While chatting to a family friend today, I doodled something interesting. See if this makes any sense...
"Life is a constant struggle between aspirations and inclinations...." - Tejas Lagad (circa 2006)
Does it?
Thursday, March 30, 2006
Wednesday, March 15, 2006
My betrothal invite...
Its a once-in-a-lifetime occasion... well, in our part of the world it usually is... and it demanded a special invite too. So here it is.
------------------------
------------------------
When: 12 March 2006, 7.00 p.m.
Where: Sri Vile Parle Patidar Mandal, Sardar Patel Baug, Parleswar Mandir, Vileparle East, Mumbai - 400057. Phone - 26194564,26194565
Why:
Back in 04 AD, the Romans started a tradition of exchanging rings to be worn on the fourth finger of the left hand. The Romans believed this finger to be the "vena amoris" (vein of love), the vein that leads to the heart and so used it as some symbol of love and commitment between a man and a woman.
On the occasion of my betrothal with Dr Sonal Thakare, we plan to follow this succulent Roman tradition. And as we look forward to a life of caring, sharing and love, we request your presence on our engagement to share in the happiness.
See you there...
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The last line really worked ;-)
-tejas
PS: Those who miss out on this bash may miss out on an invite to my planned autumn wedding in Seychelles. And I plan to include a return air-ticket to Seychelles with the invite.
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The last line really worked ;-)
Monday, March 06, 2006
7 steps to success
STEP 1:
* Believe in the journey! Know that you can do it!
* Plan BIG: Recognize early that you can not get on top of or over the mountain if you can't even see it.
* Condition yourself to Become Evolution Focused - focusing on the evolution of your business at all times - will allow you continually move forward.
STEP 2:
* Research the marketplace.
* Understand who your customers really are by knowing how they communicate, what they want and where they go to get it.
* Watch, listen and survey wherever possible.
* Evaluate the competition - and exploit their weaknesses.
STEP 3:
* Create products according to your customers desires.
* Serve them - so they will serve you.
STEP 4:
* Communicate in their language.
* Emphasize features and benefits.
STEP 5:
* Let them know that you FINALLY have what they want!
STEP 6:
* Create a sense of urgency for it.
STEP 7:
* Ask for the order.
* Believe in the journey! Know that you can do it!
* Plan BIG: Recognize early that you can not get on top of or over the mountain if you can't even see it.
* Condition yourself to Become Evolution Focused - focusing on the evolution of your business at all times - will allow you continually move forward.
STEP 2:
* Research the marketplace.
* Understand who your customers really are by knowing how they communicate, what they want and where they go to get it.
* Watch, listen and survey wherever possible.
* Evaluate the competition - and exploit their weaknesses.
STEP 3:
* Create products according to your customers desires.
* Serve them - so they will serve you.
STEP 4:
* Communicate in their language.
* Emphasize features and benefits.
STEP 5:
* Let them know that you FINALLY have what they want!
STEP 6:
* Create a sense of urgency for it.
STEP 7:
* Ask for the order.
Monday, January 30, 2006
Synergy...
Came across an interesting piece on building partnerships... an excerpt.
2 plus 2 equals how many?
2 + 2 = 3
Overlap, duplication, waste; competition not partnership
2 + 2 = 4
Co-ordination, co-operation and collaboration produce efficient working
3 + 1 = 4
Not so good; More of what one partner wants, less what the other wants; unequal power, no difference overall
2 + 2 = 5
Synergy; joint working produces more effective working between partner organisations
2 + 2 = 6
Synergy plus leverage, as joint working generates extra special funding for the neighbourhood from a third party
2 + 2 = 7
Synergy plus leverage plus main programme bending, as the big organisations adjust their own programmes
2 + 2 = 8
Synergy plus leverage plus mainstreaming plus influence, as partnerships influence national policy
Wednesday, January 11, 2006
Sick of the blue screen?
M sure many of you will benefit from this... How to solve Windows system crashes in minutes
http://www.networkworld.com/news/2005/041105-windows-crash.html
.
http://www.networkworld.com/news/2005/041105-windows-crash.html
.
Thursday, December 29, 2005
Sensexational
If you had Invested Rs. 5000 with BSE Sensex every month for the past 25 years (1980-2004) in all the stocks in the sensex in the ratio of their weights in the sensex, it would have yielded Rs. 1.48 crores @ 15.2% p.a.
(Data source - CRISIL)
(Data source - CRISIL)
Wednesday, November 30, 2005
Disruptive Technologies - An evolution
A year back a blog on Disruptive Technologies was published on the TechScribes blog that I infrequently contribute to.
Over the past year, the concept of Disruptive Technologies has hardened a lot. A very good sign of the concept gaining momentum and feasibility is that analysts have tracking this as a separate technology market segment. Even the finance sector came with up funds that primarily invest in companies that develop disruptive technologies.
In September this year, InformationWeek and Credit Suisse First Boston launched the Disruptive Technology Portfolio to track the emergence of companies that are driven by innovative and radical ideas. A look at the performance of this portfolio ever since shows that it has outperformed the broader indices consistently and outrightly. This is surprising since the value of such companies is difficult to estimate. A great 'concept' might never materialize into a marketable product, and even the leading edge product might not translate into shareholder value.
What is also surprising is the list of Disruptive Technologies companies in the Disruptive Technology Portfolio. Apart from the expected biggies like Novell, Red Hat, Google, Texas Instruments and Apple who are known to drive innovation in the market, the list also includes Indian offshore outsourcing firms like Infosys, Wipro and Cognizant.
Quite an achievement!
Over the past year, the concept of Disruptive Technologies has hardened a lot. A very good sign of the concept gaining momentum and feasibility is that analysts have tracking this as a separate technology market segment. Even the finance sector came with up funds that primarily invest in companies that develop disruptive technologies.
In September this year, InformationWeek and Credit Suisse First Boston launched the Disruptive Technology Portfolio to track the emergence of companies that are driven by innovative and radical ideas. A look at the performance of this portfolio ever since shows that it has outperformed the broader indices consistently and outrightly. This is surprising since the value of such companies is difficult to estimate. A great 'concept' might never materialize into a marketable product, and even the leading edge product might not translate into shareholder value.
What is also surprising is the list of Disruptive Technologies companies in the Disruptive Technology Portfolio. Apart from the expected biggies like Novell, Red Hat, Google, Texas Instruments and Apple who are known to drive innovation in the market, the list also includes Indian offshore outsourcing firms like Infosys, Wipro and Cognizant.
Quite an achievement!
Thursday, August 04, 2005
Swift vs Getz
Now that it has been a while since the launch of the Maruti Suzuki Swift and the whirlwind created by its razzmatazz launch has settled, lets do a comparative analysis of the Maruti Suzuki Swift with the Hyundai Getz.
The Jurisprudence
Swift Positives
Getz Positives
Comparisons apart, both cars are a great value for money. Both provide plenty of standard equipment, solid body, crash protection, precise gearbox action and a simple, efficient dash layout.
And ofcourse, both have a common set of woes as well. The braking and engine leaves a lot to be desired. The brakes lack power and progression and the engine needs revs to perform. But then, what more can you expect sub 2 litre engines.
The Judgement
Its evident, Swift seems to be the outright winner. Unless your only considerations are space and refined interiors. If not, go getz the swift...
The Jurisprudence
Swift Positives
- Looks
- Performance
- Ride and handling
- Features
- Price
Getz Positives
- Interiors
- Space
Comparisons apart, both cars are a great value for money. Both provide plenty of standard equipment, solid body, crash protection, precise gearbox action and a simple, efficient dash layout.
And ofcourse, both have a common set of woes as well. The braking and engine leaves a lot to be desired. The brakes lack power and progression and the engine needs revs to perform. But then, what more can you expect sub 2 litre engines.
The Judgement
Its evident, Swift seems to be the outright winner. Unless your only considerations are space and refined interiors. If not, go getz the swift...
Tuesday, August 02, 2005
Independence - The Power to say No
Yesterday as I was watching a documentary on the second world war, a prisoner of war made a statement that redefined my understanding of the word Independence.
The Dutch soldier, now perhaps in his late 80s but still poignant with past memories, was caught in the midst of Japanese occupation of west Thailand. Thrust into insentient slavery including the construction of the infamous bridge over River Kwai, he was eventually rescued by an American submarine when the Japanese surrendered.
Among the multifarious feelings that he experienced on being freed, limited by those his eyes and words could now express, he mentioned a striking ordeal. He said, "I could now say No when I disliked anything".
The Power to say No... could that be the definition of Independence? Could the state of feeedom or the power to act / speak / think without externally imposed restraints be manifest through this simple condition? And if so, is this a necessary or sufficient condition for independence?
The more I thought about it, the more I was convinced that the answer to these questions was - yes. And that realization was gripping.
Think about how many times we say Yes when we actually want to and urge to say No. And is that disconnect between our thought and actions rooted in the fact that we dont feel independent?
Organisations have too realised this innate inability of humans to say No. Management thinkers suggest appointment of an Abominable No Man - a tall, furry, mean looking man on Board who will never answer "yes" to a question. All impervious and unworkable, but potentially rebellious if rejected, suggestions are then redirected to this person who promptly rejects them. And over time the Abominable No Man gains such notoriety that even the mention of his elysian self gives enough indications of the future of the budding idea to nip it right there.
The realisation of this power of No is gripping. Gripping because as we analyse the social and political state of our world, we realize that we are not yet truly independent. We still do not have the right to say No to the things we do not like. For instance, we do not have the right to reject a candidate in elections. We can vote for another candidate in the ring but thats still different, and a very poor alternative, to being able to say No to a candidate. If we cant say No, can we really call ourselves an independent polity or at a more personal level an independent people?
No?
The Dutch soldier, now perhaps in his late 80s but still poignant with past memories, was caught in the midst of Japanese occupation of west Thailand. Thrust into insentient slavery including the construction of the infamous bridge over River Kwai, he was eventually rescued by an American submarine when the Japanese surrendered.
Among the multifarious feelings that he experienced on being freed, limited by those his eyes and words could now express, he mentioned a striking ordeal. He said, "I could now say No when I disliked anything".
The Power to say No... could that be the definition of Independence? Could the state of feeedom or the power to act / speak / think without externally imposed restraints be manifest through this simple condition? And if so, is this a necessary or sufficient condition for independence?
The more I thought about it, the more I was convinced that the answer to these questions was - yes. And that realization was gripping.
Think about how many times we say Yes when we actually want to and urge to say No. And is that disconnect between our thought and actions rooted in the fact that we dont feel independent?
Organisations have too realised this innate inability of humans to say No. Management thinkers suggest appointment of an Abominable No Man - a tall, furry, mean looking man on Board who will never answer "yes" to a question. All impervious and unworkable, but potentially rebellious if rejected, suggestions are then redirected to this person who promptly rejects them. And over time the Abominable No Man gains such notoriety that even the mention of his elysian self gives enough indications of the future of the budding idea to nip it right there.
The realisation of this power of No is gripping. Gripping because as we analyse the social and political state of our world, we realize that we are not yet truly independent. We still do not have the right to say No to the things we do not like. For instance, we do not have the right to reject a candidate in elections. We can vote for another candidate in the ring but thats still different, and a very poor alternative, to being able to say No to a candidate. If we cant say No, can we really call ourselves an independent polity or at a more personal level an independent people?
No?
Thursday, July 21, 2005
Retrospeculative
Its been a year now since I left my previous firm. And like all anniversaries, its a good time to look at where you were and where you stand now.
As I embarked on this journey through my memories, the first piece I looked at was my adieu letter at my last firm. Here it is... verbatim.
----------------
As a kid we dream a lot about what we want to be when we grow up. And those dreams keep changing after every experience. By the time we finish school, we have eliminated some possibilities and the dreams start to take a definite shape. When we graduate, we have a clear idea about where we want to be and have charted out a path to pursue the dream. But amidst the daily rigors that follow the dream gets lost somewhere.
Today is my last day at UGS and I am out to find my lost dream. They say you’ve got to let go of the good for the best. I am perhaps leaving the best for the indefinite. But then what’s a man without his dreams.
Chase your dreams!
----------------
As I embarked on this journey through my memories, the first piece I looked at was my adieu letter at my last firm. Here it is... verbatim.
----------------
As a kid we dream a lot about what we want to be when we grow up. And those dreams keep changing after every experience. By the time we finish school, we have eliminated some possibilities and the dreams start to take a definite shape. When we graduate, we have a clear idea about where we want to be and have charted out a path to pursue the dream. But amidst the daily rigors that follow the dream gets lost somewhere.
Today is my last day at UGS and I am out to find my lost dream. They say you’ve got to let go of the good for the best. I am perhaps leaving the best for the indefinite. But then what’s a man without his dreams.
Chase your dreams!
----------------
Thursday, February 17, 2005
A touch of reality...
Here are the unofficial times on the opening day of testing at Barcelona's Circuit de Catalunya.
1. F. Alonso (Renault) 1:14.99
2. J. Montoya (McLaren) 1:15.22
3. R. Zonta (Toyota) 1:15.37
4. K. Raikkonen (McLaren) 1:15.40
5. G. Fisichella (Renault) 1:15.64
6. D. Coulthard (Red Bull) 1:15.71
7. V. Liuzzi (Red Bull) 1:16.14
8. M. Webber (Williams) 1:16.50
9. J. Trulli (Toyota) 1:16.55
10. M. Schumacher (Ferrari) 1:16.63
11. A. Pizzonia (Williams) 1:16.72
12. N. Karthikeyan (Jordan) 1:19.09
13. T. Monteiro (Jordan) 1:22.07.
This is just to set the expectations right for Karthikeyan's budding aficionados. Expect him to finish in the bottom tier throughout the year...thats if he manages to complete the race.
1. F. Alonso (Renault) 1:14.99
2. J. Montoya (McLaren) 1:15.22
3. R. Zonta (Toyota) 1:15.37
4. K. Raikkonen (McLaren) 1:15.40
5. G. Fisichella (Renault) 1:15.64
6. D. Coulthard (Red Bull) 1:15.71
7. V. Liuzzi (Red Bull) 1:16.14
8. M. Webber (Williams) 1:16.50
9. J. Trulli (Toyota) 1:16.55
10. M. Schumacher (Ferrari) 1:16.63
11. A. Pizzonia (Williams) 1:16.72
12. N. Karthikeyan (Jordan) 1:19.09
13. T. Monteiro (Jordan) 1:22.07.
This is just to set the expectations right for Karthikeyan's budding aficionados. Expect him to finish in the bottom tier throughout the year...thats if he manages to complete the race.
Sunday, February 13, 2005
Doodlings
While writing a senti mail to a collegue, I doodled something interesting:
"Its tough to give up something you have build up to start building
something you had given up"
"Its tough to give up something you have build up to start building
something you had given up"
Thursday, August 05, 2004
Influxtructure
There has been a lot of talk, or should I say FUD (Fear, Uncertainity, Doubt) over Wipro and Infosys showing signs of moving out of the Silicon Valley of India, Bangalore. Bangalorites, it seems, are already facing problems at galore with infrastructure (in terms of public transport system, roads, flyovers), high rentals, over all high cost of living, highest petrol and diesel prices, high prices of cars and add to that highest road tax on vehicles (a whopping 10% of the ex-showroom price!!!)
Well, as a person who has recently "rushed out" of Pune, let me tell you that the infrastructure problems exist there too. The solution is to invest rather than infest.
Well, as a person who has recently "rushed out" of Pune, let me tell you that the infrastructure problems exist there too. The solution is to invest rather than infest.
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