“How do you expect us to fly as you fly?” came another voice. “You are special and gifted and divine, above other birds.”
“Touched him with a wingtip! Brought him to life! The Son of the Great Gull!”
“No! He denies it! He’s a devil! DEVIL! Come to break the Flock!”
- Jonathan Livingston Seagull
Shashi Tharoor had right credentials for being in the external affairs ministry. Well educated, excellent experience in the field of international diplomacy, an outstanding orator, a thinker, and well connected among the senior political and administrative circles across the world. However, the self righteous middle class and the many among the self serving media together were too eager to pillory him for his ‘cattle class” remark and were happy to pull him down for his IPL imbroglio.
C. B. Bhave is the most qualified to hold the position of SEBI Chairman today and he takes his job very seriously. The enforcement record of SEBI under his leadership in the last three years has been outstanding in comparison to its past performance. The initiatives he took in with respect to the mutual fund industry and the insurance industry have been acknowledged as beneficial for the investors at large. But there are many out there who strongly believe that his ‘tough cop’ style is not what we need in a regulator.
If we look around, we can see many such examples of ‘A few Good Men’ being crucified. When a regular human being like each of us, takes pride in his public responsibility and works hard to do justice to what he is expected to do, there are hardly few who will support him. We seem to be unable to tolerate him for his sense of purpose, his sense of integrity, his initiative in doing the right thing. We are looking for one apparent mistake from his part, one controversy, or one remark, to belittle him if not condemn him.
Why are we so eager to see him flounder? Why are we too happy to see him fail? Why don’t we want him to succeed? Because if he does, then we have no excuse for our inaction; we have no excuse for our failures; we have no excuse for not even trying.
On the other hand, we are willing to tolerate unscrupulous elements in their positions of power, whether in Politics, Bureaucracy, Business or even Academics. The more unscrupulous they are, the more our tolerance. We are willing to extol that iota of good deed that he does as an excuse for our support or at least tolerance of him. We find it easy to elect Phulan Devi and Haji Mastan (I am sure we can think of better living examples around us) to power than to support and encourage honest and clean officers in their endeavours.
Why? Because he is not one of us; he is an exception, an outlier, an aberration. Our middle class morality can satisfy our self righteousness by dissecting his corruption, fraud and self serving behaviours and attribute his success to his shenanigans. We secretly hope that being on his right side would help us in our own little scams when it is convenient to us.
If we want to try to make a difference we are faced with limited options. Be ready to be called a Devil or God. Or be ready to be shot down by own kith and kin. The more pioneering our initiatives and/ or more change it brings to the existing order more vicious will be the rejection. But we have to keep trying because it is through the sacrifices of a few that social transformation is nurtured; albeit very very slowly.
“Don’t be harsh on them, Fletcher Seagull. In casting you out, the other gulls have only hurt themselves, and one day they will know this, and one day they will see what you see .Forgive them, and help them to understand.” Jonathan Livingston Seagull by Richard Bach
The post represents my personal opinion and not that of any organisations or people with whom I am associated.
Monday, September 20, 2010
Monday, September 13, 2010
“Nothing Succeeds like Success”
After we got our independence in 1947, we decided to pursue a mixed economy, established a strong planning infrastructure that encouraged public sector to lead the way in investment in key sectors. We protected our industry against competition from abroad by import restrictions and high tariffs and against competition from within by restrictive licensing policies and MRTP act.
Our country as a leader of the Non Alignment Movement (NAM) attempted to play a major role in international politics. But unfortunately this movement had as its members mostly underdeveloped and developing countries with little stature in the global political or economic landscape. Moreover, many of them for their own benefit found it difficult to be truly neutral and had mild or strong alignment with one or the other great powers. In this way the influence of NAM and India was not that significant through this avenue.
Thus for sometime post independence, we seemingly had nothing important to offer to the world at large and were therefore almost in isolation. In the mid eighties slowly and early nineties surely, our economy started to open up. Our Industries were not gobbled up by the Multi National Corporations as many feared. We demonstrated an ability to sustain an impressive growth of economy. Our markets were looking attractive; we realised that we had competitive advantage in many key fields; India became a country which could no longer be ignored.
Our President got one of the best welcomes when she visited UK last year. She was invited to stay in the palace with the queen. Four professors from Wharton visited and studied Indian Management practices and they have published a book called the “India Way”. As per Harvard Business Review “The authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context. With its in-depth analysis and research, The India Way offers valuable insights for all managers seeking to strengthen their organization's performance.”
As per another review “this book closely examines what Indian managers do differently and how their management innovations work, which of these innovations could be transferable to the Western context and ultimately how this new management model could one day modify or even supplant the old.”
Something like a management practice could not have evolved overnight. It would have been around for a long time. But, we now see a much elevated interest across the world for many things ‘Indian’. In fact, we have won more beauty contests since our economy has opened up in early nineties. Why this interest now? It is because we have become relevant.
Ours is a young and growing economy; our markets are large and more open; there are fairly strong institutions in many sectors. Today on the foundation of a stronger economy we are in a better position to get attention, to be heard and to influence; much more than any visionary or intellectual leaders could do as the head of a pauper state.
If we want to make a difference, as a country, a company or as an individual, we have to first establish our relevance in areas which are important to our target audience. The more importance or apparent importance we can project, the more influence we can exert. The relevance could be as a customer, as critical supplier, as a policy maker, as a fixer. as reference, as financier or a strong alley. But there has to be relevance.
This is not a prescription; but just an observation. This is not a value statement; but an expression of realisation. This is not peddling of a panacea; but sharing a reality of life. This may be the “Mathew Effect” that sociologist Robert K Merton propounded and made popular by Malcolm Gladwell in his book “Outliers”. It is left to us to interpret and act on this in a way that makes sense to each of us.
For to all those who have, more will be given, and they will have an abundance; but from those who have nothing, even what they have will be taken away. — Matthew 25:29
Our country as a leader of the Non Alignment Movement (NAM) attempted to play a major role in international politics. But unfortunately this movement had as its members mostly underdeveloped and developing countries with little stature in the global political or economic landscape. Moreover, many of them for their own benefit found it difficult to be truly neutral and had mild or strong alignment with one or the other great powers. In this way the influence of NAM and India was not that significant through this avenue.
Thus for sometime post independence, we seemingly had nothing important to offer to the world at large and were therefore almost in isolation. In the mid eighties slowly and early nineties surely, our economy started to open up. Our Industries were not gobbled up by the Multi National Corporations as many feared. We demonstrated an ability to sustain an impressive growth of economy. Our markets were looking attractive; we realised that we had competitive advantage in many key fields; India became a country which could no longer be ignored.
Our President got one of the best welcomes when she visited UK last year. She was invited to stay in the palace with the queen. Four professors from Wharton visited and studied Indian Management practices and they have published a book called the “India Way”. As per Harvard Business Review “The authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context. With its in-depth analysis and research, The India Way offers valuable insights for all managers seeking to strengthen their organization's performance.”
As per another review “this book closely examines what Indian managers do differently and how their management innovations work, which of these innovations could be transferable to the Western context and ultimately how this new management model could one day modify or even supplant the old.”
Something like a management practice could not have evolved overnight. It would have been around for a long time. But, we now see a much elevated interest across the world for many things ‘Indian’. In fact, we have won more beauty contests since our economy has opened up in early nineties. Why this interest now? It is because we have become relevant.
Ours is a young and growing economy; our markets are large and more open; there are fairly strong institutions in many sectors. Today on the foundation of a stronger economy we are in a better position to get attention, to be heard and to influence; much more than any visionary or intellectual leaders could do as the head of a pauper state.
If we want to make a difference, as a country, a company or as an individual, we have to first establish our relevance in areas which are important to our target audience. The more importance or apparent importance we can project, the more influence we can exert. The relevance could be as a customer, as critical supplier, as a policy maker, as a fixer. as reference, as financier or a strong alley. But there has to be relevance.
This is not a prescription; but just an observation. This is not a value statement; but an expression of realisation. This is not peddling of a panacea; but sharing a reality of life. This may be the “Mathew Effect” that sociologist Robert K Merton propounded and made popular by Malcolm Gladwell in his book “Outliers”. It is left to us to interpret and act on this in a way that makes sense to each of us.
For to all those who have, more will be given, and they will have an abundance; but from those who have nothing, even what they have will be taken away. — Matthew 25:29
Tuesday, September 7, 2010
In God’s Company (humour)
Recently I came across an interesting story a friend forwarded to me; a story about a tailor who fell in love with a princess. Let us call him Sawant. He was smitten so badly that he would not eat properly and he could not sleep well. He shared his desire and desperation with his friend who was a chariot maker.
He suggested a way out. The chariot maker built a chariot that looks like the chariot used by Vishnu the God. Then Sawant dressed up like Vishnu and landed up at the private garden of the princess. Innocent girl that she was, she fell for the story and believed that Vishnu was in love with her. There started a relationship which they continued for many days. Gradually, one of the maids came across some signs of this secret affair. They informed the king. The king accosted the princess. She told him the truth of her affair with Vishnu.
The king was sceptical and hopeful. Next time when Vishnu visited, the princess was not alone; the king was there too. He wanted proof. So he asked the Vishnu for to help him defeat the Chakravarty (the king of kings). Sawant was in a fix. He realised that he is dead either way. If he tells the truth the king will kill him and if he goes to fight the war, he will be killed. He decided to die in the war.
He took a small army from the king and proceeded to a war with the chakravarty dressed up like Vishnu on his chariot. The story of this Vishnu had also reached the heaven. The gods met up with Vishnu and discussed about the public relations disaster of the duplicate Vishnu losing the war. So they decided to support the tailor boy.
With the support from heaven, the Sawant won the war. The king was happy and the princess was happy. Then our hero shared his desire to take human form and live with the princess. He warned the king that as he had taken the human form he might not be able to perform such miracles anymore. The king agreed happily and our hero and the princess lived happily ever after. (May be the tailor needs more appreciation for the ‘ever after’ bit more than the war that he won!!)
The fairy tale has an interesting lesson. This lesson is almost universal and is applicable in politics, in corporate, in religion and in bureaucracy. The rule is that when we attempt some crazy or ambitious ideas make sure that the interest of some ‘powerful gods’ are aligned with ours! How well this alignment is and how powerful our god is will determine the extent and strength of the support we can garner. The corollary is that when you and I compete and both of us have our gods supporting us then what matters become which god is more powerful.
“Success is about actively shaping the game you play, not just playing the game you find.” Adam Brandenburger & Barry Nalebuff
He suggested a way out. The chariot maker built a chariot that looks like the chariot used by Vishnu the God. Then Sawant dressed up like Vishnu and landed up at the private garden of the princess. Innocent girl that she was, she fell for the story and believed that Vishnu was in love with her. There started a relationship which they continued for many days. Gradually, one of the maids came across some signs of this secret affair. They informed the king. The king accosted the princess. She told him the truth of her affair with Vishnu.
The king was sceptical and hopeful. Next time when Vishnu visited, the princess was not alone; the king was there too. He wanted proof. So he asked the Vishnu for to help him defeat the Chakravarty (the king of kings). Sawant was in a fix. He realised that he is dead either way. If he tells the truth the king will kill him and if he goes to fight the war, he will be killed. He decided to die in the war.
He took a small army from the king and proceeded to a war with the chakravarty dressed up like Vishnu on his chariot. The story of this Vishnu had also reached the heaven. The gods met up with Vishnu and discussed about the public relations disaster of the duplicate Vishnu losing the war. So they decided to support the tailor boy.
With the support from heaven, the Sawant won the war. The king was happy and the princess was happy. Then our hero shared his desire to take human form and live with the princess. He warned the king that as he had taken the human form he might not be able to perform such miracles anymore. The king agreed happily and our hero and the princess lived happily ever after. (May be the tailor needs more appreciation for the ‘ever after’ bit more than the war that he won!!)
The fairy tale has an interesting lesson. This lesson is almost universal and is applicable in politics, in corporate, in religion and in bureaucracy. The rule is that when we attempt some crazy or ambitious ideas make sure that the interest of some ‘powerful gods’ are aligned with ours! How well this alignment is and how powerful our god is will determine the extent and strength of the support we can garner. The corollary is that when you and I compete and both of us have our gods supporting us then what matters become which god is more powerful.
“Success is about actively shaping the game you play, not just playing the game you find.” Adam Brandenburger & Barry Nalebuff
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