Dabbawala

The Economist is impressed by the success of the Dabbawala (also see Wikipedia article) in The cult of the dabbawala as a new management trend.

As usual, the capitalist press fails to realise that the free association of independent worker-owners is greatly superior to an organisation divided between owners and workers.

AS THE warrior king who defeated the Mughals and founded the Maratha empire of Western India in the 17th century, Shivaji Bhosle is remembered as a tactical genius as well as a benevolent ruler. The direct descendants of his Malva-caste soldiers are also developing a reputation for organisational excellence. Using an elaborate system of colour-coded boxes to convey over 170,000 meals to their destinations each day, the 5,000-strong dabbawala collective has built up an extraordinary reputation for the speed and accuracy of its deliveries. Word of their legendary efficiency and almost flawless logistics is now spreading through the rarefied world of management consulting. Impressed by the dabbawalas’ “six-sigma” certified error rate—reportedly on the order of one mistake per 6m deliveries—management gurus and bosses are queuing up to find out how they do it.

Emphasis Mine

The capitalists are impressed by the Dabbawala's efficiency and want to study it. They will be blind to the key features of the success:

• Decentralised management
• Four (4) levels of organisation: (Ramasastry:2004A, p.4)
1. Workers
2. Team Leaders
3. Group Leaders
4. Central Committee
• Equal pay for all workers

References:

Ramasastry, C.S. (2004A), DABBAWALLAHS OF MUMBAI (A), Publication #904D11, Ivey Management Services, Ontario, Canada (Not available online)

Ramasastry, C.S. (2004B), DABBAWALLAHS OF MUMBAI (B), Publication #904D13, Ivey Management Services, Ontario, Canada (Not available online)