Homogocene at the Istanbul Sheraton

Homogocene: the term ecologists and evolutionary biologists use to describe the current era, when ecosystems are becoming more homogenized, when tough generalist species take over large portions of the globe, pushing out the specialized species that developed in isolation.

I was in Istanbul recently. Typical business trip: airport, hotel, conference, hotel, airport. I had no chance to go exploring, to soak up the atmosphere of the eternal city, a title Istanbul deserves every bit as much as Delhi or Rome.

I did, however, have a ray of hope. We had a formal dinner on the night of the conference, with live entertainment. This live performance might give us some local flavour. Maybe a local poet would recite Jalaluddin Rumi’s poetry, and interpret Rumi’s immortal words for this English-speaking audience. Maybe we’d have some mesmeric, mystical Sufi music, with a black and white film of dervishes whirling playing in the background. Even a contemporary Turkish pop act would be cool.

Instead, we got a couple of guys wearing jeans and t-shirts, carrying guitars, who perched on stools in front of mikes and did cover versions of The Eagles, Dire Straits, and Eric Clapton. They played Tequilla Sunrise, Walk of Life and Hotel California. They finished with an impassioned rendition of Wonderful Tonight, which was especially well-received at my table, which comprised entirely of grown men with families and advanced degrees in quantitative disciplines. We solemnly clinked our glasses together, and congratulated each other on how wonderful we looked tonight.

Death to Rummaging

I am in the market for a new bag. Nothing special, just a simple duffel bag for everyday use. The one specific feature I want is an optic yellow inner lining.

This is the bag I use today.



It isn't bad. It is a Samsonite, the fabric is tough, the zipper works fine. But the inside of the bag can get as dark as the belly-of-a-whale, especially indoors. Finding my wallet, blackberry, goggles or even a dark coloured t-shirt involves a fair bit of rummaging, rather than just spotting.

This is the bag my children use.



It is clearly better than mine. The cheerful optic yellow inner lining makes it easy to spot stuff inside the bag. No rummaging required. I bought it years ago in the USA, without realizing its virtues. I want another bag like this.

However, this is surprisingly hard to find. I looked around the shop at the club. All the bags on display had black inners, even if they had florescent colours on the outside, sort of the wrong way around. I don't know how representative the shop at the club is, but clearly, brightly coloured inner linings for kit bags are not an industry standard.

The same shop sells tennis balls. The tennis balls are all optic yellow, which is mildly irritating, because the tennis balls are optic yellow for exactly the same reason the inside of the kit bags ought to be optic yellow, but are not.

Why has the better-product-wins logic played out so neatly with tennis balls, but not with kit bag linings? It might be because luggage is more about fashion than function, whereas tennis balls are entirely about function. Though, I don't quite buy that; generally, good function is fashionable. It could be because of the institutional unity of tennis. Once the grand slams decide yellow balls are better, the entire tennis world follows their lead. There is no similar grand slam-like authority for luggage, identifying and modelling the better products.

For whatever reason, it seems I can't buy the kit bag I want even on the internet. Shopping websites show luggage outsides, but don't specify the colour of the inner lining. Looks like I will be rummaging around for my wallet in the belly-of-a-whale for a while longer.

The Ghost, The Darkness and Rational Exuberance

I was presenting at a business conference last month, and started my piece with this home-edited five minute clip from a favourite 90s film, The Ghost and The Darkness.



This broke the tedium of hour after hour of Power Point presentations. But that apart, this film clip did try to make a point. The Ghost and The Darkness is about an engineer who is desperate to protect his people from man-eating lions. He has an idea to trap the man-eaters. The idea doesn't work out. Regardless, it remains a very good idea. The point is, in real life, most good ideas don't work out.

It is easy to think ideas that don't work out are bad ideas. Yet, the difference between ideas that work out and ideas that don't are usually small tweaks, timing, or pure dumb luck. I loved this NY Times article published in February 2010, when Apple was making waves with the iPad launch. It is by Dick Brass, a former Microsoft executive who worked on building a Windows Tablet PC way back in 2001. This project failed. The tablet group at Microsoft were eliminated. Regardless, the potential for tablets remained as good as ever.

My presentation went on to describe how my employer's products and services help companies institutionalize innovation, which is not an appropriate topic for this blog. But zooming out, this thought does feel relevant to the zeitgeist.

In the aftermath of the dot com bubble, and then the housing bubble, it is easy to be negative. Most people been stung by too much optimism, too much faith, by irrational exuberance. Rational cynicism feels like an antidote. It is easy to believe that every girl or guy who comes up with a crackpot scheme to catch man-eating lions is stupid, or a self-serving crook, or both. "It will never work" feels intelligent, prudent, a good default setting.

The trouble is, dominant black hat thinking is becoming a self fulfilling prophecy. Kick-starting growth has to start with an act of faith; with believing that lion-catching contraptions are worth building, even if many of them are going to fail. John Maynard Keynes, like Wodehouse's Psmith, described this act of faith as "animal spirits". A metaphor I prefer in today's cautious climate is Leon Walras' tatonnement, French for the trial and error process of groping for a handhold while climbing a rock face. Either way, moving on is going to involve a fair bit of rational exuberance.

Test Cricket's Invisible TRPs

I woke up this morning, poured myself a cup of coffee, and reflected on the possibilities. India are playing a test match in Bridgetown, Barbados. Has India's batting crumbled again? Did Fidel Edwards bounce out Virat Kohli? Did my home town openers, Mukund and Vijay, do well? Are we scoring runs quickly enough to declare and force a win? Did it rain?

I had experienced hope, dread, and technical curiosity even before I checked the score on Cricinfo, when I was flooded with relief. My mind then went on to consider further possibilities. A thrilling Dhoni blitz before a lunchtime declaration? An Indian batting collapse followed by an attritional run chase? A bathetic century nurdled out en route to a tame draw? More rain?

This is the beauty of test cricket. I haven't been watching this test match on TV. But it is on my mind. The game has been playing on my imagination. Test cricket is spacious enough, rich enough in its range of narrative possibilities, to capture the imagination. No other cricket format, perhaps no other sport, has that ability.

People who look at Television Rating Points to measure the appeal of test cricket are missing something big. Enjoying the game and watching it on TV are not the same thing.

Atlantis Books, Oia, Santorini, and the triumph of Kindle

My family were on a chilled out vacation in the cliff-top village of Oia, on the Greek island of Santorini, when we discovered one of the world’s great bookshops. Specifically, the tenth best bookshop in the world, as certified by Lonely Planet. Other cities which feature top ten bookshops are London, Paris, San Francisco, Rome, Buenos Aires, Berlin and Beijing. Pattern recognition software would never have completed that list with Oia, Santorini, population 1230, but the editors of Lonely Planet got this one right. Atlantis Books deserves to be on the top ten list. It is almost everything a bookshop should be.



Atlantis Books is lined from floor to ceiling with books, with more books piled up on table tops and benches. It has a two shelves labelled Political Theory, and no airport-style displays featuring the latest John Grisham best seller. The greatest number of books are in English, but it also has shelves of German, French and Greek books. The internal roof is contoured, and supports a paper chandelier. A nook leads up into a cranny, which leads up a twisty chute with poetry stencilled on to the whitewash, which leads up on to a terrace overlooking the caldera, which hosts literary or musical events on summer evenings. It smells like a college library, or a multi-generational family library.

The name Atlantis Books is moist with meaning. Remains of a sophisticated Minoan culture dating back to 1500 BC have been discovered on Santorini. This may well have been the basis for Plato’s writings about Atlantis, about the glorious island civilization which was swallowed by the sea.

The staff at Atlantis Books are great. They are happy smiling youngsters from the USA or the UK who clearly have a college education, love books, and are happy to talk with guests about their shop. Some of the staff sleep in the shop, in neat beds tucked away into little corners. One of them, an English poet wearing a cloth cap and a wispy beard, asked me what I did. “I’m a business executive”, I told him. “You must be a photographer”, he replied, pointing to my Canon DSLR. He was being nice. Poets and photographers fit the Atlantis Books vibe better than executives or lawyers.

I found a book I wanted to buy. It was an autographed copy of a graphic novel called The Corridor, by Sarnath Banerjee. I'd never heard of Sarnath Banerjee, or of contemporary Indian graphic novels, which is great, because the point of browsing in a bookshop is to discover new stuff.

My wife and daughters also picked out books they wanted to buy. We proceeded to the billing counter. For the first time in our long and chatty visit, the staff were nonplussed. They talked among themselves about how to transact a sale. They couldn't get the credit card reader to work, online or offline. We finally paid cash. That struggle to get the credit card reader to work hints at why Atlantis Books, for all its virtues, is not quite everything a bookshop should be. I have a hunch it isn't profitable.

Atlantis Books may not need to be profitable. The gorgeous real estate could make sense as an independent investment. A lot of the books are hand-me-downs, donations from well wishers. I find it easy to imagine the staff are happy to work for a plane ticket, a bed in the bookshop, and a chance to enjoy Santorini through the summer. But the amateur feel of the place, running a bookshop for love rather than for money, connects up with another theme from our vacation: that bookshops selling paper books are not going be around very long. Those that are going to be around are characterful amateur ventures like Atlantis Books, rather than commercial outfits that care about moving merchandise.

We discovered e-books because our daughters packed their own backpacks on this vacation.

Our elder daughter's backpack was seriously heavy. Investigations revealed that this was because it was stuffed full of Enid Blytons and Harry Potters for holiday reading. Carrying this weight on flights was not an option. The negotiated compromise was to download her books onto the Kindle iPad app, which worked beautifully. My daughter discovered how to annotate, and therefore personalize, e-books on Kindle. This format also sorts out the thorny question of archiving (Enid Blytons from my childhood are still around at my mother's place, but they are disintegrating) and of storage (should we get rid of some Dr Seuss to create room for Malory Towers?).

I might be wrong here. People have been predicting the death of the bank branch for twenty years now, with good reason, but there still is no sign that branches are going away. Amazon, Apple, the greedy IPR lobby and captured regulators can still destroy e-books. They will have plenty of opportunity to mess up pricing, technology standards and user rights. But chances are, they won't. Chances are that by the time my children are old enough to explore the Cyclades without their parents, paper books will be quaint, much loved relics from the past; like hand wound wrist watches, Kodachrome slides, fountain pens or vinyl records.

Alfred North Whitehead on Civilization

Loved this quote by Alfred North Whitehead:

"Civilization advances by extending the number of important operations which we can perform without thinking of them".

By this formulation, civilization is about being able to drink water out of a tap without worrying about infectious diseases. It is about being able to click I Agree to credit card or iTunes terms and conditions without worrying about nasties lurking in the fine print.

The Schengen Agreement, which makes possible paper free travel between 25 countries in Western Europe, is an advance for civilization. That feels like a more important standard than some pseudo-scientific "cost benefit analysis".

By contract, the American tax code - the 70000 page document which keeps an army of tax lawyers in profitable (but profoundly unfulfilling) employment – is not just a drag on the world economy. It is an assault on civilization itself.

BBC North collaboration pods. Or speed dating wheels?

BBC's plush and stylish new offices in Salford, near Manchester, are sprinkled with "collaboration pods".

The idea is that useful work happens when people talk to each other, face to face, rather than sit around in closed-door offices. Doing away with offices and having these collaboration pods should encourage people to do just that. However, having sufferred in new-age work spaces for decades, I have a hunch these pods aren't really going to foster collaboration.

Collaboration generally happens when people sit at right angles to each other, or in an arc, facing a white-board. It happens at coffee machines or water coolers, when people stand at right angles to each other, or in an arc, and the space above the coffee machine or water cooler becomes an air white-board.

Collaboration doesn't happen when two people are sitting squarely opposite each other. This is how people sit at an interview, when they are assessing or evaluating each other. These collaboration pods feel too open for most recruitment interviews, and anyway the interviews I give usually need a table-top work surface and a whiteboard. But these collaboration pods might just have struck the perfect balance between openness and privacy for a speed date. Perhaps speed-romance will now bloom amongst BBC staffers in Salford, near Manchester.

Wills Navy Cut @ The Royal Wedding

The Imperial Tobacco Company will launch Wills Navy Cut in the UK tomorrow, to mark the happy and auspicious occasion of the Royal Wedding.

Brand spokesperson Yogi Tobaccowallah explained "The future Emperor William is lovingly referred to as 'Wills' by his subjects. He will be getting married in his smart Navy Cut suit. He and his beloved are perfectly matched, made for each other, just like the filter and tobacco in Wills Navy Cut cigarettes. We have every confidence that the future Emperor and Empress will make Wills Navy Cut their smoke of choice".

Mr Tobaccowallah will be at Westminster Abbey tomorrow to present the UK's first carton of Wills Navy Cut to the royal couple, as a special wedding gift.





Also made for each other...

Martin Crowe and The Lake Wobegon people-model

"So that is the news from Lake Wobegon, where all the women are strong, all the men are good looking and all the children are above-average."

Every week, Garrison Keillor concludes Prairie Home Companion with these wise words. Similarly, every week, the titans of the corporate world conclude that that they will compete for the future by winning the war-for-talent. They all strive to hire above-average people, and instruct their human resources departments to design "people-models" that allows their company to hire talented employees, as talented as the children of Lake Wobegon.

However, for a practicing business executive, this war-for-talent is mostly irrelevant. Winning the war-for-talent takes too long to matter. I, and most of my peers, have windows of about three years to deliver on our objectives. Over that time frame, the talent we have to work with is usually a given.

Even at Talent Masters, companies supposedly flush with talent like Procter and Gamble or GE, it is rare to step into a role worth doing with a crack team already in place. Best case, one can parachute in a handful of exceptional individuals into key positions. From then on, business leadership is mostly about trying to get your team to punch above their weight, by giving them a sense of unity, direction and belief, and by tactically shaping the game to amplify strengths and cover weaknesses.

A cricket captain’s job is like that of a practicing business executive. As a captain, you can preach, or whinge, about how your cricket board should have invested in the grass-roots game years ago, bringing better players through to the professional level. True, but irrelevant. You’ve got a squad. Your job is to win with that squad, warts and all.

Looked at this way, a good captain is not necessarily one who wins big tournaments. A good captain is one who gets his team to punch above their weight, who wins games he had no right to win given the quality of his players. By this yardstick my all time favourite World Cup captain is not Clive Lloyd, not Steve Waugh, but Martin Crowe in the 1992 World Cup.

Martin Crowe led a bunch of bits and pieces mediocrities, plus one quality player in Crowe himself. Yet, they competed on even terms with clearly superior teams by turning the prevailing cricketing wisdom upside down. Mark Greatbatch opened the batting, slugging the ball over the infield. Dipak Patel opened the bowling with his off-breaks. In the process, Crowe’s Kiwis changed the way 50 over cricket is played, forever.

Crowe’s team, which included dibbly-dobbly merchants like Gavin Larsen, Chris Harris and Willie Watson, were looking good for a spot in the World Cup final until an inspired Inzamam-ul-Haq blitzed Pakistan to a come from behind semi-final victory. Which goes to show that planning, spunk and tactical smarts can’t match god-given talent. However, in a contest between evenly matched teams, smart tactics should make all the difference.

Another brilliant tactician was Shane Warne. I've watched enviously as he conjured up victories out of nothing for Hampshire and Rajasthan Royals. Clearly the greatest captain Australia never had.

MS Dhoni has one of the best minds in contemporary cricket and can be genuinely inventive. One of my favourite passages of play in recent history was the Nagpur test against Australia in 2008, when Ishant and Zaheer dried up the flow of runs by bowling yorkers a foot outside the off stump, frustrating Australia into a epoch-ending series defeat. Another memorable Dhoni innovation was placing a fielder directly behind the bowler to catch-out a rampaging Keiron Pollard in an IPL final. I haven't worked out how the same cricketing mind bowls Ashish Nehra, or Joginder Sharma, in the last over.

I would love to see captains using more tactical inventiveness in this World Cup. Perhaps the ICC should institute a Spirit of Martin Crowe innovation award, along the lines of the ICC Spirit of Cricket or the Kingfisher fair play awards. If the ICC is not up to the task, this blog could fill the breach.

Cyborgs Creating Self

I just listened to a podcast by Amber Case, an anthropologist who studies how people use digital technology. She said something that really resonated with me:

What I'm really worried about is that people aren't taking time for mental reflection any more, and they aren't slowing down and stopping... And really, when you have no external input, that is the time when there is creation of self, when you can do long term planning, when you can figure out who you really are.

And once you figure out who you really are, you can present yourself in a legitimate way, instead of just dealing with everything as it comes in: oh, I have to do this, I have to do this, I have to do this...I am really worried today that kids are not going to have this downtime. They have this instantaneous button clicking culture, and that everything comes to them...

I'll say the important part again, to make the words mine: when you have no external input, that is the time when there is creation of self.

I value downtime, and the sense for who I really am that that gives me. I'd assumed that is because of my INTJ personality type, but maybe it is a more universal need. Most spiritual practice, or long distance running, or hip contemporary spa experiences seem to be about creating quiet spaces where self can be created.

I don't share Amber Case's worry that kids brought up with smart phones and facebook will lose their sense of self, any more than kids brought up with twenty four hour television, or in crowded joint-family homes, lost their sense of self. If the psyche needs quiet time, it will generally find a way to get that quiet time, in whatever context.

Also, this is excellent time management advice. Responding to email as it streams in all day long is exhausting. I try to keep specific blocks of calendar time for email, and to not respond at other times, even though my Blackberry makes it possible.

The Trouble With Being Swanny

Swanny’s Ashes video diaries are coming thick and fast now. Episode 7 came out on Jan 2, a mere 4 days after the Christmas special episode on Dec 29.

Interesting, then, that Swanny did not bring out an Ashes video diary for a sixteen day period between Dec 13 and Dec 29. Swanny did not do an episode after the Perth test, when England got walloped. He went straight from celebrating the Adelaide win with videos of England fans doing the sprinkler dance, to celebrating the Melbourne win with the England team doing the sprinkler dance on the hallowed MCG turf, to the eternal delight of the Barmy Army.

Swanny knows that jokey banter is great on a winning team. Jokes sour very quickly in a team that rarely wins. That equation, between joking and winning, cost him ten years of his career.

Graeme Swann was first called up for England duty as a gifted twenty year old, in 1999, when England were officially the worst team in the test world. Nasser Hussain and Duncan Fletcher were tasked with giving that rabble, who had made a habit of losing, some grit and backbone. They had no time for a self-confessed “obnoxious loud-mouth”, who missed the team’s tour bus because he overslept. Swanny was dropped after bowling five overs in an ODI. Ashley Giles was their spinner of choice.

When Swanny finally made his test debut as a seasoned thirty year old, in Madras in Dec 08, England were a competitive team. Now, they had discipline, they had spunk. They needed inspiration and effervescence, which Swanny brought to the party. Critically, they won often enough to have self-belief. Their boats floated high enough in the water for Swanny’s juvenile jokes (about Alistair Cook’s resemblance to Woody from Toy Story, or Steve Finn’s bad haircut, or Tim Bresnan stealing all the chocolate bars) to raise a laugh rather than to grate. The same personality which made Swanny a non-option ten years ago now makes him the talismanic spirit of a winning team.

Is he a better bowler now than in 1999? Yes, of course. But I suspect he always was a better bowler than Ashley Giles, Shaun Udal, Jamie Dalrymple, Michael Yardy or even Monty Panesar, all of whom played for England. That feels unfair. But in my judgement, there are very few players who are so much better than the next best alternative that it is worth disrupting a team's spirit or ethos for that extra ability. Maybe I'd consider fitting in Brian Lara, KP or Shoaib Akthar...very rare.

Regardless, Swanny leading the England team in doing the sprinkler dance on the MCG has to be one of the great moments in cricket's history, precisely because it is so silly. It reminds us that cricket, like life itself, is just a game.

Colombo Moment?

"Are you having a Colombo moment?".

I'd heard this question a few times at my new job, and I just couldn't figure out what it meant.

The context is usually as follows: We are in a day-long strategy meeting. We are running behind schedule. The presenter has walked through forty odd dense Powerpoint slides. The audience has mostly stopped paying attention, and is ready for a coffee-break. The presenter finally beams up the slide entitled Next Steps, to collective relief. Right then, a bright young spark sitting in the corner of the room is struck by a really important thought, and pipes up with "Just one more thing...". The senior pro running the meeting turns to the bright young spark, and gently asks "So, are you having a Colombo moment?"

Why Colombo? Surely the Sri Lankan capital is a laid-back sort of place, where bright young sparks are more given to bowling doosras than to being struck by really important thoughts just before coffee breaks.

I finally cornered the senior pro during the coffee break and asked him what a Colombo moment really is. It turns out that the reference has nothing at all to do with the Sri Lankan capital. The reference is to Frank Columbo, a detective from a 1970s American TV series.

Lieutenant Columbo is a brilliant detective who lulls the murder suspect into a false sense of security with his dishevelled look and his overly polite manner. His signature technique is to conduct a friendly and seemingly innocuous interview, politely conclude it and exit the scene, only to stop in the doorway and ask, "Just one more thing...". This one more thing is invariably an inconsistency in the suspect's alibi, or in the crime scene, which ultimately nails the murderer.

So a Columbo moment is a thought, delivered to a comfortably jaded audience, in a "just one more thing" format, which is so insightful that it cracks the entire case open on the spot.

Columbo moment clearly is a useful phrase. I wonder if it is destined to become a permanent part of the English language. Like "star crossed lovers", "go ahead, make my day", "security blanket", or "she's your lobster".

iPads Make Better Business Meetings

I attended a paper-meeting last week. By paper-meeting, I mean a day-long meeting of more than ten people, where the materials being discussed are in fat spiral-bound paper dockets (thappis). This was my first paper-meeting in a decade. I loved it.

At most contemporary meetings, or at least in my last company, people stare at discussion documents on their laptop screens. As a result, the body language around the table is just awful. The flipped up laptop screens become symbolic shields. People hunker down behind these shields. Making eye contact is hard. Rapport building - which is what generally makes meeting in person worth the effort - never happens.

With a paper-meeting, the ebb and flow of conversation around the table was so much more natural and human. It was well worth the effort of printing, binding and transporting the thappis to the meeting.

One irritant with paper-meetings is archiving. I still need to follow up with various people for e-versions of the documents shared last week for my files. This was so much easier when people just emailed me their stuff before the meeting. Another obvious, gross, waste is the paper itself, even in recycling-friendly London.

Maybe an iPad is the answer. An iPad's body language is much better than a laptop's: it sits flat on a table-top and is not a natural shield. iPad enabled meetings can avoid the production and archiving issues, and the sheer waste, of printing out reams of paper. Boy, would Steve Jobs be happy if iPads became standard issue business equipment?

Disclaimer: I swear I have not taken money from Steve Jobs to write this post :)

Altoids: On Britishness and Capitalism

This post was born from the frustration of an unsuccessful shopping trip. I wanted Altoids. I checked the local supermarkets - Sainsbury's, Tesco, Asda. None of them had it. My local independent pharmacy used to carry a few tins, but alas, no longer. As I made peace with poor substitutes like Fox's Glacier mints and Starbuck's After Coffee Mints, I reflected on the irony that such a quirky, idiosyncratically British brand was so popular in America - it was not unusual to see colleagues carrying Altoids tins from meeting to meeting back when I worked in the US - but was unknown in Britain. Perhaps that reflects British identity, which, like India's unity, is more apparent from without than from within.

However, after a little Google powered research, I was left reflecting not on the subtle ironies of Britishness, but on the brutal nihilism of business. Altoids are no longer British. The red and white tins no longer proudly say Made in Great Britain. The factory in Bridgend, Wales, which used to supply the entire world with the curiously strong peppermint has been mothballed. Production has been moved to Chattanooga, Tennessee, so that the product is made closer to its biggest markets, which are in America.

I am generally a fan of globalized, optimized supply chains, but this is ridiculous. It is like moving the Jack Daniel's distillery from Tennessee to Nanjing province so that the whiskey is made close to Shanghai, the world's largest market. It isn't Jack's if it isn't from Tennessee.

The advertising is no longer edgy or self-mocking. The official web site claims that: "Altoids honours the authentic - people who stay true to themselves no matter what. Those who are confident, honest and unwavering. Those who are CURIOUSLY STRONG."

Like, for instance, Altoids honours people who contribute to a blog about beautiful coffee. "For most people, coffee's just a morning beverage. But to the contributors of this blog, it's high art. Dedicated to looking past coffee's buzz, they find a subtlety that other's simply miss. Filled with striking imagery from the world's best latte artists, this cup of Joe is almost too beautiful to drink"

Altoids also honours Cameron Adams, who writes a blog called The Chattanoogan: "highlighting street style in Chattanooga, Tennessee, Cameron Adams' blog focuses on the well-hidden gems of a small town. Why, you might ask? The innocence and spontaneity of the images that capture the residents' local flavor seems to answer, why not?"

Why not, indeed. But does shrinkage ever occur?



I had to find out how this train wreck happened. How did The Man destroy Altoids' spirit by turning it into a motherhood and apple-pie candy from Chattanooga, Tennessee? It turns out that capitalism didn't just destroy Altoids, it also made it the icon it once was. Altoids' golden age came after it was acquired by Kraft, following a series of takeovers and leveraged buy outs.

Altoids were invented in the late 1700s, and were promoted for over a century as a "stomach calmative". The brand was owned first by Smith and Company of London, which became a part of Callard & Bowser-Suchard, which became a part of Beatrice Foods, which was bought and broken up by KKR, when Altoids was sold to Terry's of York, which was then acquired by Kraft General Foods of Chicago in 1993.

At this time, Altoids was a tiny brand, but with a devoted word-of-mouth following among the heavy-smoking, coffee-guzzling Seattle club set. A Kraft marketing manager called Mark Sugden, working with Leo Burnett Chicago, the agency which created the Marlboro Man, "got" this Seattle set's devotion, did not get a big advertising budget, and came up with a campaign that was consistent with what the brand already stood for. "We were talking to a cynical, smart, cutting-edge audience, and nothing mediocre was going to sell," says Burnett Creative Director Steffan Postaer. What sold were advertising posters that looked like this:



Market share rocketed from too small to measure to 10% in 1997, or $40 million. Something good had happened. A curiously strong breath of fun from old Blighty had blown into the lives of millions of people.

I guess the trouble with capitalism is that it doesn't know when to say "enough". Common sense says that a brand can't retain its quirky, smart, foreign, cynical, funny, laconic, iconoclastic soul if it gets very much bigger than 10% of the market. But woe betide the poor brand manager who might naively suggest this. Many new variants were launched, budgets were found for TV advertising. I wasn't able to find out how successful this SKU proliferation was; but in due course Kraft sold Altoids on (along with Lifesavers) to Wrigley for $1.4 billion amidst talk of revenue "headwinds" in 2005.

Wrigley closed the plant in Bridgend and increased capacity utilization at an existing plant in Chattanooga. The humour in the advertising drifted from under-stated to over-the-top, from Sir Humphrey Appleby-funny to Borat-funny. Somewhere along the way, the brand name became associated with enhanced blow jobs.

Mars acquired all of Wrigley for $23 billion in 2008. Altoids was obviously not the main point of the buyout. The current Pottery Barn-esque creative platform, wholesome authenticity, looks more like damage control than an effort to build a brand around either the British legacy or the dedication of the Seattle club cultists.

Maybe, though, there is something deeply British about this story, about inventing something that then goes abroad and takes on a completely different character. Like cricket. Or the English language. Or democracy, or capitalism, or scientific method. Altoids is in good company. Maybe I can explain all this to my local pharmacist to get him to import some quirky Britishness from Chattanooga, Tennessee.

Etah, ASBOs and Skybet

"I started my management career in a backward village in Etah, Uttar Pradesh. I lived in the village, as one of the local people, trying to improve their lives.

Women in my village walked five miles each way, every day, to get water for their families. This was obviously a big effort; it left them physically drained. Couldn’t we improve these women’s lives by putting in a water pump, right here, in our village? Of course, easily done. My company bought and installed a new water pump in the village. But that didn’t work out. The women still had to do their daily hike for water because the water pump never worked. It got vandalized at night, either for components or by local boys with nothing better to do. My company repaired the pump, again and again. But it never worked.

The breakthrough came when the company stopped buying the pump, and said the villagers would have to buy a new pump themselves. Sure the company could top the pot up with cash if needed, but each family in the village would have to contribute towards buying the pump. There were no exemptions for poor families. The could make really small contributions of one or two rupees. But everyone had to contribute. It took months of conversation, cajoling and threats of being socially ostracized to get every family to contribute. But once they got there, once the villagers had their pump with their own hard earned money, the pump stayed in repair. People would protect their pump from thieves, vandals knew they would be ostracized. Nobody cares about a company’s pump."

This is not a parable. I heard this story as a historical account, from a friend who now teaches at Stanford. He started his career with Unilever India as a management trainee. This prestigious Unilever program places trainees in villages in Etah, a backward part of Uttar Pradesh, for six weeks.

This placement provides Unilever trainees - who mostly are privileged, ambitious, well-educated, upper-middle-class youngsters from India’s metros - with a lifetime supply of interesting stories. There have been insinuations that the sole purpose of the Etah placement is to equip management trainees with good stories. These insinuations are not true. Unilever has a dairy factory in Etah. The company is engaged in an Integrated Rural Development Program (IRDP) in the surrounding villages to improve the supply of milk to its factory. Management trainee placement in Etah is a part of this larger serious-minded program.

This story keeps coming back to my mind because its insight, call it the Etah Insight - that public enterprises work only if the populace are emotionally invested in the enterprise - feels bleeding obvious, but is so often ignored.

For instance, just last month, the Con - Lib government in the UK announced an emergency budget. They are raising the personal allowance by $1000; so 880,000 families will be taken out of the income tax net. This sounds both pro-poor and fiscally responsible, and has attracted almost no comment from the mainstream media. However, looked at through the lens of the Etah Insight, it could actually mean 880,000 more families have less of an emotional stake in their society’s success.

Taxes need not be about revenues. They could have a role to play even in households who receive more in benefits than they would ever pay in taxes. People who realize that benefits and government services are not free are more likely to use these services responsibly and respect the society which provides these benefits.

Taxes could be re-framed, like voting, as a part of a broader social contract. Benefits become a part of a contract rather than a pure entitlement. Taxes, despite being involuntary, could help foster a sense of ownership in the “broken society” that David Cameron’s Conservatives once cared so much about.

Stimulus spending, which is a bit like buying water pumps for villages, is in the news across the pond. The commentary is predictably sterile and partisan, with the left talking up spending and the right claiming that the $787 billion stimulus did not work. The Etah Insight suggests that the more creative conversation is in the middle and a few levels deeper; about precisely where stimulus spending would work, which depends mostly on whether the social norms to make stimulus work are in place. Will the stimulus pumps remain intact, or will they just get vandalized by the local yobs?

The Etah Insight also suggests that the pain of paying taxes matters. It is clearly easier to collect taxes like VAT and TDS, which are perceived as higher prices or lower incomes rather than as a price paid for governance. However, making it necessary to pay hard cash for government services could produce a more engaged, and ultimately more successful, citizenry.

The Etah insight is not on the public agenda, but the bookies are one constituency who seem to get the idea. Betting remained robustly recession proof through this World Cup. Why? Skybet’s advertising slogan hit the bunny on the nose: it matters more if there’s money on it.

Rapidex goes to Paris

One of the highlights of our family's trip to Paris this spring was this poster:



It is prominently displayed all around the Paris metro network.

It reminds me of one of my favourite brands, Rapidex English Speaking Courses, which is right up there along with Palmolive and Boost as great Indian brands endorsed by Kapil Dev. Different cultures, exactly the same consumer need.

The market clearly knows that the "right" English is no longer the Queen's English. In case the current turmoil on Wall Street does not abate, we can always look forward to a brand relaunch as Main Street English:



Thanks to Polly-vous Francais for the Main Street English poster.

Let them eat cake

Would you want your brand to be associated with an icon, who, for centuries, has been associated with unearned privilege, wanton indulgence, promiscuity, and the furious hatred of the common people? Apparently, yes, if you are in the luxury goods business.

The exquisite pink marble Trianon palaces in Versailles, from where Marie Antoinette reigned, are being restored to their former glory. This worthy effort is being sponsored by Breguet watches. I noticed the Breguet logo is discreetly but clearly displayed all around the complex on a recent visit.

This is not common or garden corporate philanthropy, it is considered brand-building. Breguet’s advertising boasts that Marie Antoinette wore a watch crafted by the original Mr. Breguet. Breguet bought wood from an oak tree that was being felled near the Petit Trianon palace, under which Marie Antoinette “liked to day dream”, to build a special presentation case for the Marie Antoinette watch. The brand is clearly working hard to enhance this association. Their customers, people who pay ~$25,000 for a wrist watch, are probably telling them that they like the Bourbon heritage.

Will that change? My bet is, it will.

My reflexive associations with Marie Antoinette are negative, probably because I first learnt about her in my middle school history text books. In that austere world of Indira Gandhi’s socialist India, Marie Antoinette’s opulence felt obscene. Breguet chose to invest in the Marie Antoinette association in a different context, in an age of plenty. This was a zeitgiest in which a Labour minister could say that he is “intensely relaxed about people getting filthy rich”, and be better regarded for that attitude. If one is intensely relaxed about the filthy rich being filthy rich, it becomes a lot easier to see Marie Antoinette as a glamourous, gracious but misunderstood heroine.

For better or worse, that age of plenty has come to an end. Whatever comes next, for a few years at least, frugality, conspicuous frugality, is going to matter. History's verdict on Marie Antoinette will continue to shift shape.

Follow your dream, not (2)

Building on the thread from the last post about following one's dreams...

Consider a fairly routine career choice facing a college graduate, say, advertising vs. IT. Neither job quite counts as living-the-dream, like playing cricket for India. But the college grad finds advertising more interesting than IT. The follow-your-dream school of thought would typically recommends taking the advertising job, since that initial interest is a sign that the grad will enjoy advertising, more and therefore be more successful. My hunch is that that initial interest in advertising contains no information about whether the grad will ultimately enjoy her job.

Post Grad, a movie I watched on a flight recently, broadly in the Reality Bites genre, illustrates the point. It is about a smart, spunky college grad who loves literature, and has dreamed her entire life of working in publishing. After many ups and downs, she finally gets her dream job at the top publishing house in town. Her boss is a jerk. The job sucks. She quickly moves on.

The factors that actually predict whether someone enjoys a job are profoundly situational. Things specific to a particular role, in a particular organization, at a particular time. Questions like: is her boss a good people manager? Does she get along with her colleagues? Does she have the right level of independence, the right support, and prospects for advancement? Does she get paid enough to cheerfully suck up the inevitable hiccups? Is the organization as a whole growing, and filling colleagues with a spirit of generousity? Or is it shrinking, and making colleagues mean-spirited?

Asking situational questions like these feels less pure than looking within and asking "Is this the real me?". But they probably matter more.

Follow your dream, not

"Follow your dream" is career advice I have frequently received. This is also advice I have given multiple times. I must confess that, on reflection, this is really bad advice. I don't feel too bad about having given this advice, I will pass the blame on to the omnipresent self-help management gurus, but it still remains really bad advice.

The only dream I've ever had that feels worthy of the name was to play cricket for India. My inner ten-year-old still believes that it is my destiny to open the batting in a test match at Chepauk, take strike at the Wallajah Road end, and drive the third ball of the day past extra cover for four. But, heck, that was not meant to be. Gautam Gambhir and Virender Sehwag are doing that job on my behalf; they're doing the job pretty well.

I shared this dream with tens of millions of Indian boys. The dream had some chance of coming true for about fifty of those boys. "Follow your dream" was excellent advice for that gifted fifty. What about the remaining tens of millions? Mostly, they've made peace with real life, and are getting on with their careers as Business Systems Analysts, or Sales Managers or tax lawyers.

Sure, the Business Systems Analysts and Sales Managers need direction, purpose, meaning and fulfullment in their work-lives too. But when an everyday professional is looking for direction, when she is at a career crossroads and asking herself what to do next, asking her to "follow her dream" is worse than useless. It provides no insight or intelligence that is relevant to the here and now, and makes mockery of her childhood dream to be a ballerina, or cowboy, or cricketer or whatever.

A colleague of mine came up with a much more useful formulation to provide direction to his own career, an outside-in view rather than the inside-out view of the "Follow your dream" merchants. His take was, "I try to put myself in a place where lots of good things are happening around me. If I do, chances are, good things will happen to me." It is hard to predict what those good things will be, except that it will not be an India cap. But, heck, maybe that is real life.

Have you ever thunk about thoughting?

Management is justly famous for doing strange things to the English language. Consider: option value, hedge, synergy, self-actualization, kaizen, off-shoring, intrapreneurism, portfolio, fudge, strategize, ideate, projectize, functionality, robustify, core competencies...

Plus two great new words to add to that lexicon. Both are creative conjugations of that ancient and innocent verb, to think, which can be morphed with modern technology into “thoughting” and “thunk”. I learnt both these words at a recent (and very good) seminar with Jack and Carol Weber at Darden.

“Thoughting” actually is a useful word; I believe it was coined by Jack and Carol. It is meant to describe the unsolicited thoughts that endlessly stream through every consciousness. This unsolicited stream is completely different from the disciplined, structured, methodical thinking needed to, say, prove a mathematical theorem. Or to professionally evaluate a business partner’s performance. Yet, this unsolicited stream often intrudes on formal, methodical thought, and sometimes subverts it.

Giving this formless stream of thought a distinct name, thoughting, to distinguish it from formal thought, thinking, is quite useful. A distinct name helps the mind switch out of the thoughting-mode into the thinking-mode as needed.

Maybe when Krishna told Arjuna to free his mind from the shackles of माया (maya) he was telling Arjuna to stop the thoughting and start thinking. माया is often translated as illusion. Maybe thoughting, the mindless chatter that clutters the consciousness, would be a better translation.

Maybe the meditative practice of emptying the mind is about stopping the thoughting. ध्यान (dhyana), the Sanskrit root of the word Zen, could be understood as freedom from thoughting. So the consciousness is released to prove the theorem, or evaluate the business partner. A mind that is full of thoughting will struggle to hit that little red ball hurtling towards the soft tissues at ninety miles per hour, with just a hint of reverse swing.

This famous story from Zen Flesh Zen Bones might be about thoughting:

Nan-in, a Japanese master during the Meiji era (1869-1912), received a university professor who came to inquire about Zen. Nan-in served tea. He poured his visitor's cup full and then kept on pouring.

The professor watched the overflow until he could no longer restrain himself. "It is overfull. No more will go in!"

"Like this cup", Nan-in said, "you are too full of your own opinions and speculations. How can I show you Zen until you first empty your cup?"

Skilled thinking can't happen without knowledge, one has to know some math to solve the theorem. Thoughting, however, gets in the way of thinking.



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“Thunk” is not just an uncultured way of saying thought. It is typically used in the context of another management buzzword that includes the word thinking.

Let’s say you have a high-powered corporate mandate to do "customer thinking". This means building or modifying products and processes so they are easy for customers to use. Once this work has been done, the said product or process has been "customer thunk".

The same conjugation works for "possibility thinking", which means creative problem solving, understood as an attitude rather than as a technique. When this "possibility thinking" exercise has been completed, the business itself has been "possibility thunk".

What I love most about thunk are its poetic possibilities:

The CEO was in a funk
His stock options had turned to junk
So to the consultant he quietly slunk
His business processes were customer thunk
His annual bonus went up by a chunk
And he celebrated by styling his hair like a punk

Its surprisingly difficult to come up with positive words ending in unk. Sunk, bunk, dunk…. nothing uplifting or celebratory.