Subroto Bagchi Blogs

It Has Been A Long Time Since I Was Here

2012-01-24T12:24:38Z

Almost a month and a half it has been and I apologize to have kept all of you waiting. Most part of the time for me was spent in shuttling between Bhubaneswar and Bengaluru. MindTree’s newest facility, MindTree Kalinga, will be kicked off on the Republic Day and the preparations have been hectic, getting the necessary government clearances, the physical land readied – it is a 20-acre land – putting together the event and everything else that go with it.

Whenever we start a new project anywhere, we have the One Earth ceremony, to signal commencement. It starts with consecrating handful of earth brought in from wherever MindTree Minds have gone, to the land where we are to build. So, we have earth from the 17-mile-drive, from Gandhi’s first settlement in South Africa, the Berlin Wall, Mother Teresa’s home in Cochin and from many other places in distant countries. In Bhubaneswar, students of local professional institutions will pour the earth in the presence of the Chief Minister Mr Naveen Patnaik at the base of a rather unusual tree whose botanical name is Ficus krisnae.

Source : Life at Dharwad by Siddeshwar Prasad

Some of you may know, Ficus (Bata/Bara) is a family that has many variants. Among them, the rather rare, Ficus krisnae is native to India. It is unique because of the shape of the leaf that curls up at the base in the shape of a cup; a scooping device if you will. Story has it that Lord Krishna used to dip this leaf into the pots of butter to scoop it out. Hence, the name, Ficus krisnae. It is our tribute to the land of Jagannath, who is a form of Krishna in the ancient land of Kalinga.

MindTree Kalinga is being designed by Prem Chandavarkar. Prem and I go back a long time. He is one of the finest human beings and a scholar before he is an architect. Working with him on this project is a boyishly handsome architect named Vikram. When we set out to conceptualise MindTree Kalinga, we asked Vikram to go study temple design of Odisha that is home to the Jagannath Temple in Puri, the Sun temple in Konark and the Lingaraj Temple in Bhubaneswar. There are of course hundreds others that are sometimes a thousand years old! We found a fascinating commonality in temple design among them all.

As you visit a temple, you do not get to meet the reigning deity straightaway. You go through a set of realms. First is the place for food and offerings for God. This is called the Bhoga Mandap. Then comes the arena where performances are staged for God; this is the Natya Mandira. When you cross that space, you get into the place of congregation (In every religion, the seeking is at once solitary and congregational); it is called the Jagamohana. When you have mingled with fellow-pilgrims, you finally arrive at the GarvaGruha or the Sanctum Sanctorum.

In the temple at Puri, beyond all this, to the right, is the Baikuntha Dwara, the gateway to heaven. This has a garden space where mortal remains of Lord Jagannath are buried as he sheds outer body made of wood, once in every twelve years. This idea of Bhoga Mantap, Natya Mandir,Jagamohana ,GarvaGruha and Baikuntha (space for renewal) has inspired the campus design even as its external façade will be very contemporary.

Amidst all the preparations for MindTree Kalinga, I completed the manuscript for MBA at 16 and now it is in the code-freeze stage with Penguin. From this point, there is no going back. As I look back at the process of writing it, I feel it has been my most loved book so far. I was swept with a sense of affection for the subject, the characters, for the narrative and finally for all the 31 students of the National Public School, right through the creative process. The book is debuting this April. We shot a picture with all the students last weekend. A few of them were not at hand but most of them made it.

It was a great reunion for me; the last I had seen them was a year ago. They all looked a little more grown up but the same infectious enthusiasm, of youth and brightness of minds swept me all over. Friend Mallik Katakol shot a few pictures and here is one for you. Sneak Peek. If you are wondering what the handsome canine is doing out there, you will have to wait until the book arrives!

Last week, I was in Cochin at the invitation of the Kerala Management Association (KMA). I love Cochin. Even as I avoid most public events – they really take away a lot of time – I could not say no to the KMA folks because they have been persisting for a long time. The event was extremely well managed. Along with me for the inaugural evening were PeopleTree Director Martin Sutherland and Chairperson of Thermax, Meher Pudumjee. The three of us spoke on the idea of innovation. Both Martin and Meher were great speakers.

Though I have visited the city a few times before, I never had the chance to see the famous synagogue in the Jew town. It is a great tourist attraction because it is the oldest synagogue in India. But then there are two other attractions around it: the absolutely beautiful shops selling Kerala antiques and handicrafts. You could buy an urli here for Rs 18 lakhs weighing 1800 kilos or a real Kerala regatta boat as large as an aircraft. You could settle for small brass and wooden knick knacks priced as low as Rs 300 apiece. No one hustles you, breathes down your neck or makes it otherwise unpleasant. The place is very clean unlike most tourist spots in the country. The other attraction is a large expanse of water and there are nice, quiet eating places for you to take a break and enjoy the quiet on the other side of the shops surrounding the synagogue.

When my car dropped me at this lovely place, I walked in to a small handicraft store where a friendly young man showed me his ware. I was looking for trinkets and he must have realized quickly enough that I wasn’t going to be a big buyer. But he patiently showed me around, explained the details behind every little artefact that I was curious about. He was very well informed about the background of every temple bell, the different purposes of the various temple lamps. He explained to me the mythological background of many items of worship. I was very impressed and asked him his name.

“Akbar Sir, my name is Akbar”, he replied.

After paying Akbar all of probably a thousand rupees for my purchase, I bade him goodbye. He came up to the door to see me off. I asked him how long he has been doing this. “Six years Sir; before that my father used to manage the business”. We shook hands and I looked up at the small signboard of the store. Akbar Stores.

For where on earth do you get a Muslim selling Hindu temple artefact outside a synagogue in the Jewish quarters! Except of course, in God’s own country!

Source : Life at Dharwad by Siddeshwar Prasad

Dinesh Himatsingka

2012-01-24T05:48:29Z

The passion came from an intuitive, unexplainable draw from the thread. The pain emanated from the fact that over and over again, the weavers were repeating the same designs and their artisanship was falling short of art; as long as the buyer, seller, the intermediaries and the workers made some money, no one questioned why design should not question pattern. Dinesh started asking the weavers to weave his designs. Then he took them to his buyers. In 1985, a chance introduction to an Italian architect got him thinking.

“Westerners have so much beautiful fabric, huge amounts. I asked myself, why can’t we do it? They do not have monopoly on good taste. Let me find out how they do it, I told myself.

That is when I realised that it is all about technology and application. You had to apply design through technology. I came back and started building the technology infrastructure to scale-up great design. I was criticised by fellow traders as mad. I told everyone, this is what I want to do and this is what I will do.”

KISSING THE WORLD

2012-01-20T08:50:28Z

CITY EXPRESS

Dr. Sharan Patil

2012-01-24T06:14:36Z

“I never thought of staying back in the West. I was fairly clear; I needed to acquire knowledge, and whatever else is good to take it back home. Coming back home meant bringing back a lot of new ideas, implementing them in an environment where the need is huge and the emotional connect is instant.”

“I joined the Manipal Hospital and built a fairly lucrative practice quite quickly. However, restlessness started creeping in: My service was limited to those who could afford it and I was restricted in a department of five consultants. These circumstances were limiting the phenomenal possibilities of expanding the science of my specialty in tune with what was happening in the rest of the world. I also felt disconnected with a large section of our society which could not afford the medical practice I was involved in.”

The professional’s quote

2011-12-06T11:17:54Z

I reached out to a set of professionals whom I deeply admire: doctors, managers, software architects, bankers, journalists. These are people I call “professional’s professional”. I had asked them for three things:

1. Qualities they think essential to be a called a professional
2. A positively uplifting anecdote of professional behavior and
3. One negative anecdote they have come across in their dealings with other professionals

Here is the response to my request:

A humbling story
- Dr. P V Ramana – Chief Consultant Neurosurgeon & Medical Director, Care Hospital

Story that exemplifies professionalism
- Pradipt Kapoor, Director – Offshoring and Outsourcing, SITA

Lesson from two workers on the shop floor
- Venkatesh Komarla, heads delivery at MindTree’s Knowledge Services Business

Ownership and commitment
- Warren Luedecker, Attorney at American International Group, Inc.

Story about integrity and values
- Amit Varma, Vice President – IT Services, MindTree Ltd.

Story of a rookie salesman
- Scott Staples, Co-founder of MindTree Ltd. and CEO – Knowledge Services

A humbling story
- Dr. P V Ramana – Chief Consultant Neurosurgeon & Medical Director, Care Hospital

“The ghat-road passing through deep jungles on the way from Koraput to Visakhapatnam (Vizag) is dotted with hamlets inhabited by tribal people living in harmony with nature. Medical facilities are not easily available unless they travel to the nearest town – sometimes to a primary health centers through forest paths carrying the sick on a make shift stretcher. Usually the literate among them or patients from small towns who have relatives at Vizag come here for specialized treatment. This is how a family of four landed up at our hospital one night.

The father and mother were holding a thin boy of nineteen years in their rough, weather beaten arms. The younger sister was hiding behind the mother’s sari awed by the hospital’s bright lights. The troubled little group radiated innocence, pain and poverty. The boy was shifted to Neuro ICU immediately. He was unconscious for fifteen days and also malnourished due to vomiting and dehydration. Prior to becoming unconscious he was having headache and fever. The boy was diagnosed as having raised intra-cranial pressure. I called aside the boy’s father and spoke to him in Oriya. I told him that his son needed a CT Scan first and later he may require surgery.

The father asked me to go ahead with the treatment and not to worry about expenses, as he had brought five thousand rupees with him.

The answer grounded me. The expenses could run up to more than ten times the amount! I explained this to the father of the boy. We gave him the other option – of shifting him to the government general hospital for continuing treatment. The family members became annoyed at the suggestion and wept. They did not agree and I had to give up persuading them.

Giving up the persuasion trail, I requested the scan center to do free a CT scan of the brain. The scan confirmed hydrocephalus; a condition that required surgery. He needed a shunt tube to be put from the brain to the abdomen.

The hospital administration obliged to treat the patient in the general ward free of cost.

Doctors donated drugs the boy needed; other patient’s attendants and relatives helped them by giving them food and moral support in spite of language barrier.

The boy was operated upon and he made remarkable fast recovery. Even before a week passed, he was eating by himself and walking around the ward. He started gaining weight.

All these happenings gave me a real “feel good” within and appreciation from others.

But the patient’s father was stone-faced with no expression of happiness nor did he offer thanks. This attitude troubled me throughout their stay in the hospital. On the day of discharge I couldn’t resist asking him if he should be thankful to all us for putting his son back on his feet again and almost free of cost in a modern corporate hospital. He was surprised and asked why should he? The purpose of bringing him here was to have him cured – so why the thanks? If that was not the case, “Why would I have taken all the pains to shift him here?”, he asked me.

Then he told me that he had sold all the land he had for five thousandrupees, and for first time entered an unknown place.Other than his hamlet the only place he had ever visited is the weekly “haat” (open air market) near his village to sell the forest products he collected for the whole week. He wanted to save his child and that alone made him venture into a big city.

The halo around me crumbled.

My contribution did not seem too much compared to what he was doing for his son.

After all this I felt some of the elation leaving me, but I still felt like laughing.”

^ Go back to the list

Story that exemplifies professionalism
- Pradipt Kapoor, Director – Offshoring and Outsourcing, SITA

“One of my sales managers in a past company came to me with great concern. He knew he was on the verge of signing a deal but he wasn’t convinced that the solution we were selling to the customer was needed by him. The customer seemed to want a “Rolls Royce” where a bi-cycle would do. It seemed that this was because the CEO of that organization wanted an IT solution without having any knowledge of IT. Even though the commission associated for the deal was big for the salesman, he felt uncomfortable. We went back to the customer seeking a meeting with the CEO. We explained our views to the astounded man. In doing what was the right and not the convenient thing the Sales manager not only won favor of the customer but also built the reputation of the company. He put his personal short term benefit to a side.”

^ Go back to the list

Lesson from two workers on the shop floor
- Venkatesh Komarla, heads delivery at MindTree’s Knowledge Services Business

“While I have seen many examples of professional behavior quite a few times, the instance that I remember quite often is my experience at MICO, Bosch. I joined MICO straight from engineering school and immediately after training was placed on the workshop floor as its superintendent. This was the first shop floor started at MICO, in operation for almost 4 decades, and consequently had very experienced employees – most of them with a service record of over 20 plus years.

This workshop was marked for modernization in a different facility. Once the modernization was to be complete, the employees were supposed to move over to other jobs within other workshops. I continue to recollect the dealings of my two foremen – Prakash and Gundanna. Both were in their late forties, had a tremendous understanding of the manufacturing process, had good understanding of the operations, commanded the respect of their teams, and had given their best every single day.

Under any other circumstance, either of them could have easily taken over the stewardship of the entire workshop but here they were – asked to work with and report to a 22 year old workshop superintendent. They did aspire to become superintendents one day but this new reporting structure did not bother them one bit. They went about their work as they had done for decades. They ensured that I was brought up to speed on how things worked and helped me come up to speed on operation. No job was too mundane or no activity trivial. They took the same interest in every single activity. They did have personal concerns but never once let that affect the quality of work. Over a period of 6 months, we built a great relationship and smoothly transitioned off all the employees to other divisions as we closed down the shop. They were consummate professionals.”

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Ownership and commitment
- Warren Luedecker, Attorney at American International Group, Inc.

“A colleague was under a tight deadline for submission of a business plan. There was a tragic death in his family. The “professional” who had been a mentor to the colleague attended the services, consoled the colleague over the loss, cancelled a 3 day ski vacation to work with the colleague on the business plan and it was submitted on time without any attribution to the “professional”. However, the colleague had the courage to explain the genesis of the document and the result was a stronger bond in the unit of the organization.”

^ Go back to the list

Story about integrity and values
- Amit Varma, Vice President – IT Services, MindTree Ltd.

“This is an incidence that goes some time back when I was 14 yrs old and was representing my state (West Bengal) in cricket. We were playing the final game of the qualifiers and the semi finalists would have been decided based on the outcome of this game. We were playing Karnataka and both of us needed to win to qualify – we still had an outside chance of qualifying based on the outcome of another game but Karnataka had to beat us to qualify. It so happened that the weather intervened after the first half of the game and per the rules the points were to get split between the teams. This would have given us the advantage and would have helped us qualify based on the total points and would have knocked the Karnataka team out. We were all rejoicing in our dressing and the high fives had started when our coach walked in and said that he had agreed to play the game again the following day. Needless to say, there was shock, dismay and disbelief on our face when we heard this – why would someone want to do this especially when this outcome had helped us qualify?

Our coach told us that if we really wanted to win the championship, we should do it by winning and not by relying on statistical methods – in his words “you win by playing; if you had to sit and do statistics, you are all better off sitting in school and attending the right classes”.

We lost the game the next day and didn’t make the semi finals! None of us could ever believe that our coach had done this to us.

It so happened that Karnataka went on to win the championship and when the team went to collect their awards, their coach called our entire team on the podium and ensured that we all received the awards with his team. He specifically called out our coach and said that if he had not been professional and agreed to play again, some other team would have been receiving this award and he actually went on to dedicate the award to our coach and us.

We felt extremely humbled – the seeds of professionalism were probably sowed in most of us right then and there but the true understanding of what happened sunk in much later in life. Even today I ask myself – would I have done the same had I been in our coach’s shoes especially with the benefit of knowing that we actually lost the replayed game? As much as I’d like to think I’d have done that, I’m really not sure.”

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Story of a rookie salesman
- Scott Staples, Co-founder of MindTree Ltd. and CEO – Knowledge Services

“Ethylene Glycol is widely used in the manufacturing of plastics, but most people are not aware that this is also the key ingredient for manufacturing automotive antifreeze. In the late 1980′s, the U.S. had a number of issues at plants that manufacturer Ethylene Glycol and hence a spike in pricing for automotive antifreeze occurred due to a lack of product in the market. Automotive antifreeze and other automotive after-market products are primarily sold in the market by local distributors. But the manufacturers of these products also sell in a limited direct channel as well through the use of manufacturer’s representatives. Jeff Lang was a direct salesman for one of these manufacturers. Jeff was new to sales, new to the business world, and just 23 years old. Normally, local gasoline (petrol) stations buy their products from the local distributors, but occasionally the manufacturers run direct specials and people like Jeff go and push these across their territories. One summer, Jeff was asked by his boss to push automotive antifreeze to local gasoline stations as the price had skyrocketed and there were fears that it would go much higher. Since antifreeze is typically sold in the fall and winter months, it was a perfect time for local gasoline stations to start stock-piling product. The manufacturer was offering some discounts to entice buyers, but the product had to be bought in bulk (by truckload) and that is a lot of product for a small business owner to invest in. Jeff had convinced a local gasoline station owner to make this purchase before the fall set in and the price went up higher. The man owned three stations and could probably push 1/2 of a truckload in an entire season, plus he needed financing, and a place to store it. Jeff contacted another station owner nearby who was also interested in making this deal but had the same constraints. Being a good salesperson, Jeff got them to split a truckload of antifreeze, found them a small warehouse to store it in, and arranged financing. He made this deal happen and walked away with a signed contract. He had only sold one prior deal (much smaller and not antifreeze) for his new company, so this was big news. His boss was ecstatic and Jeff was happy to finally be making some commission money. He had a signed contract, but had not yet submitted it to the home office as all orders were sent in on Fridays and this was still early in the week. Later in the week, Jeff got some astonishing news. A very large Ethylene Glycol plant was coming back online after being down for a year with damage from a fire. The price of automotive antifreeze would dramatically drop because product would now be available. He immediately thought of his two small business owners who had a huge investment in a product they could now not sell. They had made the deal at absolutely the worst time possible and they would have to sell the product at a loss. This would mean financial ruin for them as they were way over-exposed. Jeff had the contract in-hand and it could not be cancelled, but he had not yet submitted it to the home office. He immediately tore it up and called the two business owners to let them know what happened. He would make no commission and his boss was furious. Jeff made the ultimate professional decision, because a bad deal is not good for anyone. He saw his business on a larger-scale and determined one bad transaction was not worth his reputation in the market and his professionalism. This was not an easy decision for a 23 year old kid looking to make his mark at a new company, but it was a decision that propelled his career because from that point forward he chose to be a professional, not a salesperson.”

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It’s Not About You

2011-11-23T09:57:32Z

I came to know of Bob Burg for the first time when my younger daughter Niti gave me his book, curiously titled, “Go Giver”.

“Go Getter”, I knew. But Go Giver? Never heard of that one before! With that in the backdrop, when my editor at Penguin, Brooke Carey, asked me if I would review Bob Burg’s forthcoming book, I immediately agreed.

Bob and his co-author John David Mann write a new genre we can term, “management fable”.

The manuscript arrived in a few days but that was when MindTree was in the midst of a major convulsion last year. It was a stressful time, strife ridden for everyone involved. Not a time, you want to read anything at all. But the manuscript in front of me asked to be read. Its caption said, “It’s Not About You: A Little Story About What Matters Most in Business”. So I started reading.

For the next two or three days, I could not put it back. Not because of the story and the narration and the simple messages, but together, the book had a calming effect on me. Set as the story of an M&A executive, on an assignment to take over and integrate a family business who finds himself in the throes of a personal transformation process, it is very different from the usual management books we pick up, many contemptuously called “airport books” by management school teachers. This one is very different.

“It’s Not About You” was released in the US a few weeks ago. I am sure we would soon see it in India. Do pick up a copy and read.

You will love the story and it’s beautifully rendered message.

The plants do not come to the gardener; the gardener must go to where the plants may be.

2011-11-22T11:17:05Z

Each plant has different needs at different times and the gardener must anticipate those and be proactive.

2011-11-22T11:16:10Z

However tall a mountain is, and however torrential the rain on it, it cannot hold water. To hold water, you need to make your mind a valley.

2011-11-22T11:15:39Z

I am not the purpose, I am the mode of conveyance; like a municipal water pipe, my job is to deliver the water and not quench my own thirst.

2011-11-22T11:14:55Z

FRAMES IN MOTION | MindTree [Digg]

2011-04-09T06:48:02-07:00

Frames In Motion

Video Based Traffic Solutions @ TrafficInfraTech Expo 2011 | MindTree [Digg]

2011-02-02T03:51:32-08:00

» On Travel and Railways… [Digg]

2010-12-07T04:15:54-08:00

It is an AC 3 tier berth on the Indian Railways Train. The bookings open at around 8 AM; 90 days ahead of the travel. I tried to book this return berth at around 9:30 AM; 90 days ahead of our return and I was already on a waitlist.

The Govt has to think of process changes all the time | MindTree [Digg]

2010-12-06T05:04:59-08:00

Retail 2.0 - The New Paradigm [Digg]

2010-12-06T05:03:54-08:00

2010 Global Most Admired Knowledge Enterprise Award Winner announced [Digg]

2010-12-06T05:02:12-08:00