Where are we with SDG’s Gender Equality?

Watching Ladies First, Daughters of Destiny and An Inconvenient Sequel over Netflix this week has been an eye-opening to see many various gender politics and it’s challenging to India in many paradigms. Equality being a big question mark universally, it is now we need to understand how do we break that question mark! Either it’s about gender equality, education, finance or basic human rights, the caste, class and male dominance have always been a threat. 

PC: NETFLIX ORIGINAL SITE

If you have watched “Ladies First” or “Daughters of Destiny” it clearly talks about how caste and gender play a huge role to create inequality and becomes a threat to many girls to achieve their goals. When caste is the biggest challenge over India, race and class is the biggest challenge over the world. Even the girls from lower background access to education, they fail to access professional life. 

According to UNICEF across Worldwide, 132 million girls are out of school. Only 66 per cent of countries have achieved gender parity in primary education. At the secondary level, the gap widens: 45 per cent of countries have achieved gender parity in lower secondary education, and 25 per cent in upper secondary education. In India, according to the Census of India 2011, the literacy rate of females is 65.46% compared to males which are 82.14%. Compared to boys, far fewer girls are enrolled in the schools, and many of them drop out. This clearly tells us how much gender inequality that exists across the world. 

All these documentaries targets to show SDG 5: Achieve gender equality and empower all women and girls. Women and girls, everywhere, must have equal rights and opportunity, and be able to live free of violence and discrimination. Women’s equality and empowerment are one of the 17 Sustainable Development Goals, but also integral to all dimensions of inclusive and sustainable development. In short, all the SDGs depend on the achievement of Goal 5. 

Whether corporate/government are doing enough to tackle these issues? Women empowerment has been a hot topic since the feminist movement has started across the world. And it has been pushing government and corporate programmes and policies to achieve SDG’s Goal 5. In India, there are many government Programmes like Beti Bachao Beti Padhao, Sukanya Samriddhi Yojana, Balika Samriddhi Yojana, CBSE Udaan Scheme, National Scheme of Incentive to Girls for Secondary Education, Dhanalakshmi Scheme to irradicate inequality among girl children. Many corporate companies do have policies regarding maternity leaves and encouraging women to join work after the break, acts regarding the protection of women from workspace harassment like POSCO and so, and many such policies to create a safe workspace for women. In the Daughters of Destiny The Shanti Bhavan Children’s Project, founded in 1997 in Bangalore by the Indian-American businessman Abraham George, is a boarding school that accepts 24 preschool students a year and provides free education (and food and housing) through 12th grade. Like this, there are many corporate leaders and companies working on the development of women who are from backward caste and class. Another good example is “Azim Premji University” in Bangalore which works on giving opportunities and development of minority communities from various background. 

Tackling the traditions, belief systems are the biggest challenges to anyone who wanted to create a change in the traditional system which is depressing. At this point of time legislation comes for help to break those beliefs. Sometimes, Law cannot change everything, but when we do things and use the existing law will definitely bring a change. The executions of those laws need to be executed through the government and corporate initiatives to break the chain of discrimination. 

 

Whose expectations are you running with?

Today when I watched “The Devil Wears Prada” made me look back on my first job. Thrive to be perfect and keep up by boss’s expectations, and this wild runway to be the greatest in my career. Years back when I was working at Radio, being this person who was impressed by her boss and the most creative and credible employee made me too obsessed with my work. I used to stay back late at night, work extra hours to bring the best productions the station ever had.

PC: Movie “The Devil wears Prada”

In this run, I was exactly like Andy and my Boss was like Miranda from “Devil wears Prada”. The beginning of my job was great, my boss was super impressed by my creativity and shows, also winning a National Award was a bit of crown I was wearing in that space. As days went on, over the years I was expected a lot. She was so perfect and knew in and out of community radio(of course that’s why she was a boss). She had greater expectations from me, and I was working like anything to keep up those expectations. Though I was keeping my mark with my career, I failed to keep the work & life balance. My boss was smart, she usually got what she wants from me. There was a lot of radical sacrifices I had to make to show the excellence in my job. As much I was loved by other employees, I was also hated by many for bringing new systems and introducing new work ethics at my workplace.

I just came out of my teens, and I had great potential and hunger to be successful and working to create my own identity. In this commitment, I forgot my self-respect. I said yes for all given targets, and raised my boss’s expectations. I was well aware of my strength and weakness as professionally, but I forgot to have my personal life. But I do not regret any of these things. I am glad my first job and the start of my career was tough, and it taught me a lot. It not only taught me to be perfectionist and excellency, but it also taught me “to be me”.

Exactly in the movie how Andy walks out from the Runway to follow her passion and not to be so self-centred with career and be the one who is different, I made my choice. I left my job and followed my passion to be an Artist and travelled across the world. The one thing I carry myself from my first job is, not to follow your boss to be excellent, but follow your heart and be excellent in your own way. It is not about making your boss happy, it is about whether you are happy about what you do at your workplace! Sometimes you need to know that, you don’t have to impress others to be recognised, you need to impress yourself and be self-assurance to be the key to success. There are always expectations in every job, but the question is – do you live for others expectations? Or what do you expect from your self?

Sometimes you need to just wanna have fun!

We have covered many managemental movies to study the strategies and philosophies of Management. Today we are going to discuss breaking the monotony of work life. As part of the studies, I was recommended to watch “Office Space” (1999) American movie. The protagonist Peter in the Office Space movie gives us many lessons to understand the choices of workspace and personal space.

Firstly, let us understand what is office space? If we study the history, the office is an influence and evolution of the catholic institution. The only difference is the Catholic institution is about spiritual learnings and office is your demand for livelihood. By default, we all end up working at an office and get into most monotonous work life. Getting engaged with the same tasks and targets can get the individual boring or stressful. Most of the time we might end up the job that we are doing and force ourselves for livelihood. As much humans’ fear change, we also expect a change in our lives.

In the movie office space, Peter addresses his boss “The thing is Bob, it’s not that I am lazy, it’s that I just don’t care” when he is missing his office hours. Peter gets so stressed with the monotonous life at office space that he stops caring about those boring life. And all that he wants is to have some fun. Having fun, in general, is very important. And, you need to be having fun at your office space. The Monday mornings shouldn’t be Monday blues, it should be Monday motivation to keep up your spirit until the weekend. There are many ways to break the monotony of work-life, like listening to music, writing an email to old friends, having a good conversation with colleagues, a conversation which isn’t related to office, taking breaks, having a potluck, office outings and so. So you are not bound with the monotony of work life. And, these gaps are important to enjoy your workspace.

Before jing any work, we need to know how passionate are we with our career choices. Because when you love what you wanted to do, even if it is stressful you might be able to negotiate it. You need to listen to your heart than brain sometimes. You need to see the little things that you work-life positively influence you as a person. And very importantly “To be who you are” then pretending to be someone to fit in. You need to just chill sometimes then running monotonous with life.

Everything is an art in this world. Though your office work is all about earning for your livelihood, you need to be creative with what you do. What is creativity? It is as simple as something which is different and not boring. Sometimes it is as simple to add more colours on your presentation than being too formal with black and white, or than blabbering about the concept you wanted to discuss telling interesting stories and engaging your colleagues.

PC: Office Space movie

As we enter our professional life, we will have the challenge to balance our personal and professional life. Sometimes we need to choose something than the other one. But it’s okay until you bring balance. There will be clashes between our personal and career choices, but it is important how we priorities our choices. Because as much our livelihood is important the source of income for that livelihood is also important. Sometimes you just have to get out of the monotony and go out with your partner and watch kungfu tonight or keep playing kungfu with your boss and monotony office life.

COVID-19 Pandemic preparing mankind for “Sustainable Living”

PC: https://www.wbay.com/

It is said that 80% of employers have become poor. Many business leaders spent their whole life to grow and take care of the company, now they need to make sure salaries are paid on time, every month in the crisis of COVID-19. Every decision is a gamble today, but the business environment is getting tougher and tougher.

As COVID-19 continues to spread around the world, the measures implemented in China may be instructive for other countries now struggling to control the virus.

Hangzhou, the capital city of Zhejiang Province, more than 1,000 miles away from Wuhan, the epicentre of COVID-19, implemented multiple control and prevention measures from the very beginning of the outbreak.

Within a week of identifying the unknown virus, China successfully sequenced it and reported the genetic information to the World Health Organization (WHO).

In comparison, it took a couple of months for SARS to be identified and sequenced in 2003, and a few years in the case of HIV in the 1980s.

The identification of a virus’s genetic sequence is critical to developing a vaccine and therapeutic treatments. The rapid identification of COVID-19 allowed scientists around the world to immediately start developing test kits, treatment options and vaccines.

One of the critical tools in controlling a major epidemic is having specific, reliable, accurate and fast detection methods to screen infected and non-infected people. During the early days of the outbreak in Wuhan, there were no test kits available, and screening depended on laboratory nucleic acid sequencing analysis, a labour-intensive and costly method. The National Medical Products Administration of China took immediate action to speed up the work of biotech companies to develop detection kits. The first kit was introduced on 13 January, with a sufficient supply available two weeks later.

The flattened curve shows how a reduced rate of coronavirus infection could reduce the impact on hospitals and the wider healthcare system

The experience in China reinforced the importance of listening to science and public health experts during pandemic events. And overreacting is better than not reacting.

China’s unprecedented systematic and proactive risk management, based on collaboration between government officials and health experts, has proven to be effective in containing and controlling COVID-19. The timely release of disease-related clinical data to the public and WHO helped many around the world prepare for the spread. For example, analysing more than 40,000 cases in China, we know 80% of COVID-19 infected patients won’t need medical intervention, while 20% would need medical treatment and care.

Zhejiang Province was the first to raise the risk management response to the highest level in the early days of the outbreak when there were no confirmed cases.

Hangzhou, where Alibaba is headquartered, was one of the first cities to use big data and information technology in the prevention and control of COVID-19. They named the approach “one map, one QR code, and one index.”

It’s been two weeks since select businesses and organizations have been allowed to reopen to workers. Here are the policies they implemented:

• Businesses reopened in several phases based on priorities. For example, healthcare-related facilities were allowed to open first.
• Restrictions were eased based on track records.
• Health QR codes were established for everyone in the city and everyone who entered the city. The green code allows you to move freely. The yellow code requires a seven-day self-quarantine. The red code requires a 14-day self-quarantine. The yellow and red codes can be turned green after the quarantine time. This health surveillance system has been applied in most cities in Zhejiang Province and will be implemented in other provinces.
• Each individual must monitor and record their temperature and update their profile daily in order to maintain their health status level.
• The health database is closely monitored by Hangzhou’s Center for Disease Control and Prevention.

These new technologies have so far proven to be very effective, at least in Hangzhou. While it’s challenging to effectively detect travellers who might bring COVID-19 back to the city, the good news is, so far, there is no sign of the second surge of COVID-19 in Hangzhou.

People in China are courageous and united in the effort to combat COVID-19. The higher mortality rate in Wuhan was attributed in part to the lack of medical resources available at the time of immediate need. Wuhan’s lack of disaster control management response mechanisms led to poor disease containment, widespread cross-infection in patients and healthcare workers in hospitals and weeks of chaos.

In drastic contrast, government officials in Zhejiang Province were well prepared to mobilize immediately and allocate resources and manage and monitor the evolving epidemic in a proactive fashion with impressive results. In Hangzhou, 204 public health physicians have been investigating cases, identifying close contacts, and making sure they remain under surveillance. Also in Hangzhou, doctors completed the world’s first double-lung transplant surgery on a COVID-19 patient.

The shortage of protective medical supplies and lack of knowledge about COVID-19 were the main factors causing a large number of healthcare workers to contract the virus in the early weeks of the outbreak in Wuhan. Over the past 6-8 weeks, however, 31 medical teams consisting of more than 42,000 doctors and nurses were sent to Wuhan to combat the outbreak. (Zhejiang Province sent 1,985 healthcare workers and, as of today, not one is infected.) Two new hospitals with over 1,000 beds each were built in less than 10 days in Wuhan.

At the same time, however, we also need to consider other types of patients suffering from major non-infectious epidemiological diseases such as cancer, hypertension and diabetes.

In fighting COVID-19, everyone is equal. Everyone has the same responsibility and shares the same risk. COVID-19 is very contagious and capable of asymptomatic spread, so it’s even more important to mobilize all of society and get everyone involved in the process. The successful implementation of prevention and control measures in Hangzhou, a city of 10 million people, is an example for other parts of the world to follow. Again, the key to success is to make everyone responsible, get every unit involved and hold officials accountable. We also need to change how we have been living and be responsive to new challenges.

Careful planning and clear guidance are helpful. Hangzhou has allowed employees to go back to work in several phases. Many businesses, organizations, schools and universities are successfully implementing computer-based online learning using technology like Zoom meetings, which could be models for future development.

During an epidemic, it’s advisable to avoid large gatherings and multiple person-to-person contacts. China might have lost billions of dollars by essentially stopping all business, but in the end, this will have been a wise decision and correct action.

China has provided continuous, clear communication to the public. In Hangzhou, for example, the major news outlet provides daily updates on the number of COVID-19 cases and clinical treatment outcomes, plans to be implemented and guidelines and procedures to follow.

Zhejiang University School of Public Health has been fully engaged since the beginning of the outbreak. We developed easy-to-understand educational materials for students and the public with information about COVID-19 and how to prevent the spread. We speak on television news and write online papers. We believe it’s the responsibility of all public health experts to provide factual and scientific information to people and to lead the way in fighting the disease.

China is restarting its economy, reopening schools and returning to normalcy. As a report from the WHO-China Joint Mission concluded, a science-based, risk-informed and phased approach is being taken, with a clear recognition of and readiness for the need to immediately react to any new COVID-19 cases or clusters while elements of the containment strategy are lifted.

These are the lessons the global community could learn from China at national and local levels. This global health risk teaches us the importance of preparedness to prevent and control an infectious disease outbreak. It could also help us think about how to modernize disease control and prevention in China and around the world.

The decisions to take right now at COVID-19:

• Provide clear guidance about the degree and scope of lockdowns.
• Track implementation down to individuals, apartments, houses, communities, organizations, public facilities and city management.
• Keep essentials like food and supplies flowing through organized, government-controlled arrangements.
• Designate infectious disease care and management facilities to isolate, monitor and treat positive cases.
• Establish electronic recording and tracking systems and local response teams to handle identified cases 24/7.
• Establish centralized reporting and communication channels to keep citizens informed.

 

A strongly developed crisis response capability is required to ensure the efficient management of incidents in order to minimise associated negative impacts, meet government priorities around maintenance and confidence, and to ensure the continued delivery of critical national infrastructure. Many organisations have these plans in place for the workplace and supply chain but COVID-19 has already unveiled flaws in some. Given the unknown variables surrounding the outbreak, it is important to review crisis and business continuity plans, develop different scenarios and put them to the test.

There was hope initially that the coronavirus outbreak would remain contained in China. However, the recent spread to other countries means that the virus is likely to affect between 25% and 70% of the world population; our baseline scenario is that around half of the world population will be affected. Policymakers have difficult choices to make: they must decide whether they prefer that the epidemic run its natural course and peak quickly, or that it be spread over a longer period if quarantine measures are introduced. If the epidemic reaches its peak sooner, the death toll will be higher—all the more so as the flu season will not yet be over and healthcare systems will quickly become overwhelmed. However, in this case, the economic impact of the epidemic would be less severe, as containment measures would be lifted earlier. Conversely, a longer epidemic would probably lower the death toll but exact a higher economic cost.

The fact that the disease has a low fatality rate, and its symptoms are mild for about 80% of people, represents another challenge: it means that the coronavirus spreads easily, as sick people think that they merely have a minor cold, do not get tested and unknowingly contaminate others. At the other end of the spectrum, about 20% of people affected by the coronavirus will experience pneumonia, which represents the severe form of the disease and often requires intensive medical care. After they recover from the infection, they could continue to suffer from extreme fatigue for up to six months. This means that a significant share of the world population will become less productive for an extended period of time.

Monetary policy constraints, and the difficulties of shaping a co-ordinated monetary response at the global level, mean that fiscal stimulus might be the only option for many developed countries to support growth. However, this is not given. In Europe, a co-ordinated fiscal stimulus appears unlikely, not least because Germany remains reluctant to abandon its balanced budget rule, despite calls to do so from other countries. In addition, the introduction of fiscal stimulus measures in Italy, which is hard hit by the coronavirus, would further worsen the country’s public finances and increase the medium-term risk of a financial crisis. Meanwhile, Japan’s public debt already stands at almost 230% of GDP, the highest ratio in the world; it is hard to imagine that it could go much higher without becoming a systemic threat to the global economy, all the more so if global growth slows sharply. Finally, in many other highly indebted developing countries, fiscal stimulus would only raise the risk of a debt crisis down the road.

Conclusion:

The central and various state government have taken measures that there is enough supply of essential commodities like food and medical emergencies. Steps are also taken that there will be no holding or black marketing of essential commodities. A direct cash transfer to the beneficiaries of various social schemes like old age persons, widows, physically disabled, free supplies of food grains to economically weaker section of society who would be most affected because of unemployment. On the health end, the government is collaborating private labs and hospitals for testing of Covid 19, the rates of the test have been fixed, various ventilators are procured, isolation wards have been set up (Example: 1700 beds have been set up at Victoria hospital, Bengaluru). Companies based on the advisory of the government have asked their employees to work from home, also to ensure the safety of their employees have asked or work from home. All the public places and transportation systems have been sanitised, and everyone is asked to stay quarantine. Regardless of all the negative conditions of Covid 19, it is important to see the positive perspective of the situation. The fast competitive global economy has been slowed down, this should be seen as a great opportunity to build a healthy socio-economic future. This virus has made us think our fundamentals in this mad race, where we have been harming the environment for the selfishness of humankind without a break. This pandemic is a wakeup call from the nature that we have to get into a sustainable development model, a world where humans coexist with other species.

 

References:

• https://www.weforum.org/agenda/2020/03/coronavirus-covid-19-hangzhou-zhejiang-government-response/
• https://www.livemint.com/industry/advertising/coronavirus-scare-may-deliver-5-000-crore-blow-to-advertising-11584735877953.html
• https://sloanreview.mit.edu/article/is-the-covid-19-outbreak-a-black-swan-or-the-new-normal/
• https://www.pwc.com/gx/en/issues/crisis-solutions/covid-19.html
• https://www.who.int/emergencies/diseases/novel-coronavirus-2019/events-as-they-happen
• https://www.androidcentral.com/disney-pushes-french-launch-2-weeks-governments-request
• https://www.eiu.com/n/novel-coronavirus-outbreak/
• http://country.eiu.com/article.aspx?articleid=1849161968&Country=United%20States&topic=Economy&subtopic=Recent+developments

 

Nexus between Corporate Governance, Government Policymakers and Media

PC: Security Intelligence

Last night I was watching “Insider”, a classic American movie from 1999. The movie was based on the true incident of whistleblowing of a tobacco company in 1994. I believe this is a great recommendation for managemental studies. Well, the movie is filled with many chapters engaging the audience with the thriller run. It gives many perspectives about corporate governance and ethics, how corporates can go to an extent for their profit. The movie also talks about individuals stands and business decision making, and how a tobacco company is been exposed to its unethical actions by the 60 minutes News Agent regardless of all the challenges he had to face.

Corporate Ethics

Now, let us look into the depth of understanding what is corporate ethics and its relationship with business and public.  Though ethics looks like a simple word but defining “ethics” is a challenge to anyone. As what is good and bad to me not necessarily can be applied to others, as the perception of good and bad (the ethics) can be subjective. And, same applies to corporate/ business ethics. In short and simple, Lord Moulton quotes it as “obedience to the unenforceable”.

The moral code of conduct to the strategic and operational management of a business is vast than this. To understand simpler, the “Applied Corporate Governance” divides corporate ethics into three levels. Which are macro-level, corporate level and individual level.

• The macro-level: the role of business in the national and international organisation of society the relative virtues of different political/social systems, such as free enterprise, centrally planned economies, etc., international relationships and the role of business on an international scale
• The corporate level: corporate social responsibility
  ethical issues facing individual corporate entities (private and public sector) when formulating and implementing strategies
• The individual level: the behaviour and actions of individuals within organisations

Whistleblowing in the Organisation

As we discuss corporate ethics, the other topic which we can look into is “whistleblowing”.  An employee or outsider of the organisation revealing the unethical business of the company can be referred to as whistleblowing. The whistleblowing can be internal and external. The internal will be an unethical exposure of the company by the employee of the organisation, and external will be an outsider or media agent exposing the company’s unethical practices to the public. In the “Insider” movie Wigand whistle blows the effects of nicotine usage by tobacco companies which were hidden by the organisation for the benefit of profit.

The whistle-blowers, the act of exposing illegal and unethical behaviour of the company can also get into trouble, employees can face retaliation or lose their job. Though there are many policies and acts on “Whistleblowers”, if the case isn’t evaluated before further actions to ensure to have legal protection might face the legal threat. If the whistleblowing act is going to be a national security threat, leaking sensitive information or exposing unauthorised government information then it can be illegal as well.

The nexus between policymakers in government, corporate entities and the media.

Media itself being a business, it has a grey line of not being commercial and to have social responsibility. Henceforth, media as we all aware of is a watchdog of government policies and decisions and maintains the transparency between government and public. The stakeholders and business leaders need to keep relationship with the government policymakers to build strategies and contribute sustainable economy. The business firms often tend to corrupt the government policymakers for their business profit which causes number of social, political and environmental distress. Business firms play an important role as it gives employment, runs the economy and brings social stability. But media being a watchdog of the government it is its responsibility to make sure the business stakeholders and government policymakers follow a healthy relationship than a corrupt relationship.  The government decisions and business stakeholder’s decisions should take a stance of social and environmental sustainability rather than polluting them.

Business efforts influences the policymakers and government. Also, media can be influenced as it can be owned and run through by business stakeholders or politicians for their personal benefits. Business does use media as its vehicle for getting what they need.  Media which influences in shaping public opinions, it is its responsibility to not to be corrupted and maintain the accountability of the government.

Across the world, media has its own on government by taking a public stance and have exposed corruption. In a democracy, media is believed to be the fourth pillar of the nation. Media has a great social responsibility to bring transparency to governments decisions. Media being a mediator between the government, public, academicians, industry players, stakeholders and so, it is its duty to own the discipline in decision making. Government is abided to make decisions on the favour of public welfare, but business always influences the policymakers to take decision on business welfare. Public development and Business development are equally important economic and social sustainability. And, the strategies by business owners and politicians might go wrong. Where the media have to take an ownership negotiating both to take right decisions which welfare both public and business.

Conclusion

There are some cases recently which showcases the interconnections of business, government and media. I would like to conclude by bringing two recent cases, firstly when whistle-blowers have accused Salil Parekh, the INFOSYS’s chief executive officer, of instigating employees to inflate profits, for misrepresenting the lucrativeness of deals, and for abusing travel privileges. Secondly, the recent Yes Bank came as a shock for depositors, borrowers and investors and how the government negotiated with its stance. In these, both cases media had its role to give right information negotiating with government and policymakers and create transparency to the public. Ethics is the bloodstream of an organisation, where government make policies to create margins to business and media watchdogs the ethical commitments of corporate governance. Business mostly fails to apply honesty, fairness and integrity in its decisions, the government can be corrupted by Business owners, but Media beings itself a business need to become non-commercial and own the social responsibility in today’s competitive economy.

References:

• https://www.applied-corporate-governance.com/define-business-ethics/
• https://economictimes.indiatimes.com/definition/whistleblower
• https://www.leodubler.com/blog/2018/09/when-is-whistleblowing-illegal/
• https://knepublishing.com/index.php/KnE-Social/article/view/2534/5467
• https://saylordotorg.github.io/text_the-sustainable-business-case-book/s07-02-business-and-government-relati.html
• https://www.bloombergquint.com/business/yes-bank-news-yes-bank-press-conference-live-updates-heads-of-sbi-hdfc-icici-bank-others-to-also-address-media

Redifining Corporate Culture

In a couple of weeks, I have been so sceptical about my coming Summer internship, as an artist, I wanted to stick with Art Management, also another side to financially support myself I need to get into the corporate world. Now the challenge is should I do my internship in Art Management or in Corporate job? This reminds me of the movie “Intern” we watched in our Management class. An old man (who comes from a traditional work culture) who applies for an internship at a fashion brand (which is filled with modern corporate culture). And, I wonder will I enjoy the corporate world which leads me to do as many research and enquiry regarding the corporate world.

Culture unites people, also it divides one. We have various definitions on culture, which simply means a group of people having the same thoughts, practices and so. Now, what is “Corporate Culture” refers to?  Personally, it is an illusion created by the management leaders to boost the employee’s efficiency to companies’ profit.  It is designed to make the employees feel better with their hectic and stressful job.  Also, to make the cold environment a bit better. Isn’t it?

Coming from bureaucratic and defence family background, I was so envisioned to traditional work culture. After living an urban life, it has changed my lifestyle. The traditional work culture of being well organised with targets, and time-bound of 9am to 5pm work style, where you only focus on one goal have changed today. In my three years of career, I have experienced the new age work style, where there is no constructive time, where you are pushed so much, where your emotions aren’t valued much.

The globalisation has hit the whole world’s individual cultures today. The other challenge is to break your constructive personal cultural conditions with your new professional culture. For example, it is as simple as you work in the morning and rest in the night. Where now you work all night and sleep in the morning and challenge nature’s cycle! And it is hard to break thee learning and push to adopt a new culture. The corporate policies are working hard to create a better healthy life towards their employees. Though has given comfort from its stressful environment, people have merged their personal and professional space. People’s job has become their life than a part of their life.

Today there is no personal space, people’s life is constructed in the work campus. The corporate culture has redefined the eating behaviour, bond them with technologies and carried them away from family and so. I myself have been the victim as a corporate culture do reflect in modern time art spaces. Where I have worked late nights without a diet, the days I prefer my work then going home, also when I am home still be connected with my professional life and facing my Mum’s complains about this.

Well, the corporate culture has influenced all our lives today. It is important for us to enhance the traditional organisational method to slow down the fast-moving economy. It is now we should take a stand to redefine corporate culture before it redefines our cultures.

Reference:

• https://www.investopedia.com/terms/c/corporate-culture.asp
• https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/culture-for-a-digital-age
• https://smallbusiness.chron.com/human-resource-policies-organizational-cultures-68977.html

 

SKINN – There is something about it for you

PC: DEU – Creative Management 

Titan establishing itself from many life style products like watch, eye wears, jewellery it has launched perfume in 2013. As Deo eats up the talcum business, the perfume eats the deo business. Titan having its award-winning French master perfumers have done a deep research on Indian fragrances and people’s psychology and have come up with “SKINN”.

There are thousands of perfume industries across the world, and SKINN tries to stand out among all those perfumes and brings some magical realism to its consumers. As most of the perfume industries use 12 percent fragrance where as SKINN breaks this norm and comes up with 15 percent fragrance in its perfume.

The Indian atmosphere of humidness will not make the perfumes to last for long. The humid atmosphere and sweat reduces the smell of the perfume.  Adding 15 percent of fragrance SKINN gives its consumers a long-lasting perfume. The smell is a powerful non verbal communication in this world. It is one of the essential senses. There is always something about it.  And, SKINN creates that curiosity of “There is something about it” to its users’ personality.

Rajeshwari Srinivasan, Head Fragrances, Titan Company Ltd, shares that she took the master perfumers of France for ethnographic research to study Indian men and women, to understand how they used their perfumes, how it is been stored and on what occasions what perfumes are been used. The master perfumers visited the Malleswaram flower market in Bangalore, a trip to a temple to take in the camphor smells, walking on crowded roads, travel in a city bus, and so to understand the smells of India.

A perfume is not just a good smell. It expands its credibility more than a smell. A smell communicates to other people around him or her. It creates an image. It negotiates people’s emotions. The Titan’s research team have done a deep study on Indians and their taste of smell and understands the demand of building an individual’s personality.

Your perfume is your story. And SKINN has picked the right ingredients to tell your story. According to the season, according to the occasion you can choose to tell the world around you that “there is something about you”. Not always you can choose SKINN to tell your story, perhaps you can create your story where you go. As it is not only celebrating your day, it brings out the affection and love around you to make your day.

For this the SKINN’s range perfumes are crafted by six different master perfumers from France. The bottles are made by Piramal glass in India for Titan, which will be sent to France for bottling. The master perfumers using the best quality ingredients blending with alcohol creates an exotic spell in it to its users. The SKINN’s Raw, Extreme and Steele are for men and Imera, Celeste and Nude are for women.

Azazul Haque, Chief Creative Officer, Ogilvy Bangalore, said, “The brief was to celebrate the user of SKINN by Titan Perfumes. People who have something extremely charming about them. They are always the centre of attraction. They are liked and loved by all, followed on social media and at social gatherings. SKINN perfumes share these traits of those who use them. Its smell is charming and magical. It attracts. And it does blend in so beautifully and naturally with the personality of its wearer that one can’t figure out whether it’s the user or the smell of SKINN, that’s doing the trick.”

The perfumes narrate the range of emotions, it brings out the emotions and memories of people. It talks about those feelings which words cannot communicate. The perfumes make paths, welcome’s people. Not all perfumes can perform this magic, but in SKINN, there are somethings about it which makes you unique personality. Where people around you will curious to know what is it something in you. We choose our smells according to our personality, and SKINN from Titans have that something to add to your positivity. The aroma of SKINN will not only evoke the inner you, but it also blooms your soul around your presence.

References:

• https://www.skinn.in/about
• https://www.thehindubusinessline.com/companies/the-making-of-titans-skinn/article23111594.ece#
• https://www.thehindubusinessline.com/companies/with-perfume-brand-titan-hopes-to-get-under-the-skinn-of-consumers/article23110469.ece
• https://www.forbesindia.com/article/leaderboard/skinn-in-the-game-titans-perfume-brand-is-aggressively-wooing-men/51127/1
• https://bestmediainfo.com/2017/09/titan-s-skinn-has-something-special-about-it/

Leadership and Group Analysis: The Bridge On The River Kwai

As part of our Management classes, we watched the classic movie “The Bridge on the River Kwai”. The movie was based on the real story from 1943 held in a Japanese prisoner of war camp in Burma. It was the setting of World war II where a defeated British Soldier goes to Japanese Prison Camp in Western Thailand. They are asked to build a bridge over the River Kawai which will help to carry a new railway line to invade Burma. So, the camp is run by the strict commandant Colonel Saito and his troop, and the British men are led by the kind Colonel Nicholson. Nicholson is the leader who was believed and respected by his men, and also he was a friend and who was believed by his group he will not let them any harm.  

When our teacher asked us to watch this movie, I was not so interested in vintage movies. Surprisingly later I discovered many leadership strategies and made an effort to understand various decision making and group management tools applied by the Commandant. Though this is a story of vintage war, there is much learning which you can apply for the contemporary organisations across the world and understand the management of group dynamics. Apart from the war in the movie, it helps one to understand how can a leader build his characters to lead his/her group. Also, it gives the audience to understand two different leadership styles of Colonel Nicholson and Colonel Saito.

The movie starts with the differences of two leaders and the clash of their ego. Saito believes his men should not be a part of manual labour and all British men have to work irrespective of their injuries and so. Where in Nicholson being a disciplinary leader he does not encourage his officers to engage in manual labour and insists on it. 

Colonel Saito exhibits a directive style of leadership, where he will be commanding and leading from the front, forcing English officers to work beside his men, when his men fails in results he takes the control in his own hands. 

On the other hand, Colonel Nicholson acts as an indirect influencer by refusing to surrender to the demands of the Saito and his men. In the movie to see we may feel that his refusal to work alongside his man may seem ridiculous, but he is not giving in serves as an inspiration to his men.

One of the most important lessons that can be learnt from this movie is “When execution takes priority over strategy, the results can’t help being catastrophic”.

A leader is never a loud or an egotistic person, a leader can be a calm and great negotiator. A Leader is able to cope with great pressures and will have the strength and courage to take decisions and to guide his team out of crisis situations. A leader has the ability to influence and motivate his troop to deliver his best even in difficult times. A leader has to play many roles as a negotiator, a strategist, a manager, and an executioner. He always tries to keep away his temptations and to maintain his stability between the role plays. A leader should not hesitate to ask questions to his team and to himself “Where are we going?” “Who gains, who loses, and by which mechanisms of power?” “Is this development desirable?” “What should we do about it?”. And this what exactly you can see from Nicholson.

Throughout the movie, Colonel Nicholson presents himself as a controlled, organized and result oriented leader. He utilized, to perfection, He had the coordination of being the intellectual part while also being the experience gathered through years of maintaining British Soldiers. He showed the exemplary qualities of a leader by focusing on the people, by inspiring them, influencing them, by motivating them, by setting the direction and creating a vision for his team. One of the arguments between Nicholson and Saito, Nicholson says his men will only listen to him and not to Saito. Which also explains how the group believes and listens to someone from their own and not others. 

He and his team were able to complete the huge task of building the bridge in scheduled time. But his overbearing pride made him absorbed to the end result and throughout the course, he forgot to ask himself the most important question ‘Was all that for his own personal sense of achievement or for the better good of the society to which he is bound by the law’. By successfully building the bridge, on one hand, he uplifted the mood of his men from the feeling of being prisoners but on the other hand, he strengthened the supply chain of the enemy as well and so developed a catastrophic outcome from the strategy point of view.

If we analyse Colonel Nicholson’s character with the Theory of Wisdom, there are many interesting insights. Theory of wisdom is divided into two theories, Theoretical wisdom and Practical wisdom. A leader should possess both the theoretical wisdom as well as the practical wisdom.

Theoretical wisdom deals with the scientific know how of things. It deals with the knowledge part of an individual and plays an extremely important role in the success of a leader. Colonel Nicholson, with all his experience and rank under his belt, was foremost in his knowledge and the results also showed that no one can question his ability to drive a project of such greatness under difficult pressure and drastic circumstances. If we supposed to ask Can the leadership of Colonel Nicholson be categorized as Wise? One can have clear answers to these questions if one is aware of Explicit and Implicit knowledge. Sometimes leaders try to rely on explicit knowledge as it is both measurable and quantifiable. The problem with this approach is that such leaders are not free to accept change. It assumes a world independent of context and seeks answers that are universal and predictive. However every situation is context dependent, and analyzing them is meaningless unless you consider people’s goals, values, and interests along with the power relationships among them. 

Practical wisdom is ‘a true and reasoned state of the capacity of a pleader to act with regard to the things that are good or bad for his men’. Although Practical wisdom depends on Theoretical wisdom to work as one should have sufficient knowledge of good and bad, it also adds the capacity to act on such knowledge. Colonel Nicholson was strong on Theoretical wisdom but was he equally competitive on Practical wisdom? Was his strategy correct when it came to building the bridge for the enemy? Was his reason prejudiced and governed by pride? Practical wisdom enables us to make a choice in a particular situation. It calls not only to understand the situation but also to act well in it. The Practical wisdom focuses on three main insights, first, understanding to judge good from bad, second, capacity to act in a particular situation, third, the involvement of the situation, the quality of doing what is right and avoiding what is wrong. The Practical wisdom can’t be taught but can only be learnt through various experiences in life.

Like many other movies that we have watched in our Management classes, even this movie brought many insights into leadership qualities, how to be managerial in the tuff situation. And when your team is stress and lose their strength, as a leader what are the decisions to take to motivate and also the importance of the welfare of the group. Is leadership is only about commanding? Or is it about the actions of the leader which makes his men listen to his command? are the lessons that you can take away from this movie. 

 

References:

https://fromthecouchblog.wordpress.com/2013/09/10/the-bridge/

https://scsumpaprogram.wordpress.com/2016/12/26/leaderships-lessons-from-the-bridge-of-the-river-kwai/

https://www.a1-termpaper.com/topics/essay/moral-leadership-bridge-river-kwai/1255544

Inspiring Indian Business and a Business Tycoon

Many Indian Business leaders inspire and motivate young entrepreneurs in the country. It is important to aspire these business leaders, how they started their business and what are their decisions which made them successful and what they learnt and had their growth from their failures. One among them is Reliance Industries Limited.

Dhirubhai Ambani (28 December 1932 – 6 July 2002) was an Indian business tycoon who founded Reliance Industries. Ambani started his business in 1973 and took Reliance public in 1977 and was worth 25.6 billion dollar upon his death on 6 July 2002. In 2016, he was honoured with the Padma Vibhushan, India’s second highest civilian honour for his contributions to trade and industry.

Ambani lived in Europe and returned to India and started “Majin” in partnership with his Chambaklal Damani, who lived with him in Yemen. Majin was to import polyester yarn and export spices to Yemen. They set up their first office of the Reliance Commercial Corporation at the Narsinatha Street in Masjid Bunder. It was a small room with a telephone, one table and three chairs. Initially, they had two assistants to help them with their business. At the tiny office, he began to make a team that would stay with Reliance for years. They usually worked around the streets of Pydhonie.

During this period, Ambani and his family stayed in a two-bedroom apartment at the Jai Hind Estate in Bhuleshwar, Mumbai. In 1965, Champaklal Damani and Dhirubhai Ambani ended their partnership and Ambani started on his own. It is believed that both had different opinions and a different take on how to lead the business. While Damani was a cautious trader and did not believe in building yarn inventories, Ambani was a known risk-taker and believed in building inventories to increase profit. In 1966 he formed Reliance Commercial Corporation which later became Reliance Industries on 08 May 1973. He launched the brand ‘ Vimal ‘during this time which sold polyester materials for saris, shawls, suits and dresses.

Today the Reliance’s extensive marketing of the brand in the interiors of India made it a household name. Franchise retail outlets were started and they sold the “Only Vimal” brand of textiles. In the year 1975, a technical team from the World Bank visited the ‘Reliance Textiles’ Manufacturing unit. 

The company was co-founded by Dhirubhai Ambani and Champaklal Damani in 1960’s as Reliance Commercial Corporation. In 1965, the partnership ended and Dhirubhai continued the polyester business of the firm. In 1966, Reliance Textiles Engineers Pvt. Ltd. was incorporated in Maharashtra. It established a synthetic fabrics mill in the same year at Naroda in Gujarat. On 8 May 1973, it became Reliance Industries Limited. In 1975, the company expanded its business into textiles, with “Vimal” becoming its major brand in later years. The company held its Initial public offering (IPO) in 1977. The issue was over-subscribed by seven times. In 1979, a textiles company Sidhpur Mills was amalgamated with the company. In 1980, the company expanded its polyester yarn business by setting up a Polyester Filament Yarn Plant in Patalganga, Raigad, Maharashtra with a financial and technical collaboration with one of the American Company.

In 1985, the name of the company was changed from Reliance Textiles Industries Ltd. to Reliance Industries Ltd. During the years 1985 to 1992, the company expanded its installed capacity for producing polyester yarn by over 145,000 tonnes per annum. The Hazira petrochemical plant was commissioned in 1991–92.

In 1993, Reliance turned to the overseas capital markets for funds through a global depositary issue of Reliance Petroleum. In 1996, it became the first private sector company in India to be rated by international credit rating agencies. S&P(Standard and Poor) rated Reliance “BB+, stable outlook, constrained by the sovereign ceiling”. Moody’s rated “Baa3, Investment grade, constrained by the sovereign ceiling”.

In 1995/96, the company entered the telecom industry through a joint venture with NYNEX, USA and promoted Reliance Telecom Private Limited in India.

In 1998/99, RIL introduced packaged LPG in 15 kg cylinders under the brand name Reliance Gas. The years 1998–2000 saw the construction of the integrated petrochemical complex at Jamnagar in Gujarat, the largest refinery in the world.

 In 2001, Reliance Industries Ltd. and Reliance Petroleum Ltd. became India’s two largest companies in terms of all major financial parameters. In 2001–02, Reliance Petroleum was merged with Reliance Industries. In 2002, Reliance announced India’s biggest gas discovery at the Krishna Godavari basin, in nearly three decades and one of the largest gas discoveries in the world during 2002. The in-place volume of natural gas was in excess of 7 trillion cubic feet, equivalent to about 1.2 billion barrels of crude oil. This was the first ever discovery by an Indian private sector company.

In 2002–03, RIL purchased a majority stake in Indian Petrochemicals Corporation Ltd. (IPCL), India’s second largest petrochemicals company, from the government of India. IPCL was later merged with RIL in 2008.

In 2005 and 2006, the company reorganized its business by demerging its investments in power generation and distribution, financial services and telecommunication services into four separate entities.

In 2006, Reliance entered the organised retail market in India with the launch of its retail store format under the brand name of ‘Reliance Fresh’. By the end of 2008, Reliance retail had close to 600 stores across 57 cities in India.

In November 2009, Reliance Industries issued 1:1 bonus shares to its shareholders.

In 2010, Reliance entered the broadband services market with the acquisition of Infotel Broadband Services Limited, which was the only successful bidder for pan-India fourth-generation (4G) spectrum auction held by the government of India.

In the same year, Reliance and BP announced a partnership in the oil and gas business. BP took a 30 per cent stake in 23 oil and gas production sharing contracts that Reliance operates in India, including the KG-D6 block for $7.2 billion. Reliance also formed a 50:50 joint venture with BP for sourcing and marketing of gas in India. In 2017, RIL set up a joint venture with Russian Company Sibur for setting up a Butyl rubber plant in Jamnagar, Gujarat, to be operational by 2018.

Today, Reliance is a well-known company in India,  and led by his son Mukesh Ambani, the company operates a broad collection of businesses, each of which is growing at amazing rates. The company’s tagline is “Growth is Life,” and this is truly the way Reliance operates.

In 2019 the company generated $89 billion in revenues, a 44% increase from the prior year, with profits around $5.6 billion (13% year over year increase). If you look at analyst projections for the company, one expects the company to grow to $124 billion in revenue by 2024.  Well, the story of Reliance is the story of India: as the Indian economy evolves, Reliance is there to accelerate growth. In fact Reliance’s most exciting business, Jio (the 4G telecom company that provides an entire range of services for digital life), has the potential to be one of the largest telecommunications companies in the world. This is a company that thrives on smart ideas, bold stakes, and investment in people. And when all these three things come together well, we find a company with unstoppable power to grow.

The leadership team understands the need to build a flattened, highly empowered organization, and they have experimented with this year after year. Today, the Jio business has been designed around a “fractal” organization model – one which empowers thousands of local sales and service teams to reach into Indian markets with a “one-stop” service for all products.

As far as bold stakes, Reliance has built the world’s largest and most multi-functional refinery in the world. The company has dug a deepwater oil well, the first in India. And at the time Jio was conceived, built the largest 5G network in the world. These “big stakes” come from the Chairman and his leadership team, and they don’t just bet, they bet smart. They spend lots of time thinking, studying, and researching how to make these bets work, and then with engineering precision (the top executives are engineers) they launch, repeat, improve, and grow.

In the area of investments in people, Reliance takes every aspect of Human Resources and management seriously. While the company is a demanding, hard-working place, the leadership team is constantly looking at new approaches to pay, goal-setting, rewards, and benefits. Reliance has been implementing OKR’s (a form of goals), agile team-based management, and continuous learning.

“Our dreams have to be bigger, our ambition higher, our commitment deeper and our efforts greater. This is my dream for Reliance and for India” said Dhirubhai Ambani Dhirubhai. He built an empire that is rock solid and he will always remain an icon and inspirational business leader. He was a perfect combination of entrepreneurship and leadership. He started his business from a small textile mill and through his leadership skills he helped Reliance Industries to reach new heights. He had all the qualities of a good leader. Though he was not highly qualified, but the leadership skills for engaging employees were inbuilt in him. He was a natural leader. He had a great vision, mission, ambition, zeal and commitment. His sons, Mukesh Ambani and Anil Ambani, also exhibit the same qualities inherited by him.

There are many leadership qualities of Ambani which moves me. But some of them are his revolutionary ideas to change the future, silent kindness, believe in teamwork and calculated risk.

Dhirubhai Ambani believed in the concept that ‘more the supply, more will be the demand’. However, this also meant a huge investment. Inspite of the fact that this concept was based on years of observing and researching the market, it was his gut instinct and risk taking ability which took him where every entrepreneur dreams to be. When you take risk, and give your best there is always the best outcome of it.

One of the remarkable traits of Ambani was that whenever he helped someone, whether that was part of the business or it was a personal level, he never spoke about it to anyone. Many business leaders do philanthropy for the sake of public relations, but with Amabani as time passed people got to know and this helped to build confidence in anything related to him.

Innovation and moving from one level to an other and opening varieties of firm are crucial for any entrepreneur to nurture their business. But Ambani handlesd it well.  The hunger to change and expand made Dhirubhai Ambani grow shockingly. His efforts in various fields have not only benefitted him but also the nation and its people. A determined push for change can bring about positive developments not only in your business but for everyone connected to you as well.

 

References:

https://www.ril.com/OurCompany/Leadership/FounderChairman.aspx

Reliance, One Of The Largest Companies In India, Takes HR Very Seriously

https://en.wikipedia.org/wiki/Reliance_Industries_Limited

Click to access Sushma%20Sharma%20and%20Arushi%20Gaur.pdf

Click to access Sushma%20Sharma%20and%20Arushi%20Gaur.pdf

What makes you a “Good Leader”?

As part of our Management studies, we watched “The Titans” and “Chak De India”. And both the movies are based on sports organisation and sports coach. As our professor tells us Sports Organisations are good case studies to analyse industrial management and leadership theories. Well, that is one commonality between these movies. Both the movies open many barriers for leadership’s management understanding the crisis of race, gender, religion, socio-political events, geographical boundaries, white supremacy, victim cards and more. 

The very first thing both movies show us is how can an organized leader keep the team, players and assistant coaches motivated and focused on the same goal. The first commitment is being the expert who everyone looks up for decisions. Being a good leader starts with setting and obeying rules and it is displayed through always attending practice, leading the team by example(probably by their own experiences), having a positive attitude and showing respect for the performance of his team, even when it’s far from being perfect. The evident difference in the movie are race and gender, also in the Titans, the coach having a family do make a lot of difference in Chak De India the coach being single, as they both have different challenges with their marital status. 

In Chak De India, I would like to pick one specific lesson which is

“Team objectives are greater”. In the movie, it begins from identifying as Indian Player rather than identifying from the which Indian State they represent. Individual goals and agendas are always counter-productive (as proved by the way two forward players try to become the highest goal-scorer at the cost of the team’s fortune). So it is important to have a Common Goal than Individual goals. In the movie, those who do not play for the common goal should be ruthlessly dealt with and kept out of the team. The way coach Kabir Khan orders players out of the team are notable. The movie emphasized that when you’re in a team, it is more important to look at the team’s goals than an individual’s personal objectives. We need to look beyond our individual goals to win as a team. 

In the Remembrance of Titans, it is interesting to analyse how it is important for a leader to recognise the difference in the group and manage them to target for solidarity. Like how Coach Boone managed the cultural and ethnic discrimination between the two camps, every good leader must recognize and manage the different expectations, beliefs and values of a team. He helps bring peace and resolves the conflicts with wisdom as they come by.

Whether it is a local or global organisation, every group will have socio-political differences. Because the organisation is made with people, and people come from diverse backgrounds and beliefs. As a leader, it is will be not his challenge it will be his duty how to break these diverse beliefs and motivate the team to work on a common goal. In the movies, as I could observe the race, gender, geographical background, social movements, religious ideologies, social stereotypes and so can be the toughest challenges to the leader. Because they are sensitive to manage, where the leader might cost his position for it. 

In Chakde Movie, when Kabir had to push his girls’ team more than they could do, the whole team turned against him to resign his job. Well, gender plays a huge role in this, as it is hot subject the male coach who is going to train te bunch of female players need to be careful. Fortunately, in the movie, there was a situation where team united to defend their team member from gundas, but if that wouldn’t have happened Kabir had to resign. In the Remembrance of Titans, it is about challenging the White Supremacy. The race is one of the socio-political sensitivity, indeed it is a big challenge to face hierarchal white power in the team, as well as the place he lived. 

Personally, if I have to categorise myself as a Democratic leader. As it sounds like I would prefer to make decisions based on the input of each team member. I believe each member of my team has an equal say on a common goal that we work on. But I have an adaptive personality, as I can change my leadership quality according to the people who I will work with and the situation I am in.
I have led teams many times in my life as chosen or by volunteering myself. A few months back at my college we had a digital pitch, and in the last minute, the team were collapsing with fights and facing differences and challenging each other. We were warned the day before to be disqualified if we continue so. Nobody was ready to talk to each other except me. I was a bridge for communication. So, I had to take responsibility and lead my team not to be the worst. I analysed each person’s strength and weaknesses and gave them tasks accordingly. I worked with each individual and motivated them to work on their given task. And, I had my post-presentation speech to the team, well we were imperfect but our diverse talents made us perfect. Though we didn’t win, at least the team become runers rather than breaking apart.

Also back in my Pre University College, I used to lead NSS camp. There were many situations where I have to manage the team to stay back on Saturday afternoons and work together. Also to lead them the NSS camp. I had to pull out some strategies to motivate them to actively participate in camp activities. And we had some successful camps and I had a bigger role supporting my teacher who was a new NSS officer of the college.

There are also some incidents in my personal life where I didn’t exhibit my leadership qualities. Sometimes as I volunteer myself to lead the team, even I have a chance I will not do so. Once in the dance & theatre project, I was working with I was the only one who came from` both the background. And the differences raised huge arguments between dancers and theatre artists, I didn’t want to take a chance as both parties were taking huge volume and I believed that I shouldn’t intervene. And, the consequences were so bad we had to compromise with certain defaults of the team and not to follow the structured system.

Personally, it will be my sister Diya Naidu. I always look at her as my ideal leader. Because of the way she leads the group as Choreographer and Event Curator I have witnessed her how she organise things. Though yes she becomes a bad person while it is creating, once it is executed she is admired and appreciated for her brilliance management skills. She is versatile with her nature, she knows how to be kind and lead her team with love, she also knows roar like a lion and commands the targets for the expected outcome. Also, she is well aware to be sovereign and kick people out when they are big trouble for a teams solidarity or outcome, but at the end, she is always respected for her tremendous personality as a leader. Additionally, she has her spiritual spell to manage her duties without any biases.