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CALCUTTA, Dec. 25. -"I had a dream to lead from the
front, to predict the future of management, to reach the top
and not find time to reflect into the past. This dream took
shape and I made it across the finishing line."
Powerful words indeed, but then they are coming from Subir
Chowdhury, executive vice-president of American Supplier Institute,
dedicated to improving the competitive position of industries.
This 33 year-old Michigan-based VP’s claim to fame stems
from the fact that he is a novelist whose book, ‘Management
21C,’ was rated by Amazon.com as this year’s best
business book of Europe, above Bill Gates’ ‘Business@speedofthought’.
Published by the Financial Times, London, the book was released
a month ago and within four weeks has reached the third bestseller
spot in the non-fiction category in Europe.
We spoke to Chowdhury about his book that yet to hit the
Indian shores and on management in general. Some excerpts:
Question:
How did the concept of a book on management come about?
Answer:
It all started with a book I read called the Future’.
Though this was touted as a comprehensive piece of work, it
touched only a few sections of leadership. I felt the urge
to cover a broader spectrum in the realm of leadership. This
all started three years ago, when I was 30 but never let it
impede me because to predict the future of management one
does not have to reach the evening of his life.
Question:
The cover displays an impressive list of contributors from
Peter Senge of MIT and Christopher Bartlett of Harvard Business
School to PeterMoran of the London Business School. How did
you manage to coordinate with 26 thinkers at the same time?
Answer:
Yes, it was not a simple proposition, but the bridge between
us was constructed via the Internet. I contacted them on the
net, corresponded with them, phoned and discussed ideas and
concepts. I personally did a lot of research and background
reading and can proudly claim they worked under me to predict
the future of management.
Question:
Your book is all about what you term as the "future of
management". Could you explain this concept in a nutshell?
Answer:
What my book says is that a 21st century leader cannot be
confirmed to the four walls of his cubicle. He has to be a
people’s man. Interacting with the labor is an important
as taking policy decisions. Their problems have to be perceived
from their angle and decisions taken after considering their
opinions. My book tries to project that success can be achieved
by those who transfer their weakness into strength.
Question:
In your section on talent you have said attracting talent
is an important as keeping it and then you go on to state
that one must constantly be on the look out for talented individuals.
Could you explain?
Answer:
Getting talented persons in today’s scenario is no doubt
difficult but if we find someone suitable enough, we must
certainly not let go of him. At the same time, we should not
get complacent and end our search there. In this modern world,
one has to relentlessly search for ideas and people who can
make them happen. To get optimum efficiency from harnessed
talent, they must be reshuffled. This gives them the opportunity
to innovate, move forward and hone their skills.
Question:
You have tasted the fruits of success at an early age. Are
you satisfied at this sense of achievement?
Answer:
One must have a never satisfied attitude. Just because my
book is at the top today, the buck should not stop there.
Now I am a somebody because what I wrote has been appreciated.
After a few months, that is once the book has been brought
down from the shelves, I will be a nobody. Celebrations should
not be indulged in for very long. One must leave the past
behind and keep moving forward. This is the hallmark of any
progressive individual or society.
Question:
So, you have already started planning a new book?
Answer:
Most certainly. The ideas are all there and I am slowly building
on them.
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