The Architect of High-Performance Industrial Growth
InanerawheretheGulf'sindustrialmomentumisbeingredefinedby
sustainability,operationalexcellence,andhuman-centeredleadership,Bahrain continuestostandoutasastrategicforce—notonlyforitsgeographical advantage,butfortheleaderswhoaremodernizingmanufacturingandenabling enterpriseresilienceacrosstheregion.Thisedition,“Bahrain'sMostImpactful LeaderPoweringtheGulfRegion,”isdedicatedtoonesuchexemplary changemakerwhoseinfluenceisfeltfarbeyondthefactoryfloor.
AttheheartofthisissueisRohinton“Ronnie”Surty,apeople-firstindustrialleader whohasshapedAwalPlasticsintoabenchmarkfordisciplinedgrowth,performance culture,andexecutionmaturity.Hisstoryisnotoneofsuperficialtransformation,but ofdeeplyrootedleadership—wherelong-termoutcomesarebuiltthroughtheright foundations:People,Process,andTechnology
WhatmakesRonnieSurty'sleadershiptrulynotableistheclarityofhisframework.In asectoroftendrivenbymachineryandmargins,hedemonstratesthathumancapitalis therealcompetitiveadvantage—whenempoweredwithstructuredprocessesand strengthenedbysmart,scalabletechnology.Hisapproachreflectstheleadershipmodel theGulfincreasinglyneeds:principled,operationallysound,anddeeplyalignedwith workforcedevelopment.
Asyouturnthesepages,youwillfindanarrativerootedinpragmaticinnovation—the kindthatenhancesefficiencywithoutlosingempathy,anddrivesmodernization withoutdisruptingorganizationalstability.Ronnie'sjourneyisalsoanimportant reminderthatimpactfulleadershipisrarelyloud;itisconsistent,intentional,and visibleinthesystemscreatedforotherstosucceed.
Thisissuecelebratesnotjustanindividual,butaleadershipphilosophythatis poweringBahrain'sindustriallegacyintothefuture—whilecontributingmeaningfully totheGulf'swidereconomicvision.
08. A People's Leader
Ronnie Surty
Creating Awal Plastics Success Stories with People-ProcessTechnology Framework
I N D U S T R Y I N S I G H T S
26. Culture That Performs Creating Standards People Follow
24.
Strategy Under Pressure Making the Right Calls in Uncertain Times
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The Story Signature
Bahrain’s Most Impactful Leader Powering the Gulf Region
A People's Leader
RONNIE SURTY
Creating Awal Plastics Success Stories with People-Process-Technology Framework
Group CEO | Awal Plastics
Peoplemakeanintegralpartofanyorganisation. Successtoanyprofessionalproject,company, business,enterprise,organization,sector,and industryisallaboutpeople,whoarethecoretoexecutethe strategy. Noorganizationcanoperatewithoutpeople, process,technology Yet,inhislongprofessionaljourney overfourdecades,RohintonSurty,A.K.A.Ronnie,firmly believesthatitispeoplewithinanorganisation,who ultimatelymakeanorganisationsucceedorfail. Throughoutaprofessionaljourneyspanningoverfour decades,Ronniehaslearnedthatpeoplearethedefining factorinanyorganisation'sperformanceandsustainability
AwalPlastics,isafamilybusinessinanenterprising countrylikeBahrain.Afterhisjobofover20yearsat BritishAmericanTobacco,hejoinedAwalPlastics,which wasanestablishedfamilybusinessforover44years.One ofthemainreasonshewasbroughtintoAwalPlasticswas toidentifytherequiredchangesinorderto transform Awal Plastics, afamily-ownedbusiness, into a corporate business entity.“AndIcansaythewordproudisvery pompous,butIcansurelysay,Ifeelveryhonouredtohave hadthisopportunityoverthelast12plusyears.”
ALeader'sTestofTimes
However,thejobwasRonnie'smostexcitingchallenge afterhisthreedecadesofprofessionalcareerinvarious industriesandcountries.A61-year-oldveteranleader, RonniewasborninIndiaandhasobviouslytravelledalot throughthejobs.Bahrainhappenstobethe19thcountry wherehehasworkedandlivedthroughouthiscareer.“I mean,IstartedmylifeinHongKongattheageof19, workingforaglobalelectronicsandtradingcompany, sellingWalkman's.”Hethenexploredpotentialavenuesfor hiscareergrowthintheMiddleEastandcametoOman wherehestartedasanautomotivesalesmansellingMazda carsandthenlateronmovedtoHonda.Hefurther transitionedintothetobaccoindustrystartedasatrade marketingrepwithRothmansfromwherehegrewinto seniorroleswithinRothmansandthenwhenthecompanies mergedhemovedtoBritishAmericanTobacco.“So,the processoflearningneverendsandthejourneyofmylife hasbeen fullofon-the-joblearning.RothmansandBritish AmericanTobaccowereactuallythemanagementschoolof myprofessionallifeintermsofmyprofessionalandcareer growth,whichnurturedmyprofessionalunderstandingto makemewhatIamtoday.”
AJourneyThroughDecadesandContinents
Ashegrewthroughthevariouspositions—salesman,,trade marketingrepresentative,Gulfsalestrainerandthen variousseniormanagementpositionsuptoregionalhead withinthe countriesacrossAfricaandMiddleEast.The learningcurveofRonnie'slifeandthecross-functional understandingfromeveryjobthathewentto—fromtrade marketing,brandmarketing,logistics,procurement,general managementtoregionalmanagement—hadbeena completegamutofmanagingpeople,cultures,andvery importantly,it'sallaboutadapting.“Imean,I'mjustone person.”
So,whenhewentintoanewcountry,Ronniehadtoadapt tothatcountry.Inhisownwords“Thecountryisnotgoing toadapttome.AndIhavetofindaway,intermsofmaking peoplefeelcomfortable,inthesensethatwhenyou'rea leader,youhavetohavethatcompassion.Alongwiththe compassion,youalsohavetohavedisciplinewithfirm rulesofengagement,'Apersonalitylacedwithdiscipline, leadershipandastutemanagementattributes.'
Thatcomesintermsofworkinginaprocess-driven organization,process-drivenpeoplecreatingdisciplinesand adaptingtotherulesofengagement.“Sothat'sexactlyhow mylifehasevolved,andthat'showIcameintomycurrent roleofGroupCEOatAwalPlasticsinBahrain.”
“
My primary role as a Group CEO was to transform a family-run business into a corporate business entity that resulted in the best-inclass signage manufacturing company in the Middle East.
My analysis was focused upon People-ProcessTechnology as being the key drivers and pillars of this organisation.
TurningArounda44-YearLegacy
Asstatedearlier,theturnaroundofAwalPlasticswas Ronnie'sbiggestleadershipopportunity Therewerethree anglestotheturnaroundplannedbyRonnie.“An organizationismadeupofpeople.”So,theturnaroundhad tobefarmorethanatechnicalrestructuring;itwasa delicatesurgicalinterventiononaforty-four-year-old legacy.
Ronniefoundaculturedefinedbystrongego'sanda“my wayorthehighway”mentality,wheredecisionsweremade atvariouslevelswithasubjectiveoutlookandhearsayand personalityissuesfrequentlyoverrodeprofessionallogic. Comingfromabackgroundofglobalmultinationals, Ronnierealizedthatthefirm'ssurvivalwasnot synonymouswithperformance.Tomoveforward,hehadto replaceegosandsubjectivitywithconstructiveand productiveobjectivitytotransformafamily-driven environmentintoadisciplined,productiveprocessdriven corporateentity
TransformationintoaCorporateBusinessEntity
Hisfirstprioritywasadeepfunctionaldissection.He analysedeverydepartment,fromfinancetoHR,lookingfor thepresenceofstandardoperatingprocedures,corporate governanceandduediligence.Asaprocess-drivenleader, RonniebelievedthatwithoutSOPs,disciplinedisappears andconfusionreignswithsubjectivity.Hediscovereda vacuumofstructure;recruitmentwasoftenbasedon referralsratherthanmerit,andthetechnologywasnot conducivetogrowthduetoego'sanddecisionmaking basedonemotionsratherthanlogic.
TheexistingFoxProERPsystemwasparticularly problematicandlackedcontrols,ascorporategovernance andduediligencewerenon-existentandweresusceptibleto manualmanipulation.Toprovidethefamilyboardwitha necessaryeye-opener,Ronniebroughtinnewauditors,to objectivelyauditeveryareaofthefinancialsandoperations tohaveacompletelyindependentandunbiased understandingofwherethebusinesswas.Thelawyersalso hadtobechangedinordertoensuretheoverduecredit issueswerelegallylookedintoandtherecoverieswere made. Oncethetransparentrealityofthebusinesswere exposed,theboardgrantedhimthefreehandheneededto growthecompany,albeitwithatransformationstrategy overthenextthreeyears.Aglobalmultinationalthat designedERPsolutionswasinvitedtocreateasolutionthat
Inclusion with an objective rationale coupled with intensive communication results in bringing people together who become the believers and the drivers for the required change. “
wouldhaverobustmanagementandfinancialreportingand accounting.Thiswaskeytothetransformationofthe organisation.
UpliftingtheHumanElement
Withthismandate,Ronnieshiftedhisfocustothehuman element.Heunderstoodthatanyreorganizationtriggers resistance,sohechosetocreateanenvironmentoftrustby involvingemployeestofirstlyunderstandthereasonswhy changewasrequiredandfurthermorethebenefitsand advantagesthosechangeswouldmake toprogressthe organisationintoasustainablemodewithorganicgrowth forthefuture,thustheemployeesthemselvesbecamethe driversofchangeratherthanresistthechange.
Heisastrongbelieverofmakingpeoplelead,hence,he movedawayfromleadingfromthefrontandtookthe objectiveviewofmakingpeopleleadwithanagreed executionplanandthatwaypeoplebecamethedriversof thechangeinwhichtheybelievedwasbeneficialforone andall..Thisstyleofmanagementallowedhimtomanage throughmanagementdashboardsandmetricswithatraffic signalmatrix,onlysteppingintoguidetheteamwhenany greenindicatorturnedtoamber,toensureitwouldnot becomeredwhichwouldbeabusinessblockordetrimental totheoperations.Trustwasthebiggestfactorheinculcated intheteamandduetowhichhewasabletoreplacea previouscultureofmicromanagementwithacultureof trust,inclusionbybreakingthe“themandus”dividethat hadexistedfordecades.
AddingPastandPresent
Tobridgethegapbetweenthecompany'spastandits future,Ronniepersonallyconductedworkshopstoalignthe staffwithanewshort-term strategy.Hefavouredshort tomediumtermconcrete two-to-five-yearstrategic plansoverabstractdecadelongvisionswhichserved nopurposebyensuringthe teamcouldseetangible progress.Theentirehuman capitalpoliciesand procedureswereevaluated toweedoutthosewhowere simply'survivors'rather thanperformers.Role modelbehaviourwaswhat
hebelievedcouldcreatefutureleadersandhemovedthe entireorganizationintoaperformancemodebyintroducing astructuredrewardandrecognitionstrategybyrevamping roleprofiles,jobdescriptionsandarigorousperformancebasedappraisalsystem.Bydefiningkeyperformance indicatorsandkeyresultareas,heremovedallthe subjectivitybyensuringthatnoonecouldescapethetruth oftheirownproductivity.
ToForwardtheFutureAhead
Thisnewfoundobjectivitypavedthewayforamentality thatprofessedinnovation.Ronniefosteredaconceptoffitfor-purposewherebyacollaborativeenvironmentofvarious teamsi.e.,procurement,technicalandstructuraldesign, productionandengineeringworkedintandemtoturn conceptualpicturesintofit-for-purposeviableproducts.He successfullydismantledtheinternalpoliticsandsilosthat hadpreviouslystifledcommunicationsandwasstagnation ofgoodpeoplewithintheorganisationwhichalso preventedtheorganisationfromorganicgrowth.
Bygivingeveryone,fromthesecurityguardtothe chairman,avoiceandtherighttospeaktheirmind,he instilledasenseofownershipcoupledwithcomfortand confidence.Ronnieprovedthatwhilehehadthevision,the strengthofthetransformationlayinthecollectivepowerof multiplebrainsworkingasone,ashestronglybelievedin teamwork.Today,henolongerneedstoforceadirection; hesimplyofferssuggestivepointersandwatchesashis empoweredteamscollectivelydrivetheorganization towarditsnextsuccess.
ASuccessfulTransformation
Ronnierecognizedthatanorganizationcanonlybemade sustainablewithorganicgrowthwithvariousfactorsthat needtobeevaluatedinordertotransform. Tomakethe changes,eachfunctionhadtobeevaluatedfroma technical,skills,competencies,agilityandtrackrecordof theemployeesworkingwithinthedepartment. Unlessthe skillsetsandknowledgebasewerenotmatchedthere wouldbeabiggapinthecompetenciesrequiredforfast trackingtheorganisationintermsoftransformation,in ordertogrow.Itshouldbeunderstoodthatamaster carpenter,whilstbeingbrilliantinhiscraft,cannotsimply beplacedinfrontofamodernlaserorroutermachine withoutthepropertechnicalandsoft-skillexposurethrough traininganddevelopment.Thisrealizationledtothe creationofacomprehensivepeopledevelopmentprogram designedtoelevatethecross-functionalteam'scapabilities.
Leadership is all about leading from behind by people believing, accepting and respecting the person with objective logic without the pressure of the position. The person that sits on the chair should be respected, rather than the position of the chair.
However,hiscommitmenttoexcellencealsorequireda difficultcleanupandexitoftheblockersunwillingto changeorgrowandnon-performersinthebusiness.
Attitudecoupledwithaptitudeandadaptabilitywerekeyto thetransformation.Afterevaluatingallavenuesfroma peopleattitudeperspectiveanexitstrategyhadtobe implementedforthosewholackedtherightattitudeandhad mentalblockstochangeforthebetter.ToRonnie,aperson canbetrainedforanyskilliftheyhavetherightattitude andmindsetwithawillingnesstochange.Amentalblockis verycontagiousthatsetsanegativeexamplefortherestof theorganisation.Hefosteredaradicalcultureofinclusion wheretraditionalhierarchywasdismantledinfavourofan open-mindedandcollaborativespirit.Heconsistently emphasizedthatnooneworkedforhim;instead,they workedwitheachothertoachieveanagreedobjectivethat everyoneunderstoodandbelievedinasasingularteam. Thisshiftinmindsetwasessentialforgainingthedeep employeeloyaltyandsenseofbelongingrequiredfora successfultransformation,inordertoachievecollective successthatwasnotattributedtoapersonbuttoateamof peoplewhoputintheeffortswithapassionatedesireto achieveacommongoal.
AProcessdrivenorganisation
Therecipeforsuccessisdisciplinethroughadefined processandtheadherencetotheprocessbymakingpeople responsibleandaccountableforthesame.Ronniedescribes thisinawaywhereby“freedomthroughresponsibilitywith authorityandaccountability”astheengineofdisciplinethat managespeopleatalllevelscoupledwithcollective decisionmakingatalllevels.Hemovedawayfrom subjectivedecision-makingbyinstitutionalizingarigorous processfromaforecasting,projectbased,financial evaluationwithadefinedROIparameterthatwasincluded intheannualbudgetingcyclethatbeginseveryyearin Octoberandisthenpresentedtotheboardastheframework ofacompanyplanforthefollowingyear.Thisprocess requireseverydepartment—fromfinance,operations,risk andaudit,salesandprocurement,logistics,manufacturing andengineering—tocollectivelymeetdiscuss,agreeand consolidatetheirideasthroughcollaborativeworkshopsand recordthesameforalignmentpurposes.Bycreatinga definedbusinessprocessblueprint,hemappedtheentire SOPsbyeachfunctionanddepartmentwhichtransparently showedtheflowofaproject,fromtheinitialestimationto thefinalrealizedprofitabilityatjobclosure.Hebelieved thatprovidingauthoritywithoutmatchingitwith
responsibilityandaccountabilitywasarecipeforfailure andwasnotconducivetofuturegrowth.Therefore,he ensuredthateverymanagerwaspersonallyresponsibleand accountableformanagingandimplementingthestandard operatingprocedureswithintheirdomain,albeitafter collectivediscussionsalignmentandagreement.For Ronnie,SOPsaretheguidelinesthatremoveconfusionand establishdefinedrulesofengagementforrunningthe companyandforeveryproject,ensuringthatthe organizationoperateswiththefinancialprecisionthat generatesefficienciesandgrowthonacontinuedand sustainablebasis.
Upgradedtechnologytocomplimentpeopleand processes
Technologywhichisthemostimportantfactorof enhancingproductivityandgrowthdesignedtosupportthe refinedprocessesandtheempoweredpeople.WhenRonnie arrived,hefoundthatthetechnologyateveryjuncturefrom ITtoproductionmachinerywasnotonlyoutdatedbutalso environmentallyunacceptable.Drawingonhisexperience withinternationalhealthandsafetystandards,hereplaced hazardousoutdatedmachineswhichcreatedenvironmental hazardsandwerenotsupportingspeedasanexamplewater jetmachineswhichwereusedforcuttingsheetmetal causedsignificantpollutionandsiltdrainageissues—with verylowspeedandthesewerereplacedwith high-speed, eco-friendlyfiberlasersheetmetalcuttingmachinery capableoftripling theproductionoutput.
Hismostambitioustechnologicalmoveinvolvesthe company'sdigitalheart.AfterfindingamajorglobalERP systemtoorestrictiveandfocusedonimplementationfees ratherthananalyticalfreedom,hepivotedtoanin-house ERPsolution,whichwastailor-madetosuitany manufacturingortradingbusiness.Heiscurrentlyadvising ateamofoverfivehundreddevelopersinChennai,India,to createaproprietary,trademarkedERPsystemwithendto endthirteenmodulesthatwouldgivearealtimeP&L reportingandalsoprovidedataandanalysiswhichhasalso beenembeddedwithAIanddisciplinedwithalgorithmsto ensureaccuracyandobjectivity Thissystemwillmanage theentireorganisationfromafinancial,operational, manufacturing,employeelifecycleandfinancial accounting,eventuallybecomingadiversificationanda newbusinessventurewhichshallbemarketedinthenext 12to18monthstovariousmanufacturingcompanies worldwideinmultiplelanguages.
AConnectedEcosystemProgressesFastest
Ultimately,Ronnieviewstheorganizationasaconnected ecosystemwherenooneoperatesinasilo.Hebelievesthat everyemployeeneedstocollectivelycontributetoachieve thegrowthandmakeanorganisationsustainabletaking prideinwhattheydo.Ateverylevelfromthehousekeeping staffandthesecurityguardsrightuptothesenior managementteamarejustasvitaltotheefficientdelivery ofthecompany'sstrategy.Inhisview,anorganisationthat lacksbasichygienewithinthefacilityisanegativeexample ofadon't-careattitudeandthusbecomesadetrimental factortoorganizationjustaslackofobjectivityinthe companyplanformation.Itallgoeshand-in-hand,andthe keyisintegratingpeople,processandtechnologyintandem tocreateasynchronisedorganisation. Usingsuch managementtechniquesandtheskillsacquiredinhis previousjobswithglobalmultinationalcompanies,Ronnie hassuccessfullytransformedaforty-four-year-oldfamily legacyintoa56-year-oldsustainable,modernised, performance-drivencorporateentity.Everypersonwithin theorganisationhasaroletoplaywithapre-defined objectivewhichbecomesanintegralpartofone'srolein deliveringtheobjectiveswhichare,boundtogetherbya systemthatvaluesthecontributionofeveryindividualfrom theentrancegatetotheboardroom.
AFutureLegacyBuiltontheCorporateTrust
Ronnie'smoralandprofessionalcompasswasforgedinthe variousrolesandcountriesheworkedfortheglobal multinationalsespeciallyBritishAmericanTobacco,which hedescribesastheuniversityoflearningover20yearsthat empoweredhimwiththeskillsetsrequiredtomoveahead inlifewhichhelpedtransformafamilybusinessintoa corporatebusinessentity Thisexperienceandbackground alsoembeddedarigiddisciplinerelatedtoensuring corporatesocialresponsibilityandthenecessityofbeinga responsibleplayerandrole-modelateveryjunctureofthe transformationprocess.Ronniebelievesthataccountability requiresadeepunderstandingofglobalandlocal legislationswitharelentlesscommitmenttopersonal ethicalstandardsthatneedtobecascadedaspoliciesacross theorganisationateverylevel.Heendeavouredtocreate AwalPlasticsasthebenchmarkineveryangleof manufacturingandbusinessrelationshipscoupledwithhigh levelsofintegritythroughouttheregion.
EarningInstitutionalRespect
Tohaveanobjectiverewardandrecognitionstructure, Ronniemovedbeyondthecomplacencyofannualreviews byimplementingquarterlyperformancereviewswhich werecoupledwithquarterlyauditsacrosstheorganisation. Recognizingthathumannatureoftentrendstowards movingintocomfortzones,theperformancewaslinkedina tier-basedappraisals,bonuses,andsalaryincrements.The organisationrestructurealsoensuresthatESGgoalsare operationalmandatesratherthanmereslogans.By prioritizingthehumanfactorandenvironmentalsafety, Ronniehasearnedtheorganizationanewlevelof institutionalrespect.
ALegacyofaPridefulLoyalty
Ashelookstowardthenextdecade,Ronnie'svisionof leavingbehindalegacyinthenextfewyearsisdefinedbya teamthatcouldsurviveandsustainintheregionalbusiness environmentwithabsoluteagility.Hehasspentovertwelve yearsfast-trackingaframeworkoftrustbyprovingthata leadermust'walkthetalk'tobecomeatruerolemodel.His advicetoemergingleadersisasternwarningagainstthe arroganceofignoringattentiontodetails;toRonnie, attentiontodetailisthefundamentalbedrockof management.Bydeep-divingintothebasicsandgivingdue credittoeverylevel—fromthejanitortothesenior managershehasbuiltaninclusiveentitywheresuccessisa sharedvictory.Ultimately,Ronnie'sgreatestprideisthe fierceloyaltyofateamthatmovesforwardnotbecause theyaretoldto,butbecausetheybelieveinthejourneythey createdtogetheristheonlywaytosucceedandgrow.
AwalPlastics—MiddleEast'sBest-In-ClassSignage Company
Since2013,Ronniehasstartedhisleadershipjourneywith AwalPlasticsinhisprimaryroleasaGroupCEOand transformeditfromafamily-runbusinessintoacorporate businessentity,buildingitontheexistinglegacybyfurther strengtheningthecorefoundationthatwouldgrowthe businesswithspeedand agilitytocreatesustainable organicgrowthandbusinessdiversificationovertheyears.
Today,with44yearsofleadershiplegacy,RonnieSurty shinesasoneof'Bahrain's Most Impactful Leaders Powering the Gulf Region.'
RonnieSurty CIO
Creating Follow STANDARDS PEOPLE
Everygroupassertsthatitcherishesperformance. Butperformanceisnotjustamatterofambition;it isamatterofstandards—definiteexpectationsthat determinehowpeopleact,makedecisions,cooperate,and produce.Thedifferencebetweenmediocrityandgreatness isnotatthelevelofthetalenttheyrecruitbutatthelevelof thestandardsthattheymaintain.Andthemostpowerful standardsarenotfoundinrules;theyarefoundinthe organizationalmilieu.
Anefficientculturedoesnotseektobeheard,isnot ostentatious,andisnoteveninspiringintheusualsense.It isdown-to-earth.Itestablishesnormsthatpeoplewillreally complywith,evenifthetopmanagementisabsent.It diminishesmisunderstandings,boostsresponsibility,and transformsqualityintoaprocess.Inthecaseof
organizationsthatperformataveryhighlevel,culture becomesthesoftwarethatfacilitatestheconversionof effortintooutcomes.
WhyStandardsMatterMoreThanMotivation
Motivationgoesinwaves.Standardsareconstant.Many companiesusethemainsourceofmotivationquitea lot—rallies,speeches,incentives,andshort-termpressure. Motivationcanleadtoburstsofenergy,butitcannotleadto consistentexecution.Theconsistencycomesfromthe standards.
Standardsaretheonesthatdefinewhat“good”is.They determinetheteam'sresponsetime,thedecision-making process,thequalitycontrolmeasures,andwhatis consideredunacceptablebehavior
Withstrongstandards,performanceispredictable.With weakorinconsistentstandards,performanceisatthemercy oftheindividualmanagersorthesituation.Cultivatinga goodcultureisnotaboutsurroundingstaffwithengagement vibes.Theaimistohaveatrustworthyperformance.
PerformanceCultureStartswithClarity
Incaseindividualsarenotsureabouttheexpectations,they starttothinkthatwayandthiscreatesmisunderstandings, conflicts,andworkbeingdoneagain.Thefirstthingthata performingculturerequiresisClarity Thecommunication ofexpectationsisalwaysdoneexplicitlybyhighperformingorganizations.Theyestablishtogetherwiththe staffsuchthingsasoutcomes,time,quality,collaboration, andcustomerexperience.
Theydonottakeitforgrantedthatpeopleareawareof "whatexcellencelookslike."Theydemonstrateit,bolster it,andteachit.Thiskindofunderstandingisofutmost importanceespeciallywhenthereisalargescale.The greaterthecompany,thelargerpartinperformancecomes fromhavingcommonstandardsinsteadofpersonalcontrol.
StandardsMustBeVisibleinDailyWork
Onlyindailyexecutiondothestandardsbecome significant.TheyarepresentonlyinHRdocumentsor leadershippresentations,sothey'renotstandards—they're merelyslogans.Performanceculturesintegratestandards intotheveryfabricofdailylives.
Theway,e.g.,howmeetingsareconducted,howfeedback isdelivered,howdecisionsarerecorded,howdeadlinesare respected,andhowproblemsareescalated,allthesefactors communicatewhattheorganizationgenuinelyvalues.
Thesedailypracticeshaveamoreprofoundimpacton behaviorthananyofficialdeclaration.Theemployeeswill adheretowhatthecompanyisalwaysstrengthening.
LeadersDon'tSetCulturebyWords—TheySetItby Tolerance
Oneofthemostpowerfulstatementsconcerningcultureis this:thetolerancesoftheleadersdeterminetheculture. Ignoringthemisseddeadlinesmeansthatthedeadlinesare nolongerimportant.Ifbadteamworkisnotpunished, everybodywillworkintheirowndepartment.Ifthebest workersaregiventhesamefreedomsastheworst,the qualityofworkwilldrop.
Culture That Performs
Whattheleadersineachorganizationpermitbecomesthe norm.Theperformanceculturenecessitatesthattheleaders takequickanddeterminedactionswheneverthestandards arebroken--notinadramaticwaybutratherinaconsistent manner
Whenstandardsareenforced,itisnotacaseofbeingharsh butratherofbeingclear.Itisasignaltoeachandeveryone intheorganizationthatthestandardsaretrulythere.
AccountabilityMustBeFairandConsistent
Performanceculturesarebasedonaccountability,but accountabilityisaproblemwhenitisperceivedasbeing unfair.Iftherulesareapplieddifferentlytodifferent people—strictforsome,lenientforothers—trustinthe systemvanishesveryfast.Organizationswithhigh performanceapplythesamestandardsconsistently.
Theygiverewardsforresults,butalsorewardsforthe behaviorsthatsupportperformance:takingresponsibility, beingdependable,workingtogether,andbeingdisciplined.
Theyidentifyandaddressunderperformanceveryearlyand inaverytransparentmanner,andtheydoitinawaythat protectstheperson'sdignitywhilemaintainingthe standards.Whenpeoplebelievethataccountabilityisfair, theydonotresentbutratherrespectthestandards.
Conclusion
Theculturethatdeliversresultsrestsonthestandardsthat peoplefollow—notbyobligationbutbecausetheyare understandable,reliable,andintegratedintothedaily workflow Thestandardsensurethereliabilityofexecution, eliminatethepointsofcontactbetweentheprocessesthat leadtotheproductionofsubstandardwork,andmakethe drawingofhigh-qualityworkatalargescalearegular occurrence.Leadersfosterthisculturethroughsetting preciseexpectations,demonstratingdiscipline,applying accountabilityjustly,andrewardingperformance.
Overtime,thestandardsbecomethecommunity'sidentity, andtheperformancethenatureofthecommunity Thus,the strongestcompetitiveadvantagerefersnottostrategyalone buttoaculturewherestandardsareauthentic,andresults aretheonlypossibleoutcome.
Strategy Under Pressure
Making the in UNCERTAIN TIMES
Uncertaintyisnowthestandardbusiness environment.Marketfluctuations,alterationof rules,geopoliticalrisk,technologicaldisturbance, andnewcustomerbehaviorhavealltogetherreducedthe timeframesforplanningandincreasedthestakesfor makingdecisions.Insuchascenario,strategyisnotjusta cleanyearlyexercise,whichmightbethecaseinanideal world.
Itratherbecomesaleadershipdisciplinepracticedunder pressure—whentheinformationispartial,thetimelinesare short,andthecostofdelayisveryhigh.Pressurestrategyis notreallyabouthavingtheperfectanswers.Rather,itis aboutmakingtherightcallswiththeclarity,discipline,and couragerequiredtomoveforwardwhenthereisno certainty.
WhyPressureChangesStrategy
Instableenvironments,thestrategyisformedthrough forecastingandoptimization.Themanagersrevisetheir plans,assignbudgets,andcarryouttheirstrategiesthrough cyclesthatareverypredictable.Whenitcomestothe pressure,thosecyclesbecomenon-existent.Thecompany hastomakedecisionsquickly,reducingthenumberof assumptionsandincreasingtherisks.
Moreover,pressureinfluencesone'sthinkingnegatively.It raisesthelikelihoodofreactingimproperly,clingingto outdatedmethods,orseekingimmediaterelief.Leaders maybecomemorelikefollowersofthechanges,andthe organizationmaysufferfromlackofclaritywhenthenew directionisnotclearlycommunicated.
Thesekindsofactionsleadtoagreaterdanger:strategic drift.Intimesofuncertainty,themostsignificantstrategic riskisnotthedisruptionbutthemisunderstanding.
TheShiftfromPerfectPlanningtoIntelligentReadiness
Whilebeingpressured,theapproachtothemattershould totallychangefromperfecttogoodenough.The organizationisnottoanticipatethefutureaccurately,but rathertomakeitfitforthetimebeingformanypossible futurescenarios.Thisnecessitatesbringingtheleadership uptotheleveloftreatingthestrategyaslive.
Theyareregularlylookingforsignals,checkingtheir assumptions,andrevisingtheirplansasthesituation changes.Ratherthanputtingtheirtrustinoneprojection only,theygoforascenario-basedapproach—determining whatpossibleresultstheremightbeandwhatmeasures wouldstillbeeffectiveregardlessoftheresults.
Beingreadyinadvancecutsdowntheriskofpanic.It opensupawholerangeofchoicesfortheleaderwhile providingjustafewforthereaction.
ChoosingPrioritiesWhenEverythingFeelsUrgent
Pressuretransformseverythingintoamatterofgreat significance.Uncertaintymagnifiesthestakeholders'actions intheoppositedirection,thatis,theydemandimmediate attention,whichtheteamwillrespondtobybringingmore risks,whilethemanagementisgettingmoreandmore occupied.Thebest-performingorganizationsarethosethat holdthefocus.Topleadersoftheorganizationconcentrate onprioritiesveryaggressively.
Theydeterminewhatthemostimportantthingistobekept safe—cashflow,customertrust,operationalresilience,or innovationpipeline—andthenthedecisionsaremade accordingly.
Theymakethetrade-offsclearandgivethereasonsfor theminaveryconspicuousway.Beingabletosaynoturns outtobeastrategicadvantage.Focusisthemain contributortothecreationofcapacity,andcapacityisthen themaincontributortoexecution.
DecidingwithIncompleteInformation
Duringuncertainperiods,oneofthehiddenriskscanbe waitingforcompletedatatocome.Decision-makersareleft inasituationwheretheyjusthavetoseealittlebitofthe wholestoryandcontinuallyadjusttheirstandasthenew factsunfold.Theoptimalwayforwardwouldbeto
categorizethechoicesmadeintotwogroups.Thereare decisionsthat,whilestillnotfinal,canbeeasilychanged later
Quickdecision-makingintheseareas,however,isessential tokeepthemomentumgoing.Ontheotherhand,thereare decisionsthatcanbecostlytoundo—biginvestments, withdrawalfromamarket,changesintheorganizational structure.Thesekindsofdecisionswillneedmorein-depth validationandacarefuldecision-makingprocessinvolving moregovernance.Speedwithoutdisciplineisthehallmark ofastrongstrategyunderthepressureofuncertaintimes.
RiskManagementThatEnablesMomentum
Atthetimeofuncertainty,riskmanagementfrequently turnsouttobetoostricttothepointofbeing unmanageable.Thepresenceoftoomanycontrolsand approvalscanevenmaketheexecutionprocesssoslowthat iteventuallyresultsinthelossoftheopportunity.However, unmanagedriskisstillthesourceofinstabilityanddamage tothereputation.
Thepowerfulleaderssetupthe"safespeed."Theysetup unambiguousrisklevels,performescalationprocesses,and makeriskconsideringapartofdailydecision-making throughtheorganization.Thiswaysurprisesareavoided andteamsareallowedtoworkfastwithinlimits.Risk managementshouldnotactlikeahaltonthecompany's strategy.Itshouldbe,instead,astabilizer."
Conclusion
Strategyinpressuresituationsistheultimatechallengefor leaders.Itrequirestheabilitytoconcentrateamidst distractions,tobeorderlyduringrush,andtohaveaclear viewduringthefogofdoubt.
Theleaderswillnolongerbeabletorelyonperfect planning,buttheyshouldratherbereadyforaction;they willhavetomakethecallsbasedonpartialknowledge,to carryonwithrisk-takingandatthesametimenottolose thedrive,andtointeractinwaysthatmaintainthestability oftheperformance.Thecompaniesthatcanwithstand uncertaintywillalwaysbetested.
However,theywillalsohavethesilverliningof opportunitiesaroundthem.Thecompanieswhoseleaders canmaketherightdecisionsaregoingtobethewinning ones—notbecauseofleaders'completeknowledgeofthe future,butduetotheirabilitytothinkclearly,actfastand flexiblyduringthecriticaltimes.
