Twenty Years, Twenty Insights by KapoorChetan

TWENTY YEARS, TWENTY INSIGHTS A four-part series on a development practitioner’s journey of two decades

Compilation of articles published on LinkedIn between April and September 2021

Chetan Kapoor

Copyright 2021, Chetan Kapoor The content including the images used in this publication can be shared or reproduced with the permission of the author. Please write to kapoor.chetan@outlook.com for the same. Cover page pic: Clicked at the Jatan Sansthan in Rajsamand, Rajasthan, India on 7 Feb 2013 Pic on next page: Clicked at the Rairakhol Railway Station in Odisha, India on 30 March 2011

20 Years, 20 Insights Dedicated to all those who made me who I am

Part One Published on 4 April 2021

he month of March 2021 marked an important milestone for me in my journey in the social sector. This month, I officially completed twenty years here, and to say that this has been a fascinating journey would be stating the obvious. The journey had serendipitous beginnings, and several moments that are redolent of the famous quote from Coelho’s The Alchemist: “And, when you want something, all the universe conspires in helping you to achieve it.” I revisited this book recently - I had first read it well before I started on my journey - and was mesmerized more than once by the allegorical references I could find in various episodes in my life. Over the years, flowing with the tide and sometimes against it, I have picked up certain insights that form the framework of my understanding of the social development sector. Some of these insights have come as epiphanies, some after months of observation and deep cognition. These are also rather personal, and hence open to being contested, something that I would love the readers to do. By putting these insights in this set of articles, I hope that those who are about to start their journeys, or have recently commenced the trek, would find some value and meaning. Before I get to the insights, here’s a brief chronicle of my journey. 1995: Completed by MBA from Indian Institute of Foreign Trade, New Delhi

1995 - 97: Worked with a large Indian corporate. I quit as some existential questions confronted me - compelling me to rethink about how I would like to spend my life. The idea of doing something purposeful began to take shape in my head. 1997 - 2001: I was adrift, exploring avenues. I worked in my father’s business, taught at some coaching institutes, and worked in a dotcom start-up which was an edu-tech company ahead of its times. None of these got me what I was looking for. March 2001: An altruistic, affluent couple in Mumbai offered me an opportunity to set up an NGO for children with developmental disabilities from the scratch. My first step was to find out what an NGO is. I spent the next few months setting up this organization, and then a year in establishing the processes for it to run smoothly. The NGO has been successfully running as Ummeed Child Development Centre in Mumbai since then. 2002-2008: These were seminal years in my journey, as I served in senior management positions in large, reputed organizations such as Pratham, American India Foundation, and Bharti Foundation. Several of the insights that you will find here were gathered during this phase of my journey, when I had the chance to closely observe and understand the Education scenario in India. The Pratham years were particularly insightful, as I got a chance to interact with some of the best minds there are in the Education space in India today. 2009-2016: The entrepreneurial years, when I founded a consulting outfit (Edulever), co-founded an NGO (Agrasar), and launched an early childhood and primary education program (Sahpathi). I built 2

a good understanding of the Skill Development sector during these years. This has by far been the most exciting stage of my career, with precipitous highs and exasperating lows. This was also the phase where these insights - most of which had started as hypotheses - got refined and cemented, or were discarded. 2016-now: As the Chief Operating Officer of Tech Mahindra Foundation. A phase where I am applying these insights, still forming new ones, and discarding others. And now, over to the insights.

 1: The Social Sector is an Artificial Construct While philanthropy (literally, the love of mankind) is as old as humankind itself, the idea of compartmentalizing it into a sector comes from our proclivity to compartmentalize anything and everything. If the purpose of creating the social sector is to differentiate it from the commercial, this purpose has only partially been met - many so-called non-profits are set up with a commercial intent, nefarious or otherwise. Similarly, numerous for-profits have done far more social good, and not just through explicit charity, than their non-profit counterparts. Philanthropic intent and profitability can co-exist, and in fact, prove to be the more sustainable approach to giving back to society.

 2: Social Work cannot be taught While several of my friends in the social sector have a formally acquired degree in Social Work (Masters in Social Work, as it is called), there are many more who got drawn into the space for the love of it. Including myself. Among the finest people I have met in the sector are those who have an inherently philanthropic mindset, and who place the higher purpose of serving the under-served above anything else. Also, nearly all the learning that is needed to thrive in the sector comes from the field - another one of my insights that I will talk about in the next article in this series.

 3: A lifetime may not be enough for the change you wish to see This insight came from one of the books I read soon after joining the sector: “How to Change the World” by David Bornstein. At that time, this thought - that I may not be able to see the outcome of what I was working for within my lifetime - seemed quite profound. It indeed is; in fact, it can be a deterrent for many people to join the sector. For the more devoted ones, however, this thought can be a catalyst, as it underscores the monumental nature of the problems that we are trying to address in the social development sector. In Education, for example, this problem is about the challenge of providing quality education to nearly 250 million (25 crore) children in India - on a daily basis, and for as many as 15 years. And to compound matters, there is no accepted definition of Quality Education!

 4: Hope. One word that gives you the reason for existing in the sector. “O, deep in my heart, I do believe, that we shall overcome some day.” A thought simple yet profound, that many of us would remember as a paean from childhood. Journeying in the sector, I have seen many people turn pessimistic and even defeatist, as the seemingly insurmountable challenges can overwhelm the best of us. Many of these problems can be traced to the intrinsic fallibility and at times venality of human nature - solutions for which are not easy to find. And yet, despite the insurmountable odds, the hope that your actions would lead to the change you wish to see is the elixir for your staying committed to working in the development space. Keep it alive within you if you aspire a long innings in the sector.

 5: The objective of an NGO should be to make itself redundant. The Principles of Accountancy state that a business entity needs to treat itself as a “going concern”, i.e., the entity will continue its operations indefinitely in the future. Inherent in this tenet is the fact that the core purpose of a business is to keep creating wealth for its owners through profits. I had studied this in school and college, where I majored in Commerce. However, upon joining the nonprofit world, I began to wonder whether the Going Concern principle is applicable to NGOs as well. And came to the conclusion that for an NGO, it has to be just the opposite - since the core objective here is to solve a social problem and not perpetuate itself, the NGO must look at itself as an outfit that would aim to solve the problem, and once it is solved, be willing to dissolve itself. NGOs need to remember why they are referred to as NonGovernmental Organizations: they are essentially addressing issues that also have to be addressed or are being addressed by the State. In that, they can supplement the efforts of the government, and/or find robust and innovative solutions that can then be replicated by the State and other non-state actors. Hence, solving a problem does not mean that the problem itself has gone away, it can mean that the NGO has contributed its bit by offering a replicable solution to the State.

Evaluating a project at Lok Kalyan Sansthan, Baitu, dist. Barmer, Rajasthan. 30 August 2010

Part Two Published on 25 April 2021

mong the most memorable meetings I have attended was a Board Meeting of Pratham India Education Initiative (PIEI) in September 2002, within a few months of my joining Pratham. I was still finding my feet - not just in the organization but in the sector itself. I have a vivid memory of this meeting. It was held in the plush Board Room of the Reliance HQ in South Mumbai, and in attendance were giants of Indian industry - Mukesh Dhirubhai Ambani, Ajay Piramal, Narayan Vaghul, KM Birla, Gautam Thapar, and Rajat Gupta, then a poster boy for fresh MBAs. At this meeting, I got one of my most important insights about the sector, and that too from none other than MDA himself. In this second part of my 4-article series, I focus on insights related to the primary stakeholders in the social sector - the community beneficiaries and the NGOs who are meant to serve them. This follows the five insights I shared in my previous article which took a more panoramic view of the sector.

 6: There's always a tussle between the scale and the grain. But for scale to win, the grain must win first. At that memorable Board meeting, the Pratham team made an elaborate presentation on the large number of children being reached and the aspirations for scaling up. In response, Mukesh Ambani pointed towards the importance of granularity (technically, “the scale or level of detail in a set of data”) while working in social development. For us in the sector, the challenge of striking the right balance between Quantity and Quality has been one of the most daunting dualities we have to contend with. In far too many cases, the fascination for finding solutions at scale has trumped the attention that the grain requires - ensuring that every individual who the program seeks to benefit is actually being benefitted. While seeking solutions at scale is an imperative, the seekers must first ensure they have a comprehensive and sustainable solution for the grain. This thought will be elaborated in another insight in the next part of this series.

 7: The “Unsung Do-Gooders” are the Spine of the Social Sector In December 2011, as part of an assignment for Tata Trusts, I visited an organization called KARMI in the Kalahandi district in Odisha. Founded in 1997 by a team of youngsters from the drought-prone region, KARMI is led by an unassuming and selfeffacing person called Abhimanyu Rana. Abhimanyu got a law degree, and then chose to work for the upliftment of his impoverished district, one of the most backward in the country. At the time of my visit ten years ago, KARMI did not even have a website for itself - just a deep commitment for working for the overall development of a few blocks in Kalahandi. I remember the enriching conversation I had with Abhimanyu that afternoon, during which I realized how people like him were doing monumental work for making the world around them a better place. If you know where to look, you will realize that KARMI - while still an exception among over 3 million registered NGOs in this country - is by no means an isolated example. There are many Abhimanyus out there who are silently, assiduously trying to change things around them. I have been fortunate to meet these “unsung dogooders” in practically every state in India, and also working with many of them. I can say with conviction that these individuals are the spine of the social sector - those who make being here absolutely worth it!

 8: The Field is your Biggest Classroom I have given this insight as advice to many eager-eyed social sector aspirants over the years, and have also written about this earlier. While a UN agency or a Corporate Foundation may look great on your CV at the start of your career, but unless it gives you the opportunity to spend considerable time interacting with primary stakeholders, it could lead to a significant gap in your understanding of the space. I consider myself lucky that the four years I spent at Pratham gave me ample opportunity to be in the field - visiting government schools in East Delhi, sitting through classes being conducted in their cramped corridors, and wading through the narrow alleys of the nearby slums, meeting numerous parents, teachers and children. A few visits are never enough - the field truly reveals itself to you after multiple visits, observations, and enquiries. Also, the field is never static - I still come back with newer perspectives each time I visit a project or an intervention. And finally, like any classroom session, a field visit is most effective when you go with an open mind, without preconceived notions.

 9: Those you wish to work for, may not want you to work for them. Not at least with the agenda that you go in with. Many years ago, at the edge of the Yamuna river in Delhi where a majestic temple now stands, there was a community called “Haathishala” or the Elephant Colony. The primary occupation of the people in this community was rearing elephants, which in an earlier era were commonly used as a means of transporting goods and in processions of all kinds. In the early 2000’s, the government decided to relocate this community as the temple had to be constructed. It was during such times that I started visiting this community with the agenda of ensuring that the children get lessons in early literacy and numeracy. However, even after several months of working there, and despite our best intentions and efforts, we realized that the people never really engaged with us the way we would have liked them to do. We were at loggerheads to understand why. One afternoon, as a dusty wind blew in from the banks of the river, I had an intense conversation with some of the community elders. And came back with a significant realization - we were not being accepted in Haathishala as we had gone in with the idea of imposing our agenda of children's learning among the people, when what they were really concerned about - and seeking a recourse for - was the impending uproot of their entire community. Their livelihood was already imperiled, as rearing elephants was no longer remunerative as it once was, and with an uncertain future looming near, learning of their children was scarcely on their minds.

This insight has stayed with me since - you cannot impose your agenda on a community; the first step must be to intimately understand their immediate needs, and make an attempt to address these. This done, the community would accept you with open arms.

 10: Your relationship with the Community will start with distrust. This is related to the above insight, but usually holds good even if there is an alignment of your agenda with that of the community. We often make the mistake of assuming that since we are approaching the community with good intent, and the resources and abilities to help them, they will lay out the red carpet. This rarely happens. You are an outsider to begin with, and will remain so till you have demonstrated your intent to work tirelessly, selflessly and effectively over several months. I’ve seen that it takes around six months for the distrust to dispel, and give way to tacit support, and then active cooperation and participation. The eventual stage in this journey is ownership - when the community actually begins to take responsibility for the outcome of your efforts. If you can achieve this stage, consider yourself truly successful, and blessed.

At a Skill Development centre for women near Lucknow, 18 Feb 2014

Part Three Published on 13 June 2021

month back, when the second wave of the pandemic was at its raging peak, I was immersed in organizing several relief activities as part of my work at Tech Mahindra Foundation. And then, the vicious virus struck – putting a grinding halt to my efforts. The initial feeling was of dread, not just about getting down with COVID but also about being unable to participate in all the discussions that we were working on. However, an insightful article I had read saved me from this feeling of dread overwhelming me: it talks about how we can convert our FOMO (Fear of Missing Out) to JOMO (yes, Joy of Missing Out). I knew I had to step off the treadmill, and instead of worrying about what I was not being included in, and which mails I was not marked on, I chose to step back and not worry. Indeed, the joy of missing out is something we should purposefully include in our work schedule – after a few months on the treadmill, it makes so much sense to step off once a while, and take a few deep breaths. Consider this as a bonus insight in this series of articles. During my MBA, the subject that had fascinated me the most was Organizational Behavior. Over the years, the topics of OB – Motivation, Leadership, Collaboration, Change Management, Organizational Culture – have continued to be of immense interest. As I had shared in the first article in this series, I now have a fair bit of experience working in several social sector organizations, working with many more, and giving birth to two of them. This

experience forms the cornerstone for the insights that I talk about in this third article in my 20 Years - 20 Insights series. The previous article dwelt on the primary stakeholders of the social development sector – the communities towards which our efforts are directed. In this one, I turn to insights related to social development organizations – the vehicles through which we carry out our work. And the first of these insights got triggered at a conference in New York that I was a part of back in November 2006.

 11: The Four P’s of a successful organization The conference was an American India Foundation offsite, and I was among those representing the India office of AIF. On the agenda were a number of interactive sessions by luminaries in the social sector, including those who had successfully straddled the corporate and the development worlds. One such speaker was Mr. Victor J. Menezes, the former Chairperson and CEO of Citibank, who was on the Board of AIF as well as several other philanthropies. In his erudite address, Mr. Menezes spoke of the four P’s that are essential ingredients for any social organization: Passion, Purpose, People, and Processes. He used an interesting analogy to explain this – if your social organization is a car, he said, then Passion is the fuel, Purpose is the steering, People form the driver, and Processes are the brakes. The car can run – and reach its destination – only if all four are available, and working in unison. Ruminating on the four P’s, I have derived a few more insights – the ones that follow – and I have also written about this earlier in this article published around five years ago. And yes, with the pragmatism that has crept in over the years, I have realized there is an essential fifth P as well in the mix: Paisa, or money. More about this in my next article in this series.

 12: Passion vs. Processes Organizations that ride high on passion typically tend to falter when it comes to processes, and those that are too bound by processes are scarcely able to generate enough fervor to stay relevant for long. The two are often at loggerheads, pulling the other back. Hence, striking that elusive balance where you have the right blend of both is critical for a development organization, or perhaps for any organization. Even the best ones find this tough to achieve as the forces that favor each of the two tend to disregard the value that the other brings to the equation. This can be addressed by having proponents of both Passion and Process in the foundational leadership of the organization, people who have the astuteness to respect and acknowledge the contrary POV. If an organization is able to encode the power of passion and the value of processes in its DNA – without letting one of the two ride over the other – a fine balance between these two contradicting forces can be achieved.

 13: Passion is like fuel - it needs a refill periodically A supremely insightful episode came during my stint at Pratham over 21 days of extensive travel. Over these three weeks, I visited as many as nine locations in North India where Pratham had its operations, spending two days at each location. These included large cities such as Jaipur and Lucknow, and small towns such as Saharanpur in U.P. and Munger in Bihar. Some of these locations had been on the Pratham map for several years, while others had been added more recently. Each location functioned as a fairly autonomous unit, bound by the glue of an activist’s passion that runs in Pratham’s DNA. What became starkly visible to me was that some of these units had managed to sustain the fervor over the years by reigniting and stoking the passion through proactive interventions, while the others, where no such interventions happened, the element of passion was a flickering flame, nearly extinguished. The younger units – those which had been in existence for three years or less – had the exuberance of a start-up around them. This vigor usually lasts only for around two years on its own steam, after which it tends to wane, unless the leadership proactively intervenes to sustain it. The older units, where such leadership was often not available, clearly had their mojo missing. The periodic re-ignition of zeal and enthusiasm is essential to keep the organization charged up, and can be done by the infusion of new ideas, innovative projects, and energizing activities. However,

this is not to say that in such organizations Processes can take a back seat – processes, simply put, have no substitute.

 14: The Mantra for Scale My sixth insight (in the previous article) spoke of the tussle between the scale and the grain in the social sector, and how finding the equilibrium between these is the holy grail for us working in this sector. Now that I have spelt out the key ingredients for success for social sector organizations – the 4 P’s – I can hazard a mantra for attaining scale while keeping intact the focus on the grain: Define your Purpose, Build the Processes, and Find the People. Bind these together with the adhesive of Passion. Then, Follow the Purpose, Trust the Processes, and Respect the People. And keep stirring the Passion Pot.

 15: The Difficulty in Coming Together An insight that had come fairly early in my journey, and with some sense of dismay. I realized that social sector organizations find it extremely difficult to collaborate meaningfully – despite good intentions, coalitions and alliances have seldom been able to sustain themselves to make a significant impact in social indicators. This is something that the sector can learn from its more competitive counterpart: the world of business and commerce, where instances of organizations coming together to attain a shared goal are far more common. Mergers and acquisitions, joint ventures, co-branding and innovation networks are terms associated with the corporate sector, but practically unheard of in the social sector. The reasons are not far to seek – businesses have end goals of wealth creation and profit maximization that are easily quantified, and the inclination to collaborate can be a strategic move as a means to these ends. A “Compete vs Collaborate” analysis can be pared down to an excel sheet for a business, but in the case of social entities where the end goal is the creation and augmentation of social value, such analysis does not come easily. In the absence of an objective and concrete reason for coming together, the move towards joining hands is driven by good intentions, and because it makes for good optics, but scarcely anything more. Hence, most such moves fail to sustain, and in many cases, wither away fairly quickly. A pity, because if there is a sector where collaboration should be the norm and not the exception, it is the social sector.

Conducting a training of facilitators in Delhi, 10 Nov 2010

Part Four Published on 6 September 2021 I begin the final part of this series with an honest submission: in writing these articles, my respect for the columnist who can churn out weekly or even monthly articles with unfailing regularity has grown manifold. I had intended to complete this series within a month, and here I am, working on my final piece, five months since I wrote the first. But yes, there is an undeniable sense of accomplishment as well, at having reached thus far! In this final part, three of my five insights come from some pragmatic lessons learnt in my social sector journey, sometimes the hard way. In hindsight, these realizations will come to you only if you are willing to challenge your set notions and paradigms, and confront them from an alternate perspective. This willingness, followed by the confrontation and the realization should be a part of your survival tool-kit not just in the social sector but in life itself. For the final two insights, I take an ideological turn, talking about two points that I have held on to dearly. These have shaped the key decisions of my life, and in many ways, the trajectory of my life itself.

 16: Numbers are cold, but so is water “Why are Numbers called so?” “Because they can make you numb to reality!” I’d come up with this quip many years ago, at a time when I was conflicted by the imperative of scale in the social sector (that I have referred to in an earlier insight). Numbers present to us the great convenience of summarization, and make for attractive headlines (“Over 30 million out-of-school children in India”). I used to hear large numbers being bandied to present the socio-economic problems we were grappling with, till I became wary of the tendency to reduce everything to numbers. The realities that I saw on the ground were something the numbers, however staggering, could never reveal - one powerful human story was enough to agitate my conscience far more than any number of numbers presented on a PowerPoint slide. The wariness for numbers grew into a kind of disdain, and I began to look at anything shown through the lens of numbers with suspicion. However, when I started working in the skill development sector, the value of judiciously using numbers (data) to measure effectiveness and impact became clear to me. In the SMART program that I have anchored at Tech Mahindra Foundation, we have a robust data management process, through which we are routinely able to take data-driven decisions to support the program. This has held us in good stead, and even after 9 years, the program is regularly delivering on the intended outcomes. Over time, I have realized that nearly everything can be measured, and 28

for those indicators that cannot be quantified, a system of proxyindicators can be developed. Looking at numerical data for an intervention over time (longitudinally) can present several meaningful nuances about the program. Practitioners will do well to integrate a strong data collection and analysis mechanism into a program from its early days, as the real benefit of this will only come with time. Numbers, like water, may be cold - but they are indispensable.

 17: Money is like Oxygen I first heard this analogy from my father when I was perhaps in my late teens. The rebelliousness of that age, and the insouciance that comes with it, made me dismiss the idea without giving it much thought. Decades later, when I was running my own enterprise (Edulever), the significance of what he had said became clear to me in no uncertain terms - we had a serious cash flow crisis at Edulever, and I spent many sleepless nights, feeling choked. When you have enough of it, you do not need to think about it all the time. But when it is in scarce supply, it can be the only thing that drives your thought. Money is indeed like Oxygen. That money cannot be taken for granted might sound obvious and even cliched, but I am often surprised at the assumptions youngsters in the social sector sometimes tend to make about money. Astute financial planning is critical for any start-up, especially so in the social sector where you may be dependent on the largesse of funders. If you are such a start-up, you are well advised to stick to the basics: keep your expenses to the minimum, save for the rainy day, be realistic in your plans, and when it comes to asking for funds, let not your ego come in the way.

 18: Take your Accounting and Compliances seriously Another insight that comes from the experience of running a startup, as well as a large corporate foundation. In our zeal to change the world and make a difference to the lives of others, we tend to overlook - and even belittle - the rather mundane task of keeping our books of accounts. This can prove to be a costly mistake. Ensuring that financial records are in order, and regulatory compliances are met with, are as important for an organization as having a vision and mission statement, perhaps more. An important point for passionate entrants into the sector to remember is that not everyone would share your passion and enthusiasm about social reform. A team of auditors would seek to understand and verify your work through documentary records, and would not necessarily go by what you have accomplished on the field. An auditor who questions you about your transactions is doing so because it is their job, and not because they distrust you. As the founder of an organization, you would do well to understand the basics of accounting and keep a tab on the records being maintained. Similarly, when it comes to regulatory procedures (getting the necessary registrations, filing returns etc.), you as the founder/co-founder have the primary responsibility for compliance. As I shared in one of my earlier insights, process and passion can be at loggerheads - but you have to strike a balance.

 19: Compassion - The Secret Sauce of Social Development To me, at the heart of any initiative which is meant to improve the lives of others must lie a deep sense of Compassion - the ingredient that has the potential to make us humans truly humane. I’ve written about this at length in an earlier article, expressing my views on how compassion in its true sense is seldom seen, and why it must be interwoven in the lexicon of social development. I would not belabor this point here; except to say that to me, the pursuit of making a difference to the lives of others is meaningless unless an abiding compassion permeates every step of the effort.

 20: Ultimately, it’s all about striking a balance As a child, I had been introduced to the idea of “The Middle Path” by my parents, who have Buddhist leanings. While Buddha’s Middle Path alludes to a spiritual and philosophical way of being, for me it has meant the search for that elusive equilibrium that exists within the continuum of several contrasting and sometimes conflicting forces in our lives. Many years ago, I learnt about one such contrast in the context of teaching children from one of my mentors in Education, Prof. Jalaluddin. He spoke of how it is important for facilitators working with children to bring into their session the opposing ideas of Joy and Rigour - how the learning experience needs to be Joyful and Rigorous at the same time. It took some time to realize that these two have to be woven into a single experience for the students, and not given as experiences that alternate between joy and rigor. That single experience, which blends these contrasting forces in the same moment, is the elusive equilibrium. Such dualities are everywhere within our work in the social sector: whether to grow wide or go deep, whether to take charge or let go, whether to trust your intuition or go with what is presented as evidence. There are the conflicting forces that I have discussed in this series: Passion vs Processes, Scale vs Grain, Data vs Anecdotes. At a personal level, we often have to choose between the ideal and the pragmatic, whether to sacrifice a short-term gain for a larger goal, and the more everyday decision of whether to do a task ourselves or delegate it. Experience has taught me that there exists the golden mean in all these dualities - the middle path which is 33

often not visible at first, but emerges as you learn where to look for it. With this, I come to the end of my 20 years – 20 insights series. It's the Teachers' Day today, and I cannot think of anyone better than my teachers, and all my mentors and fellow travelers who have guided me through this journey, to dedicate this series to. It's been a fascinating twenty years in the social sector, and I look forward to the next phase of my journey, and picking up and sharing more insights, with avid sanguinity.

Addressing the community at Silokhra, Gurgaon, as part of a Sahpathi event. 26 Jan 2016.

Chetan has served as a development sector professional since 2001, having worked in multiple NGOs and CSR organizations, and also as an entrepreneur. He wrote this chronicle of his journey in the sector in 2021. He now serves as the COO at Tech Mahindra Foundation and can be reached on kapoor.chetan@outlook.com. © Chetan Kapoor, 2022