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SBU-wide chaos management in project administration


CLIENT PROFILE

Client Type:

Individual

Client Role:

S.B.U. Lead

My Role:

Trusted Delegate

Engagement Type:

Hourly Basis

Legal Entity Type:

Public, Listed

Fin. Entity Type:

Services

Business Industry:

Infrastructure

Business Sector:

Transport

Business Category:

E.P.C.

Revenue Models:

Single

Operative Profile:

Traditional

Business Objective:

Leadership

Effort Focus:

Brand

Paid Capital:

> ₹ 300 Mn

Tech. Application:

CONFIDENTIAL

Basic Science:

CONFIDENTIAL

Engagement Span:

90 Days

Engagement:

Full-Time

My Ownership:

Research & Analysis

STORY

Data on a key performance indicator (KPI) was maintained via three processes. An organization wide ERP system, department specific spreadsheet (this department supported multiple line functions), line function wise spreadsheet. Firstly, the organization wide KPI was a notional KPI that did not translate into actual monetary flow (although the name given to it was as if it resulted in actual cash flow). Secondly, the topmost level KPI was not a summation of individual KPIs of different line functions and departments. Thirdly, neither the ERP system, nor the two spreadsheets were maintained on a regular basis for them to be useful for management reporting and decision-making. Fourthly, all the three systems reported different statistics for the same set of variables. Implication of this chaos was in the range of a few billion rupees and affected the organization indirectly through deteriorating morale, emergence of both mistrust and misplaced trust within the team. The next step down within the organization would have been individual corruption and unethical behaviour targeted towards the organization. However, the organizational system was self healing through high attrition rate and thus fought itself from going towards the next down step. One positive aspect did reveal itself in the form of its employees (they would rather leave then corrupt themselves).


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