Mantras to Enrich Life (Contd...)
We all want the magic mantra - Happiness. All I want is to be happy......
3 simple things:
1. Live in the present: One of the most important changes in my life has come from living in the present & this includes multiple things: Don't put away things you want to do for the future, do them now. Concentrate on whatever you are doing. Don't think about whatever other people will think and don't assume things. Just enjoy each moment as it comes.
2. Gratitude: Be thankful for all that you have. Connect or do things for people who don't have all that you do, develop compassion. Avoid comparisons with others at all costs.
3. Is it Important? If something is bothering you, ask yourself if it will matter a few days from now and if not, stop bothering.
Tuesday, June 24, 2008
Products Versus Services
A dilemma that many IT services companies may be familiar with, your services are doing extremely well in the industry. You keep getting repeat business and everything is fine. Should you diversify into products? For the uninitiated, a diversification into products involves high initial investments and hence high risks as well as returns.
So why do companies venture into products? They do so because once a product is established in the market, it generates consistent revenues and returns far beyond what services can generate (services generate returns of 10-20% on an average). So if you are a startup, it is great to begin with a services model and grow your team . Once you are well established on revenues and cash flows, begin working on products. This helps grow both the divisions without losing focus.
A dilemma that many IT services companies may be familiar with, your services are doing extremely well in the industry. You keep getting repeat business and everything is fine. Should you diversify into products? For the uninitiated, a diversification into products involves high initial investments and hence high risks as well as returns.
So why do companies venture into products? They do so because once a product is established in the market, it generates consistent revenues and returns far beyond what services can generate (services generate returns of 10-20% on an average). So if you are a startup, it is great to begin with a services model and grow your team . Once you are well established on revenues and cash flows, begin working on products. This helps grow both the divisions without losing focus.
Schooling Versus Home Education
On Sunday, while reading the paper, I chanced upon some parents who had decided not to admit their children to school - they preferred educating their children at home. Schools are too disciplined, they create too much pressure on the children, we can teach them a lot more at home etc.
I don't dispute the fact that these parents may be able to do a much better job on teaching their children than the teachers. So much attention focused on one student! But does that give parents the right to deny children the access to a social support support? A school is the best place for a child to learn the ways of the world and teaches the child to interact in a social setting. Independence, friendships, first crushes, fights, outings, discipline and what not, don't deny these to your children!
On Sunday, while reading the paper, I chanced upon some parents who had decided not to admit their children to school - they preferred educating their children at home. Schools are too disciplined, they create too much pressure on the children, we can teach them a lot more at home etc.
I don't dispute the fact that these parents may be able to do a much better job on teaching their children than the teachers. So much attention focused on one student! But does that give parents the right to deny children the access to a social support support? A school is the best place for a child to learn the ways of the world and teaches the child to interact in a social setting. Independence, friendships, first crushes, fights, outings, discipline and what not, don't deny these to your children!
Friday, June 06, 2008
Networking - How it Helps
(To the best networker I know - Ripul)
It is really hard to begin networking if you have never done it earlier. You may wonder, why should I bother talking to a stranger? Why should I spend time and energy getting to know these people, they are not my friends or family or even my work colleagues! However once you begin networking, you realize that networking is rewarding personally as well as professionally.
1. Professionally: We prefer working with people who we like. Clients usually prefer working with the same teams if they enjoyed working with them earlier. And also leads to more repeat and new business. And its easy to build better contacts with your clients. Drop them an email on some interesting news from their industry, a phone call to update them about some developments or check if they have any suggestions etc. And this works both ways, both parties develop a mutual relationship of trust and co-operation.
2. Personally: Networking is the best teacher. Most of us hang around with people in the same age group, talk to people with similar backgrounds and have friends who are just like us. However, restricting our circle of friends produces dullness and boredom and can lead us to a rut. For a change, try talking to people from other industries, talking to people in your neighbourhood, to a person on the street, email people across geographies and share your thoughts and views.
Lets talk!
(To the best networker I know - Ripul)
It is really hard to begin networking if you have never done it earlier. You may wonder, why should I bother talking to a stranger? Why should I spend time and energy getting to know these people, they are not my friends or family or even my work colleagues! However once you begin networking, you realize that networking is rewarding personally as well as professionally.
1. Professionally: We prefer working with people who we like. Clients usually prefer working with the same teams if they enjoyed working with them earlier. And also leads to more repeat and new business. And its easy to build better contacts with your clients. Drop them an email on some interesting news from their industry, a phone call to update them about some developments or check if they have any suggestions etc. And this works both ways, both parties develop a mutual relationship of trust and co-operation.
2. Personally: Networking is the best teacher. Most of us hang around with people in the same age group, talk to people with similar backgrounds and have friends who are just like us. However, restricting our circle of friends produces dullness and boredom and can lead us to a rut. For a change, try talking to people from other industries, talking to people in your neighbourhood, to a person on the street, email people across geographies and share your thoughts and views.
Lets talk!
Monday, May 05, 2008
Mantras to Enrich Life
Been reading a lot about the various ailments that are striking us Young Indians and it makes me wonder, is it so difficult to lead a balanced life. And I realized that yes, it certainly isn't easy. But what happens if that balance is not achieved. Can India remain a super-power if we are stressed out and burned out before 40! So read the magic mantra for each day and adopt it. Internalize each of these so that you are able to better maintain a work-life balance. And always remember: Life is what happens to us when we are busy making other plans :)
Today's mantra for the day
Take a 10-30 minute walk every day. And while you walk, smile. It is the ultimate anti-depressant.
Been reading a lot about the various ailments that are striking us Young Indians and it makes me wonder, is it so difficult to lead a balanced life. And I realized that yes, it certainly isn't easy. But what happens if that balance is not achieved. Can India remain a super-power if we are stressed out and burned out before 40! So read the magic mantra for each day and adopt it. Internalize each of these so that you are able to better maintain a work-life balance. And always remember: Life is what happens to us when we are busy making other plans :)
Today's mantra for the day
Take a 10-30 minute walk every day. And while you walk, smile. It is the ultimate anti-depressant.
Thursday, April 10, 2008
The Most Important Strategy - Computer Maintenance
Yesterday, my laptop crashed. I ran a disk cleanup application and voila, some of the applications stopped running. Result: An unproductive day yesterday and looks like an unproductive day today also.
But then I discovered a whole lot of things that I could do. I cleaned out a whole lot of junk from my computer. I backed up all the information on the hard disk. I discovered Thunderbird, a free easy to use mail client. I updated my anti-virus. And a big thanks to Nishana who helped me in doing all this!
So my biggest advice to all of us whose lifeline is our computer: Take time out regularly on a weekly basis, set aside a couple of hours and maintain your systems.
Yesterday, my laptop crashed. I ran a disk cleanup application and voila, some of the applications stopped running. Result: An unproductive day yesterday and looks like an unproductive day today also.
But then I discovered a whole lot of things that I could do. I cleaned out a whole lot of junk from my computer. I backed up all the information on the hard disk. I discovered Thunderbird, a free easy to use mail client. I updated my anti-virus. And a big thanks to Nishana who helped me in doing all this!
So my biggest advice to all of us whose lifeline is our computer: Take time out regularly on a weekly basis, set aside a couple of hours and maintain your systems.
Tuesday, February 19, 2008
Let Go!
Over the past few days, I have been reading a few interesting books, namely the GE story, the Google story, eBay story etc. One thing that strikes me as I analyze their growth trajectories is their focus on building strong teams and empowering the people under them.
But why is it that very few companies actually manage to successfully build lower-order teams?
One of the most important qualities is the need to let go. We feel insecure that we will not be needed or will lose our place if we share all the information that we know. We desire to be wanted, feel important, etc. And what happens when you learn to let go? When we empower our people and make them a part of all our decisions, they feel more committed to the company’s cause. It reduces stress for us because we have effectively created a second-line who can always step in when things get too hectic for us. And the company grows because you have an empowered team of people committed to the growth.
So a suggestion for the month, let’s forget our ego, let’s trust our people, let’s delegate work and share information openly. Share all your knowledge and watch your companies grow.
Over the past few days, I have been reading a few interesting books, namely the GE story, the Google story, eBay story etc. One thing that strikes me as I analyze their growth trajectories is their focus on building strong teams and empowering the people under them.
But why is it that very few companies actually manage to successfully build lower-order teams?
One of the most important qualities is the need to let go. We feel insecure that we will not be needed or will lose our place if we share all the information that we know. We desire to be wanted, feel important, etc. And what happens when you learn to let go? When we empower our people and make them a part of all our decisions, they feel more committed to the company’s cause. It reduces stress for us because we have effectively created a second-line who can always step in when things get too hectic for us. And the company grows because you have an empowered team of people committed to the growth.
So a suggestion for the month, let’s forget our ego, let’s trust our people, let’s delegate work and share information openly. Share all your knowledge and watch your companies grow.
Friday, June 15, 2007
Training Evaluation at Kern
Some exciting revolutionary research happening at Kern to evaluate effectiveness of courses. Currently, there is no mechanism in the eLearning industry to evaluate the quality and effectiveness of eLearning courses developed. Most training mangers pick up eLearning courses from the shelf or commission courses without any definite idea about how effective the course will be.
We at Kern Communications are doing a research to analyze how effective are these courses and do these actually meet the desired objectives. The research findings will also present a list of criteria that training managers can adopt to quickly evaluate the courses that they buy/commission. This research will be conducted using Kern’s Evaluation Methodology. At Kern, we have formulated an evaluation mechanism to evaluate the effectiveness of eLearning courses. The evaluation mechanisms help us discover whether the courses are effective, learnable, and meet their objectives.
We at Kern Communications are doing a research to analyze how effective are these courses and do these actually meet the desired objectives. The research findings will also present a list of criteria that training managers can adopt to quickly evaluate the courses that they buy/commission. This research will be conducted using Kern’s Evaluation Methodology. At Kern, we have formulated an evaluation mechanism to evaluate the effectiveness of eLearning courses. The evaluation mechanisms help us discover whether the courses are effective, learnable, and meet their objectives.
Expert evaluation of eLearning courses is based on the proven evaluation technique of Heuristic Evaluation or Cognitive Walkthrough used by usability experts. In this evaluation technique, we evaluate whether the course is effective or not based on how effective the learning will be for the learners.
The evaluation is conducted independently by 3 or more experts and the findings are collated and debated at the end. The evaluation process involves the following steps:
1) Define the learners and their profiles
2) Specify the learners' goals and learning objectives
3) Create a scenario based on each learning objective. Perform a cognitive walkthrough of the course for each scenario.
4) During the cognitive walkthrough, note down the roadblocks, problem areas, good points, best practices, etc that the evaluator encounters.
5) Judge the good and bad points based on how they map to proven learning principles and theories.
6) Collate the independent findings of at least 3 or more experts and publish the report.
Training managers and eLearning companies can participate in this research by sending their courses (strictly under NDA) to us for evaluation. We can share research findings of the expert evaluation with the respective companies. We can also share the consolidated report with all the participants. The company names will be strictly kept confidential. To know more about Kern’s Evaluation Methodology, visit: http://elearning.kern-comm.com/. We will be happy to do a sample expert review for your existing or on-going training program and send you a report. Do send in your requests to rashmi@kern-comm.com and we will get back to you.
The evaluation is conducted independently by 3 or more experts and the findings are collated and debated at the end. The evaluation process involves the following steps:
1) Define the learners and their profiles
2) Specify the learners' goals and learning objectives
3) Create a scenario based on each learning objective. Perform a cognitive walkthrough of the course for each scenario.
4) During the cognitive walkthrough, note down the roadblocks, problem areas, good points, best practices, etc that the evaluator encounters.
5) Judge the good and bad points based on how they map to proven learning principles and theories.
6) Collate the independent findings of at least 3 or more experts and publish the report.
Training managers and eLearning companies can participate in this research by sending their courses (strictly under NDA) to us for evaluation. We can share research findings of the expert evaluation with the respective companies. We can also share the consolidated report with all the participants. The company names will be strictly kept confidential. To know more about Kern’s Evaluation Methodology, visit: http://elearning.kern-comm.com/. We will be happy to do a sample expert review for your existing or on-going training program and send you a report. Do send in your requests to rashmi@kern-comm.com and we will get back to you.
Monday, May 29, 2006
Rapid eLearning
Rapid eLearning is emerging as the fastest growing category of online training. Bersin and Associates research indicate that the category has grown 80 percent in just the past year and will most likely reach a value of USD410 million by 2006. Rapid eLearning projects account for more than one third of all current training-related projects and are likely to compromise half of all e-learning initiatives within the next three years.
Kern first experimented with rapid eLearning when we had to rollout out a course of 8-10 hours within six weeks for an UK client. To know more about our experiences and to understand the roadmap for implementing the same in your organization, visit the following link:
http://www.kern-comm.com/whitepapers/rapid_elearning_white_paper.pdf
Rapid eLearning is emerging as the fastest growing category of online training. Bersin and Associates research indicate that the category has grown 80 percent in just the past year and will most likely reach a value of USD410 million by 2006. Rapid eLearning projects account for more than one third of all current training-related projects and are likely to compromise half of all e-learning initiatives within the next three years.
Kern first experimented with rapid eLearning when we had to rollout out a course of 8-10 hours within six weeks for an UK client. To know more about our experiences and to understand the roadmap for implementing the same in your organization, visit the following link:
http://www.kern-comm.com/whitepapers/rapid_elearning_white_paper.pdf
Tuesday, May 23, 2006
Collaborations in eLearning
We are witnessing a manifold increase in the number of elearning companies. So how can everyone compete in this place without driving the others down? Anyone who is a part of the elearning industry would be aware of the falling rates and subsequently, margins.
I completely agree that we cannot avoid competition nor is it advisable to avoid competition. But does that mean we cannot do anything about it? Not really, let me share a few thoughts on potential collaboration areas.
1. Poaching: People are the key strengths of any service company and eLearning companies are no exception. We cannot stop people from moving between companies. And rightly so, a person who is dissatisfied is entitled to move.
But we can ask ourselves a few questions when we recruit someone from the same community: Has the person switched more than three jobs in the past couple of years? If yes, does this indicate stability on the part of the person? Should we recruit him/her at all?
Another measure could be to insist that the person complete the notice period at the earlier company and thus provide adequate notice to them.
2. Strategic Partnerships: Another question to be asked is whether the number game is the only way to expand. While this can be ideal for large eLearning companies, it is not necessarily the best approach for medium sized companies. Instead it makes strategic sense to limit the team size and develop a vendor who can serve as an extension to the current company. Kern has such partnerships with a couple of eLearning companies.
Watertight NDAs and mutual benefits eliminate any potential conflicts of interest resulting from these strategic partnerships. After all, we are in the business of outsourcing.
3. Core competencies: The best way to maintain margins and grow the topline steadily is to focus on competencies. We all need differentiators to stay in business so constantly ask yourself: What is my differentiator?
Is your LMS different from the others: Highlight it, push it, market it. Is game based learning/simulations your cup of tea? Or may be you have a team with skills that the others do not possess?
Find out your differentiator today. Then ask yourself: Do I need to be everywhere? May not make sense, and we will automatically reduce our ‘man eat man’ approach.
4. Pricing: Be your own judge here; definitely don’t quote rates where you don’t recover your costs.
5. Community: Connect and talk to the others. Stay in touch. You cannot take up a project or it is not viable to do so, pass on the lead to some other company. Appreciate your team members who take the effort to stay connected with others in the eLearning community.
After all, life is short, business has to be fun, we all need to network, so why not talk?
Thursday, May 11, 2006
Retaining People
A perpetual problem that haunts startups is locating smart, bright people who are willing to join a startup. The typical concerns about joining startups are:
1. Brand: This is an unknown company. I should join one of the larger, well-known companies.
2. Salary: My salary is lower than my peers. Should I join?
3. Uncertainty: How do I know where this company is headed?
As a startup, Kern firmly believes that the only way to convince people is to let people see the bigger picture for themselves.
Create excitement for the team: Kern constantly challenges its team to push themselves. Within two weeks, we put employees on live projects. They get to handle client communications and may even become a project manager within six months. Kern’s outstanding performer was independently handling two projects in six months and had seen her salary jump 260% in less than a year.
Continuously share knowledge: Kern invests Saturday mornings for knowledge sharing within the team. One employee takes a session on a topic of interest for the team. Kern encourages employees to share interesting information and knowledge with the rest of the team through emails and a newsletter is on its way.
Look at the bigger picture: Kern encourages the team to constantly look at the bigger picture by sharing our vision, mission and keeping the team updated on the various projects. Open communication by management is critical.
And what do we look for in our team members?
Desire to prove self: Kern looks for members who are passionate about proving their capabilities and making themselves indispensable to the company. They say: Forget the pay, show us the work and let us deliver. Our fervent belief: A person who works for the sheer pleasure of working is bound to rise high and earn much more in the long run than a person who works for money alone.
Belief in the company vision and management: We are a company who are convinced about making a change in the eLearning space and we look for creative, likeminded individuals who are passionate about learning and having fun.
So do you have it in you?
If yes, feel free to join the Kern team by mailing your resume to careers@kern-comm.com. Visit www.kern-comm.com for more information.
A perpetual problem that haunts startups is locating smart, bright people who are willing to join a startup. The typical concerns about joining startups are:
1. Brand: This is an unknown company. I should join one of the larger, well-known companies.
2. Salary: My salary is lower than my peers. Should I join?
3. Uncertainty: How do I know where this company is headed?
As a startup, Kern firmly believes that the only way to convince people is to let people see the bigger picture for themselves.
Create excitement for the team: Kern constantly challenges its team to push themselves. Within two weeks, we put employees on live projects. They get to handle client communications and may even become a project manager within six months. Kern’s outstanding performer was independently handling two projects in six months and had seen her salary jump 260% in less than a year.
Continuously share knowledge: Kern invests Saturday mornings for knowledge sharing within the team. One employee takes a session on a topic of interest for the team. Kern encourages employees to share interesting information and knowledge with the rest of the team through emails and a newsletter is on its way.
Look at the bigger picture: Kern encourages the team to constantly look at the bigger picture by sharing our vision, mission and keeping the team updated on the various projects. Open communication by management is critical.
And what do we look for in our team members?
Desire to prove self: Kern looks for members who are passionate about proving their capabilities and making themselves indispensable to the company. They say: Forget the pay, show us the work and let us deliver. Our fervent belief: A person who works for the sheer pleasure of working is bound to rise high and earn much more in the long run than a person who works for money alone.
Belief in the company vision and management: We are a company who are convinced about making a change in the eLearning space and we look for creative, likeminded individuals who are passionate about learning and having fun.
So do you have it in you?
If yes, feel free to join the Kern team by mailing your resume to careers@kern-comm.com. Visit www.kern-comm.com for more information.
Tuesday, December 06, 2005
What Does It Take to Succeed
A thought that strikes me often is: What is it that distinguishes winners from losers, what does it take to succeed with a start-up company. We have many examples around us of start-ups that clicked and those that did not. Though there are a lot of variables at play in each of these cases, a few things that go to make the difference are:
Passion: Nothing can beat passion in making things happen. There are two ways to approach any challenge: One is to say that it is very difficult and give reasons on why it is so, this typically happens when the passion is missing. The other is to be so passionate that everything seems possible.
Management team and their dynamics: The management team makes a world of difference. The direction, vision, urgency, attitude displayed by the management team is what ultimately drives the company and its people to drive and excel.
Working Smart: There are two ways of working: The Slog approach and the Smart approach. The Slog approach involves longer hours, lower productivity, and higher stress. The Smart approach involves skill based work allocation, driving measures to improve efficiency across the organization and avoiding duplication of efforts (More on this in my next posting). The advantage of the Smart approach is a workforce that is motivated, more efficient, and relaxed. Basically make process improvements a company wide practice.
Investments: Another important factor is to have the vision to make investments in resources in people, infrastructure, and machinery when the time is right. You expect growth 2 months from now, from some new emerging markets/government policy change, Act Now.
Am sure each one of you will have your own thoughts on the key drivers to succeed in a start-up and would love to hear your views.
A thought that strikes me often is: What is it that distinguishes winners from losers, what does it take to succeed with a start-up company. We have many examples around us of start-ups that clicked and those that did not. Though there are a lot of variables at play in each of these cases, a few things that go to make the difference are:
Passion: Nothing can beat passion in making things happen. There are two ways to approach any challenge: One is to say that it is very difficult and give reasons on why it is so, this typically happens when the passion is missing. The other is to be so passionate that everything seems possible.
Management team and their dynamics: The management team makes a world of difference. The direction, vision, urgency, attitude displayed by the management team is what ultimately drives the company and its people to drive and excel.
Working Smart: There are two ways of working: The Slog approach and the Smart approach. The Slog approach involves longer hours, lower productivity, and higher stress. The Smart approach involves skill based work allocation, driving measures to improve efficiency across the organization and avoiding duplication of efforts (More on this in my next posting). The advantage of the Smart approach is a workforce that is motivated, more efficient, and relaxed. Basically make process improvements a company wide practice.
Investments: Another important factor is to have the vision to make investments in resources in people, infrastructure, and machinery when the time is right. You expect growth 2 months from now, from some new emerging markets/government policy change, Act Now.
Am sure each one of you will have your own thoughts on the key drivers to succeed in a start-up and would love to hear your views.
Thursday, July 21, 2005
Start-Ups: When to seek venture capital funding if at all
There are two distinct schools of thoughts, one that believes that venture capital funding is a must for service industries to reach the next stage of growth and the other that believes venture capital funding is not required. I must confess, I belong to the second school of thought.
So what are the key drivers that lead an organization to seek VC funding? Some of them are:
1. To meet a requirement of additional funds for expansion purposes
2. To use the expertise of the venture capitalists
3. To use the business connections of the venture capitalists
So are these compelling reasons for VC funding?
A service industry with the right control and operating practices can operate at profit margins ranging from 50-70%. Careful and planned investments of these profits can help drive most of the expansion requirements. And all this can be achieved without diluting the equity of the founders. The expertise of the venture capitalists are valuable inputs, but their involvement needs to be evaluated from the following perspectives – active or passive role, any competing companies in their portfolio, their contacts for marketing and their experience in similar service industries.
But the process of seeking VC funding is an exercise that I believe should be undertaken by all companies even though the ultimate objective might not be VC funding. The key steps in this exercise are:
- Prepare the business plan that includes a executive summary, company overview, management and ownership, products and services, market analysis, funds requirements, marketing plans, pricing, competition, operations and five-year projections.
- Prepare the financial forecasts.
- Include some industry experts on board
This exercise provides direction, gives confidence to stakeholders and helps meet and devise aggressive marketing plans.
So can we conclude that companies should never seek VC funding? No, as these will be dictated by business, industry and market factors. But it is important to realize that VC funding is not the end-all of business. You should be clear on the reasons for seeking VC funding and the value-additions to the business from this funding before deciding on VC funding.
Awaiting some views on this, definitely from VCs and companies who have gone through VC funding process.
There are two distinct schools of thoughts, one that believes that venture capital funding is a must for service industries to reach the next stage of growth and the other that believes venture capital funding is not required. I must confess, I belong to the second school of thought.
So what are the key drivers that lead an organization to seek VC funding? Some of them are:
1. To meet a requirement of additional funds for expansion purposes
2. To use the expertise of the venture capitalists
3. To use the business connections of the venture capitalists
So are these compelling reasons for VC funding?
A service industry with the right control and operating practices can operate at profit margins ranging from 50-70%. Careful and planned investments of these profits can help drive most of the expansion requirements. And all this can be achieved without diluting the equity of the founders. The expertise of the venture capitalists are valuable inputs, but their involvement needs to be evaluated from the following perspectives – active or passive role, any competing companies in their portfolio, their contacts for marketing and their experience in similar service industries.
But the process of seeking VC funding is an exercise that I believe should be undertaken by all companies even though the ultimate objective might not be VC funding. The key steps in this exercise are:
- Prepare the business plan that includes a executive summary, company overview, management and ownership, products and services, market analysis, funds requirements, marketing plans, pricing, competition, operations and five-year projections.
- Prepare the financial forecasts.
- Include some industry experts on board
This exercise provides direction, gives confidence to stakeholders and helps meet and devise aggressive marketing plans.
So can we conclude that companies should never seek VC funding? No, as these will be dictated by business, industry and market factors. But it is important to realize that VC funding is not the end-all of business. You should be clear on the reasons for seeking VC funding and the value-additions to the business from this funding before deciding on VC funding.
Awaiting some views on this, definitely from VCs and companies who have gone through VC funding process.
Sunday, July 03, 2005
2004 has been a memorable year for me, the birth of Kern Communications Pvt Ltd. It is now more than a year since I joined hands with two of my close pals with the vision of creating a leading learning services and usability services company. Over this period, we have struggled, grown, learned and enjoyed every bit of it. It has been a tremendous learning experience, experienced more so by my colleagues, co-founders and friends, Ripul and Geeta who have been in the thick of things at all times what with setting up an office, expanding, building a team (have to mention this, our team today includes a bunch of really talented and enthusiastic people, a special mention of the first threesome on board - Anu, Sowndarya and Deepa).
So what is it like to manage a start-up? When is the best time to start? How to start? I am sure these are queries that strike each of us when we think of starting a new venture. That’s when the thought stuck - Let me share my experiences. So keep visiting this page as I share my thoughts, views and experiences on – What triggered off this decision, what is it like to manage a start-up, useful strategies and lots more over the coming months. Stay tuned.
So what is it like to manage a start-up? When is the best time to start? How to start? I am sure these are queries that strike each of us when we think of starting a new venture. That’s when the thought stuck - Let me share my experiences. So keep visiting this page as I share my thoughts, views and experiences on – What triggered off this decision, what is it like to manage a start-up, useful strategies and lots more over the coming months. Stay tuned.
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