Indicorps /// Service for the Soul

The Indicorps fellowship is a profound personal experience and an opportunity to understand participatory development through intense voluntary service. The structured program encourages participants to leave their comfort zones, place others' interests before their own, test their own potential to affect change, explore their relationship with India, and understand what it means to lead by committing themselves to innovative grassroots projects. Indicorps believes that giving one's time and energy, without any attachment to the outcome, regardless of the circumstances, is an unparalleled personal experience in service. At the same time, the fellowship is a chance for fellows to address their own identity, recognize their personal boundaries, and understand how to produce change in their environment(s). The fellowship is deeply rewarding, a transformational and challenging personal journey, and part of Indicorps’ collective experiment for change.

Approach to development:
Indicorps’ approach to development involves a total investment of body, mind and soul into the process of “being the change.” Fellows take individual personal responsibility to execute and complete projects, defined in partnership with local development organizations, that address particular community challenges. Recognizing the project as a foundational cornerstone or platform for change, Indicorps pushes fellows to actively test their and creatively explore the possibilities of community-oriented leadership.

More about the Fellowship program:
The first month of the fellowship involves an -intense, physically and mentally rigorous, month-long orientation to India, the Indicorps philosophy, and practical living. In conjunction with grassroots fieldwork, Indicorps also requires fellows to attend periodic workshops that encourage participants to deepen their understanding of Indian development, to reflect, to share progress, to collectively solve problems, and to re-energize. Some fellows opt for a second year to broaden their understanding of development and take leadership in managing projects or Indicorps programs.

The fellowship has stringent documentation requirements and promotes self-accountability. The program is carefully crafted to consider long-term impact and to defy common critiques of both international volunteers and the organizations with which they work.

Indicorps provides a nominal stipend to enable fellows to live simply and work in India for the duration of their fellowship. Basic room, board, and fellowship-related travel are covered by Indicorps or the local project partner organization. Indicorps is a total immersion program and encourages fellows to be a part of their communities to the greatest extent possible - including attempting to live within the means of their location.

Melting in India....

So, it’s been two weeks since I arrived here in Ahmedabad and it has been HOT. Currently around 38 degrees and rising…!

I have had sufficient time to settle in and I’m now getting stuck into various projects here at Manav Sadhna. My accommodation, although basic, is full of life. Waking up to the sound of peacocks, I would walk down stairs from my second floor room (with a fan to keep me cool) around the front where the regular peacocks would be roaming, to the backyard, past the Gaushala (Cow home) to the reach the outdoor bathrooms / sinks where I freshen up, shower etc.

Letting go of many of the luxuries I’ve become accustomed to has been an integral part to making India my new home. Rooms are quite dusty and things aren’t usually spotlessly clean (although relatively hygienic). People have been very friendly and welcoming. I’m sharing my room with Simon, an Australian Architect who has come to help out on design projects building pre-schools for 5 weeks – I’ve ended up helping him out by acting as a translator with his builders!

Manav Sadhna family is very warm, led by Jayeshbhai and Virenbhai. Every morning, there is a Prathna at 10.45am – and that’s about it for organisational planning. In fact, Jayeshbhai calls Manav Sadhna an Unorganised Organisation. It’s more of a ‘flow’ where volunteers and people come, serve, leave, come back… etc. No particular structure or project definitions, targets or deadlines. I.e. the opposite to what I’m used to back in the UK, therefore it’s taken a while to just relax and go with the ‘flow’.

Food here has been great – as you’d expect. I’m eating well and drinking lots of water, so health has been fine. The odd few mosquito bites but other than that, I’m good. It is hard to get good sleep sometimes, especially when it’s hot in the room and you’re sleeping on the floor. The ceiling fan feels like a fan heater on full heat!

Projects that I’m working on include building a walkway at a recently renovated Blind School, supporting Health Projects / awareness camps, working on constructing pre-schools, and each evening, I’m volunteering at Seva Café. Seva Café is an initiative born out of Manav Sadhna to promote the experience of selfless service and paying it forward. Guests come to eat, they are greeted and served in line with the Indian saying “Guest is God” and then when it is time to leave, they choose what they want to pay. The concept being, that the person before you paid for the food you are eating today and your contribution goes towards the next days food. Volunteering there is hard work… first time I went, I was washing dishes for 4 hours, and the last time, I was co-ordinating orders with the canteen staff! Crazy and busy, but lots of fun and meeting new people all the time.

Although I’ve only been here for a short time, I’m learning a lot about life in India and about myself. I’m missing family and friends a lot however, there are many good friends here to visit when I do feel home sick (Thanks Sunilbhai!).

Photo of me and Sunil bhai after Holi Festival!

INDIA 2009

I have set up another page to update on my time in India. I fly on 28 February 2009 and hope to volunteer for 3-4 months before looking for longer term projects.

Keep up to date here: www.pramalinindia.blogspot.com

Volunteering at Manav Sadhna, Ahmedabad

From 1 March 2009, I will be a volunteer at an NGO based in Ahmedabad, Gujarat (India). Called Manav Sadhna (meaning 'service to mankind'), it is located on the outskirts of the Ramapir no Tekra (one of Gujarat's largest slums).

As I'm sure by now, most of you will have seen or heard of Slumdog Millionaire, you will be able to conjucture up images of what this experience may be like. Although dramatised somewhat, it is still a city slum that I will be based at. The work / service required will vary from spending time supporting children's education programmes to developing sanitation facilities in difficult areas of the slum. As I'm quite new to this, I am still unsure exactly what I'll be doing - all I know is that my sleeves will be rolled up and ready to help out as much as possible where ever the need may be!

Ahmedabad is a very cosmopolitan city, once being the capital of the state of Gujarat. It has a bustling culture with vibrant shops and places to see/visit. I've been there twice as part of the Learning Journey (YouTube Promo), an 8-day social development trip I co-organised last year. This is one of the main reasons for my growing affection for this place!

(Photo: Running a discussion session in India with Learning Journey Group, Sept 08)

To read about more about Learning Journey visit my other blog.

World Economic Forum 2009

The World Economic Forum is currently happening in Davos, Switzerland. An annual gathering, this has become a meeting point for international leaders, politicians and change-makers.

One of my favourite authors, Benjamin Zander (author of Art of Possibility) speaks on "Managing Complexity: A Different Approach".

Please visit the webcast of his very amusing and insightful session here: WEBCAST. Ben talks about living with possibility and uses similar ideas from the Landmark Forum. One of the quotes I like from his father - "There's no such thing as bad weather, only inappropriate clothing".

Ben talks about three ways to react to the future and expands further as he speaks:

1. Resignation
2. Anger
3. Possibility

I hopefully will add more notes once I get a chance! From understanding assumptions holding us back to thinking outside the box, this is a very inspiring session.

How to move from a downward spiral to realm of possibility.

Cool photos from London eye at night

Taken on Wednesday 10 December 2008 on Sony P120 (at 3mp)

Connecting the dots... Steve Jobs

Steve Jobs, CEO and Founder of Apple and Pixar, delivering a speech to 2005 graduates at Stanford University.

This speech is only 15 minutes long - if you do anything today, please watch this - makes your think. For me, Steve articulated how I'm feeling right now.

In particular, he talks about connecting the dots...

• You can't connect the dots as you go along looking forward. It is only very clear looking back.
• So you have to trust that the dots will somehow connect in the future.
• You have to trust in something.. gut, karma, God, destiny.
• Believing that the dots will connect down the road will give you the confidence to follow your heart, even when it leads you off the well worn path, and that will make all the difference.

Also, he speaks about finding what you love to do. To ask yourself everyday, "if this was the last day of my life, would I do what I'm about to do?" - knowing that if you answer 'no' too many days in a row, you need to change what you're doing. Have the courage to follow your heart and intuition and everything else will become secondary.

You've got to find what you love. Your work fills a large part of your life, so you've got to love what you do. You've got to keep looking for what you love doing.

Keep looking. Don't settle.

Stay Hungry. Stay Foolish.

Why Should Anyone Be Led By You?

Why Should Anyone Be Led By You?

Co-Authors Rob Goffee and Gareth Jones

PwC Asian Business Forum was host to Vijay Patel of Waymade Healthcare plc and Professor Gareth Jones, visiting professor at INSEAD and Fellow of the Centre of Management Development at London Business School.

I found Prof Gareth Jones talk particularly interesting and thought it would be useful to share my learning's. I first came across Gareth's work when I was studying at Economics at the London School of Economics and a friend of mine had a copy of an article from the Harvard Business Review entitled "Why should anyone be led by you?" (pdf). I took a photocopy of this and managed to learn the key points, using it to my advantage in many interviews. Hence, it was an absolute pleasure to meet the man who came up with this thinking. What follows is a collection of notes I jotted down during the talk.

• First born children have a monopoly in the world of CEO's – they seem to develop natural leadership due to having so much attention as a children (guess what – I'm first born!)


• Important questions: What do followers want? What do the people you aspire to lead want? From the survey conducted, this is what followers wanted:


• COMMUNITY – they want to feel part of something greater, some type of clan. E.g. PwC laptop bags can be seen all over London and you know they belong to a certain group.


• SIGNIFICANCE – a leader will recognise you, he will participate at all levels including the lowest (e.g. janitors) and make you feel special. E.g. when Bill Clinton meets people, he shakes hands for an extra second and has a way to make you feel like the only person in the room.


• EXCITEMENT – followers want to be excited. Leaders can often excite others through their passionate commitment to clearly articulated personal values and to a vision.


• AUTHENTICITY – followers want at leader who is a real person, doing real things – someone who brings their 'real self' to work, rather than saving for evenings and weekends.
• You spend most of your adult waking life at work – it had therefore better be meaningful!
• Definition of Leadership – "effective leadership excites people to exceptional performance"
• Leadership is:
• Contextual
• Relational
• Non-hierarchal


• What do Authentic Leaders do?
• Sensory to people – "smell the gravy" – know what's going on before someone has to tell them. This is a skill you can get better at.
• Sense situations – know and show enough. (e.g. walk around more)
• social distance – appropriate levels of intimacy
• Compelling communication – e.g. Barack Obama – capacity to energise a room with compelling communication is electric.
• Uses emotions (need to know them first) to energise and liberate others


• Authentic Leadership has the power to transform organisations and enrich lives.
• Important to have honest leadership discussions – someone to feedback to you, be it a life long partner, friend or trusted advisors.
• Vijay Patel said one comment that had impact on me – "always live outside of your comfort zone".

Visit the website for useful articles and more background.

Other links:

Management / Leadership Articles available to download

C.K. Prahalad, Indian Management Guru

If you wish to refer to one of the greatest Indian business thinkers, C.K. Prahalad should be on the top of your list. He needs no introduction; every management student in India and internationally knows the name C.K. Prahalad. He is known not only for his prolific works also for his management perceptions and strategies.

CK Prahalad is a professor, researcher, speaker, author and prominent consultant. Business Week has called him "a brilliant teacher at the University of Michigan and also described him as "maybe the most influential thinker on business strategy today.

In addition to serving as the Harvey C. Freuhauf Professor of Business Administration at the University Of Michigan Business School, Prahalad specializes in corporate strategy and the role of top management in large, diversified, multinational corporations.

In 1994 he co-authored the bestseller, Competing for the Future, with Gary Hamel. Translated into 14 languages, it was named the Best Selling Business Book of the Year in 1994. Prahalad is particularly well known for the work he has conducted with fellow strategy expert Gary Hamel. This includes the articles The Core Competence of the Corporation (Harvard Business Review, May-June, 1990), Competing in the New Economy: Managing Out of Bounds (Strategic Management Journal, Vol. 17, No. 3, March, 1996) as well as the bestselling book Competing for the Future: Breakthrough Strategies for Seizing Control of Your Industry and Creating the Markets of Tomorrow (1994).

He has won numerous awards. The most recent include the McKinsey Prize three times, the SMR-PWC award, and the ANBAR Electronic Citation of Excellence.

A prominent world-class guru, Professor Prahalad has consulted with the world's foremost companies, such as Ahlstrom, AT&T, Cargill, Citicorp, Eastman Chemical, Kodak, Oracle, Philips, Quantum, Revlon, Steelcase, and Unilever. In addition, he serves on the Board of Directors of NCR Corporation, Hindustan Lever Limited and the World Resources Institute and services on the Board of Directors of NCR Corporation, Hindustan Lever Limited and the World Resources Institute.

His latest book, 'The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profits', proves that the future will develop from serving the poor, because the innovations that are developed are superior– top quality, low price, high volume and world-scale. Only the best innovations will work for both sides of the equation, those in poverty and those in the "developed" countries.

Books by C.K. Prahalad

• The fortune at the bottom of the Pyramid (August 25, 2004)
  
• Competing for the future (Co-authored with Gary Hamel)
  
• The Future of Competition: Co-Creating Unique Value with Customers (2004 - co-authored with Venkat Ramaswamy)
  
• In search of excellence
  
• Multinational Mission: Balancing Local Demands and Global Vision (1987)

C.K. Prahalad is also the author of numerous award-winning articles. Harvard Business Review awarded the McKinsey Prize to him three times for the following articles:-

• "The End of Corporate Imperialism", co-authored with Kenneth Lieberthal (1998)
  
• "The Core Competence of the Corporation", co-authored with Gary Hamel (1990)
  
• "Strategic Intent", also co-authored with Gary Hamel (1989)
  
• "The New Frontier of Experience Innovation" published in Sloan Management Review won the SMR-PWC award for the best paper published in 2003
  
• "Weak Signals vs. Strong Paradigms", published in the Journal of Marketing Research (1995) was awarded the 1997 ANBAR Electronic Citation of Excellence
  
• "The Dominant Logic: A New Linkage between Diversity and Performance" (1986), co-authored with Richard Bettis, was selected the Best Article published in the Strategic Management Journal for the period 1980-88
  
• "The Role of Core Competencies in the Corporation" (1993) received the 1994 Maurice Holland Award as the Best Paper published in Research Technology Management in 1993
  
• "A Strategy for Growth: The Role of Core Competence in the Corporation" won the European Foundation for Management Award in 1993
  

Source: www.ckprahalad.com/

Links:
http://www.12manage.com/methods_prahalad_bottom_of_the_pyramid.html
Fortune at the bottom of the pyramid book:
http://www.amazon.co.uk/Fortune-Bottom-Pyramid-Eradicating-Poverty/dp/0131467506

Top thinker!: http://www.thinkers50.com/?page=biography&ranking=1

PwC Diwali Event with Alpesh Patel

PwC Hindu Network in conjuction with the India Interest Group put on a colourful Diwali event on Monday. Tasty food followed by bollywood dance by two employees went down a treat. This was followed by a meaningful speech by Graham Ward CBE, one of PwC senior partners and also someone who spends 5-6 weeks in India each year as part of his role with the UK India Business Council.

The Guest of Honour was Alpesh Patel, of Praefinium International Asset Management Company. Alpesh is a very funny guy having heard him speak before (he hosted the charity auction for UnLtd India event earlier this year at Mishcon De Reya). He spoke about G20 Economics in a manner that President Bush would understand... (you had to be there!).

Alpesh is well known in the financial world, he has been a regular columnist in the FT and Asian Voice. He is a "Deal Maker" for sourcing high value investments in India on behalf of the UK Government. He has a passion for India that was inspiring!

Also in attendence was Arvind Chopra, Head of the India Interest Group and also Partner responsible for bringing Abdul Kalam, ex-President of India over to PwC. (You can guess what clients he works on... Tata's, Reliance etc!) Interesting to get his insights on the future of Indian economy in the face of this global crisis.. and it wasn't optimistic.