Towards a Systemic Approach to Business

Abstract

Ram’s career has spanned over 40 years, during which he has donned multiple avatars: corporate leader (CEO), business builder, government advisor, angel investor and runaway monk internship. He is presently a systemic leadership coach.

In this article, he argues that Indian leaders are schizophrenic. On the one hand, they are torn between the inherited cultural values of harmony and family obligations, and on the other hand, a product of imbibed Western B-School concepts of professional management and profit above all else.

This dichotomy leads to hypocrisy and duplicity in Indian business. This is evidenced by treating people as means to an end rather than resources, much talked about, but not practised. Unlike their more forthright Western counterparts, who make no bones about profit making, Indian business leaders pretend to be of service to society and the system; yet acting only for personal gains of wealth and power through manipulation and lack of transparency.

Ram shares his experiences on Indianness and the Indian business leaders. He explores where the hypocrisy may possibly emanate from, how this behaviour is at odds with changing generational needs and what are the likely fallouts even while pointing to emerging trends of systemic approach moving from diversity to unity, built on people engagement and collaborative teamwork in leadership. Indian companies and leaders, he argues, have what it takes to be far better and greater than they are now.