Ihad the privilege of meeting Mr Ratan Tata during the MMA Amalgamation Business Leadership Awards Function, where we had an insightful interaction prior to the event. Today, many believe that wealth is attainable, but class is something one is born into. Mr Ratan Tata experienced the modern evolution of class in India, exemplifying how character and integrity transcend mere wealth. He inspired by example, creating a legacy that will be cherished by his successors and the institutions he built. Mr Tata’s contributions have secured his place in the Indian pantheon of industry and entrepreneurship, marking a life filled with accomplishments and recognitions. As he completes his journey on this planet, he leaves
Gp Capt R Vijayakumar ﴾Retd﴿, VSM
I would also like to extend my gratitude to the management students and their respective B-schools for their overwhelming response to our competitions...
behind a lasting footprint that will be remembered with great pride and countless memories for generations to come.
Mr Tata has been a tremendous source of support and inspiration for many young management professionals and students.
In tribute to this legendary figure, we are privileged to present in this issue an article on his inspiring conversation about "The India That I Would Like to See," held during the Awards function. We’ve also included an embedded video of this memorable event. Please read on and watch the video to find inspiration in his words.
MMA ALL-INDIA MANAGEMENT STUDENTS’ CONVENTION
To inspire and equip management students with the knowledge, skills, and mindset necessary to lead and innovate in a rapidly evolving digital world, this year’s MMA All-India Management Students Convention 2024 will focus on the theme, “What Does It Take to Jumpstart a Successful Career?”
The convention aims to foster a deeper understanding of the interplay between exponential technologies, human-centric design, and ethical leadership to drive sustainable and impactful growth.
Mr Sendhil Naathan, Convention Chairman, along with other members of the Convention Committee, has put in tremendous effort not only in conceptualizing the theme but also in identifying a galaxy of eminent speakers to address the students during the event. Our sincere thanks go to Mr S.V. Nathan, CEO & Co-Founder of Visara Human Capital Consulting Pvt Ltd, for being the knowledge partner and for conceptualizing this outstanding convention.
I would also like to extend my gratitude to the management students and their respective B-schools for their overwhelming response to our competitions, particularly “Chanakya: The Mastermind,” which attracted over 5,500 management students from across India.
We are delighted to present this special issue of digital Business Mandate in conjunction with the convention, featuring interesting and thoughtprovoking articles, along with embedded videos.
A distinguished line-up of speakers will share their insights on the challenges and opportunities facing management students today. A significant number of students will be participating in the convention both online and offline. I convey my sincere wishes to all delegates and wish them the very best in their future endeavours.
INNOVATION AWARD 2024
Mr Chinnikrishnan pioneered the "Sachet Revolution," believing that what the affluent enjoy should also be accessible to the common man. In a fitting tribute to his legacy, the CavinKare-MMA
ChinniKrishnan Innovation Awards celebrate innovation in India. The response to the award has been overwhelming, with over 320 nominations from innovators across the country.
The grand award ceremony was held on September 14, 2024, at the auditorium of IIT Madras Research Park, honoring three exceptional innovators who received the CavinKare-MMA Chinnikrishnan Awards for 2024. These awardees now shine as the jewels in the crown of the Chinnikrishnan Innovation Award. In today’s world, there is an undeniable need for a steadfast focus on innovation to ensure that products and services are accessible to all. We invite you to join us in our mission to promote innovation.
Ms Prabha Narasimhan, Managing Director of Colgate-Palmolive India, was the Chief Guest at the award ceremony. Her thought-provoking address on innovation served as an inspiration, igniting the creative thought processes of all participants.
I am delighted to present an article in this issue featuring Ms Prabha Narasimhan's address, along with an embedded video. Read on and get enriched.
ECOLOGICAL CHALLENGES & BALANCED DEVELOPMENT
The recent landslides in Wayanad highlight significant failures at multiple levels to address the well-known ecological vulnerabilities in the region. The unregulated tourist boom has played a considerable role in this disaster. This issue warrants serious attention, as similar wreckage is occurring across several tourist hotspots in the country.
To preserve hill stations like Wayanad, it is crucial to limit construction and mining activities, as well as to regulate tourism. Development must not come at the expense of the environment. A cooperative commitment from both the Union Government and the states is vital for the protection and monitoring of ecologically sensitive areas to reduce environmental risks.
The timely actions of the armed forces, the National Disaster Response Force (NDRF), and civil service organizations in the rescue operations were commendable. Their efforts ensured the saving of lives and the swift restoration of normalcy.
The insights shared by Lt. Gen. K.S. Brar, AVSM, General Officer Commanding Dakshin Bharat Area, regarding the timely rescue operations in Wayanad are thought-provoking and inspiring. They also reflect the state of preparedness of the Indian Armed Forces in times of civil emergency.
In this issue, I am pleased to present an article on the presentation, “Peace-Time Challenges: Army’s Wayanad Experience,” organized by MMA. Please read on, and don’t miss the opportunity to click and watch the video.
INTERNSHIP PROGRAMS
The Prime Minister's Internship Program is a winwin for both Indian industry and job seekers. Skill development is essential for fostering rapid socioeconomic growth in the country. Disruptive changes and transformations at all levels are reshaping the work landscape, underscoring the importance of
building a skilled ecosystem.
At MMA, we have been actively collaborating with our members to identify and address skill gaps across various domains. We offer a range of programs and internships designed to enhance skills relevant to today’s job market. Internships serve as a vital bridge between academic knowledge and real-world application, significantly improving the employability of young aspirants.
The Prime Minister’s Internship Scheme (PMIS), announced in the 2024 Union Budget, is a transformative effort aimed at addressing youth employment and skills gaps in India. I encourage young leaders to register on the portals to explore internship opportunities with Indian industry, which can kick-start their careers and equip them with the skills needed to thrive professionally.
In this context, MMA also offers internships for management students to work on major MMA events, providing them with invaluable first-hand experience.
CONNECTING COMMUNITIES
India stands on the brink of a transformative phase in its industrial history, with a roadmap laid out for 2047. The vision of India@2047 aims to establish India as a global manufacturing hub while ensuring that the economy grows sustainably, including opportunities in rural areas. The government is enthusiastic about leveraging modern technologies to enhance productivity and sustainability. The goal is to empower consumers with the tools they need to make responsible choices.
In today’s unpredictable business landscape, success hinges on cultivating agility, innovation, and collaboration. Many organizations are moving away from rigid operational models in favour of more fluid approaches.
In this context, I am delighted to present an article in this issue on the address by Mr Sridhar Vembu, Founder and CEO, Zoho Corporation on the theme “Digital Transformation: Opportunities in Rural Area” to the members of MMA in Namakkal. Please read on and watch the video for insights into his vision and contributions.
BE CAUTIOUS; STEER CLEAR
A recent report indicates that the odds of transitioning into the bracket of developed countries are slim. Since 1990, only 34 countries have successfully moved from middle to high income, and they collectively house just 250 million people. Many economies that perform well often find themselves stuck at a per capita income level of $4,000 to $7,000.
To avoid this trap, experts recommend that India pursue greater economic freedom, provide equal opportunities for women, and improve the quality of education. It will be challenging to progress if too many of our citizens are left behind in our quest for prosperity. The key puzzle we need to solve is how to adopt a more equitable path without stalling growth.
While India may be the world’s fastest-growing major economy, it's equally true that the top-line growth figures often mask more than they reveal. It is
essential to dig deeper and ensure that our growth is inclusive and sustainable for all.
THE NEED FOR AGILITY
In today’s unpredictable business landscape, success hinges on cultivating agility, innovation, and collaboration. Many organizations are moving away from rigid operational models in favour of more fluid approaches. By adopting a flat structure instead of traditional hierarchical models, we create greater opportunities for participation and collaboration at all levels. In this dynamic environment, valuing adaptability and a proactive mindset is essential, often outweighing the perceived security of monotonous roles. By fostering a flexible and inclusive work culture, we empower our teams to innovate and excel.
In this regard, a lecture organized by MMA on the theme “Straight Lines to Great Horizons: Endless Possibilities,” by Lt Gen A. Arun (Retd), PVSM, YSM, SM, VSM, of the Indian Army on September 18, 2024, is particularly relevant. I am pleased to present an article on this lecture, along with an embedded video. Read on and get inspired.
As always, we would be happy to hear your views, comments and suggestions.
Happy reading!
PVSM, YSM, SM, VSM is a name to reckon with in the armed services. He is passionate about leadership and personal development. This talk was his 1001st. The General provides insights on the journey to achieving extraordinary outcomes.
The word horizon means different things to different people. Normally, when you start a project, you begin from where you are. My perspective is a little different. I’d like to start with the finished product. Let’s say a young cadet arrives at the Officers Training Academy (OTA) with a beard, tattoos, and an unstructured, undisciplined appearance. Do you see someone who won’t become a good officer, or do you see a great officer whom you have the ability to shape? That choice is yours.
When you see that person as a great officer, you work backward from there. You have 11 months, at the end of which the cadet must be ready to deliver in the most difficult circumstances. To reach the destination, the journey is crucial. My journey in the Army spanned 42 and half years, ending on the 30th of June 2024. I must admit, my transformation was quite rapid.
BREAK THE SHACKLES
Have you achieved the full potential you were born with? If not, I ask you, why not? Because we are all products of a system—whether that system is good or bad. How many of us manage to break free from that system and realise our full potential? Across the horizon, in whatever you believe you can see, lie endless possibilities. We will discuss how to reach them. You must listen to the whisper in your ears. How many brilliant ideas have come to you, only to be forgotten? Perhaps you didn’t pay attention to the voice. That voice need not have been God’s; it could have been that of your driver, your PA, or a roadside vendor.
Our brain has a finite capacity for thought. It will reach out only so far, and no further. The brains of senior citizens or veterans who have done research may have a bit more capacity than that of youngsters. There is, however, a difference between the brain and the mind. It is the mind that holds us back from realising the full potential of our brain. The mind is subjective; it carries biases, prejudices, and past
According to forecasts, by 2070, India’s GDP will be a little over 52.5 trillion dollars. If that’s the projected future, what should we do today? We need to work, think, and act differently.
knowledge, limiting us from going beyond a certain point. Can you free your brain from the clutches of your mind? Technically, no one is holding us back. It’s not the system. We can blame the system, blame people, or blame things, but it’s ultimately up to us.
I THINK, I AM
The study of the brain is ancient. The study of the mind began around 1596. René Descartes, a famous doctor and philosopher, coined the phrase cogito ergo sum, meaning, “I think, therefore I am.” He argued that the mind is more powerful than the brain. In any conversation between the brain and the mind, the mind usually wins because it is the educated part. It knows how to balance risks and mitigate actions. It’s the mind that takes control, and it is the one that will act should an untoward incident occur. Therefore, it also cautions you.
If you can make the choice to free your mind, that is where invention or creation happens. New discoveries are made. Someone was dissatisfied with the pager, so they invented the cell phone. Then, someone wasn’t satisfied with the cell phone and wanted everything inside it. Today, the cell phone has replaced almost every other gadget at home—from opening your door to switching on your refrigerator, ordering groceries on Amazon, measuring your vitals
A
Growth
Mindset is the belief that
intelligence and ability can be developed. When you have a growth mindset, you embrace new challenges easily.
and sending them to the doctor, to ordering the medicines the doctor prescribes. Even in food, we see such variety today because we dared to think differently and do things that hadn't been done before. That’s how progress happens.
According to forecasts, by 2070, India’s GDP will be a little over 52.5 trillion dollars. If that’s the projected future, what should we do today? We need to work, think, and act differently. If we keep doing the same things, by 2070, we will still be at 6.5 trillion dollars. We must explore the depths of our minds.
CHALLENGE THE LIMITS
Beyond the horizon lies uncharted territory. Some of you have ventured into businesses where no one had done business before. My question: Is that the limit of the risks you can take, or can you go even bigger? The brain can keep learning, regenerating, and evolving. In just 30 seconds, you can learn something new. That’s what the science of neuroplasticity tells us. The brain forms new neural connections, doing things it has never done before. These thinking patterns are wired to creativity and innovation, the foundation of new discoveries. Can we improve something small that already exists? That’s innovation. In India, we call it jugaad. You can create a new process, product, or system.
We are still talking about putting a man on the
moon; instead, let’s talk about building a new space station. There are only two space stations in the world. One is the International Space Station, which is old. The other is the Chinese Tiangong, which is relatively new but much smaller. Can we think of building a bigger space station? Think bigger and bigger—you’ll at least reach halfway.
GROWTH MINDSET
A Growth Mindset is the belief that intelligence and ability can be developed. When you have a growth mindset, you embrace new challenges easily. If you don’t have a growth mindset, you’ll resist every change that’s suggested. To cultivate it, first stop using the word problem in any conversation. Replace it with challenge. The next step is to ask: One, for this challenge, give me five different solutions. Two, what would we normally do, and what would we not normally do? Listen to ideas that may seem outlandish or even stupid. Listening is critical. Allow people to ask questions.
Today, we are stuck in an educational system where it is punishable to ask questions. Countries grow through innovation. There has never been a shortage of brains. When you, as a leader, stand in front of your team and make a decision, are you willing to accept that there may be another way to do it? The day you do, you’ll allow people to think of new approaches.
One of those new ways will be the bright spark that changes your future. Otherwise, if it’s just about following instructions, anyone can do it. Groupthink
must be avoided. Leaders must listen to the softest voices on their teams, because great strength comes from a soft voice. We believe that unless we speak loudly, no one will hear us, but it’s a mistake to think that way. You don’t need a loud voice to speak sense or to speak truth to power.
Seek out diversity. Diverse groups produce better results than homogeneous ones. Hypothetically, if the United States had no immigrants and only Native Americans, it would not have grown as much as it has. The country has thrived on the diversity of perspectives. Similarly, within our own country, there are countless diversities. When you embrace diversity, you get different points of view.
Encourage experimentation. Experiments stimulate neural networks, and with experiments come failures. In the army, we value demonstrations of experiments. We embrace failure because it is the greatest teacher. No one asks Elon Musk how much he scored in science. Look at industries completely unrelated to yours, and you will find magic happening.
Practice mindfulness, reflection, and introspection. Ask yourself why you do what you do. Most people struggle to find the answer to this "why." When you search for the answer, your brain starts working, and your knowledge base grows. A brain without a knowledge base is useless. The brain needs the mind to explore because the mind is the foundation. One cannot function fully without the other; they work together, each enhancing the other.
I was watching a documentary on TV about some rock formations in Peru. The entire landscape is filled
with rocks rich in iron ore, giving them a red colour. A dynasty that existed 1,000 years ago left behind these formations, though the people themselves are long gone. They moved the rocks to create shapes—lizards, condors, flying birds, animals, and even a man in a space suit. The closest resemblance today is a modern astronaut walking on the moon. The smallest of these drawings spans about four kilometres, meaning that from the ground, you cannot see the full diagram. The only way to view these drawings is from 300 feet in the air. How did they create such massive drawings?
There’s a genie inside each of us. How do we unleash that genie? The lamp is the mind, and the genie is the brain. Once you've answered the why, the next step is to take the first step. The first step is always the scariest. After that comes consistency. You must step out of your comfort zone and do things you’ve never done before. That’s how change happens.
Next is perseverance. You will fail, and there will be many failures. No failure should be big enough to stop you from pursuing excellence—whether you’re baking a new dish, creating a movie, writing an essay, or exploring what lies beyond our solar system. Attitude is crucial. It includes recognising that others may be experts in their own right. Let go of negativity. There will always be people trying to hold you back. Ignore them.
You can’t achieve anything alone. Who built the scaffolding for Da Vinci to paint the Sistine Chapel? No doctor works without a team. Teams are essential, especially when you’re pursuing something uncharted. Change will happen—you’re on the verge of making it happen. Don’t worry whether what you’re doing is
spectacularly big or just routine. Small, routine changes can add up to become spectacular transformations. Allow people to change, and be willing to change with them.
Your brain is an organ capable of independent thought. Don’t let it constantly be the victim of someone else’s ideas. Use others' thoughts and knowledge as a foundation, then free your brain to wander—that’s where discoveries happen. That’s where spectacular changes occur. Encourage creative thinking and explore multiple ways to complete a task. Don’t criticise, condemn, or disrupt. Provide freedom, and creation will follow naturally. When you are too restrictive, creativity stops. Develop critical thinking.
BE RESILIENT AS TARDIGRADES
Tardigrades, also known as "water bears" or "moss piglets," are microscopic organisms famous for their incredible resilience. They can survive in extreme conditions. They can lose almost all their water content and enter a dormant phase. They can remain in this state for years—decades even—until they encounter more favourable conditions, at which point they rehydrate and resume activity. In 2007, they were sent to space and exposed to the vacuum and intense solar radiation. Remarkably, many of them survived and later reproduced, showcasing their adaptability to even the harshest environments.
When agriculture began, people became shorter and smaller because they stopped hunting and running. They stopped chasing animals, grew crops, and ate them, leading to this physical change. That’s
how we've evolved. Initially, humans had only three fingers. Then, as they started standing up and picking fruits from trees, two more fingers developed to ensure dexterity.
Challenge people. A great challenge revitalises a good teacher. If your teacher doesn’t want to be challenged by your knowledge, then that teacher may not be a good teacher. However, your argument must align with societal norms. It cannot be rude or impolite. You cannot insult, but there must be argument. I believe in taking argument to the point of dissent—but only to that point. That's crucial.
Maintain perpetual optimism. Mumbai has done something remarkable. At one traffic light, they installed a decibel meter, which only turns green when the noise level drops—essentially when people stop honking. The domino theory says one domino can knock over another domino that’s one and a half times larger. For example, if you set up a chain of 13 dominos in a certain order, the smallest one, just five millimetres high and one millimetre thick, can push over the largest one, weighing 100 pounds and standing more than a meter tall. That’s the power of the domino effect.
Extrapolating this experiment, if the smallest domino is two inches high, by the 18th domino, you could topple something as tall as the Leaning Tower of Pisa, by the 23rd, the Eiffel Tower, by the 31st, Mount Everest, and by the 57th, you could reach the moon. That’s the power of that first step.
The road may be hard and difficult, but we must imagine the possibilities. I mentioned God whispering
in your ear—always carry a small notebook, like Marie Curie or Albert Einstein. Many great people carry notebooks because when inspiration strikes, you must capture it. If you don’t write it down, you risk forgetting it. Carry a notebook, a diary, or a recorder to note down your thoughts. When you finish your first book and move on to the second, write down whatever from the first book remains alive in your mind. By the time you reach your third book, you will have already acted on that idea from the first, and it will be well into production. This is the power of making notes and keeping track of what inspiration whispers to you.
LIVE THE DASH WITH PURPOSE AND LEAVE
On a headstone, you see two dates: the date of birth and the date of death. In between them is a dash. The first and last dates are not in our control, but the dash, the life in between, is. The entire story of your life is in that dash. How you travel this journey matters. Do it with dignity, with pride, and with joy. Make five, ten, or even twenty others happy today. Your actions will live on longer than your life.
Prabha Narasimhan, Managing Director & CEO, Colgate Palmolive India Ltd, delivered the keynote address at the 13th CavinKare ‐MMA Chinnikrishnan Innovation Awards 2024.
We've heard a lot about Mr. ChinniKrishnan, but I want to add that I've worked for a company where the idea of sachets drives the company. I spent the first 25 years of my career at Hindustan Unilever, a large company that is prominent in consumer goods, and particularly in products sold in sachets. If I knew the secret to what drives innovation, I would have certainly packaged and sold it. However, what I will share with you today are a few insights I've gleaned over the two and a half decades of my career.
I began reflecting on what the word "innovation" conjures up in my mind. Nowadays, when someone mentions innovation, the first things that come to mind are AI, ChatGPT, and similar technologies. So, I asked ChatGPT, "What is innovation?" Here's what it said: Innovation is the heartbeat of progress and transformation in our world. It drives the creation of new ideas, methods, and products that fundamentally enhance existing systems or solve previously unmet needs. By cultivating a culture of innovation, we not only remain competitive, but also pave the way for
economic growth and an improved quality of life through advancements in technology and services.
I have the privilege of working for ColgatePalmolive, a company with a rich history spanning over 200 years. Before I delve into why I believe innovation is crucial to this organisation, I’d like to take a moment to reflect on its significance.
McKinsey conducted a survey asking company leaders how important innovation is. Unsurprisingly, over 80% said that innovation is critical. However, what was striking was that almost all the leaders—96% expressed dissatisfaction with how innovation was happening in their companies, and they felt their organisations were not innovative enough. Given that so many leaders are dissatisfied, and knowing that, at least in the FMCG world, nine out of ten innovations introduced to the market fail, it becomes even more important for us to get a better grip on innovation.
IMPORTANCE OF BEING FIRST
As for my role, I have the privilege of leading
The idea of being first to market, being innovative, and offering something that no one else has, which fulfills a desire, is exceptionally important.
Colgate-Palmolive’s business in India. Colgate is a brand founded by William Colgate in 1806. It has achieved many firsts throughout its history. In 1873, Colgate began mass-producing the first aromatic toothpaste, which came in a jar. It wasn’t until 1896 that the toothpaste moved to a tube and was called Colgate Ribbon Dental Cream. By 1937, before India’s independence, Colgate had already become the first oral health product in the country. In 1997, Colgate Total was introduced.
I am a marketer by profession. I could list many more firsts that Colgate has accomplished over the years, but what I want to emphasise here is the importance of being first. The idea of being first to market, being innovative, and offering something that no one else has, which fulfills a desire, is exceptionally important. However, beyond being first, successful innovation requires a few other key factors.
One of the most critical is, understanding the job your product is being hired to do. Whether your product is a life-saving blood clotting device, an air purification system, or sustainable packaging material, knowing the role it plays in the lives of your consumers is essential. Let me share an example I heard a long time ago.
THE MILKSHAKES CONUNDRUM
A researcher studying quick-service restaurants in
the U.S. noticed that a lot of milkshakes were sold early in the morning, between 7:30 and 9:00 AM. They wondered why milkshakes were sold in high numbers at that time. For those of you who have lived, worked, or holidayed in the U.S., you’ll know that many people drive long to commute to work. They may live in one area and drive 100 kilometres or more to get to work. So, many would stop, buy a milkshake, put it in their car and take it along with them. A milkshake was better than a hot drink because it stayed at a consistent temperature longer.
When you understand that the reason your product is being "hired" is to last through a 100kilometer commute, you can create a product to meet that need. A product that must last a 100 kilometres drive should, first of all, maintain a steady
temperature—it shouldn’t get too warm or melt too quickly.
Secondly, the milkshake should be thick enough to require some effort to sip through a straw but not so thick that it distracts the driver. Most of these people were driving themselves to work. It would also be fantastic if the milkshake had little chunks or bits in it to surprise the consumer occasionally, as driving long distances isn’t fun—whether in the U.S., India, or anywhere else. Knowing these insights allows you to create a significantly better product.
Understanding who your consumer is, why they buy your product, and the role it plays in their life is critical. This brings me back to Colgate, where at the heart of our business is the commitment to improve everyone’s oral health every single day. Supporting this commitment, we have over 900+ scientists, 10,000+ patents, seven global technology centres, and produce 2.7 times more oral care scientific publications than the next competitor. It’s this kind of dedication that keeps our brand at the forefront of innovation and technology.
I share these numbers at scale because we are a company built on scale. Many of you may work for large or small companies, but the core idea here is the commitment to delivering on the promises you’ve made to your consumers. Innovation needs to be first to market, relevant to consumers, and backed by science and data to truly fulfill its promise.
As David Ogilvy famously said, "The consumer isn’t a fool; she’s your wife." And in today's world, I would add: they are your parents, your partner, or
The first element of that culture is the ability to bring the outside in—understanding and addressing the problems people face.
your children. This is something we must always keep in mind because you can fool them once, but certainly not all the time—and that’s not how you build a sustainable business.
SUSTAINABILITY AND INNOVATION
The next aspect of innovation I want to touch on is sustainability. The gap between what consumers say and what they do, places a lot of responsibility on companies to be innovative in how they approach sustainability. It’s not enough to say, "Consumers won’t pay for sustainability, so I won’t do anything."
Let me give you a Colgate example. Colgate developed the first-ever recyclable toothpaste tube—a significant achievement. Toothpaste tubes need to have adequate barrier properties to ensure the product's safety, which makes creating a recyclable tube quite challenging. What’s more, Colgate made this technology open source so that everyone could use it. It’s not just a competitive advantage for Colgate; it’s a step toward a more sustainable future.
Secondly, here in India, we took this initiative further and set a goal: we want 100% of our toothpaste tubes to be recyclable, but with zero added cost. By the end of this year, almost our entire portfolio will be in recyclable tubes, all achieved without increasing
Organisations need both sustaining innovations to maintain the gap between them and their competitors and disruptive innovations to raise the bar and challenge the status quo.
costs. This success is thanks to India’s unique strength—frugal innovation. It shows the responsibility companies have to marry the idea of sustainability with innovation, ensuring we deliver value to consumers without adding to their cost burden.
SUSTAINING AND DISRUPTIVE INNOVATIONS
Now, I’d like to talk about the two types of innovation I’ve observed, which I’m sure many of you are familiar with as well. The first type is sustaining innovation, where improvements follow a linear path, and the product becomes incrementally better. For example, if we take our Colgate Strong Teeth toothpaste and add arginine technology to it, that would be sustaining innovation. We would relaunch it with new packaging, updated communication, better formulation, and improved flavour. This steady progression is crucial for FMCG companies to ensure they keep moving forward and constantly maintain a competitive edge over the next competitor.
The second type of innovation is disruptive innovation. In the toothpaste world, many of you likely want a whiter, brighter smile. You can achieve that with toothpaste, but you could also achieve it with a leave-on whitening serum. When Colgate launched its leave-on whitening serum last month,
that was disruptive innovation. As the name implies, it doesn’t follow a linear path; it disrupts the market. Yet, even with disruptive innovation, the key is still understanding why the consumer is "hiring" a product or service.
Organisations need both sustaining innovations to maintain the gap between them and their competitors and disruptive innovations to raise the bar and challenge the status quo. You can’t just sit back and think everything’s fine by doing more of the same; you need to push the boundaries.
CULTURE OF INNOVATION
This brings me to the final part of what makes an organisation truly innovative. Throughout my career, I’ve had the privilege of working for two fantastic companies—Hindustan Unilever and Colgate—and here’s what I’ve learned. Beyond keeping the consumer at the heart of everything you do and delivering on your promises, organisations need a culture that fosters innovation.
The first element of that culture is the ability to bring the outside in—understanding and addressing the problems people face. I admire Mr.ChinniKrishnan’s vision that everyone should be able to afford what the wealthy can afford. What a fabulous vision!
Take Airbnb, for example. The company started because its founders couldn’t afford to pay rent. They had an empty loft and thought, "Let’s rent it out." And from there, the idea was born. Similarly, my former company created the Sunlight Soap at a time when
hygiene standards were exceptionally low. By massproducing soap, lives were saved simply through better handwashing and better washing of clothes. This ability to look outward, identify consumer problems, and internalise them to create solutions is the first essential element of a company’s culture, in my opinion.
SPACE FOR CREATIVITY
The second element is giving people the space to be creative. Creativity isn’t something you can demand on the spot. You can’t say, "Come up with three ideas now"—it doesn’t work that way. You need to foster an environment that encourages innovation and allows for free thinking. Many ideas will fail, and the ability to handle failure—both as a leader and as a company is exceptionally important. After 30 years of working, I’ve learned far more from my numerous failures than from my limited successes.
The third key is that innovation requires discipline. It’s not about a single "apple-on-thehead" moment or Edison’s lightbulb revelation. High-quality innovation usually comes from hours of hard work understanding your audience, understanding what your product can deliver, and making sure these two align.
We need people who believe that what got us here won’t get us there.
As a side note, when I was a child, I used to look at Picasso’s paintings and think, "I could paint that." For anyone who has seen his work, you might have thought the same. But now, as an adult, I realise how complex those works are. I certainly can’t paint like that. But then you realise that Picasso had the ability to paint beautifully in a traditional sense. Only after mastering the rules could he break them and create something as groundbreaking as Cubism.
NEED FOR D&I
The fourth element an innovation culture needs is an ecosystem of diversity. These days, when we think of diversity, we often think about adding women to the team. But it’s not just about gender diversity; it’s about bringing in people with diverse thoughts, backgrounds, and problem-solving approaches. The more we have people from different perspectives in a
room, the more likely we are to arrive at better, more creative innovations.
And finally, perhaps most importantly, we need people who believe that what got us here won’t get us there. It’s always easier to stick with the status quo than to break it and redefine it. In every group, you need individuals who are slightly on the edge of paranoia, who think, "We’re going to be overtaken; someone’s going to eat our lunch." These are the people who push the organisation to challenge the status quo and move to a better place. Interestingly, this push for change often comes from outside the organization.
In conclusion, as the mother of two children—one who is hopefully about to join the workforce and another who is preparing for college—I can't think of a better time to be an innovator, especially in India. I frequently serve on the jury for various award ceremonies, and the entries I see, including the fantastic ones we’ve seen today, are simply incredible. What India can create is truly inspiring. Sitting where I do, it's an absolute privilege to witness all of you innovate and contribute to taking this country forward. I wish you all much success and happiness in your journey ahead.
Dr Dan Harrison,
Founder, Harrison
Assessments, outlines the process involved in creating a rewarding professional journey and at that same time advancing the organization’s goals.
Managing upwards is the most important skill to grow your career. It's about forging a robust alignment with your manager by taking the initiative to establish clarity regarding the key issues in your employment relationship. Contrary to what many people think, it isn't about manipulation or flattery. Here's why effectively managing upwards is a game-changer:
– Career Acceleration: Building a strong alignment with your manager opens doors to pay increases and advancement opportunities by making your accomplishments more visible.
– Gaining an Advocate: It positions you as a reliable and responsible valuable resource, inspiring your manager to become your advocate in the organization.
– Career Development: It builds a synergy that contributes to your organization's success as well as unlock opportunities to develop your skills and accelerate your career.
HOW TO MASTER MANAGING UP
The key to managing upward is to take specific initiatives that will increase your effectiveness while also making your manager's work easier. Follow these steps, and you will become your manager's most valuable resource.
1.Take the initiative to ensure your performance expectations are crystal clear.
Don't wait for your manager to give expectations. If they are in writing, carefully study them. This includes job skills, competencies, measured success factors, and company policies. Ask questions to resolve any unclarity about how expectations or standards should be applied to specific issues in your day-to-day work.
2.Establish clear project goals and alignment with company objectives.
If you are tasked with different projects, take responsibility to ensure you fully understand the goal of each project and how it contributes to the organization's larger goals. Learn the specific results you need to achieve and the timelines or deadlines. If you think the deadlines are unrealistic, explain why. Since your manager is most likely tasked with coordinating projects and schedules, meet the deadlines wherever possible. If it appears you will not make a deadline, give advanced notice as soon as you know.
3.Communicate concisely and clearly.
Your manager is busy, and their time is valuable. Don't make them have to listen to you talk or read an
email with a long series of details before getting to the point of what you are trying to say. Start with a single sentence overview of the issue and why you are bringing it to your manager's attention. By taking the time to carefully formulate your communications, you increase your value to the organization.
4.Be solution oriented.
Don't bring problems to your manager without also suggesting a thoroughly considered solution. By bringing solutions, you take responsibility for the problem instead of heaping the problem on to your manager's workload. Even if your manager has a different solution, your attempt is likely to be useful to the discussion as well as appreciated.
5.Give updates that meet your manager's needs.
Make sure your updates include only the level of detail your manager wants as well as their preferred frequency and method. Take the time to make them concise and clear. Regularly confirm that your updates are meeting your manager's needs.
6.Regularly clarify priorities.
If you have multiple tasks or projects, take the initiative to ensure you remain aligned with your manager about which should have priority. Rank them according to your understanding of the priorities and present them for confirmation. Estimate the time required for each so your manager can quickly and easily make the final decision about priorities.
7.Elicit constructive and actionable feedback.
Don't wait for yearly performance reviews. Take it upon yourself to make it easy for your manager to regularly give you feedback. After project stages or after completing a project is a good time to request feedback. This is crucial for your professional growth as it helps to identify your strengths and areas for improvement.
8.Be
Approach communications and feedback with a mindset to learn: Ask specific questions, listen openly, and ask for examples. Above all, use your
receptiveness to make your manager comfortable to give you feedback and especially avoid being defensive.
9.Take responsibility to ensure you communicate the resources you need to be effective.
Ensuring you have the necessary resources, like training, equipment, or technology, is key to aligning with your manager and boosting efficiency. These resources not only enhance productivity but also your job satisfaction. Identify what you need, frame your request as a productivity investment, and if needed, research the costs. This proactive approach shows your commitment to excellence and effectiveness in your role.
10.Support your colleagues.
Be collaborative with your colleagues, ensuring that your efforts are coordinated. Take the initiative to understand their goals and needs. This removes some of your manager's burden to coordinate and will be greatly appreciated. Discuss issues with specificity and professionalism, avoiding emotional reactions or personal criticisms.
At its core, managing up is about making your manager's job easier while also advancing your own career—truly a win/win scenario! By embracing this approach you will create a rewarding professional journey.
Compiled from the speech delivered by Sridhar Vembu, CEO, ZoHo Corporation, at an event organized by MMA Namakkal Chapter.
Astudent should not take pride merely in obtaining degrees or certificates. Bill Gates, Michael Dell, Mark Zuckerberg, and Steve Jobs did not complete their college education; they are all college dropouts. We run a school in Govindaperi village in Tenkasi, named as ‘Kalaivani Kalvi Maiyam’ under the open schooling program, which is equivalent to CBSE. The school primarily serves the children of migrant workers and poor people. Even if students drop out due to family obligations or other pressures, they can return and re-enroll in the same school. The curriculum is flexible and tailored to meet the needs of village students. Currently, there are 220 students, with more expected to join.
THREE QUALITIES FOR SUCCESS
Before delving into digital transformation, I would like to emphasise that alongside academic education, a student's mental attitude is crucial for their growth. Although I don't know much about semiconductors, I can always learn about them. Our school aims to
instill self-confidence, self-motivation, and selfdiscipline in students. These three qualities, I believe, form the foundation for any successful person. Knowledge must be built on top of these traits. Often, we tend to waste time, money, or both, due to a lack of self-discipline.
Every industry is undergoing significant changes due to digital transformation and AI. To embrace this transformation, we need both knowledge and technology. My ancestors were from Nagapattinam. Today, that area faces severe poverty, and we are doing some work there now. Interestingly, if you travel west towards Tanjore side, there is still poverty, but it is not as extreme as in Nagapattinam. Places like Kongu districts including Namakkal have managed to overcome poverty and grow.
POVERTY TRIGGERS COMPETITION
In areas of deep poverty, wages are extremely low, and workers are often exploited with long working hours. If I were to set up an office in Nagapattinam, a salary of 15,000 per month would be considered substantial. In this way, impoverished areas will compete with more developed regions like Kongu districts. As a nation, how should we capitalise on this? We should aim to compete with countries like Thailand, Switzerland, and South Korea, as we are not as economically comfortable as they are.
Namakkal has an industrial base, but the challenge is to elevate it to the next level. Digital transformation is one aspect of this evolution. In simple terms, productivity for a software company can
How can we increase productivity?
Should employees work more than 12 or 20 hours a day? That’s not feasible. This is where technology plays a crucial role.
be measured by revenue per employee per year. For instance, this is $50,000 for TCS and $1 million for Microsoft. For other industries, this metric could be adjusted to 'value added per employee per year.' The software industry pays higher salaries because productivity is higher. The value addition of an entire country is reflected in its GDP. A region with higher value addition is, therefore, economically more developed.
IMPROVING PRODUCTIVITY
The reason a worker earns Rs. 4,000 in a place like Kadayam or Rs. 6,000 in Nagapattinam is due to lower value addition in those regions. It’s not the result of any conspiracy, but because businesses there lack the funds to pay more. Technology providers on the other hand, add high value. Typically, an employee earns about one-third of the value they add. At Zoho, we teach this concept of productivity from the outset and motivate employees to be more productive.
How can we increase productivity? Should employees work more than 12 or 20 hours a day? That’s not feasible. This is where technology plays a crucial role. Namakkal is part of a mid-level economy,
Zoho's software also uses AI, both OpenAI models and our own internally developed models. My prediction is that in 5 to 10 years, 10 software engineers will be able to do the work currently done by 100 engineers.
while India as a whole is in a lower economic tier. India has 832 districts, and Tamil Nadu has 39. Of these, at least 630 districts in India are in poverty. Namakkal may be in the top 5%, and districts in the Kongu region might be in the top 1-2%. This presents both an opportunity and a threat, as underdeveloped districts compete with more developed ones. Labour costs are higher in economically developed regions, which is why transformation is necessary to stay competitive.
Zoho doesn’t compete with TCS but with companies like Microsoft, Google, Salesforce, and SAP. Developing software like Microsoft’s is highly challenging and requires significant knowledge and skills. OpenAI is now everywhere, and most software integrate AI. Zoho's software also uses AI, both OpenAI models and our own internally developed models. My prediction is that in 5 to 10 years, 10 software engineers will be able to do the work currently done by 100 engineers. This will dramatically increase productivity. However, there’s both good and bad news in this—there’s no guarantee that everyone will retain their jobs.
THE WEAVERS OF CODE
A software engineer weaves code just like a traditional weaver weaves cloth. When power looms
and air-jet looms were introduced, manual weavers lost their jobs—over 90% of them. The same will happen to software engineers with AI. Today, AIgenerated code might not be great, but in five years, it will be much better. We need to become the "air-jet weavers" of the software industry. Success isn’t guaranteed. When TikTok emerged, it significantly affected Facebook. Similarly, in the next 10 to 15 years, there's no guarantee that everyone will still be using iPhones. It’s always wise to create the technology that could replace us.
We are already implementing these tools at Zoho, and while the full results of our efforts in transformation will only be seen in five years, I can already observe a marked improvement in productivity. I spend 70% of my time focussing on such technological advancements. We are going to see these improvements across industries.
I encourage students to use their spare time to learn new frameworks like Next.js. Try to develop code.
MAKE DISRUPTING PRODUCTS
Xiaomi in China is now manufacturing electric cars, and their factory is fully automated. China is producing robots in large numbers. Until recently, Japan and Germany were leaders in robot manufacturing, and India has been buying robots from these countries. In Indian factories, 80% of advanced machinery is imported, and 90% of advanced hospital equipment comes from abroad. My father recently passed away after being in the ICU, and during my visits to the hospital to see him, I would critically examine the equipment, the technology used, and the country of origin. This would spark my curiosity about the value addition they offer.
We've recently started a small venture to produce basic medical equipment with 60 engineers working on it. Over the next 5 to 10 years, we plan to scale up with many new products. We've also established R&D centres and started a unit for making motor winding machines, located close to my home in my native village.
We have five engineers working there, and they recently gave me a successful demo of the product. This machine will cost 50% less than an imported one. These are examples of taking a proactive role in the transformation journey. Instead of blaming the
People often say I lead a simple life. When you want to achieve great things, simplicity and focus are essential.
transformation, it's better to be a part of it and become enablers of change.
To achieve this, we must be self-motivated and self-driven. Yesterday, I spent six hours studying the Next.js framework, which is used to develop the latest kinds of web applications. I learn these tools to see if we can develop something better. I encourage students to use their spare time to learn new frameworks like Next.js. Try to develop code. The internet offers the advantage of letting you learn about any product or machinery from anywhere. I watch such videos, and if they are in a foreign language, I use Google Translate. That’s how I learn.
DEVELOP CURIOSITY
Whenever we buy a product, we should be curious to know where it's made and what technology is used. Within a day, you can search Wikipedia, watch videos, and learn at least the basics. Self-motivation is key to this kind of learning. Often, our self-discipline is diluted by our friends, and conversely, we sometimes lead our friends astray. My advice to young people is to avoid friends who derail you and seek the company of self-driven people. If you’re the one negatively influencing your friends, change yourself first. That’s how personal growth happens.
Talent does not guarantee righteousness. We've seen highly talented people commit massive frauds. Only with a foundation of morality can your knowledge, skills, and talents be channelled positively.
People often say I lead a simple life. When you want to achieve great things, simplicity and focus are essential. Swami Vivekananda said that meditation isn't just about closing your eyes and forgetting about the world. For a sportsperson, meditation can be playing a sport; for Ramanujan, it was immersing himself in mathematics; for me, it’s getting lost in doing my work or learning new things like Next.js. Meditation is when you lose track of time doing something meaningful.
The opposite of meditation is boredom. When you don’t know how to spend your time, it means you're lacking interest. Personal transformation must precede digital transformation. Our thoughts lead to actions. I also have a word of advice for young people regarding health. Hunger is still a problem in some rural areas, but in many regions, the issue is overeating and binge eating. Please be mindful of your diet. At Zoho, we provide food for employees, and many gain at least five kilograms after joining. I advise my employees to be careful with their food intake.
SOFTWARE CAN BE CHANGED
I recently saw a video on X (formerly Twitter) that said our brain has an operating system that determines who we want to become. While we can’t change the brain (the hardware), we can change the
software—our thoughts. Buddha was the first to discover this. He taught that we can change our thoughts. To me, Buddha is the first software engineer in the world. By monitoring our thoughts and developing self-awareness, we can alter our mental state. Though it’s difficult at first, it becomes easier over time. Being angry without awareness is harmful. But if you're aware of your anger, you can manage and reduce it. When you're angry, think about updating your own software to reduce your anger, just as you would update a software to correct the bugs.
No matter how much you grow in life, never lose sight of righteousness or dharma. Do not cut trees, do not steal, do not pollute the soil, and do not adulterate these are examples of righteousness. Talent does not guarantee righteousness. We've seen highly talented people commit massive frauds. Only with a foundation of morality can your knowledge, skills, and talents be channelled positively.
LEAD A SUSTAINABLE LIFE
The world today needs more of righteousness. Global warming, for example, can be addressed if we follow righteousness. Simplicity is also a part of it. The earth is pure, and we should not harm it by being wasteful or extravagant. For instance, if I burn 500 litres of diesel today just because I can afford to, I am not following dharma. Practice simplicity as much as possible and live sustainably. If we don’t embrace this mindset now, we won’t be able to save the planet. Change must come from within, starting with our thoughts. We must avoid polluting water bodies and harming the environment.
The reason why Lord Ganesha’s statue is often placed by a banyan tree or near a lake bund is to convey the message that these natural elements are precious and must be safeguarded. Similarly, the reason temples of Lord Muruga are built atop hills is to emphasise that the hills are sacred and should be protected. If we keep the statue of Ganesha but cut down the banyan tree, we are disrespecting the very essence of what the deity represents. Even with advancements in technology and digital transformation, if our actions lack morality, the world will face a rapid decline. To protect ourselves from the effects of climate change, we must practice righteousness in all our deeds.
Q&A
Why does Zoho focus on setting up offices in villages?
First, for righteousness to thrive, economic prosperity is essential. Since villages are often economically disadvantaged, setting up offices and factories there helps improve their local economy.
Second, Tamil Nadu's population density is 550 people per square kilometre, compared to India's average of 350 per square kilometre. The population density in the U.S. is around 30 and in Canada, it's only 3 to 4. Though China is larger than India, its population density is just 150. To avoid overcrowding in cities, we need to shift focus to developing our villages. Otherwise, life in cities will become unbearable. To provide a high quality of life to our citizens, we must develop our rural areas. I believe in Dr Abdul Kalam’s vision and follow the concept of one of his pet projects called PURA
﴾Provision of Urban Facilities in Rural Areas﴿. We have so far developed about 15 villages. My goal is to develop at least 100 villages.
I feel that the people of Namakkal are not thinking beyond the transport and logistics sector. What should we do to change this mindset?
I believe every job is sacred. If Namakkal excels in transport, the next step is to think bigger and explore if you can manufacture engines for those transport
vehicles. I have observed that the diesel engines used in ships are mostly German‐made. Why not consider setting up a factory to manufacture these engines here? The bright children of Namakkal should be ready to take on these types of businesses, as they grow up. However, many prefer to go to prestigious institutions like the Harvard Business School or London School of Economics. The truth is, these institutions don’t have the answers to the problems that are unique to India. We often send our children to prestigious schools, but prestige can be the enemy of progress. The answers to our challenges lie within us. The future growth of Namakkal depends on its own people.
What is your goal in promoting digital transformation?
My main objective is to create employment opportunities for our youth. Since childhood, I’ve wondered why India remains a poor country. Jobs are the key to changing people’s lives. Namakkal has transformed because of the hard work of its people and the industries that have developed here. If India is to advance to the next level, we need digital
What makes you happy as the CEO of Zoho?
I’m happy when our products are good. I am happy if both our customers and employees are satisfied.
What is the most challenging part of digital transformation?
One of the biggest challenges in the coming five years is how to manage employees if the employment rate
What should I do to join Zoho?
More than specific skills, you need curiosity. You must show that you have the ability and willingness to learn. This attitude towards learning is very important to us.
Namakkal produces a lion’s share of the LPG tankers made in India. With pipelines being promoted to replace LPG cylinders, this business is under threat and many employees will lose their jobs. Do you have any suggestions on how we can overcome this crisis?
This situation is very similar to the challenge AI poses to the software industry. You might consider rebranding your business from LPG transportation to the transport of hazardous chemicals. Ask yourself: Can we repurpose these tankers? Can we innovate the way we handle these goods? Finding new uses for your existing infrastructure is key to overcoming this challenge. Corruption often hampers young people from starting small enterprises in villages. How can we overcome this issue?
Corruption is a persistent issue in India. It tends to decrease as economic growth increases, but at the same time, it stifles that very growth. This creates a paradox. The key is to drive economic growth despite corruption. The Kongu region, for example, has managed to achieve economic success in such a scenario. We need to foster an environment where taking bribes becomes socially unacceptable, and those who engage in corruption feel ashamed of it.
Lt Gen K S Brar, AVSM, GOC, Dakshin Bharat Area, delivered a presentation on the army’s work in the recent Wayanad landslide tragedy. Pressed into service thus within hours, the Southern Command ﴾Dakshin Bharat Area﴿ of the Indian Army rose to the occasion in helping people and administration deal with this national calamity.
On the topic of peacetime challenges, I’ll go beyond the Wayanad example to address the larger issue of disasters. As a country, we need to understand that natural disasters are a national emergency, and the casualties and damage from them far exceed those from wars.
According to the Asian Development Bank, from 2019 to 2023, disasters in India caused damage worth $56 billion, affecting 56 million people and resulting in 10,000 deaths. If we don’t address this, we are heading towards greater catastrophe.
The Army plays a key role in disaster response, though it is only one aspect of what we do. When I say Army, I am referring to the broader armed forces— Army, Navy, Air Force, and Coast Guard. Our primary responsibility is defending the nation, both conventionally and unconventionally. Since Independence, we’ve been involved in many conflicts, from the consolidation of India, including Hyderabad
and Goa, to wars with Pakistan in 1965, 1971, and Kargil. The ongoing sub-conventional fight in the Northeast and Jammu & Kashmir continues as well.
We also engage in military diplomacy, conducting joint exercises with foreign countries and maintaining military attachés worldwide through UN missions. Indian peacekeeping forces are among the largest and most sought after in the United Nations. I’ve served in Congo and as a sector commander in South Sudan, which was going through severe conflict when I was there.
Our secondary role includes maintaining essential services during crises, like when organisations such as the Oil Corporation or Railways go on strike. Although this doesn’t happen as often now, it was more common soon after independence.
We also provide aid to civil authorities, but only when requested, following a formal procedure. Generally, we avoid getting involved in law and order situations, as it’s not the Army’s role to deal with civilian populations, which can lead to unpleasant
The most important aspects of disaster response are anticipation/planning, preparation, coordination, rehearsal, decision-making, and the allocation of responsibilities.
outcomes. There have been rare instances where we’ve stepped in, but these are exceptions.
HADR OPERATIONS
Another major responsibility of Army is humanitarian aid and disaster relief (HADR) operations. In many cases, when we know a disaster is imminent, we don’t wait for a formal request to begin assisting. In today’s world, there is no true peace. We are constantly at war in some form, be it in cyberspace, space, or through information warfare. The nature of conflict is changing—it’s no longer about conventional attacks but more about these newer domains.
As for HADR operations, the Dakshin Bharat area, where I am based, is responsible for five southern states, including Pondicherry and Lakshadweep. The Army formations here are assigned specific responsibilities for every district, depending on the need.
The most important aspects of disaster response are anticipation/planning, preparation, coordination, rehearsal, decision-making, and the allocation of responsibilities. If these elements are not properly addressed, the second part—execution—cannot happen. Commanders ensure that the person
responsible for a district is on-site, liaises with local people, knows the routes, and is prepared for action.
LEADING FROM THE FRONT
What is the difference between the Central Armed Police Forces (CAPF) and the Army or Armed Forces? Although the same people from villages join the BSF, CRPF, and other police forces, the distinction lies in planning, preparation, and decision-making roles. The Army always leads from the front, which is why the casualty rates of Army officers are notably high in Jammu and Kashmir.
The Army from the Dakshin Bharat region has been called upon on multiple occasions in all five southern states—Tamil Nadu, Kerala, Karnataka, Andhra Pradesh, and Telangana. This includes serious disasters like the 2021 Chennai rains, the 2023 Chennai and southern Tamil Nadu rains, and the 2024 Wayanad floods. While some disasters were less severe, there were still some loss of life. In Tamil Nadu, when the monsoon retreats in November and
December, depression systems form, and people must be prepared for heavy rains.
If we analyse the types of disasters, we see they generally lead to either floods or landslides. Landslides occur in mountainous areas and along the Western Ghats, while floods often happen in the Krishna-Godavari basins. Cyclonic activity affects coastal areas. Though we are called to respond when disasters occur, we must address the larger issue of disaster preparedness. This can only be achieved through the collective consciousness and participation of the government, corporations, schools, and every citizen of India.
TRAINING AND PREPARATION
For HADR operations, people are trained in various skills, such as paddling boats or loading supplies. Training, preparation, rehearsals, and coordination meetings with all stakeholders are essential. When the district administration or state authorities call us, we coordinate with them, visit the affected areas, and assess where our action is most critical.
During my tenure, I have handled four or five disasters, with Wayanad being the most significant. When Cyclone Michaung struck Chennai in December 2023, the army deployed 12 columns from December 4 to 6, evacuating 4,203 and providing food and amenities to 2,561 people. The Indian Army's garrison battalion worked tirelessly for three or four days. There were families with young children, elderly people, a pregnant woman, and even a young girl who
was about to be married. There were countless human stories. Our work received significant media coverage and appreciation.
NEED FOR DECISION MAKING
During the rains in southern Tamil Nadu, there were only orange alerts. However, decision-making in such situations is crucial. Whether in corporate leadership or military operations, the person at the top must be decisive. We mobilised units from Trivandrum and Wellington, both part of the Madras Regimental Centre. They performed exceptionally well, rescuing people stranded in rural areas and villages, who, like in Chennai, were deprived of food and water. The army received widespread appreciation, including from the Chief Secretary and the Greater Chennai Corporation. The Governor graciously honoured the units and awarded the President's citations to three individuals.
In July 2024, a minor landslide occurred in Shirur, Karnataka, and the army was called for rescue operations. A truck had been buried in the debris. Typically, we use basic equipment to detect people trapped in landslides, but in this case, we secured a ground-penetrating radar from CME Pune, which helped us locate the truck.
LANDSLIDES/FLOODS IN WAYANAD
On 30th July 2024, at 5:30 am, I received a call informing me about a landslide that had occurred during the night of 29th/30th. It was still dark, and the situation was dire. With the limited information I
There were numerous casualties, which could have been much higher if not for the timely intervention of the Indian Armed Forces.
had at 5:30 am and sensing the urgency, I ordered our troops from Calicut to mobilise immediately, without waiting for formal permission. We also requested the DSC Centre in Kannur, which has a hospital and medical teams, to dispatch help right away.
About an hour later, we started receiving clearer reports, including photographs. The bridges had been washed away, and people on the other side were trapped under the landslide. There was no way to reach them, so we urgently needed to construct a bridge.
BAILEY BRIDGE IN RECORD TIME
We quickly erected a Bailey bridge, which gained significant media attention. This particular bridge, usually used for troop training, was stationed at the MEG Center in Bangalore. Under normal circumstances, we don’t move training equipment. However, by 8:00 am, recognising the severity of the emergency, I made the decision to move the bridge from Bangalore to Wayanad.
Transporting the bridge required 22 vehicles, and it took about 18 hours to get it there. The landslide happened on the 30th, and by the early morning of the 31st, the bridge had arrived. By the 2nd of August, the bridge was fully installed. While parliamentary
discussions were underway about the Wayanad tragedy, our army was already on the ground. In addition to the Bailey bridge, we also deployed "flying foxes," which are short-length footbridges.
Major General Matthews, based in Bangalore, was the GOC for the operation. For this disaster, everyone coordinated effectively. The Chief Minister chaired a meeting with the Chief Secretary and other key officials via video conference. Troops from Trivandrum were airlifted to Kannur, and various army columns were deployed to Wayanad. Many volunteers also came forward to assist. There were numerous casualties, which could have been much higher if not for the timely intervention of the Indian Armed Forces. When the army arrives on the first day of a disaster, within just a few hours, it boosts people's confidence.
Very recently, we were called in when breaches occurred, causing flooding in the Vijayawada-Kakinada area. The breach had initially occurred on 2nd September 2024, but after local efforts failed to resolve the situation, we were called on the 5th. By
Courtesy: MoneyControl
I encourage startups and academic institutions to work on technological solutions to mitigate disasters. In the armed forces, we ensure that the areas where we are stationed are environmentally friendly and have adequate space.
that time, there were ten breaches, each spanning over 100 meters. When breaches occur, it is crucial to have solutions ready. The Indian Army always finds a way to address these challenges. We normally resort to stone pitching to arrest breaches and Hesco bags for defence purposes. We filled them with sand and mud and started closing the gaps.
In managing disasters, the National Disaster Management Authority (NDMA) is the highest-level body. It was formed in 2005 through the NDMA Act. Members of the police forces are part of the NDRF (National Disaster Response Force) battalions. There are 16 NDRF battalions, and each state is supposed to have its own State Disaster Response Force (SDRF). Some states have well-functioning SDRFs, while others do not. Recently, we held an integrated symposium where various Central and State agencies from the five southern states participated.
THE FOUR KEY AREAS
There are four key areas we need to address for effective disaster management: Mitigation measures; Readiness, Execution and Capturing Lessons Learned. We must mitigate anthropogenic causes which are human-induced, such as deforestation, mining, or encroachment on lakes and riverbeds. If actions like cutting of trees and indiscriminate mining occur,
disasters will follow. In cities like Chennai, Bangalore, or Gurgaon, there is no space for rainwater to drain, leading to floods.
Recently, I spoke at a seminar on urban heat islands, organised by Madras University. Chennai, being a heat island, is highly susceptible to depressions and cyclones. We need to leverage technology, and through satellite imagery, we can map vulnerable areas. I encourage startups and academic institutions to work on technological solutions to mitigate disasters. In the armed forces, we ensure that the areas where we are stationed are environmentally friendly and have adequate space.
Often, people might think that the area where army is stationed is ideal for urban development, but that is not a good idea. I can tell you, if you remove the army from certain areas, you will invite natural disasters. The Delhi cantonment area, for example, is thriving thanks to the presence of the army. As armed forces, we do our best in the various roles the nation calls us to fulfill.
Q&A
What are the similarities anddifferences between military and corporate leadership?
In corporate leadership, you incentivise a leader with promotions, higher pay, or bonuses, and they are expected to deliver results. For a military leader, there is no extra financial incentive, if they inspire. More importantly, if the task requires it, they must be willing to sacrifice their life for the nation. They have to lead from the front. Disaster management is a common challenge for both military and corporate leadership. The key qualities of successful leadership include anticipating situations and making timely decisions. For instance, Kodak failed to anticipate the rise of digital photography, leading to their downfall. Leaders, including those in the armed forces, must be tech‐savvy.
Are there any plans for mitigating chemical and biological disasters?
Such disasters can occur due to natural causes as well, like the Chernobyl incident or what happened in Japan. There are agencies prepared to handle these situations. We are trained to operate in a CBRN ﴾Chemical, Biological, Radiological, and Nuclear threat﴿ environment.
As humans, we often cross nature’s boundaries and harm the ecosystem. How do we change this mentality? It requires a collective effort. I must give credit to the armed forces because when we are deployed in the hills, you will see that nothing goes wrong with the environment. There are also some good examples within our country where people are doing excellent work. In the Netherlands, for instance, the population has collectively decided to cycle, which significantly reduces pollution. Cycling is something we should promote as a nation. Indians clean their own homes well but often throw waste outside, not realising that the outside is part of our environment too. For the Indian armed forces, the nation always comes first. Everyone needs to start thinking this way and recognise that we are all part of a larger ecosystem.
In Wayanad, how did your team rapidly adapt to the unpredictable conditions?
In times of tragedy, not just the army, but everyone rises above petty differences. Seeing our soldiers working day and night, surviving on just biscuits and water, a young boy named Ravi, if I remember correctly, posted online that he wanted to join the army. It went viral. When you join the army, you undergo a transformation. The academies mould us, and when we start functioning in a unit, we transform once again. We face challenges from the very first day we join the army. Does the Indian Army support international disaster management?
Yes. For example, when there was an earthquake in Turkey, we sent our forces and medical teams, irrespective of diplomatic relations. They did an excellent job. We also sent forces to Nepal, Sri Lanka, and other countries. The Indian Navy plays a leading role in anti‐piracy operations. In UN missions, Indian armed forces are always in demand. We have vast experience in managing global challenges.
Given the increasing frequency of natural disasters, how does the military plan to scale its resources to support future crises while balancing its primary defence responsibilities?
We are well‐balanced. What we need are new technologies to make our work easier, and we look to the industry for these solutions.
What were some of the toughest challenges your team faced during the rescue operations in Wayanad?
Physical challenges are not an issue for the armed forces, but emotionally traumatic situations can affect anyone. For instance, due to landslides, many bodies were found in pieces. Recovering those remains and removing the dead was a deeply distressing experience.
Has the Indian Army adopted any best practices or technology from other countries?
We are far ahead of many armies in the world. In fact, others often need to learn from us. If you watch World War movies, you’ll usually see only white soldiers in action. But in World War II, the British Army won many battles because of Indian soldiers. I am not
undermining them, but they excel in technology, while we are the best in human resources.
How does the Indian Army collaborate with local government and civilian agencies to optimise disaster response? What improvements can be made to enhance this cooperation?
We work in a well‐coordinated manner. Through symposiums, we strive to improve the connection between various agencies. Any perceived divide reported in the media is more of a media creation. Many positive efforts happening around us often go unnoticed, while one negative incident is reported disproportionately. This shapes our perception more than what we actually see happening.
Under the Read & Grow series, MMA organised a discussion on the theme of the book GRIT: Why Passion And Resilience Are The Secrets To Success authored by Angela Duckworth. Babu Krishnamoorthy, Chief Sherpa, Finsherpa Investments Pvt Ltd anchored the discussions with Kumar Narayanan, Chairman & MD, Yexis Electronics & Adomita Tech and Karthik VPB, CHRO, Azentio
Babu Krishnamoorthy: The term ‘grit’ captured my imagination about five years ago, when I got a WhatsApp forward of a YouTube interview of cricketer Rahul Dravid. When he was asked the most admired person in his mind, he gave a surprising story of a person called Praveen Tambe, a cricketer with no exceptional cricket background or great talent. Because of his social background, he came into the cricket arena very late, at a time when most established cricketers would think of retiring.
According to Rahul Dravid, every morning, Praveen Tambe would stand at the gate of the stadium where Mumbai Indians practised in the nets. Once the frontline bowlers were tired, the coach would be looking at who else could bowl. That's how Praveen Tambe got an opportunity to bowl. After many months of doing this and after many years of carrying cool drinks for the Mumbai Indian teams, finally he
got a break closer to his 40 years of age to play for T20. Dravid says that the sheer perseverance of Praveen astonished him.
Then I happened to chance upon a TED talk by Angela Duckworth, the author of this book, ‘Grit.’ She is an academic, and has donned a variety of roles: a consultant, academic and psychologist. She has also been grappling with the question: if talent is the only indicator of success or is there something more to it? She says, “To succeed, it's not just talent, but one needs a whole lot of things.”
Kumar Narayanan: Angela defines courage as slightly different from the traditional definitions of passion, compassion or interest. She defines grit as a combination of both passion and perseverance. She uses a scorecard called Grit scorecard that is derived from a questionnaire that has about 10 questions for passion and 10 questions for perseverance. For example, if you keep changing your interest every six months: say today, I want to reduce my weight and tomorrow, I want to build my muscles; then my grit
I was always blinded by talent. Talent without the ability to deploy it and talent without the skill is of no use. Effort becomes a multiplier and it is twice important.
~ Karthik
score will be less. You must pursue a given interest for a longer period of at least 10 years. That's the scale of perseverance needed. Passion reflects a higher purpose and value. The grit score is done on a scale of 1 to 5.
I spent 23 years in corporate world working for HP and IBM and I ran a sales organisation. Grit is a key element for a sales organisation. For the last 12 years, I have been an entrepreneur. I've tried to invest in 12 business units and I have tried to exit some of them. We must know when to quit. I measured myself and got 4.2 out of five as my grit score. If you score above 3.5, you are gritty. Grit is not just willpower. The closest word I would equate that is vairagya, in Sanskrit.
Karthik: I am in the profession of human resources. One important myth that got broken is, just looking for academic ranks and the name of the institution for hiring talent is not correct. When we go to hire, we always hire from tier one colleges. Luckily, some of our leaders were quite open for experiment and we hired freshers from tier two cities and tier two colleges. After one and a half years, we tracked their performance. We saw a greater level of engagement, continuity, performance on the work and higher retention. I was always blinded by talent. Talent without the ability to deploy it and talent without the
skill is of no use. Effort becomes a multiplier and it is twice important. She defines: achieving = skill x effort and skill = talent x effort. Another important thing that I picked up was that enthusiasm is common; endurance is rare.
Babu Krishnamoorthy: One of the stories that was talked about in the book was about the Harvard University experiment on treadmill. They documented and tracked 60 people who took that test. People who gave up quite easily or at the first sign of difficulty, had reached a certain level in their career. But all those people who had endured the difficulty for longer duration on the treadmill test were very successful in their careers. If you develop grit even at a younger age, it can help you to traverse through life.
INSIDE OUT AND OUTSIDE IN
Kumar Narayanan: Grit can come from inside out and outside in. The definition of inside out is selfdriven. Outside-in is when you are taught by others, like mentors, bosses, peers and friends. For inside out, she prescribes a specific methodology called directed practice. It is repeating certain practice on a scientific and long-term basis with mentorship. The mentor gives you feedback on a real time basis and you do a closed loop mechanism to correct yourself.
It is true that people are born with certain talents like grit due to genetic factors, such as neural wiring, but Duckworth argues that grit can be developed through directed practice, which rewires the brain, much like neural networks. Most of her research focusses on athletes, soldiers, and students,
Duckworth identifies grit as more important than talent for achieving success. Her studies suggest that people in their 50s and 60s tend to be grittier because they’ve faced more hardships over time.
~ Kumar Narayanan
particularly spelling bee participants and West Point cadets. She has done limited research on business professionals, despite the idea that entrepreneurs might display significant grit.
To be successful, both inside out or outside in methodologies are needed. You should not quit. You have to show up. Talent is not equal to success. That is her clear research.
Duckworth identifies grit as more important than talent for achieving success. Her studies suggest that people in their 50s and 60s tend to be grittier because they’ve faced more hardships over time. However, the earlier one learns to develop grit, the better. Learning to build grit at a younger age provides a significant advantage compared to developing it later in life.
THE FOUR POINT FRAMEWORK
Babu Krishnamoorthy: The four-point framework for Inside-Out grit formation starts with finding your passion. Each of us has an innate passion. For example, imagine if A.R. Rahman had stayed a software engineer—he might not have excelled in that field. But by discovering his passion for music, he created timeless hits. As Kumar mentioned, finding your passion doesn’t automatically make you a genius.
You still need to invest 10,000 hours or 10 years of deliberate practice in your chosen field to truly master it.
Next, it’s important to have a sense of purpose beyond yourself. Is your goal just about earning a pay cheque, or do you have a bigger vision? For instance, aiming to win the first Grammy or Oscar for India can be a powerful motivator. These broader aspirations drive individuals to develop greater grit. Finally, hope plays a key role. Do you nurture hope that you’ll achieve greater success in your chosen field? This is also essential to the process. Karthik, how has this four-point framework played out for you or anyone else you know?
Karthik: The four components or attributes that go into the inside out approach are: interest, practice, purpose and hope.
If we start with purpose, I’ll relate it to my own journey. I come from an agricultural background, growing up in a small village near Pondicherry, close to Cuddalore. My father was the first graduate in the family, and I was the first engineer. But did I know engineering was my true interest? No, I didn’t. For my parents, given how I was studying, they didn’t see many career options beyond becoming a doctor or an engineer. So I followed their guidance. I couldn’t become a doctor, so I became an engineer. It wasn’t really a choice I made at the time.
When I went into engineering, there were only a few branches available—mechanical, electrical, and civil. Computer science was just being introduced, but it was considered too new. Being a boy, I ended up in
mechanical engineering. Choices were dictated by what we knew at the time, not by personal interest. It was only after entering the field and getting a job that I even learned about Human Resources as a profession, and that you could actually study it. It took me multiple attempts to get into one of the best institutes for HR, but I eventually did.
I thought I had found my passion in Human Resources, but later realised that whenever I returned to my village and worked on the farm, I felt very happy. This made me understand that discovering your passion isn’t a straightforward process. It’s iterative. You have to try different things. A good indicator is when you’re doing something you love, you don’t feel tired, and you always look forward to doing it again.
For example, in college, there were some subjects I didn’t want to attend, and I’d find excuses to skip classes. But there were other subjects I didn’t want to miss, like engineering design. I was so passionate about it that I even taught part-time at a couple of engineering colleges. But over time, I lost interest in that too. Just because you identify a passion doesn’t mean it will last forever. After finding your interest, the next step is practice. The more you practice, the better you become.
Angela Duckworth’s concept of "unconscious incompetence becomes conscious competence" resonates with me. As you keep practicing, it becomes second nature. When people look at someone who’s successful, they often think that person is naturally talented. But we rarely consider the effort and practice behind their success. Success is more about
Through her research, Angela Duckworth talks about a third type: wise parenting. This is where parents teach their children about life's hardships and boundaries, but with kindness and nurturing.
~ Kumar Narayanan
consistent, repetitive practice than just talent.
At age 40, I went through a coaching exercise where my coach told me I lacked connection to my roots. After school, I moved to a nearby town, and after engineering, I left Tamil Nadu. It took me 25 years to return to Chennai, and only two years ago, I reconnected with my village when my father became immobile. Out of necessity, I took over some responsibilities and found a renewed interest in my roots.
We started several initiatives in the village, like a de-addiction centre and a women’s self-help group. These efforts, though small, connected me to a purpose. I would drive from Bangalore to my village— a seven-hour drive—almost every weekend. I never felt tired because I was connected to a deeper purpose.
The final element in this journey is hope. I still hope to make a meaningful change in my village. I’m not aiming to change the world, but I want to make a difference in my small community of 600 families. As Gandhi said, “The change starts within yourself.” My interest, purpose, and hope keep me going without fatigue.
Looking back, my journey has been unpredictable. Where I started is vastly different from where I am
now, and I don’t know where I’ll be in a few years. But for now, what keeps me moving is the interest I’ve discovered, the purpose that drives me, and the hope that I can make a change. That’s how I connect with this book’s ideas of inside-out grit.
ROLE OF PARENTING
Babu Krishnamoorthy: Is parenting an important component in developing grit in children?
Kumar Narayanan: It is a controversial question. If you ask people in their 60s, they'll say, "Our generation was much grittier." Just because their father got them one set of clothes only for Diwali, they think they’re grittier. You talk to people in their 50s, and they’ll say, "We were grittier than you." Every generation tends to see the next as being less gritty. If I go to my dad, he’ll say, " You haven't gone through even a tenth of what I’ve been through."
The point is, parents have a huge influence on their children’s courage. The first "outside-in" influence on grit is parenting. Angela Duckworth classifies parenting into four styles. One of them is authoritative parenting. This is when your parents say, "Just do it. Don’t question it." Does this kind of parenting make children more successful?
Next, there’s permissive parenting, or what we might call "nice parents." These parents let their children do whatever they want. One day, the child says, "I want to play football," and the parent supports it. The next day, the child changes their mind, and the parent says, "You’re doing great!" Does this approach lead to success?
Through her research, Angela Duckworth talks about a third type: wise parenting. This is where parents teach their children about life's hardships and boundaries, but with kindness and nurturing. It’s like being a military commander while also being a spiritual guide. Can you be both at once? That’s what wise parenting is. And according to research, children raised by wise parents are the most successful. So, parenting is critical to building grit, and grit is crucial for success. Wise parenting is a key factor in that.
MENTORSHIP AND ENVIRONMENT
The next influence is mentorship. Duckworth takes the case of the Seattle Seahawks football team and their coach, who led them to three NFL championships. How did he do it? He focussed on bringing out the best in each player. So how do you, as a boss or coach, bring out the best in your team? Whether in corporate or sports, this is crucial.
In my experience building sales teams at HP and IBM in Asia-Pacific, I saw this firsthand. Back then, we followed the ‘top school’ approach: hiring from the best schools, like Harvard or Stanford. HR would say, "We’re getting the brightest minds." But when these candidates came to me for interviews, I would ask, "Can this person actually sell? Can they meet the numbers?" Often, I would reject candidates from top schools, even if HR was shocked. Why? Because success in sales isn’t just about intelligence—it’s about grit. Those with higher grit scores were more successful. As mentors or bosses, it’s our job to train and get the best out of people. Mentorship is another way to develop grit.
The third factor is surrounding yourself with gritty people. Look at your friends. Are they gritty? What about your colleagues? If you’re surrounded by people who are gritty, you’re more likely to succeed. It’s like the saying, "Eagles fly with eagles, tigers roam with tigers." You won’t see a tiger hanging out with a cat. You need a competitive, gritty environment to grow. The word ‘compete’ originally meant ‘to work together’ in Latin. It wasn’t about being better than others but about collaborating to reach a common goal. Today, competition is often seen as something negative, but true competition is about teamwork and achieving success together. That’s why having the right boss, team, and environment is so important for building grit.
THE ROLE OF CULTURE
The fourth and final factor is culture. This is a sensitive topic, but we have to be honest. Culture
training where CEOs from different companies taught us leadership. One of the speakers was Jack Welch, the former CEO of GE. I asked him, "What are the traits of great leaders?" I expected him to talk about vision, strategy, or talent. But instead, the first thing he said was integrity. Without integrity, he said, a person couldn’t be a leader in his team. The second trait he mentioned was honesty. And the third was zeal, which we now call grit or passion. Finally, he emphasised hard work.
This was in 2002, long before Angela Duckworth wrote her book on grit in 2016. But even then, Jack Welch was talking about the same principles that are now recognised as crucial for success. These elements —parenting, mentorship, surrounding yourself with gritty people, and culture—are all part of how we develop grit from the outside in.
Babu Krishnamoorthy: Let’s now move on to some questions from the audience. According to Albert
Einstein, success is 90% perspiration and 10% inspiration. Does Einstein's view of success match with Angela Duckworth's perseverance?
Karthik: Yes. It’s not just about having an idea; if you're not going to test it and stick with it, it won’t lead anywhere. Passion is often misunderstood. It’s not about saying, "Today I’m passionate about this, and tomorrow my passion changes." If it changes so easily, then maybe it’s not really your passion or interest. True passion stays steady and keeps driving you forward. You keep going back to it, experimenting, doing it again and again—that's what eventually gets you results. Einstein achieved what he did in the same way. He didn’t just wake up one day and discover something groundbreaking. He spent thousands of hours working towards it. Angela’s ideas are exactly aligned with that.
Babu Krishnamoorthy: What roles does leadership play in developing a culture that encourages passion and resilience, particularly in the face of setbacks? How relevant is Peter Drucker's statement, ‘culture eats strategy for breakfast?’
Kumar Narayanan: Leadership qualities are often shaped by experience, and from what I've observed in my 24 years in the corporate world, three key traits stand out. First, integrity is the most crucial trait. While Angela Duckworth emphasises grit as essential for leadership, I believe integrity is even more important. Second is grit itself—combining passion and hard work. Most successful leaders I've seen are incredibly dedicated, often working long hours. Finally, great leaders build strong teams. They replicate their qualities in their teams, fostering grit
and teamwork at every level.
Babu Krishnamoorthy: What is the difference between persistence and stubbornness? How can you ensure that your team stays on the right side of the balance?
Karthik: The key difference is feedback. If you are stubborn, you become blind to multiple possibilities. You do not carry people along with you. Persistence is about exploring all the possibilities, looking at all options, taking feedback and taking people along with you.
Babu Krishnamoorthy: This question is on what sort of advice one should give to the young professionals for building passion and perseverance in the careers. Let me answer this. Passion is about doing what you truly love and what makes you naturally happy. It can be something you're born with, like Sachin Tendulkar’s love for cricket, or something you discover later in life. To succeed, you need passion for what you do.
A great analogy is that of a tree, which grows both above and below the ground. The visible growth represents achievements, while the roots, which grow in unseen and tough conditions, symbolise the hard work you put in when no one is watching. Passion is like those roots—it’s what drives you to keep going through difficulties, just like AR Rahman, who spent countless hours perfecting his music before creating a hit.
In 2014, Mr Ratan Tata, Chairman – Emeritus, Tata Sons Ltd., received the MMA Amalgamations Business Leadership Award. He later joined in an interactive session on the theme: “How does India get back to high and sustainable growth rate quickly? What is the role of Corporate India in achieving this?” The session was anchored by Mr R Raghuttama Rao, Past President, MMA & Managing Director, ICRA Management Consulting Services Ltd., Here’s an excerpt from the session
Before I respond to the questions, I would just like to take this opportunity for thanking Mr. Krishnamoorthy, Mrs. Mallika Srinivasan and Mr. R Seshasayee for all the nice things that they have said and to say how deeply grateful I am and deeply honoured I am today to receive this award this evening and yet how humble I feel amidst the legendary list of people commencing with JRD Tata who preceded me in being recognised. Whatever I was able to do, I did because I had a very powerful framework of values and ethics that is left behind by my predecessors and, of course, there was a terrific spirit of 400000 people in the Tata Group who carried the spirit of what I wanted to do into an executed reality. It is because of them that I am here today and receive this kind of award. On their behalf, let me say, thank you, and accept this reward with great happiness and at the same time with great humility.
How should government and business partner for accelerating economic growth and equity in India? You could confine yourself to as many thought, but please give us the three most principal areas where Business and government can collaborate as we move ahead towards new India?
I think government and corporates have a combined task in moving the country ahead. Moving a country ahead means creating a nation that moves towards equality, gives equal opportunity, and increases the prosperity for all levels of the people and stands out as a country in today’s world as a democratic nation.
Therefore, government has the role of improving the infrastructure, creating an environment for its people that gives them security, safety and gives them the opportunity for growth based on merit. Corporates, on the other hand, have the role that their name implies: Entrepreneurship. They are the entrepreneurs, they have to generate the speed that drives the country; the corporate world has to exist
It has been difficult to get 20 business leaders in a room to move away from talking about their own companies to taking acquisition on India as a whole and what they could provide to the new India.
side by side, complementing each other’s role, not conflicting, not in fact diffusing each other but in fact moving together the country to rise. Whenever this has ceased to happen, the nations had so tumbled economically or moved to the directions of being dictators, creating chronic capitalism. I don’t think I have spelt out three specific areas but I think the government’s role is to govern the infrastructure and govern the ambience of the country and the entrepreneur’s role is to create values and to give the country and people a chance for jobs, a chance for advancement and to help the growth take place. I think the government alone can never make growth take place. It can only provide an infrastructure to happen.
As you have led the charge from Indian Corporates and business world towards world’s acquisitions, what are the steps that Indian business and corporate should take to make “Made in India” brand as powerful a brand as a brand “Made in Japan” or “Made in Switzerland”? What do we do from Corporate India to make this happen?
Part of this answer may be little controversial. The Indian business world seems to thrive, unlike the spectrum of business people elsewhere in the world, to envy or frown on success. The net result is that we
tend to pull each other down needlessly whereas in other countries, you see, business is pulling together. It has been difficult to get 20 business leaders in a room to move away from talking about their own companies to taking acquisition on India as a whole and what they could provide to the new India. It could never be that, only “I” or “He” or “She” can make India successful. Together we can do much more. How much collaboration between Indian companies do you see in India against elsewhere in the world? How many research activities do you see together between business leaders in India as against the world? So, industry in India has to be more compatible with each other, more trusting and more collaborative than they are today. In that way, I think the Indian business could be proud of what they have achieved and that the achievement may be better recognised than it is today and would move much further in the success path. There should be no shame on leadership; there should be no shame on great success but pride and happiness that takes place in India. Then when you go beyond the shores of India, there is no reason to feel incapable of leading an enterprise outside India provided you do the right thing and operate in the
right value system. So I think we have all the ingredients to do what you said. It is the attitude of not giving due recognition to success and not heralding it, holds a lot of companies back.
It is said that “Manufacturing is the next mantra” that we should focus on as a country for economic growth and getting more people employed and so on. When we look at Chinese manufacturing and Indian manufacturing, they are 10 to 15 times our size. There is a fear that Chinese manufacturing or their products will swarm Indian products in the long run. That’s a fear coming up time and again. What do you think, Indian manufacturing or Indian corporate world should do to strengthen itself and get more competitive, not only against Chinese but against anyone else?
Once again let me be provocative! China and India are of the same size of population. If a Chinese industry can scale itself up to a particular size, what stands in the way of Indian company doing exactly the same thing? We don’t have licensing anymore that puts the ceiling on how many units of produce that we can produce. Why do more mega companies not exist in India as they do in China? Why do small companies grow to the size of Chinese companies do? I think that avenue is open to us and the opening up of India in the early 90’s enabled us to. I don’t see any reasons why should we be fearful of Chinese goods. We should be willing to confirm and compete with them. Again the government should provide an environment that makes us competitive and remove the disadvantages and constraints that come in the way of
The India that we love to see is an India, where, as I said earlier, the corporate and the Government sector working together on a convergent path to growth and prosperity. Most importantly, I would like to see an India where all Indians have an equal opportunity...
growth. Growth should be the by-word of what we are looking at the India tomorrow.
What should be the vision for the Indian auto industry over the next 10 to 15 years? We are already known as the hub for small car manufacturing. Is that all that is possible or are there other dimensions that India could take its legitimate claim in this segment?
Being in Southern part of India, being in Tamil Nadu, brings to my mind the fact that here in this state, there has been establishment of some of the famous industries and they go back on a long time. It has been an industrial community built on values, built on ethics and built on technology, quite often generation to generation and as you said earlier, living with the tradition that they had and continue to change with the times. Why has that not happened to the same extent in other parts of India? Why have the user industries not grown to the extent that these engineering enterprises? Technology-based human sector are all issues where we again unfortunately fragmented ourselves and our country into different states and constituencies that have demands that do not make us “One India” and one lotofIndianpeoplewithfragmentedstance.
What do we need now? Look at the auto industries. The auto industry has grown today mainly with the growth with international companies in India. Yet the Indian car industries and Indian component industries survive. We should be bolder, we should think bigger than we are and have the confidence of knowing that we can grow because the potential in this country is enormous. It is for us to grasp and grow and it is for us to grow with pride not within the shores of India but in the international market place where we can compete. We should not be in a position to over-promise which we tend to do and be ethical in what we offer in the market place. We have all these ingredients in us. We have to exploit them.
In term of corporate governance, ability to manage, manage risks, manage tough times, what are the lessons that the Indian corporate can learn from successful MNCs that you have seen in close quarters?
Something that comes to my mind is from the 70’s. A small company started in a garage, Apple Computers, started with an idea, an idea that had not been tried. A country that reacted to these ideas and accepted them created the first Apple computer. The second generation was the Macintosh who brought the main frame computers to a desk and enabled an individual to have a personal computer. The founder of the company was sacked and the company owners failed. The founder came back to head the company and entered the smart phone business, created a tablet computer and became one of the most valued companies in the world. What can one learn from that? From one apple, to two apples and more! It is a question of how the company perceived its good luck, creativity etc. We should not be always trying to follow. We should really try to lead and never follow. As a nation also, we should be trying to lead and not to follow because as a nation, something has been successful here! We are in the threshold of retailing which is the next new big business in India. It is terrific. It is in Indian base but it may be following the footsteps of Amazon. There are many more areas like this and India could possibly teach some of the countries as to how to get to be a successful business enterprise. We don’t have to learn from the Western world only. If I may say, the disturbing part of our economy is that 90% of our economy is said to be in the informal sector. Employment is largely 10 times in the informal sector. This has huge consequence for sustainable economic growth, productivity and so
on. Is it only the government’s responsibility to set this right? Or is there anything that corporate India could also do on its own or jointly to correct this imbalance between formality and informality?
I cannot answer that knowledgeably. I can only say that there is a reason for the existence of informal sector in some industries of the corporate sectors. This is to protect the small manufacturer from the large manufacturer. The differences were created in scales, obligations even in requirements for the large companies that were supposed to protect the small companies from the large companies eating them up. The differences were created by government policies to protect the small person. The small companies became bigger and eventually became more competitive than the larger companies. Rather than asking the government to do something to remove the disparity; as the disparity was created by polices. The best thing that could be done by the government is to remove the differences in doing business in small size versus the big size and make it universally compete on the basis of the product and on the basis of proficiency.
We measure success in terms of GDP and like similar economic measures. Should we not, instead, be looking at quality of life or happiness index? In fact the World Bank came up with Happiness Index last year and India does not score well in that parameter. There is a corporate philosophy of profit maximization. Does it conflict with maximizing happiness?
I hold a view which may be correct or incorrect that the quality of life follows the foot step of having a robust growth in the country, the creation of jobs, and the creation of opportunities. We don’t have the term ‘quality of life’. It comes from a socialistic state where the government provides that comfort of quality of life. If it comes from a democratic open society it comes from growth rates of the country that provides jobs and opportunities, reduces unemployment, encourages creativity and in my view therefore, in a country of a billion plus people, how can any government focus only on the creation of the enhancement of the quality of life without having behind that an engine of prosperity for the nation that drives the growth? The enhancement of life comes then from the distribution of that wealth. So you first have to create that wealth and then distribute it. We don’t have the wealth in the first place and where does the prosperity come from?
What is your vision for the India over the next 15 or 20 years in terms of what we can achieve as a nation? Where does Corporate India fit into this vision?
I am not an astrologer! The India that we love to see is an India, where, as I said earlier, the corporate and the Government sector working together on a convergent path to growth and prosperity. Most importantly, I would like to see an India where all Indians have an equal opportunity – not that a small percent of people can get into college and a vast number of people stand by and lose that opportunity, an India where people can find jobs based on merit and based on capability. I really believe that our country is a tremendous country with a great potential. You see in the bright eyes of young little kids who are going to spend the rest of their lives scrounging for a way to live day-to-day when they have an opportunity to have an education and go to work and they could make a contribution. How many people around us have made success of their lives, who had never gone to school, who had never had a chance to do unlike some of us who are privileged to do? Do we have enough of them? Or should our country be able to say, we have created leaders from every quarter of life and it does not make any difference in what their name is, what their inheritance is, what the amount of wealth they have, still all of them have an equal opportunity. That is the India that I would like to see.
