Hi Friends,

Even as I launch this today ( my 80th Birthday ), I realize that there is yet so much to say and do.

There is just no time to look back, no time to wonder,"Will anyone read these pages?"

With regards,
Hemen Parekh
27 June 2013

Wednesday, 1 April 1970


Organization planning begins with two questions -

1     What is our present organization structure and personnel

2     Anticipating our products and services of the future,what sort of organization and what talents will enable us to manage our 'business most efficiently in the years ahead?

It is with these two questions in mind that the organization charts that follow have been prepared.

To attain a 20% ,rate of growth and reach a sales volume of Rs.44 crores by 1981, it soon becomes apparent that Switchgear Division, before long, must assume all functional responsibilities under a Divisional Manager, who will directly report and be responsible to the Board of Directors. An organization of the kind pictured cannot arrive tomorrow. It must be here by 1970 if the challenge of the 70s is to be faced boldly. The demands made on such a management team will be tremendously complex.

Of the two essential, assets, management is by far the more significant. With a highly talented team organized so that each member can make maximum use of his ability, most companies quickly arrive at a' position enabling them to obtain the working capital they need.

Even before we can get down to organizing, the unresolved questions are-

Wherefrom to recruit and how to retain these highly "talented men?

Will such large scale executive recruitment from outside upset the balance of the existing organization?

Even when we had time, recruitment remained a painstak­ingly slow process fraught with frustrations and uncertainty of the choice made.

Now we are a people in great hurry with little time on our hands. At the same time we want to be very sure that we have the right kind of people in the right positions. The stakes are so high that we have to be very right in all our moves.

The foregoing suggests that we cannot depend on a large ­scale recruitment of talents from outside but we must necessarily develop these from within. An organization chart as it might appear in 1970, supplemented by job specifications of every posi­tion shown thereon, would be our best guide to the type of talents will require.

Here then again we have a concrete basis for

-   to train whom?

-   to train for what? 

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