Oh I See! Getting CIOs to view their jobs from a different angle

May 12 2014   5:37AM GMT

A new government

Arun Gupta Arun Gupta Profile: Arun Gupta

The country is going through the most complex exercise of voting for and electing new representatives to the government. Selecting amongst the candidates is difficult; some of them are easy to disregard as they have no visible credible experience to stake a claim to the seat. Handfuls have relevant experience and on paper they look like good options.  References to past work demonstrate their ability to deliver and execute; a couple have the backing of their respective political parties who lend the promise of a collective manifesto.

Every 5 years this process repeats itself, sometimes a little earlier if the incumbent government is unable to serve out a full term. Soon we will have a new government, a new head, a set of ministers who will vie for the most visible and high profile ministries. The correlation between portfolios and core competencies is always a good thing to do; however many a times that does not happen. Bureaucrats and the staff within the ministries does not change much, they follow the new directions set by the ministers irrespective of expertise.

Running an enterprise is very much like running the country, especially a large diversified group with interests in varied businesses. Each company and function has a head that is selected from outside more often than inside. The selection is most of the time purportedly on core competency and merit. The difference between a government and an enterprise is normally the available options from which a candidate is chosen. In a government, the candidate is from the elected party, in the other case almost everyone can apply.

Government portfolios are presumably distributed by the head of the winning party and head of the country collaboratively. Most often decisions are based on seniority, past experience, credibility and interest. Cross functional movements are the norm and it is expected that the person would do equally well in the new function too. The rationale here is that a leader need not be a functional expert; the team has adequate skills to advise the leader on the best options when taking a decision. We know how well this process works.

In the corporate world the skew is more towards functional expertise while selecting a person. Cross movements do happen at beginning and mid-careers; moving up the ladder, these are rare. Leaders at the top take on additional responsibilities at times; lateral moves occur but are not frequent. Success rates are higher in comparison as everything is expected to be time bound. It is not a sure shot recipe for success; we do observe failures across the board, many attributable to the leader not being effective or fitting in.

It is not necessarily the interviewer or selectors inability to assess that result in a bad selection. Drawing parallels, it is evident that the best person does not always get selected for the job; favoritism and at times other factors like past workplace association, belonging to same religious sect or geographical area, been to the same school/college, having the same ideologies, result in suboptimal choices. While not always avoidable, enterprises do watch out for such hires critically lest they end up with unwanted baggage.

It is relatively easier to replace a person within an enterprise as compared to the government; performance appraisals even though many a times skewed do elevate non-performance. On the other hand, recently observed citizen activism has its place in creating change. Cabinet reshuffles however move the problem from one area to another; this is rare in the enterprise though not unheard of. Are there learning that can be applied to enterprises to not follow the same path that ails many parts of the government?

I believe that when we choose an elected representative or a new hire, in both cases rigorous due diligence is essential. Our choices can come back and haunt us not just in the short-term but also in the long-run. Both impact our lives and future; we tend to spend more effort in our workplace due to impact proximity and blame bad decisions to the ill choice of others. If we want control of our future and destiny, we have to exercise our rights and influence outcomes. Can we afford not to?

You decide, you have a choice!

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