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We Zarathushties Minoo Shroff


e Zarathushties are indeed most fortunate to find ourselves at the helm in many businesses, professions and cultural fields. These great heights have been attained through vision, determination, hard work and above all integrity. It was the indomitable spirit of our ancestors to succeed and forge ahead which has helped our community command the stature it does.

Doing business is far easier than it used to be before and funding options have multiplied.

However, in recent years our ardour for enterprise and self-reliance has given way to more secured pursuits. Many among our youth have not realised the enormous potential which emerging India offers. India is on a cusp of a takeoff. Our national product has risen four times in the last two decades and per capita incomes trebled. Doing business is far easier than it used to be before and funding options have multiplied.

Our youth is smart, alert and energetic. They are better prepared than others to avail of the ample opportunities which beacon them. The Indian economic star is still shining bright despite the recent slowdown. Let us make the best of it. How do we view the future? Undoubtedly with great optimism and expectation. The steps we have taken so far to lay the foundation will stand us in good stead. We see immense potential in the younger generation, which with the very promising and long term outlook of our economy, is a fine portent for the future. This of course will call for greater support from the seniors who have had their day and must now contribute their mite. I am sure they will rise to the occasion. u Minoo Shroff is Global President and Honorary Member of WZCC.and also Past Chairman, Bombay Parsi Punchayet.



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AGM - 2011




Communication is the Key Rustom Engineer

W Depending on their geographical location, each WZCC Chapter is faced with many unique challenges.

ith the advances in globalization, developing regions of the world have been experiencing phenominal social and economic changes while the developed regions are trying to maintain their leadership position as they adjust to the new world order. Depending on their geographical location, each WZCC Chapter is faced with many unique challenges. It has never been more important than now to develop an efficient chain of communication between chapters and share the wealth of collective business expertise to benefit Zarathushti entrepreneurs everywhere.

online quarterly Director’s meeting too is a very positive development. However, more remains to be achieved in the areas of interaction between chapters in the form of exchange of ideas, experiences, professional and business expertise, etc.

The tradition that started at the Houston AGM a few years ago, by inviting online participation from all interested members worldwide, has been well received. It has made communication more effective and helped to bring us closer. Having

u Rustom Engineer is the Vice President of the Global Board of WZCC. After working in the Automotive Engineering in the mid-west for about 20 years, he has extensive experience in founding and operating small businesses. He currently resides in Houston, Texas and is actively involved with the local Zarathushti Community.

I encourage everyone to regularly browse our website ( where you will find information regarding various aspects of our organization, what we do, how we operate, our mission, our core values, as well as the latest activities.

Congratulations and best wishes to all WZCC chapters, executive leadership and attendees of the 2012 AGM, Jan. 7 & 8, Mumbai! On behalf of our members, businesses, professionals and Zarathushtis in the Chicago area, may we continue to forge forward with united leadership and a strategic vision for the future economic wellbeing of the global Zarathushti community. With blessings and best wishes, WZCC-Chicago

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Jal Soli Shroff


o divulge the name of a Parsi gentleman of Indian origin whom we know as Mr. Jal Soli Shroff, it brings us pride and pleasure as he is the first overseas Indian to manufacture and supply fascinating watches and other products worldwide to which we are attracted due to their elegance and brand names. His switching over from his family business of silk and textile products to that of the brandings has not only been a turning point in his entrepreneurial life but also a remarkable achievement. It was but natural to expect that from Mr. Jal Soli Shroff who has studied Business at the London School of Economics. Mr. Jal Soli Shroff, the Managing Director of Fossil (East) Ltd. Hong Kong and Director of Fossil Inc., Dallas (USA) has a brilliant business background, which adequately helped him to proceed in realizing his goal, but his personal talent and hardwork remained the main factor behind his phenomenal success in business and other spheres of life. Born in Shanghai, China, in a Zoroastrian (Parsee) family Jal Shroff did his schooling from King George V. School in Hong Kong. After completion of his graduation in 1959, Jal returned to Hong Kong and joined his father's business. He proved to be a big support to his father in taking the firm to new directions of success with brandings, because he wanted to bring about a revolutionary change in his business organisation.

Today, the company has 200 stores in 97 countries worldwide. A total of 18,000 employees work in Jal's company located worldwide.

to purchase. Thus, a deal of US$5,000 was made between them which of course was a humble beginning. Jal started exporting watches to him and very soon his watches clicked in the Western market. The demand increased, resulting finally in the foundation of Fossil, a brand name and recognition of Jal's products. Fossil was founded in 1984 just with two employees. In 1993, Fossil gained its popularity and generated its first 100 million in sales. In the same year, it entered the European market and acquired the name Fossil ( East ) Ltd. In 1990, Jal became the Managing Director of Fossil (East) Ltd., and Director of Fossil Inc. a public company quoted on the NASDAQ Stock Exchange (FOSL), which is undoubtedly a matter of pride for him. Jal has a watch manufacturing factory in China where 10,000 skilled employees manufacture 20 million watches every year. Although the company's principal offerings include an extensive line of watches sold under the Company's proprietory brands Fossil, Relic and Zodiac as well as licensed brands for some of the most reputed companies in the world such as Emporio Armani, Burberry, DKNY and Diesel, it has also diversified to other products. It offers complementary lines of small leather goods, belts, handbags, sunglasses under the Fossil and Relic brands, jewellery under the Fossil and Emporio Armani brands and Fossil apparel. Recently, Jal has started manufacturing and supply of fancy jewellery made of steel.

In the early 1980s, S.Framjee & Co. Ltd. through an initial contact introduced by the Hong Kong Chambers of Commerce diversified its product base by exporting small quantities of watches to the USA under the brand name of 'FOSSIL'. There is an interesting story behind the establishment of Fossil, which was founded with a humble beginning but turned into a huge biz-empire subsequently.

The annual net sales of the Fossil has exceeded US$1 billion a remarkably great feat in the sales-biz. It took the company about 9 years to reach the target of US$100 million in sales; 7 more years to increase sales up to US$500 million and thereafter just 5 years more to enhance its sales worth US$1 billion. And now they have a target of US$2 billion by the year 2010.

Once an American gentleman had come to Hong Kong to purchase watches for sale. On reaching Hong Kong, he came to know about Jal's business, which had already switched over to manufacturing and branding. When he met Jal and expressed his purpose of visiting Hong Kong, Jal assured him to supply the watches he wanted

Today, the company has 200 stores in 97 countries worldwide. A total of 18,000 employees work in Jal's company located worldwide. However, it is observed that all these did not happen in fluke; it took constant hard work, integrity, honesty and the exact application of business acumen.

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Besides hitting home in business, Jal has made a distinct recognition in the field of sports, especially in cricket. His zest for cricket always made him make his precious contribution to this game.

He has the honour of captaining the Hong Kong team for 7 years, playing with the likes of Geoffrey Boycott, Gary Sobers, Polly Umrigar and Farrokh Engineer.

He has the honour of captaining the Hong Kong team for 7 years, playing with the likes of Geoffrey Boycott, Gary Sobers, Polly Umrigar and Farrokh Engineer. In 1967, it was an interesting match when the Cricket Club of India visited Hong Kong and the two Parsee Captains Polly Umrigar and Jal Shroff faced each other at the Kowloon Cricket Club. Perhaps, it was the first and only event in the history of cricket. As the captain of Hong Kong team and the most consistent batsman during the post-war Hong Kong cricket, Jal set up a new record in that season for the first wicket in representative cricket in the Colony when he and Ghulam Abbas put on 244 against the Melbourne University Owls. Jal's personal score was 144. Jal Shroff continued the captaincy of Hong Kong Cricket team from 1965 to 1971.


Jal's social commitments and community services are noticed more in his accomplishments than his words. Once he took up the task of rebuilding the Parsi's shrine of worship the Zoroastrian Temple in Causeway Bay. It was decided to demolish and rebuild the temple anew. But the matter to rebuild a huge shrine of this small community was to gain consensus of all the community members and raise funds. On July 1, 2001, he was conferred with the award of Justice of Peace, which is a great honour to him for his humanitarian deeds. Jal has a small family. He was married to Ms. Pervin in September 1971 and was blessed with 3 children. His son, Rasheed is married to Amy while the daughters' names are Zarina and Sharmeen. Mrs. Pervin Shroff is not only a responsible guardian and healer of her family but she is also devoted to the humanitarian services. The Shroffs, having India's sage-like ideas about the virtues of humility, will serve as an ideal for all of us whether in India or abroad.





AGM - 2011



Ignite the Innovation Spark Kersi Limathwalla


he World Zarathusti Chamber of Commerce (WZCC) was conceived with the idea of rekindling the spirit of enterprise in the community as there was a perception that there has been a gradual shift from enterprise to the security of a steady job. The question that we need to ask is, do we have it in us to be successful entrepreneurs like our forefathers - entrepreneurs as distinguished from businessmen. Jamshedji Jeejibhoy and Jamshedji Tata were entrepreneurs. What set them apart from the rest and be counted was a combination of foresight, innovation and a risk taking appetite.

The import of the word ‘Entrepreneur’ is from the French word ‘Entreprendre’ which means ‘to undertake’. Though introduced in the 13th century, it had no business connotation, until the 16th century when it was used in the context to undertake a business venture. If entrepreneurship as it has evolved today were to be defined in a single word it would be ‘innovation’. Though the definition has refined over the centuries to include appetite for risk, no guarantee of profits, special skills, eye for opportunity, etc., the single most important quality is innovation. Nitin Nohria, when he took over as Dean of Harvard Business School, said that his main objective in the new assignment was “a period of extraordinary innovation.” He complemented his Alma Mater, IITMumbai where he learnt to think out of the box. It is this quality that distinguishes an entrepreneur from a businessman. An entrepreneur is an innovator, but every businessman is not an entrepreneur.

You need a high tolerance level towards business upheavals and turbulence; have self belief and be passionately driven.

In Mumbai, there are many in the business of supplying meals / tiffins. But someone set up a business model to supply calorie counted meals. He innovated, thought out of the box and created a niche market for himself in a crowded and conventional business. We can call him an entrepreneur. In this context it would be appropriate to tweak the purpose of WZCC – to ignite the innovation spark in you. The spark is there, we need to search deep within to find it.

Today we complain about the global economic meltdown and rising unemployment. L N Mittal, the internationally renowned steel baron built his empire buying steel plants the world over during a recession when most were shutting down. An entrepreneur does not complain about a situation, he turns it to his advantage. At the Economic Times Awards for Corporate Excellence last month, it was acknowledged that the propensity to grab opportunities is the hallmark of an entrepreneur. Innovation cannot happen in a vacuum, one needs to develop a fertile ground through an analytical and thoughtful process in which an idea can germinate and grow. Innovation could be: Simple filling of a void between existing demand and supply. l Adding value to an existing product. l Doing the same thing in a different way by being cost effective, more efficient and/or more convenient. l Introducing a futuristic product – market acceptability being of essence. l Being in the right place at the right time. l

A question often asked - can entrepreneurship be taught? According to Dinesh Awasthi, Director at the Entrepreneurship Development Institute of India, the same question was asked 40 years back about Business Managers. According to him, entrepreneurship can be developed in a classroom provided the incumbent has the requisite knowledge, skills and aptitude. But at the end of the day, everyone who undergoes the programme does not necessarily become an entrepreneur. You need a high tolerance level towards business upheavals and turbulence; have self belief and be passionately driven. Not to forget, “Learn from the mistakes of others you can never live long enough to make them all yourself” – John Luther. u Kersi Limathwalla is a graduate in commerce and law and is a Fellow of the Institute of Chartered Accountants of India. His area of specialisation is taxation, mediation and arbitration. He is associated with several cultural, welfare and religious organisations locally and internationally.

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AGM - 2011



Dinshaw Kaiki Tamboly

Blending Philanthropy with Entrepreneurship


ny entrepreneur worth his salt will readily agree that life is always about coping with challenges. Without challenges life becomes monotonous and dreary. With WZCC enthusiastically reintroducing the spirit of entrepreneurship in the community, I feel it appropriate to share with the present crop of community entrepreneurs, thinkers and leaders, associated and involved with the WZCC initiatives, some of the community centric challenges that I consider it my good fortune to have come my way. For my colleagues and me, coping with these challenges, achieving relative degree of modest success has provided a great degree of self satisfaction, but the greatest benefit has been the continuing education that life’s challenges have provided, resulting in our horizons being broadened and extended, learning to deal with issues objectively rather than subjectively. Coping with life’s challenges provides education and experience that no B-School on the planet has on its curriculum. A successful career undoubtedly provides creature comforts and a fair degree of satisfaction. However the degree of satisfaction is enhanced many times over when one not knowing how to swim is thrown into the deep end without any support system. To emerge successful from such a situation is probably one of the headiest feelings that an entrepreneur would experience.

Luck and opportunity always plays a vital part in the life of every human being. In 1983 I was in the midst of an extremely fulfilling professional career. Adding to my good luck, fate positioned me to be in the right place at the right time, connecting me with the right people – Dr. Mrs. Shirinbanoo H. Kutar and Mr. Shahpur F. Captain of WZO, London..

Luck and opportunity always plays a vital part in the life of every human being.

Thus came about my involvement and the establishment of the WZO Trust/s in India. Although WZO Trust/s are very active in multifarious community welfare projects, two of their initiatives are a blend of philanthropy and entrepreneurship. Our first foray into transforming individuals, who were down and out, into entrepreneurs, began in

the hinterlands of Gujarat. We made it our prime focus to encourage and motivate them by enhancing their knowledge base in agriculture, developed their self confidence and instilled pride in their vocations. We impressed upon such individuals that our support coupled with their hard work would be the only method that would extricate them from the morass of poverty and bring them back into the mainstream of society. This formula has paid rich dividends. These individuals have today become very confident of themselves, their abilities and have improved their life styles. We rejoice that we have been instrumental in converting a spark into a flame, successful in inculcating the spirit of enterprise amongst many of the rural Zoroastrians who now stand out as shining examples to others who live in despair, and are dependent on doles. Whilst executing this project we came to realise that there were many more individuals who did not have land holdings and were in need of support. This necessity set us thinking of how we could assist such individuals. After exhaustive internal brainstorming sessions, we conceived of and launched in 1995 a modest ‘micro credit’ project through which we extend interest free financial support to those interested in pursuing a career /profession of their choosing. In this project, we assess the viability of modest ventures that would facilitate individuals to start small businesses of their choice; we support such individuals by providing interest free financial support up to a maximum Rs.300,000/=, that have to be repaid back in 40 equated monthly instalments through post dated cheques, collected at the time of issuing our cheque for the principal amount. This initiative has proved to be a life-changing boon for many individuals who were earlier not confident of pursuing vocations of their choice. The lines of business pursued are wide and varied, some examples being, plying of auto-rickshaws & commercial taxis and trucks, establishing provision & grocery stores,

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chemist shops, mobile phone agencies, wholesale dealership in eggs, setting up small workshops, motor garages, DTP / STD / Xerox booths, photography studios, computer centres, catering initiatives, trading in various products, setting up gymnasiums & fitness centres, bone marrow registry, tyre dealership and so on. Over a period of 15 years we have extended support and created 731 Zoroastrians entrepreneurs spread over 98 urban, semi urban, rural locations. The repayment levels have been very satisfactory with a recovery rate of over 95%.

This initiative has proved to be a life-changing boon for many individuals who were earlier not confident of pursuing vocations of their choice.

Through both the above initiatives undertaken by us, the lives of many individuals have undergone a sea change for the better. For some we have had to hold their hands, chide, guide and motivate them. A few businesses have floundered. However, by and large most have prospered. The underlying reason for the successes can be attributed to hard work put in by the individuals, enthused by the confidence we reposed in their abilities and the initial financial support that we provided without the burden of interest.


Our tag line of “Manufacturing Confidence, Changing Lives, Creating a Strong Community" was coined as a result of the successes achieved in these projects. It has been a euphoric experience to participate in the creation of so many small time entrepreneurs, so many of whom have evolved into success stories. Those of us associated with these initiatives are very satisfied with the successes that have come our way and continue to do so. We are very grateful for the tremendous support and goodwill received from our community. Our exposure to these initiatives has taught us that life isn't about waiting for the storm to pass; it’s about learning to dance in the rain. For, after all, life is all about coping with challenges. u Dinshaw Tamboly provides management and counselling services to companies in India and overseas, plans business strategies and provides services on developing and promoting exports to North America & Europe. He has been actively involved in public welfare activities since 1983 and is one of the founding Trustees of the three WZO Trusts in India and spearheads their multifarious welfare activities. He was a Trustee of Bombay Parsi Punchayet from November 1996 to September 2008. He is a Trustee in many other institutions comprising Trusts, hospitals and Agyari’s.

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AGM - 2011



Meher Bhesania

Management Leadership: A Zoroastrian Perspective


s a good manager necessarily a good leader? What happens when the two converge, linked by the time-honored Zoroastrian precepts? The results could be an inspired leadership, indeed! As Zoroastrians, we have grown up with the tenets of Good thoughts, Good words and Good deeds, and encouraged to follow the path of righteousness. These principles have served me well, both in my personal and professional life. I would, therefore, like to share my thoughts on Management and Leadership, viewed through the Zoroastrian prism.

At this juncture, it’s important to understand the concepts of ‘Leadership’ and ‘Management’. The two are often found to be diametrical opposites. Good managers do not necessarily make good leaders, and the converse is equally true. Each plays a distinct role. In a nutshell, a Leader sets a new direction or vision, while a manager controls and directs a team and its resources on certain established norms. Leaders have the following attributes: l Are passionate about their vision l Possess high levels of integrity l Are focused on the bigger picture rather than minute details l Don’t punish mistakes, but use them as learning opportunities l Challenge the status quo l Aren’t afraid of being unpopular The attributes of a Manager are: They are process-driven Can deal with details More interested in the bottom line than an exalted vision l Want to measure/quantify everything l Not comfortable challenging the corporate view l l l

This is an ideal situation where the Leader conceptualizes a vision and strategizes the resources to actualize it.

What happens when you have one set of attributes without the other? A Leader sans management skills sets a direction or vision for others to follow, without offering practical steps to achieve the goal. It’s then the onus of the team to execute it. A Manager without leadership qualities controls the resources to maintain the status quo and ensures that things are carried out according to a pre-established plan.

What happens when qualities of leadership and management harmoniously blend? This is an ideal situation where the Leader conceptualizes a vision and strategizes the resources to actualize it. Ideally, the head of an organization or a country exemplifies this. What does the Zoroastrian perspective to management leadership imply? The Zoroastrian model lays stress on values. It advocates that a fine intellect, clarity of thought, truthfulness and integrity are the essential prerequisites of a Leader, so that the vision envisaged is fulfilled with the effective management of resources available. The five important steps vital to the Zoroastrian model The organizational leaders/top managers should: l Act with righteousness to infuse the organization with good values l Reward righteousness in the employees l Be alert to signs of wrong behavior l Establish good rapport with the employees leading to wining situations l Seek benevolent ways of solving problems of employees and provide guidance rather than reprimanding A Leader-Manager dichotomy makes a person more concerned about impressing others than managing the organization from within. This makes them lose the sight of truthfulness; whereas if the Zoroastrian approach is implemented then Truth paves the way to fulfillment of a vision, which ultimately creates a bond between the management and the employees. Leaders can be inspiring if they cultivate Good thoughts, leading to Good words translated into Good actions. This percolates down to the employees, and the entire organization. This, in essence, is one of the greatest contributions of Prophet Zarathushtra, who placed Truth at the center of Divine and human existence. His teachings convey that a righteous life is not possible without Truth, because Truth is the ultimate source of good insight, action, discernment and achievements. Many leaders think that running an organization is like conducting a symphony orchestra. But in reality,

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If a leader is truthful, recognizes his limitations, is able to amalgamate variegated talents with integrity, he/she will not only nurture the Zoroastrian model of leadership, but also further the Devine edicts of Good thoughts, Good words and Good deeds.


it’s more akin to jazz. Along with harmony, improvisation is a necessary concomitant , as leaders often face complex moral and ethical dilemmas, where maintaining a fine balance, taking into account various factors becomes necessary. In this ethos, good leaders can usher in, peace, tolerance, and ethical values to the organization, if they follow the path of truthfulness. Undoubtedly, this model is an eternal guide for creating an ideal organization with enlightened leadership. After propounding my views, let me end with an ancient tale that highlights the strength of a leader: Emperor Liu Bang of the 3rd century BC celebrated his consolidation of China with a banquet for his nobles and military and political strategists. Since the Emperor was neither noble by birth nor a military or political strategist, a few of the guests asked Chen Cen, a military expert, why Liu Bang was the Emperor? In a contemporary setting, it would have translated as: “What added value does Liu Bang bring to the organization?” Chen Cen answered the query with the poser: “What determines the strength of a wheel?” A guest suggested that it was the spokes. But Chen Cen countered that two sets of spokes of identical strength didn’t necessarily make wheels of identical strength. The strength was also affected by the spaces between the spokes, and


determining this reflected the true craftsmanship of the wheelwright. Extrapolating this insight to the context of an organization, while the spokes represent the collective resources necessary for its success, the resources the leader lacks (the spaces) represent the freedom the followers have for growing into leaders themselves. Thus, holding together diverse talents necessary for organizational success is what distinguishes a successful leader from an unsuccessful one. Leaders don’t need to be perfect, but they have to recognize that their own limitations will ultimately lead to their failure, unless they rely upon their subordinate leaders and followers to fill in the gaps. Summing up, if a leader is truthful, recognizes his limitations, is able to amalgamate variegated talents with integrity, he/she will not only nurture the Zoroastrian model of leadership, but also further the Devine edicts of Good thoughts, Good words and Good deeds. u Meher Bhesania Founding Director, WZCC Middle East region, Founding Director SynergyZ – publication of WZCC Chair, 9th World Zoroastrian Congress, Dubai - 2009

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AGM - 2011



The Professional Author Sohrab Homi Fracis


n 2010, the WZCC held its annual meeting at Orlando. The Florida chapter invited me to speak on the business side of writing fiction. Now, for those of you meeting in Mumbai, I’ve been invited to share my somewhat different message here. To be honest, the business side is my least favorite side of writing. I didn’t then, and don’t now, want to talk numbers. Years ago, I left a well-paying technical profession to write literary fiction, for one simple reason: I wanted my work to be something I was passionate about. It’s an important consideration when choosing a profession, yet often secondary to more practical considerations such as making a comfortable living. Unfortunately, to be honest again, that’s hard to do in the arts. The famous part of rich and famous usually has to happen first, before the rich part does. And neither may ever happen. You’re far more likely to be the proverbial struggling artist.

Because of this, there’s a tendency to see the arts not as a profession proper, but as a personal passion or vocation or even amateur hobby. I do see writing as a vocation that I’m passionate about. But I also see it as a profession to be pursued in a professional manner. Consider the usually obvious step of getting an appropriate education. You would never approach being an engineer or doctor or programmer by trying to immediately start work, instead of first training at college. But when it comes to writing fiction, the tendency is to think, Well, I’m good with language and enjoy telling a story—what more do I need? Or, from the sometimes condescending perspective of other professionals: Everyone tells stories, so anyone can write fiction.

It will also encourage and inspire you, well before drafting, to approach what we call the prewriting stage as a professional would.

There’s some truth to that. Any literate person can write a story. The question, though, is how well? If you’re passionate about your work, you want to make it as good as you possibly can. And if you want it to be selected for publication by reputed publishers and appreciated by discerning critics, then you must make it very good indeed. Doing that is not easy. Take it from me. As a software consultant at Fortune 100 companies such as Ford Motor Company, I created complex systems and programs, each over a hundred pages of code long. But I have never tackled a more complex, challenging, and difficult task than writing a really

good literary book. That’s where the appropriate education comes in: a) studying literature, i.e. the work of exceptionally fine writers, and b) studying creative writing, i.e. the craft and art of writing creatively (be it fiction, poetry, plays, movie scripts, or creative non-fiction such as memoirs and essays). A B.A. in English lays the groundwork, and an M.F.A. (Master of Fine Arts) in creative writing does the rest, though it may be followed by a Ph.D. in creative writing, usually if you intend to teach it as well. (You can also choose to become an editor, publisher, or literary agent.) Internet sources tell me that creative-writing M.F.A.s aren’t yet offered in India. If that is so, an M.A. in English with an emphasis in creative writing can substitute. That’s the degree I obtained, when I went back to college to study for my new career, at the University of North Florida. In either case, instead of trying to reinvent the wheel though lengthy trial and error, you’ll learn the state of the art from experts. Having done that, you can undoubtedly write better books than you would have otherwise, no matter how talented you were to start with. What if you’re at an advanced stage of life and/or not in a position to go full-time to college? In that case, consider part-time or low-residency college programs or learn the craft through home study. How-to textbooks written by professional authors, editors, literary agents, and creative-writing professors will guide you. Here are a few I’ve used myself, as student and/or professor: Technique in Fiction, by Robie Macauley & George Lanning; The Art of Fiction, by John Gardner; and Self-Editing for Fiction Writers, by Renni Browne & Dave King. Education in the craft will not only equip you to draft your manuscripts at a professional level. It will also encourage and inspire you, well before drafting, to approach what we call the prewriting stage as a professional would. You will take the time to plan your characters and rough storyline. You will take the necessary trouble to research matters outside your personal knowledge. For instance, you will visit (or revisit) your story’s settings for locale research. And you will subconsciously incubate your ideas over time to help problem-solve and adjust. Only once all these preparations are in place (and you will feel this state of readiness) will you sit down to draft.

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Even when drafting, you will know how to pace yourself for quality over productivity. You will be patient, knowing better than to push it when a scene is not coming at a high level or not coming at all. You will be diligent, revising as you write, revising when the draft is complete, then putting it aside for a period in order to return with a fresh eye and revise it again. And again. And again, for as long as it takes to make it the best you can on your own. Then you will run it by trusted readers—other authors or literary agents—for constructive feedback. And you’ll revise it some more, until it’s the best final product it can be.

It will also pay off in terms of advances, sales, and royalties, though not very well, ironically, if indeed you’re writing literaryquality fiction rather than popular potboilers.

All this professional skill, savvy, and dedication will pay off when your work is recognized: by the acquisitions editor of a good publisher, by appreciative readers, by book reviewers and literary critics, and, with some luck, by award committees. It will also pay off in terms of advances, sales, and royalties, though not very well, ironically, if indeed you’re writing literaryquality fiction rather than popular potboilers. But monetary rewards should and will be secondary to your sense of achievement and fulfillment. I said before that I had never tackled a more difficult task than writing a really good literary book. Well, my earlier life had its share of


accomplishments: among them, graduating from IIT, winning a scholarship to the University of Delaware, and working for Tata Burroughs. But when I heard that my book of stories had won the Iowa Short Fiction Award and would be published by the nationally reputed University of Iowa Press, that was the single most fulfilling moment of my life. Your authorial responsibilities won’t end at publication. Book signings and readings at bookstores and book fairs, invitations to book clubs and university classrooms, author’s website creation and updates, panel discussions at writers’ conferences, print and live interviews, all of these and other forms of book promotion lie ahead. But you will handle it and enjoy the recognition, for you are what you’ve earned the right to be called. Professional. u Sohrab Homi Fracis, born and raised in Mumbai, is the first Asian to win the Iowa Short Fiction Award, juried by the legendary Iowa Writers’ Workshop, for his book TICKET TO MINTO: Stories of India and America. It was also released in India by Indialog Publications and translated into German. He was Visiting Writer in Residence at Augsburg College and fiction and poetry editor of the State Street Review. He is on the fiction faculty of the University of North Florida Writers’ Conference.

With Best Compliments From Viraf N. Chiniwala

Specialists In Renovation of Multi Storied Buildings An Iso 9001 : 2008 Certified Company 7, Cassinath Building No. 1, 1st Floor, Cassinath Street, Tardeo, Mumbai - 400 034. Phones : 2354 35 60/ 2354 89 49 Fax : 2354 56 01 E mail : /

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Cyrus Bagwadia

Woman EntrepreneurTransforming the Community


here is something quite unique in Parsi community - The ubiquitous Business Woman.

Perhaps the most underrated and under publicized personality. Haven’t we, at one time or the other depended on the friendly neighbourhood bhonu supplier? Then of course there are those running car rentals, to art deco jewellery, to glass beaded torans to embroidered saris, to gift wrapped chocolates, to running home crèche, and NOT forgetting a marriage bureau. Each making our lives a little better. In a survey done last year, 60% of Parsi women are “household income earners”! Wait till you hear this—one-third of these are in their own businesses. This is astounding and has never stopped to amaze me. But then isn’t almost all of community efforts and support is targeted towards the men folks to get them up and going in their lives? Let’s take a peep into a typical day in life of a woman. Lets call her, SuperBawi. Its 6 am and she has a mental list of things she needs to take care of within a certain time frame. Getting the kids ready for school, run them to the school bus stop, prepare breakfast for husband, and as if these tasks are not enough, she make sure he feels really elated with a flying kiss and a loving wave of “come back soon” hand.

Let the men in this community be awed and appreciate all that she does and take it upon themselves to become more helpful and supportive.

As soon as SuperBawi has finished waving to her husband with a smile on her face, she runs back to kitchen and starts to plan the 2 meals for the day. She weighs between the things her family would love to have and what she has in the fridge. A great corporate CEO is one to exude a balance between the interests of the company and his own. For SuperBawi, it comes naturally in her daily chores! Now SuperBawi goes to the market. She knows exactly what she wants. She starts looking at prices, compares different brands, considers various options and makes choices based on best value she gets. She negotiates hard. It’s her natural instinct to make every Rupee count, optimize limited resources, and get a good return on

her investments. Instinct is the nose of the mind. A great gift to have in a business. She is a perfect procurement officer. She is naturally wired to select right supplier of products who gives her the best terms. Remember, all young businesses go through lean times when there’s little or no funds to go around and there is so much more to do. She has well crafted art of negotiations. Let’s go back into the day of our Superbawi The kids are back from school and she is all organized for their home coming. A tasty home made snack, fresh clothes after a bath. And then its time for their studies and homework. Just then her husband’s sister happened to be in the vicinity and decides to drop in. SuperBawi makes her some coffee, has a chat with her, makes sure the kids are studying and begins the preliminary preparations for the dinner. She seems most at ease with multi tasking, while playing a gracious host to a unexpected guest. Women are natural-born multitaskers and when in business, this is a critical skill. Whether it's marketing, customer service, design or project management that's required to get a company off the ground, women excel in the juggling tasks and are more comfortable wearing different hats. Her aptitude for details, her ability for doing multiple tasks, her penchant for getting the best value, her determination with intuitiveness are essential elements to propel a company to success today. Most of the female entrepreneur depends on family support. Banks are not generally interested in giving loans to them. Moreover lack of knowledge and exposure to business plan and skill development are generally absent or low. (WZCC—are you listening?) Despite such issues and obstacles this generation of women have truly taken charge. I applaud these amazing women. Let the men in this community be awed and appreciate all that she does and take it upon themselves to become more helpful and supportive. u Cyrus Bagwadia is the President of WZCC India. He started Dupont in India as its first Indian Country Head. Was MD of Essel Propack which won the "Best Under a Billion, a global award by Forbes magazine USA. and MD of Bilcare Ltd in Singapore and now a Management Advisor and Mentor. Actively pursues entrepreneurship development and has investments in 3 startups.

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Adi B. Siganporia

Role of WZCC in Current Economic Scenario


ur small community has achieved great laurels over the last several decades and our current generation has rightly been resting on these past glorious achievements of our forefathers. However, only when we go into the details of what our ancestors exactly did, we realize with pride that they entered trade, commerce and industry. They plunged into business – domestic and international. They started with humble beginnings and then grew and prospered. They had guts, they saw the opportunities around them and grabbed them. They then worked hard. They were not intimidated by temporary setbacks – they fell but got up and bounced back as if they had springs on their spines; they worked with determination and discipline – coupled with sincerity and honesty of purpose. They were then trusted and respected and were so successful that although generations passed, their everlasting legacy is still spreading sweet fragrance even today and God willing, will continue for all times to come. The Spirit of Entrepreneurship and Professionalism in different walks of life got imbibed in them. They were not Employees ! They were Excellent and Respected Employers. They did not stop at that. They had the Vision and Wisdom to create various Trusts and ensured that the future generation got the benefit in terms of Housing, Education, Medical relief etc. May their noble souls be blessed with eternal peace.

The basic objective and aim is to spread the spectrum of Trade, Commerce, Industry, Entrepreneurship, Professionalism and related aspects throughout the length and breadth of the globe involving all Parsi Irani Zoroastrians.

It is in this light that a World Body got birth roughly eight years ago with a name – WORLD ZARATHUSHTI CHAMBER OF COMMERCE (WZCC). The basic objective and aim is to spread the spectrum of Trade, Commerce, Industry, Entrepreneurship, Professionalism and related aspects throughout the length and breadth of the globe involving all Parsi Irani Zoroastrians. The interconnection and networking between the Small, Medium and Large Enterprises and Professionals becomes a breeding ground of new ideas, new spirit and new awakening which will keep the torch burning so that we remain creative, independent, self reliant and be masters of our own. WZCC conducted two very useful and successful Programs during the last two consecutive years called “Business Plan Contest” and “Entrepreneur Development Program”. All the aspects of a Business Entity were integrated in a package which proved enjoyable and interesting to the

participants. These two Programs generated a new spirit and awakening amongst younger generation – as they wanted to be masters of their own. The reactions of the Participants in general terms were : (a) I did not have the clarity of the complexities of a Business Entity earlier – now I have. (b) My ‘confidence level’ of moving on my own was at a very low ebb – now it is very high. (c) My ‘perception’ of the business world was too narrow – it has now widened. (d) I had several misconceptions, now I am clear in my mind as to what businesses is all about. (e) There is now a growing realization in my mind that opportunities are innumerable – I only need to find them. (f ) The beauty and the essence of these Programs is that we have the back-up and hand-holding of our Mentors till we settle down in our respective business ventures. This is the most useful ingredient of these Programs. Apart from the aforesaid focused Programs, several interesting Events are being arranged which enhances business knowledge, wisdom and wealth of all those who interact with WZCC. Moreover, WZCC is vibrant with youthful energy as its youth are actively interested in ‘Networking”, ‘Knowledge sharing’, etc. here in India as well as

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abroad. This interaction will continue to flourish. Furthermore, there is a growing demand from potential Entrepreneurs to seek advice on various aspect of business and here again WZCC is in the procress of establishing a “Business Advisory Group” (BAG) comprising of well qualified, experienced and reputed Individuals who will willingly help such Businesses to be on the right track and grow.

An average Indian now aspires to have a fairly decent life compared to what our predecessors ever dreamt of.

Thinking of the World Economy, there are two major Asian Powers which are likely to prosper and grow over the coming two to three decades. The gigantic population of these two countries which were viewed negatively seem to be giving an impetus to more and more of consumer demand and foreign, private and institutional investors. The purchasing power of people in India seem to be progressively increasing. An average Indian now aspires to have a fairly decent life compared to what our predecessors ever dreamt of. Gradual increase in literacy levels seem to be creating an intelligent and committed work force. Moreover, the huge proportion of young population adds enormous strength to our economy. Our country is also fortunately endowed with ample natural resources. The inherent rich Indian culture


adds some feathers in our cap. Earlier the world was not looking at us. Now they do. They now want to take a step further and mingle with us. They have now understood the real meaning and essence of Indian culture, heritage and values. Earlier we used to say – “India is a rich country with poor people”. We should not be surprised if in the coming years, we say “India is a rich country with rich people”. With growing economy, business opportunities have a tendency to multiply geometrically. Even if one venture fails, another comes on the surface ready to be attended to and that too fruitfully. The golden era of multiple choices and varieties of opportunities can certainly give boost to business, trade, commerce and industry to grow. The old saying that “An Indian Businessman’s ingenuity is so sharp and skilful that he can buy from a Jew, sell to a Scot and still make profit” holds good even now. Parsi Irani Zoroastrian Entrepreneurs and Professionals have not lagged behind, they cannot and will not be laggards. They were front-runners, are front-runners and will continue to win. WZCC is established to generate winners. u Adi Siganporia is the Vice Chairman of WZCC Mumbai Chapter and a Retired Senior Executive of the Tata Group.

With best wishes from : World Zarathushti Chamber of Commerce -

Pune Chapter.

Committee members Chairman


Viraf Deboo

Vice Chairman


Umeed Kothavala

ex – Chairman


Adi Engineer



Tehmasp Bharucha



Khushru Minocherhomji

Jt. Secretary


Vistasp Dastur



Rohinton Udachia


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Dolly Dhamodiwala

Corporate Governance for Global Competitiveness


orporate Governance in its broadest sense is the balance between economic and social goals and between individual and communal goals. The governance framework is designed to encourage the efficient use of resources and equally to ensure accountability for the stewardship of these resources. The aim is to align as nearly as possible the interests of individuals, corporations and society. In this broad sense, good Corporate Governance is the foundation of economic reforms aimed at strengthening the economy and promoting social welfare. At the corporate level, good Corporate Governance is a system by which companies are directed and controlled by the Board. This function is different from the management of the company. The Board’s role is to guide and lead the management of the company by setting the company’s strategic objectives, supervising its functions and reporting to the shareholders the outcomes of its stewardship. Leadership at the Board level connotes leadership for efficiency to compete globally, leadership for probity to gain the confidence of the investors and leadership for transparency and accountability to invoke trust of the stakeholders.

No Success or Achievement in material terms is worthwhile unless it serves the needs or interests of the country and its people and is achieved by fair and honest means - J R D Tata

In doing this the Board is expected to follow the four main pillars of Corporate Governance – Responsibility, Accountability, Transparency and Fairness – Some of the essential elements of Corporate Governance for a company are :  Good Board practices with well defined roles, responsibilities, duties and commitment  Equitable treatment of all shareholders and active participation of all stakeholders in decision making – well-defined shareholders’ rights  A strong regime of disclosures and transparency  A robust control environment for internal controls and risk management Sir Adrian Cadbury The emphasis is not only on returns to the shareholders but wellbeing of all stakeholders including customers, suppliers, employees, investors and Society at large.

Relevance of Corporate Governance More than financial performance of the company, global investors today look for effective board leadership, transparency, accountability, shareholder protection and an effective risk management system. Good governance practices have benefitted companies as well as countries in attracting investment from global financiers resulting in better financial performance and greater efficiencies in the financial markets. Well governed companies perform better due to improved access to external finance, lower cost of capital, increased firm valuation, improved share performance and reduction in the risks of corporate crises and scandals. Corporate governance is not new to India. A philosophy of good governance based on the principles of integrity, responsibility and good moral and social values had been embedded in the corporate culture of some of India’s leading business enterprises even before the concept was defined in the West. Prominent examples of well governed companies which emphasized the well-being of all stakeholders and the Society, are the House of Tata’s, the Godrej Group, the Bajaj Group and a few other erstwhile closely held companies. Globalization has ushered in myriad challenges making the Indian business environment more complex. As Indian businesses enter global product and service markets, expand through cross-border acquisitions and mergers, seek an increased flow of risk capital from matured capital markets and face intense competition on home ground from foreign direct investment, they need greater strength to succeed and grow in an increasingly challenging environment. It is here that good corporate governance can become a true differentiator. Corporate Governance is a tool that can equip a company to build sustainable changes in strategy and go far beyond financial success. Yet the wider distribution of the benefits of Corporate Governance depend on the institutional and structural context within which firms operate. Corporations work within a governance framework which is set by laws of the country, regulations and

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the company’s own constitution. The framework will differ from country to country but its effectiveness depends on the degree of supervision and enforcement mechanisms. Equally important is the degree of monitoring from the shareholders and institutional investors, which is weak in India due to absence of shareholder activism in the Indian capital market.

If corporate entities have to gain the trust of their investors, they will need to overhaul their business models in tune with the expectations of their overseas partners.


equity, require enhanced levels of accountability and transparency which can invoke greater trust from the investors. Resources flow to companies which inspire Trust.

Good Governance must materialize from within the company Whatever may be the level of regulatory standards, good governance practices will ultimately have to come from within the company and emanate from its own business philosophy. The Tata Group’s philosophy of Corporate Governance is founded upon a rich legacy of fair, ethical and transparent governance practices many of which were in place even before they became mandatory. The Tata Code of Conduct serves as an ethical roadmap for all Tata companies and employees.

If corporate entities have to gain the trust of their investors, they will need to overhaul their business models in tune with the expectations of their overseas partners. In this context, the role of the Board of Directors is extremely critical. A diverse and independent Board with professional experts can even challenge the management on its strategic decisions. In building an optimum business model, maximization of financial returns will have to be linked with sustainability of the business. This entails a robust monitoring system for all business areas, separation of ownership, control and management functions, timely succession planning, effective internal controls, a strong risk management system and above all concern for the welfare of all stakeholders and the Society.

In the Godrej Group of companies, from the days of Pirojshah Godrej, its patriarch, the philosophy of Corporate Governance was developed on sound ethical lines with emphasis on service to the customer and welfare of its employees.

u Dolly Dhamodiwala is an active Managing Commttee Member of the Mumbai Chapter of WZCC. She is an Economist and Management Consultant by profession

Dominance of Family Managed Enterprises in Developing Markets including India Some of India’s highly successful business conglomerates have been Family Managed Enterprises. The key reasons for the success of these family-owned businesses are Command (independent decision making by senior management), Continuity (far-sighted mission), Community (a culture with deep concern for employees) and Connection (establishing a strong relationship with customers and suppliers). But not all family businesses particularly in emerging markets like India have adopted this philosophy. The ultimate bottom line has always been market capitalization and share pricing. Corporate Governance High on the Agenda of Companies. Corporate Governance has currently become an immensely debated issue for corporate entities, financial institutions and even State owned enterprises. This is because globalization and the increased cross border flow of funds especially private



he first monthly Newsletter of the Mumbai Chapter was circulated to members by email and placed on the WZCC Website in November 2008. Since then, 35 Newsletters have been circulated, which form part of the Archives of WZCC Website. The first paragraph of the November 2008 Newsletter states its purpose : “Communication between the Committee and members is an essential component for the development of any association. What is important also is, that it develops a sense of belonging”. The Newsletter covers a wide spectrum of topics, such as : l l l l

The previous month’s and the following month’s events or programs Profile of members A whole series titled - Introduction to Management – starting with the subject of “Evaluation of Management Leadership” Business topics of interest to SMEs, such as, Forming a Company, Valuation of a Company, Cash Flow and many others.

We, as part of WZCC, believe that change is the only constant. We wish to improve the Newsletters to provide better, more enduring value for our readers. We need contributions from members from around the world on subjects that cover : Entrepreneurship – share experience or lessons on revival, from failure to success; Business Planning; Mentoring; Management; Networking; Quality; Productivity; Marketing & Personnel Development. The Newsletter can also provide a platform for dialogue between members to promote trade, share business experiences and/or technology for mutual benefit. We would be delighted to receive any other suggestions from members to generate interest or passion for the Newsletter and expand readership throughout Chapters. We look forward to your response by mail addressed to “The Editorial Team at” Wishing you all a Very Successful New Year Editorial Team – Newsletter WZCC India

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Yazdi Tantra

So you wanna be an Entrepreneur ?

H These peaks and valleys represent the joys and frustrations of entrepreneurship. And, if you have had that cycle ride, like most Parsis have had, you are already an Entrepreneur !

ave you ever zoomed down a steep mountain road on your bicycle, with both your feet in the air ? It’s thrilling and terrifying at the same time. You react to circumstances as quickly as you can, but still wonder if your last decision will throw you off the mountain, or cause you to run headlong into some obstacle or, better still, will allow you to gain even more speed and momentum ! It can be a truly exhilarating, hairraising ride. But like a roller coaster, every peak is followed by a valley. These peaks and valleys represent the joys and frustrations of entrepreneurship. And, if you have had that cycle ride, like most Parsis have had, you are already an Entrepreneur ! Yes, being an entrepreneur is being crazy. But he would not have life any other way. With a fire in his belly, an entrepreneur is compelled to do what he

loves doing most and thoroughly enjoys doing it over and over. He is a master of his destiny. And he creates something from nothing ! Other mundane stuff like making money, creating jobs, having no boss, etc. are all pleasant side effects. And, are we not all crazy as a community ? Taking your motorcycle up to your home on the second floor, washing your car when it is raining, collecting ball point pens for no reason – are all signs of being madly passionate about something. That is what entrepreneurship is all about – being passionate to the point of madness. Proves a point – entrepreneurship is in our genes. So, why are we not seeing many entrepreneurs around these days ? Is it fear of failure ? or too many hassles or lack of risk appetite ? Maybe a little of each, combined with easy availability of high paying

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jobs. But then, there is no comparison between a steady bus ride in the city and a humongous roller coaster ! Safe, but no thrill – yuck. Where do I start ? The answer is very simple – start with a hobby and make it your vocation. If music is your passion – start a music academy. If art is your craving – you could trade in paintings. And, if you are the nerdy type, you might like to dabble in silicon chips and ultimately invent a commercially viable Solar power generating system. You could start a part-time hobby and later convert it into a full time business. How do I start ? Well, well. There are so many institutions and organizations ready to help these days. Look at National Entrepreneurship Network (NEN), The Indus Entrepreneurs (TiE) and our very own World Zarathushti Chamber of Commerce ( WZCC). Did you know that WZCC conducts Entrepreneur Development Programs on an annual basis to educate and mentor those who want to dive into the abyss of entrepreneurship and equip them with sturdy parachutes to ensure safe landings ? But where is the money ? Show me a good project and the money will follow – something that has been said a million times. No matter how crazy your idea, if it is workable and commercially viable, there is no dearth of money these days. So many investors, venture capitalists and banks prowling around, looking for so few good, viable projects. Beware before you find them, maybe they will find you ! And all ventures do not involve big money. Better to start small and grow, thereby minimizing your need and risks.

I would rather stumble a thousand times Attempting to reach a goal, Than to sit in a crowd In my weather-proof shroud, A shriveled and self-satisfied soul. I would rather be doing and daring All of my error-filled days, Than watching and waiting, and dying Smug in my perfect ways.

It is certainly not a bed of roses. Grit, determination, hard work, smiles and tears are all a part of the game.

I would rather wonder and blunder, Stumbling blindly ahead, Than for safety's sake Least I make a mistake Be sure, be safe, be dead. - Author Unknown

Isn’t it risky ? If you invest in shares, it is risky. If you take up a job, the company may fail, or your boss may be obnoxious. If you use a computer, you may get a virus. If you walk on the street, you might just meet with an accident. There is no place which is risk free. But there is a place where you can enjoy being yourself – your own sweet entrepreneurial venture. What if I fail ? No worries. A couple of failures will bring out the best in you and groom you to become a tenacious entrepreneur. What happens when a child learns to walk ? Does he succeed the first time ? Does he keep trying ? Till he actually walks ? Well – we must learn from kids these days! The eco-system The support system where you meet with others who are as ambitious as you are, where you find mentors and hand-holders, where you find experienced stalwarts guiding greenhorns – all this is available for the asking. Just walk into a WZCC office with a prior appointment and you will be surprised. Well, all this is fine, I am raring to go, but who will convince my family ? YOU – who else ! It is certainly not a bed of roses. Grit, determination, hard work, smiles and tears are all a part of the game. At the end of it all, when you create your baby venture out of nothing, enjoy being there and succeed in making your dreams a reality, you will look back with a smile and say – “Well, after all, it was well worth the effort.” Welcome to Entrepreneurs !





u Yazdi Tantra is the Technical Director on the WZCC Global Board, and a first generation entrepreneur, actively involved in developing Entrepreneur Development and Encouragement programs.

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Phili Kharas

The Evolution of Management Leadership


Leader’s job is to provide direction and guidance so that the members of his group can work effectively together. This means that the leader has to engage himself in some physical and mostly mental effort. Hopefully, this write-up will help entrepreneurs to perceive their own characteristics on leadership and where they stand on the ladder of evolving leadership, in managing their business. When first assuming a leadership role, a person will tend to do the things that come naturally to him. He will use his knowledge, aptitude and personality characteristics, in his attempts to guide and direct the people he leads. A “natural” leader tends to put his personal interests above those of the group as a whole. His outlook and orientation are “centric”. Typically, he sees other members of the team as working for him, rather than with him. He tends to give more emphasis to his own rewards, whether these are financial or psychological. At this “natural”, intuitive stage, the leader tends to get his greatest satisfaction from achieving results that are immediate and visible and for which he can claim credit.

The Management leader accomplishes results by motivating others to do for themselves, rather than through what he can do for them.

The natural leader generally tends to act first, think later. He tends to build his Organisation around individual personalities. He selects key individuals and allocates important work to them. His primary concern is whether the individual has integrity and can do the work without raising questions or discussing the merits of the decision. This approach tends to be successful over the short term. Sooner or later the individuals accumulate diverse and unrelated responsibilities. As it happens most often the individual’s successor will not have the experience necessary to perform all the varied or unrelated tasks. As a result each individual entering the group tends to trigger a reorganisation. The natural leader is primarily concerned with making others understand him. Generally he tells others what he wants and how he wants it. He is not a good listener and makes little

effort to understand the different view points of those with whom he works. As a result the natural leader is insulated from the underlying feelings of his people and communication tends to degenerate. The success of a natural leader tends to be limited to his own personal strengths and capacity. He does not know how to multiply his efforts most effectively through other people and therefore he has to depend largely on his own strength and ingenuity. Operating within a frame work of short term actions and results he has not learnt how to master the future. As a result most often his organistaioin begins to outgrow him. If his organisation has to survive he has to undergo a transition to becoming a “management leader” who specialises in the work necessary to achieve desired results through and with other people. The Management leader accomplishes results by motivating others to do for themselves, rather than through what he can do for them. A management leader can be identified when he puts the needs and interest of his organisation ahead of his own personal interests. The Management leader knows the decision he should make and those that can better be made by others. He establishes the conditions that make delegation possible and consistently pushes authority down to the operating levels. This form of leadership allows people the opportunity to make most of the decisions that relate to their own work.

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Instead of building jobs haphazardly around individual personalities the management leader logically arranges and groups the work to be performed; he ensures that each person has challenging satisfying work to do and that the efforts of his people are directed towards profitable results.

The Leader seeking to develop professional competence in management must begin with a clear and orderly understanding of his tasks and responsibilities.

The Management leader sets out responsibilities so that others know what is expected of them and can decide for themselves whether or not they are obtaining the desired results. The Management leader then gets concerned only with those things that are not progressing according to plan. He can thus exert maximum control with minimum effort. More important he gives to others the tools they need to evaluate their work and correct their own mistakes. It is indeed interesting to read what the management “guru” – Peter Drucker – says about Leadership. Here’s an abstract from his book titled “The Practice of Management” : “ Leadership is of utmost importance. Indeed there is no substitute for it. Leadership cannot be created or promoted. It cannot be taught or learnt. …. Leadership is not about a magnetic personality, its not about “making friends and influencing people” –

that is Salesmanship. Leadership is the lifting of a man’s (your subordinates) vision to higher sights, the raising of a man’s performance, to a higher standard, the building of a man’s personality, beyond its normal limitations. Nothing better prepares the ground for such leadership than a spirit of management that is confirmed by the day to day practices of the organisation, strict principles of conduct and responsibility, high standard of performance and respect for the individual and his work”. The Leader seeking to develop professional competence in management must begin with a clear and orderly understanding of his tasks and responsibilities. This understanding is based on a systematic arrangement of the work of Management into logical groups or categories. Management is about securing results through and with other people, therefore a Management Leader relies not so much on what he himself can do but in what he can get others to do for and with him. u Phili Kharas is the Chapter Chair for WZCC – Mumbai Chapter. Professionally, he is the Chairman of Ecoplast Ltd. and Member of Governing Council of Indian Center for Plastics in Environment. He is past President of The Organisation of Plastics Processors

Our best wishes to all ,

BRIGHTON SYNTHETICS Manufacturer of Technical Textiles – Twine, Tapes / Webbing & Knitted Cord made from Nylon, Polyester, Polypropylene (‘PP’), Cotton yarns Our products are used in: l Cargo-lifting (high tenacity webbing/ slings), l Safety harnesses & belts (in construction, adventure sports, defence, etc), l Automobiles (in seat frames, pull-straps, seat belts, etc) l Jumbo bags (FIBC- handles) & Straps for travel bags, haversacks l Packaging – (cord handles in eco-friendly carry bags of paper, cloth, plastic, etc) l Fishing & Shade Nets (twine for nets – 210x1x3 to 210x40x3) l Sewing threads (Nylon, Viscose, Polyester – Spun, Filament, etc) and other allied industries You can contact us …. Baghdadi Estate, 43, R. S. Nimkar Marg Mumbai Central, Mumbai – 400 008 INDIA


Vera Saiwala on +91-98204 92323 Sayras Anklesaria on +91-99303 07804

Godrej & Boyce Mfg. Co. Ltd. Construction Division, Pirojshanagar, Vikhroli (W), Mumbai 400 079

Tel: +91 22 6796 2020 / 2030 Fax: +91 22 6796 1501 E-mail mail: Website:

VISION: Setting Standards as Builders to the Nation. MISSION: Building Habitats for Generations to Cherish Godrej Garden Enclave

Real Estate Development Godrej Construction has a strong foundation in the sphere of building modern living spaces for over six decades. Construction Division of Godrej has meticulously planned and constructed an Industrial garden township which has been accredited with ISO 14001 Environment Management System. Godrej Construction has been accredited with ISO 9001 Quality Management System, ISO 14001 Environment Management System and OHSAS 18001 Occupational Health & Safety Assessment Series. Godrej Garden Enclave is ideally located on the Eastern Express Highway, just half a kilometer from Vikhroli Station. It offers you quick access to key routes linking the eastern and western suburbs. These distinctly visible Residential towers are flanked by the breathtakingly beautiful Soonabai Pirojsha Godrej Marine Ecology Centre, being the single largest mangrove belt that serves as a natural habitat for various species of flora and fauna. Being located on the fast emerging central suburb of Mumbai-Pirojshanagar, Vikhroli, this property is at the very heart of a dynamically evolving city.

Platinum Towers

Construction Contracts Godrej Construction has capability of carrying out architectural, structural design and construction of industrial, commercial and residential projects, project management services, offering customized & tailor-made solutions.

IIT Convention Center, Powai

The Pirojshanagar township comprising of 400 acres o f Industrial development and 300 acres of residential development has been successfully completed by Godrej Construction.

It has completed in-house projects across the country in the fields of design, new construction, maintenance, repair and overhaul (MRO) of manufacturing plants, multi-storied residential buildings, bungalows, and residential quarters for workmen, staff and management. Mahindra Data Centre, Kandivali

It has also successfully completed external projects like ʹ Mars hotel: 5 star hotel with constructed area -2 Lakh Sq.ft located at Andheri IIT Bombay Convention Center: Constructed area -1.25 Lakh Sq.ft located at Powai Basement Car Parking at Khar Gymkhana

Currently Godrej is working for Mahindra Lifespace Developers Ltd. for construction of one Lakh square feet Data Centre & Office Space project at Kandivali.

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AGM - 2011

WZCC Souvenir - AGM 2011  

WZCC Souvenir - AGM 2011

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