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Category: Excerpts

Understanding Strategic Positioning

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Three key principles underlie strategic positioning.

  1. 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)
  1. 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.
  2. 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

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Four Steps to the Tipping Point

  1. 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.

  1. 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.

  1. 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.”

  1. 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

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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

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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.
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Cracking the Code of Transformation

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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 changeTheory ETheory OTheories E and O combined
 
GoalsMaximize shareholder valueDevelop organizational capabilitiesExplicitly embrace the paradox between economic value and organizational capability
 
LeadershipManage change from the top downEncourage participation from the bottom upSet direction from the top and engage the people below
 
FocusEmphasize structure and systemsBuild up corporate culture: employees’ behavior and attitudesFocus simultaneously on the hard (structures and systems) and the soft (corporate culture)
 
ProcessPlan and establish programsExperiment and evolve
 		Plan for spontaneity
Reward systemMotivate through financial incentivesMotivate through commitment—use pay as fair exchangeUse incentives to reinforce change but not to drive it
 
Use of consultantsConsultants analyze problems and shape solutionsConsultants support management in shaping their own solutionsConsultants 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

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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

Michael Burns Gives the Tips to Hack into Your Creativity

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Michael Burns is a university teacher, writing coach, actor, editor and storyteller. He has directed five films for international television and his work has been seen in over twenty countries. He moved to India in 2011, and founded Tall Tales, the country’s longest-running, live-storytelling event series. He also conducts popular writing workshops around India.
Here’s what he has to say about his book Hack Into Your Creativity
Everyone has at least one great story. What’s yours?
If you’re reading this book, welcome.
I’m so glad we’ve found each other.
This is a book of story prompts: ideas, questions and thought experiments for you to enjoy and to write on. They’re designed to stimulate, energize and challenge you (the third of these being the most important). They’ve been written in a particular manner so that the maximum number of people can relate to them in some way. The writing that they inspire is best when it’s detailed, original and sourced from deep inside the writer’s heart and mind. There are eight categories of prompts:

  • What Happens Next?
  • Character-Building
  • Incredible India
  • Genres
  • Everyday Magic
  • Two-Parters
  • Integration
  • Every Hair on Its Head

Each of these subjects starts with a mini introduction to the category. Work your way through them or skip around if there’s a particular skill that you need to work on. I’ve added extra pages at the end of this book for you to write in, but I would recommend combining this text with a notebook so that you never run out of room for epiphanies.
This collection differs from other story-prompt resources in a few important ways. First, the prompts that follow are not random, provocative words or phrases designed to stir you to write just anything. While there is something to be said for that style, I’ve elected, instead, to put together prompts that help you to investigate visceral, transformational and pivotal moments in storytelling. This way, your writing is targeted and helps fabricate a tool that you can use on a regular basis and even in the most dramatic points in your future stories. So, there’s a special emphasis on dramatic tension. Second, this collection also readily explores both fiction and non-fiction because both are essential skills. As all writers know, your ability to find depth and nuance in fictional characters is only possible if you’re willing to, at some point in time, turn that high-powered lens back on yourself. Third, in the vast majority of cases I’ve kept the prompts targeted but very simple, steering clear of the types of prompts that shout, ‘Look how clever this story starter is!’ and instead tried to keep the focus right where it should be: getting you started down a path to discover how clever you are. Fourth, and perhaps most importantly, as suggested above, this book offers you a curated sample of many different kinds of prompts that speak to the many different kinds of storytelling that a writer will likely indulge in—from introspective questions and sentence integration to science-fiction plot twists and character development. In other words, there is a substantial selection of varied prompts to suit your particular interest, mood or even work-related priorities.
These prompts are both specific and flexible. Just like an exercise machine at a gym, the prompts are designed to get you to work on a specific skill, but they can and should be adapted as necessary. I have randomly assigned pronouns (he or she) to the prompts, details that are obviously yours to change at will. I have also suggested goals for the amount of writing you should do after each prompt. This is just a minimal suggestion to help you create a proto-story, a foundational core that can give rise to a story over time. (Having said that, obviously, if you’re set on fire by a topic, with sparks flying off the end of your pen, keep writing!) Having a proto-story as a goal is important because a quality story is not something that usually reveals itself in one inspired session. It evolves over time and builds like a snowball. Some ideas are discarded while others are expanded. Therefore, a reasonable goal for yourself should be to meet at least the minimum lengths I’ve suggested and to infuse those seeds with so much love that they’re busting to grow. A more advanced goal might be to pair this book with your understanding of the universal story structure, giving your writing exposition, rising tension, and a satisfying but unexpected resolution. At the very least, consider three short acts for a simple story structure: let the prompts set things in motion, then let disaster strike your scene, and then finally, see if the characters you’ve created will be ingenious enough to survive or be overwhelmed enough to be snuffed out.
Treat this book as a source of inspiration when you need some. Treat it like a partner to help you get under the surface and beyond the barriers that might be temporarily blocking your creativity. Perhaps, above all, treat it as activation energy. Every chemist knows that reactions need a little push to get them going. And once the reactions start and combinations begin to agitate, percolate and transmute in the unpredictable ways that they sometimes do, you never quite know where you’ll end up.
So, as we get started on creating together, peace be the journey—the alchemist’s journey.
This is an excerpt from Michael Burns’ Hack Into Your Creativity.
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The Third Way to Innovate

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There is a big flaw in innovation thinking today – a false dichotomy. Conventional wisdom says that to survive, companies must move beyond incremental, sustaining innovation and invest in some form of radical innovation. “Disrupt yourself or be disrupted!” is the relentless message company leaders hear. Don’t be fooled. David Robertson in his book, The Power of Little Ideas shows there is a Third Way that is neither sustaining nor disruptive, but is, in its essence, complementary. This low-risk, high-reward strategy is one that all managers and executives must understand and practice in order to achieve competitive advantage in today’s dynamic economy.
The Third Way, isn’t a new concept altogether. Some companies have used the concept in their own way to maneuver their businesses into profit. However, no one has explicitly defined and described this form of innovation as a replicable process. To understand the concept in a concrete way, one should know its three distinctive traits.
First, and most obvious, the Third Way consists of multiple, diverse innovations around a central product or service that make the product more appealing and competitive. We refer to the product at the center of every Third Way project as the key or core product. It is always a key or important product; making a marginal product the focus of so much effort would make no sense. But the product does not always have to be a company’s core product, as its sports drink was for Gatorade and used cars were for CarMax. For Novo Nordisk, its HGH drug was certainly important, but its insulin product was, at least for the period covered in our story, the company’s core product. “Always key and often core” is the way to understand any product that is the focus of the Third Way.
By diverse complementary innovations, we mean that they should fall into a wide range of business categories, such as pricing, marketing, operations, sourcing, and partnerships. Likewise, the innovations should appear in a host of different forms, such as auxiliary products, support services, and social media activities.
Second, what makes this approach work is that all the complementary innovations operate together as a system or family to satisfy a compelling promise to the customer. Gatorade promised peak performance for serious athletes through a complete nutrition and hydration solution. Norditropin promised to make HGH therapy as trouble- and pain-free as possible for all involved. And CarMax promised buyers a hassle- and worry-free experience when they were locating and buying the car they needed.
Third, and perhaps the least obvious in the stories, the family of complementary innovations must be closely and centrally managed. It’s not an ecosystem of interrelated but autonomous companies and products that compete, collaborate, or otherwise co-evolve according to their own needs and priorities. Instead, each complementary innovation is created or selected and then closely managed, usually by the owner of the key product. Indeed, the careful selection and proactive management of this system is crucial to the success of the Third Way.
This is an excerpt from David C. Robertson and Kent Lineback’s The Power of Little Ideas. Get Your Copy here.
Credit: Abhishek Singh
 

The Beginnings of the Syrian Christian Kitchen in Kerala

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Long before the time of Christ, spice merchants and travelers from around the world would visit Kerala. The important seaport of Muziris or Cranganore was populated with Greeks, Syrians, Jews, and Chinese traders who lived in harmony with the people of the region. It was on one of these trading vessels, plying between Alexandria and the Malabar Coast, that Saint Thomas the Apostle is believed to have arrived in Cranganore in AD 52. He began preaching the Gospel to the people of these areas, and eventually established churches in Cranganore, Paravoor, Palur, Kokkamangalam, Niranam, Malayatoor, and Nillackel. Among those early conversions were several Namboodiri Brahmin families, from whom many of the present-day Syrian Christians trace their roots.
As legend has it, the upper caste Brahmins of Palur were converted after a miracle, whereby Mar Thoma (Saint Thomas) suspended water in midair as a testimony of his faith. Most of these early Christians followed the ancient Eastern Nestorian faith and were known as Malabar Christians until the advent of a Syrian merchant—Thomas of Canaan—who arrived in Muziris with four hundred Syrians, including several priests and a bishop. The Syrians were welcomed by the local Malabar Christians as the countrymen of Jesus and Saint Thomas. The two communities eventually intermarried and merged to become Syrian Christians, now recognized as one of the oldest Christian communities in the world.
The present-day Syrian Christians of Kerala are also known as Nazaranis, the followers of Jesus of Nazareth, and though they are now divided broadly into four sects—the Knanaya Christians, Jacobites, Marthomites, and Syrian Catholics—they share many common religious and social practices, and intermarriage is not uncommon. Collectively they retain a distinct identity and remain independent from other Christians in India because of their unique lineage. Life is centered around their liturgy and the observance of days of fasting and abstinence. They follow old Syrian church rites, chanting their singsong Syriac liturgy. The saga of the St. Thomas Christians is narrated in their song and dance forms—Margam Kali (the way of St. Thomas) and the Rabban Pattu (the songs of Rabban).
Syrian Christians are identified by their family names which reflect the profession of a family elder, place of origin, or sometimes nothing but pure whimsy. My own family, a large Syrian Catholic clan from Kanjirapally, is called Pallivathukkal, meaning “at the church gate,” as many centuries earlier my ancestors had settled near a church in Nillackel. My husband’s family name, Thekkekunnel, means “south hill.” Thadikaren, another family name, means “bearded man,” and the poetic Myladi means “peacock dance.” First names are biblical, and customarily the firstborn is named after a paternal grandparent and the secondborn after a maternal grandparent. Thereafter, aunts, uncles, and saints lend their names to the newborns. The second name is taken from the child’s father, but a Joseph George, say, may be anonymous until, when paired with his family name, he can be immediately placed as Joseph, the son of George of the Pottenkulam family. Syrian Christian names are distinctive and a George may also be known as Varkey or Varghese; a Paul can be Peeli or Paulose; and an Abraham can be called Avira or Ittira. Similarly, the female Syrian Christian name Rachel may be Raahel; Elizabeth can be Aley or Elamma; and Bridget, the melodious Uschita.
Most prominent Syrian Christian families are close-knit and connected by an intricate web of marriages. I have vivid memories of my mother and sisters spending hours disentangling family connections, the links being the women who married into each family. With many of these large clans expanding into several hundred members, some families now hold periodic kudumbayogams, family get-togethers which allow members of the family to reconnect.
Christianity in India has long been synonymous with education and the Syrian Christians have made a significant contribution to this field, partly by means of their large number of clergy. Today they have evolved into a distinct, indigenous community of agriculturists, scholars, industrialists, and professionals. A large number have moved to other cities in India as well as to distant lands, and though erudite and cosmopolitan, they are still attached to the traditions and customs of their ancestors.
Described as “Hindu in culture, Christian in religion, and Syro-Oriental in worship,” Syrian Christians enjoy the status of a prosperous and socially prominent community.
Sautéed Squid
Koonthal Varathathu
Squid turns rubbery if overcooked, so once marinated they must be quickly stir-fried and served hot, with a fresh sprinkling of lime juice. Serve with rice and accompaniments or as a snack.
Grind the garlic, chilli powder, turmeric, and pepper- corns to a coarse paste in a mortar and pestle.
Mix the garlic paste with the rice flour, salt, and lemon juice and rub into the squid. Let the squid marinate in the spices for at least 2 hours at room temperature.
Heat the oil in a skillet and add the squid. Stir-fry over high heat for 3 to 5 minutes, removing from the heat when the spices brown.
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This is an excerpt from Lathika George’s ‘The Suriani Kitchen’.
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Narrating Stories with Data

Posted on by Penguin India

As director of analytics and A/B testing at Visa, Ravichandran supports executives, leaders, and decision makers in product, marketing, sales, and relationships. He explained to me that “we are the custodians of the data, so our responsibility is to enable our users to have confidence in the decisions they make using that data.”
One of the biggest changes the analytical era of marketing has brought about is that things need to happen much faster than before. “We used to have a very linear approach,” Ravichandran told me. “Now when something is going live, there’s already an immediate need to respond. We need to be able to take action on the fly.” Because of those changes, marketers can no longer think about analytics as something that supports them or a function that just one person, like a chief digital officer, would perform. Rather, analytics is now an integral part of marketing’s value chain.
Ravichandran said that numbers by themselves are historical. That’s why, while data is needed to inform campaigns, at the end of the day, it still comes down to marketers using their gut feelings to make the best decision possible. “And we can use data and analysis to inform and guide us in the right direction,” he added.
Because data and analytics are now so intertwined with marketing strategy, expectations for leadership on the marketing side have changed. “It’s no longer acceptable to say you’re a marketer, but you’re not a numbers person,” Ravichandran said. “Executives are demanding more data literacy as a precursor for being a good marketer.” And it’s not just in the marketing space. He added, “All of our chief executives are comfortable with numbers and data-driven approaches.”
Ravichandran was quick to clarify, however, that a focus on data, numbers, and quantified measures should not replace the value of vision: “I have an enormous respect for data, but I also believe all of it has to be driven by strategy, the business case, benchmarking against the industry, all those things that provide a broader perspective. You have to understand what specific metrics you’re trying to impact with your actions.” He advocates the importance of understanding your company’s business model, applying and measuring the right metrics, and truly understanding your competitive position and your customers’ needs.
The big mind-set shift we need to make, therefore, is recognizing how our intuition is now informed by data and analytics. When someone comes to a marketing manager or leader with a proposal to spend, say, $250,000 on a campaign, she had better come armed with data, analysis, testing plans, and expected outcomes, as well as what her gut is telling her.
This is an excerpt from Adele Sweetwood’s The Analytical Marketer. Get your copy here.
Credit: Abhishek Singh
 

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