Yes, it is that time of the year! Where you believe in Santa, Plum Cakes, Carols & everything good. Well, we have someone very good too.
Today's episode features Puneet Kulraj, director at the Vector Consulting Group - Asia's largest TOC Consulting firm (Theory of Constraints). TOC is a philosophy to identify the most limiting factor, i.e. a constraint, which is the real reason for limiting growth. It is an in-depth discussion to understand the basics of TOC and the beliefs on which the theory stands. By the way don't miss out the section where Puneet tells us "How running an organization is easier than running a kitchen?". Tune in!
Do you feel you and your organization is stuck in the rut of doing the same thing over and over again, you know, in the name of x point 1.2 point three percentage y on y growth, but still getting nowhere? Do you ever feel whatever efforts you put however brilliant guys you include on your team, and whatever path picking initiatives you take, you still end up with the same kind of problems in the same kind of areas with the same kind of results? Now, we're going to tell you the way out, we have Puneet Kulraj with us director at the vector Consulting Group, who has co-authored the book apparent in hindsight on all these and much bigger concerns of almost every professional setup in the world. Namaste, my name is Shubham Agarwal and you're listening to SOS secrets of storytellers, a podcast where I interview authors in the world of business share stories and concepts from their journeys. Don't miss out the last section where we get to know secrets from the storyteller themselves. Hybrid, welcome to secrets of storytellers. How are you?
Great, thanks. It's good to be interviewing your own director, your own boss. So Puneet you have basically tried to show you know what TOC is, and how good a philosophy it is. The idea of today's show is to leave the listeners with a good understanding about it, you know, the whole concept of Theory of Constraints? Sure, what is it and how does it work? But let's start with setting the context before that. So the book has two characters, Majumdar and Sunil, and they are heads of different departments at the organization. And the organization is going through tough times at work, they're not able to come up with the output, or you know, despite putting a lot of time, effort, manpower, and everything. What I'm curious about is where did you draw the inspiration about these characters from or Are these your own past self.
Know, I'm sure every listener would be curious, who is this lien? Who is kind of given a good foundational context to them? Anyway, so you think we find a lot of them around in almost every company, or almost every company, at least that you have worked with? Right? Yeah. So, then our company is doing something wrong fundamentally? Or is this approach, you know, incorrect or outdated? what everyone's falling around? How is it that everyone's been gone?
I agree. Because while I was reading the book, the instances that have been, you know, surfaced were very - very similar from what I had been doing, you know, past experiences, past companies that I've worked with. And I was also amazed by the fact that How could it be so similar? Because everyone tends to think maybe they could delegate? Yeah, or Africa delegate. So yeah, I think that was another fact that I put,
What do you remember of any specific incident or story from your client meetings are anything from the past where they similar things.
So, there's another company in the book guard will, which is a competitor to the, you know, organization from which Neela Majumdar. And finally, the company is doing great. It's doing phenomenally well. People are happy in the company, they go back on time, the vendors and customers are extremely happy. And they're setting examples in the market. Now, this sounds extremely counterintuitive. How is that possible? Is this really real?
So then what is what is this philosophy of to see? What is the secret behind it? Why is it that you know, what does it really mean? First of all, Theory of Constraints, as you put it?
Makes sense. So then, are we or, you know, at least the organizations that we're talking about, are they not doing a great job at identifying problems?
- So then, why is it that, you know, we're not looking at an application of TOC at a large scale? Any specific reason that you've been able to figure out a law? Or is it too difficult?
So I could pick up some words, while you were describing about the whole approach. You said counterintuitive. You said simple. And you said not complex. Now these are, I don't see how they go together in one line. However, there is another chapter in the book on how simple the operations in a kitchen are. And they're exactly, you know, what the TOC approach is? I'm kind of confused here. How does all of these things go together? is managing a company as simple as running a kitchen? Yes, it is.
Okay, you're going to lose my listeners at this point.
That I am sure that this is the point they will leave the podcast and they pick up the book. Alright, that's the intent. Okay, please. Yeah.
Everything, loads of stuff.
Right? That's really beautiful. And now that you have heard the male chauvinist egos quite a bit, I would really like to understand what is the belief system or the principles as we call it off to see before I you know, move to the next question.
This is not sounding This is not sounding realistic.
I yeah, I started because the like 20% is my market share and and the headroom is to you know, grow by 80% What are you talking about? What world are you living in? How do you make people believe this?
I'm saying either at this point, the listeners would call me up or they'll ask me for you're either going to get beaten up.
It's fun to be a part of the cult which is you know, so headstrong
Great. I would have asked you if the, you know, the companies are doing wrong, but I think we've got nothing more answers. I am just curious about how, or what was the process of you learning this entire, you know, philosophy of TOC? How would you pick this up?
Wonderful, this is really interesting and extremely motivating. And I'm sure a lot of people will be definitely intrigued. This brings us to the last in concluding section of the podcast. And this is an interesting one, and it's a common across all the episodes that I've done. So as you know, it's called secrets of storytellers, the show, so I will ask you one secret about the book, or about the journey while you were writing the book, along with all the co-authors, I understand there are a lot of people who contributed to the book. So anything that you remember, very significantly, which probably you've never shed.
It was a wonderful session, Thanks for coming.
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