Diverse discourses born from diverse cultures, histories and geographies of India come together in senior journalist, Nidhi Razdan’s book ‘Left, Right and Centre: The Idea of India’.
Author and Indian academic, Pratap Bhanu Mehta, discusses the inherent dichotomy in the celebration of this ‘diversity’ in India in his essay ‘India: From Identity to Freedom’.
Here’s an excerpt from Mehta’s essay.
India is a diverse country, a bewildering mosaic of communities of all kinds; its peculiar genius is to fashion a form of coexistence where this diversity can flourish and find its place. It has created cultures of political negotiation that have shown a remarkable ability to incorporate diversity.
This description of India is often exhilarating; and it is our dominant mode of self-presentation. But it’s very attractiveness hides its deep problems. The problem lies with the normative valorization of diversity itself. Diversity is something to be celebrated and cherished for often it is an indication of other values like freedom and creativity. But diversity has become a source of several intellectual confusions. Very schematically these are: Diversity is not itself a freestanding moral value. It makes very little sense to discuss diversity as carrying independent moral weight, even though under some circumstances, loss of diversity can be an indication of other underlying injustices. The invocation of diversity immediately invites the question: Diversity of what? This question cannot be answered without invoking some normative criteria about the permissible range of social practices. The limits to diversity cannot themselves be settled by an invocation of diversity.
The appeal to diversity is usually an aestheticized appeal. It is as if one were surveying the world from nowhere and contemplating this extraordinary mosaic of human cultural forms and practices. Such a contemplation of the world can give enormous enrichment and satisfaction and we feel that something would be lost; perhaps something of humanity would be diminished if this diversity were lost. But the trouble is that this view from nowhere, or if you prefer an alternative formulation, the ‘God’s Eye’ view of the world is a standpoint of theoretical, not practical, reason.
Most of us can conceptually grasp the fact of diversity; we may even try to recognize each other in an intense and important way, but it is very difficult to live that diversity with any degree of seriousness. From this theoretical point of view, cultures and practices form this extraordinary mosaic; from the practical point of view of those living within any of these cultures, these cultures and practices are horizons within which they operate. Even when not oppressive, these horizons might appear to them as constraints. It would be morally obtuse to say to these individuals that they should go on living their cultures, just because they’re not doing so might diminish the forms of diversity in the world. The imperatives of diversity cannot, at least prima facie, trump the free choices of individuals.
There is often a real tension between the demands of integration into wider society—the imperatives of forming thicker relationships with those outside the ambit of your own society on the one hand, and the measures necessary to preserve a vibrant cultural diversity on the other. What the exact trade-off is depends from case to case. But simply invoking diversity by itself will not help morally illuminate the nature of the decision to be made when faced with such a trade-off.
From this perspective, talk of identity and diversity is profoundly misleading because it places value on the diversity of cultures, not the freedoms of individuals within them. If the range of freedom expands, all kinds of diversity will flourish anyway. But this will not necessarily be the diversity of well defined cultures. It will be something that both draws upon culture and subverts it at the same time.
Diversity Talk is compatible with only one specific conception of toleration: segmented and hierarchical toleration. To be fair, India has been remarkably successful at providing a home for all kinds of groups and cultures. But each group could find a place because each group had its fixed place. To put it very schematically, it was a form of toleration compatible with walls between communities. Indeed, one of the major challenges for Indian society is that we have internalized forms of toleration that are suited to segmented societies. It is compatible with the idea that boundaries should not be crossed, populations should not mix, and that to view the world as a competition between groups is fine.
There is no country in the world that talks so much of diversity. Yet no other country produces such a suffocating discourse of identity; where who you are seems to matter at every turn: what job you can get, what government scheme you are eligible for, how much institutional autonomy you can get, what house you can rent. Conceptually, there is no incompatibility between celebrating diversity of the nation and refusing to rent housing to a Muslim just because they are Muslim. Such a conception of toleration does not work where the need is for boundaries to be crossed: people will inhabit the same spaces, compete for the same jobs, intermarry and so forth. Our moral discourse is so centred on diversity and pluralism that it forgets the more basic ideas of freedom and dignity.
Explore diverse opinions from some of the best minds in India with ‘Left, Right and Centre: The Idea of India’.
Category: Excerpts
Managing ADT (Attention Deficiency Trait)
D Overloaded Circuits by Edward M. Hallowell DAVID DRUMS HIS FINGERS on his desk as he scans the e-mail on his computer screen. At the same time, he’s talking on the phone to an executive halfway around the world. His knee bounces up and down like a jackhammer. He intermittently bites his lip and reaches for his constant companion, the coffee cup. He’s so deeply involved in multitasking that he has forgotten the appointment his Outlook calendar reminded him of 15 minutes ago.
Jane, a senior vice president, and Mike, her CEO, have adjoining offices so they can communicate quickly, yet communication never seems to happen. “Whenever I go into Mike’s office, his phone lights up, my cell phone goes off, someone knocks on the door, he suddenly turns to his screen and writes an e-mail, or he tells me about a new issue he wants me to address,” Jane complains. “We’re working flat out just to stay afloat, and we’re not getting anything important accomplished. It’s driving me crazy.”
David, Jane, and Mike aren’t crazy, but they’re certainly crazed. Their experience is becoming the norm for overworked managers who suffer—like many of your colleagues, and possibly like you— from a very real but unrecognized neurological phenomenon that I call attention deficit trait, or ADT.
Caused by brain overload, ADT is now epidemic in organizations. The core symptoms are distractibility, inner frenzy, and impatience. People with ADT have difficulty staying organized, setting priorities, and managing time. These symptoms can undermine the work of an otherwise gifted executive. If David, Jane, Mike, and the millions like them understood themselves in neurological terms, they could actively manage their lives instead of reacting to problems as they happen.
As a psychiatrist who has diagnosed and treated thousands of people over the past 25 years for a medical condition called attention deficit disorder, or ADD (now known clinically as attention-deficit/ hyperactivity disorder), I have observed firsthand how a rapidly growing segment of the adult population is developing this new, related condition. The number of people with ADT coming into my clinical practice has mushroomed by a factor of ten in the past decade. Unfortunately, most of the remedies for chronic overload proposed by time-management consultants and executive coaches do not address the underlying causes of ADT.
Unlike ADD, a neurological disorder that has a genetic component and can be aggravated by environmental and physical factors, ADT springs entirely from the environment. Like the traffic jam, ADT is an artifact of modern life. It is brought on by the demands on our time and attention that have exploded over the past two decades. As our minds fill with noise—feckless synaptic events signifying nothing—the brain gradually loses its capacity to attend fully and thoroughly to anything.
The symptoms of ADT come upon a person gradually. The sufferer doesn’t experience a single crisis but rather a series of minor emergencies while he or she tries harder and harder to keep up. Shouldering a responsibility to “suck it up” and not complain as the workload increases, executives with ADT do whatever they can to handle a load they simply cannot manage as well as they’d like. The ADT sufferer therefore feels a constant low level of panic and guilt. Facing a tidal wave of tasks, the executive becomes increasingly hurried, curt, peremptory, and unfocused, while pretending that everything is fine.
To control ADT, we first have to recognize it. And control it we must, if we as individuals and organizational leaders are to be effective. In the following pages, I’ll offer an analysis of the origins of ADT and provide some suggestions that may help you manage it.
This is an excerpt from HBR’s 10 Must Reads (On Managing Yourself). Get your copy here.
Credit: Abhishek Singh
Managing Your Boss, The New Angle to Boss-Subordinate Relationship
TO MANY PEOPLE, THE PHRASE “managing your boss” may sound unusual or suspicious. Because of the traditional top-down emphasis in most organizations, it is not obvious why you need to manage relationships upward—unless, of course, you would do so for personal or political reasons. But we are not referring to political maneuvering or to apple polishing. We are using the term to mean the process of consciously working with your superior to obtain the best possible results for you, your boss, and the company.
Recent studies suggest that effective managers take time and effort to manage not only relationships with their subordinates but also those with their bosses. These studies also show that this essential aspect of management is sometimes ignored by otherwise talented and aggressive managers. Indeed, some managers who actively and effectively supervise subordinates, products, markets, and technologies assume an almost passively reactive stance vis-à- vis their bosses. Such a stance almost always hurts them and their companies.
If you doubt the importance of managing your relationship with your boss or how difficult it is to do so effectively, consider for a moment the following sad but telling story:
Frank Gibbons was an acknowledged manufacturing genius in his industry and, by any profitability standard, a very effective executive. In 1973, his strengths propelled him into the position of vice president of manufacturing for the second largest and most profitable company in its industry. Gibbons was not, however, a good manager of people. He knew this, as did others in his company and his industry. Recognizing this weakness, the president made sure that those who reported to Gibbons were good at working with people and could compensate for his limitations. The arrangement worked well.
In 1975, Philip Bonnevie was promoted into a position reporting to Gibbons. In keeping with the previous pattern, the president selected Bonnevie because he had an excellent track record and a reputation for being good with people. In making that selection, however, the president neglected to notice that, in his rapid rise through the organization, Bonnevie had always had good-to excellent bosses. He had never been forced to manage a relationship with a difficult boss. In retrospect, Bonnevie admits he had never thought that managing his boss was a part of his job.
Fourteen months after he started working for Gibbons, Bonnevie was fired. During that same quarter, the company reported a net loss for the first time in seven years. Many of those who were close to these events say that they don’t really understand what happened. This much is known, however: While the company was bringing out a major new product—a process that required sales, engineering, and manufacturing groups to coordinate decisions very carefully—a whole series of misunderstandings and bad feelings developed between Gibbons and Bonnevie.
For example, Bonnevie claims Gibbons was aware of and had accepted Bonnevie’s decision to use a new type of machinery to make the new product; Gibbons swears he did not. Furthermore, Gibbons claims he made it clear to Bonnevie that the introduction of the product was too important to the company in the short run to take any major risks.
As a result of such misunderstandings, planning went awry: A new manufacturing plant was built that could not produce the new product designed by engineering, in the volume desired by sales, at a cost agreed on by the executive committee. Gibbons blamed Bonnevie for the mistake. Bonnevie blamed Gibbons.
Of course, one could argue that the problem here was caused by Gibbons’s inability to manage his subordinates. But one can make just as strong a case that the problem was related to Bonnevie’s inability to manage his boss. Remember, Gibbons was not having difficulty with any other subordinates. Moreover, given the personal price paid by Bonnevie (being fired and having his reputation within the industry severely tarnished), there was little consolation in saying the problem was that Gibbons was poor at managing subordinates. Everyone already knew that.
We believe that the situation could have turned out differently had Bonnevie been more adept at understanding Gibbons and at managing his relationship with him. In this case, an inability to manage upward was unusually costly. The company lost $2 million to $5 million, and Bonnevie’s career was, at least temporarily, disrupted. Many less costly cases similar to this probably occur regularly in all major corporations, and the cumulative effect can be very destructive.
This is an excerpt from HBR’s 10 Must Reads (On Managing People). Get your copy here.
Credit: Abhishek Singh
Forever Is A Lie: An Excerpt
Novoneel Chakraborty is the bestselling author of nine romance thrillers and he is back with another beguiling dark romance thriller. The first of a two-part series, Forever Is a Lie is about an eighteen year old girl who falls in love with a man, almost double her age. But what she doesn’t know is that whoever the man loves, dies.
Here is an excerpt from the book.
This was her profile information on Facebook. Ditto on Tinder, a dating app. With moist eyes, she checked the about me section on the app, which she had just filled up:
I’m here to hook up for a night. Anyone who wants anything that goes beyond a night, please swipe left.
Prisha forced herself not to think as she started browsing through men’s profiles on the app. Tinder was recommended to her by Zinnia, her roommate. Two years her senior in college, Zinnia was from the same neighbourhood as Prisha in Faridabad. She had shifted to Bengaluru to pursue media management from Cross University.
Prisha had followed in her footsteps and shifted to Bengaluru a month ago and had taken admission at the same university. She had enrolled herself as a BA student, with a major in mass communication. Zinnia and Prisha stayed together in a rented apartment on BTM Layout.
It was Zinnia who had first described Tinder as a saviour of singles in the city. But Prisha hadn’t made an account on the dating site because she was single, but because she had been feeling emotionally violated for a few months now.
Anyone remotely good-looking and Prisha would swipe right. In fact, looks didn’t matter at all for what she had in mind. She had heard about Tinder earlier from a number of friends but had never imagined using it one day. Why would she? She had been in a committed relationship since she had turned thirteen—until two months ago when she had stepped into her penultimate teenage year. In all these years there had been only one boy she was doggedly, single-mindedly and with utmost sincerity committed to.
Utkarsh Arora had wooed her for an entire summer vacation before she had finally said yes. She was in Class VII and he was in Class X. (Love, then, was an alien feeling. It slowly turned real as they gave it time). And just when Prisha had started believing that there could be no one better than Utkarsh, he let her down.
She had invited him to a family function. It was a dream to see her boyfriend enjoy with her family and cousins; everyone had approved of him. Three weeks later, she had noticed that Utkarsh’s Facebook relationship status had changed from: in a relationship with Prisha Srivastav to in a relationship with Shelly Srivastav. Shelly was her cousin and two years older than her. Prisha demanded an explanation but all Utkarsh said was that he was now in love with Shelly. Now? Is love a prisoner of time? Not only did Utkarsh not give her any plausible explanation, but he repeatedly dodged her calls and then blocked her on social media and on his phone. When she turned to Shelly for an answer, she simply said, ‘He loves me, not you.’
At eighteen, when one’s world collapses, it also brings down with it the beliefs one has grown up on. You stop trusting in truths altogether. You start believing that a truth is nothing but an illusion. Some call it the loss of innocence. It is then that people start giving in to the collective lies that makes everyone sorted adults. Prisha’s attempt at creating a Tinder profile was proof enough that she had given in to it as well.
Love, Prisha concluded within a month of her break-up, was a fallacy. Lust was real; the body was real. And henceforth, she would get real too. Even if it meant living a life she didn’t believe in.
Seven hours after she had made her Tinder profile, there were thirteen matches. When Zinnia came back from college, Prisha gave the phone to her.
‘I think this dude looks cute. What do you think?’ Zinnia said, looking at the fifth match. Prisha couldn’t care less. Zinnia chatted with the guy on Prisha’s behalf and in no time fixed a date later in the night at Harry’s in Koramangala. Zinnia knew Prisha’s story, but she wasn’t the one who had given her the idea of a one-night stand. It was something Prisha had inquired herself when Zinnia kept ranting about some guy who went by the name the ‘Mean Monster’ in the Bangalore party circuit. Mean because he was infamous for his edging technique—a method by which orgasm could be delayed, pushing the body to feel pleasure like never before. And monster because what he carried between his legs was two inches more than that of an average Indian’s. Zinnia was more than excited when she was finally able to trace the elusive guy and pin him down for a date, coincidentally on the same night that Prisha was supposed to meet her Tinder date.
‘You’ll have to come with me, Zin,’ Prisha said as soon as Zinnia had fixed the place for her to meet the Tinder guy.
‘Of course! But I too have a date, sweets,’ she said. Prisha noticed that Zinnia was blushing slightly, which was very unlike her.
‘What?’ Prisha asked, surprised.
‘Finally I’m going to meet him tonight.’
‘Who?’
‘The Mean Monster.’
Understanding Strategic Positioning
Three key principles underlie strategic positioning.
- Strategy is the creation of a unique and valuable position, involving a different set of activities: Strategic position emerges from three distinct sources:
- serving few needs of many customers (Jiffy Lube provides only auto lubricants)
- serving broad needs of few customers (Bessemer Trust targets only very high-wealth clients)
- serving broad needs of many customers in a narrow market (Carmike Cinemas operates only in cities with a population under 200,000)
- 2. Strategy requires you to make trade-offs in competing—to choose what not to do. Some competitive activities are incompatible; thus, gains in one area can be achieved only at the expense of another area. For example, Neutrogena soap is positioned more as a medicinal product than as a cleansing agent. The company says “no” to sales based on deodorizing, gives up large volume, and sacrifices manufacturing efficiencies. By contrast, Maytag’s decision to extend its product line and acquire other brands represented a failure to make difficult trade-offs: the boost in revenues came at the expense of return on sales.
- Strategy involves creating “fit” among a company’s activities. Fit has to do with the ways a company’s activities interact and reinforce one another. For example, Vanguard Group aligns all of its activities with a low-cost strategy; it distributes funds directly to consumers and minimizes portfolio turnover. Fit drives both competitive advantage and sustainability: when activities mutually reinforce each other, competitors can’t easily imitate them. When Continental Lite tried to match a few of Southwest Airlines’ activities, but not the whole interlocking system, the results were disastrous.
Employees need guidance about how to deepen a strategic position rather than broaden or compromise it. About how to extend the company’s uniqueness while strengthening the fit among its activities. This work of deciding which target group of customers and needs to serve requires discipline, the ability to set limits, and forthright communication. Clearly, strategy and leadership are inextricably linked.
This is an excerpt from HBR’s 10 Must Reads (On Strategy). Get your copy here.
Credit: Abhishek Singh
Change Through Tipping Point Leadership
Four Steps to the Tipping Point
- Break through the cognitive hurdle.
To make a compelling case for change, don’t just point at the numbers and demand better ones. Your abstract message won’t stick. Instead, make key managers experience your organization’s problems.
Example: New Yorkers once viewed subways as the most dangerous places in their city. But the New York Transit Police’s senior staff pooh-poohed public fears—because none had ever ridden subways. To shatter their complacency, Bratton required all NYTP officers— himself included—to commute by subway. Seeing the jammed turnstiles, youth gangs, and derelicts, they grasped the need for change—and embraced responsibility for it.
- Sidestep the resource hurdle.
Rather than trimming your ambitions (dooming your company to mediocrity) or fighting for more resources (draining attention from the underlying problems), concentrate current resources on areas most needing change.
Example: Since the majority of subway crimes occurred at only a few stations, Bratton focused manpower there— instead of putting a cop on every subway line, entrance, and exit.
- Jump the motivational hurdle.
To turn a mere strategy into a movement, people must recognize what needs to be done and yearn to do it themselves. But don’t try reforming your whole organization; that’s cumbersome and expensive. Instead, motivate key influencers—persuasive people with multiple connections. Like bowling kingpins hit straight on, they topple all the other pins. Most organizations have several key influencers who share common problems and concerns— making it easy to identify and motivate them.
Example: Bratton put the NYPD’s key influencers— precinct commanders—under a spotlight during semiweekly crime strategy review meetings, where peers and superiors grilled commanders about precinct performance. Results? A culture of performance, accountability, and learning that commanders replicated down the ranks. Also make challenges attainable. Bratton exhorted staff to make NYC’s streets safe “block by block, precinct by precinct, and borough by borough.”
- Knock over the political hurdle.
Even when organizations reach their tipping points, powerful vested interests resist change. Identify and silence key naysayers early by putting a respected senior insider on your top team. Example: At the NYPD, Bratton appointed 20-year veteran cop John Timoney as his number two. Timoney knew the key players and how they played the political game. Early on, he identified likely saboteurs and resisters among top staff—prompting a changing of the guard. Also, silence opposition with indisputable facts. When Bratton proved his proposed crime-reporting system required less than 18 minutes a day, time-crunched precinct commanders adopted it.
This is an excerpt from HBR’s 10 Must Reads (On Change Management). Get your copy here.
Credit: Abhishek Singh
Give People Permission to Fail
When Felicia Ramsey, a marketing manager at SAS, started her career in media and advertising, she said that the only way anyone could measure the potential effectiveness of a campaign was to conduct a focus group, especially since it was so hard to assess the impact of a print or TV campaign. Making adjustments on the fly became difficult; you had to wait until the completion of the campaign to see the results.
With digital advertising, that’s all changed. “We don’t waste our time on anything we can’t measure our ROI anymore,” Ramsey explained. “That allows us to do more of things that work while doing less of things that don’t work.” With digital tools, we as marketers can also experiment and try new things without making the kinds of investments we once needed to. “We have built a culture that encourages and rewards us for taking risks and trying something different,” Ramsey said. “I’ve worked in other places where doing that might be held against you. Here you can be creative and comfortable about experimenting.”
A key lesson we’ve learned is to give marketers the freedom to test and learn so they can make intelligent decisions that will drive change. Since we began applying marketing optimization techniques, our conversion rates on outbound marketing campaigns have tripled, while associated communication costs are dropping. There has been a reduction in list size of 14 percent, a reduction in e-mail opt-outs of 20 percent, and an increase in click-through rates of 25 percent— all of which translates into higher-quality leads, reduced costs, and an improved customer or prospect experience. Achieving that kind of optimization has a direct impact on results, and it indirectly increases marketers’ confidence level. There is far less guesswork and much more time and energy invested in strategies to connect with customers.
A great example of how, by using data and analytics, we are able to be more agile and experiment with new techniques is the evolution of our website, www.sas.com. With millions of visitors to our site, most of whom initially find us through an organic web search, analytics is critical for determining how we leverage a person’s time on the site. With scoring and nurturing efforts, we have experienced conversion rates at 20 percent to 30 percent. Just as importantly, we have enhanced the overall experience for our customers when they do visit our website by making ourselves available to talk with them if they have questions. That’s something we’ve added with our relatively new, integrated, online chat capabilities that allow members of our customer contact center to respond in real time to visitors’ questions.
Adding the chat technology actually began as a skunk-works test program under Aaron Hill, Senior Director of Digital Strategy
Marketing Analytics at Work
Using Data to Justify Additional Resources
In the last decade, live chat has gone from a website curiosity to a mainstay on corporate sites. For companies selling business-to-business solutions, the use of chat is an immediate way to answer questions and establish dialogues with customers, even on their first visit.
SAS began investing significantly in chat resources in 2008, and each passing month brought new levels of engagement. Initially, the contact center operated from 8:30 a.m. to 5 p.m. eastern (US), Monday through Friday. The staff answered questions, provided links to resources, and often initiated a valuable early sales contact with prospective customers.
By 2013, the team realized that web traffic supported the need for coverage later in the day to help meet the requirements of customers in the western United States and Canada. As a temporary measure, the team started to work an altered shift from 12 p.m. to 8 p.m. as a pilot, but that left the group understaffed earlier in the day.
At the same time, the scope of the group supporting live chat expanded to include social media engagement on Twitter, LinkedIn, and other channels. Soon, the contact center was at a crossroads. With a longer workday, more engagement options, and the same staff, marketing leadership had to make changes to meet the increased demand.
The Challenge
The contact center team faced a dilemma found in many marketing groups. The team supported a high-volume activity, but there weren’t enough resources to cover additional efforts such as more channels (social media plus live chat) and a longer workday.
Because the contact center worked closely with inside sales to pass on leads, the marketing leaders proposed a partnership with their sales counterparts. Marketing would increase the operating hours for the contact center to include more coverage for West Coast customers and others on our website later in the day. It would also expand its reach to include more complete coverage of social media channels, as well as discussion forums, as part of a global social media monitoring and response program.
To justify the increased resources, the contact center turned to historical data on chat traffic to determine:
- Web visitors whose behavior indicated a likely lead
- Chat acceptance rate
- Rate of chats to leads
- Number of leads passed to sales • Rate of chats to sales conversions
- Close rate of deals originated by chat
The Approach
The marketing leadership team used the data from contact center interactions to justify hiring additional resources.
The team applied SAS algorithms to historical live-chat results, creating a virtual view of the results the sales team could expect with additional resources. The team applied the same approach to lead conversions and close rates and also added resources to the analysis. Based on these extrapolations, the marketing team could predict the workload and sales leads from each additional staff member and what that would mean to the bottom line. The analysis also showed how the team could interact more effectively across social channels and, as an additional benefit, help SAS recruit attendees to events.
With better data about the historical performance of live-chat sessions, the team members accurately predicted the outcomes of adding additional resources. Rather than simply asking for resources based on gut feel, they made a strong, data-driven presentation to executive leadership. They got the approval, and the contact center hired new staff.
The Results
Soon after adding the new resources, the team began to see that the expanded contact center was living up to expectations. Extended coverage hours and additional contact center resources helped generate more leads for sales from inbound channels. The data showed that these leads had the highest likelihood of converting to sales opportunities and revenue. The additions contributed directly to the bottom line and validated the analysis conducted to justify the new positions.
The team has also become more active in social channels, expanding the company’s presence and allowing the marketing organization to be more proactive. For example, a new Twitter handle—@SAS_Cares—gives customers an additional service channel for quick responses to their questions as well as timely notifications and helpful tips.
Technology, who recognized that all the content on our website might actually be confusing to a visitor, especially someone who simply wanted a price quote. Hill told me he equated the situation with entering a home improvement store and wandering the aisles looking for the right product. How happy we become, therefore, when someone steps out from behind the cash register to help us. In the end, we as customers appreciate help and buy more as a result. Hill thought chat could bring similar benefits to our customers and business. He was right; we’ve seen a much higher conversion rate among visitors to our website who engage with us via chat.
This is an excerpt from Adele Sweetwood’s The Analytical Marketer. Get your copy here.
Credit: Abhishek Singh
Forever Is A Lie: Prologue
On the Eve of His Twenty-Eighth Birthday
9 November 2010
He looks at the arrangement on the terrace of a forty-floor high-rise in Mumbai. A cosy mattress, a transparent tent and five love candles around it. He heaves a sigh of satisfaction. He recently bought the terrace and the floor below it without telling her about it. Tonight he will turn one of her fantasies into reality. They will make love under the stars. Tonight he will also realize his five-year-old dream. He will ask her to marry him the moment the clock strikes twelve—on the eve of his twenty-eighth birthday. He has never been happier.
She is attending a corporate training programme, which is due to end in an hour, at a resort in Lonavla. She has checked her watch at least ten times in the last five minutes. Time seems not to be at its usual pace today. She does a quick mental math for the umpteenth time. Five more minutes for the training session to get over, two minutes to greet everyone, say goodbye, another two minutes to hit the highway and then a couple of hours to reach Mumbai if there’s no untoward traffic. She has already asked her friend, an expert at baking, to make his favourite: blueberry cheesecake. She will make a detour after she reaches Mumbai to collect the cake, which will not take more than half an hour. She will reach his place by 10 p.m. Good, she tells herself and checks her watch yet another time.
The tent is right in the middle of the terrace. He places the smooth white mattress inside and puts a soft blanket over it. The air has just the right amount of chill, which makes him crave for her. For a moment, he can almost see the two of them becoming one inside the tent. He snaps out of the tempting reverie and readjusts the position of the candles. Tonight should be the perfect night, the kind lovers fantasize about, or so he has in mind. He places a sixth candle, a fake one, right above the mattress, where they will place their heads. It is actually a candle-shaped box and has a diamond ring inside.
She feels elated to hear the final ‘thank you for being such a nice batch’ from the trainer. The session is officially over for the day. She rushes out, greeting whomever she meets on her way. Almost everyone asks her if she wants to accompany them to Lion’s Point, a famous mountaintop, but she politely says no and calls her driver.
Satisfied with the preparation on the terrace, he makes his way to the flat and heads straight into the kitchen. He had googled and written down the recipe of sun-dried tomato risotto, her favourite, on a
Post-it note. He has also arranged for Montoya Cabernet Sauvignon—one of the best red wines in the world—as the perfect accompaniment. Suddenly he wants to hear her voice and decides to call her.
She is in the car now. She picks up her phone to call him and finds him calling her. This is how synchronized they are in their relationship. Be it matters of the heart or the mind, they are always on the same page. And it’s this very perfect timing that has gently pushed them into seeking a forever together every day. She says a soft hello into the phone.
He talks to her for some time and then lies that he has some important official work to complete. He has never been the kind who would surprise anybody, but this time he wants everything to be special, a memory that would last forever. She believes his lie. He cuts the call and wears an apron.
She hums her favourite romantic song while checking the photo gallery of her phone. Her car climbs the treacherous roads of Lonavla, with hills on one side and a gorge on the other. A boulder is displaced a few feet above the road that her car is on. Tearing the safety net around the boulders, placed to stop them from sliding down abruptly, it falls exactly on top of her car. It crushes the vehicle out of shape and the driver and her out of recognition. Her heartbeat stops almost immediately.
He keeps waiting to surprise her.
Cracking the Code of Transformation
Comparing theories of change
Our research has shown that all corporate transformations can be compared along the six dimensions shown here. The table outlines the differences between the E and O archetypes and illustrates what an integrated approach might look like.
| Dimensions of change | Theory E | Theory O | Theories E and O combined |
| Goals | Maximize shareholder value | Develop organizational capabilities | Explicitly embrace the paradox between economic value and organizational capability |
| Leadership | Manage change from the top down | Encourage participation from the bottom up | Set direction from the top and engage the people below |
| Focus | Emphasize structure and systems | Build up corporate culture: employees’ behavior and attitudes | Focus simultaneously on the hard (structures and systems) and the soft (corporate culture) |
| Process | Plan and establish programs | Experiment and evolve | Plan for spontaneity |
| Reward system | Motivate through financial incentives | Motivate through commitment—use pay as fair exchange | Use incentives to reinforce change but not to drive it |
| Use of consultants | Consultants analyze problems and shape solutions | Consultants support management in shaping their own solutions | Consultants are expert resources who empower employees |
This is an excerpt from HBR’s 10 Must Reads (On Change Management). Get your copy here.
Credit: Abhishek Singh
Dealing with Dual Transformation
With the ever-changing environment, the adaptability of a business determines its height of success. A leader’s ability to percept the changing environment and act in accordance with it marks the sign of true leader. We have umpteen numbers of cases for both, the success and the failure in leading the organization towards change. Often, the path to change is seen as a one-dimensional one. However, the authors of Dual Transformation beg to differ. They firmly believe in the dual course of action required to take the company out of turbulent waters. The following excerpt clarifies the fundamentals of Dual Transformation by keeping Deseret News at the pivot:
‘Our bedrock case study comes from coauthor Clark Gilbert’s firsthand experience leading a transformation at Deseret Media. The Deseret News is one of America’s oldest continually published newspapers, tracing back to 1850. Ultimately owned by the Mormon Church (which also owns the local KSL television station), the paper historically competed in Utah with The Salt Lake Tribune under what is known in the industry as a joint operating agreement, wherein the two companies share facilities and printing presses but have independent journalists, brand positions, and so forth. As the number 2 provider in its market, Deseret Media was hit particularly hard by the disruptive punch of the internet; between 2008 and 2010 the Deseret News lost nearly 30 percent of its print display advertising revenue and 70 percent of its print classified revenue.
In 2009, Gilbert—who had done his doctoral research at Harvard on the newspaper industry and had consulted to the industry before he became head of online learning at Brigham Young University-Idaho—was asked to launch Deseret Digital Media, a newly formed organization that contained Deseret Media’s collection of websites.
Five years later, however, Deseret Media had a vibrant print publication, including a national weekly that was one of the fastest growing publications in the United States. It also had built an impressive array of quickly growing digital marketplace businesses tied to its KSL classifieds products that collectively produced more than 50 percent of the organization’s combined net income. These digital businesses shared brands, content, and a few other resources with the core business but largely functioned autonomously. Deseret Media had revitalized its historical core business while simultaneously pioneering the creation of a new hill on the media landscape. By the time Gilbert left in 2015 to become president of BYU-Idaho, net income at Deseret, in the midst of an industry in free fall, was up by almost 25 percent from 2010.
Deseret’s success, according to Gilbert, is attributed to organizing the company to adapt to two very different types of change. Rather than view change as one monolithic transformation process, Gilbert organized the company into two parallel change efforts: one to reposition the core newspaper business, and another to unlock new growth in digital markets.
We call this change effort dual transformation.
When you take your first algebra class, you’re introduced to the Greek letter delta. The capital form of the fourth letter in the Greek alphabet, Δ, also serves as shorthand in math equations for change. The kind of change we’re talking about here is indeed a very large delta. Achieving that change requires following this formula:
A + B + C = Δ
Here’s how it breaks down.
A = transformation A. Reposition today’s business to maximize its resilience.
B = transformation B. Create a separate new growth engine.
C = the capabilities link. Fight unfairly by taking advantage of difficult-to-replicate assets without succumbing to the sucking sound of the core.’
For in-depth knowledge about the theory of Dual Transformation, click here .
This is an excerpt from Scott D. Anthony, Clark Gilbert and Mark Johnson’s Dual Transformation.
Credit: Abhishek Singh