To say that I have changed, transformed or restructured the entire structure, processes and mindsets, would be an inaccurate statement. It will take a lot more than five months to effect changes that can manifest themselves in the form of sustainable results. Let's talk about the next step, which is up to March 31, 2001. The big challenge before Rallis is to end the year without showing a loss. A lot of emphasis is being laid on various revenue enhancing and cost reduction measures, through a focus on critical success factors and measures of performance.
Communication is vital.
We are trying to create a sense of urgency, challenge and ownership right through the company, so that people rise to the occasion and give more of themselves than they would otherwise have given, towards the cause of the company. Earlier, the emphasis was on turnover, now the shift is to profitability. We are trying to lay more emphasis on higher margin products and give attention to receivables that help reduce costs as it compresses the working capital. We are exhorting people to cut waste and improve efficiencies and quality right through the value chain. While we have not finalised the re-engineered business processes and structures, we are working closely with the Tata Strategic Management Group and Eicher Consultancy Services towards this end.