Despite several posts on ‘culture‘, of the four Ps I’d mentioned in the Agile @ Scale post, ‘People’ is a topic that has gotten the least attention here in the recent past. As the change imperative forces organisations to be more responsive to rapidly changing external dynamics, the structures, processes and methods it had adopted for its internal stakeholders will most likely have to change as well. Jobs in earlier era were well defined constructs, but this era requires employees to work far beyond their job description in order to thrive. (“Why We Need to Change the Software in our Organisations“) It is probably not a coincidence that the four organisations that are defining the larger contours of business and technology are also the most favoured employers.
The task is not easy. On one hand, there is a workforce that is increasingly getting overwhelmed by communication technologies that are dictating an always-on culture. (“Why you hate work.”) On the other hand, there is a new generation entering the workforce that has expectations of a culture tuned to their lifestyle and ways of functioning. They rapidly disengage if they feel this is no happening. In both cases, the end result is a loss in productivity. This is only one part of the story. There are several factors that define culture, and in an organisation, there are several factors that resist change as well. How does an organisation adapt to these dynamics? A few thoughts, some strategic, some tactical. More
Ever since I first wrote about institutional realignment, I have been more conscious of it and its implications on our lives. To a certain extent, even paranoid, because of the pace of change. Ray Kurzweil is hard at work to make himself immortal, and believes we should get really close by the 2030s. He has been right before on many things of this nature. Moore’s law, digitisation and everything related are also getting us really close to the singularity. I am reasonably convinced that I will see both in my lifetime. If you live to be 200 and have robots smarter than you around, what does that do to education, money, marriage, work and pretty much everything that constitutes life? On the flip side, natural resources are running out, and I can see the complications already. It’s not a good sight, or experience!
I am finding it impossible to wrap my head around what all of this would mean to our concept of life. In the meanwhile, I do know that everything is changing at breakneck speed, and in order to survive, we need to be cognizant of things that can impact our lives – as individuals, and as organisations. I have deliberately avoided the word ‘disruption’ because it gives me a sense of suddenness and it is a furiously debated topic these days. Rather, to quote John Green (said in another context) I think we’re in the first state of “Slowly, and then all at once”. This, is my take on ‘Change’.
(Thanks Nikhil for helping on a couple of alphabets and Amit for Unsplash, the source of many images used)
The mid-late 19th century and the first half of the 20th century was a period dominated by Europe and later, America, and much of humanity’s narrative in that period has, as always, been written by the victor. The victors also did much to enforce their way of life and thinking on to their subject audience, which, seeing its own set of institutions crumbling against this onslaught, began admiring and aping their masters, or at least silently suffering.
What Pankaj Mishra does in this book, is give us a perspective shift – a view from the ‘first-generation’ thinkers of the time. Though their approaches and line of thinking were different, courtesy the varied milieu they lived in, their narratives had a couple of commonalities – an aversion for the West, and a recognition that they needed to build an indigenous renaissance to break the shackles and rise again. More
Though I’d explored the idea of inculcating a sense of compassion in others in this post a fortnight back, I still think our own compassion needs to serve as a solid base. Not being judgmental is one way, but it’s not easy to practice. So I took a step back and wondered if compassion was a result and not a behaviour. The first behavioural direction I could think of was happiness. In myself, I have seen a correlation if not a causation. I am more compassionate when I’m happier. So I decided to explore this a bit. More
First published in Bangalore Mirror
Church Street has been getting quite a high these days – Social, Tapwater, and Bierre Republic. Pavilion Mall, where Bierre Republic is located, seems like a sandwich with nothing in between – the ground and top floors are active but the two floors in between looked unoccupied. There’s no valet parking but they have space in the basement. The huge signage outside serves as a beacon of hope as you trudge past two floors of desolation and alien-looking faux vegetation to finally land up, ironically, near a man in a sailor suit! You could choose to be boring and take the lift too. Another small flight of stairs gets you to the dining area with many parts to it – alfresco with a few enclosed portions, a smoking section, a smaller lounge area, and even an ‘upper deck’. The furniture is almost all wood, except for the plush sofas in the smoking section and some other elements, and that includes the décor consisting of ‘barrels’! It was edging towards tackiness, but the beer posters manage to pull it back a bit. The alfresco section is the perfect place to be in typical Bangalore weather and offers a superb view of the Public Utility building. A live band was in the house, and except for a massacre of The Cranberries’ “Zombie”, which almost provoked us to violence for the sake of silence, they were quite good! Meanwhile, as the evening progressed, the service began reflecting the ‘ship’ theme – they were totally at sea, and were finding it difficult to manage the orders, despite the valiant efforts of their active crew, whom we felt sorry for. More
S. Hussain Zaidi
As a chronicle of the Mumbai mafia, this book does complete justice to the job. While the ‘hero’ remains the big D, the author traces the history of Bombay’s underworld from the 1950′s until Operation Neptune Spear – Bin Laden’s death – and its repercussions on Dawood.
The book begins with an interview with Dawood Ibrahim in 1997, the last published one, and one that is credited to the author himself, spends a chapter that serves as a synopsis of the don’s life thus far and then quickly zooms back to the 50s and 60s focusing on the birth of Mumbai’s underworld. The triumvirate of Haji Mastan, Karim Lala, and Varadarajan Mudaliar feature prominently in the next few chapters, which are dedicated to the intricacies of gold and electronics smuggling, bootlegging, minor extortion, the prostitution trade, dispute settling and other activities that filled the coffers of Mastan and his allies. Mastan’s search for ‘legitimacy’ and associations with Bollywood and politics are also highlighted, as is the beginning of the underworld’s nexus with the cops and politicians. More
After I shared the “We, the storytellers” post on Twitter, Surekha sparked off this interesting discussion on how we could persuade others to be less judgmental and more compassionate. I really didn’t have a fix-it-all answer and felt that it was more important that we simply practice this ourselves. That, however, did not stop me from thinking about it.
The next day, my reading list had this post, which touched upon things that get people to change their behaviour. I remembered this William James quote used in the post from something I had seen a while back at Brain Pickings.
We’d been eyeing The Fort Kochi connection for a while now, especially since the ads started appearing in the Malayalam daily, and the only reason we’d been delaying the inevitable trip was that we thought it would be a revamped version of its earlier avatar – Oyster Bay. But on the day we were planning to watch Bangalore Days in PVR, its location gave it an advantage and we succumbed finally.
The layout has been modified only slightly, if at all, but the menu seemed different. A few good Cochin photographs have been added too. The ‘connection’, thanks to Kochi being a major trading port, allows it to have a smattering of all kinds of cuisines – Chinese, Portugese, Dutch, and of course, British. But like all well brought up Malayalis, we first checked out what was available in beef. We also completely ignored everything but the Kerala cuisines – Malabar, Kochi and Syrian Christian. After much debate, the Achayan Pothularth (who makes these spellings man?!) was ordered. It sounds Sith, and is dark, but did an amazing job nevertheless – spicy, well cooked meat. They had a special Kallu Shop menu going, but unfortunately what we wanted from it was not available. We also tried the Karimeen Pollichathu, and while its masala was decent – spicy and a good texture, we have had better, and on healthier fish.
The role of content in a brand’s narrative is an oft appearing topic on this blog, so I was glad for the opportunity to discuss the subject with various entities who have a stake in this new ecosystem. I’ll be moderating a panel titled “The New Content Ecosystem – Evolution & Design” on Sep 25th, 2-3 PM during Social Media Week.
A fantastic mix of folks makes up the panel – Asit Gupta, founder of Advocacy Asia, Abhishek Chatterjee, founder of Tookitaki, Arunabh Kumar, founder of The Viral Fever, Akash Deep Batra, Regional Digital marketing & eCommerce Manager APAC at Nestle, and Kalyan Karmakar, food insights consultant, blogger and columnist – it’s bound to be an interesting chat.
If you happen to be around, do drop in and participate in the discussion that follows. If you’d like me to ask questions on your behalf, use the comments section below, give me a shout out on Twitter. #SMWMumbai
Mark Tully, Gillian Wright
A book written a decade back, and yet, it is still relevant because as the cliche goes ‘the more things change, the more they remain the same’. India has changed in many ways, and yet remains the same in many other ways, and that’s exactly the theme of this book too. Mark Tully and Gillian Wright have tried to study the various forces that keep India ticking at its unique speed – forces that accelerate and forces that pull it back. Through 10 unique scenarios they have attempted to not just unravel the fundamentals, but even taken a shot at the nuances that define the ‘Indian experience’.
The book begins on a day that has left an indelible mark on modern India’s psyche and society – 6th December 1992 – the Babri Masjid demolition. The first chapter is about the rise of Hindutva, the role of the BJP, VHP, RSS etc and perspectives of the common people who reside in Ayodhya and the nuances in their approach to religion and gods. The second chapter shifts the premise to carpet making, child labour, and the machinations of organisations, including NGOs to achieve the moral high ground even at the cost of truth. More
Though not by design thus far, I have actually been expanding on the 4P (planning to add one more) framework I wrote about in Agile @ Scale. The attempt is to help me navigate the concept of brand in a rapidly changing landscape. The Change Imperative tried to showcase some of the possibilities of these dynamic shifts, and Revisiting Brand Purpose dwelt upon purpose in the framework. This post is on platforms. Though media platforms have been around for a while and have been utilised by brands, and the internet, mobile and different OS can also be treated as platforms, I’m choosing to focus on the brand/ organisation as a platform.
Thus far, the organisation as a platform has been built to leverage scale for competitive advantage. But technology and open platforms are easily on their way to make scale matter much less. As this post succinctly states, connections weigh more than efficiency now. So how can the organisation move towards connections?
My thought process on this was probably started in Social’s Second Chance. Social tools and platforms have brought the brand into full contact with the user and have caused paradigm shifts in not just marketing but across the organisation. This deck makes an insightful point that traditional marketing structures are dialectic in nature while social platforms are dialogic. That explains why brands are using social mostly as media and trying to frack it, despite there being better ways to approach it, even in the context of marketing. Experience > exposure is a lesson yet to be learnt.
Among other reasons, one of the big factors that are contributing to a resistance in truly embracing social in entirety is a fear – loss of control. This is a great read on designing for the loss of control and my biggest takeout from it is where it quotes from ‘The Power of Pull‘ - “shaping strategies” on the individual, institutional, and societal level.
I think there’s tremendous scope in rethinking the brand/organisation as a platform. In the bid for competitive advantage through scale and efficiency @ scale, it is possible that the organisation/brand has chosen to see value very myopically – as a transaction. What if the organisation transformed itself around connections – connecting employees to a sense of purpose, partners to the kind of work they’d want to associate with and its own narratives with that of the consumer’s? Of course there’d be transactions involved too, but how about engaging each in a way that understands and works with the unique value in every interaction within the context of a shared purpose?
(Arguable) I think efficiency lays more stress on methods, but engagement has the potential to focus on principles. Profitability at any cost vs value creation as a means to profitability. The choice might actually make the difference between survival and irrelevance.