The Smart Techie was renamed Siliconindia India Edition starting Feb 2012 to continue the nearly two decade track record of excellence of our US edition.

Alexius's Acceleration

Harish Revanna
Tuesday, August 1, 2006
Harish Revanna
From his sixth floor office room in Philips Innovation Campus (PIC) you get a bird’s-eye view of one of Bangalore’s most ancient middle class area, Ulsoor. The bustling traffic, charred asbestos-shingled houses, its day wage workers and polluted atmosphere symbolize exactly what India craves in the near future — healthcare. And the new-CEO, Alexius Collette, too is wondering how Philips can make an impact here. Thirty years in Philips, and into his fourth-month in India, he seems to have alloyed into the crux of the Indian market. But, “I still need to understand the market dynamics,” he says.

Collette is currently bootstrapping to understand his organization well, which, for now, he’s gotten a certain grip on.

A Baton that was passed
I was passed a growing baton called the PIC. Both the Indian IT industry and PIC have grown tremendously in the last decade. It feels like I was airlifted to this huge mountain called PIC from where everything’s so picturesque. Now all I see is the bottom from where the PIC has come and the next peak we have to attain. I’m here to help my employees navigate through this terrain, and ensure that their journey is an adventurous one. It is natural that after you have reached a peak you sit back and relax. But remember there is competition every second; you have to get on your feet and start ascending. Every time you start climbing newer heights it is always nice to have a new leader. For, the new leader sets new priorities, work ethos, and binds the team in a new way. He acts as the alarm that cautions you lest your competitor catches you napping. If my leadership trip has to be more adrenaline-filled, then it is important for me to analyze my team’s strength and break the ice with them initially.

Icebreaking Party
Every new leader should try hard to bond with his employees. It is a leader’s prerogative to mingle rather than to expect others initiate the process. It is also important to understand that people are your power. But the art of doing it starts with understanding and respecting their culture. You should know which culture you just stepped into and react accordingly while trying to reach out to them. While I adjust to act, I’m equally curious to know how my team reacts. And once you get a hang of it then it means you just plugged in your keys. Now all it requires is a little pressure to kick-start your work engine.

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