Monday, August 5, 2013

Yoga Lessons from a Marketing Guru

One of the best things at XLRI is the level of interaction students enjoy  with the faculty. We witnessed it yet again when marketing guru, Professor Sharad Sarin conducted yoga sessions for us. 

We started our program here at XLRI with yoga sessions during our orientation week and now at the fag end of it we were doing it again. But this time our guru was a person who had just completed 37 glorious years at XLRI.  

Every day for an hour in the morning, the professor would show up at the GMP lawns to practice yoga with enthusiastic students. The Professor's enthusiasm and energy were as infectious as his lectures and the yoga sessions were a big respite from the daily grind. 

Every session ended with  yogic jogging - a 5 minute intensive workout - which the master claims is as effective as a brisk walk for an hour. Though we managed to catch up with the Prof's pace, it was impossible to do it the way he did - with a smile on his face throughout the arduous workout!!

B-School had turned most of us into nocturnal creatures but the yoga sessions gave us the much needed chance to sniff the mornings. The sessions were refreshing and fun. We tried to master the art of twisting our bodies at odd angles and now can we do a mean yoga session on our own. But I must warn - all this comes at the price of awkward attempts in front of your batch mates and most of the sessions were replete with giggles and groans!! 

Yoga demands strength and flexibility, the two qualities which life also demands. It was an awesome experience doing yoga with Professor Sharad Sarin.

Thank you Professor!



Anu Senan and Gaurav Mittal
GMP Co2013




Sookshma Vyayam






Pawan-muktasana


Suryanamaskar

Matsyendrasana
Gomukhasana

Vajrasana


Bhramari Pranayama

                              
                         
Anulom-Vilom Pranayama

Markatasana

Sarvangasana

Shalabhasana

Yogi Jogging

Shavasana
                                 

Sunday, June 9, 2013

Welcome GMP Co2014


Dear GMP Co2014,

While you will be welcomed officially at XLRI soon, let us take this opportunity to welcome you in this important journey of your career at the beautiful campus of XLRI.

Though your destination might be uncertain at this point of time but one thing we can assure you is that this journey will change you. One year before we took the same decision and left our jobs and be part of GMP at XLRI and that one year changed us both professionally and personally.

It will be a journey full of events and so many things will come your way at a rapid pace. The academic rigor will test your stamina and other non-academic things will also pull you from all directions. At times it might become difficult for you to decide where should you devote your time? Do what you enjoy the most and at the same time do try to explore new avenues and make best use of resources available at XL. Immerse yourself in those things which gives you satisfaction and with which you can relate to.

Soon the orientation program will start. It will give you a glimpse of what it is in store for you at XL. Hopefully, you will also organize few parties during this week to break as much ice as possible and start forming bonds. The orientation will soon be followed by village immersion and adventure trip which will be experiences of your life time (For us, the experiences were unprecedented and we never imagined they would be like that and we still smile when we think about those couple of days). This will also be an opportunity for you to know each other more.

 XLRI is a wonderful place and a great knowledge hub. A place which will not only give you ample opportunities to from a strong network but will also give you life-long friends. Don’t just think what GMP can give you but also think from other point of view of what you can give to GMP?  The various committees you will form in due course are one of the several ways to contribute to GMP program. Do not just restrict yourself to academic learning but also try to learn from each other’s experiences. Each one of you will be bringing a good amount of experience to GMP and remember it is not easy to find  a substitute for real time work experience.

One of the disadvantages of this course is we do not get to meet our seniors or juniors at campus. There has been no overlap so far between the batches (we hope it changes in future). But in this networked world, the various social media tools are helping us in bridging this gap. We can already see that happening on Facebook. We will also encourage you to organize city meets with alumni whenever you get breaks. You can also get in touch with seniors through skype conferences, etc. We will also try to come and meet you there whenever possible.

Once again, we welcome you to this journey and hope we can help you in sailing through.

Be focused. Be united. Be happy.

All the best!! 
GMP Co2013

Tuesday, May 7, 2013

Walk the talk with the leader: An Interview with Mr. Sunil Chitale


Mr. Sunil Chitale is Executive Vice-President and the Head of Strategy, Marketing & Planning at iGATE. In this role, he is responsible for continuously scanning the market needs and help in building and strengthening the distinctive positioning of the company's portfolio of services. He is also responsible for defining overall corporate strategy and working with other organizational units within the company to define and execute strategic initiatives.


Mr. Chitale began his career with Patni in 1985 and has served the company in different and varied leadership roles such as - Global Head – Enterprise Software and Systems Integration (ES & SI). He played a key role in defining 'competency based HR practices' in the company. Mr. Chitale also led the Patni Academy for Competency Enhancement (PACE) and the Global Resources in Technology (GRiT) functions.Mr. Chitale has a Bachelor's degree from the Institute of Technology, Banaras Hindu University, India.

As part of the XLRI Leadership Series 2012-13, XLRI GMP had invited Mr. Sunil Chitale to the campus. Mr. Chitale delivered an insightful talk on “Strategic Alignment through culture”. After the session, the GliMPse Team caught up with Mr. Sunil Chitale to have a one-on-one discussion.

GliMPse:  Sir, you spoke about strategic alignment through culture. In today’s world where the average employee switches at least 6-7 jobs over the course of his/her career, how do you ensure that the culture built with people is retained and nurtured within the company?

Mr. Sunil Chitale: I think there are two parts. One is how do you make the company an attractive place for people to stay. The company needs to be reengineering, re-innovating itself so that people see excitement. Retention is obviously a big piece of the culture. You are right, without that, we will have to continuously keep getting new people. In our industry, the way it is currently at least, churn is natural and because of growth, new people will always keep coming. So building culture is a continuous process. It’s not like we have conducted training once and are done with it. We, for example, conduct a large number of sessions where people can come and do a recap. That helps to keep things current. Getting new people in in fact allows us to keep building the culture. There is never a time when we are not talking about the values, vision, and mission of the company. Some people undergo refresher sessions and the key is really to let people stay, so retention is really the key aspect. Particularly, if you take people at senior levels from outside, it is sometimes difficult to assimilate them and therefore, people from within the company are always required.

GliMPse: You have spent almost three decades with Patni Computers. What is the single most important aspect of the Patni culture that you feel is the strategic differentiator?

Mr. Sunil Chitale: Well, it’s not yet full three decades and now it is iGate but yeah, I did spend a significant number of years at Patni. I have seen the company grow and mature in its processes but I feel right from day one when I joined in 1985, there was this “fairness” element, which was very strong in the company. I remember that when he hired laterals from outside, they were quite surprised and aghast at the amount of time we used to spend during appraisal process. Fairness has been very high on the company’s list and I would say that was one strong value (in addition to several others of course), that I have experienced from day one. There may have been some lapses but in principle, fairness was a big item.  

GliMPse: How do you see this culture being transformed as part of the iGate family now?

Mr. Sunil Chitale: Well, if you take the value system of the two companies, four out of five values were common. Even the competency frameworks that we had for our people bore a lot of similarities. So the two companies had a largely similar culture. There were some differences of course. Patni had become large and maybe a little bit of speed was something that was required. That came with iGate, which is in fact very entrepreneurial in its culture. And while we did have entrepreneurial competency, iGate as a corporation brought it to the culture once again. And it really introduced the whole notion that we need to change the game. Phaneesh (Phaneesh Murthy, CEO of iGate) himself is a big advocate of that and is very passionate about it, which kind of rubs off and I think that was a big change.


Also, in Patni context, we had lot of leadership changes after 2006 – our chairman stepped down, we had an interim CEO, no CEO for a while until Jayakumar came in for a brief period and then of course the iGate transaction took place.  So, I think we had seen a lot of churn and now some stability has come back in terms of leadership and a CEO.

GliMPse: Talking about outcome-based pricing, there can be some instances where the first two or three engagements are very crucial. And if the company falters on these crucial engagements or is not able to deliver as per expectations, what is the kind of contingency planning you propose to ensure that the company’s business is not severely impacted?

Mr. Sunil Chitale: We have now established two or three cases where it has worked quite well and therefore less worried about it now. But we have discovered that it is only possible to build it with customers who also are very keen to get to this point.  We are not taking that as an offering and saying – take it or leave it. We are actually going and saying to customers ‘this is what our idea is, this is the concept and we would like to build a platform with you’. And then we can get other customers on-board. There are always customers who are willing to work with us and co-create a platform with us. Our ability to take risk is better because of some of the work that we have done but more importantly, we are taking risk with an open mind and the customer is not in the dark about what we are trying to do. So the co-creation element helps a lot.

GliMPse: Ok, but let’s say for a new company which wants to move into this kind of a business model, what is the kind of scenario planning that has to be done?

Mr. Sunil Chitale: I think one important element of business outcomes is that you need to have a platform to play – a platform on which you can run business operations. Building such platforms is obviously a capital-intensive activity but if companies have the money and the desire to build a platform, it may be possible for some companies to do that. But I still feel it is something that you need to build with the customer. You need to have that one customer with whom you will build the platform so that you will at least have some process running. If new companies have to do it, they will have to find one such customer, build trust and then develop the platform. If they build a platform first and then go and hawk it in the market, that may be tough. So unless you have the customer relationship, it will be difficult to copy that competitive advantage.

GliMPse: Even established players like Infosys are moving towards this kind of a model?

Mr. Sunil Chitale: Yes and we are very happy to see that other companies are talking about it. It took iGate to shake up the industry and say ‘Guys,  this is what we should be doing’ and now other companies are talking about it.

GliMPse:  What according to you makes a company great? What are the key attributes that really define a great company?

Mr. Sunil Chitale: I think people matter the most. Are we creating a set of values, systems that will survive beyond the current leadership? So the focus on building a legacy, the focus on building an institution that you can leave behind versus a focus on building a heroic culture is very important. I think a company will become great if they are focused on building something that will last even after they are gone. People who believe in the philosophy that we are trying to build a legacy that the next set of leaders will take forward, is something that is very critical. Without that, you may have a great run because the leader was charismatic and he created something fantastic, but once the leader goes, it will also die. So if you want to make a company great, you will have to build an institution that will survive and will run with a new set of leaders that will keep coming. A great company really requires this attitude towards leaving behind a legacy.

GliMPse:  Leadership, we are seeing is being redefined continuously. For example, Mr. Vineet Nayar is talking about ‘Employees first, Customer second’, Mr. Subroto Bagchi talks about ‘servant leadership’ and we are also seeing an emerging concept of a ‘leaderless’ organization.  What is your take on these new trends in the concept of leadership?

Mr. Sunil Chitale: I have always believed that leadership is about taking action to make things happen; it is not a role or a model or a formula that you can apply. In my mind, people who take action to challenge the status quo and come up with new ways of doing things are leaders by definition.  ‘Employees first’ or ‘servant leadership’ are just labels. It helps to have labels since they make it easier for people to relate but in my mind, leadership is not a hierarchical position. It is not that you can become a leader only if you have a position. You become a leader by taking action, for a cause that will take the organization forward. The notion that each one of us is a leader and leadership by definition means that you have to take a position for a cause and fight for that cause and make that change happen - I don’t know what to call it. Maybe I will think about it and write a book someday….

GliMPse: Leaders are viewed as somebody who sets the direction and nowadays, management gurus are talking about self-managing teams and leaderless organizations….

Mr. Sunil Chitale: One of the factors is the availability of information – the internet, social media, etc. People are much more connected and therefore coming up with a new way of doing things. Knowledge is no longer something that belongs to a certain class of people; it is now much more democratized. People have as much information about what is happening in the world and the upcoming trends as their managers or seniors.  So from that perspective, I believe the notion that leadership can come from anywhere is getting strengthened.  It is not so much leaderless but there are many people running with great ideas and taking them to completion. Obviously not all ideas will succeed and not necessarily because they are bad ideas. Leadership now has a significant element of influencing and change management. Influencing others to follow you and fight for your cause or plan is a big element of leadership. Therefore, it is not so much a leaderless organization. There can be many people with the same ideas but influencing skills are going to become more and more critical to take one’s idea forward, assuming of course that the idea has merit.

Leadership is not an initiative; it is more of a dream or a vision. It is not just a product idea but more about what kind of a company we are trying to build. It is a much more long-term process.

GliMPse: Coming to some personal questions. How would you describe your typical day?

Mr. Sunil Chitale: In my Strategy role, I get a lot of time to go over the research that the team has put together, read and analyze stuff and then debate with my team and others as to what is it we want to do. It is much more about digesting information from all sources and from that clutter, coming up with the essence. Sometimes there are weeks where I am just reading stuff and trying to connect the dots. Then there is the more tactical part like planning, preparing for events, conducting the operating review cycle, understanding the data needs, and analyzing the data. Because I also participate in the leadership development programme of the company, I spend a lot of time on the road, talking to people. We conduct leadership courses across the country and I usually spend a day or day-and-a-half there.

So those are the three big pockets where I spend my time – one is about digesting external and internal information and coming up with thoughts, which is very difficult since sometimes there are times when you don’t have any ideas coming forth. Then there is the operational issues work – basic planning, excel-spreadsheet work is what I call it.  And the third is building the culture.

GliMPse: And one of the lines in your profile says “continuously scanning the markets”. Is it like attending industry events etc.?

Mr. Sunil Chitale: I tend not to attend conferences, honestly. Maybe I should, I don’t know. However, I do look at stuff that is coming up at conferences, just to get an idea.

GliMPse: How do you unwind after a hectic day?

Mr. Sunil Chitale: I do listen to music a lot. I am a movie buff and fortunately, my family also loves movies. The contemporary music scene in India outside the Hindi movie songs, whether it is Coke MTV studio, is very interesting and I am fascinated by the stuff that is coming out of that. I also attend musical concerts when I can.  And movies - I see all kinds of movies, trash as well as great movies and whether at home or in the movie theatres.

GliMPse: So you are not into the meditation or Art of Living kind of stuff?

Mr. Sunil Chitale: No, no, not at all!  I am actually surprised I am not there because I know some people who are into it. I have always thought about it but never actually got into that. Maybe when I turn 50 in July, I will think of doing that.

GliMPse: Who has been the biggest influence in your life?

Mr. Sunil Chitale: There have been several; it is difficult to point out one. My father was a very hard worker and he instilled the whole notion of hard work in me. I am sure if he was alive, he would say that you are not working hard enough. At the workplace, my colleagues and the CEOs that I worked with, each one of them was very talented. I cannot really single out one person honestly. All the CEOs, Phaneesh himself and Mr. Naren Patni influenced me quite a bit – each one of them have such a wealth of ideas and you learn so much from them. I learn a lot from kids also. My daughter, for example, influences me in her own ways. What she tells you gives you some ideas and you learn a lot of things. So it is difficult to say that I have one role model who was the biggest influence.

GliMPse: But usually, there is one guru or mentor who you really look up to….

Mr. Sunil Chitale: Actually, no, for me, it has not been so. I do think that there are many people. There are some colleagues who have influenced me more than others but that is just because I spent more time with them. You learn from everybody, all the time. And that is a huge need; that ability to stay open and learn from everybody.
                                                                                                                                                                                 
GliMPse: What would be your advice to budding managers like us who will probably join the middle management layer of the corporate setup?  

Mr. Sunil Chitale:  I think it is going to be very interesting going forward. In fact, it’s a tough environment for new leaders mainly because the availability of information has become so easy and the notion that I know more and therefore I can control or influence, is no longer valid. And that was the age-old hierarchical organizational thought process. So you will have lots of data but most of the key and important decisions will have to be made in situations when you don’t have enough data. And those will be the really difficult and critical decisions. If you wait to collect all the data and then sit and analyze, you will have lost the competitive advantage. So how do you make decisions sooner when the data is not sufficient? How do you bring clarity when it appears that there is ambiguity? And that is exactly what the leader’s role should be – bringing clarity when there is ambiguity. When there is commotion. When there is confusion. At that point, how do you get people to rally behind an idea and bring clarity that this is our path, this is what we need to do. Or these are the three bets we should take. Maybe two bets will fail and one will succeed. Those are difficult calls because all data is available after the fact, right? If you just want to manage operations then it’s a different discussion. But if you want to lead, if you want to chart a new path, then I think the ability to take decisions without data or with insufficient data, is going to be a critical competency. That is one piece. And second piece I think, for want of a better word, politics in the sense of influencing others to fight for your cause is a very big skill. And I think it is going to become more important as we go forward. There are so many mediums that are influencing people’s thoughts and their attitudes and the leader’s ability to influence that crowd is extremely critical. And that’s why building culture is so important, in my mind. They appear to be ‘softer’ skills but they are becoming increasingly important. We are fed with so much factual stuff and the decision making is all about the softer stuff.

GliMPse: And how do we build this ability to make decisions in ambiguous situations? That is something which cannot be easily learnt…

Mr. Sunil Chitale:  The willingness to take risks is important. I think we have attached a lot of importance to failure. Yes, one should not fail all the time. But one should be willing to take some knocks, hear some ‘No’s. Your ability to influence will depend to an extent on something like I am going to take this idea to 100 people. Maybe 60-70 will agree and 40 will not agree. That acceptance needs to be there. But it is requires to champion the cause. Influencing has a lot of emotional element. So if you are convinced, your passion will show through. And you don’t necessarily have to be a good orator; you have to be a good influencer which is different than an orator. You should find out what are the ways I can influence these people? There are formal ways to do that, there are informal ways but at the end of the day I think if you are genuine and if you are convinced about your idea, your ability to influence will be that much better. So be genuine and be willing to accept failures when you come across them.  

GliMPse: Thank you very much Sir, it was a pleasure talking to you and we could really learn a lot from your thoughts and experiences. 

Mr. Sunil Chitale:  Thanks a lot. Wish you all the best! Take care.

Thursday, May 2, 2013

GliMPse Volume 3 Issue 2


The GliMPse team is happy to release the next issue of GliMPse magazine. We hope you will enjoy reading it. 

~GliMPse 

Sunday, February 3, 2013

Navin Gulia : Winning against odds


“The man who can drive himself further once the effort gets painful is the man who will win.” ~ Roger Bannister

The night of Feb 1, 2013 was chilly and perfect for staying indoors. And yet thirty minutes past ten in the evening, after a meal fit enough to put you to sleep, people were seen pouring into the TMDC auditorium. They had gathered here to listen to Capt. Navin Gulia – whose military career was cut short after he injured his vertebrae in a freak accident during the training period. He was declared a quadriplegic, paralyzed below the waist. The doctors had little hope of his survival. That was in 1995. 17 years have passed since. The excitement in the air was understandable as the audience waited to catch a glimpse of this man, who had snatched his life back from the clutches of death.

On the face of it, Mr. Navin Gulia is a simple man. He is confined to a wheelchair. But don’t let that mislead you. He is the only person in this condition to drive a manual transmission vehicle. And he puts his abilities to good use.  He drove to the top of Khardung La – an 18340 feet tall mountain pass – all by himself in an 18 year old Maruti 800. That success spurred him on to conquer the tallest pass in the world – the Marsimik La at 18,634 feet. He did that by driving for 55 hours nonstop and in the process created a world record that stands till date. The man has won several accolades too – one of them being the President’s National Role Model Award. Confined, did anyone say?

If the audience had expected a grim story full of hardships and setbacks, they were in for a surprise. Not one to brood over his misfortunes, Navin amused the crowd with colorful anecdotes from his army days and life after the accident. While carrying him after his fall from a great height on that fateful day, Navin’s friends forgot to support his head. To which he replied tongue-in-cheek - Please take my head along too. I would need this later!!

His passion for living and his never say die attitude is what sets Navin apart from the rest. As a speaker, a writer, a poet and an avid sportsman and adventurer, this fighter has conquered more peaks than many of us can aspire for.

This is his speech – a talk on life, attitude and winning - that was interspersed with the speaker’s own shayaris and poems.

On focusing your energies in the right direction
We all have limited energy. Use that wisely. Focus on your dreams; focus on what is most important to you. It doesn’t matter how high that dream is because the only people who achieve their dreams are the ones who consistently work towards it. The people who are smarter or more talented than you need not be the ones who succeed twenty years down the line.

Frustration is a great tool, if you use it to your advantage. Some of the best decisions in our lives are taken out of sheer frustration, and not when we are in our comfort zone. My confinement to the hospital bed for 4 months could have been an awful time for me, except that I used that time to sharpen my mental skills and my abilities to play chess.

True victory is not about crossing the line or getting that brownie point. True victory is your attitude towards winning and towards life. Even in a game of football, if you knew you are about to lose, play with the same enthusiasm as you would have if you were winning the game. Now that’s what makes a true leader stand out.

Dealing with adversity and why it is important for your growth
They say that the enemy always attacks you from the direction you least expect. The same can be said about life. Your worry, you plan, you worry some more. And then life serves you blows in places you least expect. Learn to accept it with grace. Often, you have no control over the situation, but you can definitely choose how to deal with it.

You may think that life has dealt me a bad hand, but that has not stopped me from enjoying it. No matter what situation you are put into, learn how you can win the game from there. Learn to adapt and grow or else you shall perish. That is the law of Nature.

I am yet to meet someone who has succeeded without facing difficulties. You don’t succeed despite your difficulties or despite the people who oppose you. You succeed because of them. The trouble is opportunity always disguises itself as a problem. 

On success and why you should not chase it
You want to succeed in life? Go ahead; the world is your oyster. But don’t let what others think about you stop you in your tracks. Their opinion is their concern but what you think about yourself is far more important.

And don’t let success drive you. Desire for fame cannot take you anywhere. Learn to love what you do, or do what you love. That is the only mantra for success. Along the way you will meet people who will try to define what you can do in life, or maybe what you cannot do!  Don’t let that stop you. You are the one who should define your limits.

Don’t worry about the recognition or the glory. Your right is only your work. When you focus on your work, without a care for what others say, one day success will come knocking at your door.

On the importance of being genuine
Have trouble convincing someone? First be convinced yourself. For someone to believe in you, you must first believe in yourself. Always remember that substance matters. Be it your work or your personality, being genuine is important.

On life and death and all things in between
Learn to live without regrets. Learn everything you want to, be everything you want to be. We all have such limited time with us. When I was paralyzed, I did not question why me? I did not let that injury consume my life either. Even on my journey to the pass on a Maruti 800, it was possible that we would have perished on the way – and no one would have even known about it. मुझे   मौत की परवाह है और ही प्रतीक्षा. Everyone has to die one day, so why worry about it every day and die a slow death instead?

When I was all set to climb Khardung La, I was asked what motivated me to take up this arduous and seemingly impossible task. My reply was – If you haven’t found something to die for, life is not worth living. There is no point in a life without meaning, a journey without a destination. Choose your goals and play to win them.

How to be a winner?
Want to get good at something? You should spend 99.99% of your time on thinking and learning. And spend only the remaining 0.01% of your time for writing and speaking about your ideas. I believe in having a clutter free mind, devoid of worries and illusionary obstacles. It helps me to think better and focus my energy on more important activities.

And no one becomes a champ overnight. To become really good at anything, you must work for years at perfecting it. Practice, practice and some more practice will help you become perfect. And when you win, plan on winning by a huge margin. There is no fun in just crossing the line, but in crossing it in record time. 

Remember when you train hard, you will not only be hard, you will also be hard to beat! 
It was well past midnight when Capt. Navin Gulia bade us goodbye and as we were walking back his couplet was still reverberating in our heads,

ऐ खुदा, दे कुछ और तकलीफ़ मुझे, नई कोई चुनौती तो दे 
के ज़िन्दगी को और जीने को जी चाहता है 
कुछ तो आंधियों को उठा, कुछ तूफ़ान तो हों 
कि आसमानों को फिर छूने को जी चाहता है

Anu Girija Senan
GMP Co2013
[Note: The speech has been paraphrased by the author]

Friday, January 25, 2013

Life @ XLRI GMP

This video captures few glimpses from Life at General Management Program (GMP), XLRI. Life is generally busy over here with academics but still students manage to do so much extra curricular. Some of the students of current batch also speak about their profiles and experience in this video. Happy viewing!


Sunday, January 13, 2013

GliMPse Volume 3 Issue 1

The first issue of GliMPse - students magazine by GMP- is out. 
Enjoy it.