• Purposeful

    Last week, my co-conspirator on the ‘culture’ discussions on twitter- Harish – shared a Forbes article on why top talent leave organisations. This was a distilled version of another article that had 10 reasons! So, “Top talent leave an organization when they’re badly managed and the organization is confusing and uninspiring.” As the author notes, the 10 reasons in the earlier article could be roughly divided into managerial and systemic reasons. My 2 cents is that bad managers exist because the system allows them, and sometimes even rewards them. When good professionals see ‘wrong’ behaviour rewarded, they realise it’s time to leave.

    The second of two pieces of advice that the author gives firms involves purpose and culture. Though it would seem that the former drives the latter, culture is capable of working towards or subverting an organisation’s purpose.

    As is becoming a regular occurrence, I had an article waiting for me on Reader – Umair Haque’s “Overthrow Yourself“, in which he draws out the fine nuances between an organisation’s vision and its ambition. The former is an egoistical version towards which resources toil, and the latter is a portrait of the human consequences that your enterprise (not just your “company”, but your ideas, effort, time, ingenuity) creates. Semantics, you might say, but I think ambition also acknowledges the sense of purpose of the individuals involved.

    To add to last week’s post, good professionals love to be empowered, and when they are, they love to be held accountable for the decisions they make, decisions that drive them towards achieving a purpose they can identify with. Probably every startup begins that way, but sometimes the vision takes over, just as in the case of social platforms.

    until next time, purpose.ly

  • Moral Signs

    A little more than a year back, I remember writing a post on identity – what exactly constitutes the individual – work, relationships, consumption, combinations of these…….

    More recently, I read a Scott Adams post which actually asks the same question ‘Who are you?’ He also provides his best answer to it ‘You are what you learn’. It’s an interesting point and I do agree that what you learn is what gives you additional perspective. It changes the way you view older experiences and how you react to new experiences. And so, despite believing in being prisoners of birth to some extent, and knowing that the apple never falls far from the tree, and at the risk of generalisation, I would tend to agree.

    Which brings me to learning. In an earlier era, our ‘channels’ of learning were limited – parents, relatives, friends, teachers, literature, some amounts of media, and so on. Limited when compared to the abundance that a media explosion and the internet have brought into our lives. Sometime back, I read a post in the NYT titled ‘If it feels right‘, which discussed a study on the role of morality (rather, the lack of it) in the lives of America’s youth. The author clarifies that it isn’t as though they are living a life of debauchery, it’s just that they don’t even think of moral dilemmas, the meaning of life and such. The study ‘found an atmosphere of extreme moral individualism’, mostly because they have not been given the resources to develop their thinking on such matters.

    It led me to think about the moral frameworks that were instilled in us by our sources when were young. At the very least, value systems existed, though obviously their ‘quality’ would be a subjective affair. I wonder, if in this era of abundant sources, we are missing out on inculcating the basic moral guidelines that are necessary for a society’s sustenance and  evolution. If people are what they learn, then the least we could do is take a closer look at our own moral framework. The next generation, despite the abundance of sources, could be learning from it. Or perhaps this is the way it has always been, between generations. 🙂

    until next time, moral poultice

    PS: a beauuuutiful related video

  • Punjabi By Nature

    We’re not, but since food transcends all cultural and geographical barriers, we decided to drop in at the restaurant by that name, on Hosur Road. (ok Marigowda Road then) When coming from Koramangala, this is just after Manchester United.  (map) Parking is taken care of. In any case, it’s just a short walk from Forum. Builds appetite.

    We reserved in advance, since the web seemed to suggest that. But the process turned out to be quite funny. When you call the number, and tell them you want to reserve a table, they take your number and inform you that they’ll call back. They did, after 5 minutes, and I wondered if they should have some missed call service instead.

    The thing that struck us as soon as we entered was that they had somehow used up the space to transport people far away from the busy road right outside. Superb ambiance, complete with greenery, mood lighting, comfortable seating, soft music, a view of the microbrewery….. and giant TVs. They also seem to have outdoor seating. In all, a very relaxing atmosphere.

    From the liquor menu, we decided to check out the Gol gappa shots – puris (2) filled with Indian spices, and you can add the vodka shot yourself. From the four flavours available, we asked for pepper. Since the hours were happy, we got another couple of shots. It comes with a glass of beer., and we asked for one wheat and one dark lager. The Gol gappas were pretty awesome, and the wheat beer is perfect for less-than-occasional drinkers like us. The dark lager is more standard. The shots were at Rs.395, but considering that a glass of beer costs Rs.150 standalone, it was a reasonable deal. In addition their regular menu, they also had a  few tawa delicacies.

    We asked for the Tawa Magaz Masala and though we were told initially that it wasn’t available and that we could have the regular version (Amritsari Magaz Masala) instead, it miraculously did appear on our table in the end. The Kandhari Murg was our next choice, and the person who took our order very helpfully suggested that we could manage with a half plate. Ditto with the Chicken Keema Naan, when we asked for two and he said one would be enough. Turned out he was right, the damn naan was more like a medium pizza in terms of size. The brain was quite good and spicy. The Kandhari Murg was a yellow gravy dish (not boneless) with the creamy texture of regular white gravies and quite rich. Both worked really well with the keema naan, a bit spicy and quite filling.

    We were too stuffed to check out the desserts. That was a miss, especially those flambe Gulab Jamuns I had read about somewhere. The service is, as mentioned, very helpful. All of the above cost us just less than Rs.1700, including taxes and a 10% service charge. It’s definitely quite costly, but if you do decide to splurge, you wouldn’t be disappointed with the food and ambiance that Punjabi By Nature provides.

    Punjabi By Nature, No:6, Krishna Nagar Industrial Area, Behind Forum Mall, Hosur Road Ph: 49138800

  • Idea Brahma

    Idea Brahma combines cloud computing with mobile technologies to provide innovative solutions in healthcare and education.  In conversation with co-founder V V Ravindra

    [scribd id=87378982 key=key-2i45vkq6x7wpjntogq5s mode=list]

  • Empowerment

    In ‘Is Kindness a Strategy?’, Jeffrey F. Rayport shares the story of an American Airlines employee who ingeniously helped a passenger catch a flight though he was late, by using the express lane for ‘invalid’ guests. He mentions that many colleagues of the employee might not be happy with her way of dealing with the passenger. He also writes about Ritz-Carlton’s use of “service recovery” – a company’s ability to respond quickly, decisively, and effectively to a service problem of its own making — is a powerful way to increase loyalty among existing customers. He rightly draws the distinction between the two approaches – they vary on who’s at fault, the customer or the company, and asks what any business might stand to gain if it oriented its associates to look out aggressively for opportunities to perform true acts of kindness for their customers.

    In my mailbox, a few minutes earlier, I had seen this, in which Hugh MacLeod takes a (what I considered a) legit shot at meetings. As always, the toon says it all. When confronted with a business problem, (generally) the organisation’s first impulse is to meet, discuss, analyse and arrive at a consensus… probably 24 hours later. Yes, even when it involves a real-time platform.

    As I was writing last week’s post on culture, I was asking myself on the ingredients that make up a great organisational culture. Based on the above, I’d say Empowerment. When you have hired a professional to do a job that he has skills in, he/she should be empowered to apply his judgment to situations and not have to go through red tape or meetings involving people with minimal perspective on the matter. The first tenet of Zappos’ famous core values is “Deliver WOW through service”. In the same breath, Tony Hsieh also talks about “investing in a corporate culture that allows employees freedom and space” and follows it up with “If you get the culture right, then most of the other stuff, like great customer service or building a brand will just happen naturally.” On a related note, their unique hiring policy ensures that their sales staff don’t need scripts, they are trusted enough. It also ensures that an excellent culture is built by finding a fit between what makes the individual and the organisation tick. Empowering the employee so that he grows and so does the organisation.

    until next time, power trips