Of Business and Doomsday Predictions

Science serves as the foundation for technological inventions. Additionally, significant financial investments are required for research and development (R&D) in these groundbreaking technological innovations, with manpower costs being a crucial component. Once a product or service has been tested and is ready for market launch, it needs a marketing strategy to recover the investment costs and generate profits. 

The natural progression from there is to advertise across various communication channels to attract potential consumers. The clear goal is to demonstrate how our wants—whether they are obvious or hidden—can be fulfilled, thus making our lives more comfortable. This is a layman’s view of marketing We admit that not to be experts in this field.

However, a discerning mind cannot ignore the fact that a powerful technique is often employed to promote a product or service: creating fear about the future and the anxiety that follows. It is a common strategy to predict doomsday scenarios involving job losses, business closures, or the extinction of certain professions. While it is true that new technological innovations have ripple effects that impact our lives—much like computers did with typewriting—it’s important to question whether the actual potential impact is exaggerated to incite panic among consumers. When the panic button is pressed successfully, it creates a domino effect that primarily benefits the business entity that invested heavily in developing and launching the product or service. Consequently, sales volumes increase, and profits follow.

This phenomenon is not unique. We can recall the Y2K incident at the turn of the last century, as well as the concerns about online education potentially replacing traditional education in recent years. These waves of predictions keep coming and going. Who knows if we are currently experiencing another wave? It is essential to take such predictions with a grain of salt and dexterously filter to the relentless onslaught of information that can confuse us and feed our fear of an uncertain future. We must retain our ability to assess and judge situations (or waves) independently amidst all the noise and distractions. Cautious optimism is the need of the hour.

Keeping Cards Close to the Chest

A few years ago, a young executive named Anish came to me seeking career guidance. A few minutes into our conversation, he revealed something surprising about his experience at work.

Anish joined the unit in 2013 as a Graduate Engineer Trainee (GET). After his confirmation, he worked in the Maintenance Function. Initially, he was assigned to a general shift, but for the past six years, he had been working in shifts. He had no complaints about this situation, as he believed that managing a shift and dealing with unionized workers enhanced his confidence and tested his leadership skills. However, he faced a different problem.

He observed, “While running day-to-day activities on the shop floor, I occasionally encounter issues related to machine breakdowns. I try to resolve these on my own, but there are times when I need to seek my Department Head's (DH) help. He never says ‘no’ and is always willing to assist.”

“Oh, that is really nice of him. You’re lucky to have a manager like that, Anish,” I replied.

He smiled and said, “This is where the catch is. All that glitters is not gold. The DH is clever. He intentionally resolves these problems when I’m not around. He often assigns me an ‘important’ task and sends me away, only to fix the issue himself while I'm gone. Can you understand my frustration now?”

I was taken aback by his comments. Anish continued, “A few days ago, I overheard a conversation between the DH and an experienced worker who has been here for nearly 25 years. The DH advised him, ‘When young employees come to you for help with operations or maintenance issues, resolve them on your own and don’t share the methods with them. If you share your knowledge, you lose your importance. Do you understand?’ The Department Head keeps his cards close to his chest.”

I knew the DH well and held him in high esteem as a subject matter expert (SME). Anish's comments shocked me, but they helped me connect the dots about the DH's behavior.

A few days earlier, during lunch, the DH had complained to me about working under immense pressure and lamented the lack of initiative among younger employees to learn and advance their careers.

Ultimately, karma caught up with him. One year before his retirement, he was removed from his position and assigned an advisory role. A new DH was brought in from outside, as there had been no one groomed by the previous DH to take over his responsibilities.

Increase Visibility in the Organization: A Vignette

ACL Ltd. is a well-known Indian conglomerate with business interests spanning cement, paint, mining, and automobiles, among others. In terms of market capitalization, it is one of the largest companies in India, experiencing a compound annual growth rate (CAGR) of approximately 18% over the last five years. It’s no surprise that it is a favorite in the stock market, and employees take considerable pride in the organization. This robust growth is often attributed to a culture of speed in execution, reflecting the agile mindset of the employees.

Prakash joined ACL Ltd. two and a half years ago as a Senior Manager in Supply Chain Management. He was responsible for leading a team of nine, including three direct reports. Early on, Prakash realized that he needed to be in constant "sprint mode" to meet management's expectations. As March approached, it was time for the annual performance assessment.

“Prakash,” observed Anita, his manager, “You have performed consistently well over the years. I’m glad to see how well you have integrated with your team. A couple of new initiatives you launched this financial year to improve process efficiency are commendable. However, I believe you need to increase your visibility.”

Surprised, Prakash asked, “How do I go about that?”

Anita replied, “It’s quite simple. You should stay back after office hours. I know you might miss the 6:15 PM bus, but you can always take the 8 PM bus instead. During this time, seek out appointments with senior officials and meet with them.”

Baffled, Prakash inquired, “You mean every day?”

“No, not every day. Maybe a couple of days each week would suffice. Once you establish this routine, they will notice that you are available beyond regular working hours and that you are accessible. This is how you build your visibility. It will also demonstrate your high level of commitment and your willingness to go the extra mile for the organization’s growth.”

Prakash thought to himself, “Is this how one builds credibility? So, efforts made during work hours count for nothing? How absurd. Can’t one increase visibility and show commitment by organizing meetings during business hours? What kind of work culture is being encouraged here?”

“I do not want to sacrifice my personal time just to increase my visibility at work,” Prakash lamented. “To me, work is not what defines my existence. I work to earn a living and support my family. There is more to life than work. Work is merely a subset of my life’s universal set. Are we not encouraging duplicity and, in a way, sycophancy? Can’t people see through this?”