What game do your managers play? Cricket or Football ?

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Agile Technology, Learning Organizations

Corporates of 90s play cricket and corporates of 2020 play football.

Cricket and Football, both are team games but are as different as Chalk and Cheese.

A Cricket team is collection of specialized skills, like bowling, batting or keeping wickets besides some general skills that everyone has, e.g. fielding and throwing a ball. Every player has a role and performs within the parameters set for it, to the best of his/her ability. For example, a bowler gets freedom to decide his field placing and how he would bowl. The captain has a key role and takes most of the decisions such as batting order, bowling changes and field placings. A captain who follows participative management style, may discuss with couple of his team mates, his seniors or his peers. Most members of the team may have some or limited say during team meetings when they may discuss strategies for various batsmen or bowlers. That is also a function of culture in the team. In some cases, only seniors join the discussions. Cricket also has different rewards, man of the match/tournament, batsman of the match/tournament or bowler of the match/tournament.

Football is a very different game. Most players have the basic skills related to ball control and passing such as dribbling. There are players who might have additional skills. Like cricket, football also has different roles such as goal keeper, striker, defender etc. but unlike cricket, the players often change their positions and take on different roles as per the need of the game. A striker may fall back to defend or in extreme situation, a goal keeper may go upfront to score a goal. Interesting thing is that in football, the captain does not direct or no one asks a captain before switching his role. There is fluidity and positions and roles change as per the need of the game. This is not to say, that the team does not meet prior to the game and has no strategy, but the strategy and tactics evolve or change during the game based on response from the opponent team. Football does not has individual rewards. Either the team wins or loses. Players may get rated for their performance, but there are no rewards for extraordinary performances or punishments for blunders. The biggest shame is facing your team or fans. It is collective win or loss. While a captain may get credit for win or blame for losing a match in Cricket, captains hardly find a mention in win or defeat in football. It is the coaches who are feted or blamed.

Corporate teams in 90s resembled cricket teams. People were drawn from different functional areas. Each person specialized in an area of knowledge. The team members were expected to contribute based on their knowledge and skill sets. The performance appraisal was that of individual with performance in the team as one of the criteria, it had no relationship with performance of the team as a whole. 

Football is very different. Every player understands the purpose of the team and has all information of the match. The person is able to take his own decisions and responds to the situation.  The business environment today resembles a football team. With advances in information technology, the information exchange is very fast and information asymmetry is minimal. The companies tend to lose any strategic advantage due to its innovations or strategic initiatives within a quarter or two. Market rewards companies that are nimble, responsive and can respond to tactical opportunities, like a football (https://rajneeshrastogi.wordpress.com/2017/02/26/what-corporate-managers-can-learn-from-football-teams/) .

The idea of structuring organizations and rewarding individuals is deeply ingrained. Unfortunately, most of the organizations have not been able to develop a culture of collaboration and cooperation and achieve the levels as seen in football. Besides appraisals systems, the organizations would have to change their work processes to empower teams that lead themselves ( https://rajneeshrastogi.wordpress.com/2017/03/18/building-football-teams-at-work/)

Cricket or football, whatever your game is, give it your best and enjoy.

Roman Empire teaches us importance of culture and values in building great companies

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Building Great Companies, Democractic Organizations, Learning Organizations, Organizational Culture

Roman Empire lasted some five centuries and at its height spanned from England to most of Europe, stretching from England to Greece, North Africa, West Asia. Romans dominated Mediterranean Sea. More importantly it was known as Empire without an end, that is neither the time nor space limited it. The empire became a role model for other empires and rulers. It changed the world. For example, Britain was a geography with multiple smaller kingdoms. Each group thought the piece (of land) that they had was their own. There was no political unity until Romans brought them under one rule. There by, in a way, Roman empire created Britain.
Interestingly we do have companies that have survived five hundred years but they are not widely known. The oldest one, Kongo Gumi, was setup in Japan in 578 A.D., within 100 years of decline of Roman Empire. Studying about Roman Empire made me realise importance of culture and its contribution in making companies great. Some of the cultural aspects that companies can adopt are:
1. Cultural Integration –
a. Governance structure and rules – Everywhere in Roman Empire the governance structures and rules were the same. The rules were inscribed on the walls of public buildings so that everyone could read them. Most companies today put their policies, processes and procedures on intranet for the same reason. To be consistent, the companies ensure that policies are interpreted the same way by everyone.
b. Architecture – Whole of Roman empire had distinctive architecture- grand community buildings such as amphitheatres, baths, forums, race tracks etc. These buildings fostered a feeling of being Roman. It would not be uncommon to find these buildings even in Algeria, part of which was once part of Roman Empire. While on one hand Romans built typical Roman buildings in acquired territories, they also replicated the best of what the acquired territory had to offer to Rome.
c. Citizenship Rights – All romans had same citizenship rights irrespective of which territory they came from. Hence a slave who was granted Roman citizenship, had same rights that any other citizen of Rome had. This is also important in companies especially now that we have multi-national companies with people of different religions, regions, colour and genders. Companies make HR policies for harassment and to prevent sexist or racist comments. But these are not inclusive actions, inclusiveness is attained by giving even minorities equal voice as Romans did.
2. Core Values
a. Inclusiveness – Romans did not force the territories to adopt their lifestyle or language. They adopted and included them, e.g.
i. Religion and Gods – Romans had multiple Gods. They included gods of acquired territories within fold of their Gods. At times, even giving them joint name for example Goddess Senua (of Britain) became Goddess Minerva Senua. The relationship with God was similar across the empire.
ii. Language – Though Roman and Greek were official languages, all the acquired territories were free to use their language.
3. Decisions made on Merit and Democracy – Romans had emperor but also had senate and four assemblies and local groups. The assemblies or different bodies met at Forum; a building built through out Roman empire. Candidates were selected by citizens who were allowed to vote. This promoted a system of merit since, as mentioned aforehand, Romans had strict and very defined rules on governance. This allowed even slaves to graduate and become Roman citizens. Similarly, anyone could become an Emperor. Their emperors did not come from Rome but from Spain, North Africa, Syria, Balkans etc. The citizenship to Roman Empire had to be earned. For example, soldiers could become citizens by completing twenty-five years of service or performing exemplary act of valour in the battlefield.
4. Role of women – Women played important role in Roman society not only in trade and craftmanship but also in royal household. For example, Livia, wife of Augustus, built buildings, organized religious festivals and reached out to other women. She was not an exception and many of the emperors had influential wives, mistresses, mothers and even mothers-in law. The companies are also now increasingly being gender conscious. More and more women managers are breaking glass ceilings.
If Roman Empire was great, it was because Romans developed a culture of discipline, inclusiveness, democracy and merit. One of the reasons for decline of Roman Empire was in-fighting between Romans over religious beliefs with advent of Christianity which believed in One God instead of multiple Gods (Core beliefs and values were being questioned). Today, when the work has become complex and inter-dependencies within roles has increased, when most companies are now promoting team work, these values (of inclusiveness, promoting merit, being democratic and discipline) have become even more important. The founders have to work on it from the day one. True to the saying, ‘Rome was not built in a day’, a company’s culture too cannot be developed in a year. It is a continuous process. Any IBMer would tell you that !( https://www.ibm.com/blogs/jobs/2018/12/20/i-think-therefore-i-am-an-ibmer/).