51 | B W BUSINESSWORLD | 18 May 2024 the country by fostering the right talent and skill development and forging strategic partnerships with other entities. We are working with vendor partners in the Indian industry to develop various subsystem competencies of global level here. Can you provide insights into ideaForge’s performance observed in the recently announced Q3 results? In our last announced quarter (Q3) results of FY24, ideaForge achieved a net profit of Rs 14.8 crore, driven by a strong improvement in operating performance. Our earnings before interest, tax, depreciation, and amortisation (EBITDA) reached Rs 26.19 crore. Over the past three fiscal years, ideaForge has transitioned into profitability, reporting profits after tax of Rs 44.01 crore and Rs 31.99 crore in FY22 and FY23, respectively. ideaForge saw revenues from operations of Rs 159.44 crore in FY22, which increased to Rs186.01 crore in FY23. However, in terms of funding, the company has raised a total funding of approximately Rs 525 crore so far. Could you please provide an overview of ideaForge’s product portfolio? With over 420,000 flights completed by our customers, our UAVs have consistently demonstrated reliability and efficiency across a spectrum of scenarHow has the drone industry evolved over the past few years, and what role has ideaForge played in this evolution? The drone industry has undergone significant evolution in recent years, witnessing widespread adoption across diverse sectors such as surveillance, agriculture, healthcare, and e-commerce. In this dynamic landscape, we have emerged as a key player, contributing to the industry’s growth and innovation in India along with having the largest operational deployment of Unmanned Aerial Vehicles (UAVs) across the country. As a vertically integrated company, ideaForge has built a reputation as a trusted partner for various government and private entities, including the Indian Army, Navy, Air Force, Railways, and more. Our UAVs are renowned for their industry-leading specifications and capabilities, placing us among the forefront of design and technology in the UAV market. Additionally, we have been selected as one of the pioneering companies for survey-grade mapping initiatives such as the Survey of Villages Abadi and Mapping with Improvised Technology Village Areas (SVAMITVA) by Survey of India (SOI). What are some of the significant challenges faced by the drone tech industry in India, and how is ideaForge addressing these challenges? Regulatory hurdles and compliance issues are among the foremost concerns, with the government imposing strict rules and regulations for drone operations, including obtaining licenses, permits, and clearances, which can be time-consuming and costly. Cybersecurity and privacy risks pose additional challenges, as drones are vulnerable to hacking, jamming, spoofing, and other cyberattacks, compromising data and safety. Moreover, drones can also threaten the privacy and security of individuals and organisations if used for unauthorised or malicious purposes. Another challenge is the lack of infrastructure and skilled manpower, requiring adequate testing facilities, drone ports, and trained drone pilots, engineers, and technicians to support sector growth.At ideaForge, we collaborate closely with industry bodies to streamline regulatory issues and prioritise building for security and reliability as fundamental aspects of our products, ensuring security and reliability assurance for our clients. We are also actively contributing to the development of a thriving drone ecosystem in “WE HOLD 66 PATENTS GLOBALLY, 32 HAVE ALREADY BEEN GRANTED”
52 | B W BUSINESSWORLD | 18 May 2024 IN CONVERSATION “Engineered for performance, reliability, and autonomy, our Unmanned Aerial Vehicles meet diverse industry needs” ios. Deployed in critical areas such as anti-terror operations, border security, coastal surveillance, and crime control, our drones serve defense forces and law enforcement agencies by conducting surveillance operations and bolstering national security. Additionally, they play crucial roles in disaster management, emergency response, wildlife conservation, and traffic monitoring, offering versatile solutions. Beyond traditional applications, ideaForge’s product range extends to land surveying, mining area planning, volumetric estimation, oil and gas operations, railway inspection, construction, real estate, and corridor mapping. Engineered for performance, reliability, and autonomy, our UAVs meet diverse industry needs. Our lineup includes specialised UAVs like RYNO, NINJA, Q4i, Q6, NETRA V4 PRO and SWITCH, each designed for specific applications with advanced features and payloads. Complemented by our Ground Control Stations (GCS), equipped with features like Moving Target Indicator and Geo-Tagging. Beyond the UAVs and GCS software, we have proprietary solutions such as BlueFire Live!, which enables encrypted live streaming of the UAV video feed and also allows payload control from a remote command location. Can you elaborate on ideaForge’s emphasis on patents and intellectual property, and how does this contribute to the company’s position as an industry leader? Our focus on patents and intellectual property has been instrumental in establishing confidence in our products and systems. We prioritise building world-class products, with innovation centered around performance, autonomy, and reliability. This emphasis ensures that we develop robust intellectual property, granting us autonomy and freedom in technology utilisation without external dependence. Presently, we hold an impressive portfolio of 66 patents globally, 32 of which have already been granted. Our commitment to innovation is evident in our recent acquisition of seven new patents, showcasing our dedication to pushing the boundaries of technological advancement. These patents cover various aspects of UAV technology, highlighting advancements in drone control, rotor design, flight stability, and precision. Could you provide insights into the R&D capabilities? Our R&D capabilities serve as a cornerstone of our brand’s competitiveness and innovation. Over the past three years, we have achieved significant milestones in R&D, reflecting our commitment to pushing the boundaries of drone technology. We are expanding both in breadth and depth of various domains critical to UAVs. Our motivation remains to achieve Global First or Global Best in core areas of UAV technologies. Notably, our efforts have been recognised through the acquisition of several patents for our indigenous drone development and production. Based on the capability today, ideaForge has been delivering differentiated products with competitive performance parameters at the global level in broad areas of performance, reliability and autonomy. What are your future plans? On the development front, we have advanced to the prototyping stage for many of our technology and product initiatives. To unlock the full potential of drone technology, we are conceptualising India’s first drone innovation platform. This platform aims to create a collaborative ecosystem within the country, with ideaForge drone platforms and control software at its core, ensuring performance, reliability, safety and autonomy in the field. Additionally, industry players will have the opportunity to integrate innovative payloads and leverage our application marketplace to provide software solutions, ultimately delivering automated outcomes to end-users. This approach, coupled with the servitisation of drone technology, will increase the availability of drone solutions and provide flexibility to end customers, thereby accelerating industry growth. We are also committed to expanding our business and software revenue through ‘as-a-service’ offerings like Drone-as-a-Service (DaaS), enhancing our value proposition for customers. Additionally, we are exploring strategic investment and acquisition opportunities to strengthen our market position and foster innovation. [email protected]; @Ashish_BW
54 | B W BUSINESSWORLD | 18 May 2024 WEISA OPENING ESSAY While growing a business, women entrepreneurs often face roadblocks, with networking with the right industry people being a major pain point. Recognising this challenge, BW Disrupt, an observer in the ecosystem, in association with BW Businessworld, organised the Women Entrepreneurs Intrapreneurs Summit and Awards 2024. The Initiative To honour the journey of women entrepreneurs who have established successful enterprises, WEISA 2024 provided a platform for women entrepreneurs to grow with like-minded people in the industry. The sixth edition of WEISA aimed to celebrate women leaders making strides across various industries. This year, BW presented awards in 14 categories: Women Entrepreneur/ Intrapreneur, CEO of the Year, Creative Women Entrepreneur/Intrapreneur, and so on. The Process Nominations received for BW Disrupt WEISA were put through a multi-tier screening and shortlisting procedure. Over 150 entries were received, which were shortlisted to 55 entries after the first screening round. Subsequently, after the second level of deliberation, the top 31 entries were shortlisted based on scores received from jury members. The Jury The esteemed jury panel included Priyanka Gill, Group CEO, Good Glam Group; Sushma Kaushik, Founding Partner, 108 Capital; Rema Subramanian, Cofounder and Managing Partner, Ankur Capital Fund; Kamini Saraf, MD & Owner, Angasutra & Fashion Yatra; Roshini Bakshi, Managing Director, Private Equity & Head of Impact, Everstone Capital; Bala C Deshpande, Founding Partner, MegaDelta Capital; Lavanya Ashok, Partner, Trifecta Capital; Chirag Shah, Senior Vice President, Fund Raising, Investment & Strategy, Blacksoil Group; Utpal Doshi, Partner, CVC; Sukriti Gupta, Co-founder, Sipping Thoughts; Annurag Batra, Chairman and Editor-in-Chief, BW Businessworld & Founder, exchange4Media, Noor Fathima Warsia, Group Editorial Director, BW Businessworld and Jyotsna Sharma, Senior Associate Editor, BW Businessworld. Women Entrepreneurs Succeeding Unconventionally, Unconditionally Photograph by Naval Kishor 54 | B W BUSINESSWORLD | 18 May 2024 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
18 May 2024 | B W BUSINESSWORLD | 55 WEISA OPENING ESSAY S No. Category Winner Designation Company 1 Agri woman entrepreneur of the year Aastha Singh Founder and CEO Gramshree Agri Services 2 Creative woman entrepreneur of the year Ritika Sahni CEO Pom Pom Events 3 Creative woman entrepreneur of the year Neha K Bisht Founder and CEO Blue Buzz 4 Education and education tech woman entrepreneur of the year Radhika Shrivastava President and CEO Fortune Institute of International Business (FIIB) 5 Fashion and lifestyle woman entrepreneur of the year Sharmila Thanki Founder Tip & Toe nails lash brow salon 6 Foodtech woman entrepreneur of the year Roma Roy Choudhury Founder and COO Evolved Foods 7 Health, wellness and healthtech woman entrepreneur of the year Arushi Verma Co-founder FITPASS 8 Real estate intrapreneur of the year Renu Singh Director - Sales and Marketing Aarize Group 9 Social woman entrepreneur of the year Prachi Kaushik Founder and Director Vyomini Social Enterprise 10 Startup woman entrepreneur of the year Niharika Jalan Founder and Chief Growth Officer Indicold 11 Startup woman entrepreneur of the year Rashi Agarwal Co-founder and CBO Zypp Electric 12 Technology woman entrepreneur of the year Meena Kapoor Founder and CEO Astroyogi 13 Travel and hospitality woman intrapreneur of the year Sonica Malhotra Kandhari Joint Managing Director MBD Group (Hotels and Retail) 14 Woman entrepreneur of the year Aakanksha Bhargava CEO PM Relocations 15 Agri woman entrepreneur of the year Rithika Agnishwar Co-founder and Chief Information Officer Garuda Aerospace 16 CEO of the year Vishakha RM MD and CEO IndiaFirst Life Insurance 17 CEO of the year Uttsah Sharma CEO Qniverse 18 Creative woman entrepreneur of the year Priyanka Jain Co-founder Snow World Entertainment 19 Education and education tech woman entrepreneur of the year Ramya Venkataraman Founder and CEO CENTA 20 Fintech woman intrapreneur of the year Santosh Agarwal CBO, Life Insurance Policybazaar 21 Technology woman entrepreneur of the year Jayshri Patil Co-founder and Head of Embedded Systems Intangles Lab 22 Travel and hospitality woman intrapreneur of the year Panchali Mahendra President Atelier House Hospitality 23 Woman entrepreneur of the year Priyanka Salot Co-founder The Sleep Company 24 Women in marketing Akshaara Lalwani Founder and CEO Communicate India 25 Young woman entrepreneur of the year (Below 30) Aishwarya Jhawar Founder Ektara 26 Health, wellness and healthtech woman entrepreneur of the year Shavita Bhatti Co-founder GrowthPlug 27 Fintech woman entrepreneur of the year Sonali Jindal Founder and Chief Operating Officer RING 28 Young woman entrepreneur of the year (Below 30) Akanksha Vishnoi Co-founder Yesmadam 29 Women in marketing Joyeeta Ghosal Director, Marketing GoKwik 30 Real estate intrapreneur of the year Amrita Gupta Director of Manglam Group and Founder President of CREDAI Rajasthan Woman’s Wing Manglam Builders 31 Fashion and lifestyle woman entrepreneur of the year Udita Bansal Founder trueBrowns THE WINNERS 18 May 2024 | B W BUSINESSWORLD | 55 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
56 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PROFILES For more than 15 years, PM Relocations (PMR), led by CEO Aakanksha Bhargava, has been a pioneer in the global relocation industry. Through careful planning and brave choices, PMR has transformed traditional standards and established new levels of quality. Expanding its global footprint, PMR has grown over 3,000 per cent, becoming a key player in international relocation. Despite challenges posed by the pandemic and geopolitical uncertainties, PMR achieved over 130 per cent growth in the last two years alone. PMR’s commitment to social WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024 Aastha Singh has been felicitated with the Agri Woman Entrepreneur of the Year award at the Women Entrepreneur Intrapreneurs Summit and Awards 2024. As the founder and CEO of Gramshree Agri Services, she embodies resilience, innovation and leadership in the agricultural sector. Her visionary approach has propelled Gramshree Kisan to become an emerging leader in the industry. Singh’s dedication to empowering women in agriculture is evident in her initiatives, which provide opportunities for women to excel in various facets of farming. Under her guidance, Gramshree Kisan has not only fostered gender equality but has also contributed to the broader goal of diversity and inclusion in agricultue. With a keen focus on environmental stewardship, she has implemented eco-friendly farming techniques, emphasising resource conservation and biodiversity preservation. Her commitment to sustainable agribusiness practices has set a commendable example for the industry. Singh’s entrepreneurial journey is marked by overcoming challenges with resilience and adaptability. Through her leadership, Gramshree Agri Services has achieved remarkable growth and made a positive impact on rural communities. responsibility is evident through its initiatives benefiting underprivileged communities. Notably, as the only women-led MSME in its segment, PMR promotes diversity and inclusivity with a 25 per cent female task force. Through innovation and diversification, PMR simplifies relocation experiences while exploring new markets. The CEO’s entrepreneurial journey emphasises the importance of investing in people and maintaining a vision that inspires collective progress. Bhargava says, “In a labour-intensive sector, PMR embraces diversity with a 15 per cent women taskforce, fostering an inclusive work environment. The essence of our organisational DNA underscores my dedication to inspiring positive transformation within the company.” As PMR growth story underscores resilience, adaptability and a relentless pursuit of excellence, cementing its position as a leader in the global relocation arena. INCLUSION THROUGH AGRIPRENEURSHIP AASTHA SINGH CEO, Gramshree Agri Services DOUBLING DOWN ON STANDARDS AAKANKSHA BHARGAVA, CEO, PM Relocations 56 | B W BUSINESSWORLD | 18 May 2024
18 May 2024 | B W BUSINESSWORLD | 57 WEISA WINNERS PROFILES REWIRING ENTREPRENEURSHIP Akanksha Vishnoi, the visionary co-founder of YesMadam, has carved a niche for herself with her leadership skills and ideas. Her journey from a small startup to a nationwide phenomenon was nothing short of remarkable. Recognised as the Young Woman Entrepreneur of the Year at the Women Entrepreneur and Intrapreneurs Summit and Awards 2024, Vishnoi has steered YesMadam to unprecedented heights. YesMadam brings salon services home, serving over two million bookings in more than 50 cities across India. What set YesMadam apart was its unwavering commitment to customer satisfaction and innovation. Introducing groundbreaking services like period care massage, Vishnoi revolutionised not only the beauty and wellness industry but also empowered over 3,000 women service professionals, providing them with opportunities for financial independence. She recognised the untapped potential in the shifting consumer landscape. With the rise of the gig economy and tech-savvy consumers seeking convenience, YesMadamis poised for global expansion. At the heart of Vishnoi’s vision lay a future where YesMadam was not just a brand but a symbol of empowerment, transforming lives one beauty service at a time, both in India and beyond. SCALING NEW HEIGHTS At the age of 25, Aishwarya Jhawar co-founded Ekatra with her mother, driven by an unwavering commitment to the upliftment of women. From its humble beginnings with just two individuals, the company has now grown to provide employment opportunities to over 100 women. A remarkable achievement at the young age of 27, her dedication to improving the socio-economic status of homemakers is a testament to her passion and leadership. Jhawar, hailing from a design background with a degree in urban planning, challenges conventional norms. In a world often dominated by MBA degrees and business backgrounds, her tremendous success sends a powerful message – entrepreneurship is not confined to a specific educational path. Her resilience, creative thinking, and success without traditional business backing stand as an inspiration for those from diverse backgrounds, fueling the belief that anyone with passion and dedication can thrive in the business world. Her role as a multidisciplinary designer, actively engaging with customers and incorporating feedback, reflects her commitment to delivering quality products. Her belief in continuous learning and mentorship reinforces her dedication to personal and professional growth. AISHWARYA JHAWAR, Co-founder, Ekatra AKANSHA VISHNOI, Co-founder, YesMadam 18 May 2024 | B W BUSINESSWORLD | 57 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
58 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PROFILES Embarking on an entrepreneurial journey at the tender age of 23 was a defining moment for Akshaara Lalwani, Founder and CEO, Communicate India, that shaped the trajectory of her professional life. In recognising the relentless demands of the 24/7 business environment, she seized the challenges presented by the Covid era as opportunities for both personal and professional growth. This led to pursuing advanced degrees, including one in Digital Marketing from Oxford and a master’s from Cambridge. This commitment to continuous learning ensures that the leadership remains wellinformed and forward-thinking, ready to tackle the dynamic landscape of industry. “Our approach is distinctive, breaking away from conventional trajectories. Beyond merely providing services, our focus is on shaping the future of communication. The pillars of our company—commitment to excellence, adaptability, and creative innovation—define our unique identity. Poised to lead by example, we are determined to redefine the landscape of integrated marketing solutions on a global scale. It’s a journey I am both honored and excited to undertake,” said Lalwani. At the core of the organisation’s values is Lalwani’s strong encouragement for women, helping them confidently re-enter the workforce after sabbaticals and addressing the myriad challenges of balancing career and family commitments effectively. With a focus on providing mentorship, skill-building opportunities and a supportive community, Lalwani aims to empower women as they navigate the complexities of work-life balance and excel in their professional endeavours. HELPING WOMEN COMEBACK AKSHAARA LALWANI, Founder & CEO, Communicate India Amrita Gupta is a trailblazer in the real estate and interior design industry, known for her dedication to sustainability and gender equality. With a Master’s in Sustainable Design Projects from SCAD, Atlanta, she founded Amrita Gupta Designs, focusing on reducing carbon emissions in the built environment. Her decadelong tenure at Manglam Group saw her lead numerous residential and commercial projects, overseeing the delivery of 150 units and establishing an in-house design team. Passionate about transforming urban landscapes, She champions green communities and biophilia, evident in her ‘Heal My Earth’ initiative promoting vertical gardens in developments. Gupta ‘s leadership extends beyond her professional achievements. She advocates for gender equality within the industry and founded the Women’s Wing of CREDAI in Rajasthan. Her efforts have expanded women’s participation in real estate across multiple states, with over 300 members in Rajasthan and 650+ in others. As the deserving recipient of the Real Estate Intrapreneur of the Year award, Gupta continues to shape the industry with her innovative approach, impactful leadership and unwavering commitment to sustainability and inclusivity. TAKING THE INNOVATIVE ROUTE AMRITA GUPTA, Founder, Amrita Gupta Designs 58 | B W BUSINESSWORLD | 18 May 2024 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
18 May 2024 | B W BUSINESSWORLD | 59 WEISA WINNERS PROFILES I n this modern era, many people prioritise their fitness, but the busy schedules of corporate jobs can often get in the way of maintaining healthy habits, creating difficulties in finding time for the gym. To address this issue, several fitness platforms have emerged. One such platform is Fitpass, an Indian personal and tech-based fitness centre that focuses on corporate wellness and engagement. Leading the way at Fitpass is Arushi Verma, the co-founder, who was recognised for her outstanding leadership within the company at the sixth edition of BW Disrupt Women Entrepreneurs Intrapreneurs Summit and Awards 2024. Verma says that simply going to the gym and focusing on building muscles is not the true definition of fitness. It is important to change mindsets and embrace modern options that offer the flexibility to exercise from any location. Fitpass adheres to this philosophy, utilising AI-led professional coaching and daily wellness management, enhancing the modern approach. Verma shares that Fitpass has a vast network of over 7,500 fitness centres throughout India. The company’s objective is to extend its presence within the country. Currently, Fitpass operates in more than 45 cities, with plans to reach Tier-2 and Tier-3 cities. She stressed the importance of prioritising fitness saying that maintaining a good and healthy lifestyle can have long-lasting benefits. Verma emphasised that the fitness industry has seen a significant increase in women leaders over the past ten years. However, it is disappointing to see occasional instances of gender bias, with some people still sceptical when encountering a female entrepreneur. LEADING THE FITNESS PATH J ayshri Patil is one of the co-founders of Intangles Lab, a company that specialises in developing prognostic algorithms to predict the health of physical systems. Patil is responsible for the proprietary embedded system built at Intangles, which allows for a digital copy of physical assets to be created. Patil’s focus is on designing firmware solutions that can interface with physical systems and collect sensor data. This data provides insight into the current condition of these systems and en ables the creation of predictive models for future performance. With a deep understanding of both business and technology, she seamlessly navigates the intersection of these domains, effectively leveraging technology to address business needs and challenges. Patil says, “My entrepreneurial journey has been centred on identifying market challenges and crafting tailored technological solutions, demonstrating a knack for innovation and problem-solving.” By prioritising the growth and development of her team, she is focused on creating a dynamic and motivated workforce, driving collective success and innovation within the organisation. As a leader in embedded systems, Patil manages the team responsible for embedded systems, system firmware, and the alignment of various interfaces across multiple physical assets. Her goal is to build exponential systems technologies that can scale the organisation. JAYSHRI PATIL, Co-founder, Intangles Lab SECURING PHYSICAL SYSTEMS ARUSHI VERMA, Co-founder, Fitpass 18 May 2024 | B W BUSINESSWORLD | 59 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
60 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PROFILES J oyeetaGhosal, the marketing director at GoKwik secured the prestigious Women in Marketing award at the Women Entrepreneur and Intrapreneurs Summit and Awards 2024. Her leadership and creative vision helped GoKwik reach the forefront of the direct-to-consumer (D2C) industry in India. Under her leadership, GoKwik, which builds full-stack solutions for ecommerce brands, achieved several milestones. Through various brand initiatives and strategic campaigns, Joyeeta garnered 25 million organic impressions on LinkedIn, solidifying GoKwik’s position as a leader in the market. Joyeeta’s dedication extended beyond accolades, as she curated 45 events and spearheaded the creation As a growing tribe of millennials moves towards seeking esoteric and spiritual solutions to meet their mental wellness needs, Astroyogi provides them with a professional experience with authentic service providers. According to the company, it helps young people across the world find guidance, direction and happiness in their lives and works to build the world’s largest community of people who seek, learn, and share astrological, spiritual, and well-being experiences on a single platform in a transparent, trustworthy, and credible manner. Astroyogi started in 2001 as a of a flagship IP event for GoKwik in collaboration with Forbes, titled “The Future of Commerce.” Driven by her passion for storytelling and keen observation of consumer behaviours, Joyeeta crafted targeted marketing strategies that resulted in the generation of over 2,500 qualified leads and contributed to a significant increase in annual recurring revenue for GoKwik. As the ecommerce landscape in India continues to evolve rapidly, Joyeeta remains at the forefront, addressing key pain points and championing seamless solutions for merchants and customers alike. Her journey exemplifies the transformative power of marketing and storytelling in driving business success and creating meaningful impact. MEENA KAPOOR, Founder & CEO, Astroyogi AN IMPACTUL STORYTELLER JOYEETA GHOSAL, Marketing Director, GoKwik content creator for leading internet and telecom partnerships. In 2016, it recognised the need for a high-quality solution in the astrotech space and launched the app for those seeking online guidance with complete privacy while maintaining exceptional quality.It claims to have customers in over 85 countries, backed by a network of more than 2,000 experts. Founder and CEO Meena Kapoor says that we are reimagining the way people access traditional Eastern services by leveraging technology to give our customers the best possible service, selection, quality, and value in different services. Kapoor, on women entrepreneurs, says that they do not need to hide behind their gender; they need to come out of that stereotype. “Women are making their name in every field, like doctors, engineers, architects, and others, so why not entrepreneurs?” she asks. REIMAGINING SPIRITUAL SOLUTIONS 60 | B W BUSINESSWORLD | 18 May 2024 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
18 May 2024 | B W BUSINESSWORLD | 61 WEISA WINNERS PROFILES CUSTOMER CENTRICITY AS ITS MANTRA Niharika Jalan has made significant strides in the frozen and refrigerated food industry. Her achievements are noteworthy, as she has successfully established reliable and cost-effective warehousing and logistics solutions. Shares Jalan, “At Indicold, our approach sets us apart from others in the industry. We prioritise our customers’ needs and strive to provide innovative solutions that address their specific problems. Unlike our competitors, we are focused on offering complete transparency and visibility throughout our processes.” She confidently articulated the company’s ambitious five-year strategy and revealed plans to establish one million pallets across the country, amounting to a significant ten lakh metric tonnes. Many Indian women are preparing to enter the competitive frozen industry, but Jalan believes they should maintain their focus and seek assistance if they encounter obstacles. She offered guidance to aspiring female entrepreneurs, encouraging them to strive for success like a superwoman. She stressed that success depends on various factors, including the presence of capable founders, the ability to envision ambition and the belief in one’s capabilities to accomplish those goals. Jalan added the importance of persistence and taking continuous actions to reach the intended goal. Through this unwavering determination, success will inevitably materialise. EXCELLING IN A DISTINCT SECTOR Neha K Bisht, Founder and CEO of Blue Buzz, has been recognised as the Creative Woman Entrepreneur of the Year at the Women Entrepreneur Intrapreneurs Summit and Awards 2024. With a vision to drive innovation and make a positive impact, Bisht has led Blue Buzz to remarkable heights since its inception in 2014. Under her leadership, Blue Buzz has transformed from a PR firm to an innovative agency offering a wide range of services, including digital marketing, branding and media buying. Bisht’s journey is marked by resilience, adaptability and a relentless pursuit of excellence. She has successfully navigated challenges, embraced change and fostered a culture of creativity and innovation within her organisation. Her commitment to delivering impactful solutions has earned Blue Buzz recognition and accolades, including prestigious awards such as “PR 40 Under 40” and “Publicist of the Year”. As a female entrepreneur, Bisht is passionate about empowering women and promoting gender equality in the entrepreneurial ecosystem. Through mentorship, advocacy and leading by example, she strives to create opportunities for women to thrive and succeed in the business world. With a focus on continuous learning and strategic thinking, She continues to drive growth and success for Blue Buzz. Her visionary leadership, coupled with a dedication to innovation and customer-centricity, sets her apart as a trailblazer in the industry. NEHA K BISHT, Founder & CEO, Blue Buzz NIHARIKA JALAN, Founder & Chief Growth Officer, Indicold 18 May 2024 | B W BUSINESSWORLD | 61 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
62 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PROFILES An unwavering passion for the hospitality industry is the driving force behind the entrepreneurial success of Panchali Mahendra, CEO, Atelier House Hospitality. The ability to identify and capitalise on unique business opportunities sets her apart. Whether it’s introducing groundbreaking products, leveraging cutting-edge technologies, or pioneering new market trends, the company consistently displays a knack for innovation. “I believe in empowering team members and fostering an inclusive environment where diverse perspectives are not only welcomed but actively sought. By promoting a culture of Prachi Kaushik established Vyomini Social Enterprise in 2017, a nonprofit enterprise dedicated to fostering economic sustainability and social progress for marginalised communities. Through personal experiences, she was motivated to work for the overall development of women. Coming from a financially disadvantaged background, Kaushik started earning at a young age, which enabled her to comprehend the importance of empowering women economically. Vyomini initiated its inaugural project focusing on menstrual health management in the Jhajjar district of Haryana and the slums of Delhi. The programme was designed with a comprehensive 360-degree approach, emphasising the 3As: Awareness, Accessibility and Affordability of MHM. Kaushik shares, “Our company specialises in producing environment-friendly sanitation and hygiene products, utilising agro waste and natural fibres as our primary materials.” She highlighted that Vyomini is committed to sustainable sanitation and hygiene. Providing high-quality, eco-friendly hygiene solutions sets Vyomini apart from competitors who simply repackage Chinese sanitary napkins. Its products, exclusively crafted by rural women, empower them and create sustainable livelihoods. Recognised at the BW Disrupt Women Entrepreneurs Intrapreneurs Summit and Awards 2024, Kaushik advocates selfevaluation for entrepreneurial success. inclusion, I have cultivated a dynamic workforce that thrives on collaboration and values everyone’s unique contributions. Understanding the necessity of adaptability in a rapidly changing market, I have invested in the continuous learning and development of my team,” Panchali told BW Businessworld. She added that training programmes, workshops and mentorship initiatives are integral parts of my strategy to equip my employees with the skills needed to excel in their roles and contribute to the company’s success. As a leader, Panchali has established a compelling vision for the future of the company, articulating a clear and inspiring direction. Her vision serves as a rallying point for the team, fostering a shared sense of purpose and motivating everyone to contribute their best towards common goals. NURTURING THE SUSTAINABLE CHORD PRACHI KAUSHIK Founder & Director, Vyomini Social Enterprise TAPPING INTO UNIQUE OPPORTUNITY PANCHALI MAHENDRA, CEO, Atelier House Hospitality 62 | B W BUSINESSWORLD | 18 May 2024 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
18 May 2024 | B W BUSINESSWORLD | 63 WEISA WINNERS PROFILES INNOVATION IN HOSPITALITY The rise in income levels, health consciousness and growth in the real estate and hospitality sectors as well are major factors that have accelerated the rise of India’s mattress market. With the sound efforts of Priyanka Salot, Co-founder of The Sleep Company, the mattress brand has emerged as a successful direct-to-customer (D2C) brand with an annual run rate (ARR) of Rs 450 crore within four years. With the strategic input of Salot, The Sleep Company has set up more than 75 stores in India between June 2022 and March 2024 and further aims to open more than 150 stores across the country by the end of 2024. Furthermore, The Sleep Company is the only D2C brand to successfully expand internationally within the first two years of operations. It has also forayed into new comfort-tech categories, such as the adjustable recliner bed frame, smart grid chairs, luxe motorised recliner sofas, etc. Salot says she is proud to achieve all of this while juggling the demands of new motherhood. As a woman entrepreneur, she knows firsthand the challenges that women face in balancing work and family, and she is committed to being a role model for other women who aspire to create their own success. WOMEN, MOTHER AND ENTREPRENEURSHIP The working style of Priyanka Jain, Co-founder of Snow World Entertainment, has sustainability and creating unforgettable experiences at its core. Snow World Entertainment includes brands like Koa – Café & Bar, Amazonia, Formula Karting, The Game Palacio, The Game, The Beer Garden and Game Garden, Snow World, The Game Ranch, Pink Wasabi and The Game SuperPark, spanning across the country. It is all about providing unique and neverbefore-experienced thrills that exceed the expectations of customers while at the same time keeping up with the international trend within all business verticals. Jain says that she was able to bring a concept that was not known in the country, and it has created ripples of newness with its services, like offering real snow and skiing experience in an indoor facility inside a mall. “Creating such an experience for the very first time in the country was a great achievement for us,” adds Jain. She says that she has had her fair share of multifaceted roles, from crafting concepts to overseeing operations and managing staff, standing as a powerful example of women’s empowerment and making a significant impact in the industry. She adds, “I am constantly looking ahead, anticipating trends, and identifying ways to revolutionise the industry. I am driven by a passion to make a lasting impact on the hospitality and entertainment industries.” PRIYANKA JAIN, Co-founder, Snow World Entertainment PRIYANKA SALOT, Co-founder, The Sleep Company 18 May 2024 | B W BUSINESSWORLD | 63 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
64 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PROFILES Radhika Shrivastava, Faculty and Executive Director at Fortune Institute of International Business (FIIB), New Delhi, with a rich academic background spanning Mechanical Engineering from Tufts University, an MBA from IIM Bangalore and ongoing doctoral studies at Henley Business School, UK, brings a wealth of knowledge and expertise to her role. As a visionary leader, Radhika has pioneered innovative academic programmes at FIIB, including India’s first working-executive doctoral programmes and specialised reskilling programmes in areas like data and analytics. Under her guidance, FIIB has undergone a transformative journey into a research-driven institution, fostering collaborations and establishing Centres of Excellence for Research. Radhika’s commitment to diversity, equity and inclusion is evident in FIIB’s evolution into a women-led organisation, with a strong emphasis on integrating DEI and ESG principles into its programs. Her global academic background enriches FIIB’s educational experience, ensuring graduates are equipped with a global perspective and a commitment to sustainability goals.Recognised for her dedication to excellence and impactful contributions to education, Radhika Shrivastava truly deserves the accolade of Education and Education Tech Woman Entrepreneur of the Year. EDUCATIONAL RESEARCH EVOLUTION RADHIKA SHRIVASTAVA, Faculty & Executive Director, FIIB Ramya Venkataraman, Founder and Chief Executive Officer (CEO) of CENTA, has developed a business model that is inherently virtuous. CENTA provides certification (often combined with training), which helps identify great teachers and career growth opportunities for them provided by employers to create value. Venkataraman says, “The launch of Teaching as a Service (TaaS), a pioneering initiative in the global education sector, helps bridge short-term and long-term teacher shortages while providing global opportunities to the teaching community.” Teachers are willing to pay because they get career growth. Employers are willing to pay because one of their biggest challenges—finding and retaining teachers—is being solved. Venkataraman mentions that the CENTA Standards function as an overall framework for teacher testing, training and career growth. This mechanism plays a big role in modularising and streamlining product portfolios and corresponding processes. In 2021–22, CENTA Standards also fed directly into India’s National Professional Standards for Teachers under National Education Policy 2020, where I am also part of the committee with NCTE. On entrepreneurship, Venkataraman adds, “I strongly believe that any skill can be acquired at any point in time.” THE TaaS TASKMASTER RAMYA VENKATARAMAN, Founder & CEO, CENTA 64 | B W BUSINESSWORLD | 18 May 2024 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
18 May 2024 | B W BUSINESSWORLD | 65 WEISA WINNERS PROFILES Rashi Agarwal, the co-founder and chief business officer (CBO) of Zypp Electric, is leading the way in a startup that is tackling the pressing issue of emissions in India, as the country takes the lead in the electric vehicle (EV) sector. Her efforts align perfectly with the government’s Mission 2030, aimed at combating pollution and creating a sustainable future. Agarwal plays a crucial role in empowering gig workers, bringing about a positive change in their lives and enabling them to earn a respectable income. Additionally, she actively challenges gender stereotypes by onboarding “women delivery partners” in her team, thereby promoting gender equality. Agarwal’s unwavering commitment lies in constructing not only a substantial enterprise but also a lucrative venture that harmonises with the eight UNSDGs (United Nations Sustainable Development Goals), aiming for a sustainable future. Established in 2017, Zypp transitioned from an electric vehicle rental model to a last-mile delivery model, boasting a fleet of over 20,000 active vehicles in the market and employing more than 19,000 gig workers. Under Agarwal’s guidance, the company is dedicated to fostering sustainable cities and communities by promoting the use of electric vehicles and uniting individuals towards a common vision. SUSTAINABILITY FIRST APPROACH The real estate sector in India is well-positioned to contribute to the country’s economic growth. Despite the industry being male-dominated, Renu Singh, Director, Sales and Marketing, Aarize Group, has established herself as a pioneer in this field. She boasts over 20 years of experience in various aspects of real estate, including luxury sales, commercial sales, marketing, retail leasing, commercial leasing, industrial, group housing, township, channel management and team management. As a seasoned expert, she has demonstrated exceptional leadership skills that have played a crucial role in boosting sales and reaching significant milestones for the organisation. Her forward-thinking mindset, strategic acumen and talent for motivating and guiding teams have consistently distinguished her from others. Over the years, Singh has been the recipient of numerous awards and accolades in the real estate realm. She expresses her gratitude for this new accomplishment, which she attributes to the steadfast support of her family, the exceptional Aarize management, her dedicated team and her wonderful friends. Singh is committed to the company’s vision of creating not just physical spaces but also nurturing environments that motivate and elevate the standard of living for future generations. RENU SINGH, Director of Sales & Marketing , Aarize Group FUTURE-FRIENDLY VISION RASHI AGARWAL, Co-founder & CBO, Zypp Electric 18 May 2024 | B W BUSINESSWORLD | 65 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
66 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PROFILES Garuda Aerospace, a drone maker company, is making headlines with its innovative approach to drone technology. With a fleet of 400 drones and over 500 trained pilots spread across 84 cities in India, the company is at the forefront of the drone industry. It is the first-ever drone company to receive dual DGCA certifications for drone pilot training and manufacturing of both small and medium drones. The company’s carbon-neutral drone has been recognised as a disruptive technology with the potential to contribute to a green revolution in India. Garuda Aerospace has achieved numerous milestones, including mapping 7,000 villages using drones in just one year. In 2023, it raised Rs 25 crore in a fresh bridge round of funding led by Venture Catalysts. The company has been actively involved in disaster relief efforts, with the National Disaster Response Force deploying its drone services during the Assam flood. As the co-founder of Garuda Aerospace, Rithika Agnishwar led all the stages from ideation to execution, especially for agriculture drones, with the single aim of empowering the agriculture economy of our country. “The drones are equipped for various agricultural tasks such as field mapping, crop health monitoring, precision spraying and irrigation management. These features are improving efficiency, reducing costs, and enhancing yields for farmers,” Agnishwar said. STATE-OF-THE-ART DRONE MAKER RITHIKA AGNISHWAR, Co-founder, Garuda Aerospace Vishakha R.M. is a BFSI veteran with over three decades of wide-ranging experience. She has held the positions of managing director (MD) and chief executive officer (CEO) of IndiaFirst Life since 2015 and is best known for her result-oriented leadership. IndiaFirst Life’s remarkable growth trajectory is a testament to the visionary leadership of Vishakha R.M. While leading a high-growth company, Vishakha does not limit her vision to just organisational success. She passionately works towards her dream of “Insurance for All,” collaborating with industry peers to create a broader impact. Under her guidance, the company has undertaken multiple FRESH LOOK AT FINANCIAL LITERACY VISHAKHA R.M., MD & CEO, IndiaFirst Life Insurance 66 | B W BUSINESSWORLD | 18 May 2024 initiatives to promote financial literacy, demonstrating her commitment to making a positive difference beyond mere business. Vishakha recognises the importance of nurturing future leaders. She actively mentors through prestigious programmes, sharing her knowledge and empowering the next generation to succeed, which shows her dedication to the industry’s long-term growth. Vishakha, a chartered accountant equipped with a postgraduate diploma in computer systems, is also a fellow of the Insurance Institute of India. Vishakha believes in leading by example, sharing her experiences and learnings to inspire others. This approach fosters trust and motivates those around her, making her an exceptional leader. Vishakha opines that effective leadership is about educating through one’s own stories, one’s own successes and failures, and setting expectations illustrated by experience. WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
67 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PROFILES ADDING VALUE AT EACH LEVEL Spearheading PolicyBazaar’s foray into the life insurance market, Santosh Agarwal, Chief Business Officer’s (CBO) visionary leadership has not only revolutionised the industry landscape but also propelled the company’s growth. With a keen eye for data insights, Agarwal has been at the forefront of identifying and addressing customer needs, leading to the successful launch of groundbreaking products like the homemaker plan and women’s term policies. Agarwal’s focus on consumer-centric solutions has driven continuous product innovation, establishing PolicyBazaar.com as the leader with a formidable share in the online market. PolicyBazaar’s data-driven approach has played a pivotal role in advocating the superiority of term insurance, positioning it as the optimal choice for individuals seeking comprehensive life coverage. Agarwal’s strategic acumen and collaboration with industry stakeholders have not only elevated the company’s market share but also facilitated substantial product innovations that resonate with evolving industry dynamics. She had joined PolicyBazaar, then a startup, without any prior experience in the insurance industry, from which she swiftly ascended through the ranks, demonstrating exceptional commitment and vision. ACING THE INSURANCE GAME One rainy evening amid Bangalore traffic jam and a nostalgic trip to Singapore led Roma Roy and her partner to contemplate why plant-based meats are not popular in India. The brainstorming session led Roy to quit her job and venture into her entrepreneurial journey, where she started by establishing a restaurant that served seitan as a core offering. Subsequently, Roma did a research and development (R&D) tie-up with an American major for custom product development and cracked the whole-muscle texture, in the middle of the pandemic wave by the end 2020. Today, Roma Roy Choudhury, Founder and CEO of Evolved Foods, successfully runs the brand with its unique next-generation whole-muscle plant-protein solution. Under the leadership of Choudhury, the company managed to raise Rs 7.3 crore in an institutional round of funding in the middle of the deep-funding winter from marquee investors in June 2023. Evolved Foods has closed a seed round with mission-aligned ESG-focused funds, Rainmatter Health by Zerodha, Kamala Capital and the and the VC fund by the Embassy Group. She has also been awarded the “Most Admired Sustainable Brand’ award from PepsiCo in 2022 and her company has been recognised as the ‘Most Innovative Plant-Based Meat Company’ in 2023. Choudhury reiterates that it is wise to ask, “What value do I add?” not just at the product level but at the entire experience and the company level. ROMA ROY CHOUDHURY, Founder & CEO, Evolved Foods SANTOSH AGARWAL, CBO, Life Insurance, Policybazaar 67 | B W BUSINESSWORLD | 18 May 2024 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
68 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PROFILES A woman entrepreneur who started her venture with a vision of providing luxurious nail, lash, and brow services across India is now expanding to several metro cities, tier 2 and tier 3 cities. Sharmila Thanki, Founder, TIP & TOE Nails Lash Brow Salon overcame various challenges in order to establish her ambitious venture. One such issue is sourcing quality products; she also trained technicians by establishing her own academies. Crediting her success to her team and family members, Thanki advises future entrepreneurs to devote their 100 per cent and remain sharply focused on their aim. Moreover, Thanki emphasises that cultivating strong leadership skills and building a dedicated team that shares your values and vision are vital for sustainable growth. A customer-centric approach is at the forefront of business strategy and is fundamental to building a loyal client base. During the dismal phase of the pandemic, Thanki remained resilient to uphold her brand values. She remained committed to hygiene, retained her team and relocated the TIP & TOE stores to other places without compromising customer satisfaction. “Embracing a mindset of continuous learning, staying updated with industry trends and constantly seeking opportunities for improvement is essential for staying relevant and competitive,” says Thanki. She plans systematic growth both in India and abroad, with a focus on maintaining high standards through COFO and FOCO models. She will incorporate the latest technologies, products and services to stay ahead of the industry. MASTERING THE NICHE SHARMILA THANKI, Founder, TIP & TOE Nails Lash Brow Salon Shavita Bhatti’s entrepreneurial journey with GrowthPlug is an inspiring tale of tenacity and innovation. Her co-founding of the company in December 2016 marked the beginning of a remarkable trajectory that led to the launch of the product in 2017. Bhatti’s pivotal role in shaping the product’s vision, driving sales growth to multimillion-dollar revenue and ultimately steering the company towards a successful acquisition by PracticeTek within five years exemplifies her exceptional leadership. GrowthPlug’s profound impact is evident in its widespread adoption by hundreds of doctor offices in the US. With approximately 70 employees at its engineering center in Kochi, Kerala and in the US, the company has solidified its position as a crucial player in the healthcare industry. By offering an all-in-one marketing and automation SaaS, Grow thPlug has empowered healthcare practices across the US to streamline their operations and embrace digital efficiency. Bhatti’s transition into the healthcare sector, despite lacking prior experience in the field, underscores her innate ability to identify and address pressing challenges. This was a personal problem she noticed while visiting her dental office in Mountain View, California. Through her commitment to driving change, Bhatti has left an indelible mark on the healthcare sector, redefining the future of digital innovation in medical practices. INCREASING EFFICIENCY IN HEALTHCARE SHAVITA BHATTI, Co-founder, GrowthPlug 68 | B W BUSINESSWORLD | 18 May 2024 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
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70 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PROFILES Sonali Jindal, Founder and Chief Operating Officer (CEO), RING consistently demonstrated a commitment to innovation and adaptability for staying ahead of the curve in a rapidly changing fintech landscape. RING’s dedication to social responsibility extends beyond business success to making a meaningful impact on society. Through initiatives aimed at promoting financial literacy, supporting community development and fostering economic empowerment and actively contributing to positive social change. “Embracing technological advancements is integral to our strategy at RING. We continuously invest in cutting-edge technology to enhance operational efficiency, streamline processes and improve customer experience. The integration of the entire Digilocker system, for instance, has revolutionised our onboarding process, replacing traditional KYC verification methods and significantly expediting the process,” said Jindal to BW Businessworld. She added, that by staying at the forefront of technology, they not only enhance competitiveness but also demonstrate dedication to providing seamless and user-friendly financial services to customers. Jindal with her vision and leadership, has propelled RING to be a frontrunner in the fintech industry, setting new benchmarks for innovation, social impact and technological integration. Her strategic initiatives have reshaped RING’s identity, making it a paragon of excellence within the industry. AN INCLUSIVE APPROACH Founded by Ashok Kumar Malhotra in 1956 with a humble bookstore in Punjab, MBD Group has blossomed into a diversified conglomerate spanning education, printing, edtech, hospitality, malls, realty, design and construction, food & beverage, and more, both in India and overseas. With a vision to provide education to all, MBD Group is a pioneering force in the edtech sector, offering comprehensive learning solutions like AASOK A, a personalised learning platform revo - lutionising education delivery. In the hospitality sector, MBD Group’s Radisson Blu MBD Hotel in Noida set new standards for luxury and service. Expanding its footprint, the group launched the Radisson Blu Hotel MBD Ludhiana and partnered with Steigenberger to manage luxury hotels. Additionally, the group introduced MBD Express, a mid-market hotel brand, aiming to establish 100 hotels in the next five years. Diversifying into retail, MBD Neopolis Mall in Ludhiana and Jalandhar redefine shopping experiences with premium brands, dining options and entertainment, while MBD Design & Build excels in construction projects both domestically and internationally. On challenges, Joint Managing Director of MBD Group, Sonica Malhotra Kandhari, says that having a good team and retaining them are the challenges, but to retain the talent in the company, you need growth, which will provide some longevity to them. THE RISE OF A CONGLOMERATE SONALI JINDAL, Founder & CEO, RING SONICA MALHOTRA KANDHARI, Joint MD, MBD Group 70 | B W BUSINESSWORLD | 18 May 2024 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
fifffiffl fifffflffifl 5th Edition ffiflffififffiffl fifffflffifl fififf fiff ff ffi fiff ffi ffi ffi ffi ffi fiffiffiffiffi Vijay Varma Actor V. Sunil Design Thinker, Brand Architect, Co-Founder, Motherland, Founding Trustee, Kochi Biennale Foundation Lulu Raghavan VP, APAC and MD India, Landor Prof. Pradyumna Vyas President-elect, World Design Organization (WDO) and Former Director, National Institute of Design Reza Kabul President, ARK Reza Kabul Architects Rahul Vohra Actor, Director & Producer Preeti Vyas Chairwoman & Chief Creative Oficer, Vyas Giannetti Creative Ajay Jain Head of India Studio & Global Design Strategy Tata Motors Design Abhishek Malik CEO, Newby Teas India Navya Naveli Nanda Social Entrepreneur & Founder, Project Naveli Madhura Das Gupta Sinha Founder & CEO Aspire For Her Rahul Mistri Principal Designer, Open Atelier Ashwiny Iyer Tiwari Filmmaker and Writer Dr. Resul Pookutty International Film Sound Designer and Sound Editor Academy Award Winner Siddhant Chaturvedi Actor and Youth Icon Rajat Kapoor Actor, Director & Writer Gunjan Gupta Artist & Designer Aditya Bhat Head of Jio creative Lab Sunil Chauhan Entrepreneur & Chef Nandita Abraham CEO and Interim Dean, BITS Design School Sarika Shetty Partner, SJK Architects Meena Murthy Kakkar Co-founder & Design Head, Envisage
72 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PROFILES Udita Bansal, a graduate from NIFT (National Institute of Fashion Technology), has carved a distinguished path in the fashion industry as the Founder of trueBrowns. With six years of invaluable experience at Madura Fashion & Lifestyle, Aditya Birla Group, Udita honed her skills in retail strategies, inventory management and customer relations. Seeking to broaden her expertise, she pursued a marketing and finance certification programme at Harvard University, enhancing her strategic acumen for entrepreneurship. Her journey makes her the most eligible recipient for the Fashion and Lifestyle Woman Entrepreneur of the Year award. trueBrowns, conceptualised in 2019, emerged from Udita’s vision to bridge the gap for a youthful, culturally resonant brand blending traditional aesthetics with modern flair. Catering to diverse sizes from 2XS to 6XL, trueBrowns emphasises inclusivity and individuality, offering a perfect fit for every woman. Under Udita’s leadership, trueBrowns expanded globally with the launch of its website, achieving significant growth. Driven by her aspiration to establish a comprehensive lifestyle brand, Udita successfully diversified trueBrowns into jewellery and men’s fashion categories in 2023. Her entrepreneurial prowess has earned her prestigious accolades. Her journey epitomises innovation, inclusivity, and excellence in the fashion landscape. As the CEO of Qniverse, Utshah Sharma has understood early on that, in the fast-paced and ever-changing tech world, one needs to learn and develop continuously in order to stay on top of things. Sharma says, “I along with my team, dedicate time to keep learning new things.” Sharma’s goal is to help organisations deliver better quality than they thought was possible and to make a positive impact on the world. Throughout her career, Sharma has been dedicated to inspiring people and compaUTSHAH SHARMA, CEO, Qniverse UDITA BANSAL, Founder, trueBrowns nies to improve and deliver quality. The CEO of Qniverse says that quality assurance companies often focus too much on testing, rather than ensuring quality from the get-go. “This leads to unstable software and failed user acceptance testings (UATs). Focusing on quality from the get-go eliminates all these and ensures almost seamless UAT and bug-free software or product,” adds Sharma. One of her greatest successes has been growing Qniverse to a team of 50 people without losing focus on its vision. Regarding the long-term goals of Qniverse, Sharma says, “As a disruptor in the industry, I am proud to show how disruption can be a positive thing, and I am committed to making a difference in the lives of those both inside and outside of our niche.” PRODUCTIVITY IN FOCUS BRIDGING THE GAP 72 | B W BUSINESSWORLD | 18 May 2024 WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
WEISA WINNERS PROFILES CRAFTING MEMORABLE MOMENTS For Ritika Sahni, what began as a simple desire to design thematic decorations for her daughter’s birthday transformed into a thriving profession, making her the creative force behind some of India’s most spectacular party and event setups. With an innate knack for understanding the essence of celebratory occasions, Sahni has left an indelible mark with her exceptional designs and attention to detail. Under her visionary leadership, POM POM Events has redefined the art of celebration, aiming to elevate each event to a new level of sophistication and charm. Sahni’s background as a designer and her experience in advertising have equipped her with the perfect blend of creativity and strategic insight. “We are driven by our belief that every celebration should be memorable,” says Sahni, adding that her team is dedicated to turning dreams into reality. With innovative ideas and an extensive range of party supplies, her venture ensures that each occasion is perfectly tailored, leaving a lasting impression on every guest. She believes that in India, the concept of themes has not only caught on to weddings in a big way but is fast emerging as the latest trend in other celebrations as well. RITIKA SAHNI, CEO, POM POM Events Partner with us: [email protected] vkidk iSlk vkidh Hkk"kk @bwhindi www.bwhindi.com WOMEN ENTREPRENEURS INTRAPRENEURS SUMMIT AND AWARDS 2024
74 | B W BUSINESSWORLD | 18 May 2024 Opening Address:Annurag Batra, Chairman and Editor-in-Chief, BW Businessworld and Founder, exchange4media Group presented his keynote address on ‘It’s a Woman’s World’ delving into the exploration of the power, potential and progress of female entrepreneurs in today’s economy WEISA WINNERS PHOTO ESSAY CELEBRATING WOMEN ENTREPRENEURS The sixth edition of the BW Disrupt Women Entrepreneur Intrapreneur Summit and Awards 2024, in association with BW Businessworld, served as a pivotal celebration of women entrepreneurs and intrapreneurs. Despite a funding dip in 2023, the event highlighted their growing impact across diverse sectors like technology, healthcare, finance, agriculture and more. This year’s theme, ‘Foster Progress By Investing In Women’, catalysed thought-provoking discussions on strategic pivots for startups to scale up and the importance of investing in women. By Team BW
18 May 2024 | B W BUSINESSWORLD | 75 WEISA WINNERS PHOTO ESSAY Spotlight Session: Sonica Malhotra, Joint MD of MBD Group, explored women’s pivotal role in driving corporate success through innovation and intrapreneurship in India in a conversation with Devapriya Khanna, Founder of Connexus Global Keynote Address: Sudha Shivkumar, President, FICCI FLO, offered insights on strategies for women entrepreneurs to foster growth and navigate pivotal decisions for their businesses Photographs by Naval Kishor
76 | B W BUSINESSWORLD | 18 May 2024 WEISA WINNERS PHOTO ESSAY 76 | B W BUSINESSWORLD | 06 April 2024 Panellists discussed strategies, challenges and opportunities for backing women entrepreneurs and investing in women-led startups to drive forward societal and economic progress. L-R: Resham Suhail, BW Disrupt (Session Chair); Ntasha, Co-founder & Managing Partner, Ankurit Capital; Nupur Garg, Founder and Managing Partner, WinPe; Sukhmani Bedi, Partner, Orios Venture Partner
18 May 2024 | B W BUSINESSWORLD | 77 WEISA WINNERS PHOTO ESSAY 06 April 2024 | B W BUSINESSWORLD | 77 Panellists provided insightful narratives on their entrepreneurial journeys highlighting their significant economic impact and transformative influence on various sectors. L-R:Mugdha Pradhan, Founder and CEO, iThrive; Ritika Sahni, CEO, Pom Pom Events; Rashi Agarwal, Co-founder and CBO, Zypp Electric; Meena Kapoor, Founder and CEO, Astroyogi; Shivani Singh, Co-founder, SheFounders, Ex VP Star TV (Session Chair), Aastha Singh, Founder and CEO, GramShree Agri; Roma Roy Choudhury, Founder and COO, Evolved Foods; Eesha Sukhi, Director, The BlueBop Cafe and Bakery Panellists discussed the growth path of Indian women-led startups, evolving from small beginnings to significant players in the entrepreneurial landscape. L-R: Priyanka Sachdeva, Founder, Core and Pure; Rachna Sarup, Founder and CEO, B77; Aakriti Bhargava, Co-founder, Wizikey; Arushi Verma, Co-founder, FITPASS; Kanika Sethi, Founder and CEO, Kanika Sethi Weddings and Events; Anu Sehgal, Founder, Digital Mill (Session Chair)
78 | B W BUSINESSWORLD | 18 May 2024 “INDIAN PSBs LAG IN TECH, BUSINESS IMPACT MEASUREMENT” You picked up a Rs 80 crore Indian bank deal recently. How is the business traction currently for Intellect Design in the bank category in India and among public sector banks (PSBs)? It’s quite positive. Indian banks have been very positive on picking up the highquality business impact technologies. Five years back, the trend was different, as they were going with a cost-conscious approach. But even now, some of the PSBs are unable to change their mindset in terms of business impact measurement. In fact, they do not have business impact measurement. So, something is wrong in the public sector units, which the Department of Finance has to solve. It’s interesting that you mention this, as the sector appears to be focused on non-performing asset (NPA) improvements and celebrating it, while simultaneously, traditional banks seem to be misguided in their prioritisation of technology… It is a huge issue, one that often leaves me feeling disheartened. We recently encountered a situation where, without naming the bank, our quoted price was significantly higher than a competing vendor’s—by 40 per cent, to be precise. The bank felt compelled to opt for the lower-priced offer. When we confronted the bank’s CEO about the rationality of such a decision given the quality of technology at stake, the response was a resounding acknowledgment of the mismatch between price and value. This begs the question: Why engage in a contract with a vendor who operates at a loss? Sure, you can bind them contractually, but can you expect a vendor bleeding money to provide sustained support? The impact goes beyond contractual obligations; it affects the quality of technology delivered. What’s often overlooked is that the nominal amount banks allocate for technology—just 1 per cent of their business impact— can have far-reaching consequences if invested in the wrong solutions. If they choose the wrong technology, they are gone for the next 10 years. So, private sector banks will kill public sector banks. It is a serious issue. I do not know in which forum it can be addressed, but it’s difficult for them to see this issue. Where does the issue lie? I find that bank managements’ hands are tied. For Intellect, it does not matter too much because our dependency on PSBs is limited. If the banks looked at business impact, then they would give their specifications much more in detail. But they give very gentle specifications, which is not a good indication. Celebrating NPAs is alright for now, but without technology NPAs will grow. Public sector NPAs happen in a five-year cycle and hence, banks must heed to the need of the hour. IN CONVERSATION I n an exclusive interaction with BW Businessworld’s Rohit Chintapali, Intellect Design Arena Chairman & Managing Director ARUN JAIN criticises Indian PSBs for lacking business impact measurement in their technology adoption, warning of mid-term and long-term consequences
79 | B W BUSINESSWORLD | 18 May 2024 Coming to Intellect Design, how has the company leveraged generative AI technology? AI is often misunderstood in banking context. It boils down to trusted data and expert agents network supported by technology (network is supported by technologies, including reasoning and providing an audit trail for recommendations). Our AI suite extracts reliable data from documents, aiding expert agents in making informed decisions based on bank policies. While generative AI is invaluable for creating general systems and managing knowledge, banking operations, which involve tangible financial transactions, require a balanced approach incorporating both generative AI and machine learning algorithms. Integrating these elements allows us to develop a comprehensive AI suite tailored to address specific challenges within the banking sector. The technology spotlight has been on generative AI since 2022-end. But considering your eMACH.ai platform launch happened in February 2023, can you clarify if generative AI was part of your plan, and was added initially? Generative AI wasn’t initially part of our plan. We were focused on developing T1 to T4 level technologies first. Generative AI came into the picture in 2022 and we swiftly integrated it wherever applicable alongside our existing technologies. This approach allowed us to address problems more efficiently, particularly in generating recommendations from T5 to T8 level of technologies. What models have you leveraged in your platforms? We have used some open LLM models. We also use OpenAI’s and Anthropic’s LLMs to solve problems. [email protected] “Celebrating NPAs is alright for now, but without technology NPAs will grow. Public sector NPAs happen in a fiveyear cycle and hence, banks must heed to the need of the hour”
80 | B W BUSINESSWORLD | 18 May 2024 businesses, and artisanal vendors, facilitating grassroots economic growth. SIDBI and NABARD are helping social and agri sector in this fashion. 4. Cross category bundling: Combine products and services hitherto requiring multiple platforms or currently limited to only what the seller has integrated. Multimodal travel is live. In two cities, metro tickets and the connected auto-rickshaw rides at both ends can be a single cart purchase. Pilots begin soon. 5. Cross-sector bundling: Collaborate with different sectors to offer bundled services. For instance, when you buy a product, you might also have the option to purchase insurance or warranty services financed through the network. Will go live soon. 6. Influencer stores: Develop an affiliate programme within the network where influencers and content creator channels are also purchase channels earning commissions on sales and not merely generating leads. Under discussion. 7. Freemium services for vendors: Offer basic services for free with DIY onboarding tools while charging for premium features, such as advanced analytics, marketing tools, and catalogue optimisation for search. Under discussion. 8. Crowdsourced delivery and logistics: Use a crowdsourced model for delivery and logistics to lower costs and increase delivery speeds. 9. Local economic zones: Develop specialised local economic zones within the network that cater to specific geographic rehe Open Network for Digital Commerce (ONDC) aims to increase the accessibility T of digital commerce to every possible kind of seller. Such an open network has the potential to revolutionise traditional business models by fostering more inclusivity, competition, and innovation. A growing network is effectively a ready infrastructure for a newcomer, making the task of piecing together a new commercial solution faster and cheaper than having to build all of it from scratch. There are thousands of possibilities. Here are just some of them and a few here are already operational or underway. 1. Platform-as-a-Service (PaaS): Offer the underlying infrastructure of the commerce network as a service to new entrants who wish to build specialised storefronts without investing in backend technology. This has already jump-started food ordering on the network. 2. Revenue extension: Enable your customers to offer their customers their product or service on the network and earn service fee. A market leader in one sector, and a public sector enterprise are on this journey. 3. Micro-entrepreneurship hubs: Create a system that allows individuals to set up micro-stores with minimal setup, using the network’s infrastructure. This can include small producers, home-based 15 Of 1000 Innovations On ONDC COLUMN By Shireesh Joshi A growing network is effectively a ready infrastructure for a newcomer, making the task of piecing together a new commercial solution faster and cheaper than having to build all of it from scratch
18 May 2024 | B W BUSINESSWORLD | 81 merchants, encouraging sustainable consumer practices. 14. Dynamic pricing engine: Use AI to develop a dynamic pricing engine that can adjust prices in real-time based on demand, competition, and other market factors. 15. Network-wide cross-participant business models: There can be a variety of network wide services - dynamic marketplaces to optimise participation across a cluster of sellers like unified inventory management, subscription models for buyers across buyer platforms, etc. Innovation on the network is only limited by imagination. If it can be imagined, it can be created and enabled. I have shared 15 innovations that are either being worked on or being discussed. The remainder of the 1000 and more I leave to you. Come! Let’s change the world of commerce. gions with tailored products and services and delivery solutions. 10. Cross-network loyalty programme: Implement a network-wide loyalty programme that allows customers to earn and redeem points across different merchants and services. Under discussion. 11. Blockchain for trust: Use blockchain technology to build tools of transparency and trust in transactions. Read more on Confidex on how such services can be created and enabled. 12. Plug-in UX tools with instant scale: Develop AI-powered shopping assistants that can provide personalised shopping advice or augmented reality (AR) features to allow customers to visualise products in their own space or try on items virtually as a plugin experience enhancement to build loyalty or as a premium service. 13. Sustainable commerce tracker: Develop a feature that tracks and displays the environmental impact of products and The author is Chief Business Officer, ONDC Create a system that allows individuals to set up micro-stores with minimal setup, using the network’s infrastructure. This can include small producers, home-based businesses, and artisanal vendors, facilitating grassroots economic growth. SIDBI and NABARD are helping social and agri sector in this fashion
82 | B W BUSINESSWORLD | 18 May 2024 ‘Dharma exists for the welfare of all beings. Hence, that by which the welfare of all living beings is sustained, that for sure is dharma,’ — Mahabharata (Shanti Parva 109.10) N A LANDMARK decision in April 2024, the Supreme Court of India, acting as the dharmarakshaka (custodian of justice and morality), has addressed the conservation of the Great Indian Bustard (GIB). The order highlights the complexity of balancing noble efforts such as protecting endangered species with the imperatives of sustainable development – a delicate equilibrium known as “good against good.” In the vast, windswept plains of India, there exists a creature of unparalleled grace and majesty – the Great Indian Bustard. Once poised to be the national bird, it now teeters on the edge of oblivion, its future hanging by a thread. Recognising the urgency of its conservation, a writ petition filed in the year 2019 under Article 32 of the Indian constitution drew attention to the peril of the GIB from electric transmission lines and highlighted the need for concerted efforts to ensure its survival. Finally, the Supreme Court after a series of hearings appreciated the efforts that were needed to protect the Great Indian Bustard and passed restrictions on erecting transmission lines through Rajasthan and Gujarat, the core area of the last surviving pack of the GIB. In 2021, the Supreme Court of India further imposed restrictions on overhead transmission lines spanning 99,000 square kilometres in Rajasthan, a major habitat of the Great Indian Bustard. The order passed by the Hon’ble Supreme Court in 2021 protected the Great Indian Bustard but posed a challenge for transmission lines necessary for infrastructure development and carrying solar power to grids in keeping with India’s commitments under various international climate protocols. Once the 2021 judgment was passed, the Union of India through its ministry of power and the ministry of new and renewable energy, filed a further application for modification of the order dated 19 April 2021 before the Supreme Court of India. In this application, the Union government specifically explained that India, under the Paris Agreement, was committed to transitioning to non-fossil fuels and reducing emissions. However, the area earmarked for conservation directives given by the Supreme Court extends beyond Great Indian Bustard habitats, encompassing and significantly impacting the solar and wind energy potential of India. In March 2024, further to the 2021 order, the Supreme Court of India made several significant modifications. It emphasised India’s commitments under the Paris Agreement to achieve 50 per cent non-fossil fuel-based electric power by 2030, which couldn’t be achieved with restrictions on the setting up of solar power plants or the setting up of solar power transmission lines. The court stressed the importance of a clean environment for the right to life, especially for vulnerable groups. It also recognised the fundamental right to be free from the impacts of climate change. This move showcased the court’s recognition of environmental rights as intrinsic to human rights. By linking environmental protection to human rights, the court not only valued the well-being of individuals but also acknowledged the interconnectedness of environmental sustainability and social justice. This approach created a new dimension wherein environmental concerns were no longer viewed as separate from human rights but rather integral to them. Championing solar energy, the court emphasised its potential to curtail carbon emissions, combat climate change, and foster energy independence. The installed solar energy capacity has surged by 30 times in the past nine years, reaching 75.57 GW as of February 2024. India’s solar energy potential, estimated at 748 GWp by the National Institute of Solar Energy (NISE), presents a significant opportunity for clean energy expansion. Moreover, the substantial increase in power generation from solar PV in 2022, with a record 270 TWh generated, accounted for 4.5 per cent of total global electricity generation. I The Supreme Court Emerges as a Net Zero Polestar Legal Prism Ritwika Nanda & Tannishtha Chatterjee
83 | B W BUSINESSWORLD | 18 May 2024 The Supreme Court has accomplished a difficult balancing act. Not only were they dealing with India’s first climate change litigation, but also faced with the conundrum of the clashing commitments to solar energy and conservation of the Great Indian Bustard. But amidst this dichotomy, the Supreme Court of India has dared to be hopeful. Not only did it pass a futuristic judgment, it also highlighted India’s quest for clean air and net zero obligations. This landmark judgment charts a course for the future of India, where environment and development will not be seen as opposing poles, but complement each other. It also establishes a legal precedent, ensuring the right to be free from the impacts of climate change including a fundamental right to be free. The judgment showcases India’s sense of responsibility toward managing carbon emissions and creating a harmonious balance between environmental conservation and economic progress. By relying on global precedents and multiple litigations being initiated for the enforcement of climate rights, the apex court reaffirms India’s commitment to environmental stewardship on the world stage. Following the footsteps of the Indian Supreme Court, European courts too have taken a decision in this regard. The order is a beacon of resilience, reminding us that there’s hope for harmony and innovation. In this struggle lay not just the fate of a magnificent species, but also the need for a clean energy source. The order showcases the Indian Supreme Court as a polestar that has set a global precedent on climate laws and enriched environmental jurisprudence. From a business perspective, India’s regulatory misgovernance, and environmental bottlenecks received an image correction with this significant Supreme Court order From a business perspective, India’s regulatory misgovernance, and environmental bottlenecks received an image correction with this significant Supreme Court order which may potentially help our ranking in the ease of doing business in India. This judgment will clear bottlenecks for the positioning of infrastructure development, enhancement, and amplification of renewable energy and will lead to regulatory and legal certainties in investments made in the energy sector. When we talk about the 17 Sustainable Development Goals (SDGs), it is of prime importance to move towards a multifaceted development that doesn’t leave behind any aspect. After all, the sustainability targets act as catalysts for business activities, shaping policy implications across various levels of governance in India. The Supreme Court judgment for balancing climate rights with energy security is futuristic in this respect. When both environmental sustainability and infrastructural development are considered in the Ease of Doing Business Index, it reflects a comprehensive positive approach to business operations. Improved infrastructure enhances logistical efficiency and reduces operational costs, while environmental considerations ensure long-term viability and resilience, attracting sustainable investments and fostering business confidence. Ritwika Nanda is Partner, Trust Legal Advocates & Consultants & Tannishtha Chatterjee is Associate Trainee, Trust Legal Advocates & Consultants Photograph by Neil Bowman/Canva
84 | B W BUSINESSWORLD | 18 May 2024 tively to safeguard the organisation’s reputation and operations. Whether it’s a natural disaster, cybersecurity breach, or public relations crisis, the ability to respond swiftly and decisively is paramount. Developing robust crisis management plans, fostering a culture of transparency and accountability, and building organisational resilience are key priorities. The rapid technological advancements bring both opportunities and challenges for leaders. Embracing digital transformation is essential for staying competitive, yet it requires significant investments, restructuring, and cultural shifts within organisations. Leaders must navigate through the complexities of implementing new technologies, addressing cybersecurity threats, and ensuring that the workforce is equipped with the necessary digital skills. The rise of artificial intelligence (AI) and automation presents leaders with the challenge of balancing technological advancements with human capabilities. While AI can enhance efficiency and productivity, it also raises concerns about job displacement and the future of work. The impact of Generative AI on our economy in the medium to long-term will certainly be profound. When combined with other technologies, such as robotics, most jobs will be affected to a varying degree. What may remain are low-paid jobs, including delivering packages, filling supermarket shelves, warehouse work, and personal services such as cleaning, security, or caring for the youth or older people or Uber drivers. The modern workforce and the demographics (characterised by a diverse mix of generations, skill sets, and work preferences) are undergoing profound transformations. Attracting, retaining, and developing top talent in EADING IN TODAY’S dynamic environment presents unprecedented challenges. The list of challenges is never-ending. They include navigating complex decisions, staying resilient, inspiring teams, staying innovative, and continually adapting to the constantly changing ecosystem. We are all interconnected in our global economy and require our leaders to navigate through diverse perspectives, leveraging them for strategic advantage. As businesses expand across borders, leaders must navigate the complexities of operating in diverse cultural contexts. Working across multi-cultures in networked and flat organisations rather than hierarchical structures is imperative for staying competitive in today’s interconnected world. The new geopolitics brings with it risk factors such as trade tensions, political instability, and regulatory changes which can significantly impact business operations and strategic decision-making. Leaders must stay informed about geopolitical developments, assess their potential impact on the organisation, and develop contingency plans to mitigate risks. Leaders today are confronted with ambiguous situations where the outcomes are uncertain. The pressure to act decisively while lacking complete information can lead to analysis paralysis or risk-taking that may backfire. Striking the right balance between risk and caution becomes crucial, requiring leaders to rely on intuition, data analytics, and scenario planning to mitigate uncertainty. We live in the age of unpredictability and leaders must be prepared to handle crises effecLeadership Challenges Were Not This Long, Before PEOPLE TALK By Srinath Sridharan & Steve Correa L
18 May 2024 | B W BUSINESSWORLD | 85 Ethical leadership has never been more critical. Leaders are under increased scrutiny from stakeholders, including employees, customers, and regulatory bodies. Upholding ethical standards, promoting integrity, and demonstrating authenticity are imperative for building trust and credibility. Leaders must navigate ethical dilemmas, such as conflicts of interest and ethical grey areas while ensuring alignment with the organisation’s values and principles. Leaders must contend with the ever-changing regulatory landscape, where laws and regulations governing various industries are constantly evolving. Compliance with regulations related to data privacy, environmental protection, labour practices, and financial reporting requires careful monitoring and proactive measures. Failure to comply with regulatory requirements can result in legal penalties, reputational damage, and operational disruptions. Leaders must allocate resources to stay abreast of regulatory changes, ensure organisational compliance, and anticipate future regulatory trends to maintain a competitive edge. Environmental, social, and governance (ESG) considerations have become increasingly important for businesses as stakeholders place greater emphasis on sustainability and corporate responsibility. Leaders must integrate ESG principles into their strategic decision-making processes, aligning business goals with environmental stewardship, social impact, and ethical governance practices. This involves transparent reporting on ESG performance, engaging with stakeholders on sustainability initiatives, and embedding ESG criteria into risk management frameworks. The urgency of addressing climate change requires leaders to proactively mitigate environmental risks and adapt to a changing climate. Adopting sustainable practices, reducing carbon emissions, and transitioning to renewable energy sources are critical steps for organisations to achieve net-zero carbon emissions. Leaders must incorporate climate considerations into strategic planning, supply chain management, and product development processes. such a dynamic environment presents a significant challenge for leaders. They must address issues like skills gaps, remote work arrangements, and the gig economy while fostering a culture of inclusion and continuous learning. With millennials and Gen Z comprising a significant portion of the workforce, leaders face the challenge of understanding and meeting the needs of younger generations. These cohorts often prioritise work-life balance, career development opportunities, and social responsibility. Leaders must adapt their management styles, offering flexible work arrangements, personalised, bespoke career paths and meaningful engagement initiatives. Simultaneously, leaders must also address the needs of an ageing workforce, where employees may have different expectations regarding career progression, retirement, and work-life balance. Managing succession planning, knowledge transfer, and accommodating older workers’ needs for flexibility and healthcare becomes essential. Leaders must foster a culture of inclusivity that values the contributions of employees across all age groups while addressing potential age-related biases or stereotypes within the organisation. Srinath Sridharan is a policy researcher and corporate advisor Steve Correa is an executive coach, OD consultant and author We live in the age of unpredictability and leaders must be prepared to handle crises effectively to safeguard the organisation’s reputation and operations. Whether it’s a natural disaster, cybersecurity breach, or public relations crisis, the ability to respond swiftly and decisively is paramount. Developing robust crisis management plans, fostering a culture of transparency and accountability, and building organisational resilience are key priorities Photograph by Vectorlab Photograph by Unitone Vector
86 | B W BUSINESSWORLD | 18 May 2024 NDIAN CRICKET made progress in the years after the two greats, Sunil Gavaskar and Kapil Dev, departed from the scene. Many great cricketers of extraordinary talent joined the team, in the period up to 2000. Sachin Tendulkar, Mohammad Azharuddin, Sourav Ganguly, V.V. S. Lakshman, Rahul Dravid, Javagal Srinath, to name a few. But the team could not go to the next level, as a unit. There were good performances but as a unit collectively, something was missing. Cut to the year 2000. On the back of a dark chapter in the cricketing world, the sordid saga of match fixing, Indian cricket stood at a point of transition. The team’s responsibility fell on the shoulders of the young and talented southpaw Sourav Ganguly. What he would do would have an impact on Indian cricket’s future. And it surely did. Sourav Ganguly’s leadership backed by John Wright as coach transformed the way we played the sport in many ways. And navigated Indian cricket, through a tough phase of change. Saurav brought in a dash of aggression in the players. A diehard winning instinct. He instilled in the team the importance of dominating the opponent through performance in the field and psychologically. If it had to be given back, it had to be, even if it was through sledging. Not to take anything lying down was the mantra. We all remember the young Ganguly reaching for the toss late in the series against Australia in India and thus getting under Steve Waugh’s skin. This attitude of dominating the opponent in every aspect, rubbed off on the team. The intensity to play to win impacted our ability to win matches abroad. Test wins in Australia, West Indies, series win in Pakistan, winning the Nat-west Trophy in England, reaching the finals in 2003, limited over World Cup in South Africa, were all part of what the team accomplished in this era. Not to forget the series win against Australia in 2001 after losing the first test. The unforgettable 284 of Lakshman and 174 of Rahul Dravid, a partnership of 376 runs, to save the Kolkata test in 2001 and ultimately winning it, literally snatching victory from the jaws of defeat, was a product of this new-found determination of this Indian team. The other thing that Sourav did brilliantly was that he backed a younger crop of talented players like Harbhajan, Yuvraj, Zaheer Khan and Sehwag, who would go on to beI The Sourav Ganguly Era The author is the CEO & Founder of The Unlock Company. He is also a thought leader, writer, speaker, leadership & life coach, spiritual teacher and former CEO of Dentsu India Lessons in Leadership from Indian Cricket - 2 By Arijit Ray
18 May 2024 | B W BUSINESSWORLD | 87 From the perspective of professionals who are on the path to higher roles, for senior leaders, this era provides us many insights. l A good leader needs to recognise good talent and back them, give them a long rope, nurture them and create an environment for them to thrive and perform, along with other leaders. l A leader who has a good tactical understanding of his domain and an understanding of his team’s capability, he or she can use it to allocate people for the right roles l Leaders also need to have a selfless quality. To be able to downplay their own roles sometime for the sake of a talented employee and the organisation l Along with upgrading capabilities, leaders have to focus on strengthening their psychological disposition. Sometimes battles are won and lost in our minds. So selfbelief is key to building a winning instinct l In a competitive world, at various points team leaders would need to master the skill of combat, skill of aggressive negotiations, in competitive situations. The mental toughness has to show in the demeanour. Even in the corporate world, body language matters. l Many times CEO’s need to work from the background and let the business heads lead from the front. The best CEO’s are great coaches. l Every organisation has to professionalise itself constantly, making sure the right inputs are coming in every aspect of business, manufacturing and marketing etc No matter what, wherever at whichever organisation, a leader’s greatest legacy is what he or she leaves behind as a person. We get a great insight from Swami Vivekananda’s teachings. He says, “ Don’t try to be a ruler. He is the best ruler who can serve well”. This is the second of a three-part series on Leadership Lessons from Cricket by the author For the first time, the Indian cricket team had a working support staff with experts for each facet of the game, working closely with the captain and coach. The Indian team at the end of five years had transformed into a professional cricket unit with a strong self-belief to consistently churn out winning performances come the fulcrum of the team in the years to come. Harbhajan was one of the star performers in the historic series win against Australia in India. He nurtured them and gave them a long rope. And created a great bonhomie in the team as a cohesive unit, along with the seniors like Sachin, Dravid, Lakshman and Kumble. What endeared the team to Ganguly was also his ability to get the best out of his team. During his tenure, Dravid donned the hat of a wicket-keeper in the limited overs format giving the team the flexibility of playing an additional batsman. Virender Sehwag started opening the batting in all formats. He flourished in this role and how. In the limited overs format Ganguly gave up his immensely successful partnership with Sachin to give Sehwag the opening slot. During this period, for the first time an international coach came on board. John Wright. He worked in the background, bringing in the best professional inputs along with a team of efficient support staff, letting Sourav lead from the front. For the first time, the Indian cricket team had a working support staff with experts for each facet of the game, working closely with the captain and coach. The Indian team at the end of five years had transformed into a professional cricket unit with a strong self-belief to consistently churn out winning performances. Even now Sourav’s era has one of the better win percentages across formats. He would undoubtedly be remembered as one of the best captains to have captained India. Photographs by Indiapicturebudget
88 | B W BUSINESSWORLD | 18 May 2024 It’s in crisis that inventiveness is born, as well as discoveries made and great strategies arise. He who overcomes crisis, overcomes himself, without getting overcome. — Albert Einstein HERE HAVE BEEN turbulent occurrences recently that have had an impact on the entire world. Among these international events is the ongoing war in Ukraine, which has lasted for two years; the Israeli-Hamas conflict is becoming more and more intense; as is the US-China trade war. All of these things have increased volatility, which emphasises how important it is for leaders to recognise and respond to political and geopolitical dangers. This is especially crucial for the private sector that engages in international trade and investment. Global functioning and stability assumptions are now frequently put to the test by both predicted and unanticipated events that can happen quickly. More importantly, geopolitics is a component of global risk and a channel of contagion that can turn a liquidity or sovereign crisis into a systemic breakdown of the global order. Converting geopolitical data into useful consequences for businesses and decisionmakers is a crucial task. Company executives may get unduly obsessed with their daily operations and, as a result, fail to approach their assessments with anticipation. Neither the Israel-Hamas wars nor the war in Ukraine occurred overnight. We were unaware of how disputes were developing, which caught us off guard. The conflict between Russia and Ukraine began when Ukraine decided to join NATO in 1991. Russia perceived this as an effort by the adversarial NATO military alliance to encircle the Russian borders. On gaining independence, Ukraine had preGeopolitical Resilience for Indian Companies viously declared its neutrality and nonalignment with military blocs. However, once pro-Western Zelensky became president and indicated an interest in joining NATO, the country faced criticism from Russia. The desire for Palestine’s statehood, which dates back at least 75 years, is at the centre of the conflict between Israel and Palestine. The notion that Israel seeks to force Palestinians out of their homes so that Jewish settlers can occupy their land is the direct root of the current conflict. Furthermore, Hamas reCOLUMN by Suhayl Abidi, Manoj Joshi & Ashok Kumar Clockwise from left : Suhayl Abidi, Ashok Kumar & Manoj Joshi T
89 | B W BUSINESSWORLD | 18 May 2024 alised that key Arab countries like Saudi Arabia and the United Arab Emirates were shifting in favour of Israel, which would hurt their cause. Thus, it was merely a question of time until Hamas orchestrated an event to garner global attention once again for their cause. The turning point was the destruction of the Al Aqsa Mosque. But now that the fighting has spread to Lebanon and Yemen, the already complicated situation has become more challenging. Brexit is the result of Britain’s recent rebellion against the EU’s overbearing bureaucracy. These days, a growing number of members – Poland, Hungary, and Italy, in particular – openly disagree with EU policies in the light of their national interests. These occurrences may eventually lead to a crisis that affects international corporate interests. These incidents demonstrate that most events proceed slowly, sometimes taking years to reach the flashpoint. However, if an organisation sets up procedures, trains senior management to monitor these developments, and raises awareness about them, they can monitor these developments, conduct scenario analysis, and maintain backup plans, including C and B, in case something goes wrong. It implies that companies need to reset their processes and competencies to make sure that: l The leadership understands the strategic geopolitical context in which decisions are made; l Business risks and opportunities coming from geopolitical dynamics are evaluated. l Keep an eye out for changes in the world environment, taking into account the possibility of unanticipated and significant developments. l Create a long-term, coherent strategy and vision that goes beyond the organisation’s immediate day-to-day operations. l Integrate geopolitical analysis into the organisation’s broader international and risk-mitigation strategies. Certainly, possessing the ability to anticipate trends, navigate through crises, and manage unforeseen external factors is now an essential skill in the realm of international business. Though they can be learned, these talents are not taught (at least not in India). It would be helpful if the business schools included this topic in their MBA curriculum and also conducted shortterm executive training programmes with the assistance of foreign affairs professionals, given that we are currently functioning in the fast-moving, uncertain VUCA environment. Undoubtedly, being able to identify trends, handle unanticipated external influences, and manoeuvre through crises is now a crucial skill in the world of international business. Suhayl Abidi is a consultant with the Centre for VUCA Studies, Amity University & a practitioner in Organisational Learning and Knowledge Management. Manoj Joshi is a Fellow, Institution of Engineers, Professor of Strategy, Director, Centre for VUCA Studies, Amity University & Ashok Kumar is a Ph.D with professional qualifications in Business Management & Demography with advanced training in Management at Ashorne Hill College of Management, UK. He is a consultant with Centre for VUCA Studies, Amity University Geopolitics is a component of global risk and a channel of contagion that can turn a liquidity or sovereign crisis into a systemic breakdown of the global order. Converting geopolitical data into useful consequences for businesses and decision-makers is a crucial task Photograph by Sashk0
90 | B W BUSINESSWORLD | 18 May 2024 WHAT DOES THE future hold for compact gaming laptops? Whatever the answer to that may be, it looks to be on the right path from where we stand. HP Inc just launched the slimmest Omen laptop, the HP Omen Transcend 14 and we got to review it for a few weeks. First impressions: HP Omen Transcend 14 l Great display – 14-inch 2.8K OLED, 120Hz Max. refresh rate l Ample brightness – 400 nits SDR brightness; 500 nits HDR brightness l IMAX-enhanced display l Build quality looks good – solid, durable and sturdy l As smooth as any gaming laptop can be – 16GB LPDDR5x RAM l 1TB SSD, Gen4 M.2 storage l Wifi 6E, Bluetooth v5.3 l Decent battery life – l Three to four hours of run time (non-gaming) l Two to three hours run time (gaming) l Easy to carry – 1.63 kilograms Design The Omen Transcend 14 gaming laptop doesn’t disappoint. The first thing that catches the eye is the design. It’s not something that can be called out-ofthe-box. HP stuck to the fundamentals and delivered a laptop that appears familiar and relatable. Simply put, the laptop is sleek, compact and easy to carry. Being under two laptop for. The Intel CPU is a balanced one as it operated keeping power efficiency as one of its key focus areas. For those who will switch from 14th or even 13th Gen Intel Core i9 CPUs, the Core Ultra 7 does feel a bit underpowered. However, this is not a deal breaker in any way. Graphics The HP Omen Transcend 14 comes with a dedicated GPU for gaming. The Nvidia RTX 4060, a 65W graphics card that does its job in a fabulous manner. Gaming, one of the primary reasons consumers will be buying this laptop for, is a delight on the Transcend 14. Apart from gaming, the RTX 4060 can also handle high-end photo and video editing with ease. We edited an entire 30-minute episode of BW Tech Talks on this laptop without a hiccup. The display being an kilograms definitely helps the cause. The laptop is not loud in any form or fashion. Subtlety is one element that HP has been able to really dial-in in the Transcend 14. The RGB keyboard is fascinating and at the same time not too loud. It is a lattice-free keyboard which gives the RGB a very soothing appearance. The keyboard has negligent flex and offers a comfortable typing or gaming experience. Another thing that will get your attention is the price tag. With an asking AFTER HOURS / GADGET The HP Omen Transcend 14 targets a niche market that is growing day by day. Statistically, never in history, was there a better time to launch a gaming laptop, says Deep Majumdar SLEEK, SUBTLE, COMPACT AND EASY TO CARRY price of Rs 1,75,000, this laptop takes its place in the middle of the cost spectrum as far as gaming laptops are concerned. Processor The laptop houses Intel’s Core Ultra 7 155H CPU which ensures optimum performance in almost all aspects one could need a
18 May 2024 | B W BUSINESSWORLD | 91 extension of this GPU, is just as fabulous. The 14-inch 2.8K OLED display offers clarity, depth and extremely vivid colours. As claimed by the company, the display is IMAX enhanced. How much of my experience was affected by this feature is still not clear, though. The HDR support does translate into deeper blacks and crisper colours. that adds a lot of value to this computer. Users can expect the temperature to reach as high as 103-degree Celsius and an average temperature of 90-degree Celsius. Verdict: Is the HP Omen Transcend 14 Worth it? The laptop is targeted at a niche market that is growing day by day. Statistically, never in history, was there a better time to launch a gaming laptop. HP (along with many other players in the industry) knows this and is capitalising on this fact by introducing a potent and efficient gaming machine that is easy to carry as well. The Transcend 14 reminds us of the Asus Flow X13 (Review). Compact, slim, stylish and packing a powerful punch. Similar to the Flow X13, the Transcend 14 offers impeccable specs and delivers a remarkable overall performance. Be it pure gaming or multimedia work, such as video editing and animation, the HP Omen Transcend 14 proved to be a worthy companion. The compact and easy-to-carry form factor makes a great case for it. The 2.8K display is an advantage for the laptop as well. Add these to the Core Ultra 7’s overall performance and we have ourselves a well-rounded machine that is capable of standing its ground in the midst of larger gaming units. Be it pure gaming or multimedia work, such as video editing and animation, the HP Omen Transcend 14 proved to be a worthy companion Battery This is a major pain point for many people when it comes to gaming laptops. This is especially true for compact gaming laptops as the battery is smaller and so are the thermals. We have to admit, when the Transcend 14 came in, we were sceptical about it. Despite Intel’s bold claim about a better battery life in its Core Ultra line of CPUs, we had our reservations about the laptop. The laptop gave a three to four-hour run time during regular office work which included writing stories on MS Word, web browsing, watching YouTube videos and attending video calls. Gaming and video editing however, take a heavier toll on the battery. Expect a three-hour run time during heavy gaming. Thermals The laptop can go really high in temperature during prolonged gaming sessions. However, it doesn’t feel that way at all. The Tempest Cooling mechanism, co-engineered with Intel doesn’t go for the spotlight and instead does more than a decent job from behind the curtains. HP has definitely put in some work when it comes to thermals. Heat dissipation is top notch and
92 | B W BUSINESSWORLD | 18 May 2024 robust appearance. From the profile, the Sonet maintains a familiar silhouette, but it now features new alloy wheels. At the rear, the tail lights have been slightly tweaked and now feature a more prominent star-map pattern connected LED strip that enhances the width perception, giving it a more stable look. Interior and comfort Inside, the cabin of the 2024 Sonet takes a leap forward in quality and feel. The dashboard layout remains user-friendly, but now comes with a new 10.25-inch touchscreen infotainment system that supports both Android Auto and Apple CarPlay. Additionally, the Sonet continues to offer seat ventilation for both the driver and front passenger. It also retains features like an electric sunroof and a premium Bose surround sound system. Kia has also enhanced the comfort level in the Sonet with better cushioning for seats, offering good support for long drives. Rear seat space remains The sub-4-metre SUV segment in India has been a battlefield for automakers, each vying for supremacy with their unique propositions. With the launch of 2024 Kia Sonet, the South Korean automaker is sharpening its edges in this competitive market By Utkarsh Agarwal THE SONET STRIKES BACK Rear AC Vents with Two Type-C Ports & Air Purifier Inverted L-shaped LED DRLs BACK in 2020, the South Korean carmaker, Kia entered the subcompact SUV segment with the Sonet. Setting new standards in the segment, the Sonet outshone its counterpart. And now after four years, the carmaker has given the Sonet a mid-life facelift. Here’s my take on what the 2024 Kia Sonet facelift brings to the table. Design The 2024 Kia Sonet has received a more mature facelift, aligning it closer to Kia’s global design language. The front features a new, bolder tiger-nose grille that seamlessly integrates with the reshaped headlights, which are now equipped with striking inverted L-shaped LED DRLs that command attention. The bumper too has been redesigned for a more AFTER HOURS CAR REVIEW Photographs by Utkarsh Agarwal
18 May 2024 | B W BUSINESSWORLD | 93 Driving the Kia Sonet 1.5-l Turbo Diesel AT Now as before, the Sonet is offered in three trims – Tech-Line, GT-Line and X-Line. Powered by a 1493cc, 3-cylinder diesel engine, the car accelerates quickly, offering a smooth driving experience. In the city drives, the car’s suspensions do a pretty good job, you won’t feel much bump and crack in the road. The suspension system and chassis design, absorb shock and provide a comfortable ride. On the highway the handling has seen improvements as well, with a stiffer suspension setup that reduces body roll and enhances the driving dynamics. Steering is more precise, making the Sonet more enjoyable to drive on winding roads, especially on tight corners. Should you buy it? With the addition of four recently launched entry and mid-variants, now there are total 23 variants of the Sonet. The ex-showroom price starts at Rs 7.99 lakh for the base variant, going all the way up to Rs 15.75 lakh for the top-ofthe-line diesel X-Line trim. To conclude, whether you’re navigating city streets or exploring open road, the Sonet is sure to leave a lasting impression. For those looking at a stylish, feature-packed SUV that does not c o m p r o m i s e o n performance, the new Sonet certainly deserves a closer look. transmissions, and two types of automatic gearboxes on offer. The Kia Sonet comes with a fuel tank capacity of 45 litres that provides an ARAIcertified fuel economy figure of 19.2 km/l in the Sonet turbo petrol DCT. Kia has also equipped the Sonet with an idling start/stop feature that helps fuel efficiency in city driving conditions. adequate, though still a bit tight for three adults compared to some competitors. The addition of rear AC vents and two Type C charging ports are thoughtful touches that improve passenger comfort, along with central armrest as before with cup holders. Additionally, the Sonet continues to offer the smart air purifier with virus protection. Remarkably, it also includes privacy blinds. The Sonet boasts 385 litres of boot space, providing ample room to store luggage. Safety on tarmac Safety has received a boost in the 2024 Sonet with the inclusion of additional features such as six airbags, electronic stability control, and hill assist control as standard across higher variants. The vehicle also includes a comprehensive suite of driverassistance technologies like a 360-degree camera, blindspot monitoring, cruise control and an improved version of Kia’s vehicle stability management system as part of the ADAS unit. Yes, the 2024 Kia Sonet now gets Level 1 ADAS, but this didn’t function properly when I used it on highways. What’s on the offer? Under the hood, the 2024 Sonet retains its engine lineup but with fine-tuning for better performance. This includes a 1.2-litre naturally aspirated petrol, a 1.0-litre turbo petrol, and a 1.5-litre diesel engine. You get a 5-speed manual transmission with the 1.2-L NA petrol engine. The 1.0-L turbo-petrol can be had with a 6-speed iMT or a 7-speed DCT automatic. L a s t l y, t h e 1.5-litre diesel engine can be mated to a 6 speed manual transmission, iMT or automatic transmission T h e r e a r e t h r e e e n g i n e options, three types of manual ENGINE n 1.2-LITRE NA PETROL ENGINE: 82bhp, 115Nm n 1.0-LITRE TURBO PETROL ENGINE: 118bhp, 172 Nm n 1.5-LITRE DIESEL ENGINE: 114 bhp, 250 Nm LIKES n Exterior & Interior Design n Comfortable on Front Seats n Fuel Economy n Performance DISLIKES n ADAS doesn’t function properly Cabin of the Kia Sonet Facelift Rear Seat with Better Cushioning New Alloy Wheel Design Boot space of 385 Litres Steering Wheel with 10.25-inch Infotainment Touchscreen
94 | B W BUSINESSWORLD | 18 May 2024 D D Purkayastha’s autobiography captures his 42-year tryst with the ABP Group, delving into various aspects of his professional and personal experiences , as well as insights into the factors that have shaped his character and career trajectory By Neha Kalra BOOK LAUNCH MEMOIR OF A MEDIA CEO LIFE AND TIMES OF A MEDIA TITAN ON a working Wednesday (April 24, 2024), D D Purkayastha, former CEO of the ABP Group, had his near and dear ones from the media fraternity around him to unveil his maiden book – ‘Headline – Memoir of a Media CEO’ in the capital. Key Roles Introducing DDP (as D D Purkayastha is fondly known), Avinash Pandey, CEO, ABP Network, of the Indian Newspaper Society (INS). Additionally, he served as a board member of the Media Research Users Council (MRUC). Purkayastha’s influence extends globally as a board member of WAN-IFRA, the largest media association headquartered in Frankfurt, where he also sits on its five-member Nominating Committee. Furthermore, he contributed eight years of service as a board member outlined the former’s career across four decades with the ABP Group. Purkayastha spent 14 years as the Managing Director and CEO of ABP before transitioning to a NonExecutive Director role in 2021. During his tenure at ABP, Purkayastha played key roles within industry bodies, including serving on the Executive Committee of the Audit Bureau of Circulation and as Deputy President of the International Media Association (INMA) in Dallas. A New World Pandey stated, “DDP is a giant for several reasons. He understood the need for modernisation much before the others. When he arrived in the ABP group, he led the media industry into a new world of data and measurement. He led the ABP Group with consideration and humanity and more than anything else, by coming from a small town with big dreams, he gave many the promise of possibilities. He has written a memoir which I believe, will light the fire in the ambition and drive for many young people across industries. Him serving the ABP Group for over 40 years is a remarkable accomplishment in an industry where jobs are plenty and talent is at a premium.” Working Hard Purkayastha took to the Q&A session between Annurag Batra and D D Purkayastha
95 | B W BUSINESSWORLD | 18 May 2024 stage where he spoke about his decision to write a book, his keenness to learn a new language and which he eventually did – Spanish, his itchiness for novelty, him choosing not to colour his hair anymore, as well as his desire to revive his guitar playing. “This is a lesson for any young manager. If you set the target very high, you must believe that you will be able to achieve it. It is not simply about setting targets, it is about believing in them too, and working hard to make it happen,” he said. Homely Vibes This was followed by a Q&A session between Purkayastha and Annurag Batra, Chairman & Editor-in-Chief, BW Businessworld and Founder, exchange4media, which was an attempt to bring out nuances about the book, DDP’s life – both, professional and personal, and unfolding the reasons behind the man that he is today. On the short span jobs that youngsters choose to have in their career in contrast to the 42 years that he spent at ABP, DDP mentioned that the company had a very homely vibe. His mother was diagnosed with esophageal cancer and the company and his teammates helped him through his tough times. Rich Experience Purkayastha went on to and got the people to work on-field and from home, in most cases. A Strong Work Ethic During his conversation, DDP highlighted his strong ethics – of keeping his professional and personal life, separate. So much so, that his son refused to come and meet him in office again, due to his first incident of being extremely firm and professional with him. His wife’s contribution to his life is immense, he affirmed. “She has given me hope, and has been my pillar of strength in the weakest of my times.” His first international visit was for work, but he ended up going there along with his family. And being amongst a crowd of the leading newspapers in the US, he was undoubtedly nervous when he was told to make an audio-visual presentation. He fared well in the presentation, just as his son had anticipated. Purkayastha also recollected telling the management about Dhruba Mukherjee, the current CEO of the ABP and Aveek Sarkar, the current Vice Chairman and Editor Emeritus, ABP Group – that they need to be groomed and made ready to take on responsibilities in the future. He did a good job of preparing his successors before he stepped down from his role in 2021. A National Brand DDP closed the event with the memories of the StarABP deal which helped the latter in transforming from a newspaper to a national brand by foraying into television, “I couldn’t sleep for five nights. And I was at the house of the lawyers. Then the deal was signed. And the next morning, I remember I took the first Air India flight to Calcutta. And as we took off and I saw the sun rising. I thought this is the rise of the sun. Obviously, the most significant was the second part, where we gained full acquisition – that time I was in New Zealand on the holiday with my wife.” “Failure should not be considered as underperformance and should not be punished. Unless you fail you will not attain success” D D PURKAYASTHA speak about how he has gained experience across various sectors – from information technology to working for a media company for four decades. He underlined that people should not be discouraged or fear failure. “Failure should not be considered as underperformance and should not be punished. Unless you fail you will not attain success.” Purkayastha takes great pride in figuring out and initiating the work-fromhome model even before Covid set in, wherein he got the ABP Group to shut down operations of its smaller and remote offices,
96 | B W BUSINESSWORLD | 18 May 2024 WAS WORKING ON my next column for BW – on one of my favourite themes like ‘Sustainability’, ‘Inclusivity’, ‘India Shining’ etc. I changed my mind when I saw a friend’s WhatsApp forward of the small clip from Indian Express of around 20 April, reproducing a Reuter report about the Haitian civil society having raised a demand of “billions of dollars” from France for covering some debt the people of this enslaved nation were forced to pay to the rulers. I was immediately reminded of Shashi Tharoor’s famous 2015 speech at the iconic Oxford Society Union ‘Britain Does Owe Reparations’. Even though the honourable MP from Thiruvananthapuram and former assistant secretary general of the United Nations, ended his speech by just demanding an apology and a token sum of GBP 1 per annum for 200 years, I think in all seriousness that we should try to compute the actual cost of their m i s d e m e a n o u r s – i n d e e d c r i m e s – against our country and the Indian people; add interest at a reasonable rate and take the matter to the International Court of Justice at The Hague and to the United Nations. It is now known to the world – supported by recorded history – that our British rulers perpetrated atrocities of the highest – rather lowest – order on our countrymen and the country itself. In 200 years they reduced India’s share in the international I trade from 23 per cent to under four per cent; all because they virtually destroyed all our manufacturing activity, mined our iron ore and coal and shipped it to the United Kingdom along with our cotton, indigo and other produce for value addition and brought back finished goods to India at hugely inflated prices. They forced our people to join their army and paid them a pittance as compared with their own white soldiers. One of their generals went on record to say that “whereas we need to run elaborate kitchens to feed our own guys, these brave Indians fight with just roasted gram and water”. They collected revenue (lagaan) from all farmers even when there were droughts leading to many farmers pawning their meagre holdings. They even deprived Bengalis of their legitimate right to rice and wheat and let four million of them perish in the shameful ‘Bengal Famine of 1943’ while the food stocks were reserved exclusively for their fighting forces under the hollow pretext that this was necessary to stop the Japanese from occupying India. It is estimated that 80,000-90,000 Indians died in World War II. Field Marshal Auchinleck publicly acknowledged that “we couldn’t have come through both WW I & II if we did not have the Indian Army”. Compensation for these precious lives alone (if at all it is possible to put a price on human lives) would amount to trillions of dollars! Add to it the massacre at Jalian Wala Bagh on Baisakhi day 1919 when they killed about 1,500 unarmed innocent civilians and injured another 1,000 or more. In 1870 they forced our people to stop cultivating hardy, drought resistant and highly nutritious millets and forced our farmers to grow cash crops like indigo, opium and cotton which they could sell internationally at astronomical prices while our people starved when the next drought hit the region. (My column Food Security, BW 17 June 2023). Indeed, the Britishers did some good things – of course mostly to assist their own administration and trade – like creating good systems and institutions, teaching us the English language, training our future military commanders at Sandhurst etc. but all these do not tilt the balance against their crimes of untold loot and plunder (they even stole our antiques and valuable jewels) and the inhuman torture of our people. WHY DON’T WE SUE BRITAIN? The writer is a regular columnist and a former corporate manager, who has also worked for industry associations. Since 2010 he has been engaged solely in social work in the areas of empowerment of the disabled, climate change and cancer care IN RETROSPECT n By KRISHAN KALRA After Haiti’s demand from France, it is about time India too raised a hefty debit note on Britain for the wrongs done by them through 200 years of colonising our country Photograph by Rabbit75cav/Canva
18 May 2024 | B W BUSINESSWORLD | 97 RUPEN PATEL on the achievements of the engineering and construction major including the iconic projects rendered by it, nation building, focus on sustainable practices and much more Shaping The Future Of India’s Infrastructure Rupen Patel, Chairman & LAST WORD Managing Director, Patel Engineering On the performance of Patel Engineering in construction industry Patel Engineering excels in construction, especially in hydropower, tunnelling, and irrigation. Notable projects include Ghatghar Dam, which was built in the ninth-quickest time using rollercompacted concrete or RCC; the Sawra Kuddu Hydroelectric project, the first in India to feature the piano key weir design; and the Rampur Hydro Electric project boasting Asia’s largest surge shaft. Besides, the company executed the Koyna Hydroelectric project, Asia’s first lake tapping project, and the Sela Tunnel project, the world’s longest bilane tunnel at over 13,000 feet altitude, showcasing our diverse expertise and commitment to impactful infrastructure solutions. On the role of a nation-builder Our order book, which stood at Rs 19,134 crore as of December 2023, is steadily expanding, and expected to reach around Rs 25,000 crore by the end of FY25, thereby reinforcing our position as a market leader. We are poised to capitalise on opportunities valued at over Rs 4 lakh crore in the next 4-5 years, leveraging India’s favourable conditions such as low labour and construction material expenses. On the importance of the Udhampur Sela Pass Tunnel UdhampurSrinagar Railway Tunnel Srinagar Railway Tunnel Our achievement in the construction of the Udhampur-Srinagar Railway Tunnel, which completed arch lining of 775 meters in a record one month, highlights our expertise in tunnelling. This not only sets a new benchmark in infrastructure development but also significantly boosts India’s transportation network, enabling seamless allweather connectivity between the Kashmir valley and the rest of the country. On dominance in hydroelectric projects We successfully delivered around 40 hydroelectric projects nationwide, boasting a combined capacity of 11,000 MW. To meet India’s energy demand at a faster pace and achieve the targeted 500 GW of renewable energy, there is increased focus on hydropower generation in India. Currently, about 18 GW of hydropower projects are under construction, of which we are involved in around 8 GW, or around 45 per cent of the total ongoing projects. On initiatives taken to promote sustainable practices Through sustainable design practices and innovative technologies, we aim to minimise ecological footprints while maximising long-term benefits. The implementation of the tower belt system in place of the traditional dumpers is one example. As told to Ashish Sinha
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