Christian India

by Girish Menon 

I studied in a Christian school

I speak and think in English

I have crossed the ocean

I eat animals and the holy cow

Am I a Hindu?

The government regulates my temples

'Free will' applies to the church

Ghar wapasi is frowned upon

Love crusade is the norm

How do I practise as a Hindu?

Christian India, Christian India

No Hindus left in Christian India

India’s constitution is secular

But look at the demographic change

The army of Jesus grows faster

With their offshore bureaucratic might

 How do I survive as a Hindu?

The Congress party hates us

So do the Communists,

Muslims and Dalits

The parliament loves Americans,

free marketers and evangelists

How do I survive as a Hindu?

Christian India, Christian India

No Hindus left in Christian India

Africans and Koreans have seen the light

Many Chinese believe in Jesus

The Nagas all used their 'free will'

to embrace the Holy Father’s gospel

The missionaries work in stealth

How do I survive as a Hindu?

Christian India, Christian India

No Hindus left in Christian India

How To Begin Your Presentation

 Simon Sinek

End of the Line

By The Traveling Wilburys

"End Of The Line"

Well it's all right, riding around in the breeze
Well it's all right, if you live the life you please
Well it's all right, doing the best you can
Well it's all right, as long as you lend a hand

You can sit around and wait for the phone to ring (End of the Line)
Waiting for someone to tell you everything (End of the Line)
Sit around and wonder what tomorrow will bring (End of the Line)
Maybe a diamond ring

Well it's all right, even if they say you're wrong
Well it's all right, sometimes you gotta be strong
Well it's all right, As long as you got somewhere to lay
Well it's all right, everyday is Judgment Day

Maybe somewhere down the road aways (End of the Line)
You'll think of me, wonder where I am these days (End of the Line)
Maybe somewhere down the road when somebody plays (End of the Line)
Purple haze

Well it's all right, even when push comes to shove
Well it's all right, if you got someone to love
Well it's all right, everything'll work out fine
Well it's all right, we're going to the end of the line

Don't have to be ashamed of the car I drive (End of the Line)
I'm just glad to be here, happy to be alive (End of the Line)
It don't matter if you're by my side (End of the Line)
I'm satisfied

Well it's all right, even if you're old and gray
Well it's all right, you still got something to say
Well it's all right, remember to live and let live
Well it's all right, the best you can do is forgive

Well it's all right, riding around in the breeze
Well it's all right, if you live the life you please
Well it's all right, even if the sun don't shine
Well it's all right, we're going to the end of the line

How to get People to Follow You

Simon Sinek interview

Fans of Jet Airways, BJP, Congress and Dawood Ibrahim - Please look away now!

A Feast of Vultures - Josy Joseph

At Manthan 2016

Interview in Malayalam

Obama’s passing shot at Netanyahu is a futile gesture

Simon Tisdall in The Guardian

In a way, Binyamin Netanyahu and Barack Obama deserve each other. Both promised great things. Both proved themselves masters of their respective political spheres. And yet both have contributed, since 2009, to a chronic deterioration in US-Israel relations and the wider Middle East meltdown. This process of polarisation and mutual alienation culminated last Friday with Obama’s active connivance in the passing of a landmark UN security council resolution. The resolution condemned all Israeli settlements in occupied Palestinian territory as a “flagrant violation” of international law that imperilled a future two-state peace.

Amid talk of betrayal, the Israeli response, personally orchestrated by Prime Minister Netanyahu, has been swift and furious. Ambassadors from the 14 countries that backed resolution 2334 were carpeted at the foreign ministry on Christmas Day. Israel has withdrawn its ambassadors from two of the countries concerned, New Zealand and Senegal, and cut aid assistance to the latter. Planned diplomatic exchanges have been cancelled, future Israeli cooperation with UN agencies placed under urgent review, and civilian coordination with the Palestinian Authority suspended. “We will do all it takes so Israel emerges unscathed from this shameful decision,” Netanyahu said.


If he really believes settlements undermine peace, why abstain? Why not go the whole hog and condemn them?

In a sense, these are symbolic actions in response to a symbolic vote. Resolution 2334 is unenforceable. Nobody, least of all the Americans, will attempt to evict the 430,000 Jewish settlers currently living in the West Bank or the 200,000 in east Jerusalem. Nobody can force Israel to embrace John Kerry’s recycled ideas about a two-state solution, although the US secretary of state is expected to spell them out one more time before he leaves office next month. Resolution 2334 joins UN resolutions 242 (1967) and 338 (1973) in the theoretical, consistently bypassed legal canon of the Israel-Palestine issue. It says what should happen. It does not say how.

Yet for all that, the US abstention and UN vote are not lacking in significance. Netanyahu’s smug suggestion that he need only wait for the advent of a Donald Trump presidency is misleading. It is likely Trump will give him a more sympathetic hearing. He may well move the US embassy to Jerusalem – a gratuitously inflammatory gesture.

The personal chemistry between Trump and Netanyahu will be vastly different; insecurity, aggression and paranoia are their shared characteristics. But Trump’s vain, vague boast that he could be the one to “solve” the Israel-Palestine conflict is as insubstantial as his many other foreign policy pledges. And a Trump administration cannot simply reverse the stated will of the UN security council – backed in this case by permanent members China, Russia, France and Britain – any more than it can unilaterally scrap last year’s multinational nuclear deal with Iran.

It is likely the resolution will accelerate existing moves to prosecute Israel at the international criminal court. By specifically instructing UN members to “distinguish between the territory of the state of Israel and the territories occupied since 1967”, it may also encourage new boycotts and sanctions. But more than that, the UN vote has highlighted the extraordinary extent of Israel’s international isolation under Netanyahu. Even he cannot persuasively dismiss the unanimous opinion of countries as diverse as Japan, Ukraine, Malaysia, Venezuela, Angola and Spain. It takes a lot to make an enemy of New Zealand, but Netanyahu has managed it.

This was the world telling Netanyahu, with one voice, that the expanded settlement policy he has encouraged and justified is wrong – wrong legally, wrong morally, wrong politically, and wrong in terms of Israel’s future peace and security. The odd thing is, he knows this. In 2009, Netanyahu, newly re-elected, described his “vision” of a historic peace, “of two free peoples living side by side in this small land, with good neighbourly relations and mutual respect, each with its flag, anthem and government, with neither one threatening its neighbour’s security and existence”. Although he appeared to renege during last year’s election campaign, Netanyahu still claims to support a two-state solution. Now the international community’s message is unequivocal: you were right in 2009. So stop undermining the prospect of peace. Honour your promise.

US abstention allows UN to demand end to Israeli settlements



Obama has not been much help. He, too, made a big speech in 2009, shortly after taking office, pledging a “new beginning” for the Middle East. But Obama’s so-say inspirational Cairo performance turned out to be the prelude not to transformational progress, but to regional disintegration and growing American detachment. The US withdrawal from Iraq left a political vacuum in Baghdad that Iran and its Shia allies filled. Then, in partial reaction, came the Sunni jihadists of Islamic State. The Arab spring revolts of 2011 left Washington nonplussed. In Egypt it fretted over the toppling of Hosni Mubarak and welcomed his eventual replacement by another pro-American military dictator. In Syria, Obama prematurely anticipated the demise of Bashar al-Assad, only to back away when the going got tough, letting in the Russians and the Iranians (again) and squandering US leverage.

Obama never seemed to grasp the implausibility of publicly pressurising the risk-averse Netanyahu into peace talks with the Palestinians, even as Israel’s immediate neighbours fell prey to civil disorder and Islamist insurrection. As the US retreated, physically and diplomatically, Hezbollah (Iran’s and Hamas’s Lebanese ally), advanced. Little wonder, in this chaotic context, that the Obama-Kerry “comprehensive plan” for peace ran into the sand in 2014. Little wonder, perhaps, that Israelis now eye the Golan Heights, their disputed land border with Syria, with growing apprehension as Assad’s forces are advancing.

Add in Libya and Yemen, for example, and Obama’s Middle East legacy is not one to be proud of. Like Netanyahu, 2009 promise went unfulfilled. And it is fitting that his final days in office should be marked by petulance and impotence. Obama did not push nearly hard enough for peace when the regional climate might have allowed it. In 2011, he vetoed a similar UN resolution, arguing US-brokered talks would find a way forward. Obama, senior partner in a dysfunctional relationship, allowed Netanyahu to beard him repeatedly, not least in the latter’s self-justificatory 2015 address to Congress. Cautious to the end, even Obama’s UN demarche on Friday was half-hearted. If he really believes settlements are undermining peace, why abstain? Why not go the whole hog and vote to condemn them? And why wait seven years?

What happens next, in the dawning Trump era, is deeply worrying. A continuing, polarising stalemate over Palestinian statehood looks probable. So, too, do expanding settlements on occupied land and possibly annexations, as mooted by Netanyahu’s rightwing allies. How long before the Palestinian response grows violent once again? And how long before Netanyahu induces an impulsive, know-nothing Trump to take joint action against the bigger target, Iran?

What is Strategic Thinking

Ron Carucci in Harvard Business Review


It’s a common complaint among top executives: “I’m spending all my time managing trivial and tactical problems, and I don’t have time to get to the big-picture stuff.” And yet when I ask my executive clients, “If I cleared your calendar for an entire day to free you up to be ‘more strategic,’ what would you actually do?” most have no idea. I often get a shrug and a blank stare in response. Some people assume that thinking strategically is a function of thinking up “big thoughts” or reading scholarly research on business trends. Others assume that watching TED talks or lectures by futurists will help them think more strategically.

How can we implement strategic thinking if we’re not even sure what it looks like?

In our 10-year longitudinal study of over 2,700 newly appointed executives, 67% of them said they struggled with letting go of work from previous roles. More than half (58%) said they were expected to know details about work and projects they believed were beneath their level, and more than half also felt they were involved in decisions that those below them should be making. This suggests that the problem of too little strategic leadership may be as much a function of doing as of thinking.

Rich Horwath, CEO of the Strategic Thinking Institute, found in his research that 44% of managers spent most of their time firefighting in cultures that rewarded reactivity and discouraged thoughtfulness. Nearly all leaders (96%) claimed they lacked time for strategic thinking, again, because they were too busy putting out fires. Both issues appear to be symptoms masking a fundamental issue. In my experience helping executives succeed at the top of companies, the best content for great strategic thinking comes right from one’s own job.

Here are three practical ways I’ve helped executives shift their roles to assume the appropriate strategic focus required by their jobs.

Identify the strategic requirements of your job. One chief operating officer I worked with was appointed to her newly created role with the expressed purpose of integrating two supply chain organizations resulting from an acquisition. Having risen through the supply chain ranks, she spent most of her time reacting to operational missteps and customer complaints. Her adept problem-solving skill had trained the organization to look to her for quick decisions to resolve issues. I asked her, “What’s the most important thing your CEO and board want you to accomplish in this role?” She answered readily, “To take out duplicate costs from redundant work and to get the organization on one technology platform to manage our supply chain.” Her succinct clarity surprised even her, though she quickly realized how little she was engaged in activities that would reach that outcome. We broke the mandate into four focus areas for her organization, realigned her team to include leaders from both organizations, and ensured all meetings and decisions she was involved in directly connected to her mandate.
 

Unfortunately, for many executives, the connection between their role and the strategic contribution they should make is not so obvious. As quoted in Horwath’s study, Harvard Business School professor David Collis says, “It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else.” He also cites Roger Martin’s research, which found that 43% of managers cannot state their own strategy. Executives with less clarity must work harder to etch out the line of sight between their role and its impact on the organization’s direction. In some cases, shedding the collection of bad habits that have consumed how they embody their role will be their greatest challenge to embodying strategic thinking.

Uncover patterns to focus resource investments. Once a clear line of sight is drawn to a leader’s strategic contribution, resources must be aligned to focus on that contribution. For many new executives, the large pile of resources they now get to direct has far greater consequence than anything they’ve allocated before. Aligning budgets and bodies around a unified direction is much harder when there’s more of them, especially when reactionary decision making has become the norm. Too often, immediate crises cause executives to whiplash people and money.

This is a common symptom of missing insights. Without a sound fact and insight base on which to prioritize resources, squeaky wheels get all the grease. Great strategic executives know how to use data to generate new insights about how they and their industries make money. Examining patterns of performance over time — financial, operational, customer, and competitive data — will reveal critical foresight about future opportunities and risks.

For some, the word insight may conjure up notions of breakthrough ideas or “aha moments.” But studying basic patterns within available data gives simple insights that pinpoint what truly sets a company apart. In the case of the supply chain executive above, rather than a blanket cost reduction, she uncovered patterns within her data that identified and protected the most competitive work of her organization: getting products to customers on time and accurately. She isolated those activities from work that added little value or was redundant, which is where she focused her cost-cutting efforts. She was able to dramatically reduce costs while improving the customer’s experience.

Such focus helps leaders allocate money and people with confidence. They know they are working on the right things without reacting to impulsive ideas or distracting minutia.


Invite dissent to build others’ commitment. Strategic insight is as much a social capability as it is an intellectual one. No executive’s strategic brilliance will ever be acted upon alone. An executive needs those she leads to translate strategic insights into choices that drive results. For people to commit to carrying out an executive’s strategic thinking, they have to both understand and believe in it.

That’s far more difficult than it sounds. One study found that only 14% of people understood their company’s strategy and only 24% felt the strategy was linked to their individual accountabilities. Most executives mistakenly assume that repeated explanations through dense PowerPoint presentations are what increases understanding and ownership of strategy.

To the contrary, people’s depth of commitment increases when they, not their leader, are talking. One executive I work with habitually takes his strategic insights to his team and intentionally asks for dueling fact bases to both support and refute his thinking. As the debate unfolds, flawed assumptions are surfaced and replaced with shared understanding, ideas are refined, and ownership for success spreads.

Sound strategic thinking doesn’t have to remain an abstract mystery only a few are able to realize. Despite the common complaint, it’s not the result of making time for it. Executives must extract themselves from day-to-day problems and do the work that aligns their job with the company’s strategy. They need to be armed with insights that predict where best to focus resources. And they need to build a coalition of support by inviting those who must execute to disagree with and improve their strategic thinking. Taking these three practical steps will raise the altitude of executives to the appropriate strategic work of the future, freeing those they lead to direct the operational activities of today.