Cement, Energy & Environment Jan-Mar 2002

ability to win in international markets lost its validity long ago. Switzerland is a land locked na tion .with high cost labour, strict environmental laws, and few n a tura l resources-least of a.ll cocoa. Yet it is a world lead er in chocolate, not to mention pharmaceuticals, banking and specialised machinery. Japan which has had phenominal success in sophisticated industries began the post war period in shambles. Lacking resources, Japanese firms were forced to develop the skills and technologies needed to process its scarce resources into higher value goods. Concomitantly, example of Singapore can also be cited in this sequence. The story of modern industrial evolution is not of exploiting abundance but of creating it. How does this happen? Without doubt through sustained productivity efforts on an ever increasing canvas of economic activities. While many mile stones have been covered, yet we are far from the desired levels, we shall have to continue our relentless march with tenacity of purpose and d edicated perseverance for increasing productivity across the board in keeping wi th the requirements of the fiercely competitive international market as well as the cherished national goals. Courtesy: Productivity News; Sep t-Oct., 2001, P 1. E-mail: npc@ren02.nic.in web: www.npcindia.org MANAGEMENT CONSULTANCY Management consulting in India, certainly has come of age. Even so many people ask us as to what exactly do Management Consultancy in India do! In my voice the answer is: • We manage Information and convert it into Knowledge and Intelligence for the benefit of clients. 76 • • We identify Opportunities for our customers. We solve problems encountered by our customers. • We help our clients to succeed. In their suE'cess lies our credibility. The future of consultancy is very bright. Our service will never become redundant nor it will be affected by the recession. However, it is important for those who are already in this profession and those who want to enter this field to take care of certain key issues. These are: • Define your core competency and the areas of specialisation. You cannot be "master of all"! • Define the target markets . Which require con sultancy services. Remember, there w ill a lways be "sunrise and "stmset" industries! • Understand the exact nature of customer requirements. Gone are the days of preparing a fat report ! The implemen ta tion and bringin g the results will be more important. • Continuous learning and upgrading the consultancy skills is a must. Remember, kn owled ge can also suffer from obsolescence! Networking with other consultants will help you in increasing your areas of operations. Courtesy: .Editor: , The Institute ofManagement Consultants of India , PB. Email : imci@bom5. vsnl. n et.in Fax : 2185319 ... '