నోట్ల రద్దు – ఒక సామాన్యుడి ప్రతిస్పందన :)

money_black_ds1478755735నల్ల ధనము వెలికితీత అంటే ఎక్కడో వున్న దానిని వెలికితీసి దాన్ని వైట్ చేయటము; అసలు నల్ల ధనము అంటే ఏమిటి? చలామణీలో లేని టాక్స్ కట్టని డబ్బు; నోట్ల రద్దు వళ్ళ చలామణీలో లేని డబ్బు చాల వచ్చి బ్యాంకు లలో చేరింది;’ అల చేసేలా పరిస్థితులు వచ్చాయి; నీ దగ్గర వున్న నోట్ చెల్లదు అంటే అందరు భయ పడి వచ్చి బ్యాంకు లో వేసారు; యా లెక్క ఇప్పుడు RBI ప్రభుత్వము వద్ద వుంది; దాదాపు లక్ష మంది వారు అంతకు ముంది కట్టిన టాక్స్ కి వాళ్ళు చేసిన డిపాజిట్ ల మద్య చాల తేడా వుంది వచ్చి ఎక్స్ప్లెయిన్ చేయండి అని నోటీసు లు అందుకున్నారు; వాళ్ళు వెళ్లి వాళ్ళు చేసిన డిపాజిట్ కి టాక్స్ ఎందుకు క్జట్టలేదు, అసలు టాక్స్ కట్తల వద్ద అనేది లెక్క చెప్పాలి; అంతకు ముందు ఎక్కడెక్కడో దాచిన డబ్బు తెచ్చి బ్యాంకు లలో డిపాజిట్ చేసిన 2.5 లక్షల దొంగ కంపెనీలను ఆల్రెడీ కనిపెట్టి వారి ఎకౌంటు లను రద్దు చేసి ఆ డబ్బు ప్రభుత్వము స్వాధీనము చేసుకుంది; ఇదొక ప్రాసెస్, ఒక రోజులో అవదు ఒక ఏడాదిలో అవదు;

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నిజమే నోట్ల రద్దు టైం లో కొంత మంది వేరే మార్గాల ద్వార నోట్ లు మార్చుకున్నారు బినామి ఆస్తులు, బంగారం కొన్నారు; రేపొద్దున బినామీ ప్రాపర్టీ ఆక్ట్ తెచ్చి ప్రతి ప్రాపర్టీ కి అదార్ లింక్ చేయండి, తద్వార మీ టాక్స్ ప్రొఫైల్ కనుక్కొని మీరు నిజముగా ఆ ఇల్లు సక్రమము గానే సంపాదించారా లేదా దానికి టాక్స్ కట్టరా లేదా అనే స్క్రూటినీ మొదలవుతుంది. బంగారము మీద కూడా; కస్టపడి కొనుక్కొని కరెక్ట్ లెక్కల ద్వార టాక్స్ కట్టి కొనుకున్న వాటికి వాడికి ఈ రోజు భయము లేదు;’ దొంగ సోమ్ముకే దొంగ సొమ్ము వున్న వారికే ఈ భయము అంత 🙂 ఆయన్ని తెచ్చి కుర్చోపెట్టింది అందుకేగా? చేస్తా చేయి అని కుర్చోపెట్టారు, చేస్తా అంటే మల్లి భయమెందుకు?

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భారత దేశములో చాల మంది నల్ల ధనము వెలికి తీస్తము అంటే నల్లధనము వున్నోరికి చొక్కా పట్టుకొని జైలు లో పడేస్తారు అనుకున్నారు; అల చేయాలంటే మన దేశములోనే జైలు లు సరిపోవు; నల్ల ధనము వెలికితీత అంటే టాక్స్ కట్టని disclose చేయని ధనము ప్రాపర్టీ గోల్డ్ కి ముక్కు పిండి టాక్స్ వసులు చేయటము ; 🙂 మల్లి అల జరగడ్డు అని వార్నింగ్ ఇవ్వటము, మల్లి చేస్తే మల్లి అదే చర్య; 🙂 అదొక ప్రాసెస్.   ఎన్ని సార్లు నోట్ల కట్టలు ఇంట్లో పెట్టుకుంటారు? 😀 మల్లి ఎప్పుడో “మిత్రో” అని తప్పదు మల్లి 😀

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The Managing Leader vs the Coaching Leader!

Blog-Managing_vs_Coaching_63315415In Hindu mythology there are two great epics. One is called Ramayan and other is called Mahabharata. The centre story of both these books is around victory of good on evil. In one story Lord Ram leads his army to defeat Ravana in his land, While in the second Lord Krishna oversees Pandavas defeat Kauravas in the battle at Kurushektra.

In Ramayan, Lord Ram is the best yodhaa of his side. He leads his army from the front. Strategizes & directs different people to do things which will meet the objectives. His people are happy to follow orders & want to get all the appreciation for being the best executors. Lord Ram set direction & also tells people what to do during difficult times. Ultimately they won the war & the final outcome was achieved.

On the other hand Lord Krishna told Arjuna, I won’t fight the battle. I won’t pick up any weapon; I would only be there on ur chariot as a charioteer. And he did what he said. He never picked up the weapon & he never fought. Still, Pandavas won the war & final outcome was achieved.

ramkrishnaSo, what was different? It was their managerial style & it was also the type of people who were being lead.

Lord Ram was leading an army of ‘MONKEYS’ who were not skilled fighters & they were looking for direction. While on other hand,

Lord Krishna was leading Arjuna who was one of the best archer of his time. While Lord Ram’s role was to show it & lead from the front. Krishna played the role of a coach whose job was to remove cobwebs from his protégée’s mind. Krishna couldn’t teach Arjuna archery but he could definitely help him see things from a very different perspective.

Here are some of the basic differences in two styles:
Lord Ram : A skilled warrior, lead monkeys, was emotional, gave precise roles & instructions, motivated the army to fight for his cause

Lord Krishna : works with best the professionals, provides strategic clarity, allows team members to take lead, fights for the cause of the team, did not depict his true emotions

Motive:

  1. Look at ur team/family & reflect what type of leader/parent u are, One who keeps answering/solving problems for people/kids Or Who asks relevant questions from their people/kids so that they can find their own solution.
  2. Are u someone who tells/directs all the time Or Someone who clarifies doubts & allows their people/kids to find their own ways.
  3. Are u someone who has monkeys in the team & the way u deal with it Or u have the brightest experts in their area getting stuck with issues?
  4. Younger generation doesn’t want you to tell or show how things are done, they want to know the meaning of their task and how it makes a difference in this world.
  5. They are Arjuna’s who don’t necessarily seek more skill/knowledge but they need someone to clarify the cobwebs in their mind, if u still apply Lord Ram’s style on them, u are bound to fail as a manager.
  6. On the other hand if there are people who aren’t skilled enough but rely on ur expertise to sail u through Lord Ram’s style is appropriate.

Isn’t it good for us to reflect & think what managerial style will bring the best result for u and ur team/family ? Is it Lord Ram or Lord Krishna?

The Managing Leader vs the Coaching Leader? 🙂

Agile Fatigue

In long running Agile projects there are observations that the productivity of the team(s) come down as they burnout. In the (bad) old waterfall days projects had ramp up and ramp down time which gave developers and team members some breathers but in the (good) new Agile days its sprint after sprint relentless teams hardly get time to catch a breath.

Agile Fatigue is more worse when you work with not so matured product owners, product management teams who thinks development teams as run machines and expect them to deliver sprints day in, day out without a break.

Some of the symptoms of Agile Fatigue includes user stories that drag from sprint to sprint, user stories that are too big or broken down inappropriately, lack of or improper use of epics, and QA/Test organizations falling behind because they are handed too much functionality all at once. Don’t let the team con you into waiting ‘until the next big function’ because it’s ‘too much trouble/delay/work’ to fix the problem immediately.

To help the teams overcome Agile fatigue , some of the industry practiced best practices are

  1. Ensuring the backlog is “just good enough” : Don’t waste time perfecting a list of product features or tasks that, by the nature of agile, is going to change over time. Start with an imperfect and still well defined backlog and transparent communication to keep anxiety and fatigue from building and know that the grooming and retrospectives will mature the backlog quickly and continue over time.
  2. Learning & Innovation Sprint: Make every 5th or 7th sprint lean and learn and innovate, in the sprint the team took fewer story points and committed to learning a new technology/trick , this kept the teams ticking.
  3. Plan hardening sprints : Give tech debt ownership to development teams and ensure we had planned hardening sprints where the team took care of upgrading frameworks/libraries, clearing technology backlog, refactoring quick and dirty hacks , fixing defects, fixing performance issues that piled up over a period etc.  This often gave the team a sense of technical ownership.
  4. Encourage and make Automation part of Sprints: Identify repetitive manual tasks as part of retrospectives and add stories to automate them. This keeps the Enthusiasm moving across the teams.
  5. Team Building/Reset Day – A fun day where the team creates working agreements/charters, builds trust and has fun. It is essential all teams do this as setting expectations when times are good will see you through the times when they are not.  Money in the bank so to speak.
  6. Sprint Retrospective Action items Folow UPs: Over a period, sprint teams gets bored and lose interest as they feel there are no takers to the action items discussed in the Sprint Retrospective meetings. Especially for long running sprint teams , this is more evident. Teams actually improve more often and quicker due to heightened transparency on Retro action items. Having the support from the Product Owner, Business Owners is very important, because it gives a clear sign that whatever the team agrees to improve upon is really important and should be solved!.

A more Optimistic CAN-DO Attitude without understanding the reality is more dangerous than a more practically approached attitude understanding and balancing the reality and yields more results 🙂

5 Biggest challenges of Startups

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1) Patience, perseverance, Passion: Like any success story, Startup Success story comes with lot of ups and downs. Most businesses that ultimately succeed are the ones where the entrepreneurs had the grit, determination, patience and perseverance to succeed. Learning from their own mistakes and Preserving with patience is the key to success. All businesses go through ups and downs, and almost all businesses and teams will have a number of challenging times. this is where the term Passion is very important, if founders doesn’t have passion to succeed, the Entrepreneurship becomes just a routine work which may not give instant success.

2)  Understand Limitations and Learn to say No : The most important word an entrepreneur needs to learn No ! Entrepreneurs are usually very confident and optimistic. Because they are willing to take on the world, they usually end up trying to do too many things at one time. This often leads to disaster, as they over-stretch themselves, and run out of money before being able to accomplish anything. Yes, it’s fine to dream big, but you need to focus on doing just one thing well at one time. You can grow over time, but don’t end up choking because you bit off more than you can chew!

3) When to raise funds? Start-Up companies need to learn when to be self-funded and when you go for much bigger investment. Many founders are obsessed about raising as much money as possible all at once because well, if you do raise a big war chest, then that’s one less problem you need to worry about. However, with a large amount of money come several potential problems. With more money usually come more investment terms and more due diligence. It is probably a fair statement to say that the more money involved, the more control provisions an investor will want as well as more diligence to make sure that their money isn’t going to be misused.

Best thing  is raise as much as you can but understanding your monthly cash burn and map out your company’s important timelines and the cash you will realistically require to achieve them. Then have an engaging conversation with your potential investors as to how much they think you need based on their experience. As a rule of thumb, try and raise enough money so that you have time to go fund raising after you’ve accomplished your next key milestone(s).

4) Process Awareness: Most of the times, Start Ups thinks a process is not required for a startup because they think we are startup; there may be a debate how much process is required for a startup company, there should be enough processes defined at every stage. They just need to balance process with innovation. Companies that insist on building a world-class infrastructure before shipping a product are doomed to “achieve failure,” because they’re starved of feedback for too long. On the other hand, companies that take a “just do it” attitude without any process at all are also taking a major gamble.

Finding the right balance requires an understanding of the fundamental feedback loop that powers all startups. It begins with an idea, which is translated into a product via the “build stage.”  Once the product evolves, you need a strong process. Adapting a process to this ever-changing reality requires a commitment to continuous improvement and incremental investment, Process can never be an overhead, more over it helps the people, companies to transform at the right time in the right way

5) Find a mentor, have a business plan in Place: Most starts ups starts with one or two co-founders who thinks they are experts in their own area where they are coming with a product; but sometimes what you think may not be right for the market or there might be various other work flows you may not be aware of; One way to set your startup off on the right path is to write a good business plan.  Do a right market research, what market needs may not be what exactly you have in mind, so find a mentor and have a perfect business plan in place. Using this market research, create your plan of attack and decide what you want to accomplish with your new business. Determine goals and milestones, and what steps you need to make it to those milestones. Its easy to carry away by thinking what I have in mind is what the market needs and if you don’t take market feedback as early as possible into the product development, its becomes too difficult to realize the plan needs some changes which can introduce more challenges like the money will get exhausted, the business plans need considerable changes thus introduced too many challenges, risks into the cycle which sometimes becomes the first and foremost failure for a startup idea.

Even with the combined expertise of you and your co-founder, a mentor can provide deep industry insight and wisdom to help you navigate some of the challenges that come your way.

PMO?

p_03_1PMO office is a committee of project managers and senior management that defines and maintains standards for project management within the organization.

PMO generally will become the source for guidance, documentation, and metrics related to the practices involved in managing and implementing projects within the organization.

Set Project Management standards:– The PMO builds up a common set of practices, principles and templates for managing projects. So that the project managers can switch more easily between different projects and new project managers get up to speed faster.

Ensure project management standards are followed:– While the PMO sets project management standards, it also must ensure they are followed by performing regular assessments of projects.

Assistance to Project Managers:– The PMO assists the project managers who need expert judgment in cost and duration estimations, risk identification, changes evaluation as well as defining metrics for the project. PMO extends their assistance whenever there is a critical issue in Project.

Projects status for management review:– The PMO will track the status of all projects in the organization based on updates from the project managers. PMO will consolidate the project’s status and send updates to management review using project dashboards which provide a clear way to keep track of the status of projects.

Guidance new project managers:– Most PMO’s develop into a center of excellence for project management and can provide guidance and coaching to novice project managers or new project managers who need to understand how the organization runs projects.

 

7 – traits which makes mangers successful managers to make highly productive teams

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People don’t leave company but they leave their managers. That is why it is very important to understand the chemistry between manager and team members.

We must understand why some managers are able to execute projects after projects without much difficulty while some managers struggle to even execute a simple project.

Successful managers have certain traits which makes them popular and results in highly productive teams.
Here are some of those traits:

1. Make well defined goals for team members – You can not hit a target unless you see it. That’s why top performing managers have well written goals for the whole team. They identify the most important goals required for the project execution and align their teams.

2. Set clear priorities – Good managers are able to set clear priorities for the team and individual members. They help identify most important tasks for them which keeps team focused.

3. Create reasonable Timelines and Expectations – Managers who can understand the strength and weakness of its team, sets reasonable timelines and expectations for its members. Their expectations are based on facts and capabilities of its team. Remember there are no unreasonable goals but unreasonable timelines.

4. Demarcate of responsibilities – Good managers do not micromanage and have clear roles and responsibilities defined for its team members. They do not want to get involved in each and every decision. They delegate the power.

5. Trust Team– Trusting the team comes naturally to top performing managers. They believe in their team and their capabilities. They like to give them a problem and then get out of their way. They let them solve problem. Having said that, they are always eager to help them whenever required.

6. Value time – Time is money. That’s why they are always focused on keeping meetings on time with right agenda. They do not keep people waiting unnecessarily. If required they inform them well in advanced. They plan things meticulously so that team does not have to spend more than required time in office or weekends.

7. Have Empathy – Managers or team members, are all human beings. That’s why best managers have empathy deeply ingrained in their blood, which sets them apart from all others. They understand emotional needs of their team members. Empathy is one of the most important element for being a top manager.

These seven traits are not exhaustive but are one of few most important qualities every successful managers should embraced for success.

Global Team Leading

imagesLeaders who are willing to adjust their style, expectations, and timelines are far more successful than those who expect others to adapt.. They harness the strengths of the team’s background, experiences, cultures, and traditions within the context of what will work in each situation and each market across the globe.

How is leading people globally different from leading people locally?

  1. You are leading a more diversified population with varied backgrounds that provide a totally different environment and completely different challenges than leading domestically.
  2. Scope and complexity complicates communications and relationships and this requires more interpersonal and intercultural sensitivity.
  3. Emotional intelligence looks a little different in each culture. Observation and cultural clues requires one to vary his/her style and lead people appropriately.
  4. Labor laws are different from one country to the next. One must be very careful to ask the right questions.
  5. Local, regional and global business teams require sensitivity to diverse cultures. People from one place may view things differently than those from another.
  6. It’s much harder to create a collaborative multicultural team than one that is more culturally homogeneous. Within a single country you have a familiar cultures and a single language. Culture, language, and people differences are challenging.

As we integrate teams around the world, knowing these key differences is the starting point to developing the skills and behaviours necessary to be a successful global leader.