Publicity hungry politicians

The prsident, prime minster, cabinet ministers, legislators and politicians visit victims of crimes only to take the prize of cheap publicity. These unpopular leaders are in the running for photo sessions and disaster tourism. Pictures, indubitably, speak a thousand words, but when the picture is of something awful, it can speak a thousand curses. Unconscious from the cynicism and self-respect imbalance, which they are causing thus, it is a nasty bit of work that visibly demonstrates subjacency of humanist ethics and obstruction in relief work and medical care.

This is, of course, empty leadership, and it marks a sad decline. Such leaders fail to apt to become household names because they failed to accomplish something great, something galvanizing. Now, these leaders know that they can achieve this perch by pumping us full of vitriol about how all the problems we face as the result of their unskillful leadership. Their publicity smokescreen attempts people to paying attention. They do not talk about the complex problems that confront us today. Instead they distill these complex issues into sound bites that get their swollen faces on TV.

These talentless celebrities get a recognition boost from fronting situations. It's the way of the world today. They think, and irrationally so, that there is no such thing as a catastrophe so dire that it can't be turned into an opportunity for self-promotion.

Publicity-hungry opportunists bank on the acts of inhumanity or calamity to boost their own image. People have a pretty feeble grasp of commercial reality and the mechanics of marketing. If they were good Muslims and true leaders, they would have gone about doing good anonymously, trusting that God would know what they were up to and would reward them in His own good time and in due course.

The pseudo-leader is a parasite. He nourishes himself on others suffering. He exists by satisfying the mob’s voracious appetite for excuses and easy solutions. If there is no easy solution for the complex problems in our country, the pseudo-leader creates one. In a calm baritone he talks about reparations. Such leadership guides only how to lead for its own interests are not leaders of the people. Such leaders need to be led.

So much have several organizations grown publicity hungry that they do not hesitate to send a press note to newspaper offices for even routine activities. They fail to mention that by so doing, they only fulfill their social responsibilities by doing some social work. Would it not be better if such organizations did a few things without a desire for the media publicity?

The selfish leaders attempt to lead others for their own gain and detriment of others. They believe that life is a point driven, zero-sum game, with winners and losers. They encourage others to be losers in the game of life so that they can collect all the spoils for themselves. Selfish leaders are the opposite of true leaders, who are driven by integrity.

In Islam, when we give alms, we ought not sound any trumpet. The hypocrites do this so that they may be praised forgetting that when you give alms, do not let your left hand know what your right hand is doing.

Contemporary leaders in Pakistan today, both at the national and local levels, lack characteristics associated with great leaders. Our society grievously suffers from a leadership crisis. This is having a disastrous effect on the society. It just keeps us stuck on a dead-end street of self-righteous indignation.

Muhammad (pbuh) and his companions, who inspired a reverence for life; Quaid-e-Azam, who lead a nation to freedom; Allama Iqbal, who demanded blood, sweat and tears from his people; and Abdul Sattar Edhi and Imran Khan, who rallied their people to great and humane causes.

Where are their successors? Why have we not had any true leaders in the government in generations? Why are there no potential presidents, prime ministers and ministers who inspire or even excite us? Where, for God's sake, have all the leaders gone?

It is absolutely necessary that elected though, the self-centered leaders be removed from any leadership positions as soon as possible. No member is performing in the best interest of the people for lacking necessary leadership qualities.

If today’s leaders failed to become good leaders, their impact is getting disastrous. Just as polluted water is as bad, or worse, than no water, so selfish leadership is as bad, or worse, than no leadership The great need of the day is for intelligent leadership. We need to explore how we can discover if and where we are called to lead as well as how we can begin developing our leadership ability.

It is imperative to replace gossips, rhetoric and speculations with substantive discussions and innovative ideas to build a pluralistic democratic society. Such discussions need to be led by political scientists, economists, sociologists and scholars who are willing to build consensus based on a scientific framework. To arrive at this stage, we need to first nurture a new generation of great leaders at the community level.

Recognizing the fundamental need for regime change in Pakistan, it is imperative to identify the next generation of great leaders at a young age, nurture their talents and provide them with open access to educational and career opportunities. To this end, the current generation of leaders needs to embrace change and retire with grace. This particularly applies to the leadership level of political incumbents and the opposition. Asif J. Mir, Organizational Transformation

21st Century Companies

growth, Organizational leaders agree that versatility and the ability to envision possibilities set a plan of action in the midst of chaos are qualities, which produce success. Organizations need more than members who adapt to changes. More importantly, they need members who can produce changes within the organization. Organizations of 21st century need leaders.

Successful companies have figured out the secret to success in the 21st century - that of process excellence. Future success seems will come to those companies that figure out functional management innovations in the 20th century augmented with process excellence, which places more emphasis on end-customer satisfaction than optimal utilization of company resources.

The 20th century saw organizations embrace functional management concepts that divide the company into functional silos such as product design and management, order management, manufacturing, finance, sales/marketing, warehousing/logistics and customer service/support. This approach saw the growth of many large companies. Functional management concepts help streamline an otherwise chaotic set of activities into logical groups and helped large organizations function effectively. They helped organizations make the transition from an agricultural age to an industrial age.

Since the last decades of the 20th century, computer technology and communications have become cheaper and more powerful by orders of magnitude, in the rendering many of these 20th century functional management approaches obsolete. The 21st century demands a transition from an industrial age to an information age, and a process-excellence approach is the alternative that will augment a functional management approach for optimal organizational performance.

Organizations have started talking about order to cash cycles, viewing the end-to-end demand chain and supply chain from customers’ point of view rather than functional silos such as finance, sales and marketing and manufacturing.

This process excellence view has evolved from companies’ realization that it is an unfair burden on the end customer to have to deal with the companies’ functional silos when doing so adds no additional value to the products or services they buy from the organization. Functional silos are for internal efficiencies of a company. A number of trends dictate that only process excellence combined with functional management will work in the future.

The 21st century has starting out with computers and communications enabling order of magnitude and faster, cheaper execution of business processes, often spanning multiple organizations and even multiple continents. Dell, UPS and FedEx have computer systems that any organization can seamlessly integrate with and provide visibility of processes to end-customers. Here, the emphasis seems to have shifted considerably to one of process excellence rather than functional excellence. In fact, UPS formerly picked up Toshiba laptops that customers want to send back to the company for Warranty repairs. Now UPS finds it can deliver a more efficient and effective process by also doing the repairs in their delivery center.

If I am an end customer of a company that sells me goods or services, I am more impressed by efficient and effective processes that benefit me, rather than how well the functional silos if they perform internally. Process excellence is one of whether the end customer’s expectations are met faster, cheaper and more effectively. Many organizations have started asking the question regarding any activity within a company: why should the customer care? This brings up a process orientation to most activities even if different functional silos within a company perform parts of processes. If an activity does not directly add value to the end customer, process excellence demands that you try to eliminate it or at least make it faster.

Many organizations are starting to make available single points of contact for customers, especially their valued ones. These single points of contact or account managers navigate the internal processes with the functional silos of the company on behalf of the customer within the organization and get things done. After all, why should the customer care about billing and provisioning departments of a telecommunications company? They have placed an order for a new landline and it is the telecom company's responsibility to take the order and deliver the landline. Process excellence is the key here.

Those that have slower process cycles do not stand a chance of competing very effectively in the longer run with nimbler online alternatives. A very heavy process orientation and excellence is the only way the older ways of doing business can right themselves and prepare for the 21st century.

With digitization and automated workflow, people within the company or an outsourcing vendor can perform the same business process without concern about physical location! Digitization and automated workflow have enabled process excellence to be realized at levels not possible before.

Companies such as UPS and FedEx already make it possible for any company's computers integrate with their internal systems effortlessly, eliminating unnecessary and inefficient manual steps between companies. For example, once an order is picked and packed at a company warehouse, the company computers can talk to UPS or FedEx computers and create a delivery order and a tracking number. UPS or FedEx employees will not have to key in all these details again.

General Electric and Motorola have popularized Six Sigma approaches to quality management. Six Sigma and Lean Six Sigma impose a process discipline when applied. These are increasingly being applied outside of manufacturing, where they originated, and being applied to all kinds of business processes like product service and support, healthcare and so on.

The last century contributed functional management as a way to do things more efficiently and effectively within organizations. However advances in technology and innovative new companies have brought process-oriented approaches to doing things that make it easy for an end customer to do business with them. A process orientation and process excellence that augments functional management seems to be the secret to success in the 21st century. Organizations that leverage the latest technological advances and trends in a relentless quest to make business processes more efficient and effective will be the only ones that survive. (www.asifjmir.com)