. While ‘Saint Antony’ always gets away preaching, he can be attributed to HAL’s current mess, partly. His ministry treats HAL like a ‘guest house’ and for visiting foreign dignitaries HAL is a museum, which also makes planes.
Tyagi will take at least a year to bring in visible changes, if at all. He will have to first get a sense of ownership injected into his flock. He will have to take his team forward by inspiring them not through quotable quotes, but being a practical man, always seen and heard at shop-floor, and not inside air-conditioned comforts. He will have to reward the performers and build a strong second and third line of leaders, who will take HAL forward. Notably, no one was eligible from within the company to even apply for the top job last year. He will also have to pluck the fear factor from the minds of people, who are failing to take decisions, fearing vigilance action.
Tyagi’s stint will be a make or break era for HAL considering the stiff challenge the one-time-monopoly of Indian aviation is facing now. He will be hailed as a hero if he turns HAL’s fortunes, if not he might be grounded mid-way through the flight.
Copyright@The New Indian Express
