Slide 1: A New Strategic Shift

Script:
"Good morning everyone. Aaj main baat karne ja raha hoon RSWM 2.0 ke
baare mein — ek nayi soch, ek nayi direction. Ab hum ek aise mod par hain
jahan sirf operations chalana kaafi nahi, humein value creation par focus
karna hai — brand-led growth ke through."

Slide 2: This is Our Current Scenario

Script:
"Hamari company ek transition phase me hai. Pehle hum sirf operational
efficiency pe kaam kar rahe the, lekin ab waqt aa gaya hai brand banane ka.
Let’s see kaise hum yaha tak pahunche..."

Slide 3: From Legacy to Leadership – A Wake-Up Call

Script:
1. We Came, We Conquered
“Pichle 60 saalon me humne apne kaam se global trust jeeta hai. Aaj hum
70+ deshon me export karte hain — quality aur excellence ke saath. Is
journey me humne kai leading global brands ka bharosa banaya.”
2. But Then, We Slowed Down
“Lekin ek waqt aaya jab hum ruk gaye. Jab duniya aage badh rahi thi — naye
innovations, naye scale ke saath — tab hum apni purani achievements ko
celebrate karte rahe. Humne apne aap ko shabashi di, lekin aage dekhna
bhool gaye.”
3. The Result? Stagnation
“Aur iska result yeh hua ki hum ek jagah thahar gaye. Jab market tez bhaag
raha ho, toh wahi ruk jana bhi peeche reh jana hota hai.”
4. But the Story Isn’t Over Yet
“Lekin kahani yahi khatam nahi hoti. Yeh koi crisis nahi hai, yeh ek turning
point hai. Agar hum chahein, toh abhi bhi direction badal sakte hain —
lekin urgency ke saath, unity ke saath, aur belief ke saath.”
 Slide 4: Moment of Truth – Soft Facts (Hinglish Script)

1. Marketing team visitations have gone down.

"Marketing team ka ground-level customer visit kam ho gaya hai — jiska
direct impact market understanding pe pad raha hai."
2. Understanding of limitations and strengths is lacking.
"Humein apne hi limitations aur strengths ka clear idea nahi hai — jo
planning aur improvement ke liye zaroori hai."
3. Forced to produce what is booked - Technical team has limited role
in product mix planning.
"Jo order aa jata hai, bas wahi produce karte hain. Technical team ka
product mix decide karne me role bahut limited hai."
4. We have lost good markets and good customers. We can help them if
there is an issue.
"Humein kai achhe markets aur loyal customers kho diye hain. Agar hume
timely issues ka pata chale, toh hum unhe help bhi kar sakte hain."
5. If we are made active part of the MBP, we can suggest our inputs on
the product mix.
"Agar hume MBP — yaani Monthly Business Planning — ka active part
banaya jaye, toh hum apne suggestions de sakte hain product mix ko better
banane ke liye."
6. We are not sure whether we are making under quality or over quality
as we do not have knowledge about the customers.
"Customer expectations ka clarity nahi hai, isliye samajh nahi aata ki hum
under quality bana rahe hain ya over quality."
7. We wish to visit customers for getting their pulse and emerging
trends.
"Hamari iccha hai ki hum direct customers se milke unka pulse samjhein,
aur market ke naye trends ke baare me jaan sakein."
8. Major Change in Planning and Actual.
"Jo plan hota hai aur jo ground pe execute hota hai, usme kaafi gap hai."
9. Alignment to the Production is missing.
"Planning aur Production teams ke beech alignment kaafi missing hai —
sab apne flow me kaam kar rahe hain."
10. Investments should be envisaged through understanding the long
term impact.
"Investment decisions ko long-term impact samajh ke lena chahiye — sirf
short-term soch ke nahi."
11. Raw material should share more information on new fibers and also
on cost optimization possibilities w.r.t. raw material prices.
"Raw material team ko naye fibers aur unki cost optimization options baaki
teams ke saath proactively share karne chahiye."
12. There should be strong monitoring and accountability of committed
payback periods for the investment decisions.
"Jo investments kiye jaate hain, unka payback period fix hona chahiye —
aur uski proper monitoring aur accountability bhi honi chahiye."
13. Businesses are working in Silos – We should make use of the good
synergies.
"Abhi departments alag-alag silos me kaam kar rahe hain. Humein apne
synergies ka poora use karna chahiye taaki combined growth ho."

Slide 5: Choosing Change – The Mindset That Moves Us

There Are Two Kinds of Change –

1. Choosing to Change

"Jab hum khud se change choose karte hain, toh uska impact positive hota
hai."
• Comfort → Challenge
"Hum apne comfort zone se nikal kar challenge lena seekhte hain."
 • Predictable → Possibility
"Jo predictable tha, usse nikal kar naye possibilities explore karte
hain."
• Known → Growth
"Jo hume already pata hai, usse aage badhkar naye learnings se grow
karte hain."
• Outcome: Certainty, fulfillment, purpose
"Aur iska result hota hai — clarity, job satisfaction aur ek strong sense
of purpose."

2. Being Forced to Change

"Lekin jab change hum pe thopa jata hai, bina taiyari ke — toh situation
alag hoti hai."
• Status Quo → Disruption
"Jo normal chal raha tha, wo disrupt ho jata hai."
• Control → Uncertainty
"Jo control me tha, ab wo uncertainty me badal jata hai."
• Resistance → Stress
"Aur fir log resistance dikhate hain, jisse stress badhta hai."
• Outcome: Confusion, anxiety, stagnation
"Aur iska result hota hai — confusion, tension, aur growth ka ruk
jaana."

Conclusion Line:
"Toh humein decide karna hai — hum change ko khud se choose karenge,
ya fir uska pressure feel karenge. Choice humare haath me hai."
 Slide 6: Choosing Change – The Mindset That Moves Us (The 3 Rs of
Change)
"Agar hume RSWM 2.0 ko reality banana hai, toh hume change ko sirf accept nahi —
usse actively embrace karna padega. Aur is mindset ko hum summarize kar sakte hain
in 3 R’s ke through —"

1. Rough – Because growth begins where comfort ends

"Sabse pehla R hai Rough. Kyunki asli growth wahi se start hoti hai jahan comfort zone
khatam hota hai. Jab hum thoda uncomfortable feel karte hain, tabhi naye learnings aur
naye skills develop hote hain."

2. Real – Because transformation demands honesty and action

"Doosra R hai Real. Transformation sirf fancy words se nahi hota — uske liye sachai se
apni problems ko dekhna aur action lena padta hai. Hume apne systems, apni soch aur
apne habits me real change lana padega."

3. Rewarding – Because every step forward leads to progress, recognition and pride

"Aur teesra R hai Rewarding. Har ek chhoti progress bhi recognition laati hai, aur usse
hume pride feel hota hai. Jab hum aage badhte hain, toh result sirf numbers nahi —
motivation aur team spirit bhi hoti hai."

Closing Line:
"Toh ye 3 Rs — Rough, Real aur Rewarding — yehi mindset hai jo hume move karega
towards transformation. Ab choice humare haath me hai."

Slide 7: Behold, RSWM 2.0

WHY

"Sabse pehle baat karte hain why ki — kyun zarurat padi RSWM 2.0 ki?
Hum thoda complacent ho gaye the. Jab dusre log naye mauke le rahe the, innovate kar
rahe the — hum wahi purani jagah pe ruke rahe.
Aur uska result yeh hua ki hum rankings me peeche chhoot gaye.
Ab waqt aa gaya hai ki hum is baat ko accept karein, own karein — aur milke isse upar
uthhein."

WHAT

"Toh ab what hai RSWM 2.0?

Yeh sirf ek naya plan nahi — yeh ek poora mindset shift hai har individual ke liye jo
RSWM me kaam karta hai.
Purana playbook ab kaam nahi karega.
Naye playbook me honge —
Speed,
Ownership,
Adaptability,
aur Collective Ambition."

HOW

"Ab sawal aata hai — kaise?

Yeh badlav har level pe aayega — chahe wo production line ho ya boardroom.
Har department, har role, har employee — sab ko naye tareeke se define kiya jayega,
future-ready banaya jayega."

Slide 8: What It Should Look Like

Choose to be a Leader — not just a Boss

"Ab waqt aa gaya hai ki hum Boss mindset ko chhodkar Leader mindset adopt karein.
Boss sochta hai: “Yeh mera role hai, mera domain, meri authority, mera control.”
Lekin Leader kehta hai:
“Main accountable hoon.”
“Main team ko enable karta hoon.”
“Main ek facilitator hoon jo sabko grow karne ka mauka deta hai.”

Choose to reward COMPETENCE — not CONVENIENCE

"Humein recognize karna chahiye un logon ko jo actual merit aur leadership potential
dikhate hain.
Na ki unhe jo sirf ‘mera jana-pehchana’, ‘mera rishtedaar’, ‘mera follower’ ya ‘mera
associate’ hai.
Yani:
 Proven fitment aur talent ko reward karo,
Convenience ko nahi."

What it should look like?

A fresh ownership mindset across all levels

"Har level pe — chahe wo plant floor ho ya boardroom — ek nayi soch honi chahiye.
Sabko yeh feel hona chahiye ki ‘main is organization ka zimmedaar hissa hoon.’"

Bold initiatives with unified goals

"Humein bold aur clear direction lena hoga — sabke shared goals hone chahiye.
Humara aim hai ki hum India ki Top 3 textile companies me aayein — aur yeh tabhi
possible hai jab hum sab milke kaam karein."

Renewed focus on technology, sustainability, speed and scale

"Focus hona chahiye technology adoption, sustainability, speed, aur scale pe.
Yeh pillars honge hamari long-term success ke."

Breaking down silos and working in true collaboration

"Departments ke beech walls ko todna hoga.

Ab yeh attitude nahi chalega ki ‘ya toh mera tareeka, ya kuch bhi nahi.’
Ab sabko milke, ek dusre ke strengths ka use karke kaam karna hoga."

Closing Line:
"Yahi hai RSWM 2.0 ka real look — jahaan har employee leader hai, har success team ki
hai, aur har step ek vision ke liye uthaya gaya hai."

Slide 9: Becoming the Changemakers

• Har insaan change laane ka driver hai.
• Chahe aap machines pe kaam karte ho, marketing, planning ya procurement
mein — aap sirf system ka hissa nahi ho, aap hi system ho.
• Ab soch badalne ka time hai: "Yeh mera kaam nahi hai" se "Main kaise help
kar sakta hoon?"
• Akela kaam karne se lekar teams ke saath milke kaam karna
• Dusron pe depend hone se khud zimmedaari lena
• Alag-alag kaam na karo, trust banao, results ki zimmedaari lo — pura
ownership aur ek dusre ki respect ke saath.
• Aap hi ho jo change laa sakte ho.
 • Yeh kisi ke instructions ka wait karne ka nahi hai — yeh khud se initiative lene,
problems solve karne, aur company ko — aur khud ko — aage badhaane ka
time hai.

Slide 10: How To Lead in RSWM 2.0

Badlaav tay hai. Par badlaav ko chunna ek decision hai.
RSWM 2.0 me safal hone ke liye, har vyakti ko — sirf designation se nahi, balki apne
soch se — leader banna padega.

Har kisi ke liye 6 Leadership Mindsets:

• Leader as a Learner – Hamesha curious raho, humble raho, aur naye ideas ke liye
open raho

• Leader as a Lifter – Dusron ko support karo aur unhe upar uthao

• Leader as a Developer – Sirf output pe nahi, logon ki growth pe bhi time invest
karo

• Leader as a CHRO – Apni team ke raste ke rukawat ko hatao

• Leader as a Communicator – Saaf bolo, dhyan se suno

• Leader as an Owner – Har problem aur progress ki poori zimmedaari lo

RSWM 2.0 tabhi kaam karega jab hum apni soch badlenge.
Aur soch badalna ek choice hai — jo aap se shuru hoti hai.

Slide 11: What Will RSWM 2.0 Feel Like?

“Badlaav tabhi asli lagta hai jab log use mehsoos karte hain - sirf sunte nahi.”
Yeh ek jhalak hai us future ki jo aapke saamne hai:

Har Koi Leader Hai Pehle Se Hi

Har kisi ko leader ki tarah behave karna hoga. Aur har leader utna hi approachable hoga
jitna ki aapka ek colleague floor par.

Performance Jo Celebrate Ki Jaayegi

Achha kaam kabhi anjaana nahi rahega. Recognition hamesha frequent, fair aur
fulfilling hogi.
Hamesha Clear Communication
Chahe screen par ho ya saamne baat ho rahi ho – har kisi ko pata hoga company mein
kya ho raha hai – aur kyun ho raha hai.

Tech-Smart, Tech-Shy Nahi

Technology aapki madadgaar banegi – dushman nahi. Machines se lekar meetings tak,
digital literacy growth ka naya base banegi.

Slide 12: This Will Be Tough. And That’s the Point.

“Agar yeh aapko challenge nahi karega, toh yeh aapko badlega bhi nahi.”

RSWM 2.0 Kya Nahi Hoga

Aaramdayak Nahi Hoga
Hum apne comfort zones se bahar nikal rahe hain – kyunki aaram se kabhi empire nahi
bante.

Asaan Nahi Hoga

Yeh journey zyada maangegi – zyada himmat, zyada zimmedaari, aur zyada action.

Choice Nahi Hogi

Is baar aap side mein nahi reh sakte. Change aap par nahi ho raha – yeh aapke through
ho raha hai.

Aapko Kya Lekar Aana Hoga

Shikayat ke bajaye Himmat
Instructions ke bajaye Initiative
Chup rehne ke bajaye Solutions

Agar aapko ghabrahat ho rahi hai, discomfort mehsoos ho raha hai, ya unsure feel kar
rahe ho – toh acchi baat hai.
Iska matlab hai aap grow kar rahe ho.

Yeh Hai Transformation Ki Keemat

Agar hum chahte hain ki RSWM apni success mein pehchaan se pare ho jaye –
Toh humein apni aadaton mein bhi pehchaan se pare banna padega.

Slide 13: What Success Looks Like in RSWM 2.0

Business Success
 • India ki textile industry mein Top 3 mein hona

• Naye clients aur global brands ke liye ek magnet banna

• Industry leaders aur awards se recognition milna

• Tech ke saath tezi se aur smart tareeke se grow karne wali company banna

Individual Success

• Har employee digitally fluent ho aur future-ready ho

• Rewards sabke liye – real, fair aur performance-linked

• Leader banna aur leaders tak access hona – enabled bhi aur empowered bhi

• Ek nayi energy ka flow jo ek se sab tak transformation laata hai

Cultural Success

• Aisi soch jahan ownership > blind obedience ho

• Aisa mahaul jahan transparency default ho

• Teams jo ek doosre ke saath kaam karti hain – sirf paas nahi, saath mein

• Feedback dena bhi safe ho aur lena bhi expected ho