You cant build this skill overnight. It take months, years.
Most importantly you cant master it. The skill needs to refurbished everyday.
Meet people, interact, share your views/opinions initially.
Act now, Build slowly
Monday, June 18, 2012
Tuesday, March 22, 2011
April is the cruelest month
‘April is the cruelest month’, said 20th C poet par excellence, TS Elliot in his acclaimed poem ‘ The Waste Land’. I am sure some of you in the corporate world would agree with Elliot. What with appraisals ending there without apt raises! This in at least some cases would be unjustified, you could not meet the targets since the team was weak, funds and resources were limited, the target was unrealistic, the list can be made endless, if we wish to.
Don’t you, at least some of you find the ‘un-raise’( can we coin a new word?) unjustified? Or that you got a raise in pay and perks, but the moving up the ladder seem elusive?
Why don’t you think, one of the ways is to upgrade your education?
A business course for instance- MBA, PGPX, PGPMAX, MDP – eMBA, they come in all shapes and sizes.
Consider April as the new year( any ways it is, in biz jargon).. plan to apply for an MBA or executive program from prestigious colleges- IIMs, ISB Hyderabad, US, UK, Singapore.. start preparing for the GMAT, take the GMAT 3-4 months from now..be in a program this year itself
Is this unrealistic target? Nay… then let’s GMAT…
Don’t you, at least some of you find the ‘un-raise’( can we coin a new word?) unjustified? Or that you got a raise in pay and perks, but the moving up the ladder seem elusive?
Why don’t you think, one of the ways is to upgrade your education?
A business course for instance- MBA, PGPX, PGPMAX, MDP – eMBA, they come in all shapes and sizes.
Consider April as the new year( any ways it is, in biz jargon).. plan to apply for an MBA or executive program from prestigious colleges- IIMs, ISB Hyderabad, US, UK, Singapore.. start preparing for the GMAT, take the GMAT 3-4 months from now..be in a program this year itself
Is this unrealistic target? Nay… then let’s GMAT…
Thursday, February 10, 2011
Ideas for social entrepreneurship
- Want to improve the life of the common man?
- Want to use your skills and solve a problem affecting the poor?
If you have the above persistent itch, Then you belong to the a group called social entrepreneurs.
Social entrepreneurs are people who work for the betterment of the poor. They bring about innovations which provide sustenance to the poor.
Social entrepreneurs are people who work for the betterment of the poor. They bring about innovations which provide sustenance to the poor.
A group of techies (Ashoka Lemelson fellows) under the aegis of tech4soiety have brought about innovative products which not only help common men make a living, but also make sure they get profits.
Here is a gist of them:
Here is a gist of them:
Pradip Kumar has designed a cycle rickshaw which is affordable to the rickshaw puller. The rickshaw is priced at round Rs. 10,500.It is light weight and provides space for companies to advertise on it. It comes with a vehicle insurance loan. He designed the loan structure such that a rickshaw puller will have have to pay Rs.25 per day and after 18 months he will own the vehicle. Pradip is currently working on a solar powered rickshaw.
Delhi based entrepreneur Dipendra manocha has designed a hand held portable tablet for the blind. This device is reader cum media player. A book has to be loaded into the device and the blind person can experience “reading”by listening. He further wants to convert movies into this format such that each scene has a narrator who describes actions, feelings and facial expression of characters. It must be noted that Dipendra himself lost his eyes at the age of 6.
Umesh Malhotra is running a low cost lending library-Hippocampus. His model requires a one time investment of Rs.5000 recoverable in 15 months. These libraries can run from home and is mostly run by housewives. He has his libraries in villages, government schools and schools. The rental fee for each book is Rs.10.
Other start up
Ekgaon- Started by Aditya -Microfinance enterprise. Financial service at 15paise per transaction
Ashoka – Bill Drayton started “innovators of the public” He works at empowering children to become innovators. He teaches innovation to municipal schools..
Ekgaon- Started by Aditya -Microfinance enterprise. Financial service at 15paise per transaction
Ashoka – Bill Drayton started “innovators of the public” He works at empowering children to become innovators. He teaches innovation to municipal schools..
Most of these start up have been started with an initial investment of less than Rs.10000. If you want to be a social entrepreneur and if you don’t have a great idea, First take a franchise of one these ideas run it. Then based on your experiences you can start you own venture.
Friday, January 14, 2011
Ram Charan
How Indian companies can crack the global code
The central question in choosing where to go and how to go is asking the question why you will win. Is the reason to accrue gains from cost-cutting and improving operations or something else? If it is growing revenues, there will be very intense MNC competition in the marketplace. In such a milieu, it's imperative to figure out how to grow revenues. Indian companies can go to Africa and not many MNCs operate there - Bharti can go there, can increase revenues per customer, can increase margins, they know how to do that. If they were to go to New York, they should think twice at this point. They can go, maybe, 10 years later but not now.
I am writing about it right now. I don't want the Indian companies to fall in the trap that Japanese companies did. I think the Japanese got sold down the drain by American investment bankers. So did some of the Europeans. They went to these monetary bankers who did an analysis. They found what is to be sold, gave high price. The Japanese had no clue. And most of the acquisitions didn't work out. Indian companies need to go where you get a good base.
Source ET -Corporate Dosier
The central question in choosing where to go and how to go is asking the question why you will win. Is the reason to accrue gains from cost-cutting and improving operations or something else? If it is growing revenues, there will be very intense MNC competition in the marketplace. In such a milieu, it's imperative to figure out how to grow revenues. Indian companies can go to Africa and not many MNCs operate there - Bharti can go there, can increase revenues per customer, can increase margins, they know how to do that. If they were to go to New York, they should think twice at this point. They can go, maybe, 10 years later but not now.
I am writing about it right now. I don't want the Indian companies to fall in the trap that Japanese companies did. I think the Japanese got sold down the drain by American investment bankers. So did some of the Europeans. They went to these monetary bankers who did an analysis. They found what is to be sold, gave high price. The Japanese had no clue. And most of the acquisitions didn't work out. Indian companies need to go where you get a good base.
Source ET -Corporate Dosier
Warren Bennis
Listing the top qualities a CEO needs to have to be an effective leader at a time like this, Bennis puts authenticity and credibility at the very top. "One of the things that is required more than ever is straight talk, even if it is bad news. At some level, people want the truth, and they can detect when you are being dishonest. They know intuitively. Equally important is that leaders have a grip on a reality and a clear sense of what the problem is and how they are going to fix it.
Source ET -Corporate Dosier
Source ET -Corporate Dosier
Vijay Govindarajan
The worst thing to do is to hold the innovation manager responsible for short term results. "Fundamentally, innovation is an investment for the future. It might sound counter-intuitive, but if you focus on results, you won't get results in innovation. If you focus on testing, you will get results in innovation.
Source ET -Corporate Dosier
Source ET -Corporate Dosier
Marshall Goldsmith
When someone signs off every correspondence with "life is good", you know that, at a minimum, your interaction with him will brim with a certain positive energy. When that person is Marshall Goldsmith, the rock star of CEO coaching and author of 24 management books, you can be sure that energy will be accompanied by sound wisdom.
You say in your book what got you here won't get you there that the very things that have made you successful can keep you from improving. Because they have done well in the past, are many CEOs reluctant to change?
Yes. The more successful we are, the more positive reinforcement we get, the more we fall into what I call in the book 'superstition trap'. CEOs live in a strange world where they get positive reinforcement all the time so it's very difficult for any CEO not to believe that. I was once working with the head of the US army in the New Generals School and the first thing he tells the new Generals is: "Remember, as soon as you get those stars, everyone will laugh at your jokes, but you're not that funny, and everyone will write down your comments but you're not that smart, and women will want to have sex with you but you're not that handsome. It's just your title. Don't let it go to your head".
Those words are so wise. I try to reinforce that with my clients. They're not saluting you, they're saluting your stars and the second you think it's all about you, its over. You've to keep listening, you've to keep learning, you've to make mistakes and you've to apologise for them. The same beliefs that lead to our success can make it very difficult for us to change behaviour, and, as difficult as it is to change our own behaviour, it is even more difficult to change others' perception of our behaviour.
Source ET -Corporate Dosier
You say in your book what got you here won't get you there that the very things that have made you successful can keep you from improving. Because they have done well in the past, are many CEOs reluctant to change?
Yes. The more successful we are, the more positive reinforcement we get, the more we fall into what I call in the book 'superstition trap'. CEOs live in a strange world where they get positive reinforcement all the time so it's very difficult for any CEO not to believe that. I was once working with the head of the US army in the New Generals School and the first thing he tells the new Generals is: "Remember, as soon as you get those stars, everyone will laugh at your jokes, but you're not that funny, and everyone will write down your comments but you're not that smart, and women will want to have sex with you but you're not that handsome. It's just your title. Don't let it go to your head".
Those words are so wise. I try to reinforce that with my clients. They're not saluting you, they're saluting your stars and the second you think it's all about you, its over. You've to keep listening, you've to keep learning, you've to make mistakes and you've to apologise for them. The same beliefs that lead to our success can make it very difficult for us to change behaviour, and, as difficult as it is to change our own behaviour, it is even more difficult to change others' perception of our behaviour.
Source ET -Corporate Dosier
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