16th issue for web site

October 16-31, 2015 / `50Volume 1, Issue No. 16 Pages 68 / www.corporatecitizen.in

Dynamic Duo 16

TerrificTake-Off

Dr. GVKrishna ReddyAnd Indira Reddy

An in-depth Interview with the Big Boss of HR,P DWARKANATH

DEBATE

Leading Educationists debate on ‘Study in India’CORPORATE HISTORY

Growing upwith BATALOVED ANDMARRIED TOO

Nandita Mathur and Tanuj Tandon on their rock solid friendship

Do you want to experience a Corporate Life while doingyour PGDM(MBA) in the Best B-Schools in Pune ?

ADMISSION OPEN FOR AICTE APPROVED TWO YEAR FULL TIME 'JOB ORIENTED' PGDM PROGRAMMES( EQUIVALENT TO MBA DEGREE ) OFFERED BY BIMM, BITM, BIIB & BIMHRD FOR THE BATCH OF 2016-18

1) ELIGIBILITY CRITERIA : Any graduate with minimum of 50% marks (45% for SC /

ST). Those in the final year of graduation and confident of getting 50% and abovecan also apply.

2) ENTRANCE EXAM : We accept CAT/MAT/XAT/CMAT Scores. Final selections will

be based on the performance of the students in the selection process. In casethe entrance examination results are not available when we visit different cities forthe admission process aspirants can still attend the selection process and submitthe entrance exam score card subsequently. However registration by theapplicant is mandatory.

3) SELECTION CENTRES FOR COMMON ADMISSION PROCESS FOR BIMM / BITM /BIIB / BIMHRD : Will be held in Ahmedabad, Amritsar, Bangalore, Belgaum, Bhopal,Bhubaneshwar, Chandigarh, Chennai, Coimbatore, Dehradun, Delhi, Goa,Guwahati, Gwalior, Hyderabad, Indore, Jabalpur, Jaipur, Jammu, Kochi, Kolkata,Kota, Lucknow, Mumbai, Nagpur, Patna, Pune, Raipur, Ranchi, Trivandrum,Varanasi, Vijayawada during February / March / April, 2016.

4) MERIT LIST : We give only 30% weightage to entrance exam and 70% weightage toGD/ PURolePlay/ Extempore / Essay writing / Work experience.

5) ADMIT CARD : Once issued for any centre can be used for all centres.

BIMMBALAJI INSTITUTE OF

MODERN MANAGEMENT

BITMBALAJI INSTITUTE OF

TELECOM MANAGEMENT

BIIBBALAJI INSTITUTE OF

INTERNATIONAL BUSINESS

BIMHRDBALAJI INSTITUTE OF MANAGEMENT & HRD

S.No.55/2-7, Tathawade, Off Mumbai Bangalore Bypass, Pune 411 033.Tel. : 020-66741235/36, 30631235/36, Telefax : 66741234 Mobile : 09673338787

Email : [email protected] Website : www.balajisociety.org

HOW TO APPLY : For online submission of application and

payment facility, visit our website. Applications may also

be downloaded from our website and submitted along with

a Bank Draft for Rs.1000/- Our prospectus is also online.

Sri Balaji Society has signed an MOU with SAP India Pvt Ltd for a 200 Hours Online training on 6 modules of SAP such as SD, MM, HR, FI, CO and ABAP which can be completed simultaneously during the PGDM course.

cover inner

2 / Corporate Citizen / October 16-31, 2015

BLOWING MY OWN TRUMPET

Twenty-eight years of very tough army life… how does one describe it? Th e Initial years were spent on the borders where firing of small arms was a routine matter. In these

remote areas, small skirmishes, a few deaths here and there on both sides of the border were also common. Moreover, it was extreme cold; no electricity; no water bottles; no newspapers; no television and no entertainment. Varied people from diff erent states lived in harmony together; differences hardly cropped up. Luxury for us meant mutton and rum for three days in a week with four packets of Charminar cigarettes. Entertainment for us meant playing volleyball and basketball on the hills. Above all, our offi cers were magnanimous – they would play along with us, train shoulder to shoulder, joke around and were very caring towards everyone.

Each one of us was leading a tough life. But, we were extremely happy and were always in an exciting mood. Th is is because the leadership in the army is such. Maybe, it is so, in other armies all over the world.

Army is not a service sector, nor is it a place for a normal career. Here, martyrdom is the goal. Th e country comes fi rst. Th e safety and security of the people of the country is foremost, but not the family. Th at always takes a back seat. Th e uniform converts a person into a soldier and he metamorphoses into an altogether diff erent character, attitude, knowledge and skills. Lakhs of such soldiers are deployed at all places deemed as problematic. Which means, anything can happen anytime. And the soldier is ready to face the consequences, not bothering about his own safety or life. In fact, he is always looking forward to it. ‘How does this transformation of a civilian with so many desires and ambitions get into the world of voluntary mode of ‘my country’ rather than ‘my family’?’ Th e army culture is responsible for that.

It is the offi cers who design and regulate the mind-set and the disciplined behaviour of the soldiers. Th ey are tough like a father. Th ey stand

October 16-31, 2015 / Corporate Citizen / 3

Problems are Opportunities

CASESTUDY15

Army is not a service sector, nor is it a place for normal career. Here, Martyrdom is the goal. Th e country comes fi rst. Th e safety and security of the people of the country is foremost, but not the family. Th e uniform converts a person into a soldier and he metamorphoses into an altogether diff erent character, attitude, knowledge and skills.

with you when you are in trouble like a good friend. Th ey guide you like a responsible teacher. Th ey fi ght for you like your own brother. Army offi cers are an epitome of Genuineness.

Let me highlight one experience to illustrate the kind of concern an offi cer has for his soldiers.

It was in the late 1960s. I was posted at Leh in Ladakh. Th ose posted there are allowed to combine their leave for two years. Th is means, one can take four months of leave at a time. Normally, a posting to this place is meant for only two years because of insuffi ciency of oxygen in the High Altitude area which is highly hazardous, medically. Anyone posted there gets High Altitude allowance of Rs. 70 per month. Th at’s Rs. 70 over and above your normal salary of Rs. 240 per month. Th erefore, I wrote an application with a request to continue to serve there for another two years which is not normally accepted, but it was, in my case. So, I collected and saved all the money for the marriage and took a four-month leave.

Typically, the army personnel carry a black box, made of metal. I put all my money in it and a lot of items which I had bought from the CSD canteen and went to the military airport at Leh. Roads there are closed for four months due to winter season. And when I talk of aircraft , one should not imagine any of the aircraft of these days. Th at used to be a big aircraft which brought supplies. Aft er supplies were offl oaded, the space which was available would be occupied by some men taken on board. It had no seating arrangement and even getting to fl y in it was very diffi cult as there used to be a very long waiting list.

So, I reached the airport and was waiting as there was no fi xed time for the supplies aircraft to come. To fi ght the extreme cold (it was snowing too), I decided to have a cup of tea in the adjacent military hut which had a small tea-stall. I had my tea and when I returned I was shocked to see that my strong, big box was missing. Mind you, it was an exclusive airport only for military people and yet it was stolen. I didn’t know what to do. All the money was lost. My marriage plans were shattered. How do I go to my home now? I walked back to my unit (37 Coorg Medium Regiment). I went to the hut, cried, and had three pegs of rum.

At around 9 p.m., Capt. K J S Dhanjal came to my hut. He saw me, hugged me and told me that these things do happen; and not to worry too much. He asked me not to cancel my leave and handed over a blank cheque to me. Th en he said, “Go to Delhi and you can draw as much money you want from the bank.’’ Th at is a sterling example of military leadership. Next day, he took me to the airport and ensured that I was on that supplies plane. On reaching Delhi, I did go to the Karol Bagh branch of his bank and withdrew Rs. 7000 from his account (that was the total amount he had in his account). Th at much was the amount of an Army offi cer’s salary in those days. In order to repay, I started borrowing money at an interest of 10%. It took me 10 years to clear my debt.

Time changed. I was now a triple post-graduate and my professor M.S. Pillai (later the founder director of SCMHRD and later on Sadhana Learning Centre) wanted me to join SIBM. By that time, I had completed 27 years and

BLOWING MY OWN TRUMPET

6 months in the Army and a promotion was on the cards which would have led me to serve for another fi ve years. I was serving in the Artillery Centre, Nashik Road Camp. I applied for an early retirement but it was not granted because of the shortage in my cadre at that time and also because my wife and children had submitted a petition to the Commandant not to grant me the pension as they felt that my decision to join education was not a worthy one compared to the promotion in the Army! I was not aware of this petition. Ordinarily, whenever such a petition is received from the family members by the higher authorities, it is very carefully considered by them as Army gives importance to the family system. But I was keen to take up this off er. I had therefore no choice but to approach Maj Gen Y K Yadav who was then Assistant Adjutant General in the Army Headquarters. On reading my inland letter, he called me up and told me “You will prove to be a best professor. Don’t worry, I am coming there for an inspection and I will take up your matter personally.’’ He did visit the Artillery Centre, took up my case and got my retirement order, by hand.

Why did he say that I will prove to be a good professor? In order to drive home the point, I need to shed off my modesty a bit: I was known to be a very hardworking and result-bound performer. I was always multi-skilling and time was never an issue. I believed in relaxing only aft er completing my tasks, no matter how long it took to complete them. Th us, Army offi cers always liked to have me on their staff , as their personal assistant, or in any other such capacity. Th at gave me a lot of insight into the work and life of the offi cers, their families and their leadership styles—how do they motivate lakhs of troops, to the extent that a soldier is inspired to fi ght for the cause of the country, goes beyond all motivational theories taught at renowned management institutes. Th is space would not be suffi cient for me to narrate the many such exercises of motivational leadership.

It is pertinent though to mention here that the Army is the most democratic organisation where everyone across ranks can have their say freely, frankly, bluntly and yet decently within the framework of custom and tradition—which is of supreme value in the Armed Forces.

I would like to narrate another incident which portrays the high-quality and magnanimous military leadership we have.

When I was posted at the Artillery Centre, Hyderabad, as per the military procedure, the educational qualifi cation needs to be notifi ed and put in the dossier. For that purpose, I had to attest my post-degree certifi cate, for which I had to approach my superior offi cer in the training branch of Artillery Centre. R. S. Alwar was the Training Major (an offi cer in-charge of training) of the entire centre where 5000 recruits were


being trained at that point of time. Colonel R. K. Nanda was the Commandant.

Perhaps Major Alwar had informed the Commandant that one of the Junior Commissioned Offi cers (JCO) had become a post graduate. So I was called by him.

Entering the Commandant’s offi ce meant a lot to me as it was very diffi cult to get an audience with him, and I was trembling from within. He, however, made me feel very comfortable and shared his thoughts. He said he wanted to write a novel and I should take dictation and submit the draft to him. I politely declined. I explained that I did not know shorthand and therefore I wouldn’t be effi cient in this assignment. He said, “It’s okay,” and then added, “Did you give a similar reason to General P.P Kumaramangalam, DSO (Distinguished Service Order) when you were in Artillery Centre, Hyderabad?” I nodded. He then prodded, “What was it about? Tell me.”

The story went thus: Since the Personal Assistant (PA) of Col Tapan Kumar Bose, the then Commandant of Artillery Centre Hyderabad, was on leave, I was made to man his offi ce for a few days (this being a ‘selection’ post, only the best are sent there). General P P Kumaramangalam (retd) who was then Chairman of the All India Sports Council had come to the Artillery Centre and was staying in the Offi cers’ Mess. Th e General wanted someone to take dictation. He was the former Chief of Army Staff , who had led the 1965 Indo-Pak Operations. His brother, Mohan Kumaramangalam was a Union Minister; his father, Subba Rao, was a noted economist and

Governor and his sister, Parvathi Krishnan was a Communist Party leader and an MP. Th eirs was a highly acclaimed family from Tamil Nadu.

As my (bad) luck would have it, the Commandant called me and said, “Go to the General and do whatever he says.” I went with a notebook, as usual. General Kumaramangalam, being the Chief of Army Staff —it was a big honour for me to see him personally, privately in his room. I was very excited. General Kumaramangalam wanted to write a paper on how to improve the state of sports in India including swimming, which was to be submitted to the Prime Minister and he wanted me to take down the dictation. I told him that I didn’t know shorthand. Th en he asked me what kind of PA I was? I told him, carefully minding my words, as I could not give just any excuse to a General, “Sir, he is on leave. I am temporarily assigned for his job but I can take notes in long hand.”

General P. P. Kumaramangalam went on dictating very slowly. I completed the dictation. Th en I politely asked, “Can I say something to you, Sir?”

He said “Yes.”I said, “Sir, your proposal about Swimming

is diffi cult to implement. Th ere are better ways of promoting swimming.”

What I admired about him is that he did not snub me but instead asked me with a smile, “Why do you say so? “Th is is the kind of leadership which is prevalent in the Army. It is not dictatorial, as generally presumed by the public.

I replied, “I feel there are other ways to

It is pertinent though to mention here that the Army is the most democratic organisation where everyone across ranks can have their say freely, frankly, bluntly and yet decently within the framework of custom and tradition—which is of supreme value in the Armed Forces.

go on till late in the night. My only regret is that I wasn’t able to give my family suffi cient time during that period. But I realized that challenges are opportunities.

General Chadha once thought of connecting with all the retired personnel. We both created the concept of ‘Gunner Friends’. We jointly authored an article on this subject which was published with his byline in the Artillery Journal. He received an honorarium of Rs.1,000 which he gave me as a gift . I particularly mention this as an example of the Army’s value for ‘recognition’.

Aft er Gen. Chadha left , Major General, M.S Chhahal took his place and I became a tutor to him too. Subsequently, when he left , General Y K Yadav (who had relieved me from the Army) replaced him and I taught him too. In this process, I perfected my knowledge. I used to relate military principles while teaching management principles as the former is the mother of all management principles today.

Th us, a Subedar successfully taught not one, but many Generals. That, they did not mind learning from a very junior-level subordinate is the lesson that I would like to convey to the readers. Being a pukka fauji, I didn’t even tell my wife that I was tutoring them. Th e Generals had so much respect for my knowledge that they asked me for my opinion about everything. Th us, it is not the position, but the knowledge that you have, that matters.

Th is entire tenure at the Southern Command demanded much of my time since I had to work overtime to help the Generals with their studies, but I did it happily because of my loyalty and integrity to the Army that I was serving. I enjoyed every bit of it, despite the over-stretched hours. However, it took a heavy toll on my family life and health. But, that is another story…

DR (COL.) A. BALASUBRAMANIAN

editor-in-chief

Th us, a Subedar successfully taught not one, but many Generals. Th at, they did not mind learning from a very junior-level subordinate is the lesson that I would to convey to the readers. Th e Generals had so much respect for my knowledge that they asked me for my opinion about everything. Th us, it is not the position, but the knowledge that you have, that matters.

improve state of swimming as a sport in the country. Every village has a pond (talab). Th e competition should start at the school level in such talabs. Sir, your suggestion that every district should have a swimming pool and training made available to promising swimmers there, won’t work. Why don’t we train them in these natural waters in the villages, select a team and hold a district-level competition. Th is should be followed by a state-level competition. You can also suggest that swimming should be made a compulsory part of education. Th e district offi cer should be made in charge of this talent hunt. Also, every state has a sports association which is funded by the government, so additional funds would not be required.”

He listened to me intently and I can say with pride that he was impressed with my suggestions, as he incorporated them in his recommendations. Not only that, he mentioned in his forwarding letter that such unconventional methods should be experimented with.

Since General Kumaramangalam was also the Colonel Commandant (a position aft er he retired as the Chief of Army Staff ), he must have discussed it with others and it became a bit of gossip; so obviously the Commandant, Colonel Nanda knew about it and hence asked me to narrate what had transpired in Kumaramangalam’s offi ce. Th e very fact that the Commandant called me and had a 15-minute chat with me, made me a hero amongst the staff there.

The position of the Commandant of the Artillery Centre got upgraded to that of a Brigadier and Brigadier Nirmal Sondhi took over as the next Commandant of the Centre. In his briefi ng, Colonel Nanda had told Brig Sondhi that there is an excellent post-graduate soldier serving in our centre.

Brig Sondhi excitedly called me to his offi cial bungalow which is called the Flag House. He treated me to a good lunch and told me he wanted to pursue MA and therefore had taken admission in Punjabi University, Patiala for a Distance Learning Programme. And, this being a distance learning one, he was required to submit a lot of assignments. So the responsibility of helping him in the assignments fell on my shoulders. Brig Sondhi inspired others and soon, his Deputy Commandant, Col G. S. Bajaj also joined the Distance Learning Programme. My responsibility was to assist both of them, which I had to do, over and above my routine responsibilities. Periodically, all three of us used to meet and discuss each topic in which I played the role of a tutor. Th is exercise gave me a great opportunity to go through the subjects thoroughly. Perhaps that is why I have a slogan for all my students, “Problems are opportunities!”

In the meantime, I completed my tenure

there and I was posted at the Headquarters, Southern Command for a four-year duration. I decided to pursue a Post-Graduate Diploma in Business Management (PDBM) at IMDR. It was out and out an offi cers’ batch, to be held during the evening hours. I met the Director, Dr. P. C. Shejwalkar. He told me that admissions were based on an entrance exam and if I scored good marks, he may make an exception to admit me. However, I topped the entrance exam.

As per the tradition of IMDR in those days, the one who tops the entrance exam becomes the class leader. Now look at my situation: To my bad luck or good luck, Major General M.S Chadha, who was the Major General Artillery and my boss at the Southern Command, had also applied for that entrance exam and got selected. In a batch of 60 students, I was the only one who was not an offi cer.

So I wanted to go to Dr. Shejwalkar and say, “Sir, thank you very much! I am not joining this course.” How can I?

Before that, I went to the offi ce to ask for the refund of my fees. Th e admin-in-charge took me to Dr. Shejwalkar who would have none of it. He did not want to let go a bright student so he took me to the class, which was full of offi cers. Major General M.S Chadha was also seated there. It was very awkward for me.

Dr. Shejwalkar introduced me to the class as Subedar Balasubramanian, who has topped the class, and announced that I didn’t want to join the course as a mark of respect to all the Army offi cers who would be classmates, and therefore wanted a refund. Major General Chadha stood up and said, “We all are very happy, and we want to congratulate our class leader.” Later, he told me, “It’s a good thing you joined. I have to keep travelling, and now you can teach me on the days I miss the lectures. You can be my teacher.”

Th us began my new engagement of teaching the General. He rarely attended the lectures. I used to come to the institute pedalling my bicycle from home which was about 15 km and then aft er college, I would cycle straight to the General’s house to help him with the studies. I did not have time to spend with my family as this task would



Contents Volume 1Issue No. 16

October 16-31, 2015www.corporatecitizen.in

Cover storyDynamic Duo 16

32Terrific Take-OffAn in-depth interview with Dr. G.V. Krishna Reddy, Founder Chairman, GVK Power and Infrastructure Ltd, and his wife Indira, Managing Director, Taj GVK Hotels & Resorts Ltd, who have gone through a lot of ups and a few downs in their 54 years of married life and business

09MANAGE MONEYDr Anil Lamba on Net Working Capital and the ‘Credibility Trap’ Net Working Capital and the ‘Credibility Trap’

10WAX ELOQUENTWho said what and why

12COLLYWOODChatpata Chatter from the Corporate World

16TOP POSITIONAn in-depth and insightful interview with P Dwarkanath, Former HR Chief of GlaxoSmithKline Pharmaceuticals and Current Advisor - Group Human Capital of Max India Ltd

22NHRD DELHI CHAPTERA panel discussion by eminent personalities from the corporate world on SMAC (Social, Mobile, Analytics and Cloud)


26DEBATEEducationists debate on ‘Study in India’, an initiative started to make India an attractive destination for the education of students from across the globe

30LOVED & MARRIED TOONandita Mathur and Tanuj Tandon on their rock solid friendship and marriage

38SURVEYWith the BJP Government completing over a year in offi ce, India is upbeat about the Modi Government

42THE TAX MAN COMETHRich, yes, but are you happy?--Column by SK Jha, IRS (retd) and former Chief Commissioner of Income Tax

44CORPORATE HISTORYGrowing up with BATA

46STUDENT OF THE FORTNIGHTA chat with Mansi Sood, potential legal eagle from the NLSIU who stands proud amongst 85 scholars from various fi elds chosen for Oxford University’s class of 2015

48WOMEN ACHIEVERSAn interview with Dr Usha Mohandas, Director Communi-cations and Chief Coach at ‘Dr Ushy’s Wisdom Work’, Bangalore

50STAR CAMPUS PLACEMENT-8Shrunali Ranade, a topper at the SP College, and a COEP alumnus, talks about her fi rst break

52TRAVELMira Gulati, founder and principal designer, Mirari, on her favourite travel spot, Capri

12

22

4830

44

16

46

26


BE ACORPORATE CITIZENHow do you like this issue ofCorporate Citizen - The Cool Side of Business?Send in your views, news, suggestions and contributions to [email protected] We would love to hear from you!

Editor-In-ChiefDr (Col.) A. Balasubramanian

Consulting EditorVinita Deshmukh

Assistant EditorJoe Williams

Senior Business WritersMahalakshmi Hariharan

Rajesh Rao

Senior Sub-EditorNeeraj Varty

WritersDelhi BureauPradeep Mathur

Anuradha Shukla

Bangalore BureauSangeeta Ghosh Dastidar

Pune BureauSuchismita Pai

Kalyani Sardesai

Circulation OfficerJaywant Patil

+91 9923202560

Manager CirculationMansha Viradia+91 9765387072

North : Hemant Gupta+91 9582210930

South : Asaithambi G+91 9941555389

Creative DirectionKiyan Gupta, Th e Purple Stroke

Graphic DesignerAnil Walunj

Cover Story PicVijay Ballari

PhotographersYusuf Khan / Ahmed Sheikh/ Shantanu Relekar

Websitewww.corporatecitizen.in

54PEARLS OF WISDOM‘Nurturing Workplace Relationships’ by Dada J.P. Vaswani

56BOLLYWOOD BIZA look at how prominent Bollywood personalities went out of their way to contribute towards the alarming crisis of farmer suicides in Maharashtra

58MOBILE APPSTh e Best Podcast Apps for your listening pleasure

60HEALTHHealthy eating for a better lifestyle

62CLAPS & SLAPSOur bouquets and brickbats for the fortnight!

63FEATHERLITETweets from the corporate world

66THE LAST WORDBouncing Back by Dr. Ganesh Natarajan, Vice Chairman & CEO at Zensar

50

54

56

58

For Advertising and Marketing queriesEmail: [email protected]

(Corporate Citizen does not accept responsibility for returning unsolicited manuscripts and photographs. All unsolicited material should

be accompanied by self-addressed envelopes and suffi cient postage)Tel. (020) 69000677 / 69000672

MANAGE MONEY

In the previous issue we discussed how to read a Balance SheetBY DR ANIL LAMBA

NET WORKING CAPITALAND THE ‘CREDIBILITY TRAP’

...to be continuedDr Anil Lamba is a corporate trainer of international repute on fi nance

management. He has several hundred large & medium sized corporations, as his clients, across the globe. He is the author of the bestselling book Romancing

the Balance Sheet. He can be contacted at [email protected]

In the previous article we touched upon the complexities of working capital and its optimum use. Let’s now deepen this understanding with a few more examples and ideas.

Take a look at this Balance Sheet.

As you know, the Assets’ side of a Balance Sheet reveals where the resources of the organization have been deployed.

Businesses invest money in the creation of fi xed assets like land, buildings, machinery and equipment, furniture and fi xtures.

Th ey also require a continuous supply of working capital so that, in addition to acquiring fi xed assets, they can:

purchase and maintain an inventory of raw material hold on to suffi cient cash in hand, so that day-to-day expenses,

salaries, overheads and so on can be met aff ord to continue production at great cost to themselves, and then

sell it to customers without demanding to be paid upfront.Working capital requirement is thus the sum total of the money

needed by enterprises to maintain inventory, hold on to a certain minimum cash balance, and also be able to fi nance customers in the sense that when goods are sold on credit, the organization eff ectively assumes the role of fi nancier to the customer, lending goods instead of money.

Current assets, however, represent what is known as Gross Working Capital.

You may also be familiar with the expression Net Working Capital.Net Working Capital is calculated as Gross Working

Capital less Current Liabilities .

In the Balance Sheet we have just looked at, the gross working capital requirement is 20.

But the net working capital requirement is only 10 (CA 20 less CL 10).

How did the gross requirement of working capital of 20 reduce to a net requirement of 10?

As per the formula, when there are current liabilities on a Balance Sheet, it results in a reduction of the working capital requirement.

Th is happens because current liabilities represent the extent to which the organization was able to procure the goods and services it needed without having to pay for them immediately. Th ese would be the goods

and services purchased on credit. Just as debtors (on the Assets’ side) represent the need for working capital, creditors represent the extent to which it was possible to meet the requirement of working capital without having to pay for it.

And net working capital (CA – CL) is the amount of money the organization will have to actually invest to sustain its current assets.

Th is diff erence comes from long-term sources. In the example given above, the total long-term sources are 90, of which 80 were used to acquire fi xed assets and 10 to fi nance the net working capital requirement.

The Credibility TrapAs you have just seen, current liabilities play the role of reducing the working capital required to fi nance current assets.

Out of a total current-assets’ requirement of 20, the organization managed to procure 10 on credit. So it needed an infusion of only 10 from long-term sources.

If however, the organization had enjoyed a higher credibility amongst suppliers and vendors, perhaps it would have been possible to obtain credit to the extent of 15, in which case the net working capital requirement would have dropped further to 5.

And, if the organization was able to command 20 (due to an immensely high standing), the need for working capital would disappear, and the organization would be functioning fully on others’ money.

It follows, therefore, that the greater the credibility that a fi rm enjoys, the lower would be its net working capital requirement.

However, there is a trap in this.As current liabilities keep increasing, the working capital ratio

becomes successively worse.

BALANCE SHEET

Liabilities Assets

Long-Term Sources 90

Current Liabilities 10

100

Fixed Assets 80

Current Assets 20

100

Gross Working Capital = Current Assets

Net Working Capital = Current Assets (-) Current Liabilities



WAX ELOQUENT

Public debate - sign of a dynamic society“In a democracy you must have the ability to question – and the maturity to introspect. Media causes prejudices -- however, it also causes debates, revolutions and introspection. We hope trials and judgements are free from media biases but for society as a whole, it plays a hugely impactful role.”Meghna Gulzar, Film Director, whose film Talvar received accolades at the 2015 Toronto International Film Festival.Courtesy: The Times of India

Change of management

“You change top management for strategic reasons. What you want to talk about are operational issues. Those are part and parcel of any management.”Saurabh Kochhar,CEO, Foodpanda India said of problems when he came on board.Courtesy: Business Standard

Boards with women outperform male-only boards“Our recent research and report shows that women executives can add tremendous value to businesses through better decision making. Having women board members and women leaders makes good business sense in terms of ROI, profi tability and employee morale. Corporate India should take the lead in empowering women in their organisations, induct professional woman directors as Board members and truly respect gender diversity in letter and spirit since it is now undisputed that boards with women outperform male-only boards.” Vidya Rajarao, Partner, Grant Thornton India LLP Courtesy: http://economictimes.indiatimes.com

No need for maker movement“India doesn’t need to have a maker movement; people here know how to make. But it has to be channelled into making new things, things of higher value, things that are important to you that could sell overseas.”Bruce Nussbaum, Professor of Innovation and Design, Parsons The New School of Design, New YorkCourtesy: The Economic Times

Advantage India“India is in a great spot to take advantage of this next generation of technology. In some sense to even leapfrog in the technology infrastructure that is needed for the Indian government to be able to drive the next level of productivity and effi ciency.”Satya Nadella, Chief Executive, Microsoft CorpCourtesy: www.livemint.com

I would like to change lives“Whatever product you sell -- whether it is soap, toothbrush, telephone or a dream -- it should change something. Similarly, through the business I do -- which is fi lmmaking -- I would like to change lives. Just change it a little bit, one moment.”Shah Rukh Khan, Film StarCourtesy: www.livemint.com

INNOVATIVATION, POSITIVITY DR India’s “brain deposit”

“No one thought the brain drain could also be converted into ‘brain gain’. We must reverse the ‘brain drain’ into ‘brain gain’. Th e world has changed its impression about India because of your talent in computers. With your talent, commitment, innovations you are forcing the world to change.” Narendra Modi, Prime Minister of India, said whileappreciating the Indian diaspora in California as India’s “brain deposit”.Courtesy: The Times of India

India’s innovative spirit in its DNA“More than anywhere else, India has the innovative spirit that lies in its DNA. It is doing great things with it. It’s that spirit that drives everyone here. There are more than 3,000 start-ups in India. By many matrices, India is the fastest growing start-ups country in the world. Companies like Flipkart, Hike, Zomato, Snapdeal -- these are all evidence of these happening all around us. They are not just Indian success stories, they are global success stories and they create thousands of jobs.”Sundar Pichai, CEO, GoogleCourtesy:http://www.businesstoday.in


Compiled by Rajesh [email protected]

Reinforce good impression PM is creating

“Th e world view of India is changing positively. Th e Prime Minister is an articulate spokesperson for India but…need to back up PM’s visits with action on the ground which reinforces the good impression he is creating.”Raghuram Rajan, Governor, Reserve Bank of India, acknowledging PM Modi’s initiatives abroad to market India as an attractive investment destination. Courtesy: The Indian Express

Reinvent, rediscover to go beyond“Now what is available to me is available to everyone. That is when the law of nature comes in. The person who wants to go beyond will have to reinvent and rediscover.”Manish Malhotra, Fashion DesignerCourtesy: www.livemint.com

In-built risk in hiring top talent“We understand that some employees will want to move to start-ups, and we support that, because that’s the in-built risk in hiring top talent. We have also supported start-ups started by ex-Accenture employees.”Rekha Menon, Chairman, Accenture IndiaCourtesy: The Economic Times

India’s growth incremental“Th e Economic Survey was, and I stand by it, that because we are a complicated democracy and not in crisis, the appropriate yardstick for measuring performance is whether we are seeing a “persistent, creative and encompassing incrementalism”. Th at’s something we must recognise. Much as we may wish things get done quicker, this is the reality.”Arvind Subramanian, Chief Economic Advisor Courtesy: http://www.thehindu.com/

Bullish about Indian economy“Th e reforms have started, growth has doubled. Th ere is still a long way to go and I am fully aware of that, but the message that I will take back to business leaders around the world is that there is every reason to be bullish about the Indian economy.”Johan Aurik, Managing Partner and Chairman-Global, AT KearneyCourtesy: The Economic Times

Young vs grey-haired VC“Th ese are exciting times. Th ere is huge shift taking place among entrepreneurs. A lot of youngsters are coming up with a lot of cool ideas. Th ey think the VC has to be young to understand them. However, at the end of every mobile act, you have to connect with the real world. Th at’s why a grey-haired VC can be of great help.” Sarath Naru, Managing Partner and Founder, VentureastCourtesy: Financial Express

India engine for world economy “Th e world economy today is too enormous to run on a single engine. It needs other drivers. Interestingly, the country that looks best placed to provide the second engine for the world economy is India.”Kaushik Basu, World Bank’s Washington-based Chief Economist Courtesy:http://www.thehindu.com/

Take a look at what our corporate leaders have to say about recent trends and their experiences in business world IVES INDIA

Regulating in a fast changing world “In a fast changing world of technological disruption, the system has to rethink how it regulates. If it regulates too tightly, it will curb innovation. If it does not regulate, then it could lead to chaos.”Nandan Nilekani, Ex-chairman, Unique Identification Authority of India and Co-Founder, InfosysCourtesy: www.business-standard.com

What needs to move faster in India“I think we just have to reform the bureaucracy. Regulation is just not conducive to the massive kind of investment that needs to be made in the country. And as part of that, you just need to open up transparent markets. On the business side, we have to do a better job of creating broader opportunities for more people in India.”Jeffery Immelt, Chairman and CEO, GE

Courtesy: The Times of India

Art of time management“I have learnt the art of speedy and unnoticed exits from meetings or gatherings. I zero in on the person I need to shake hands with, focus for 10 minutes and then leave to be where I am needed more.”Naina Lal Kidwai, Chairman, HSBC India and Executive Director, HSBC Asia-Pacific BoardCourtesy: www.livemint.com


COLLYWOOD PEOPLEIN THE NEWS

Indra Nooyi, Chairperson and CEO of PepsiCo, and Hindustan Times Group chairperson Shobhana Bhartia were presented with the 2015 Global Leadership Award of the US India Business Council (USIBC), for their commitment to driving a more inclusive global economy and their roles as women leaders. Noting that USIBC plays a critically important role in strengthening the India-US relationship, Nooyi said there are tremendous opportunities ahead to work together in new ways that capitalise on their collective strengths and pave the way to shared prosperity for countries, companies and citizens. Bhartia, also Editorial Director of the Hindustan Times group, said, “As the representative of a media group that realises the importance of looking at both India Shining, and the Other India to get a real picture of what is happening in our country, and as a woman leader in a nation where women are fi nally coming into their own, I am delighted to receive this award.” And she went on to add, “Our two countries, both democracies, have a strong and free media and I see increasing opportunities for collaboration as media and technology companies from India and the US to navigate the evolving digital landscape.”

USIBC global award for Indra, Shobhana Bhartia

Cyrus Poonawalla buys Lincoln House for 750 crorePune-based industrialist Cyrus Poonawalla has bought the iconic Lincoln House in Mumbai for ₹750 crore. Th is is the highest ever real estate deal in the country. Lincoln House, in the Breach Candy area of South Mumbai, used to house the US Consulate. Cyrus Poonawalla is the Chairman of the Pune-based Serum Institute. Founded in 1966, Serum Institute of India is the largest producer of drugs for snake bite. Th e deal comes shortly aft er Industrialist Kumar Mangalam Birla setting a record last week when he paid ₹425 crore for Jatia House in the plush Malabar Hill area. Th e two-acre Grade-III property at Breach Candy has a built-up area of around 50,000 sq ft . It is given to understand, this property, which has been on the block since 2011, was sold at a lower price than what the US Consulate was demanding -- ₹ 850 crore. Last year, the iconic Mehrangir, the house of the father of the nation’s atomic programme,

Homi Bhabha, in the Malabar Hill area, was sold to the Godrej family for ₹372 crore. In another high profi le deal in 2011, the Maheshwari House was sold for ₹ 400 crore. Lincoln House was formerly known as the Wankaner House, a palace belonging to the Wankaner Maharaja, Pratapsinhji Jhala Wankaner. It was leased to the US Consulate in 1957 and was renamed as Lincoln House. In 2011, the Consulate was shift ed to a sprawling new building in the Bandra-Kurla Complex area.


Joshipura to head L&T Corporate CentreHasit Joshipura has been appointed as the head of its Corporate Centre, in the Engineering major Larsen & Toubro, which functions as a nodal unit across all businesses and group companies of the conglomerate, according to sources. Joshipura was the senior vice president of South Asia and managing director of India operations for GlaxoSmithKline Pharmaceuticals until August. “In the rapidly changing business environment, Dr. Joshipura’s diverse experience will add fresh perspective to our various businesses,” said L&T Chairman A M Naik applauding the move. In addition to securing the full benefi ts of the overall strengths of L&T, the Corporate Centre will identify synergies and ensure sharing of best practices. Th is is in line with the company’s strategic plan to re-group competency centres across its various business verticals. Joshipura will be inducted into the company’s Executive Management Committee and will assume responsibility for corporate functions, and will drive formulation and implementation of the company’s strategic plan. Joshipura is a graduate in electrical engineering and alumnus of IIM-Ahmedabad. He completed his doctorate at the School of Management, IIT, Mumbai. He has over 33 years of experience in several leading organisations including Tata Administrative Services, Unilever Group and Johnson & Johnson.

Reliance Jio to partner with Reliance Communications

Pratik Seal quits Housing.com

PICS

: SOL

ARIS

IMAG

ES

Th e Ambani brothers Mukesh and Anil are fi nally coming together to provide 4G services across India. Anil Ambani- led Reliance Communications (RCOM) and Mukesh Ambani’s Reliance Jio Infocomm have signed a pact that will enable the Jio to off er fourth generation (4G) services over the 800 MHz band across 10 circles in India. Th is is Reliance’s re-entry into the telecom business. Its previous venture, Reliance Communications went to younger brother Anil Ambani when the two brothers had a bitter

parting and split business. Th e pact will allow Reliance Jio to access 10 MHz of contiguous 4G bandwidth in 10 circles, while India’s fourth largest mobile carrier RCom too will benefi t as it will gain access to Jio’s 4G network in the 10 circles at virtually zero incremental capex costs, according to sources. Th e central government has allowed sharing of airwaves between telecom companies, a move that would help in more effi cient use of the scarce natural resource while improving quality of calls and data speeds, and possibly lower tariff s.

Housing.com chief marketing offi cer Pratik Seal has resigned from the property listings website less than a year into his tenure. Seal’s exit comes at a time when the Mumbai-based website is restructuring its top management and strategy team to focus more on product innovation and monetisation of its core business. During his stint at Housing, Seal was leading the Look Up marketing campaign, on which the portal spent ₹150 crore of its funding. Seal is now serving a two-month notice period, stepping out in November. Housing.com is already in talks with a clutch of strategic investors for a bigger round of funding, including Chinese

real estate portal SouFun. To ease capital need while talks progress, existing investor Soft bank is set to back the company with at least $30 million

in a ridge round of funding. In August, Housing appointed former Valiant

Entertainment CEO as its chief business offi cer to drive the overall strategy and growth at the real estate portal. Aft er the ouster of its chief executive and founder Rahul Yadav earlier this year, Housing is managed by an executive

committee that controls fi nance and operations. Th e committee

is led by Jonathan Bullock, the Soft Bank executive on the board of Housing.

at a time when the Mumbai-based estructuring its top management y team to focus more on novation and monetisation usiness. During his stint at eal was leading the Look Up campaign, on which the t ₹150 crore of its funding. serving a two-month notice ping out in November. m is already in clutch of

vestors round

hinese

in a ridge round of funding. InHousing appointed forme

Entertainment CEO asbusiness offi cer to drivstrategy and growth atestate portal. Aft er thechief executive and fouYadav earlier this year,is managed by an execu

committee that controls operations. Th e

is led by JoBullock,Soft Banon the bHousing


COLLYWOOD

Asia’s largest vaccine maker, Pune-based Serum Institute will develop a biologic drug to treat all four strains of the dengue virus, and is in the process of applying to the Ministry of Science and Technology for a “fast-track approval” to roll-out the treatment in the country, according to Adar Poonawalla, CEO of Serum Institute. Th e biologic treatment (monoclonal anti-body) once rolled out will be given as an injection to cure dengue, and would cost between ₹ 5,000-10,000 for a single dose. Only one dose will be required. Serum, which has tied up with US-based biotechnology company Visterra to use its technology to develop the monoclonal antibody, hopes to commercialise the treatment within 12-18 months of getting the regulatory approvals. Serum’s biologic drug could become one of the fi rst treatments to roll out; other biggies like Sanofi and

Novartis are also in the race to launch a vaccine. If the trials are successful, Serum could perhaps become the fi rst company to off er a cure for the dreaded infection. Under the terms of the agreement, Serum Institute has an exclusive license to commercialise the treatment for the Indian subcontinent, including India, Pakistan, Bangladesh, Nepal, Bhutan, Maldives, and Sri Lanka.

Shivinder Mohan Singh, billionaire businessman and executive vice-chairman of Fortis Healthcare is stepping down from the hospital chain to take up full-time `sewa’ at the Radha Soami Satsang Beas (RSSB). Th e 40-year-old Shivinder Singh, along with his older brother Malvinder, runs 55 hospitals under the Fortis brand. Th ey also own fi nancial services fi rm Religare Enterprises. Th e brothers sold their stake in Ranbaxy to Japanese drug major Daiichi Sankyo in 2008. Amritsar-based Radha Soami Satsang Beas is a philosophical and spiritual organisation. Shivinder Singh will be re-designated non-executive vice-chairman of Fortis with eff ect from January 1, 2016. Malvinder Singh will remain the company’s executive chairman, while current CEO Bhavdeep Singh will run operations, Fortis said in a statement.

Pune-based Serum Institute to roll out cure for dengue

cutive vice-hospital chain as (RSSB). Th e Malvinder, runs ial services fi rm baxy to Japanese ha Soami Satsang er Singhtis with the eep

Billionaire Shivinder Singhopts for full-time ‘sewa’

IIT Bhubaneswar to introduce dance as BTech subjectIIT Bhubaneswar has introduced Odissi dance as a BTech subject, becoming the fi rst IIT in the country to introduce any dance form in its curriculum, according to director RV Rajakumar. Th e classical dance would be a course of maximum 12 credits during the four year BTech course. Each credit involves fi ve hours of weekly study for a course. In the fi rst year (fi rst two semesters), students can learn Odissi as an extra academic activity of one credit from a range including NSS, NCC, Yoga, badminton, volleyball and cricket. Ten girls have chosen Odissi aft er it was introduced recently. Whichever of these they choose, they have to clear it to earn the BTech degree. In the second and third years, students can opt for Odissi as an elective “breadth course” from among a range of subjects such as Odissi, fi nancial management, international relations and entrepreneurship.


Compiled by Joe [email protected]

Indian ecommerce has added its fi rst billionaires to the Forbes India Rich List, with Flipkart’s founders Sachin Bansal and Binny Bansal making their debut on the list at No. 86 with a net worth of $1.3 billion each. Th e combined wealth of India’s 100 richest remains largely unchanged at $345 billion, as compared to $346 billion in 2014. Th e complete list is available at www.forbes.com/india and www.forbesindia.com, and in the latest issue of Forbes Asia and the upcoming special issue of Forbes India. Mukesh Ambani, with a net worth of $18.9 billion, tops the list for the ninth consecutive year. Ambani’s net worth is down $4.7 billion from the previous year, on the back of lower oil prices that hit his oil and petrochemicals giant Reliance Industries. Sun Pharmaceutical’s Dilip Shanghvi retains his No. 2 spot. His $18 billion net worth remains unchanged from the previous year, despite his company’s

indiff erent performance following its $4 billion acquisition of Ranbaxy Industries. Wipro chairman Azim Premji, who had moved up to No. 3 last year, also retains his spot. Premji’s net worth of $15.9 billion is down by $500 million from the previous year. Th e generous billionaire has pledged 18 percent of his stake in Wipro to his charitable trust, in addition to a 21 percent stake already given. His son Rishad, who oversees the $100 million venture capital fund, Premji Invest, was appointed to Wipro’s board in May this year. As many as ten tycoons have seen their wealth reduce by more that $1 billion over the past year. A notable name among them is that of steel magnate LN Mittal, whose fortune fell by $4.6 billion. His Arcelor Mittal, the world’s largest steelmaker, was hit by imports from China. Mittal has slipped three places to No. 8 on the list.

Flipkart announced the appointment of Sriram Venkataraman as the CFO for its commerce platform and Pramod Jain as Vice President and Head of Taxation. Sriram, as the fi nance lead for the commerce platform (CP), will head all aspects of the fi nance function for CP and will be responsible to drive the CP business to deliver its ambitions,

according to the company release. It said Sriram has over 19 years of experience in Unilever, handling a variety of leadership and operational responsibilities. His last role was Head of Sales Finance in Hindustan Unilever. On the other hand, Pramod Jain in his role as Vice President and Head of Taxation will add his might to create a strong charter for the

taxation team and play a key role in taking the team’s engagement with revenue and government authorities to the next level, Flipkart said. Prior to Flipkart, Pramod has worked with Indus Towers Limited, the world’s largest telecom tower company and a joint venture of Airtel, Vodafone and Idea, as VP Taxation for more than fi ve years.

Infosys wins

1,380 crore contract

Bansals make it to India’s rich list

Sriram V Flipkart’s new CFO

“Infosys has been awarded the contract of Rs 1,380 crore to build and maintain the GST system. Aft er the system is operational, Infosys will operate the system for a period of fi ve years,” said Navin Kumar, chairman, Goods and Services Tax Network (GSTN). Th e government had created a company called GST Network (GSTN) to provide the technology backbone to introduce GST and connect the databases of the states and the centre. Th e information technology (IT) system will allow taxpayers to register themselves using their permanent account numbers and fi le tax returns, as well as process payments online. Th is will also allow collation of data at a central level aft er which it will be transmitted to the state tax departments, thereby preventing tax evasion and widening the tax base to include more traders. Infosys, India’s second largest soft ware services fi rm by sales, started working on building the technology interface of the GST portal where taxpayers can register themselves, make payments and fi le returns, from October 1. It has been asked to complete this process by the end of March 2016.

TOP POSITION

For those who attend conclaves of HR professionals, he needs no introduction. A frequent speaker at most corporate events, P Dwarkanath is probably one of the most respected authorities on

subjects of business leadership and strategic management. Widely hailed as “India’s leading expert on acquisitions and mergers,” he believes that you need to have a “mission in life” if you really want to succeed as a corporate leader.

Currently he is Advisor – Group Human Capital of Max India Ltd, which is a joint venture partner in Max Life Insurance, Max Bupa and Max Healthcare.

Dwarkanath has held management positions in various professional bodies: President of National Human Resources Development Network (NHRDN), President of Delhi Management Association (DMA), Regional President – Northern Region of All India Management Association (AIMA) and the Treasurer of AIMA, to name just a few.

He has won several prestigious awards for his valuable contribution in the fi eld of Human Resources, including the “Pathfi nders Award” by the National Human Resource Development Network; “HR Professional of the year” by Mid-Day in association with DAKS, London, and the “Career Achievement Award” by GSK International, “Life Time Achievement Award” by Asia’s Best Employer Brand Award and “Chairman’s Award” by Max India Group.

At a recent three-day conclave of top corporate leaders and marketing gurus in Pune, he opened his heart to Corporate Citizen and recalled valuable pieces from a long career in several diff erent industries. Excerpts from this candid interview:

What was your first recollection of experiencing great leadership?Most defi nitely it was at home. I’m very fortunate to have great parents. My father is a judge. He has retired now but is still hale and hearty. My mother, a graduate from Madras University, brought me up with a lot of discipline and values, my father taught me that life is nothing but duty. I can never forget an incident when I was preparing for my ten-plus-two final exam in Hyderabad where he was posted as a metropolitan magistrate. It was around 4.30 a.m. as I was studying that I saw him properly dressed and walking away quietly. I asked, ‘where are you going?’ He said, ‘Today is your exam, best of luck. I’ll come in the evening and talk.’ Th ere were lots of cops and vans waiting for him and so he left . In the evening, aft er I fi nished my exam, he came and told me that he had gone to execute a death sentence. Th is kind of duty comes by turn and very rarely. Most of his colleagues were ducking it for one reason or the other. However, he did it and told me, “Son, bear in mind, you have to do your duty in life, come what may. As long as what you are doing is right and your conscience is clear, you should

TOUGH LOVE

BEAR IN MIND, YOU HAVE TO DO YOUR DUTY IN LIFE, COME WHAT MAY. AS LONG AS WHAT YOU ARE

DOING IS RIGHT AND YOUR CONSCIENCE IS CLEAR,

YOU SHOULD NOT WORRY ABOUT ANYTHING ELSE

Th e art of

P. DWARKANATH, former HR chief of GlaxoSmithKline Pharmaceuticals andcurrent Advisor - Group Human Capital of Max India Ltd., a multi business corporatewith Max Life Insurance, Max Bupa and Max Healthcare under its umbrella, grossing aconsolidated revenue of over $2 billion in the insurance and healthcare space,shares lessons and observations gleaned from his own personal life and career...

By Pradeep Mathur


not worry about anything else. Don’t duck your duty and do it wholeheartedly with full commitment and dedication.” I can never forget that. Th us I experienced many such lessons in eff ective leadership at an early age, right at my home itself.

Did such lessons help you face difficult situations in your own career? Th ey had a profound impact. When I was in GlaxoSmithKline, I was the plant HR Manager in one of the factory towns and my father was a district judge at the same place. We used to have a meal together. My son, who was 2-1/2 years old used to see me off when I left for offi ce. Oft en I used to fi nd a lady with a small child falling at my feet, saying bachao, begging for mercy and help. Maybe I was very young, very disciplined, very process driven, thus sacked people for absenteeism. Seeing all this, my wife and son would want to know what I’d done to cause misery to this poor lady. Naturally, it touched me too and I began thinking, “Am I doing the right thing?” While talking to my father that night, I said, “I’ve been sacking people at my plant and you know this is what is happening at home every day.” He smiled and said, “OK, we’ll talk tomorrow.” Th e next day, my father gave a death sentence to someone. But he did not express any feelings or emotions. Th en he said, “I didn’t talk about it yesterday out of tough love. My suggestion is that you be tough on issues but soft on people. People may say you are cruel, but you carry on not because you are cruel. Th is is the rigor of discipline and commitment to your job. As long as what you are doing is right, ethically, morally and otherwise, you should not duck out of the job. But think twice before you take a call. Once you take the call, you should not keep refl ecting.” Th at helped me a lot in my life because when I did mergers and acquisitions, I had to close many factories and it was not their fault.

How did you take a call in such scenarios and be tough on issues but soft on people?Th ese are aspects of strategic management while dealing with buying, selling, valuation and combining of different companies. But quite oft en these are diffi cult decisions, particularly in India. What I ensured in each such case was that I treated the aff ected people very fairly. You can’t get them a job but you can certainly take due care of their medical needs or subsidies or compensation and all that. This is what I developed as the art of tough love: Tough on issues but soft on people. Jim Collins in his book, Great by Choice also reinforces this very thought. As you know, I’ve been with one company GlaxoSmithKline Consumer Healthcare for more than three decades. But


PICS: YUSUF KHAN

it had four names: Horlicks Ltd, Beecham Ltd, SmithKline Beecham and GlaxoSmithKline. Why do you think the company’s name changed four times? Yes, it’s all because of mergers and acquisitions!

In the beginning of your career, you worked with business leaders like Charat Ram in the DCM Group. Tell us a bit about those experiences?Oh yes, I had great fortune to work with some very good people who were very inspiring colleagues and leaders. One such was Dr. Charat Ram. I started my career as a management trainee at DCM in 1970-71 and what I still remember is the human touch of the founder-chairman of my company. Dr. Charat Ram is no more now. But he was such an inspiration to me. I fondly remember how he trained and mentored his staff through heavy workloads in his quest for perfection, quality and ethics. When I was confirmed, while giving me the letter of confirmation in 1971, he said, “Dwarka, your luck starts now,” as I was going to Lucknow, which was a difficult and challenging assignment. But leaders like him were so inspiring that they motivated us to go much beyond our capabilities. Th is is what we call the Pygmalion Eff ect of Management which is a psychological principle that has relevance to managing people eff ectively. If your boss says you are great, you do well, and you inspire and motivate others also to do equally well!

How do you define success?It is the ability to go to bed each night with your soul at peace. But it also depends on how you mattered in other people’s lives because ultimately it’s team work. You need to have a mission and at the same time, you also need to be contented with what you have. Th e moment you say you want to gain materially or fi ght for fame at any cost, then it will cost more heartburn and anxiety and tension. So, even though money is great, it is contentment that matters most.

You mean money is not that important in measuring success?Yes. Money is not the only criterion. People get

Dwarkanath’ While the meaning seems pretty clear, the stuff we call common sense is “not so common”, feels veteran HR guru, P Dwarkanath.

Dwarkanath believes that though many people have great knowledge about the concepts and practices of marketing and HR, they don’t know how to apply it when required. “This is where most people go wrong. Management education can give you theoretical concepts and project experiences, but your actual learning begins only when you face difficult situations in the field and start using your own common sense to find solutions.”

Spelling out how and why people fail to deliver when it comes to getting an idea executed in today’s world of competitive corporate strategies offering too many options but too little time, he asserted, “experiential learning is the key to a successful career in marketing.”

Offering fascinating examples and case studies that support his beliefs and life philosophy, Dwarkanath delivered a classic speech on the theme of “leadership lessons in today’s fast changing business landscape,” at a recent HR conclave in Pune.

In his hour-long, highly interactive address, full of characteristic wit and humour, Dwarkanath had essentially this to say by way of elderly advice to his extremely young audience:

The current business landscape is very dynamic – In today’s highly competitive world of ideas, things change very fast. You can plan only a few things, because change is constant. The entire globe has become a village and the world, as top American columnist Thomas L Friedman said, is “flat.” Today there is a level playing field for business and commerce where all competitors have an equal opportunity. It is not just digital technology or globalization or financial factors, there are a whole lot of other things also that make life extremely challenging. Hence success is not possible unless you understand the current global context in which you have to operate.

Don’t think only about becoming a good professional, try to become an institutional builder–If you want to become a creative brand for yourself, you must aim higher to get higher returns. Thus, you must not just develop yourself as a good professional but also learn to develop others. Growing in the midst of a social media culture, you must learn new age marketing methods to become an entrepreneur so that you can build your own institution and provide jobs to others. There can be no better role model than Prof A Balasubramanian who has built so many institutions of higher learning in Pune that he has become a brand himself! He could do so because he developed not just himself but others also and hence became a great leader.

A leader is one who can cope with change -- Though this is the standard definition of a leader by the Harvard Business School, we hear it more clearly today because while a manager is one who can manage the complexities, the processes, the delivery and the business intersections, a leader is someone who can act as the change agent. If you truly want to become a leader, you must learn to comprehend change, take chances, take calculated risks and try to move forward with a positive attitude of ‘I can’ and ‘I will’.

“Management is nothingbut common sense”

I HAD GREAT FORTUNE TO WORK WITH SOME VERY

GOOD PEOPLE WHO WERE VERY INSPIRING COLLEAGUES AND LEADERS. ONE SUCH WAS DR.

CHARAT RAM

TOP POSITION


s Words of Wisdom Organisation is hero–It is important to understand that you

may use top leadership tactics to bring the desired changes in the functioning of your organisation, but ultimately it is the organisation that succeeds. Though you may have sacrificed your personal interest in the overall interest of the organisation, at the end of it, it is the organisation which is more important than you. For instance, it was Jack Welch who led GE for over 20 years and whose name people remember even today. But not many remember the name of the CEO who succeeded Welch because leaders come and go but it is the organisation that stays. It is the organisation that will be remembered as the hero.

Be a team player – If you want to rise to positions of great responsibility in your organisation, you have to develop the ability to function well as team member. This tendency towards cooperation rather than confrontation is considered the most critical attribute among the competencies for a person to be considered for a job in GlaxoSmithKline. Remember Shah Rukh Khan starrer Chak De India which showed how the impossible was made possible when a key player who would never give a pass to her team-mates changes her attitude and starts giving passes? It worked like magic and the team was able to score the winning goal at last!

Attitude is everything – It is important to execute your marketing ideas with energy and enthusiasm and with a firm resolve to succeed. Have you heard the story of Sudha Chandran, an accomplished Bharatnatyam dancer and actor who overcame her disability after losing her leg in an accident in 1981 with the help of a prosthetic ‘Jaipur foot,’ and became one of the most highly acclaimed dancers of the Indian subcontinent? So, unless you have a positive attitude and a personal mission combined with personal resilience, you cannot succeed in life.

Develop your strategic communication skills – A successful leader of change must possess a variety of communicative skills. How you convey the big picture and articulate the clear vision of the company to its employees will determine how big a leader you are! Since English is the corporate language in India today, you must have good communication skills in English to overcome natural resistance to change. For example, tomorrow, if you go for a campus interview or for a sales pitch or to convince somebody to invest in your project with a two hour power point presentation, nobody will listen to you -- they don’t have much time. However, if you could say all that in just five minutes, chances are very bright that they will not only listen to you but also agree to be on board for whatever you ask from them.

You operate in global markets today – Times have gone when you will do business only in Pune or Gurgaon or such other city. Today, we all operate not just in India but in the global market. Hence you must have a global vision for the success of your products.

The hard stuff is the soft stuff – Many working adults admit that they would work harder if they simply received more praise for their work. That’s it. They don’t look for more pay or stock options,

of Sudha Chandran, an accomplishedactor who overcame her disability after nt in 1981 with the help of a prosthetic ne of the most highly acclaimed dancers So, unless you have a positive attitude

ombined with personal resilience, you

ommunication skills – A successful leader variety of communicative skills. How youarticulate the clear vision of the companyrmine how big a leader you are! Sinceuage in India today, you must have good glish to overcome natural resistance torrow, if you go for a campus interview or nce somebody to invest in your project

nt presentation, nobody will listen to youe. However, if you could sayhances are very bright thatou but also agree to be on from them.arkets today – Times have

ness only in Pune or Gurgaon e all operate not just in Indiance you must have a global ur products.ft stuff – Many working uld work harder if they e for their work. That’s

e pay or stock options,

all they need is some specific and sincere thanks now and then and your job is done! Remember, if you want the full cooperation of your staff, praise them in public but criticise them in private and recognise their achievements!

Don’t talk the talk if you can’t walk the talk – As a leader, you must remember that your actions speak louder than words. You

must practice what you preach, otherwise people will reject you as someone only given to empty boasting. Innovate or people will soon write your obituary–There was a time when many organisations survived for years with very limited innovation in the quality of their products. Today due to globalisation and outsourcing, having a good product is not enough to survive. You’ve to constantly innovate. Otherwise, you will soon have to remember the sentence: What Apple did to Sony, Sony did to Kodak. The smart ones know the story very well. There was a time when

Sony defined its market as audio (music from the Walkman). They never expected an IT company like Apple to encroach into their audio domain. Come to think of it, is it really surprising? Apple as a laptop maker has both audio and video capabilities. So, what made Sony think that he won’t compete on pure audio? So also, Kodak defined its business as film cameras, Sony defined its business as ‘digital’. Both markets meshed. Kodak was torn between going digital and sacrificing money on camera film or staying with films. Left undecided, it lost in both. It did not ask the question, “who is my competitor

Whether you’re from an IIM or from any other institute, it doesn’t make a difference. It all depends on how you conduct yourself

October 16-31, 2015 / October 16-31, 2015 / Corporate CitizenCorporate Citizen / / 1919

for tomorrow?” So, the message is clear: Innovate to survive or else be prepared for your obituary!

Be humble – When we think of traits leaders naturally exhibit, many come to mind including charisma, strength, enthusiasm and vision. One important trait is often overlooked: humility. Being humble becomes all the more important when you keep moving up higher in your life. If Amitabh Bachchan is today admired the world over, it is because he is extremely humble despite being a living legend. There was a time when he was rejected as an “anti-hero” because he didn’t fit into the definition of a Bollywood hero symbolised by actors like Dev Anand, Shammi Kapoor, Rajesh Khanna and the rest. But he maintained his personal humility and did not allow success to go to his head when he became the guarantee of a film’s box-office returns.

You’re judged by your personal credibility, not the authority – Positions may come and go but some people are respected even after they don’t have the position they once held. For instance, respect for the late President Dr. Abdul Kalam did not come down even after he left Rashtrapati Bhavan because he had earned it not because of any position but because of the massive contribution he had made to make India a technological super power. Be a distinguished minority – There are four kinds of people in the world. People who watch things happen; people who do not know what’s happening; people who think and wonder what’s happening but there is a distinguished minority of those who make things happen. I wish you become one of those distinguished minority because to be successful, you have to be people who make things happen!

Be humble – When we think of traits leaders naturally exhibit, many come to mind including charisma, strength, enthusiasm and vision. One important trait is often overlooked: humility. Being humble becomes all the more important when you keep moving up higher in your life

TOP POSITION


the way of life.Secondly, some of the landscapes are very

challenging because it’s not just the Indian economy which can impact your imports, it’s the global economy, which is not in your control.

In the corporate world, people have become brighter, younger, sharper, more tech savvy, have a very global outlook and have extremely good communication. But you have too much of information today which you are not able to assimilate. Moreover, you have a very short term approach rather than a medium-term approach. Th e human touch with the people is also missing to some extent because of technology. It’s becoming more clinical than inspirational and hence I feel sad at the state of things in today’s corporate world.

How do you see the surge of so many start-ups today?Earlier management students used to look only for professional careers. But now they are also interested in entrepreneurship because they have plenty of opportunities. People are prepared to spend. You can also borrow. Loans are easily available and all that was not the case in earlier times. So these are good things but at the same time, you should not misuse it. I see a disturbing trend here. Every youngster wants to become an entrepreneur today. But you need to be aware that out of ten, only two succeed. You may think the glass is half full, but you must also ponder on the consequences. Don’t become an entrepreneur for the sake of entrepreneurship. Unless you have a ‘eureka’ idea and the spirit of entrepreneurship, you should not go for it. I agree that not everybody should go for a job. But you should also look for a corporate career. Th e reason is, if you fail in marketing your idea properly, you’re bound to suff er a lot. Th en it becomes very diffi cult to get back into it because it’s not easy.

How do you see the changes the Modi government is trying to introduce in India’s corporate world?Th e intentions are great but there is a gap between what is being said and implemented. Modi can’t change everything in one day. Now they have spent one year, we ought to have seen changes on the ground, but it is a little disappointing. While the PM has great intentions, others are not keeping the same pace. Somebody should have cautioned him not to make such statements because it will take more time. For example, GST is a great idea but he has not yet been able to implement it. Similarly, investor sentiment will be hurt if you stick to retrospective taxation.

So, all his eff orts are getting stuck somewhere, and the point remains: Don’t over promise and under deliver.

[email protected]

swayed by money. What is important is whether you are treated well, given self-respect and whether there is human touch or not. Th ese are the important things. I’ve worked in a British MNC and worked with a promoter. People said, you cannot withstand that even for one year. But I’ve been with him for eight years now and he doesn’t want to leave me. I want to loosen myself a little bit because I have other priorities too. So, that too is an art you need to develop. You’ve got to learn how to cope up with change. Ultimately, you have to deliver. If you don’t keep scoring, you are just practising. It’ll not take you anywhere.

What is the best advice you would like to give to today’s youngsters who will soon join the corporate world?One, you need to be savvy. You may be a gold medallist and an outstanding guy, but if you’re not savvy, you’ll not be able to achieve incredible things in life and business. There are lots of people who fail in their careers, especially in the initial phases, because their mindset is very diff erent. “Oh, I’m a gold medallist; I’m bound to do well.” Whether you’re from an IIM or from any other institute, it doesn’t make a diff erence. It all depends on how you conduct yourself.

Two, understand the dynamics of the organisation. When you have an induction program, the fi rst thing they say is, please ask questions. You are given full freedom to ask questions. Don’t misuse that freedom. Once you cross the line, people will tick you off. Some people, even from premier management institutes, start asking stupid questions. ‘Tell me why are you only a one-product company?’ Th e MD would naturally get upset. So, because you’ve got the freedom to ask, don’t try to go for one-upmanship: ‘I want to show it to my peer, I’ve got the questions and the ability to ask.’ Th at’s a mistake they must avoid.

Th ree, it’s not enough to do your job well. It’s important to understand the work culture of your organisation. Do it fi rst. When you play cricket or tennis, you fi rst try to understand what the surface is like? Is it slippery? Is it a fast court or a slow court or a medium court? Is it a turning pitch or a medium pitch? Who is the bowler? Depending on all that, you have to take your stance. You have to change your pose as per the fi eld setting. If you say, I’m a hitter and keep hitting on a slippery pitch, you’ll get out very soon. My advice to all such youngsters is to give up this “I-know-everything” attitude: ‘If not this company, I’ll join another company’. But I’m afraid, he’ll lose everywhere because he has not developed that savviness.

And last but not the least, remember you cannot align an organization around a goal you don’t believe in. You have to demonstrate that you really believe in it. In leadership, you have got to be true to what you are trying to get people to do.

So, what should they do?First understand your boss. Understand the organisation. Understand your organisational goals. Understand the team. If you understand them all, you’ll do well but ultimately it will be your navigation skills, your relationships that matter. You may be a very super-duper marketer, but that will come later. If you don’t have acceptability at your workplace, you will be knocked out soon. Th at is fundamental.

Secondly, beyond a point, you may say, ‘I’m simplifying it, it’s common sense;’ and third, be humble because today you may have done one thing well, but tomorrow you may commit a mistake. Then everybody will pounce on you. So, you need to be humble. Do not suff er from the fear of failure. At the same time, you should not get carried away by your success. It’s a stepping stone for further things. Th ose are the few parameters that you must keep in mind.

Also, do not promise what you cannot deliver, but deliver what you promise. Over-promise or under-delivery is just not acceptable. Th at is one aspect you have to be very clear about.

But what should they do if the boss remains unimpressed?If you want to get ahead at your workplace, take very good care of your communication. Your ability to communicate is important. It’s not just your vocabulary, it’s not English or your power point presentations, this communication diff ers from one person to another. You need to understand the vibes.

How do you view the changes taking place in the corporate world?Th ere are some positive changes, some cause concern. Everyone has started taking a very short term view of things. Earlier we used to build institutions on, say, ten year plans, then we came down to making fi ve year plans, then three year plans. But now they use not even a one year plan! You are judged by the quarter’s performance. Th at makes everyone feel extremely insecure. What will happen if I don’t deliver for this quarter? So personal interest prevails over the organisation’s interest because everybody wants to survive. Th at is why competition has become

IN THE CORPORATE WORLD, PEOPLE HAVE BECOME BRIGHTER, YOUNGER, SHARPER, MORE TECH

SAVVY, HAVE A VERY GLOBAL OUTLOOK AND HAVE EXTREMELY

GOOD COMMUNICATION



NHRD DELHI CHAPTER

TALKING SM


With over 4.5 billion mobile subscribers With over 4.5 billion mobile subscribers and 2.5 billion internet users across the and 2.5 billion internet users across the world, the reach that SMAC technologies can world, the reach that SMAC technologies can provide is enormous. At the National Human provide is enormous. At the National Human Resource Development Network’s 3rd Human Resource Development Network’s 3rd Human Capital Conclave 2015 in New Delhi, eminent Capital Conclave 2015 in New Delhi, eminent entrepreneurs, CEOs, MDs and CHROs entrepreneurs, CEOs, MDs and CHROs discussed this exciting new trend, and how discussed this exciting new trend, and how it could be leveraged to bring advantage to it could be leveraged to bring advantage to businesses at all levels. businesses at all levels.

Social Media refers to websites and Social Media refers to websites and applications that allow users to create and share applications that allow users to create and share content and network socially over the internet. content and network socially over the internet. With over 1 billion individuals using diff erent With over 1 billion individuals using diff erent social media platforms, not just businesses, but social media platforms, not just businesses, but banks, social movements and even governments banks, social movements and even governments have a ‘Social Media Strategy’. Social Media is have a ‘Social Media Strategy’. Social Media is being used by consumers to shop, to meet people being used by consumers to shop, to meet people with similar interests and fi nd jobs or reach out to with similar interests and fi nd jobs or reach out to their preferred organizations. Organizations, too, their preferred organizations. Organizations, too, are driving their sales and marketing functions are driving their sales and marketing functions through the social media.through the social media.

Mobility refers to applications available on Mobility refers to applications available on smartphones and tablets that provide access to smartphones and tablets that provide access to digital content to their users. Th e advantage of digital content to their users. Th e advantage of this technology is the ease of access and ease this technology is the ease of access and ease of use that is inbuilt in the mobile applications. of use that is inbuilt in the mobile applications. From rich to poor, from urban to rural, mobile From rich to poor, from urban to rural, mobile applications ensure information access to any applications ensure information access to any individual with an internet connection. Banking, individual with an internet connection. Banking, shopping, registering for government services, shopping, registering for government services, being aware of dangerous weather conditions, being aware of dangerous weather conditions, and many such revolutionary services have and many such revolutionary services have changed the way people live across the globe. changed the way people live across the globe.

Analytics refers to the information resulting Analytics refers to the information resulting from systematic analysis of data or statistics. from systematic analysis of data or statistics. Every day, billions of consumers key in useful Every day, billions of consumers key in useful data about their attitudes and preferences, needs data about their attitudes and preferences, needs and wants, social and fi nancial status, location, and wants, social and fi nancial status, location, travel and other information on web and mobile travel and other information on web and mobile platforms. Th is data, if analyzed properly, can platforms. Th is data, if analyzed properly, can provide deep insights about current and future provide deep insights about current and future consumer trends in a remarkably fast manner. consumer trends in a remarkably fast manner.

Cloud computing refers to the practice of Cloud computing refers to the practice of using a network of remote servers hosted on using a network of remote servers hosted on the internet to store, manage, and process data, the internet to store, manage, and process data, rather than a local server or a personal computer. rather than a local server or a personal computer. It enables individuals to access information or It enables individuals to access information or facilitate processes from any location, rather facilitate processes from any location, rather than limiting it to a desk. Th e biggest impact than limiting it to a desk. Th e biggest impact is on sectors such as healthcare and retail, who is on sectors such as healthcare and retail, who are now able to carry out their operations on are now able to carry out their operations on the most diffi cult to reach locations eff ectively the most diffi cult to reach locations eff ectively through cloud networks.through cloud networks.

SMAC technologies are being called disruptive SMAC technologies are being called disruptive due to their far-reaching eff ects. Th ey are working due to their far-reaching eff ects. Th ey are working as business-enablers empowering organizations as business-enablers empowering organizations to become structurally decentralised, agile and to become structurally decentralised, agile and eager to collaborate with their customer, and able eager to collaborate with their customer, and able to provide more information to people and power to provide more information to people and power AC!

to individuals. Th ey are enabling organizations of to individuals. Th ey are enabling organizations of today become leaders of tomorrow.today become leaders of tomorrow.

The packed gathering at the NHRDN The packed gathering at the NHRDN conference agreed with the potential of the conference agreed with the potential of the SMAC technologies. The session, chaired by SMAC technologies. The session, chaired by Prithvi Shergill, CHRO, HCL Technologies Prithvi Shergill, CHRO, HCL Technologies Ltd, became very engaging as he kept asking Ltd, became very engaging as he kept asking searching questions from the esteemed panelists. searching questions from the esteemed panelists. These included Anmol Nautiyal, Smarter These included Anmol Nautiyal, Smarter Workforce Director, IBM India Pvt Ltd; Prakash Workforce Director, IBM India Pvt Ltd; Prakash Rao, Head mpHRO, People Strong; Yuvaraj Rao, Head mpHRO, People Strong; Yuvaraj Srivastava, CHRO, Makemytrip.com; and Ketan Srivastava, CHRO, Makemytrip.com; and Ketan Kapoor, Founder & CEO, Mettl. Excerpts from Kapoor, Founder & CEO, Mettl. Excerpts from the discussion:the discussion:

I run a company which solves the problem of I run a company which solves the problem of whom to hire. We have an assessment solution whom to hire. We have an assessment solution for recruiters. We have a decent sized sales team for recruiters. We have a decent sized sales team that meet around 100 HR executives every day. that meet around 100 HR executives every day. And some common concerns they hear in their And some common concerns they hear in their interactions are: creating scalable mobile-ready interactions are: creating scalable mobile-ready technologies, whether to put them on the cloud technologies, whether to put them on the cloud or not, social media plugins, the data analytics or not, social media plugins, the data analytics than can be used and the business problems that than can be used and the business problems that can be solved every day. Even though people can be solved every day. Even though people do not directly use the word SMAC, they are do not directly use the word SMAC, they are demanding these services on a daily basis.demanding these services on a daily basis.

KETAN KAPOOR (KK)Founder & CEO Mettl

By Vignesh Shankar

SOCIAL, MOBILE, ANALYTICSAND CLOUD (SMAC), REFERS to the four technologies taking the current to the four technologies taking the current business world by storm. With the digital age business world by storm. With the digital age having firmly set its foothold in the world, having firmly set its foothold in the world, businesses are experiencing a signifi cant shift businesses are experiencing a signifi cant shift in customer trends. Th ey are also realizing the in customer trends. Th ey are also realizing the potential to tap into vast consumer markets potential to tap into vast consumer markets through digital platforms. The confluence of through digital platforms. The confluence of diff erent technologies has opened up new ways diff erent technologies has opened up new ways to conduct businesses. to conduct businesses.

Social Media, Mobility, Analytics and Cloud Social Media, Mobility, Analytics and Cloud Computing are technology trends that show Computing are technology trends that show great promise in assisting organizations solve great promise in assisting organizations solve fundamental business problems, boost market fundamental business problems, boost market potential or open new channels of reaching out potential or open new channels of reaching out to customers, employees and enterprises. SMAC to customers, employees and enterprises. SMAC is allowing businesses to create ecosystems to is allowing businesses to create ecosystems to improve their reach to their customers, provide improve their reach to their customers, provide seamless service, and reap larger returns at minimal seamless service, and reap larger returns at minimal cost. Indeed, adopting SMAC technologies early cost. Indeed, adopting SMAC technologies early would render a clear competitive advantage to would render a clear competitive advantage to businesses, one that could well make them the businesses, one that could well make them the market leaders in their domain. market leaders in their domain.

PRITHVI SHERGILL (PS)CHRO,HCL Technologies Ltd

SMAC is the flavour of the month in all SMAC is the flavour of the month in all conversations, and even the media is keen to conversations, and even the media is keen to know how we are planning to make technology know how we are planning to make technology platforms accessible anywhere anytime. Th e most platforms accessible anywhere anytime. Th e most interesting aspect is that we need to shift from interesting aspect is that we need to shift from making reports to analyzing them and drive making reports to analyzing them and drive value with the patterns that we can see.value with the patterns that we can see.

I am also from a tech company but I don’t have a I am also from a tech company but I don’t have a tech background. My perspective is with respect tech background. My perspective is with respect to HR. When I think of SMAC, I feel it’s like a to HR. When I think of SMAC, I feel it’s like a vehicle which is moving very fast. We can’t really vehicle which is moving very fast. We can’t really catch up to it. And, once we start to lag behind, catch up to it. And, once we start to lag behind, we can’t deliver services the way we want to. Th ewe can’t deliver services the way we want to. Th e

YUVARAJ SRIVASTAVA (YS)CHRO,Makemytrip.com


impact on the performance of people? Or is this just one more initiative that will last a few years and then we will wonder whether the dollars that we’ve invested have really changed the trajectory of the team performance?

YS: At the base of everything is the way it gets implemented in the organization. If you look at the Indian industry landscape, there are organizations that are in different levels of evolution when it comes to automation. In manufacturing sector, things have always been happening in a very manual manner. Are people ready to utilize the benefi t of technology? Th is is a major factor.

In technology companies, people start off with the premise that everything needs to be automated. But implementation of the whole process on the ground is critical. It is important, from an HR point of view, to understand what needs to be implemented at what stage. Th is should be based on the existing capabilities of the organization. If technological implementation is done in a step-wise manner, I think there’s potential for a huge amount of success.

PS: What advice would you give to HR professionals sitting in the audience? Should they be thinking about the issues that have been raised, or should they look to introduce these technologies, or try to accelerate this journey of adoption? What do you recommend?”

AN: Th e reality of technology is that it needs to be adopted. And, the way it needs to be adopted is very contextual to where you are. You could be a large organization, you could be a smaller or mid-sized organization. You could choose an area which you want to solve. Usually, in the HR talent life cycle, recruitment becomes the starting point from where organizations want technology

ANMOL NAUTIYAL (AN)Smarter Workforce DirectorIBM India Pvt Ltd

PRAKASH RAO (PR)Head mpHROPeopleStrong

Th ere are 243 million active internet users in India today. Almost 72% of their activity happens through mobile phones. Facebook recently announced that aft er the US, India is the second largest user of Facebook with 112 million people. So, SMAC is defi nitely relevant in today’s day and age. However, if it’s so relevant, why is the adoption so low in India?

We are a large HR outsourcing organization and meet with many HR heads from diff erent organizations on a daily basis. It’s only in recruitment that social media is being used to a large extent. But in employee engagement, we are far off from using it. Mobility is the next way to go. Many people today use mobile phones to log in attendance at their workplace. Analytics is the favourite buzzword in discussion nowadays, but do we actually have data in the right shape to even go ahead and do predictive analysis? And, with cloud, it’s like asking, is my money safe in my home locker, or should I trust a bank locker and put my money there? As an HR, I grapple with these questions. SMAC is extremely relevant today but some pertinent questions need answers for its adoption at a large scale.

moving to a complete platform which can engage their staff and provide ease of experience for their employees. Th e 3 E’s of HR technology - engage, ease, experience are very much relevant today.

Th e fi rst question that pops up is data security. Th ere is a notion in India, that by going on cloud, employee data is being put on risk. What they fail to understand is that whoever is making a cloud technology is spending crores of rupees in ensuring that the data remains secure. In fact, we hire ethical hackers to get into our system and see if they can access data. So we are taking such risk mitigation measures to ensure that the data becomes secure. Once business heads understand this aspect, they decide to go for it.

Once that’s done, the next question is about driving adoption. It is called change management. We all know that the millennial workforce is completely on mobile. Today, if we off er jobs to people through a mobile platform, they will be comfortable with it. Now, imagine you are driving by on the road, and you get a link saying that these jobs are available in this particular building. Th at’s the level that mobility can take us to. Th e question is: Are we ready for it?

Th e next aspect is the human element. When you are putting everything on technology, are you losing the human touch? Th at’s the next question that comes to mind. But I feel that HR, in spite of all the technologies we have, will always be relevant because I don’t think technology can ever replace intuition and empathy.

Business heads who can pass these hurdles welcome adoption of SMAC technology.

PS: You must be meeting hundreds of HR professionals daily. What issues are HR professionals facing, and what solutions exist in the market to address those gaps?

KK: The underlying trend is that business expectations from HR Managers is increasing. Th e expectation is to have a more data-driven approach to processes, to reach out to all departments for technology adoption, and to do this in a cost-eff ective manner.

We have a 5-point module, in the recruitment area - speed, scale, reach, authenticity and auditability. These five factors, along with analytics, are able to predict performance. To get high performance, you need to assess the right skills. So can we have, according to the competitive framework of an organization, an exercise that creates assessments that measures domain skills and cognitive skills, and map it with the competency framework of the organization? This, if implemented effectively, could be a solution for the business.

PS: Is this truly having an impact on people, Yuvaraj? Everybody is investing more money in new technology platforms, but is this having an

biggest challenge I feel is, how to cope with the changes that are coming, how to ensure that the people who are impacted by the technological change get the best output possible.

I have been in technological development for many years now. While there have been significant developments in Social, Mobile, Analytics and Cloud areas, the diff erence today is their convergence, that has signifi cantly changed the way we work. How can real value be created in our organizations? The value that SMAC drives is the ability to make faster decisions with precision.

In the HR context, the whole talent life cycle and the way individual employees perceive their work is being redefi ned. So we need to build end-to-end technologies that can attract the right talent, develop them, and engage them.

PS: How do organizations make the decision of on-premise versus cloud?

PR: HR heads are definitely thinking about

In technology companies, people

start off with the premise that

everything needs to be automated. But implementation of

the whole process on the ground is critical.

It is important, from an HR point of view, to understand

what needs to be implemented at what

stage

NHRD DELHI CHAPTER


intervention.”Th ere are organizations wherein employees

don’t need to go to interviews. Th ey probably have to play a game on a device. A 40-minute game provides gigabytes of data about this individual and their personality. Analysis of this data can provide revelations such as the moment when an individual was hesitating to take a call, or is the individual thinking of a creative solution to solve the game. So this data can give the real sense of who the individual is, and can help organizations take a call in matching high performance individuals with deserving roles.

A low-hanging fruit where a lot of experimentation has been done is the social domain. Today, all of us get engaged on social ‘outside’. But can we bring social ‘inside’ the organization? For the last ten years, we’ve been building social technologies and providing social platform for enterprises. We’ve seen organizations who have started the technology journey, and have experimented with how they could make their employees more engaged by building a social network inside.

Adoption has been a huge issue. Th is is because of the dissonance between the HR department, that uses the technology and analytics, and the IT department, which is enabling the technology to function eff ectively. Cognitive technology can signifi cantly help in this regard. It’s an exciting space because it will allow HR professionals to directly interact with data. It will increase their ability to take a call when they are recruiting, when they are giving a raise, and when they are assessing an individual.

PS: One fi nal insight or takeaway you all would like to give.

KK: I think what we’ve covered is that SMAC might be beneficial for organizations, but

implementation, adoption and mapping with organisation requirements are very important for success.

YS: It’s important to understand where your organization is exactly. Be aspirational but at the same time look at where you are putting your money. Because what one needs to keep in mind is that these investments do not give an immediate ROI; they can give you effi ciency, streamline your processes but these are not business investments. So, it is important to have a balance between aspirations and practicality of how to handle technology. Keep people aware of changes that may occur in the future. Th is will give huge credibility to the investment done and perhaps would be a better way to do things.

PR: In the last 2-3 years, ‘Social recruitment’ is an area where we’ve seen a majority of innovations and a lot of adoption. People are happy using LinkedIn, Twitter and Facebook pages of their organizations to hire people. But post that, people are very specifi c about how they want to get a candidate on board. Some questions that HR professionals grapple with are: Do I have a social platform where I can engage with the candidate before he joins in? Can I reach out to him on his mobile? Can I give him instant tips on what are we doing as an organization? Can I give him access to a tool that will upload his documents? Can I give him access to a tool where he can look at some of our policies before he fully joins us? Th ose are actual needs and people are willing to adopt technology for these.

Another huge area of change is after an employee gets on-boarded. People are looking at end-to-end solutions to engage with the candidate from the time he on-boards till he exits the organization. When you have all your employee information on a tool, the insights

you can get through this platform would be immense.”

Another area is change management, which means adoption - getting to that mid-point where you have a champion who will lead the entire technological adoption at the organization. I think the most important thing the HR professionals forget frequently is to inform the business heads how the implementation will impact the overall business goals. As a result, many times organization heads are not interested on what the HRs are doing.

Th e next part is predictive analytics. One of the things that we’ve seen when we implement analytics soft ware is that despite gigabytes of ERPs, 70% of employee data is still missing. Th ey only put the mandatory information. So, let’s ensure that at least 80 to 90% of our employee data is updated on the ERP. Once that’s done, then we could do a lot of analytics which will actually be an eye-opener. Once you get analytics ready, please ensure that you are looking at it from a business intelligence angle. Because then analytics will give you a lot of foresight about what to do next.

PS: In my experience at HCL, we’ve taken some simple decisions. One, we’ve decided to replace 87 internal applications with a single integrated platform on the cloud. Second, we have decided to make our internal social media platform, called MEAN, our preferred mode of communication to our em ployees. It’s our version of Facebook.

Th ird decision that we made was that there will be no internal tool or application made which is not mobile fi rst. Any application that is made by my CRO’s team today has to be mobile-ready. Th e fourth decision we made was to invest in a specifi c group of people who have limited HR skills but can translate information into insight by using analytics and enable the rest of the organization to become smarter.

Th ree years ago when I joined, I noticed that there was a great deal of variation in how diff erent leaders wanted diff erent reports. So we removed all reports and created a standard reporting format, which can be edited only on request. Th e number of reports dropped drastically!

I think the time has come where you need to use these technologies to make some bold decisions to fundamentally change how adoption will start, how change will be accepted, how to use all the capabilities that are being developed in the market and how to truly add value that employees are expecting. Forget all other consequences, at the end of the day, it’s the workforce that matters. If they are not becoming more productive, more passionate and high performers, then the benefi t of this panel discussion or any technologies or any investments is very minimal.

[email protected]


DEBATE

Aft er its Make in India campaign, the Indian government is said to be pushing for a ‘Study in India’ initiative, to make India an attractive destination for education for students from across the globe

By Joe Williams

Aft er the ‘Make in India’ move initiated by the present government, `Study in India’ is the next move that the BJP government is planning in the days ahead.

As per this plan, the government will hand pick some universities that can attract foreign students to Indian educational institutions, and more importantly, which can also meet the requirements of foreign students.

According to sources in the Ministry of Human Resource Development, the ministry has sought inputs from some universities on promoting foreign students to come to India for higher education. Th e objective is to reach out to foreign students and promote India as an education destination.

This will be part of the New Education Policy that the government is draft ing. A few universities which are fi t to host international students and provide them with good academic infrastructure will be selected.

Speaking on condition of anonymity, an official from Manipal University said, “Our inputs in this regard have been forwarded to the Ministry.” Manipal University is one of the many universities which have been catering to foreign students from across the world on their campus.

Manipal University has many options for these students, right from the undergraduate course. Fift een percent of the seats have been earmarked for overseas students under the foreign/Non-Resident Indians (NRI) category which include foreign citizens, Person of Indian Origin (PIO) card holders, OCI (Overseas Citizens of India). For 75 seats in its medical programs, Manipal University receives 300 applications from the world over.

But a facelift would be needed at this juncture, and universities will have to upgrade their

INDIA, the newEdu-Destination?


infrastructure in terms of classrooms, hostel accommodation, and better student-teacher ratio.

As per a 2014 report of the UNESCO Institute for Statistics (UIS), India is gradually emerging as a preferred destination for foreign students, particularly from the South Asian region. Th e growth in the number of foreign students in India has been impressive.

As per the latest data (2011-12) available, India received 5625 students, an increase of almost 20.43 percent over last year.

In 2011, India attracted students from 153 diff erent countries. It expanded not only in terms of the number of students but also the number of countries from which these students come.

According to the All India Survey on Higher Education (AISHE) 2011-12, Nepal contributed the highest percentage of foreign students in India. Of the total number of foreign students, nearly 19 per cent were from Nepal, followed by, in descending order, Bhutan, Iran, Afghanistan, Malaysia, Sudan and Iraq. Even though the share of foreign students from the top ten countries has increased in a year’s time, the rise is not uniform.

India is also gradually emerging as a hub for post-secondary education in the South Asian Association for Regional Cooperation (SAARC) region as it has a relatively large higher education system and capacity to absorb students from neighbouring countries.

For instance, India received the highest number (92 percent) of students for nursing from Nepal and the remaining were from 23 other countries. However, Afghanistan was the highest contributor for enrolment in commerce (13 percent) and the remaining students came from 74 other countries. Corporate Citizen spoke to eminent educationists about the entire programme.

HERE IS WHAT THEY HAD TO SAY

I think it’ll be a great initiative. If handled carefully, it can prove to be a great image booster for the country as well as the brand IIT which has already made a name for itself

in the world for being India’s fi nest technical education chain to which millions of youngsters aspire every year. It’s not true that foreign students do not come to IITs at all. They do come but the numbers are not very encouraging at the moment, though the situation has improved a lot since 2000 or so. Moreover, those who come here mostly join the M Tech or other PG level programme, or research. But the question is: why is it that not many from the US or western nations come to India for higher technical education? I think, we must realize that we have to go miles before we get the same kind of environment and ecosystem for research as it exists in most western countries. I mean -- except for the IITs, AIIMS and the IIMs -- the way research is carried out in most of our universities leaves much to be desired. But with more and more institutions of higher learning, backed by top corporate houses and world class faculty coming up fast in the private sector, things have started looking brighter. So, keeping in mind the changing scenario, I feel, it’ll be great if the PM takes up this bold and laudable initiative for attracting more and more foreign students to the best of our technical institutions. I, however, don’t think that foreign students will come to India only because of the cost benefi t in terms of much lesser fees as compared to the western nations. I think they will come to India because the intellectual capability of our people is very strong, and acknowledged the world over by one and all. In fact, they are bringing a huge, cultural change also in the way the westerners think about India and its people.

Prof RK ShevgaonkarFormer Director, IIT Delhi and currently Prof of Electrical Engineering, IIT Bombay

This is a very good move and I hope it comes true. We have the best of the institutions in all fi elds of academics, be it engineering, electronics, medicine

and teaching professions. I am not aware of it, but it is one of the best that could happen. And I am sure many of the overseas students will grab the opportunity, as our country is the cheapest compared to other European countries, and we will provide them with the best.

This is a wonderful idea as we have top class institutions and it is a very good move if it comes through. Th e level of competition in education

also will peak and the outcome of the results would enhance students’ career further. What is more important is that the cost of education is much cheaper here compared to other countries around the globe. I am sure we can give the students top level career benefi ts, as there are very good private and government colleges which will cater to the students.

Dr. Padmakar Ramachandra DubhashiFormer Vice Chancellor, Goa University

Fr E Abraham, SJ Director XLRI, Xavier School of Management, Jamshedpur, Jharkhand

After ‘Make in India’ and ‘Skilling India’, the government has come up with ‘Study in India’

The HRD ministry has sought inputs to bring more foreign students into India

Govt. to select a few universities that are fit to host international students

A fifth of the foreign students are from Nepal, followed by Bhutan, Iran, Afghanistan, Malaysia


Attracting foreign students to come on short term programmes like `India Programs’ is a very good option. These programs act like curtain raisers for students to get a glimpse of India- its socio cultural aspects, political and economic scenario, technological developments in India, role of women, history and mythology

DEBATE

India a land of rich cultural heritage, history of having Centers of Learning like Buddhist Monasteries which have existed since 7th century BC, Nalanda and Takshashila in

the 3rd century AD attracting foreign scholars in those centuries has sadly ignored that soft power diplomacy plays an integral part of the Foreign Policy of any Country. Th e extension of Make In India policy of the government to “Study In India” to attract Foreign students to India is a welcome change. India a Provider to the World Knowledge pool in IT, could also be a natural choice for Developing and Neighboring countries-SAARC, ASEAN, Middle East, Africa. India has the potential to attract students from these countries as it has the Global Recognition ,medium of Instruction is English the Universally accepted language has Comparatively Moderate Fees & Cost of Living and a welcoming Environment. However we have not been very successful in exploiting these positive advantages to its benefit, to add we have also played a very dismal role in attracting the Indian youth diaspora to India considering the fact that India has more than 28 millionIndians living abroad. (http://moia.gov.in/writereaddata/pdf/Population_Overseas_Indian.pdf–2015)

Th ere are two aspects of attracting Foreign students to India: a) Long term to pursue Post Graduate, Under Graduate studies in India; b) Attract students short term programs like Study India Programs, Internships, Summer Schools

Th ere are many challenges that India needs to overcome with respect to Foreign Registrations, Infrastructure, teaching methodologies, changing the regulatory structure in the current higher education system to facilitate Internationalization of higher education, designing International Curricula to meet global demands, designing and providing inter disciplinary courses. Th ere are many measures that could be undertaken to create awareness of Indian Higher Education like hosting Educational Fairs, Promotions through websites, increasing Quota for foreign students, offering more opportunities for Scholarships

Dr Vidya YeravdekarPrincipal Director of Symbiosis Society and Vice Chancellor of Symbiosis University

for students from developing countries, better student support system by having International offi ces at Universities. Attracting foreign students to come on short term programs like Study India Programs is a very good option. Th ese programs act like curtain raisers for students to get an glimpse of India- its socio cultural aspects, Political and economic scenario, Technological developments in India, Role of Women, History and Mythology. It is observed that in majority cases the students who come on these programs have preconceived/prejudiced views and return back to their countries with a totally transformed view about India. Th ese programs also induce students to come back to India to pursue studies for longer terms. Th e initiative taken by the Ministry of Overseas Indian Aff airs to promote Brand India by off ering scholarships to the youth Diaspora to come to India for short

term on these Study India Programs needs to be applauded however more initiatives need to be taken towards this. India has a huge Industrial, Technological base and foreign students should be attracted to do short term internships in these Industries. Th ese internships will also go a long way in inculcating intercultural competencies which will enhance their employability skills. Th ese internships could also be provided to work in NGO’s towards community engagement and social responsibility. Symbiosis international University has been attracting students from developed countries for the Study India Programme. This programme is generally between four- six weeks. Th e students are not only exposed to Indian business, history, culture through classroom lectures but are also taken on fi eld trips and internships in Indian corporates are also facilitated.

Attracting foreign students to come on short term programmes like `India Programs’ is a very good option. These programs act like curtain raisers for students to get a glimpse of India- its socio cultural aspects, political and economic scenario, technological developments in India, role of women, history and mythology

view about India. Th ese programs also induce students to come back to India to pursue studies for longer terms. Th e initiative taken by the Ministry of Overseas Indian Aff airs to promote Brand India by off ering scholarships to the youth Diaspora to come to India for short

Programme. This programme is generally between four- six weeks. Th e students are not only exposed to Indian business, history, culturethrough classroom lectures but are also taken on fi eld trips and internships in Indian corporates are also facilitated.


The first granitetemple in India

tadkaCC

The first Granite Temple of the world, the Brihadeswara Temple is situated in Tamil Nadu. It was built during the 11th century, in only five years.

I am quite optimistic about the ‘Make in India’ campaign with a rider, however, that we have to work on our pitiable

ranks in ‘Ease of Doing Business’ and ‘Corruption Index’. But, here again, a better appreciation of the situation is needed. It is not

the central government that is the villain vis-a-vis these terrible scores; rather it is mostly the state governments. Th at is where most of the bottlenecks and corruption spots are. It should further be noted that most of these bottlenecks and black grease are at the lower levels – at the ‘babu’ class level. But all is not lost! Th ey could be won over if there is a determined eff ort to educate and re-orient them to economic activities and development. A German psychologist once used an expression ‘mental revolution’ in the context of employee motivation and commitment. We need such a ‘mental revolution’ among our

government offi cers and staff of local bodies towards facilitating and supporting

economic development.I would not be all that optimistic

when it comes to the new initiative of ‘Study in India’.

It is indeed a good idea and something worth pursuing. But the odds against it are rather heavy! Consider

the following issues, for

am quite optimistic about the ‘Make in India’ campaign with a rider, however, that we have to work on our pitiable

ranks in ‘Ease of Doing Business’ and ‘Corruption Index’. But, here again, a better appreciation of the situation is needed. It is not

government offi cers and staff of local bodies towards facilitating and supporting

economic development.I would not be all that optimistic

when it comes to the new initiative of ‘Study in India’.

It is indeed a good idea and something worth pursuing. But the odds against it are rather heavy! Consider

the following issues, for

example: Teacher quality and commitment. Don’t

blame the salary any more, it is pretty good now. What we see is the seepage of ‘chaltha hai’ attitude into educational institutions as well. It is like slow poisoning.

Unworkable / archaic structure of universities. One only has to look at a university senate to get a feel of this. Are they really academic bodies anymore? We need to restructure them.

Leadership at institutional, college or university level. Th is is the only sector where people come into leadership positions without any preparation to lead! One also sees that some key positions are bought for a price!

The biggest bugbear of our educational system is the control system. It is difficult to understand why there should be so much control on knowledge creation and development activities!

Autonomy is the key to performance. Th e IIM-IIT model, as against state universities, would be a good example. One may also look at the story of the American university system surging ahead of the European system. The reason is simple - the dominance of private universities in America and non-interference by the government.

Some of our private institutions have come up very well: VIT in Vellore, Manipal University, SMR University in Chennai, Symbiosis in Pune, Birla Institute of Technology Pilani, Th apar University, Patiala, Nirma University, Ahmedabad, XLRI in Jamshedpur, SP Jain Institute in Mumbai, Azim Premji University in Bangalore, MDI Gurgaon, and many such examples.

‘Study in India’ is a very sophisticated kind of business. The government is ill equipped to handle it. Entrust it to good private sector institutions, including some well established business houses. Th e government should then play the role expected of them –facilitation. It would work then.

[email protected]

Prof. J. PhilipPresident, Xavier Institute of Management & Entrepreneurship (XIME), Bangalore


At 25, even as Nandita Mathur’s parents were looking out for a suitable match for her, something about the entire process put her off. “Somehow, I just could not

fathom marrying a stranger. It was awkward and uncomfortable,” she says.

Instead, she did the next logical thing; she asked her old friend Tanuj Tandon if he would marry her. And no, they weren’t in a restaurant or any other romantic setting; they were in a busy street, trying to cross over. “I knew he was too shy to ask, so I popped the question,” she grins. Shocked though he was, Tanuj’s answer was an instant ‘yes’.

It’s precisely this clarity of thought that his wife of three years loves about him, amongst other things. “He is hugely committed and positive. He’s someone you can rely on,” she says.

For his part, Tanuj, a man of few words and deep sense of calm enjoys her spontaneity and extroverted take on life. “She is friendly and warm and can easily strike up a conversation with anyone. Besides, she is not one to worry about things and I really like that about her.”

Both have management backgrounds. Tanuj is an electronics engineer and has a degree in management from Pune’s SITM, while Nandita has studied at the Times School of Marketing.

In short, a fi ne match if ever there was one.Th ey’re the quintessential corporate couple

working long hours, and aspiring for the next goal. While Nandita is deputy manager (marketing) for the Times of India, Pune, Tanuj is a senior advisory consultant with IBM. However, both are unfazed by the demands of their careers. “It’s up to each couple to decide how they are to prioritise their lives,” says Nandita. “We support each other in our endeavours and it works out fi ne, despite the pressures of the job.”

Simple things make a diff erence; you give a little, get a lot. “While I do the cooking with the help of a maid, he makes sure the groceries are in order,” she says.

Friday evenings are reserved for individual outings with friends, while weekends are for movies, dinners, drives and precious ‘us’ time.

LOVED & MARRIED TOO

lifeFriends

for

It is not oft en these days that college romance fructifi es into a wedlock. Corporate Citizen unlocks the story of love that has culminated into marriage, for we believe in the stability of a relationship and family unit. We bring to you real life romances that gotsealed in marriage.

Nandita Mathur and Tanuj Tandon chose the solid ground of an old friendship as the premise of their marriage. Th ree years on, they say the choice was absolutely correct

By Kalyani Sardesai PICS: YUSUF KHAN


Marriage, honestly, is a much better portfolio, with parents and cousins and an entire support system to fall back on,” says Nandita. “It’s much more stable and secure.”

One reason that corporate romances don’t seem to work is the mismatch between overweening male chauvinism and soaring female aspirations. “I think both the man and woman are equally at fault here,” says Nandita. “While men need to appreciate the fact that their spouse puts in equally long hours at work and no one cuts them any slack simply because they’re women, the ladies too, need to strike a fi ne balance between home and work,” she says. “It is an atmosphere of equality that rules the work place. Both men and women are expected to perform sans excuses, amidst the same pressures. It’s therefore a good idea to be kind to each other’s challenges.” Similarly, she says, both parties need to understand that marriage is not about fi nancial dependence or independence alone. “Th ere’s a lot more that is heavily invested in your relationship..your dreams and emotions,

amongst them. At the end of the day, it’s not a high falutin career but your better half and your family that’s going to stand by you,” she rounds off .

[email protected]

other. “He is a true-blue Punjabi and loves good, home-cooked food. So I enjoy pampering him with his favourite dishes like Rajma and Chhole,” says Nandita.

Tanuj enjoys coming up with little surprises for her—without the excuse of a special occasion. “He’ll buy me a perfume or some other little thing I have been admiring for a long time. He’s very observant that way,” says Nandita.

An outstanding memory would be of the time Tanuj had a birthday cake sent for her—just a little before his arrival from Mumbai. “Th e decoration of the cake was unique, and showed how minutely he knew my likes and dislikes. Th ere were little chocolate fondants in the shape of my favourite footwear, handbags and lipsticks. I was really touched,” she says.

Tanuj is also sure to say the three magic words ‘I love you’ each morning—as soon as he wakes up—to his better half. Neverthless, avers Nandita neither of them much believes in the fl owers and candy routine. “Those are just tangible things. Romance is a much deeper emotion than that. It is about understanding and taking care of each other in little ways,” she says.

“Honestly, it’s each to their own,” says Tanuj. “Living in is not something that either of us were comfortable with; besides, with no formal commitment involved everything revolves only around the two of you. On the other hand, when you marry, you have a larger circle to rely on and turn to,” he says.

“It’s easy enough to fall in love. But it’s a challenge to understand each other.

“It’s very important to give space to the other person; trust is mandatory, so is understanding. My work requires me to travel a lot, but she never makes a fuss over anything. It helps,” he says. Even so, he makes sure she is comfortable and has everything she needs to carry on alone for the next few days till his return.

It is this camaraderie—both spoken and unspoken—that they attribute to their long association (they knew each other since grade VI, no less!)

“When Tanuj formally asked my older brother for my hand, he in turn, quipped: Finally! Here’s a man who is ready to take you on,” giggles Nandita.

For their part, Tanuj’s parents were perfectly happy with his choice. It did not bother them for a minute that Nandita was a non-veg loving Kayastha from UP, and that they were a pure veg Punjabi family. The families knew each other, understood that their core values matched and that was good enough for both sides. (Nandita’s dad is a lawyer and mom is a teacher, while Tanuj’s father is an insurance professional and mom, once again, a teacher.)

“My parents are very progressive that way. Mom, for instance, would say: we think ten times before selecting a simple T-shirt for you…how can we presume you will be happy with our choice of wife? It’s best that you select your own,” shares Tanuj.

The happy bonhomie continued right through the elaborate and traditional ceremony in Delhi. “There was no formality or posturing or pretence,” says Nandita. “Everyone was simply themselves, and we had lots of fun.”

In fact, right through the seven pheras Nandita’s brother was cautioning Tanuj: “Bro! Th ere are two or three pheras yet to be complete! You still have time to change your mind!” Not to be left behind, Tanuj was busy instructing the pandit to hurry up before the girl ran away!!!

Th e sense of ease continues till date. “We never, ever act like the typical husband and wife. We are fi rst and foremost, buddies, and that’s how it is going to be,” they say.

Both enjoy doing things for the

Romance is a much deeper emotion than that. It is about understanding and taking care of each other in little ways

The pillars of marriageSpace. Respect each other’s dreams, priorities, friends and aspirations.

Affection ought to be expressed on a daily basis with little thoughtful gestures for the other person.

Friendship is a rock solid basis for a relationship, much more so than the vagaries of a romance. Everything good stems from being pals, first and foremost

Honesty is the best policy—always. Don’t hide things from each other.

Trust your spouse. “Sir’

Ben Kingsley’s Indian roots

tadkaCC

English Actor Sir Ben Kingsley’s birth name is Krishna Pandit Bhanji and he is of Indian descent. He is known for starring as Mahatma Gandhi in the film Gandhi in 1982, for which he won the Academy Award for Best Actor.


COVER STORY

Dynamic Duo 16DR. GV KRISHNA REDDY AND INDIRA REDDY

TerrificTake-Off

Dr. G.V. Krishna Reddy, Founder Chairman, GVK Power and Infrastructure Ltd, and his wife Indira, Managing

Director, Taj GVK Hotels & Resorts Ltd, have gone through a lot of ups and a few downs in their 54 years of married life

and business, they tell Corporate Citizen.By Sekhar Seshan

He manages his infrastructure empire, she runs luxury hotels. GVK is a name that is recognised everywhere in India, and now in Australia too where it owns and operates coal mines to feed its power plants back home. The group, which had its beginnings

when Gunupati Venkata Krishna Reddy took over the family business in 1959, now builds roads and airports besides power plants, and has a life sciences company. Plus, it runs the Taj Group’s hotels in Hyderabad, with Krishna Reddy’s wife Indira heading the joint-venture company that owns the properties. “She is very intelligent, and has a good memory for numbers,” he says. Adds Indira: “I had never done accounts before I got into business – they came into my life very late!” But her intellect, even as a child, is obvious: she went to the sixth standard as a six-year-old and fi nished school at age 11, though she “only scraped through, with 44 or 45 per cent marks!”


PICS: VIJAY BALLARI

GVK Reddy had always nurtured a wish to go abroad, but had got involved in the family business thanks to his father


COVER STORY

A dam full of knowledgeKrishna Reddy, born in Kothur village of Nellore district in what is now Andhra Pradesh on 22 March 1937, was all of 21 years old when he took over the family construction business as the eldest of seven sons and a daughter. Working on the Nagarjuna Sagar dam, he lived for seven years at a small place 40 km from the dam, building the canals on its right bank. “Th e nearest small village, Shyamarajapuram, was one km away while a larger one, Arigopala, was four km,” he remembers. Aft er he fi nished this work, he moved to the site of Nagarjuna Sagar itself, before shift ing to Hyderabad. “Th at was the best part of my life!” he says in retrospect. “As a youngster, I learnt everything while working on what was then the second largest project in the world.”

Meanwhile, his wife-to-be had studied in the temple town of Tirupati for a year and moved to college in Madras. Not only was she born and raised in Nellore district too, she joined the same college where he was studying. “We were contemporaries, though I was very senior,” he says. “Aft er studying organic chemistry for two years – I can’t even spell it!” she laughs. “But nothing can compensate for education.” While it was her grandmother who made her study because she herself couldn’t, at a time when society frowned on girls going to school and college, her father wanted her to go on to become a doctor. “But I couldn’t get a seat – my results were not good enough!” she says. So, when she was just 16-1/2 years old, she got married. “I had no idea what marriage meant, but I was very excited at getting lots of

good clothes,” she recalls. “I was the fi rst to get married – I have two sisters, both much younger.”

Aft er marriage, children: Shalini and Sanjay were both born in Madras, when the Nagarjuna Sagar work was going on apace. Daughters usually go to their mother’s home for at least the fi rst child – but Nellore was 160 km away. Shalini is now an Executive Director in her mother’s Taj GVK Hotels & Resorts Ltd, while Sanjay, a year and four months younger, is vice chairman of his father’s GVK Power & Infrastructure Ltd. He also oversees the group’s interest in Australia, and heads the airports business as well as GVK Biosciences, a drug discovery research and development organisation that was his own brainchild for the group’s diversifi cation beyond infrastructure.

Th e day Krishna Reddy fi nished his college examinations in Hyderabad, his parents sent a car to pick him up and take him straight to Nagarjuna Sagar. Actually, as a boy, he too had wanted to become a doctor, like his then wife-to-be. “But my father told my school principal not to allow me to go in for medicine,” he says. But what his family did was right, he says: those seven years on his fi rst project gave him ‘excellent experience’ and the confi dence to take on anything in any part of the world.

New venturesAft er the dam, his fi rst business venture was to set up Novopan, fi rst in India, and then in Biscoe, North Carolina. “I’m from an agricultural family but got into construction, and wanted to switch to industry,”

"Husband and wife have a question-answer session, to “clean up everything in the business.” They exchange information on

everything done and not yet done, with he giving her full support and she giving "good advice"



he says. And he realised that he was moving from project to project “like a gipsy”, without owning anything. He tried to get a licence to manufacture cement or steel, which were things he knew, but got one for pre-laminated particle boards which his company, Novopan, pioneered in India. “It was forced on me, but I took on the challenge without knowing anything about the industry,” he recalls. “My wife and parents were dead against it, and I suff ered for the fi rst two or three years; but I made it a success!”

He had always nurtured a wish to go abroad, but had got stuck in the family business thanks to his father G. Subbarami Reddy deciding to divide the family’s assets. He got a chance to live his dream aft er he fi nished his work on the dam in 1967. Th e dam itself - built across the Krishna in Nagarjuna Sagar of Nalgonda district in what is now Telangana, for optimum utilisation of the river water - was completed two years later, 14 years aft er it began. Wanting to get into some other business, he however found that the stifl ing ‘licence raj’ in India wouldn’t let him do anything here.

G. Indira Krishna Reddy, meanwhile, was living a society life in Hyderabad while her husband was away in the US. “I had nothing to do, so I just went to clubs and to movies, made trips to Charminar to buy things, and visited the rich Nawabi families which had a sophisticated lifestyle – with bearers bringing tea and snacks on silver trays, everyone greeting everyone else with the traditional Urdu adaab,” she says. “We ourselves had a centrally air-conditioned house at Somajiguda. It was the best of life, though we did not have so much money.”

Along the way, they bought the Paigah House in Secunderabad, where the company headquarters is now located. “I had visited the place many times earlier when the owners were living there, and bought antique items that they were selling. Th ey had a dinner set in red cut glass for 101 people, a cut-glass table-tennis table, and punch bowls studded with diamonds! It was a dream come true when my husband bought the house. But we sold all the expensive stuff – we couldn’t aff ord to maintain it,” she says.

Life about-turnIn 1986, when she was 41 years old, her life changed. Krishna Reddy bought a small travel agency, and asked her to manage it. Th eir daughter and son were both married, so she had even less to do at home, and she found herself getting totally involved in the business: Orbit Travels & Tours, which was losing ₹ fi ve lakh a year. Her life changed from being a housewife who enjoyed a life of card and kitty parties, to running a business. “I was least interested in business earlier – I was a director of a couple of the group companies, but I used to doodle at the board meetings,” she grins. “At home, I was very house-proud: I used to make Mr. Reddy carry marble statues from one place to another while I decided where they looked better.”

Aft er asking her husband for a tip on what to do, and being told that “money is the heart of any business”, she called the accountant and got to the bottom of her new company’s fi nances. Th e main job was to collect outstanding bills from clients. Within four months, she had begun to turn around the losing agency, and ended her fi rst year at its helm with a profi t of ₹ fi ve lakh. “I am a B.Sc in chemistry, with no great understanding of

mathematics,” she says. “But I realised that raising bills correctly and following up for payment were essential.” With her husband still travelling to the US a lot, and she herself not doing anything in GVK though she was a director there, she worked all day – even giving up cards. She turned Orbit around in the very fi rst year to show a modest profi t. “If I decide to do something, I do it!” she smiles.

Another turnaroundWhen Krishna Reddy went to the US, he asked his wife to take over his maiden Novopan business - a machine-made furniture unit in which he had invested ₹ two crore. “We had 22 branches, and so many payments needed to be made that I was always signing cheques and doing very little else,” she says. When Reddy remarked on this on a brief visit home, she felt so bad that she decided to do something about it – she studied the 27 products they were making and what went into the manufacturing costs. She replaced the German machines with indigenous equipment and cut the waste, to wipe out the ₹ one-crore loss.

She got down to the nitty-gritty, even switching off the air-conditioner in her own offi ce, and worked in the heat with the generator running to keep only the lights on. She also disconnected the STD long-distance calling on the company telephones. “I became really serious about business then,” she says. “I went to the plant three days in a week to oversee the operations. I guess I needed to prove myself in the organisation: so I learnt the theory of the manufacturing process, then went and learnt production. I had meetings with all the middle-level and top people on every visit, listened to their ideas on how to improve the performance, and implemented the good stuff . I stood near the machines and talked with the supervisor rather than the vice-president.”

Listening to the people who did the actual work, she managed to cut the raw material cost to make a profi t of ₹ 20-plus lakh aft er two years – during which she also opened showrooms in Bombay, Bangalore, Hyderabad and Madras. In three years’ time, Novopan too recovered from a loss of ₹30-40

Along the way, they bought the Paigah House in Secunderabad, where the company headquarters is now located

Padma Bhushan award from President Pratibha Patil in 2011


COVER STORY

lakh and made a profi t of ₹ 13-14 crores. Having learnt the important lesson of keeping track of the money, she still sits to do her calculations at 6 p.m. every day - and she collects accounts from her children, too.

“She is more systematic than I am,” says Krishna Reddy. Describing her as “a great support to me”, he explains that this was moral support for the fi rst ten years, then in business too. Every morning, aft er his tennis session with a group of old friends on his personal tennis court which is part of the property surrounding his bungalow, husband and wife have a question-answer session, to “clean up everything in the business”. Th ey exchange information on everything done and not yet done, with him giving her full support and she giving ‘good advice’.

Aft er Novopan became profi table, Krishna Reddy got the idea of merging the loss-making GVK Hotels – which had one property, the Krishna Oberoi – into the furniture company. He had made his foray into the hospitality business when he acquired a majority shareholding in the four-star Hotel Banjara and became the managing director, completing the project in 1976-77 and opening it in collaboration with Holiday Inn before moving on to tie up with the Oberoi Group.

“He convinced me, and Novopan took on the fi nancial problems of the hotel business,” Indira Reddy says. Adds her husband: “She had to say okay – she had struggled to turn the company around and got Swiss, German and Italian collaborations. I had built the hotel because I had wanted to, even when I was a student. But it struggled for ten years before Novopan rescued it.”

Th e Reddys parted company with the Oberoi group, and every other hotel chain was interested in taking on the property. “ITC, Taj, everyone was aft er us!” he says. But the tie-up with the Taj Group was by accident, too, like so many other facets of GVK’s business: it happened aft er the couple met Tata Sons director Krishna Kumar on a fl ight back from the US. So the company became Taj GVK, with the hotel giant investing ₹25 crore for a 25-percent stake in the merged company. When Indira Reddy was asked to run it, she tried to say no, because she was a factory person – but “they insisted, and put me in the chair!” she says. So she had one more losing company to turn around! She took up the renovation of hotel aft er hotel, to achieve the target of ten properties set by her husband before she would be allowed to retire, from the two hotels it had in 1999-2000. She has almost got there already, with the ones near Mumbai airport and at Yelahanka in Bengaluru on the anvil – but her company has signed a new agreement to set up and run all the Ginger hotels in Andhra Pradesh too. “Th at may be another ten!” she says.

Krishna Reddy, recalling how he ‘forced’ the business on his wife, points out that he was busy with the US plant. “She has been a great support to me,” he asserts. “But for her, I wouldn’t have been able to build this empire.”

Power and infraAnd an empire it is, despite the strains that the infrastructure sector has been going through for many years. Th e parent company, GVK Power & Infrastructure Ltd, chalked up operating income of just under ₹3,050 crore in 2014-15. It has many fi rsts to its credit, beginning with having set up India’s fi rst independent power plant in 1997. “It was the fi rst project to be fi nanced by the Washington-based International Finance Corporation

and the World Bank,” says Krishna Reddy, who came back to India to set it up on the urging of the then World Bank president Moin Qureshi and political leader Mari Chenna Reddy. “It is still one of the best four plants in the world, with beautiful gardens – you can’t imagine that a power plant can look so beautiful!” Later, it built the country’s fi rst six-lane expressway – the ₹729 crore, 90-km Jaipur-Kishangarh Expressway, which it completed in April 2005, six months before schedule - and brownfi eld airport in Mumbai, both under the public private partnership (PPP) model.

Both the power plant and the airport happened by accident. Having mortgaged his gold to a bank and won his fi rst tender for a power plant in 1996-97, he met Qureshi and won his support. For the airport, he had submitted his bid with a South African company as partner, but forgot about it till he won the tender. Th e second, the Rajiv Gandhi International Airport in Bengaluru, also came to him by sheer chance, when a representative of the consortium that had built it as a greenfi eld project off ered to sell him a share.

GVK sold the Novopan plant in the US in 2009. “More than money, what we have learnt from that project is exposure to the world,” the Group Chairman says. He has come a long, long way since his basic schooling at Kothur, early college from Nellore, graduation from Osmania University in Hyderabad and his start in business when he took control of the family’s small construction fi rm. He later attended an Owner/President Management (OPM) programme at Harvard Business School, US.

Much recognitionAlong the way, a number of awards and much recognition have come his way, including the Padma Bhushan - the country’s third highest civilian award - in 2011. He also won “Construction World - Man of the year 2011” award, was recognised as the “Infrastructure Person of the Year 2014” at the Construction Week India Awards, and bestowed with the ‘Lifetime

TENNIS FOR DISCIPLINEAn avid sports enthusiast, he not only makes his tennis with friends an inflexible part of his morning routine whenever he is in Hyderabad, he has also encouraged young sporting talent – notably India’s current tennis sensation on the global circuit, Sania Mirza. He has even set up a tennis academy in Hyderabad to groom youngsters with potential. Many years ago, he had started playing golf while in the US - but found that he just didn’t have the time for the leisurely game in the midst of all his business activities. He is dismissive of the ‘corporate’ game: “You only swing, but don’t sweat, you can talk and enjoy yourself – and half your day goes!” he points out. “I used to play volleyball when I was in college, I’ve played for the university too,” he says. “I couldn’t play for a few years after I got into business, because I was a gypsy.” After settling down in Hyderabad, however, he took up tennis – and plays for at least an hour every day when he is not travelling, and at least a couple of sets even if he has to take an 8-o’clock flight. “My life starts with my tennis - it gives me the discipline to get up early and be at the court at 6 a.m. every day,” he says. “We play serious, competitive tennis – most of us are good players for our age.” Fifteen years ago, he started ‘veteran’ tennis tournaments which are now played in Hyderabad, Mumbai and Bengaluru.


Achievement Award’ at India Aviation 2014 for his contribution to the Indian aviation sector. Earlier, too, he was awarded “Best First Generation Entrepreneur of the Year 2010” award under the India Business Leaders Awards instituted by CNBC-TV 18 and honoured with Th e Economic Times’ “Entrepreneur of the Year Award 2009”. For his contribution to the Telugu cause, he was given an “Excellence Award” at the International Telugu Cultural Conference held as part of the Golden Jubilee celebrations of the Telugu Association of Malaysia; felicitated by Th e Telugu Literary and Cultural Association, US, and conferred Life Membership of the World Telugu Federation, Chennai.

Today, Krishna Reddy continues to believe that only infrastructure – power, roads and airports, the three sectors in which his Group is actively involved -- can develop the country. Aft er his great fi rsts in power and roads, he is particularly proud of what he and Sanjay, who leads that business, have achieved at the Chhatrapati Shivaji International Airport in Mumbai. Asked to only expand and refurbish the existing terminal, GVK has built an international airport that does India proud. And it will, he says, last for at least the next 60 years. Mumbai is India’s busiest airport, accounting for one in every three fl iers in the country – more than 17 million last year - besides nearly half a million tonnes of cargo. With a second operational runway, it can handle up to 25 million passengers.

Th e 50,000-plus tonnes of steel that have gone into its building are beautifully hidden under what can only be described as an art museum, with a 1.2-km wall to showcase Indian art. It also has a 5,500-car parking lot, something that was earlier not even imagined in Mumbai. It is, however, still very much a work in progress: the total revamp will happen over the next 20 years, thanks to the unique 60-year concession that the GVK-led consortium has, with more than US$1 billion slated to be invested in it over the period. In Bengaluru, it is creating a ‘garden terminal’ as part of its refurbishing exercise. GVK now has the fi rst right of refusal for the proposed Navi Mumbai airport, and is developing two more international airports in Indonesia.

Coal is goldTh e GVK Group’s boldest venture has been the decision to invest in coal mining, railway linkages and a port in Queensland, Australia. Mired in a controversy till recently with a group of environmentalists challenging the licence given to it, the mine has now got court clearance to carry on. According to Sanjay Reddy, there are a number of advantages that made it ‘very exciting’: the scale, one of the biggest resources in the world at 8 billion tonnes, of which 2.5 billion tonnes are measurable and economically extractable; the quality, which is among the best of the new mines he has seen; the government-approved pit-to-port strategy; an existing, full management team that’s ‘completely aligned’ to the project; and greater ease in fund-raising with Australia rated as one of the lowest-risk regions from a banker’s point of view.

But Krishna Reddy and his son Sanjay say this is not backward integration of GVK’s power business, but a ‘resource business’. Only 20-25 tonnes of coal will come back to India, while the rest will be sold to premium markets like Korea, Taiwan and China. And that, they point out, is a huge opportunity which will develop in the next 20 to 30 years.

The heart rulesTh e group’s culture is of one where the ‘heart rules, not the head’ – for example, it still has a couple of octogenarian employees, because the Chairman doesn’t want them to go. Krishna Reddy drives the organisation based on relationships, more than being a hard-core businessman. So the Indian part of Novopan, even though it was shut down as an unviable business, will never be sold: it was his fi rst business and he has a sentimental attachment to it.

Th e man even remembers the lift operator at a bank or fi nancial institution he visits by name: this humane element is obviously what motivated him

to take over and continue running Emergency Management and Research Institute (EMRI) from the erstwhile Satyam. Krishna Reddy is particularly proud of the ‘108’ emergency medical service. The largest operation of its kind in the world - with a fl eet of nearly 10,000 ambulances and 42,000 employees in 15 states and two Union Territories of India – has just celebrated its tenth anniversary by tying up with Stanford School of Medicine to set up a training centre in Hyderabad. EMRI has so far served over 35 million emergencies, saved 150,000 lives and assisted 350,000 births, while about 320 deliveries are also delivered in ambulances every day. Th e GVK EMRI emergency medicine learning centre has trained over 210,000 health care providers, including 12,000 doctors, 32,000 nurses, 50,000 technicians and 40,000 fi rst responders.

EMRI’s research wing has world-class equipment and facilities which are used to analyse the data and publish the research papers for prevention and better management of emergencies. It also partners with consultants and works in the area of emergency medicine, keeps up with the current status of research in emergency management in other countries. It disseminates the results internally and externally, and maintains a knowledge management portal.

For better livingGVK also lays a lot of emphasis on social development and environmental sustainability, with various projects to improve the living conditions of the deprived sections of society. The GVK Foundation, through which the Group carries out its social initiatives, runs many

development programmes on a national level like education, housing for under-privileged people, health and hygiene, community-based programmes, empowerment and entrepreneurship development, art, music, sports and a number of other socio-economic initiatives.

The Foundation manages a degree college at Indukurupet village in Nellore District for students from surrounding areas, and provides scholarships for students across disciplines. It has also given fi nancial assistance under the National Benefi t Scheme to 200 eligible benefi ciaries in the village. It has provided housing for 1,000 underprivileged people in Kothur village of the same district, and built pakka houses for weaker sections in Manikhera village of Mukatsar district in Punjab.

[email protected]

I learnt the theory of the manufacturing process, then went and learnt production. I had meetings with all the middle-level and top people on every visit, listened to their ideas on how to improve performance, and implemented the good stuff. I stood near the machines and talked with the supervisor rather than the vice-president - Indira


In late 2013, India was mired in dissatisfaction with the way things were going in the country. People were only moderately satisfied with economic conditions. And less than half of the population had a favourable view of then-Prime

Minister Manmohan Singh, a member of the long-ruling Indian National Congress party.

In 2015, public satisfaction with India’s direction has nearly doubled and pride in the country is up compared with findings from a Pew Research Center survey conducted in December 2013 and January 2014. Almost three-quarters of the public now think economic conditions are good. And about two thirds have a very favourable view of current Prime Minister Narendra Modi. Th is high level of approval is two to three times that for other leading Indian politicians.

Modi’s appeal is a driving force behind this upsurge in Indians’ positive mood. Th ose who have a lot of confi dence in Modi voice greater satisfaction with the direction of the country today than those with only some confi dence in the prime minister. Respondents who have a lot of confi dence in Modi also

say the nation’s economic situation is very good.Moreover, Modi’s aura has reinvigorated

Indians’ faith in their government. About two-thirds of respondents who have a lot of confidence in the prime minister say the infl uence of the national government is now very good. On the world stage, Indians still feel underappreciated. But their belief that India gets the respect it deserves is up 12 percentage points aft er Modi’s fi rst year in offi ce. Moreover, more than seven-in-ten of those surveyed express a lot of confi dence in Modi’s handling of international relations.

The Modi phenomenon transcends India’s traditionally partisan politics. On most of the challenges facing the nation, the prime minister and his party enjoy support from both the BJP party faithful and

SURVEY

PM Narendra Modi has completed well over a year in offi ce. Th e BJP won an overwhelming majority when it formed the government last year. Th e time has come to analyse the public sentiment about Modi and his tenure at the helm of the country. Pew Research Center, a popular non-partisan global think tank based in the USA, has prepared a report charting the PM’s progress on the top job. Th is report examines public opinion in India, including views on national conditions, issues aff ecting the country, Prime Minister Modi and national institutions, based on 2,452 face-to-face interviews. Corporate Citizen presents the fascinating fi ndings of the report.

By Neeraj Varty

India Upbeat about Modi Government

Modi Popular across the Indian Demographic Spectrum Views of Prime Minister Narendra Modi

Very fav.

Somewhat fav.

Somewhat unfav.

Very unfav.

% % % %

TOTAL 68 19 6 5

Men 72 17 5 5

Women 64 21 8 4

18-29 72 19 5 4

30-49 65 20 7 6

50+ 69 19 6 4

Primary school or less 65 21 7 5 Secondary school 74 17 5 3 Some college or more 71 18 5 5

Urban 59 25 7 8

Rural 73 17 6 3

BJP 83 11 2 3

INC 41 33 14 11

AAP 59 28 7 6

Source: Spring 2015 Global Attitudes survey. Q86c.

PEW RESEARCH CENTER


followers of the opposition Congress party. Moreover, Modi and the BJP now have greater backing than Congress in rural areas, traditionally a Congress stronghold. Roughly six-in-ten or more self-identifi ed Congress supporters approve of Modi’s handling of a range of issues: access to clean toilets (66%), unemployment (62%), helping the poor (61%) and infl ation (61%). And a majority of Congress backers approve of the prime minister’s eff orts against terrorism (56%) and corruption (56%). Only on Modi’s dealing with communal relations do less than half of Congress followers approve of his eff orts.

Nevertheless, Indians believe their country still faces myriad challenges. More than eight-in-ten say crime, jobs, infl ation and corruption are very big problems. Concern about air pollution is up 22 points in just the past year, complaints about poor quality schools are up 20 points and worry about health care is up 15 points.

Let us see in graphical terms, the sentimental analysis of the PM’s fi rst year in offi ce.

The popularity and the intensity of public support for the BJP mirrors that accorded its leader. An overwhelming 87% of those surveyed have a favourable view of the BJP, including 65% who hold a very favourable impression.

Prime Minister Narendra Modi is, by far, India’s most popular political fi gure. 87% of Indians say they have a favourable opinion of Modi. Th is backing is up from 78% in 2013, prior to his election as prime minister.

Indians are particularly supportive of Modi’s dealings with the U.S. About two-thirds (66%) approve of the job he is doing handling relations with Washington, just 13% disapprove and a relatively modest 22% have no opinion. But Indians are critical of the prime minister’s conduct of relations with neighbour and long-time adversary Pakistan. Just 25% approve of his dealings with Islamabad, 50% disapprove and 25% have no opinion.

13%

30

29

50

66%

39

37

25

U.S.

China

Russia

Pakistan

ApproveDisapprove

Indians Pleased with Modi’s Handling ofU.S.-India Relations Do you approve or disapprove ofo the way Prime fMinister Narendra Modi isMM handling relations with …

Source: Spring 2015 Global Attitudes survey. Q89a-d.

PEW RESEARCH CENTER


SURVEY

25%

29

28

32

35

33

35

71%

67

66

63

63

61

53

ApproveDisapproveppAccess to clean

toilets

Unemployment

Terrorism

Helping the poor

Rising prices

Corruption

Communal relations

Strong Approval of Modi’s Handling of aRange of Domestic IssuesDo you approve or disapprove of the way Prime Minister Narendra Modi is handling … MM

Source: Spring 2015 Global Attitudes survey. Q88a-g.

PEW RESEARCH CENTER

Indians approve of Modi’s handling of a range of domestic issues. Roughly two-thirds of Indians also approve of Modi’s efforts to deal with unemployment and terrorism. BJP followers (71%) are more supportive of the prime minister’s handling of terrorism than are Congress adherents (56%). About six-in-ten or more Indians also give a thumbs-up to Modi’s efforts to deal with rising prices (63%), help the poor (63%) and fight corruption (61%)

Indians are most concerned about crime among a list of 13 national challenges. More than nine-in-ten (93%) say crime is a very big problem. Such concern is up 8 percentage points since 2014. 87% say joblessness is a very big problem facing India, an 8-point rise in such concern since 2014, but roughly comparable to unease about jobs in 2013. Criticism of corrupt officials rivals concern about economic conditions: 86% say it is a very big problem. Concern about terrorism (85%) is similar to Indians’ worries about economic issues and about government corruption. Roughly three-in-four (77%) Indians say poor-quality schools are a very big national problem.

85%79

86

5752

70

53

93%87 8786

77 74 7470 68

20142014 20152015

Lack of employmentopportunities

Rising prices

Poor quality schools

Airpollution

Gap betweenrich and

poor

Health care

Air Pollution, Schools and Health Care Seen as Growing Problems __ is a very big problem __

Source: Spring 2015 Global Attitudes survey. Q61a, c-f, h-i.

PEW RESEARCH CENTER

Crime

Indians Increasingly Positive about Trajectory of Country and Economy

2013 2014 2015 13-15

Change Direction of country % % %

Satisfied 29 36 56 +27 Dissatisfied 70 60 43 -27

Current state of economy Good 57 64 74 +17 Bad 42 30 24 -18

Economy in next 12 months Improve 62 71 74 +12 Worsen 10 5 6 -4

Future of children Better off 64 67 74 +10 Worse off 23 24 18 -5

Source: Spring 2015 Global Attitudes survey. Q2, Q3, Q4 & Q6.

PEW RESEARCH CENTER

Public satisfaction with the way things are going in India has nearly doubled in less than two years. In 2013, just 29% of Indians were happy with the direction of their country. In 2015, 56% express satisfaction. And this approval of the overall trajectory of the nation is shared across party lines, generations and gender. Part of this satisfaction with the way things are going can be attributed to the performance of the Indian economy. In the fourth quarter of 2013, around the time of Pew Research Center survey work there, India was growing at a seasonally adjusted rate of 7.1%. In the first quarter of 2015 it grew at 7.5%. This persistence in relatively good economic performance has translated into a growing sense of satisfaction with economic conditions.


Indians’ appreciation of the U.S. reflects admiration for the American economy. Roughly two-thirds (66%) see the U.S. as the world’s leading economic power – up 19 points since 2014, when only 47% expressed such appreciation. And about six-in-ten (63%) say it is more important for India to have strong economic ties with the U.S., compared with just 14% who hold the view that a closer commercial relationship with China would be in India’s best interest.

Indians have mixed views about other nations. Seven-in-ten have a favourable opinion of the U.S. That assessment is up 15 percentage points from 2014, when 55% saw the U.S. favourably. America is particularly popular among Indians aged 18 to 29 (75%), but two thirds of Indians aged 50 and older also see the U.S. in a positive light. Indians with at least some college education (83%) are much more likely than those with only a primary school education or less (61%) to have a positive view of the U.S.

[email protected]

8%

16

17

32

19

28

664

70%

46

43

41

28

28

18

U.S.

Japan

Russia

China

South Korea

Iran

Pakistan

FavorableUnfavorable

U.S. Seen Most Favorably, Pakistan Viewed Least Favorably Indian views of …II

Source: Spring 2015 Global Attitudes survey. Q12a-d, h-i, r.

PEW RESEARCH CENTER

Indians Overwhelmingly View U.S. as Economic Partner

Q26v.

63%15%

8%14%

Both/Neither(VOL)

U.S.

China

Don'tknow

Is it more important to have strongIIeconomic ties with China or the U.S.?

Source: Spring 2015 Global Attitudes survey.

PEW RESEARCH CENTER

Within India there are regional differences in economic perceptions. Roughly eight-in-ten Indians (82%) living in the western part of the country – the states of Chhattisgarh, Gujarat and Maharashtra – believe economic conditions are good. Just 66% of those living in the north – the states of Delhi, Haryana, Madhya Pradesh, Punjab, Rajasthan and Uttar Pradesh – agree. Nearly three-quarters (74%) of the Indian public believes that India’s economic situation will improve over the next 12 months. This is an improvement from the 62% who were optimistic lessthan two years ago.

NORTHEAST

WESTSOUTHTOTAL

BAD GOOD33% 66%19% 76%17% 82%19% 80%24% 74%

States not surveyed


THE TAX MAN COMETH

Honesty and trust, be it in personal relationships or building up wealth, are essential for a happy and peaceful life. Build your capital through legitimate tax planning means, and build your trust-capital in relationships too

RICH, YES, BUT ARE YOU HAPPY?

You earn income and you pay tax. The tax department becomes a sleeping partner in your profit. This partner is slightly different from normal partners as it not

only keeps an eye on you but it also enters your home when legitimate tax is not paid. In the process, a tax offi cer becomes a witness in your life. As one such witness, I observed the lives of the rich, and that forced me to think about the value of money and the happiness of persons earning huge money. I share two of my experiences here:

I was posted with the Income Tax raid department in Mumbai. My goal was to collect information about tax evaders and conduct income-tax search against persons where evidence collected was credible and the amount of evaded tax was high.

I was used to informants visiting me to give information. Usually these were disgruntled employees. One day, I was visited by a leading lady professional.

BY S K JHA(IRS (retd) and former Chief Commissioner

of Income Tax)

Unlike the regular tax desk which is manned by a tax officer whose job is to levy tax on you, this desk is manned by a non-serving tax officer who wishes to share his experience of 35 years in the tax department, while discussing tax provisions. It is advantageous to know how the tax department thinks and acts when, as said by Benjamin Franklin, “In this world nothing is certain except death and taxes”

Th e information she gave was against another leading male professional of the city. The quality of information given was superb. Th e lady gave me details of lockers kept in various banks, together with details of bank accounts kept under benami names. She also gave me the location of unoffi cial books of accounts where details of concealed income were recorded. I was quite surprised as to how she was able to get such private information about that man.

She appreciated my curiosity and replied that she was his legally wedded wife and they lived together. I explained to her that the quality of information given was such that search action would defi nitely take place, but in the process her family would lose wealth accumulated over the years. She said that she knew that, and yet she wanted the search action to be conducted. She said that the happiness the accumulated wealth gave her was much less than the pain she got


from her unfaithful husband. She was candid about her life and the relationships her husband was having. She gave me a lesson that said, ‘what is the use of money which cannot get me love from my husband’. Th ough not very happy with the situation, I conducted the search action and seized cash and jewellery worth crores.

Th is was the only search conducted by me where I got gratitude for making the family poorer from none other than the lady of the house, who herself was also a wealth contributor.

Another experience of mine which I want to share relates to an incident when a search action was conducted at the residential bungalow of a known industrialist. Th e search team of 12 offi cials including lady offi cers led by me entered the bungalow located in a posh area of Mumbai at eight in the morning. Th e search team took position all along the bungalow and the inmates of the house were requested to come to the drawing room for identifi cation. Th e servants and maid servants present at the premises of the search were also identifi ed.

Th e people who were searched included the industrialist himself, his wife and two minor children. Th e industrialist was in his early forties and his wife was in her mid-thirties.

Search proceedings commenced in the presence of two independent witnesses called from the neighbourhood, as per the procedural requirement. We went on searching each room and aft er searching for three hours we had only partial success, as we had failed to get valuables and incriminating documents as per our inspection. When we reached the study room in the bungalow with our team, I saw the industrialist getting nervous.

I hoped to find incriminating documents from this room in view of the nervousness of the industrialist. His wife was also moving with the search team and witnesses. Th e industrialist requested to have a word with me alone. I refused to talk to him alone as I wanted full transparency.

However in view of his repeated requests I decided to talk to him in the corner of that room. He told me that incriminating documents were not kept in that room as they were kept outside the premises that was being searched. His request, he said, was of a personal nature as he wanted that I should personally search his brief case and not show the contents to his wife or the search team, as it contained some photographs and letters of his girlfriend which could damage his marriage if his wife saw them. Against this personal favour, he promised to take me to the hidden cavity in the servants’ quarters which always remained locked, where the incriminating documents were kept. I told him the goal of the tax department was to collect tax and never do anything to create problems in the life of the tax payer.

Th e story, however, does not stop here, as a similar thing happened when we were searching

Highest cricket pitch

tadkaCC

Chail in Himachal Pradesh is the highest cricket pitch in the world. It is situated at an elevation of 2444 meters (above the sea level).

the bedroom. Th e wife of the industrialist spoke to me when I was alone and requested me to search her personal cupboard in the absence of her husband, as it had some letters and photographs which would spoil her marriage if her husband saw them. I obliged the lady and did the search and seizure carefully. Th e lady was happy and she gave me the key to her bank locker where unaccounted cash and jewellery were kept.

I was successful in making a good seizure of unaccounted wealth as well as incriminating documents, while I helped to save their marriage.

Readers will draw their own conclusions on the above two incidents. Th e two families were immensely rich, but were they happy? Th e two common parameters in the two families were huge unaccounted wealth and trust-deficit between husband and wife. Th ese two parameters together make for a recipe for disaster. As just seen, in one case, the wife became the informant for an income tax raid, while in other case both husband and wife helped the department to take away their wealth just to suppress their infi delity in marriage. I had heard that happiness at home brings wealth and its absence brings miseries and I found it to be true. You must ask yourself what is the correct path to create wealth and at the same time keep your family happy. Th e answer I got for myself was to build tax paid wealth along with honesty in relationship with your spouse. Th e Income Tax Act promotes capital building and tax saving if the husband and wife together go for tax planning as its various provisions help a trusting couple.

(Th e writer is IRS (retd) and former Chief Commissioner of Income Tax)

The seized books of accounts gavevivid details of unaccounted income earned.

I myself led the search team. I could see the tears in the eyes of the lady when the wealth was taken out

of her home, but at the same time there wasa sense of accomplishment on her face

The wife became the informant for an income tax raid, while in other case both husband and wife helped the department to take away their wealth just to suppress their infidelity in marriage

44 / Corporate Citizen / October 16-31, 201544 / Corporate Citizen / October 16-31, 2015

CORPORATE HISTORY

Growing upwith BATADespite the real competition from online stores and fancy foreign players, Bata continues to be India’s favourite walking partner. In fact, the 2015 Brand Trust Report says it is the “most trusted brand” in the footwear category. Read on to fi nd out more...

By Kalyani Sardesai

For a shoe brand that is the embodiment of all things fi ne and desi—namely affordability, value for money, footwear for the entire family—here’s the most delicious irony of all. For Bata—India’s

choice—for decades now—was not born in India.It is instead, part of the MNC Bata Shoe

Organisation (BSO), a family owned global footwear and fashion accessory manufacturer and retailer with acting headquarters in Lausanne, Switzerland. Organised into three business units: Bata Europe, based in Italy; Bata Emerging Market (Asia, Pacific, Africa and Latin America), based in Singapore, and Bata Protective (worldwide B2B operations), based in the Netherlands, the organisation has a retail presence in over 70 countries and production facilities in 26 countries.

But that does not take away even a bit from its

India association which is a saga in itself. It is very much the shoe brand that has walked the Indian middle class from the pre-independence to post independence era and the pre-internet era to the post-internet era.

Here’s finding out just why.Bata Shoe Company Private India was incorporated as a small company of the BSO at Kolkata in 1932. Initially just a small component of the parent company, it went from strength to strength. In 1973, it changed its name to Bata India Limited. Today, Bata India is the largest company for the BSO and the second largest in terms of revenues. With over 1200 stores across the country, it is the second highest revenue grosser for the parent company.

The 4 Pillars: Product, Price, Place and Promotion.

If Product, Price, Place and Promotion are the

October 16-31, 2015 / Corporate Citizen / 45 October 16-31, 2015 / Corporate Citizen / 45

four pillars required to move the market, Bata has had it right on all counts, all through.

For starters, there’s the core product. From leather to canvas, school shoes to women’s sandals and ballerinas, fl ip fl ops to comfy old chappals, they have it all.

And best of all, it’s all at one place. When you go to a Bata store, usually located at prime city locations, you get to buy footwear for the entire family under one roof.

As for price, the most dominant part of the marketing mix, Bata is perceived to be reasonably priced.

Bata’s promotion, unlike competitors’ does not depend too much on advertising. What they do instead is provide “sales” on the existing lines. Also, stocking up on big brands like Hush Puppies and Marie Claire helps big time.

Where life meets styleTh e year, 2014 saw the launch of Bata’s ‘Life meets Style’ campaign, which sought to inject a fl avour of contemporariness and aspiration to the brand.

And the copies on the print ads script the change. ‘‘Where fi rst dates meet anniversaries’, ‘Where the professional meet the playful’, ‘Where business hours meet happy hours’, ‘Where weekdays meet weekends’ and ‘Where the committed meet the casual’..so on and so forth.

While this adds a dash of zing to the brand,

it also retains the message: Bata is the shoe that fi ts all!

Reliability countsTh e 2015 Brand Trust Report, India Study which annually lists the 1,000 brands Indians rely on most, chosen from among 19,000 unique brands in 270 different categories says it is the “most trusted brand” in the footwear category. Best of all, among all brands, Bata climbed to 11th place in the 2015 report, compared to 145th place last year.

Expressing his happiness over the same, Rajeev Gopalakrishnan, Group managing director of

South Asia, outlined their plans in the days ahead. “Our focus for the coming year will be the

increase of our retail presence across India and the launch of footwear ranges which will incorporate the latest trends in footwear design. We will continue to deliver an exciting and contemporary range of products to the consumers at high quality and great value. Bata continues to be guided by the same core principle it has followed for the last 84 years – to know its customers and to create the best possible products to meet their needs.”

Challenges aheadWhile it enjoys a nationwide presence and a strong retail network, the latest fi gures point to a lack of youth connect and lag in online stores that have resulted in a decline in net sales as proved by the latest fi gures of March 2015: a decline of 1 percent from a year ago to ₹491 crores in the three months ending March, down for the second consecutive quarter aft er a 3 percent fall in the December quarter. What is of concern is that revenue growth has declined despite aggressive store openings over the last two years.

Supply side issues have weighed on sales growth since Bata started replacing its IT systems in the past year. Th ere are further threats from non-specialised online players as well as foreign entrants in the market. Bata is the largest-selling brand in shoes with 11.8 percent market share in offl ine purchases, but because of weak presence online (around 4.3 percent market share) its overall market share reduced to 10 percent, according to a Nirmal Bang Institutional Equities Research.

Bata may be losing market share to online competitors such as Red Tape (Mirza International) on the back of higher discounts, added Nirmal Bang Research.

And even though Bata no more stores only simple stuff aff ordable to all—boasting a range of shoes from top players—it has not been communicated as well, to the customer.

However, to quote Th omas Bata, the visionary who founded Bata:

“We see a sale as the beginning of a relationship.” Th ey have done it before, what’s to stop them now?

[email protected]

Bata is the largest-selling brand in shoes with 11.8 percent market share in offline purchases, but because of weak presence online (around 4.3 percent market share) its overall market share reduced to 10 percent


STUDENT OF THE FORTNIGHT

With students in the fray for the prestigious Rhodes Scholarships via its India Chapter – the road to Oxford’s coveted campus is one that demands an outstanding character, leadership skills and immense intellectual prowess. Since its inception in 1947, nearly 200 Rhodes Scholars from India till date have claimed their name to fame for the prestigious program. Some prominent names from diverse fields include economic policy maker Montek Singh Alhuwalia, noted playwright, actor and film director Girish Karnad and adviser and writer on international environmental law Lavanya Rajamani, also an alumni of National Law School India University (NLSIU), Bangalore, to name a few. Following in Rajamani’s footsteps is Mansi Sood, potential legal eagle from the NLSIU who stands proud amongst 85 scholars from various fields chosen for Oxford University’s class of 2015. Mansi speaks to Corporate Citizen on her path to try and achieve a balance between democracy and judicial justice – and emphasizes on being your ‘’own’’ self so as to assert integrity in the legal profession.

By Sangeeta Ghosh Dastidar

RoadRhodes to

LLB MANSI SOODRhodes Scholar selected for Oxford University class of 2015

Shuttling confidence at badminton and moot courts

Alumni of the prestigious Nation-al Law School India University (NLSIU), Mansi says “Th e logic and structure of law always fas-cinated me and I felt I would en-joy it. Th e fact that law can be a

great equalising force also appealed to me. Togeth-er, these things inspired me to take the chance and pursue law. I can only tell you how glad I am that it worked out!” For an upcoming lawyer, Mansi fi elded our questions with maturity and balance. Mansi’s pride in her alma mater, preparation for the Rhodes scholarship, her aim to become a lit-igation lawyer, the current judiciary system and social responsibilities inarguably makes law look


Thecursedriver

tadkaCC

Karmanasa River in India is considered to be a cursed river and it is believed that touching its water would ruin one’s plans. There’s hardly any development along this river. People around this river just eat dry fruits because cooking food would require water!

a good career option to pursue.

Pride in Alma Mater Th e NLSIU, says Mansi, is a breeding ground for excellence. And although she believes that there are several factors that go into making any col-lege the best in its fi eld, she says, “What really makes NLSIU the best, aside from faculty and infrastructure, is the student interaction and the atmosphere within college. Th e quality and di-versity of students ensures that you are constantly pushing your boundaries and broadening your horizons, there is never a dull moment. It also helps that we have a great alumni network, and they are always extremely kind and supportive, whether it is in terms of off ering assistance with extra-curricular activities like mooting and de-bating or giving career advice.”

Heading for Rhodes Mansi dismisses any kind of grooming mantra for bagging the Rhodes Scholarships. “Honestly, I don’t think there’s a secret mantra or anything. Like I said, the entire atmosphere of the institu-tion (NLSIU) gives you the freedom to be the best at anything you want, by exploring a wide array of opportunities. Professors, friends, peers -- everyone is always very encouraging.” On the choice of subjects too, she puts her faith on the NLSIU curriculum that emphasizes the concept of electives in the fi nal year with a study pattern where there is no need to choose any major sub-ject -- where everyone has to mandatorily study all the subjects off ered in the particular curric-ulum.

On preparation techniques, Mansi says that she had not aimed for the scholarship during her fi rst year and gained awareness only during her second year of the UG program. “In fact, I had no clue about the Rhodes till my second year, when one of my friends got the scholarship. And I don’t think it was a path that I was groomed into either. At the back of my mind, I always had a faint no-tion that I may want to study further but that was all. I only started thinking about the scholarship at the end of my fourth year. ”

On the challenges faced during the prepara-tion phase for the Rhodes, Mansi had to under-go a process which proved challenging, “I had to put a lot of eff ort into discovering what it is that I wanted and concretize my goals, ideas, and ambitions. Th at process of introspection and the subsequent articulation of my thoughts in my statement of purpose is what required maximum work. Th e other part was of course the inter-views, but I think those were slightly easier, con-sidering that I have been learning to discuss and defend my views for fi ve years in law school! I thoroughly enjoyed both my interviews though.”

On the fi nal steps to grabbing the coveted scholarship, Mansi elaborates on the mandatory stages, viz., the application and the interviews.

She said both stages need to be tackled in a com-plementary manner such that the application process becomes distinct from the theoretical path. “Th e application is more about being able to put down your thoughts on paper, telling your story. Th e interviews, on the other hand, require you to defend your views, not just about your goals but on a variety of topics. So preparing for that means you have to be up to date with every-thing that is going on in the world.”

Rhodes adviceMansi says that her trip to Oxford has begun as the Rhodes scholarship is for students wishing to study at Oxford. She has enrolled for the Bachelor of Civil Laws, with a focus on commercial law subjects in the academic session starting Septem-ber 2015. With applications for the scholarships generally kept open for June, students who are going to start their fi nal or fourth year in July in that particular year are eligible to apply.

Her advice to young Rhodes aspirants is in being honest and true to oneself. “Th ere are a lot of things that can be said about the Rhodes scholarship, about the work involved, etc. But the most important thing, in my opinion, is to be yourself and talk about the things that matter to you the most. Th e rest will fall into place.”

A larger roleMansi is very clear on coming back to India post her qualifi cations and will embark on litigation

as her chosen fi eld. “Even though there are still fewer women

lawyers than men, especially in litigation, I think the situation has defi nitely improved a lot.” She discounts gender biases in the judicial arena: “Th e judicial system is one of the cornerstones of democracy and it is undeniable that the Indi-an judicial system needs reforms. Transparency, accountability, judicial appointments, pendency, there are several issues that fall within this um-brella. However, I don’t think bringing about or advocating change with regard to any of these aspects is solely related to being a woman or even a lawyer for that matter. Th ese are things which aff ect the public at large. Th at said, I would defi -nitely like to do whatever I can towards resolving these issues.”

For the benefi t of the larger public, Mansi believes in social engineering, “I think every in-dividual in a society has the same basic responsi-bilities towards all fellow individuals – behaving in a certain manner, doing certain things, not doing certain things. Th e same applies to me too, whether it’s as small as keeping my surroundings clean or something bigger like exercising my right to vote. But as a lawyer, I feel I have a greater re-sponsibility to help people, to work towards the improvement of society and towards the growth and development of this nation. Practicing law is, in my opinion, the most direct way of doing this and I intend to do the same,” signs off Mansi.

[email protected]

“Every individual in a society has the same basic responsibilities

towards all fellow individuals – behaving

in a certain manner, doing certain things, not

doing certain things” Crowning Glory at the 2014, Mooting Competition, in Hong Kong

At NLSIU Moot Court Session


WOMEN ACHIEVERS

In times when humans are connected more to machines and devices than ‘life’ itself - where the power of communication is a ‘tap’, ‘touch’ or ‘click’ away, Dr Usha Mohandas, fondly called Ushy, advocates the art and science of communication via her chosen formula of using right brain techniques that enable individuals and organisations to energise, strategise and innovate. Dr Usha Mohandas, Director Communications and Chief Coach at ‘Dr Ushy’s Wisdom Work’, Bangalore, speaks to Corporate Citizen on the belief that one can thrive in all the chosen pursuits without trading off one career for the other

By Sangeeta Ghosh Dastidar

WORKING WISDOM CC: Th e idea behind ‘Ushy’s Wisdom WorksUMD: We are all at an incredible infl ection point today - living and working in fast-moving, digitally-driven, globally connected societies where change is constant, and we must thrive in ambiguity. Th e idea is to off er a unique platform for right brain training with a series of sessions, enabling individuals and organisations to energise, strategise and innovate. Th e biggest challenge for leaders today is to con-stantly and rapidly evolve by keeping pace with consumers and technology alike. Th e pace of change is challenging as people have to deal with feelings of doubt, fear, distrust and uncertainty. I believe that passionate and positive human energy can iron out disruptive negative forces by bringing in confi dence, inspiration and the power to motivate and transform things for the better.

Th e scope of Wisdom Works Th e goal is to create a quality program in Leadership, In-spiration & Change Management that are relevant and ac-cessible to all. Each program includes a series of learning objectives specifi cally tailored for unique challenges that are faced at workplaces -- be it the corporate sector, education, government or public sector.

On Wisdom Work and self-help guides I believe that despite world class technology, infrastructure, fi nances, qualifi ed manpower that make for leading or-

ganisations, if human capital is not focused and motivated enough, life does not fl ow through the organisation. . Th e concept of our energy coaching via ‘Th e Mind Work-shop’ comes from a deep core of shared values, based on BITA –Belief, Intuition, Trust and Awareness. It is all about expanding our horizons. Our specialists understand the world of the executive leader, diversity in cultures, and their impact on the organisation. We believe in facilitating posi-tive change by helping professionals improve their thinking and guide organisations in dealing with the external envi-ronment as well as introspect inwards – organisationally and individually – for achieving positive transformation. We believe that even the “Best can become Better” and in a

The Right Mind Dynamo

Dr. Ushy


Holy Cow!!

tadkaCC

The Jammu and Kashmir Board of Professional Entrance Examinations recently issued an admit card to “Kachir Gaw” (brown cow in the Kashmiri language) for a test on May 10, 2015 to select candidates for a polytechnic diploma course. The card said the applicant was the daughter of Gur Dand (bull). This grave error is a testament to the number of loopholes in the governments examination system.

dynamic energy state, the word competition does not fi t in. We compete with none but ourselves.

CONGRUENT THINKING How do people perceive you as a life coach? People always understood me as being diff erent, I was very mischievous and I still am. Th ere is no way that I will give up all the fun in life just because I need to be somebody; which means that I am a very congruent person -- what I feel, think and what I say are 100 percent in a straight line and so I am a linear thinker. But, most of us are non-linear thinkers –especially in institutionalised environment. People need to understand that what I feel, what I think and what I say are all three diff erent things. On congruency thinking from an HR angle? In a corporate set up or anywhere, I might not like someone I am working with, or hate the environment I am working in, but I pretend to like it and this way the brain is confused 24/7. At the end of the day you yourself become confused because you are a victim of your own action and a product of your own thought. Who can help you to come out of this? You yourself! So, my job is to enable people to mirror them-selves. I don’t instruct, but suggest a lot of things. I would ask them to look at themselves so as to nurture my concept of good living by helping people to be happy and enthusiastic. On corporate clients their employees Yes, the companies that work with me do invest in time to motivate and build trust by connecting with the workforce and empowering them to expand their latent virtues. Th is enables top management and leadership to come to terms with the aspirations and challenges of their immediate team members and vice-versa.

TRANSFORMATIONAL GURUOn transformational coaching‘Th e power is in your point’ and not always in PowerPoint presentations! I do not believe in using run of the mill tools and platforms alone. I rely a lot on non-verbal communi-cation, because my observation of people who constantly use devices become devices themselves in the long run. It is more about people, less about processes.What is the role of communication? Creatively slowing down the brain in today’s fast paced society via communication--a science that I developed to understand how the tone in a conversation matters and how non-verbal communication matters in a dialogue. I believe in exchanging ideas eff ectively through elements that go beyond spoken words and make you the person you are. Qualities of a successful life coachFor a person into the business of communication for 20-30 years, I still need to learn a lot. I need to change myself to suit my listeners. Constant learning is a huge task and with great learning you become great teachers. Th e day we stop learning, we become redundant and are no longer dynamic. I re-kindle myself from the experiences I gain from meeting others. I meet at least a minimum 50 to 100 people in a day and try to understand them through observation – by being very peaceful and calm and just by watching more.

SENSITIZING MENYour take on women at the workplace As long as people work together and there is life on earth,

“…The only difference is

that they (men and women)

are wired differently when they

have to let off steam -- while men bear five

geysers in one socket,

women have two toasters in a socket.

And if you run any device

at maximum load, it tends to give off –

one lets off fire and the other lets off steam. But at the end

of the day, you have let

off something which is

absolutely normal!”

we will be bound by challenges irrespective of whether one is a man or a woman. All challenges need to be navigated and cannot be avoided. Your thoughts on empowering women Sensitize men! Men also need to understand the psychol-ogy of a woman besides women understanding them-selves. Even men do not always get along with each other or women with one another, and this is where I, as the confl ict manager, have to arbitrate, negotiate and mediate to bring in synergies. Gender sensitisation for men bosses, or say, navigating politics positively in the offi ce set-up is also an essential part of growing up for competent col-laborations. Men too deserve a hearing, especially the ones with tough female bosses or unethical women peers. On human behaviour and gender biases We all come with our imaginations, so the fi rst step is not to take anyone for granted. Ask when in doubt, and do not be gender-biased. At the end of the day, I still hear 72 heart-beats and know that men and women have 1200 grams of the same brain! Th e only diff erence is that they are wired diff erently when they have to let of steam. While men bear fi ve geysers in one socket, women have two toasters in a socket -- and if you run any device at maximum load, it tends to give off – one lets off fi re and the other lets off steam.

JEST IT OUT AND GIVE“Humour can help to respond to any situation in life. It is the very hinge on which life revolves and my middle name is ‘humour’,” says Ushy. She warns women not to cage up, but smile oft en. It is the biggest connector -- the transformer that can generate some 4000 to 6000 watts of positive en-ergy. “We think that he is giving me this, so what does he want in return -- a lousy thought in a world we live in, purely because society has been transacting for years. Sometimes we just need to give. Everything starts with giving – a twist of the wrist decides whether you give or get. Th e moment you twist your thinking to give, you will get,” she affi rmed.

PERSONAL STREAK For someone who loves practicing and teaching Alpha Meditation regularly, the Hollywood fl ick ‘Shawshank Re-demption’ is a lifetime lust and she is never tired of watching it. “Never forget your daily dose of ‘Calmsutra’ -- meditate daily, exercise, eat and sleep well and list out at least two things that money can’t buy – and you would have achieved a good balance in life, ” signs off Ushy.

[email protected]


STAR CAMPUS PLACEMENT-8

‘Don’t

SHRUNALI RANADE, LIKE ANOTHER OF HER COLLEAGUE GETS THE FIRST BREAK AT OVER ₹30 LAKH PER ANNUM By Joe Williams

be abookworm’mere

HRUNALI RANADE, a topper at the Sir Parashurambhau College, widely known as SP College, today joins the elite group of Gen X youngsters. She makes her entry into the corporate world as she has joins Ebara, a Japanese Company, with an annual package of over ₹30 lakh. Ebara Corporation is a publicly traded company based in Tokyo, Japan, which makes environmental and industrial machinery such as pumps and turbines.

Shrunali has always been known as a champion in her own way. She was also better

known as the champion on the block. A frontrunner in elocution, debate, dancing and playing instruments such as the tabla, this Bal Shikshan Mandir English Medium School pass out wanted to prove that it was not just the men who could excel in the technical fi eld, even women can. To do all this, she needed a Godfather -- and that was her own father, a research offi cer himself, who left his daughter to explore. Shrunali’s 7th rank at the COEP’s Mechanical Engineering Department said it S


“My piece of advice to the juniors would be, don’t ignore studies. Studies are the

backbone of one’s career. But don’t even be such a bookworm that you don’t know what exactly is going on around you in the world”

1. With her younger sister

2. Recalling her college days

3. With her proud parents and sister before her departure

1

2

3

Dual Currency in India?

tadkaCC

At one time there were two currencies operating in India. Indian National Rupee and the Hyderabadi Rupee. When the Indian Rupee was introduced in 1950, the exchange rate was seven Hyderabad Rupees = Six Indian Rupees. In 1951, the issue of the Hyderabadi Rupee was ceased.

all. Th is was just the beginning for her, as this Japanese company Ebara has now enabled her to make her mark in the corporate world.

ON HOW SHE CRACKED ITSays Shrunali, “The Japanese screened our resumes and conducted the first round of interviews in Pune. Th e shortlisted candidates were fl own to Tokyo for the fi nal interview. Th ey showed us around their factories and offi ces. “We also got a chance to interact with the senior executives of the company. We also met our seniors who also guided us through the process.“I must say that the placement cell of our college supported us in every way possible.” She had also represented India at the International Environmental Conference held at Kobe, Japan in her tenth grade.

Besides studies, Shrunali also participated in extracurricular activities. “I personally think the extracurricular activities teach you the practical lessons in life. Studies are most important. But besides the technical knowledge, practical knowledge is also very important, which we acquire from extracurricular activities, be it technical or non-technical.

“Our college faculty was very supportive and motivated us to be involved. I was a part of our college team which designed and manufactured

an All Terrain Vehicle for national as well as international competitions. I also participated in the 84th Kayak Ballet in Regatta (boat racing) which is the most unique event organised at COEP,” she recalls.

Shrunali was born and raised in Pune. “I did my primary education at Bal Shikshan Mandir English Medium School. Later, I completed my XII from SP College, Pune, during which I stood fi rst in my college.

“I later did my Bachelors in Mechanical Engineering from COEP, where I stood seventh in the Mechanical Engineering Department,” reminisces Shrunali.

Shrunali also loves playing the tabla. “I have learnt singing, kathak, and playing the harmonium as well.

“I also like to experiment with cooking, like baking cakes, preparing hakka noodles and matar paneer to name a few.

“I was one of the organising members of a team which earned the Guinness World Record for most number of people solving the Rubik’s cube called ‘Akshat’, and also a member of the organising committee of COEP SPICMACAY (Society for the Promotion of Indian Classical Music And Culture Amongst Youth). We arranged many workshops and concerts through the same,” she said.

PIECE OF ADVICE TO JUNIORSSays Shrunali, ‘My piece of advice to the juniors would be, don’t ignore studies. Studies are the backbone of one’s career. But don’t even be a bookworm that you don’t know what exactly is going on around you in the world. Enjoy your studies. Don’t make it a burden. Th e education system in India focuses more on knowledge. I was fortunate that I got the practical application of knowledge and the opportunity to participate in extracurricular activities.”

[email protected]


Mirari’s founder and principal designer, Mira Gulati, created the Mirari brand to satisfy India’s growing demand for luxury jewellery with a contemporary edge, as well as to cater to the

international market’s craving for aesthetic and incredible Indian treasures. Her collection is fresh and innovative in terms of design and you know it’s a Mirari when you see one. Here she talks

about her favourite travel spot, Capri, in Italy. By Sharmila Chand

Mira Gulati having the time of her life in Capri

Travelling to Capri, Italy, with Mira Gulati, founder and principal designer, Mirari

Which is your favourite holi-day destination? Why?I visited Capri at Amalfi Coast in Italy last year and ever since it is my favourite holiday destination.

What do you like about the place?I like everything about Capri, from the hotels to the restaurants serving Italian delicacies, the picturesque beauty and picking authentic Italian souvenirs. Th e crags and grottoes of Capri are the major attractions of the island. Whenever one thinks of Capri, the fi rst images that come to mind are of the rocks of Capri known as Faraglioni. Th ese rocks are over 100 meters high and are located just a few meters from the coast. We took a private yacht and sailed around the Amalfi coast. We also went swimming in the grottoes.

Which restaurants you like to

visit over there? Why?Eating in Capri is bliss. Th ere are so many outstanding restaurants to enjoy Italian delicacies. Th e Ristorante Da Paolino is beauti-fully located and has a splendid environment where eating under lemon trees is extremely delightful. Another wonderful restaurant at Capri is the beachside restaurant, Il Riccio which is known for its seafood salads and pastas and fresh fi sh dishes. As the restaurant is perched on the cliff edge above Capri’s Blue Grotto, one can also enjoy the glorious view of the Is-land’s sun–drenched coastline with seafood served on the table. Th e restaurant at the JK Palace Hotel, JK Kitchen is another place where you can enjoy the delicacies. Th e restaurant is a charming place that serves traditional Mediterranean cuisine and has an incredible view. My favourite pick at the same was “AcquaPazza” sea bass with esca-

role. Th e hotel is designed to look like someone’s living room, mak-ing it very easy to become cosy in that warm atmosphere. Th ere are a couple of other restaurants as well which are a must visit in Capri, like Ristorante Villa Brunella which is known to have splendid views in Capri and Ristorante Aurora is known for serving the best pizzas across the region.

Which are the good hotels to stay there? Which is your favourite hotel?Th ere are plenty of good hotels. I enjoyed my stay at Tiberio Palace, which is located in the heart of Ca-pri’s movida - a short stroll away from the famous Piazzetta, it is still a private getaway with its intimate and privileged position.

Any tips you can give to fel-low travellers for that place? My tips to fellow travellers visiting

‘n’ breathtakingRugged

TRAVEL


LOCALTRANSPORTSince non–residential vehicles are not allowed in Capri for most of the year, one cannot bring your own vehicles to the island. Most of the roads are pedestrian and there is very little parking space available. Travelling in Capri from one place to another on foot is a very feasible option. The public mode of transportation in Capri is via Bus and Funicular. A funicular, also known as an inclined plane or cliff railway, it is a cable railway in which a cable attached to a pair of tram-like vehicles on rails moves them up and down a steep slope, the ascending and descending vehicles counterbalancing each other.

A BIT ABOUT CAPRICapri, an island in Italy’s Gulf of Naples, is famed for its rugged landscape, upscale beach resorts and high-end shops selling handmade leather sandals and signature limoncello liqueur. One of its best-known natural sites is the Blue Grotto, a dark cavern where the sea glows electric blue, the result of sunlight passing through an underwater cave.

HOW TOREACH THERE The nearest airport to Capri is situated in Naples. So there are connecting flights from Delhi/Mumbai to Naples. From Naples one must go via the sea to reach Capri. Ferries take about 2 hours to Capri and depart quite frequently.

Th e Ristorante Da Paolino is beautifully located and has a splendid

environment where eating under lemon trees is extremely delightful

Any interesting episode of your holiday over there which you can share with our readers?While collecting souvenirs around the place, we visited the boutique, 100 percent Capri, one of the world’s most exclusive boutiques. Th e owner, Antonio Aiello, better known to me as Toni, was personally there to take care of my requirements and make his customers fall in love with his creations. Toni’s passion for the perfected garments and accessories he designs are not only beautiful but they make a woman look lovely. His presence

made my visit memorable.

What kind of a traveller are you – planning well or more impulsive? I am a ‘planning well’ traveller but at times get impulsive. As I feel visiting random places and doing spontaneous things can equally be fun sometimes.

Lastly, what tops your mind when you travel – sightsee-ing, food, shopping …For me it’s a mix of relaxation, scenery, shopping and food.

[email protected]

Capri would be to sail through the crags and grottoes of Capri as it will give you an experience like never before.

According to you how can that destination be im-proved? Nothing as such. My experiences were all amazing and the people very kind.

A few of the famous the Faraglioni off the coast of Capri


dilemma was posed before all the applicants to the post of a HR executive in a reputed company:

You are driving along in your car on a wild, stormy night, it’s raining heavily, when suddenly you pass by a bus stop, and you see three people waiting for a bus:

An old lady who looks as if she is about to die.

An old friend who once saved your life.

Th e perfect partner you have been dreaming about.

Which one would you choose to offer a ride to, knowing very well that there could only be one passenger in your car?

The candidate who was hired had no trouble coming up with his answer. Guess what was his answer?

He simply answered:

“I would give the car keys to my old friend and let him take the lady to the hospital. I would stay behind and wait for the bus with the partner of my dreams.”

Sometimes, we gain more if we are able to give up our stubborn thought limitations. We don’t necessarily have to be selfi sh to get the best out of life!

What is the secret to enriching human relationships? Are there any special principles that govern these relationships?

We cannot have ‘theories’ for everything – especially for getting along with people. No blueprint can give us a preplanned design to organise our lives with other people. Human beings are unique, perhaps somewhat illogical, and defi nitely un-programmable!

Each one of us is sensitive; each one of us is diff erent; and each one of us is constantly variable – our mood and temperament change from day to day, may be even hour to hour!

And yet we have evolved into a society, into a community, into a global habitat with families, institutions and corporations. Th is has been possible with time, a growing sense of awareness,

and a great deal of understanding, tolerance, sympathy and mutual respect.

Every relationship is unique and special. Parents, spouses, children, family, friends, neighbours, colleagues, superiors, subordinates, employers or employees – every relationship needs to be nurtured with understanding and patience.

The secret of successful relationships is to be found in an understanding heart. Preferably, your own!

Th e great Prophet of the Baha’i faith, Baha’ullah, said to his disciples again and again, “If you fi nd that there are nine vices and only one

virtue in your neighbour, forget the nine vices, and focus only on the one virtue.”

This is the secret of an understanding heart. See only the good in others.

When we focus on others’ faults, we only draw those negative forces unto ourselves. Fault-fi nding, constant criticism and magnifying the mistakes of others are poor, ineffective ways of changing the world.

A sunny temperament and a healthy sense of humour can do wonders for you.

Try a simple or a kind word – you will fi nd that wrongs are easy

PEARLS OF WISDOM

When we focus on others’ faults, we only draw those negative forces into ourselves. Fault-finding, constant criticism and magnifying the mistakes of others are poor, ineffective ways of changing the world. A sunny temperament and a healthy sense of humour can do wonders for you

By Dada J.P. Vaswani

Nurturing WorkplaceRelationships

A


Try a simple or a kind word – you will find

that wrongs are easy to set right and ‘wrong doers’ are set back on the right track! If you

wish to enrich your relationships, learn to be

a good listener

to set right and ‘wrong doers’ are set back on the right track!

Secondly, if you wish to enrich your relationships, learn to be a good listener.

Let the other person talk and prove his point to his satisfaction. Do not interrupt him while he is talking – even if he is your subordinate.

Don’t you feel exasperated if someone interrupts what you are trying to say?

“Please let me finish!” are the words uttered most frequently at committee meetings.

Listen more, talk less. We were made to listen: that is

why God has given us two ears and only one mouth. If we had been given two mouths on either side of our heads and just one ear on our faces, how funny we would look!

Be a good listener; therefore, listen not only with your ears, but with your heart.

Chandra was a bright and hardworking girl. She had just joined a BPO company. She had no prior work experience. As each day passed she got better and better at her job. But she felt an underlying sense of insecurity. She felt lost in the multitudes of people in the huge company. Being a sensitive person, she felt that she would do better in a

smaller company. She thought that she wouldn’t mind too much, even if the pay scale was lower.

Chandra felt that she was losing focus and felt a drop in her job satisfaction. After a few days her manager got transferred. Th e new manager was Ms. Vidya. She was exceptionally warm and congenial.

Whenever Chandra went to knock on her door for a query, Vidya stopped whatever she was doing, and would greet her warmly. She would invite Chandra to sit down, and give undivided attention to what the young lady wished to say. Vidya was always calm, unhurried and totally focused.

This was remarkable for Chandra, because no other manager had ever given her that kind of attention. She felt that she was listened to and that her opinions were important. She suddenly began to feel that her role in the organisation was significant. She changed her mind about leaving the job.

Pure focused listening had helped Vidya to retain the service of a valuable employee.

Remember, the best brains and the best talents in an organisation need to be nurtured in an environment that allows one to grow.

NANA PATEKARIf a Bollywood celebrity can be credited with taking the first step towards extending aid to farmers, it is none other than National Award winner Nana Patekar. While most Bollywood personalities spend their weekend partying, this senior actor spends them in the suicide belts of Maharashtra. The 64-year-old actor, along with Marathi star Makrand Anaspure, hands out cheques to widows of farmers who have lost their husbands to the drought and public and government apathy. He says that helping farmers is now his life’s mission. The thespian initially began by dipping into his own savings for helping farmers, amounting to over � 24 lakh, but now he also receives contribution from well-wishers all across the globe. Nana has already helped over 300 widows and hopes to support over 700 widows in the future, by extending financial aid as well as food supplies.

s g

BOLLYWOOD BIZ

Bollywood’ssofter sideBollywood is synonymous with glitz, glamour and living the high life. The common man’s problems are a world far removed from the luxurious lifestyle of movie stars. Which is why when some prominent Bollywood personalities went out of their way to contribute towards the alarming crisis of farmer suicides in Maharashtra, the news was as welcome as a drop of rainwater in the drought hit state. In this issue, Corporate Citizen highlights the contribution of these generous stars.

By Neeraj Varty

g p g g24 lakh, but now he ves contribution

ell-wishers alle globe. Nana dy helped over ws and hopes ort over 700n the future,

ding financial ell as food

g

AKSHAY KUMARInspired by Nana Patekar, Akshay Kumar recently pledged a donation of �90 lakh for relief to drought hit farmers in Maharashtra. At a time when farmers are facing one of the worst droughts in history, Akshay plans to financially help 180 families of farmers who committed suicide due to the acute agrarian crisis. Modest as he is, he refuses to talk about the donation, saying it is embarrassing to take credit for the act. If only more Bollywood stars were as generous, it would go a long way in solving a majority of social challenges.

SALMAN KHANDespite the controversies surrounding the “Bad Boy” of Bollywood, there is no denying the fact that Salman Khan has been known to be very generous with his wealth. Salman, through his charitable organisation ‘Being Human’, reportedly plans to donate a part of the profits of his blockbuster film Bajrangi Bhaijaan, to farmer relief. Salman has refused to confirm the amount he plans to donate. His generosity as also moved Bajrangi Bhaijaan’s producer Rockline Venkatesh to donate to the cause from his share of the profits. Salman Khan undeniably is a trend setter, and hopefully many more take inspiration from him and donate from their own pockets towards this crucial cause.



MAHESH BABUto adopt Siddhapuram village in TelanganaSuperstar Mahesh Babu on Monday revealed that he will be adopting Siddhapuram village in Telangana as part of the initiative to give back to the society, inspired from the reel story of his latest Telugu blockbuster “Srimanthudu”. “After much thought @KTRTRS garu and myself have chosen to adopt Siddhapuram village of Kottur mandal in Mahabubnagar district (sic),” Mahesh posted on his Twitter

page. It was at the behest of Telangana Minister for Panchayatraj, Rural Development and Information Technology K.T. Rama Rao that Mahesh Babu decided to adopt a village. The

IT Minister had earlier suggested that Mahesh

adopt one of the

tadkaCC

Although the present Indian GDP may be abysmal but the gross domestic product of Mughal India in 1600 was estimated at about 24.3% the world economy, the second largest in the world.

AAMIR KHANAamir Khan is the flagship boy of social causes in India. He is the official Goodwill Ambassador of UNICEF in India. It came as no surprise, therefore, when Aamir donated `11 lakh to the Chief Minister Devendra Fadnavis’ rural water conservation programme, Jalayukta Shivaar Abhiyaan, with a view to help drought affected farmers in Maharashtra. Aamir doesn’t want to stop here. He wants to create further awareness about the issue through his television and social contacts.

India’s rich legacy

most backward villages in Mahbubnagar district. In “Srimanthudu”, Mahesh Babu played the heir of a multi-millionaire, who adopts his family’s village and sets out on a journey to transform it. Released on 7 August, it has become the second all-time highest grossing movie after SS Rajamouli’s “Baahubali - the Beginning”. Mahesh had earlier announced that he would adopt one village in Andhra and one in Telangana. Following this, he adopted his father’s native Burripalem village in Guntur district.

[email protected]

MOBILE APPS

For Your Listening Pleasure

While most of us use our smartphones and tablets as our de facto music players, there is a rising trend of users using their smart devices to listen to podcasts. Podcasts are episodic forms of audio or radio fi les, which can be streamed online or downloaded on the device. Podcasts are extremely addictive, and are available on a range of topics such as politics, sports, movies, talk shows and anything else you can think of. In fact, Podcasts have almost completely replaced the FM radio worldwide. So how does one jump on the podcast bandwagon? Android and iOS are blessed with a strong selection of podcast apps to choose from, but there are some more worth your time – and money – than others. Corporate Citizen breaks down the best podcast apps for your listening pleasure

By Neeraj Varty

POCKET CASTSPRICE – RS 199Pocket Casts has long been a favorite among avid podcast listeners, but in its current incarnation it has arguably risen to the top of the mountain. If you want style and function, cloud sync, a huge library, video support, variable speed playback. Pocket Casts also syncs your podcasts between your smartphone, tablets and even the PC, so that you can continue where you left off from any device. Pocket Casts also takes on the task of podcast discovery and pretty much succeeds. Its smart, intuitive, and an absolute pleasure to use. Well worth the price of entry.

PODCAST ADDICTPRICE - FREEPodcast Addict is a free, ad-supported or paid-for premium podcatcher that may lack a little on the visuals but more than makes up in the features. It’ll let you import your feeds from a number of sources but it’ll also help you easily fi nd some great new content to listen to. Search by channel, interests and more, and Podcast Addict will come up with the goods. Podcast addict also lets you steam and subscribe to YouTube channels, so that you can club your audio and video channels together. If you want a no-nonsense podcast player, Podcast Addict will suit you just fi ne.

PLAYER FMPRICE - FREEIf you’re looking for one of the most modern looking podcast players on Android, Player FM is where it’s at. Embracing Google’s new Material Design principles, Player FM just looks amazing. Th ere’s no other way to describe it. Beneath the good looks though, Player FM is packed with useful features like cross-device subscription sync and support for both Chromecast and Android Wear. One of the other strong points to Player FM is its excellent discoverability features. Be it individual shows or subscribing to channels, you’re going to be well looked aft er in fi nding some quality content. Tell it what you’re interested in and watch it work its magic. Th e best part is that it’s completely free — forever, not just a trial — for up to 20 subscriptions. Go download it now.

[email protected]


The Best Podcast Apps

BOOK REVIEW

Th ere is a greater good beyond mere economic gain, that businesses be led by integrity, high moral, ethical standards. By Usha Somayaji

GREAT COMPANY PUBLISHERSINITIATIVESOF CHANGE

PAGES176

AUTHORMICHAEL SMITH

For Common GoodFor those of us who have grown on racy potboilers and whodunits, Great Company by Michael Smith makes for a different kind of reading. Th ere is a theme, but no plot, only inspirational stories of people who have been led by the drive for common good.

Th at is the theme of the book. Th at there is a greater good beyond mere economic gain, that businesses be led by integrity and high moral and ethical standards, that there is a greater realization for the need for such a movement, and, contrary to popular belief, this realisation is creeping in and beginning to pervade across individuals, across institutions, across corporate entities big and small, across academia, international bodies and nations.

The book is based, largely, on conference discussions and experiences narrated at the Initiatives of Change (IofC) summits, under the banner ‘Trust and Integrity in the Global Economy’, held annually at the village of Caux, near Montreaux in the Swiss Alps, and the biennial meetings of the Caux Initiatives for Business (CIB) at the Asia Plateau in Panchgani, India. Initiatives of Change is a global movement of people who want to bring in a just, peaceful and sustainable society by awakening people’s consciences.

Th is is the third book in the series by Michael Smith, the fi rst two being `Beyond the Bottom Line’ and `Trust and Integrity in the Global Economy.’ Th e present book, Great Company, was written aft er the 2008 fi nancial crash.

There are fundamental issues raised, and some notions are turned topsy turvy: What is the purpose of a company? To run a business and make profits? To maximize shareholder value? Th at view is passé, says this book. A new thinking is emerging, that business has a larger purpose, the good of society. Profi t making is no more the be-all and end-all of business. Greater good of the society is. Competition is not always healthy, rather, you’d do better by cooperating, not competing.

He has examples of both good practices helping business and bad practices destroying them. Th e banking crash of 2008 and all the murky practices indulged in by most banks – most stalwart, some of them – that surfaced following the crash was a sterling example of how bad and unethical practices brought the downfall of the banking industry, nations’

economies, and the subsequent erosion in trust. At the same time he has numerous examples of companies and individuals sticking to good ethical practices – some in the face of opposition, adverse circumstance and advice to the contrary – that helped the business stay put, and in fact, thrive. In the long run, deduces Smith, it pays to be honest and work for the greater good.

The book’s narrative spans across a range of initiatives. Th ere are stories of small, single efforts which have led to transform people’s lives. Th ere are stories of bravery, where people have stood up against wrong, corrupt practices, suff ered for it, but emerged victorious in the end. Issues of resources, land use, environment, power, livelihood, sustainability, come alive through individual experiences recounted in the book.

You come across wonderful nuggets of information: Did you know that 20,000 companies in Japan have been in existence for 100 years, 600 companies for over 300 years, 30 companies for more than 500 years, and hold your breath, fi ve companies that have lived for a

1000 years? Th at is some sustainability! Or the one about an environment initiative

that began with as simple a move as giving guests the choice of getting all or specifi c towels washed in their hotel room. While this simple initiative saved millions of gallons of water and tonnes of detergent and lightened the burden on the

environment, one hotel group has gone even further. It has decided to plant a tree for every three towels that did not get washed! Th ere are numerous such facts and thoughts that make you ponder and nod your head in agreement.

But then again, for those of us who have been spoilt on racy pot boilers and whodunits, Great Company makes for patient reading. Th e thoughts embedded in it are too profound and thought provoking for a reader to skim through breezily past. It’s a book you might want to

read and read again. Dip into the diff erent stories and dwell on the forces that drive the initiatives. And maybe get inspired to participate in this movement for common good.

[email protected]

The book’s narrative spans across a range of initiatives. There are stories of small, single efforts which have led to transform people’s lives



With many countries now seeing a rapid rise in obesity among infants andchildren, in May 2014 WHO set up the Commission on ending childhood obesity. We publish its set of policy options and strategies to promote diversifi ed, safe and healthy diets at all stages of life

WHO recommends

Consuming a healthy diet throughout the life course helps prevent malnutrition in all its forms as well as a range of non-communicable diseases and conditions. But the increased production of processed food, rapid urbanisation and changing lifestyles have led to a shift in dietary patterns. People are now consuming more food high in energy, fats, free sugars or salt/sodium, and many do not eat enough fruit, vegetables and dietary fi bre such as whole grains.

The exact make-up of a diversifi ed, balanced and healthy diet will vary depending on individual needs (e.g. age, gender, lifestyle, degree of physical activity), cultural context, locally available

foods and dietary customs. But basic principles of what constitute a healthy diet remain the same.

FOR ADULTSA healthy diet contains:

Fruits, vegetables, legumes (e.g. lentils, beans), nuts and whole grains (e.g. unprocessed maize, millet, oats, wheat, brown rice).

At least 400 g (5 portions) of fruits and vegetables a day (2). Potatoes, sweet potatoes, cassava and other starchy roots are not classifi ed as fruits or vegetables.

Less than 10 percent of total energy intake from free sugars (2, 5) which is equivalent to 50 g (or around 12 level teaspoons) for a person of healthy body weight

consuming approximately 2000 calories per day, but ideally less than 5 percent of total energy intake for additional health benefi ts (5). Most free sugars are added to foods or drinks by the manufacturer, cook or consumer, and can also be found in sugars naturally present in honey, syrups, fruit juices and fruit juice concentrates.

Less than 30 percent of total energy intake from fats (1, 2, 3). Unsaturated fats (e.g. found in fi sh, avocado, nuts, sunflower, canola and olive oils) are preferable to saturated fats (e.g. found in fatty meat, butter, palm and coconut oil, cream, cheese, ghee and lard) (3). Industrial trans fats (found in processed food, fast food, snack

healthy eatingfor a better lifestyle

HEALTH


Most people consume too much sodium through salt (an average of 9–12 gms per day) and not enough potassium. High salt consumptionand insuffi cient potassium intake leads to high blood pressure

food, fried food, frozen pizza, pies, cookies, margarines and spreads) are not part of a healthy diet.

Less than 5 g of salt (equivalent to approximately 1 teaspoon) per day (6) and use iodized salt.

FOR INFANTS AND YOUNG CHILDRENIn the fi rst 2 years of a child’s life, optimal nutrition fosters healthy growth and improves cognitive development. It also reduces the risk of becoming overweight or obese and developing NCDs later in life.

Advice on a healthy diet for infants and children is similar to that for adults, but the following elements are also important.

Infants should be breastfed exclusively during the first six months of life.

Infants should be breastfed continuously until 2 years of age and beyond.

From 6 months of age, breast milk should be complemented with a variety of adequate, safe and nutrient dense complementary foods. Salt and sugars should not be added to complementary foods.

PRACTICAL ADVICEON MAINTAINING A HEALTHY DIETFruits and vegetablesEating at least 400 g, or 5 portions, of fruits and vegetables per day reduces the risk of NCDs and helps ensure an adequate daily intake of dietary fi bre.In order to improve fruit and vegetable consumption you can:

Always include vegetables in your meals

Eat fresh fruits and raw vegetables as snacks

Eat fresh fruits and vegetables in season

Eat a variety of choices of fruits and vegetables.

FatsReducing the amount of total fat intake to less than 30 percent of total energy intake helps prevent unhealthy weight gain in the adult population.

Also, the risk of developing NCDs is lowered by reducing saturated fats to less than 10 percent of total energy intake, and trans fats to less than 1 percent of total energy intake, and replacing both with unsaturated fats.Fat intake can be reduced by:

Changing how you cook – remove the fatty part of meat; use vegetable oil (not animal oil); and boil, steam or bake rather than fry;

Avoiding processed foods containing trans fats; and

Limiting the consumption of foods containing high amounts of saturated fats (e.g. cheese, ice cream, fatty meat).

Salt, sodium and potassiumMost people consume too much sodium through salt (corresponding to an average of 9–12 g of salt per day) and not enough potassium. High salt consumption and insufficient potassium intake (less than 3.5 g) contribute to high blood pressure, which in turn increases the risk of heart disease and stroke (6, 10).

Over 1.7 million deaths could be prevented each year if people’s salt consumption were reduced to the recommended level of less than 5 g per day. People are oft en unaware of the amount of salt they consume. In many countries, most salt comes from processed foods (e.g. ready meals; processed meats like bacon, ham and salami; cheese and salty snacks) or from food consumed frequently in large amounts (e.g. bread). Salt is also added to food during cooking (e.g. bouillon, stock cubes, soy sauce and fi sh sauce) or

at the table (e.g. table salt).You can reduce salt consumption by:

Not adding salt, soy sauce or fi sh sauce during the preparation of food

Not having salt on the tableLimiting the consumption of salty

snacksChoosing products with lower

sodium content.Potassium, which can mitigate

the negative effects of elevated sodium consumption on blood pressure, can be increased with consumption of fresh fruits and vegetables.

SugarsTh e intake of free sugars should be reduced throughout the lifecourse. Evidence indicates that in both adults and children, the intake of free sugars should be reduced to less than 10 percent of total energy intake, and that a reduction to less than 5 percent of total energy intake provides additional health benefi ts.

Sugars intake can be reduced by:Limiting the consumption of

foods and drinks containing high amounts of sugars (e.g. sugar-sweetened beverages, sugary snacks and candies); and eating fresh fruits and raw vegetables as snacks instead of sugary snacks.

A Dying Bastion

tadkaCC

The 61st Cavalry Regiment and the President’s Bodyguard (PBG) of the Indian Army are one of the few remaining horsed cavalry army regiments anywhere in the world.

Corporate Citizen claps for the two Indian universities which have got ranked amongst the world’s top 200Go India Go! Truly, two prestigious Indian universities — the Indian Institute of Science (IISc), Bengaluru, and Indian Institute of Technology (IIT), Delhi, have all the reason to celebrate... Both of them have successfully grabbed respectable positions for themselves among some of the best universities of the world.

Th e QS World University Rankings for 2015 have just come out, and and for the fi rst time, two Indian institutes have made it to the top 200 list of the world’s best universities. IISc Bengaluru stands at 147th place in the QS University Rankings list for 2015, while IIT Delhi was able to bag the 179th rank. Th is is a major jump for IIT Delhi, which was at 235th place during the previous rankings. “India has two institutions in the top 200 this year, which has occurred as a result of QS evolving its methodology to be more even-handed across subject areas and it has revealed strength in research in engineering, technology and the natural sciences,” said Ben Sowter, QS head of research, to Th e Times of India.

Th e QS World University Rankings, an annual publication of university ranks by Quacquarelli Symonds (QS) company, are one of the most authoritative rankings of universities across the globe.

Ranks are assigned based on numerous factors like the strength of the universities in terms of research, teaching, academic reputation, student staff ratio, and a lot more. Sowter pointed out that in order to compete internationally, Indian universities should start engaging internationally and should focus more on fostering global citizens while maintaining their strength in research, engineering, technology and natural sciences. “We are dedicated to excellence in teaching, research and innovation and we pay attention to maintaining the best possible standards in these fi elds,” said IIT-D Director K. Gupta to Th e Hindu. “Th e rankings are largely due to our fi rst undergraduate batch graduating this year. Th is was one of the criteria needed to feature in the global rankings,” said Anurag Kumar, Director, IISc.

Th e universities in the top 200 list represent 34 countries, including the US, UK, Germany, Canada, Australia, Japan, and China. Th ere are a total of 14 Indian institutes in the World University Rankings, and half of them are among the global 400. Our heartiest congratulations to IISc Bangalore and IIT Delhi.

Corporate Citizen slaps citizens, the government and relevant authorities for their cruelty towards animalsIt is really sad to see the way animals are treated in our country. Sadly, baby monkeys are snatched from their mothers in the wild, teeth extracted and tortured into life-long submission, and also made to perform silly tricks while being tied to a rope, dogs made to jump through rings of fi re, parrots in tiny cages made to pick up tarot cards. Th e training of such animals and birds is undoubtedly very cruel and based on intimidation, hunger and fear.

Truly, if we want to see an end to such sickening roadside performances we must never stop to watch. Talking about monkeys, the madari or bandarwalla makes the poor monkey/monkeys he has trained perform tricks, dance, play a drum,wear colourful clothes, and even smoke a bidi, for a roadside gathering, at the end of which spectators drop coins in a tin, and the man and his monkeys move on to give more such performances. Th is is how monkeys are made to beg.

Although a Government of India notifi cation does not allow monkeys to be exhibited or trained as performing animals, they do exist, may be because the government has not seriously implemented a rehabilitation programme for the bandarwallas whose profession is hereditary. Th ey could have as well started with the madaris of Dasna, a village on the outskirts of Delhi, or the Kalandar community living in settlements in Haryana like at Rindakhera village, Hodal town, or at Idgah colony in Sonepat, where, following two public protests at Delhi, rehabilitation talks fi zzled out in 2000. However, the bandarwallas themselves are cautious because monkeys have been confi scated by the forest authorities, and therefore some of them have themselves given up road performances. A few simply sit with their bandars outside Hanuman temples in the hope that people will give alms. Some others are now magicians like those from Vijaynagar, another place on the outskirts of Delhi.

To think of it, monkeys are intelligent animals who can count without being taught. Marmosets, like parrots, can imitate. Orangutans are innovative. Apes snub unknown apes, but show empathy to their pals. Gorillas experience an identical range of emotions as humans. Chimps can be as kind, helpful, willing to do favours, generous and sharing as human beings, but they do show jealousy too.

It’s high time that we, as the citizens of India, along with the Government, put an end to the torture of innocent animals.

CLAPS & SLAPS

IISC Bangalore

IIT Delhi


FEATHERLITE

Nation_First @Nation_DreamerTh e world has started to believe that 21st century belongs to India.. Key diplomatic wins from PM #Modi’s US visit.

sundarpichai@sundarpichaiGreat honour to welcome @narendramodi to Google today and support his plans for #DigitalIndia

Doordarshan National@DDNationalTh ere are so many countries who do not know where to invest their money.I am giving them an address: India!: PM #Modi

All India Radio News@airnewsalertsAll India Radio NewsPM @narendramodi arrives at @facebook headquarters received by CEO Mark Zuckerberg. #DigitalIndia

Narendra Modi@narendramodiWas great meeting you @BillGates. Got to spend some time talking to you during the meeting with President @fh ollande

Narendra Modi@narendramodiUrged UK to be a partner in @makeinindia programme during the productive meeting with PM @David_Cameron @Number10gov

CORPORATETWITTERATI

Prime Minister Modi recently visited the US to attend the 70th annual session of the UN General Assembly. During this visit, he also took the time to visit top Silicon Valley entrepreneurs. Corporate Citizen brings you notable tweets that chronicle his time in the US.

“I admire people who are very successful. But if that success has been achieved through too much ruthlessness, then I may admire that person, but I can’t respect him”- Ratan Tata (Chariman emeritus of Tata Sons)

“If you don’t build your dream, someone else will hire you to help them build theirs”- Dhirubhai Ambani

“Respect, recognition, and reward fl ow out of performance”- Narayana Murthy (Co-founder, Infosys)

“I was 21 and had spent the last few years in Stanford University Engineering School at California. Many people advised me to take up a nice, cushy job rather than face the challenges of running a hydrogenated oil business. Looking back, I am glad I decided to take charge instead. Essentially leadership begins from within. It is a small voice that tells you where to go when you feel lost. If you believe in that voice, you believe in yourself”- Warren Buffett (CEO, Berkshire Hathaway)

“Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen”- Richard Branson (Founder and Chairman, Virgin Group)

“Trying to do it all and expecting that it all can be done exactly right is a recipe for disappointment. Perfection is the enemy”- Sheryl Sandberg (CEO, Facebook)

“Success is a lousy teacher. It seduces smart people into thinking they can’t lose”- Bill Gates (Co-founder, Microsoft)

“Your time is limited, so don’t waste it living someone else’s life”- Steve Jobs (Co-founder, Apple)

“I think a simple rule of business is, if you do the things that are easier fi rst, then you can actually make a lot of progress”- Mark Zuckerberg (Co-founder, Facebook)

“Th e more you praise and celebrate your life, the more there is in life to celebrate”- Oprah Winfrey (Chairwoman, Oprah Winfrey Network)

“Never give up. Today is hard, tomorrow will be worse, but the day aft er tomorrow will be sunshine”- Jack Ma (Founder and Executive Chairman, Alibaba Group)

“Competition makes you better, always, always makes you better, even if the competitor wins”- Carlos Slim Helu (Honorary Chairman, América Móvil)

“We are approaching a new age of synthesis. Knowledge cannot be merely a degree or a skill... it demands a broader vision, capabilities in critical thinking and logical deduction without which we cannot have constructive progress”- Li Ka-shing (Chairman, Hutchison Whampoa)

Inspirational quotesfrom business leaders


ARIESMar 21- April 20Your social skills that will determine your success or failure. Your attitude towards others can win many a hearts and this leads to a successful month ahead. Excellent period to reinvent yourself and personally transform your own beliefs.

TAURUSApril 21 - May 20 You could experience a psychological shift . You need to take physical actions to achieve your outer goals. Focus on your career, and realise your dreams. Health needs attention. However, there is nothing to be alarmed about. Give due importance to relaxation too. Dealings with real estate buying or selling will bring in profi table results.

GEMINIMay 21 - June 21

Work has to be a priority. Th e time is very opportune and job seekers should have good openings. Pay attention on getting your work in order. Focus on your career and plan the year ahead. Your love life needs attention. Romantic meetings will happen for singles. Finances look good.

CANCERJun 22 - July 23You need to do things for others to your benefi t. Social skills need to be honed. Finances remain strong speculations are favourable. Make the much-needed investments you could start small and end up big. When you are doing good for others automatically the karma refl ects good at you. A business partnership or joint venture can happen towards the end of the month. Your spouse or partner will be equally supportive of your plans. Pay more attention to your health in general.

LEOJuly 24 - Aug 23 Th is is a healthy month for you emotionally and fi nancially too. Physically you need monitor and take care of your fragile health. Make sure to get enough rest and relax between your hectic schedules. Finances remain excellent but not as dominant as they have been in the past few months. Learn to be patient and compromise, for the moment. Job seekers can rejoice as opportunities do come seeking. Avoid confrontations of any kind.

VIRGOAug 24 - Sept 23Control your temper, arguments could lead to nastiness and detoriate the atmosphere around for everyone. Money keeps pouring in. Your spouse or your partner will be equally comfortable in fi nancial matters. Money could come in through real estates insurances or wise investments done in the past. Investing can work for you as you do have the intelligence to turn things around. Foreign travel or trading could be benefi cial. You will be successful on a worldly level and happy career opportunities can be grabbed. Love remains status quo bitter and sweet.

LIBRASept 24 - Oct 22 You were pursuing romance and love last couple of months now the situation seems to have reversed. Love pursues you as you are attracting others with your charisma and persona. Now is also the time to sow new seeds for the future harvest. Period of preparing the psychological foundations of future success by sorting out your family matters and career will take care of itself. Foreign resources can bring in prosperity

SCORPIOOct 23 - Nov 22 Even though there are plenty of fi nancial responsibilities, fi nances see an improved status. Your earning power will equalize your spending power. Job seekers still have good aspects and plenty of opportunities. Networking is important and also honing your social skills. Health and energy remain wonderful. Personal power and independence is at its peak. Period to pamper yourself, and take initiatives to give yourself an overhaul and make over of personality. Happy career opportunities come your way. Work hard for your earnings and be wise in your investments so that your future is secured.

SAGITTARIUSNov 23 - Dec 22 Be as independent as you want in thought word and action. Do your own thing be your own master without hurting anybody’s emotions or feelings. Th ere will be no hectic schedules yet work keeps happening. Foreign travels are likely during this period.

CAPRICORNDec 23 - Jan 20Personal power and personal independence is getting stronger day by day. Its the period to look within and give vent to your own inner needs. Focus on your own personal needs and self interests. No need to seek approval of others, people will go along what you desire and the way you wish. You could also be succeeding on the golf or tennis course.

AQUARIUSJan 21 - Feb19Finances, will heave a sigh of relief. You will have to build up courage to overcome all obstacles. Health and energy will improve. Foreign travels is not advisable during this period. Be patient with those elder to you. From now to the end of the year you could be independent of words and action.

PISCESFeb 20 - Mar 20

Health and energy start getting better. Getting into herbal and organic therapies will be more benefi cial to you. Focus on your career. You will succeed in the old fashioned way through merit and hard work along with good work ethic.

Address: 143, St Patrick’s Town,Gate# 3, Hadapsar IE, Pune-411 013.

Tel.: 020-26872677 / 020-32905748Email: [email protected] /

[email protected]

ASTROTURF

Your attitude is your altitude, says Dolly Mangat, our renowned Astrological Expert and believes she helps people

create their own prophecies rather than live predictions

FORTUNE FAVOURSTHE BOLD AND THE LUCKY


www.dollymangat.com

SU

BS

CR

IPT

ION

FO

RM

24 Issues : 24 Issues : `1400/- 1400/- 72 Issues : 72 Issues : `3000/- 3000/-

Please fi ll in this order form duly & completely & mail it with your cheque payment (Do not send cash) to Corporate Citizen, Krishna Homes Housing Society, Flat No 2 & 4, Bulk land No 4, Near Iskcon Mandir, Sector 29, Ravet, Akurdi, Pune 412101. Tel. (020) 69000673-7.

NAME:

ADDRESS:

AREA: LANDMARK:

CITY: STATE: PIN CODE:

Landline No.: Mobile No:

E-mail Address:

DOB: / / (m m) (d d) (y y)

Profession: Designation:

Company/Organisation:

Payment details:

( ) Please fi nd enclosed cheque number dated for `1400/- / `3000/- favouring Corporate Citizen.

( ) Cash. (Only by hand)

BUILDING NAME- APT. NUMBER / BUNGALOW NAME-NUMBER SOCIETY NAME


THE LAST WORD

Ganesh Natarajan

Bouncing Back

Printed and published by Suresh Chandra Padhy on behalf of Sri Balaji Society. Editor : Suresh Chandra Padhy.Published from : 925/5, Mujumdar Apt, F.C. Road, Pune - 411004, Maharashtra.

Printed at Magna Graphics (I) Ltd., 101-C&D Govt. Industrial Estate, Hindustan Naka, Kandivali (W), Mumbai - 400067.

Zensar is a fi ne example of the new trend of boomerang recruitment wherein wooing, retaining and even re-hiring talented ex-employees is a conscious endeavor

Th e m o d e r n b u s i n e s s organisation is very diff erent from the company that provided employment to the lucky few in the old days,

when command and control and loyalty to the fi rm were seen as basic tenets of success in the corporate world. The changing nature of employer-employee relationships, particularly in high growth sectors like Information Technology have led to many new practices for wooing, retaining and even re-hiring talented folk to an organisation.

Meet Nitin Parab, one of Zensar’s management stars who manages the high growth enterprise applications business of the company globally and demonstrates all the cultural tenets of Fast, Focused, Flexible, Fun and Friendly that Zensar regards as core pillars of its success. Nitin has been in the company since the nineties aft er a stellar academic record in VJTI Mumbai and initial stints elsewhere. In the late nineties, he decided to quit and pursue an entrepreneurial dream but was enticed back by Zensar to rejoin. His career has now taken him to the top echelons of the organisation and he is a role model for many in the company.

Boomerang recruitment is one of the unique facets of the Zensar organisation and demonstrates it’s “once a Zensarian always a Zensarian” approach to people. Th e organisation ensures that anybody who departs in good taste is always connected to the company and its activities and is invited to events and welcome to join back should a suitable opportunity arise. The company has a practice of conducting annual alumni meets where former associates congregate and mix with Zensar leadership

and swap war stories of the past and exchange ideas on strategy and industry events. All these ensure that the relationship with the company remains vibrant and if there is an opportunity to come back, it will be surely be taken up without any hesitation.For women, the possibility of a return to work after a prolonged gap is an opportunity to experience a supportive environment and work life balance in action over a long tenure with the company. A case in

point is Zensar’s Chief Marketing Offi cer Lavanya who took a break of almost two years to have a baby and spend quality personal time away from work. When she was ready to return, the process was almost like a homecoming and her career could be resumed where she had left it. And while Nitin and Lavanya are notable management success stories of boomerang re-employment, there are quite a few other Zensarians who have felt the

warmth of the company envelop them even during the period they chose to be away and have returned to follow a high growth track in the organisation. The Zensar approach stems from living the company’s values which specially call out customers, associates and community as key stakeholders to be celebrated, nurtured and rewarded.

From the people point of view, all this stems from a core realization of three fundamental changes in

human resource management philosophy. Th e fi rst is that in the modern world, talented people choose organisations to work for and the old precept of selecting an employee and expecting them to be eternally grateful is no longer valid. Th e second change is in the concept of loyalty to organisations. Traditional Indian groups who have believed in the past that there would be a natural respect for the office of Chairman or Managing

Director from Gen Y and Gen Z employees have been given a rude shock in recent times and have had to adopt to an open door, fi rst name hierarchy free environment that is treasured by all stakeholders.

And finally what is being challenged by many successful fi rms is the notion that the concept of family relationships should be left at home and offi ce environments are meant for professional behavior at all times. When Leadership Professor David Garvin of the Harvard Business School visited India some years ago to do a keynote at session at NASSCOM’s annual Leadership Forum, he visited Zensar and interacted with some of the people at the Pune campus and was struck by the vision community, the associate relationship manager role and many initiatives and practices that demonstrated the shared sentiment of love and trust which many associates felt with their managers and the organisation.

A regularly taught case study at the Harvard Business School demonstrates the business value of creating intimate relationships in the workplace and a hotly debated topic in an HBR issue that followed was the importance of managing emotions as well as work through the role of associate relations. While traditional practitioners of organisation design might baulk at such practices, it is boomerang employees and managers willing to encourage and even celebrate love, diversity and unique needs of individuals that will build corporate India of tomorrow!

Dr. Ganesh Natarajan is Vice Chairman & CEO of Zensar

Technologies and Chairman of NASSCOM Foundation and the

Zensar ensures that anybody who departs in good taste is always connected to the company

and its activities and is welcome to join back should a suitable opportunity arise


Ganesh Natrajan with Nitin Parab

back inner


cover back pg

RNI REG. NO. MAHENG/2014/60490 Postal Reg. No. PCW/179/2015-2017Posted at BPC, Pune CSO, 411030 on 15th and 30th of every month

Corporate Citizen, Krishna Homes Housing Society, Flat No 2 & 4, Bulk land No 4, Near Iskcon Mandir, Sector 29, Ravet, Akurdi,Pune 412101. Tel. (020) 69000673-7.


16th issue for web site

Documents

Transcript of 16th issue for web site