If eternal Bliss is destination, then the path lies within. You need to surrender to your inner self to conquer the world

You cannot seek an acquaintance with the world when your inner self is a stranger to you.

Peace of mind is something everyone aspires for, and yet nobody seems to know when, where, and how to get it. Over a period of time, term “peace of mind” has undergone a transformation from a qualitative entity to a quantitative entity. People now a days speak in terms of “some peace of mind” to describe their aspiration or achievement. It can no longer be equated with the total tranquility of mind and the body. Peace of mind or lack of it can be the result of conquest over or conflict with self.

“In the final analysis, the hope of every person is simply peace of mind.”

Please read the complete article HERE

“Social Entrepreneurship: A Change in perspective, from “Not for Profit” activity to a “transaction” towards Social Assets Accumulation”

“I am extremely happy to note that so many young entrepreneurs have taken time today to attend my lecture on Social Entrepreneurship. I hope this will probably help in removing misgivings in the minds of the youngsters about Social Entrepreneurship.

Social Entrepreneurship is an entrepreneurial effort like any other business. Only difference is, it is wholly or partially cause driven and more often than not, it complements in terms of increased brand equity to the brand that supports it.

The debate about the capitalism and “All Truism” is eternal and will continue till eternity. We arenow looking at a model that is a combination of the two. “All truisms” is a noble concept, but it is too noble a concept to sustain. What is an ideal combination depends on geographic, demographic and other factors. However there has to be a flexibility and scalability in action & approach as per the need and situation.”

Please read the full text and view the presentation

Best wishes,

Shyam

STEM (Science Technology Engineering & Math) education has again come into limelight suddenly with everyone concerned including White House taking initiatives in this direction.

I very vividly remember almost a year back in 2009 when this issue was raised by my favorite author, Harvard professor and former editor of HBR Prof. Rosabeth Moss Kanter raised this issue in one of her articles during her India visit to attend Nasscom seminar. She said

“America will create new jobs by tapping the inventiveness of entrepreneurs who can draw on a large pool of talent with so-called STEM skills – science, technology, engineering, and math. I wish that the federal stimulus package included less money on banks and more on investment in higher education and companies of the future.”

Nice words spoken, but no concrete action in that direction. A typical case of ‘intent and action’ going in opposite directions. Industry at least seemed happy building their empires outside United States ‘CISCO’ CEO John Chambers prided in his Indian talent acquisition. He said at same conference.

“Cisco CEO John Chambers, who spoke before I did with his usual charm, repeated his company’s investment in Bangalore as its second global headquarters because of the 600,000 engineers a year that India produces.”
Is it a preference of convenience over construction? STEM education is a huge construction work involving the Government the industry and the intelligentsia. Till now none of them seemed to have taken it seriously.

It however is a happy augury that people have suddenly realized the importance of it. Let us hope this new found enthusiasm results in some concrete action being taken in this direction.

However the implementation of STEM is not as easy as people think. For the student perspective to change, it is essential that the changes are brought in the teacher perspective, the parent perspective, and teaching institutions perspective.

The role of Institutions

The institutions need to make the science curriculum more down to earth. It is should be relevant and related to day to day applications. The indifference to science & math should in a gradual process transformed in to interest, love and finally to passion. A sufficient dose of practicals, puzzles, & games could help, but more importantly it should be related to the happenings and applications around us.

The natural affinities

Another reality that parents & the teaching community should take note of is that if one scores less in math & science, it is not the student who needs too be blamed. It has to be understood that, Science, Math, humanities learning are related to different but overlapping functions of the brain. Each individual has a circuit naturally designed for a particular steam and a profession. The Bio-individuality of Human beings needs to be respected. This has been proved by many neurophysiologic studies and has strong empirical evidence in its support.

However on the positive side is the Neuro-plasticity, which states that every one can learn, only thing is some of us just need to be Re-Booted More often than not, it requires that we start from the ground up

The quotients IQ, EQ & PQ

STEM education is just not the case of IQ (Intelligence Quotient). It also involves EQ (Emotional Quotient), & PQ (Physical Quotient).

First factor is the PQ. The physical ability to learn, which includes the ability to hear, see, feel, move, and have the energy they need to learn.

Second factor is the EQ. Children need the right attitude to be able to learn. Without a good attitude learning becomes almost impossible. EQ includes attitudes about themselves, others, their work and the future.

Last but not the least is the IQ. The cognitive ability to learn which includes the ability to attend, understand, imbibe, process, recall & reproduce when required.

Pedagogy & Content connection:

There needs to be a symbiotic co-existence between the pedagogy & the content. “The Process & the Produce”. Iteration is an important prerequisite in any teaching process, more so in STEM education. The second most important requirement is for the teaching to come out of its linear mindset. A non linear spiral process could be a better alternative.

The faculty and the Involvement

The whole above process can be accentuate or negated by the most important factor, the faculty and its involvement. What is need is, informed teachers who are passionate about the subject and who show how the content is relevant to the real world. Strategies and gimmicks are secondary.

We need strategies that allow students to write, discuss, create visual representations, and organize concepts meaningfully. The majority of students coming through public education are not naturally doing this. Strong learners are. But we need far more teachers teaching kids how to think than ever before.

I would like to see more about the connections between content and active learning.
Let us hope that the initiatives taken by the Government and intellectuals transform themselves into concrete action plans which are implemented with all sincerity & in not so distant future, United States starts producing sufficient number of STEM graduates.

Best Wishes,

Shyam
Please also read my article How to impart STEM Education to your children on wikihow.(Featured Article)

BY CASEY LINDBERG Lou Dematteis

Stanford Professor Tina Seelig, left, joined Microsoft CEO Steve Ballmer as he offered insights to students on entrepreneurship and innovation in difficult times.
Steve Ballmer, Microsoft’s energetic chief executive officer, gave a humorous and optimistic pep talk Wednesday to a large crowd of Stanford students, including some about to graduate into the midst of the Great Recession.

Pacing the stage and gesturing with his arms, Ballmer spoke to a packed house of 1,700 people, many of them engineering students, at Memorial Auditorium. His advice to aspiring tech innovators was part of the Entrepreneurial Thought Leaders Seminar, normally attended by about 50 students.

After finishing his undergraduate career at Harvard, Ballmer enrolled in the Stanford Graduate School of Business for one year before dropping out to join forces with Bill Gates at Microsoft. Now bald, Ballmer poked fun at a picture of himself presented on a slide accompanying his recollection of those early days.
“That’s me when I got to Stanford. I still part my hair, by the way, on the right,” said Ballmer.

While speaking about the economy’s impact on entrepreneurship, Ballmer acknowledged the concern many soon-to-be graduates might have.

“My gosh—I am graduating, I am starting a company, I am moving forward, in the worst economy in, whatever, 70-plus years—is that a good thing or not?” said Ballmer. “It definitely is a tough, tough, tough environment. There’s no question about it.”

Ballmer, though, is convinced that the economic climate still provides enough room for entrepreneurs. He argued that there is enough venture capital available to fund the good ideas that are out there.
“The opportunity and need to invent … remains strong,” said Ballmer. “There’s going to be less venture capital this year than last year. There’s still probably in my opinion more venture capital than there are really good ideas to absorb the venture capital.”

Ballmer conceded that venture capital can contract too much and strain innovation, but maintained that excess venture capital is also not ideal.

“Let’s say there was four times as much venture capital. Would we have four times as much innovation? I don’t think so,” he said. “In a sense you could say there’s really not a better time to start a business. If you’ve got the right idea, you will get some funding. The ideas that weren’t good enough shouldn’t have been funded, and they won’t be funded today.”

Ballmer said the economy is resetting to a lower level and will then build back up from a lower base. That new base will provide a place for great ideas for companies and products to grow alongside the economy. He observed that Microsoft, Apple and General Electric are all companies that started under similar economic circumstances.

Ballmer argued that ideas for new technology are always changing. “Since I’ve been at Microsoft, the basic paradigm for how software gets written has changed a few times,” he said.

He suggested that these paradigm shifts open up new opportunities for people with good ideas. In particular, he noted that there is plenty of room for technological innovation in the fields of health and science.

“You’re able to model today the physical world with computers in a way that was never possible before,” said Ballmer. “Software accelerates the process.”

One of the next big changes will be the way people interact with technology. “That’s the future. That’s where things are going,” he said. “Today you learn to speak the computer’s language. If you want to write programs, you learn to write programs in the computer’s language.” He told the audience that his computer is incapable of understanding a simple request: “Get me ready for my trip to Stanford.”
“My secretary’s able to process that command,” he said. “My computer cannot process that command.”
In closing, Ballmer cautioned that even though there is room for entrepreneurship, success doesn’t come quickly and requires long hours and dedication. Because of this, he warned the audience about choosing a career for the wrong reasons.

“I think the biggest mistake most people make when they pick their first job is they don’t worry enough about whether they’ll love the work, and they worry more about whether it’s good experience,” Ballmer said. “You might pick a school because it’s good for you, and you might pick a second school because it’s good for you, but by the time you’re picking jobs I really think you’ve got to pick a job because you really think you’re going to love doing the work that you’re doing, and it’s a mistake not to.”

Ballmer’s talk was cosponsored by the Business Association of Stanford Entrepreneurial Students, the venture capital firm Draper Fisher Jurvetson and the Stanford Technology Ventures Program.

Casey Lindberg is an intern at the Stanford News Service.

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Made in India

Is demography destiny? I used to believe so. But these days, I think that depends on how a country leverages its human capital. Merely boasting a big population doesn’t confer superpower status to a nation. The quality of its human capital must match its quantity. This hard truth is finally sinking in among Indian politicians and corporate captains.
Recently, Indian Prime Minister Manmohan Singh stated that India is projected to provide 500 million workers — a quarter of the world’s total work force — within a decade. Indeed, by 2020, the average working age is projected to be 60+ in both US and Europe, 45 in China, and merely 29 in India!
But Mr. Singh was quick to point out that without proper education and training, the majority of these potential workers won’t be “employable” by either public or private sector firms. In a country where half of the 1.1 billion population today is below 25, Indian politicians are finally waking up to the employability and talent challenges facing the Indian youth.
India’s explosive economic growth is fueling demand across industries, ranging from IT to manufacturing to retail, for a huge number of skilled professionals. Unfortunately, while India produces over 3 million graduates each year, the percentage of those graduates that are employable by the industry is fairly low. Two studies, one by McKinsey & Company and another by Duke University, showed that fewer than 25% of the 500,000 engineers graduating in India are of comparable quality to the 70,000 engineers produced in the US — and therefore “employable” by the industry.
Aware of this challenge, the Indian government is collaborating with the National Knowledge Commission to unleash the country’s human potential by, for instance, opening more IITs and IIMs and imparting “soft skills” to young workers. Unfortunately most of these initiatives take a quantitative approach that merely aims to improve the supply-side of the Indian labor market. I personally think that the issue (and therefore the solution) lies on the demand-side, and requires a qualitative solution as well.
Why? Because employability is only half the problem. Even if they do find qualified workers, companies can’t take their Indian employees’ loyalty for granted: attrition rates in Western IT providers’ Indian offices run as high as 50%, due to lack of engagement by their employees. In a global workforce study conducted by Towers Perrin, a whopping 56% of Indian employees said that they feel disengaged at work – the highest percentage among all countries surveyed. These disgruntled Indian employees feel a big disconnect between their personal aspirations and their day-to-day professional activities.
This disconnect results from the fact that while young Indians are attending colleges (let alone high schools) neither their parents nor the educational institutions pay attention to their individual talents and career aspirations, and help tie them to the skills needed to be successful in an organization. This paucity of attention later results in high employee attrition which hurts Indian industries’ ability to sustain growth and build globally competitive and adaptable workforce.
However resourceful it might be, the Indian government can’t afford to take a top-down approach to igniting and coaching the minds of the 550 million-strong Indian youth. It needs to enroll the help of creative entrepreneurs worldwide to accomplish that mighty goal.
Fortunately, some entrepreneurs are already responding to this call. Take Dr. Ravishankar (Ravi) Gundlapalli, whom I recently met in San Francisco. After 12 years of working as a supply chain professional (Ravi has a Ph.D. in Fluid Mechanics), Ravi decided to become an entrepreneur in the education sector with a global mission. Ravi told me that his passion for teaching and education goes back to his own high school days in Chennai, when he learned Tamil to teach mathematics and physics to his fellow students from Southeast Asia who had difficulty understanding concepts taught in English at school.
Ravi’s extensive field research in India with individual students, colleges, employers, and trade associations shows that most of the 3 million graduates that India produces each year are not receiving adequate career-based education and orientation. So Ravi is launching a new startup, Turning Point Global (TPG), which aims to address the employability and talent management issues faced by the Indian economy.
TPG’s vision is to “ignite the Indian students’ minds” with career planning and career success principles that are aligned with the students’ own genius and career aspirations. By engaging with Indian students while they are still in college, TPG plans to make them career-ready by the time they embark on their first job, armed with relevant functional, behavioral, and career success skills. TPG has many other innovative ideas to ensure that these students continue to maintain clarity of self and clarity of career, and in the process help reduce employee disengagement and attrition in the industry.
Ravi also told me about former president of India Dr. A. P. J. Abdul Kalam and Prof. Sudershan Acharya’s Lead India 2020 youth national movement, and how his vision for TPG is synergistic with that of Dr. Kalam’s, which is to ignite the minds of 550 million youth of India and transform them into employable human resources with strong leadership and human values.
I was moved when Ravi described how he is currently “igniting” the mind of a blind but super-bright Indian student, whom he met through Lead India 2020. This blind student received a youth leadership and outstanding scholars

This article should have been published by me in April 09. Just when the draft was ready, a thought occurred to me. The question of work from home or work place arises, only when people have work. A sudden realization came to me that my friends in USA ,UK, India and other countries will be benefited if I can help them access jobs in their countries and if possible in their neighborhood. With that in mind, I embarked on the “Mission Impossible”.

From April till September 09. I was able to publish close to about six thousand jobs based in more than 32 countries with a viewership of around Thirty Thousand on approx. forty forums. Of course a matter for some satisfaction, however still a far cry from my goal of reaching Hundred Thousand people in hundred countries. The necessity to work for a living prevented me from putting more efforts in this direction. A couple of years down the line, I think I will be full time involved in this task.

I got huge support and encouragement from many large multinational organizations & development agencies, which helped me and allowed me to publish their job requirements on my blogs. The letters of thanks I received from people, who accessed the jobs & got the jobs, gave me satisfaction more than any remuneration could give and provided the maximum motivation for me to work further in this direction.
Now having done my bit, I can excuse myself for publishing this long pending article. “Mission Impossible” however continues. To view some of the jobs please Click Here

Work from Home or at home at work place

I do understand that work from home is not possible when you are working in a manufacturing unit or you are doing a work which requires your physical presence at the work place.

However if you are working out of your laptop, and the organisation is in a position to offer you the facility of home login, then I feel the work is more important than the workplace.

Several multinational organizations operating in India have realized this, implemented it and found appreciable increase in productivity levels for the same man-hours and the efforts.

In fact in the recession hit United States and Europe, certain organizations are contemplating the implementation of the norm for everyone to work at home at least one day a week. This single step could raise productivity, save energy, decrease pollution, reduce traffic congestion, cut household expenses, increase quality of family life, and keep educated women in the work force.

In this fast moving and fast growing jet age, everything including technology, thinking, people, processes, and policies have changed to more dynamic pattern. Yet one thing that hasn’t changed and refuses to change is the rigid workplace of the last century. It is amazing in the digital age that most work is still associated with industrial age work rhythms and the symbolic chains that tie workers, knowledge and otherwise, to fixed locations. Flexible workplaces with flexible hours and days are long in coming. This I tell you is a very mild understatement in relation to the present situation. This is because of the business owners who while using latest in technology and machinery,are very primitive when it comes to work pattern. I have seen managed family managed conservative organisations managing to remain as as small as thinkng even after years of existence They are of course encouraged by the overenthusiastic HR managers fresh from B-Schools, and yet to get into the unlearning process.

I can give a classic example of a Indian Corporate with more than hundred years of existence. The chairman of the corporate had his chamber at a location from where he could view the senior managers’ cars entering the building. He used to call the senior managers coming late and discuss with them.
A good one hour used to get involved in this exercise. One hour loss at senior management. Apart from this the other loss was that the senior managers used their time, resources and ingenuity to work ways to avoid detection. Leave alone the loss in productivity & optimization levels, if the attitude at the senior management is such just imagine what would percolate to the down line managers and thousands of workers in the organisation.

One thing is very clear. When the management is fixed mentally on the entry time the employees are fixed on the exit time. productivity and work take a back seat, tasks are left uncompleted, manager can no longer influence the workers to stay back and complete the tasks. Production and productivity suffers.

Discipline at cost?, self extinction?, certainly not I hope. I would always manage with a little less discipline if it ensured a better cash flow for my organisation.

Now let us take a look at the situation in USA
Many U.S. cities have become commuter nightmares as urban sprawl sends people across longer distances in their cars every week day. According to the 2008 U.S. Census estimates, 84 percent of the U.S. population lives within 363 metropolitan areas that spill over central city boundaries and, in some cases, over state lines. Jobs within central business districts have been declining, while jobs outside a ten-mile ring have been growing. Vehicle miles traveled have increased twice as fast as population growth.

Now does this remind you of cities in India ? Bangalore, Delhi, Hyderabad,Mumbai, Chennai and of course “Oh Kolkata”.

Choosing how long to work and on what schedule has long showed productivity benefits. People are less stressed when they can adjust their hours or days to family or personal needs. A greater feeling of control is associated with more energy and better health, studies show, making those workers more productive. Some savvy senior executives stay out of their offices occasionally even when not traveling, because they get more done in a setting with no interruptions, at home.

For many working parents, the chance to work remotely is the primary way to achieve work-life balance. Many women leave high-powered corporate and professional careers when they have children, frequently starting their own businesses they can run from home, because there is no flexibility and no middle ground between the all-out grind at a workplace demanding physical presence or opting out. A norm of remote work for everyone would ease the strain.

Technology exists to make remote work feasible and effective. Cell phones have liberated people from desks. The need for high-speed network connections is another argument for universal broadband and wi-fi access, with tax deductibility or reimbursement to employees for the connections to their home, as IBM and many US multinationals do in India.

The barriers are the usual human ones. Without a culture of strong accountability, collaboration, trust and personal responsibility, remote work doesn’t work. That culture is missing in too many organizations. Managers don’t always know how to coordinate and communicate with people they do not see face to face; they must value the work product and not the face time. Leadership is important. People need clear goals, deadlines, and performance metrics.

I know there is a huge other side to this also, the disadvantages. I leave it to my friends to argue and debate. As of now, I thank all my friends for their patience and allowing me a few lines about my work.

Regards,

Shyamsunder Panchavati

Some of the recent comments on this post from various forums.

Hello Shyamsunder,
Appreciate your insight. A position we both share.
In all of history, never before has communication devices and technology existed like the ones that exist today. This comment for example, physical location is becoming less important for the conveyance of information.
It has been my dream to enlist a ‘virtual’ workforce, void of physical constraints, and opportunity to embrace knowledge held by professionals in various locations, by the retired, physically challenged, and home workers to name a few.
It is my understanding that your question (captioned above) continues to be challenged, and the response will continue to weaken, to the point we all can work more remotely.
It will become the ‘norm’, help me re-engineer this future.
Change is in the air my friend.
-Harley

Shyam,

I see two separate and distinct separate issues being addressed in your article. First, are there drivers begging the facilitation of greater use of virtual work places. And second, is the specific workforce ready and able to adopt and accept responsibility for participationion the virtual workplace.

You aptly address the drivers for remote / virtual workplaces. I think most of us can identify with these issues and can draw from experience the many times we’ve been responsibly and productively engaged in working from remote sites. Although somewhat more elusive and greater challenge is in identifying the personality characteristics or traits of those who adapt to this model versus, what I see as the majority of individuals, those who need the structured workplace in order to remain engaged, productive and focused on their 8-10 hour daily assignments or unstructured tasks as they may be.

I’m not yet convinced that the 80-90 percent of deskbound workers are at the work maturity level at which they can thrive when working sans office. While automated call distributors insure that work is kept queued and measureable for remote call center personnel, the same is not true for knowledge workers or ‘meeting bound’ program team members.

I believe that driving success for this larger mass will come thru improved use of integrated video/telecommunications services and social networking tools which will spur an alternative social fabric to the office coffee station. The immediate next step being adoption and integration of these services into common work protocols.
Ron

We do a lot of “virtual” work and I find it that it is good to have it when you have very “proceduralized” work flow. Long project when all people know what they do etc. When nature of business is very dynamic we find it is very hard to have “virtual” work force.
Here is an example, one of our clients have a server performance problem that results in service unavailability. Server are up and down. When they down you need react right away and mulitple people have to work together to response quickly. If they all remote it is very inconvenient.
Posted by Michael Petrov

Many US companies are way behind in 21st Century management/HR with regards to the “work from home” opportunity that exists for both the company and the employee. Not all employees are equal in their job descriptions, skill sets or abilities – therefore, no outdated mandate should be given that no one can work from hom – when some can and should. I would greatly appreciate any further testimony from US that promotes the work from home opportunity.
I’m in sales – primarily by phone and email – there is absolutely no reason for me to drive 50 miles a day to come to an office when I can do the same job and work longer hours from my home office.
Any persuasive facts or thoughts that I can send along to my management?
Thank you.
Posted by Le Anne Dolan

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Few more University degrees than others does this make you a better educated person than others?
Humility born out of knowledge is divine,
Confidence born out of knowledge is good welcome and acceptable.
Arrogance born out of knowledge is Ignorance magnified.
Ignorance is trait born out of captive mind set.
Kupastha Mandukam are we one?? (Frog in well)
As Intellectuals, well we are not expected to be one.

Mind tattoos, the responsible factors for captive mind set
People are led by the captive mindsets which lead to inhibition and inaction
Mind tattoos, the responsible factors for captive mind set
“Dr Norman Vincent Peale the famous author was walking by a tattoo shop when a confused looking young man came out of the shop with a tattoo in his right arm that read “Born to Lose”. Dr Peale asked the tattoo artist about it and the tattoo artist replied…. “ I did ask the young man if he was sure that he wanted to state “Born to lose” in his arm and the young man was pretty stubborn in that. A surprised Dr Peale asked the tattoo artist – “Is’nt that surprising?” For which the artiste replied “Not really! Much before he tattooed it on his arm, he has firmly tattooed it in his brain, and his body tattoo act is just a reflection of his mind tattoo”.””

But what we tattoo on any part of the body for others to see is not as important as what we tattoo in our minds…. And positive, successful, energetic mind tattoos are a must to attain success…
So, it should be our conscious and subconscious endeavor to keep tattooing our mind with thoughts that are ONLY about winning, what we want be, want to reach, want to achieve, that perfect day as desired, ALL THAT IS SOUGHT BY US FOR A GREAT LIFE.
A few degrees less or more doesn’t decide whether you are intelligent, Creative leader

Creative people are full of curiosity.

Creative people are wonderstruck. They are tickled by the newness of every moment. They have lots of questions. They keep asking what, why, when, where and how.
A questioning mind is an open mind. It is not a knowing mind. Only an open mind can be creative. A knowing mind can never be creative.
A questioning stance sensitizes the mind in a very special way and it is able to sense what would have been missed otherwise.

Problems & the blame game
When there is a problem, some people can be seen wringing up their hands. Their first reaction is to look for someone to blame. Being faced with a problem becomes a problem. Such people can be called problem-averse.
Intelligent people, on the other hand, are problem-friendly. They just roll up their sleeves when faced with a problem. They see problems as opportunities to improve the quality of life. Being faced with a problem is never a problem.

Value ideas and suggestions from the colleagues

Creative people realize the value of an idea. They do not take any chance with something so important. They spot an opportunity in the ideas suggested by their colleagues.

Delegate and define responsibility to make them accountable & responsible.

Delegate and clearly define responsibilities to each member of the team. Allow them controlled discretion & inculcate a sense of responsibility & accountability in them. A responsible and winning team can only make you a winning leader.

Visible enthusiasm for achieving set goals

Effective leaders are enthusiastic about their goals. This enthusiasm works as fuel for their journey, propelling them to their goals. This is also extremely contagious and spreads fast in the team.

Perennially dissatisfied.

Leaders are acutely aware of their dissatisfactions and unfulfilled desires. However, this awareness does not frustrate them. Their frustration never reflects in their behavior with colleagues. As a matter of fact, they use this awareness as a stimulus to realize their dreams.

Be an optimist, regardless of adversities & constraints.

Creative people generally have a deeply held belief that most, if not all, problems can be solved. No challenge is too big to be overcome.
This doesn’t mean they are always happy and never depressed. They do have their bad moments but they don’t generally get stumped by a challenge.

Creative people make positive Judgment.

A new idea is delicate. It can be killed by a sneer or a yawn. It can be stabbed to death by a quip and worried to death by a right man’s brow – a businessman Charles Brower

The ability to hold off on judging or critiquing an idea is important in the process of creativity. Often great ideas start as crazy ones - if critique is applied too early the idea will be killed and never developed into something useful and useable.

This doesn’t mean there is no room for critique or judgment in the creative process but there is a time and place for it and creative people recognize that.

Academics excellence should not bring about arrogance of Endemic proportions

Your having more knowledge than your colleagues is the most natural thing and that should not make the other person less of a human being. If that knowledge gives you a sense of arrogance and self righteousness, You are endemic diseased get yourself cured immediately. Your superior knowledge should be used to help build ladders out of ignorance for lesser qualified colleagues & students.

Great people are good at reframing any situation.

Reframes are a different way of looking at things. Being able to reframe experiences and situations is a very powerful skill.
Reframing allows you to look at a situation from a different angle. It is like another camera angle in a cricket match. And a different view has the power to change your entire perception of the situation.
Reframing can breathe new life into dead situations. It can motivate demoralized teams. It helps you to spot opportunities that you would have otherwise missed.

It does not mean that excellent academics make you less educated. It only means that excellent academics & education are not interrelated directly or inversely. We had great academicians who were also excellent human beings. Dr. Rejendra Prasad, Dr. Radhakrishanan, Dr. Zakir Hussain, and Dr. Kalam. Remember our word action directly impacts the destiny of the future generations. Our actions should help to mould the youth to become future leaders and fulfill Dr. Kalam’s dream to lead India to lead the world by 2020.

Best wishes,

Shyam,

• 
  
  ]]> http://shyamsunder.wordpress.com/2009/05/08/body-tattoos-are-exhibit-mind-tattoos-do-they-inhibits/feed/ 2 Shyam http://shyamsunder.wordpress.com/2009/05/03/where-knowledge-fails-it-is-the-ignorance-that-creates-path-for-success/ http://shyamsunder.wordpress.com/2009/05/03/where-knowledge-fails-it-is-the-ignorance-that-creates-path-for-success/#comments Sun, 03 May 2009 07:29:53 +0000 Shyamsunder Panchavati http://shyamsunder.wordpress.com/?p=224 ]]> Derek Bok, the 25th President of Harvard, famously said: “If you think education is expensive, try ignorance.” What we need is more business education, not less!

  “Try ignorance” though said in a different context has become more relevant in the present scenario. A leading Japanese multinational, which is into electronics and infrastructure, systematically, breeds high levels ignorance in their staff right from the stage of initiation, simultaneously imparting highest level of knowledge in the area of their work. I was surprised to find a senior Japanese technician totally ignorant about his company info like turnover, manpower count, he didn’t even know the name of his chairman. He innocently admitted that he only remembered the person he reported to, and people who reported to him. Yet he had contributed constructively to the infrastructural aspects of the power plants, his company built in many countries.

  Now compare this to a senior executive from west. He will not only remember everything about his chairman (down to the scandals). He will give you all info (including personal) about other heads like Bill Gates, Steve Jobs, Warren Buffet et al.

  Now how does it affect the performance? It does I feel

  Now brain like any other data storage system has a fixed capacity for storage. You can only recall what is stored. If you store irrelevant stuff, you are left with a very limited space to store the stuff relevant to your work .It may be enough to carry you through normal times, but not during crisis situations. Japanese realized this early, and the results are there for all to see. A badly battered World War II country rose like phoenix to become the world’s leading economy within two decades.

  Who is to blame?

  Every one in the establishment, especially those in B-Schools. In order to make themselves relevant, they teach a lot of irrelevant things. A better part of my life has been spent making the students unlearn things not relevant their jobs.

  “Mintzberg, a professor of management at McGill University, and a known B-School baiter says that the idea of a foundational education at or near the beginning of a managerial career is fatally flawed. It’s not called the “practice of management” for nothing, he says, and you can only learn the nuanced lessons of management by managing.”
  He adds, “.You wouldn’t send a doctor out to practice without years of study; why a manager? Because most of the things a manager needs to know–whether that’s how to motivate people or assess a balance sheet–are context-specific, he says, and not universally applicable. Yes, a manager needs to understand the basics of finance, but that is best learned in a real-world setting. Furthermore, an MBA degree gives graduates a false sense of their capabilities, which can cause tremendous harm to an organization.”

  It’s a strongly a contra view–but in this environment, one that suddenly seems a bit less radical.

  Where is the solution?

  Turn to east & orient; adopt their proactive ways of recruitment and training. Select specialists (Masters) in the related field, rather than management generalists. Impart job specific intensive customized training and keep updating their knowledge to get results. US multinationals in India have already started that practice they are picking students from high schools & undergraduate colleges and grooming them into successful executives. One of the US multinationals had tied up with a university to impart education customized to its job needs. It sponsored the education and absorbed the students after completion.

  Either reform the B-School curriculum to make it industry or scrap them altogether.

  You don’t need a MBA to create economic crisis. It should be focused towards effectively manage one.

  Before concluding, I am tempted to narrate another incident about another senior Japanese techie. My friend wrote to this man to get a car stereo, whenever he came to India next. The man wrote back. “Ok I will get the car stereo, but what about the car.” It took a while for my friend to understand the message. Now the perception of the Japanese was, to get a car stereo, you had to buy a car, pluck the stereo out, and…. What to do with the car? Now he could be excused for the ignorance of the fact that car stereos were available separately in the market. Because this ignorance led to the expertise in his own field.

  Best wishes,

  Shyam

  
  ]]> http://shyamsunder.wordpress.com/2009/05/03/where-knowledge-fails-it-is-the-ignorance-that-creates-path-for-success/feed/ 2 17.385044 78.486671 17.385044 78.486671 Shyam http://shyamsunder.wordpress.com/2009/05/01/jobs-india-0501/ http://shyamsunder.wordpress.com/2009/05/01/jobs-india-0501/#comments Fri, 01 May 2009 12:10:01 +0000 Shyamsunder Panchavati http://shyamsunder.wordpress.com/?p=217 ]]> Important Note :

  I am not recruiter, nor I am running a job board. The postings I am doing are purely with the intention of helping the unemployed to access the job opportunities.
  I have received more than thousand mails asking either to provide a job or critique resume, and mails are pouring. It is impossible humanly for me to attend to them, as I have my professional work to attend to. Kindly excuse me for not responding individually to members.I wish all of you success in your efforts to secure a job
  Best Wishes,
  Shyam
  

  Program Communications Manager
  The Jal Bhagirathi Foundation
  Location: Jodhpur, Rajasthan, India
  Last Date: May 20, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13326.shtml

  Communications Consultant
  United Nations Development Programme, Poverty Unit
  Location: Jaipur (Rajasthan Mission on Livelihoods)
  Last Date: May 11, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13328.shtml

  Programme Director – Health
  Narotam Sekhsaria
  Foundation
  Location: Mumbai
  Last Date: May 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13329.shtml

  Director
  Smile Foundation
  Location: Delhi
  Last Date: May 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13327.shtml

  Coordinator – Executive Office

  Plan India
  Location: New Delh, India
  Last Date: May 3, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13325.shtml

  Divisional Consultant

  Child In Need Institute (CINI)
  Location: Chattishgarh
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13323.shtml

  Research Utilization Specialist, PROGRESS
  Family Health International (FHI)

  Location: New Delhi, India
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13322.shtml

  Deputy Director of Training
  Micro Insurance Academy
  Location: New Delhi, India

  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13298.shtml

  Senior Manager – Water Resources & Policy and Hydropower
  World Wide Fund for Nature – India
  Location: New Delhi

  Last Date: May 4, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13297.shtml

  Director – Media and Communications
  World Vision India
  Location: New Delhi
  Last Date: May 22, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13274.shtml

  Technical Support Officer (3 Vacancies)
  National UNV
  Location: Jaipur, Rajasthan
  Last Date: May 6, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13261.shtml

  Consultant – Access to Justice for Marginalized People
  UNDP India
  Location: New Delhi
  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13260.shtml

  Accounts Coordinator
  Plan India
  Location: New Delhi
  Last Date: April 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13262.shtml

  Consultant, Health Informatics Analyst

  Futures Group International
  Location: New Delhi
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13259.shtml

  Consultant, MIS Manager
  Futures Group International

  Location: New Delhi
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13258.shtml

  Accounts Officer
  ActionAid
  Location: Ahmedabad

  Last Date: May 2, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13257.shtml

  Senior Program Specialist for Public Private Partnerships
  Futures Group
  Location: New Delhi, India
  Last Date: April 30, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13244.shtml

  State Operations Research Advisor – Uttar Pradesh
  Futures Group
  Location: Lucknow, India
  Last Date: April 30, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13243.shtml

  Female interpreter and translator
  TV crew
  Location: rural Gujarat
  Last Date: May 22, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13241.shtml

  Communication Assistant
  United Nations Children’s Fund (UNICEF)
  Location: New Delhi
  Last Date: May 1, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13242.shtml

  District Coordinator (2) and Medical Officer

  LEPRA Society
  Location: Andhra Pradesh
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13181.shtml

  HR Assistant for GTZ Office
  German Technical Cooperation (GTZ)

  Location: New Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13247.shtml

  Senior Executive Secretary for GTZ Social Security Benefits for Unorganized
  Workers in Karnataka Programme
  German Technical Cooperation (GTZ)
  Location: Bangalore

  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13246.shtml

  Receptionist
  GTZ International Services
  Location: New Delhi
  Last Date: May 4, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13245.shtml

  National Program Officer-Iodine Deficiency Disorders
  The Micronutrient Initiative India
  Location: New Delhi
  Last Date: May 5, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13240.shtml

  Programme Manager
  Foundation for Social Transformation: enabling north east India (FST)
  Location: Guwahati, Assam
  Last Date: May 8, 2009 (updated)
  http://216.119.85.221/artman2/publish/indian-jobs/article_13132.shtml

  Terms of Reference for applications to support the work of UN entities in India
  with the media in Rajasthan at the District level
  UNDP
  Location: Rajasthan
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13142.shtml

  Project Administrator

  Path
  Location: Lucknow, India
  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13214.shtml

  Several Positions

  Centre for Indian Knowledge Systems
  Location: Tamilnadu
  Last Date: May 21, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13211.shtml

  Programme Associate

  Foundation for Social Transformation: enabling north east India (FST)
  Location: Guwahati, Assam
  Last Date: May 8, 2009 (updated)
  http://216.119.85.221/artman2/publish/indian-jobs/article_13215.shtml

  Several Positions

  Pragya
  Location: Gurgaon
  Last Date: May 20, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13210.shtml

  Programme Coordinator – Essential Services

  Oxfam India
  Location: New Delhi
  Last Date: April 26, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13220.shtml

  Regional Manager
  Oxfam India

  Location: Ahmedabad
  Last Date: April 26, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13219.shtml

  Finance Officer
  Oxfam India
  Location: Kolkata

  Last Date: April 26, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13218.shtml

  Donor Services Officer
  Oxfam India
  Location: Bangalore
  Last Date: April 26, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13217.shtml

  Accountant
  Oxfam India
  Location: Lucknow
  Last Date: April 26, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13216.shtml

  Manager Communication and Advocacy
  Hindustan Latex Family Planning Promotion Trust
  Location: Hyderabad
  Last Date: April 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13213.shtml

  Manager – Capacity Building

  Hindustan Latex Family Planning Promotion Trust
  Location: Hyderabad
  Last Date: April 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13212.shtml

  Programme Officer, Gandhi Fellowship

  Kaivalya Education Foundation
  Location: Delhi or Mumbai
  Last Date: May 17, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13185.shtml

  Programme Officer

  ActionAid India
  Location: Hyderabad
  Last Date: May 1, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13186.shtml

  Finance and Administration Manager

  CHF International – India
  Location: Nagpur or / Bangalore
  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13151.shtml

  Programme Assistant

  United Nations Development Programme (UNDP)
  Location: New Delhi
  Last Date: May 1, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13188.shtml

  Senior Technical Officer (M & E)

  Family Health International
  Location: New Delhi, India
  Last Date: April 26, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13190.shtml

  Accounts Officer
  ActionAid India

  Location: Hyderabad
  Last Date: April 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13187.shtml

  National Co-ordinator, People’s Patents Group
  Human Rights Law Network

  Location: New Delhi
  Last Date: May 17, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13184.shtml

  Legal Researcher, People’s Patents Group
  Human Rights Law Network
  Location: New Delhi

  Last Date: May 17, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13183.shtml

  Researcher, People’s Patents Group
  Human Rights Law Network
  Location: New Delhi
  Last Date: May 17, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13182.shtml

  Community Health Educator Manager
  Medecins Sans Frontieres
  (MSF)
  Location: Hajipur, Vaishali

  District of Bihar
  Last Date: May 17, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13172.shtml

  Training Managers
  SAMUHA
  Location: Karnataka

  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13169.shtml

  Field Officer – Sure Start
  Care India
  Location: Raebareli/ Barabanki,
  Uttar Pradesh

  Last Date: April 26, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13159.shtml

  Disaster Preparedness and Risk Mitigation Specialist
  Adventist Development and Relief Agency (ADRA)
  Location: Bihar
  Last Date: May 15, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13158.shtml

  Monitoring, Evaluation and Reporting Officer
  Absolute Return for Kids (ARK)
  Location: New Delhi
  Last Date: May 16, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13157.shtml

  Zonal Coordinator
  Child In Need Institute
  Location: Kolkata
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13156.shtml

  Additional Director

  Population Foundation of India (PFI)
  Location: New Delhi
  Last Date: May 31, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13155.shtml

  Consultant – Training
  UNOPS

  Location: Bhopal, Madhya Pradesh
  Last Date: May 1, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13129.shtml

  Child Protection Officer
  UNICEF
  Location: Lucknow

  Last Date: April 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13128.shtml

  Social Development Adviser
  Department for International Development (DFID)
  Location: New Delhi
  Last Date: May 4, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13126.shtml

  Resource Person ERC (2)
  Care India
  Location: Lucknow
  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13127.shtml

  Human Resources Officer
  MSF (Médecins sans Frontières)
  Location: New Delhi
  Last Date: May 3, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13118.shtml

  Training Specialist (Oriya)
  Micro Insurance Academy
  Location: New Delhi, India
  Last Date: May 1, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13117.shtml

  Communication Officer

  Brooke Hospital for Animals (India)
  Location: Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13119.shtml

  Senior Programme Officer

  DAC Trust
  Location: Theni, Tamil Nadu
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13087.shtml

  Project Accountant

  The International Union Against Tuberculosis and Lung Disease (The Union)
  Location: New Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13023.shtml

  Grants Administrator
  The International Union Against Tuberculosis and Lung Disease (The Union)

  Location: New Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13022.shtml

  Consultant – Social Development
  Arghyam
  Location: Bangalore

  Last Date: May 9, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13054.shtml

  Fresh Medical Graduates and Nursing Personnel
  Janani
  Location: Patna, Bihar
  Last Date: May 10, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13036.shtml

  Program officer/ Associate
  Smile Foundation
  Location: Various
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13011.shtml

  Director – XSP
  World Vision India
  Location: Chennai
  Last Date: May 6, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12979.shtml

  Travel Security Analysts

  International SOS
  Location: New Delhi
  Last Date: May 6, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12968.shtml

  Program Officer
  Global Development Network (GDN)

  Location: New Delhi
  Last Date: May 6, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12969.shtml

  Project Director- Project SANYUKT
  Groupe Developpement South
  Asia Regional office

  Location: New Delhi
  Last Date: May 2, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12904.shtml

  Head – Projects
  Groupe Developpement South
  Asia Regional office

  Location: Kolkata
  Last Date: May 2, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12905.shtml

  Finance Officer
  Groupe Développement South
  Asia Regional office

  Location: Kolkata
  Last Date: May 2, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12907.shtml

  State Project Coordinator – Andhra Pradesh
  Deworm the World (DtW)

  Location: Hyderabad
  Last Date: May 2, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12897.shtml

  Program Officer, India Office
  Trickle Up
  Location: Kolkata, West Bengal

  Last Date: April 26, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12874.shtml

  Epidemiologist
  Medecins Sans Frontieres
  (MSF)

  Location: Delhi
  Last Date: May 5, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12856.shtml

  Coordinator- Mainstreaming child Rights initiatives
  World Vision India
  Location:

  Last Date: April 29, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12817.shtml

  Program Quality Manager
  World Vision India
  Location: Kolkotta
  Last Date: April 29, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_12816.shtml

  ADP Program Manager
  World Vision India
  Location:
  Last Date: April 29, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12815.shtml

  WebMaster
  World Vision India
  Location: National Office
  Last Date: April 29, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12814.shtml

  National CO Coordinator (Water and Sanitation)

  World Vision India
  Location: Metros
  Last Date: April 29, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12813.shtml

  Chief Operating Officer (COO)
  Third Sector Partners

  Location: Gurgaon
  Last Date: April 29, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12805.shtml

  Senior Consultant/ Regional Manager – Public Health
  Medica Synergie Pvt. Ltd.

  Location: Kolkata
  Last Date: April 29, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12807.shtml

  National Coordinator, India
  Leonard Cheshire Disability
  Location: Mumbai

  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_12731.shtml

  Project Manager
  Micro Insurance Academy
  Location: New Delhi, India
  Last Date: May 1, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_12711.shtml

  0000000000000000000000000000000000000000000000000000000000000000

  B. LATEST INDIAN JOBS

  Computer Faculty to teach Basics of Computers

  Samarthanam Trust for the Disabled
  Location: Bangalore
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13293.shtml

  Project Co-Ordinator and Village Co-Ordinator

  Poorna Kumbha
  Location: Ahmedabad
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13207.shtml

  Senior Teacher Children with Disabilities

  Shishur Sevay
  Location: Sahaur, near New Alipore,
  Kolkata
  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13330.shtml

  Manager
  Ramakrishna Mission Home of Service
  Location: Varanasi
  Last Date: May 21, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13296.shtml

  Health Educator / Animator

  Ramakrishna Mission Home of Service
  Location: Varanasi
  Last Date: May 21, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13295.shtml

  Project Officer
  Groupe Developpement South
  Asia

  Location: Kolkata
  Last Date: May 5, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13256.shtml

  Health Coordinator
  Chetna Vikas

  Location: Dumka, Jharkhand
  Last Date: May 5,2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13273.shtml

  Deputy Programme Manager (Resource Mobilization)

  Akshaya Patra Foundation
  Location: Bangalore
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13284.shtml

  Project Director for the Project "Improving Governance in India – BPL
  Sector"
  Transparency International India
  Location: New Delhi
  Last Date: May 6, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13229.shtml

  Manager – Fund raising and Communications

  Transparency International India
  Location: New Delhi
  Last Date: May 6, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13228.shtml

  Executive Assistant to the Executive Director
  Transparency International India

  Location: New Delhi
  Last Date: May, 6, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13227.shtml

  Zonal Coordinator
  Children’s Movement for Civic Awareness
  Location: Bangalore

  Last Date: May 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13279.shtml

  1 Project Manager ,2 ORW and 1 Accountant
  Zila Yuwa Kalyan Simiti

  Location: Allahabad
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13292.shtml

  Program Manager
  Bhavishya Alliance

  Location: Navi Mumbai
  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13265.shtml

  Social Worker & Doctor

  Bhoruka Public Welfare Trust
  Location: Districts of Orissa
  Last Date: May 25, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13281.shtml

  Project Officer

  Pratichi (India) Trust
  Location: Ersama, Jagatsingpur,
  Orissa
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13271.shtml

  Director (Project)
  Prayas Juvenile Aid Centre Society
  Location: Delhi
  Last Date: May 20, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13237.shtml

  Librarian
  Prayas Juvenile Aid Centre Society
  Location: Delhi
  Last Date: May 20, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13236.shtml

  Project Associate
  Prayas Juvenile Aid Centre Society
  Location: Delhi
  Last Date: May 20, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13234.shtml

  Project Managers
  Prayas Juvenile Aid Centre Society
  Location: Delhi
  Last Date: May 20, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13233.shtml

  Counselor
  National Institute of Mass Communication & Journalism (NIMCJ)
  Location: Ahmedabad
  Last Date: May 5, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13268.shtml

  Office Clerk
  National Institute of Mass Communication & Journalism (NIMCJ)
  Location: Ahmedabad
  Last Date: May 5, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13267.shtml

  Gender Consultant
  United Nations Population Fund (UNFPA)
  Location: Jaipur, Rajasthan
  Last Date: May 7, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13332.shtml

  Communications Consultant
  Water and Sanitation Program (WSP) / World Bank
  Location: New Delhi
  Last Date: May 8, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13331.shtml

  Various Posts

  Institute For Social Development (ISD)
  Location: Kalahandi & Kandhamal
  Districts
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13288.shtml

  Project Associate (Programme Management )
  Voluntary Health Association of India (VHAI)
  Location: Delhi
  Last Date: May 4, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13266.shtml

  Project Coordinator
  National Level NGO
  Location: Rudraprayag-Uttarakhand
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13198.shtml

  Watershed EngineerAgri. Engineer
  Foundation for Development Research and Action
  Location: Bhopal, Shivpuri, Seoni
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13277.shtml

  Project officer/coordinator
  Adarsh Rural Development Society
  Location: Gurgaon
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13291.shtml

  Regional Program Coordinator
  Foundation for Development Research and Action
  Location: Dehradun, Uttarakhand
  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13276.shtml

  Field Coordinator
  Institute of Health Management Pachod, Pune
  Location: Pune
  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13275.shtml

  Several Positions
  Pardada Pardadi Educational
  Society
  Location: Malakpur Road, Anupshahar,
  District-Bulandshahar (U.P)

  Last Date: May 20, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13334.shtml

  Senior Accountant
  Sangama
  Location: Bangalore
  Last Date: May 5, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13263.shtml

  Research Associate and Research Investigator for ICSSR Project
  ASSERT (Association for Social Engineering, Research & Training)
  Location: Patna
  Last Date: May 15, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13333.shtml

  Male and Female Counselor for Family Counseling Center, Rajsamand
  District
  Rajsamand Jan Vikas Sansthan

  Location: Rajsamand District
  Last Date: May 20, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13249.shtml

  Fund Mobilizor

  Swayam Chetan
  Location: Gulbarga
  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13254.shtml

  Branch Manager/Field Credit Officer

  SWAWS Credit Corporation India
  Location: Bhubaneswar,Orissa
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13238.shtml

  Counsellors

  Prayas juvenile Aid Centre Society
  Location: Delhi
  Last Date: May 20, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13235.shtml

  Program Assistant

  Avert Society
  Location: Mumbai
  Last Date: May 2, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13250.shtml

  Manager Child Help Line
  Prayas Juvenile Aid Centre

  Location: Jahangirpuri
  Last Date: May 7, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13230.shtml

  Engineer for IWMI-Tata Project.
  IWMI
  Location: ICRISAT Campus, Patancheru

  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13226.shtml

  State Officer
  Caritas India
  Location: Guwahati
  Last Date: May 5, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13224.shtml

  Scientific Officer for NutriPlus Knowledge Center
  Agri-Science Park
  Location: ICRISAT Campus, Patancheru

  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13225.shtml

  Consultant/Liason
  Institute of Factual Theatre Arts
  Location: Kolkata
  Last Date: May 30, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13221.shtml

  Tracking Supervisor cum Assistant Data Manager
  Prerana Study – St. John’s Research Institute
  Location: Bangalore
  Last Date: April 30, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13222.shtml

  Manager (Resource & Marketing)
  Prayas Juvenile Aid Centre
  Location: New Delhi

  Last Date: May 7 , 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13231.shtml

  Accounts Officer
  Prayas Juvenile Aid Centre
  Location: New Delhi

  Last Date: May 7 , 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13232.shtml

  Finance Officer
  Caritas India
  Location: Chennai/ Bangalore, Orissa, Mumbai
  Last Date: May 5, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13223.shtml

  Project Manager (Corporate Social Responsibility)
  Global March Against Child labour
  Location: New Delhi
  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13206.shtml

  Assistant Manager – Communications
  BASIX
  Location: Kolkata
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13203.shtml

  Secretary to Executive Director

  SEEDS
  Location: New Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13197.shtml

  Associate Program Manager, Agriculture
  CYSD

  Location: Sundargarh
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13200.shtml

  Senior Programme Executive, Education

  CYSD
  Location: Sundargarh & Koraput
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13199.shtml

  Project Manager
  Global March Against Child Labour
  Location: New Delhi
  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13205.shtml

  District Facilitator

  CINI Moyna Rural Health Development Centre
  Location: Purba Medinipur,
  West Bengal
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13176.shtml

  Librarian
  Vivekananda Institute for Leadership Development
  Location: Mysore, Karnataka
  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13175.shtml

  Lecturer

  Vivekananda Institute for Leadership Development
  Location: Mysore, Karnataka
  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13174.shtml

  Assistant Coordinator Resources
  Make A Wish Foundation of India

  Location: Mumbai
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13180.shtml

  Programme Officer (Monitoring and Evaluation)
  Palmyra Workers Development Society

  Location: Marthandam, Kanyakumari
  District, Tamil Nadu
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13194.shtml

  Project Assistant

  Delhi Greens
  Location: New Delhi, India
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13179.shtml

  Community mobilizer
  BEDROC

  Location: Nagapattinam, Tamil Nadu
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13170.shtml

  District Project Manager -1, District MIS and Documents- 1, District Level
  B.C.C/Training Co-ordinator-1
  Vikas Bharti Bishnupur

  Location: Koderma & Sahibganj
  (Jharkhand)
  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13178.shtml

  Project Coordinator cum Trainer
  PRADAN-Mission Shakti Project
  Location: Rayagada District, Orissa
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13173.shtml

  Program Manger
  Centre for Social Action
  Location: Bangalore, Karnataka
  Last Date: May 20, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13168.shtml

  Receptionist

  Venu Eye Institute and Research Centre
  Location: New Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13192.shtml

  Trainer, Education Interns/Education Assistants

  LearningInq
  Location: New Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13136.shtml

  Administration officer
  SART Karnataka

  Location: Bidar, Karnataka
  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13115.shtml

  Network Coordinator
  HELP

  Location: Coastal Andhra Pradesh
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13114.shtml

  Project Manager(Corporate Social Responsibility)
  Global March
  Location: New Delhi

  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13089.shtml

  Fundraiser
  Vidya
  Location: Delhi
  Last Date: May 10, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13148.shtml

  Office Assistant (Female)
  Integrated Development Foundation
  Location: Patna, Bihar
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13133.shtml

  Secretary to Executive Director
  Seeds India
  Location: Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13100.shtml

  Unit Manager

  Action for Food Production
  Location: Ranchi (Jharkhand)
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13150.shtml

  Social Worker
  St. Mary’s School

  Location: Safdarjung Enclave, Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13131.shtml

  Administrative Executive
  Terre des Hommes Germany – India Programme

  Location: Kolkata
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13149.shtml

  Project Officer cum Advance Planner
  Sewa Mitra

  Location: Ranchi, Jharkhand
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13147.shtml

  Project – Documentation Officer
  Muzaffarpur Diocesan Society

  Location: Muzaffarpur
  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13125.shtml

  Accountant
  SERFAC
  Location: Chennai

  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13146.shtml

  Co-ordinator (Advocacy(1), Training(1) )
  Counselor (1)
  Dweep PRAYAS

  Location: Little Andaman
  Last Date: April 26, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13124.shtml

  ANM Cum CRH Clinic Incharge
  Ghoghardiha Prakhand Swarajya Vikas Sangh(GPSVS)

  Location: Madhubani (Jhanjharpur),
  Bihar
  Last Date: April 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13143.shtml

  Programme Coordinator & Accountant
  Ghoghardiha Prakhand Swarajya Vikas Sangh(GPSVS)

  Location: Bihar (Patna, Madhubani, Birpur Supaul & Chapara-Saran)
  Last Date: April 26, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13138.shtml

  Network Coordinator
  NATSAP
  Location: Coastal Andhra Pradesh
  Last Date: April 29, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13113.shtml

  Project Manager-South India

  Islamic Relief-OFFER
  Location: Bangalore
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13110.shtml

  Senior Programme Executive, Governance

  CYSD
  Location: Koraput & Keonjhar
  Last Date: April 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13108.shtml

  Progrmme Officer
  CanSupport
  Location: New Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13106.shtml

  Senior Programme Manager, Education
  CYSD
  Location: Bhubaneswar
  Last Date: April 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13104.shtml

  Capacity Building Officer
  APMAS
  Location: Hyderabad
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13102.shtml

  Programme Administrator

  Sightsavers International
  Location: Kolkata
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13101.shtml

  Consultant Maternal and Child Nutrition (Part Time)

  Vikas Bharti Bishunpur
  Location: Ranchi, Jharkhand
  Last Date: May 5, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13099.shtml

  Senior Programme Manager, Livelihood
  CYSD
  Location: Bhubaneswar
  Last Date: April 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13098.shtml

  Progamme Support Staff
  Sustainable Development Society
  Location: Andhra Pradesh
  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13091.shtml

  Head of HR/Snr HR Manager
  Gram Vikas
  Location: Orissa
  Last Date: May 18, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13160.shtml

  Programme Officer
  Programme on Women’s Economic, Social and Cultural
  Rights (PWESCR)
  Location: New Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13082.shtml

  Primary and Upper Primary Teacher
  Centre for Equity Studies
  Location: Sarai Basti, Near
  Shastri Nagar Railway Station, Delhi
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13069.shtml

  Trainer
  ASRA
  Location: Patna
  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13076.shtml

  District Coordinator / Resource Mobiliser

  Pratham’s Council for Vulnerable Children (PCVC)
  Location: Uttar Pradesh
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13077.shtml

  Program Officer

  Sosva Training And Promotion Institute (STAPI), Pune
  Location: Pune
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13061.shtml

  Training Officer
  Sosva Training And Promotion Institute (STAPI), Pune
  Location: Pune
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13060.shtml

  Executive -Training & Promotion
  Sosva Training And Promotion Institute (STAPI), Pune
  Location: Pune
  Last Date: May 10, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13059.shtml

  Assistant Administrative Officer.
  Charkha Development Communication Network
  Location: Gurgaon, Haryana
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13067.shtml

  Network Coordinator
  NATSAP
  Location: Andhra Pradesh
  Last Date: April 28, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13123.shtml

  Accountant

  DKVAAS
  Location: Bhopal
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13053.shtml

  Content & Communication Director

  Heroes AIDS Project
  Location: Mumbai
  Last Date: May 15, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13030.shtml

  Research Officer
  APMAS

  Location: Hyderabad
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13044.shtml

  Scientific Associate – Quantitative Research
  Institute for Rural Research and Development (IRRAD)
  Location: Gurgaon with field travel

  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13041.shtml

  Livelihoods Manager
  APMAS
  Location: Hyderabad
  Last Date: April 30, 2009

  http://216.119.85.221/artman2/publish/indian-jobs/article_13047.shtml

  Executive Assistant to the Director
  CHETNA
  Location: Ahmedabad
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13037.shtml

  Field Supervisor
  Sukarya
  Location: Gurgaon
  Last Date: May 13, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13031.shtml

  Social Worker
  Children’s Future India
  Location: Pune
  Last Date: April 27, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13029.shtml

  Administrative Officer

  APMAS
  Location: Hyderabad
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13045.shtml

  Scientific Associate – Qualitative Research
  Institute for Rural Research and Development (IRRAD)

  Location: Gurgaon with field travel
  Last Date: April 30, 2009
  http://216.119.85.221/artman2/publish/indian-jobs/article_13040.shtml

  
  ]]> http://shyamsunder.wordpress.com/2009/05/01/jobs-india-0501/feed/ 2 Shyam http://shyamsunder.wordpress.com/2009/04/30/what-only-the-ceo-can-do/ http://shyamsunder.wordpress.com/2009/04/30/what-only-the-ceo-can-do/#comments Thu, 30 Apr 2009 08:35:25 +0000 Shyamsunder Panchavati http://shyamsunder.wordpress.com/?p=207 ]]> The CEO wears many hats: communicator, coach, problem solver. While others in your organization can also fill those roles, there’s one critical job only a CEO can do: link the outside world (society, economy, technology, customers) with the inside world (your organization).

  Here is an interesting article by by A.G. Lafley CEO Proctor & Gamble
  Please also view the video

  Shyam

  I became Procter & Gamble’s CEO in June 2000, in the midst of a crisis. On March 7 of that year the company had announced that it would not meet its projected third-quarter earnings, and the stock price plummeted from $86 to $60 in one day, leading the Dow Jones Industrial Average to a 374-point decline.
  The price dropped another 11% during the week my appointment was announced. A number of factors had contributed to the mess we were in, chief among them an overly ambitious organizational transformation in which we tried to change too much too fast and which distracted us from running the everyday business with excellence. But our biggest problem in the summer of 2000 was not the loss of $85 billion in market capitalization. It was a crisis of confidence. Many of P&G’s leaders had retreated to their bunkers. Business units were blaming headquarters for poor results, and headquarters was blaming the units. Investors and financial analysts were surprised and angry. Employees were calling for heads to roll. Retirees, whose profit-sharing nest eggs had been cut in half, were even angrier.
  The news media chronicled the drama with headlines ranging from “P&G Investor Confidence Shot” to “Trouble in Brand City: We love their products. But in a tech-crazed market, we hate their stocks.” The most painful one was in a major industry publication: “Does P&G Still Matter?”
  At 6:00 PM on my first day as CEO, I stood in a TV studio, a deer in the headlights, being grilled about what had gone wrong and how we were going to fix it. Everyone was looking to me for answers, but the truth was that I did not yet know what it would take to get P&G back on track. Welcome to the job of CEO—a job I’d never done before.
  The Work of the CEO
  In October 2004 I looked back on that first day and the even more difficult weeks that followed as I sat with Peter Drucker and several other CEOs and management scholars who had come together to ask, “What is the work of the CEO?” (Most of the quotations in this article come from Drucker’s notes for the remarks he made on that occasion.)
  It seemed an odd question, because enormous attention has been paid to CEOs, who are alternately revered as corporate saviors and reviled as corporate scoundrels. Yet the question remained: Do we really understand the role and the unique work of the chief executive? Drucker believed the answer was no. He argued that people wrongly view CEOs as coaches and utility infielders who jump in to solve problems as needed, and that CEOs indeed have work that is their own. On his death, in November 2005, Drucker left behind an outline of his emerging thoughts on the role. (The Wall Street Journal had published a portion of it as “The American CEO” in January 2005.) In 2004 Drucker said, “The CEO is the link between the Inside that is ‘the organization,’ and the Outside of society, economy, technology, markets, and customers. Inside there are only costs. Results are only on the outside.”
  My experience validates Drucker’s observations, and my actions since those early days and weeks have been consistent with them. I’ve gone back to his unfinished draft time and again, reflecting on his central question: What is the unique work of CEOs—work that only they can do and that they must do? Over time I’ve come to see the power in Drucker’s words about linking the outside to the inside. The CEO alone experiences the meaningful outside at an enterprise level and is responsible for understanding it, interpreting it, advocating for it, and presenting it so that the company can respond in a way that enables sustainable sales, profit, and total shareholder return (TSR) growth.
  It’s a job that only CEOs can do because everybody else in the organization is focused much more narrowly and, for the most part, in one direction: Salespeople are externally focused; just about everyone else is inwardly focused. Integrating the outside and the inside is hard; it’s far easier to pick one. The CEO can see opportunities that others don’t see and, as the one person whose boss isn’t another company employee, make the judgments and the tough calls others are unable to make. The CEO is the only one held accountable for the performance and results of the company—according not just to its own goals but also to the measures and standards of diverse and often competing external stakeholders.

  The CEO wears many hats: communicator, coach, problem solver. While others in your organization can also fill those roles, there’s one critical job only a CEO can do: link the outside world (society, economy, technology, customers) with the inside world (your organization).
  To link outside to inside, says Procter & Gamble CEO Lafley, chief executives must focus on these four tasks:
  • Define the meaningful outside: Determine which external constituency matters most. Not surprisingly, at P&G, the consumer is king.
  • Decide what business you’re in: For example, what are your core businesses, and which of them will you grow? In 2000, P&G decided to target low-income consumers and developing markets.
  • Balance present and future: Ensure that stakeholders’ near-term interests don’t overshadow your company’s long-term future. To fund long-term bets such as compact detergent packaging, P&G lowered its short-term revenue goals.
  • Shape values and standards: For instance, P&G defined trust as consumers’ trust in its brands.
  The Idea in Practice
  A closer look at the four tasks enabling CEOs to link outside to inside:
  Define the Meaningful Outside
  Your company has many stakeholders, each with important demands. Once you’ve defined your most important external constituency, ensure that everyone acts on that understanding.
  Example: P&G is obsessive about understanding its customers. Almost every trip Lafley takes includes in-home or in-store consumer visits. Offices and innovation centers have consumers inside working with P&G employees, who also spend days living with lower-income consumers and working in neighborhood stores. These activities keep P&G’s two external moments of truth—consumers’ choosing a P&G product and then using the product—top of mind for employees.
  Decide What Business You’re In
  Analyze the attractiveness of the businesses you’re already in, your company’s position in existing industries relative to competitors’, and industries’ strategic fit with your core competencies.
  Example: P&G decided to grow from its core businesses—laundry, diapers, feminine care, and hair care—where it was already a global sales and market-share leader. Though mature, these businesses had significant opportunities for growth, evidenced by demographic trends. For instance, people are living longer and experimenting with beauty and personal-care products at earlier ages. So P&G invested more in these businesses as well as in low-income consumers and developing markets, which show the most population and income growth.
  Balance Present and Future
  Balance short-term investments with investments in resources needed for your company’s longer-term future.
  Example: P&G allocates human resources with an eye toward the skills and experiences leaders will need to run businesses that don’t yet exist. Lafley personally grooms people for the future. He knows the top 500 people in the company and involves himself in career planning for the 150 potential presidents or function heads. He reviews their assignment plans, assesses their strengths and weaknesses, and puts them in front of the board at company events.
  Shape Values and Standards
  Define your company’s values (its identity) and standards (expectations) in ways that encourage the right behaviors.
  Example: Over time, P&G’s company values became interpreted in a way that implicitly placed employees’ needs ahead of consumers’. For example, its value of trust had come to mean employees could count on lifetime employment at P&G. Lafley encouraged the company to embrace outwardly focused interpretations of its values. Trust now means consumers’ trust in P&G brands and investors’ trust in P&G as a long-term investment.

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