the project panchdeep journal · visits to challan camps have been very inspiring. ieshan jain...
TRANSCRIPT
THE TRAVELING SALESMAN
CS KEDAR DIRECTOR GENERAL, ESIC
I was once traveling and got talking with my companion
and he told me a story that I am sharing today. It seems
that there was a small town where the erstwhile Carona
Shoe Company wanted to expand its business. Prior to
the actual expansion, a sales executive was sent to carry
out a pre-launch study of the town.
When this executive arrived in the town, he was amazed
and shocked to find that he was the only person wearing
a footwear! The townspeople did not wear a shoe or a
sandal or any other footwear. He walked and walked
around the market, but did not even find a single shop
selling shoes. So, alarmed and wanting to save his com-
pany the enormous expenses, he immediately wired
back ― HOLD ALL BUSINESS EXPANSION PLANS.
STOP. NO ONE WEARS SHOES. STOP. 0% BUSI-
NESS POTENTIAL HERE. POSTPONE LAUNCH.
STOP
But his boss wanting to validate the telegram sent an-
other salesman to the same town, and he too was met
with the same ―no-shoes‖ environment. Again, like the
previous executive he too immediately went to the tele-
graph office and wired ―TRIPLE ALL THE BUSINESS
EXPANSION PLANS. STOP. NO ONE WEARS SHOES.
STOP. 100% BUSINESS POTENTIAL HERE. PRE-
PONE LAUNCH. STOP
It is how we look at things that makes the difference. A
positive outlook shall make any leader seize the opportu-
nity and turn it to his advantage. A negative attitude will
most certainly be a hamper to the success right from the
beginning.
All great tasks, are inherently difficult to achieve, and that
is why they are great. We must all remember that any
problem, however big shall get solved only when we get
down to solving it. Man has stepped on the moon. If we
can conquer space, is there any task more daunting? I
am proud that at ESIC we not only have officers… We
have Leaders who shall take this organisation to be re-
garded as “THE WORLD BEST”!
The Story Teller’s Corner 1
The Tao of Leadership 2
Our Guests from MP and DIT 3
Inside a Leader’s Mind 4
Chronicling a Vision 5
Keeping the torch lit 6
Leadership Principles from 7 The Mahabharata!
The Project Panchdeep Journal
The Lighthouse
OCT 2010 Issue 05
ETHICS IN LEADERSHIP
Honesty and integrity are the greatest character traits in strong leaders.
Ethics in leadership would annihilate corruption. The greatest leaders who
are held in high esteem have integrity and the leaders lacking in integrity
are despised.
John C. Maxwell in Developing The Leader Within You said, "The secret
to rising and not falling is integrity." Lorin Woolfe the author of Leader-ship: Secrets From The Bible said, "integrity is the measure of leadership."
The person of integrity does not believe the ends justify the means. With-
out integrity nothing else you do matters. You could master every other
skill but without integrity you will be a weak leader. This is true because
your followers will lose their respect for you. You can gain it back but it
requires a lot of work. Unethical leaders affect a whole lot more people
than themselves. People like to feel they are making a difference in the
world. If they know their leader is not ethical, then the followers do not feel
good about their purpose for working in that organization.
Ethics is to know the difference between right and wrong. Ethics is not
trying to beat the system. A big test of ethics is when nobody is watching
and you are faced with a strong temptation to bend the rules to make your
life easier or more pleasurable.
3 Concepts of Leadership
Congruent: You are not divided about what you think, feel, say and do.
Humility: You are not egotistical, prideful or arrogant. You are more con-cerned about doing the right thing than being right. Humility is not weak-ness but a great strength.
Courage: It can be extremely hard to take action and face the possibility of ridicule and oppression. If you consciously think about taking courageous
action in advance, you will be more likely to overcome your fear of your
consequences for taking the right action.
THE TAO OF LEADERSHIP
VASUDEV MURTHY, WIPRO LTD
Leadership is all about the ability to inspire and moti-
vate, to take tough and potentially unpopular deci-
sions.
You - yes, YOU! - are in a leadership position not because of an acci-
dent; someone must have recognized a certain set of qualities in you
that set you apart from the ordinary. Perhaps you demonstrated speed
and practical wisdom when your organization needed it. Maybe you
put across a perspective that others had either not thought about or
had not thought through to completion. Or maybe you demonstrated
resilience during a tough period. Perhaps people were seen to natu-
rally gravitate towards you for advice. Whatever the case, you have
exhibited rare qualities and are possibly now blessed with decision-
making power.
Its not easy being a leader; you are under scrutiny all the time, people
talk about what you did or did not do, what you said and did not say
and so on. Everyone has an opinion about you. And most imagine
that they could have done better had they been in that role.
And who does a leader talk to? Unfortunately, it's lonely at the top. The
acts of leadership may assume that a consensus was arrived at, but
the responsibility of the final decision belong to one person - you. The
final casting vote is yours and the consequences of the final decision
must first be borne by you. The leader cannot blame anyone else; the
buck stops with him. If not, then, by definition, he is not a leader.
We refer to this decisiveness as the 'Edge'. In the absence of clear
data, a leader makes sense of patterns, assesses the immediate con-
text, weighs the consequences of any options available, recalls past
experiences and proceeds with a final decision. Data is not available
or may be inexact. Time is not available. The shadows of the un-
known are seen by him. But he acts. Because people expect him to.
He cannot be seen as dithering or in a state of panic. He may make, in
hindsight, a bad decision, but he is expected to make some decision
and give his organization direction and clarity.
The failure to act firmly at the right time has near-fatal consequences.
First is the erosion of trust and faith. A leader with feet of clay will not
stand the test of time and his organization's overall morale will dip.
Should another challenge arise in the future, expectations of him will
be minimal and people will assume inaction, procrastination and a
general lack of direction. This is cold organizational logic and compas-
sion has no meaning here.
Second, such a leader will set himself up for replacement through the
law of natural selection. Another emerging leader will seek - first, ten-
tatively and then persistently - to fill the leadership vacuum, reflecting
the sentiment of the organization.
Finally, a leader who does not possess the Edge is himself unlikely to
grow further and may have reached the limits of his potential.
Yes, Leadership styles may be different. One may have a nurturing
style. A third may prefer being a creator of visions, thus motivating
individuals by the power of his ideas. But in all cases, he must demon-
strate an Edge when called upon to do so by the winds of change.
Do you have that Edge?
EDITORSPEAK!
The United Nations Summit on the Millen-
nium Development Goals (MDGs) for 2010
concluded recently. The progress on 8
MDG goals, including goals such as uni-
versal primary education, reducing child
mortality, and improving maternal health are unlikely to be
reached by the 2015 deadline. The target of halving the
number of people living under $1 a day has been pro-
jected as achievable yet the numbers suffering from hun-
ger and malnutrition have risen between 2007 and 2009;
one in four children in developing countries is still under-
weight. And the reports from India indicate that eight of our
own states have as many poor and undernourished people
as all the African nations put together!
.
The reasons for the dismal progress are many. As U.N.
has noted, inadequate resources, lack of focus and ac-
countability, and insufficient dedication to sustainable de-
velopment are the main culprits in the unsatisfactory
march towards meeting the goals.
India, as an emerging economy has responsibilities not
only towards its citizens but the other developing nations
too. The Leadership, policy makers and development fo-
cus of our country is geared towards meeting the goals of
MDGs, yet there is something missing in the vision to
tackle the vital issues. Performance figures show a de-
pressing picture. Can it be that between planning and exe-
cution there is a gap? That between intent and delivery of
services there is loss of the service?
ESIC has taken that vital step of ensuring better services
to its IP And not only the technology and best available
tools are adopted, the up gradation of employee skills is
also taking place. The Leadership conclave, the Change
Management Workshops are indicators of the seriousness
of the management towards their comprehensive march to
progress.
As we celebrate Gandhi Jayanti this month, we dedicate
this newsletter to the theme of leadership. Dr CS Kedar,
the leader as the Storyteller has not only inspired people
by his messages hidden in simple yet powerful stories, his
visits to challan camps have been very inspiring. Ieshan
Jain shares the experience in his Karnataka story. Sanjay
Sur emphasizes the responsibility of the leaders to act on
feedbacks and empathy when a change is taking place.
Vasudev Murthy, once again invokes the leaders in all of
us and points out the responsibilities that are inherent to
this ‗lonely at the top‘ position. Dr Kunal Datta talks about
leading by example and Umashankar writes how he was
inspired by Dr J N Mahanty‘s citation from Mahabharat –
the biggest book of management.
I will conclude with quote from Kofi Annan that -Whether
our task is fighting poverty, stemming the spread of dis-
ease or saving innocent lives from mass murder, we have
seen that we cannot succeed without the leadership of the
strong and the engagement of all.
VASU
VASHIMA
ENGAGING THE LEADERS‟
HEART
SP SINGH, Senior Director
Ministry of IT
It goes without saying that e-
Governance is playing an
increasingly important role in
modern day Governance and
various departments of the Government as well
civil society organizations have taken a large
number of initiatives in this direction across the
country. Worldover, governments have
achieved remarkable success using ICT to im-
prove the lives of the citizens. One of the big-
gest e-Governance project, ―Panchdeep”, ESIC
envisages development of a robust network of
infrastructure for delivery of medical care ser-
vices to existing subscribers changing the way
healthcare services are dispensed in India.
Making change happen requires strong/ com-
mitted leadership and there are a lot of chal-
lenges in bringing the required change and the
capacity within the organization to achieve suc-
cess and sustain the same.
Government organizations realize that they
need to manage their leadership talent at all
levels and build commitment and capacity in
the organization. Leaders must engage peo-
ple's hearts and hands, as well as their heads.
Building commitment and capacity should en-
compass creating right work environment, en-
courage sense of ownership, and accelerate
learning and development. Today, we have
leaders who are involved more than ever before
in teaching, coaching, and creating growth op-
portunities for people in order to build a work-
force capable of maximizing government per-
formance and creating effective and efficient
service delivery channels.
Keeping in view, the enormous task of driving
the change in the organization to service driven
model, most of the organizations may not be
appropriately and adequately equipped. It is
therefore not only important but necessary that
the required skill sets needed are addressed
and catered for to handle the challenges that
are likely to be faced in implementing and realis-
ing the overall objective of migration to e-
services.
MADHYA PRADESH: ON THE ROADS OF e GOVERNANCE
AWANTIKA VARMA, Nodal Officer Nodal Officer
National eGovernance Plan, GoMPNational eGovernance Plan, GoMP
The extensive use of Information Technology (IT) in every walk of
life has redefined the fundamental principles of delivery of ser-
vices and operation of service sectors, resulting in faster and
easier delivery of much better services than before. Electronic
Governance (popularly referred to as e-Governance) has
emerged as a keyword for all such IT applications that take advantage of IT to
reinvent the way the Government works. Often e-Governance is used as a syno-
nym to describe an IT driven system of Governance that works better, costs less
and is capable of servicing the needs of the citizens and businesses as never
before. All such initiatives taken by any administration need to be showcased for
better visibility, learning‘s and exposure.
At Madhya Pradesh, exceptional work has been done in the field of e Govern-
ance. We are constantly driving the IT initiatives for the benefit of the masses.
With this rich background we feel that we need to impress our success stories
upon other states. Madhya Pradesh has taken a number of e-governance initia-
tives in most of its state departments. These initiatives are either in working
phase or in implementation phase. A major initiative on the e-governance front
includes computerization of Treasury, Commercial Tax, Transport and Mandi
Board. Treasury computerization has led to good financial control. MP carried
out the computerization of mandis in order to ensure that farmers get the right
price. Computerization of land records department is another major e govern-
ance initiative which speaks about brining in the good governance in the state.
MP as one of the leading states in terms of perceived improvement in delivery of
government services through e-governance. MP Online is the one-stop portal for
citizens of Madhya Pradesh, available anywhere and any time basis. It is a citi-
zen services portal of Government of Madhya Pradesh initiated for Citizen Em-
powerment. Government of Madhya Pradesh (GoMP) has initiated action to im-
plement Project e- District which will serve as an important enhancement for the
State‘s e- Governance implementation program, in which majority of the G2C
and G2G services are being delivered by the District Administration leveraging
ICT.
―Madhya Pradesh State Education Portal – A Suite of E-Governance application
for Education Sector‖ (G2G & G2E). The Stake holder departments are Director-
ate of Public Instructions, Directorate of Tribal Welfare, Rajya Shiksha Kendra.
The e Samvad project is being implemented by the office of the Commissioner
Higher Education. GeoAmpere (Geomatics-Based Application Model for Plan-
ning Distribution of Electricity to Rural Entities) (G2C & G2B). It is a Geomatics-
based Decision Support System for planning and management of Electrical
Power Distribution Network (33 Kv / 11 Kv). It has been implemented success-
fully by Madhya Pradesh Paschim Khsetra Vidyut Vitharan Company Limited,
Indore
SWAN constitutes the core Infrastructure under National e-governance Plan.
Data Communication, VOIP, Video Conferencing and Internet available at all
Point of Presence (PoP) Locations in 50 Districts and 291 Blocks/Tehasil. SDC is
envisioned as the ‗Shared, reliable and secure infrastructure services centre for
hosting and managing the e-Governance Applications of State and its constituent
departments‘. CSC (known as ‗Nagarik Suvidha Kendra‘ in MP) is an ICT en-
abled access point for delivery of Government, private and social sector services
to rural citizens.
Government of Madhya Pradesh has embarked upon the great task of bringing
in the good governance in state and mission of department of information Tech-
nology has translated it. In Madhya Pradesh, we not only talk of good govern-
ance rather we practice to deliver.
AWANTIKA SP SINGH
GAMES LEADERS PLAY
MK ARYA
Joint Director,
NTA, ESIC
Last night, I got
thinking about my
friend Johnnie! It
isn't his real name but this is what we all
call him among other names. . He en-
joys immense popularity, is pretty suc-
cessful in his job and is generally ac-
cepted to ‗have arrived‘ and a leader!
Once I asked him the secret of his suc-
cess and he simply said “ALL work
and NO play makes Johnnie a dull
guy”! I have been wondering ever
since, if this is not what I have been
overlooking in my quest to reaching the
top.
I have always been told that one should
be serious and sincere and to become
a leader, and yet, everyday I learn from
my leader who is telling funny stories,
making light talk and even having fun in
office. I have seen him telling stories
when he gets up to make a serious
point, thereby making it clearer than
ever. And I have been thinking if being
fun and enjoying your job is not what
leadership is all about.
That the fun and games actually bring
out the leader in you was evident when
we had the Change Workshops and
had role plays in the sessions. That was
also when I fully realised the power of
storytelling! Our Hon‘ble DG, Dr. CS
Kedar, without actually telling us so,
simply showed us the art of leadership
the fun way!
And this is what we did at the Leadership Conclave for the senior officers of the ESIC . Yes, we deliberated, and discussed and
dwelled on solutions, but it was again my friends from WIPRO who helped bring out the leaders in the officers through the simple world
of, yes, you guessed it right—games! So after an exhausting full day session, I was really surprised to find my fellow officers losing their
inhibitions and bonding like a team, huddling and planning and strategising to win the game! As I looked on, I saw officers become
leaders and WINNERS! I have discovered that ordinary people exceed their best when put in situations that offer competition and the
opportunity to have fun! Leadership through games is an idea that I now strongly believe and advise.
I had another opportunity to use the powerful tool of leadership building when the first batch of Deputy directors were inducted. Once
again, it was my friends in Wipro that helped. In addition to the regular classroom and interaction sessions, I used the opportunity to put
the young officers in positions of leadership and helped them evolve, articulate and present their vision of ESIC. To top this with an-
other successful technique, all of them were invited to shed their inhibitions and act out scenarios that they shall encounter everywhere
in ESIC— in our offices, hospitals and every possible place within and outside. The best part was that they scripted, directed and acted
the ‗movies‘ themselves! Never have I seen a powerful method of understanding that with leadership comes responsibility. We have all
played games since our childhood. Its time that we all re-visit the era and pick up the most entertaining way of becoming Leaders!
Oh, and by the way… I am sure that you now know who ‗Johnnie‘ is by now… after all he is in ESIC!
INSIDE A LEADER‟S MIND
SANJAY SUR, WIPRO LTD.
When Carlos Ghosn took over Nissan Motors in Japan, organiza-
tion was loosing billions of dollars, many earlier turn around at-
tempts had also failed. He took over this embattled company in a
country which is extremely hierarchical, looks foreigners with sus-
picion. Lets also not forget no other company in Japan before
tried out a foreign CEO.
And he did turn around this company one year earlier than the plan and the turn around
was so grand that he is now part of Japanese folklore( He is now a comic hero in Japa-
nese Cartoons). He did the turn around without hurting even a single bit of Japanese
Cultural sentiments. He was the super sponsor for all the changes, all the Middle Manag-
ers were change agents and everybody in the company were involved as the stakeholder
for the changes which were sweeping through the organization.
In any organization change is driven by the senior management who take up the leader-
ship role in the transformation. They define the clear vision of the change management
process, paint a picture of where the organization will end up after the changes are car-
ried out. Leaders appoint an executive champion who ―owns‖ the change management
process and makes certain other senior managers, as well as other appropriate people in
the organization, are involved.
Leaders are the role models and the ambassadors for the change. If personal or manage-
rial actions or behaviors require change for the changes to take hold in the organization,
leader are expected to ―model‖ the new behaviors and actions. (Walk the talk). As change
sweeps through the organization, leaders are expected to appreciate and reward the peo-
ple who are accomplishing those changes.
Another critical very important aspect is to take feedback and if needed make amends,
any plan seldom goes hundred percent correct, it is the responsibility of the leaders to
listen, understand and make correction if some outcomes are not on the expected line.
Another most important aspect is to be careful about the human elements, leaders have
the uncanny ability to understand and empathizing with different human needs when
change is taking place in the organization. A caring leadership wins the hearts and minds
of the organization and make the change much more effective.
We have been witnessing all the critical aspects of strong leadership by the ESIC Senior
Management ever since the project started last year and I am sure with their executive
sponsorship this project will be a grand success.
SANJAY SUR MK ARYA
CHRONICLING A LEADER‟S VISION
IESHAN JAIN, WIPRO LTD.
The recently concluded DG‘s visit to RO Karnataka was a great booster for the entire Panchdeep Project in Karna-
taka. On that day in RO – Karnataka, 1st floor Training Room, morning 9:00am, employers started coming in and soon
the entire training room was over filled and many people were standing to share their experience/complaints/issues/
Improvement areas regarding Insurance Application to be presented to DG.
All the complaints were handled by ESIC and Wipro officials together and that was the first ever day when Challan Generation count
reached in 2 digit number in a day in entire Karnataka, which was a great success and helped employer to build confidence on the appli-
cation. After which Peenya SRO (Joint Director and Incharge of SRO , Mr. J H Nayak and his entire team) did not look back and
ensured that in a short span of time (2 week), more than 800 Challans got generated, this success came because of the strategy which
and personal dedication of the entire team (Peenya SRO and Wipro Teams together) towards achieving the high numbers.
Few of the innovative initiatives which Joint
Director and Incharge of SRO , Mr. J H Nayak
took, was, he engaged Cyber Café and de-
ployed dedicated center within the Industiral
Area.
Karnataka RO (AC/RD Jose Cherian) has
taken challenge to generate 25% Challans in
the month of Oct 2010 and have got a strategy
in place to crack good number.
Infact many employers have started generating
challans by themselves from Karnataka inde-
pendently and confidently.
One of the biggest success stories which I re-
member is when Mr. Bala from G4S
(Employer) from Bommasandra SRO, in-
formed at 2:38 AM that he has successfully
Generated Challan for his organizations with
more than 24000 IPs (One of the biggest cus-
tomer of ESIC).
733 Challans were generated on the 1st Octo-
ber after seeing this response on the first day of
the month, we can assume that Challan genera-
tion numbers should be high in this entire Month
from across India.
I would like to say that success comes with
dedication and hard-work, there is no short cut
for the success, This is one of the bigger mile-
stones which we have achieved and many more
to achieve in coming days..
Regarding Dhawantri I do not have many words
to say than to thank SD, Dr Rahimmunisa , Dr.
Gangadhar Swamy and Dr Kavi Shetti for
their support and dedication to make the IT Roll-
out a grand success.
I have got some number to present (this report
was prepared on 20th of Sept 2010 based on the
data collected from 1st Sept till 18th Sept 2010)
ANAND KUMAR, Dy. Dir
Glimpses of esic Employers‟ Online Challan Camp in Karnataka
Walter Lippmann
"The final test of a leader is that he leaves behind him in
other men, the conviction and the will to carry on."
IESHAN JAIN
ONLINE CHALLAN CAMPS IN WEST BENGAL
The trainings for the employers at West Bengal
(WB), have been held since the 2nd week of May,
2010. The hands-on trainings for creating online
challans have been conducted at Regional Office
(RO) and Branch Offices (BOs) at West Bengal.
The handson training for the RO employees started from 2nd
week of June, 2010. The employees of RO got their respective
trainings on ERP and Insurance modules.
The trainings for the employees and employers are happening
almost on a daily basis with two batches per day, where both the
employees and employers visit the RO, Sub-Regional Office
(SRO) and respective BOs for their training. An Inspector has
also being assigned for conducting the training and awareness.
The training batches are conveniently based on self nomination
basis, so that whosever interested is allowed to attend and learn
their respective modules.
WEST BENGAL - THE FRONTRUNNER OF CHANGE
Dr KUNAL KUMAR DUTTA
AMO, ESI (MB) Scheme West Bengal
We human feel secured in the confines of stagnation. Un-
fortunately the freaks who explore out of the stagnant
situation lay the path for future commuters. These people
though respected by lesser mortals like us are also awe
inspiring. As we don‘t feel comfortable in the company of such a go-getter, the
balance lies somewhere in-between.
As bringing change is perhaps easy but to sustain it needs a team. Here lies the
role of Managers / Change Leaders who will be respected but not invoke fear, who
will be loved but will be task masters, who will be dreamers but not idle dreamers
instead they will dream big but thrive to achieve the achievable. They will not lead
but will carry the flock along.
KEEPING THE TORCH LIT — EMPLOYERS‟ ON-LINE CHALLAN CAMP IN WEST BENGAL
AK Sahu
Registration Desk @ Sealdah Hospital, Kolkata
Online Challan Camp in progress
Chinta Se Mukti!
KUNAL DUTTA
ANJAN
LEADERSHIP PRINCIPLES FROM THE MAHABHARATA
UMASHANKAR THITHALINGAM, WCS For the last several years, I had been a core technical person involved in implementations that had major changes
in the area of work that was carried out. This was in many big telcos as was well as in public sector organizations.
Due to this experience, I was called for the Change Management initiative with ESI, where I was needed to be a
part of the facilitation team, which would work silently in the back ground. Though this formed the backbone of the
successful workshops, I earlier thought this may be a little dull engagement for me, especially with nearly 16 work-
shops to be conducted, having more or less the same theme.
But to my great pleasant surprise, I can say this was one of the most engaging, educative and invigorating projects that I had ever
worked. I was exposed to the best of talent, medical knowledge, wisdom and the immense commitment that ESI had within itself. As
the DG, the master story teller told his stories, I was actually witnessing the direct relation that it had in the IT rollout which was happen-
ing in the entire country. Since I was also a part of the workshops that were conducted in AP, Tamil Nadu, Kerala other than Karnataka,
I can for sure state, that ESI will be a revolutionary government organization that will set a bench mark in the insurance sector offering
medical coverage.
Every workshop was a new experience for me. The senior management from ESIC participated and re-dedicated themselves to the
task of IT Rollout. The quotes from the Bhagavad Gita by the Medical Commissioner, were inspirational. I actually dusted the Bhaga-
vad Gita, which was on my shelf and started reading the same. If I as a non ESI member could be so influenced, there would be many
more ESI employees who would have savored the deep philosophical wisdom that the Medical Commissioner carries.
I would like to quote a few relevant quotes the Medical Commissioner had elucidated.
Bhagavad Gita : Chapter 2 : Verse 13
Dehino „smin yatha dehe, kaumaram yauvanam jaraa
Tatha dehantara-praptir dhiras tatra na muhyati
As the embodied soul continuously passes, in this body, from boyhood to youth to old age, the soul similarly passes into another body
at death. A sober person is not bewildered by such a change
ESI has evolved from its inception to its mammoth size today. Technical and Administrative changes have been continuously taking
place to enable better facilities to the insured person. ‗Change ‗ happens for improvement. It is the most natural occurrences. Hence
once should see this change in the ESI functioning as a step towards much better and brighter future.
Bhagavad Gita : Chapter 3 : Verse 26
Na buddhi bhedam janayed ajnaanam karma-sanginaam
Josayet sarva-karmaani vidvan yuktaah samaacharan
So as not to disrupt the minds of ignorant men attached to the results of prescribed duties, a learned person should not induce them to
stop work. Rather, by working in the spirit of devotion, he should engage them in all sorts of activities. Mr. Mahanty explained the need
to put in dedicated time and effort continuously, so as to enable the smooth IT rollout. He explained the characters of a Leader, saying
that a Leader has to be like an ideal, because everybody follows the leader. The ESI leaders should motivate their staff to put in best
efforts. The motivation can only be achieved, when one sees their leader performing his tasks religiously.
Bhagavad Gita : Chapter 3 : Verse 27
Prakrateh kriyamanani gunaih karmani sarvasah
Ahankara-vimudhatma kartaham iti manvate
The spirit soul bewildered by the influence of false ego thinks himself as the doer of activities that are in actuality, carried out by the
three modes of sattva or goodness, rajas or passion and tamas or nescience and these are experienced by the mind when the senses
make contact with sense objects. Thus the ignorant person believes that they are the doer of the actions because the false ego has
accepted the physical body as the self and deluded by this egoism has superimposed the senses over the self in illusion.
When man is influenced by the attributes of the senses, he is susceptible to pleasure and pain, heat and cold, and all the other duali-
ties. But when guided by intelligence he raises to the occasion and performs what is required. In this need of the hour, everyone in-
volved in the IT Rollout need to immerse themselves in the task in a meditative way and perform their assigned tasks without being
disturbed by the ups and downs. The entire project should be a team work and there is no scope for individualism.
Conclusion
I give credit to this role which was given to me and to all the knowledgeable stalwarts who were part of this project. Never would I have
thought that I would write this small paragraph on Gita, which has so much relevance to the IT rollout. I thank Dr. Mahanty for having
ignited this action.
UMASHANKAR
Do write to us about other features that you would like to see introduced in
the next newsletter. We gladly welcome the views and suggestions of all our
readers!
The Bridge Builder
An old man, going a lone highway,
Came, at the evening, cold and gray,
To a chasm, vast, and deep, and wide,
Through which was flowing a sullen tide.
The old man crossed in the twilight dim;
The sullen stream had no fear for him;
But he turned, when safe on the other side,
And built a bridge to span the tide.
"Old man," said a fellow pilgrim near,
"You are wasting strength with building here;
Your journey will end with the ending day;
You never again will pass this way;
You've crossed the chasm, deep and wide-
Why build you this bridge at the evening tide?"
The builder lifted his old gray head:
"Good friend, in the path I have come," he said,
"There followeth after me today,
A youth, whose feet must pass this way.
This chasm, that has been naught to me,
To that fair-haired youth may a pitfall be.
He too, must cross in the twilight dim;
Good friend, I am building this bridge for him."
-Will Allen Dromgoole
TEAM EDITORIAL
Vashima Shubha
Sandeep Srivastava
WIPRO LIMITED
Plot 480-481
Udyog Vihar Phase - III
Gurgaon
www.wipro.com