Sachin Pilot(Minister of State for Communications and IT) :
"In Indian Parliament,2/3rd of MPs do not get re-elected the second time.Perhaps the Indian electorate is impatient.If one does not show results, one will not be re-elected
"A call for Bengal package, a Maharashtra package, a Bihar package…what about an India package ? The country expects a lot from this generation."
"A lot of young MPs with no famous surname are also doing well, but don’t get mentioned enough.The bar is perhaps higher for successors with famous surnames."
"Nothing pleases one who wants the successor to do even better than the past incumbent.The second generation have to prove beyond doubt that one can grow.The competitive environment changes ,one has to strive. In the political side,if one does not deliver, one will be eased out.Not every son and daughter is capable of taking on the mantle, I respect the people who bulldoze their way and do something different.It takes a lot of guts to acknowledge what one has and what one has not.Focus on one's strengths."
The “license” for being a MP has to be renewed every 5 years. "
"It may seem that one has to win the "ovarian lottery": be the elder son , and you get passed the mantle"
Dr. S. B. Mujumdar
"Taking over the mantle is the centrality of the perpetuity of an organization. Every organization has to start from scratch, face difficulties. The founder does not know if the idea will succeed in his lifetime. There is a struggle. But a stage comes when the mantle has to be passed onto the next generation. In India, the family is the fulcrum. So when the chance comes it passes onto the next generation. Examples in Pune like Bharat Forge, Bajaj, Thermax.."
Dr. Vidya Yeravdekar(Principal Director, Symbiosis Society)
"1st challenge:The challenge,is perhaps not taking over the mantle but giving the mantle.The founder has to be sure that the vision will be carried forward by thesuccessor.
2nd challenge :“We don’t want to be known as sons and daughters of founders, we want to establish our own identity.
3rd challenge: How does one get acceptance and develop a bond with long-timers in the organization."
Anu Aga(Director Thermax, Member National Advisory Council):
"I had to walk the talk regards succession planning, and I wanted to leave through the door when I had the chance and the energy and enthusiasm to do what I liked."
Meher Pudumjee(Chairperson, Thermax India Pvt Ltd.)
"After my brother’s demise, the TOI headlines said:”Thermax loses its future CEO”. Men are seen as the next in line, and women take over if they default. Meand my brother were treated equally. We had shares in the company, but we were told by my parents that we did not have necessarily manage the company,we wereto bring in the best."
"1)Laksman rekha between CEO and Chairperson2)Do not get into non core regions, we got into software3)Surround yourselves with people who are better than you.4)See things objectively, “my grandfather started it, we can’t close it down”5) Accept humility to accept change 6)be transparent with your stakeholders 7)never taking success for granted.I had ambivalence when my mom retired. "
"I too did Vipasanna , and it gave me inner peace. My mother has passed the mantle with much grace.In India , we have examples of passing the mantle but the incumbent looms behind. My mom is there to support me."
"My husband is on the board and I am the chairperson; as a woman there is a delicate balance which needs to be maintained."
"Focus on green technology.Green technology requires a lot of resources, and the ROI may not happen in the near future.We are grappling with this issue."
Afternoon session :
Dr.Parag Sancheti(Chairman , Sancheti hospital):
"Heard during my MS comments like 'Your dad used to do this operation in 14 minutes.and you take 44 minutes'. Later on went to Nottingham, there was no such pressure then.Later joined his father in India in 1994."
"People compare you with what the father has achieved over a lifetime with you even at in the early days. One has to accept this."
“I had a benchmark as in what my father had done, so knew how much more I need to achieve. People need to respect you for what you are doing, not what yourname is. Don’t command respect but earn it.”
"I changed the floor in which my office was(initially my office was beside my father’s).People used to visit me, and then my father to see if I was right."
"We used to have arguments, but they were in closed rooms. Usually they were about which departments need to be started. Results started showing up, and my father and people started accepting me more. My books and research was getting published, patients were showing results in shorter spans of time..."
"I now feel more responsible now. Ultimately being second generation, I had everything on platter. But without hard work, one will not succeed. Being rich orpoor is not counted by what you have but what you are. No shortcut other than hard work."
Rajiv Bajaj(MD, Bajaj Auto):
(jokingly)"Both Dr Parag and Mukta have a reason to be greatful to me :if I didn’t make fast Pulsars, Parag will not get anyone to fix.If I did not drive my people so hard to get the results, Mukta will have none to counsel"
"I worked at Tata Motors and learned not what not to do."
"Making better is not enough, creating something better is needed."
"It seemed that not only do we need to make or create better, we need to sell it for free”.
"Can we beat Honda on quality ? Can we hope to beat them on price( Honda has factories in China).We thought hard as to who are our competitors ."
"Ries and Trout came in as teachers. Also a teacher from Japan –they guided the, But these teachers are available to competition also, then our gains are not sustainable."
"From 2002, I started studying homeopathy not to become a doctor but to study its logic.”
"As per HBS profs says 'Execution is strategy' but I do think its not all."
“Better quality at lower cost”
"When in General Motors,the "general" becomes larger than the "motors", it is not good"
Mukta Puntambekar(Dy. Director.Muktangan Mitra,Project director,Muktangan De-addiction centre)
"I did not think myself as a leader till I got the SIIB Leadership Series 2010 invite. I had a chance to introspect as I thought I was doing just my job."
"We don’t call them patients ,rather we call them friends."
"70% of our staff are recovered addicts. When I applied , my application went through the Board of Trustees.No special treatment was given to me, and this helped my colleagues to accept them."
"My mother was diagnosed with cancer.After her death,we were worried whether the friends would turn into addicts.We had challenges:financial problems, some staff was creating problems, I was suppressing problems, I started talking about it.This helped"
"We then applied for ISO certification to show our quality-not just as a show-off value.We got it, and my father told me the biggest certification was the satisfaction of our the our "friends" "
Interaction with audience:
Rajiv Bajaj:
"Al Ries:”The leader is one who can find future of the company in the future activities of the company”"
"Rajiv recalls saying to his father Rahul Bajaj:Good news and bad news. Good news is that we are going to rescue to the company. The bad news is that we are going to rescue the company from you."
"On why the Bajaj name is being removed from Pulsar:1)You can make the hole bigger but not move the hole. Bajaj was well known for low cost scooters and not premium segment.A zoo has no pedigree. It is better to bet on the lion rather than the zoo"
Final comments by moderator Atul Tandan:"Geneticity is a certainity, merit is an intelligent guess."
Navin Chandani(class of 1995, SIIB) , Sarvahshrestha Leadership Series 2010 Award winner:" A leader defines reality and gives hope."
Sunday, September 5, 2010
Thursday, September 2, 2010
The Speakers for SIIB Leadership Series 2010
Ladies and gentlemen, SIIB proudly presents the speaker line up for SIIB Leadership Series 2010:Mr. Sachin Pilot(Minister of State for IT and Communications), Mr. Rajiv Bajaj(MD, Bajaj Auto Limited), Ms. Anu Aga(Director,Thermax India Ltd., Member of National Advisory Council),Ms. Meher Pudumjee(Chairperson,Thermax India Ltd.),Dr. Parag Sancheti(Chairman , Sancheti Hospital),Ms. Mukta Puntambekar(Dy. Director-Muktangan Mitra,Project Director- Muktangan De-addiction Centre), and Dr.Vidya Yeravdekar(Principal Director,Symbiosis Society).
Wednesday, September 1, 2010
Punch Tantra buzz event
Punch Tantra was held today at the SIC Atrium with the participation of all three colleges of SIC as part of the pre-events leading to SIIB Leadership Series on September 4 2010.There was keen competition for the top honours.Col. Mohan gave away the prizes for the winners of Punch Tantra and also to the winners of the Pre-event quiz. The winners of the quiz were Abhinav Kumar( E and E, MBA 2009-11, SIIB), Pragathi MS (SCIT - MBA ITBM 2010-12) and Anushka Saha(SCIT - MBA ITBM 2010-12).All eyes are now on the major pre-events starting from tomorrow.
Sunday, August 29, 2010
Saturday, August 28, 2010
Sunday, August 8, 2010
The young Turks:taking over the mantle
A new generation is being baptized by fire in companies across India Inc. This rigorous training is imposed by their parents to acclimatize them to the grim business realities. They are suave and talk straight. They are educated from Ivy-league institutions. They are fluent in the grammar of global business. They spent their childhood days under the cozy confines of their parents who, during the early nineties, were liberated from the shackles of License Raj. Rising like a phoenix from the ashes of the socialist India, these business-family scions cannot be but ambitious. They are coming of age at the right time when India Inc ambitiously marches into the twenty first century.
The decade after the second millennium A.D has been quite remarkable for billions of Indians as it heralded the resurgence of India as the cynosure of the world, spurred by globalization and information technology. The most fascinating aspect of this rag to riches story is the way India arrived at the right moment, realizing its innate strengths developed in her tryst with the forces of history, to lead the way in the vicissitudes of time. Be it India’s rich legacy of ancient sciences or the ‘palimpsest’ comprising diverse cultures within Indian DNA or the royal bequeaths of the English language from the British colonial masters, everything seems perfectly planned to orchestrate the rise of India in the new millennium. This “Naya Daur” has infused a whole new generation of Indians, repressed and shackled by centuries of colonialism, with an empowering sense of confidence to lead and conquer the world. The rise of the entrepreneurial spirit across cities and villages speaks volumes about this Himalayan aspiration running in every nook and corner of the country. No dream is now too big to achieve.
Behold! The Gen-Next Leaders have arrived
Leadership through the centuries has been shaped by the challenges of the society it addressed to. Leaders of the previous era were defined by a strong element of superhuman-ness which gave them the wherewithal to exercise power over their legion of followers. Their operational levers were driven by centralized power structures arising from one single authority. They were charismatic and extra-ordinary individuals who operated from a higher plane of reality. Their ability to lead depended on their capability to distance themselves from the web of circumstances their followers were led into. Their strong personality and exalted stature however turns out to be a liability in this new era as it makes their followers dependent and blinds them from understanding the dynamic and interconnected reality we are now living in.
In the new era, a leader is essential as long as the follower discovers the leader within. Leadership in the new era will transcend the limiting boundaries of gender and personality and will be characterized by an invisible, galvanizing spirit whose seed lies in the heart of every follower. Leadership energy cannot afford to be myopic in this new era. With the entire world remaining interconnected through seamless networks, leadership has to be mindful of the consequences of each and every decision taken, not just in its surrounding environment but also in distant borders where its repercussions may be felt.
Taking over the Mantle
While the new legions of leaders are working their way to the upper echelons of management, they cannot afford to forget that the remnants of old institutions still exist, while companies are transitioning to the new Era. This transition phase is highly critical especially when they are taking over the mantle. While they are hungry to steer the winds of change, in accordance with the changing times, it is important that they remain sensitive to the pain involved in transition. The greatest challenge would be in infusing the sense of change in the warp and woof of the organizational culture built laboriously over the years by their ancestors. While their ancestors faced existential angst during the pre-liberalization days, time has come full circle as these new business scions are asking tough existential questions as they move from de jure to de facto multinational in a globalized world. It is no easy challenge. It would cut the mustard amongst the crop of new leaders waiting to lead India Inc in the twenty first century. Are they ready?
--Venkataraman Ramachandran ('09-11,Marketing)
Taking over the mantle
Every year Symbiosis Institute of International Business(SIIB) organizes the “Leadership Series” as a platform for interaction between its students and industry leaders. It is a one day event, which is a confluence of the great minds from the various industrial sectors, all of which serve as a rendezvous for the corporate and the academia. This helps the students gain the much needed industry insights, adding to their learning process.
Following the success of the first SIIB Leadership Series in 2003, which was graced by prominent personalities of India Inc such as Mr. Homi Khusrokhan (MD,Tata Tea), Mr. U. V. Bose (CEO, Air Sahara), Mr. Rajnish Narula (CEO, Alliance Capital Asset Management) to name a few - SIIB Leadership has served as an exciting platform for the future young managers of SIIB and delegates from other top B-schools to interact and the get the real feel of what it takes to make it to the pinnacle on a career ladder.
Over the SIIB Leadership Series in following years, the annual flagship event of the Symbiosis Institute of International Business (Pune) has witnessed the confluence of the diasporic experiences and rejuvenate thoughts, from the leaders of all genre of Corporate India.
Mr. Adi Godrej (Chairman, Godrej group), Mr. Habil Khorakiwala (Chairman, Wockhardt Ltd), Mr. Jagdish Capoor (Chairman, HDFC Bank), Mr. M. N. Singh (Chairman, Invent ARC Pvt. Ltd), Mr. Bala Swaminathan (MD, Standard Chartered Bank) are few of the many distinguished personalities who have graced the occasions in succeeding Leadership Symposium.
The Leadership Series 2009 saw the extension to a yet new dimension of inviting eminent speakers from diverse professions apart from the corporate leaders to advertisers. With the theme "Entrepreneurship", the 2009 series was marked by the presence of
- Mr. Ravi Pandit Chairman & Group CEO, KPIT Cummins Infosystem
- Mr. P.P. Chhabaria Chairman, Finolex Cables Limited.
- Mr. Navin Suri, CEO, ING Investments, India
- Mr. David Wittenberg, The Innovation Workgroup
- Mr. Ravi Deshpande, Chairman & Chief Creative Officer , Contract Advertising
- Mr. Abhijeet Rande, Associate Director, Pricewaterhouse Coopers
It is a very well known fact that family-run businesses are the bedrock of almost all of the world’s economies. Less well known is that, according to numerous research studies, family firms perform better than non-family businesses. These outstanding achievements are often attributed to the unique competitive advantages that these firms have gained over time. Particularly, family involvement encourages long-term orientation and patience, attributes that help family firms stand above the rest.
A typical business system emphasizes concepts like “rationality,” “competence,” “contract,” “future” and “money,” whereas a typical family system values “emotion,” “relationship,” “memories” and “love.” With the same spirits this year we present to you, Leadership Series 2010 to be held on 4th September 2010 at Symbiosis Infotech Campus, Hinjewadi, Pune with the theme “Taking Over the Mantle”.
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