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Issue 11 Aug 2021 |
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 Jun 21 | “Sorry, It Is Not My Job”. HUL's objective, yet compassionate culture May 21 | Part2: Strategic Thinking, Behavioral Economics & Game Theory Apr 21 | Part1: Strategic Thinking, Behavioral Economics & Game Theory Feb 21 | Mr. Krishnan would not do overtime Dec 20 | A Bottle of Johnnie Walker More |
Renuka was chafing at the bit. She was in her mid-30s, had about nine years' experience as a manager in marketing and sales in two different companies, and was in a well-paying and low pressure job. But she was dissatisfied. After having worked for two large companies, in which she had performed well, she felt she had not saved enough. She looked for, found, and joined a large group of companies that recognised her track record and experience. She was hired as Marketing Manager for one of the large businesses of the Group. After the honeymoon Initially she relished the position, the perquisites, and the fact that she was a member of a select group of senior and middle managers that the company seemed to value. Over time though she began to feel a growing sense of unease. The work was not meaty enough. Important decisions that she was perfectly capable and qualified to take, had to be taken upstairs. Two of her bosses were not as qualified as she was. They based their decisions on hunches and their interactions with the peer groups outside the company. |
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Frustration set in
Renu felt she was not being stretched enough in her job. She began to worry that if she stayed on in this company, she would not add sufficient value to her career. Over the next year or two this feeling gathered strength and frustration set in. Progressively she became anxious that she was setting her career back. She confided in her husband. He advised her to discuss her concerns with her bosses. |
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He also suggested that she seeks out a mentor in the organisation and ask his advice on how to negotiate the problems she was facing. She did make an effort but it was half-hearted.
By the middle of the third year in the company, she made up her mind to look for better opportunities outside. Her desire for a more challenging and professionally enriching job stemmed from considerable anxiety that continuing in her present position was a losing proposition. Greener pasture In just about four months she managed to obtain an offer from a mid-sized family managed company in a somewhat different line of business. The money was good, the position even better. She would be designated Vice President Marketing and lead both sales and marketing operations of the company. She would report directly to the Managing Director, the promoter’s elder son, a business graduate from a university in Australia. Greener? In her present frame of mind would Renu be likely to choose wisely? Would she be inclined to see the rosy picture of the new company and the offer, and disregard tell-tale signs of troubles she might experience in the future? The question is not whether the offer was good enough or not. It is whether in her present frame of mind she might be inclined to an error of judgement. What do you think? Do share your views. V N Bhattacharya Business & Corporate Strategy |
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