Author name: Shubranshu Singh

दुनिया कोई मशीन नहीं बल्कि इसका एक अस्तित्व है

इंटरनेट पर निर्भर आज की दुनिया पहले से ज़्यादा जटिल और अव्यवस्थित हो गयी है। इससे अस्थिरता, अनिश्चितता, मुश्किलों और असपष्टता में बढ़ोतरी हो रही हैं। इनका सामना करना हमें मुश्किल लगता है । एक सरल, प्रकृति से जुड़ी, कृषि आधारित समाज से हम एक औद्योगिक और फिर नेटवर्क संचालित सोसाइटी की ओर बढ़े हैं. अब हमें प्रकृति से दोबारा सीखना चाहिए। प्रकृति मुश्किलों को आसान बना देती है, प्रकृति जटिलता पर सरलता लाती है। प्राकृतिक व्यवस्था में सरलता हैं। मुश्किल का मतलब पेचीदा नहीं है। दुनिया में सबसे महत्वपूर्ण चीजें – जैसे कि जागरूकता, अर्थव्यवस्था और समाज- इन सबकी कोई योजना नहीं है । ये बस अपने आप पनप जाते हैं ।मनुष्यों द्वारा बनाए गए वर्गीकृत संगठन एकमात्र व्यवस्था हैं जो खुद के द्वारा व्यवस्थित नहीं है । इसमें मॉडर्न कॉर्पोरेशन भी शामिल है। मैं यह सलाह नहीं दे रहा हूं कि हम अव्यवस्थित हो जाएं और चीजों को योजनाबद्ध न करें ।पर मार्किट की योजना बनाने से उसका पालन करना बेहतर है।  ऊपर से बात थोपने की तुलना में यह देखना बेहतर है कि कॉर्पोरेट आर्गेनाइज़ेशन की निचली श्रेणी से क्या उभरकर सामने आता है  ।  अनुकूल परिस्थिति के अनुसार संसाधन तैनात करना चाहिए ।  इंडस्ट्रियल रेवोलुशन के बाद से, हमने दुनिया को मैकेनिकल नज़रिए से देखना शुरू कर दिया है.  बेहतर प्रबंधन करने के लिए, हमें प्रत्येक संगठन को देखना होगा — चाहे वह एक कंपनी, क्लब, संयुक्त परिवार या समाज हो- हमें इसे मशीन के रूप में नहीं बल्कि एक जीव के रूप में देखना होगा । जब हम ऐसा करते हैं, तो हम देखेंगे: [siteorigin_widget class=”SiteOrigin_Widget_Image_Widget”][/siteorigin_widget] एक लिविंग ऑर्गेनिज़म का अंदाजा नहीं लगाया जा सकता है। इसका अपना खुद का दिमाग और इच्छा होती है जब की मशीनें निर्देशों का पालन करती हैं. ऑर्गेनिज़म आगे बढ़ते हैं लेकिन मशीनें नहीं बढ़तीं हैं ।हमें विकास के कारण होने वाली अव्यवस्था के अनुकूल होना चाहिए । जीव व्यवस्था आत्म-नवीनीकरण कर पाते हैं इसी तरह, संगठन भी सफलता से ताकत हासिल करती हैं ।मशीनें फायदे या नुकसान, अच्छी या बुरी भावनाओं की परवाह किये बिना काम करती हैं । संगठन नेटवर्क और संबंध बना लेने में समर्थ हैं लेकिन मशीनें नहीं । मॉडर्न कॉर्पोरेशन एक बड़ी मार्किट के पारिस्थितिकी तंत्र का हिस्सा हैं । केवल जीवित चीजें सीख सकती हैं परन्तु संगठन नेटवर्क से सीख ले सकता हैं ।ज्ञान एक साथ काम करने के एक तरीके के रूप में मौजूद हो सकता है, लेकिन निश्चित रूप से इसके सदस्यों से स्वतंत्र नहीं रह सकता है। ऑर्गेनिज़म्स में विशिष्टता होती है जबकि एक मशीन को स्टैन्डर्डाइज़ करना पड़ता है. अगर किसी मशीन में उसके डिज़ाइन के अलावा अन्य विशेषताएं हैं, तो यह बहुत अच्छी मशीन नहीं है। युवा वयस्क और बूढ़ेऑर्गेनिज़म प्रत्येक अपने अनोखे चरित्र का प्रदर्शन करते हैं. इसी तरह विभिन्न चरणों के अन्दर ऑर्गेनाइज़ेशंस की अपनी संस्कृतियाँ हैं. दुनिया की वृद्धि, विकास और एकता लोगों द्वारा बनाई गई संस्थाओं पर निर्भर करती है. हमें निश्चित मशीनों के तरीकों से परे इसका सामना करना चाहिए ऐसा ज़रूरी नहीं है। लेकिन हमें बदलाव को गले लगाना चाहिए। एक युवा देश के रूप में भारत को मूल्यवान संस्थानों की ज़रूरत है । आइए हम मानवीय दृष्टिकोण से प्राथमिकता को समझें। यही राष्ट्रीय महानता का मार्ग है।

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Melt on WION Episode 80 Aired 22nd August 2020

The pandemic has majorly impacted some of the heavy involvement segments, like the automobile industry. Manufacturing plants have shut globally and there’s been a drastic drop in consumer footfalls in showrooms and vehicle sales. As India eases lockdown, many automakers have turned to digitisation as key to survival. But how will the auto industry really change post the lockdown? Anant Rangaswami (Editor, Melt) chats with Shubhranshu Singh (Global Head – Marketing & Brand, Royal Enfield) to understand how the two-wheeler brand is trying to bounce back during the lockdown. https://www.youtube.com/watch?v=B3eRiFxkEmg&feature=youtu.be [siteorigin_widget class=”SiteOrigin_Widget_Image_Widget”][/siteorigin_widget]

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Facebook and the Democratic Imperative

Facebook has been accused of bias and manipulation by those at either end of the political spectrum in India. They allege that Facebook edits flagrantly biased content selectively and favours the other side’. It doesn’t matter whose side Facebook is on. Pay attention to the larger issue. Can the algorithm game democracy’? This is a post-truth world. If the main parties in India accuse Facebook, surely it is an important thing to examine. The repercussions are very grave. Our society is indeed polarised. There is hardly any middle ground. But, this is endemic and unique to the human species. Nature itself has no polarity. It has predator and prey but even they comprise parts of one organic ecosystem. What is unique about human society is that we are in a position to form an opinion and proselytise it. The work of physicist Albert-Laszlo Barabasi is about networks – metabolic and genetic networks, social networks, internet networks and ecological systems as a web of interdependent species. By investigating the topology of the World Wide Web, Internet, cellular and social networks, he has discovered that networks follow a common blueprint, having scale-free characteristics. To that extent, Facebook and others are being accused of using the scale to artificially prompt a false sense of reality. [siteorigin_widget class=”SiteOrigin_Widget_Image_Widget”][/siteorigin_widget] The presumed eventual ‘near monopoly’ of WhatsApp-Facebook -Instagram is a concern for many. Yet, it’s very hard to break these companies on the basis of old industrial anti-trust benchmarks. The Guardian’s US correspondent Ganesh Sitaraman wrote this about the book ‘Zuck: Waking up to the Facebook Catastrophe’ by Roger McNamee. “An early investor in Facebook and an advisor to Mark Zuckerberg and Sheryl Sandberg, McNamee’s central argument is that Facebook is a threat to the economy, public health, and democracy. It is being used to stoke confusion and division. The economic critique rests on the problems of monopoly capitalism, including, for example, Facebook’s ability to buy up potential rivals like Instagram and WhatsApp before they might have had a chance to challenge its dominance. Democracy cannot survive without debate and deliberation. ButNewsFeed pushes us into bubbles, so we increasingly are cut off from different opinions. And that is in addition to the trolls and bots, fake pages and groups, misinformation and outright lies.” The growth of online networks has not been a democratic force beyond the loud expression of divisive opinion. You hear more of what you like. Your opinion is heard by folks whose thinking and views are similar. This system is run by an algorithm. It’s that algorithm which has concentrated power beyond our comprehension. In America, these concerns have been voiced loudly. A huge percentage of American voters –almost half -rely on their social media feed as the primary source of news and opinion. The alleged manipulation of what gets served as news is the biggest threat to participative democracy. The algorithm can be tweaked. It is subject to commercial considerations, That is very serious power. Regulation of social media as publishers of content ought to be a universal requirement. Don’t forget that unlike a TV channel or a newspaper, Facebook has your data too. Social media companies must be accountable to the democracies that make their businesses possible. Major technology companies- such as Facebook, Twitter, Google – define the information ecosystem in much of the world. Barely regulated and hardly accountable, these companies are completely transforming the public sphere. Will we be condemned to be subjects of motivated machine intelligence that learns incomparably faster than us and has no restraint upon it? This is a classic ‘input-output’ issue. We, as a mass cohort, are gullible enough to believe the output but we have no visibility or understanding of what, or who is on the input side. This networking power is operating above national sovereignty.  These corporations –Facebook, Amazon, Google – are so huge that no national government can hope to individually control or restrict their behaviour. This includes the government of the United States of America. This is the grid on which surveillance capitalism operates. James Lovelock – the scientist who developed the “Gaia Theory” about Earth’s life and climate and who turned 100 this year -along with Bryan Appleyard has written ‘Novacene: The Coming Age of Hyperintelligence’ a brief but thought-provoking book that predicts that cyborgs may eventually evolve to supplant carbon-based humankind. If you don’t like that eventuality, take charge and hold your social networks accountable for a start.

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Cooperation First, Competition Next, Corporation Last

“The aims of life are the best defence against death” –Primo Levi Surival is not compulsory. It is a willful choice. As a species, there is no place for us in the world where our existential threats won’t find us. Be it a viral pandemic, environmental degradation, loss of species or resource depletion, we are all in it together. We are inescapably in the same small boat on very choppy seas. The reason why humans have been unable to cooperate on a global scale has to do with our evolutionary hard-wiring and how we perceive our self-interest. It has forever been a story of ‘us’ versus ‘them’. We have never recognised mankind as one collective entity. Our genetic biases deter cooperation. [siteorigin_widget class=”SiteOrigin_Widget_Image_Widget”][/siteorigin_widget] Paradoxically, our social and economic life is dependent on our ability to organise into large groups and manage the complex interrelationships between individuals. Doing business and making a profit is something that makes us willing collaborators. This is a case of evolution by the spread of culture rather than purely via natural selection. Richard Dawkins has defined a ‘meme’ as a piece of cultural information. Memes act in our mind much the same as genes do in reproduction. As ideas, they replicate from one to another carrier through communication between people. They change and adapt, often replicating improperly. Still, this mutation keeps them relevant. Memes compete with other memes for survival. The most memorable, persuasive, useful and malleable memes survive by exciting listeners throughout a chain of transmission. This is an abiding example of cooperation. You share with those who matter to you. We need to expand that definition to embrace the world. What I want to convey is something that doesn’t occur to us naturally, namely that cooperation and competition are fruits of the same tree. We must learn to cooperate while competing whether in business, as individuals, within entire gene pools or amongst corporations. Of these, the modern corporation is unique because it can pursue internal as well as external cooperation. A corporation is an ever-shifting network of co-operators. It uses economic resources such as capital, technology and knowledge to provide customers with what they want in exchange for profits. Cooperation goes beyond a corporation’s internal processes, past the boundaries of the organisation and across the borders of countries and continents. The relative growth of a corporation is observed to be a function of how well it competes. But, in fact, cooperation is the right spirit to cultivate rather than competing for narrow good. Since we are self-interested, as people and as institutions, this realisation doesn’t come naturally.  If we want to succeed at an individual, institutional and societal level, we must be selfish enough to collaborate. ‘The Theory of Co-opetition’ was proposed by Adam Brandenburger and Barry Nalebuff in 1996. By their definition, cooperation is how value is created while competition is how value is captured. To create the market, industry, sector or pie we must cooperate. To grab our share or a slice of it, we must compete. Indeed, much of what is most valuable in the world has emerged from cooperation. Yet, culturally, we overemphasise the lore of the competition. Cooperatively, we run families, society, local economies, and trade in goods, services, ideas and technologies. Business creates wealth that didn’t exist before. It ought to be grounded in reciprocity. Only ‘win-win’ can thrive whereas ‘win-lose’ can only lead to conflict. Competition and cooperation are not polar opposites. In fact, they are complements to each other. Being exclusionary over the long run is being suicidal. Surviving and thriving are both team sports. If we can begin this process of learning and self-realisation now, at a time when our mortal existence is threatened due to the relentless advance of coronavirus, we will make it a happier world for ourselves. https://www.forbesindia.com/blog/business-strategy/cooperation-first-competition-next-corporation-last/

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Congress – Can conquer but can’t concur!!

The political history of the state of Rajasthan, in its present form, is closely interwoven with that of the Indian National Congress. Though in the years since independence, Rajasthan has also been a proving ground for the Swatantra party and its people have embraced the BJP, as an alternative, and voted it into power on fouroccasionsnevertheless the Congress remained in a pole position. Rajasthan is a two party political fray. There have been multiple attempts at forming a third front but none could prove successful. No other political formation has nearly been as central to Rajasthan’s past and present as the Congress. But, will it be so in the future? [siteorigin_widget class=”SiteOrigin_Widget_Image_Widget”][/siteorigin_widget] The Congress, led the freedom struggle and the people’s movements in various princely states and won us independence. It laid the foundations for legislative democracy. As the original party in power, it encompassed every shade of public opinion and gave representation to the full spectrum of communities in the state. Its electoral dominance was based on a concrete set of achievements in the social as well as political sphere. It could claim credit for industrial growth, land reforms, growth of basic infrastructure, extension of educational facilities and provision of public services. There was a fullstress on pro poor programs and redistributive justice. The political system was managed well andMohan LalSukhadiaremained Chief Minister for an unbroken 17 years. The Congress split in 1969. Indira Gandhi began to act against the old guard labelling them as conservative reactionaries. It amounted to a radicalisation of the Congress and led to the centralisation of power. A true ‘high command’ emerged. In Rajasthan, the new Congress leadership took place of the old but the caste equations were generally kept in place. Like elsewhere, the Congress party atrophied due to a command and control type authoritarian set up. This cost the party dearly when its uninterrupted rule of three decades endedin 1977 and the Janata Party an amalgam of the Jana Sangh, BharatiyaLok Dal, Congress O and the Socialist party rose to power. It won 151 of the 200 seats in the Rajasthan assembly. On the national stage, it was a blow from which the Congress never truly recovered. The anti-Congress coalition politics eventually paved the road to Delhi for the BJP led NDA and then the BJP’s single party majority victories in 2014 and 2019 In Rajasthan, despite the definitive changes in politics, economics and social realities the Congress adapted and carried on. It remained one out of the two alternatives that could be voted into power. Unlike in most states of the Hindi heartland where the Congress party was nominally alive, in Rajasthan its presence on ground was disarrayed but never destroyed. When we look back in history, the most significant moment for the post Indira Congress was 6th December, 1992 at the Babri Masjid in Ayodhya. It marked the shift in the centre of gravity in Indian politics. It was a movement that led the BJP to become the party with energy and elevated it to power at the centre in 1998. The Ayodhya Ram temple movement redefined politics especially in North India. It spiralled out of the control of the Congress party. It made religious identity key to politics. In Rajasthan, Congress never recovered its ideological credentials. It was here onwards solely an ‘Anti BJP’ alternative. This mix of over centralisation, weakening on ground presence, rabid factionalism, smaller residual fiefdoms, erosion of the politics of policies and ideologies was generically true for the Congress and specifically true of the party in Rajasthan. The importance given to personal loyalty disabled the formation of a critical mass of effective leaders on ground. Lack of localisation of talentweakened the organisational fibre. Large chunks of its base were cannibalised by the BJP. Anticipations of revival were high, whatever may have been the probability, when the Gehlot government was sworn in with Pilot as deputy. But the advantage was totally frittered away with no delivery to show. The role of the organization was minimised or de-clutched from government. To my mind, it is a remarkable feature of Congress tacticsthat it has learnt to be flexible to emerging situations only by moving away from ideology! What doesit stand for? They cannot give aconvincing answer excepting mouthing clichés on secularism and social justice. The BJP, in contrast, has both ideology and strategy. The Congress should think hard and rightly blame itself. It shouldn’t have come to this.

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Consumerism Demystified – Doing Well Is Not The Same As Being Well

Consumerism is an ideology as much as it is an activity. Marketing is what ingrains this ideology. Profit and market share are its targeted consequences In the first two decades of the 20th century, manufacturing in America expanded manifold. Its biggest example was Henry Ford’s automotive giant, the Ford Motor Company. [siteorigin_widget class=”SiteOrigin_Widget_Image_Widget”][/siteorigin_widget] A visionary and pioneer, he created assembly line production. Yet, Ford was famously apathetic to giving consumers much, if any, choice. This opportunity was grabbed by Alfred Sloan at General Motors. Since capital investment in manufacturing was a massive investment, it became necessary to accelerate consumerism to ensure payback. It was also necessary that consumerism grew without fundamental, defining, ‘capital guzzling’ changes. The 1956 Chevrolet Bel Air was designed to create an irresistible upgrade. Hereafter, obsolescence wasseeded via sharp marketing. The creation of desire for the ‘new, better and improved’ became the core purpose of marketing second only to awareness building. It helped grow the world economy and utilise the massive industrial base that had been created during the 1939-45 period. It accelerated globalisation. ‘Au courant consumerism’became a catalyst for the private economy. Loyalty was demonstrated not merely through repeat purchase but through the act of upgrade purchase.Self-esteem was redefined in terms of ‘staying forever upgraded’. Of course, planned upgrade is a consumer choice. But, the fact that diminished return was the spur that moved consumers is something that is not much socialised. It is not about the new possession. It is about the endorphin rush. Marketing has associated consumerism with images of modernity, freedom and power. Brands have moved way beyond selling products or services, to experiences. The energy lies in making something distinctive, unique, and ‘worth it’. In 1932, a few years before World War II, an association called “Phoebus Cartel” was convened in Europe. It was founded by William Meinhardt of Osram and Anton Philips, the founder of the eponymous Dutch electrical giant. Its aim was to organise obsolescence. Its method was to impose an agreement on what the lifespan of a lifebulb ought to be. Any manufacturer who defied the cartel would be run out of business. The signatories included the who’s who of global electrical business of the time from GE to Tokyo Electric. It has come to represent the most classic case of consumer action being dictated by large corporations. There is a counter argument in support of this which argues that ,by keeping people buying, the agreement helped save capitalism and democracy when the world lurched into a world war and walked on the edge of economic depression for years. The central idea of Homo Economicus–is characterized by the infinite ability to make rational decisions. The consumer, is rational, selfish and with unbounded willpower to make repeated purchases. Herbert Simon,acritic of the assumption of unlimited information processing capabilities suggested the term “bounded rationality” to describe a more realistic conception of human problem-solving capabilities. It is considered “rational” for people to adopt rules of thumb as a way to lessen the cognitive load. Retreats from rationality emerge both in judgments and in choice. Understanding how judgment moves away from rationality has been pioneered by Daniel Kahneman, Paul Slovic, and AmosTversky. The most significant concepts are ofexpectant optimism, the bandwagon effect ,the ‘availability heuristic’ and the ‘representative heuristic’. Cognitive biases act as mental and emotional filters to external stimuli. We understand things and act on stimulus after interpreting them based on biases. They influence and impair our ability to evaluate information objectively and logically. Of the cognitive biases -from a sociological standpoint- the ‘Bandwagon Effect’ is the most significant. The Bandwagon Effect leads the individual to make decisions based on the opinion and decision of the majority. Loosely called ‘herd behaviour’ it is seen in all phases of human life. It leads the consumer to perceive obsolescence through social pressure, fashion and media influence. People are more susceptible to the herd effect in situations of uncertainty, panic or in times when there is pressure for decision-making. People feel more comfortable and secure when they are part of groups, while the feeling of being excluded or unrecognized is often disagreeable and pressure inducing. We must think long and hard about the phenomenon of upgrade and its moral boundaries. The day is not far when humans themselves will get ‘upgraded’ to superior, enabled versions of their plainer ‘natural’ selves. Anders Sandberg a Senior Research Fellow at the Future of Humanity Institute at Oxford University has called this ‘Speciation’. We need to think long and hard on how to promote meaningful consumerism by blessing it with our spending. Doing well has to mean being well. http://www.businessworld.in/article/Consumerism-Demystified-Doing-Well-Is-Not-The-Same-As-Being-Well/10-08-2020-306876/

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Who is thinking of Rajasthan’s economy?

A sign of relative economic underdevelopment in a state is that its politics dominates its economics and not the other way around. Rajasthan is currently in a frenzied swirl thanks to manoeuvres of power politics. It seems to be all about the ‘ease of forming government’ rather than the ‘ease of doing business’! Irrespective of how the politics shapes up, the economic heartbeat does not and must not stop. Rajasthan is the land which has given in this country exceptional leadership in the area of enterprise, entrepreneurship and business leadership. In every corner of our vast country, the mark of Rajasthan’s entrepreneurs can be seen. Unfortunately, the homeland has not reaped a rich harvest. In Rajasthan, economics has taken a backseat. It can get even more dismal. One glance at the  ‘post-Covid’ world scenario can tell us that .Travel and tourism at a standstill. New economic activity devastated. Large capital infusions improbable. Profitability badly squeezed. Tax revenues much poorer. One can visualise how difficult things may become for Rajasthan. We need a political leadership obsessed with growth and economic expansion. Economic growth is a matter of objective realism. Going beyond individual competence and charisma, it is about a relay race where separate institutions and individuals run for the same team. [siteorigin_widget class=”SiteOrigin_Widget_Image_Widget”][/siteorigin_widget] I am a corporate professional, marketing expert and have handled business operations across diverse industries. I look at ‘Brand Rajasthan’ from an investor’s eyes and ask what is the state of affairs? How should we judge the economic performance of a Chief Minister? The easiest way would be to rank performance according to aggregated statistics during a CM’s administration, such as the growth of real GDP, revenues and employment. Have major corporations set up operations in the state and has domain concentration grown? However, given that some Chief Ministers may face a larger economic crisis as against others who may govern in more favourable times it is important to also take note of the national conditions with reference to inflation, financial health and overall investment climate. The fruits of economic liberalisation in India ever since 1991 have gone in disproportionate measure to states such as Maharashtra , Andhra Pradesh, Tamil Nadu and Karnataka. Why did Bangalore, Chennai and Hyderabad become hubs for Indian IT? Why not Jaipur? Why is there not a  booming culture industry -media, art and leisure pursuits- in the state? Why are Goa and Kerala gaining and edge in holistic tourism? Why does Haryana have such a large manufacturing base compared to us? It needs a will and ability to lead reform, drive catalysis through institutions, laws and regulations. Politicians are not trained economists or business professionals. Therefore, observe how the Chief Minister is going about making economic decisions. Who are the advisors? Who are the people chosen to head vital institutions and departments? Are they empowered to make decisions that have a bearing on economic growth? Successful Chief Ministers employ macroeconomic tools such as tax policy, labour policy and dip into fiscal and monetary broad stream to avoid crunches, foster real GDP growth and maintain economic stability. Secondly, we should consider whether the leadership improves the economic infrastructure of the state? Are they looking at good social policy as a precursor to good economic policy? Are they aware of the cost structures of doing business in the state?Dothey notice the conditions that impact productivity and strengthen competitiveness of businesses based in Rajasthan? Short term policy making can end up imposing excessive costs, reducing productivity, weakening of the state’s competitiveness and the decelerating long-term growth of real GDP for the state. What any CM must provide is political will and a social contract. Rajasthan ought to be known as a state that is active in those sectors where there is great growth, vibrancy and energy. Automotive, Telecom, Information Technology, Commercial Agriculture, Financial Services – these are boosters for job creation. When a chief minister reforms the economic infrastructure, it leads to economic freedom and fairness, revives confidence and provides support to those who seek growth. It is also crucial that poor, depressed classes in Rajasthan , particularly those who may have suffered from past discrimination, are participating fully, freely and energetically in the economy and enjoying the fruits of their labour. Of course Rajasthan’s backwardness has structural reasons but we must also reflect on whether political leadership in Rajasthan has done enough? Is our political leadership genuinely interested in business and economics? When these questions become part of public thought, Rajasthan will advance.

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Brand Building is like Body Building: Repetitions Matter

The entire ‘content, design and brand advisory’ ecosystem is enchanted with newness. Those who rule here have hyped ‘new is gold’ as a mantra to further increase their own importance. In advertising communication in particular, this is an endemic issue. In the name of creating original, unique and impactful content, a recipe for disaster has been sacralised. This may have existential consequences for brands. It will diminish value for business. Why? Because owning a bit of the consumer’s memory is at the core of brand strength. A brand is a summative whole comprised, amongst other things, of logos, taglines, colour scheme, fonts and of course, advertising content. To be known and remembered is a prerequisite to being preferred. A brand that cements memory structures in the consumer’s mind is building a highway for its growth journey. [siteorigin_widget class=”SiteOrigin_Widget_Image_Widget”][/siteorigin_widget] So, instead of finding ingenious ways to reiterate and buttress brand memory, this craze for faddish advertising devours the very same brand assets that it is supposed to strengthen. Brands are plagued with significant problems related to advertising effectiveness, under-investment in brand building and myopic decision making. Yet, if we ‘follow the money’, we see that all parts of the brand communications industry—advertising, PR, media, consulting, AdTech stand to gain if the ‘more and new’ mindset rules. Ad Blocking, subscription-based content models and data-linked personalisation are amongst the many real threats to mass advertising. Therefore, decision makers have opted for supplementary, new-fangled, targeted advertising purportedly endowed with emotive entertainment value. It is the wrong medicine for this malady. What is needed is tighter, snappier content, faster delivery, and a strengthening of a brand’s associative turf through recurrence. Since audio-visual content gets the largest investment, the need for novelty, whether in ideas, modalities, positioning or partners, has become a big priority. Talented people are convinced that their creative careers will grow only if they have patent title on something new. Awards build careers and reputations. Effectiveness is, at best, a secondary criterion. Those deluded go along seeking results beyond the expected. The hope is that something new may actually work and become revolutionary and shape shifting. The urge for fresh, original work is about making brands more noticeable, relevant and impactful. On the other hand, it is believed that doing more of the same is bound to be predictable in terms of both input and output. What is not recognised is the damage caused by scrambling memory structures. If on one day, you are associated with one thing, and on another day, you are about another thing, then on the third day, you are associated with nothing. Brands can own any ‘assets’ only when they are identified with them. This happens only via continuous, repetitive, frequent messaging over a long period of time. My counsel is not that things should stay unchanged, hackneyed, commoditised and uninspiring. Of course, we must change when change is needed. But a wide departure straight away is not sensible brand building. Change must be viscous. Imagine a kaleidoscope. The same assets can give us innumerable permutations.  A brand must not change to a point where it loses the power of reinforcement. Unnecessary exits from course lead only to the graveyard. Those responsible are not only on one side of the table. It isn’t only via creative pitches, lobbying for fads or an award-hungry pursuit of projects that things have come to the present state. The weakness is as much with clients who are unclear and unsure about their brands and, in desperation, allow newness to be the mantra for a redemption that never arrives. In advertising ‘old is gold’. https://www.forbesindia.com/blog/business-strategy/brand-building-is-like-body-building-repetitions-matter/

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Politics of defection is a game of thrones

In 1948, in one of the last moves he made before his assassination, Mahatma Gandhi proposed the dissolution of the Congress as a political party and recommended its transformation into a social service organisation –the Lok Seva Sangh which would be devoted to the task of social regeneration and economic uplift through voluntary rural programmes. He wanted Congressmen to leave electoral politics, government and administration. Those interested in political power could leave the Lok Seva Sangh and join political parties or form them. Gandhi Jiwrote in his diary of May 21, 1947 (quoted by H.V.Kamath in Parliament on May7,1962 : Lok Sabha Debates ,Third Series,Vol II, cc 2931-32) as follows: [siteorigin_widget class=”SiteOrigin_Widget_Image_Widget”][/siteorigin_widget] “The Congress has gained the trust of the people on account of its many sacrifices and penances. But, if at this moment it were to let the people down by becoming their overlord instead of their servant and arrogate to itself a position of master, I venture to prophecy on the strength of my experience of long years that though I may be alive or not, a revolution will sweep over the country and that the people will pick out the white capped ones individually and finish them and that a third power will stand to gain by this” The Congress not only stayed on in politics for the pursuit of power, it defined it. Amongst other things, its modus operandi included a brilliant management of power arithmetic through defections ever since the watershed election of 1967. If today its political opponents are beating it at the same game, the Congress cannot complain since its name is indelibly associated with the institutionalising of this practice .The phrase “Aya Ram, Gaya Ram” is the stuff of legend. The politics of defection is a game of thrones. The Indian constitution doesn’t even recognize political parties. Yet, we have one of the most stringent anti –defection laws in force whereas it is interesting that none of the democracies in the West legally bar defections. Defection amounts to transfer of loyalty. However, it is pertinent to note that the words defection and dissent have distinct meanings and one may not use them synonymously. Political ‘Bossing’ can only survive with the support of vested interests and ‘status quo-ists’. The larger issue is not caste or group factionalism, polarisation or the lure of office. The underlying basic issue is the lack of ideological commitment. The economist J.K. Galbraith once wrote, “Faced with a choice between changing one’s mind and proving there is no need to do so, almost everyone gets busy with the proof.”  Moreover, truth and accuracy are not the only things that matter to the human mind. Humans also seem to have a deep desire to belong. This is true both for those who leave a formation and those who stay on. The Harvard psychologist Steven Pinker has explained how the need for affiliation affects beliefs, “People are embraced or condemned according to their beliefs, so one function of the mind may be to hold beliefs that bring the belief-holder the greatest number of allies, protectors, or disciples, rather than beliefs that are most likely to be true.”  Changing beliefs to feel secure in belongingness is understandable. False beliefs can be useful in a social sense, the facts be damned! In a representative democracy, the primary loyalty of a representative is to the electorate. The very idea of incorporating provisions to enable defections implies a recognition of such a thing as free will and action. However, principled defections, as acts of conscience, are as rare as the sightings of the Yeti. Power is almost always seen to be the sought after prize. It is seen by the electorate as an immoral, opportunistic breach of faith. It negates the electoral outcome. The Constitution’s 52nd Amendment Act, 1985 and the 91stAmendment Act, 2003 -often referred to as the Anti-Defection Laws(s) – recognized that managing floor arithmetic is intrinsic to a democracy. But, the anti-defection pesticide has failed to prevent the rot. It has merely changed the rules and increased the stakes. The continuing contempt for the electorate shows us that the numbers game in representative institutions is only for grabbing and holding on to power. The politics of defection subverts the soul of constitutionalism. Yet, it is a reality. As a democracy, we must deal with the virus and not leave it to the constitutional doctors to attend only to the patients.

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China exports everything except Big Ideas

Ever since it came into existence as a free country, India has not been challenged like in the present face off with China. This is because in our past conflicts – the two wars we fought with Pakistan and the one with China in 1962  -India did not face an opponent that could become an existential crisis. A nuclear armed India now takes on a China that is the undisputed number 2 power in the world. Or is it ? India must see the world as it exists for us -by role and relevance- and decide who matters ? First is the EU and USA representing a liberal order where security is guaranteed by military might but even more so by economic interdependence and the force of law. It is our largest economic partner bloc. Second comes the Islamic world consisting also of the Wahhabi fundamentalist forces which feed terrorism. Our dependence on Arab and Iranian oil makes it critical. Russia with its deep state run power apparatus is an important military supplier and partner. And then there is China! China is a vast country with economic dynamism, focused leadership and military might. It also sees India as an adversary. China, unlike the other world powers, has not promoted a worldview. While there is endless comment on its economic, political and military affairs but no one has seen it as a powerhouse of “ideas”. [siteorigin_widget class=”SiteOrigin_Widget_Image_Widget”][/siteorigin_widget] China – love or hate it – is an inexhaustible force whose economy rose fast enough for it to become the world’s largest economy in Purchasing Power Parity (PPP) terms. It dominates the world supply chains and has managed to drag 400 million people from rural poverty to prosperity in less than 40 years. The ‘Made in China’ label was acquiring clout, till the Covid crisis began. The scale, speed and impact of material progress is prompting a deeper question. Will China rise to rule the world as a hegemon? Will India inevitably face ruinous conflict with China? As a professional marketer, content maker, business manager ,socio-economic observer and writer my assessment is that China lacks the soft power to dominate the world. It is acting aggressively and is being acquisitive but it does not inspire deep adoration. The world is wary of China. We remain uninspired by its intellectual output. Can we name even five contemporary Chinese writers, thinkers and artists ? China has got richer but has it got enriched holistically? China has not accommodated itself to the rules of a globalised world with democracy, privatisation and collaboration at its core. China’s government is a mega state business enterprise. This is what allows China to have the confidence to be a military aggressor and a political despot. State economics is their engine. On 15th April 1989, a memorial march for the former communist party Secretary General HuYaobang turned into a mass protest for political reform, workers rights and an end to official corruption. It dominated the heart of Beijing for six weeks but was abruptly crushed by soldiers and tanks on 4thJune 1989. The crackdown was a human tragedy and it showed us that China is ‘all economics no politics’. Deng Xiaoping  – China’s supreme leader after Mao Tse Tung had made his directive clear – “Tao guang Yang Hui” literally meaning “hide brightness, nourish obscurity”. The state media has officially translated this as “be patient and build capability“. Now China has decided that its time has arrived. However it still does not have “Soft power”. The Chinese state’s establishment rues its lack of exportable cultural dominance that they call “RuanQuan Li” This is where- I believe- currently India has a decisive edge over China. India is an intellectual power with credits to several large impact ideas and new cultural content that appeals to a larger world. We have a freedom of expression that leads to widespread dissemination. In my opinion China’s path to superpower status is not smooth. Beijing is formula of state capitalism, open market but a closed political system will not last the course of its attrition with powerful liberal democracies. Soft power will beat hard power eventually.

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