Somik, your conclusive remark: “the metrics that surround you drive your action” is indeed apt …
A. K. Raha

Terrific questions!

How do you go about in a conflicting environment where the metrics are not uniform and are at variance?

This is where my field, Decision Analysis, really shines. It helps us take the complexity of the problem off the table so that we can focus on who we want to be. More on this in a later chapter.

What is your prescription for Indian businesses to bring about transformational metrics?

Any business that focuses primarily on profit ends up being a mediocre business — profits are really hard to get, and many often take ethical shortcuts that last until they are caught; others make the work-environment so bad that the financial benefits quickly evaporate when the workforce cannot be inspired to stay. In fact, one of the biggest problems facing Indian businesses today is that of retaining top talent and reducing attrition. One half of the problem is owned by businesses — they are simply not inspiring enough to keep their people, and a financial jump is enough to have people change their workplace. The second half of the problem is owned by individuals who are doing the jumping — many see money as more important than relationships and the quality of work that is offered.

A future chapter will illustrate how companies can get stuck when they are obsessively focused on financial performance, as opposed to actual value creation — which is their mission.

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