Monday, December 15, 2014

20 Signs You’re Succeeding In Life Even If You Don’t Feel You Are


COMMUNICATION MOTIVATION BY CAROL MORGAN | 576K SHARES

We all feel like failures from time to time. While this is a normal feeling, you have to find a way to see yourself and your life from a different perspective. Sometimes we ignore the "little things." Just because you are not a millionaire, don't live in a mansion, and you don't drive a fancy car, that doesn't mean you're a failure. In fact, it's quite the contrary.

Here are 20 signs that you are succeeding in life:

1. Your relationships are less dramatic than they used to be.

Drama is not maturity. As we age, we should develop maturity. So maybe your relationships were drama-filled in your past, but if you have moved beyond that, then you are successful.

2. You are not afraid to ask for help and support any more.

Asking for help does not equal weakness. In fact, it is a strength. No person has ever succeeded in isolation. It takes teamwork to accomplish goals. Asking or help is a sign that you have grown as a person.

3. You have raised your standards.

You don't tolerate bad behavior any more – from other people, or even yourself. You hold people accountable for their actions. You don't spend time with the "energy vampires" in your life anymore.

4. You let go of things that don't make you feel good.

No, this is not narcissistic even though it might seem like it. Self-love is success. Love yourself enough to say 'no' to anything that doesn't make you happy, doesn't serve your purpose, or drags you down.

5. You have moments where you appreciate who you see in the mirror.

Ideally, you should appreciate who you see in the mirror at every moment. But even if that doesn't happen, if you do it more than you used to, then that is success. Love yourself. You are awesome.

6. You have learned that setbacks and failure are part of self-growth.

Not everyone can have success 100% of the time. That's just not realistic. Life is about victories and losses. So look at your setbacks as stepping stones to something better. In reality, there really is no such thing as as setback. It's all just part of a wondrous journey.

7. You have a support system that includes people who would do anything for you.

If you have figured out the people who "have your back" and recognized the ones who only pretend that they do, then you have succeeded. This is a painful realization, but once you learn to see the signs of betrayal, you can stay away from those people.

8. You don't complain much.

Because you know there really is nothing to complain about. Unless you really have gone through some horrific life experience and had unimaginable losses, most of what we all experience on a day-to-day basis is just mundane. And successful people know that. And they live in a space of gratitude.

9. You can celebrate others' successes.

Just because other people succeed, that doesn't make you a failure. Applaud the people who rise to the top. The more positive energy you give to other people's victories, the more you will create your own.

10. You have passions that you pursue.

You are not stagnant. You know you have something wonderful to contribute to the world. You have unique talents and gifts. Not only do you know that, you pursue it.

11. You have things to look forward to.

If you don't have exciting things going on in your life that you are eagerly anticipating, then you are slowly dying inside. Successful people create goals that they are passionate about pursuing. They let this excitement drive their life.

12. You have goals that have come true.

Even though "failures" are a part of life, you have stuck to your goals and dreams long enough to make them come to fruition. You have  some tastes of victory. It fuels you.

13. You have empathy for others.

A person without empathy is dead inside. Empathy equals spreading love and positive energy into the world. Successful people know this. They love others as if they are family.

14. You love deeply and open yourself up to be loved by others.

Love is risky, and sometimes scary for people. It's the one thing we all strive for, but it's also intimately tied to the one thing we fear the most – rejection. If you open your heart enough to love and be loved, then you are successful.

15. You refuse to be be a victim.

You know that life doesn't always happen to you. Many times, you are a co-creator of your life experiences. Successful people know this and refuse to be kept down by life experiences. The rise up and conquer anyway.

16. You don't care what other people think.

You know you can't please everyone. You know that the standards with which society judges people is many times unrealistic. So you just keep true to yourself and love the person you are.

17. You always look on the bright side.

Life can be full of disappointments – if you choose to see them that way. Otherwise, they are learning opportunities. No negative experience is ever wasted as long as you learn from it.

18. You accept what you can't change.

Let's face it – there many things youcan't change in life. All you can change is how you view what happens. If you can change your negative perspective on situations to a positive one, then you are successful.

19. You change what you can.

And let's face it again – there are many things you can change in life. Successful people don't sit around accepting the negatives that are changeable. They get out there and do something about it!!

20. You are happy.

To me, this is the ultimate definition of success. It doesn't matter what the balance is in your bank account, how big your house is,  or how many fancy vacations you take. If you are happy, then you are succeeding in life.

Even if you don't see yourself in many of these 20 things, don't fret. It's okay. Be happy that you see yourself in just a few. In time, the rest will come. You just need to keep moving onward and upward


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Wednesday, November 19, 2014

Change leader, change thyself

Article|McKinsey Quarterly

Change leader, change thyself

Anyone who pulls the organization in new directions must look inward as well as outward.

March 2014 | byNate Boaz and Erica Ariel Fox

Leo Tolstoy, the Russian novelist, famously wrote, "Everyone thinks of changing the world, but no one thinks of changing himself."

Tolstoy's dictum is a useful starting point for any executive engaged in organizational change. After years of collaborating in efforts to advance the practice of leadership and cultural transformation, we've become convinced that organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves.1

Building self-understanding and then translating it into an organizational context is easier said than done, and getting started is often the hardest part. We hope this article helps leaders who are ready to try and will intrigue those curious to learn more.

Organizations don't change—people do

Many companies move quickly from setting their performance objectives to implementing a suite of change initiatives. Be it a new growth strategy or business-unit structure, the integration of a recent acquisition or the rollout of a new operational-improvement effort, such organizations focus on altering systems and structures and on creating new policies and processes.

To achieve collective change over time, actions like these are necessary but seldom sufficient. A new strategy will fall short of its potential if it fails to address the underlying mind-sets and capabilities of the people who will execute it.

McKinsey research and client experience suggest that half of all efforts to transform organizational performance fail either because senior managers don't act as role models for change or because people in the organization defend the status quo.2 In other words, despite the stated change goals, people on the ground tend to behave as they did before. Equally, the same McKinsey research indicates that if companies can identify and address pervasive mind-sets at the outset, they are four times more likely to succeed in organizational-change efforts than are companies that overlook this stage.

Look both inward and outward

Companies that only look outward in the process of organizational change—marginalizing individual learning and adaptation—tend to make two common mistakes.

The first is to focus solely on business outcomes. That means these companies direct their attention to what Alexander Grashow, Ronald Heifetz, and Marty Linsky call the "technical" aspects of a new solution, while failing to appreciate what they call "the adaptive work" people must do to implement it.3

The second common mistake, made even by companies that recognize the need for new learning, is to focus too much on developing skills. Training that only emphasizes new behavior rarely translates into profoundly different performance outside the classroom.

In our work together with organizations undertaking leadership and cultural transformations, we've found that the best way to achieve an organization's aspirations is to combine efforts that look outward with those that look inward. Linking strategic and systemic intervention to genuine self-discovery and self-development by leaders is a far better path to embracing the vision of the organization and to realizing its business goals.

What is looking inward?

Looking inward is a way to examine your own modes of operating to learn what makes you tick. Individuals have their own inner lives, populated by their beliefs, priorities, aspirations, values, and fears. These interior elements vary from one person to the next, directing people to take different actions.

Interestingly, many people aren't aware that the choices they make are extensions of the reality that operates in their hearts and minds. Indeed, you can live your whole life without understanding the inner dynamics that drive what you do and say. Yet it's crucial that those who seek to lead powerfully and effectively look at their internal experiences, precisely because they direct how you take action, whether you know it or not. Taking accountability as a leader today includes understanding your motivations and other inner drives.

For the purposes of this article, we focus on two dimensions of looking inward that lead to self-understanding: developing profile awareness and developing state awareness.

Profile awareness

An individual's profile is a combination of his or her habits of thought, emotions, hopes, and behavior in various circumstances. Profile awareness is therefore a recognition of these common tendencies and the impact they have on others.

We often observe a rudimentary level of profile awareness with the executives we advise. They use labels as a shorthand to describe their profile, telling us, "I'm an overachiever" or "I'm a control freak." Others recognize emotional patterns, like "I always fear the worst," or limiting beliefs, such as "you can't trust anyone." Other executives we've counseled divide their identity in half. They end up with a simple liking for their "good" Dr. Jekyll side and a dislike of their "bad" Mr. Hyde.

Finding ways to describe the common internal tendencies that drive behavior is a good start. We now know, however, that successful leaders develop profile awareness at a broader and deeper level.

State awareness

State awareness, meanwhile, is the recognition of what's driving you at the moment you take action. In common parlance, people use the phrase "state of mind" to describe this, but we're using "state" to refer to more than the thoughts in your mind. State awareness involves the real-time perception of a wide range of inner experiences and their impact on your behavior. These include your current mind-set and beliefs, fears and hopes, desires and defenses, and impulses to take action.

State awareness is harder to master than profile awareness. While many senior executives recognize their tendency to exhibit negative behavior under pressure, they often don't realize they're exhibiting that behavior until well after they've started to do so. At that point, the damage is already done.

We believe that in the future, the best leaders will demonstrate both profile awareness and state awareness. These capacities can develop into the ability to shift one's inner state in real time. That leads to changing behavior when you can still affect the outcome, instead of looking back later with regret. It also means not overreacting to events because they are reminiscent of something in the past or evocative of something that might occur in the future.4

Close the performance gap

When learning to look inward in the process of organizational transformation, individuals accelerate the pace and depth of change dramatically. In the words of one executive we know, who has invested heavily in developing these skills, this kind of learning "expands your capacity to lead human change and deliver true impact by awakening the full leader within you." In practical terms, individuals learn to align what they intend with what they actually say and do to influence others.

Erica Ariel Fox's recent book, Winning from Within,5 calls this phenomenon closing your performance gap. That gap is the disparity between what people know they should say and do to behave successfully and what they actually do in the moment. The performance gap can affect anyone at any time, from the CEO to a summer intern.

This performance gap arises in individuals partly because of the profile that defines them and that they use to define themselves. In the West in particular, various assessments tell you your "type," essentially the psychological clothing you wear to present yourself to the world.

To help managers and employees understand each other, many corporate-education tools use simplified typing systems to describe each party's makeup. These tests often classify people relatively quickly, and in easily remembered ways: team members might be red or blue, green or yellow, for example.

There are benefits in this approach, but in our experience it does not go far enough and those using it should understand its limitations. We all possess the full range of qualities these assessments identify. We are not one thing or the other: we are all at once, to varying degrees. As renowned brain researcher Dr. Daniel Siegel explains, "we must accept our multiplicity, the fact that we can show up quite differently in our athletic, intellectual, sexual, spiritual—or many other—states. A heterogeneous collection of states is completely normal in us humans."6 Putting the same point more poetically, Walt Whitman famously wrote, "I am large, I contain multitudes."

To close performance gaps, and thereby build your individual leadership capacity, you need a more nuanced approach that recognizes your inner complexity. Coming to terms with your full richness is challenging. But the kinds of issues involved—which are highly personal and well beyond the scope of this short management article—include:

  • What are the primary parts of my profile, and how are they balanced against each other?
  • What resources and capabilities does each part of my profile possess? What strengths and liabilities do those involve?
  • When do I tend to call on each member of my inner executive team? What are the benefits and costs of those choices?
  • Do I draw on all of the inner sources of power available to me, or do I favor one or two most of the time?
  • How can I develop the sweet spots that are currently outside of my active range?

Answering these questions starts with developing profile awareness.

Leading yourself—and the organization

Individuals can improve themselves in many ways and hence drive more effective organizational change. We focus here on a critical few that we've found to increase leadership capacity and to have a lasting organizational impact.

1. Develop profile awareness: Map the Big Four

While we all have myriad aspects to our inner lives, in our experience it's best to focus your reflections on a manageable few as you seek to understand what's driving you at different times. Fox's Winning from Within suggests that you can move beyond labels such as "perfectionist" without drowning in unwieldy complexity, by concentrating on your Big Four, which largely govern the way individuals function every day. You can think of your Big Four as an inner leadership team, occupying an internal executive suite: the chief executive officer (CEO), or inspirational Dreamer; the chief financial officer (CFO), or analytical Thinker; the chief people officer (CPO), or emotional Lover; and the chief operating officer (COO), or practical Warrior (exhibit).

Exhibit

Executives can achieve self-understanding, without drowning in unwieldy complexity, by concentrating on the Big Four of their 'inner team.'

How do these work in practice? Consider the experience of Geoff McDonough, the transformational CEO of Sobi, an emerging pioneer in the treatment of rare diseases. Many credit McDonough's versatile leadership with successfully integrating two legacy companies and increasing market capitalization from nearly $600 million in 2011 to $3.5 billion today.

From our perspective, his leadership success owes much to his high level of profile awareness. He also displays high profile agility: his skill at calling on the right inner executive at the right time for the right purpose. In other words, he deploys each of his Big Four intentionally and effectively to harness its specific strengths and skills to meet a situation.

McDonough used his inner Dreamer's imagination to envision the clinical and business impact of Sobi's biological-development program in neonatology. He saw the possibility of improving the neurodevelopment of tiny, vulnerable newborns and thus of giving them a real chance at a healthy life.

His inner Thinker's assessment took an unusual perspective at the time. Others didn't share his evaluation of the viability of integrating one company's 35-year legacy of biologics development (Kabi Vitrum— the combined group of Swedish pharmaceutical companies Kabi and Vitrum—which merged with Pharmacia and was later acquired, forming Biovitrum in 2001) with another's 25-year history of commercializing treatments for rare diseases (Swedish Orphan), to lead in a rare-disease market environment with very few independent midsize companies.

Rising to a separate, if related, challenge, McDonough called on his inner Lover to build bridges between the siloed legacy companies. He focused on the people who mattered most to everyone—the patients—and promoted internal talent from both sides, demonstrating his belief that everyone, whatever his or her previous corporate affiliation, could be part of the new "one Sobi."

Finally, bringing Sobi to its current levels of success required McDonough to tell hard truths and take some painful steps. He called on his inner Warrior to move swiftly, adding key players from the outside to the management team, restructuring the organization, and resolutely promoting an entirely new business model.

2. Develop state awareness: The work of your inner lookout

Profile awareness, as we've said, is only the first part of what it takes to look inward when driving organizational change. The next part is state awareness.

Leading yourself means being in tune with what's happening on the inside, not later but right now. Think about it. People who don't notice that they are becoming annoyed, judgmental, or defensive in the moment are not making real choices about how to behave. We all need an inner "lookout"—a part of us that notices our inner state—much as all parents are at the ready to watch for threats of harm to their young children.7

For example, a senior executive leading a large-scale transformation remarked that he would like to spend 15 minutes kicking off an important training event for change agents to signal its importance. Objectively speaking, he would probably have the opposite of the intended effect if he said how important the workshop was and then left 15 minutes into it.

What he needed at that moment was the perception of his inner lookout. That perspective would see that he was torn between wanting to endorse the program, on the one hand, and wanting to attend to something else that was also important, on the other. With that clarity, he could make a choice that was sensible and aligned: he might still speak for 15 minutes and then let people know that he wished he could stay longer but had a crucial meeting elsewhere. Equally, he might realize the negative implications of his early departure under any circumstances, decide to postpone the later meeting, and stay another couple of hours. Either way, the inner lookout's view would lead to more effective leadership behavior.

During a period of organizational change, it's critical that senior executives collectively adopt the lookout role for the organization as a whole. Yet they often can't, because they're wearing rose-tinted glasses that blur the limitations of their leadership style, mask destructive mind-sets at lower levels of the organization, and generally distort what's going on outside the executive suite. Until we and others confronted one manager we know with the evidence, he had no idea he was interfering with, and undermining, employees through the excessively large number of e-mails he was sending on a daily basis.

Spotting misaligned perceptions requires putting the spotlight on observable behavior and getting enough data to unearth the core issues. Note that traditional satisfaction or employee-engagement surveys—and even 360-degree feedback—often fail to get to the bottom of the problem. A McKinsey diagnostic that reached deep into the workforce—aggregating the responses of 52,240 individuals at 44 companies—demonstrated perception gaps across job levels at 70 percent of the participating organizations. In about two-thirds of them, the top teams were more positive about their own leadership skills than was the rest of the organization. Odds are, in other words, that rigorous organizational introspection will be eye opening for senior leaders.

3. Translate awareness into organizational change

Those open eyes will be better able to spot obstacles to organizational change. Consider the experience of a company that became aware, during a major earnings-improvement effort, that an absence of coaching was stifling progress. On the surface, people said they did not have the time to make coaching a priority. But an investigation of the root causes showed that one reason people weren't coaching was that they themselves had become successful despite never having been coached. In fact, coaching was associated with serious development needs and seen only as a tool for documenting and firing people. Beneath the surface, managers feared that if they coached someone, others would view that person as a poor performer.

Changing a pervasive element of corporate culture like this depends on a diverse set of interventions that will appeal to different parts of individuals and of the organization. In this case, what followed was a positive internal-communication campaign, achieved with the help of posters positioning star football players alongside their coaches and supported by commentary spelling out the impact of coaching on operating performance at other organizations. At the same time, executives put "the elephant in the room" and acknowledged the negative connotations of coaching, and these confessions helped managers understand and adapt such critical norms. In the end, the actions the executives initiated served to increase the frequency and quality of coaching, with the result that the company was able to move more rapidly toward achieving its performance goals.

4. Start with one change catalyst

While dealing with resistance and fear is often necessary, it's rarely enough to take an organization to the next level. To go further and initiate collective change, organizations must unleash the full potential of individuals. One person or a small group of trailblazers can provide that catalyst.

For many years, it was widely believed that human beings could not run a mile in less than four minutes. Throughout the 1940s and early 1950s, many runners came close to the four-minute mark, but all fell short. On May 6th, 1954, in Oxford, England, Roger Bannister ran a mile in three minutes and 59 seconds. Only 46 days after Bannister's historic run, John Landy broke the record again. By 1957, 16 more runners had broken through what once was thought to be an impossible barrier. Today, well over a thousand people have run a mile in less than four minutes, including high-school athletes.

Organizations behave in a similar manner. We often find widely held "four-minute mile" equivalents, like "unattainable growth goals" or "unachievable cost savings" or "unviable strategic changes." Before the broader organization can start believing that the impossible is possible, one person or a small number of people must embrace a new perspective and set out to disprove the old way of thinking. Bannister, studying to be a doctor, had to overcome physiologists' claims and popular assumptions that anyone who tried to run faster than 15 miles an hour would die.

Learning to lead yourself requires you to question some core assumptions too, about yourself and the way things work. Like Joseph Campbell's famous "hero's journey," that often means leaving your everyday environment, or going outside your comfort zone, to experience trials and adventures.8 One global company sent its senior leaders to places as far afield as the heart of Communist China and the beaches of Normandy with a view to challenging their internal assumptions about the company's operating model. The fresh perspectives these leaders gained helped shape their internal values and leadership behavior, allowing them to cascade the lessons through the organization upon their return.

This integration of looking both inward and outward is the most powerful formula we know for creating long-term, high-impact organizational change.

About the authors

Nate Boaz is a principal in McKinsey's Atlanta office. Erica Ariel Fox is a founding partner at Mobius Executive Leadership, a lecturer in negotiation at Harvard Law School, and a senior adviser to McKinsey Leadership Development. She is the author of Winning from Within: A Breakthrough Method for Leading, Living, and Lasting Change (HarperBusiness, 2013).

Nate Boaz would like to thank Mobius Executive Leadership for the ongoing collaboration that contributed to these insights. Erica Ariel Fox would like to thank her colleague John Abbruzzese, a senior leadership consultant at Mobius Executive Leadership, for his contribution to this article.


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Sunday, November 16, 2014

Goodbye to Jugaad: How Modi government plans to roll out 'Make in India' to revive manufacturing

The Economic Times
You are here: ET HomeNewsEconomyPolicy

Goodbye to Jugaad: How Modi government plans to roll out 'Make in India' to revive manufacturing

By , ET Bureau | 16 Nov, 2014, 06.34AM IST
 That pulse has of course quickened since the Narendra Modi sarkar picked up the reins, and on it are the fingers of moneybag investors, both foreign and Indian.  That pulse has of course quickened since the Narendra Modi sarkar picked up the reins, and on it are the fingers of moneybag investors, both foreign and Indian. 
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Since the second half of 2014, Indian CEOs have almost magically transformed into an upbeat and zealous lot, spotting along with hope on the nottoo-distant horizon those inevitable green shoots sprouting on what at the beginning of the year resembled distinctly parched land.

In line with that bubbly and breezy mood are the results of an online survey of a little over 100 head honchos of India Inc conducted jointly by industry lobby CII and the Boston Consulting Group (BCG), and whose results were released a couple of days ago. In their own words, "the CII-BCG Manufacturing Leadership Survey 2014 was launched to gauge the pulse of industry leaders on the current scenario and future prospects for the Indian manufacturing sector". That pulse has of course quickened since the Narendra Modi sarkar picked up the reins, and on it are the fingers of moneybag investors, both foreign and Indian. The survey for its part displayed in abundance the optimism of domestic CEOs: for instance, 85% of those surveyed expect manufacturing growth of between 5% and 10% in the next five years (against 3.4% in the past five).

That's the headline number. But it gets better. One of the posers shot at the corporate chieftains was what would they like Indian manufacturing to be known for by 2020. The options: The 'next Germany' (most preferred for top-quality manufacturing), the 'next China' (most preferred for low-cost manufacturing), global leader in low-cost innovation, or jugaad, or tech and process leader in select manufacturing sectors, like Thailand.

New-found Ambition

The most popular answer was not unpredictably a reflection of the new-found ambition and optimism — a year ago if CEOs said they expect India to be the next Germany in six to seven years, they would have been considered delusive, and would even be in real danger of getting the boot; not any longer. All of 37% of those surveyed want India to be known as the next Germany; only 21% wanted India to usurp China's position as a low-cost manufacturing hub; and best of all, less than a fifth reckoned India should pursue the path of jugaad.

The confidence that India Inc exudes — and which is captured succinctly by the CII-BCG survey — stems to a large extent from an initiative Goodbye to Jugaad: How Modi government plans to roll out 'Make in India' to revive manufacturingGoodbye to Jugaad: How Modi government plans to roll out 'Make in India' to revive manufacturingprime minister Modi announced from the ramparts of Red Fort on Independence Day: Make in India, a programme that aims to boost investments and encourage innovation by creating world-class manufacturing infrastructure and making it easier to do business in transparent and credit-friendly environs. And, yes, if India has to get there, jugaad has to go out of the window.

In the next few months, the government will roll out the Make in Indiacampaign state by state, following a hub and spoke model (the hub being Delhi). Each state would be accorded a sector that it has earned its spurs in. For instance, automobiles could well be the focus sector in Tamil Nadu (home to factories of Ashok Leyland, Ford,Nissan and Hyundai, amongst others) or Haryana (Hero MotoCorp, Honda Motorcycle & Scooter India and Maruti Suzuki). "The challenge is to make this manufacturing campaign exciting. As we go to the states, the campaign will be blended with cultural and other entertainment programmes so that the locals get on board," says a team member working on the campaign on the condition of anonymity.

Also, roadshows are being planned in 12 industrial towns, including Coimbatore, Pune and Indore. Here, the focus would be to woo small and medium enter-prises (SMEs). As ET Magazine has learnt, there will be a special effort to spot "smart makers". The idea, according to the plan, is to motivate young people to turn manufacturers. "The next generation of factory owners are well-educated but they are moving away from their fathers' or grandfathers' factories. Our aim will be to bring them back to manufacturing," says the team member.

The lion symbol, which Modi himself chose for its tenacity and courage, is also being developed for language markets in India and abroad. The symbol will remain the same, but local fonts — both Indian and foreign languages — would be used for the words Make in India. So, in Japan, it would be in Japanese and in Germany, it will be in German.

"In Make in India, there is a huge emphasis on quality and sustainability. While India has been a reluctant manufacturing nation and a late urbanizer, there are huge advantages. We can today learn from the rest of the world, use the latest technology and leapfrog," saysAmitabh Kant, secretary, department of industrial policy and promotion (DIPP), the nodal government agency managing the Make in India campaign (see This is just the beginning).

The Challenges

As a bureaucrat, Kant was the key driver in some of India's most successful tourism campaigns of the past, like God's Own Country and Incredible India. He was also CEO of the Delhi Mumbai Industrial Corridor Development Corporation, the nodal entity entrusted with the task of developing one of India's most ambitious projects, the almost 1,500-km Delhi-Mumbai Industrial Corridor, which will run through six states, which in turn will house seven smart cities.

Make in India, in comparison, is even more challenging — and to that extent Kant's most ambitious project yet. Consider the enormity of the task against this backdrop. Last month, India's position dropped further by two places to 142 out of 189 nations in the World Bank's global ranking on ease of doing business. A clutch of African nations (from Sierra Leone to Ethiopia to Mozambique), Kiribati (google it) and even Pakistan are ahead of India. As Godrej Group chairman Adi Godrej says: "India must improve on the ease of doing business. Giving permissions has to be quicker and there should be no delay in setting up of businesses."

Here's a gist of the mindboggling challenges ahead, which would have to involve multiple ministries, departments, consultants and experts: For starters, basic transport, power and such infrastructure have to be created, in many places virtually from scratch; then go for investment-led infrastructure creation, like industrial corridors, smart cities and export-oriented infrastructure; initiate labour reforms to improve productivity; hasten approvals and clearances, and make access to credit easier...it's a long, long to-do list. To sum up the grand objective of Make in India in one line: revive manufacturing, become globally-competitive and then stake a claim for global leadership. Goodbye to Jugaad: How Modi government plans to roll out 'Make in India' to revive manufacturingGoodbye to Jugaad: How Modi government plans to roll out 'Make in India' to revive manufacturingIt's a dream Modi, Kant and a slew of India Inc CEOs are now daring to dream. For now, however, as Godrej puts it, Make in India is an effective "motivational" campaign, and that itself is strikingly different from the lacklustre initiatives of previous regimes to boost manufacturing. "The campaign has already attracted attention of a large number of foreign companies," he adds. To be sure, Make in India today is still a blueprint — an attractive one created by advertising hot shop Widen+Kennedy, whose executive creative director V Sunil has worked with Kant in the past (see Made in W+K). The challenge is to get the lion roaring and striding into at least 25 industrial sectors — sectors that can lean on India's core strengths and those that can benefit from import substitution, from defence and railways to food processing and wellness; into all states; and into all manufacturing firms, from the Ambanis and Adanis to the smallest of SMEs.

India Inc Excited

"India should be comparable at least to any other Asian or neighbouring countries in terms of time taken to establish a business," says Maruti Suzuki chairman RC Bhargava. In the near term, perhaps Bhutan, Maldives, Nepal and Sri Lanka would be good benchmarks, ranked as they are 125, 116 and 108 and 99, respectively, on the Ease of Doing Business parameter. Bhargava adds that tax laws too need to be fixed.

"After all, India today has the highest number of tax litigations in the world." Microsoft IT India MD Raj Biyani feels this is the opportune time for the government to act in a bold manner, be willing to make radical changes — all the way from laws and regulations at the macro level down to execution at the grassroots. And that's because, as Biyani argues, there has now been a confluence of factors: like a decisive mandate, political will and an alignment of bureaucracy with passionate officers driving the Make in India campaign; and, finally, the support from industry.

"Manufacturing multinationals can be early adopters of the Make in India campaign by sharing best practices from their experiences operating in other countries.

Technology MNCs can be enablers of the backbone and infrastructure needs," Biyani adds.

Early global response and reaction are encouraging. Naoyoshi Noguchi, chief director general of Japan External Trade Organization (JETRO), says he has begun receiving a larger number of queries from Japanese companies asking about India's business environment after the launch of the Make in India campaign and prime minister Modi's strong pitch during his visit to Japan two months ago.

MNCs Game for It, Too

Also, if the log-in data of Make in India's official website is any indication (ET Magazine has reviewed it till October 20), interest has been generated across the world, more specifically in countries such as Spain, the UK, the UAE, Singapore and the US. And as much as 95% of the 3,056 queries on the Make in India campaign emanated from SMEs.

Amongst the big boys taking a close look at the Modi-led initiative is German engineering and electronics giant Bosch. "There is a need for a substantial change if India has to catch up and become more competitive in manufacturing," says Bosch Group India president Steffen Berns.

One way to do that is by getting companies like Bosch to commit more resources to India. And Berns seems to be in a mood to do that now. "Bosch wants to manufacture more in India and supports PM Modi's Make in India initiative." Modi and Kant will need many more like Berns in the days and years ahead to meet their ambition of pitchforking India into a global leadership position in manufacturing.

With inputs from Malini Goyal and Suman Layak

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Friday, November 14, 2014

The failures of Nehru

http://shankhnaad.net/index.php/nation/aryavart/national-politics/84-congress/134-article-119

Today, on 125th birth Anniversary of Jawaharlal Nehru, we present to you some of the lesser known facts - confirmed or otherwise. Was he the greatest  diplomat India had, the man who laid the foundation of what we call today the idea of a secular socialist India.. or was he an utter and complete failure that took our nation to shambles ? You be the judge.

 

1) Nehru was so much so ambitious for the Nobel peace prize that he prevented the nation from building up a large vicious army that India could have. Instead he chose to go for treaties with China without any parity or muscle to keep China from breaking those treaties.

 

2) He always favored a non-concluded report regarding Netaji Subhash Chandra Bose. He feared that if Netaji is alive then he may have to abdicate his PM post in Netaji's favour. He had written a letter to Atlee informing him of Netaji's whereabouts, calling him a 'war criminal'.  He never got to conclude the commission's report on Netaji.

 

Subhash Chandra Bose & Shyama Prasad Mukherjee were competitors for the post of PM of India and both of them died mysterious deaths.

 

3) Partition happened because of indecisiveness of the leadership India had at that time. Nehru being a top leader, is largely attributed with the partition.

Some say the love triangle between Lord Mountbatten, His wife Edwina and Nehru was also to blame for this. When parted, they wrote to each other constantly - and Edwina made no attempt to keep the letters secret from her husband. America wanted Pakistan so as to have a base in the South East Asia.

 

4)He came out as a complete goof up on the Kashmir issue and despite Sardar Patel's efforts the damage was done. Thanks to Nehru who took the issue to UN for no reason, the J&K issue stays unresolved till date.

Nehru is also largely responsible for the plight of Tibetans as he blindly obeyed Chinese during his 'Hindi-Chini bhai bhai' days.

 

5) It was Nehru who got article 370 for state of Jammu & Kashmir - an article which gives a special status to J&K and keeps it from integrating with rest of the nation. Ambedekar was opposed to this article but Nehru persisted.

 

6) After colonial rule when the government was deciding upon General of Indian Army , he suggested that a british officer be appointed for the job as Indians do not have xperience for it. A statement for which he was reprimanded by Lt General Nathu Singh Rathore who said "Why not get PM from britain as well, as we've no experience of governance either"

 

7) Before 1962 China war,reports were suggesting of a possible Chinese Army advancement at least 6months to a year in advance as some believe, but Nehru didn't find it necessary to consult army top brass for their minimum requirement & procurement of arms and ammunition which may have kept the state war ready. This in fact might have discouraged China from its misadventurism altogether.

 

After the war when he was in the parliament, he tried to belittle the loss of Askai Chin by saying "not even grass grows there". Upon this statement, a fellow parliamentarian Mahaveer Tyagi got up and said "Even your head doesn't have any hair growing upon it, should I give it to the enemy ?"

 

8) On Economic front he followed a failed socialist communist model of Russia. What the economists called a 'Hindu Model of growth'. WHy ? because they were in charge and they can call anything by any name, that's why!

 

9) He took utmost care never to lose his secular credentials. Ambedkar proposed total transfer of Muslims to Pakistan in 1947 but Nehru refused to act giving birth to 'Secularism'.

Even after the end of colonial rule, every time he took a decision which can apply to minorities, he would plead to minority leaders for it.It was in trying to appease them that he started the appeasement policies which Congress and mostly all poltical parties follow till date.

 

10) One of the biggest example of his pseudo-secularism and appeasement policy would be the Uniform Civil code. He deliberately introduced it just for Hindus and never for minorities.

 

11) Nehru awarded BharatRatna to himself in 1955 soon after it was introduced.

 

12) What seemed like an entire nation excited to celebrate his birthday, was actually a a pomp and show in his honour done at  taxpayer's expense.

 

 

Unconfirmed:

Some beleive that he was responsible for the death of Chandrashekhar Azad, as Azad went to see Nehru in his residence the day he died. Soon after he left Nehru's house, he was ambushed by the police in Alfred Park (Allahabad)

Some also believe that as early as in 56 or 58 he was offered N- Technology & all other help thereto, by US, but he choose to be known as Samajwadi than Capitalist friendly. Had he accepted then, India could have tested it's first N-test as early as 1962/1963/1964.

He also rejected US president Eisenhower's military aid (without strings offer) in 1953. Had to appeal to Kennedy for arms during 1962 war.

It is believed that India was offered a permanent Seat in UN,may be in 1955 but he declined, no one knows why



NANDAN does not accept liability for the integrity of this message or for any changes, which may occur in transmission due to network, machine or software failure or manufacture or operator error. Although this communication and any files transmitted with it are believed to be free of any virus or any other defect which might affect any computer or IT system into which they are received and opened, it is the responsibility of the recipient to ensure that they are virus free and no responsibility will be accepted by NANDAN for any loss or damage arising in any way from receipt or use thereof.

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Why Men And Women Think Differently. This Guy Nails It

it's no secret that men and women have always had difficulty fully understanding each other. But no one puts it better than International marriage speaker and comedian Mark Gungor:


NANDAN does not accept liability for the integrity of this message or for any changes, which may occur in transmission due to network, machine or software failure or manufacture or operator error. Although this communication and any files transmitted with it are believed to be free of any virus or any other defect which might affect any computer or IT system into which they are received and opened, it is the responsibility of the recipient to ensure that they are virus free and no responsibility will be accepted by NANDAN for any loss or damage arising in any way from receipt or use thereof.

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Thursday, November 13, 2014

Doctors new hospital wing

When a panel of doctors was asked to vote on adding
a new wing to
their hospital, the allergists voted to scratch it
and the
dermatologists advised no rash moves.

The gastroenterologists had a gut feeling about it,
but the
neurologists thought the administration had a lot of
nerve and the
obstetricians stated they were all labouring under a
misconception.
The ophthalmologists considered the idea
short-sighted; the
pathologists yelled, "Over my dead body" while the
pediatricians
said, "Grow up!"

The psychiatrists thought the whole idea was
madness. The surgeons
decided to wash their hands of the whole thing and
the radiologists
could see right through it!

The physicians thought it was a bitter pill to
swallow; and the
plastic surgeons said, "This puts a whole new face
on the matter."

The podiatrists thought it was a step forward, but
the urologists felt
the scheme wouldn't hold water. The anaesthetists
thought the whole
idea was a gas and the cardiologists didn't have the
heart to say no.

In the end, the proctologists left the decision up
to some assholes in
administration.


NANDAN does not accept liability for the integrity of this message or for any changes, which may occur in transmission due to network, machine or software failure or manufacture or operator error. Although this communication and any files transmitted with it are believed to be free of any virus or any other defect which might affect any computer or IT system into which they are received and opened, it is the responsibility of the recipient to ensure that they are virus free and no responsibility will be accepted by NANDAN for any loss or damage arising in any way from receipt or use thereof.

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Wednesday, November 05, 2014

Forrest Gump

Life is like a box of chocolates... You never know what u get

Today I watched the movie again the gaziliinth time. This is an iconic movie which celebrated its 20th Aniversary

Small events in life are interesting. Maybe unlike Forrest we will not meet Elvis, raegan, Kennedy, fight in a war, invest in apple, etc. But the fun is that we don't live today for tomorrow. We live today for the present we get.

Yesterday is history, tomorrow is mystery  today is a gift that's why its called the present

Also reminds me that the strongest country fighting a war in another country is not guaranteed success.

Raghudon is inspired and on a high. Make the best of today.


NANDAN does not accept liability for the integrity of this message or for any changes, which may occur in transmission due to network, machine or software failure or manufacture or operator error. Although this communication and any files transmitted with it are believed to be free of any virus or any other defect which might affect any computer or IT system into which they are received and opened, it is the responsibility of the recipient to ensure that they are virus free and no responsibility will be accepted by NANDAN for any loss or damage arising in any way from receipt or use thereof.

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Friday, October 31, 2014

TOI : Bhopal's tormentor Warren Anderson of Union Carbide dies at 92

This event had no impact on his life except the anonymity of death. Anderson this is one obituiry where I cannot write rest in peace. I am sure that the souls kd the 40,000 people you killed in Bhopal Union Carbide Tragedy will tornment you in the afterlife. Raghudon is sad that even 30 years on no justice is served.

Bhopal's tormentor Warren Anderson of Union Carbide dies at 92
http://timesofindia.indiatimes.com/india/Bhopals-tormentor-Warren-Anderson-of-Union-Carbide-dies-at-92/articleshow/44993670.cms via @timesofindia


NANDAN does not accept liability for the integrity of this message or for any changes, which may occur in transmission due to network, machine or software failure or manufacture or operator error. Although this communication and any files transmitted with it are believed to be free of any virus or any other defect which might affect any computer or IT system into which they are received and opened, it is the responsibility of the recipient to ensure that they are virus free and no responsibility will be accepted by NANDAN for any loss or damage arising in any way from receipt or use thereof.

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Wednesday, October 29, 2014

Building safety into maintenance

Building safety into maintenance

Don't bypass one system to service another


Matt Dodds, OMRON Automation and Safety
10/14/2014


While light curtains are reliable safety devices that constantly check for errors or false tripping, they are not completely foolproof. Courtesy: OMRONMaintenance is an important task to keep equipment running smoothly. Everyone thinks about greasing the bearings and oiling the hinges, but what about the safety devices? How often do you have the brakes inspected on your car? Do you wait until your car no longer stops, or are you proactive and have your brakes inspected at the recommended service intervals? 

When a machine system is built, the maintenance interval of the safeguards needs to be specified and adhered to as laid out in safety standards. There are a lot of safeguarding devices that are not properly applied or not securely fastened, bypassed, or damaged that could be remedied during a regular maintenance inspection. 

Standards such as ISO13849 use the concept of performance levels to select a safeguarding device that is suited to the application and usage. However, this is assuming the device was properly applied in the first place. For example, mechanical safety switches incorporate the use of at least one set of positive opening contacts. When the specified force is applied to the actuator, it has a high probability the contact will open for the life of the product. 

An example of this is a keyed or tongue door switch, probably the most widely used switch for a hinged door. They are also the most widely misused and under-maintained. Standards clearly state that these types of switches are to be used with a stopper and an alignment device to ensure the operation key enters the switch at the proper position and there is no damage to the key opening. 

However, most of these switches are not used with either, and a few things may occur. Excessive wearing of the key slot may lead to the extraction of the operation key without the operation of the switch. Next, damage to the operation head is possible. If the key strikes the head, it may loosen it from the body to the point that when the key is extracted from the head, the mechanism will operate but the switch contacts will not change state due to the separation distance. Some manufacturers may claim that their design will work even if it is damaged, but what is the guarantee under all circumstances? Another failure that can occur is damage to the key-the key could break off in the head and not operate.



It is continually important to examine relays and safety switches on a regular basis and to train employees on the proper procedures when working with such safety devices as light curtains. Courtesy: OMRONAdjustable operations key 
The number-one thing that is misapplied is the adjustable operation key. When most people are asked, "Why do you use an adjustable operation key?" the most common answer is "for doors that don't align properly." This, however, is the wrong answer; this type of key was designed for short radius doors to allow the operation key to be adjusted and flex to enter the operation head at a 90-degree angle to the opening. 

If a switch is damaged, do not attempt to repair it. Taking a head off of another switch and replacing the damaged one will not ensure its proper operation. There are two things to note here: 

1) Were the screws or threaded holes damaged? 
2) How many electrical cycles has the switch gone through? Always replace the entire switch and ensure is it properly applied such that damage will not occur again in the future.  

But what about other popular safeguarding devices such as light curtains, laser scanners, and safety mats? Type 4 light curtains are the most reliable as they continually check themselves for errors or extraneous light that may cause false tripping; however, they are not completely foolproof. Beams can be covered up and blanked and effectively bypassed by a piece of electrical tape, which is why it is important that only qualified personnel have access to enable these types of functions. 

Another way light curtains can be fooled is by the proximity to a reflective surface, although the beams operate at very tight angles. If they are mounted too close to shiny surfaces when a part of the human body enters the detection zone, they may not immediately sense that could lead to an injury. All light curtains on equipment should be supplied with a test object that is moved around the entire sensing field of the product to ensure that it is continually sensed. Never use your hand. This is true for all light curtain manuals and standards relating to the use of these products. Be wary of older light curtain products. If the product meets the IEC61496-1 and -2 standards, then you are probably OK; however, if you are using older products that do not meet these standards, it is recommended to update them to newer, safer design. 

Light curtains vs. other solutions 
Safety laser scanners and safety mats are presence-sensing devices, but they typically do not have the same diagnostic capabilities as light curtains, such as the ability to check themselves for degradation in sensing capabilities. Safety mats are usually to conductors separated by and insulator and when activated with the rated force will send a signal to a controller However, depending on the design, physical damage to the mat may cause a change in the sensed performance. Mats should be routinely inspected for damage; do not wait until the controller senses an error before replacing it with a new one. 

Safety laser scanners are becoming much more prevalent in the industry due to increased reliability, longer life expectancy, and better pollution tolerance, but like any safety device they need to be properly maintained. With proper maintenance, the operational costs can be much lower. Laser scanners send out a pulse of infrared light through an opaque-looking window and measure the time it takes to be reflected off an object back to the source. Maintenance of these devices is simple with routine cleaning of this window. 

How the window is cleaned is very important; this is a highly sensitive optic device that can detect carbon black objects, and any scratches or contaminates can lead to false tripping. It is imperative to use proper cleaning cloths or wipes and proper cleaning solutions as supplied or recommended by the manufacturer.

These are just some examples of safeguards on equipment. Almost all devices are tied into some type of safety monitoring device within the control panel. Going back 15 years, almost all monitoring devices were electromechanical incorporating a force-guided relay; these are often neglected until the equipment stops working. 

Force-guided relays, like any mechanical component, will wear over time and need to be replaced. Another question often asked is "When do you change your safety relays?" Most of the time the answer is "when they fail."

Going back to the scenario of the brakes on your car, there is the high probability of an accident. Thankfully, in the design of most safety systems two force-guided relays are used and they are put in series and cross-monitored such that when one fails the circuit cannot be reset. However, don't wait for this to happen-be proactive and change out the relay, safety monitoring relay unit, or other output device at the end of the useful life of the product.

The next time you are on the plant floor, look at a guard and then look closer to see if any of issued mentioned here apply. If they do not, then great-there is nothing to worry about. However, do not get complacent. Just because it is maintained now does not mean it will be maintained in the future. Make sure there is a check and inspection of safeguards, monitoring, and switching devices at regular intervals, and also make sure that safeguards never are bypassed during maintenance or normal operation. 

Matt Dodds is product marketing manager for safety for OMRON Automation and Safety.
"The bitterness of poor quality remains long after the sweetness of low price is forgotten"


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