Häagen-Dazs - Ice Creams of Discrimination

Discrimination

My friend Ramit (name changed on request) called me late Friday night. He sounded quite agitated. “You know, Haagen Dazs has opened its Delhi outlet”. I reacted with a joke. “Good, now you can spend a lot more on an ice cream than you normally would. But why are you agitated?”

“Because I am not allowed to enter”, he said. Now, Ramit is not like one of the politician’s son or into drugs, the sort who are often in news in India’s capital for all the wrong reasons, nor is he the kind who will shoot someone down because she refused to serve him a cone of ice cream.

He did not waste much time and said he has taken a picture and is mailing me the reason. I switched on my mail, and clicked on the attachment. I couldn’t believe what I saw. Was I in India, 62 years after gaining independence, and years after South Africa officially ended apartheid?

The banners outside the outlet said: Exclusive Preview for International Travellers. And under that, in an even finer print, the real bombshell: Access restricted only to holders of international passports.

I immediately called Ramit. “You are an international traveler, and you have a passport, so you can go in”, I said. Ramit’s response was instant: I tried to enter but they said you are not allowed for you don’t have an international passport.

I am normally not given to immediate emotional reactions, but I couldn’t resist this time. I was, to be honest, upset. How can they do this to an Indian, in India? Do a story on TOI or NBT? Do it for print or Online? Call other media friends and colleagues? I simply didn’t know how to react. Print would have a better impact, but should I wait that long?

Then I felt, why not use the power of the social media? Next thing I knew was that I had put up a few pictures on facebook, added a caption and also sent out a tweet with a request it be retweeted. In a few hours, it had turned into a viral and I started getting messages from angry Indians all over. Why just Indians, even friends in international media wrote to say “this is the stupidest thing they have seen in a long time”.

I didn’t stop at that. I ended up calling a few MPs I knew I could speak to bluntly and told them about it, taunting them about it.

I don’t know what finally worked, but it seems word did get around to the outlet’s franchisee and they started claiming there never was any restriction on anybody entering the outlet.

While this may be considered a victory for people power, I am still unable to figure out who in his right senses would have advised the dessert company to do something so stupid. Was it a way to generate controversy for free publicity? Did they think it will work subliminally on Indians mind that now that it has been ‘certified’ by international travelers it would be good for them too?

Whatever it is, it is idiotic. I checked later and found that the franchisee is an Indian company based in Delhi and the man incharge is also an Indian.

I have often maintained that we ourselves are our biggest enemies. Our mentality is that of slaves and we think anything is good only if its approved by foreigners, or the “holders of international passport”.

Perhaps the Indian franchisee had this in mind. And a comment on the picture I put up on the facebook by an Indian who migrated to Australia decades ago sums it up: Most international travellers don't want HD in India when they can get it in their own backyard. Its a commodity not a special thing for them. They would also see this as pure cashing in and thinking they are idiots - 'India taking them for a ride.' Have to remember not every international traveler is American; makes an average salary of squillion dollars; can often be allergic to dairy (yes); is in India to have an 'authentic Indian' experience and by golly even enjoy kulfi, falooda, lassi, dosa! This is all about how India and Indians see themselves. Foreigners have nothing to do with it.

Source - Times of India Blogs

What have we come to? Indian's sitting on the back of Indian's and taking them for a ride? An Indian Franchise with an Indian owner, does let an Indian enter?

I guess they should be told to go back to where they came from. They aren't needed here anyways!

Flyovers

निम्नलिखित लेख उस छात्र की कॉपी से लिया गया है, जिसे निबंध लेखन प्रतियोगितामें पहला पुरस्कार मिला है।निबध का विषय था - फ्लाईओवर।


फ्लाईओवर का जीवन में बहुत महत्व है, खास तौर पर इंजीनियरों और ठेकेदारों के जीवन में तो घणा ही महत्व है। एकफ्लाईओवर से न जाने कितनी कोठियां निकल आती हैं। पश्चिम जगत के इंजीनियर भले ही इसेन समझें कि भारत में यहकमाल होता है कि पुल से कोठियां निकल आती हैं और फ्लाईओवर से फार्महाउस।


खैर, फ्लाईओवर से हमें जीवन के कई पाठ मिलते हैं, जैसे बंदा कई बार घुमावदार फ्लाईओवर पर चले, तोपता चलता है किजहां से शुरुआत की थी, वहीं पर पहुंच गए हैं। उदाहरण के लिए ऑल इंडिया इंस्टिट्यूट ऑफमेडिकल साइंसेज के पास केफ्लाईओवर में बंदा कई बार जहां से शुरू करे, वहीं पहुंच जाता है। वैसे, यह लाइफका सत्य है, कई बार बरसों चलते -चलते यहपता चलता है कि कहीं पहुंचे ही नहीं।


फ्लाईओवर जब नए-नए बनते हैं, तो एकाध महीने ट्रैफिक स्मूद रहता है, फिर वही हाल हो लेता है। जैसेआश्रम में अबफ्लाईओवर पर जाम लगता है, यानी अब फ्लाईओवर पर फ्लाईओवर की जरूरत है। फिर उसफ्लाईओवर के फ्लाईओवर केफ्लाईओवर पर भी फ्लाईओवर चाहिए होगा। हो सकता है कि कुछ समय बादफ्लाईओवर अथॉरिटी ऑफ इंडिया ही बन जाए।इसमें कुछ और अफसरों की पोस्टिंग का जुगाड़ हो जाएगा। तबहम कह सकेंगे कि फ्लाईओवरों का अफसरों के जीवन में भीघणा महत्व है।


दिल्ली में इन दिनों फ्लाईओवरों की धूम है। इधर से फ्लाईओवर, उधर से फ्लाईओवर। फ्लाईओवर बनने केचक्कर में विकटजाम हो रहे हैं। दिल्ली गाजियाबाद अप्सरा बॉर्डर के जाम में फंसकर धैर्य और संयम जैसे गुणोंका विकास हो जाता है,ऑटोमैटिक। व्यग्र और उग्र लोगों का एक ट्रीटमेंट यह है कि उन्हें अप्सरा बॉर्डर के जाममें छोड़ दिया जाए।


फ्लाईओवर बनने से पहले जाम फ्लाईओवर के नीचे लगते हैं, फिर फ्लाईओवर बनने के बाद जाम ऊपर लगनेशुरू हो जाते हैं।इससे हमें भौतिकी के उस नियम का पता चलता है कि कहीं कुछ नहीं बदलता, फ्लाईओवर काउद्देश्य इतना भर रहता है किवह जाम को नीचे से ऊपर की ओर ले आता है, ताकि नीचे वाले जाम के लिएरास्ता प्रशस्त किया जा सके।


फ्लाईओवरों का भविष्य उज्जवल है। कुछ समय बाद यह सीन होगा कि जैसे डबल डेकर बस होती है, वैसेडबल डेकरफ्लाईओवर भी होंगे। डबल ही क्यों, ट्रिपल, फाइव डेकर फ्लाईओवर भी हो सकते हैं। दिल्ली वालेतब अपना एड्रेस यूं बताएंगे -आश्रम के पांचवें लेवल के फ्लाईओवर के ठीक सामने जो फ्लैट पड़ता है, वो मेराहै। कभी जाम में फंस जाएं, तो कॉल कर देना,डोरी में टांग कर चाय लटका दूंगा। संवाद कुछ इस तरह के होंगे -अबे कहां रहता है आजकल रोज अपने फ्लैट से पांचवें लेवलका जाम देखता हूं, तेरी कार नहीं दिखती। सामनेवाला बताएगा - आजकल मैं चौथे लेवल के फ्लाईओवर में फंसता हूं। अबेपांचवें लेवल के जाम में फंसा कर, वहांहवा अच्छी लगती है। अबे, ले मैं तेरे ऊपर ही था, पांचवें वाले लेवल पर और तू चौथेलेवल पर, कॉल कर देता,तो झांककर बात कर लेता।


Source - A forwarded email!!!


via - umennet

Heroics of Taj Hotel’s Staff in Mumbai

I just received this email... It's worth a read!

Meeting with H N Srinivas – Senior Executive Vice President, Taj Group of Hotels 

Last evening, I had a dinner meeting with HNS in Goa (I was there for a National Institute of Personnel Management conference – as a speaker).

He narrated the 26th November 2008 terror attack on Taj Mumbai and there were some important points.

A. Terrorist entry

1. They entered from the Leopold Colaba hotel entrance and also from the northern entrance – spraying indiscriminate bullets on the Taj security personnel and guests in general.
2. Though Taj had a reasonable security – they were surely not equipped to deal with terrorists who were spraying 6 bullets per trigger.
3. The strategy of the terrorists was to throw chunks of RDX in an open area that will explode and burn – creating chaos so that the guests and staff run helter skelter so that the terrorists could kill them. The idea was to create maximum casualties.
4. There were several critical gatherings and functions happening in the hotel on that day – a Bohra wedding, global meet of Unilever CEOs and Board members and 2 other corporate meetings were being held in the hotel – besides the usual crowd.
5. The firing and chaos began at about 8.30 p.m. and the staff including employees on casual and contract basis displayed exemplary presence of mind, courage and sacrifice to protect the guests who were in various halls and conference rooms.

B. Stories of Staff Heroics 

1. A young lady guest relation executive with the HLL gathering stopped any of the members going out and volunteered 3 times to go out and get stuff such as ice cubes for whiskey of the guests when the situation outside the hall was very explosives and she could have been easily the target of the bullets
2. Thomas George a captain escorted 54 guests from a backdoor staircase and when he was going down last he was shot by the terrorists
3. There were 500 emails from various guests narrating heroics of the staff and thanking them for saving their lives
4. In a subsequent function, Ratan Tata broke down in full public view and sobbed saying – “the company belongs to these people”. The wife of Thomas George who laid his life saving others said, she and the kids were proud of the man and that she did not know that for 25 years she lived with a man who was so courageous and brave
5. The episode happened on 26th November, a significant part of the hotel was burnt down and destroyed – the hotel was re-opened on 21st December and all the employees of the hotel were paraded in front of the guests
6. It was clearly a saga of extra-ordinary heroics by ordinary people for their organisation and in a way for their country. The sense of duty and service was unprecedented
7. The young lady who protected and looked after the HLL guests was a management trainee and we often speak of juniority and seniority in the organisation. She had no instructions from any supervisor to do what she did 
1. She took just 3 minutes to rescue the entire team through the kitchen
2. Cars were organised outside the hotel as per seniority of the members
3. In the peak of the crisis, she stepped out and got the right wine glass for the guest
8. People who exhibited courage included janitors, waiters, directors, artisans and captains – all level of people 

C. The Tata Gesture

1. All category of employees including those who had completed even 1 day as casuals were treated on duty during the time the hotel was closed
2. Relief and assistance to all those who were injured and killed
3. The relief and assistance was extended to all those who died at the railway station, surroundings including the “Pav-Bhaji” vendor and the pan shop owners
4. During the time the hotel was closed, the salaries were sent my money order
5. A psychiatric cell was established in collaboration with Tata Institute of Social Sciences to counsel those who needed such help
6. The thoughts and anxieties going on people’s mind was constantly tracked and where needed psychological help provided
7. Employee outreach centers were opened where all help, food, water, sanitation, first aid and counseling was provided. 1600 employees were covered by this facility
8. Every employee was assigned to one mentor and it was that person’s responsibility to act as a “single window” clearance for any help that the person required
9. Ratan Tata personally visited the families of all the 80 employees who in some manner – either through injury or getting killed – were affected.
10. The dependents of the employees were flown from outside Mumbai to Mumbai and taken care off in terms of ensuring mental assurance and peace. They were all accommodated in Hotel President for 3 weeks
11. Ratan Tata himself asked the families and dependents – as to what they wanted him to do.
12. In a record time of 20 days, a new trust was created by the Tatas for the purpose of relief of employees.  
13. What is unique is that even the other people, the railway employees, the police staff, the pedestrians who had nothing to do with Tatas were covered by compensation. Each one of them was provided subsistence allowance of Rs. 10K per month for all these people for 6 months.
14. A 4 year old granddaughter of a vendor got 4 bullets in her and only one was removed in the Government hospital. She was taken to Bombay hospital and several lacs were spent by the Tatas on her to fully recover her
15. New hand carts were provided to several vendors who lost their carts
16. Tata will take responsibility of life education of 46 children of the victims of the terror
17. This was the most trying period in the life of the organisation. Senior managers including Ratan Tata were visiting funeral to funeral over the 3 days that were most horrible
18. The settlement for every deceased member ranged from Rs. 36 to 85 lacs in addition to the following benefits:
1. Full last salary for life for the family and dependents
2. Complete responsibility of education of children and dependents – anywhere in the world
3. Full Medical facility for the whole family and dependents for rest of their life
4. All loans and advances were waived off – irrespective of the amount
5. Counselor for life for each person

D. Epilogue

1. How was such passion created among the employees? How and why did they behave the way they did?
2. The organisation is clear that it is not something that someone can take credit for. It is not some training and development that created such behaviour. If someone suggests that – everyone laughs 
3. It has to do with the DNA of the organisation, with the way Tata culture exists and above all with the situation that prevailed that time. The organisation has always been telling that customers and guests are #1 priority
4. The hotel business was started by Jamshedji Tata when he was insulted in one of the British hotels and not allowed to stay there.
5. He created several institutions which later became icons of progress, culture and modernity. IISc is one such institute. He was told by the rulers that time that he can acquire land for IISc to the extent he could fence the same. He could afford fencing only 400 acres.
6. When the HR function hesitatingly made a very rich proposal to Ratan – he said – do you think we are doing enough?
7. The whole approach was that the organisation would spend several hundred crore in re-building the property – why not spend equally on the employees who gave their life?

Minuted by Dileep Ranjekar

Boy Genius - Pranav Mistry and the 6th Sense Technology

Pranav Mistry is the inventor of SixthSense, a wearable device that enables new interactions between the real world and the world of data.

You have to see this video to believe what he has done and thought off! It's amazing, brilliant, thrilling and mind boggling!

Imagine the potential that this can unlock... just one device that you wear can be all you need for work and play!

Google Goggles - Visual Search!

Now here is a feature that we all wished for and for quite sometime.


How often have we wondered what a particular thing is and how to find more about it. There have been times when i thought that oh! i wish i could just click a picture and search on the internet using the picture. Well, all you android users out there, this one is for you. The Google Goggle allows you to click a picture from your android powered phone and just search on Google using this application.


For example, if you see a book, just click a picture of the book cover and you get all the information about the book online.


Now! i am dying to get my hands on an Android phone... my next phone for sure.

The Workout - Bhangra Style

Well, i am not a big work out fan, but recently i heard of something very interesting called "Masala Bhangra"! A special workout class at my gym in Andheri. So i decided why not! (actually it was the Punjabi within me which leaped out hearing the word Bhangra in a work out routine).

So left work early and decided to attend the class. There were about 40 odd people who were wanting to attend the class and it seemed to be fun.

The class is conducted by Ms. Sarina Jain, (yeah, she is Rajasthani Jain and not a Punjabi). She is the founder of the Masala Bhangra routine. More about her and the routine here.

Well this one hour work out was awesome! The energy that Ms. Jain brings in was fabulous. I am not a dancer by any means and i have 2 left feet, but this was all about losing the inhibitions and working out and have some serious fun! It started out with a basic routine and as the work out progressed the steps were added and the workout got better and better.

Unfortunately Ms. Jain was in Mumbai for the shooting of her 7th Workout Video, so this won't be a regular feature.

Catch a glimpse in the video below!

Shashi Tharoor - Why Nations should pursue "Soft" Power

Shashi Tharoor's talk at the TED India Conference! I saw it a couple of days ago and quite enjoyed it! I think he is from another breed of Politicians in our country.

He focuses this talk on the use of power, a kind of power that we have in abundance in our country. The Soft power!