The Economist is running a short piece on The cult of the dabbawala. The dabbawala are the meal delivery people in India. As Wikipedia explains:
The word "Dabbawala" in Hindi when literally translated, means "one who carries a box". "Dabba" means a box (usually a cylindrical tin or aluminium container), while "wala" is a suffix, denoting a doer of the preceding word[1]. The closest meaning of the Dabbawala in English would be the "lunch box delivery man". Though this profession seems to be simple, it is actually a highly specialized service in Mumbai which is over a century old and has become integral to the cultural life of this city.
The concept of the dabbawala originated when India was under British rule. Many British people who came to the colony didn't like the local food, so a service was set up to bring lunch to these people in their workplace straight from their home. Nowadays, Indian business men are the main customers for the dabbawalas, and the services provided are cooking as well as delivery.
Why this interest by the Economist? Apparently this system has a 99.9999% error-free rate. So management gurus are looking at how they can be so successful:
Harvard Business School has produced a case study of the dabbawalas, urging its students to learn from the organisation, which relies entirely on human endeavour and employs no technology. For Paul Goodman, a professor of organisational psychology at Carnegie Mellon University who has made a documentary on the dabbawalas, this is one of the critical aspects of their appeal to Western management thinkers. “Most of our modern business education is about analytic models, technology and efficient business practices,” he says. The dabbawalas, by contrast, focus more on “human and social ingenuity”, he says.
Human and social ingenuity! What a concept! What an intangible!
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