Thursday 15 December 2011

What are we really?

HESDA - the name sure is different, but will the entity match up?


It's been a little over 20 months since we took those confident steps to found and nurture a company, albeit as a great example to the dictum 'necessity is the mother of invention'.  In these times of fragile business sustainability, where finding projects is more difficult than delivering them, HESDA was formed to handle a project we already had (even before the firm existed).  That could be the first anomaly; and an irresistible invitation to create more...


Here we are at the doorstep of a new, exciting year and our website has launched.  We're entering new business lines and now is a great time to be convicted of our journey ahead and what lies within it.


So what exactly are we?  What are we aiming for?  Do we have the so-called 'Mission'? 'Vision'? 'Values'?  Yes we do!  But that's not what this post is about.  This is about the very fiber of what we are at HESDA.


Success at HESDA could be as less-noticed as a person learning to write a spreadsheet formula or as prominent as achieving flawless quality as a team month-on-month.  But the differential is that we don't have any such thing as varied levels of success.  If one thinks being punctual is their success, they will celebrate it well and so will everyone for their own achievements.  And believe me, that's an anomaly in itself today.  Among all the trumpets being blown out there by companies about individuals growing in their midst, most of them are playing the wrong notes.  It's usually the bottom line that's paramount and understandably so because many factors are at stake - shareholder value, profit margin, compliance, and a hundred other things.  Most success stories are of the individuals that make a big difference and the lesser ones are drowned in them.  For many firms, it's difficult to make a turnaround and change things because their system has gone too far and any adventure to big-alter it may be disastrous.  This is where we aim to play the game.  We're not old, our systems are flexible (but effective), our people are young and raring to go and most importantly, we aren't aiming for the sky.  This enables us to build a company around people rather than the other way around.  Does it make business sense to do such a thing?  It sure will when we finish doing our teeny weeny bit and make that difference.


Convention has no place here and our goal lies in the journey itself.  A journey where we be and become different and then go along and make a difference.  Whilst any company's dream would be for an IPO to go public, we aim to go public with our people itself.  Our focus will always be to make a difference to people, and we don't exclude our clients or ourselves from that cohort.  It is the people who change here first, not their talents or career paths.  Once the former happens, everything else is easy.  There may not be famous people among us, but we will always have successful ones.


In the Utopian HESDA (our journey, not destination), life is not measured in targets.  It is not about growth, and no, it's certainly not about money.  Life here will be about life itself, everything included, without ranking.  A world where people do not 'work' but 'live'.  A Hesdite will not cease to be one when they walk out of our premises for the day.  On the contrary, they will continue to make a difference to those around them by being different.  Yes, I know I said 'Utopian'.  But what exactly is Utopia?  Isn't it a state of mind really?  A state where your aims and aspirations emerge as reality.  An event where you stand on the very mountain you thought was unconquerable.  That's what HESDA is about: we take business success into the community, into people; we reorient our goals and entwine them with our world.  It is here that ordinary people with ordinary talents do extra-ordinary things.


And as for the question at the beginning of this post, keep watching us!


- Vivek