Know How

Book Review
GROUP 7 |
ABHISHEK NAVALE
JYOTHISH K JOSE |
SAMAKSH CHHABRA|

SECTION B
| ANISH BARJATYA|
LIPIKA AGARWAL |
SHASHANK KOTHARI

About the Author Ram Charan

Global business advisor, author and speaker
Spent the past 35 years working with many top

companies and CEOs of our time

MBA from Harvard Business School
Served on the Harvard Business School faculty
Author of 14 novels including "The Talent
Masters," "Execution: The Discipline of Getting
Things Done," and many other articles

Theme
Know-How teaches skills to be a successful leader
in order to succeed, a leader must position a
business or department correctly
must set priorities well in order to reach correct
goals that are attainable
must manage the human resources well in order
to keep them motivated and "with the
program,"
must be alert to outside factors that present
both risks and opportunities.

About Know How 8 skills

Positioning (and, when necessary, repositioning) your

business by zeroing in on the central idea that meets

customer needs and makes money
Connecting the dots by pinpointing patterns of

external change ahead of others

Shaping the way people work together by leading the

social system of your business

Judging people by getting to the truth of a person

About Know How 8 skills

Molding high-energy, high-powered, high-ego people into a

working team of leaders in which they equal more than the sum
of their parts
Knowing the destination where you want to take your business

by developing goals that balance what the business can become

with what it can realistically achieve
Setting laser-sharp priorities that become the road map for

meeting your goals

Dealing creatively and positively with societal pressures that go

beyond the economic value creation activities of your business

Why We Chose Know How

Know-How is a book that does a nice job of boiling down

success as a business leader into eight skills, things you must

"know how" to do to be effective
Good book to keep around to gauge how your leadership is

progressing against these bedrock benchmarks

offers a wealth of stories that illustrate how real-life leaders

have successfully used them

It does not teach anything that we don't know. But that does not

mean, it's easy, and that does not mean, we're doing it. This
book is to get us back on track, back to the fundamentals.

ARTICLE
Changing Mental Models HRs most important task

Mental Modeling
Organizations not implementing what they know based on evidence,

experience and insight

Best practices , processes, knowledge sharing but nothing changes from day

to day
It is the way of viewing people and organizations
Mental Model is implicit
Human behaviour , organizational performance and strategies
Issue is employees or top management are not able to change and this is

where HR comes in

HR Role
HR has role of intervening less with practices but more with mental

model of seniors, helping others see and change their mental model
when necessary.
Toyota - World class, productivity. No match despite case studies, tours.

Process like JIT are copied but not the philosophy, values that go into
production.
Southwest Airlines Doesnt serve meals, flies only 737s. Employee

first, customer second and shareholders third. Employee loyalty despite

unionisation
Companies must think differently and act differently from time to

time and this is tough.

HR Challenges
Changing thinking or way of doing things is difficult
Perceived softer than typical HR roles of

performance management, hiring etc.

Altering strategic thinking and mental make up to

increase productivity is the most powerful way to

affect results