Skip to main content

Return Ticket

Sitting within view of a three hundred year old pleasure palace, I was part of a lively discussion yesterday on what motivated us into coming back to India.

I moved to the USA relatively late, having traveled back and forth for something like a decade before I decided to change residences in 2003, just after 9/11. When I finally did move to New York, I was already an experienced hand at American basic like driving a car and ordering at McDonalds. Most of my friends, on the other hand, had been dunked in cold straight out of college. Returning, for me, was thus somewhat different - I had not grown the same roots that people who had lived there a decade or more had. It was still a very large move nevertheless, not quite like moving back to Mumbai after a few years in Bangalore. America wasn't just another location change, it was the adoption of a different way of life that was very attractive in many ways. Coming back was therefore an event of some consequence, even if you had just landed there.

I left India at the edge of a time when people still thought of an international ticket as an escape to a better life. Growing up, the only people who preferred India to the cars and houses of the prosperous West were the insistent patriots. We in India with sneaker-clad relatives living abroad were clearly poor cousins who subsisted on yearly injections of Lego bricks and Kellogs cereals while admiring photos of mansions and mercs from another world. The IT industry and its legions of frequent fliers had started to change that. Salaries in India had started to rise, cars to stretch and mobiles to shrink but change was still some years off. Even in 2003, tickets were intended primarily to be one way; return for most people a little more than a romantic dream. I too returned by accident; a job opportunity came my way while I was renewing my visa.

Coming back was interesting but I think I will mention the one thing that, for me, defines what drew me back. One of my first outings in Mumbai led me to a nice modern multiplex to see the latest Hindi blockbuster, and halfway through the initial popcorns and trailers a nice bold sign said please stand for the national anthem.

And everyone did.

Everyone in a full movie theatre stood, stopped talking, removed phones from their ears and stood the few seconds that the national anthem played itself out. Here was a Mumbai where - as before - even basic civic rules were casually flouted by everyone, yet a simple message on the screen made a few hundred people stop what they were doing and stand respectfully. Even more strangely, it was no exception; every movie I have been to in the last six years, everyone has stood respectfully every time. They grouse about politicians, complain about the cricket team, despair at the infrastructure, criticise the state of the nation, but stand up and keep quiet for the national anthem.

Yes, there’s still a lot that’s wrong with India, but somewhere with the booming stock markets, the burgeoning malls and the newest Japanese cars, a nation has managed to gain pride in itself. That's what I came back to be part of.

Comments

Post a Comment

Popular posts from this blog

Outsourcing I–The "Why" Question

A little while ago, I was asked to give a presentation to CEOs on outsourcing. The audience wanted to know about adopting outsourcing for their companies; making use of its promise while avoiding its pitfalls. It seemed to me (unimaginatively, I must admit) that the whole thing boiled down to four fundamental questions - the why , the what , the who and the how . I decided to expand the presentation into a series of blog posts, one per question. The Why Question Why outsource? Given that a trillion-dollar industry has crowded a lot of people into Bangalore and made more than one driver rich, it seems a little late to ask this question. However, this isn't really about outsourcing being good or bad per se. Bloggers like us love to wallow in theoretical questions; companies usually want answers to more prosaic stuff. The question really is, why should a company be looking for an outsource partner ?   I've divided the universe into two simple flavours – Tactical and Str

The Economics of 'E'

Mass market retailing is an expensive business. Rents, staff, inventory – the average brick and mortar retailer struggles along with barely visible net margins (spontaneous dancing is known to happen at 5%). With thousands of stores, hundreds of warehouses and over two million employees, Wal-Mart has in the last five years managed a profit margin of just 3.5%. The story is no different for any other major brick & mortar retailer, American or desi. Cool-kid-on-block Internet retail, on the other hand, thumbs a nose at the old-fashioned ways and gives the distinct impression that it can do much better. There's just one small problem. The bellweather Amazon, for all its buzz, seems unfortunately to have done much the same (indeed, a little less at 2.48% over the same period); nor has any other sizeable virtual retailer done much different. What gives? The law of unintended consequences, that's what. Lets take two of the most discussed items – rent and inventory. Mind you, thi

Outsourcing III–The "Who" Question

A little while ago, I was asked to give a presentation to CEOs on outsourcing. The audience wanted to know about adopting outsourcing for their companies; making use of its promise while avoiding its pitfalls. It seemed to me (unimaginatively, I must admit) that the whole thing boiled down to four fundamental questions - the why , the what , the who and the how . I decided to expand the presentation into a series of blog posts, one per question. The Who Question Once you've clarified why you're looking for an outsource partner and also which pieces to outsource, you're faced with the next big question – who? What should you look for in your potential outsourcing partner? The choice, I put to you, comes down to four linked characteristics. Ability The first characteristic, of course, is ability. A vendor cannot be under consideration at all if the basic ability to handle whatever you plan to outsource is not present. This is not always an easy thing to judge, especi