Transformative Organizations Response Books_4 pot

METAMORPHOSIS AT INDIA POST 99 Class of Dot Com Parameter Characteristics Competitor Companies Class A Arrowpost, Business Model letterpost a , Cost/mail sent remailemail b Delivery Languages Value proposition Class B Bharatmail c , Business Model hotmailindia d , India Post Cost/ mail sent Delivery Languages Value proposition Class C web-ellora e , Business Model kakinadaonline, Buy stamp, compose the message and send it. $1.4 to $9.9 based on the type of mail and the company. Sites claim that the mail gets processed within 24 hours. Many sites support English like characters. Convenience, reliability, cost-effectiveness. Snail mail for the Internet age (letterpost.com) Register on the site, pay for the card in the case of Hotmailindia, compose the message and send it. The site scans or takes print out of the message and delivers the message through post. Free in the case of Bharatmail. Hotmailindia charges Rs 35 for every 160 words of message. Through the Indian postal or courier service. Since the mails are delivered to the nearest mail centre, the delivery time is much lesser compared to the snail mail. Multi-lingual support is offered in Bharatmail. Convenience, security, cost-effectiveness. India Post has a very clearly spelt out privacy and security policies. Register on the site, compose the message and send it across. The message will be processed and sent to the appropriate mail centre, which is its own area of operation, and printout is taken and delivered. (Contd.) 100 TRANSFORMATIVE ORGANIZATIONS Class of Dot Com Parameter Characteristics Competitor Companies punjablinks f , Cost/mail sent chandigarhcity g , Alacrity FreEmail h  Delivery Languages Value proposition Free in the case of Kakinadaonline. However, other sites charge the sender. Punjablinks charges $ 0.33 to $ 2.45 per mail based on the delivery time desired (24 hours or 23 days). Ranges from 13 days As it is a niche segment, local language translation services are provided by many of the sites. Convenience, customization, cost-effectiveness. Some of the sites explicitly mention that if you desire more secure message transfer, go for some other secure communication system (chandigarhcity). So privacy issues are given least attention by these sites. Fig. 5.7: Comparison of Services of Various Players Offering email to snail-mail Fig. 5.7: (Contd.) a http://www.letterpost.com/index.html, Jan 10, 2002 b http://www.remailemail.com, Jan 11, 2002. c http://www.bharatmail.com, Jan 11, 2002. d http://www.hotmailindia.com, Jan 10, 2002. e http://www.web-ellora.com, Nov 25, 2001. f http://www.punjablinks.com, Nov 27, 2001. g http://www.chandigarhcity.com, Jan 03, 2002. h http://fremail.alacrityhomes.com/, Jan 22, 2002. METAMORPHOSIS AT INDIA POST 101 Fig. 5.8: Screen shot of email service of Bharatmail (Class B) Fig. 5.9: Screen shot of Letterpost.com (Class A) 102 TRANSFORMATIVE ORGANIZATIONS Indian consumers feel comfortable with revealing their credit-card information on the net. ePosts eShop certainly can alleviate fears of credit card information misuse by allowing the user a variety of payment options including cash on delivery. eShop also promises comparison shoppingwhere a search result offers instant product comparison based on price, availability and merchant information, i.e., it helps shoppers find the best value on products, saving them time and money. However, the prime attraction is the promise of delivery anywhere in India, unlike other competitors who have geographic limits. MOVES TOWARDS OTHER VALUE-ADDED SERVICES 16 As the Indian Postal Department has positioned its organization to tap the new technologies, further opportunities for value-adding services are being discovered. E-BillPost is a promising example. It is designed to be an electronic collection and consolidation service for payment to the service provider wherein bills are collected in different locations, instruments processed and the accounts settled at one point as per the convenience of the service provider. The post office will perform the role of a consolidator and act on behalf of billing agencies such as electricity and water agencies, mobile phone companies and municipal corpora- tions and so on. For the customer the facility is single point payment of bills of all types in a queue less and hassle free environment as the consolidator, the post office, will not only accept all kinds of bills for payment, but also in the event of the customer not having received a bill, access the service provider database for procuring a copy of the bill online. Depending on the location, availability of infrastructure in cities and towns with service providers, the collection could be on-line or off-line. Besides the two most common modes of payment, namely cash and cheque, depending on the agreement with service provider India Post may also go in for payment through credit cards with facilities for on-line authentication. IMMEDIATE CONCERNS FOR THE DEPARTMENT The future holds a lot of promise for ePost, now that India Post has woken up to the challenge and the changing realities. At the outset, the chapter noted that India is a country of contrasts. The same holds true for the strategy being followed by the Indian Postal Department. The two strategies India Post is following appear to be based on contradictory assumptions of the future. While the success of ePost will depend on the continued low Internet penetration, eShop and E-BillPost can only succeed if the situation is just reverse. These contradictions may resolve themselves in an evolutionary manner, which could result in either differentiated offer of the two services to different client groups, or could result in divestment of these services to an external provider, or could be the basis for eventual privatization of the Indian Postal Service. However, at the present 16 http://www.indiapost.org/News and Events.html#e-billpost, Jan 22, 2002. METAMORPHOSIS AT INDIA POST 103 time, these contradictions continue to challenge the Indian Postal Department. As Nitin Jaswal, a customer of the rival Bharatmail, says Good that at least now Indian Postal Dept has woken up. There were a dozen players emulating the postal services in India during the dotcom boom As of now Bharatmail is the only site which is providing the same free services are good and cannot be compared with Indian post. As a user of Bharatmail for the past four yearsI tried a few links in the Indian Post and I found 1. the site is pathetically slow 2. none of the links are working 3. I had sent a mail asking for helpno reply until now Do u think Indian post can succeed ? 17 Yes, indeed, this seems to be the question on everyones mindCan ePost succeed? Is the Indian market mature enough for eShop and E-BillPost? What transformative dynamism can be cultivated in the organization using the platforms created by these new services? How can the new capability and competencies feedback on the traditional postal services? Can the Indian Postal Department leverage the free services being offered by the private sector to further its social and economic mission? 17 ZDNet Talk Back, Too Late., http://www.zdnetindia.com/talkback/viewcomment.html?- iArticleId = 21105&tbkId=11182&itbksourceid=1&redirectURL=, Jan 22, 2002. [...]... thorny tree of acacia, you cannot expect it to bear sweet fruits of mango 116 TRANSFORMATIVE ORGANIZATIONS This couplet brings out multiple insights for the transformative organizations First, if the organization oriented towards establishing its own supremacy, then it can not be expected to discover the unique powers of other organizations, and to transform itself into a dynamic, new generation player... during medieval India The transformative organizations do not imply a new form of organization— indeed there are several organizations around the world that fulfilled their original missions, and rediscovered new missions to make themselves relevant and competitive on a sustained basis Du Pont, IBM, and General Electric are just some examples of such organizations However, most organizations wait for... these authors, employment relationships can take four forms: quasi-spot contracts, mutual investment contracts, underinvestment contracts, and overinvestment contracts In a quasi-spot 128 TRANSFORMATIVE ORGANIZATIONS contract, employers offer job-based, purely economic returns in exchange for well-defined employee contributions A quasi-spot contract is characterized by short-term, close-ended relationship... Therefore, transformative organizations focusing on mutual investment contract-based employment relationships should use different strategic compensation policies than those organizations focusing on quasi-spot contractbased employment relationships (Bloom and Milkovich, 1999; Gomez-Mejia and Balkin, 1992; Heneman et al., 2000; Lawler, 2000; Lawler and Jenkins, 1992; Tsui et al., 1997) Knowledge-driven organizations. .. y 124 TRANSFORMATIVE ORGANIZATIONS ?k ³ p N t > k V B gh n c ch j jh ñ t th Sounds like gh in log-hut ng ch (not k) ch in catch him j dgeh in hedgehog n (somewhat) t th in ant-hill j y o 'k "k l g ] % r l v s¢ s s h m h Sounds like r l v in avert sh sh in show s h m in hum half h in huh! INNOVATIVE COMPENSATION PRACTICES FOR ORGANIZATIONS IN INDIA 7 125 Innovative Compensation Practices for Organizations. .. Such a death gives spiritual realization and bliss, whereby the people can develop new opportunities and organizations for further servicing of the community around them Thus, transformative organizations foster perpetual learning, a learning that people can use for diverse creative applications Most organizations hardly, if ever, fulfill the promises and values for which they were established by their... by the nature of total returns (i.e., remuneration as well as relational) from a job TRANSFORMATIVE ORGANIZATIONS AND STRATEGIC COMPENSATION AND REWARDS SYSTEMS An issue of strategic importance to compensation professionals is how compensation and rewards systems can be designed and delivered that help transformative organizations adapt to changes in internal and/or external environment Compensation... grass stick can be a major irritant if it enters the eyes The organizations must not behave like the dominant monopolies, as if they are more capable than everybody else around them Even a small opening can allow the other organizations to develop substantial destructive power Therefore, the discriminating potential and knowledge of different organizations, even if they have limited power and presence... unexpected negative adjustments for various stakeholders Instead, change becomes a constructive force in everybody’s life, and is accepted as natural rather than as exceptional 122 TRANSFORMATIVE ORGANIZATIONS In short, the vision of transformative approach inherent in Kabir’s work carries deep insights for the management in emerging markets Lewin’s model of change management through unfreezing, changing,... Similarly, organizations that seek leadership by confining their benchmarks and relationships to only the cream of the market can never really understand what it takes to make the cream Only through networking with the emerging and underdog organizations, that make efforts to realize the cream, can the firms gain knowledge of the developmental learning, and not by remaining attached to the organizations . derive general implications and insights for the transformative organization in light of the current Indian context and international research. Kabir ( 144 01518) was one of the greatest exponents of. and realization of ones mission, 6 106 TRANSFORMATIVE ORGANIZATIONS that makes Kabir relevant for both knowledge as well as values management in the modern organizations. Several models for the. egoistic tendencies hamper the development of the members. Poor performance is one potent indicator of 108 TRANSFORMATIVE ORGANIZATIONS this egoistic tendency. By identifying and highlighting the domains