As b-schoolers, we are exposed to lots of corporate leaders from the private sector. Today, we met the more than ten leaders from public sector firms in India. Public sector units began with India’s socialist beginnings. While accounting for 2% of the firms listed on the stock market, the public sector units account for more than 15% of the total market capitalization while also contributing 20% of India’s GDP.
Such big drivers of the Indian economy, these public sector units seldom are in media’s limelight except when government talks of disinvestment. They are the silent workers of the economy. Despite the common characterization of the public sector as being inefficient all over the world, some of the most spectacular organizations in the world belong to the public sector.
While the salaries at the entry levels are relatively higher in the public sector, the wage gap between the public and the private sector increases as we move up the ladder. The government, as a model employer strives to maintain a reasonable ratio between the bottom-most and the top-most role. Despite the phenomenally low pay compared to similar roles in the private sector, especially at the top, some of the most impactful leaders in our society have come from the public sector.
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One of the speakers brought out an interesting point during the discussion. It is about how disharmony in teams enhance performance and the creativity of the team. This is something I’ve experienced over the last year and a half of working in different teams, but I had never thought about this in concrete terms.
The performance benefits of controlled disharmony are witnessed in the performance jazz bands, between Lennon and McCartney, between Wozniak and Jobs. What matters in the team is the psychological safety.
Read more here:
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A little past midnight, seated by the steps beside the grass, in the blissful cold-breeze of pre-winter nights, over some tea and ready-to-eat noodles, my team and I pondered over our approach to a corporate competition. We had to give a solution to HUL’s bid to launch a ready-to-eat product in a particular city. First meetings are awkward and filled with pockets of silences. This was the same too. After a couple of hours, we had taken a one step ahead. Enough for the day. But for the first time in many months, I spent casual time with a bunch of people under the night sky.