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EKAM January 2020
8
EXTERNAL PERSPECTIVE» Prof N M Agrawal Prof N M Agrawal

BHEL is organizing shared their view about very intelligent and Team Ekam: Prof Agrawal,
your views on the same
seven programmes at our participants and they need exposure question please….
IIM-Banglore this year much more….. to the latest concepts
for its DGMs & Above, and implementation Prof Agrawal: I very much
covering more than Team Ekam: Sir, based on frameworks. enjoyed working with
250 senior executives. this year’s experience with They are keen to learn but four batches of senior
Currently, seventh BHEL’s programme for see the difference between executives of BHEL. The
programme is under DGMs & above, we would learning & implementation commitment to learning
progress. like to have your views on: hurdles. of the participants of
a) How do you look at exceptional and they were
BHEL Participants Some competencies that well prepared for each
in comparison with will help them are – Mapping class and quite punctual.
participants from Innovation Opportunities, They actively participated entrepreneurial to look at each simple
other organizations? Navigating through the in the class and raised mindset and task in a meaningful way.
Anything unique or organization to acceptance insightful issues related to professionalism.
important, which you & approval of the ideas, managing the growth of I will further add that it is
noticed? Develop the culture of BHEL. very important for BHEL
Ekam Team got in touch b) Going ahead rapid & routine Innovation, Team Ekam: In simple to be realy developing
with Professors at which leadership Mapping responses to The participants words, how do you define a new mind set which
IIM-B, who are closely competencies, our potential disruptions, can make bigger professionalism? is customer centric.
associated with our executives need Find-Develop-Retain contributions Prof Agrawal: Look at thease great
different batches. Prof to focus more Talent, Building a Learning by being a Professionalism, organisations across the
S Raghunath, who is a which help directly Innovation System. Change-Agent for me, is when globe and you will find
known expert in the area in organizations’ and proactively you do your work how their system and
of Strategy and Prof transformation They as leaders becoming taking bigger with PERFECTION processes are tuened
N M Agrawal, Adjunct journey? cultural architects – Re- responsibilities. each time, towards customer.
Professor, Leadership engineering the cultural They must also when there’s There lies the key.
and Human Resource Prof S Raghunath: DNA of BHEL – specially the nurture effective no question of
Management have BHEL Executives are GMs. team-building and rework, rejection, Think how
team-working soon and how
Prof. S Raghunath Team Ekam: So across the when the work
your focus is on organizations. is truly in sync efficiently you
can become
innovation? with Customer more and more
Requirement.
Team Ekam: You seem to Customer
Prof Raghunath: stressing on - the ability to Rather, it shall Centric.
Not just work on change-agenda aim for Customer
innovation, and teambuilding skills. Delight.
Develop the Team Ekam is thankful
culture of Prof Agrawal : Professionalism, for me, to both the Professors
rapid routine In addition, we is when you start thinking for giving us the much
innovation need to nurture – in terms of ‘how to add needed External
value’ to customers, how Perspective
» In 1978, the Government of India decided to increase power generation

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country needed international finance. The World Bank agreed to fund
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ftUnxh cgqr vPNh xqtj jgh gS International Competitive Bidding. For the first time, BHEL had to face
dHkh :B dj eq>s cgqr lrkrh gS international giants like ABB, Foster Wheeler, EVT etc.
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dHkh ;wagh eq>s rUgk NksM+ tkrh gS Sensing emerging dynamics of business environment, BHEL reviewed
rks dHkh fdlh ;kn ls loj jgh gS its strategies. The strategic plan of the company titled ‘Growth
Perspective in the 80s’ successfully enabled BHEL to emerge as a
ris'k dqekj winner against stiff global competition. Main strategies adopted during
nj cnj ;s jkst eq>ls fey jgh gS vfHk;ark çf'k{kq those times were:
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dHkh csgrk'kk eqf'dysa esa Mwcrh gS 1. Review of the business model: Based on customer segmentation, Power Sector and Industry
dHkh fdlh mEehn ls laHky jgh gS Sector business segments were formed for enhanced market orientation.
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pyks fdlh bUrgk ls rks xqtj jgh gS 2. Enhancement of Quality Standards: Corporate Quality Assurance with representative groups at
Divisions was formed in addition to active participation from international quality assurance agencies.

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ftUnxh cgqr vPNh xqtj jgh gS 3. A separate Services-After-Sales division was formed to better service customers.
dHkh nnZ dh djkg ls xqtjkrh gS 4. Customer Interface: To have a closer look at customer requirements, Product Committees were
rks [kqf'k;ka Hkh bldks fey jgh gS strengthened to oversee product plans. Business Committees were formed to observe and
dHkh dqN yEgs gS bls ?kqVu nsrs gS analyse business environment and suggest strategies. Further ‘Product Manager’ concept was
rks dqN ;knksa ls gh lkals py jgh gS introduced to enhance ownership among line managers and for attaining better cross functional
synergy.
nj cnj ;s jkst eq>ls fey jgh gS As a result, BHEL’s ability to manage its
ftUnxh cgqr vPNh xqtj jgh gS products and systems in a competitive manner
dHkh [okcksa dk blesa dRy gksrk gS got strengthened over the years. Therefore,
rks dqN liuksa dh mez c<+ jgh gS company continued to maintain leadership
in Indian market and its export market reach
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This is considered as the Tipping
nj cnj ;s jkst eq>ls fey jgh gS Point in the history of BHEL.
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