December 2021 | Vol 12 | Issue 12

~ Employee Engagement Snackies ~

# Respect in Synergy. The tale of the flowerwoman and the fisherwoman

# Corporate equation: Respect + Reconcile + Realise = SYNERGY

# The case of a lame man, a blind man and IKEA

# Executive's challenge: Results amidst uncertainty

# Personality's five dimensions; levels of "Knowing" and "Being"

# Entrepreneur's skills to transcend contrasts, conflicts & dilemmas

# Entrepreneurship: The five questions to ask yourself

# A Director's qualities? Integrity. Diversity. Capacity.


Business success, and in turn, professional success is celebrated, and rightly so. Behind it is a combination of dedication, team work and synergy that moulds an imaginary idea into a successful social or business utility.

One layer in that gestalt is the Realize phase of the Synergy process. This issue of Sattva articulates this component and the insights necessary to extract value and fulfill a mission.

Have a good day.

The Editorial Team
VIDEO: Realize phase: How the Metro Man E. Shreedharan internalised it for transformational results

Realize is the final phase of Synergy; it is the capacity to transform imagination into action, the ability to convert something imaginary into a concrete product, process or outcome.

Dr. Sunil Maheshwari, Dean – Samatvam Academy takes up the example of Mr. E Shreedharan and emphasizes the role of traits like integrity, professional competence and social accountability in accomplishing a vision. More

While construction of the value system involves analysis, implementation is all about action. An entrepreneur can strategize how value can be realised through the Value System that involves seven levels:

1. Generic Strategies
Michael Porter had stated that the Generic Value Proposition offered by any Value Chain is based on the Generic Strategies of Low Cost or Differentiation.

2. Functional (Efficient) System
These chains deliver low Cost, achieved through efficiencies in the processes of the chain by eliminating waste.

3. Responsive (Innovative) System
Responsive Systems are oriented to offering differentiated value. This means they offer something above the basic function and hope to attract a premium for the same.

4. Creating a Competitive Value System
While the above understanding enriches the decision options for an entrepreneur, they are primarily interested in competitive systems superior to the competition.

5. Strength and Weakness Analysis of an Organisation in the Value System Chain
Get to know the specific aspects of product segments, and competing organisations that add up to create the Industry Value Curve.

6. Capturing Value Across the Value System
It is clear that no single organization can give the Value, as desired by the ultimate customer, exclusively by itself.

7. Continuous refinement and enhancement of Value Creation Capability
Competitive advantage can be sustained only by continuously refining and enhancing value creation capability.

Read the full note.
Engage!: Co-creating Organizational Vitality and Individual Fulfilment

Excerpt #11: Transformational Leadership
Leadership has been the most discussed, but perhaps the least understood, phenomenon across human civilizations and cultures. In the twenty-first century, it is considered to be more of a shared phenomenon. Leadership now regarded as the collective capacity of a community of people to co-create and shape its own future.

The leaders of business organizations are individuals who exercise ownership as well as responsibility for the integrated functioning of a fully resourced enterprise. They occupy the fifth stratum in the organization’s hierarchy of accountability.

Read more about the Transformational Leadership in the book ENGAGE!. Available here.

~~ Sattva Archives ~~

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