Message from MD – August 2017

Dear friends,

The month of July once again proved our ability to perform under any bad circumstances. The fantastic performance of sales and projects departments proved their ability to fly over fire and create amazing results. The  inauguration of our 49th completed project, Hillcrest Thames at Thiruvananthapuram, was a successful landmark in our history. Congratulations to the performers!

The general market situation remains unfavourable to the industry, economic and political situations in the Middle East remain unchanged. Frustration with Qatar had been simmering for years, largely over its support for Islamist movements, its cordial relations with Iran, and its practice of hosting opposition figures and giving them a voice on Al Jazeera, its widely viewed TV network.  UAE, Saudi Arabia, and Bahrain are taking unprecedented measures to isolate Qatar economically and socially. The conflict may disrupt trade, may affect workers and families, and may delay many projects in Qatar.  If the conflict persists, it could change the economic, social, and political landscape of the Gulf in many ways that may hurt our huge expatriate community ultimately. Let’s all hope for the best in the days to come.

The introduction of GST and RERA will have strong impact on our business environment. The requirement of better attention on all fronts of business is the need of the hour. Creation of individual profit centres at the branch and department levels is the primary aim of the era.

“Bandhan” and “Lead the Leaders” are two new initiatives of the last month. Both these programmes are continuous in nature and human-centred. These are all processes that start with the people we are working with and end with new solutions that are tailor-made to suit the needs. It is all about building a deep empathy with the people we are working with. The programme proposes to build systems that suit not only our business needs but also considers all stakeholders like customers, contractors, vendors, banks, prospects and employees. This will enable us to work together and make several key changes to transform our culture by focusing on transforming the entire business experience.

Our business culture has to be more collaborative with more people involved in the creative thinking process and solving complex problems together, dedicated to delivering the best experience to our customers. We should rise with strong adaptive cultures based on shared values derived through these programmes. To build a culture of shared values, leaders must first help team members to understand what the organization stands for. I must say the above two programmes are also designed to understand the challenges the team members face while living with the organizational values. The inputs from these meetings are consolidated and converted into initiatives by the senior leadership. I request all team members to take this as a big opportunity to connect with the higher purpose, thereby enabling yourselves to drive a culture of high performance.