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Article by Dr. K.Mamkootam.

 

(Dr. K. Mamkootam is the Dean - Faculty of Management Studies.)

 

In many ways our Universe is a creation of sheer timing and precision.  Land and water, rivers and hills, mountains and the seas, sun and the moon, day and night, nature and forest, seasons and flowers are all creations of timing and precision.  And man is in pursuit of imitating the creator of creations; and the pursuit of mastering timing and creation generates creativity in human pursuits.

 

All human pursuits, be it in the world of art, music, sports, literature or business, are based on timing and precision.  Timing and precision of colour and space creates art; timing and precision of sound creates music; timing and precision of hand and ball makes a sportsman; timing and precision of events, people and imagination makes a story writer and it is the sheer timing and precision of ideas and strategy that creates a businessman.

 

Goals and targets are rooted in timing and precision.  Goals and targets are pursued and achieved by those who understand and appreciate timing and precision. Timing and precision creates images of perfection in the minds of those who enjoy the pursuit of goals and targets; and the images of perfection challenges the inner most drives in man.  

 

The beauty of nature lies in contrasts and differences, diversity in unity, all synchronised through sheer timing and precision, generating a symbiotic relationship, which is often not visible to the common eye.  And nature is perfect and man must pursue the principle of nature to pursue his goals.  Contrary that it may sound, differences and contrasts increases beauty and strength, as it does in a good team.   But then, these differences and contrasts must follow the principles of timing and precision.   

 

 

Successful business, deliberately or accidentally, follow the principle of timing and precision in the creation of products and services, to respond to the needs of market and the consumer. Consider this for an example: In the early 1930s IBM developed the first modern accounting machine, which was designed for banks. But banks in 1933 did not buy the new equipment. What saved the company – according to a story that Thomas Watson, Sr., the company's founder and long term CEO, often told - was its exploitation of an unexpected success: the New York Public library wanted to buy a machine. Unlike the banks, libraries in the early New Deal days had money, and Watson sold more than 100 of his otherwise un-saleable machines to libraries.

 

Fifteen years later, when everyone believed that computers were designed for advanced scientific work, business unexpectedly showed an interest in a machine that could do pay roll. Univac, which had the most advanced machine, spurned business applications. But IBM immediately realized it faced a possible unexpected success, redesigned what was basically Univac's machine for such mundane applications as payroll, and within five years became the leader in the computer industry.

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