METAPHOR : WARKARI AND MANAGEMENT LESSONS

Hectic week after week concise and heavy learnings from Albus Dumbledore (s)(of course, being fan of Harry Potter) of Indian Institute of Management Ahmedabad As, we the Braveheart's (Mel Gibson also) of IIM Ahmedabad - Armed Forces Programme were rolling in Human Resource Management capsule with Biju Varkkey and "Warkari" word hymned in the class. As usual, over a cup, my mind raced to think “Why should the Prof mention them in the HR management class. Talking with my fellow “Tants”, it did open a Pandora's box of lessons. Let me share it without an iota of other political colours.

?Who are Warkari's – War is an abbreviation of Wari, which means pilgrimage, and Kari is the one who performs the pilgrimage. Akin to most of the regions, wherein folks undertake penance (read DISCIPLINE way of life, temporary/ permanent) and visit the core shrine of that deity, Warkari's is also an age-old tradition existing in Maharashtra. People from various walks of life, castes, and socio-economic backgrounds participate in the Wari (aka 250 plus kilometres on foot in 11 odd days), with the common goal to reach Pandharpur, the abode of Lord Vithal. I have never been privileged to undertake it, but hearing experiences from my friends, relatives, and colleagues, and lessons of the last two plus months in IIM A, let me put it forward.

Shared Vision - At the heart of the Warkari tradition is the concept of 'Dnyaneshwari' that unites pilgrims in their devotion to Lord. Similarly, successful management hinges on articulating a clear vision that aligns the efforts of individuals toward a common goal. In his book, Satya Nadella writes that when he took over reins of Microsoft’s as CEO in 2014, he realized that employees needed “a clear, tangible and inspiring vision.” Isn’t it Shared Vision? but why? Cause this vision then compels, inspires teams to work harmoniously towards its realization. With strong belief in shared vision, roles suddenly become a practical arrangement rather than a race to be the “one”.

?No hierarchy – Warkari’s must lose their individual identities, egos, their positions in society and just experience the positivity energy generated by this unbiased ‘unity’. Walking in Kirloskar Cummins or Toyota or many other fantastic workplaces, you may be surprised to find the entire hierarchy in one uniform. With many pro/cons, you will all agree, uniforms strike equality for all rejecting discrimination, strengthens personality and again spearheads towards singular aim.

?Ownership, also referred as Indirect leadership – Warkari's bonded by the aim, propels indirectly everybody to take on individual tasks / responsibilities while progressing towards their destination, without relying solely on their leader to delegate tasks. When a work team shares a common vision, each member naturally feels a sense of ownership, irrespective of their specific role within the organization. Roles transform from mere assignments into practical arrangements, fostering collaboration rather than competition to stand out as the sole contributor. Increasing ownership quotient indirectly will relate less time being spent on group\team management and more towards achieving the aim under the new cloak of ownership.

?Inclusivity and Diversity - Warkari tradition transcends barriers of caste, creed, and socioeconomic status, welcoming all devotees into its fold. Similarly, hiring managers under the guidance of top management embraces diversity in terms of Veteran hiring Program, Gender diversity and many others from the society fostering an inclusive environment where all individual's contributions are valued. My observation is that when you have people from different fields it is a great catalyst to drive creativity, build team spirit, fill gaps of collective intelligence and build diverse valuable products.

?Surprising similarities between the Warkari pilgrimage or any similar tradition and management principles highlight fundamental truths guiding human endeavours. Whether pursuing spiritual enlightenment or guiding a team towards corporate objectives, essential values such as vision, leadership, commitment, inclusivity, and continuous improvement form the fulcrum in its progress. As we confront the intricacies of contemporary challenges, let us acknowledge the enduring wisdom inherent in ancient traditions and embrace the pursuit of excellence, whether in spiritual or professional realms.