Category: Opinions

  • Ode to a victorious Female – Rakhi Sawant- By Dr. Susmita Dasgupta

    About the writer

    Dr.Susmita Dasgupta is a  Master in Economics from Jadavpur University and a PhD in Sociology from JNU. Her thesis on Amitabh Bachan resulted in the bookAmitabh – The Making of a Superstar’ published by Penguin in 2006. It has sold  all copies printed to date and is widely referenced by many Universities internationally. In Susmita’s words, ‘I write, research and muse on India’s popular culture’. Her forthcoming book is on Deewar. She often refers to her study subject as understanding ‘fandom’ in our country.

    Susmita also holds a day job as a policy economist employed in the Economic Research Unit, Joint Plant Committee constituted by the Ministry of Steel, Government of India.

     Ode to a victorious Female – Rakhi Sawant

    My friend from school, Madhu Kedia, now Gupta asks me how the Rakhi Sawant show is among my favourites. Madhu knows me as I was some forty years ago, quintessentially from a Bengali bhadralok background who turned her nose up at anything that either was not classical English or highbrow Bengali. The Hindi popular world was so vernacular, so daal roti that only the “non-Bengalis” were worthy of consuming. But in the past forty years I have changed. I have changed home from being in Kolkata to living in Delhi where no one knows me through my background but I have also changed my home mentally. I no longer inhabit the bhadralok culture as I have discovered the larger India where “Hindustanis” live and also speak in “non-Bengali” languages. It is in this new mooring that I have acquired new sensibilities through which I have developed a kind of reverence which is now almost awe for Rakhi.

    When Madhu knew me, my world was certain. I was certain to clear school, go to college, earn my degrees and then step out into the world where the most deserving job waited for me. I was in for a rude shock when I saw that the world was not a passive waiter eager to hand me out whatever I needed. Instead, it was a place of hard bargaining, of image management and of warlike strategies. It is here that I see Rakhi Sawant succeed in all those areas in which I failed. She has none of my background or education, nor does she have the support of a doting family and she must have had almost no friend or relative in high places. Yet she made it big despite everything and also, as I may like to believe because she has the huge ability to turn her obstacles into her good fortune.

    Rakhi is all that I fear being and becoming. She is lower middle class, suppressed by patriarchy, resented by mother for both being a daughter and also for doing well. She is vernacular, stocky and short. When she made her mark in the music video I thought that she was flaunting her sexuality to attract male attention, something that I quite abhor. I would never dream of treading her path of becoming a television joke even if that made me famous. But there are things that Rakhi has been able to do that has broken her glass ceiling and lifted her out of her social and economic class and made her acquire the crucial element of life – purchasing power to lead a life of dignity. This is why I hold Rakhi in awe.

    Women are vulnerable in the public space. You are harassed sexually and most of the times for being not interested in sex. In the eyes of men the worth of women are only two – either you are a maidservant or you are a prostitute. In case of Shiny Ahuja, his maid was both. Only two things can protect a woman from the male harassment, her family background and her money. I, in my early life before I left home, had both. Rakhi had neither.  I jumped at the first public sector job that I got and never left it since then. The guiding factor behind my choice was fear, fear of a world unkind to women. Inside the public sector things were no better than they were elsewhere but at least there were rules and institutional structures by which a woman could get justice. I, in effect hid behind rules, power, education and of course my family background to ward off the wolves that are found in the human jungle. But Rakhi went ahead, caught all bulls by their horns, manipulated them and then loudly sneered at them. They were not contemptuous of Rakhi for that, they were reverent.

    The lack of education did not come in the way of Rakhi’s ability to articulate her thoughts. She minced no words, did not wish to be politically correct and did not hide her emotions under the veneer of some sublime rights. If she felt bad, she clearly told us so. In the garb of being entertaining through her rather direct way of ticking off people, Rakhi used the platform of the Swayamvar to launch a tirade against the male as no feminist has been able to do before. She remained very much within the “architecture” of marriage and within it exposed the men as it was not possible for anyone to do before. Along with the male ego, she managed to expose a whole lot of relatives as well, their attitudes, their bearings that constitute the core of the ugly, stupid, middle classes.

    Her fantastic ability to articulate emanates from her capabilities as a very fine dancer. She uses her eyes, her body, her posture, the throw of her head, and the movement of her fingers to express herself and has a surprising command over language with which she can represent her gestures in words. She reaches people directly because of the language she has derived straight from within her body, from her body movements and dance mudras. This language has a superior ability to reach people because it physically communicates with them. Rakhi is all physical, but like a true dancer has raised her physicality to a vehicle of communication. This is also the politics of Rakhi Sawant.

    She has completely bypassed the need to place the issues of her life in terms of the available language in the public space. She has devised her own expressions, her own issues, her own justifications and metaphysics. This entire saga she has scripted on her own. She has created an image for herself unaided by script writers and film directors and using reality shows and television space she has been able to emerge in a zone in which women are heavily scripted and crafted and in which she becomes completely unpredictable. In the music shows, we see exceptionally talented women being voted out of public space. India, in its fateful journey to economic “superpowerdom” has decided that it will not tolerate successful women who can stand on their own. It is this India that Rakhi has eat its own words when all telly sets were tuned in to NDTV Imagine to watch with bated breath which man Rakhi will choose. For me, the swayambvar was the ultimate expression of Rakhi’s being, she who chooses one among so many eagerly contesting males as the female dictating her terms and having half the world dance to her tune and the rest as her loyal viewers.

    After a long time we see in Rakhi a woman for herself and not merely a woman in herself. She is complete, whether she has a boyfriend or not, whether she eventually marries the winner of her show or not, Rakhi with or without the shadow of mother, father, brother or husband, is Rakhi Sawant. She needs no casting couch because she needs no director, she needs no story to prop her image up, and she is a story by herself without the prop of fiction films or of the telly soaps.

    Perhaps the only parallel that Rakhi has in the film industry is Preity Zinta, independent, articulate, straight speaking and fearless. But Preity is cast as a girl who’s dumped by her boyfriend, a rejected marriage material, a far too opinionated girl. Preity has not been able to cash on her image as an independent woman precisely because her image draws from the incorrigible patriarchy of Bollywood cinema. But Rakhi has crafted herself so well that not only has she brought back the centrality of the feminine into the television but also showed to the directors and producers that it is she who they must chase and not the other way round. Hats off Rakhi !!

  • Kya Haal Hain

    ‘Haal, – refers to the state of spiritual bliss experienced by a Sufi singer when his music makes him one with The One. Those who have been privileged enough to see such an event know how ‘Haal’ creates a feeling of uncontained joy and upliftment in the audience as well. It is a ‘Mood’ filled with the greatest levels of positivity.

    I have running these ‘Mood’ surveys since the beginning of this year and must begin with a note of thanks to all the respondents. It is a motley crew of CEOs, SBU Heads, HR Heads from advertising, media, internet, publishing, agro business, financial services and consumer services. As I look at the Mood coming through from Q2, I can hear a well-developed ‘alap’ of my Sufi singer. It carries with it the promise of reaching ‘Haal’ sometime in the future.

    The air of ‘uncertainty’ has lifted – compared to Q1, most respondents are fairly certain of their numbers for almost the rest of the year.  Also, the overall expectation of growth seems to be higher than in Q1 with some significant sectoral differences – advertising and media are down, all other businesses (financial services, publishing, consumer services, internet) are up.

    Most companies seem to have got their strategies sorted out and that is apparent in the higher scores for Leadership in this quarter compared to the previous one.

    I can also infer, from the limited data available here, that ‘expenses’ have been targeted as a strategy by most. However, the one factor that makes the music ring loudest in my ear, is the 100% agreement of what these times represent – a chance to get the fundamentals right. I am not going to be skeptical and believe that everybody has responded to this question unanimously because it is the ‘right’ answer to give. I would like to believe that everyone is thinking/beginning to think in this way. At BullzI we are seeing a lot more traction on fundamental offerings like Leadership Coaching and Change Management. On its own, the BullzI sample is small but coupled with the data here, I would venture to say that this is a trend and augurs very well for the future of business.  The ‘Haal’, is truly good.

    The Mood Survey

    [TABLE=2]

  • The Challenge of 2009 – Take Charge

    takecharge.pdftakecharge.pdf

    The Survey
    I intend to run a survey at various times through this year to get a sense of how business and HR heads are viewing their business.  The results of the first survey are in and point clearly towards the biggest task of leadership this year.
    First a quick look at the key findings:
    1.    Over 60% expect to grow between 10-15% this year. This is in comparison to 30-35% growth of last year.
    2.    80% of respondents’ faith in their revenue estimation does not extend beyond a quarter.
    3.    Managing uncertainty was the biggest challenge for management as seen by 87%.
    4.    90% of the respondents believed that the leadership was not yet ready to face the new set of challenges.
    This is not happening
    Every morning’s paper is bringing in more depressing news of shrinking top lines, evaporating bottom lines and fewer shoppers. At the same time we also read about higher sales of cars, big ‘sales’, lower interest rates..

    Key Issue for Leadership

    How do you run a business successfully when the environment is not growth friendly?

    It is by now a truism that you have to move from a panic ridden or otherwise ‘reactive’ state to one that is more positive and a ‘take charge’ attitude. This is primarily a mindset issue. And it is a mindset issue of the leadership team. Being in a ‘Take Charge’ frame of mind helps in objectively looking at business goals, look for opportunities to eliminate waste, add revenue, change beliefs and mindsets within the organisations and so on.

    There are mountains of information and acquired knowledge available on the subject at a click of the mouse – what is not so readily available is the means of getting people to actually believe and start implementing some of the ‘best practices’.

    We have designed a programme for exactly this purpose.

    Whats more, putting our money where our mouth is, BullzI’s results promise is backed by an offer of not accepting any fees if the client does not get the promised value from the progamme. This is putting into practice the principle of ‘value’ that we believe is even more critical in these times.

    Do read the document ‘takecharge.pdf’ and give us your feedback.

    As always we are keen to hear your point of view to improve the offering and even more keen to start a discussion for your organisation.

  • THE QUESTION

    My 8-yr-old son is the Champion of CP – Class Participation. This is marked by a strong desire to have a say in every topic that is discussed and ask lots of questions. He practices regularly at home and especially with his father. You are beginning to get the picture? He has a question for everything and sometimes an opinion on the answers as well. Being a politically correct and modern father, I patiently give him answers to the best of my ability. Sometimes, however he asks THE QUESTION. This is defined as a question that is so penetrating and insightful in its enquiry that it reveals an essential truth. Want to talk to you about one such “THE QUESTION”.

    We were climbing up from Chandigarh to a place called Thanedar, which is at an altitude of about 8000ft. As is the nature of travel in mountains, you climb up and come down and climb up again, all the time going higher and higher as you cross various levels of the undulating terrain. CP Champion wanted to know why we were going down when we had to go up and wouldn’t it be just better to simply go up all the time to reach where we wanted to?

    Hmmm…what do you think? ‘Is it nobler in the mind to suffer the jolts and bumps of an up and down road or simply take the shortest flight to everywhere?’ If you were travelling to high altitudes you need to acclimatize and the best way is to get there slowly. So, the higher you wish to go, the better it is for you to pace yourself and not fly in straight. It is also good to pause in your journey, drink a little water, grab a snack, enjoy the view, and breathe deeply. Gives you perspective.

    I can’t help thinking that 2008 has been a year just like that. We have crossed the high mountain passes of the 20k+sensex, 9% GDP, 30% salary increases, 100% escalation in property value and are now descending fast into a valley. Grab this little respite from the climb and delight in what the valley has to offer. Of course it is a time to introspect and build our strengths anew on flat, level ground. A time to relish the fruits that grow here – the lower interest rates, cheaper products, great buy possibilities in the share market, all of that.

    And let us keep the faith. For as we cross this valley, our time well spent, we will be climbing again, higher and higher…have a wonderful Christmas and a great 2009. I am planning to do the same.

  • The Glass is Half Full

    “Rejoice rejoice

    You have no choice

    But to carry on

    Carry on

    Love is coming

    Love is coming to us all”CSNY

    I woke up late, really late this Sunday after a party we had at home. It went on late, lots of laughter, music and next morning the house was still reverberating with the positive energy of the previous evening. As I groggily lifted the paper I was pleasantly hit with some good news – the Indian navy had freed a ship captured by pirates and 23 of the brigands were in custody. Felt good, real good.

    Have you noticed the flood of good news and happy tidings that have been flowing in for the last few days?

    I went to the fuel station and said ‘full tank’ with glee. Have you looked at the price of air tickets? Can’t be sure but they seem to be cheaper. My wife and me have this dream of buying a small house on the beach. Friend has been calling from Goa for the last couple of months saying, “buy NOW, it is cheaper” and I have been hedging. Another EMI at these high interest rates in these times of uncertain earnings? As of yesterday I believe it may just be possible, interest rates have taken a steep southward journey for small loans. Every day I am getting these fabulous discount SMSes from Dominoes and the morning paper came with a flyer that had unbelievable holiday options at incredible prices!

    On other fronts, politics seems to have acquired a temporary veneer of sobriety, there was a ‘unanimous’ decision taken by our Lok Sabha, Kasab is singing like a canary and even the stock market is looking up!

    The biggest casualty of the last few months has been our BELIEF in a better tomorrow and our CONFIDENCE in making it happen. Suddenly things went out of our hands.  And we began doubting everything about our success story, our ‘fundamentals’, our systems and our own individual abilities to make a better tomorrow. We have become over cautious, risk averse, insecure hoarders. Those of us in jobs don’t know if we will keep them and if so for how long. No increments seem to be the general expectation and so we all hold back, save.

    Unfortunately this is just the way the downward spiral starts and then we will have a real recession on our hands. So is there something we can do as individuals?

    Yes, yes yes. Look around you. Big wheels have already been set in motion by the big wheels in government to make life better for all of us. That is what all the good news is about. So even if you don’t get an increment, you can still do all that you were doing because everything is beginning to get a lot cheaper. Why don’t you look to buy a car now – they have never been cheaper? Take that holiday Don’t worry, no one will take your job. Plan it properly.

    Throw a party. Call all your friends and have a blast. If you find the cost of alcohol steep, make it a BYOB. No one will mind. It will just make it possible for everyone else to loosen up when it is their turn.

    To keep those big wheels turning it needs the power of our little wheels to spin faster and faster. Let’s not lose the faith so soon. There are lots of opportunities waiting around every corner. Let’s believe in a better tomorrow, this passing cloud was just there to remind us of what a fortunate time we are living in.

    There is a bunch of chaps who have grown up in these times, who BELIEVE. They picked themselves up when they got beaten in the first round and mercilessly, ruthlessly annihilated great opponents – am talking about our cricket team. Did you hear Sehwag speak? He knew, he always believed and we won! Yet again!

    I am sure tomorrow is going to be even better than today, just look for signs in the right place and make some of the good news yourself.

  • This recession will make everyone run to the HR Head for solutions

    This recession will make everyone run to the HR Head for solutionsWith over 20 years of experience in the services sector spanning Hospitality, Aviation and Business Process Outsourcing, Ajit Menon is currently the President for Organizational Development of the Mudra Group.

    He is responsible for the growth and development of the Group’s talent. With a current strength of about 3000 people, the task by itself is not easy.

    Mudra recently won the prestigious award for ‘Continuous Innovation in HR strategy at work’ at the World HRD Congress.

    Ajit is a Bachelor in Physics from Calicut University and a Masters in Business Management from Washington University.

    He loves to play guitar, watch spy movies and is a world history buff. Based in Mumbai, Ajit lives with his wife Geetha and daughter Anushka.

    What made you give up a ‘C’ suite position in the BPO industry and move to advertising?
    I started my career in aviation because my parents wanted me to do engineering, I did my hotel management and my M B A and worked in 5 star super deluxe hotels because I wanted to be with people and work for them, I got carried away with the money, fame and power and climbed up the corporate ladder as Sr. VP, COO etc of BPO companies. When I finally sat down and did some introspection I realized that I was doing all these for others or other reasons and not for myself. Deep down I wanted to make a difference in people’s lives and I knew I can achieve it only by being in an industry which has the reputation of “zero” HR and people practices and build it from there.

    You are Head of HR but your designation says President – OD can you explain what is the difference?
    HR (human resources or in human resources) to me was always a laid back support department which documented the MD’s policies, recruited people as per instructions, gossiped during those long break fast, lunch, tea breaks with other support departments, did a 9-6 job and went home.

    Mudra has a people department called LLC- Leadership,Learning and Change. We are not a support department. We are strategic partners to the business head and are equally responsible for the business success or failure. Our salaries depend on the success of the organization. Just as how a business head is responsible for delivering top line for his company, we are responsible for delivering the bottom line with him/her by ensuring that we have the right human capital for the job in right numbers with the right leadership, knowledge and business acumen. In short the business head invests money for the business and we invest people.

    How have you interpreted your role in Mudra? Can you talk to us about some of the key initiatives that the LLC Group has taken?
    My role is to partner the MD. I sit on the Mudra board and am also the director on board five other companies affiliated to Mudra . I assist the MD in meeting the vision of the organization by driving the people to deliver on the company mission. This covers a huge span of work and is not just limited to HR hygiene (which is 0.5% of the LLC work).

    The key initiatives are.

    • To make all (people related) routine hygiene jobs automated through Technology. In short, employees do not have to approach LLC for salary issues, leave issues, PF, Gratuity, Superannuation issues, reimbursement issues, transport issues, confirmations, joining formalities, bank issues, income tax issues, growth chart issues etc. All these are automated and available on the employees desk tops. With a click of the button all their queries are attended to either immediately or latest within 24 hours.
    • LLC concentrates purely on business planning and strategy with the unit head. They plan the breed of people needed for specific jobs with the unit head, source them internally or externally, train them and deliver them as high productive resources.
    • LLC ensures that the business wage cost % ages do not rise beyond prescribed bench marks (bench marks are decided by LLC and unit head based on profitability).
    • LLC will help the unit deliver through its people by creating leadership and training them to thrive in change.

    The common belief is that HR has never really succeeded in advertising and that it is only about recruitments and pushing paper. Your comments.
    It is this belief that has led HR to remain an underdog all these years. I refused to accept this belief and we are living our dream right now. We got awarded the best in “continuous innovation in HR strategy” by the world HRD Congress last year. Now people are waking up to the reality that if not for people and a people department they would not be in business in the first place. This recession will make everyone run to the HR heads for solutions.

    Pratap Bose was the CEO of Ogilvy. How has his recruitment fitted into the overall scheme of Mudra’s strategy?
    The Mudra vision is to be the best “media plural communications group” in the country and our mission is to “give creative solutions to our clients – be it internal or external”. This requires complete integration of all services within Mudra , be it main line or specialized services like digital, DM, media etc. As this was the overall plan, the LLC strategy was to have a specific breed of people at the senior level who would make drive the mission. Hence we identified a couple of Eds from within and also acquired a few seniors from outside to complete the loop. Now that the talent acquisition strategy is done with, the strategy to integrate operations is well on its way.

    The market is abuzz with talk about fantastic increments and how Mudra paid the lost incentives to the group that joined from Ogilvy. At a time when businesses are looking at cutting costs can you explain why you have gone in the opposite direction?
    Mudra does not have the term “cost cutting” in its vocabulary. Since Mudra is not planning for “one year at a time”, but for a minimum of five years at any given point of time, our business approach does not demand knee jerk reactions like cutting costs in situations like the present market conditions. Our aim is to acquire good talent at affordable costs, groom them and retain them. If our performing employees are not happy personally, then it affects their delivery. We ensure (whether they are from within or if we are acquiring) that all employees have a good personal life so that they concentrate on their work when they are at work. Bad times are not permanent- just like good times. Our job is to ensure that our performers do not get affect with the market upheavals.

    This is the time to remove excess flab & additional bench strengths, encourage people to go on study leaves where in they know that when they come back they have a secure job. Basically improving the effectiveness of delivery.

    Mudra has some internal captions

    1. Do not cut costs – Control them
    2. Do not be just efficient – Be effective.
    3. Practice makes permanent.
    4. Work life balance is a must – Work first to build your life.

  • Work in the Time of Terror

    “The Wednesday” last week the people of Mumbai spent the whole night and Thursday next sitting glued to the television at their homes. This happens to Mumbai a lot. We’re bombed, held hostage, subject to abrupt curfews (bandhs), strange holidays for people we don’t know. Work is given a miss on such days fearing stray bullets, lathi or rampaging terrorists. On this most recent occasion, Friday however brought a very old confusion back. The threat was not neutralized, the terrorists weren’t still all rounded up and basically, once again, Mumbai didn’t know if it was safe to go to work.

    Now, God-fearing souls that we are, the only option that remained for Mumbaikars was to work from home. Working from home is something generally the whole world avoids. For obvious reasons, a continuous buzzing disorienting noise in the background called the wife (mine doesn’t read what I write, so I’m safe), giggles and playful squeals called the kids, a ringing menace called the phone and the occasional nagging voice in the head questioning the logic behind not enjoying a day off.

    And yet some of us struck by conscience or compulsion may actually have to work on a surprise day off. What happens then to the moral dilemma of working from the safest environment we know? Here’s what I do. Let me know if it makes sense.

    Smart Casuals
    Working from home actually requires a whole lot more self-psyching than one would imagine, especially when your city is under seige. I’m not talking to the masters that have made their fortunes working from home, but to the day-jobbers. No trains or metros, no long drives, no traffic. Not having a lot of these key prepping agents to get us going means a lot of disciplining. The first thing I do on a day that I know I have to work and not laze, I bathe and get ready for work. I don’t know if other men do it or notice it OR other women will form an opinion about a scraggly me, but on my holidays, I bathe only when absolutely required. But on a home work-day, I make sure I work my morning routines as on any work-day.

    I wear clothes I could carry into a meeting. I think of it as role-play. If you dress the part, you act the part. Of course, I won’t wear a double-breasted suit and Hugo Boss cuffs but I won’t go the opposite end and walk into a home work-day dressed in only boxer chaddies and a stubble. The routine and the act of dressing up together help me make the distinction between a casual holiday and a day of work at home.

    The Corner Office
    I have a small desk at home that I use as my work space. It’s in the least used corner in the least used room of my home, to ensure that I have as much time by myself as possible. Now most of us Mumbaikars don’t have the luxury of having a designated work space at home, we’d be glad if we even landed up having a toilet in our homes. In fact, some offices in Mumbai are the size of toilets, so we’re good at home. But for the ever so slightly more square-foot fortunate ones like me, it helps to have a work space. I also make it clear, if not visibly apparent, to those living with me, that today is a work day, I’m at my work place and am not available for getting bread and eggs, fetching the plumber and everything else that should ideally be reserved for weekends (not that I do any of those ever, still, just to piss off the wife).

    Networked and Virtual
    I also make it a point to announce my work availability to key colleagues, customers and of course, my boss (for more than just brownie points). Though in Mumbai, on days that are declared holidays without RDX or AK-47s involved, when News TV becomes the center of attention, most of them are playing cricket with their apartment mates or cooling off with family, some are working just like I am. Those are the people I want to talk to. Home workdays are fantastic procrastination busters. Everything that I wanted to do with a customer, new plans, presentations, strategies, budget allocations, I get done on such a day. Taking help, of course, from my trusty colleagues who very reluctantly, muttering abuses over the phone, help out. If they or their family members are alive and well and not caught in a flood, cross fire or a heap of dead bodies. And also, making sure the boss is in the loop for critical decisions and regular updates so that the efforts are appreciated and the actions are put into effect.

    Breaking Up
    I used to love working from home. Not only because its going to be a while for a terrorist to target my home in particular, dramatically reducing the odd of my sudden, premature termination, but also because I could eat what I wanted, when I wanted without having to move too far or placing an order and waiting. This however worked against me. Aside of taking frequent breaks to quell the munchies and getting chubby with all the eating, I also landed up taking longer breaks, often playing music, reading the daily paper or worse, napping after snacking. So the snacks had to go. So did the cigarettes. No sense in stinking up the house or walking to an open area and spending that much more time in a break. Now I take the same breaks as I am used to at work – an hour for lunch and a 20 minute evening tea break.

    Start-Stop Technique
    Bob Marley once said “The people that are trying to make the world worse never take a day off, why should I”. While we would all agree with him and sort out early on how to start even when confined, I faced a new kind of problem – when should I stop working. Working from home sometimes has its benefits in terms of productivity. A faster internet connection, an easily available printer/fax, maybe even a faster computer. I realized it was getting easier, I was getting more done in lesser time and this feeling of vigor turned to lust for more work and I landed up working till midnight or longer. In turn, that completely ruining the next day which usually landed up being a proper workday.

    So I set a cut-off time. I’d stop working when I usually would and spend travel time doing something relaxing (in Mumbai, we travel a whole lot more than we cover distance). So I’m off working at home by about seven, or when the next bomb blast echoes through the city and then either playing games on the PS3, sipping coffee and reading a book or watching TV. Alone time like never before. Of course, a co-operative Mumbai family will never let you have alone time, but that’s the harm in trying.

    The Morning After
    As a usual work day resumes, I make sure that I do three things that make the last days work worthwhile. First, I take stock of all the documents I worked on from home and make them ready to go to work. Next, I destroy all electronic and physical copies of my work. Though my company does not have a working-at-home data protection policy, I feel its my duty to be safe to them and to be prudent for myself.

    And last, on a very serious note, I hope, wish and pray that such a day never again occurs in the lives of us Mumbaikars and Indians again. It had been a shocking few days, our mouths had been dry gasping for breath while the wind was yet again knocked out of our lungs by the incompetence of the politicos, the strange sensitivities of the news media and the wanton slaughter of so many tax payers. We all felt like dead men and women walking around, waiting for our numbers to come up. We feel so every day. If the debates that have sparked, the motions that have been effected and the people that have risen have made any impact on your life, do something about what you feel.


    The guest author, Alap Ghosh, has 9 years of in-the-middle-of-all-the-action experience in enterprise, portal and mobile products and solutions. Having worked with the top technology and media convergent companies of the country, Alap spends most of his time connecting brands and agencies with technology to create better internet properties and new-age inventory. Connect with Alap by email or on LinkedIn or on Facebook

  • Lose the Venom, Keep the Bite

    Like everyone else in our country I have gone through the process of fear, anxiety, sadness, frustration and rage. I wanted to throttle all those glib talking politicians. The urge to give our PM a good hard shake to get him to stop mouthing clichés was very strong I wanted to hear something different and new from someone in our political leadership.

    Now that I am out of the rage phase and in a calmer contemplative mood, I am beginning to see the Mumbai failure as endemic of all that is wrong about us as a nation.  It is not just about our inability to face terrorist attacks – it is our inability to function properly as a nation.  When we sit down to discuss what needs to be done, we find that we have to address fundamental issues.

    I am therefore beginning to see this as an opportunity really. If we can seize the moment and drive big changes, we will be able to tackle most of our other problems as well.

    Nothing Short of an Overhaul will do

    The list of things being spoken about that need to change is enormous.  Here is a selected list gleaned from hours of TV, reams of print and years of living through it all.

    1. At one level it is about centre state relationships and the law -the creation of the Indian FBI has been held up by BJP states in India. The irony is that it was the BJP led NDA that had first proposed the idea and now that they are in opposition at the centre they see it as a turf war. By the way, it would probably have been the same if the roles had been switched.
    2. Evolving a national consensus on these issues and project one united face. Hmmm…we are already seeing signs that the current leaders of all political parties are completely incapable of even understanding what this means. We have seen the ads and posters appearing looking to make political gain. The leader of the opposition did not have the time to attend the all-party meet that was called.
    3. The police force reforms, autonomy from political interference…sounds like so much idealistic bullcrap because of our 60 years of experience.
    4. Expecting the media to do its job properly. Put out well-researched and meaningful pieces on the reality of this challenge and not look to push their own anchor’s point of view or talk irresponsibly.  When you have a mix of only young untrained largely ‘shortcut’ driven journalists and a few experienced almost megalomaniac bunch what do you expect?
    5. Behave differently – not jump queues, be patient, be vigilant, not take shortcuts.
    6. Introduce more accountability and transparency in governance. Ya ya (yawn!). Haven’t we heard this before?

    The point is, there is a huge programme of CHANGE required for us to effectively stand up as a nation that can take this and any other blow on the chin and hit back so hard that no one dares throw another punch at us. Such a massive programme requires a leader/leaders who will envision and drive this change.

    The Legacy Effect

    The first thing we have to sadly accept is that it cannot be one of the usual suspects. Even if they are well meaning, none of them are truly capable of fighting off the LEGACY effect.

    This is the effect that conditions our beliefs and actions in such a way that we are capable of acting and behaving in only one particular paradigm. Here are some examples:

    • L.K.Advani is a product of the partition and decades of raising his hand in a Hitler salute dressed in khaki knickers.  Even when he wants to break away from this legacy (remember the Jinnah comments?), he cannot. Can you visualize him as a unifier, representing a view of plurality? How can one expect him to be a harbinger of change?
    • Sonia Gandhi, by virtue of belonging to ‘The Family’ has no option but to believe that her children are the ones destined to be the leaders. Serious competitors will somehow never make their way to the top in that party. Change in that system will be a matter of luck, if one of the anointed ones turns out to be a truly great leader with vision.
    • The Left is…well the left. All their attempts at taking a right turn have resulted in creating a new left.  Mamata is the new land reformer and voice of the proletariat. The Left have, since then, quickly backtracked.
    • The IAS mandarin has always wanted as little change as possible. His is the world of the status quo, by the design of the systems in which he operates.
    • We, the ordinary citizens of India are looking to get a little ‘lift’ out of turn, to push ahead in the queue.  That is the only way we know of getting ahead in this country of a billion pushing heaving souls. No one wants to follow the law, except the village idiot.

    Guess you have got the point by now.

    Is Change on this scale possible?

    Within our system and within the pool that we have it is a definite possibility. There are a few examples for us to look at and learn from:

    • At a time when the world was only speaking the language of war and aggression, one man in a half dhoti led us to our freedom without throwing a single stone. He took what was an elitist and fragmented movement and brought in the common man as part of the strategy to make it happen. Talk about change!
    • We lost our socialism and license raj through the late 80’s and 90’s. We are reading this on our desktops and laptops and our mobile phones because of that change!
    • Outside of our country, the whole world changed when the Berlin Wall came down.
    • China has affected what is one of the most profound changes that have significantly changed the lot of its countrymen and the dynamics of the world in the 21st century.

    The Change Programme

    1. While we wait for the ‘Great Leader’ to emerge, we can make the best of what we have. It is not about high falutin ideals only but also clear actions on specific items. By using media we have to keep our current bunch honest, committed and accountable to this.Let the media decide, as a cartel, that they will not give any footage to any politician speaking the language of divisiveness and will also create forums for those with a change agenda.
    2. The best we can hope for is that the current bunch will transition to a newer lot soon. We need to look at the younger lot within the larger parties to find the future leaders. Personally speaking, the only politician who came off looking and sounding good in the last few days was Milind Deora. He was there in the middle being useful and responsible. Also seemed to say the right things and looked believable. There must be others like him elsewhere too.
    3. Create 2/3 programmes that will have the maximum change impact and put these young turks in charge. Give them responsibility and make them accountable. Programmes could be around – “homeland security”, “electoral reforms”, “speedier justice”.  Remember Sam Pitroda and the Missions? It worked. You have to look at your cell phone to realize that. The list can be different but the method is the point.
    4. These need to be parliament empowered and time bound programmes with defined milestones and objectives.

    Add to this list. Debate and tear it apart, please. Pass the thought along if you like it. The passing along of this and other thoughts, in the current environment is what is building up the pressure for the powers that be to recognize that Change is upon them and if they are not part of it, the garbage heap of anonymity is where they will be thrown into.

    Some very interesting opinions below that you should read.
    Talk is cheap, lives are not
    Time to listen to people, Mr PM
    We Cannot Handle This
    Dear Mr. Terrorist, 

  • Who is next?

    As most of us had expected but prayed in vain to avoid, it’s “that” time again – the time for consolidation, for huddles, for heads to clash instead of meet, for harsh decisions and even harsher implementations. Sales slow down, projects go on hold, staff get downsized, new recruitments cancelled. Each day we walk into our offices, our subordinates look at us with longing eyes waiting for a few reassuring words , while the boss becomes ever more inaccessible. Some of us (especially technologists) have seen this twice in India – once now and once back in the cusp of 2000-2001 when yet another bubble burst. Different scale,, different factors, but a strange déjà vu. Calling it a” bubble” this time would be a little naïve. Recovering from a bubble before was about cutting losses, jobs and shutting shop and moving on to the next opportunity. This time around heads of businesses will have to rethink years of forecasts and relook years of historic data to construct newer, more ground-anchored castles that will live and produce for even longer while spending smarter. And this will have a long standing impact on job descriptions, resulting roles and of course, our fitment in them.

    I remember the turn of the century bubble like it was yesterday. Back then, the big question was of how do we endure this collapse? We didn’t just need to “keep our jobs”, while everyone else seemed to lose their jobs OR eye ours. We needed to ensure a longer term role for ourselves in our organisational charts and secure ourselves in them.

    Getting real, getting smart

    It was hard back then, as it may be now, for some of us to digest what had happened. Our SUVs suddenly started hurting our wallets as fuel became dearer. No more “I got a new job” parties, since that suddenly stopped happening. Frantic eyes searching the screen for the latest Sensex change, cringing at portfolios diving. Had we fully come to terms with the fact that a meltdown had occurred and we were in the middle of it? We hadn’t. We were more bothered about environmental and lifestyle impacts than career impact. Even though some of us felt that the world elsewhere was collapsing and our job or company has no role to play in it, a reality check was the order of the day. It dawned fairly quickly, as the first heads in our company rolled. Some were the newest to join, while the others to go were either unreasonably expensive or not value for money. People started becoming commoditised assets. It was really happening to us. Though we didn’t fit even one of those types, it was hard to not anticipate doom. But we also knew panicking without a point was lethal. We needed a plan. Not just a plan to weather the storm, a plan that protected us then, without impacting a positive, growing future. A plan not just for us and our careers, but for our employers and our customers, helping them survive the recession, deal with an even lower market, build a stronger position for the future and possibly stock up in case it happened again.

    Adding gumption and optimism to our job description

    We live in uninspiring worlds, which become even more hostile at times of crises. Looking for motivation, inspiration, stimulation, anything that would help us do something to feel better and do better. Just then, over a particularly cheap, sorrow-drowning drinking binge, a very enlightened being taught us that conduct and behaviour are infectious. If you need to make your customers or colleagues feel intelligent, you should treat them as intelligent beings. Replace intelligent with any virtue or emotion, and it still holds true. If you need to make them feel secure, you need to treat them as though they are secure with you. Not just by words, but also by how you deal with them. We put this to the test, and it really worked, recession or not. In trying times when everyone is fighting passivity brought in by more denials, rejections and painful decisions, a partner or peer that acts to survive and endure, not only helps pass through hard times, but also assures them of a front row seat in the future. It certainly helps to see crisply dressed, brave looking men show up at their workplace with a promise to work with them and, for them, through the slump.

    Quit the gloom, Stock up on hope

    Of course, there were people who didn’t stick with making the plan or stick with the Spartans. Without naming the gent, we had some huge laughs on some before-and-after style pre-recession and post-recession passport-sized photographs of one dear, but daft lay-off. The gent, who looked like he was having a massage before and getting an enema after, had unknowingly cheered up a lot of us back then. Sure, bad times were here, but that did not permit anyone to go A.K. Hangal. It isn’t easy to smile as you watch half of your brood getting fired. It’s worse when you were doing the firing. But we still tried. We gave them hope, not the “praise the lord” kind of hope, but the “effort pays” kind. We tried to not get preachy, on the other hand, not get slapstick either. Be cheerful, be real and be hopeful – that was our target. We empathised with their bosses and were there for them. We helped out with the laid-off by showing them ways to get back on their feet and the retained by going the extra mile to help them cope with the new responsibilities to get their work done.

    Even after all this, refresh your resume

    None of us were taking chances. We decided we wouldn’t wait till the bucket was kicked. We knew the economy was troubled and our people were troubled. We weren’t still certain of how secure the next job was and as much as we loved our jobs, our jobs need not love us back. Hence, there seemed no harm in keeping our tools ready. Besides, reloading our resume AFTER getting laid off is the worse time to be doing it EVER. In the long, distressing history or resume mistakes, the most are made when the seeker has just been laid off and needs to get back at any cost, including pretense, exaggeration and the occasional extra credit. While preparing our resumes, our first step was a re-evaluation of our strengths, competencies and career goals, especially in the light of the new market developments. We asked ourselves where did we want to be and what did we want to do for the first time after college. It was easier to look when we knew what we were looking for. We spoke with old colleagues, emaiedl known agents and recruiters and updated our job site resumes. We had to get out there, subtly. An unspoken rule of economic consolidation is finding more efficient assets. Someone out there was probably looking for exactly us.

    We did survive that time. We will probably survive this one as well. But what we learnt then and refreshed now is that any situation that you can accept, embrace, be optimistic about, and prepare for the worse for, can be sailed through without losing your job, your sleep or a lot of money.


    The guest author, Alap Ghosh, has 9 years of in-the-middle-of-all-the-action experience in enterprise, portal and mobile products and solutions. Having worked with the top technology and media convergent companies of the country, Alap spends most of his time connecting brands and agencies with technology to create better internet properties and new-age inventory. Connect with Alap by email or on LinkedIn or on Facebook

  • Would an HR Manager have handled Singur Better?

    Enough has been written about the Tata’s exit from Singur and I will not dwell on repeating this well chronicled episode.

    I would like to dwell on a completely different aspect of the issue. One that is linked to how the actual stakeholders (land holding farmers) saw in this issue their passport to exit the poverty of generations on one side of the fence and a denial of this passport on the other and on how to avoid a recurrence.

    Ownership of land carries with it meaning far deeper than just a physical asset with a certain value. No matter how barren or small this is, it is the farmer’s link to life, his generational legacy and a hope (albeit tenuous in the case of small holdings like in Singur) of a better life someday and some livelihood in perpetuity. It was possible for doubts to be put in people’s mind by the famous lady of Bengal because she used the following tactics very effectively:

    – Played on the deep rooted mistrust of the common man of  governments and big business

    – Played on the ‘perpetuity’ aspect of the loss

    – Raised doubts about whether the exit from poverty would happen in reality

    – Played on the deep rooted insecurity of giving up land

    So what are the lessons for the future? Assuming that in certain cases industrialisation or the creation of Special Economic Zones does represent a better future for the people who give up their land, how can such issues be avoided in the future?

    The HR Manager’s Approach

    Create an org structure that is larger than just the organisation. Include the support services, environment required and place their development within the ambit of activity.Everything else will automatically follow from here.

    – Communicate, communicate, communicate. Nothing like it to help build trust

    – The organisations responsible for the economic activity (private company or government body) should be in the field well before implementation. Make an effort to really know and understand the people, much like an HR Manager in a factory township. The final parties in the deal should be interacting with each other. Critical for fostering trust.

    – Look at the price being paid in a Compensation and Benefits fashion with fixed, variable, retention, long term benefits, retiral benefits perspective

    – Make the people part of the vision. Let them be stakeholders. Give them the option of actual stake.

    – Look at the displaced people as a pool of talent available for the functioning of the factory/economic zone. Here is an observation. The earlier village community was a more or less self sufficient entity with its own compliment of skilled labour and artisans to service the requirement of a particular cluster. So there would be a really good carpenter for every cluster of 3/4 villages, an iron-smith, a painter and so on. This group is in such demand in the big booming urban centres that villages are not left with many options. A Nano plant in Singur would have created a small but prosperous urban centre where such people would have found lucrative employment close to their homes.

    Do add on your own thoughts and ideas. Today is the Bloggers Action Day on Poverty and in the context of our country this seems an important issue to discuss.

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