Thats the way it goes

I happened to be digging thro' my CDs and chanced upon an album 'A tribute to George Harrison' and lyrics of this one particular song 'Thats the way it goes' seemed so relevant today.

There's a man talking on the radio
What he's saying, I dont really know
Seems he's lost some stocks and shares
Stops and stares, he's afraid I know
Thats the way it goes......

These lyrics perhaps written decades ago, nevertheless seems to somehow reflect the fear perceived in the current economy.

Change and Belongingness

For professionals serving industries in distinct capacities, this year could be, considering the previous ones - amongst the most turbulent. We have seen demise of some of the best known across industries. Banking, allied services, Manufacturing, Retail no one sector spared. In turn this affects the service providers. Such are the time that for folks with better liquidity positions, buying companies is coming rather cheap. Distress sale, 'arranged' sale is happening more rapidly. Also significant changes are happening on company operations. The pace of change is being pushed harder. There is no time to settle down, or for that matter allow folks to 'ruminate' on the past.

My thoughts are centered on an area where the 'acquirer' could do better in terms of bringing a sense of belongingness in the new structure? This is a soft aspect, I wouldn’t want to call it neglected but more often considered to be of lesser priority. You see, when an acquisition happens, presuming that business case has made its sense; acquirer obviously likes to control functions/ processes in some capacity. There is business continuity and growth at stake, synergies to be exploited and costs to be controlled. With all decisions driven with agility; here are a couple of suggestions for instilling belongingness amongst the acquired employees.

- Before embarking upon structural changes, respect the existing leadership. Invite, connect, and seek thoughts. After all no one knows the culture, nuances and dynamics of existing organization better.

- Invite and get the Tier 2 leaders too with respect to the above thoughts. Keep the sessions brief. It is not for the acquirer to opine in such sessions but to listen. Allow to mingle, but in order to jingle, structure such ‘meeting’ sessions well.

- Encourage existing employees to be in touch with their existing leadership. Interactions with the new is fine, don’t allow it to get exploited.

- Leadership changes at just the top may not necessarily help in bringing about change. Organizations are increasingly more ‘matrix’ than ‘hierarchical’.

- Communicate the values, principles of business to all.

- If structural changes call for lay-offs - create a communication plan accordingly. In the same light, it is important to communicate the ‘reasons’ clearly. If a plan is being worked out, it good not await the finer details of the plan to get ironed out. Rather, let a communication from Leadership can happen to the extent that – layoffs are coming.

- Belongingness is not a one stop get-together, series of meetings etc. It reflects through continuity of the past. Herein is the dilemma, i.e. how much of the past? Past has many aspects to it, and could include mundane trivia like keeping a coffee vending machine on or saving on mobile device bills etc.! Be sure where to go to for the savings, remembering the old adage; ‘penny wise, pound foolish’!

Finally have fact sheets and talking points awareness amongst leadership with respect to handling difficult employee situations. It is almost impossible to drive commonality in all forms of communication. But when we can agree to disagree, but why not arrive at that, what we can agree?

Rehman, Penelope and Kabir...speak

When accepting the Oscar award, for his music in the movie 'Slumdog Millionaire'A.R. Rehman said (and so well said) - ''When I was young...I had to choose between hate and love...And I chose love...And I am here...''

Profound thought. Expressed with simplicity. I couldn't help but recollect this doha, (brief couplets) from Kabir. Translated from Hindi, it says:

---
..Such is the story of Love, that it cannot be expressed in words.
Like the dumb eating sweets can only smile, he cannot express that..
--end---

Art is an expression of love. And isn't this a great unifier, so said Penelope in her acceptance speech. Spanish actor, Indian musician, British director, American actor all got an Oscar, watched my millions around the world. Cheers...

Turgenev's Poem: The Threshold

I was reading an Obituary for a young journalist in the Economist. The author ends his note with this Turgenev's poem. With a simple yet powerful contrast - these few lines immediately sets one thinking.

A young women stands behind a door

A voice asks whether she is prepared to endure
Cold, hunger, mockery, prison and death
All of which await her on the other side

She says Yes to everything and steps over

'A fool' cries a voice from behind her. 'A Saint' suggests another.

Invictus: Latin for Unconquered

I was reading an interview of David Murdock, owner of the Dole Food Company and Castle & Cook. He is 85 years of age and was recently featured in one of Costco's periodic magazine to its members. The interview ends with uplifting lines narrated by Mr. Murdock. This is amongst his favorite poems - Invictus - Latin for 'unconquered' - by 19th century British Poet William Ernest.

It matters not how strait the gate,
How charged with punishments the scroll,
I am the master of my fate:
I am the captain of my soul.

Group Communication: Thoughts on the 'How' part

Communication is a powerful tool in the managers arsenal - a tool which is effective for intervention, dispute settlement, motivation and goal-setting. In an economy which is getting worrisome by the day, with disillusionment setting in faster - more time needs to spent in communicating to groups, individuals - across levels. Communicating becomes more important for middle management - since top needs 'Real' facts to decide and set agenda - and the bottom wants to secure the future, looks for stability and belongingness.

Communication is not just verbose. Forms and formats vary. Here are some key aspects when communicating to a group of subordinates.

- Plan contents well. Arrange thoughts and flow. Rehearse and be convinced.

- Pick a good time. Which ideally could be when team is relaxed, yet attentive.

- As much as it is important to communicate the body of message well - it is important to intersperse it with an happening or an event unrelated to the body. In other words - the border form can be of a different color than the color of the main content! Contrast help.

- For setting a course, to infuse discipline - being subtle could be perceived as Leadership weakness. Be strong, stick to the message, reiterate the point - but keep smiling.

- Occasionally individuals in a group could pose questions - which could take you away from the main body. Let them know that you will address later since there is an agenda you would like to proceed with.

It is important to time each group address well. If there exists possibilities for certain news to spread; rather than allowing dissemination of unsolicited rumor, be swift to engage.

Why distance; Distances Organizations?

Do we see such Disconnects in Organizations? A leading Management thinker C K Prahlad in one of his recent thoughts, mentions about how companies talk about 'growing' in emerging economies - but their structure, processes and people all are seemingly HQ centric! So the talk continues but the real investments continue to happen at HQ. When questioned, organizations seemingly come out with more rationalization and justification.

It is so often we see in corporate functions; typically to deal with Emerging markets, organizations would send its leaders from its headquarters to India or China or Brazil? Nowadays its usually the expats who are sent back. How I wish I can un-learn my decade long absence.

How about the other way round? Are leaders appointed in India, China or Brazil - and then the MNC's call on them to decide on their strategy for emerging markets?

We keep hearing many thoughts on ‘decentralized’ leadership, the ‘local CEO’ models. For me it all bogs down to the following:

a) Can the local take a call on investing?

b) Can the local run his or her own budget?

c) Can the local appoint a ‘local’ vendor?

Needs additional thoughts…

Love of Music

Time magazine recently featured an interview with a Piano Maestro: Lang Lang. Wherein when asked about what other musical genre did he like other than classical; He said, he also loved Hip-Hop! I have liked Hip-Hop too from a musical standpoint. When its said, Music has no boundaries, it is true to the essence.

Every country, region has some form of music or another. Instrumental to vocal to classical styles to modern - music lives on.There are classical lovers. There is choir music. There is rock to Hip-Hop. But if you are lover, hate for modern need not be. Not loving is fine.

Classical artists migrating to more popular genres is common. But are all successful? In world of music - not going the beaten path is appreciated. How about two distinct genre of artists coming together and collaborating. We would have heard in concerts etc. wherein regional instruments have played together with western instruments. And then there is another aspect about an artist redefining oneself. How often do you find the second album sounding similar to the one first one?

So here's what I like:

Rock most forms, Hip-Hop, Rap, Occasional Country.

Ghazals, Hindi film music, Carnatic, Bhajans & Abhangs, Occasional Hindustani, Qawalli.

Not knowing a genre is fine, Love for Music is what it is.

Ubuntu: African term

I came across this term in Africa, 'Ubuntu', from an article on Leadership. It was a conversation with Linda A Hill, professor with Harvard, and who has extensively researched on the subject of leadership.

In brief this is summed up by the saying 'I am because we are'.

It opened up a thought. Leadership is:

- Ownership

- Instill Belongingness

- Lead but from behind

it may seem contradictory, but Linda Hill in the same conversation refers to the Shepherd who directs the flock from behind. All sheep seemingly move towards one direction. They do spread out, when it is time to spread out. They all head out when it is time to head out. There could occasions when some sway, but a nudge, a call does the job.

Few thoughts in managing Customer Relationships

Managing customer relationships

- To be Available, To be attentive to requirements, To be Responsible.

- To invite to your house events includes webinars, seminars, appreciation meets etc. To share information about external events which would be of interest.

- To showcase new additions, includes service offerings, new leaders, competency activities, alliances and infrastructure addition.

- To remind yourself - that you are here to serve and serve with intelligence

- Broaden the touchpoints, let more know you

The Flower

A Flower which blooms in adversity is rare and most beautiful.

- From 'Mulan' the movie

Collective Mandate

Opinion of the masses, we tell what you like us to tell

This is an old Russian joke. Stalin decided to see if he was as beloved a figure as his 'well-wishers' seem to insist. So he went to a Moscow cinema incognito. As the newsreels began, the cinema hall turned dark, Stalin was moved to tears when the audience stood up, seemingly on their own, with gusto applauded his image when it appeared on the screen. Stalin was struck by such a public display of affection, but it was cut short when his neighbour leaned down and whispered - ''comrade, we all hate him too. But its safe to stand up and clap''

Leaf, Branch, Tree - analogy

Turbulence in the corporate world, putting it simply using analogies

Leaf, Branch, Tree - analogy.

When the wind blows, the tree trunk is the least which gets affected, in terms of the movement.
The branches do move, the most to get affected are leaves. Yet not many fall. Sometimes the weak branches do give away, all leaves attached go down with it.

When an organization faces turbulence, offices other than HQ often get affected. But HQ maintains its steady state like the trunk. Layoffs, shutdowns happen.

Understanding the tree, branch analogy can help provide better insight to turbulence's encountered.

The Wheel analogy.

The center of the wheel being the HQ, the rim of the wheel is where the maximum velocity is. Everyone on the rim are moving, but the center seems to remain constant.

Kerala Fishermen & Mobile phones

I recently read an article in the Economist June 2007 - wherein a case was presented on the influence of Mobile phones w.r.t economic development.

What was highlighted - Fishermen -post fishing -were selling their fishes to 'one' particular warehouse - so in case of days when the fisherman's catch were good - due to oversupply in that market - prices realised weren't good - supply exceeding demand situation.

Now when mobile phones came in - telephonic coverage developed to cover several miles beyond the shores. Fishermen -post fishing - but before hitting land - checked with several markets w.r.t the supply situation. So if in a particular market - supply position was weak - fishermen could hit the apt shores - sell the fishes - realise good prices.

The study was conducted over a period of time by economists. It caught my attention - very simply because - a technological advancement is seen in action; empowering the lowest rung in the supply chain and thus leading to their economic development.

India needs many such cases - as the divide continues to grow.

Pat me please....

In this age of instant gratification, I would like to point out one aspect in our work/ professional life - more seen today. There is a tendency amongst all of us to seek appreciation/ a pat in the back for almost everything we do. So things we ought to do as a routine is sought to be patted. During our normal day to day work; the planners who plan, the engineer who builds, the inspectors who inspects, the leader who leads - all 'expect' this pat.

A pat, an appreciation isn't is it for something more special, something we do out of our way?

Ain't anything wrong with an expectation. Just that to consider oneself for appreciation just for routine encourages mediocrity. An organization which routinely appreciates mediocrity would slip to mediocrity. So for all the true aspirants, when mediocrity gets encouraged, there is nothing further to aspire.

Pat - when it deserves it. Appreciate when performance is exemplary. Say wow! when the show is so. If it is routine - to say thank you is good enough.

Gulzar: work translation by Rina Singh

Friends, this book is worth it. It is called 'Silences'. - Selected poems of Gulzar, released years back.

What it reveals is the core of this amazing artist. We have seen his works in the movies, songs he has scripted. The subtle voices which we cherish, and which Gulzar ensures to rekindle through his work, is bought out very well through this book. Though long time ago, I never blogged then..I chanced upon this book one more time, and it bought refreshment in an otherwise parched land.

One poem from the book, Fragile Dreams, pay attention to the imagery please.

...Step carefully, please,
noiselessly;
see that your feet makes no sound.

The glass of my dreams
will shatter
and wake me up.

Rina Singh did a yeomen service, bringing these verses to the masses. I wish the Hindi/ Urdu version was available too - along with each translated page. In this way, the original scent could have been felt too, amongst those who understood the language.

Nevertheless I had to talk about Gulzar - Saheb. Also thank you Rina Singh.

Detroit

Detroit city - desolate

Unkempt, badly maintained public infrastructure marks this once the poster boy of industrialized economy.

The old hath to give away to the new. If the old economy Auto industry is going over the curve, what is spawning new for the city?

Omar Kayyam's Rubaiyat

Original literal work from http://www.okonlife.com
© Shahriar Shahriari 1998, Vancouver Canada, 1999 - 2003, Los Angeles, CA

Literal
I resolve daily that at dusk I shall repent
For a night with a cup full of wine spent
In the presence of flowers, my resolve simply went
In such company, I only regret that I ever resolved to repent


My Understanding
The cyclic nature of error and repentence is bought out. If the intent is to get out of the cycle, one has to go beyond repentence

Wouldnt it be nice if we learnt to treat places of historical, cultural importance with a degree of respect?

I was recently at the Niagara falls, the US side, staying around was a dissapointing experience.

I will add more on this.

Swades: The Movie

In appreciation of the scene; Mohans return journey, after meeting Hariram. The director has managed to convey the profundity of India's problems related to poverty. At the same time the age old tradition of respect and care of fellow human beings, very much rooted in Indian culture, is nicely bought out. Hariram continues to endure shame for his inability to keep the lights on for his family. The situation has become hopeless with no alternative sources of income in sight. Hariram is born in the family of potter's and in the same tradition becomes a potter. With income levels depleting, Hariram turns to farming but the community ostracizes him. The village is not willing to accept potters becoming farmers. This is the community expression of fear from, breaking away from tradition and change. Hariram looks to coming to cities, there is his wife's brother who migrated to cities took up jobs around manual labor. But the middle-men exploitation drives many of the folks back. So in a situation like this Hariram is in no position to repay his debts. And Mohan the US based scientist is embarrassed, overwhelmed by the situation. Hariram offers shelter and food to Mohan, for his journey has been long. It is during that late night, sleeping on the open air make-shift jute bed, thatched roof on top with the moon still managing to sneak through the hay, that reality dawns upon Mohan. The sheer desperation of the external environment and the hospitable, warm heartedness of Hariram; surges forth an emotion not experienced by Mohan before. On his way back, Mohan is reflective on the events. His journey back is again through the vast Indian heartland. Shoulder to shoulder with people, the population, he perches himself on different vehicles. The last leg in the train, there is a stop which is just to arrive when Mohan spots a kid in an oversized short with a kettle of water and mud-glasses selling water for couple of cents to the passengers. 'Water...take water for ...cents' shouts the kid to passengers at the window. Poverty is stark. What can one do to extricate from the situation? Is there hope? With the train set to leave the station, Mohan buys the mud glass of water. The train moves and the kid is in the station, watching out from the window, the heart is heavy, emotions crack up. There is a surge.......This is after all the land we were born. The land is calling its son's of soil. Help this land out brother! This is our land.