Bagchi is an industrialist, a commercial leader, and the co-founder of MindTree. Bagchi, as the gardener, hopes to improve self-awareness and expand the job of MindTree’s 100 best employees through a sequence of one-on-one conversations about the company’s private-professional concerns. Such discussions are aimed at helping them discover their potential power. To reach the financial goals set by the firm, its administration’s abilities must be expanded further than the founders’.
My assessment of the gardening process is that the practice will build the leadership capabilities necessary to attain the specific plan of being a billion-dollar corporation. Therefore, the gardening procedure aligns with the new product and co-creates the strategy for the company by releasing workers’ latent talent. The gardening process is also separated from the rest of the organization’s strategy.
All discussions held between Bagchi and the employees are kept private and have no bearing on the workers’ performance evaluations or any other process. Instead, the method facilitates knowledge exchange while also mechanisms to better leadership capabilities. Allowing for transformation and a transition in attitude would result in knowledge production for advancement and inspiration for collaborative ventures.
Bagchi is solely in charge of the gardening method. Due to unavoidable circumstances, the gardening exercise will be hindered if Bagchi is not present. Thus, I suggest that Bagchi establish a team to monitor the gardening procedure. The above procedure includes six steps that would be used to identify representatives and guide them through a method of self-discovery and contemplation.