Interesting Web 2.0 approach to telling a brand that it sucks. Check it out!
Monthly Archives: April 2007
Convocation Speech by Ajit Balakrishnan: IIM Calcutta, 1stApril 2007
In awe begins this ode venerable Ghalib,
For your tavern’s drunk men are still rampant, Ghalib.
Your love for Persian, his Urdu devotion,
How could you be that emperor’s servant Ghalib?
You owe Delhi a debt, and your emperor too,
For drinking your verse even when flippant, Ghalib.
Think not our regard for you is diminished, for
Your reed wasn’t pliant for an instant Ghalib.
Time has awarded you that, which you desired,
Your words blaze even today, though distant Ghalib.
Hurriedly ends this lazy scrawl, this puerile verse
This dismal offering from an infant, Ghalib.
Emperor refers to Bahadur Shah Zafar, who incidentally (as was the custom of the age) preferred Urdu over Ghalib’s preferred medium of Persian for prose and poetry. Ghalib was known to be irreverant towards religion, customs, as well as the great poets of the past whom he praised sparingly only if he felt that they deserved it.
I read about this interesting concept today.
Emergence is one of the founding principles of agility, and is the closest one to pure magic. Emergent properties aren’t designed or built in, they simply happen as a dynamic result of the rest of the system. “Emergence” comes from middle 17th century Latin in the sense of an “unforeseen occurrence.” You can’t plan for it or schedule it, but you can cultivate an environment where you can let it happen and benefit from it.
A classic example of emergence lies in the flocking behavior of birds. A computer simulation can use as few as three simple rules (along the lines of “don’t run into each other”) and suddenly you get very complex behavior as the flock wends and wafts its way gracefully through the sky, reforming around obstacles, and so on. None of this advanced behavior (such as reforming the same shape around an obstacle) is specified by the rules; it emerges from the dynamics of the system.
The concept can be extended to organizations as a whole. If an organization has 3-5 pithy mantras that it will abide by in all its decisions, it can lead to complex positive outcomes. On the other hand if one were to start from the complex outcome and work backwards, failure is guaranteed. I believe that great vision statements perform this function in aligning the actions of organizational stakeholders.