Top managers acknowledge that they are ultimately guided by their intuition: Tata Sons R Gopalakrishnan

Intuition fills in the blanks when there is not enough information, he says. Popularly called RG in management circles, Gopalakrishnan has been a professional manager for 40 years. He began his career in 1967 as computer analyst with Hindustan Lever after studying physics at Kolkata and electronics engineering at IIT, Kharagpur. Currently, he is based in Mumbai.

In New Delhi, on the occasion of the launch of his book The Case of the Bonsai Manager, Gopalakrishnan spoke to MBAUniverse.com and shared his management philosophies.

What is the theme of your book The Case of the Bonsai Manager?
In this book, I compare management and nature. Just as artificial constriction can cause a plant to develop into a bonsai, so too is the case with managers. A Bonsai Manager is one whose growth has not run its course, as he has not been able to flourish by drawing sustenance from his natural environment. Managers become bonsai through their own acts of omission and commission where the two circles nature and management intersect, intuitive leadership is born.

We are developing at very fast pace and these developments have changed the fulcrum of leadership skills from being thrusting, dominantly analytical and logical, towards being inclusive, intuitive and humane. A manager can develop to his full potential by learning to be intuitive, inclusive and humane -- the kind of skills that are not taught. Intuition plays a key role by filling in the blanks when there is not enough information. When knowledge is
integrated with intuition, it becomes wisdom.

Can you share an example from your professional life where intuition proved to be a key in decision-making?
Yes. Ill share my own experience on intuition. Sometimes logic and analysis tell us something different from intuition. I had such an experience when I was posted as head of Unilevers newly formed company in Saudi Arabia. At that time the biggest challenge for us was to enter the Arabian detergent market and take on the main competitor, P&G Arabia. But the problem here was we had to decide between launching a compact detergent brand or the standard detergent power. At that time, most of our company members were in favor of launching a compact detergent as it was also popular in Japan that is viewed as a trend-setting market. Research also ruled in favor of launching a compact. But my instinct went against this notion. I surveyed the market and found that the Arab world was all about big gizmos, and not small items. People preferred big cars and houses. We went by my gut, and were proved right.

There was a battle between my logical self and my intuitive self. Here my intuition won the battle.
But, I dont suggest that one has to be totally dependent up intuition. Intuition can only be the opinion after all the homework has been done. It will come after analysis and logic.

According to you, intuition is the key. But can intuition be taught at B-schools?
Managers are taught logical thinking and analytical techniques in management courses. Intuition is difficult to teach! But top managers acknowledge that while taking any decision, they do place reliance on analysis and data but ultimately they are guided by their intuition.

It can be enhanced through varied experiences and relationships, contemplation and reflection. A manager can develop his intuition by exploring and sensing -- beyond what is visible and audible.
My suggestion to B-school Deans and Directors is that they must try to teach intuition, even when it is difficult. Through my work experience, I have become sensitive to what cannot be taught, e.g., dealing with human nature, the complexities of employee behavior within organizations, and charting out an agenda for change. If managers fail to learn these lessons, it will prove to be costly.

What is your advice to budding managers and leaders?
I believe that managers should not forget to build and understand human relationships. It is far more important than intelligence. It was said that there is no emotion in business but I think there is a place for emotions in business.

The other important thing that I would like to make is that managers need to do opposite of what they have been trained for.

As the world changes rapidly, it is important to appreciate that analysis and logic have limitations. When you have reached the limits of analysis and logic, you have to use the gut. We all tend to interpret data through the prism of the dominantly prevalent view about how the future will turn out. They need to think about the issue at the edges of spectrum of the obvious.

What kind of books do you personally like to read? And is there another book in pipeline

I dont read fiction. I like to read history, management and psychology books. Yes, I do plan to write a book on career advice for young people: How should they think about their career and plans.