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Wednesday, 13 November 2019

IIFM Internship

Introductions

Importance of involving one's children in work

Slow, small doses of communication

IIFM is in a very important place in terms of its role. If FL is a possible solution, PFL can work at individual level while IIFM works to create a support infrastructure

Friday, 8 November 2019

Saksham Activity Tracker

Broad Process
1. Research, Analysis & Documentation:
Market Coverage of existing players, Current business processes with timeline and cost mapping, Gaps in market (positioning, geography, products), Fintech Partnership Prospects, Target Market Definition, Strategy, Financial Budgeting, Investor Identification/Commitments, Policy Documents & Manuals

2. Getting Started :
Co Registration, Licence Application, Investments, Hiring, Physical Infrastructure, Tech Infrastructure,

Monday, 4 November 2019

Saksham Vision, Mission, Values

Vision
Saksham envisions itself as a financial services brand committed to
1. Customer Service in the progress towards an ever improving and sustainable lifestyle
2. Product Design using relevant technology, thus optimising cost, reducing time to market and improving customer experience
3. High standards of governance, risk management and interests of all stakeholders
4. Pride amongst employees, vendors, investors, and business partners towards their work.

Mission
Saksham shall constantly endeavor to build and strengthen a brand through unwavering commitment to customer service, operational excellence, wide and deep market coverage and being uncompromising towards high standards of governance and risk management.

Building and maintaining an energised organisation is imperative to the accomplishment of the mission.

Values
1. Respect & Dignity
Saksham shall maintain respect and dignity in all its interactions and refrain from referring to its customers, employees with discriminative identities like poor, marginalised, under-privileged, disabled, weak or the like.

2. Organisation above self: Rethinking whether this indicates a expectation from employees to compromise on personal interests

3. Prudence
Decision making shall be guided by a sense of prudence and balance, thereby serving interests of all stakeholders

4. Agility & Openness
In the ever-changing technological landscape, Saksham shall endeavor to be agile and open to challenging status quo in favour of optimising costs, improving customer experience and reducing time to market.

5. Excellence
A culture of excellence shall be a critical requisite in all functions.

Tuesday, 6 August 2019

I, We, Us and Them

I said to him, "Each of us is different. That's is how all of us are the same."

He disagreed. He said, "Some of us are the same. Others are different."

Both of us agreed to disagree.

But those who agreed with him got many more to agree. Together, they felt scared of the others. Or maybe they felt the need to define us and them.

They got together and asked me to join them. I didn't see the point. They didn't see how I couldn't see the point.

They said to me, "If you aren't with us, you're with them."

There were others like me, who didn't join them. Thus came into being another us and another them.

We felt the need to do something, lest all get killed in the battle between them and them.

So we got together and created a space, where there existed only I and us. No one could be referred to as them. All of them and them could come in, provided they became us.

Wednesday, 2 August 2017

The Generation Next...

Why do I feel irked with the 24 year old upper class, affluent ladies traveling alongside? Why do I find myself smirking at their conversations I overheard about how dirty the station is, or their disbelief at how someone can travel for 2000 km in sleeper class?

I have reasons. They've hardly matured into being ladies, They're still girls. I'm irked at their upbringing, at their sense of entitlement at their loathsome judgements.

Hmm. Is the problem out there, or is it inside of me? Them being the way they are is just an effect of certain causes. Where is my annoyance targeted and why? If I so wish for a different effect, I ought to alter the cause.

One would let it pass. "To each his own. You can't help."

But, what if I try? What if I try to alter the cause in order to alter the effect? If they're exposed to a perspective of the truth, which is new to them, it might help?

So, I tried. I understood, that it isn't the exposure that is the bottleneck. It is either the ability, the willingness or the need to get exposed.

The spark to learn or the awareness of what one is exposed to is present in some, absent in most.

अपनी अपनी फिकरों में जो भी है वो उलझा है। जिंदगी हकीकत मे क्या है कौन समझा है।

Wednesday, 19 July 2017

यदा यदा ही धर्मस्य...

A very beautiful explanation of the verse...Important to note that Krishna is within each of us, not some Messiah outside.

यदा यदा ही धर्मस्य, ग्लानिर्भवति भारत |

अभ्युत्थानम् धर्मस्य, तदात्मनं सृजाम्यहम् || गीता 4/7  

अर्थ : हे अर्जुन ! जब-जब धर्म की हानि और अधर्म की वृद्धि होती है, तब-तब मैं प्रकट होता हूँ ।। 7 ।।

व्याख्या: मनुष्य में धर्म और अधर्म दोनों ही प्रवृत्तियाँ होती है। कभी भीतर धर्म बढ़ता है और कभी अधर्म।। कभी हम धार्मिक जैसा बर्ताव करते हैं और कभी अधार्मिक जैसा। लेकिन जब व्यक्ति के अंदर अधर्म का भाव आता है तब उसके मन में उस अधर्म को न करने की एक लहर भी ज़रूर आती है, भले वो उसको ध्यान दे या न दे और अधर्म करने पर बार-बार दिल यह ज़रूर कहता रहता  है कि जो कर रहे हो, वो गलत है। ऐसा नहीं कि जब कुछ बड़ा अधर्म करेंगे तभी अंदर की आवाज़ आएगी, ये तो किसी का पेन चुरा लेने पर भी आएगी। ये आवाज़ तब-तब आएगी जब-जब आप कोई भी अधर्म करोगे। लोग इसी आवाज़ को नज़रअंदाज़ करके अधर्म करते हैं। ये अंदर की आवाज़ कुछ और नहीं बल्कि हमारी चेतना में बैठे कृष्ण की प्रेरणा है, जो हमें अधर्म न करने की सलाह देती रहती है यही भगवान् कह रहे है कि जब-जब धर्म की हानि और अधर्म की वृद्धि होगी तब-तब मैं प्रकट होता हूँ । यही उनके प्रकट होने की प्रक्रिया है क्योंकि वो तो अपनी प्रेरणाओं से हर व्यक्ति के अंदर अपनी अनुभूति का अहसास कराते ही रहेंगे । 

Sunday, 23 April 2017

Fighting Fear

There is a lot of insecurity amongst the powerful and influential people today, as always, perhaps? Insecurity breeds insecurity. When the powerful are insecure, they inevitably exploit the powerless.

Students graduating out of the leading educational institutions, who are expected to lead, begin with, or rather, are equipped with this sense of insecurity. If this assessment seems thoroughly incorrect, read no further. But if there appears to be truth in it, let us explore more of the truth.

Businesses today seem to have more adversaries than stakeholders. In other words, those who were stakeholders have become adversaries. Consumer, regulator and the peripheral society have since long become adversaries. They put pressure on profitability. Off late, channel partners, vendors and even employees are treated as outsiders. It wouldn’t be surprising that the board of a company considers public shareholders too as outsiders, rather than owners of the business. Who, then, is the insider? Is it just the bunch of top executives? That is the position a typical management graduate is groomed to occupy, right?

What happened to the classical ‘win-all’ idea, which gave birth to some legendary businessmen of the yesteryears? I'm not so sure, but it may be true that today, legendary, visionary business leaders are the ones who aim at size, market share, valuations and profitability of their ventures/companies.

We have stories of business leaders, who worked in the capacity of trustees of the wealth of societies and nations, who had no fear for the survival of their own selves, their family and their individual identity. Do these stories inspire or even interest students at the leading management institutes? If they don't, are the institutes perturbed?  

Nowadays, one hears stories of people who tread off the beaten path - engineers becoming farmers, business tycoons becoming monks and the like. What do these stories mean to a student? Are these slotted into ‘spiritual pursuits’ and therefore irrelevant to business management?

Mine is such a story. The lure for a better life led us from an elite urban life, from a successful corporate career to a life on the farm. We try to grow our own food – fresh, nutritious and tasty. We don’t send our children to school – they’re getting the best education we know of. They’re saved of the systemic education, which seems hell bent to encourage comparison and instil the insecurity. We do not measure wealth in currency, but in real terms. We find it unnecessary to assign a monetary value to our wealth. We find ourselves not conforming to generally accepted norms because we find many of them irrelevant.

I knew I may not be popular or famous. But I never thought I’ll become irrelevant, forgotten and buried in obscurity.

It is not  about me or others like me, who've walked off. My question is whether I'm helping or encouraging my friends to view life from a new perspective?

Off late, I’ve come to the conclusion that I’m in a war. I’m a character in the war, against fear. If I don’t put up a committed fight, I’ll be doing injustice to my role.

Fear is contagious. It spreads from leaders to the followers. The fight ought to be against the fear in the hearts of those who are poised to lead. Businesses and business leaders are arguably in the forefront of how the world is led today. They’re as powerful as politicians and religions.

The question is, “Are the institutions awakened to the need of the hour? Do they feel responsible for the direction businesses take? Or are they too trapped in the same insecurity of rankings?”

Let's talk?