MEA CULPA ELIZABETH !! MEA CULPA...

 The Promises!

An affordable ala carte of tests from a large array, possible on a tiny drop of blood drawn from a finger prick!

No more uncomfortable, scary and painful veinal blood draws!

The Story

An unbelievable biotech feat that can change diagnostics the way we now know. Defiantly disruptive an idea, marvellous the stated mission, formidable the connections, acclaimed investors and bountiful their investments, nothing could have stopped the young lady, who dreamt it all up, from endless possibilities, opportunities and an eternally enviable place in history. She was indeed crowned the youngest woman billionaire entrepreneur on the planet. 

The story of Elizabeth Anne Holmes, former American biotechnology entrepreneur is a lesson for materialists, spiritualists, philosophers, scientists and every one else living and aspiring.

In 2003, she founded the health technology company Real-Time Cures in Palo Alto, California to "democratize healthcare”. She later renamed the company Theranos, the name, a portmanteau of “therapy” and “diagnosis’. She also put together the most illustrious governing board in U.S. Corporate history, for Theranos, essentially securing powerful connections and a sense of immunity from prying eyes. By end 2014, her name appeared on 18 US patents and 66 foreign patents. In 2015, based on the $9 billion evaluation, Forbes named her world’s youngest self-made American female billionaire who “rebooted laboratory medicine”.

The dream run, however, was short-lived.

The very next year Forbes revised its estimate of Holmes’s net worth to zero. Fortune featured her in its article “The World’s 19 Most Disappointing Leaders”. Eventually, on November 18, 2022, Elizabeth Anne Holmes was convicted on multiple counts of fraud and sentenced to 135 months in prison by U.S. District Judge Edward Davila.

A phenomenal trajectory that traversed both through dizzying heights of fame and fortune, and then plunging into the abyss of dismal ignominy, a roller coaster ride from being hailed as the next wonder kid drop-out from Stanford to being dumped as a fraudster! The all black looks and turtle neck that reminded others of Apple’s Steve Jobs didn’t help her much.

She a Con Artist?

With many patents under her belt irrespective of how she bagged it and the audacity to commercialise one out of it, she cannot be called a con artist. She had a dream, developed a design out of it and got a patent too. She truly believed in it and went ahead though a learned professor cautioned her that the idea was unworkable.

But isn’t that the case with each and every disruptive technology that has finally found its way?

In her own words; "This is what happens when you work to change things; first they think you're crazy, then they fight you, and then all of a sudden you change the world.”

She saw it all; glory, money, honour and fame. She was out to change the world, driven by intense personal experiences. She believed, she was the change. She wasn’t a con act; not a bit.

A Brilliant Idea Sabotaged?

With unbelievable layers and levels of secrecy in everything she did or said, with each bit of information generated, moved within or moving in and out being monitored like state secrets,, employees sworn to secrecy and subject to severe and overwhelming legal repercussions the organisation had turned into an opaque labyrinth. In such an environment of mutual suspicion sabotage was a distant possibility. Looking at how things unfurled, it was evident that the focus of all secrecy and security was about guarding even a whiff of inabilities and failures getting out. There were serious design defects! They did everything to hide it.

There was nothing going right enough to be sabotaged!

How Did It All Go Wrong?

She had invested so much time, efforts and money into an idea she thought could revolutionise diagnostics. But it just did not work as expected.

But Isn’t that normal for almost all inventions?

With luminaries on the board of governors, too much of media glare, glitz, exposure and publicity, and early declaration of success ostensibly to attract more investments into a closely held private venture, the burden of failure could have been unbearable and unacceptable. Success had to be bagged and bagged at all costs, even if it was through dubious means. She seemed to believe that success was around the bend and it will come. So rather than retracting and re-examining the idea she continued to reinforce failure.

Each successive failure made the need to succeed faster more intense. Despite her claims of ignorance about what was happening on the lab floor, she seemed to have been party to resorting to dubious means to buy time till they succeed. She pushed herself and her company into a retrograde cycle. The harder she struggled in the quick sand, the more she got sucked in to it. The air of infallibility so meticulously crafted turned counter productive.

What Could She Have Done?

Rather than reinforcing failure and adopting deceit to buy time she could have easily gone public about the problem her design had encountered. A mere mea culpa would have in all likelihood won her the required trust and time to pursue her dream. After all, every idea that became a design and eventually a product did encounter problems and required time to mature. Unfortunately the young lady, gave herself the mantle of perfection and allowed herself to be immersed in the mantle of genius the media gave he. She even used the very same media to launch a counter attack to cover up. Failed counter attacks can have disastrous consequences. It sealed her fate and hastened the fall.

Lessons

Belief in oneself is good but allowing oneself to believe in flattry is nothing short of foolishness. Deliberately turning blind to one’s own flaws is an open invite to failure. It is normal for projects to take unexpected directions or encounter obstacles. To approach design and development arena with an air of infallibility or invincibility is recipe for disaster. Errors and setbacks are inherent to all developmental efforts.

When obstacles are encountered, it is important to pause, evaluate and then progress. When things don’t go as planned it is important to be honest and open about it. It helps reset, recalibrate and relaunch.

It's not for Elizabeth alone. It’s for all of us. It’s applicable to each venture we undertake in life. It holds true in relationships too. Sense of infallibility precedes every fall!

For Elizabeth the story isn’t over yet. The patent still belongs to her. If it can be dreamt about, it can also be created. After all, whoever first thought man could fly would have been ridiculed. That dream became reality. Elizabeth can still work on her design, prove the professor wrong and revolutionise diagnostics. After all, we all need that contraption.

It's not in falling but not in attempting to rise up and run each time one falls, failure is complete. 

Elizabeth, the essence is time. Ideas need gestation time. Elephantine ideas need elephantine gestation. Keep greed and greedy people as far away from you as possible. 

In every atom resides the element and every atom the element. Certainly every drop of blood must tell us our physiological story. It's for us to find ways to read it. You had the audacity to dream of doing it. Patiently persist, you will find a way. Edison will work.

Elizabeth Anne Holmes, I hope you do it. I hope to see you in the very same black redeeming your pride.

Is Descent Inevitable after Ascent – Strategy to Stay on Top for Long

Newport in Rhode Island is a beautiful place. Situated by the Atlantic Ocean it offers visitors with frames for perfect pictures. It also houses some stunning mansions.  I had never heard of Newport before, but was the recipient of the large heartedness of Issac Simon, my brother-in-law who not only suggested the trip but even offered to take us on the eighty-five  mile drive to the mansion town. The drive, one of the many such, he graciously hosted so far, was beautiful from the word go with the fall painting the entire route with colours, I had seen never before.

With tickets in hand, we actually walked into a piece of American history. Ahead of its times, each room stood out well appointed carefully planned and exquisitely executed. In fact, everything about the mansion was bathed in audacious opulence and grandeur, all funded by slices from the immense riches the individual had amassed over his lifetime. We spent almost three hours within, what was once, someone’s summer house, admiring each inch of space and every piece on display. To top it all, the Atlantic Ocean right outside the mansion premises gave it a touch of magic. I walked out of the mansion in awe of the owners and headed for the blue expanse of Atlantic ocean.

The wind was picking up and I started feeling cold even through the bright sun. As I gathered my jacket closer, and turned around to look at the grand mansion, a sudden thought occurred to me;  how are their descendants living now? Are they still rich and living like their ancestors ?

One of the first things I did, on my return, was to search for details. I was surprised to find that the wealth they had once amassed, barring few patches of comfort, had all but been either diluted or  squandered away. What a tragedy! What about other rich families of the yore?

I searched for other known rich families across the world. The story wasn’t much different. Almost all of them had their wealth either completely wiped out or they were just pale shadows of their glorious past. It  then occurred to me that it was not just rich families! Great empires, kingdoms and  organisations were no different!

Is descent then the inevitable next, after the ascent?

I recall my elders talking of the four-stage cycle of ‘rags, riches and back'. Depending on the diligence exercised by individuals in the family or those in control, the cycle may gather or lose momentum. However, the cycle, according to the elders, is inevitable. 

Starting from abject poverty, the poor (‘Daridran', in my native language Malayalam) spends his life in misery. His children having seen, experienced and driven by poverty dream of better life.  They, with fire in their bellies, strive with all their might to change their state of existence. They essentially live out their life in hard-work accumulating wealth slowly. They are mostly misers (‘Lubdhan’) and seldom spend anything on themselves.

Having seen what the parents have gone through and inheriting the seed capital and better footing, a lubdhan's  children continue to work hard and soon become rich (Dhanikan). Born into affluence and plenty, children of the dhanikan have no clue of the hard ways the family had come through and therefore have no qualms about splurging and squandering their inheritance. This is the generation of the prodigals (Dhoorthan). 

With floodgates open, wealth flows out of family vaults and soon they fall on hard times completing the cycle. Children of the Dhoorthan inherit empty vaults and debts and soon are divested of anything that is left over. They soon become Daridrans! The cycle is completed.

Despite this universal truth being known by everyone, the cycle continues to play out, day in  and day out across the world. Each stage, however,  could accommodate more than one generation depending on diligence applied.

The same principle applies to emperors, kings and family run institutions. We have learnt of ancient civilizations and their magnificent existence. What happened to them? Why did they vanish? Did this cycle-rule apply to them too?

A close look at our self, our family or even the organization that we work for could reveal the stage we are at in the cycle. It would then be natural to ask; can we  prevent the downward arm of the cycle from befalling upon us and our family?

To my mind, it all depends on how much of our hunger for growth we can pass on to our next generation and how much we have insulated them from realities of life. In the garb of making things easy for our progenies, we tend to insulate them from the rough and tough of life and end up making them unfit and inadequate to face challenges of life. We end up extinguishing the fire within their bellies rather than fuelling  it. Our misplaced love end up depriving them of opportunities to attempt, fail, learn and then relaunch themselves. In other words the current generation has a strong influence in what the next is up to.

Most of us, irrespective of where we are in the cycle, believe that we have come up the hard way. We tend to exaggerate our sufferings and discount what we got. Many believe that it is their divine duty to provide their progenies with whatever they were denied or couldn’t afford.  In the process they create the next generation that, might or might not, have an idea of the cost or price of their possessions but they certainly have no clue about its value. Even those in the splurge mode do find ways to lament their lack of avenues and resources.

It is for us to decide weather to accelerate the growth phase or let a freefall occur. But first let us check where we are? That calls for real introspection.

 

Cherry Picking in an Apple Orchard

English is a very interesting language. There are words with letters in it that don’t make themselves heard. They just add length and complexities but without them the word itself is misspelt. Then there are words, that individually meaning something, but collectively with other words say a lot different. They call it idioms.

To a large extent even life is like that; interesting from many perspectives. There are many people around us, easily visible but insignificant to our existence. Their presence adds to complexities to our lives yet they remain unavoidable. Without them around, we would not have become the individuals that we have become and in the journey ahead what we will be. Similarly there are people who  individually may behave in one manner and in groups they could surprisingly be different, good bad or ugly, just like idioms.

‘Cherry picking'  literally  and literarrily are different; so is ‘apple picking’. Cherry picking literally means picking cherries and literarrily; it means one’s act of choosing from amongst many available options. Apple picking, on the other hand literally means plucking (picking) apples from the tree and as one of the newly coined idioms, refers to theft of ‘Apple’ devices mostly by snatching.

Recently, I went apple picking, literally of course.

Apple picking is an annual ritual that many farms organise in the USA. They allow visitors to pick as many apples as they can and carry it home; naturally on payment. The amount payable is not calculated based on the number or weight of apples picked, but on the number of people in the group plucking apples and the bag they ‘have to' choose. More the number of people in the group, bigger the bag that has to be bought; and more apples that can be carried home.

People, come for apple picking tours, essentially not for getting apples cheaper than the market but to experience the walk through the apple orchard and plucking apples of their choice right from the trees with their very own hands. The bag is more, a means to carry memories home than apples. We too went for the experience.

At the farm, there were counters that sold tickets and bags. We stood in the queue and when our turn came, paid the amount, got our family bag and reached the orchard. There was a person who told us how apples should be picked and also showed us the different varieties of apples that could be plucked that day. I was more keen on practice and less inclined to be preached to! Without wasting any time, I wanted to be there  in the orchard, picking.

Once inside, I couldn’t believe my eyes.  Rows after rows and rows after rows of apple trees stood fully laden with apples ready to be picked.  Apples of various shades of red, bright golden yellow and lavish green; apples and apples, I had never seen so many different types of apples together. I stood overwhelmed by the sheer numbers.  

It's then I noticed that there were many apples lying on the floor, many of them with clear signs of having been bitten off. Since visitors are allowed to taste and eat as many as they can, I saw people picking tasting and dropping. Possibly one need not eat the whole apple to taste it! What a colossal waste? I said to myself.

Having paid a tidy sum at the counter, my mind focused on making the best out of my investment. Walking around the orchard and feasting with my eyes was the experience that I had come for, but with the bag in hand, the money having been paid, the aim somehow seemed to have silently meandered off from its original course. I became focused on filling my bag with the best possible apples in the world.

The weather was beautiful, bright and sunny. The cold wasn’t biting any more. I had two choices.  I could walk through the entire orchard once to decide on what I should pick or without wasting time, I  could start plucking from where I stood, proceed gradually picking one or two from each variety eventually filling my bag by the end of the walk. The very conscientious person, I often think I am, I decided to start picking from where I stood. I was determined to pick just about one or two from each variety, cover the entire garden and then if need be, get back to filling the bag. Fair deal or so I thought!

The story actually starts here at this point. It is here that apple picking turned cherry picking!

The first tree was very easy, just two apples picked, one to taste and eat. Every tree looked inviting and each apple tempting. But then with so many trees to choose from and each tree with so many apples to select from, it was cherry picking at its best or worst! With few varieties still unvisited, our bag became full. Unlike many who dumped, what was already picked,  here and there, only to resume plucking more,  we, conscious of wastage, decided to stop. There were a few who had stuffed their bags with apples but soon either apples spilled out rolling all over or their bags gave way. Either way, they couldn’t carry what they intended to.  Since walking around with a heavy bag of apples was the last thing we wanted to do, we left the orchard.

Wanting to know more about the tradition of apple picking, I came back home and looked up for details. As I read through various texts,  words of the person who told us how to go about apple picking became clearer, louder and more meaningful. “Redder the sweeter” and “farther from the trunk riper the fruit”, he had said. “Shake the tree while plucking and spoil the yield next year” he cautioned us. “Don’t hold the apple with the thumb and fingers and press the fruit to see if it’s ripe but cup it in the palm and feel if it’s firm. Give it a slight lift and gentle twist if it’s ripe it will come to you easy”, he told us the secret of picking. “Once in hand, don’t drop it in the bag but place it gently, one over the other so that it doesn’t get damaged” he had advised.

Reflecting on what I had done that day, I realised that it was profound lessons in life that, I had experienced. The experience of walking in an apple orchard was paid for, but the lessons for life came from reflections in solitude.

Life is actually like a walk in the apple orchard. There is enough apples for everyone to pick and the orchard is large enough for a leisurely stroll for all of us. Once the bag is full, we will have to leave the orchard. If we don’t, then what we had picked up as coveted soon becomes a burden. We have just one life and it is we, who decide which all varieties of apples we need to pick and fill our bags with.

In our exuberance of having found ourselves in the orchard and the greed to bag all of it or most of it at once, we forget two cardinal truths. First, the bag is just one and it has finite capacity to hold. Second, the orchard is vast and with greater pickings as we walk along.  Yet, what we often do is different. To maximize our pickings, we greedily push our hands deep into the tree and not only hurt ourselves but break branches and even unripe ones. Shaking the tree to get the fruit we want, we damage the tree for times to come and also drop many fruits to the floor rendering it unfit for consumption. To be sure that we are getting the right apple, we press it between our fingers injuring it permanently and then having broken it from the tree we drop it into the bag rather than carefully placing it only to realize later that the apple we gathered have been damaged by us. Rather than gratefully cupping what we get, we are mostly judgemental and having got it carelessly toss it away as yet another trophy bothering little about its utility later.  Wanting more out of everything, we try stuffing our bags, little realising that we could  end up losing.

The apples I picked that day is long gone but the lessons I learned, has gone deep within me. For what is left of my life, I shall just walk in the orchard of life, absorbing all that colour of daily life, the aroma of goodness, savour the taste of love and not greedily stuff myself for a later day.

May be, you too can take a look at your bag, decide to keep it away for a while and just take a stroll in the garden of life.

Falling in Love with a Fall in Boston - Beyond What The Eyes See

I had heard a lot about the Boston fall and the dramatic change in colours from green to hues of yellow and red. I timed my visit to Boston to see the faint footsteps of fall, experience it getting louder and more colourful as it sweeps the entire area awash in colours.

I am enjoying every bit of it.

 'Autumn' and 'Fall’ are used interchangeably to capture the same essence of time bridging summer and winter. Autumn wears an attire of formality whereas fall brings along a poetic and philosophical feel appropriate to the annual event.

In the northern hemisphere fall commences with the autumnal equinox, the day, sun crosses the celestial equator, the imaginary extension of Earth’s equator in space. It normally happens between 21st to 24th September. Fall ends with winter solstice. Also called ‘hibernal solstice’, winter solstice occurs when the poles reach its maximum tilt away from the Sun. Winter solstice, therefore has the shortest day and longest night of the year. Then on, days start creeping upon nights till summer solstice gets revenge with the longest day and shortest night. The cycle, like it ever was, continues. Naturally both hemispheres have separate fall, winter and summer solstice.

The fall is interesting as it signals change in seasons offering us a spectacular feast for the eyes, a foliage that continuously changes colours. All trees do not change colours. Only the deciduous trees take part in this spectacle. For the cursory eyes, it may just be a change in colours, but for nature it is a complex process and for the trees a survival mechanism. In fact, it is the signal that the tree is shutting down its kitchen, the leaves, because it is running short on its fuel, the sunlight. Chlorophyll that gives trees its green and does photosynthesis, the process of converting sunlight into energy, starts breaking down. As chlorophyll breaks down, it exposes the underlying yellow (xanthophylls), orange (carotenes) and red (anthocyanins) pigments within the leaf. The catalyst for the change are primarily temperature and moisture. Since there are countless permutations and combinations of these two variables, no two falls can be alike! As fall progresses, each leaf starts gradually taking new colours, simultaneously weakening at the stem. Then having put on a spectacular show takes a final bow and falls down. The fall is all about swan songs; swan song of each leaf that once started its life journey with the tree as hope and goes on to contribute its might to the tree irrespective of the size of the tree .

The science behind what we see is important to understand why and how it happens. My interests, however in the fall was less for scientific reasons and more for what lessons it can give me.

Accept it or not we are part of nature and are inseparably linked to everything around us. There is so much beyond what eyes can see. Look close; Fall is a great lesson for all of us.

We all have our seasons of springs, summers, autumns and winters. For some of us life could be enviably long springs and summers. Life could be a dream run with neither autumns nor winters. But for many of us life could be very different. 

Barely noticeable springs and inconsequential summers that seem to finish even before it started could be condemned to obscure oblivion by immer challenging falls leading to extremely severe winters that linger till eternity. For reasons known or unknown life could just turn nasty.

 Like it or not; life’s like that.

We all respond to crises differently. Some like the evergreen trees may show no sign of approaching winter. They may easily weather challenging winters in life or even wither without warnings. But most of us show signs like the deciduous. When tough times come calling, signs show up in many ways, however hard we may try.  As life's winter gets closer and harsher, many, who we think will stand by us, fade away into unfriendly shadows or outright give up on us pretending they haven’t seen us in their life time. Worst are those who will confront us with often heard unjustifiable “I told you".

We could lose our greens, turn yellow in loneliness and go red in sorrows and losses. It's then that we should call to play our inner strengths

If we are rooted well in our belief of a better tomorrow, even while we face losses, we can let go of our leaves with dignity and conserve to weather the storm ahead. It’s autumns in life that help us know our true friends and strength.

Every winter however long and severe it may be, will have to end in spring.  Reassuring sunlight will come and with it new opportunities and hope. If the roots are intact, be assured, life will send shoots out, buds will emerge and the tree shall be full of greens once again.

As you enjoy the colours of fall, remember it’s the swan song for leaves but not for the tree. For the tree spring is about to come. Concentrate on sending the roots even further down.

Building Organisational Capabilities for Sustenance and Growth

History The Teacher

History talks of many an empire. What could be common to all the empires of the past?

The Mauryas, Guptas, Mughals, Romans, Persians, Ottoman, Hans, Spanish and the British, each one a powerful regime, held sway over vast swathes of land and had subjects across geographical boundaries we now recognise. Geographically and chronologically spaced well apart, each one tremendously influenced populace it ruled upon and made lasting contributions to virtually every aspect of contemporary culture.

Each came into existence and grew but couldn’t succeed in sustaining themselves to grow into perpetuity. Despite unquestionable powers, and repressive enforcement systems, perpetuity eluded each one of them. Having failed to sustain and grow beyond a time, they now remain confined to pages of history; their significance waxing and waning, at the mercy of contemporary political regimes in their attempt to attain perpetuity.

History is a great teacher. Those who do not learn from history are condemned to repeat it.

Study history and take a close look at current geopolitics and experience a sense of déjà vu.

Sustenance and Growth – An Entwined Pair

Sustenance is about finding fodder for existence whereas growth is an organic characteristic that enhances relevance of an entity to its surroundings. Growth is comparison, of an entity to itself or others plotted on a timeline. Thus, growth of an individual could be of about chronological age, biological and intellectual attributes, capacity to fend for oneself or contributions to the society.

For business entities, sustenance is about footing the bill of operations without going down under; whereas growth is multi-dimensional expansion, in areas of activity or structural architecture. Sustenance of business depends on its ability to generate return on investments. Growth depends on the share of ROI employed to extend the envelope of relevance and influence. Sustenance-growth combination dictates sustainability.

Though inseparably entwined, sustenance and growth have independent attributes. Continued sustenance results in growth. Growth demands new dimensions of sustenance. Demands of sustenance denied, entity dies. Bare sustenance stunts growth and stunted growth kills. Good sustenance nurtures growth.

Essentially organisational existence is an ever-demanding ever-expanding, never-ending cycle of sustenance and growth that can extend to perpetuity.

Perpetuity

Craving for perpetuity is hardwired into every species.

In the case of animals, limitations of perpetuity imposed by physiology is overcome by bloodlines called family. The evolved, ensure perpetuity through ideologies or lasting contributions to society.

Organisations, being nonbiological entities, differ. Organisations can subsist for a short while on minimal returns. But such existence does not promote growth. Absence of growth is atrophy. Atrophy eventually kills. Growth is inescapable for organisational existence. Therefore, perpetuity has to be designed and weaved into organisational architecture. Sustenance and growth into perpetuity is sustainability. Sustainability goes far beyond its recent self-limiting association with organisational performance in environmental social and governance yardsticks.

Existence in perpetuity is deemed when entities don’t plan to down shutters. Organisations born with predetermined life expectancy don’t visualise growth. Those which plan otherwise, are fly-by-night operations which loot and scoot. Perpetuity is not applicable to them.

Fuel for sustainability is profitability. So, prima facie everything about business sustainability is about financials, the bottom lines! Can abundant profits ensure sustainability?

Is Profitability Sustainability?

Abundant fuel assures extended cruise range. But the structure must be built to overcome turbulences, capture headwinds and negotiate crosswinds. Otherwise, sustainability, even with huge quantum of fuel could be port afar, because unmanaged inherent asymmetries exert exponentially increasing drag consuming all the fuel at one’s command.

History is replete with examples of companies with attractive balance sheets vanishing into thin air. Profits, real or cooked up, couldn’t prevent extinction. Satyam, Enron, Lehman Brothers and such others could teach us a lesson or two.

If profitability couldn’t guarantee sustainability, then what does?  Definitely there is something else. What is it?

Sustainability Models

Simplistically put, sustainability is the characteristic, of an organisation, which influences current operations to ensure existence in perpetuity. Sustainability is about future-proofing tomorrows, today.

Easier said than done, tomorrows of a business, is a complex amalgam of environmental, social, and financial diktats. Each one, an important capital, often at loggerheads with others, needs to be ‘relationally managed’ to ensure sustainability. Each one has to be nourished without compromising the other. Thus, sustainable growth of a business organisation necessitates creation of governance models (ESG Models) that ensure balance amongst the trio.

Contemporary businesses have migrated en masse to ESG models for sustainable growth. ESG models are characterized by well-defined measurable yardsticks and tick-box adherences. There are highly evolved models that incorporate compliances and various business requisites. Business entities employ such models to evaluate organisational systems and processes. Unfortunately, even well-intentioned companies with well-defined, well-articulated policies and well prescribed methods and process fail.

Is the current ESG regime inadequate?

ESG Adequacy?

ESG is an unbelievably large canvas to draw from and therefore concept of sustainability cannot remain confined to any one approach or model. The number of approaches to adherence and compliances are varied and number of proponents of each model even more.

Businesses naturally adopt any one approach that suits their area of operations and gravitate to chosen areas to be in conformity with local laws. CSR activities, emission reductions, reusable energy, carbon audit and foot print reduction are some areas where companies evince interest. But most of them are compliance driven.

Some highly evolved ESG models incorporate business ethics and profitability into the monitoring and evaluation system. The choice, notwithstanding, each one ends in benchmarked processes with quantifiable and measurable parameters.  Does adherence to ESG norms alone ensure sustainability?

Processes have important role in sustainability so do people driving and operating it. Sustainability boils down to building organisational capabilities that encompass people and process.

Organisational Capabilities

The synergy cumulative of competencies of all individuals of an organisation and efficacy of processes is organisational capability. Accepted and collectively practiced value systems, that define and dictate how individuals and groups interact within and with the outside, represents organisational culture. Organizational sustainability is a derivative of organizational capability and culture.

When business entities succeed in creating and internalising a meaningful organizational culture that shapes strategic decision-making, define ethical boundaries for transactions, dictate operational activities and bind all stakeholders to it, it can hope for sustainability.

How does this brick-by-brick process happen?

Committed Competencies

Each organisation needs individuals with skills and competencies to achieve organisational aims. While each individual cannot be expected to possess all competencies required by the organisation, all individuals should have each competency required to discharge responsibilities assigned. Though onboarding would have been based on stipulated QR, it calls for continued refinement.

If organisational culture is conducive, each individual will excel not only in the core competency expected, but also acquit themselves well with additional skill sets, making them deployable in multiple area of operation. Presence of enlarged range and depth of competencies creates conditions conducive to sustainability. Chances of sustainability improves when competencies become commitments.

Organisational Agility

An organisation may come to existence to provide a specific product or service or a range of products or services. Unfortunately, demand for both products and services do not remain static in terms of nature, quality and content. The constant socio-economic-cultural flux that the world is in, demands consistently matching changes. While an existing product or service may be the toast of the time, it could be dumped at short notice.

The pandemic and associated unprecedented disruptions forced many a business to fold up. At the same time, new ones sprang up with unheard-of products and services. While those who reveled in the status quo were left to lament loss of opportunities, the agile ones seized opportunities the adversity provided. A whole new set of millionaires were created.

If an organisation can sense the need to change its product, service or process well in time and is agile enough to bring about changes in processes and methods, probability of sustainability improves.

The Fickle Capital

Businesses survive and thrive on stakeholder inputs. The promoter or equity holders alone do not dictate sustainability outcomes. The clientele, vendors, the society and all the elements of the value chain are important stakeholders in the sustainability matrix. Treating each one with care leads to brand loyalty. One-time creation of clientele and servicing them do not create brand loyalty. Loyalty comes from long time of pleasant association

A static loyal clientele does not guarantee sustainability. Unless an organisation continues to enlarge its loyal clientele, sustainability is a no-go. Loyalty, in times of aggressive market poaching, is a fickle attribute that succumbs to temptation. Disruptive pricing and alluring promises can lure away the loyal. Quality of product or service should be strong enough to resist brand credibility and loyalty erosion.

It is not the consuming clientele alone that matters. How an organisation treats its vendors and other elements of the supply chain, has a significant say in sustainability. When the going gets tough, it is the set of vendors, who render shoulders to the organisation. Unless stakeholders are treated well during harvest, sustainability will be the first casualty in adversity. Growing loyalty improves sustainability.

Teams and Networks

Organisations thrive on teamwork. Unfortunately, the concept of team seems to get confined to silos within organisations. In fiercely competitive organisations, teams are confined to verticals or less. Sadly, with raging cutthroat competition and interpersonal one-upmanship fostered by competitive comparisons, verticals shrink to segments, segments to groups and groups to individuals who don’t trust each other. Trust deficit is paramount and resultant dwindling retention, an epidemic. Teams do not live long enough to foster esprit-de-corps.

This is the ultimate recipe for disaster for organisational sustainability.

If an organisation can enlarge definition of ‘teams’, operationalise it to be more inclusive, and establish bridges of operational and non-operational relationships long enough to create kinship that can endure turbulences, probability of sustainability, improves tremendously.  It’s the strength of the network that helps identify, handle and overcome individual and organisational challenges.

Team longevity enhances organisational sustainability.

Leadership

Quality of leadership influences sustainability. Leadership is associated with vision and decisions.

It is the ability the leadership, individually or collectively, to define the desired organisational trajectory, understand the socio-economic, politico-cultural and environmental situations currently obtaining and likely to evolve, design interventions and apply course corrections that influences sustainability.

It involves predicting turbulences and generating a range of likely responses to negotiate and overcome challenges. It’s a risky affair. Unkind, but casually called ‘sound decision-making’, organisational leadership dictates sustainability.

It is only history and hindsight that can judge strength and weaknesses of decisions.

Operational Efficiencies     

It is not only people that matter. Processes have an important role in dictating sustainability. The bottom line is about operational efficiency, which encompasses a large array of activity. It encompasses technology adoption, obsolescence management, market dynamics and interior economy.

Local civil laws and norms may exert pressure, forcing changes that involve capital. Decision on how long to continue with existing technology or process and when to dump those in favour of the newest technology doesn’t come without pressure on capital. Capture of new markets and retention of existing ones may need capital infusions. Delay in infusion may be suicidal whereas untimely intervention could even be counterproductive.

Dilemma of contesting existing profit margins with infusion of capital to stay ahead is not new to leadership, but every time it's a challenge. That is when leadership and decision-making become demanding and exiting.

Sustainability Mantra

Without right leaders and led and without right processes, business can neither sustain nor grow. There is no single mantra to achieve sustainability.

Sustainability is like riding the high seas. Neither two waves nor two storms are same. Every calm is a whisper of an impending storm. It is for the captain and crew to negotiate waves and ride out storms. 

Leaders must foresee waves and storms and prepare the led to take on the fiercest. The led must relentlessly press on. Only then can they triumph.

Sustainability isn’t easy, else empires would have persisted.

 

OVERSIGHT: ALL ABOUT CONTAINING OVERSIGHT

Contranym

Oversight is an interesting contranym! Too many incidents of oversight prove absence of oversight!

Contranym?

A contranym is a word with the same spelling but the opposite meaning. In other words, it’s a homonym that’s an antonym. A homonym is a word spelled like another with a different meaning while an antonym is a word with the opposite meaning, context in which it is used deciding the meaning.

Oversight, in the context of ‘overseeing’, is about supervision but in its contranym context, it’s about errors unintentional or otherwise. Frequent incidents of oversight indicate systemic rot in the system due to ineffective oversight; disastrous and fatal for organisations.

I can't help but narrate such a story I witnessed being scripted! 

Sun Like Nowhere Else

The story unfolds in the most unbelievably beautiful settings of the backwaters in God’s Own country. To believe, one has to experience the morning sun, reflecting itself in grandeur over the still waters of the Punnamada, an extension of Vembanad Lake. It is refreshing to the soul, like nowhere else. As the dusk cloaks the lake, flares of the refinery in the far distance, a stark reminder of the pollutants we spew, gives another side of life.

The Front Office

I arrived at the front office of the reputed resort after prior intimation and having provided the required documents online. I reached as per the schedule intimated. However, the front office was vacant. I had to look for the executives. Little while, not one but three of them emerged from the room behind.

Once they arrived, they asked me for my documents. I replied that I had already forwarded those except photo ids which I had refused to give online. While the executives busied themselves rummaging through a pile of documents, I went off to park my car as valet parking facilities had been discontinued due to covid. It took me a while to find space and park. Though I was the only guest to check in at that time, it still took them time to successfully ‘excavate’ my documents and complete the formalities of check-in. Clearly all that pre-check in calls and intimation of arrival time for fast smooth check-in remained on paper. 

Their inefficiency, cost us the customary reception and our welcome drink.

Was it an oversight; an inadvertent error of a few youngsters enjoying themselves at the cost of work or deeper malaise, deteriorating work ethics; lack of oversight? 

The Restaurant

The most important element of any vacation, after 'location', is dining experience. Thus, one of the key departments of any resort is the food and beverage Department, visible to all as the resort restaurant.

A good restaurant stands out from others with its range of spread, quality of food, hygiene, ambiance and the quality of service. Each good restaurant develops a consistent signature quality. Over time, this signature becomes its USP.

Punctuality is a key element of service. When the board outside clearly indicates that the restaurant will be open from 7:30 AM for breakfast, it requires the first batch of the mandated spread laid out and the staff to be at station, ready to receive the first guest latest by 7:30 AM. The room should have been aired well, lights and fans or air conditioners functional. Tables should have been laid with clean tablemats, cutlery and crockery and stewards of the morning shift at stations with welcome smiles.

Incomplete spread even at 8:15 AM and staff trickling in well after 8 o'clock, as a matter of practice, for breakfast engagement at 7:30 AM and no one to question is clear indication of deep-rooted rot. An order from the live kitchen counter when served dead cold and flies perched fearlessly on the platters say a lot about the management. Coffee in burnt milk clearly shows the quality controls in place. The extent to which the rot had already been internalised became evident when concerned individuals did nothing about the issues flagged. 

No attempt to correct it and not even an apology! Surely these just couldn’t be random instances of oversight. The rot was real. 

An Oasis

It is not that everything was bad. There were oases in the desert of insensitive incompetence.

The ‘activity department’ seemed to be purpose driven. They made sure anyone who came around was engaged.

Housekeeping did justice to the brand image. The efficiency with which issues brought to their notice was attended to is commendable. Once the issue was settled, feedback from the guest was taken by those higher in the chain of housekeeping. It clearly showed that the organisational system caters for oversight and redressal mechanisms. Some seemed to hold it dear, while others had no fear. 

Oversight Mechanisms

All organisations create oversight mechanisms to promote functional efficiency and organisational growth. Oversight structures are subsumed in organisational hierarchy and come with clear enunciations of authority, responsibility and accountability. When effective, it reduces the probability of instances of oversight, builds better controls and improves productivity. 

Process of oversight normally involves continuous evaluation and periodic reviews of performances against standards expected and well-defined parameters, by and through channels of reporting. It includes aspects of organisational feedbacks that finally result in differential growth amongst employees. Customer feedback, especially in hospitality and service organisations, is one tool that oversight mechanism heavily relies upon, but often distorted.  

Eliciting Feedback

It has become a practice to elicit favourable feedbacks at the time of check out. The process is so well ‘crafted’ that the guest checking out is ‘subtly managed’ into giving ratings better than what he or she would have given, if left free. This practice has become rampant amongst almost all service providers. 

This actually is the “most unkindest” cut that can be inflicted by employees on the organisation. It actually destroys from its very roots, any meaningful feedback from patrons. A managed feedback not only hides systemic flaws, it reinforces failure and accelerates disintegration. Unfortunately, when quality is blindly quantified and wilfully distorted at source, the soul of true feedback is dead; buried alive. 

Modern Don Quixote

Leader of an organisation who insulates himself or herself from flaws and problems, relying on manufactured feedback is like the foolish captain of a ship, happy seeing the bow rise, ignorant of the stern taking in water. Elicited feedbacks can bloat egos, but do little to stem the rot. Leaders, who create and perpetuate such an organisational culture and thrive on such make-believe spectacles are modern-day Don Quixotes busy transforming their organisation into ‘Rocinante’ the half-starved horse.

As incompetence becomes the norm, discontent ripples over and organisations disintegrate. Don Quixotes can feign gallop on the gasping Rocinante  till the ground gives way.

Watch Out! This Solution Too Could Be A Problem Soon!

 

Solutions! Really?

The earth is infested with discarded PET bottles and plastic carry bags. Bobbing along waves, choking waterways and making up most of landfills, each piece a folly of mankind. Micro plastics have invaded potable water and aqua marine food source and our existence contaminated. Plastics, once touted as the solution to many a problem, have become the most pervasive environmental risk! Solution becoming a problem?

Computers determine how we live, whether we use it ourselves or not. It is deployed even to influence our thoughts and emotions, thereby dictating our choices and actions, in ways beyond what we can fathom. Nothing is beyond the reach of these binary logic machines. While we enjoy benefits of information technology applications, we also suffer unstoppable loss of privacy and hopeless dependence. Control of mankind is slowly coming to rest at the mercy of these machines. Once purely meant for mathematical applications, they now evoke both awe and shock with what it can do. Just one machine and a pair of mad hands, things could truly go haywire! Another solution becoming a problem?

National and international politics, business, economics, science, governance, in fact every possible field relevant to human existence has a history of problems incarnating as solutions.

You think it is restricted only to such mega issues?

Take a close look at one’s personal life!  

Many current problems might have roots in those very solutions that one might have adopted. Toxic relations, broken marriages, financial losses, stress and strain and maybe every personal problem could be the by-product of a ‘solution’ adopted.

Can’t find it? Maybe one is not looking close enough.

 

Longevity of Solutions

Solution is an answer to a problem, the means chosen amongst available or generated choices to mitigate a situation. Both, the process of generating choices and choosing one amongst them, are input dependent and time relevant. To a large extent it depends on our understanding of the problem, its root causes and implications. Longevity of the solution’s relevance depends primarily on the designer’s ‘etiognosis - diagnosis- prognosis’ skills.

Change inputs, solutions differ. Change time coordinates solutions become irrelevant. It is impossible to create fit-all solutions relevant for all times to come. Does it mean that, there are no perfect solutions? Yes; almost impossible.  Then what?

 

Designing Solutions

There is always the probability of having missed an input or a chance to get more inputs about the problem at hand. Waiting for all possible inputs to emerge for designing solutions could indefinitely delay finalising solutions and render it irrelevant. Inadequacy of inputs and urgency of situations are challenges to finding solutions. Securing acceptance and implementation is no less challenging.

Ability to diagnose problems and pinpoint causative factors help understand situations. Most have it in fair measure, or so we think. Prognostic skills help visualise how situations unfold in time. Most claim to have it, so they think. Application of the three skills helps us design practical solutions. Solutions that transcend time make visionaries out of mortals who designed them. But, not even the best solution is timeproof.

Solutions that reap instant relief, receive instant traction, wide acceptance and garner followers to defend. But over time, popular support notwithstanding, efficacy of solutions diminishes and flaws become glaring and undefendable. Even the best thought solution could sometime become a problem by itself.

Why do solutions become problem?

 

Confirmation Bias?

A solution becomes a problem, when it has lost its relevance but is still allowed to continue its redundant existence. Circumstances that necessitated its birth would have long ceased to exist but solutions continue to persist. Local, regional, national and international landscapes are littered with such solutions.

Persistence to continue with it rather than discarding it might be due to economic, political administrative or other compulsions. The whole world knows about plastic-contamination. Yet, we continue producing it by the tonnes each day. Why? Economic and political reasons? Greed and inability? Inertia or fear? Personal problems likewise have definite reasons. Why not reconsider? Ego or inability? All listed and unlisted reasons are fuelled by confirmation bias, cognitive in nature.

Prevalent all over and residing in all of us, confirmation bias is powerful enough to create and sustain disputes and misunderstandings. We tend to favourably reason for what we, believe in, are used to, support or hold sacred. Though there could be serious flaws in what we believe in, support or practice, we tend to be blind to its cons and deaf to reasons against, often knowingly. Confirmation bias lethally compromises our etiognosis-diagnosis-prognosis skills. Since society, as a matter of contemporary practice responds aggressively to opinions that do not conform to those held by the voice of the powerful, confirmation bias, the easy safe way ahead, thrives.

 

Beat The Bias

Success of the Wright brothers is attributed to their ability to endlessly argue, but constructively, about what each thought and believed in. This essentially snuffed out confirmation bias. Ruthlessly contested ideas gave wings to their dreams.

Ideation unless vigorously contested, tend to be short-sighted, flawed and hence hopelessly short-lived. Allurements or fear of repercussions keep things going till they can persist. Eventually they fall apart. Ideologies, and empires have fallen.

The best way for a solution to remain relevant for long is to remain linked to times. That necessitates changes as per diktats of changing inputs. Solutions are mere inanimate processes. The key lies with the man behind it!

 

Give It Up

It is human to be emotionally attached to ideas and decisions, though it may not be the best way forward. Normally we don’t take kindly to criticism of our ideas. It is often considered a personal affront. With career, livelihood or even existence at stake, most do not express reservations. Many use the opportunity to curry favours and harvest benefits by singing praises. Wisdom easily differentiates!

If one is willing to throw ideas to the wolves, the best would survive. The easiest way is to detach oneself from one’s own ideas. Willingness to accept existence of better view and perception helps everything but ego. It needs us to tune into actively listening without being hurt. It needs us to dissent without hurting. Craving for success and its ownership is better served if solutions emerge post contest.  

It can happen, only if we are willing to give up ownership of our ideas!

Points to Ponder

Why do societies continue with  discriminative practices although everyone speaks against it? 

Why do people preach but not practise?

Inability? Convenience to few  at the cost of others?

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