Corporate Big-Wigs Converge at Great Lakes Institute for Human Resource Conclave

Corporate Big-Wigs Converge at Great Lakes Institute for Human Resource Conclave
Post-event Press-release

Mr. Allen Sequeira started off by highlighting the fact that Great Lakes has established a name for itself. Talking about M&As, he said, "We're building a world where no intellectual barriers exist. The process of globalization is recent (1990).

Indian companies are learning quickly and have handled mergers much better than others." He further suggested, "Rules of engagement deployed for one country may not be applicable in another, taking into account local realities. Diversity issues can result out of culture, demographics, statutory requirements, leadership styles, management practices, values, relationships, workforce composition and operating philosophies."

Dr. Anuj Kumar explained 10 critical factors for a successful M&A that included Clear Intent Perseverance, Leadership & Accountability. Talking about CSC's acquisition of Covansys, he mentioned the challenges that they faced, a few of which were: -

Inclusion - Employees need to be informed of all happenings before the press. Teams must include people from both companies.

Alignment - Identification of the strengths of CSC and Covansys, and finding out which ones will co-exist, cross-pollinate and cross-over.

Dr. K. Prabakar said, "In the healthcare sector, we need not only operations but also talent to address the boom in healthcare." "Major challenges," he said, "for sustainability are now more on people's minds."

a. Talent Management: Doctors, nurses and paramedical staff and other support groups, all have to be managed well. Reverse brain drain have started in this sector. Various doctors from UK have started coming back.
b. Digital Backbone: Need to focus on technology.
c. Employee Engagement & Incentive Re-alignment: Tackling stress is very important and has to make sure that employees perform efficiently.
d. Quality & Safety Standards: Apollo is credited with ISO, JCIA, NABH, NABL.
e. Strategic Resource Development: Ward as a unit. Ward has its own administrative and focus on good serve to the patient. Feedback, customer surveys have to be in place. We are focusing on lean management in the wards.
f. Adaptable Delivery Roles & Structure: Flexible care settings and expanded clinical roles.
g. Climate of Innovation: Innovation, technology and process changes are means to continuously improve treatment efficiency and outcome.
h. Quest for Communication: A vision and strategy is needed to balance public versus private interests in building the organization.

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* Contributed by -
Ranjit Shankar (Campus Associate),
Class of 2009,
Great Lakes Institute of Management, Chennai.

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