The Model of Trust and Freedom - A Baan Legacy

One of the best things that happened to me in my life was knowing Mr. Jan Baan and working for him. I completed my engineering course and directly joined Baan Info Systems as a fresher. I had no understanding of the real world then. I was full of spirit and passion but was equally rigid, with a black and white view of things. There was so much for me to learn and Baan turned out to be my second school and the finest school at that.

The Baan School ran on Mr. Jan Baan’s principles and he taught us some of the best lessons.  The team in India loved and adored him.  He would visit us frequently, and talk with us, motivate us and give us guidance. “Don’t ask for permission, you can ask for forgiveness instead” - he would say. Simple words, but they were powerful and they set the crucial working culture, a culture that facilitated innovations in Baan and later in Cordys too. It liberated us, particularly in the Indian context, where we don’t often challenge our elder’s opinions openly and where, after college, we start treating managers like professors. Those words, “…you can ask for forgiveness instead”, gave us the necessary courage to take risks and to try new things at work.

Jan Baan interacting with students

In Baan and in Cordys, we followed some of the best leadership principles. The management team in India which was lead by Mr. Ramanathan, believed in recruiting and training fresh and young people and in giving them challenging tasks to prove themselves. Employees were encouraged to take initiatives. There were always opportunities for everyone in some area or other.  By means of grooming, challenging and mentoring, a top-notch engineering force, that excelled in product and solution development, was built from the ground up in both these companies. This approach benefited hundreds of engineers in India. To be trained by experts on the latest technologies and business solutions, in an accountable and friendly environment and later to be entrusted with big responsibilities, will certainly fire and motivate any individual and push them to strive for their best. It was the best way to inculcate passion, ownership and loyalty  in every employee.

During my years in Cordys, I had the good fortune to have Mr. Jan Baan as my mentor. The trust and respect he showed motivated me to execute several initiatives in a fruitful manner. I learnt many valuable lessons from him. During my moments of success, he would call me to congratulate; during the moments of despair he would call to encourage, help to get the right perspective and bring me back on board. When there were disagreements in the management team, he would always advice us to 'give more than to receive'. It was from him that I learnt to focus on the positives of people and work with it rather than obsessing with their negatives. While teaching me how to be flexible he also taught that it is OK to be 'black & white' when it comes to one's core principles.

Jan Baan inaugurating the Cordys Process Factory R&D center in Coimbatore

If the success of an entrepreneur is measured by the happiness and eagerness with which his employees work for him, then Jan Baan can be called a very successful person. He not only touched the hearts of the Indian team but there is an equal number of excellent dutch colleagues and people from around the globe who cherish their association with him and are ever willing to work with him again when there is a right opportunity.  

Many of my colleagues who started as freshers are now good leaders in other companies, or managing their own companies, trusting and mentoring teams and creating beautiful things. The same "Baan Culture" is carried forward in Vanenburg Software too. I believe that the legacy which Mr. Jan Baan would be leaving for us in India, is a model of trust and freedom, where young minds are nurtured and are provided with a fearless environment for innovation, so they can continuously grow and contribute.