Re: [MTC Global] Why can’t Founders get along with the CEOs they appoint? [After Vishal Sikka left this morning]

Can treat it as the Indian way of running corporate?
Do you find any difference between running the bureaucracy and corporate in India?

Regards,
Dr. P H Waghodekar, PhD (Egg), IIT,KGP, IE&M, 1985,
Advisor (HR), IBS & PME (PG)
Marathwada Institute of Technology,
NH 211, Beed by pass road,
Aurangabad: 431010 (Maharashtra) INDIA.
(O) 02402375113 (M) 7276661925
E-Mail: waghodekar@rediffmail.com
Website: www.mit.asia
and
Chairman, Advisory Board, MTC Global, Bangalore.


Engineering & Management Education: An Engine of Prosperity.
Classroom teaching must match with Boardroom needs!


From: Stephen Narayanan <stepnrn@gmail.com>
Sent: Mon, 21 Aug 2017 16:20:44
To: join_mtc@googlegroups.com
Subject: Re: [MTC Global] Why can't Founders get along with the CEOs they appoint? [After Vishal Sikka left this morning]
The way the cookie crumbles.....Yes, Tata's were first conflict example and then Infosys followed. Founder entrusts the reigns in the hands of people who they expect would lead the company to greater glory following on the principles laid down by them but this is where the road diverges...after following for a while, the CEO starts asserting himself to prove perhaps that he is better than the best and also he has perhaps plans to attract other corporate bigger houses (man's perennial greed). So down the line the principles are compromised and when the founder takes note of this, he is anguished that his handpicked manfriday is drifting away on his own...the only option then is to eject him. Ratan Tata did it ( one of his close parsi clan member) and NRN did it. But as disclosed by Virender Sir, the other side of the story was not known to even the Board members who initially claimed that NRN was stiffling Vishal Sikka...whereas it was Mr.Sikka who had stage managed the entire processes with remote operations from U.S. and a PR Agency who enjoying the paymaster Sikka was projecting him as a very successful CEO misleading the Investors & the management. Knowing NRN, once the dust settles down, he would no doubt have a good measure of the PR agency and why not..? They need to be sent behind bars for misleading propaganda.

Rgds,

Stephen Narayanan
Freelance Educational Consultant/Corporate Training facilitator
Mob.:-9868386192

On Mon, Aug 21, 2017 at 12:36 PM, Rajendra Deshpande <gandhianthought.cug@gmail.com> wrote:
Dear All,

I feel this is mainly the problem of generation Gap.
The older generation NRN murthy simply could not handle 
Sikka who has different style of Working,
Murthy owns only 3% equity.

If in PLace of Sikka if it would have been Murthy's son what would 
Murthy Do ?

Thanks 


  Rajendra.Deshpande..
   B. Pharm. M.M.M. PGDIT.PhD ( In Process )
   PhD.Fellow at Central University. 
   Center for Gandhian Thought & Peace Studies.
   Mobile:+91 9326354999.Whats AP +91 9604679693

On Sun, Aug 20, 2017 at 10:52 PM, Usha Gowri <usha.gowri@gmail.com> wrote:
The board shockingly says they didn't know about the severance pay of Rajiv Bansal 

And yet the Board finds NRN a problem? 

 
Usha K Sankar

President
Co.Re Foundation

Partner 
Tugboat Consulting and Marketing Services LLP



What is to be does not necessarily have to be.

Let go or get dragged 






On Sun, Aug 20, 2017 at 8:59 PM, virendra goel <goel.virendra@gmail.com> wrote:

We need to know other side of  the story too that reads as under:

 

Goodbye Mr. Sikka…Your Legacy is a series of failed promises.

 

Vishal Sikka will go down in history as possibly the most controversial CEO in the history of corporate India. His run ins with the company's founders began with his very appointment. He was supposed to be based in India, but he "chose" to unilaterally be based in the US. He was supposed to spend 17 days in India but he chose not to do so as the clients were in US. His autistic child was a reason but he never lived up to his other promises either.

 

Unfortunately, his mistake was that he thought applying American rules to an Indian Company with iconic founders would work for him. He never spent time in India or even bonded with employees. He talked down on them and got rid of employees like nine pins. When Rajiv Bansal tried doing his job right, he asked him to do "something else". I am yet to see any CEO who comes in with such equity and then messes around with everyone in the company – from founders to key team members. When Rajiv Bansal refused to "do something else" Sikka asked David Kennedy to get id of him. Yes, get rid of him is the operating word.In large corporation, people mean nothing but when great companies led by people like Vishal Sikka start deploying their fire power against people, the result has to be disastrous for everyone.

 

Along with setting a target of $20bn., he also promised 30% automation and a $1.5 bn in revenues through the inorganic route. He failed on all counts and when he was asked to increase entry level salaries, he refused to do it but enriched himself. He tried buying out journalists with access and interviews. Lied to board members  and exchange and regulators.

 

The board shockingly says they didn't know about the severance pay of Rajiv Bansal as David Kennedy hid it. But why did Kennedy hide it? At the behest of Sikka. And why should the board not be punished? Ravi Venkatesan said they goofed up and Seshasayee said it was an error of judgement. But who paid a price? Investor did.

 

In the event, legal counsel David Kennedy struck a silent deal with Rajiv Bansal and came to an agreement but did not give it in writing, that is when Bansal refused to sign the October quarter numbers in 2015. Bansal is known to be an upright, honest and good CFO, even if he was a bit young. He took a part of his severance and left, but Infosys dropped the remaining pair of his severance and planted a story in a leading paper saying "Bansal transferred official mails to his personal email". The tool that Sikka used was the PR agency in India which enjoys significant clout with media houses and represents a large number of corporates. My heart breaks that newspapers today buy one side of the story which is a commentary of the CEO and the PR Agency. Bansal paid a price for doing his job. I am yet to hear of a CEO who goes to a press conference and says, "There were chemistry issues with the CFO; so he left". Shows Sikka was never ready for the job. No seasoned CEO would ever talk badly about his CFO in public or say he didn't get along with him.

 

Infosys CFO Bansal made the cardinal mistake of standing up for what he believed in and protested against the Panaya deal. He wrote extensively on the conflict of interest and valuation.

 

Sikka was a major beneficiary of a weak non-executive board that gave him a free hand. He threatened to quit every time a question was raised and so the board backed off and let him control the narrative. Sikka spend more time on PR agencies than on business or his team because he was busy building an image for himself.

 

When Sikka joined Infosys, the company's shareholders and promoters were enthused by his worldview on how the IT services company had to transform. But within six months, he was making controversial acquisitions and firing his CFO Rajiv Bansal.

 

From the start, Sikka did nothing to get a buy-in from stakeholders of his CFO on anything – acquisition of Panaya for a consideration of $230mn just after it raised a round of funding at a valuation of $162 mn. Sikka will go down in history as a brilliant case study of a CEO who did not get along with his stakeholders, founders , key management personnel and even other employees. Sikka chose the wrong battles from the start. He chose to increase his salary before he demonstrated his mettle and turned around the company. Then, Sikka went on to arm twist the weak board to agree to a massive severance package of $22 mn. Vishal Sikka employed every tool in the book to extend his salary. He divided the board and spread campaigns against Rajiv Bansal and various other board members, but the truth is that you cannot fool everyone all the time.

 

The market soon enough figured that he was nowhere near the $20 bn target, which got him his salary hike but nothing for the company. Sikka used the PR machinery extensively to project him in the media and his version of the story. His spin doctors accused the founders of interfering and derailing the transformation of the company. He I am tole treated Indian employees badly and spoke down on them. Chickens have come home to roost for Vishal Sikka finally. Days after Ravi Venkatesan spoke to me on the failures of the management and CEO, Vishal Sikka has finally decided to put in his papers.

 

Getting the interview published was not easy and Sikka and his machinery there too controlled the narrative and completely changed the interview. When I asked Sumit Virmani, Chief marketing officer on  why they did that, he assured me that it would build a better relationship even though the company had doctored the interview completely.

 

These are times we live in and people like Sikka murder reputations and destroy careers. Hope his departure helps Infy find its feet again. And an investigation committee brings out the reports and the other details of Panaya deal.

 

Thoughts on Sikka resignation and Infy by Business Standard Associate Editor, Malini Bhupta.

 

Regards

Virendra Goel

 

 

 

 

 

 

 

 

From: join_mtc@googlegroups.com [mailto:join_mtc@googlegroups.com] On Behalf Of supriya biswas
Sent: Saturday, August 19, 2017 6:23 PM
To: join_mtc@googlegroups.com
Subject: Re: [MTC Global] Why can't Founders get along with the CEOs they appoint? [After Vishal Sikka left this morning]

 

It is because we are yet to emancipate ourselves from the mindset of treating employees as servant not colleagues. With proud claims like we are open and treat people as our equals - those are plain and simple whitewash and hoax. We are still obsessed with the 'Sir' culture. Besides, most groups have a caucus and they run the show. It only happened in Apple that founder was thrown out. Apple is one of the top three brands of the world because of such professional outlook that is free from emotional bunglings

 

 

 

Sent from my Samsung Galaxy smartphone.

 

 

-------- Original message --------

From: Purnima Roy <purnima14123@hotmail.com>

Date: 19/08/2017 8:13 am (GMT+05:30)

To: join_mtc@googlegroups.com

Subject: Re: [MTC Global] Why can't Founders get along with the CEOs they appoint? [After Vishal Sikka left this morning]

 

V true. But so disgraceful to wash your dirty linen in public. It was TATA and now Infosys!!

 

Best Regards.

Purnima Dey Roy

CEO-PGTA India

 


From: join_mtc@googlegroups.com <join_mtc@googlegroups.com> on behalf of Dr. S. S. Dey <drshibshankar@gmail.com>
Sent: Friday, August 18, 2017 10:48 PM
To: join_mtc@googlegroups.com
Subject: [MTC Global] Why can't Founders get along with the CEOs they appoint? [After Vishal Sikka left this morning]

 

1. The founder has never experienced people in his Company being more powerful & taller than him. He has seen people in shadows; not as the Sun. When the appointed CEO begins to become bigger than his past, he can't reconcile with it.

2. The petty becomes big. Molehills become Mountains. Small issues the new CEO does makes the founder explode. It's just pent up emotions looking for an excuse to be released.

3. Founders feels very uncomfortable when people in their companies start becoming "irrationally rich". It's an emotional weakness created by struggling for years and going through horrid times. When money never came easy, it can't be given away easy either.

Regards,

Dr. S.S. Dey

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--
  Rajendra.Deshpande..
   B. Pharm. M.M.M. PGDIT.PhD ( In Process )
   PhD.Fellow at Central University. 
   Center for Gandhian Thought & Peace Studies.
   Mobile:+91 9326354999.Whats AP +91 9604679693

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0 comments

Re: [DALFCAMNET] THE CAUSE WE HAVE CHOSEN

Any one talking of German Kamerun at this point is missing the mark and is simply injecting confusion into the Southern Cameroons quest for independence. German Kamerun is defunct and will never rise, simply forget it. German actions at the time of colonialism were motivated by hatred, alt right wing people who built an empire on hate and were defeated by allied forces. Some American whites under this current administration are trying to resurrect those hate feelings as the president himself  has origins from that defunct German state of Hitler that wanted to spread hate all over the world and met its doom against allied forces in World War I. Please if you write-up is intended to rebuild the likeliness of the defunct German Kamerun you will be in for a big shocker.
 
German Kamerun was composed of Northern Cameroons attached to Nigeria, Southern Cameroons seeking to restore its independence from  LRC, Chad a free country, CAR or Central African Republic a free country, parts of Congo a free country and some areas of Equatorial Guinea a free country and others. How is this Hitler's hate of a German Kamerun going to be rebuilt from independent countries? It is a pipe dream. A mere dream to keep the current status of LRC in tact so Southern Cameroons would not restore its rightful independence from an oppressive regime. Please fix your government and forget trying to force Southern Cameroons to remain in a forceful coexistence with a government that is more interested in the land of Southern Cameroons than the people in it. LRC is structurally and permanently interwoven with France and the intention of your essay, is simply to frenchify the people of southern Cameroons. French Cameroon is not a peaceful place, having lived in America, hope you agree with me, LRC in 1961 rushed its rag tag army into Southern Cameroons since 1961 and occupied the place until today. They need to leave. France is behind Cameroun advising it on all the moves it should take to keep the status quo in place and you come here reminding us of hateful German Kamerun.
 
You are not doing the people of Southern Cameroons any favor even though you write in the Queen's language. A people need to live peacefully and not be forced into a union that is bent on colonizing it and enslaving its people. With France silently having its way on all of you, if its goes according to their wishes, Southern Cameroonians will become permanent second class citizens and none of its people  will ever hold a position in any important organization in LRC. You may recall that  France has a similar stipulation for the people of the west province. None will hold a high ranking position in that country owned by France, so sir, your write-up is moot.
 
JJ
 
 
 
In a message dated 8/20/2017 10:03:32 P.M. Central Daylight Time, DALFCAMNET@yahoogroups.com writes:


The Union-nationalists of Cameroon are the advanced and humanized Cameroonian patriots who accept the usage of revolutionary, reformative and/or evolutionary methods in the appropriate circumstances to achieve the best for the Cameroonian people. They feel so much for the wellbeing and  future of the  land and its people that  they are prepared to engage  in a prolonged struggle against the  retrogressive system in the country  than  accept conciliation that would  continue depriving  the people of their freedom,  dignity, liberty and  hope.

A person who has Cameroon at heart; a person who grieves over its pathetic vulnerability, bondage, despondence and malady; a person who can not afford to live in indifference; a person who can not live without  thinking, scheming and working to  rid Cameroon of the suffocating bondage of  the French-imposed system  should consider himself  or herself  a Union-nationalist. From revolution as a tool of change, the Union-nationalist accepts that those unworkable, repressive, servile, and anti-people ties, structures, institutions and concepts should be destroyed and new ones created to replace them.  The Union-nationalist also accepts the reformative path in situations where the  demand is for  the improvement or amelioration  of existing structures, institutions, ties, concepts and more;  so that the wellbeing of the people would be enhanced to a state that is  far better than their current situations. Also, by harnessing the evolutionary process of change, the Union-nationalist   stretches pragmatism to the utmost by accepting the fact that change can also evolve in line with the pace of nature. If we bend our heads, cast aside our egoism and egotism and sincerely search for answers to the Cameroonian quagmire, we would observe with blinding clarity that the different aspects of Cameroon's malady call for revolutionary, reformatory and evolutionary cures―depending on the extent of the malady pinpointed.

Permit me to coin a word for the Union-nationalist who accepts revolution, reformation and evolution as courses to pursue in the progressive change that Cameroon needs. I will call such a person a "revomationist."

Yes, the majority of Cameroonians have chosen the course or path of revomation. The destination is the realization of the Dream of a New Cameroon embodied in the century old Kamerunian Nationalism that incorporated the prefix "Union" following the partition of the historic German colony of Kamerun after the First World War, and that became revolutionary by advocating for reunification and independence after the Second World War. Yes, the all-embracing nature of Cameroonian nationalism was conceived in 1910, almost a decade before Kamerun suffered the partition of its territory, a nightmarish consequence of the defeat of the German colonial master aggravated by the French-imposed anachronistic system that followed Cameroon's deceptive reunification and independence. The consequences of the anachronistic system are stifling the efforts of Union-nationalists today.

Still, we do not feel defeated. We understand we have encountered setbacks. We feel undefeated since the times of the German colonial administration. The execution of our first nationalist leadership under the names of Martin Paul Samba (Mebenga Mebono) and Rudolf Duala Manga Bell did not stop us. It resulted instead in the build up of energy that revived Cameroonian nationalism thirty-four years after with the distinction that it sought above all to reunite the partitioned German Kamerun. This ideal of Union-Nationalism to bring together the peoples of the former German Kamerun and lead them to realize an independent, free, democratic, prosperous, liberal and humane country got crushed by its enemies and got usurped by Ahidjo. The result then was the partial reunification of the former German Kamerun and quasi-independence for the land that bears all the hallmarks of a colossal deception where those who put in their blood and sweat to see Cameroon free never made it to power.

Yes, despite the deception and the setbacks to our goals, we have been moving forward in the precarious course of our Union-nationalism, suffering the fires from our enemies, but relentless in pursuing our objectives. We know that despite the overwhelming strength of those who consider Cameroonian Union-nationalists as enemies, they are afraid of the humane and all-embracing nature of the national idea. They know that they cannot defeat Cameroonian Union-Nationalism unless the Cameroonian people allow them to. So far, the Cameroonian people have not given up despite the high price paid in defending the ideal. The price has been so high that some Cameroonians found themselves  tempted  into embracing alternative ideas after the failed  UPC's (Union of the Populations of the Cameroons) war against the forces (Ahidjo-French alliance) determined to keep Cameroon  in bondage. The lure of conciliation reached unprecedented heights after the Franco-Ahidjo genocide that cost almost a million Cameroonian lives. Following that, many Cameroonians stretched credulity to the utmost by accepting the lies that the country could be built into   a great nation through an alternative course dictated by imperialistic-minded men in Paris and their puppets and collaborators that constitute the Cameroonian system. Thirty-seven years of Ahidjo-Biya rule has proven the conciliators wrong.

Today, even skeptics and cynics who still have Cameron at heart accept the fact that Cameroon's salvation lies in harnessing the tenets of its Union-Nationalism for the demanding task of rebuilding our potentially great nation. We should not allow the ignoramuses, uncommitted and self-centered Cameroonians to distract us with shouts of an alternative direction.

Yes, we are marching along the difficult course of weathered hopes, all the while aware of the fact that we can achieve the objective of our cause only if we stay united in our Union-nationalism. We are wearied by the attacks of our desperate enemies, but we have decided to confront them and prevent them from banishing our hopes to the doldrums that it has found itself in over the decades. Do not reproach us if you are not up to the challenge of standing up for the country's Union-nationalism, even if you are with those who are committed to crush it. No matter the price that the cause demands, we will pursue it, rather than accept conciliation over years of perpetrated injustices, underdevelopment, despondence and discrimination. Cameroon's Union-nationalists would not even accept any acrid offer that comes with giving away parts of their hopes, dreams and integrity. The purpose of Cameroonian Union-Nationalism is to get the Cameroonian people the things that they deserve―their hopes, future, dignity and opportunities.  Those are rational demands that do not deprive anybody at all, even those who are against them.

So, do not fight us in our struggle because we will fight you back...

Access the rest of the account below





__._,_.___

Posted by: Tchouteu Janvier <j_kamerun@yahoo.com>


===========&gt; http://www.dalfcam.org &lt;=========

DALFCAMNET
P. O. BOX 50802
DALLAS, TX. 75250

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0 comments

Re: [MTC Global] Why can’t Founders get along with the CEOs they appoint? [After Vishal Sikka left this morning]

The way the cookie crumbles.....Yes, Tata's were first conflict example and then Infosys followed. Founder entrusts the reigns in the hands of people who they expect would lead the company to greater glory following on the principles laid down by them but this is where the road diverges...after following for a while, the CEO starts asserting himself to prove perhaps that he is better than the best and also he has perhaps plans to attract other corporate bigger houses (man's perennial greed). So down the line the principles are compromised and when the founder takes note of this, he is anguished that his handpicked manfriday is drifting away on his own...the only option then is to eject him. Ratan Tata did it ( one of his close parsi clan member) and NRN did it. But as disclosed by Virender Sir, the other side of the story was not known to even the Board members who initially claimed that NRN was stiffling Vishal Sikka...whereas it was Mr.Sikka who had stage managed the entire processes with remote operations from U.S. and a PR Agency who enjoying the paymaster Sikka was projecting him as a very successful CEO misleading the Investors & the management. Knowing NRN, once the dust settles down, he would no doubt have a good measure of the PR agency and why not..? They need to be sent behind bars for misleading propaganda.

Rgds,

Stephen Narayanan
Freelance Educational Consultant/Corporate Training facilitator
Mob.:-9868386192

On Mon, Aug 21, 2017 at 12:36 PM, Rajendra Deshpande <gandhianthought.cug@gmail.com> wrote:
Dear All,

I feel this is mainly the problem of generation Gap.
The older generation NRN murthy simply could not handle 
Sikka who has different style of Working,
Murthy owns only 3% equity.

If in PLace of Sikka if it would have been Murthy's son what would 
Murthy Do ?

Thanks 


  Rajendra.Deshpande..
   B. Pharm. M.M.M. PGDIT.PhD ( In Process )
   PhD.Fellow at Central University. 
   Center for Gandhian Thought & Peace Studies.
   Mobile:+91 9326354999.Whats AP +91 9604679693

On Sun, Aug 20, 2017 at 10:52 PM, Usha Gowri <usha.gowri@gmail.com> wrote:
The board shockingly says they didn't know about the severance pay of Rajiv Bansal 

And yet the Board finds NRN a problem? 

 
Usha K Sankar

President
Co.Re Foundation

Partner 
Tugboat Consulting and Marketing Services LLP



What is to be does not necessarily have to be.

Let go or get dragged 






On Sun, Aug 20, 2017 at 8:59 PM, virendra goel <goel.virendra@gmail.com> wrote:

We need to know other side of  the story too that reads as under:

 

Goodbye Mr. Sikka…Your Legacy is a series of failed promises.

 

Vishal Sikka will go down in history as possibly the most controversial CEO in the history of corporate India. His run ins with the company's founders began with his very appointment. He was supposed to be based in India, but he "chose" to unilaterally be based in the US. He was supposed to spend 17 days in India but he chose not to do so as the clients were in US. His autistic child was a reason but he never lived up to his other promises either.

 

Unfortunately, his mistake was that he thought applying American rules to an Indian Company with iconic founders would work for him. He never spent time in India or even bonded with employees. He talked down on them and got rid of employees like nine pins. When Rajiv Bansal tried doing his job right, he asked him to do "something else". I am yet to see any CEO who comes in with such equity and then messes around with everyone in the company – from founders to key team members. When Rajiv Bansal refused to "do something else" Sikka asked David Kennedy to get id of him. Yes, get rid of him is the operating word.In large corporation, people mean nothing but when great companies led by people like Vishal Sikka start deploying their fire power against people, the result has to be disastrous for everyone.

 

Along with setting a target of $20bn., he also promised 30% automation and a $1.5 bn in revenues through the inorganic route. He failed on all counts and when he was asked to increase entry level salaries, he refused to do it but enriched himself. He tried buying out journalists with access and interviews. Lied to board members  and exchange and regulators.

 

The board shockingly says they didn't know about the severance pay of Rajiv Bansal as David Kennedy hid it. But why did Kennedy hide it? At the behest of Sikka. And why should the board not be punished? Ravi Venkatesan said they goofed up and Seshasayee said it was an error of judgement. But who paid a price? Investor did.

 

In the event, legal counsel David Kennedy struck a silent deal with Rajiv Bansal and came to an agreement but did not give it in writing, that is when Bansal refused to sign the October quarter numbers in 2015. Bansal is known to be an upright, honest and good CFO, even if he was a bit young. He took a part of his severance and left, but Infosys dropped the remaining pair of his severance and planted a story in a leading paper saying "Bansal transferred official mails to his personal email". The tool that Sikka used was the PR agency in India which enjoys significant clout with media houses and represents a large number of corporates. My heart breaks that newspapers today buy one side of the story which is a commentary of the CEO and the PR Agency. Bansal paid a price for doing his job. I am yet to hear of a CEO who goes to a press conference and says, "There were chemistry issues with the CFO; so he left". Shows Sikka was never ready for the job. No seasoned CEO would ever talk badly about his CFO in public or say he didn't get along with him.

 

Infosys CFO Bansal made the cardinal mistake of standing up for what he believed in and protested against the Panaya deal. He wrote extensively on the conflict of interest and valuation.

 

Sikka was a major beneficiary of a weak non-executive board that gave him a free hand. He threatened to quit every time a question was raised and so the board backed off and let him control the narrative. Sikka spend more time on PR agencies than on business or his team because he was busy building an image for himself.

 

When Sikka joined Infosys, the company's shareholders and promoters were enthused by his worldview on how the IT services company had to transform. But within six months, he was making controversial acquisitions and firing his CFO Rajiv Bansal.

 

From the start, Sikka did nothing to get a buy-in from stakeholders of his CFO on anything – acquisition of Panaya for a consideration of $230mn just after it raised a round of funding at a valuation of $162 mn. Sikka will go down in history as a brilliant case study of a CEO who did not get along with his stakeholders, founders , key management personnel and even other employees. Sikka chose the wrong battles from the start. He chose to increase his salary before he demonstrated his mettle and turned around the company. Then, Sikka went on to arm twist the weak board to agree to a massive severance package of $22 mn. Vishal Sikka employed every tool in the book to extend his salary. He divided the board and spread campaigns against Rajiv Bansal and various other board members, but the truth is that you cannot fool everyone all the time.

 

The market soon enough figured that he was nowhere near the $20 bn target, which got him his salary hike but nothing for the company. Sikka used the PR machinery extensively to project him in the media and his version of the story. His spin doctors accused the founders of interfering and derailing the transformation of the company. He I am tole treated Indian employees badly and spoke down on them. Chickens have come home to roost for Vishal Sikka finally. Days after Ravi Venkatesan spoke to me on the failures of the management and CEO, Vishal Sikka has finally decided to put in his papers.

 

Getting the interview published was not easy and Sikka and his machinery there too controlled the narrative and completely changed the interview. When I asked Sumit Virmani, Chief marketing officer on  why they did that, he assured me that it would build a better relationship even though the company had doctored the interview completely.

 

These are times we live in and people like Sikka murder reputations and destroy careers. Hope his departure helps Infy find its feet again. And an investigation committee brings out the reports and the other details of Panaya deal.

 

Thoughts on Sikka resignation and Infy by Business Standard Associate Editor, Malini Bhupta.

 

Regards

Virendra Goel

 

 

 

 

 

 

 

 

From: join_mtc@googlegroups.com [mailto:join_mtc@googlegroups.com] On Behalf Of supriya biswas
Sent: Saturday, August 19, 2017 6:23 PM
To: join_mtc@googlegroups.com
Subject: Re: [MTC Global] Why can't Founders get along with the CEOs they appoint? [After Vishal Sikka left this morning]

 

It is because we are yet to emancipate ourselves from the mindset of treating employees as servant not colleagues. With proud claims like we are open and treat people as our equals - those are plain and simple whitewash and hoax. We are still obsessed with the 'Sir' culture. Besides, most groups have a caucus and they run the show. It only happened in Apple that founder was thrown out. Apple is one of the top three brands of the world because of such professional outlook that is free from emotional bunglings

 

 

 

Sent from my Samsung Galaxy smartphone.

 

 

-------- Original message --------

From: Purnima Roy <purnima14123@hotmail.com>

Date: 19/08/2017 8:13 am (GMT+05:30)

Subject: Re: [MTC Global] Why can't Founders get along with the CEOs they appoint? [After Vishal Sikka left this morning]

 

V true. But so disgraceful to wash your dirty linen in public. It was TATA and now Infosys!!

 

Best Regards.

Purnima Dey Roy

CEO-PGTA India

 


From: join_mtc@googlegroups.com <join_mtc@googlegroups.com> on behalf of Dr. S. S. Dey <drshibshankar@gmail.com>
Sent: Friday, August 18, 2017 10:48 PM
To: join_mtc@googlegroups.com
Subject: [MTC Global] Why can't Founders get along with the CEOs they appoint? [After Vishal Sikka left this morning]

 

1. The founder has never experienced people in his Company being more powerful & taller than him. He has seen people in shadows; not as the Sun. When the appointed CEO begins to become bigger than his past, he can't reconcile with it.

2. The petty becomes big. Molehills become Mountains. Small issues the new CEO does makes the founder explode. It's just pent up emotions looking for an excuse to be released.

3. Founders feels very uncomfortable when people in their companies start becoming "irrationally rich". It's an emotional weakness created by struggling for years and going through horrid times. When money never came easy, it can't be given away easy either.

Regards,

Dr. S.S. Dey

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   B. Pharm. M.M.M. PGDIT.PhD ( In Process )
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   Center for Gandhian Thought & Peace Studies.
   Mobile:+91 9326354999.Whats AP +91 9604679693

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Re: [MTC Global] Beyond the conventional

Beautifully narrated on Alternative Schooling models and it has to catch up with the current generation of parents...Stress-less learning atmosphere and exploring various interests is a boon to students...With heavy vocals and discussions, We may have it at the earliest and formal rote learning in schools will vanish...Thanks Prod.Bholanathji for the revelations...

Prof.Dr.Manickam
MBA Faculty Mohamed Sathak College Sholinganallur
9884002341

On 21-Aug-2017 8:14 AM, "Prabhakar Waghodekar" <waghodekar@rediffmail.com> wrote:
Well said " If we can equip our kids to survive in the wild, we bequeath them the confidence to survive in any jungle (concrete or otherwise)".

The path (e.g., formal, informal, open, e-Learning, etc.,) is not important; the journey on the path by Mumukshu (urge for self-learning for survival: thirst for learning), is important; not competition.

Regards,

Dr. P H Waghodekar, PhD (Egg), IIT,KGP, IE&M, 1985,
Advisor (HR), IBS & PME (PG)
Marathwada Institute of Technology,
NH 211, Beed by pass road,
Aurangabad: 431010 (Maharashtra) INDIA.
(O) 02402375113 (M) 7276661925
E-Mail: waghodekar@rediffmail.com
Website: www.mit.asia
and
Chairman, Advisory Board, MTC Global, Bangalore.


Engineering & Management Education: An Engine of Prosperity.
Classroom teaching must match with Boardroom needs!


From: "Prof. Bholanath Dutta" <bnath.dutta@gmail.com>
Sent: Mon, 21 Aug 2017 07:34:10
To: join_mtc <join_mtc@googlegroups.com>
Subject: [MTC Global] Beyond the conventional
Acquiring knowledge, pursuing self-discovery, enlightenment... education has been defined in a number of ways. However, none of them mention anything about the stress of examinations and marks, the pressures of studying multiple subjects and rote-learning.

The Indian education system is often accused of being an exercise in the latter and a growing breed of students and parents are seeking alternative options.

Rahul Desai, director, Lumens School, Vapi, says, "The present generation of parents is better placed as they have better exposure to the world. So, they are more keen and open to educating their children in the true sense, without any burden."

What is alternative education?

There is an array of alternative education models in India today, such as Waldorf schools, Krishnamurti schools, Montessori, quad-seek, homeschooling and unschooling. Although they have different approaches to learning, the common thread among all these forms is that they encourage children to learn through self-discovery instead of imposing defined academic standards.

Corroborates Rayn Samson, an unschooler, who is currently preparing to give his Class XII exams, "My learning has been completely self-directed. I did what I liked and discovered my interests on my own. In the initial years, I spent most of my time playing football and video games and reading Wikipedia and similar websites. Gradually, I was drawn towards the STEM subjects and decided to appear for Board exams through IGCSE. I plan to go overseas to study maths or physics after Class XII."

Manali Desai, whose daughter attends Class I at an alternative school, says, "My daughter grasps things well, but she doesn't like to write. At her school, they don't force her to write or burden her with homework. They try to understand the ways in which a child learns best and tailor their lessons accordingly. For example, if they tell the story of Gandhiji and a child is not able to understand, they make an effort to know what the problem is and then modify the lesson to his/her needs.

It may be that a child would respond better if he/she is shown pictures or a video on the subject."

Learning vs evaluation

One of the biggest problems of mainstream education in India is over-emphasis on evaluation, which leads to unhealthy performance pressure. This causes many people to search for alternatives.

Rajiv Bhatt, who has been homeschooling his 14-year-old son for a year and a half, says, "In school, my son's time and energy were being spent on homework and revising for weekly tests and term exams. There was no scope to either absorb knowledge or pursue other interests. Even on holidays, he was busy finishing projects that only required a cut-paste from Google. He was doing well, but wasn't learning much or living up to his potential. So, I decided to pull him out of school. Since then, he has been revising topics in maths and science on his own and has taken up online courses in the history of rock music and in German. We've also been travelling a lot and learning on our travels. Currently, I'm considering options for him to give his Board exams. But there's no pressure and both of us are happy about the decision."

Alternative education does not shun the notion of evaluation. However, it does not believe in using examinations as a tool to grade and classify children.

Taking the decision

Despite its virtues, alternative education is a tricky choice in a country obsessed with Board exams and cracking tests to enter top colleges. However, as Samson puts it, "You don't need 12 years of regular schooling to prepare for one exam that will get you into college. It should be a decision made by students when they're ready and not one imposed on them because they have reached a certain age. There will always be some pressure around exams, but it will be more tolerable because there is less of a history."

Although there is a lack of official data, most children pursuing alternative education do appear for their Board exams eventually. They either switch to mainstream schools or appear as independent candidates. Several schools also pursue models that begin with alternative education and switch to mainstream education in higher classes.

Ratnesh from Aarohi Life Education finds that appearing for exams through the National Institute of Open Schooling, one of the three National Boards of Secondary Education, tends to be a better option than regular schools. Many students also opt for international Boards such as IGCSE and IB.

In many instances, the decision involves a rethinking of aspiration among parents. Corroborates Nitya Kamat, who shifted to a village in Maharashtra and decided to homeschool her children, "Chasing career ambitions had left us stressed, with little family time. And then, one of our friends just collapsed and died. It made us rethink our priorities and set us on the route to planning a better destiny for our children. We made enquiries, planned and finally shifted here. For the last few months, we've been teaching our children in the wilderness. If we can equip our kids to survive in the wild, we bequeath them the confidence to survive in any jungle (concrete or otherwise)."

​Source: The Hindu, Author- Megha Agarwal​

EDUCATE, EMPOWER, ELEVATE
Prof. Bholanath Dutta
Founder &  President 
MTC Global: A Global Think Tank in 
Higher Education, ISO 9001: 2008
Partner: UN Global Compact I UN Academic Impact
Cell: +91 96323 18178 / +91 9964660759

 

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