Yours-In-Brands

My dear FAIR and LOVELY (ek chand ka tukda), after WIPRO (Applying Thought) so much, I dare to say that you are my TVS SCOOTY (First love) and my AIWA (Pure passion). I always BPL (Believe in the best) and you are SANSUI (Better than the best). You are DOMINO'S PIZZA (Delivering a million smiles) for me. This is a COLGATE ENERGY GEL (Seriously fresh) feeling for me.

I want you to be my life partner but I think you are worried about your father who is KAWASAKI BAJAJ CALIBER (The Unshakable) and my father who is CEAT (Born Tough) but don't worry as I am also FORD ICON (The Josh Machine) and rest of our family members are KELVINATORS (The Coolest ones). If they say no, we will run away and marry and PHILIPS (Let's Make Things Better). They will feel MIRINDA (Zor ka jhatka dhire se lage) but I believe in COCA COLA (Jo chahe ho jaye). For our marriage SAMSUNG DIGITALL (Everyone's Invited) and after marriage we'll be WHIRLPOOL (U and ME - The World's best homemakers) Trust in God who's always NOKIA (Connecting people) who love each other. And we are WILLS (Made for each other). Now that HYUNDAI (we are listening) the song of love, you must know that love is DAIRY MILK (Real taste of life), SATYAM ONLINE (Fun, Fast, Easy) and PARX (Always Comfortable). So never forget me. Ok bye! I wrote little but PEPSI (Yeh dil mange more). LG (Digitally Yours)!!!!!

Offline (The Material World Online Management Journal) Volume-4, No- 4, March 2006
(Sent by Rajat Arora)

Tales of Mindspace & Radio

It is difficult to define a Virtual Team; instead the focus in recent times is to define the extent of virtualness (Bell & Kozlowski 2002 and Griffith & Neale in 2001.)

The success in creating a virtual world depends on how clearly the objectives have been defined and to what extent the process necessary for the accomplishment of the objective has been designed (Norton and Smith, 1997).

Consequently, recent definitions have stressed the omnipresent nature of virtual interactions, pointing out that a pure face-to-face team that does not use any communication technology is rare.

Virtualness diminishes the adverseness geographical distribution has on psychological intimacy.


Barriers to Virtual Teams

Trust and identity are two significant issues for efficient creation and operation of virtual teams.

Identity plays a critical role in communication and yet, when spatial borders separate team members, identity is ambiguous. Basic indicators of personality traits and social roles are harder to identify. Unlike the physical world that consists of matter, the virtual world is composed of information that is diffused over time and space. There is alas no law of the conservation of information.

Along with identity, trust is also a crucial component of cooperative endeavors. Without trust, the management of a virtual organization cannot be conceived (Kimble, Li & Barlow, 2000).

In addition to trust and identity, there are a number of technological hazards that present barriers to success. Virtual teams require multimedia communications incorporating voice, data, text and video. This infrastructure is not always readily available in certain areas or is often cost-prohibitive to the organization.

Even after the difficult selection of appropriate technologies and services has been made, the additional cost in maintaining the system need also be considered. Also, most equipment and software available today has been designed for use in a conventional office, and may not always be adaptable to a virtual environment.

RFID: The Flip Side

In an age of greater supply chain awareness the buzz around RFID (Radio Frequency Identification) is natural but unfortunately, businesses and governments are not the only ones interested in RFID. Civil liberties groups, hackers and criminals are also keenly interested in this new development, albeit for very different reasons. Groups are concerned about RFID technology being used to invade people's privacy; RFID tags enable unethical individuals to snoop on people and clandestinely collect data on them without their knowledge, leave alone approval. For example, RFID-enabled public transit tickets could allow public transit managers to compile a dossier listing all of a person's travels in the past year -- information which may be of interest to the police, divorce lawyers, and others.

A completely different category of threats arises when hackers or criminals cause valid RFID tags to behave in unexpected (and generally malicious) ways. Typically, computer-bound or mobile RFID readers query RFID tags for their unique identifier or on-tag data, which often serves as a database key or launches some real-world activity. For example, when an RFID reader at a supermarket checkout counter reads the tag on a product, the software driving it could add the item scanned to the list of the customer's purchases, tallying up the total after all products have been scanned.

Here is where the trouble starts. Up until now, everyone working on RFID technology tacitly assumed that the mere act of scanning an RFID tag cannot modify back-end software, and certainly not in a malicious way. Unfortunately, they are wrong. Studies have revealed that if certain vulnerabilities exist in the RFID software, an RFID tag can be intentionally infected with a virus and this virus can go on to infect the backend database used by the RFID software. From there it can be easily spread to other RFID tags. No one thought this was possible until now. Designers of RFID systems therefore should take care that they do not end up deploying vulnerable systems.

(Credits: Melanie Rieback, Patrick Simpson, Bruno Crispo, and Andrew Tanenbaum of the Department of Computer Science, Vrije Universiteit Amsterdam)

Rajib Kumar, Offline (The Material World Online Management Journal) Volume-4, No- 4, March 2006

GOSSIP MOST SOUR

I decide to take an evening walk after an interlude. The previously enacted walk at the maidan was hard to come by given a crunch on Huxley’s primary predicament, TIME, so instead I decide to take one en route a professional commitment in the Bowbazar area to the MW head office at Wellington Square. My little adventure was disproportionately dismantled midway by the “everywhere people” – the over enthusiastic two wheeler rider who shoved and shuffled his way into every inch available ahead of him- right, center and left putting me and others aligned to me at risk.

I was finally relocated to the smallest of the small sidewalk, which was in a state of respiratory failure what with a plethora of hawking wares.

The protagonist of the two-wheeler is followed close on the heels by one of Kolkata’s vintage heritage as I am given to understand by many– (add the buzz word:“non-polluting”) – the rickshaw puller (we hear we’ll be ridded of this lifeline or menace- whichever way you are, well err… only to be replaced by a more “modern” A1 version.)

Running neck to neck with him is the cycle van rider shouting on the top of his voice along with his associate behind atop the wares and goods. We hear they do great service to trade & business so you can’t really complain even if you break a bone or two while negotiating with them. It’s larger societal benefit buds…


Cloud Nine Securitas:

The lanky private security guard collects visitor passes from families of patients at a city nursing home but doesn’t know which card to return to whom-well, if you are confused, the fella doesn’t know how to read and write…no kidding (well we are assuming he can’t write as well because if he could he would be reading as writing requires reading while writing).




What Bengal & Greg Thinks Today:

Well even if Greg, he of the Ganguly fame, doesn’t see Banglar dada as international material, the national electronic media sure has a different story to tell when it comes to Bengal & Bengalis:

· ABP has a major stake in STAR TV network which runs STAR News
· CNN-IBN with Rajdeep Sardesai at the helm. Well, Rajdeep’s wife is a Bengali and is a key member of the team.
· Times Now has a Bengali Vice President in P. Dasgupta
· NDTV…we all know the suave bearded doctor.
SSSh…Greg’s watching….

Rajib Kumar, Offline (The Material World Online Management Journal) Volume-4, No- 3, February 2006

Prisoner of The Sun - BY RAJIB KUMAR

How are we supposed to react to Sun’s “undercover” operations executed on one Kkaran Bahree (sure there isn’t that usual often deliberate misspell?)? Hang our heads down in Shame? Yell International conspiracy? Or ask our desi counterparts Tehelka to take it up as an A+ emulative case study?

What is The Sun and its ilk trying to prove? Call centers in India aren’t safe for confiding Britons? Fair enough… except tangible theft executed by ancestors of Oliver Harvey & Co, hadn’t had any The Surya to record & report…. but history is for historians these days…so be it.

This ain’t any supporting document for Bahree…however that’s pronounced or whoever he is…But for heaven’s sake, how does the prick’s ex-public school credentials come into the picture? Is this passing judgment on public school graduates in India? Should we extol the effort in attaining this valuable data given to our education watchers & administrators? Does Harvey & Co have plans to extend their research to public schools in Britain and their brothers in arms in Northern America? My experience with public school goers in that region says that this just might yield results that might be a trifle uncomfortable for Harvey, Craig et al to gulp.

And amigos… the fella’s virginity? Is this some kind of creating the groundwork for a brand new parameter in competency mapping for employees of corporate houses? HR consultants take note. What is The Sun suggesting: hiring henceforth those with THE experience… Validated in varied versions in Britain especially in media and sport bodies? Adherence to the confidentiality clause and virginity…excellent! This investigation shall surely make its readers take The Sun more seriously than ever before…. investigative journalism of the highest order.

And finally, his Brahmin credentials…how are we supposed to interpret that…a guideline for lawmakers in India- a validation of our social justice system a la Mandal by our British brethren? Should not this research be commended? Should we not nominate Messrs Sun to Halls of Fame for fostering the cause of internationalism?

By the way when exactly did national newspapers in Mother India start running syndicated columns of British tabloids (sic) on its first page….


Rajib Kumar, Greater Impacts (Offline Special Editions), Friday, June 24, 2005

Controlling Others For Love And Profit

It’s been said that 80% of the results in business are created by only 20% of the people. While personal success in the 21st Century rests in the ability to become part of that top 20%, managerial success will depend on the ability to inspire, attract, and/or maintain these leaders.

Leadership “Self-Help” books, articles, blogs, keynotes, and workshops abound. Most of these management tools, sales techniques, and relationship strategies, are successful in at least some situations and with certain people. However, the vast majorities miss the point:

All attempts to influence or control others are focused on the wrong person. Leadership Excellence is the “Art of Self-Control.”

Most people would probably agree that self-control is the answer. The problem lies in the individual definition of self-control ...

· Self-control means toughness for some: “I don’t get mad, I get even.”

· For others, it is all about leaving a way out in case something goes wrong: “I don’t have to take this, I’m out of here.”

· For many, self-control is the ability to refrain from hurting people, even when hurt or angry themselves: “If you can’t say something nice, don’t say anything at all.”

· And for some people, it means to do whatever it takes to keep from upsetting others: “Don’t rock the boat.”

Statements such as these may seem like self-control to many people. In reality, they are all attempts to control others. People justifying these behaviors are either trying to get someone else to do something (such as keeping their commitments), or to prevent them from doing something (such as getting upset).

Unfortunately, whether one is striving to be helpful or self-serving, the only way to ensure success with these tactics is to establish some kind of ‘Position-Power’ over others. Position-Power may be blatant, as when backed up with orders, threats, demands, hysterics, or ultimatums. However, this manipulation can also be demonstrated in more subtle ways, such as by shutting down, backing away, or making outright lies.

Position-Power is the rationalized control of others due to fear.

This can be a fear OF others: “You might hurt me.” However, it can also be an altruistic fear FOR others: “You might hurt yourself.” The bottom line is, whether you are striving to protect yourself or someone else, management by Position-Power itself is nothing more than a Fear-Based knee-jerk reaction designed to control others.

“Position-Power” is a “Fear-Based Reaction”

These terms are synonymous and interchangeable, and both are becoming operatively obsolete. Regardless of the intent, managers using Position-Power to control others are facing increasing resistance. Modern persons in democratic societies do not function under the strict inflexible hierarchy as our ancestors did. In fact, we resent those who control us (or attempt to control us), even when we are told it is for “our own good”. Just ask any teenager.

In the short term, Position-Power can give a business the illusion of effectiveness. However, this Fear-Based environment is now becoming unacceptable for employees with high levels of self-worth. They have found, and will continue to find, better places to work. Those who remain usually see the levels of fear increase in direct proportion to decreased corporate results.

The cycle will continue until excellence and passion are stifled. In a world where innovation and creativity are needed for long-term business success, companies operating within this paradigm cannot flourish. Resentment and resistance ultimately lead to sabotage, diminished results, and even destruction.

People are beginning to realize they are merely creating new problems whenever they justify Fear-Based reactions to challenging or threatening circumstances. Position-Power is losing ground to effective, innovative, and forward thinking leaders.

It is becoming increasingly apparent that positive results will come through leaders … not from them.

The truth is, the reactions of anyone other than yourself, are merely measures of your own effectiveness … or lack thereof. When you become aware of your own negative Fear-Based reactions, it becomes easier to see how you are attempting to control others with actual or implied Position-Power. Instead of focusing on what others are doing wrong, take responsibility for changing yourself. Your leadership will be greatly enhanced.

We are in the midst of a leadership evolution. Leadership based on Position-Power is history. The evolution in leadership will influence our intimate, family, business, community, national, and global affairs. Now is the time to create personal and professional results WITH your life, not just IN your life.

The world has enough victims. We need leaders.

James Rosewell, Quinn, Offline (The Material World Online Management Journal) Volume-4, No- 2, January 2006

Logistics Leadership Musings

Great leaders relish responsibility and accountability. They inspire others and bring out their best, whether on the warehouse/shop floor or in the executive cubicle.

For supply chain mastery Logistics professionals must work across functions within the organization, with business units throughout the company, as well as partners across the supply chain.

Collaborating with supply chain partners and developing innovative solutions from time to time to optimize logistics and supply chain strategy and operations therefore require strong leadership abilities.

According to practicing professionals a good supply chain leader must span boundaries. A successful supply chain manager must not just be armed with domain and IT skills, he must have a high level of social awareness, and at the same time be accommodating and flexible to lead change that transcends boundaries.

While Leadership is required at all levels in an organization, the warehouse floor and the executive suite represent their own challenges. Each environment has its own set of rules and forces, often non-quantifiable. A leader must understand the surroundings and win the hearts and minds of the team. A great leader is able to bring the best out of each person whether on the warehouse floor or in the executive cubicle.

Call this doomsday Prophecy, you may, if you please, companies in the early 21st century may be on the brink of a leadership crisis. With Baby Boomers about to retire in droves, and other potential leaders downsized or demotivated, any clue as to who will replace them?

"Where the next generation of leaders will come from has given many organizations pause, and a renewed interest in leadership development," opines Dr. Carol J. Dell'Amore, director of the National Leadership Institute at the University of Maryland University College, Maryland, US.

While leadership capabilities are important in all business disciplines, the unique challenges in the logistics and supply chain arena make them a critical part for achieving results.

Logistics functionaries today are not just the playing the traditional role of getting the shipment out of company premises but are giving strategic direction to the company. Further, they must take responsibility for the huge investment that goes into the function and maximize ROI by inspiring their organizations to achieve goals. Ideally, they work on both ends of the equation: drive down cost and improve performance and economy, away from the classical view of savings and only savings.

Dell'Amore has identified the following competencies and skills as a core part of leadership:


1. Vision.

2. Inspiration and motivation.

3. Empowerment.

4. Authenticity.


Mike Finley, a retired Rear Admiral in the Supply Corps of the U.S. identifies loyalty, as a leadership trait -something he believes is not that spoken of but is very powerful. Says Finley, “Leaders who are loyal to the organization, the people they work with, and themselves are a valuable commodity. They understand the power that loyalty and integrity bring and the confidence they instill.”

Leaders are infact enablers quite different from traditional managers. William Pagonis, Head of Supply Chain, Sears Roebuck Co says “Managers today need to be a hybrid, serving as both managers and leaders.”

Rajib Kumar, Offline (The Material World Online Management Journal) Volume-4, No- 2, January 2006

Which Manager/Engineer you want to be?

1) Project Manager is a person who thinks nine women can deliver a baby in
one month.
2) Construction Manager is one who thinks single woman can deliver nine
babies in one month.
2) Controls Manager is one who asks if the baby is in the budget (and it
saves money to adopt one)
3) Project Engineer is a person who thinks he can deliver a baby even if no
man and woman are available.
4) Section Engineer is a person who thinks it will take 18 months to
deliver a baby.
5) Client is the one who does not know why he wants a baby.
6) Engineering Team is still figuring out how to produce a baby.
7) Procurement Team thinks they do not need a man or woman; it will
produce a child with zero resources.
8) Document Control Group thinks they don't care whether the child is
delivered, they will just document 9 months.
9) Quality Auditor is the person who is never happy with the PROCESS to
produce a baby.
10) Site Engineer does not care...he just wants the woman!
So.........Pick Your Choice!!!

Offline (The Material World Online Management Journal) Volume-3, No- 8, May 2005

Functional Fixations

ASTROLOGY: tells us about you and your future simply by your birthday. The Chinese Zodiac uses the year of your birth. Demographics tell us what you like, dislike, whom you vote for, what you buy, and what you watch on TV. Well, the Corporate Zodiac goes a step further: simply by your job title, people will have you all figured out...
MARKETING: You are ambitious yet stupid. You chose a marketing degree to avoid having to study in college, concentrating instead on drinking and socializing, which is pretty much what your job responsibilities are now. Least compatible with Sales.
SALES: Laziest of all signs, often referred to as "marketing without a degree," you are also self-centered and paranoid. Unless someone calls you and begs you to take their money, you like to avoid contact with "customers" so you can "concentrate on the big picture." You seek admiration for your golf game throughout your life.
TECHNOLOGY: Unable to control anything in your personal life, you are instead content to completely control everything that happens at your workplace. Often even YOU don't understand what you are saying, but who the hell can tell?! It is written that the geeks shall inherit the Earth.
ENGINEERING: One of only two signs that actually studied in school, it is said that ninety percent of all personal ads are placed by engineers. You can be happy with yourself: your office is typically full of all the latest "ergodynamic" gadgets. However, we all know what is really causing your "carpal tunnel"...
ACCOUNTING: The only other sign that studied in school, you are mostly immune from office politics. You are the most feared person in the organization; combined with your extreme organizational traits, the majority of rumors concerning you say that you are completely insane.
MIDDLE MANAGEMENT/DEPARTMENT MANAGEMENT/"TEAM LEADS": Catty, cut-throat, yet completely spineless, you are destined to remain at your current job for the rest of your life. Unable to make a single decision you tend to measure your worth by the number of meetings you can schedule for yourself. Best suited to marry other "Middle Managers," as everyone in your social circle is a "Middle Manager."
SENIOR MANAGEMENT: Catty, cut-throat, yet completely spineless, you are destined to remain at your current job for the rest of your life. Unable to make a single decision you tend to measure your worth by the number of meetings you can schedule for yourself. Best suited to marry other "Senior Managers," as everyone in your social circle is a "Senior Manager."
CUSTOMER SERVICE: Bright, cheery, positive, you are a fifty-cent cab ride from taking your own life. As a child very few of you asked your parents for a little cubicle for your room and a headset so you could pretend to play "Customer Service."

Offline (The Material World Online Management Journal) Volume-2, No-1, October 2003