Volume3 issue 8 corporate citizen

CRADLE OF LEADERSHIP Prof. G Raghuram, Director, IIM-Bangalore, on its history and the way forward Volume 3, Issue No. 08 / Pages 68 /

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Interviews

Senior Railway Officer, Bakhtiar K Dadabhoy as a renowned author Ramesh Praba, Media honcho and Management Guru

Careers In Executive Search Suresh Raina, Managing Partner, Hunt Partners, on this new career trend

Corporate Stalwarts: 3

Yoga Guru, Swami Ramdev

I am Patanjali’s unpaid Brand Ambassador

July 1-15, 2017 / `50

Survey

Views of Indian youth on the elderly Loved And Married Too

Entrepreneurs Pratibhaa and Sanjay Siriah

2 / Corporate Citizen / July 1-15, 2017

July 1-15, 2017 / Corporate Citizen / 67

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Med In India

Dr (Col) A Balasubramanian

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lot of ink has flown over Prime Minister that I was not able to walk, I decided to go in for AyurveNarendra Modi’s ‘Make in India’ initiative dic treatment. Since I could not get an appointment with and there have been reports of dramatic inthe chief doctor, a well-wisher of mine namely, Dr Ducrease in Foreign Direct Investment (FDI) rai Kumar, of Ramachandra Hospital in Chennai, I had as per a recent Economic Survey. However, to find an alternative arrangement. One of my students my two months long stay at The Arya Vaidya Chikitsarecommended the renowned AVCRI centre and that’s layam & Research Institute (AVCRI), Mavuthampathy, how I landed there for a two month long treatment. I was Navakkarai, Coimbatore, in Tamil Nadu, made me realise obese too and managed to shrug off 15 kgs by the time I that the ‘Make in India’ potential in the area of medical finished my treatment. I was impressed at this world class tourism is equally powerful and so would tweak it a bit centre, located in a remote village very close to Kerala and to say that ‘Med in India’ could also be an equally potent which attracts mostly foreigners. In fact, I was amongst aspect of Modi’s initiative. the very few Indian patients there. It has excellent docThe well-known tors, good administration, Kottakkal Arya Vaidya conducive environment, Sala and other Ayurvedic effective treatment, mothtreatment centres in Kerala erly approach and fatherly are success brands in concern. themselves and are already Doctors there advised me well-known all over the that for all pains, the best world. In fact one has to treatment is to get Vitamin book three to four months D directly from the sun. in advance to get treatment They stated in no uncertain in these health centres. terms that I must sit in the The AVCRI centre at sun for one full hour every Navakkarai, where I stayed day as this would take care is owned by doctors and run of most of my problems. by staff from Kerala.

Otherwise, they warned I had a ringside view of me, they would be unable Elizabeth Tosha meeting her father how India is a great attracto make me well. So, I used tion for the world to seek medical treatment, particularly to take a walk on the tar road outside the premises, with a Ayurvedic. While many of us Indians are cynical about the lungi around me and no shirt on. The centre was located Ayurvedic method of treatment, people from innumerable in a remote village very close to Kerala, so there are hardly countries come all the way to our country to heal with any people. That gives you a lot of freedom to be yourself our renowned ancient ‘pathy’ which is 5000 years old and and being a farmer’s son, I was happy strolling around the which lays emphasis on natural cure and wellness through trees, with birds chirping around. nature’s bounty. At the AVCRI centre, there were patients One day, as I was taking my stroll, I saw a lot of foreignfrom USA, UK, Slovakia, Malaysia, Singapore, Poland and ers, gathered in one place. They were talking in soft tones so on. The reason for their sojourn here was to counter with each other. I passed by them and carried on with my deadly lifestyle diseases like cancer, mental illness amongst walk but when I returned after one hour, I still saw them others, for which most of us look to the Western line of there, with anxiety, writ large on their faces. Out of curimedicine, Allopathy. Each one of them had only good osity, I approached them. I asked them, what the matter things to say about Ayurveda and the Ayurvedic treatwas. Pointing out to a couple who seemed in distress, they ment. They felt it is very effective as well as cost-effective. narrated that the duo had gone on a tour to Kerala and had Not one of them criticised it. lost their passports. In order to get their visa, they needed For many years, pain in one of my leg was troubling to file a FIR. However, the Kerala police asked them to go me. Since it became too painful for me to bear, so much so to the place where they are staying presently and the local

4 / Corporate Citizen / July 1-15, 2017

I had a ringside view of how India is a great attraction for the world to seek medical treatment, particularly Ayurvedic Dr (Col) A Balasubramanian, Editor-in-Chief, with Elizabeth Tosha at the AVCRI centre

July 1-15, 2017 / Corporate Citizen / 5

British girl, Fransesca Sheldon, at the AVCRI centre

My point here is that, the Government should look into this aspect of ‘Make in India.’

I don’t have the latest figures but as per a 2010 news report in NBC, foreign tourists seeking Ayurvedic cure numbered over six lakh per year. It must have further grown by now. So, one can imagine the potential of making this a strong arm of ‘Make in India’ police here have asked them to lodge a FIR in the place where the passports were lost. Hence, they were in a fix. I deeply admired the fact that they all had come together to help their friends in distress. I said to myself let me help them. I called up a Tamil Nadu friend who happened to be from Coimbatore. I introduced myself on the phone. He was so surprised that coincidentally I was in his town that he said, “I am coming there right now.’’ He promptly came and I explained the problem. I had also called the editor of the famous weekly Tamil magazine, ‘Nakkeeran’, to intervene and the matter was resolved. They all were happy and heaved a sigh of relief. Suddenly, they all wanted to know who I was. They wondered who is this man with a lungi, beard and so influential. When I told them I am a professor, their regard for me went up a notch higher as they have immense respect for academicians and scholars.

During my sojourn, many of them became my friends.

6 / Corporate Citizen / July 1-15, 2017

Elizabeth Tosha from USA, Zuzana Ulicna and Vicen Evan from Slovakia, Fransesca Sheldon from France, Satuntala from Malaysia, to name a few. They would come and discuss their problems with me. I used to have a peg or two of whiskey in the evening but there was no one to stop me, as I had suddenly gained VIP status, thanks to the visit of my Tamil Nadu friend. I used to offer a drink to my newly made friends but they would decline, as it did not fall in the line of treatment.

I was amazed at the dedication and honesty of all the foreigners who were here. They were following the doctor’s regime to the last point. They are hardcore non-vegetarians but here they were on a strict vegetarian diet and they were loving it. Sometimes I used to order a non-veg curry from outside and when I offered them, they would say ‘no’ candidly and were wee bit aghast at my offer. Their discipline and their complete faith in the treatment was notable.

One of the patients, Elizabeth Tosha was a very nice

and gentle lady. She had undergone a cancer operation and was here for further treatment. She was a bit disappointed with her husband and was narrating her story to me. I came to know that she was contemplating second marriage. She was an American who had migrated to France. There was friction in her family and her father went in for a second marriage. This had turned her against him. Her mother had left her a good fortune. I asked her whether she has spoken to her father. She said, no; she hates him. I urged her time and again to speak to her father and finally she did so. She used to come and see me during lunch and dinner time.

Fransesca Sheldon was a young, uneducated British girl. Frustrated with parental conflict, she tried to commit suicide in London. She had come here to get treated for her psychological distress. She used to come and meet me twice a day and would tell me how frustrated she was due to her domestic conflicts. I tried my best to counsel her,

Along with other patients at the AVCRI centre in Navakkarai

in a friendly way. I tried to make her feel that someone cares for her by telling her in a lighter vein that I am very fond of her. I tried to enhance her self-esteem by telling her how beautiful she is and that she should use it to build up positivism and confidence within her. She would get embarrassed at these compliments, which I generously showered, from time to time. The idea was to bring her out of depression. As I got to know her, I realised that her problem had much to do with her childhood filled with disturbed memories of parental conflict. However, I was delighted to have achieved in changing her disposition towards life. Or so I believed. For, the girl who used to initially only cry all the time, began cracking jokes and laughing aloud. To me, this was a sign that she was feeling liberated and looking ahead positively. When I was leaving the hospital, she was bitterly crying. I too became very emotional, hugged and told her that I would meet her in London and she should be my guide there. She embraced me to gesture her assurance.

After returning to Pune, my life got busy as usual and I did not keep in touch with her. Very recently, when I dialled my American friend’s phone number, she gave me the shocking news that the British girl is no more; she had committed suicide. I was not able to sleep for more than a month.

Another case was of a mother from France, who had been successfully treated here earlier and brought her 40-year-old daughter for treatment for some serious ailment. Her daughter was treated in France but without any success. And then the mother had brought her to this Ayurvedic centre in a very critical stage, which she should not have done. But her faith in the centre was such that she risked the long journey. However, the daughter died, even before starting the treatment. I am quoting this incident just to highlight the faith the foreigner had in our Ayurvedic treatment.

Once again, all the foreigners came together, contemplating whether her body should be taken back to France or they should cremate her, here itself. They sought my advice; I told them it was futile to take the body back to France. There was a common consensus and she was cremated in Coimbatore.

My point here is that, the Government should look into this aspect of ‘Make in India.’ I don’t have the latest figures but as per a 2010 news report in NBC, foreign tourists seeking Ayurvedic cure numbered over six lakh per year. It must have further grown by now. So, one can imagine the potential of making this a strong arm of ‘Make in India.’

Dr (Col) A. Balasubramanian editor-in-chief July 1-15, 2017 / Corporate Citizen / 7

Contents 20

Cover story

Corporate Stalwarts 3

I am Patanjal’s unpaid Brand Ambassador Yoga Guru, Swami Ramdev, known for his sharp business acumen, talks about growth of his business empire and gives an insight into Patanjali’s success story

11 COLLYWOOD Chatpata Chatter from the Corporate World 15 MANAGE MONEY Dr Anil Lamba on the connection between profit and bank balance 16 WAX ELOQUENT Who said what and why 18 THE TAX MAN COMETH SK Jha, former Chief Commissioner of Income Tax on opportunities for China and India to take on new roles in global 8 / Corporate Citizen / July 1-15, 2017

Volume 3 Issue No. 08 July 1-15, 2017 www.corporatecitizen.in

dynamics and unbecoming of the US President, Donald Trump 26 INTERVIEW Bakhtiar K Dadabhoy, Divisional Railway Manager, Pune, talks about his passion as an author and his obsession with scholarly research that culminates in books that have earned him accolades 30 CRADLE OF LEADERSHIP Prof. G Raghuram, Director, Indian Institute of ManagementBangalore, traces the history of IIM-Bangalore and the way forward for the institute

26

16

38 CAREERS IN EXECUTIVE SEARCH Suresh Raina, Managing Partner, Hunt Partners, on careers in executive search, executive coaching and talent management 42 INTERVIEW Media honcho and management guru Ramesh Praba, on media industry, creativity, entrepreneurship and much more

30 38

45 CORPORATE TREND How being part of the competition at workplace can be productive for yourself as an achiever and the company you work for 46 CAMPUS PLACEMENT Aditya Sathe on his journey from Zilla Parishad School to completing B.Tech (Computer Engineering) and now into the corporate world

42 18

48 LOVED AND MARRIED TOO Venture Capitalists and entrepreneurs Pratibhaa and Sanjay Siriah on the mantra for a successful marriage innings 50 SURVEY NGO HelpAge India’s national survey on Indian youth views and feelings on elder abuse

48

46 July 1-15, 2017 / Corporate Citizen / 9

contents

56 Editor-In-Chief Dr (Col.) A. Balasubramanian Consulting Editor Vinita Deshmukh vinitapune@gmail.com Assistant Editor Prasannakumar Keskar prasanna.keskar@gmail.com Senior Business Writer Rajesh Rao rajeshrao.rao@gmail.com Senior Sub-Editor Neeraj Varty neeraj.varty07@gmail.com 54 HEALTH Charu Singh Creative Head and Founder, Zooki, on why exercising to her is part of her “Me-time”

Sub-Editor Vineet Kapshikar vineetkapshikar@gmail.com Writers Delhi Bureau Pradeep Mathur, mathurpradeep1@gmail.com/ Sharmila Chand

56 PEARLS OF WISDOM Osho, on what dreaming and nodream means

54

58 BOLLYWOOD BIZ We look at the top grossing Bollywood movies in China and analyse the reason behind this sudden popularity

Pune Bureau Joe Williams / Kalyani Sardesai / Namrata Gulati Sapra Manager Circulation Mansha Viradia +91 9765387072, circulations@corporatecitizen.in West : Jaywant Patil +91 9923202560 North : Hemant Gupta +91 9582210930 South : Asaithambi G +91 9941555389

60 MOBILE APPS A look at the latest tech products that has caused ripples in the tech world recently 66 LAST WORD Celebrating collaboration – the American way - By Ganesh Natarajan

Bengaluru Bureau Sangeeta Ghosh Dastidar sangeetagd2010@gmail.com

Creative Direction Sumeet Gupta, www.thepurplestroke.com

58

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collywood

People in the news

head of Infosys Americas, Dadlani quits

Shashi Shanker to take over as ONGC CMD

In what could be a big setback for Vishal Sikka, the Chief Executive Officer of the Infosys Ltd Americas, Sandeep Dadlani has put in his papers. Dadlani, who was also the global head of its manufacturing, consumer packaging and goods and retail units was recently entrusted with the additional responsibility of generating more business from the company’s new software solutions, including the artificial intelligence platform, Nia. One of four presidents at Infosys, he was overseeing business. He was also the Chairman of Edgeverve, a subsidiary of Infosys. The reason behind his departure was not clear. Reacting to the move, Sikka stated that Dadlani was a key player behind the success of Infosys. Meanwhile, the company announced the appointment of Karmesh Vaswani as head of retail, consumer packaging and goods and logistics, and Nitesh Banga as the head of manufacturing. Dadlani started his innings with Infosys in 2001 and was the front-runner for the top job in 2014, when the company scouted for a Chief Executive Officer, before eventually deciding to hire former SAP SE board member Sikka. His premature departure could be a blow to Sikka, who is battling against time to put Infosys back on the growth pedestal, as an embattled board and management face questions on poor corporate governance from some of the company’s founders led by N R Narayana Murthy, according to pundits in the corporate world. Many were of the opinion that Dadlani’s departure will make it tough for the new heads as they will have to again build relationships afresh, which can probably impact business in the retail and manufacturing industry. It has come at a time when many bigwigs in the company have ended their stint with the company. Dadlani joined Virginia-based confectionery and pet food company Mars as its Chief Digital Officer. He succeeds Vittorio Cretella, who retires on September 1.

Wagh to helm Tata Motors’ CV business Girish Wagh, known as the brain behind Tata Indica, Tata Nano and Tata Ace, has been made head of Tata Motors’ commercial vehicle business. Wagh, currently head of product line (medium and heavy commercial vehicles) takes over this responsibility from Ravindra Pisharody, who quit as Executive Director of the commercial vehicles business. Wagh, a Mechanical Engineer from the Maharashtra Institute of Technology and a post-graduate in manufacturing from SP Jain Institute of Management and Research, joined Tata Motors straight from the campus in 1992 and has been an old war horse of the company. This move reflects the management style of Guenter Butschek, as Wagh has a great following within and outside the company.

Come September there will be a change in the India’s biggest oil and gas producer, ONGC. Shashi Shanker, will take over from Dinesh K Sarraf, who retires as the Chairman and Managing Director. Public Enterprise Selection Board (PESB) selected Shanker, who is currently Director (Technical and Field Services), ONGC. Nine candidates including Oil India Director (HR) Biswajit Roy and ONGC Videsh Ltd Director (Finance) Vivekanand were eyeing the post, but PESB opted for Shanker. His name will now be vetted by the administrative ministry-the Ministry of Petroleum and Natural Gas after obtaining clearance from anti-corruption watchdog CVC and CBI through the Appointments Committee of the Cabinet. Shanker, 56, will have a nearly four-year term till March 2021. He has been responsible for ensuring latest technical and field services for state-run ONGC.

July 1-15, 2017 / Corporate Citizen / 11

collywood Metlife names Susan as CHRO

Susan Podlogar has become the Executive Vice President and Chief Human Resources Officer (CHRO) of MetLife Inc. Susan, who joined the New York based company, will be a member of the company’s Executive Group and report to the Chairman, President and CEO Steven A Kandarian.

Susan joins the Metlife family after serving Johnson & Johnson, where she was Global Vice President of Human Resources for the company’s $21 billion medical devices business. Her role will be to drive the talent agenda to strengthen the company’s go-to-market model and help accelerate the pace of innovation. As Vice President for global total rewards and performance, she has been responsible for managing the development and execution of worldwide compensation, benefits, health resources, performance strategies and organisational analytics. She has been with J&J from the year 2003. She has also been with Bayer Pharmaceuticals and Bristol Myers Squibb. She began her career in the corporate world in 1987 as a consultant with William M Mercer, a global human resource consulting firm. A graduate in labour relations and management from the University of Wisconsin-Parkside, she went on to complete her MBA in Finance and Management from the University of South Florida.

Nigam journeys from Snapdeal to Omidyar Saurabh Nigam, who bid goodbye to e-commerce firm Snapdeal has joined non-profit investment firm Omidyar Network as Vice President, Human Capital. In his new avatar, Nigam will be responsible for supporting Omidyar Network’s portfolio companies in India with respect to people practices of this Bengaluru-based firm. Nigam played a significant role in a massive ramp up of the organisation from a little less than 1000 people to almost 7000 in less than a year from 2014 to 2015 at Snapdeal. He has extensive experience in a full spectrum of business operations in diverse industries including high-tech, legal, and startups. A Bachelor of Engineering in Electronics and Telecommunications from The Army Institute of Technology, Pune, Nigam also holds a post graduate diploma in Personnel Management and Industrial Relations (PM&IR) from XLRI School of Business and Human Resources, Jamshedpur, India. He also holds the SPHR, GPHR and HRMP from SHRM, USA-being the only Indian, and one among the first ten people globally, to hold these three certifications simultaneously. He will report to Roopa Kudva, partner at Omidyar Network and Managing Director of Omidyar Network India Advisors.

NSE’s former CHRO Mukherjee joins Srei

12 / Corporate Citizen / July 1-15, 2017

Former National Stock Exchange of India (NSE) CHRO, Chandrashekhar Mukherjee has joined Srei Infrastructure Finance as the group’s Chief People Officer. Mukherjee will be handling the entire people function for the firm’s group companies including all 140 entities, which have over 9,000 employees. Before his stint with NSE, he was Vice Presi-

dent, HR, and Branch Head, Mumbai at Bennett Coleman & Company. He has also worked with Cabot India, Colgate-Palmolive India and Usha India in the past. A Commerce graduate from the University of Allahabad, Mukherjee pursued his post-graduation in human resources from the Institute of Engineering & Rural Technology.

PC, world’s most popular star on social media Priyanka Chopra, better known as the PC or PeeCee in the Bollywood, after being touted as one of the sexiest Asian women around the world, and the most popular ‘brown’ face in the West, is now more popular than her ‘Baywatch’ co-star Dwayne Johnson and even ‘Wonder Woman’ Gal Gadot on social media. This desi girl is number one on the Top Actors chart, a ranking of the most popular actors on Facebook, Instagram, Twitter, YouTube and Google Plus. Social media analytics company MVPindex shared the global data based on the engagement of celebrities and addition of followers on their online accounts. After Priyanka, it’s her ‘Baywatch’ co-star Dwayne ‘The Rock’ Johnson, while actor-comedian Kevin Hart is third on the list, and Wonder Woman actress Gal Gadot and Cara Delevingne at number four and five, respectively. Other celebrities who came in the top 10 list comprised of Vin Diesel, Jennifer Lopez, Ashley Benson, Zac Efron and Shay Mitchel.

Shinjini Kumar to head Citi’s consumer banking Shinjini Kumar makes up for the vacuum created by Kartik Kaushik of the Citi, as she takes on the role of head of its consumer banking business in India.

Kaushik has moved to a global consumer banking role in the US. Kumar had joined Citi India from Paytm, where she served as CEO. She was responsible for spearheading the Paytm payments bank, which included regulatory approvals, technology integration, business development and building a strong team. She, however, quit the payments bank just before the launch, as living in Mumbai and working in Delhi did not work out for her. In her new role, Shinjini will manage all of Citi’s consumer businesses including retail banking, wealth management, cards and mortgages in India. She will also join the Asia consumer leadership team and report to Anand Selvakesari, Asia head of consumer banking,

and Pramit Jhaveri, CEO, Citi India. Before this move and Paytm, she spent over five years with PwC, where she was leading the banking and capital markets practice. She had also worked with other multinational banks earlier. Before moving to banking, she has had 17 years stint with the Reserve Bank of India (RBI) where she handled foreign direct investments, technology transfer, external borrowings and conducted onsite and offsite supervision of banks and NBFCs.

IRDA appoints administrator for Sahara Life Insurance Insurance Regulatory and Development Authority of India (IRDA) appointed R K Sharma, their General Manager, as the Administrator to manage Sahara India Life Insurance Company. This move was taken, as it was felt that the Subrata Roy-run insurer was acting in a manner prejudicial to the interest of subscribers. In a statement issued by the Chairman T S Vijayan, it was stated that the Administrator would act as per the powers and duties under the applicable provisions and manage the business with the greatest economy compatible with efficiency and regularly report to him. He went on to add that he expected the directors, management, and staff of the insurer to extend all possible assistance and cooperation to the administrator to manage the affairs of Sahara Life Insurance Company.

July 1-15, 2017 / Corporate Citizen / 13

collywood Shareholder activist is Chairman of Subex

BMW to invest `130 cr to boost operations It has been a smooth drive for the BMW, the Indian unit of German luxury carmaker in the last few years, and to make the most of it while on the rise are set to invest `130 crore this year with over four new generation 5-Series sedan. This four-year investment plan will see them extend their say in its dealership network to recover ground over their rivals. The company is getting ready to pursue sustainable growth and profitability gained in the last three years. The first ones to make entry into the country, BMW’s venture with Audi in the year has not been up to what they excepted. Since 2015, Mercedes has been leading the segment. However, this new model, such as the new 5-Series and the Goods and Services Tax (GST), is set to make a strong comeback in a segment that accounts for less than 2% of India’s passenger vehicle market.

The period from 2007 and 2009 was about building a

strong foundation to secure its future in India. From 2010 to 2012, it focused on growth and achieving leadership in the luxury car segment and from 2013 till 2016, it consolidated its position with a clear vision of sustainable growth and profitability. In all, the company has over 60 touch points which include 40-odd sales outlets. They however are in the look out to increase these numbers during this year. After this new generation 5-Series, which went on sale, the company plans to bring 6-Series Gran Turismo (GT) in 2018.

Sales of luxury cars—those priced between `25 lakh to `2 crore fell 4.24% to 33,279 units in 2016, the first fall in four years, as per IHS Markit. With the GST, premium car models are the biggest gainers in the automobile sector. And with this investment, BMW will enhance operations, taking its total investment in the country to `1,250 crore.

Pisharody quits Tata Motors, Borwankar made COO The buzz about a change in the top deck of Tata Motors has been doing the rounds, with Ravindra Pisharody, Executive Director (Commercial Vehicles) of Tata Motors being the first one to quit the Tata group company. His move comes three-and-half years ahead of the scheduled end of his term, which was up to 2020.

In a release, Tata Motors said that Pisharody, 62, has resigned 14 / Corporate Citizen / July 1-15, 2017

from the company as well as from its associated entities for personal reasons. The Nano and Tiago car maker has now elevated company veteran Satish Borwankar, 65, to the role of Chief Operating Officer (COO). This is the first time Tata Motors has created the post of COO. Borwankar is currently Executive Director (Quality) and his term was to end this July in line with the retirement policies for Executive Directors.

Tata Motors has given him a two-year extension, subject to shareholders’ approval.

In what could be termed as a first, shareholder activist Anil Singhvi has been appointed as the Non-Executive Chairman of telecom products firm Subex and entrusted with the task of resurrecting the company’s fortunes. An independent director of the Bengaluru-based firm, Singhvi has recast its capital structure, tightened governance and cleaned up the balance sheet, stripping down stressed assets. Subex had accumulated huge debt, partly because of the decision to buy Canadian telecom firm Syndesis for $170 million through issue of bonds. As of 2016-17, Subex had $115 million in debt out of which $95 million was equitised and the remaining $20 million has been paid off. “The worst is behind us. We have recapitalised the firm and prepared the company for growth,” said Singhvi, who is also the Chairman of Ican Investments Advisors and was an adviser to Reliance ADA Group for two years. According to Subex CEO, Surjeet Singh, the company worked with regulators to clean up debt over the past four years. He further added that this being a promoter-less firm, its independent directors were the livewires and have played an important role in recapitalising and restructuring the business.

Compiled by Joe Williams joe78662@gmail.com

manage money Dr Anil Lamba

How much profit is enough?

Profit and bank balance have an inverse relationship. Higher the profit, lower the bank balance. The question that arises is, are we in business to make profit or to make money?

Let me ask you one question in three different ways:

I. What business are the following companies in?

a. Tata Motors b. Infosys c. Hilton Chances are your answer will be, Tata Motors is into manufacturing automobiles, Infosys provides consulting and services in the field of Information Technology and Hilton is in the business of managing hotels and resorts.

The truth is that all the three names mentioned above are actually in the same business, and that is the business of making profit.

Tata Motors does it through manufacturing and selling automobiles, Infosys through IT products and Hilton by providing hospitality services.

One should never forget that a business is set-up with the sole objective of making profit.

II. In a Profit and Loss Statement the topmost figure is Sales and the figure at the bottom is Profit (which could either be a positive or a negative figure).

The former, in financial jargon, is called the top-line and the latter the bottom-line.

A question I love to ask is “What is business all about? Are we here to generate top-lines or are we here to generate bottom-lines?” Always remember, a business is set-up to generate positive bottom-lines.

People handling the sales function within an organisation often get offended at this statement. They, of course, feel better when told that there cannot be a bottom-line without a top-line, and therefore the top-line is very important too. But when I emphasise on the bottom-line, what I mean is, we are not here to generate just about any kind of sales. The sales that we bring, the terms on which we sell, the period of credit offered to the customers, all have to be such as to eventually generate a healthy profit. Top-line is a means towards achieving an end; and the end is to have a decent, a healthy profit.

III. A lesson most entrepreneurs learn very early after setting up their venture is that there is no connection between the profit that their business generates and the bank balance it possesses.

Or, maybe I’m wrong.

Perhaps, there is a relationship.

Profit and bank balance have an inverse relationship (or so it often seems to the entrepreneur). Higher the profit, lower the bank balance.

The question that arises is, are we in business to make profit or to make money?

We are in business to make profit.

(Even though the primary objective of a business is to make profit, there is no pleasure in making profit if at the end of the month there is no money to pay salaries. And therefore managing cash flow is equally important).

By now, it will be evident to the reader with the meanest intelligence that I am saying, “I don't care how impressive your vision and your mission statements are; if you are not making profit, you are a failure”.

How much profit is enough?

If profit is so important, then the question that begs an answer is, how much profit should a business earn?

This is a very relevant and important question. There are many organisations that make profit, and therefore have a sense of satisfaction, that everything is fine. They feel that if the test of success in business is that the bottom-line should reflect a positive number, they must be on the right track.

But the profit earned by them may actually be way below what is desired.

Most people understand that profit is the difference between incomes and expenses.

An organisation makes a profit when the revenue that it generates covers the expenses and leaves behind a surplus.

Therefore, the revenue should exceed the cost of production, the cost of administration, the cost of selling, and even the cost of borrowed capital.

But what they miss out on is that it should also cover (or exceed), the cost of owners’ capital. This is the grey area.

Unfortunately, there is a widespread perception that owners’ money is free. The truth is that, not only is owners’ capital not free, but it is, in fact, the costliest of all sources of funds.

Never forget, a business is run with the sole objective of making profit for the owner. The owner could be a single individual or they could be millions of shareholders. If a business does not make profit that equals or exceeds the owners’ expectations, it is merely being run to generate employment in the country, to provide livelihood to vendors and to help banks make money.

The real test of success of any business, in my opinion, is to have outperformed the owners’ expectations. Then and only then will it be a sustainable model. Else, it is a matter of time that it will need to be shut down. (to be continued) Dr Anil Lamba is a practising chartered accountant, financial literacy activist and an international corporate trainer. He is the author of the bestselling book ‘Romancing the Balance Sheet’. He can be contacted at anil@lamconschool.com July 1-15, 2017 / Corporate Citizen / 15

wax eloquent

Big Stories in India

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

India’s FDI stance

Modest about success

“When we don’t propagate the good things that people do, why should I make an issue out of the bad things other people have done.”

Kalpana Saroj, entrepreneur and chairperson of Kamani Tubes, was awarded the Padma Shri in 2013 for Trade and Industry

“India is a very small market to get impacted. The big story in India is about domestic developments and is not worried about happenings abroad. Again, fund flows are lagging indicators and they do not lead the market. I think the Narendra Modi government has completely changed India’s FDI stance. India has become number one destination in the world for FDI. These are the structural alterations to the Indian economy.”

Ridham Desai, managing director, Morgan Stanley India Courtesy:http://www.thehindubusinessline.com

Courtesy: http://indianexpress.com

Revival of Doordarshan “The aspirations are bigger. I want to create a global voice for India, something no private player would aspire for.

The reach of Doordarshan is huge and there is the nostalgia factor that plays in. We are a billion-people democracy, the largest one and a very young one at that. The world deserves to hear our voice and get our perspective on global events.”

Shashi Shekhar Vempati, CEO, Prasar Bharati

Media is one of the best plays to play

“Media is one of the best plays to play in an expanding economy.

Let us put it this way, if you ended up in an economy which is growing at about 7-8% and you have not invested in growing a business, the most conventional way of doing it is invest in media.”

Kenneth Andrade, founder & CIO, Old Bridge Capital

Courtesy:http://economictimes.indiatimes.com

16 / Corporate Citizen / July 1-15, 2017

Courtesy: Mint

Market sab jaanta hai “Normally euphoria should be backed by fundamentals.

Globally today, you are talking about population reducing, you are talking about deleveraging, about de-globalisation.

In that environment, India is actually very well positioned and because of that, you have euphoria. I do not think the FIIs or the FDIs is the cause, the market sab jaanta hai.”

Aditya Puri, managing director, HDFC Bank Courtesy:http://economictimes.indiatimes.com

Marketing has never been a precise science “Marketing has never been a precise science. It has always had stakeholders who have a point of view on brands. Over time, as organisations and brands ‘globalised’, the stakes and stakeholders, or brand custodians, grew. All our brand custodians have clarity on their roles and responsibilities.”

Prashant Peres, Director - Marketing (Chocolates), Mondelez India Courtesy: http://www.afaqs.com

We firmly believe in top-line vanity

“We firmly believe topline vanity, bottom-line sanity and cash in bank reality. So at the end of the day, what the shareholders and stakeholders are looking for is sustainability.

So if we are only going to go and acquire for the top-line, that is not our style.”

Vivek Chaand Sehgal, chairman, Motherson Sumi Systems Courtesy: Mint

Natural evolutionary process of leadership

Life is a marathon, not a sprint

“Life is a marathon, not a sprint. Your speed doesn’t count. It’s your resilience, inner strength, unshakeable conviction and discipline that define success. It’s not just about reaching the finish line but what one becomes because of the experiences in the quest of reaching the finish line defines oneself.”

Sumit Sharma, COO, Lacoste India Courtesy: Mint

India looks a strong macro story “The reforms over the first three years of the Modi government have been quite positive. India is passing China as the top growth story of the region. The combination of GST, government reforms, financial inclusion, ease of doing business, competition among states, all that tells a good medium term macro story. There is definitely an appetite.”

Paul Gruenwald, chief economist, Asia-Pacific, S&P Global Ratings Courtesy: http://economictimes.indiatimes.com

“You need different kinds of leaders at the birth of a company, to its initial growth spurt, to scaling it up, to becoming global, to competing in dynamic and challenging times.

That is why a shift from original promoters to professional management is a natural evolutionary process.”

Vijay Govindarajan,

Marvin Bower Fellow at Harvard Business School Courtesy: TOI

Idea is the most valuable currency “Idea is the most valuable currency in the ad agency business. Ideas appear anytime, anywhere to anyone. Staying tuned is the name of the game. You keep hearing the wackiest of ideas with a prefix. “What if”, “Why not”, “Suppose”, “If only”, “Just imagine”, these prefixes give everyone a license to think of the most bizarre possibilities. And it is not enough if you had a great idea. You have to have a plan of how you are going to pitch it to the decision maker and get it through.”

R Sridhar, renowned innovation facilitator, consultant and coach, author of the book ‘Unlock the Real Power of Ideation’

Courtesy: http://www.campaignindia.in

Really special for a country like India

Changing the game plan I love the Royal Enfield story

“I love the Royal Enfield story. In the next version of the book, I will simply like to show how you can change stories over time, how a purely domestic mass market company rebranded itself and told a new story about itself as a global brand name company.”

Aswath Damodaran, professor-finance, NYU

Courtesy: http://economictimes.indiatimes. com

“Utilisation of social media as advertising space is the smart move nowadays. Dissemination of information on destinations by regular social networking and providing consultancy rather than only information to customers is the key today. Easy availability, reliability and transparency are the future requirements of the customers.”

Vijay Mohan Raj, president, Skal International Hyderabad & managing director, Uniglobe Sameera Travel Courtesy: http://mediaindia.eu

We’re like a watchdog “Typically, we have seen that in large organisations, lawyers are viewed as a sit-away corporate function. We play a large control role wherein we protect the interests of the company, so we’re like a watchdog, telling the business to do or not do certain things because we are protecting the directors, the shareholders and interests of the company.”

Naveen Raju, general counsel and executive vice president, Mahindra & Mahindra Courtesy: https://barandbench.com

“As an athlete, when you start playing tennis, you want to win a Grand Slam.

It’s my first final in the mixed...we kept pushing, kept working hard together, and we finally got through.

It’s really special, especially for a country like India.”

Rohan Bopanna, tennis player, 2017 French Open mixed doubles winner Courtesy: https://www.sportskeeda.com

Compiled by Rajesh Rao rajeshrao.rao@gmail.com

July 1-15, 2017 / Corporate Citizen / 17

The Tax Man Cometh-30

Trump, Out, China, India In?

by S K Jha

(IRS (retd) and former Chief Commissioner of Income Tax)

President Trump’s decision to pull out of the Paris Agreement on climate is a setback, no doubt, on the effort to contain climate change. But it could be an opportunity for countries like China and India to take on new roles in global dynamics and contribute through their own unique dispositions

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” Before Donald Trump became the President of the USA, he had said, “Money was never a big motivation for me except a way to keep score.

The real excitement is playing the game.” President Trump has kept alive his old interest in playing the game by unsettling the things done by his predecessor both nationally and internationally.

Shifting power tectonics

The self-created charter of his game is ‘Make America Great Again.’ Nobody can find fault with efforts made to improve your country, but the same should not go to the extreme to become counter-productive. His latest decision to withdraw from the Paris Agreement on climate is one such decision. America has been an unchallenged super power and this decision may have an adverse effect on this position. China has been looking for an opportunity to become a global leader and this decision of Trump may make the job easier for China. Already, countries the world over are veering around China for globalisation as Trump does not want to think beyond his own country. Many Americans too are not happy with the emerging situation as a result of Trump’s decision. There is a cry given by Emanuel Macron, the new President of France, to ‘Make the Planet Great Again,’ in response to Trump’s decision on the climate accord. While moving out of the accord, Trump spoke badly about China and India. He said that India accepted the accord in exchange for promises of billions and billions of dollars from developed countries. The statement of Trump was in really bad taste and unbecoming of the President of the oldest democracy, speaking that way about the largest democracy.

The financial support offered to India was not an inducement but an aid to upgrade technology 18 / Corporate Citizen / July 1-15 , 2017

to bring clean energy. America has been the biggest polluter in the world and it holds this position even today. China is the second, and India comes at fourth. Our planet is suffering and the Paris Agreement was a collective work of the world to improve the condition of Mother Earth.

Our Prime Minister Narendra Modi said that India is committed to work against pollution as it is in our culture to be with the nature. He further said that accord or no accord, we will continue to serve Mother Earth.

The Paris accord on climate was signed by 195 countries in December 2015. The then US President Barrack Obama had said on its signing, “This agreement represents the best chance we have to save the one planet that we have got.” The agreement had reaffirmed confidence in the UN process and success was achieved. This universal and ambitious agreement sent a clear signal on the transformation of our global economy from one fuelled by dirty energy to one fuelled by sustainable growth.

The five key points in the Paris Agreement are: ● Limit the temperature rise well below 2 degree C, compared to pre-industrial times while striving even more to adhere to 1.5 degree C. ● It is the first universal climate agreement.

Under the earlier 1997 Kyoto Protocol, developing countries were not mandated to reduce their emissions. ● The deal also calls on developed nations to give $100 billion annually to developing countries by 2020. This would help poor and developing countries to combat climate change and foster greener economies. ● Countries will be tasked with preparing, maintaining and publishing their own greenhouse gas reduction targets. The agreement says that these targets should be greater that the current ones and reflect the highest possible ambition.

The deal sets the goal of a carbon neutral world, sometime after 2050, but before 2100.

The agreement came into force in November 2016. Global warming is a threat to all of us as it causes drought, unseasonal rains and floods.

Smaller island countries may even get drowned by the rising sea level due to melting glaciers and polar ice caps. President Trump has now taken

the decision to exit from the deal to help its coal industry, which supplies coal for 30% of its power needs. But this is a problem for all countries, yet they reached the deal to sacrifice something for the benefit of all. India has already ratified the Paris Agreement.

India’s commitment

As per the initial commitment, India plans to reduce its carbon emission intensity per unit of GDP by 33-35% from 2005 levels over the period of 15 years. It aims at producing 40% of its installed electricity by 2030 from non-fossil fuels. This would mean India will have to shift significantly from coalbased power to renewable energy sources. It will have to produce 100 gigawatt from solar, 60 gigawatt from wind, 10 gigawatt from biomass and 5 gigawatt from hydropower by 2022. Another commitment under the treaty requires India to increase its forest cover by five million hectares along with an improvement in the quality of green cover of an equal measure by 2030.

The problem today of global warming is the cumulative effect of growing civilisation coming in conflict with nature. The process of conflict started with industrial revolution. Industries were put up across the globe, cutting forests.

There was mass production of industrial goods giving us comfort and luxurious life, but there was simultaneous emission of toxic gas from the factories, which polluted the atmosphere. Coal and petroleum were used in bulk to ignite our factories and they in turn went on to produce more and more carbon dioxide. The declining green cover meant that it was unable to clear the atmosphere, and the result is the greenhouse effect, which causes global warming.

The greenhouse effect is a natural process that warms the Earth’s surface. When the Sun’s energy reaches the Earth’s atmosphere, some of it gets reflected back into space and the rest is absorbed and re-radiated through green-

‘America has been the biggest polluter in the world and it holds this position even today. China is the second, and India comes at fourth.

Our planet is suffering and the Paris Agreement was a collective work of the world to improve the condition of Mother Earth‘ house gases. Coal causes the biggest greenhouse effect.

The other dangerous side effect of industrialisation and human activity is the depletion of the ozone layer in our atmosphere, normally found at a height of 15-20 kms from the earth’s surface.

Ozone gas (O3) has the unique property of being able to protect the earth from every dangerous ultraviolet radiation, which is part of solar energy radiation. Ultraviolet radiation in a large dose is harmful to both flora and fauna on the earth and can have disastrous results. Scientific studies have shown that human made chemicals that contain chlorine or bromine are the main causes of the ozone layer depletion. The Earth Summit of 1992 at Rio deliberated on this issue, which led to a landmark international understanding to protect our planet. The concept of sustainable development, balancing development with sustaining nature evolved as the new mantra at the Rio meet.

In the background of the fact that the environment is of utmost importance for the survival of

mankind, the withdrawal of the United States of America from the Paris Agreement on climate is deeply disappointing, especially considering that it is the richest and the most powerful country, together with being the most polluting country in the world. It is regrettable because science is so clear and compelling and because there are countless reasons to act and act now. Fundamentally, it is a global problem that threatens the future of our planet, our children and grandchildren. President Trump looked at the Paris Accord as a monetary burden that will also affect jobs in his country and it is here that he erred. We know that investing in renewable energy creates more jobs, better jobs and better paid jobs and that is already happening in the US. Fighting climate change means making investment in global security because global warming can also trigger conflict, instability and terrorism that threatens many nations including the United States. It will be a tough job fighting climate change without the US, but it is also a fact that the Paris Agreement and broad climate action is unstoppable.

President Trump’s decision has given the world a new sense of urgency as 195 countries had come together for the Paris Agreement.

Temporarily, the withdrawal of the US will create a leadership vacuum but like all vacuum, it will be filled.

China is moving quickly to assume the leadership role, while at the same time, the stand taken by India has been highly appreciated.

One important fact, which is visible is that while Washington is pulling out, the United States is not. We have to see the incredible, perhaps unprecedented commitment from many US states, cities, big businesses and from the grass roots. California is a global leader on environment and in the aftermath of President Trump’s decision, it has entered to an agreement with China on climate.

Big US firms and innovators like Microsoft, Apple, Tesla, Facebook and many such others understand that if they want to be ahead of the game and compete in a globalised economy, they need to lead the change towards a low carbon future. They have spelt out their stand in clear words and they do not want

to change.

Every challenge is an opportunity. India has the intrinsic quality to assume the leadership role in doing things for Mother Earth. Our culture and the Hindu religion speak of living in close proximity with nature and even worshipping it.

We worship the sun, moon, trees, wind, sea and fire and that way we are the only such country in the world doing so. Worshipping nature is part of our culture and tradition, thus we may be the best equipped to lead the way in fighting the evils that harm our environment. We can also innovate to find solutions. We can show other poor and developing countries how we can reach the goal without the bags of big money from the US. In fact, India has already achieved a milestone in producing renewable solar energy, which is much cheaper. Countries with good sunshine are blessed with a storehouse of huge solar energy and we only have to develop cheaper techniques to harvest it. We do not need to compete with China. Let China do what is good for our planet while we keep doing things our way.

July 1-15, 2017 / Corporate Citizen / 19

Corporate Stalwarts

i am patanjali's Brand Ambassador Swami Ramdev is one of the country's best known Yoga Guru cum entrepreneur.

He proudly says that he is a Yogi with a scientific bend of mind. We for sure know his business acumen too is so sharp that his business empire is of whopping `5,000 crore in a span of one and a half decades-all set to grow to `10,000 crore in a few years, as claimed by him...

by Vinita Deshmukh

W

hile, his brainchild ‘Patanjali’−a singular line of Ayurveda based cosmetics, toiletries and food products and 'Divya' comprising his Ayurvedic medicines, has taken the country by storm and is keeping eminent multinationals on the edge, Baba Ramdev believes in sustainable, home-grown development and the strength of Swadeshi goods to contribute to India's growth story. And how the eradication of poverty is the key to peace. Read on…

Back to the basics

"I was born in a small village; my parents are illiterate. I used to study in a government school 20 / Corporate Citizen / July 1-15, 2017

by using second-hand books. Until Std V, my education was free of cost; in Std. VI, it became `2. If I were to calculate the cost of my entire education, it would be in the realm of `500.

When Patanjali Yogpeeth was established, then too, I did not have `500 on me, but that did not stop its growth. Today it has emerged as the Mecca of Yoga, not just for India, but for the world too. The Yogpeeth can accommodate up to 10,000 people, which is considerable a number.

Lately, there has been much talk of the merits of Swadeshi (home-grown) versus Videshi (foreign goods.) Different books and sources say different things. Whom to believe? Personally, I don’t get affected by the things I hear, I see or I read. Instead, I use a simple technique. I just ask myself is it scientific, universal, and secular? If it is, that's the only truth I keep in mind, everything else is a lie.

Unravelling the secrets of Realpolitik

As far as politics is concerned, there are many stories, and many secrets−some of that belong to those in governance, others to those that have lost their right for governance. It's best to keep those secrets as they are. I have experienced politics from close quarters, and I guess I know what I am talking about. I have had good personal associations with as many as seven Prime Ministers of the country, 30 Chief Ministers and 400-500 Members of Parliament (MPs). I do agree that there are challenges in politics and differences based on caste, religion and family.

You do hear about power of money and Swapnavaad (selling of dreams.)

Sure, these are ongoing challenges in the world of politics, but then, don't such challenges exist in the corporate world, right

Pics: Shantanu Relekar

If an individual or a country is not proud of its history and can't handle the present as it is, then they should not even think of their future. The past has important lessons for all

July 1-15, 2017 / Corporate Citizen / 21

Corporate Stalwarts from buying raw material to processing, research, manufacturing, and finally marketing and sales? They do. Those who go against powerful companies are crushed or bought over. However, this happens in every sector, be it politics, health, economics or research. True youth power is about facing all these challenges, head on! Never think destructive; think positive and act positive. Keep on trying. Once in a blue moon, greatness enters the world and changes it forever−be it Lord Ram, Chanakya or Chhatrapati Shivaji Maharaj.

Swadeshi versus Videshi: the eternal debate

I

If an individual or a country is not proud of its history and can't handle the present as it is, then they should not even think of their future. The past has important lessons for all.

Read history, and in addition to it, create some of your own. When Mahatma Gandhi spoke about Swadeshi, or goods manufactured locally, he knew where the world was heading; he had a foresight. Similarly, when heroes like Chandrashekhar Azad, Bhagat Singh, Sukhdev and Rajguru spoke about Swadeshi− they knew its importance. But if you ask me, the crux of the matter is not Swadeshi or Videshi−it is the meaning of those terms and what they actually signify.

What is the right definition of prosperity, business and development? Inclusive, sustainable, decentralised and impartial prosperity, to my mind, is real business, real growth and eventually real development. Any company, be it Swadeshi or Videshi that has a business structure which is inclusive, sustainable, decentralised and which aims for prosperity sans unfair activities, is what we all want. In the final analysis, it is all about the values and practices they propagate.

Take for example, fairness creams that are sold in widely; I have not seen anyone who has turned fair till date. This is just a sale of dreams. What's

more, they are selling a cream at `50 even though the cost price may just be `5. Which would mean a profit of 900 per cent! Is this fair?

Take the example of t-shirt but with a logo of a foreign brand. We produce the cloth and they just add the logo. Same story with leather. We manufacture the leather; our workers do all the work and yet the shoe carries tag of other country.

Someone asked me, "Why are you manufacturing jeans?" I replied, ‘If India is supplying 6070% raw material for jeans, then why not make India a global brand?’

MNCs come to the Indian market to take away profits; they don’t come with any capital; they are not in love with us. They come with `1 and go back with `100−this is the real character of an MNC. On the other hand, Patanjali has contributed up to `20-25,000 crore towards charity work in India. I am a villager, I am proud of my roots−and whatever I earned is for the country’s well-being.

A human being is someone who is useful to himself, his society, his country and the world.

Many people ask me: what should we call you−a businessman or a yogi, hath yogi, raaj yogi or a wrestler? I say, don’t bother to call me anything, I do know that I am useful to the human race and my country. We should do well for society; there is no need to think for one self.

Never have a single perspective in life; I also say the same thing about politics−there may be zillions of hurdles but face them and don’t be a quitter.

The Patanjali story

The truth about technology

I am an unpaid brand ambassador for Patanjali and Acharya Balkrishna is the unpaid MD, CEO and shareholder. No businessman holds even 1% of Patanjali’s share and the CEO of Patanjali will not be any elite businessman, he will be like me a Baba.

Patanjali's profit will be used for India’s welfare and the construction of the World’s Largest University (Vishwa Vidyalaya) on Indian soil.

The students will learn not only the latest technologies but also the teachings of Vedas, Guru Granth Sahib and other such scriptures.

When someone asks me: What do you see when you see a Muslim with a beard just like yours? My reply is the same, "When I see a Muslim, I see God." When they are not satisfied with my answer then I say, “I see my blood when I see a Muslim."

Our ancestors are the same, so why the rivalry, just because the religions are different?

Someone asked me, "Why are you manufacturing jeans?" I replied, 'If India is supplying 6070% raw material for jeans, then why not make India a global brand?'

22 / Corporate Citizen / July 1-15, 2017

Go for a Goal

Once you decide on your goal, do not stop; just go for it! No matter how long it takes—days, months or even years, accomplish your goal!

Since the age of nine, I have never stopped working or have taken a vacation. People say one must enjoy life, but I enjoy every moment in my life. You should be as soft as a flower and as strong as steel this should be your inherent characteristic.

The one great truth that changes for every generation is technology. In earlier times, wars were the greatest reality of all. The one with the greatest military power ruled the roost. Now the baton has passed onto technology, be it agriculture, business or anything else.

We are spending crores of rupees on purchasing technology from the West and we even have a budget for that. We import some machines if

not development. I don't accept a single rupee of charity from those in the business of selling tobacco or alcohol.

If there are no factories producing alcohol in Muslim countries, why can’t this be India’s situation also? There is no reason to get high to get entertained! In order to be happy you don’t need to do drugs and drink. You have to be in a clear state of conscious mind and then experience happiness.

Patanjali's Philosophy

M

MNCs take away so many jobs from different sectors, which results in unemployment. Patanajli has employed one lakh people directly and one crore people indirectly. I have not graduated from Harvard or Oxford. I studied in a Gurukul, my parents are illiterate, and I am a Baba.

When I go to Bangladesh and countries in Africa, I will not take profits to India; I will use for the welfare of their poor. My philosophy is not to earn money and live a lavish life. My philosophy is to use that money for the welfare of the poor people of that country.

In a couple of years, students from Stanford, Harvard, Oxford, Cambridge, IITs and IIMs will be compelled to learn about Patanjali. We never kept an eye on any rich man’s pocket; instead, we enrich the lives of all those we touched. I am not giving my examples because I am a great man; I am like you, and I have five elements in me, the same as you do. I have a soul and a super soul just like you. I we are not able to manufacture them in India.

If you want to use technology, take it by all means, but why to come in India and then sell the goods and commodities?

Science and technology deserve to be respected. But then, what sort of technology is used for making soap, oil and shampoo? Why complicate the truth behind it? They are lying in the name of science, progress, history, business and prosperity.

Today, India is 99% dependent on the youth for their abilities and their knowledge. Twenty-five years ago, the reality was different, but today’s reality is that if Indian youngsters are confident about themselves, then they can win the world. Earlier, there was a need for MNCs but today there is no need; this is today’s reality. Patanjali took the first loan of `50 crore and in the next three years, we took a loan of `500 crore. From that amount we made a turnover of `5,000 crore rupees.

Due to demonetisation, we faced some

Once you decide on your goal, do not stop; just go for it! No matter how long it takes—days, months or even years, accomplish your goal difficulties, but we are planning to double the profit, taking the figure up to `10,000 crore.

And in the next five years, we are planning to make profit of one lakh crore rupees. We started with `500 crore rupees, and are all set to make an economical empire out of it−without causing harm or loss to anyone; instead we are contributing to our nation's progress. When we make something, we must ask ourselves, what are we doing exactly? Sure, there is a lot of revenue generated from selling beers and wines, but then, much more of it is spent on treatment of diseases like TB, cancer and so on. This is

am a sanyaasi, but a scientific one. Believe in scientific facts, don’t come under anyone’s influence. We should help underprivileged countries. People get aggressive about Pakistan.

Eradicate their poverty and they will never turn on India. Illiteracy and poverty are the biggest negatives in the world. When you think about anything, think on a larger scale. Man's actions are based on his thoughts. Therefore, his thoughts should be clear.

(Excerpts from his speech on the occasion of Bharatiya Chhatra Sansad (National Student Parliament) recently organised by MIT Pune) July 1-15, 2017 / Corporate Citizen / 23

Corporate Stalwarts

The Rise and Rise of

Patanjali

There aren't very many companies that have received so much media attention lately; but then how many can boast of such a trajectory? A closer look at the home-grown FMCG company, Patanjali Ayurved Limited, that has made established market leaders sit up and take notice in a span of just 10 years. Dealing in an assortment of mineral and herbal products, the founders of the company-Baba Ramdev and Acharya Balkrishna are not shy about stating unequivocally that they're in it for the long haul. And that, soon enough, all the world will know of Patanjali. A closer look at a success story scripted in the soil-but reaching for the sky

By Kalyani Sardesai Brace yourselves for a corporate battle of epic proportions...

Even as Hindustan Unilever, India's largest consumer goods company, launches around 20 products—toothpastes, skin creams, soaps and shampoos—under its existing Ayurveda brand 'Ayush'—industry watchers put it down to the snook crooked by a relatively new entrant—Patanjali Ayurved Limited.

The brainchild of Yoga guru Baba Ramdev and Acharya Balkrishna, the surprise challenger in waiting to the MNC has become a `5,000 crore company within a decade. While this is nowhere close to HUL's `30,000 crore plus revenue, Baba Ramdev's company has caught the attention of all fast-moving consumer goods giants—and is not a competitor to be taken lightly.

Today, Balkrishna has made it to the list of 24 / Corporate Citizen / July 1-15, 2017

India's richest men. While Ramdev is busy propagating Yoga and Ayurveda to create a market for the products, while Balkrishna creates the products.

Understanding the Patanjali phenomenon

The Patanjali story was first scripted in 1995, in Haridwar when Ramdev and his close associate Acharya Balkrishna set up Divya Pharmacy—to make Ayurvedic and herbal medicines.

The medicines—said to be safe, effective and result-oriented—proved so popular that Ramdev and Balkrishna sought to scale and diversify into other products. But, that was tough, since Divya Pharmacy was registered under a trust.

However, with both Ramdev and the products gaining the approval and trust of rich NRIs, substantial funds began flowing in, which in

turn helped to get bank loans. Thus was born Patanjali Ayurved, a private company in 2006, which has since rolled out a range of products in healthcare, hair care, dental care, toiletries, food and more.

Since then the success story has gone from strength to strength.

Be it Baba's rise to national fame as a yoga guru through programmes on TV channels—to constant media attention, the story has enjoyed one effective link after the other, which has resulted in its rebounding success.

Not only are the products great, they are smartly priced with small profit margins.

"Profit has never been our main aim as making money off patients is against the philosophy of Ayurveda," Ramdev has often been quoted as saying. Similarly, employee salaries are modest and input costs low as they source directly from farmers—sans middlemen—plus their administrative costs, are in the realm of 2 per cent as against an average of 10 per cent.

In the early days, Patanjali relied on its own channels of distributors, Chikitsalayas (franchise dispensaries) and Arogya Kendras (health centres which sell Ayurvedic remedies). Once it turned to retail outlets from 2011, revenue began to multiply manifold. In May 2016, it had as many as 4,700 retail outlets throughout the country.

While the founders have said that Patanjali is happy to co-exist with indigenous companies, MNCs are a different story. "We have a simple principle: we want to replace MNCs," Ramdev has bluntly said.

To that end, the company is also spending on advertising, which it did not initially.

Add to that the Swadeshi factor—and a growing knowledge of India's indigenous medicine system Ayurved—and it's been win win all the way. Also, the sheer range of quality products in the basket cover vast and varied ground—be it desi ghee or its toothpaste, 'Dant Kanti', which interestingly, brought in revenues in the realm of `200 crore in 2014-15, in just five years of its launch.

Guava, Harad, Murabba, Karela, Khus, Lemon, Litchi, Mango and Mixed Fruits. ⦁ Food products: Pulses, flour, juices, biscuits, spices, ghee and chocolates. ⦁ Dental products: Toothpastes for different age groups, dant manjan and toothbrushes.

A touch of controversy

On partnership and visibility

A major reason for Patanjali's success has been its slow and steady visibility. From selling products online to the ubiquitous store at airports and railway stations, the products are in all spaces reliable.

As per reports, Patanjali has tied up with Pittie Group and Future Group in October 2015. According to the terms of the tie up with Future, all Patanjali products will be sold directly in Future Group outlets.

That's not all. Patanjali products are also available in trade stores like Hyper City, Reliance Retail and Star Bazaar.

Patanjali Ayurved has also started its FMCG expansion in form of dealership and distributorship channels across the country and expects wider growth in overseas distribution as well.

5000

The Patanjali turnover at a glance

Growth and Expansion

446

850

1200

2006

Revenues (in Crore)

317

According to industry analysts, Patanjali successfully follows a ‘Branded House’ strategy whereas other companies in the consumer goods sector like P&G and HUL follow a ‘House of Brands’ strategy.

As per the "Branded House" strategy the company is the brand and all the products produced will be promoted under one brand. Similarly, Patanjali is following the branded house strategy and is launching various products under one brand, i.e., ‘Patanjali Ayurveda’. Even if you look at their advertisements, they don’t promote individual products (say a toothpaste). Instead, they promote the entire brand, which helps them save marketing and advertising costs as well.

On the other hand, the House of Brands strategy promotes development of sub-brands rather than one parent brand. This is primarily done to remove the dependency of the company on one single brand. So, in case if one brand doesn’t do well, the company can still earn revenues from other brands and the failure won’t hurt the company badly.

Looks like Patanjali took those risks and is reaping the rewards.

163

Branded House strategy vs.

House of Brands

A team of Food Safety and Drugs Administration (FSDA) based in Meerut has found a Patanjali Atta Noodles sample "sub-standard", with ash content in the tastemaker exceeding the prescribed limits by nearly three times, even higher than Maggi samples. Also as per the Food and Safety Standards of India, neither Patanjali nor Aayush, which are the two brand names under which Patanjali got licenses, have got any approval for manufacturing instant noodles.

Despite the rumblings of discontent, the company's stock is still in the positive.

2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16

Inside the Patanjali basket

The company manufactures 444 products, including 45 types of cosmetic products and 30 types of food products. According to Patanjali, all the products manufactured by Patanjali are made from Ayurvedic natural components. Patanjali Ayurvedic manufacturing division has over 300 medicines for treating a range of ailments and body conditions, from common cold to chronic paralysis.

Broadly, the products may be divided under the following categories: ⦁ Herbal Home Care: Incense sticks, detergents and baby care products. ⦁ Skin and hair care products: Gels, scrubs, creams, face and hair masks, assorted hair oils and hair protein masks. ⦁ Juices and jams: Prepared from organic fruits and vegetables, Patanjali produces a variety of juices, jams and sherbat from Aloe Vera, Amla,

As of today, Patanjali Food and Herbal Park at Haridwar is the main production facility operated by Patanjali Ayurveda. The company plans to establish further units in India and in Nepal.

"In next 5-10 years, the entire world will go for Patanjali products. I am neither comparing with others nor my aim is to bring down the business of others," Ramdev has been quoted.

However, the greatest challenge continues to be the giant HUL's long established presence and many more outlets.

However, what works in Patanjali's favour is the sheer number of increasingly health conscious people.

According to Nielson, the health and wellness segment is worth a sizable `33,000 crore—and growing. Patanjali, with its Ayurvedic product line, has been able to capitalise on this changing consumer behaviour and hence make an impact.

Experts also caution that Patanjali should ensure that it innovates its products with time.

It shouldn’t just stick to the traditional way of marketing and promotional strategies. It should be aware of the fact that time changes consumer behaviour and the company should also evolve with its customers to fulfil their needs and demands.

Also, the focus on quality needs to be relentless, even as the company can't afford to ignore the relationship HUL and P&G have built with customers over the years.

Still, given the company's strong background and Ramdev's firm reiteration that quality and the basic principles of Ayurveda won't be compromised, there's no reason why the company can't give the biggies a bigger run for their money.

Keep watching this space. We did warn you at the outset that the corporate wars just hotted up. kalyanisardesai@gmail.com July 1-15, 2017 / Corporate Citizen / 25

top position

Train of thoughts

Pune’s Divisional Railway Manager, Bakhtiar K Dadabhoy not only handles a vital part of the extensive railway administration but is also known for his well-researched books that have brought him much acclaim. His topics range from biography and cricket to banking and the icing on the cake of course is the authorised biography of internationally acclaimed music conductor Zubin Mehta. Dadabhoy talks at length with Corporate Citizen about his passion as an author... By Vinita Deshmukh 26 / Corporate Citizen / July 1-15, 2017

Pics: Ravindra Joshi

An

alumnus of the Delhi School of Economics and an Indian Railways Traffic Service (IRTS) officer of the 1987 batch, soft-spoken and unassuming Bakhtiar Dadabhoy is magnificently obsessed with scholarly research that culminates in books that have been both critical and commercial successes. A writer of eminence, he has authored books on various subjects ranging from cricket titbits, banking, to profiles and biographies. His seven books include: ‘A Dictionary of Dates’ (2003), ‘A Book of Cricket Days’ (2004), ‘Jeh: A Life of JRD Tata’ (2005), ‘The Rupa Companion to the ICC Champions Trophy’ (2006), ‘Sugar in Milk: Lives of Eminent Parsis’ (2008), ‘Barons of Banking: Glimpses of Indian Banking History’ (2013) and ‘Zubin Mehta: A Musical Journey’ (2016).

How did you develop the inclination to write?

I was a voracious reader throughout my childhood and that has continued in my adulthood as well. But I got into writing a book quite by accident. I used be an avid quizzer in school and college. I was on BBC Mastermind in the year 2000. So quizzing was a passion and my first book, ‘A Dictionary of Dates’ was an outcome of that passion. It’s a compilation of what happened on each day of the year, spanning 2500 years of history. It has interesting quotations and lots of trivia which will appeal to a young quizzer. I used to jot down things in my little note book, and at the end I realised I had a lot of interesting stuff. So I thought maybe I could convert this into a book. I wrote to Rupa Publications and was thrilled that they were interested. That's how the first book happened.

Were you already in the Railways then?

Yes, very much. I had finished 15 years of service by that time. I was Senior Divisional Commercial Manager at Bombay Central. I don't know how long it took to finish the book; I kept collecting relevant material, and then one fine day thought that it would make an interesting compilation.

What was your feeling after you saw your book in print?

Oh, it was a very proud feeling. It's like giving birth to a child. The first book has a very special place in every author’s career. There were sub-

sequent books, of course, and every time you hold a new book in your hand, it gives you a new high. Still the first book remains special.

Your next book was on cricket trivia.

Tell us about it.

Yes, this book, ‘A Book of Cricket Days’ was published in 2004 with a Foreword by Raj Singh Dungarpur, former President of BCCI, whom I knew quite well. He was a good friend cum a father figure and was happy to write the Foreword. It was like ‘A Dictionary of Dates’-only it was exclusively on cricket. The next book was ‘Jeh: A Life Of JRD Tata.’

Why JRD Tata?

He was always a universally admired person.

A kind of icon for young people like us. It was my publisher R K Mehra of Rupa who played midwife to the birth of the book. The year 2004 was JRD’s birth centenary year and he asked me to write a coffee-table on JRD. I said I’d think about it. Then I started reading up about him.

Subsequently, I made the acquaintance of R M Lala, who was JRD Tata's official biographer. He used to stay in Cusrow Baug adjoining Badhwar Park in Mumbai where I resided and he became a kind of mentor to me. I spoke at length with him and sought permission to draw from his work, which was readily given. I put it all together (including my independent research on JRD) and Jeh was the happy result. All the lovely photographs were sourced from the Tata Archives in Pune. The book is an easy read and still selling well after a decade.

What did you find inspiring about JRD Tata?

His integrity and his spirit of adventure. Even

All successful people tend to have some common traits. But there’s no trait that can be called a Parsi trait if there is such a thing. Of course our community has been characterised by philanthropy, patriotism, intellectual sharpness and above all integrity.

But apart from that they are all different personalities July 1-15, 2017 / Corporate Citizen / 27

top position after getting a minor heart attack, at the age of 82, he still flew a plane. I never met Mr Tata though. I spoke to him on the phone once. Mr Tata had just received the Bharat Ratna in 1991 and I happened to be in Delhi, on leave, visiting my parents. My father, who was an IPS officer, was posted in Delhi at the time. I got to know that JRD was in Delhi to receive the award. On a whim, I decided to call up and congratulate him. He always stayed at the Taj Mansingh Hotel. He was not there but someone took my name and number. After a couple of hours, an urbane voice wanted to speak to Dadabhoy. Imagine my surprise when the voice said, ‘I believe you wanted to talk to me, I am Mr JRD Tata.’ I was floored and for a while dumbstruck. After I had gathered my wits, I managed to stutter out my congratulations which were graciously acknowledged. That was my only interaction if you can call it that with him. I never had the pleasure of meeting him.

What are JRD’s qualities that the youngsters should follow?

He was a manager par excellence. Let's get one thing clear. He did not have much technical education. He didn’t even go to college. That was something that upset him all his life. He kept talking about it from time to time. But that did not prevent him from becoming the ‘chairman’s chairman’. He believed in leading by consensus.

He communicated the broad vision and did not believe in micro managing. He also believed in giving people the freedom to work. The Tatas grew enormously under him but in some sense, there was a downside to this approach too. When Ratan Tata took over at the helm of affairs, he had all these satraps managing Tata companies who thought they were independent and could do as they pleased. He had to rein them in and this did lead to unpleasantness at times.

Now, regarding your biography of Zubin Mehta, which is an authorised biography, are you his avid fan?

Yes, I am a fan of Zubin. Most biographies are begun out of enchantment or affection. When I asked him about writing his biography, he asked me, do you listen to music or not? I said, I did a little, but mostly his concerts. He asked me whether I knew anything about Western Classical music. I said I knew only a little about music but a lot about his life. He laughed. The genesis of the biography can be traced back to my profile on him in my book on eminent Parsis called `Sugar in Milk’. It had 12 eminent Parsis in it and Zubin’s was the last profile.

What common traits did you find amongst these successful Parsis?

All successful people tend to have some common traits. But there's no trait that can be called 28 / Corporate Citizen / July 1-15, 2017

a Parsi trait if there is such a thing. Of course, our community has been characterised by philanthropy, patriotism, intellectual sharpness and above all integrity. But apart from that they are all different personalities. I have also written the script for a documentary on Nani Palkhivala. It was directed by Cyrus Bharucha, who directed Zubin Mehta in ‘On Wings of Fire.’ He is a film and TV director in the States and was in Pune for some years and now has moved back to San Diego in USA recently.

Back to Zubin Mehta-how did you research his profile?

I contacted Zubin through his assistant-a lady called Natalia Ritzkowsky when I was researching his profile for ‘Sugar in Milk.’ I sent her a mail with some questions. Zubin wanted to know who the other personalities were and was satisfied when I told him that he was rubbing shoulders with the likes of Jamsetji Tata and Dadabhai Naoroji. In the course of writing that profile I ended up having a lot of material on him including some drawn from his own autobiography ‘The Score of My Life’ published in German which I had it translated for me by a professor of German. His childhood friend Yusuf Hamied, Chairman of Cipla, sent him a copy of the book and he expressed his satisfaction with what I had written. He told me so in person when the English translation of his autobiography was released at the Taj Mahal Hotel in Mumbai in 2008.

How did the biography happen?

When I read his autobiography, I realised that his life was far more interesting than he had made it out to be. It would be presumptuous to comment on the memoirs of an international celebrity but his book was to say the least, bland.

It’s possible that the seed for my own biography was sown at that time. Within a few months,

Oh, it was a very proud feeling. It’s like giving birth to a child. The first book has a very special place in every author’s career. There were subsequent books, of course, and every time you a hold a new book in your hand, it gives you a new high. Still the first book remains special

I was researching my own biography of Zubin and downloaded literally hundreds of articles from the online archives foreign newspapers and magazines like, LA Times, NY Times, Washington Post, Jewish newspapers, Time, Newsweek, People, New Yorker etc. I remember I spent a lot of money since some of the articles were not cheap. When I had 70% of the first draft ready I contacted Zubin who predictably wasn’t enthusiastic about it since he had just published his own memoirs.

The Zubin biography was put on the backburner and the writing of another book `Barons of Banking’ intervened. This was published to critical acclaim in 2013 and was launched by former RBI Governor Y V Reddy in Mumbai.

The Zubin biography came back into focus when I was told in December 2014, by the President of the Cricket CIub of India, Kekoo Nicholson that Zubin was coming to Mumbai for his 80th birthday and there were going to be a series of concerts including one at the Brabourne stadium. A biography on one’s 80th birthday isn’t such a bad idea and so I thought of approaching Zubin again. At first, he said he had no time but agreed when I told him that all

To be a writer you need to be enthusiastic about your subject and also need to work hard at it.

People rarely realise the immense labour involved in writing a book. For Zubin’s biography I read and studied hundreds of articles and numerous books before it was ready sioner in Mumbai and then worked as Deputy Chief Vigilance Officer before going on promotion to South Central Railway. I came back to Mumbai as the Chairman of the Railway Recruitment Board.

Nowadays, the reading habit is declining. Your thoughts…

he had to do was answer some questions on email. I sent him some questions and then met him for more than an hour when he came to Mumbai in October 2015. He asked me ‘Why are you doing this? I said he was an inspiration for many in the country. During the course of our conversation, he realised I wasn't just another adoring fan. I knew what I was talking about. That is when the ice was broken and then a series of long distance calls followed from Tel Aviv and Munich. I sent him a draft and he called to congratulate me for the ‘immense research’ as he called it. He suggested a few minor changes, which I was happy to make and in the end authorised the book. I had already signed up with Penguin for the book and they were thrilled that it was an authorised biography. It was released at a joint press conference with me and Zubin at the Taj in April 2016.

How do you get time to do so much research and write?

I write over the weekends, holidays, in early mornings and late nights. To be a writer, you need to be enthusiastic about the subject and need to work hard at it. People rarely realise the

immense labour involved in writing a book. For Zubin’s biography, I read and studied hundreds of articles and numerous books.

Doesn't your family crib about your passion?

I'm a bachelor so I have a little more free time then say a family man.

How come you decided to be a bachelor?

It wasn’t a conscious decision. It just happened.

Almost 40% of Parsis are either bachelors or spinsters. Sad but true.

It's a very sad state of affairs because we might end up having a semi-literate generation. You'll have a generation that’s glued to the phone and always checks WhatsApp. It is already happening. Of course, in some cases, Kindle has revolutionised the way we read. I just recently started using Kindle. It does have its uses. But the joy of holding and smelling a book is different. Smelling the pages of a new book is something which Kindle can't match.

What is your advice to a new writer?

If you feel passionately about something, write about it. Do your research well and make the book interesting.

Your philosophy of life?

Be good. Do good. Help as many people as possible. And live for the day. vinitapune@gmail.com

CC

tadka

How did you get into the Railway service?

My grandfather was in the Railways. My father was an IPS officer who retired as Director General of Police. He was very keen that I should join the Railways. I got selected for the Indian Revenue Service (IRS) but opted for the Railways instead. So I joined the IRTS in 1988. Then I held a variety of posts after that. I started off as Assistant Commissioner Manager at Churchgate. I was Senior Divisional ManagerCommis-

Hindi-Chini Bhai-Bhai

Having grossed `1200 crore in eight weeks, Aamir Khan’s blockbuster Dangal is racing fast forward towards `2000 crore collection at Chinese box office to become the fifth most-successful non-English film in history.

July 1-15, 2017 / Corporate Citizen / 29

Cradle of Leadership

Prof. G Raghuram Director, Indian Institute of Management-Bangalore

Improving Performance Potential Director of Indian Institute of Management Bangalore (IIM-B), Prof.

G Raghuram, who himself studied management at IIM-Ahmedabad following a B.Tech from IIT-Madras and finishing it all off with a PhD from Northwestern University, USA. In this interview with Corporate Citizen, Prof. Raghuram traces the history of IIMBangalore, the directions it took over different periods based on the needs of those times, what makes its students leaders of tomorrow, equipped to face the challenges of the future, and the way forward for the institute

By Geetha Rao 30 / Corporate Citizen / July 1-15, 2017

“We are very committed to entrepreneurship. We have the NS Raghavan Centre for Entrepreneurial Learning (NSRCEL). Besides, we have a required mandatory course on entrepreneurship in our Post Graduate Programme, in the first year. We encourage students who want to get into startups. If they are not comfortable with their startup, they can come back for placement�

Pics: Sanjay MD

July 1-15, 2017 / Corporate Citizen / 31

As

As you turn in into the gates at the 100-acre IIM-B campus, you step into a different world altogether, leaving the rush and tumult of Bengaluru’s infamous traffic behind. Inside, the verdant and peaceful environs offer a visual panorama. A little way ahead, the lush greenery gives way to majestic stone buildings, where some of the sharpest young minds in the country absorb invaluable lessons in the art and science of management are shaped and transformed into able leaders of tomorrow.

Originally established more than four decades ago to meet the demands of the public sector for which Bengaluru was so well known then, what has been remarkable about this institute is how it has remained alert to changing needs over time and evolved and adapted to them. Catering to different leadership needs, it offers various courses, of short and long duration. And so it is that it alongside the two-year flagship Post Graduate Programme (PGP) in management for young and dynamic students, it also offers courses to policy makers, mid-career and senior executives from various sectors, family business owners and women entrepreneurs through its various time-tested programmes.

And so there have been CBI officers dealing with financial crimes attending certificate programmes in financial intelligence and analytics, women entrepreneurs being mentored into incubating their own startups on the campus or members from family businesses honing their business skills, raring to go and take their businesses to the next level.

32 / Corporate Citizen / July 1-15, 2017

IIM-B is more than 40 years old. While IIM-A and IIM-C fulfilled the need for trained managers in the private sector, IIM-B was set up to meet the needs of the public sector like ITI, HMT, BEML and others. How has IIM-B’s journey been since then?

What have been the changes made in the journey?

The original intent was that IIM-B would service the public sector, which in the ’70s was viewed as a very important means of delivery of economic development. But sometime in the ’90s, with liberalisation, it was clear that the future was not so much in the public sector in terms of the major chunk of economic development. Sure, I mean, the government has a major role, as a facilitator, as a regulator but actual front line commercial activity would increasingly be in the private sector, especially with liberalisation. So, Prof KRS Murthy, our director at that time, saw this and shifted the focus by dissolving the different sectoral areas that IIM-B was earlier structured as.

IIM-B was structured as sectoral areas and functional areas. But he merged the sectoral areas and created one public systems group, which eventually became the Centre for Public Policy. But, more importantly, what he did at that time, was that students could come in here with a choice of sectors to specialise in. In fact, students could specialise in a sector and a function, and depending on the choice of the sector, students could also get an entry not necessarily in the pure order of merit but based on their interest in the sector and the number of seats available in each sector. Of course, many students,

IIM Bangalore offers long-duration programmes, executive education programmes and specialised courses like l The Fellow Programme in Management, a doctoral programme. l Post Graduate Programme in Public Policy & Management (PGPPM). l Post Graduate Programme in Enterprise Management (PGPEM), 22-month diploma programme run over weekends so that participants need not take off from work. l Executive Post Graduate Programme in Management (EPGP), intensive one-year, full-time programme. l Post Graduate Programme in Management (PGP), two-year PGP, leading up to a Post Graduate Diploma in Management (PGDM), is designed to equip students with the skills and capabilities which enable them to reach responsible global positions in management. l Executive Education Programme (EEP), catering to the needs of different types of private and public sector organisations which range from two days to a year.

Student life at IIM-B

after they finished the programme here, come from the government, and in a way, are sponsored by the government did not necessarily work in the sector because this is viewed as their coming away on duty for the year as they in terms of contributing to that sector. educate themselves in public policy and management. In fact, IIM-B started So, there was a conflict of objectives. the PGPPM first and continues to offer this one-year programme. We have Recognising all this, he did away with some star alumni who are working in the government.

The spacious, beautiful and well maintained IIM-B campus sector-specific entry of students and it became a general management school You mentioned star alumni. Could you mention some names? like IIM-A and IIM-C. That was a Dr Hasmukh Adhia who is Revenue Secretary, Ministry of Finance, Govt. significant step in redirecting the institution. of India, Sumeet Mullick who is Chief Secretary Ever since then, it has been on a major upswing of Maharashtra, Alok Mishra who is Senior “Our students are very Deputy Director at Lal Bahadur Shastri National because of the best of talent without any conflict well-equipped to chart Academy of Administration in Mussoorie, Arun of objectives. I think it paved the way for the institution to be more true to itself. So, that was a new territories by Kumar Verma who is Joint Secretary, Ministry big shift. Of course, that doesn’t mean that IIM-B defining the market, of Power, Govt. of India, Mukesh Lal who is has given up its focus on public systems or as we Secretary, UPSC, Sanjeeb Patjoshi who is defining what the service Joint now call it, the Centre for Public Policy, because Joint Secretary, Panchayati Raj, Faizi O Hashmi, scope must be, and Secretary, Govt. of Goa, and many others. public policy is, in any case, very critical. actually ensuring delivery.

I had earlier mentioned that the role of the government is still extremely important. In They are also equipped to IIM-B’s mission is to “Build leaders fact, if you see in terms of the national budget, be entrepreneurs” through holistic, transformative and innovative education.” How far has the probably the big monies are still spent by the mission been achieved over the years? government, as opposed to the private sector, First of all, management education, the way it is delivered at IIM-B, is holistic for economic development. So there continues to be a role for management because our focus is general management. While we cover all the functions schools to try to influence public policy and contribute towards better policy like marketing, finance, operations, human resources management and making through research. strategy—it is all offered in an integrating manner. And that makes it Subsequently, sometime in early 2000, IIM-B got an opportunity to run holistic. As students graduate, they can identify problems, convert them a separate focused programme called Post Graduate Programme in Public into decision situations, analyse and strategise for the best quality decisions Policy and Management (PGPPM), which the government supports to the and deliver in any context. So, that is the holistic part. extent that a significant number of participants in the programme actually July 1-15, 2017 / Corporate Citizen / 33

Cradle of Leadership Life at IIM-B

Life at IIM-B

The two years are a transformative experience in that the intensity of the learning experience makes each student significantly broaden their performance potential.

Then, of course, over the years, we have moved into also being more innovative. In the sense that we are saying that students must also be equipped to chart new territories of economic growth as intrapreneurs in an organisation where the organisation is taking a new direction or opening up new lines of business. Our students are very well equipped to chart new territories by defining the market, defining what the service scope must be, and actually ensuring delivery. They are also equipped to be entrepreneurs.

Of course, the number of students who become entrepreneurs right at the start would not be the metric for it because, while they are exposed to what it means to have an entrepreneurial mindset, many of them— probably rightly so—work in an organised sector for a few years where they allow that entrepreneurial itch to mature and then increasingly, move into entrepreneurship. So if you take a step 10 years out of IIM-B, you would see a significant number of them moving into entrepreneurial ventures.

What is IIM-B’s standing among the best management institutes of the world?

We are in the top 20 in the Financial Times Masters in Management Global Ranking 2016 for our two-year Post Graduate Programme in Management, and in the Top 50 for our Executive Education Programme. Eduniversal has been ranking us number one every year in Central Asia for eight years now.

And of course, in our own Government of India rankings, we were number one in 2016. This year, we came number two. Overall, IIM-B is pretty much at the top. Strategically, I would not want us to be only responding to ranking as each ranking has its own parameters. They give us feedback but finally we have to do what we believe in. For us, playing a significant role towards national development, towards ensuring that our students are able to contribute to the economic growth of the country and are able to contribute in socially meaningful domains, is important. So we have to do what we believe is right. And that may or may not lead us to the best of rankings.

34 / Corporate Citizen / July 1-15, 2017

Kiran Mazumdar-Shaw and Deepika Padukone at a campus leadership event in IIM-B

What could IIMs do better to be among the top five in the world?

To be in the top five in the world, we have to worry about a couple of parameters. One is we need a lot more international diversity. In principle, we would like to increase our international diversity and in our own way, we are trying to put in efforts in that direction. But there are two things that arise. There is an overall India factor. Especially when I compare it with China, there are many students from Western countries or from South East Asia who when they want to go abroad for studies, would first choose North America, Europe and maybe now, increasingly, China. China seems to have caught the fancy of people in terms of a very happening place, and of course, infrastructure.

The basic quality of life, especially in the urban areas, has gone up significantly and there is a certain sense of comfort in going there and studying there. I am not sure in India, at the more macro level; we have reached the same levels. Even though I would say that education Developing a strong sporting culture within the confines of IIM-B would

Spacious and well stocked IIM-B library

The IIM-B campus was designed by celebrated architect B V Doshi

be very much among the top ranked institutions, but you know, there is this Life at IIM-B larger ecosystem. So that’s one reason.

Second is, we may still be able to attract students who at an entry level may come with a poorer prior performance because those who come with an excellent prior performance would still choose to go to Western countries.

There may be a possibility of attracting them, but there is this issue that we have to deal with – are we giving up a seat to somebody who is of a lesser incoming quality to somebody who’s from within India, could have the same seat with a higher quality. I don’t want to say one is better than the other because there is definitely a value in having diversity. So there is a tradeoff. Yes, I bring in diversity but then I am compromising on having higher incoming quality in terms of the entrance requirements of GMAT or CAT. These are two issues, but having said that, our general direction right now is that we would like to increase international diversity. So this is one key parameter. Then there are other parameters like gender diversity. Regarding gender diversity, I must say that IIM-B has done pretty well amongst “As students graduate, dimension. But the incentive frameworks and the Indian institutions though not necessarily so they can identify messaging by the leadership at IIM-B have been clear that this direction is something that when compared to the top in the world. The top problems, convert them quite we have to take. Incentive meaning, that when institutions in the world today have much better into decision situations, somebody publishes in high quality journals, we gender diversity. Now, we can be proud at 28% analyse and strategise recognise them and give them special monetary gender diversity but we are still nowhere near the 4555% that many institutions would have. At the board for the best quality incentives to encourage them because it is a level, I think we are doing excellently currently—this decisions and deliver in tough activity—to be focused to work with a polishing up your paper, polishing up also is a parameter used. So also, at the faculty level, any context. This is the journal, the issues you are researching, and the way it we have done well. I think, among the IIMs, IIM-B holistic part” gets presented so that it goes into the journal. would be better in terms of gender diversity but not globally, as the availability of many women academic IIMs are also institutes which are meant to foster the spirit professionals in the management domain is an issue. of entrepreneurship among students who then contribute to The third is that many of these rankings are also influenced by a lot of the country by setting up their own businesses and offering writing in by the alumni. Typically, they get a lot of assessments from alumni employment. How far has this focus been encouraged, nurbased on what their experience was and what their post-programme career tured and realised? What percentage of students look towards growth has been. While I have no issues about our students or our alumni entrepreneurship every year? And in what special ways has post-programme career growth, the culture of writing in and responding IIM-B facilitated the spirit of entrepreneurship? to these is still lower than probably what is required by these rankings.

We believe that entrepreneurship is important in terms of economic growth That’s another dimension we need to work on. The message for us is that in the country. It is not only about reinforcing existing organisations. You we need to work with our alumni, get them to develop a greater sense of have to create new organisations, enter new domains, and have new ways ownership with the institution. We must facilitate these ranking agencies to of doing things. reach out to the alumni and then when they reach out to them, the alumni We are very committed to entrepreneurship. We have the NS Raghavan must respond. They must feel like they are contributing to the institute by Centre for Entrepreneurial Learning (NSRCEL). Besides, we have a responding. That’s the dimension we would need to work on. required mandatory course on Entrepreneurship in our Post Graduate The other aspect of rankings is faculty research output. There again, Programme in the first year. We encourage students who want to get into within the last decade we have moved in the direction of being very rigorous startups. If they are not comfortable with their startup, they can come in our research, taking it all the way to high quality publications, which are back for placement. Having said this, as I already mentioned, you should important indicators of quality and dissemination of research. This is still understand that the entrepreneurial itch takes a while to mature. When cooking and we have some ways to go before we are in the global level in this July 1-15, 2017 / Corporate Citizen / 35

Cradle of Leadership students go to a normal organisation they see systems and processes, how things work, then they realise, yes, they can do it, they can set up all this, they understand what is required to get all that done, so that gives them confidence, and they think, hey, I have this idea, I want to try it out. So within 10 years of having worked at organisations, you may see 25% of our students moving into entrepreneurship; or, a group may get together and say, let’s start something together.

shaping the minds of the students is of a very high order in India compared to many of the schools where I have taught internationally. That’s why, from a classroom point of view, we are very much in the top.

Diversity is said to enhance learning. How does IIM-B ensure diversity among students?

We actively seek gender diversity. Social diversity is also there. In fact, there is no choice about that. Diversity adds value. We also have students with disability. These students actively choose IIM-B. Definitely, in an infrastructural sense, in the way the academics are administered, and the in the way is sensitivity shown to people with disability, I would say IIM-B is quite ahead.

How many women get into entrepreneurship?

We have some very innovative programmes not only in our postgraduate programmes but also at NSRCEL. IIM-B has the Management Programme for Women Entrepreneurs (MPWE). We are currently running a programme called the “IIM-B has taken a Women Startup programme with Goldman leadership role in Massive Sachs. A large number of women signed up Open Online Courses for the Women Startup programme that we (MOOCs ) and is very launched late last year and then we filtered and well connected with the funnelled them through our MOOCs (Massive Open Online Courses). They then came into our HRD Ministry that wants physical programme where they built on their to propagate the course business ideas and the quality of the idea was in various subjects. assessed. A significant number out of these are IIM-B is developing currently being taken through our incubation faculty development process at NSRCEL.

programmes on MOOCs

Talking about gender diversity, what is the difference you see in managerial styles between male and female students? What do female students bring to the class that is different?

Definitely, female students bring in diversity in perspectives. Women’s ability to see through emotional issues in any situation is definitely of a far higher order and I think that is a very important perspective. And I think just making men sensitive that women in no way are less is an important aspect. There is a sense of struggle for women, there’s the struggle to be accepted even when working in groups. Sometimes, the guys just discuss things and may not even give the women a hearing. So women have to struggle to make themselves heard.

How dynamic is the relationship bewhich can be used by any tween IIM-B and the industry? management school” We collaborate in plenty of ways. There is continuous engagement. There’s NSRCEL, for example. Outside of IIM-B, a lot of the Life at IIM-B mentoring for these startups and those who We hear that there are faculty with inare building up their ideas are by people who ternational backgrounds joining IIM-B. have been in startups who are brought in here, What incentives draw them to IIM-B? so there is tremendous interface. There are First of all, the direction we have taken is that student projects, which students work on as we will build a good research ecosystem that part of their course, and there are independent attracts faculty who are research oriented. projects. There’s the speaker series, and guest We have a Young Faculty Chair, where we faculty in various courses. Most faculty are give them a lot of flexibility for attending engaged to bring in two or more guest faculty conferences, for building research networks in a course. The faculty engage with people in and relationships. They can spend some time industry to bring them into class. That connect abroad or invite their co-authors here. They get also helps them in their research. The faculty a salary additionally so that they don’t have to are very much connected with the industry in look for opportunities that we typically have terms of assignments – consulting assignments, in a management school that could take them research assignments, case writing, etc. Then, away from doing research—like doing a pure consulting assignment or we have a large number of Executive Education Programmes, which are teaching in executive programmes which may not be directly connected entirely targeted at working executives. We also have three long-duration with their research interests. programmes targeted at international executives.

I think the best incentive is to establish a good research ecosystem which Our alumni, in a way, represent the industry. Alumni are also involved happens automatically when more research faculty come in. For instance, in our admissions process. In a way, they not only represent their sense of now a couple of areas have started their brown bag research forum. Once ownership to the institute but they also bring in the industry perspective and a month or so, either a faculty or a doctoral student presents their research the practitioner perspective during the interview process. We have summer to a group of interested researchers who not only learn but also critique the internships as part of our two-year programme. IIM-B is very much rooted work. Five years ago, I wouldn’t have thought it would happen naturally. As in engagement with the industry on multiple dimensions. the ecosystem grows and strengthens, there will be enough who will find it worthwhile to attend such an event. That’s the important thing. Monetary You have also taught in Singapore and at universities in USA, incentives, I believe, comes second.

Canada, Yugoslavia, Singapore, Tanzania and the UAE. How would you compare students, teaching and institutes in India Does it help to have younger, less experienced faculty, from with those outside of India? the students’ point of view?

The thing about Indian institutions is that right from the beginning, they Sure. Younger faculty have big stakes in their career. They have more have been rooted in a strong student-oriented culture. And even to date, promotions to look forward to, so they will invest more time. They I’d say that the kind of attention the faculty gives to classroom delivery, to 36 / Corporate Citizen / July 1-15, 2017

Annual Convocation of the IIM-B

synergise their research with teaching. But we also need a balance.

We need senior faculty who can mentor, who have the experience of publishing, the experience of teaching, and can share that.

Coming to MOOCs, IIM-B currently offers 28 MOOCs. What is the vision for MOOCs? There are more in the pipeline. I think there are three values that MOOCs bring. One, it enables reaching a wider audience than just those who physically come in to do the programmes at IIM. MOOCs have a value in funnelling into our mainstream programmes.

The women entrepreneurship programme is a good example. When we announced the programme and said that we were open to any background as long as there was a bright idea, there were some 1700 responses. They first had to do a MOOC to learn the basics. I believe about 450 students completed it. Fifty of the best performers in the MOOC then moved on to the next step.

The third value of MOOCs is where it can be a complement to classroom learning. For example, we have a working executives’ diploma-granting programme called the Post Graduate Programme in Enterprise Management (PGPEM). Going forth, we may see whether we can minimise the number of visits by students to campus. Suppose a course has 20 sessions. If an equivalent of four sessions can be done through say two MOOCs of a total of 10 hours, it can reduce a certain amount of classroom requirement. The classroom time can be refocused for interpretation, analysis and application. This is what’s called a flipped classroom. You learn the basics at your pace but come to class for valueadded learning like interpretation, analysis and application. What I must say is that management schools, traditionally, had flipped classes, even before MOOCs. They give students a case study, and tell them to read up at home, to pre-prepare, and come to class for the discussion. So MOOCs can fit the learning culture here well.

The fact is that IIM-B has taken a leadership role in MOOCs and is very well connected with the HRD Ministry that wants to propagate MOOCs

in various subjects. IIM-B is developing faculty development programmes on MOOCs and creating a MOOC on MOOCs which can be used by any management school. If you want a quality MOOC, you also need quality faculty, you need a quality mind, and you need time to structure the MOOC and think it through.

You mentioned that IIM students have a role in nation building. They come here as students and they undergo this thorough grounding for two years which makes them excel in placements and succeed as leaders in their field. How exactly is the programme geared towards building future leaders and getting them involved in nation building?

First of all, the fundamentals of our course is that of shaping young minds.

We are shaping them to be learning minds, to be innovative minds. It is all deeply built into the curriculum. It is the fundamental way, our programme delivery is structured. Of course, increasingly, the emphasis on problem solving for India has come more and more in the nature of the courses, in the nature of the projects and in terms of faculty research where again, there is a thrust that we must do what is relevant and meaningful for the country, playing a role in the selection of such projects. In that sense, we are gearing them to roles where they can contribute to Indian needs.

As to making leaders of them, that goes back to our DNA. Because it is not just about executing in a place where there are good systems. That is being more like an executive. Then you move up to where you yourself are creating systems. But that may still be a manager. Then you are completely breaking new ground and looking at new ways of doing things. You are enabling a whole bunch of people to fall in line in that direction. That is the leadership part. Also, at IIM-B, students themselves organise a series of big events. The Speaker Series, Vista, Eximius, Prayaas, Unmaad are all big events where students go through the process of sourcing funds and speakers, and high quality organisation. All of these add to the characteristics required to become a leader. geetrao@gmail.com July 1-15, 2017 / Corporate Citizen / 37

NHRDN Career Fest 2017

The Future of Jobs:

s r e e e v i r t a u C Exec in rch a e S Economic transformation and employability is a key factor towards making India’s demographic dividend, the young workforce, a significant competitive advantage. In this context, the National HRD Network (NHRDN) Mumbai Chapter, recently organised a Career Fest at Nehru Centre in Mumbai. The aim was to provide a common platform to bring together industry, academia and student community, with the intention of helping students to make informed career choices.

In a session, Suresh Raina, Managing Partner, Hunt Partners, talked on careers in executive search. Raina, who has two decades of cross-functional experience in various Indian and multinational companies, has held leadership positions and worked in different geographies including South Asia, Middle East, Africa and North America. His areas of business include executive coaching and talent management.

By Vineet K What is executive search?

Until I joined executive search, I didn’t know such a profession existed. That was not too long back, I joined in 2010. You could call us poachers or headhunters. We help our clients to get senior leadership hiring. Why to specify senior leadership, because only then, it justifies the efforts one puts in. The role of the job is very simple. You have to find the best fit for the job. There are a lot of ways of going about it. It is still not a mature industry in India at least. I guess executive search started in the US around 40-50 years back. In India, probably it would have started about 20 years ago. If you look at the entire recruitment industry, executive search makes a small part—less than 5%. Like any other industry, or growing sector we need young talent to join us.

If you look at search firms, there are not too many in India. Most likely, there will be 10 search firms. If you want to start your search firm and be an entrepreneur the best way to start is to join a search firm. Work for a search firm for a while and see how the work is done. You will understand what do you need to start your own search firm, 38 / Corporate Citizen / July 1-15, 2017

"You get to meet many people. On any given day, I will be interviewing 4-5 senior professionals, trying to understand who this individual is. Every person is unique. How do you evaluate the person, assess the person that is interesting for me, personally"

July 1-15, 2017 / Corporate Citizen / 39

what is involved, how do you get your clientele.

That would be the best way to go for it.

Search vs. recruitment

The difference between search and recruitment is, firstly, recruitment is in the commercial design. Secondly, the positions that you work for in a search firm and in a recruitment firm are different. Thirdly, the people who will execute the mandate-for instance, if you look at a consulting world, we will not work with a client unless the client retains us for the mandate. So in the search world, we are known as the retain search firm.

The client has to sign a contract with us on an exclusive basis to work. Fourthly, we will not work on a position unless that is a senior leadership position. Fifthly, only experienced people work on a mandate. And that’s what the client expects.

You will have a lot of experience and expertise when you work on any position.

In the recruitment world, you may work on any position, there is assessment but not too much of assessment. This means that you could have someone who is young, who would be working on a mandate even when you may not know a lot about that sector. Because it is not in a leadership position.

Pics: Yusuf Khan

NHRDN Career Fest 2017

e e th r a e h Factors to consider while headarc ause w er e s hunting ive s, bec t u care When I go for a search, firstly, c s r e ’ e e x "E I need to understand the commak omeon eone’s s g n i pany that I am working for and I k d s y som is a l i t i u need to understand the role I am b o k y l hiring for. When I say understand wil r destr n’t thin u reall o the company, I do not mean going . I do t but yo role in r that these people use through their website, know what is e e and work with. Firstly, mentioned there—that doesn’t sufcar as tha ortant ire" p y u it is the knowledge that they fice. That is where the grey hair comes s q m ea y an i ac o are heading, be it HR, finance, marketing or in and helps, you really have to know t pla elping business. Secondly, how you work with your colas much of the industry and as much h leagues, if I am in the HR function, I work with clients’ business, and the about the candidates as the client itself.

You usually find the CEO or Head HR, for example, if you are the CEO of Cipla Pharmaceuticals-since you are the CEO, you at least have 25 years of experience. So you would know the business, manufacturing, retail and the market in the US. You call me and say that you need my help in finding a president for your business. If I do not understand your business, you explain to me the nuances of formulations, and what are challenges that are faced today. I make sure that I understand them and what other companies are doing about them. If I don’t understand the candidate and what are the requirements of that candidate, I won’t be able to do justice with this search. Therefore, I need to know everything. And if you say this is the guy we have found and when I start talking to him, I will know that he is not the right fit within five minutes of talking. End of the story. The challenge is how you manage to know the client, the

40 / Corporate Citizen / July 1-15, 2017

candidates who can do different jobs in that company.

Culture is another important element when you are searching for a leadership position. Consider an organisation - we know it is a pyramid, we know there are senior leaders, then there are leaders, then you have the big middle management and then there is the workforce. People who are in these positions be it the CEO or people who are not directly reporting to the CEO, but are managing functions or businesses, these people usually have 20-30 years of experience.

India still prefers elder people in senior leadership roles, even though the world is moving away from that. So you have people who come in the age bracket of 40 to 60, they are the people who are sitting in the corner offices and they are managing teams, they are managing people who are in their businesses to get the work done.

Let’s take a look at the skill set and competencies

everybody else in the firm; I am a support function. I have to work with the finance, business, budgets etc. What it really means is that you end up working with everybody else, which becomes one core requirement for a leader. On the other hand, second core requirement is the understanding the business. Third requirement is the ability to develop other leaders, and if you do not have that required cultural fit, the people skills and interpersonal skills, it is not going to work.

How a graduate should join a search firm?

There are practices at a firm. In a consulting world too, there is always a practice. You have partners who are leading the practice and they run the team. Teams will work with the partners on assignments. In our firm, we do have people who are postgraduates and undergraduates. To execute any decision for an assignment there is

the world. We will find out which are the alternative schools around the world, how are they run, what is the fundamental design, what is the thought that has been kept in the mind when the school was started. By the time we are done with the result, it could be one or two months, then we will have enough information to identify the potential candidates. Then we will start the headhunting. We will identify the institutions, they could be anywhere in the world. My job is to find those potential candidates who according to me are capable of doing this role. And I will try to convince them, take this role, come to India and start to create something that is in the mind of this individual, who is our client. This is how the research comes in.

There is a team of mine, which focuses entirely only on research. Then there is another team, which focuses on execution. In our world, even though it looks very narrow, we look at finite space of candidates. But, when you start to look deep in each individual then things start to get interesting. That is why we have opportunity for people who are graduates and undergraduates.

We don’t have any engineers fresh out of college, but they join with an MBA. The common trait is they enjoy working with people, because on any given day, you are talking to people all day and you are trying to understand what makes one role different from another.

How do we find candidates?

a significant amount of research that has to be done. For example, we are working on an assignment, which is not the usual kind of mandate that we work on. We are looking for a principal, director, or dean of a school. The school has not started yet. It is interesting because the client wants to produce world leaders. That is the description. For instance there might be some school, which is good in extracurricular activities like fine arts, performing arts or music.

That’s how we tend to categorise schools. Our client doesn’t want to categorise the school, he wants to welcome anyone who is able to combine academics with arts and leadership to create global leaders. He wants to find someone who is an academic but not from India, because he will be restricted and constrained by the definition of school curriculum that we are used to in India.

He wants someone who has experimented with academics, with school system, and can be called to start the school and not run it but actually start the construction. He feels that the design of the school should be like what this individual thinks. Do I know much about this, I don’t, so we have to start doing basic research, we are going to speak to about 100 academicians around

LinkedIn is one source for searching a candidate.

Executive search also existed before LinkedIn. LinkedIn has made it easy; everybody uses it. It is the best place to start. If you ask me about a particular function, or a sector, we will have sufficient data on sectors where we don’t need LinkedIn now. The reason is, we have enough knowledge on our database, the database would have about 50,000-60,000 people who are senior leaders. We have found them at some time, mapped them, and then we go back and start using filters until we zero in what we are looking for. At the research level, we start with about 100 candidates and deliver 4-5 candidates to the client.

and how it functions, what are the motivations for anyone to perform, why one person performs good in one organisation and not good in some other. We don’t have a magic recipe that will work every time when we hire somebody, it will work but the thought is how can you make it close to perfection. Executive search are the king makers, because we will build someone’s career or destroy someone’s career. I don’t think it is as easy as that but you really play an important role in helping to acquire.

When I work with a client, he has lot of trust in my ability to help them with their search. If you are hiring at an entry level, for example, Infosys hires around 10,000-20,000 at entry level. Because of 50% attrition, it doesn’t matter as long as that person can write a code. You already know that in one year’s time, half the people will leave.

You also know how it will affect the company.

There is a little damage. Let’s look at middle management, you hire one person, and that person will be managing an account, managing a team, business or something—a management role.

Now if that person is not doing a good job you would have a problem. There will be an impact on the business but you can still manage, because the stakes are low and you can find someone quickly in the team and replace. We have seen the cost of a wrong hire, which is very high, for a business the setback could be by a few years.

Things move very fast. Therefore, you have to get it right the first time.

Exciting part is that you work with your clients and your clients are CEOs and HR heads.

They are the two people that you work with very closely. You get to engage with professionals who are best in their field. You get to understand businesses very closely. If you are a person who enjoys thinking about a business and knowing about a business-the nuts and bolts, then you should consider this field. On any given day, I will be interviewing 4-5 senior professionals, trying to understand who this individual is. Every person is unique. How do you evaluate the person, assess the person that is interesting for me, personally. vineetkapshikar@gmail.com

Role of an executive search

I came from a search firm like typical search people do. I have run a business, I know how an organisation works, how to work with people.

Given my experience of working in a corporate world, I have realised that though you stay long in search, how long you stay in the search is not enough, because you are dealing with a product which has mind of its own. Usually, you deal with a product or service, you deliver and it is end of the story. Here, the product that I deliver, nobody knows how it will perform, so how do you assess all that, how can you guarantee that the person that you find is going to deliver in that role. It makes you work very closely with human mind

CC

tadka Tourism to triumph Can tourism be the growth engine of Indian economy? If past experience is any guide, it doesn’t look so. But if findings of FICCI-Yes Bank knowledge paper are true, tourism investment accounted for 5.7% of the total investment in 2016. Over the next 10 years, this sector will outperform the global economy as it’s forecasted to rise 4.5% per annum.

July 1-15, 2017 / Corporate Citizen / 41

Interview

Clarity of thought:

Focus on Goal

Media honcho and management guru Ramesh Praba is a man who has worn many hats with aplomb. For almost three decades now, he has been actively involved in the multiple domains of marketing, advertising, journalism, production, education, rural marketing, political marketing and media launches. He has been closely associated with the Sun TV Network from the beginning, as well as Kalaignar TV Network since inception in the capacity of anchor, director and producer. Creative and entrepreneurial by turns, he has served as the Chairman and Managing Director at the Galaxy Group of Companies since 1995. He began his career with Clarion Advertising Services as an account planner in 1986. In 1990, he moved to Ulka Advertising (now Draftfcb Ulka) as account supervisor.

After working at Ulka for a two-year period, he joined Dattaram Advertising as Brand Manager. He was responsible for the successful re-launch of Tamil daily Dinakaran and magazine Kungumam. He has authored 10 books on education and business, apart from conducting counselling programmes with a

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view to provide young people with the crucial guidance that he himself was not fortunate enough to avail of during his student days, given his simple, agrarian roots. That's not all. He runs the Galaxy Institute of Management in Chennai with a focus on the fast-emerging arena of media management.

Affable, gracious and forthcoming, Praba’s simplicity belies his scholarship and staggering achievements. Talking to Corporate Citizen, Praba stresses on the importance of doing the right things for the right reason, be it choosing a career or your priorities in life

By Kalyani Sardesai

What advice would you have for young people on the verge of choosing a career?

First and foremost, I would say, you need clarity of thought and purpose. Don't choose careers because of your peers; do so, because you have the aptitude and liking for a particular field. Secondly, this generation tends to be very relaxed, mainly because they have got a lot of things easily, so they don't realise their value. They are also very choosy. For example, when companies come to campus, they are the ones doing the choosing-when it should be the other way around! This is because they want something 'relevant' to their needs, when actually, relevance only happens over a period of time. In the early stages, they ought to be more open-minded to different learning experiences.

To that end, I have always had these mass counselling sessions wherein I have addressed huge gatherings of students with the twin purpose of motivating them for their exams as well as helping them choose their career. Over the last twenty odd years, I must have reached out to as many as 10 to 15 lakhs and counting; it is my way of giving back to society. There are options beyond engineering and medicine, which people are not aware of even today. The media, for example, offers an ocean of opportunity to youngsters; if only they knew!

Pics: Yusuf Khan

You have headed so many media channels. How come this choice of field, given that you are B Sc Chemistry?

Well, I've always been a people's person, and hugely enthusiastic about taking part in a plethora of extra-curricular activities both in my school and college days. Quite frankly,

as time goes on, you realise that these extracurricular activities and not academics were the most memorable and educative part of your student life. It's all very well to get high percentages and gold medals, but learning life skills and self-confidence are even more so. Extra-curricular activities give you the chance to initiate, lead, co-ordinate and participate as a team member. All this adds to your personality and helps you emerge a winner. Right through my school, BSc Chemistry, B.Tech Production, followed

by IIM-Calcutta, I participated in all these creative pursuits. It was a given, I suppose that I would end up in a creative field, be it media or advertising.

Your shows, be they talk shows or anything else, have always had a social relevance. How come?

I have always wanted my programmes to combine information, education, social relevance, meaning and message with entertainment. For the last 20 years, in the course of a talk show I did with Sun TV, I have interviewed as many as 6,000 personalities from all walks of life. It's been a record of sorts. From scientists to cine

“The social media includes more people and gives new talent a chance and a voice; it also ensures that the ownership of the media is not controlled by only a few but instead, creates an open forum. On the other hand, there is the concern of accountability and authenticity�

July 1-15, 2017 / Corporate Citizen / 43

Interview “Quite frankly, as time goes on, you realise that these extra-curricular activities and not academics were the most memorable and educative part of your student life. It’s all very well to get high percentages and gold medals, but learning life skills and selfconfidence are even more so�

artists, lawyers to engineers, I have tried to give my viewers a flavour of their life and its relevance. And while I am at it, I try to explain their work as simply and lucidly as possible to the viewers.

For example, I could be interviewing a remote sensing engineer. The trick is to bring out his work and his contribution without getting into the jargon of engineering. This perspective is important for any communicator. An interview is not a forum to show off your knowledge or project yourself. That is why, despite being from a management programme, I will start by asking a management professional about CAT. You've spearheaded so many media programmes and channels. With time, it would seem that social media is fast emerging as the trend-setter that even mainstream channels follow? Is this good or bad?

By and large, it's a good thing, no doubt.

The social media includes more people and gives new talent a chance and a voice; it also ensures that the ownership of the media is not controlled by only a few but instead, creates an open forum. On the other hand, there is the concern of accountability and authenticity. Besides, there is weight to the criticism that it rests in the hands of the largely urbanised elite and comes with its own set of biases.

What made you start the Galaxy Institute of Management in Chennai in 2011?

Having been part of advertising and the media, both as a journalist and talk show host, I have always felt the need for a standalone state-of-the-art B-school that would offer courses in management, particularly media management. There

44 / Corporate Citizen / July 1-15, 2017

are several options available at the undergraduate level, but not enough at the post-graduation level. And so my institute specialises in media management courses: how to manage an FM station/ad agency/ print media set-up/event management/PR firm and so on.

To that end, I pick up students from mixed backgrounds who are then placed at a senior managerial level with various organisations.

What is particularly advantageous is that I can decide the curriculum based on practical experience and its relevance to actual context.

You did your science and then management. But you eventually chose the media. In a traditional Indian home, such a departure from field would not be received well...

You are perfectly right! However, my parents are simple agricultural folk who had no idea about the media or management, so I could choose, as I wanted. (laughs.)

Do tell us in detail how you started your career?

I did my BSc Chemistry, since I couldn't get engineering. After taking my degree though, I did manage to pursue production engineering. When I completed that, I realised it wasn't enough. So, I studied management at IIM. All through, I was selftaught; there was little guidance. However, when I started studying marketing, I found it to be very creative. One of the subjects related to that was advertising taught by none other than Subroto Sengupta, the ad guru who launched Maggi and Vicks.

I realised herein lay my calling. So on my own, I applied to Clarient, one of the top notch ad agencies in the country. I worked there for 8 to 10 years. In 1993, Sun TV, the first satellite channel was launched with a game show as one of the first programmes.

You pack in so much in a day. How do you manage the crucial work-life balance?

I work for a minimum 18 hours a day and seven days a week. Most of my public functions and career counselling happen on Sunday. Those are important to me. Having said that, it helps that my wife is part of my world and directs one of my cookery shows.

Being in the entertainment field, work is fun! Still, my wife, my daughter and I make it a point to go for movies every week, apart from taking regular holidays during summer and Christmas vacations.

Having achieved so much, what is your mantra for life?

Focus on what you do. Since I come from a simple background, it has always been important for me to give back-to my parents, to my village and to the society. For that, I had to achieve my goals. I could have fallen in love during my college days, but I stayed firmly focused on what I wanted. Another point, I would like to add is that it is very important to prioritise. If an important business opportunity presents itself, I can vacation later. kalyanisardesai@gmail.com

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tadka

Wipro declares Trump a potential threat Wipro becomes the first Indian IT company to formally declare Trump as potential threat to business. This is the first time in years an IT company has designated a US president as a potential threat in its annual filing with the US Securities and Exchange Commission.

Source: Economic Times

Corporate Trend

Beat the Competition at Work

By Rajesh Rao

C

ompetition is a by-product of productive work, not its goal. A creative man is motivated by the desire to achieve, not by the desire to beat others,” is among the many popular quotes of Ayn Rand, the RussianAmerican novelist and philosopher. However, it is also true that you need to work harder than others to beat the competition.

In today’s competitive business world, it is all about outdoing the competitors. So, the employer will always want the employees who are willing to compete and succeed. In fact, competition is encouraged to be part of workplace, to cull out underperformers and those who lack dedication. When beating the competition at work place, the question is how can you put your strengths for better use and be part of the competition at workplace that is productive for yourself as an achiever and the company you work for.

First priority−Your job To have a professional approach to work is to do your job Your first priority should be to do better what is given to you at work. This is the best approach to deal with competition at work— prove yourself, have a professional approach, without any sign of incompetency.

Outdo others on your strength To sell yourself well, you need to showcase your strengths and capitalise on your skills. If you are inventive, resourceful, efficient, you are better than others—then you stand apart, compelling recognition.

Keep yourself updated At workplace, you need to be a co-worker and not a loner. You need to be part of the team, work with competition—this way you gather information, know what’s happening in and out of the company and keep yourself updated.

Being part of gossip is inevitable, but it has its positive aspects.

Know your superiors Realise that your boss wants you more than you

want him for the company’s benefit—so get over that bossophobia. Build relationship with your superiors at workplace, acknowledge them and you will keep competition at bay.

Go the extra mile If you are willing to go extra mile at workplace, you are bound to be noticed. There are times when extra effort at work is needed to meet deadlines—show readiness and extend yourself to put in extra work or working late.

Take ownership at workplace—everyone at

workplace is equally accountable for timeliness of an outcome. This initiative of yours will go a long way.

Don't take competition personally Last but not the least don't take competition personally, it is part of workplace reality. It is also healthy, keeps you on your toes and has the potential to drive you forward to excel.

So, accept competition and be comfortable with it. rajeshrao.rao@gmail.com July 1-15, 2017 / Corporate Citizen / 45

Campus Placement

Being positive is the best weapon in everybody’s life Apart from the people around him, biographies of great personalities like Swami Vivekananda and Mahatma Gandhi has been the motivating factor for Aditya Sathe

By Joe Williams

C

ollege of Engineering, Pune has been instrumental in building many students to good leaders.

Aditya Sathe is one of those whohave made the cut. Taking pitfalls as podium of success and armed with his positive thinking as the best weapon, this Zilla Parishad School lad from the small village of Methi (Ahmedpur) in Latur district of Maharashtra has completed his B.Tech (Computer Engineering) and ventured into the corporate world. Although he liked playing cricket in the fields like any normal kid from a village, he never had to attend any special tuition classes as both his parents were teachers. His father was an assistant professor and mother a primary teacher. Staying away from home to do the engineering course, he built on network of friends. He calls it as ‘a family away from family’ referring to the solid bonding each one has with others. Aditya has experienced a typical village life where people are loving and caring. And his village Methi, where the literacy rate has been rising considerably, has sent many youths to cities to study.

Early academics…

It was a school run by the Zilla Parishad in his native village Methi where Aditya took to books and studied up to Fourth Grade. He then moved to Yeshwant Vidyala in nearby Ahmedpur town to complete his high school, and took admission in the Mahatma Gandhi Mahavidyalaya for higher secondary level. While there, he would go home on weekends as he was more attached to his family, especially the mother.

Then came the time for him to move out again to take up the professional course. “Like many of my seniors, I had to leave my village to do 46 / Corporate Citizen / July 1-15, 2017

higher studies,” said Aditya. And now, with B.Tech (Computer Engineering) under his belt, he is all set to get into the corporate to explore the world. During his school days, he was liked by the teachers for being a studious student. But he was especially fond of his teacher, Hasnabade Sir. “He was more than a mere teacher. He also played the role of a guide, mentor and a very good friend. Kamble Sir too was more of a buddy than a mere teacher,” recalls Aditya. A school topper in both SSC and HSC exams and Science and Maths being his favourite subjects, prompted him to take up engineering. “I did appear for the entrance tests for both Medical and Engineering. I cleared both the entrance tests. But finally I chose to take up engineering and make my career in it.

Placement process…

“I am lucky to get into IDeaS - A SAS company as an Associate Application Engineer. What I liked about the company is they allowed me to go to the office much before the date of joining, so to get to known more about them and the working conditions,” said Aditya.

COEP being one of the top colleges, IT companies throng it to pick freshers when the campus placement starts from the month of August every year. Aditya was not fortunate to get the nod from the first few interviews he appeared for.

However, he gained experience and matured making amends on his failures. He blames it on the less time the students got to prepare themselves for the interviews as the time gap between the visiting companies was less. “Yes, I was ner-

Happiest moment in life..

Aditya with colleagues

Getting over the first test of life.

It was a district hand writing contest wherein Aditya came second. “I was in the IV standard when I was taken by the school for a hand writing contest. And when they called out my name second after the winner, that was the best moment of my life”.

What is life all about…

Aditya with family

Enjoying life, on everything of life, be it playing cricket or getting ready for exams, is the mantra for Aditya. “Enjoy life as it is. When we are young, everybody tells us to work hard.

We should take this in the stride and make the most of it. One has to be a learner in every walk of life and perceive his passion,” he says adding, “I wanted to become a civil servant and at times even fancied to become as scientist. But, today I am an engineer. The reason for this oscillation is that I love all the disciplines and get easily attracted to them.” Apart from people around him, biographies of great personalities like Swami Vivekananda, Mahatma Gandhi has been the motivating factor for Aditya.

Tricks of success…

“I am lucky to get into IDeaS - A SAS company as an Associate Application Engineer. What I liked about the company is they allowed me to go to the office much before the date of joining, so to get to known more about them and the working conditions” vous, as I could not get a breakthrough in my initial interviews. The time between two interviews was just 24 hours, which made things difficult for many of us,” said Aditya.

Of course, any person who faces the campus drive gets nervous. Being confident is the key to success. “I was worried, as I wanted to get a good placement. However, I was confident that I would get through the interview. That confidence kept my morale high. That helped me to better myself with each interview. This confidence was the driving force for me,” he said. “I wish to tell all my juniors, never to lose hope and always think positive,” he added.

Getting into the IDeaS - A SAS company was a major step, and there are much bigger aspirations ahead, and one needs to gain experience

to achieve them. “During my college days, I embraced books. Now I will have gain experience to be something in life.

Testing mettle...

There have been many. The most important point comes when you face a battery of questions from the people in the interview room.

However, his patience in waiting for the right time has paid off. “I think, patience is the key to sail through the tough times,” said Aditya. My family has always supported me. My friends have always been there for me. My teachers have guided me through my journey. Thanks to my parents, I had the privilege of taking my own decisions about my future. Many role models inspired me to work passionately.

No gurumantras. Learn from pitfalls and take it as a challenge. You should learn to learn from failures. Do not consider failures as the last thing we want to see, change that perspective.

We are in smartphone era. Use technology in smart ways.

Keeping all kinds of friends in company is mandatory, but, don’t get influenced by someone’s inappropriate habit.

Physical health is important. Do exercise regularly. Be relaxed.

Joe78662@gmail.com

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tadka

India’s tier 2 and 3 cities spiral demand for smartphones Demand for smartphones from tier 2 and 3 cities is outgrowing demand from tier 1 cities as per an International Data Corporation study. The survey of 4,000 buyers across 10 cities observed that Indian buyers make purchases based on recommendations from peers or the retailer and that 3/4th of phones are still sold offline or at brick and mortar stores.

July 1-15, 2017 / Corporate Citizen / 47

Loved & Married too

It is not often these days that a college romance fructifies into 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 got sealed in marriage

In life, and in love:

a partnership that endures

Pics: Yusuf Khan

Venture Capitalists and entrepreneurs Pratibhaa and Sanjay Siriah recently completed 25 years of marriage. A successful team both at home and work, the mantra for a successful innings, they say, is the same for both life and love-complementing each other's weaknesses and celebrating the strengths. Something a generation, increasingly low on tolerance, would do well to remember

By Kalyani Sardesi

W

hen 21-year-old Sanjay asked the 17-year-old Pratibhaa if she'd care to partner him in a badminton's double match, little did he know that it would be the beginning of a lifetime's innings.

Young as they were, they understood the importance of patience and timing. "I first completed my BAMS degree," says Pratibhaa, an ayurvedic practitioner, "whereas he, an electronics graduate and subsequent IIM pass out managed to secure a good job with Birla."

There wasn't much objection from his family, but hers was not pleased. "He is a Rajput from Solapur, and I, a Maharashtrian Brahmin from Nagpur. No one in my family had married outside the community.

Besides, being the youngest of six siblings, I was pampered and protected. This was not expected of me," she says.

However, as they observed him carefully, the Tirthagarikar family found there wasn't much to object to. The young couple were finally wed in 1991-after a good 25th Anniversary celebrations five years of courtship-with everyone's blessings. " As things stand today, my family tells me they couldn't have found themselves a better sonin-law, no matter how hard they had searched," smiles Pratibhaa.

48 / Corporate Citizen / July 1-15, 2017

"We both have our strengths. I am the marketing person, whereas she is the implementer. That's how it should be in any relationship—each person maximizing their respective strength to the betterment of each other and their shared goals" - Sanjay Siriah

From strength to strength

For several years post-marriage, Sanjay worked with Orient Cement in Jalgaon and Pratibhaa juggled home and their two boys Yash and Harsh (now 21 and 17 respectively) along with her clinic. "After a point, it became difficult to manage so much. The boys were young and needed me more, so with a heavy heart, I decided to give it up," she says. Nevertheless, her active and energetic mind ensured she got involved in several socio-cultural and educational activities pertaining to women under the aegis of the JCI, a social club. "I trained as a national trainer for Pratibhaa and personality development and learnt to reach out strengths. I am the Sanjay on vacation to women from different walks of life," she adds. marketing perOver the years, she conducted several soft skills son, and she is the programmes. That opened new avenues for her implementer," he after the family shifted to Pune in 2007. Today, says. "That's how Pratibhaa successfully manages the Elite Homes, it should be in any a plush hostel service for women. "I noticed that relationship-each women students and professionals have their person maximizing unique requirements, which despite paying strength for betterhigh rents, they don't seem to achieve. The Elite ment of each other Homes serves to bridge the gap and allows them and shared goals." to live safely and comfortably in Pune," she says.

Both are suitably appreciative about the othOn the anvil are plans to open 18 studio aparter. "He is hugely positive, hard-working with a ments for women. "They are currently under never-say-die attitude," says Pratibhaa. "Coming construction," she says. While construction and from a service background, business and entredevelopment of projects are Sanjay's departpreneurship were new territories for me. But he ments, he leaves running and implementation to motivated me to try out newer things." On his Pratibhaa, who, he says, is a meticupart, he loves her honesty and sinlous planner. That's not all. He runs cerity in all that she undertakes. his own composite manufacturing "That is one attitude that stands a factory called ACES in Pirangut, person in good stead throughout apart from their own Production their life," he says.

House, Blue Fox Entertainment and In retrospect, though, was it a a YouTube Channel "Uncensored", good decision to have married so given the couple's joint passion for early? " Yes, because we have grown • Spending time Marathi cinema. Besides, they have together," he says. Besides, both together, sharing built Landmark, a corporate tower complement each other well. "After responsibilities in Jalgaon. Future projects include so many years together, 25 years of Elite Age-care, an exclusive stay for marriage and nine years before that, • Respect for senior citizens and a Wellness Cenwe can't do without each other," she each other's tre. The couple divides their time chips in. strengths between the factory at Pirangut, ofA shared passion for cinema, mufice in Vanaz on Paud road and the sic, sports and travel binds the two. • Doing fun office for Elite Associates at Dec"We must have travelled to at least things together, can Gymkhana. It's hectic, but they 30 countries together. And, we both such as pursuing wouldn't have it any other way. love to sing and watch movies," she a hobby or "My only regret is that I started says. Little moments add up to the travelling entrepreneurship after 25 years of picture. "Being an outdoor person a job. But the younger generation with a passion for trekking and cymust not wait. As an ardent Nationcling, I brought in my 49th birthday alist, I urge millennials to look at ways and means recently with a cycling trip to Lonavla. But he was to emerge as employment generators, instead there-following me in a car-making sure he was of being employees all their lives," says Sanjay. there in case I needed anything," says Pratibhha.

"That's a fine contributions to society." Pratibhaa Parenting is another arena of teamwork for would concur whole-heartedly. a couple-and here too, they have been in sync.

"All the men in my family, I am proud to say, are independent and hands-on when it comes to The building blocks of a marriage handling domestic chores. This gives me a lot In all business endeavours, Sanjay has been of breathing space,"she says. "My children have ably partnered by Pratibhaa. "We both have our

The Pillars of a Marriage

Sons Harsh and Yash

been brought up to be self-sufficient and responsible and Sanjay has helped make them that way.

Despite being so busy, he's a complete family man and we make it a point to eat at least one meal together."

At 49 and 54 years respectively, Pratibhha and Sanjay are at a stage, where apart from work, life is all about savouring moments-outings with friends, making movies they believe in and taking up projects that motivate them. "At the core of everything though, are respect and belief in one's partner," says Sanjay.

Given the rough and tumble of the IT/Corporate world and the fact that marriages don't seem to last very long, what advice would he give to younger couples? "There is no doubt that the work pressures faced by young corporate professionals are pretty high. Both work long hours, and the competition is immense. In such a scenario, the personal relationship between the couple is the first to get compromised.

However, like everything of value, relationships take time and effort. It is up to each couple as to how they'd like to prioritise their life and work."

Thus, conflict management is an important arena of control if the relationship is to go forward. kalyanisardesai@gmail.com July 1-15, 2017 / Corporate Citizen / 49

HelpAge Survey

Elder Abuse in India

Elders account for 8.6% of India’s population, yet they are the most mistreated members of society. Advancements in healthcare have led to the biggest rise in the population of senior citizens in Indian history, and how we treat them is extremely appalling. Leading NGO HelpAge India has conducted a national survey to try to understand the Indian youths views and feelings on elder abuse, to try to identify the root cause of the problem. Corporate Citizen brings you the findings Compiled by Neeraj Varty

50 / Corporate Citizen / July 1-15, 2017

When HelpAge India carried out the survey among the young adults in the urban areas of the country to ascertain their viewpoints towards Elder Abuse prevalent in society, their basic areas of enquiry were: Awareness: The young adults’ awareness of quality of life led by the elders, knowledge of causes that lead to their unhappiness, awareness of the prevalence of elder abuse in the country, identification of the possible abusers and the forms of abuse by the different types of abusers.

Perceptions: Perceived causes provoking elder abuseproperty, maintenance, demand on time, attitudinal and behavioural differentials among the two different generations, obduracy of the elder generations, relational strain between the elders and others in the family, mental and physical disability of the elders and perceptual factor ratings of different causes.

Experiences: Personal knowledge of incidents of elder abuse, brief profile/mapping of the abused, as well as type of and causes leading to abuse, based on their knowledge of incidents.

Intent: Ascertaining the willingness of youth to intervene in redressing instances of elder abuse.

Methodology Target group • 25 to 45 year old males and females with elderly parents in the same household • 50% of respondents to be working males (sons) • 25% of stay at home females (daughters/ daughter-in-laws) • 25% to be working women (daughters/ daughter-in-laws)

Coverage • 10 cities: Delhi, Kolkata, Mumbai, Bengaluru, Chennai, Hyderabad, Ahmedabad, Nagpur, Kanpur and Madurai • Sample size per city : 100 males, 100 females, total 200

Awareness Of Elder Abuse

Total 6.6

Kanpur 5.4

Madurai 5.8

Kolkata 5.9

Ahmedabad 5.9

Chennai 6.0

Delhi 6.4

Bengaluru 7.3

Nagpur 7.4

Hyderabad 7.6

Mumbai 8.2

Rating the quality of life of the elders

Interpreting the satisfaction score Score > 8= highly satisfied 7-8= satisfied 5-7= somewhat satisfied <5= dissatisfied July 1-15, 2017 / Corporate Citizen / 51

HelpAge Survey Average satisfaction score of the elders

Employed male: 6.5 Working women: 6.7 Unemployed women: 6.6 The results showed almost no variance.

Respondents were asked to give their perceptions about the quality of life being led by elders and were asked to rate the elders’ satisfaction levels. On a scale of 10, average satisfaction score given by the young generation to elders was 6.6. Clearly, the younger generation do not think that their elders are a satisfied lot. In Mumbai alone, the elders were rated highly satisfied; in Hyderabad, Nagpur and Bengaluru there were rated satisfied and rated much lower than that in the other cities. The scores were tabulated separately for employed males, working women and stay at home women, to check whether perceptions about elders vary.

Knowledge of the existence of elder abuse at home

%

22% It exists quite a lot

27.3% It exists very little

50.7% It exists to some extent

WITHIN ELDERS’ CONTROL

Not being included in making important family decisions

61.2

Not being given respect by people in the streets

59.1

Not being given respect by own children

49.7

Not being treated well by the family members

53.6

Being abused by the family members

37.2

• At the top of the hierarchy are those conditions of the elders that have come about by virtue of the fact that they have become older! The individual ramifications of this are that they are not able to spend as much money as before and that they do not have an active outdoor life. Over 70% of the respondents endorse this.

• The second set relates to relative position of the elder in the family no more the head of the household, not being able to take important family decisions, in fact not being included in the important family decision making process. About 60% of the respondents ascribe this cause as leading to unhappiness of the elders.

• The third set in the hierarchy of causes constitutes the loss of respect that elders face, mainly from family members which also gets translated into lack of respect received from outsiders • The last in hierarchy of causes identified is “being abused by family member”; 37% of respondents report the same.

52 / Corporate Citizen / July 1-15, 2017

Elder Abuse Exists

Hyderabad 66.5%

NOT IN ELDERS’ CONTROL

Kolkata 70.0%

Not being able to take important family decisions 60.6

Respondents were asked about the level of prevailing elder abuse by the family members in the society. They were asked if they thought elder abused existed a lot or somewhat or very little. Existence of elder abuse was accepted with conviction by only 22% of the people who agreed that “it exists quite a lot”. While another 50.7% also admitted that elder abuse existed but their admission may be interpreted as lacking conviction as they said the ‘it exists to some extent”. The remaining 27.3% may be considered in almost denial mode as they only agreed to that “elder abuse exists.

Chennai 72.5%

59.7

Kanpur 74.5%

Not being the head of the family

Ahmedabad 80.0%

69.0

Mumbai 82.0%

Not having an active outdoor life

Nagpur 83.0%

77.6

Delhi 84.5%

Not being able to spend money as before

Most admission of the existence of elder abuse was found in Delhi at 84.5%, followed by Nagpur (83%), Mumbai (82%) and Ahmedabad (80%). Overall, south Indian cities exhibited lower admission by the respondents, the least being from Bengaluru, at 56.5.

Total 72.7%

Reasons for unhappiness

Incidence of elder abuse

Bengaluru 56.5%

Whether a person is very satisfied or somewhat satisfied or not satisfied there are occasions and reasons that may cause the person unhappiness. The study attempted to assess the understanding of the younger generation with regard to causes that lead to unhappiness of the elders. The responses provided an interesting hierarchy of causes

Madurai 57.3%

Reasons for unhappiness and dis-satisfaction

Perceived elder abuser Identified Primary Abuser

Towns like Kanpur and Nagpur were more likely to admit that elder abuse exists more in India as compared to the rest of the world as compared to metros like Mumbai and Bengaluru.

Key Findings • 73% youth accept Elder Abuse exists.

• The youth experience of coming across ‘instances of Elder Abuse’ is as high as 32.5% among relatives, followed by 21% friends and 20% neighbors.

• 34.7% youth perceive the primary abuser to be the daughter-in-law and 23% perceive it to be the son.

• However, while talking of their real life experience, the daughter-in-law percentage rises to 50.2%, a significant jump, while the son retains his status closer to perception with 28%.

• The Youth Perception vs. Elder Reality – Only 24% of the Youth perceive the Son as an abuser, while 59% elders in the 2014 survey blamed the son.

• As per youth experience, the abuser is in the age bracket of 18 to 34 primarily in the middle-income households.

• 72.4% of the youth feel that the topmost form of abuse in their experience is ‘Using Abusive Language and talking rudely to an elder’ followed by 43.1%, who feel it is giving the elder ‘the silent treatment, isolation and emotional abuse.’

• A shocking find is that 29% youth feel that ‘Physical abuse and beating

1.0%

10.5%

0.9%

23.8%

7.7% 7.5% 34.7%

9.1%

Hyderabad 21.0%

26.5% Kolkata

32.5% Bengaluru

Chennai 46%

Ahmedabad 46.2%

Madurai 48.8%

25.0%

When the respondents were asked their opinion of the primary abusers in the household not surprisingly the largest proportion, 34.7%, said it would be the 'daughter in law' of the household. This was followed up with 'son'- 23.8%.

There were interesting variations on this across cities, though two most quoted primary abusers remained to be the daughterin- law and the son, but in some cities, they changed places.

Nagpur

Total 72.7%

Bengaluru 56.5%

Madurai 57.3%

Hyderabad 66.5%

Kolkata 70.0%

Chennai 72.5%

Kanpur 74.5%

Ahmedabad 80.0%

Mumbai 82.0%

Nagpur 83.0%

Delhi 84.5%

There is general agreement on existence of elder abuse, though some of them downplayed its level of existence. But, at the same time most of them have tried to rationalise this by saying that it also exists elsewhere. When asked if elder abuse is a phenomenon mainly in India or in all the developing countries including India or that it is the same everywhere, 42% said that elder abuse existed in all developing countries and 29.6% said that the level of incidence of elder abuse is same all over the world. Only 28.2% admitted that it was more in India than elsewhere. A slightly larger proportion of females, 29.4%, felt that elder abuse 'exists more in India' as compared to 27.1% of the males who felt that way.

Kanpur 44%

42.2% Exists in all developing societies

Son Daughter Son-in-law Daughter-in-law Grand Children Other Close Relatives Neighbours Care Givers/ Domestic Help Strangers

Delhi 64.1%

28.2% More in India

29.6%

4.7%

Mumbai 45.5%

Perceived Existence of elder abuse - India and the world

up’ is a common type of abuse and 30% feel it is ‘being denied the basics, medicines and material abuse.’

• ‘Property and inheritance disputes’ emerges as the main reason for abuse at 53.2%. But what is interesting to note, is that 35.7% feel that ‘Attitudinal and relationship issues’ is also an important reason.

• However, Youth stress only on behavioural solutions for families to prevent abuse such as ‘Family spending adequate time with the elders (32%)’ followed by ‘Elders opinions given due importance (29%)’.

• 67.5% of the respondents at an all-city level said that ‘elders should stay social and active’ and 31.5% said that they should ‘keep their finances organised’ as measures to prevent abuse.

• Interestingly, 86.9% youth advocate ‘living in large joint families’ as a measure to prevent Elder Abuse, even in today’s social scenario of a rising graph of nuclear families.

• Most of the abusers were rated by respondents as of ‘sound mind as well as sound health’, so clearly Elder Abuse was intentional and voluntary.

• Nationally, nearly 60% youth are willing to take direct action if they came across a case of abuse by talking to the abuser asking them to change their behavioural pattern and talking to the abused, asking them to fight back.

• Yet there are cities such as Delhi where 92% are not willing to intervene, followed by Chennai with 64% and Hyderabad with 45%.

July 1-15, 2017 / Corporate Citizen / 53

Health

Feel

great inside out

Being a mother of two kids, wife of a politician, and an emerging entrepreneur, Charu Singh, Creative Head and Founder, Zooki, confidently say’s that there are tons of things that she needs to cater to. Having said that, she does manage to spare some time out for exercising- something that she feels is a part of her “Me-time”

By Sharmila Chand

C

haru Singh began her entrepreneurial ventures in jewellery and fashion in 2008. She acquired expertise in this field by studying jewellery design at the Gemological Institute of America (GIA) in London.

Charu has a degree in B Com (Honors) from Sri Venkateshwara College in Delhi University, and a postgraduate diploma from Shri Ram College of Commerce (SRCC).

These days her focus is on her latest venture, ‘Zooki’ – a platform for carefully curated ecelectic designs displaying varying techniques and materials for those who appreciate uniqueness, fine craftsmanship and creativity in women’s clothing, jewellery and accessories.

Philosophy on fitness

I strongly believe that fitness shouldn’t be restricted to just one aspect—it needs to be addressed as an umbrella term with respect to food, exercise, rest, as well as recreation. Apart from hard work and killer workouts, there must also be a balance in one’s lifestyle, which also includes plenty of cheat days!

54 / Corporate Citizen / July 1-15, 2017

Mantra about keeping fit

Exercise isn’t the only thing that’s to be done. You have to make healthy eating a part of your lifestyle. It might be intimidating at first, but you’ll definitely manage to accustom yourself to it.

You also need to look at the mental aspect of being fit by having a positive outlook towards things in life.

Exercise isn’t the only thing that’s to be done.

You have to make healthy eating a part of your lifestyle. It might be intimidating at first, but you’ll definitely manage to accustom yourself to it”

What keeps you fit and healthy?

My strict workout regime and diet is one of the biggest factors that keeps me on the go. I also keep a balance by having rest days, as well as getting a sufficient amount of sleep through the night. Apart from my exercise routines, I drink plenty of water, and also practice yoga and meditation.

Your stress busters?

I love spending time with my family and friends—definitely one of the best stress busters!

As a family, eating out is something we do quite often. My girls too, are developing their own tastes and preferences now. Although, that causes a bit of a tussle when deciding upon where to go, it definitely adds to the joy of exploring and trying out new places and cuisines.

Your food philosophy?

Just because I keep myself fit doesn’t mean that I deprive myself of new dishes and cuisines. I do enjoy good and food and look forward to trying out new restaurants and delectable dishes. However, I don’t go on a food spree—whatever I eat, I eat in moderation.

Your exercise fundamentals?

Earlier, I used to practice yoga.

However, since the last few years I’ve been going to the gym, following what has been prescribed to me by my trainer, and try visiting the gym at least two to three times a week. Also, having grown up in a small town, I still have the habit of taking long walks post dinner.

Your diet fads?

I’m not too much into following any diet fads or plans in particular. When it comes to my food habits, I follow the basic rules- minimal carbohydrates at dinner,

avoiding foods that are too sugary or savory.

Also, I keep away from consuming tinned and packaged items.

Your yoga (or anything else) regime?

I don’t believe in hardcore training and routines to maintain myself.

Workouts, I feel, should be such that they are effective. My workout routine mainly comprises of a mix of cardio and strength training.

Your healthy dose as parting shots?

The key to a healthy lifestyle is to ‘balance it out’to have a balanced diet, along with proper exercise, peace of mind, and calmness, are the main ingredients that would not just help you to look good, but also make you feel great, inside out. chand.sharmila@gmail.com

CC

tadka Highest number of goals!

The highest scoring game was clocked 1490. Stade Olympique de L’emyrne, a team from Madagascar scored their own goals.

They did it as a form of protest for the unfair decision by referee in the previous game.

July 1-15, 2017 / Corporate Citizen / 55

Pearls of Wisdom

By Osho

We live in deep illusion of tomorrow You go on moving ahead of you: this is what dreaming means. You are not one with the real, that which is nearby, that which is here and now, you are somewhere elseâ&#x20AC;&#x201C; moving ahead, jumping ahead

W

We live in a deep illusion-the illusion of hope, of future, of tomorrow. As man is, man cannot exist without self-deceptions. Nietzsche says somewhere that man cannot live with the truth: he needs dreams, he needs illusions, and he needs lies to exist. And Nietzsche is true. As man is, he cannot exist with the truth. This has to be understood very deeply because without understanding it, there can be no entry into the inquiry which is called yoga.

The mind has to be understood deeply-the mind which needs lies, the mind which needs illusions, the mind which cannot exist with the real, the mind which needs dreams. You are not dreaming only in the night. Even while awake, you are dreaming continuously. You may be looking at me, you may be listening to me, but a dream current goes on within you.

Continuously, the mind is creating dreams, images, fantasies. Now scientists say that a man can live without sleep, but he cannot live without dreams. In old days it was understood that sleep is a necessity, but now modern research says sleep is not really a necessity. Sleep is needed only so that you can dream. Dream is the necessity. If you are not allowed to dream and allowed to sleep, you will not feel in the morning fresh, alive. You will 56 / Corporate Citizen / July 1-15, 2017

feel tired, as if you have not been able to sleep at all.

In the night, there are periods-periods for deep sleep and periods for dreaming. There is a rhythm-just like day and night, there is a rhythm.

In the beginning, you fall into deep sleep for near about forty, forty-five minutes. Then the dream phase comes in and then you dream. Then again dreamless sleep, then again dreaming. The whole night this goes on. If your sleep is disturbed while you are deeply asleep without dreaming, in the morning you will not feel that you have missed anything. But while you are dreaming, if your dream is disturbed then in the morning you will feel completely tired and exhausted. Now this can be known from the outside. If someone is sleeping, you can judge whether he is dreaming or asleep. If he is dreaming, his eyes will be moving continuously-as if he is seeing something with closed eyes. When he is fast asleep, eyes will not move; they will remain steady. So while your eyes are moving, if your sleep is disturbed in the morning you will feel tired. While your eyes are not moving, sleep can be disturbed, in the morning you will not feel anything missing.

Many researchers have proved that human mind feeds on dreams, dream

The future is nothing but past projected again–more colourful, more beautiful, more pleasant, but it is past refined.

You cannot think anything else than the past. Future is nothing but past projected again, and both are not is a necessity, and dream is total auto deception. And this is not only so in the night: while awake also the same pattern follows; even in the day you can notice. Sometimes there will be dream floating in the mind, sometimes there will be no dreams. When there are dreams you will be doing something, but you will be absent. Inside you are occupied. For example, you are here. If your mind is passing through a dream state, you will listen to me without listening at all, because your mind will be occupied within. If you are not in a dreaming state, only then you can listen to me.

Day and night, mind goes on moving from no-dream to dream, then from dream to no-dream again. This is an inner rhythm. Not only that we continuously dream, in life also we project hopes into the future. The present is almost always a hell. You can prolong it only because of the hope that you have projected into the future. You can live today because of the tomorrow.

You are hoping something is going to happen tomorrow–some doors of paradise will open tomorrow. They never open today, and when tomorrow will come it will not come as a tomorrow, it will come as today, but by the time your mind has moved again.

You go on moving ahead of you: this is what dreaming means. You are not one with the real, that which is nearby, that which is here and now, you are somewhere else-moving ahead, jumping ahead. And that tomorrow, that future, you have named it in so many ways. People call it heaven, some people call it moksha, but it is always in the future… The future is nothing but past projected again–more colourful, more beautiful, more pleasant, but it is past refined. You cannot think anything else than the past. Future is nothing but past projected again, and both are not.

The present is, but you are never in the present. This is what dreaming means. And Nietzsche is right when he says that man cannot live with the truth. He needs lies he lives through lies. Nietzsche says that we go on saying that we want the truth, but no one wants it. Our so-called truths are nothing but lies, beautiful lies. No one is ready to see the naked reality. This mind cannot enter on the path of yoga because yoga means a methodology to reveal the truth. (to be continued in the next issue) (Excerpted from Osho’s book The Alpha and the Omega, Vol 1, Chapter I Introductions to the path of Yoga) July 1-15, 2017 / Corporate Citizen / 57

Bollywood biz

Aamir Khan captures Chinaâ&#x20AC;&#x2122;s box office Despite being the No. two market for movies around the world after the US, China was not given much importance when it came to releasing Bollywood movies overseas. All that has changed drastically, after Dangal has grossed over 1,100 crores in China, making it the most important market for Bollywood movies overseas. This edition, we look at the top grossing Bollywood movies in China, and analyse the reason behind this sudden popularity

By Neeraj Varty

Dangal

China Box office collection: `1,200 Cr China loves Aamir Khan. Even six months after itâ&#x20AC;&#x2122;s release, his last movie Dangal is till breaking records.

After becoming the highest grossing Bollywood film of all time with a gross of `384 cr (in January 2017), Dangal released in China a couple of months back, and set the Chinese box office on fire. It has grossed over 1,200 crores (and counting in China) and is inching towards a `2,000 worldwide collection, 58 / Corporate Citizen / July 1-15, 2017

which is simply unheard of for a Bollywood film. Thanks to the Chinese box office, it has grossed $300 million dollars, making it only the fifth nonEnglish film to reach that staggering total. The subject of the film, with its filial themes and overcoming bureaucratic corruption, resonated in China where a similar system of patriarchy prevails. In a recent meeting of Chinese President Xi Jinping with Indian PM Narendra Modi, he told PM Modi that he loved Dangal, and would like more such movies to be released in China.

Dhoom 3

PK

China Box office collection: `123 cr Before Dangal shattered box office collections in China, it was another Aamir Khan starrer PK, which set a record at the Chinese box office. The film, directed

by Rajkumar Hirani, had become the first movie to cross the ` 100-crore mark at the Chinese box office, collecting `123 crore ($16.68 million) since its release. This is also the first time a Bollywood film has achieved such a feat in an overseas territory. The reason PK was a hit in China was due to the films’ central theme of questioning organised religion, which struck a chord in China’s predominantly atheist society.

China Box office collection: `25 cr Dhoom 3 was anticipated in China because it was only recently that Chinese audiences had watched 3 idiots and loved it. It received the widest ever release for its time in China, and went on to gross 25 crores.

In retrospect, it is speculated that the movie would have grossed a lot more had it been marketed better.

Also, Dhoom is an action thriller, and China has had enough of those from Hollywood. Chinese audiences crave variety, and Dhoom 3 was a bit more of the same old wine. Despite that, it is the 3rd highest grossing Bollywood movie in China, and the credit to that goes to the last movie on our list.

3 idiots

China Box office collection: `17 Cr The success of all Bollywood movies in China can be traced down to this single movie. It is based on Chetan Bhagat’s book ‘Five Point Someone’, released in China when there was barely a market for Indian movies there. It ended its theatrical run with only ` 17 cr.

Since then however, the movie has gone on to be a cult classic in China, achieving near iconic status. China’s educational system mirrors India’s, and the lofty ideas advocated by the movie resonated unanimously in China. So much so, that it is shown in several universities in China as a learning lesson.

The movie also kick started the Aamir Khan fan club in china, which is very active, and today Aamir is the most followed Indian celebrity in China on weibo, the county’s twitter. The moive also made Chinese audiences look at Indian movies with respect, and the overwhelming success of Dangal is a direct result of that. neeraj.varty07@gmail.com July 1-15, 2017 / Corporate Citizen / 59

Mobile apps

OnePlus 5

OnePlus has long been proving that a top of the line flagship phone needn’t be expensive. Now, with the OnePlus 5, the company continues its philosophy by delivering the best android smartphone on the market. The phone has a 5.5” full HD display and is powered by the Snapdragon 835, the most powerful mobile chipset available today. It has a whopping 8GB RAM and 128 GB internal memory. The main USP of the phone, however, is the 16 + 20 MP dual camera on its back, capable of taking DSLR quality photos. All this, for a price of ` 32999, makes the OnePlus 5 an irresistible option.

Samsung Tab S3

When it comes to competing with Apple, no one does it better than Samsung. Samsung’s answer to the iPad pro is the Tab S3, is equipped with a 9.7” AMOLED display and is powered by the Snapdragon 820 chipset, which is not the latest, but is certainly very capable. The tab has a 13 MP camera with LED flash, which is great for clicking pictures. The Tab S3 also comes with an S pen, which lets you make notes and draw on the tablet. In fact, the Tab S3 has an advantage over the iPad pro, as it offers expendable storage up to 256 GB.

The latest tech products you must be aware of

As we enter the second half of 2017, it’s the best time to reflect on the most acclaimed technology products launched in the first half of the year. These products have received overwhelming critical acclaim and commercial success, making them irresistible to buyers. This edition, we look at the latest tech products that caused ripples in the tech world

By Neeraj Varty

60 / Corporate Citizen / July 1-15, 2017

iPad Pro 10.5”

Tablets have been around for almost a decade, but they haven’t ever dethroned computers as the de facto workstation. With the new iPad Pro, Apple is looking to change that. The new iPad Pro has a 10.5 inch display fitted onto a slim body with very thin bezels, making it the slimmest iPad around. It is powered by the very powerful six corel A10X Fusion processor and 4GB of RAM, making it equally powerful as the iMac computer. The iPad promises 10 hours of battery life, and can easily last over a day on medium use. Apple has also produced a brand new Smart Keyboard for the iPad Pro. The Smart Keyboard benefits from larger, more tactile keys than before. It has the same 12 MP camera as on the iPhone 7.

Microsoft Surface Laptop

The Microsoft Surface Laptop is the slimmest and best looking laptop that Microsoft has ever produced and the first which can make even the Macbook Air feel envious.

The Surface Laptop uses the latest, seventh-generation Intel Core i5 and i7 processors, which have the Intel HD 620 and Intel Iris Plus 640 integrated graphics processors respectively, with 8GB of RAM, which makes it more than capable of running graphic intensive tasks. It has a great battery life, which will easily last the day on heavy use, and has all the bells and whistles one can expect from a Windows 10 laptop. Prices start from ` 60,000. neeraj.varty07@gmail.com

Claps & Slaps Corporate Citizen Claps For Shri Sant Nilobarai Vidyalaya at Ralegansiddhi in Ahmednagar district of Maharashtra, also called ‘The School for Failed Students’, for securing 100 per cent result in SSC and HSC examinations

Corporate Citizen Slaps the worrying issue in India wherein a large number of employees are still willing to work for organisations with bad ethics record

As many as 10 students of the school, have scored more than 90 per cent marks. The school, which is primarily meant for students notso-good in academics, was originally envisaged by social worker Anna Hazare. Founded in 1989, it gives top priority to students who have failed or those who are considered too ‘naughty’ to study in normal schools while giving admissions.

The school gives admissions for students in classes from 5th to 12th standard. Presently it has 1,000 students, of which 100 come from various parts of Maharashtra and live in the school hostel.

Principal Somnath Wakchaure said, “The school provides special coaching to the students who are not-so-good in academics through various activities throughout the year. All classrooms in the school have been digitised through peoples’ contributions and modern facilities like CCTV, e-learning and biometric attendance are being used.”

As many as 144 students of the school appeared for the SSC examinations, of which 51 have passed with distinction and 63 with first class. As many as 30 students got benefit of extra marks for excellent performance in drawing.

Manali Gund stood first scoring 96.20% marks in SSC examination while Pranit Gaikwad has stood second with 95.80% and Bhargavi Bhosale has stood third with 93.60%. Some other meritorious students include Smruti Narsale (93.20%), Pratik Pathare (92.20%), Akhil Dhavale (91%), Vaishnavi Raskar (91.40%), Vaibhav Kunjir (91.20%), Pratik Mapari (90.80%) and Pooja Tarate (90.40%).

Result of the school’s non-aided Science stream class of HSC too was 100 per cent. Ashivini Bhosale stood first in the school in the science stream class of the school scoring 77.69%, Suresh Ghule stood second with 74% and Priyanka Bhosale stood third with 72.60%.

The result of HSC Arts stream students of the school was 98 per cent. All three Arts stream toppers are girls. Priyanka Dambale stood first in the Arts stream class of the school scoring 77.83% marks, Kajal Fulpagar stood second with 77.68% marks and Mayuri Dhormale stood third with 76%.

According to a recent survey report of EY Consultancy, “ethical leadership is a worrying issue in India.” According to EY’s “Asia-Pacific (APAC) Fraud Survey, Economic Uncertainty or Unethical Conduct: How should over-burdened compliance functions respond?” survey - ethical leadership was worrisome in India whereby 57% respondents said senior management “tends to overlook dubious actions of employees to attain corporate targets.” But as many as 58% of Indian respondents, are still willing to work for organisations involved in major bribery or fraud case. This number is still lower than in China (at 66%) but higher than the average of other Asia-Pacific nations (at 49%). EY’s survey also highlights a perceived lack of leadership in the APAC region. Of the 100 respondents in India, 78% said bribery and corrupt practices occur widely in the country, wherein 31% said they would offer cash payments to win or retain business, and 37% noted that management “would bring forward sales and revenues before time to meet revenue targets.” In the top down culture, 57% employees responded that senior managers would overlook questionable activity in favour of corporate targets and growth, and one in four said managers would ignore compliance controls. Nearly half of employees said they felt under pressure to withhold information about misconduct. About 1 in 5 respondents said breaches related to ethical standards and regulations are not investigated by organisations, while 15% noted that organisations have not taken action against employees for breaching ethical standards or regulations. As many as 71% of Indian respondents said they would be unwilling to use whistle-blowing hotlines, for reasons such as insufficient protection for whistle-blowers, fear of negative impact on their career, and that the confidentiality of the report would not be maintained. “Businesses in emerging economies such as India will need to rethink their approach toward corporate governance, take action against individual misconduct and reinforce commitment to make compliance programmes more visible, resilient and technologically-led,” said Arpinder Singh, Partner and National Leader, Fraud Investigation & Dispute Services at EY India. If this be the case, then how does a company work on its compliance policy or is it blurred writing, only on paper?

(Compiled by Sangeeta Ghosh Dastidar) July 1-15, 2017 / Corporate Citizen / 61

Dr (Col) A Balasubramanian

From The Mobile

Never ending expectations Superb story written by Chetan Bhagat on Facebook

One night, just before the shopkeeper was about to close the shop, a dog came into the shop. There was a bag in its mouth. The bag had a list of items to be bought and money. The shopkeeper took the money and kept the items in the bag. Immediately, the dog picked up the bag of items and left. The shopkeeper was surprised and went behind the dog to see who the owner was. The dog waited at the bus stop. After sometime, a bus came and the dog got into the bus.

As soon as the conductor came, it moved forward to show his neck belt, which had money and the address as well. The conductor took the money and put the ticket in his neck belt. When the bus reached the destination, the dog went to the front and wagged his tail indicating that he wanted to get down. The moment the bus stopped, it got down. The shopkeeper was still following it.

The dog knocked on the door of a house with its legs. Its owner came from inside and beat it with a stick.

The shocked shopkeeper asked him, â&#x20AC;&#x153;Why are you beating the dog?â&#x20AC;? to which the owner replied, â&#x20AC;&#x153;He disturbed my sleep. He could have taken the keys with it."

This is the truth of life. There is no end to the expectations people have from you. The moment you go wrong, they start pointing at our mistakes. All the good done in the past is forgotten. Any small mistake committed then is magnified. This is the nature of this material world.

62 / Corporate Citizen / July 1-15, 2017

Attention Parents!

This is a sincere request to all the parents, please read...

During holidays, instead of taking kids to movies, shopping, etc...

Please try to do the following activities: 1. Go to the nearest bank and show them the functioning of the banks, how an ATM works and what is the benefit of ATM. 2. Visit an old age home and explain to them about these places.

3. Give them saplings and ask them to plant them and water them.

Encourage them by saying that they will be presented with gifts for their good deeds.

4. Donate blood and explain the process and as well as the need for it.

Be a hero (role model) for them.

5. Take them to government hospitals and show them the difficulties the patients are going through. Tell them how difficult it is to go through this.

6. Take them to your hometown and let them spend time with their

grandparents, uncles, aunts and cousins. Let them experience the affection and good times of being with the family.

7. Show them what agriculture is and the difficulties a farmer goes through in providing the food that we are eating and that we should not waste food.

8. Take them to the nearby police station, court or jail. Explain them the punishments rendered to the inmates because of their wrong doings. This will make them aware of the bad things and they will avoid them.

9. Make them sit by you, ask them what their needs are, satisfy some of them, and explain them which needs are essential and which are not. Tell them that you are there for them.

10. Take them to all the places of worship without restricting to any single place, like temples, mosques, gurudwara, church etc. and explain them the importance of those places.

Finally, they should understand...

"Being happy is more important than being successful..."

Superb Definitions CIGARETTE

A pinch of tobacco rolled in paper with fire at one end and a fool at the other

MARRIAGE

It's an agreement wherein a man loses his bachelor degree and a woman gains her master

LECTURE

An art of transmitting information from the notes of the lecturer to the notes of students without passing through the minds of either

CONFERENCE

The confusion of one man multiplied by the number of people present

COMPROMISE

Art of dividing a cake in such a way that everybody believes he got the biggest piece

TEARS

Force by which masculine willpower is defeated by feminine water-power

DICTIONARY

ETC

A sign to make others believe that you know more than you actually do

COMMITTEE

Individuals who can do nothing individually and sit to decide that nothing can be done together

EXPERIENCE

The name men give to their mistakes

ATOM BOMB

An invention to bring an end to all inventions

DIPLOMAT

A person who tells you to go to hell in such a way that you actually look forward to the trip

OPPORTUNIST

A person who starts taking bath if he accidentally falls into a river

MISER

A person who lives poor so that he can die RICH

FATHER

A place where divorce comes before marriage

A banker provided by nature

CONFERENCE ROOM

A guy no different from the other, unless he gets caught

A place where everybody talks, nobody listens and everybody disagrees later on

CLASSIC

A book which people praise, but never read

SMILE

A curve that can set a lot of things straight!

OFFICE

A place where you can relax after your strenuous home life

CRIMINAL

BOSS

Someone who is early when you are late and late when you are early

POLITICIAN

One who shakes your hand before elections and your confidence, later

DOCTOR

A person who kills your ills by pills, and kills you by his bills

Old Man and His Son An old man lived alone. He wanted to spade his potato garden, but it was very hard work. His only son, who would have helped him, was in prison. The old man wrote a letter to his son and explained his situation: Dear son, I am feeling bad because it looks like I won’t be able to spade potatoes this year. I hate to miss doing the garden because your mother always loved planting. I’m getting too old to be digging up a garden. If you were here, all my troubles would be over. I know you would dig the garden for me, if you weren’t in prison.

Love, Dad Shortly, the old man received this telegram: ‘For heaven’s sake, dad, don’t dig up the garden! That’s where I buried the guns!’

The next morning at 4 a.m., a dozen CBI agents and local police officers showed up and dug up the entire garden without finding any guns.

Confused, the old man wrote another note to his son telling him what had happened, and asked him what to do next. His son’s reply was: ‘Go ahead and plant your potatoes, dad. That's the best I could do for you, from here.’

Moral: No matter where you are in the world, if you have decided to do something deep from your heart, you can do it. It is the thought that matters, not where you are or where the person is.

July 1-15, 2017 / Corporate Citizen / 63

astroturf Profession days: 4 Health and energy see an upward trend and remain good. Your health planet moves into your 7th house on 5th. If you do feel under weather, rest, proper diet and relaxation will uplift you.

Aries

Mar 21 April 20

Greatest days: 5, 6,15 Hectic days: 1, 8, 9 Honey days: 1,10 Money days: 1,10,11 Profession days: 5, 6, 8, 9, 15 The planetary power is farthest away from career and outer activities, hence, the focus is on family and your inner self. Career planet is retrograde, it implies that you focus your energies on making yourself strong. other.

TAURUS April 21 May 20

Greatest days: 8, 9 Hectic days: 3, 4, 10, 11 Honey days: 3, 4, 8, 9,10 Money days: 1, 4, 10, 11 Profession days: 6, 10, 11 Your financial planet, which was out of bounds since June 18th, moves back in on the July 1st. The month ahead is prosperous. Personal appearance seems important in earnings. On the 6th, Mercury moves into your 4th house indicating the importance of family connections.

GEMINI May 21 June 21

Greatest days: 1, 10, 11 Hectic days: 5, 6,13, 14 Honey days: 1, 5, 6, 10, 11 Money days: 1, 3, 4, 10, 11, 13, 14 Profession days: 3, 4, 13,14 You can expect another month of happiness and prosperity, as Mercury, the ruler of your horoscope, moves fast this month; indicates confidence, ability to cover a lot of territory and quick progress.

Health and energy remains good.

CANCER June 22 July 23

Greatest days: 3, 4, 13, 14 Hectic days: 1, 8, 9, 15 Honey days: 5, 6, 8, 9, 10, 15 Money days: 1, 3, 4, 10, 11, 13, 14 Profession days: 3, 4, 13, 15

(www.dollymanghat.com)

Fortune favours the bold and the lucky

Your attitude is your altitude, says Dolly Manghat, our renowned Astrological expert and believes she helps people create their own prophecies rather than live predictions You have entered a cycle of prosperity last month on the 21st and it continues till the month ahead.

The Sun, your financial planet remains in your 1st house until the 22nd, bringing financial windfalls and opportunities.

LEO

July 24 Aug 23 Â

Greatest days: 5, 6, 15 Hectic days: 3, 4, 10, 11 Honey days: 6, 10, 11 Money days: 1, 4, 10, 11 Profession days: 10 The month ahead is as happy as it can be, in fact, it is the best period of the year for you. You would receive good news from every corner, in fact, what you wish for will eventually manifest. You are in a period of maximum independence and personal power.

VIRGO

Aug 24 Sept 23

Greatest days: 8, 9 Hectic days: 5, 6, 13, 14 Honey days: 3, 4, 10, 13, 14 Money days: 1, 10, 11 Profession days: 4 Your health and energy show improvement. Though you still have two long-term planets in stressful alignment with you, however almost all of the short-term planets are either in harmonious aspect or are leaving you alone.

64 / Corporate Citizen / July 1-15, 2017

LIBRA

Sept 24 Oct 22

Greatest days: 1, 10, 11 Hectic days: 8, 9, 15 Honey days: 3, 4, 10, 13, 14, 15 Money days: 1, 3, 4, 8, 9, 10, 11 Profession days: 3, 4, 13, 14 Your career energy will be strongest from1st to 9th and from 23rd onwards, as the Moon your career planet waxes. You will be attracted to people of power and prestige. You like egalitarian type of relationship.

SCORPIO Oct 23 Nov 22

Greatest days: 3, 4, 13, 14 Hectic days: 10, 11 Honey days: 10 Money days: 1, 5, 6, 10, 11 Profession days: 3, 4, 13, 14 If you feel under the weather, heat based therapies will work. Pay more attention to your nervous system and heart. These health problems are not long-lived but pay attention. Career remains the main focus.

SAGITTARIUS Nov 23 Dec 22

Greatest days: 5, 6,15 Hectic days: 13, 14 Honey days: 4,10 Money days: 1, 5, 6, 8, 9, 10,11,15

CAPRICORN Dec 23 Jan 20

Greatest days: 8, 9 Hectic days: 1, 15 Honey days: 3, 4, 10, 13, 14 Money days: 1, 6, 10, 11 Profession days: 1, 10 Your career planet Venus will spend almost the entire month from 5th onwards in your 6th house of health and work. Your work ethics are good, hence rewards are abundant as progress in career is seen.

AQUARIUS Jan 21 Feb19

Greatest days: 1, 10, 11 Hectic days: 3, 4 Honey days: 3, 4, 10, 13, 14 Money days: 1, 3, 4, 10, 11, 13, 14 Profession days: 3, 4, 8, 9 You need to make changes in your love and needs of life. Emotional intimacy is important, you want someone to feel safe with, to express your feelings.

PISCES

Feb 20 Mar 20

Greatest days: 3, 4, 13, 14 Hectic days: 5 ,6 Honey days: 4, 10 Money days: 1, 3, 4, 10, 11, 13, 14, 15 Profession days: 1, 5, 6, 10, 11 The love planet Mercury moves very quickly this month through three signs and houses of your chart, this increases fickleness in love. Take care of your health.

Address: 143, St Patrickâ&#x20AC;&#x2122;s Town, Gate# 3, Hadapsar IE, Pune-411 013.

Tel.: 020-26872677 / 020-32905748 Email: connect@dollymanghat.com/ info.dollymanghat@gmail.com

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CRADLE OF LEADERSHIP

PROF. SUDHIR K SOPORY, VICE CHANCELLOR, JAWAHARLAL NEHRU UNIVERSITY (JNU) Volume 1, Issue No. 21 / Pages 68 / www.corporatecitizen.in

January 1-15, 2016 / `50

CORPORATE CULTURE

Chanda Kochhar, MD & CEO, ICICI Bank on women in leadership and gender diversity

INTERVIEW

An in-depth interview with Vishal Parekh, Marketing Director India with Kingston Technology and Rajeev Bhadauria, Director, Group HR, at Jindal Steel & Power

Dynamic Duo 21 MEERA SHANKAR AND AJAY SHANKAR

UNFLINCHING SUPPORT

July 1-15, 2017 / Corporate Citizen / 65

the last word

Ganesh Natarajan

Celebrating collaboration–the American way!

Spectacular celebration at the world’s premier technology bourse the NASDAQ, had the topicality of digital theme and the mood of optimism, exciting the imagination of all

I

t’s always exciting to chair a big industry event and the opportunity to be the Program Chair for NASSCOM’s first ever event outside India, “Collaborating for a Digital Tomorrow”, in New York City was obviously too good to be missed.

But what was to prove the icing on the cake was the spectacular celebration at the world’s premier technology bourse the NASDAQ. A select group of NASSCOM leadership and CXO delegates for our Summit from key US firms were given the unique opportunity to ring the closing bell at the Exchange. After a few speeches were made and multiple photographs taken, we marched out of the NASDAQ building onto Broadway and the ever-bustling Times Square and saw our own images, larger than life projected on the immense NASDAQ pillar in the square–quite an exhilarating event and an amazing end to a landmark industry event.

The two-day collaboration summit itself was unique for three reasons. NASSCOM Leadership Forums in India are always sell-out events but the concern has been that either because of travel distance or interest, the participation of global customers has at best been sparse and the audience consists mainly of Indian industry leaders, analysts and think tanks understanding the new perspectives of service providers. In New York,

at the intersection of new technologies and processes should have been reassuring.

The jobs theme itself has been a recurring concern in India with every separation in the IT sector in the last few weeks attributed to the deadly triple specters of industry slowdown, visa issues and automation. In an industry that today employs nearly forty lakh people and has built a reputation of professionalism and global standards, it is hardly surprising if one to two per cent are asked to look elsewhere in the performance appraisal season but the ever paranoid press has been indulging in negative hype to the extent that the Government in the form of the IT Minister and IT

over eighty per cent of the hundred and fifty plus participants were from large American organisations and with the quality of speakers lined up–from Mckinsey, IDC, NASA and a host of large corporation CIOs, the content was rich and excited the imagination of all.

This content proved to be the second unique aspect of the event.

The topicality of the digital theme and the mood of optimism that the word “collaboration” always creates was the third differentiator of this The millennial generation event. From outlining has the attitude and willthe impact of digital ingness to be self-managed on individuals, corand have neither the time porations and society to articulating the nor inclination for excessive importance of a truly mentoring or supervision transformational approach to ensure the success of digSecretary have rushed to announce italisation programmes, there was that no job losses were anticipated a consensus that the work environand indeed, twenty lakh or more ment and stakeholder satisfaction new jobs would be created. would keep increasing in future.

What is important for young And for the many naysayers in folks reading this column as well the country and abroad who have as their families and well-wishers feared that the advent of artificial is that it’s time to revisit the fundaintelligence and automation could mentals of skilling for livelihoods. soon result in substantial job losses, In India, many of us who succeeded the discussions on new jobs created in building good careers thanks to

66 / Corporate Citizen / July 1-15, 2017

our engineering or management degrees in a variety of professions from manufacturing to retail to banking to insurance and of course IT managed to fund opportunities and carve a niche by sheer hard work and some flashes of inspiration. In the next generation of jobs, there will be little or no role for generalists or managers. The millennial generation has the attitude and willingness to be self-managed and have neither the time nor inclination for excessive mentoring or supervision. Traditional supervisory jobs will go away and it will be people with hard skills who will be most in demand in the future.

With the scythe of machine learning, artificial intelligence and automation taking traditional repetitive manufacturing and services jobs away at a rapid clip and robotics extending even into operating theatres and hotel front desks. The future jobs will be in truly cognitive areas, which necessitate thinking and non-repetitive actions guided by predictive and prescriptive data analytics. This will need constant learning about what is actually out there in the world of Big Data and automation so that the workplace of the future can be designed for co-working of men and machines.

If this sound scary or something out of a sci-fi movie, just visit any high-tech factory in Shenzhen China where the early vision of rows and rows of women hard at work on assembly lines has been replaced by one or two persons supported by multiple low-cost automation devices and sometimes three or four robots supporting the movement of materials and leaving only the intelligent portion of the assembly process to the human being.

Hence, one can only predict that while “collaborating for a digital tomorrow” was the theme of 2017 NASSCOM session, the 2022 edition may feature androids and robotic speakers instead of just humans inviting the human audience to collaborate with them to build the future world. Scary or exciting?

Dr. Ganesh Natarajan is Chairman of 5F World, Pune City Connect & Social Venture Partners, Pune.

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