Follow NRN, Singapore Minister tells Indian leaders

Tuesday, May 12, 2009 Singapore
Singapore's Minister Mentor Lee Kuan Yew has exhorted Indian political leaders to follow the ideals cherished by Infosys founder NR Narayana Murthy in order to set the country on a rapid trajectory of high growth and development.

Describing Narayana Murthy as an "exceptional" entrepreneur, Lee hailed his contribution to the phenomenal success of the information technology sector in India, extolling his humility, social awareness and simple living habits as qualities to be emulated.

"If all Indian ministers and top bureaucrats were like him- hard-working, tough taskmasters, hard negotiators, but always forward-looking- India will be one of the fastest growing countries in the world, and in one generation, will become a First World country," Lee exhorted Monday.

Lee, the founder of modern Singapore and the man behind the city-state's phenomenal success story, was speaking at the launch of Narayana Murthy's recent book, "A Better India: A Better World," at a function at the Global Indian International School campus here.

But well aware of the scale of the task ahead in India, Lee said "no single person can change India's system of governance to become as efficient as Infosys." He also referred to the limitations in India's political process, which he said stop it from "going at high speed." "Whatever the political leadership wants to do, it must go through a very complex system at the centre, and then an even more complex system in the various states," he said.
Follow NRN, Singapore Minister tells Indian leaders

Now firms begin hunt for Ex-servicemen

siliconindia news bureau
Thursday, November 13, 2008 Mumbai
Retired defense personnel are well in demand by Indian firms who are struck in a dilemma of tackling the financial crunch without compromising on their project deadlines. Companies are forced to hire people who can deliver service without charging as much as experienced people would do. Ex-servicemen have become their suitable option as these people are well known for their discipline at work, says a cross section of HR firms.

"You need discipline, integrity, leadership skills to make big projects a reality. Ex-servicemen are the right mix for such times as they can meet deadlines, are better in critical assessment and organizational tasks," D'Oneil Vaz, CE O of Mumbai based Blue Sky HR, was quoted as saying by The Economic Times.

The Directorate of Resettlement, under the ministry of defense (MoD), has started a short duration training program for ex-servicemen to make them compatible with the needs of the corporate world.

"They have a unique advantage that many employees lack," says Dr MC Agrawal, chairman of executive education program at Narsee Monjee Institute of Management Studies, which has tied up with the MoD. "They are more honest towards their team, more disciplined, open to ideas and also have a better style of communicating with their team members," he adds.

A number of blue-chip companies such as L&T, Citigroup, ICICI Bank, Satyam Technologies, Bajaj Auto and RIL have hired defense personnel, Agrawal says, adding that the placements for the current batch of the program are scheduled for November 14.

As all corporates seek credible, experienced leaders with the vision to excel skills to design winning strategies, motivate retention, and optimum efficiency to grow, these defense officers stand to have a big opportunity.
Now firms begin hunt for Ex-servicemen
Ex-Servicemen Ideally Suited for the Corporate World

IIM- Lucknow Courses for Armed Forces

The Indian Institute of Management-Lucknow (IIM-L) Tuesday started a six-month special management programme for defence officers of India.

Sixty-five officers from the Indian Army and the Indian Air Force have been enrolled for the programme.

"The purpose of the programme is to provide them (defence officers) with basic functional inputs - finance and accounting, human resource management, marketing, information technology and communication skills - and to familiarize them with requisite analytical tools and techniques and develop a hollistic perspective and a global mindset to understand issues of an enterprise."

According to Kumar, the DGR directorate, of the Indian Army was highly impressed by the success of the earlier programmes. The exercise is bound to be mutually beneficial to both the officers undergoing this course as well as to the corporate houses where they take up employment as ESM.

Wednesday, February 20, SiliconIndia News
SiliconIndia News

Lessons from the Indian Army

Economic Times, published this lovely article about the Indian Army and there are a lot of lessons that corporate executives can pick-up from their best management practices. Therefore, employing an Ex Servicemen one has tapped a trained resource pool, that can make an impact in the corporate world.

Winner Every Time
The army believes in the doctrine of the “Warrior and a Winner”. In the battlefield, the “Winner Takes it All” and there’s no space for the second-best. Leaders instill the courage to swim against the tide and take risks. Leaders need to possess ingenuity and creativity to improve operating processes and procedures.

Flexibility
The army believes that no plan survives the first engagement, howsoever brilliant it is. Changes have to be incorporated after the enemy faces the first offensive and counters it. It’s important to be dynamic and flexible in decision-making.

Pay Packet
The army believes that money can’t bind an individual to an organization. The ethos, work culture and scope to achieve satisfaction are more important.

Command
The army follows the “directive style of command” where junior leaders don’t have to look over their shoulders at every stage of the battle. Flexibility and individual empowerment are important and bureaucracy does not work in the battlefield.

Motivation
The army doesn’t quantify productivity on monetary considerations. Esprit de corps, camaraderie, regimental pride, are some of the key motivators.

Intake
The army recruits through Screening Boards and Services selection Boards, the best and fittest are enrolled or commissioned. Many officers leave the Army mid-way as promotional chances are tunneled through a pyramid barrier. None the less the best are chosen for the Higher Command. Jawans mostly retire after an average stint of about 20 years.

Decision Making
In the battlefield, speed and boldness is more important than perfection. Indecisiveness can be a fatal flaw. An average decision taken on time can carry the day while a brilliant decision that came late can result in defeat.

Knowledge upgrade
The army believes sending its officers back to school to keep them updated. A high flying officer goes to top notch defence colleges every two to three years.

Know the way
Army leaders follow the dictum, “Know the way, show the way and go the way”