Green your Business



Whether you work in a hundred-story office building, or run a local restaurant, there are always ways to change your business practices to reduce your impact on the environment. It can be tough to determine where to start, or what products to buy. "Greenwashing" is the term used to describe products that aren't very much more environmentally friendly than others, but promote themselves that way. This problem arises because there is not a lot of regulation concerning "green" products, so you have to do your homework. Also, more often than not, "green" labeled products are often more expensive than others. It is important to keep in mind that every step you take makes a difference. Here are some tips on how to "green" your business, without breaking the bank or spending a day at the library.

Reduce, Reuse, Recycle

It's the age old saying, but it is the best place to start. Limit your paper usage as much as possible, and put a recycling bin next to the garbage can. Use paper made from post-consumer waste. It is also a great idea to store presentations and papers on flash drives or a tablet computer. This will save paper, and also promote your business as an environmentally conscious entity. If you are a restaurant, enroll in programs which donate unused food and supplies to homeless shelters throughout your city.

Promote green activities for employees

Encourage and create rewards programs for your employees. Ride share programs are a great place to start, and most public transportation systems offer a corporate plan that offer reduced bus fare for your employees. Keep reusable silverware and dishes at your office, and discourage the use of disposable wares. Make environmentally savvy information part of your newsletter or daily emails. Many changes are simple, and all it takes is a reminder for people to change their ways.

Host a Fundraiser or Donate to an Environmentally Friendly Program

You don't have to spend hundreds or thousands of dollars, or start a worldwide movement, just be creative. Find out if any of your employees are involved in any environmental programs outside of work, and join the cause. Create incentives for your employees to raise the most money, or schedule a discussion topic within your weekly meetings. Not only will you be helping your community and the environment, you will build team communication among your employees and you can promote your business while doing it.

Saving the environment can seem like a daunting task, but consumers are growing more and more conscious about what businesses they patron. Take the first step towards going green, and you might be surprised how easy it is to get people motivated



From college goers to professionals...

Many college graduates start their careers with high hopes, only to find that they are making mistakes that are seriously hampering their ability to succeed. While they may have been very successful in school, doing well in the business world requires a whole new skill set and a different attitude. Here are a few things to consider.

Many recent graduates have become accustomed to working as individuals. Most of their education has focused on what they do only with their own effort. This attitude can become a problem when it comes to working in an office. A great deal of success in the business world hinges upon a worker's ability to operate as a team player. In fact, a great many workplaces are now organized with teams in mind.

Young workers can adjust by realizing that success is dependent upon the efforts of the group, and seeing this as a positive, rather than a negative. Being part of the group means that responsibilities can be shared and the result can be greater than the sum of its parts. The sooner you are able to function on a team, the sooner your career will progress.

Recent graduates also frequently make the mistake of behaving like consumers, rather than being a seller. Your whole academic career was geared toward you and your success, and your college education in particular was sold to you. In addition, educated young people have become the targets of all kinds of savvy marketers, so it's quite natural to be catered to in this way.

Once you are looking for work, all of this changes. In interviews, it's up to you to sell yourself to the employer, rather than the other way around. The most successful job seekers are very good at showing the employer what they will bring to the team. Once on the job, they continue to bring value to the company by going above and beyond and being innovative in finding solutions to all sorts of problems. In today's uncertain job market, you can't afford to do any less.

Being new to the job market will require a shift in attitude on your part, but once you've realized that being a team player has its benefits, it's not so hard to adjust. Once you're interviewing, keep in mind that your job is now to sell yourself and to give employers a reason to hire you. When they see you have a lot of value to offer, you are sure to be successful.

When it comes to running a business with success, theory and practice are two different things.

Employees first, Customers Second - Book Review


Most of the companies are run based on rules and management theories conceptualized 30-40 years ago. Times have changed. The business environment has drastically changed. Technologies have changed. The way people interact has changed. But unfortunately, companies, even today, are run as if nothing has changed. The outdated ways of running business continues. Hardly any leader is seen challenging the conventional wisdom. "Employees First, Customers Second" written by Vineet Nayar challenges conventional way of running a business and shows that if conventional wisdom is turned upside down, the results are miraculous.

This is a very timely book for the management fraternity. The basic premise of this book is to consider employees as the top most priority and how this approach can create much higher value than any other management approach. But at a much deeper level, this book is all about challenging the status quo and not considering anything in the management world as sacrosanct. It is about a journey on executing radical changes in small bites rather than one clean sweep. It provides a fresh perspective on change management that is relevant to the current times and future.

"Employees First, Customers Second" outlines some radical ideas that transformed HCL Technologies. The idea of putting employees above everything else and empowering them is the core of the book. This is a revolutionary idea because it has the potential to change the entire dynamics of the organization. It can change the power equations, increase the degree of trust within the setup, enhance the level of engagement among employees, unleash a wave of innovation, increase customer satisfaction, and demolish layers of hierarchy to make the organization agile, aggressive, proactive, and creator of extraordinary value for all the stakeholders. In my view, this idea has the potential to become a universal management approach workable across various industries and organizations.

Another idea that makes sense is about clearly seeing where an organization is and where it wants to reach. This is a simple yet profound idea - feet grounded in reality, wings ready to reach for the sky. Often leaders and managers know where they want to take their organization, but they don't realistically evaluate where they stand at a given point of time. Due to this, plans that are made become flawed. The key to start any change management program is to start with an in-depth understanding of the reality of the situation. Without objectively looking into the mirror of present, one can never plan for the glory of future.

The book also talks about trust as the building block of superior value creation. In today's highly competitive times, there is more distrust than trust in most of the organizations. Instead of focusing on creation of value through collaboration, people are often worried about who is planning what and how to control information to their advantage. This level of distrust never allows an organization to realize true potential of its employees. The ideas in the book direct the focus on importance of building trust in an organization through transparency and fairness. It shares some radical ideas leaders can employ to win the trust of their employees and encourage a culture of collaboration to unfold the real potential of their organizations to create value.

The book talks about inverting the pyramid of organizational hierarchy to empower the employees operating in the value creation zones. This means making leaders, managers, and enabling functions accountable to the employees to the same extent that an employee is accountable to his managers, leaders, and enabling functions. It's about a new way of balancing the power. This radical approach has the potential to rewrite the rules of power. With this kind of reverse accountability, the powers that are normally concentrated in few hands gets equitably and democratically redistributed among the entire workforce. This approach in a single stroke changes the nature of power. Power, no longer, is generated through position or span of control; it is generated through span of influence! This is an idea that can instantly make art of management a collaborative process rather than the conventional authoritative process.

Another radical idea discussed in the book is about the role of a CEO. In today's complex and ever changing world, is it just to expect a CEO to have an answer for everything? Is a CEO sitting in the corner office the best person to judge a situation at ground zero and take decisions? Should responsibility for an organization's well being be only with the CEO or should it be distributed among employees? The book talks about recasting the role of a CEO to make him an enabler who helps his people who have the knowledge to take decisions. The envisioned role sees the CEO as a person who should ask deep probing questions and let his people answer them rather than try to answer questions. The whole idea is to recast the role of a CEO to let him focus his energy on making the organization self directed rather than directed through authority vested in layers of hierarchy.

Overall, the book is nothing less than a management gem. The ideas discussed in it are thought provoking and seriously challenge leaders and managers to think beyond what they know and practice. This book can be the start of the end of conventional ways of managing a business or an organization based on authority, control, and hierarchy. The ideas in the book have the potential to spark debate among new age management thinkers and unleash new management philosophies and thoughts for managing businesses that are more in synch with the time and make the conventional management practices outdated. The book is a must read for every CEO and anyone, directly or indirectly, engaged in the practice of management.

Porter's Diamond Model of Competitive Advantage

Classical theories of international trade propose that comparative advantage resides in the factor endowments that a country may be fortunate enough to inherit. Factor endowments include land, natural resources, labor, and the size of the local population.
Michael E. Porter argued that a nation can create new advanced factor endowments such as skilled labor, a strong technology and knowledge base, government support, and culture. Porter used a diamond shaped diagram as the basis of a framework to illustrate the determinants of national advantage. This diamond represents the national playing field that countries establish for their industries.

The individual points on the diamond and the diamond as a whole affect four ingredients that lead to a national comparative advantage. These ingredients are:

1. The availability of resources and skills,
2. Information that firms use to decide which opportunities to pursue with those resources and skills,
3. The goals of individuals in companies,
4. The pressure on companies to innovate and invest.

The points of the diamond are described as follows.

I. Factor Conditions
1) A country creates its own important factors such as skilled resources and technological base.

2) The stock of factors at a given time is less important than the extent that they are upgraded and deployed.

3) Local disadvantages in factors of production force innovation. Adverse conditions such as labor shortages or scarce raw materials force firms to develop new methods, and this innovation often leads to a national comparative advantage.

II. Demand Conditions

1) When the market for a particular product is larger locally than in foreign markets, the local firms devote more attention to that product than do foreign firms, leading to a competitive advantage when the local firms begin exporting the product.

2) A more demanding local market leads to national advantage.

3) A strong, trend-setting local market helps local firms anticipate global trends.


III. Related and Supporting Industries

1)When local supporting industries are competitive, firms enjoy more cost effective and innovative inputs.

2) This effect is strengthened when the suppliers themselves are strong global competitors.

IV. Firm Strategy, Structure, and Rivalry

1) Local conditions affect firm strategy. For example, German companies tend to be hierarchical. Italian companies tend to be smaller and are run more like extended families. Such strategy and structure helps to determine in which types of industries a nation's firms will excel.

2) In Porter's Five Forces model, low rivalry made an industry attractive. While at a single point in time a firm prefers less rivalry, over the long run more local rivalry is better since it puts pressure on firms to innovate and improve. In fact, high local rivalry results in less global rivalry.

3) Local rivalry forces firms to move beyond basic advantages that the home country may enjoy, such as low factor costs.

The Diamond as a System

1) The effect of one point depends on the others. For example, factor disadvantages will not lead firms to innovate unless there is sufficient rivalry.
2) The diamond also is a self-reinforcing system. For example, a high level of rivalry often leads to the formation of unique specialized factors.

Government's Role

The role of government in the model is to:

1) Encourage companies to raise their performance, for example by enforcing strict product standards.

2) Stimulate early demand for advanced products.

3) Focus on specialized factor creation.

4) Stimulate local rivalry by limiting direct cooperation and enforcing antitrust regulations.

Something more than a mere LOGO






In 2007, India’s largest FMCG company, HLL unveiled a new corporate identity represented by a new logo and also a new name Hindustan Unilever Limited (HUL).

The previous logo represents the green and healthy scenario of the Indian economy. And the current logo expresses “the vitality at the heart of our brands, our people and our values”. Each icon within our logo represents an aspect of our business, showing that we add vitality in everything we do.”


: Our primary natural resource. All life begins with the sun – the ultimate symbol of vitality. It evokes Unilever's origins in Port Sunlight and can represent a number of our brands. Flora, Slim•Fast and Omo all use radiance to communicate their benefits.

: Hand is a symbol of sensitivity, care and need. It represents both skins and touch. Flower represents fragrance. When seen with the hand, it represents moisturizers or cream.


: Represents creation, pollination, hard work and bio-diversity. Bees symbolize both environmental challenges and opportunities.



: The double helix, the genetic blueprint of life and a symbol of bio-science. It is the key to a healthy life. The sun is the biggest ingredient of life, and DNA the smallest.



: A symbol of beauty and looking good. Placed next to the flower it evokes cleanliness and fragrance; placed near the hand it suggests softness.



: A nurtured resource. It produces palm oil as well as many fruits – coconuts and dates – and also symbolizes paradise.







: Represents mixing or stirring. It suggests blending in flavors and adding taste.




: A bowl of delicious-smelling food. It can also represent a ready meal, hot drink or soup.





: A symbol of nutrition, tasting and cooking.




: Represents chilli or fresh ingredients.




: Represents food, sea or fresh water.



: Clean, healthy and sparkling with energy.




: A symbol of freedom. It suggests a relief from daily chores, and getting more out of life.


: A plant or an extract of a plant, such as tea. Also a symbol of growing and farming.




: Represent beauty, looking good and taste.




: A treat, pleasure and enjoyment.




: Part of our commitment to sustainability.




: A reference to science, bubbles and fizz.




: The plant is a symbol of freshness, the snowflake represents freezing. A transformational symbol.



: Symbolizes packaging - a pot of cream associated with personal care.




: A symbol of love, care and health.





: Represent fresh laundry and looking good.




: Wave symbolizes cleanliness, freshness and vigour. Liquid a reference to clean water and purity.


Brand Rejuvenation


Established brands are resilient, resourceful, and elastic. However such good health is not a permanent condition. And when brands suffer, there are three key ingredients that can cause this dilution. They are especially lethal when combined.

1. Customers seek meaning in their choices. They need the brands they purchase to enable them to ‘sleep better at night’ and to ‘say something favorable about themselves’ to others. When the emotional benefits are lacking, the customer is forced to expand their consideration set.

2. Customers seek relevancy in their choices. They need the brands they purchase to enable them to solve a problem and to satisfy an immediate need. When the functional benefits are missing, the customer is forced to expand their consideration set.

3. Customers are consistently and relentlessly introduced to new and improved brands. Brands are born from competition and they can also die from it. When new brands reposition or replace existing brands, the customer is forced to expand their consideration set.

Rejuvenating a brand requires new knowledge. The following methodology will provide a three-dimensional understanding of the current equity in the brand.

1. Review the current business strategy: What are the products and/or services the company is offering? How many of these products and/or services are they offering? What are the costs of producing and delivering these products and/or services? And who are the primary customers for these products and/or services?

2. Conduct qualitative research with your current and former customers: How can you refine your definition of your most desirable customer demographically, psycho-graphically and behaviorally? What do they think and feel about your brand today? Why and when do they choose your brand over competing brands? And what are the sources of trust when customers are choosing a brand in your category?

3. Conduct a competitive brand audit with your customers: What is the contemporary consideration set? What is the position each brand owns in the mind of the customer?

4.Conduct a visual and editorial audit of current marketing and communications: What are you
communicating to your customer about your brand?

Introducing a rejuvenated brand is distinct from the introduction of a new brand in three key ways.

1. Brand strategists understand that it is easier to put a new idea into the mind of a customer than it is to change one that is already there. The primary task is to manage the meaning of your brand as you transition it from its current state to the desired future state.

2. Position your rejuvenated brand in the category in which you compete by repositioning the other brands in that category. This ‘rearrangement’ of the brands will impact both the customer’s consideration set and their purchasing behavior.

3. Leverage the heritage of the brand. Remind customers that you have made and kept your promise in the past. Ensure them that you have the skills to do so today.

If the rejuvenated brand exists in a family of brands, its new strong and favorable associations can enhance the equity of the other brands in that family. Finally, while adhering to best brand strategy practices is essential, the ability to imagine the future is most desirable

Enneagrams ....

The Enneagram of Personality (simply the Enneagram) is a typology of human personality developed by Oscar Ichazo and Claudio Naranjo, it is also partly based on earlier teachings of G. I. Gurdjieff. The typology defines nine personality types (also called "enneatypes"), which are also indicated by the points of a geometric figure, which also indicate some of the connections between the types.

Type One

The One's attention goes to appreciating the excellence and elegance in anything such as a shape, musical score etc. ; to noticing and correcting errors; to identifying and adhering to standards of perfection in thought, feeling and behavior.Major traits include a strong internal critic, a tendency to criticize or judge others, a concern with ethics and correct behavior, and the adherence to rules and standards. Ones also tend to be perfectionists and idealists. In terms ofstrengths, Ones are typically reliable, analytical, and moral. They often demonstrate integrity and a desire to improve things for the good of all. Challenges for Ones include dealing with their own anger, managing their perfectionism, and being overly critical of self and others.


Type Two

As a heart-based type, the Two's attention goes to interpersonal relationships and paying attention to important people, to giving to others, and to gaining approval. Major traits: Twos can be upbeat and cheerful, and they pride themselves on intuitively knowing what others need, often believing that they know what is best for others. However, this outward focus on others may mask a less confident inner self, Twos often have difficulty identifying their own needs or getting them met directly. Twos can be very empathic, friendly, and giving, and yet may become resentful if their generosity is not appreciated or reciprocated. Strengths: Twos often make friends easily, can be thoughtful, attentive and fun-loving, and they also tend to be competent and driven. Challenges: Twos often neglect their own needs, try to indirectly orchestrate the behavior of other people, and can be fearful of real intimacy with others.


Type Three

The Three's attention goes to setting goals and hitting their targets, to success and creating the "right" image in the eyes of others, and to doing rather than being. Type Three is the prototype of being identified with a persona. Major traits include an excessive focus on work and tasks, concern with image and the approval of others, and a competitive striving for status and recog-nition. Strengths: Threes can be industrious, energetic, and attractive. Challenges: They can be workaholics, unaware of their real feelings, and unable to slow down and simply be.

Type Four

The attention of Fours goes to what is missing and desired, to loss, to emotions, to drama, and to longing for the ideal and distant, thus, the sense that the heart is broken or damaged in some way. Major traits include a desire to feel special or unique, a concern with authenticity, a preoccupation with the search for the ideal forms of love or connection, and a wistful pleasure with melancholy. Unlike some other types, Fours tend to be comfortable with emotions and can be sensitive to the emotional tone of situations and relationships. Strengths: Fours can be emotionally strong, authentic, artistic, and sensitive. Challenges: Fours can be entitled, dramatic, dissatisfied in relationships, and depressed.


Type Five

The Five's attention goes to gathering knowledge and wisdom (akin to the symbol of the owl), to thinking and observing, to protecting inner resources and to warding off intrusions from the outside.Major traits: Fives describe an inner experience of scarcity or lack, especially in terms of time and energy. They typically feel a strong need to hoard these resources and may become resentful when others threaten to impose on them, especially emotionally. Fives tend to be knowledgeable, emotionally detached, analytical, and objective observers. Strengths: Fives are often objective, calm in a crisis, knowledgeable, and analytical.Challenges: They may also be too emotionally detached, and their sense of inner lack often leads to withdrawing from others, creating excessive boundaries, and to the illusion that energy is limited and must be (over)protected.


Type Six

The attention of Sixes goes to questioning and doubting, to scanning their environment for signs of threat and danger, to searching for proof to confirm an inner sense of threat, and to creating worst-case scenarios. Major traits: Most Sixes have a complex relationship to authority. They want authority figures to protect them, while simultaneously doubting the authority figure's willingness or ability to do so. They may also be fearful and anxious (phobic), or challenging and rebellious (counter-phobic). Sixes tend to suspect people's motives, and their concern with what can go wrong in situations can lead to procrastination. They can also be good troubleshooters and loyal supporters.Strengths: Sixes are often intuitive, loyal, analytical, and have the ability to challenge authority (counter-phobic) or see through false pretenses. Challenges: They may be overly suspicious or paranoid may project their own thoughts feelings and motives onto others, often have issues with trust, and may get stuck in self-doubt or excessive questioning.


Type Seven

The Seven's attention goes to options and possibilities, to seeking pleasure, to avoiding pain and discomfort, and their minds typically shift quickly from idea to idea, akin to a monkey's arms moving from one tree branch to another in rapid succession. Sevens like to keep the mood upbeat, and so engage in elaborate future planning, playful interactions, and enjoyable activities. They typically have many interests and active imaginations. Major traits: Sevens can be fast-paced, fun loving, imaginative, and afraid of commitment. They often become enamored with their own associational thinking style, enjoy adventure and stimulation, and believe in keeping the mood positive and forward moving.Strengths: Sevens are usually adventurous, fun, positive, upbeat, and optimistic.Challenges: It can be difficult for many Sevens to make and keep commitments or deal with pain: They often believe the following: Why feel bad or suffer when there is the choice to be happy? Sevens also have difficulty staying focused or dealing with emotionally charged interactions.


Type Eight

The Eight's attention goes to issues of power and control, to making things happen, to protecting the weak, and to fighting injustice. With an intense, authoritative, and sometimes explosive energy, they are usually ready to face any challenge. Major traits: Eights can be impulsive, excessive, dominant, and protective of others. They often move into action before thinking things through, express their anger more easily than the other types, and confront situations more readily than others. They seek the truth, but may confuse objective reality or truth with their own personal reality or beliefs. Strengths: Eights tend to be strong, powerful, commanding, energetic, and intense.Challenges: They can also have difficulty containing their own energy and anger, be controlling, and be unaware of their own vulnerabilities.

Type Nine

The Nine's attention goes to connecting with others, maintaining harmony, peace, and comfort, and avoiding conflict. They typically enjoy the feeling of ease, harmony, and peace that they experience in nature. Major traits: Nines merge with others energetically, taking on the feel and positions of others, thus losing touch with their own internal experience and priorities. As one of the three anger types, Nines can be very out of contact with their own anger, which can leak out in the form of passive-aggression, stubbornness, and passive resistance. Typically they are more focused on others than on themselves.Strengths: Nines can be skilled mediators and loyal, steadfast partners and friends. They can also be warm, understanding and caring. Challenges: They can also have difficulty feeling and expressing anger, dealing with conflict, knowing what they want, and differentiating their expe-rience from others in their lives.