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From Obedient Daughter to Free Woman: A Story of Escape and Becoming

Read an excerpt from This American Woman, a powerful memoir by Zarna Garg that traces her journey from a controlled girlhood in India to a life of self-determination in America.

ONCE UPON A TIME, BEFORE I RAN AWAY, I WAS THE YOUNGEST OF  four happy kids growing up on Nepean Sea Road, the Park Avenue of Mumbai. We lived in a sprawling, 5,000- square- foot apartment in a beautiful limestone building, smack in the middle of bustling shops, big shady trees, and, of course, riotous traffic of every shape and size. We were not the richest of the rich, but we were rich enough to live very, very well in India: servants, drivers, cooks, nice cars, and air- conditioning (the ultimate status symbol). My friends were the children of business moguls and movie stars.

Front Cover This American Woman
This American Woman || Zarna Garg

 

But unlike my friends’ dads, my dad had not been installed as some princely heir to the family business. My father had clawed his way out of the Mumbai chawls, put himself through law school,

and started an innovative— and lucrative— import- export business that took him all over the world. He brought back wild tales and rare objets d’art from exotic locales like Tokyo, Milan, and New Jersey! We, the subjects of my father’s lush new kingdom, were expected to obey his unquestionable worldly authority. In practical terms, this usually just meant staying out of his way. That came naturally. While he never laid a finger on us, my dad’s domineering aura was repellent for servants and children. If he was in the room, no one said anything, because we never knew what might trigger him. Since he always sat in the massive living room, that meant all four of us kids were heaped in one of our tiny bedrooms giggling and talking about movies and food and music.

The servants even fed us our dinners in our bedrooms because they themselves were trying to keep out of his way. My dad was the only member of his family who had finished high school. Afterward, he’d found law professors and begged to attend their lectures. He even offered to clean their homes if he could sleep there at night. And yet it wasn’t my father’s law degree that opened the door to his stunning success. It was something he had that his classmates didn’t: grit.

 

“All these people with big degrees will sign away their whole life of freedom for an ounce of security,” my dad would say.

“But taking risks— now that is where real money is made.” My dad eventually concluded with disgust that too much education actually ruined people: It made them too proud and too scared to do real work. “Everyone should be a work- alcoholic,” he would say— years before the term “workaholic” became commonplace!

So my dad only educated us to the extent that it would help us thrive in the universe he inhabited. From an early age, we learned “the language of success”— English. And we were to be married off to the heirs of other successful entrepreneurs, ideally before we hit twenty years old.

But even though it was actively discouraged, especially for a girl, I loved to read.

And I couldn’t understand why my dad couldn’t understand, because I thought everything you could read was riveting. Every bit of pocket money I had, I spent on novels, film magazines, comic books. Fortune, Forbes, Inc., Adweek. “How the rich live!” “How the frazzled simplify their lives!” “How film stars fight!” I would even read cookbooks to see what types of dishes were in season. Anything I could get my hands on. I especially adored reading The Times of India first thing in the morning, and I still do to this day. But my dad hated that I would touch it and shuffle the pages around. He wanted the copy to be fresh and crisp when he was ready to read it.

The only way I could get hold of it was if I woke up early, waited in bed until I could hear the newspaper plopped outside our apartment door around 5 a.m., and rush to read through it all as fast as I could. Then I would put the newspaper under the sofa cushions and bounce on it with my bum so that it was neatly pressed back into position. When my dad finally emerged from his room at 6 a.m., the newspaper would be lying outside the apartment front door, perfectly flat.

If there was any suspicion that I had touched the paper, my dad would summon the servants and scream at them, since he knew this exercise was far more excruciating to me than being screamed at myself.

I played this song and dance with him from the age of seven up until the day I ran away. I can only imagine how my mother must have felt, trapped between two iron- willed contrarians with the collective maturity of Bart Simpson. My mother had not been a young bride. The oldest of nine siblings, she had been tasked by her parents to raise her brothers and sisters and marry them off before she could even dream about embarking upon her own life.

Once she finally married my dad, when she was thirty and he was a thirty- seven- year- old widower with three toddlers, she wholeheartedly embraced the role of the self- sacrificing Indian woman. Frankly, it would have been understandable if she went the route of the evil Indian stepmother, trying to wedge her own bloodline into my dad’s wealth and inheritance ahead of his older kids. But my mom had just raised eight people and was now raising three more. She had no interest in generating even more children for the sake of a bloodline. Instead, she threw herself into becoming the perfect stepmother. She doted on my three older half siblings, making sure they had strong relationships with their late biological mother’s family, with plentiful visits back and forth every week. My siblings adored my mom, and she them.

My older sister, Sunita, and my mom were inseparable. Fashion, dinner parties, temple visits, charitable events— they loved it all.

In an effort to be the perfect stepmother, my mom forgot that she was also a mother. By the time I came along ten years later (the proverbial “oops” baby), my mom was tired. Everything I did exhausted her, not least my love of reading and outspoken ambitions. My sister had to intervene sometimes if my mom’s burnout got the upper hand. Like whenever my mom requested from the

hairdresser that I get a very ugly, very low- maintenance haircut called “a boy cut,” so she wouldn’t have to deal with brushing long hair, Sunita would work out a concession for bangs.

The only alone time I got with my mom was when she took me to the pool with her. In India, “swimming” usually just means hanging on to the edge of the pool and enjoying the cold water. My mother would dive. One time she dived so hard she burst her eardrums.

 

My brothers and sister were teenagers by the time I started walking and talking. This meant I grew up cherished and spoiled, like an American baby— but not by my parents. It was my siblings who doted on me while my parents were generally checked out. My oldest brother, Suresh, was my dad’s favorite, who could do no wrong. I, in turn, was Suresh’s favorite, and that meant I

could get away with anything. “Why are you in the office?” our dad would ask me. “You’re in the way.”

“She’s helping me,” Suresh would say, and our dad would back off. I was four. My office job was to try to draw lines on a piece of paper. I loved working in the office!

“Why are you buying ice cream for Zarna?” our dad would say. “That’s too much ice cream. She’ll catch a cold.” “She’s just holding the ice cream for me,” Suresh would respond.

“I will eat it all.” And I guess my dad was fine with my brother eating two giant cones of ice cream. He would leave us alone, and Suresh and I would eat until we were sick. Just like our dad, Suresh was a workaholic who didn’t want or need friends. As the firstborn son and heir, Suresh started working full- time, eight hours a day, for our dad’s business at age fourteen— and that was after a full day of school. Suresh did need a pet, however, which is how our dad described our relationship when I was little. As a deeply experienced former pet, let me tell you that being a pet is one of the happiest lives you can live on this earth.

Suresh took me with him everywhere, like one of those dogs that fits in a purse— to friends’ parties, cricket games in the park, long drives bopping along to music. I was his “date” to every movie he went to. “Child- appropriate” is not a thing in India. I watched rape movies, slasher flicks, extremely emotional trauma sagas as soon as I opened my eyes. My happiest memory is of Suresh taking me to see Saturday Night Fever over and over when I was three years old. He even bought a disco ball! The four of us kids loved to dance around it in our enormous living room, music blaring, lights off, so my mom’s crystal cabinets would sparkle disco light reflections all over the room.

But this was only if our dad was not home. Whenever our dad’s driver, Thakur Rajendra Prasad Singh (he insisted we call him by his full name), was pulling in from the street, he would give us a warning honk so we could hide the disco ball. He knew that if our dad saw us having fun, or even just out of breath from giggling, it would trigger a fit of rage. Hearing that honk made us scream, half with the goofy adrenaline of kids rushing to hide their mischief and half in real panic of being caught by our dad. I was terrified of my dad, not from anything he’d ever done to me, but because of how scared everyone else was of him. But no matter what fearsome things my dad might start to say to me, Suresh would always invent some nonsense that magically evaporated

my dad’s ire. “Why are you always reading?” my dad would demand, making me shake all over. I was five.

“I asked Zarna to summarize this comic book for me,” Suresh, then eighteen, would say. “I don’t have time to read it.” And just like that, my dad would nod and walk away. To a little kid, an older brother with the superpower to ward off a terrifying adult is no different from a deity. For me, in his hundreds of skillful little deflections and misdirections that kept me protected and safe, Suresh became my true father figure.

 

WHEN I WAS SEVEN and my sister, Sunita, was nineteen, she was arranged to a young doctor bound for America. My dad had scored big on the groom, Deepak: a gold- medalist resident at the famed KEM Hospital (the Mayo Clinic of India), and from a Gujarati family! From then on, my mother and I would spend summers with Sunita in Ohio. Sunita was pleased with her match and her comfortable new life, and was also full of unbelievable stories about Americana. Every house had its own swing set, an amenity that in India required waiting in line for an hour to get two minutes on it. “You could come here and swing all day!” she told me.

Or bowling alleys: “People just pay money to pick up a ball and roll it over and over again. And it’s not going anywhere. It just keeps coming back.” We used to die laughing imagining our dad trying to go bowling— surely he would yell at his servants to do it for him. Next up to be married off was Suresh, then aged twenty. “I don’t want to get married,” Suresh said. “I’m working all day. How can I have a wife and children?”

“What are you talking about?” said my dad. “You go to work and the wife has the children.”

“No, that’s not how I want to have a family,” said Suresh.

“I’m still making a name for myself. I want to be successful and have more time and money before I become a husband and a father.”

And so my dad nodded gravely at his beloved son, perfectly crafted in his own image, and went back to work. I breathed a sigh of relief and went back to the job Suresh had given me that day— creating an inventory of all the different insects I could find in the office.

That peace was shattered one night when Suresh and Thakur Rajendra Prasad Singh came home severely beaten up. They had blood and bruises all over their faces; their clothes were torn and dirty. Suresh was crying. Then everyone started crying because Suresh was crying— my mom, my seventeen- year- old brother Nimesh, the servants, and me. “What happened?” my mom and I kept trying to ask them. Thakur Rajendra Prasad Singh remained silent.

 

 

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Get your copy of This American Woman on Amazon or wherever books are sold.

 

From Missions to Microchips: Tracing the Deepening Ties Between India and the United States

Read an exclusive excerpt from Missions, Mantras, Migrants and Microchips!

 

Front Cover Missions, Mantras, Migrants and Microchips
Missions, Mantras, Migrants and Microchips || Leonard A Gordon

 

Perhaps even more important for the generation now in their twenties and thirties is the spread of rap music, spanning America, Canada, the UK and India. South Asian rappers may come from Indian, Pakistani, and Bangladeshi backgrounds, they may or may not feel an intimate link to the subcontinent, they may rap in English, Hindi, Bengali, Hinglish or Banglish, but they exude a diversity and energy that has attracted millions of fans and views to their music. Bhangra, popular music from the Punjab, has become popular in the UK—fused with other musical genres—as well as America. Sandhya Shukla has described the ascent of Apache Indian in the UK. Riz Ahmed and the Swet Shop Boys as well as Nish rose in UK, Raja Kumari in Canada, Anik Khan and Habib in the US, but via the Internet they have crossed seas and continents as part of a global culture, blending their own with the musical genres they draw upon from Africa, the Caribbean and Black America.

 

Red Baraat is a popular music fusion effort, based in Brooklyn, New York, but touring the nation and world year after year. The Punjabi ‘exuberance of life’, fused with other musical forms, has made its way through Brooklyn into the wider world and is a mark of the new times of India in America. Red Baraat is both one of the creators of world music and a part of this global cultural movement. At a concert performed in Symphony Space, New York City, on 10 March 2020, an exuberant crowd was encouraged to stand, wave and dance in the aisles, while a few joined the band on stage. Red Baraat played the final number prancing through the theatre aisles, mingling with the audience, blending players and listeners into one.

 

The unique potpourri of Indian and Western music created by Falu poses a contrast to Norah Jones’s blend of popular Western musical forms. Born Falguni Shah in Mumbai… called by some the ‘Devi Diva’, Falu was rigorously trained in Indian classical music… She emigrated to the United States in 2000, and became the vocalist for the Indo-American band Karyshma. Then she began performing with her own band. Her musicians in one concert might be South Asians or Americans, using guitars, piano, drums and harmonium, or they might be more emphatically Indian, playing violin in the Indian manner, and Indian drums.

 

She moves back and forth between English and Hindi. Once her son was born, and she thought of him as South Asian American, she taught him about his dual heritage through music. This culminated in ‘Falu’s Bazaar’ (2018), which was nominated for a Grammy as best children’s album. As the only South Asian at the 2019 Grammy’s, she said she felt accepted as an American, and was as at home here as she had earlier been in India.

 

Bursting upon the comedy scene of late in the 2020s is Zarna Garg, born in India, trained as a lawyer, but a stay-at-home mom for sixteen years. Searching for a career path in her forties as her children grew older, her daughter Zoya encouraged her to try stand-up comedy. Almost effortlessly, she began to make an enormous hit in comedy clubs and attracted an immense number of viewers on TikTok.

 

Unafraid to criticize her family, her culture, herself, Garg now has a comedy special, One in a Billion, on Prime Video, a feature film, and a prospective series. Calling herself ‘a funny brown mom’, Garg is unique and always hilarious.

 

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Get your copy of Missions, Mantras, Migrants and Microchips on Amazon or wherever books are sold.

 

Sing, Dance, Serve, Lead: Srila Prabhupada’s Timeless Leadership Code

Read an exclusive excerpt below on how Srila Prabhupada’s timeless teachings echo the modern principle of servant leadership.

 

The ‘Prabhu’ Principle

When I was a schoolboy and travelling on a class excursion to Mayapur, the birthplace of Chaitanya Mahaprabhu, the fifteenth-century singing and dancing Vaishanava Hindu preacher, I remember being intrigued by the fact that everyone I met, especially the tonsured monks, had ‘Das’ as their surname. This was a common Bengali surname, and it amused me that all the monks, each of them, even the ones very obviously not Indian, were supposedly Bengali! What a curious coincidence!

Chaitanya Mahaprabhu and their guru Srila Prabhupada were Bengalis, but not all his disciples were. They carried the name ‘das’ because it meant ‘servant’, the one who serves. It also means one who serves God, one who is the servant of the Almighty. So why were all these monks called ‘das’ or ‘dasa’ (in southern India)? Because embedded in their spiritual philosophy is an idea—the one that management students may have learnt from the scholar Robert Kiefner Greenleaf, but in fact, sourced from the Vaishnavite Hindu thought.

Greenleaf (1904–90) worked for years with AT&T and brought four decades of research related to people, management and behaviour into his theory of ‘servant leadership’. After his long years of study and practical experience, Greenleaf became wary and disillusioned with what he saw as the authoritarian style of American leadership, what in today’s tech we would call the ‘bro culture’. He began to see the futility of all that aggression and ruthlessness in search of utopian ideals of productivity and pursuit of pure profit.

Greenleaf wrote a definitive treatise on what he argued was a different path or style of leadership. He was inspired to do so, in part, by reading German-Swiss writer Herman Hesse’s book on the early life of the Buddha, called, after the young prince’s pre-ascetic name, Siddhartha.

 

Front Cover Sing Dance and Lead
Sing Dance and Lead || Hindol Sengupta

 

Greenleaf noted:

The idea of the servant as leader came out of reading The idea of the servant as leader came out of reading Hermann Hesse’s Journey to the East. In this story, we see a band of men on a mythical journey . . . The central figure of the story is Leo, who accompanies the party as the servant who does their menial chores, but who also sustains them with his spirit and his song. He is a person of extraordinary presence. All goes well until Leo disappears. Then the group falls into disarray and the journey is abandoned. They cannot make it without the servant Leo. The narrator, one of the party, after some years of wandering, finds Leo and is taken into the Order that had sponsored the journey. There he discovers that Leo, whom he had known first as servant, was in fact the titular head of the Order, its guiding spirit, a great and noble leader.

Greenleaf argued that leadership and the role of the leader needed to be reimagined and cast afresh with different values and virtues.

A fresh, critical look is being taken at the issues of power and authority, and people are beginning to learn, however haltingly, to relate to one another in less coercive and more creatively supporting ways. A new moral principle is emerging, which holds that the only authority deserving one’s allegiance is that which is freely and knowingly granted by the led to the leader in response to, and in proportion to, the clearly evident servant stature of the leader. Those who choose to follow this principle will not casually accept the authority of existing institutions. Rather, they will freely respond only to individuals who are chosen as leaders because they are proven and trusted as servants. To the extent that this principle prevails in the future, the only truly viable institutions will be those that are predominantly servant-led.

In the world of management in 1970, when Greenleaf proposed his theory, this was radical fare. The idea was not to portray dynamism as the route to inspirational leadership, but instead, devoted service. The more a leader can demonstrate devoted service and be an authentic ‘servant’, the more people would be inspired to willingly give their acceptance to be led by this person. Only a true servant can be a real leader, argued Greenleaf, who also founded the Greenleaf Centre for Servant Leadership.

Greenleaf’s seminal text Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness came out in the late 1970s. He said that there ought to be a filter for the ‘best test’ for institutions and leaders where the questions to ask were, ‘Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, and more likely to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?’

In The Servant as Leader (1970), Greenleaf propounded the

following principles:

‘The servant-leader is servant first . . . Putting people first . . . That person is sharply different from the one who is leader first, perhaps because of the need to assuage an unusual power drive . .’

‘The very essence of leadership [is] going out ahead to show the way . . . The leader ventures to say, ‘I will go; come with me!’ while knowing that the path is uncertain, even dangerous.’

‘ . . . clearly stating and restating the overarching purpose . . . [to] dream great dreams.’

‘Stewardship . . . [to] elicit trust.’

‘Only a true natural servant automatically responds to any problem by listening first.’

‘ . . . uses power ethically, with persuasion as the preferred mode.’

‘ . . . seeks consensus in group decisions.’

‘The art of withdrawal . . . reflection and silence.’

‘ . . . accepts and empathizes . . . requires a tolerance of imperfection.’

‘Foresight . . . a sense for the unknowable and [being] able to foresee the unforeseeable . . . ’

‘Awareness and perception’: Leaders understand the reality that confronts them and act accordingly.

‘Conceptualizing . . . to state and adjust goals, to evaluate, to analyze [sic], and forsee [sic] the contingencies along the way.’

‘Healing . . . between servant leader and [those] led is the understanding that the search for wholeness is something they share.’

‘Community . . . [when] the liability of each for the other, and all for the one, is unlimited . . . It is a requirement of love.’

Srila Prabhupada propagated that service is the only authentic path to true leadership, but he did not claim it to be his original idea. He credited it to the Bhagavad Gita (BG) and the Srimad

Bhagavatam (SG). In chapter 2, verse 41, Krishna tells Arjuna on the battlefield of Kurukshetra,

vyavasāyātmikā buddhir ekeha kuru-nandana

bahu-śhākhā hyanantāśh cha buddhayo ’vyavasāyinām

 

 

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Get your copy of Sing Dance and Lead on Amazon or wherever books are sold.

 

Beyond the Headlines: Stories of Survival and Soul from Gaza

Letters from Gaza is an intimate collection of personal writings that bears witness to one of the most devastating humanitarian crises of our time. This one-of-a-kind compilation comprises real-time reflections that uniquely capture the voice of people living through the conflict as a vital record of resilience in the face of adversity. Compiled by acclaimed Gaza-based writers Mahmoud Alshaer and Mohammed Zaqzooq, this book is an unflinching account of war told through the words of those living it—offering a deeply personal, urgent, and essential perspective that gets often lost in global headlines. Read an exclusive excerpt below.

 

Front Cover Letters From Gaza
Letters From Gaza || Mohammed Al-Zaqzooq || Mahmoud Alshaer

 

Unable to Convey the Sound of the Explosion by Husam Marouf

Translated by Soha El-Sebaie

Every evening, she would come with her face pale, her features

almost disappearing because of frowning, and throw her body on

the sofa I was sitting on as if she was throwing a bag of wheat.

After the sound of the collision passed, she would advance towards

my left thigh, and lean her head on it without a word between us,

as if telling me I still love you, I still choose to rest in your embrace.

I could hear the sound of a devastated waterfall pouring from her

head onto my thigh to the point that one time I felt the dampness

on my skin.

The one with delicate, tender features, eyes the colour of green

grapes, and a vibrant spirit that seeped into every cell of my skin.

She dreamed of becoming an interior designer—a dream the city

of Gaza could not accommodate. So, she sought an opportunity to

travel to Europe to work there. But the war came, and her family’s

house was bombed over their heads. Her father, mother, and little

brother, whom she adored, died. Perhaps, it’s for his sake she was

postponing the travel.

Dhruv’s Quest: A Battle of Courage and Survival

Read about Dhruv’s courage and survival here!

Dhruv was torn by guilt for leaving the man to die at the hands of the unknown, angry inhuman-looking figure, yet driven by his mission given by Ajaa to deliver the message to the chief Mathadhish. He fully understood that the message he carried was more important than his own life, and confronting his attacker could have jeopardized his resolve to reach the chief Mathadhish alive. He knew that if he died before reaching his destination, he would not only be the cause of the death of the stranger who emerged from nowhere to defend him in the snow, but also the countless lives following Dharma hopelessly waiting in the plains for their protectors to intervene. It was ironic that he had to escape for his life, not die in the snow, to save countless lives in the plains below. Walking tirelessly, Dhruv reached a point where he saw a massive structure atop the next mountain.

 

Front Cover The Naga Warriors
The Naga Warriors || Akshat Gupta

 

Maybe I am just a cliff away from my search and if I am right, it won’t take me more than three days to knock on the doors of that megalith structure, Dhruv thought. Just by the sight of the structure, hoping it was the abode of Mathadhish, he felt blessed and an aura of antiquity infused in him. Dhruv sought to reach it as quickly as possible. But before he could even take a step towards it, the ground beneath him quivered. He looked around for the source of the unexpected disturbance and found an enormous figure, larger than a lion in both strength and ferocity, greater than an elephant in sheer bulk. It rose before him and roared, trembling Dhruv’s soul. It was an enormous eight-legged being, that was half-bird, half-lion and seemed more powerful than any beast on Earth. Its long tail was strong enough to throw somebody like Dhruv off his stand. He had never imagined a creature so immense, larger than any animal, and as ferocious as a mad beast. With eyes that burn like coals, the creature charged at Dhruv with the intention to kill.

Despite Dhruv’s unwavering determination, it was difficult for him to overcome the being’s enormous strength. However, Dhruv’s fear was working as his strength. He knew that a single opportunity for the beast would mean his last moment on Earth. A vicious chase ensued, with Dhruv evading the attacker’s beast-like movements. The conflict of will and valour was palpable in the air. Dhruv was weak, worn out and hungry. He kept dodging, but how long could he keep it up? He tried to leap past the beast’s tail but failed to notice the claws closing in on him.

Free men fight wars, slaves only follow orders. We will do whatever best we can as the protectors of the Dharma. Your practices are prohibited and as the chief Mathadhish, I cannot endorse or support your war tactics. You may go now. Anger was the only visible emotion on Kaaldhwaj’s face as he looked at all our faces, including the chief, and then turned back to leave. Kaaldhwaj! called the chief again, and he turned with a glimmer of hope amidst the sea of hopelessness in his eyes. Do not ever come back. You are welcomed only when you set all your slave souls free, said the chief, this time turning back to order us. I am the last Naga in the world who possesses this knowledge and power to capture souls, and I will never let my army and knowledge go waste, replied Kaaldhwaj before leaving.

Dhruv climbed a tree close to him and saw hundreds of corpses slowly rising from the ground and aligning in rows behind Zoravar, Sarfaraz and Sardar Khan. Their chests brutally caved and insects crawling out from the open wounds. Their hands clutched weapons. Meanwhile, the princess got on her horse and rode forward to check and evaluate the danger. As she covered a little distance, she saw a group of soldiers standing at a distance, not far from the fire, giving them a ghostly glow. Few faces were eaten away entirely, fingers twitching and eyes sunken deep into the skull that looked at the princess for a moment before they vanished in the thick smoke.

Common Mistakes by Stock Traders and Investors

Let’s understand the common mistakes made by stock traders and investors, read the excerpt below.

 

To start with, let us understand two basic fundamental pointers to be kept in mind before buying any stock. These are the bare minimum requirements.

EPS Growth Rate: EPS is the single most important criteria while selecting a winning stock. We should look for an EPS growth rate of over 18 per cent quarter on quarter and year on year. A company can generate earnings in various ways, some not so honourable. I prefer high-quality earnings. In other words, where do the earnings come from? Did the company post better results because of stronger sales? If sales were strong, was it only because of a single product or one major customer? In that case, the growth is vulnerable. Or are the surprisingly strong results due to an industry-wide phenomenon or an influx of orders from numerous buyers? Maybe the company is slashing costs and cutting back. Earnings improvement from cost-cutting, plant closures and other so-called productivity enhancements walks on short legs. Such improvements can show up from time to time, but sustainable earnings growth requires revenue growth. So along with the EPS growth rate, we need to check the quality of the earnings as well to ensure that it is sustainable over time.

Front Cover The Indian Stock Market Simplified
The Indian Stock Market Simplified || Anant Ladha || Pankaj Lady

 

Beware of management communications as they have learnt how to manage expectations. One gimmick is to warn the public of a potential earnings problem, which will cause analysts to lower their earnings estimates. Then the company reports earnings that are better than the lowered estimate. This will result in an earnings surprise; however, it will be a surprise in the context of a lower consensus comparison. So beware of what is happening around and don’t take anything at face value. Also, beware—the company may be increasing its profits by reducing the expenses. A company can increase profits by cutting jobs, closing plants or shedding its losing operations. However, these measures have a limited lifespan. Eventually, a company will have to do something else to grow its business and increase its top line. Therefore, check the story behind the earnings growth. The ideal situation is when a company has higher sales volume with new or current products in new and existing markets as well as higher prices and reduced costs. That’s a winning combination of a winner stock.

For example, let me show you the ten biggest wealth creators from 2018 to 2023. Just check the PAT CAGR and Return on Equity (ROE) of the majority of these stocks. ROE is the measure of a company’s net income divided by its shareholders’ equity. ROE is a gauge of a corporation’s profitability and how efficiently it generates those profits.

 

Sales Growth Rate: The EPS growth rate is sustainable if it is combined with the sales growth rate. We look for 18 per cent CAGR sales growth rate, quarter on quarter and year on year

too. For beginners, these two can be the initial filters to look out for while selecting any stock. Stock trading is not an easy task. We all want to earn a lot of money from it but it takes a disciplined approach to do so. It is easier said than done as historically we have seen that even the best investors cannot avoid making mistakes while trading.

In this section, we will talk about the most common mistakes which are part of the trading approach of a large number of traders and investors.

1. Trying to catch the falling knife: This is probably the most common mistake. Most traders and investors are obsessed with the so-called all-time high price of a particular stock. This is why when a particular stock falls, some investors keep buying it without analysing the reasons for the fall. This generally works as a trap for investors; they keep buying at lower prices and the stock keeps falling. Investors must strictly avoid this approach and always analyse the reason why the stock is falling. Always remember, only a loser buys a losing stock. If you find yourself in a hole, stop digging.

Always set yourself a rule of maximum loss of 8 per cent in one stock position. Also, when you average down, you forget the principle of portfolio sizing and end up having 25–30 per cent++ in a single portfolio because of which now your portfolio returns will be completely dependent on the performance of a single stock.

Also, if your stock falls 20 per cent, it has to rise 25 per cent to reach its cost. If the stock falls 25 per cent, it has to rise 33 per cent to reach its cost. If a stock falls 50 per cent, you need 100 per cent returns to reach your cost. Hence, never try to catch a falling knife.

2. Not cutting your losses: As a part of the portfolio, an investor must always keep track of where he is losing and earning. Getting back to your paid price is sometimes just a game of hope; this is why most investors don’t want to cut their losses, even if they are very small. They need to understand that the capital which is stuck in the loss-making trade can be utilized for some other trade to earn better returns. Many people think that presently they just have a loss in the books and that as soon as they book it, it will be their booked loss. Our mind treats booked loss versus loss in books differently, but in reality, we need to understand that both are mathematically the same and hence should be treated in the same way.

3. Afraid of buying at a higher price: If you study the charts well, you will understand that there is something called a breakout. Sometimes, a stock performs well and goes up with huge volumes because it is about to give a breakout which will take it even higher. Investors don’t understand this properly and think that the stock is going to fall soon. But actually the opposite happens. As the stock has given a breakout, it will continue to rise and the investor will lose an opportunity. The biggest psychological reason for the same is recency bias. We feel that a stock which was available at Rs 300 is now available at Rs 330, so there is no use buying it and we keep waiting for the price to come back to Rs 300. Usually if it’s a good breakout, it will never reach that level. And when it does, then probably the trend has reversed already and the juice in the fruit is drained.

4. Selecting stock due to lower valuations: In a universe of more than 4000 stocks listed in India, you will find at least 200 stocks which are trading at less than 10 Price to Earnings Ratio (PE) which makes them very attractive to invest in theoretically. Before putting any money in those stocks, we need to understand why these stocks are trading at lower valuations. The reason is simple: it is because of the company’s performance. The company does not have the potential to perform well in future. The market is not ready to give a better valuation to them. Ask yourself: Is a particular stock available at a cheap PE or is it a cheap stock in itself? If you pay too much heed to the PE of a stock, you can never be a growth investor or trader. Although it may come as a surprise to you, historical analyses of superperformance stocks suggest that by themselves, P/E ratios rank among the most useless statistics. The standard P/E ratio reflects historical results and does not take into account the most important element for stock price appreciation: the future. Sure, it’s possible to use earnings estimates to calculate a forward-looking P/E ratio, but if you do, you’re relying on estimates that are opinions that often turn out to be wrong. If a company reports disappointing earnings that fail to meet or beat the estimates, analysts will revise their earnings projections downward. As a result, the forward- looking denominator—the E in P/E—will shrink and, assuming the P remains constant, the ratio will rise.

This is why it is important to concentrate on companies that are reporting strong earnings, which then trigger upward revisions in earnings estimates. Strong earnings growth will make a stock a better value.

Tamarind: From Divine Legends to Digestive Elixir

Read an exclusive excerpt on how the humble tamarind tree carries centuries of myth, medicine, and magic—rooted in ancient legends and rich with modern-day benefits.

Front Cover Sacred
Sacred || Vasudha Rai

 

 

The tamarind tree is the subject of myth and folklore. Some consider it to be the abode of spirits, while for others, it is related to stories of the Ramayana. There are also stories about this tree and its association to Lord Shiva. In Indian mythology, all stories point to the fact that earlier, the tamarind tree used to have big, well-formed leaves. It is believed that Lord Rama took shelter under a tamarind tree when he was banished from his kingdom and was in exile. Since the tree had large leaves, he felt like he wasn’t doing his penance correctly. So he asked his brother, Lakshmana, to shoot an arrow at the leaves fragmenting them into the small leaves they are today. In the other story relating to Shiva, it is suggested that the lord himself fragmented these leaves into smaller pieces as a demon was hiding behind its large leaves. Shiva opened his third eye to kill this demon, and the leaves disintegrated into the smaller size as we see today. A tamarind tree has a lifespan of about 200 years, but there are some that can even go as far back as 400 years. The tree is believed to have originated in India and the word ‘tamarind’ comes from the Persian phrase ‘tamar-ihind’, which basically means the ‘date of India’.

However, new evidence shows that the tree may have been initially cultivated in Egypt or Madagascar. Before the Spanish brought tomatoes to India, tamarind was used to add a sour taste to Indian dishes. Tamarind is worshipped to this day as a deity by people in rural India and tribal folk and is in fact a huge part of their medical protocol. Tamarind is also used in traditional medicine in western and eastern Africa. As a hardy, multipurpose, drought-resistant tree, it is worthy of worship and a valuable addition to parks and gardens.

 

The Science Tamarind is a huge part of India’s culinary heritage. It is used to add a tangy flavour to our chutneys and curries. It’s a nutritional powerhouse, rich in magnesium, B vitamins, calcium, phosphorus and potassium, as well as all essential amino acids, except tryptophan. The tamarind fruit contains tartaric acid, malic acid, potassium and the soluble fibre pectin, all of which contribute to digestive health and provide mild laxative benefits. The fruit also causes relaxation of smooth muscles, for instance, stomach, intestines, GI sphincters, gall bladder and blood vessels, some on which are also responsible for its laxative effect. But it’s not just the fruit but also the leaves of this wonderful tree that have immense benefits. They work as fodder for cattle and in humans the leaves show a liver-protective effect by stabilizing the membranes and decreasing glutathione consumption.

The extract from the fruit also decreases fluoride in the plasma and inhibits fluoride-induced liver and kidney damage. Fluoride is found in drinking water and has been linked to several health problems. The evergreen tree is extremely hardy and grows very well in desert-like areas that are prone to drought. In Africa, it is valuable for wildlife, as it provides shade to animals such as elephants, who can lean against its strong, wind-resistant trunks and branches that can hold the weight of this mighty animal. Locals in Ghana claim that to be safe from an elephant attack one can climb atop a tamarind tree. All in all, the tamarind tree is very beneficial because every part of this tree can be utilized for culinary, nutritional and medicinal benefits. Moreover, it is a hardy tree that has a long life and helps cool the environment in hot, desert-like areas.

 

Application Tamarind is best eaten with gur/jaggery, as it takes away the erosive nature of this sour fruit. People who have joint pains may find that their aches and pains get worse when they consume raw tamarind. However, when consumed with gur, it doesn’t have this effect, as the sweetness of the gur takes away the pungency of tamarind.

 

Tamarind Sherbet

Ingredients

1 tsp of deseeded tamarind pulp soaked in water
Jaggery (to taste)
A glass of water
A pinch of pink salt
½ tsp of roasted, crushed cumin

Method
• Crush the tamarind with clean hands into the water that it is soaked in.
• Strain the pulp into the glass of water.
• Add the condiments and jaggery as per taste.
• (This drink is great to enhance digestive fire, cool the body and give a sense of satisfaction, especially during summer.)

How prepaid plans and celebrity endorsements helped popularize mobile phones in India

From Luxury to Necessity- How Prepaid and Celebs Drove India’s Mobile Revolution. Read Below!

Hong Kong-based Hutchison was an ideal partner for an Indian telecom company. It was at close quarters to India making travel, time zone and general liaison easy. Its management was aware of Asian cultures, but since Hong Kong was still a British colony, Hutchison’s best practices reflected European openness and social structure.

Analjit Singh’s team, led by Ashwini Windlass and Sandip Das, designated head of cellular from heading the pager business, had proven their efficacy as they began to run the Mumbai operations in competition with BPL Mobile. Their logical partners for the equipment were Motorola and Ericsson. Singh considered the venture a success even though, from its inception, he believed it was cash-crunched, especially in contrast with the competition. Singh’s Hutch Max spent Rs 15 crore on marketing. In Singh’s opinion, BPL was spending several times that amount and therefore captured a larger chunk of the market share.

 

To compete with a moneyed opponent, Singh and Windlass decided to take a different path to network planning. Max launched the cellular service in Mumbai with around 65 base stations or points of signal emission and reception (Delhi’s Airtel started with 108 and ramped up quickly). The network covered only the posh South Mumbai up to a fairly central suburb, Santacruz.

Front Cover Telecom Wars
Telecom Wars || Deepali Gupta

Hutch Max, the joint venture between Analjit Singh and Hong Kong-based Hutchison, launched a service under the brand Max Touch in a campaign titled “Hello Bombay”. From there, instead of focusing on expanded coverage, the company brought its attention to indoor coverage.

 

The move was designed to attract more high-paying corporate users. They required network inside the building in fixed locations rather than long distances in the outdoors. The capital expenditure on it was higher to cover a smaller footprint compared with outdoor coverage. Hutch charged a premium for the service. It was successful in capturing its target market but later came under pressure when competitors started adopting predatory pricing, meaning they were offering customers call rates below the cost of carrying one to stem the cash deficit from licence payments rather than aim for profitability.

 

The uptake from the urban rich peaked within a couple of years, and the middle class was still too conservative to spend on mobile phones. Airtel in Delhi, for instance, had a static customer base of around 1,00,000 for a year with no additions and high churn. The back debts, too, ballooned because people would not pay. In Mumbai, Hutch Max was watching the growing trend with trepidation even though it enjoyed a significantly higher per-customer revenue each month than its competitors. Singh felt the company was falling behind the competition from BPL Mobile. Hutch Max saw the need to unlock a bigger market.

 

As the team discussed the country’s advantages, it awakened to the micro economy of India’s mega population. This was a market for shampoo sachets and single cigarette sticks sold by the corner store to daily wagers at a price of Re 1, much like the chocolate eclair toffee, for which there were many takers. How could Hutch unlock this segment of subscribers?

 

Hutch Max decided to launch a service called prepaid, which would be sold for a nominal charge, but receive cash up front, and when the amount ran out, while its owner could not make or receive calls, a ring would land on the instrument – a missed call. There were scant studies to suggest the use of the prepaid internationally; none that had sustainably or successfully worked. The Indian market proved unlike others.

 

The early adopters of prepaid mobile technology were small and medium companies with large field staff. The offering capped bill shocks and still delivered the connectivity. This was the turning point of mobile connection sales to the fast-moving consumer goods model.

 

The operator faced a dilemma: What would offering the phone service to a low-income group mean for the premium customers who saw social status in their mobile phones? Moreover, the cost structure of a high-end marketing organisation would never justify a low-revenue product.

 

Windlass and Das elected to distinguish the services in both brand and technology back-end. Hutch Max prided itself in its Motorola and Ericsson network, but the company bought a system from Nokia for prepaid. At the time, Nokia’s representative for Hutch Max was Rajeev Suri, who later ascended to the global CEO position of the Finnish equipment maker. Nokia agreed to a low-cost, per-customer billing structure so that Hutch Max paid a revenue share from the subscribers using the system instead of an upfront capital cost. Its concern now was how to lure the customers.

 

The company created a twin structure with a parallel marketing outfit. It rented a new office in Prabhadevi, Mumbai. It was close to the existing one, but not in the same building. “We didn’t want the cultures to mix at all,” Das recalls. No high-end marketing budgets, no high-profile hires, and staff in the new office comprised largely of an on-ground sales force with the ability to get its hands dirty. Salaries that were rich and fixed for the Hutch Max post-paid service offering were commission-based for the new team onboarded for prepaid card selling. Nearly three-fourths of the wage bill here was success-based with very low fixed salaries. For the team selling post-paid connections, this would have been blasphemous because the industry was already stagnating, and sales for some months ran in the hundreds and not more.

 

The new sales team was selling a distinctly different product under a new brand name – “Ace”. It was intentionally designed to avoid any correlation between the premium post-paid service. Hutch Max, the post-paid service, bore an orange-and-black logo, while Ace had a green one.

 

The eight metro city operators had formed a cosy group, knowing that none was truly competing with the other and joining forces made them stronger as part of an industry voice when dealing with the regulator. It had become common for founders to exchange ideas, and good relations between Sunil Mittal and Analjit Singh pre-dated even the licence applications.

 

When Bharti Airtel realised Hutch had already launched a prepaid service, Bharti Airtel’s Sanjay Kapoor along with his colleague Deepak Gulati travelled to the Mumbai headquarters of Hutch Max to learn from its prepaid strategy and experience. Then, Bharti replicated a similar model for Delhi under the brand name “Magic”.

With low-budget billboard advertising, Ace SIM cards were distributed in a van that would set out from the southern end of Mumbai and drop them off point by point as it travelled northward. Hutch offered credit to distributors to stock and push the SIM cards, and soon stockists began to see the value. If they were able to sell the SIMs before the next stocking, they could create a cash flow and profit without putting any of their own money on the line. A new market opened and brought a fresh boost to mobile sales.

 

 

Hutch Max then elected to use the distributors of Cadbury, India’s most popular chocolate brand by multinational Fast Moving Consumer Goods (FMCG) company Unilever, called Hindustan Unilever at the time. They also onboarded the Colgate Toothpaste distribution channel. Sellers of these products were well penetrated in every corner of India, and their supply chain was already in place. Since SIM cards were low-volume items, tagging them along with the remaining goods being moved was a win-win for all parties involved. It helped the telecom company that sellers of these goods were typically respected and had personal connections with the local clientele.

 

 

  ***

 

Get your copy of Telecom Wars on Amazon or wherever books are sold.

 

Inside the $500 Billion Creator Economy: What Brands Need to Know

Let’s dive into the $500 Billion creators economy. Read the excerpt below!

 

As per a Goldman Sachs Report, the Creator Economy could reach half a trillion dollars by 2027.

As of 2023, the Total Addressable Market (TAM) of the Creator Economy is worth $250 billion, with 303 million creators present in the Creator Economy already.

(Note: A report by Adobe states that there are 303 million creators in nine markets comprising the United States, Australia, United Kingdom, Japan, Germany, France, Spain, South Korea and Brazil. You can only imagine how this number extrapolates to the entire world!)

The Goldman Sachs Report goes on to say:

The analysts expect spending on influencer marketing and platform payouts fuelled by the monetisation of short-form video platforms via advertising to be the primary growth drivers of the Creator Economy.

Global marketer and bestselling author Gary Vaynerchuk puts it this way:

If you are not crushing it and focusing on the content that you put out on the most important social platforms, you’re going to become mute and obsolete in the modern day of doing business.

That’s why organic reach (through a creator or an influencer) is so important because the impression you get when someone comes directly to your page is a much more qualified lead and potentially a more valuable customer than someone you got through an ad buy.

Front Cover Pixels to Profits
Pixels to Profits || Ankur Mehra

 

 

The how of creator and influencer marketing

I know what you are thinking. Facts are good. What would be helpful to you is to understand how it happens.

Let’s take a deep dive:

The fundamental rule of marketing states that every customer, before becoming a customer, needs to be aware of the product and made familiar with it at least seven times before they become a customer.

We will understand this further by the Attention Interest Desire Action (AIDA) model and the 95:5 rule, and what they mean for creators, collaborators and customers.

In 1898, E St Elmo Lewis developed something called the purchase funnel, which describes the customer’s journey from the time they are made aware of the product till the time they eventually make a purchase.

The purchase funnel10 is very valid in modern day marketing as well, and is often referred to as the AIDA model, which stands for:

A: Attention or Awareness I: Interest

D: Desire A: Action

A customer needs to go from capturing attention, sparking interest and invoking desire to have the product in their journey, that will finally lead them to taking action or making a purchase decision.

As per the 95:5 Rule, Professor John Dawes of Ehrenberg- Bass Institute argues that at any point of time only 5 per cent of buyers in the market are ready to buy in the market, while 95 per cent will either buy it later or still need to be convinced over a period of time.

Combine both these models, and here is what it means for the Creator Economy.

Every collaborator (brand) needs to leverage the power of creators, to take care of infusing attention, interest and desire in their 95 per cent customers and new prospects, so that the influencers can provoke “action” from the 5 per cent.

It is also important that collaborators leverage both creators and influencers, and not only influencers. Like we spoke before, creators and influencers are merely the same person living in the same house, just walking across different rooms (from influencer to creator or creator to influencer), based on what the situation demands.

As per a study by Harvard Business Review:

“It may be tempting to turn to influencers when promoting a new product launch…(however the) ROI for influencer posts announcing new products was 30.5 per cent lower than for equivalent posts that were not about new product launches… While short-term ROI can guide short-term decisions, brands should also consider the potential long-term effects of associating with a particular influencer (read: creator). These effects (whether positive or negative) may take time to materialize but can have a substantial impact on a brand’s identity.”

The best part is that there’s no friction between any of these. A creator can effortlessly choose to become an influencer. An influencer can choose to be a creator. It is fluid. A brand can choose to work with the same person, in a different capacity, either as a creator or an influencer.

Everyone works together to serve the consumer, which is how the Creator Economy functions at its best – keeping all its moving parts together, where everyone wins.

Key takeaways:

  • The Creator Economy is going to be worth half a trillion dollars by 2027.
  • The Attention, Interest, Desire, Action (AIDA) purchase funnel describes the customer’s journey from the time they are aware of the product till the time they eventually make a purchase. A customer needs to go from capturing attention, sparking interest, invoking desire to have the product in their journey, that will finally lead them to taking action.
  • As per the 95:5 Rule, at any point in time, only 5 per cent of buyers in the market are ready to buy in the market, while 95 per cent will either buy it later, or still need to be convinced over a period of time.
  • Combining both these models, every collaborator (brand) needs to leverage the power of creators to take care of infusing attention, interest and desire in their 95 per cent customers and new prospects, so that the influencers can provoke “action” from the 5 per cent.
  • The best part is: A brand can choose to work with the same person in a different capacity, either as a creator or an influencer.

Lost in the Wilderness: A Christmas Eve Alone on Paradise Beach

An exciting recount of a Christmas spent backpacking. Read Below!

Today’s plan was simple and sorted: hike to Paradise Beach, pitch my tent there and spend Christmas Eve camping solo!

Anyone who has been to Gokarna cannot stop going gaga over Paradise Beach. They say it is so secluded that at night glowing phytoplankton make the shore look exactly like the starry sky. Covered with forested hills on all three sides, Paradise Beach is cut off from the nearby villages, Gokarna and Belekan, by dense shrubs. This makes the beach inaccessible by vehicles, and the only way to get there is to either hike all the way through the woods over the hills or take a boat from any of the adjoining beaches.

Front Cover Solo
Solo || Indrajeet More

 

Hiring a boat was out of question as it would eat up a good chunk of my given budget, so the only option left was to hike. Buckling up my backpack with high enthusiasm, I filled my water bottle and stocked up on four bananas for dinner. I first hitchhiked my way to Om Beach and then started hiking at around 5 pm. My aim was to reach there before it got dark. Acting all cool, I would occasionally track my route on Google Maps as the trail appeared to have faded in some parts. Slowly, the trail started to fade for a few metres and eventually vanished completely. I realised that it was taking a bit longer than I had calculated to reach my destination. Dubiously, I pulled out my phone to check the GPS and realised that I had been hiking in the wrong direction the whole time! The bloody GPS had lost its signal 500 metres back! “NOT AGAIN!” an instant bout of panic rushed through my body. I could see the sun going down, which made me even more anxious. I had no time to process any of this. I was in no mood to die in a forest without ever having sex or tasting baklava or even seeing a whale, just because I had lost the damned GPS signal!

My brain was whizzing away, trying to find a way out: “What options do I have? I could cry for help, but it was probably going to be futile because there was absolutely nobody around. Maybe I could camp in the forest? No way! Or…could I go back to the point where I lost the signal and start from there? Yes!”

I started running back as fast as I could, but the GPS still couldn’t latch onto a signal. By this point, I had totally forgotten about filming the vlog. I needed to find a way out of this mess urgently. Compelling my brain to not assume extreme scenarios, I started to think of a way out of the forest. Mindlessly, I started following the sound of the waves and began descending from the woods onto the rocks, hoping to find a path that parallelly ran to the rocky shore. It was a tough walk, especially with the heavy backpack on. There were times when the rocks were so steep that I had to ascend, fixing my toes and fingers in the cracks, while the gigantic waves crashed just a few feet apart. I didn’t know if that was the right way or the wrong one, but at that moment, I was operating solely on instinct. The red wash of the sky melting down into the ocean at the horizon strangely helped calm my racing heart.

There it finally was! Not more than 100 metres away, in the dark, this fine patch of sand nestled in a nook between the mountains. A grove of coconut trees swayed between the beach and the cliff. It would have made the perfect spot for hanging up a hammock and listening to some light Hindustani melodies. There were no shops or cafes here, but just one man, setting up some fruit on a tiny table. Paradise Beach was just like its name – nirvana, totally cut off from the rest of the world. How could anything be so perfect?

My wonderment was instantly ruined when I heard someone yell, “Abey chutiye, apna tent yahaan hain!” (Our tent is over here, you asshole!) a few metres away, to which another voice replied, “Susu karne ja raha hu! Aaega?” (I am going to take a leak; want to join?) It was a group of IT engineers from Bengaluru, occupying the coconut grove with twenty to thirty tents! My idea of solace broke into pieces. This was the last place I wished to see an engineer, and there they were in abundance, calling each other in slang, flashing torches, playing Bollywood music and peeing in corners.

 

There is no recreational activity left unexploited by the IT people as compensation to their presumably miserable jobs. I had seen the worst of them when I used to volunteer as a trek leader in 2016. You suppress a kid for years and leave them in a new city with a decent package. What else are they going to do? I really wanted to empathise with them, but when you trek for three hours carrying a heavy tent on your back, cross forests and climb rocks and see this, it becomes really hard to do that.

I walked to the other end of the beach, as far from the crowd as possible, at an elevated part of the cliff. As I started to unpack, the lamplight attracted many moths. To make matters worse, the bananas I had carried all this way had turned soggy. Sweaty and irritated, I managed to set up my campsite in whatever minimal light my head torch provided.

“Are you with them?” a guy asked as he collected dry wood a few feet apart, near his tent.

“Nope, camping solo,” I replied, as I pitched mine.

“Amazing, I am travelling solo too. I am from Kerala,” he said, and we shook hands. “Where are you from?”

“Mumbai,” I replied.

“Cool, let me know if you need anything, bro,” he said, as he continued collecting dry wood. We had the same tents – Quechua Arpenaz 100.

As I sat by the bonfire with the Kerala guy, we bonded over our shared disdain for the IT crowd who earned twice our salaries – myself with none. I recalled being taught that “man is a social animal” but the more I observed, the more I was puzzled by what happens when people gather. Individually, people are sharp and full of independent thought, but together, their collective intelligence seems to dilute into a less insightful version of itself. Their actions become something none of them would choose alone. It makes me wonder about the nature of group dynamics that blurs individual clarity—be it society meetings, religious gatherings, commuters, politicians, college reunions, kitty parties, corporate conventions or the neighbouring IT squad.

The Kerala guy pulled out his pouch and rolled a joint. We sat in silence, each on our own journey. It was 25 December. Merry Christmas to us.

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