The Missing I February 24, 2006

Some years ago, I visited a primary school in Dharmapuri, Tamil Nadu. As soon as I entered the classroom, the children stood up and chorused, “EPDP School. Namaskar,’’ thereby announcing who they were and then saying “good day’’ to the visitor. After that welcome, I spent some time interacting with the children via an interpreter. The children were very uncomfortable having such a conversation on a one-on-one basis. They would rather do things in chorus. Very recently, I met students of a technical training institute where young men and women were being trained to join the hospitality industry. Once again, as I entered the room in which they were seated, the class stood up and gave me a choral welcome. Whenever I asked them any questions, they would all reply in unison: “Yes, sir. No, sir....’’ But I was clear that I would engage them in a dialogue and, as I began singling them out and seeking comments, the discomfiture was writ large on their faces. I contrast this with what I see in western countries. Two things become clear. One, no one ever springs up because a visitor has come. It would be considered servile. Two, it is unusual, even for children, to be responding as a group. Choral singing and conversation are very different activities. These lead to a very important issue: why do we desire servility, obedience and group think so much?These are not just things one sees in schools and colleges. A few years ago, I was in the hallway of a private bank’s corporate office, when the chairman entered. Row after row of people rose like rising and receding waves as the man and his son walked down the hallway. On one hand the spectacle was a collective loss of productivity as people ceased work, so that they could worship. On the other hand, I thought, it wasn’t such a bad idea after all, because so many people reduced their risk of repetitive stress injury by taking a quick break from work. The bank does not exist any more.Servility ahead of competence is something we emphasise right from kindergarten to the workplace. This must stop. One admirable thing about educational institutions in the west is the self-confidence, freedom and individual dignity they instill. If you are not careful, it may even look like irreverence. But, without losing inner humility, if we can drop some of our choral behaviour, I am sure people will learn to think for themselves. This is very important because we are largely adaptive in our ways of working, and we really find it very difficult when it comes to dialogue, debate, confrontation and building a point of view. We also find it difficult to ask questions. Invariably, when a speaker ends a presentation and the moderator throws the floor open for questions in India, I find some very unique things. Most cannot ask a question without first making a speech. Having made a speech, just when one is wondering where the question is, the person says, “Actually I have three questions....’’. Another curious phenomenon: the people who ask questions are always the same. They enjoy the airtime and, more than wanting to know, they want to be heard.Now over at the workplace, getting an audience to ask a visitor questions is a tooth-pulling experience. People are tongue-tied. There is a pall of silence. After prodding the audience a few times, you elicit a few inane questions. You wonder whether people have a mind of their own, whether they absorbed what they heard, whether they have a constructive pushback, whether they have a counterpoint. Whatever. But nothing happens.It is probably that way because our educational system severely discourages asking questions. Imagine the chaos if the sixty plus students in a typical third standard science or geography class started asking questions? The poor teacher would have to be sent to an asylum. So, Job No 1 for the teacher is getting the class to shut up—even if the effect is going to be permanent for most children.These days, wherever I go, people talk about innovation. Irreverence to existing ways, entrenched gospel, systems, processes, organisations, ways of doing things and even people in authority, is the starting point of innovation. If, during our formative years and at the workplace, we are taught to be subservient rather than competent, it is unlikely that we will ever become global leaders in any field. So, do not jump up and say “Good morning, sir’’ in unison. Stay seated. Think as you listen to the visitor. And question. Source : http://digvijayankoti.blogspot.in/2009/04/subroto-bagchi-speaks-all-articles-by.html

May Day In July March 3, 2006

After finishing a quick dinner, when air traffic controller A S Shekhar walked up the narrow staircase leading to the radar room on the other side of Bangalore airport’s main runway, his mind was not focused on anything special. He was a content man. The fifth child of an accounts officer of the state electricity board, Shekhar was brought up all over the place. After high school, he could not make it to an engineering college. Instead he joined a polytechnic. There, he did his diploma in mechanical engineering and then joined the public sector Hindustan Aeronautics. After spending a few years inspecting Avro engines, he shifted to safety and maintenance. Eight years later, an internal advertisement for air traffic controllers shifted him finally from what he ‘wanted to be’, to what he was ‘meant to be’. Inside the radar room tonight, things looked normal. The occasional babble on the radio telephone and the bright blue blip of the radar as it scanned 200 miles of radial distance around the runway, running north to south, was how everything should be. It was Shekhar’s world. On the radar, there wasn’t much happening. There were just three aircraft that had taken off a while ago and were well past his oversight. He was aware of them but stayed focused on the mandatory sixty miles of approach control. It was at that moment, that everything changed. A Jet Airways 737 flight with a call sign JAI 411 called in. “Bangalore Control, JAI 411. Maintaining flight level 250. Estimating EBIPA at 2310’’, the voice over the radio telephone broke off. Flight level 250 meant that the aircraft was at 25,000 feet and at this time, crossing Belgaum. A little later, the captain would start descent for final approach to Bangalore. Shekhar felt a twitch. Had he not read the log, in which the Boeing 737 was cleared for 29,000 feet? What on earth was he doing at 25,000 feet? He did not realise the sweat already forming on his forehead as he asked the captain to affirm altitude. “Maintaining flight at 250’’, came the calm answer. Shekhar’s head exploded. Just before going to dinner, he had cleared Mumbai-bound Lufthansa’s cargo aircraft DLH 8414 that was right in the flight path of JAI 411, as it was gaining altitude. It had been cleared assuming that JAI 411 was going to maintain 29,000 feet. By an inadvertent error, Shekhar had not been made aware of a ‘reclearance’ by Chennai Air Traffic Control to JAI 411 for 250. Shekhar’s chest began pounding, even as he did the mental math. JAI 411 and DLH 8414 were on a collision path. They were both away from each other by a distance that the aircraft would cover in three minutes and ram into each other. Shekhar’s voice was trained to remain calm. He frantically called the Lufthansa flight to radio position. The captain replied that he was crossing 215 for cruise at 260. “Bangalore to DLH 8414—level off at 215’’, Shekhar shouted. Then he repeated the intent, “Recleared at 215’’. The captain of the cargo jetliner found that a strange order. It was his time to keep climbing but the controller was asking him to level off! He shrugged. “Affirm levelling off at 215’’, he returned. Approximately 100 miles from Bangalore, aboard the Jet Airways flight at 25,000 feet, unaware that he had been born again, the middleaged father of three kids on seat 9C, took one more longing look at the pretty air hostess and sighed. Shekhar handed over control to his assistant, stepped out of the dark radar room and stood in silence. In front of him was the eerie calm of the night sky of Bangalore. After a few weeks of the event that never took place on the night of July 10, 1997, the departmental letter of appreciation arrived. It came with no public ovation, his salary and perquisites did not change. He was not feted by the President. Not that it mattered; to Shekhar, a deputy manager with HAL, his work is his reward. Atop the control tower, he is the master of all he surveys. It is his word that rules. It is time for me to leave. I am catching the Deccan flight to Chennai this morning and it is due to leave in another half an hour. As I shake hands with Shekhar, I ask another air traffic controller on duty, “When are you giving a push back to the Deccan Aviation flight bound for Chennai?’’ Without taking his eye off the runway, the man replies “Only after you are on board, sir.’’ Stepping out of the control tower, I ask myself, if it is not pride, whatever else really brings out the best in us? Source : http://digvijayankoti.blogspot.in/2009/04/subroto-bagchi-speaks-all-articles-by.html

Work As Child’s Play March 10, 2006

Of late, the concept of innovation has engaged my thinking quite a bit. Needless to say, I have barely scratched the surface of the subject and find that there are countless great people out there who have greater understanding and more profound views. Yet, in the course of my observations, I have come across a few truths. Among them, the very fundamental fact that innovation stems from creativity, and creativity has a link to a childlike state of innocence. Many of us lose that state of innocence; we leave it behind somewhere as we grow up. There is a certain pressure to grow out of childhood and, in a sense, we are encouraged to outgrow our innocence along with it. The ‘child state’ in us becomes a discarded outfit. I believe that in creative people, in people who innovate with great ideas and expressions, the child has never been abandoned, never left behind. The child lives inside the adult like a Russian doll and is nurtured, protected and communicated with regularity that is astounding. While the premise is fascinating and has a certain inherent joyfulness, when I share it with managers, they all ask me one question: if it is true that the child inside us is so valuable and we all have left that child behind, how do we get back in touch with that child? I think one way would be to observe children more.When I think of children, the first thing that occurs to me is how much more they smile and laugh. It is easy; it takes so little to make them smile and laugh. Try that with an adult! Many people who laugh with their colleagues at work do not share that same hearty laugh with their spouse who opens the door. They don a donkey-like seriousness on their face and find laughter childish and indulgent. Why must adulthood be de-linked from spontaneity? Children are perpetually asking questions. As adults, we are awkward with questions. We link the act of asking questions to ignorance. It indicates that we do not know; hence, we may look stupid while asking questions. Children have no shame, whereas adults suffer from layers and layers of shame. Because children have no shame, they are more capable of failing at something and moving on from it. Our sense of shame makes us inhibited. So we do not try new things at work. Children quickly make friends with strangers. Put two kids together along with a few toys and they will start playing before they care to know about each other’s antecedents. As adults, we seek the false comfort of known relationships before we agree to play with each other. Children freely express their emotions; adults learn to suppress their emotional side. We come to the workplace and are frequently counselled, “Do not get emotional.’’Children play. They find play in everything. Adults shun play and consider it the opposite of ‘serious work’. To a child, every act is an act of play. Playfulness is a deep state of imagination. While in it, a child is in complete engagement with the act of playfulness. In many religions, the idea of god and childhood are very treasured. In some religions, the universe is seen as ‘cosmic play’. In the corporate world, many chief executives see their work as ‘play’. Organisational structures often represent Lego-like building blocks; every structuring and restructuring is like creating, playing with, getting bored with, demolishing and starting a new model. Children fantasise. Adults feel that fantasy is strange. As a result, they curb their imagination. Less they fantasise, less becomes their ability to ‘visualise’ things. Visual thinking is very important to any creative process. Children do not always work on an ‘outcome-based’ manner. Consequently, they are always exploring possibilities and discovering things. Adults focus mostly on outcomes. As a result, they rule out an infinite nature of possibilities by seeking only a specific set of things. Most of the time, they come out either with that limited set or with nothing at all. Unscripted organisational situations require greater understanding of emergence and strategic thinking that looks beyond the stated outcome.Children derive happiness from very small things, adults seek only that kind of happiness which comes in super-size packaging. As a result, adult life is largely monotonous with just the occasional spikes of joy. The short supply of it, takes away potential of positive reinforcement that a child is flooded with, each time a small happiness is experienced. The contrast is so complete that they seem to have come from different worlds. It is time we got back in touch with the child in us and with the power of innocence, created work in a built-to-suit manner. Source : http://digvijayankoti.blogspot.in/2009/04/subroto-bagchi-speaks-all-articles-by.html

Open The Borders (March 17, 2006)

Ayesha Alam came to India as a student from Bangladesh. She studied at the Indian Institute of Technology, Kharagpur. There, she met and subsequently married a fellow student, an Indian citizen. What should have led to an automatic citizenship for her actually became a decade-long ordeal of running from pillar to post. Unlike the millions of faceless migrants who choose to vanish in the large Indian melting pot, she opted to declare herself to the system.The system made her life so difficult that it wasn’t possible to concentrate on building a great career and contributing to the economy. Instead, her life revolved around getting her visa renewed and running from one law-enforcing agency to another. Over the years, her situation remained so uncertain that not once was she able to visit her family in Dhaka, even during emergencies. All along, while she was unusually well-qualified and could contribute great value, no one could tell for sure if she could work in India. For some time, she did work. With it came demands for bribes from local police, followed by threats and finally, when the citizenship did come through, she had had enough. Ayesha and her husband moved out of India. They were welcome in countries like UK, the US, Australia, Singapore, New Zealand, Germany, and a few more. Who lost out in the process? The Indian IT and BPO industry is witnessing a rapid growth. In the last 30 years, it has succeeded in creating a million jobs and will create another million in the next five. There is little chance that, by itself, India can produce so many competent and globally deployable people. But look around. There are thousands of proficient people in neighbouring Pakistan, Nepal, Bangladesh and Sri Lanka. We get them in hordes when they come here on student visas, but afterwards, we lose them rather than make them a part of our national resource pool. This is not to speak of the naturally porous border on all sides that every day brings in thousands of undocumented aliens, who come in and then spread out all over India and live forever after. Thanks to the difficulty in recognition by physical features and a lack of tracking systems like a social security number, no one can tell who is legitimate and who is not. Political parties have no views beyond the occasional vote bank issue. So, while New Delhi is full of immigrant maid servants, cooks and watchmen, highly qualified professionals from neighbouring countries, who could add disproportionate value to the economy, are kept out. The world has come to realise the value of high-quality immigration. India could become more than just a national economy; it could become a thriving regional hub. This, along with India’s democratic system, will prove to be attractive for people seeking to build a great career. Why should highly qualified Pakistani, Nepali or Bangladeshi professionals go thousands of miles away from home? They could get the value of professional work avenues and proximity to their own homelands by working in India. In turn, they would become change-agents and take back some of the good things we do. This would result in building a vibrant, regional eco-system that brings even larger global investments. Immigrants bring along great work culture and studies indicate that wherever immigrant workers have gone, contrary to popular belief, they have created two-way benefits for the receiving and home country. Immigrant workers create the workplace diversity essential to building innovation. One cannot imagine the pre-eminence of countries like the US without highly qualified immigrant workers. Guess who forms the single largest ethnic group among NASA scientists? Indians. Much smaller countries thriving in the global economy tell the same story. Look at Singapore. Smaller in physical size than the city of Bangalore, it has less than Bangalore’s population but it generates a per-capita GDP that is nine times larger than India’s. How does Singapore do it? It is no coincidence that for every 1,000 people, Singapore has ten times more migrants than India. It has become a platform for regional development and encourages highly qualified people to work out of Singapore. This in turn encourages companies to opt for Singapore as a base for operation and large funds are invested there for supporting those activities. For far too long, we have seen India as a country that sends people to work overseas. It is time that India attracted people of the world to come and work from here. It will call for a paradigm shift in our thinking, changes in archaic laws and the cleaning up of an exploitative mindset in the many law-enforcing agencies that handle immigration. Source : http://digvijayankoti.blogspot.in/2009/04/subroto-bagchi-speaks-all-articles-by.html

Of Life And Its Contradictions (March 24, 2006)

Life is full of contradictions. As we grow up, we begin to get surrounded by the many contradictions of our professional lives. A school teacher is expected to teach values in the classroom, but the system wants her to give preference for admission to a less deserving child because that child's parents offer a large donation. A manager is expected to be people oriented, but must ask a teammate to leave because of poor performance. A journalist writes exposes on many social issues, but sees skeletons in her own manager's office. Examples abound all around us. The other day, a young engineer walked up to me faced with the issue of working on a project for which the client was a tobacco company. By building a more efficient information system for the client, would he not make more people die of cancer? What is the right way and what is the wrong way of dealing with an issue like this?In every such case, at the end of the day, it is for the individual to do his or her own "sense making". A systemic answer is not always possible. Worse, whenever a systemic view is offered, it is invariably in context, hence open to more questions. Faced with a contradiction, most of us usually look for the truth, instead of dealing with the contradiction itself. The truth is always much more comfortable. The difficult but inevitable thing in life is that the truth always reveals itself in contradictions. The packaging never gets any better.Young managers find this very difficult to deal with. "One day you tell me to do this, another day you tell me to do the opposite?" Should I then become either apathetic, cynical; or became subservient to the system and blindly follow what it asks of me in every given situation? A lot depends on two things -- one, do I hold myself responsible for thinking and making sense of issues, of contexts and the outcome possibilities? Two, how much do I see myself as the "system"? When I am the system, do I think for the system or do I just think along with the system? Or, should I not think at all? In most cases, people find issues to be problematic because they would rather have the comfort of someone else running the department of truth and publish policies on the Intranet that are clear, unambiguous and without multiple possible outcomes.The Bhagavad-Gita provides an interesting perspective on both -- the pervasive nature of contradictions and the central need for the individual to think and make sense for himself. The former is best illustrated in the conflict Arjuna faced when he was at war with his own kith and kin. When the purpose of life is to do good, how can one justify waging war against one's own people? The message lies here. Our tasks in professional life are not about the easy stuff; conflicts are a part of every real profession and we are supposed to deal with them. They are not an aberration, they are the reality.Now comes the second part. Who must guide us in moments of indecision? The concept of the dialogue between Krishna and Arjuna is symbolic. Essentially, every one is part Krishna and part Arjuna. The Krishna in us is the voice of reason. The Arjuna in us is about the responsibility to act. Without one, the other is incomplete. Action without reason and reason without action are both inherently destructive. So, every time it is not for a higher power in the department of truth to tell us what the truth is. We are responsible to think for ourselves and we must take the responsibility for our consequent actions.Some time back, a very distraught leader came to me with the anguish of dealing with a contradiction. I gave him a simple exercise. I poured some ink on the table and asked him to clean it up. When he had finished, I asked him a simple question. "What did you do?" He replied innocently, "I cleaned up the ink". Showing him the dirty napkin in his hand I asked him, "Did you clean something, or, did you dirty something?" The interesting truth is, when you clean the ink, it is just a transfer of the mess to another surface. In reality, it is impossible to clean anything in the world without making something else dirty in the process. The higher we move in our professional lives, the greater becomes the need to deal with such contradictions. One must make peace with the idea itself, the process inherent, and the multiplicity of potential outcomes in every situation. Because, that is what life wants from us. Source : http://digvijayankoti.blogspot.in/2009/04/subroto-bagchi-speaks-all-articles-by.html

All Value Migrate (March 31, 2006)

It is late March in Scotland. The drive from Manchester to Dundee through the magical Lake District of England, onto unfolding green landscape dotted with grazing sheep and horses in barns, soothes me. As our car begins to leave all that behind and the beautiful, expansive river Tay carrying molten snow appears alongside, my friend, Gautam Rajkhowa tells me that we have almost reached. The river bends slightly, goes under an ancient railway bridge, and runs a little distance further before merging with the North Sea. “There,’’ says Gautam, “the ship docked alongside the quay is the Discovery; the one Captain Robert Falcon Scott had taken to the South Pole.’’ I get goose bumps as the maritime adventures of a bygone era come alive in my mind. We continue to drive along. Soon a row of river-facing, stone-clad, estate houses appear. “Those,’’ explains Gautam, “are the remnants of the jute industry. Once upon a time, ship loads of jute from India were brought to Dundee, which was the jute capital of the world. The houses here are all that is left to remind people of Dundee’s once thriving economy and global claim to fame.’’My mind drifts to the city of Gothenburg in Sweden where, the previous summer, I was visiting to deliver a talk at a top-management meeting of Volvo executives. Very few people know that the seafaring nation of the Swedes once had its own East India Company, and brought spices and gems and other merchandise that were sold in other European nations. By the last century, the seafaring trade dwindled. Seeing that coming, the Swedes turned their core competence to ship building. The nation became a global player in the ship-building industry for a while until other nations soon soon caught up and took that space away. The nation moved on to building great engineering companies like Volvo that makes trucks, submarines and aircraft engines that ensures Gothenburg is not lost in time. In Gothenburg, alongside the waterfront today, you see a huge ship anchored. Reminiscent of the past, today it is no longer used for its original purpose; the city has converted it into a car-park. From Dundee to Gothenburg, from jute to shipping. I am thinking of how economies of nations get created. And destroyed. Why is it that way? Quite simply, we all fail to realise the interesting truth that, by nature, all value is migratory. The moment something becomes of any value, value moves from one place to another. That is why textile, ship building, steel and the automobile industry have all gone from one place to another. Now, will it be the turn of the services business? Following the line of thought, what will happen to Pune and Hyderabad and Gurgaon and Bangalore in 10 years? Will a visitor in 2020 be shown ghost buildings? Will today’s satellite dishes be used for something like rainwater harvesting in 2020? It is such a scary thought. Yet, individuals, industries, cities and nations must move from one kind of value leadership to another, destroying the past from within, before value migration begins at the behest of someone else. That challenge becomes even greater considering shrinking cycles of value migration today. With services, value can migrate as effortlessly as a fund manager moving a portfolio of investments from the National Stock Exchange in Mumbai to the Nasdaq in New York to the London Stock Exchange; it’s all in a day’s work. Looking at the vestiges of the jute industry in Dundee, I realise how little the subject engages the minds of leaders back home. Where would the world be, and relative to that, how would our cities ensure that they create unusual new value to remain in the centre of global consideration in 2020? It is not enough to build a winning set of industries and create cities around them, we have to make them future-proof. Appreciating this aspect of business is not just an industry issue, it is about sustainable competitiveness of Indian cities that would soon have half the country’s population living in them. Sometimes, the competitive value is inherent to the industry but many times, it is in the eco-system itself. Just as industries must reinvent themselves, so must cities. When people come to do business, they are actually looking to buy-in to the total package. My mind would have strayed some more but Gautam switches off the engine to announce that we have reached home. Getting out of the car, as I struggle in with my carry-on bags, I cannot miss the small poster in his study. It reads, “Life is like riding a bicycle. To keep your balance you have to keep moving.’’ Signed, Albert Einstein. Source : http://digvijayankoti.blogspot.in/2009/04/subroto-bagchi-speaks-all-articles-by.html

Staff Canteen (April7, 2006)

It is a Sunday morning. I am between flights at the Hyderabad Airport. My connection to Bhubaneswar is a good two hours away. Rather than sit inside the airport listening to the monotonous overhead announcements, I decide to step out and explore. Outside, it is a pleasant 22 degrees. As I look around, I see a sign towards the far right, beyond the alighting point for passengers. It reads “Staff Canteen”. I follow the sign. Barely a minute’s walk from the terminal, a little beyond an unauthorised temple where the only attendant is a white goat, is a big peepul tree. Under its shade, there is a make-shift asbestos roof. Below it, with its two sides half open, is the Staff Canteen. A few overhead fans and sad looking tube lights are the only elements of comfort here. The place has a dirty floor. Everything here is makeshift. The furniture is hammered out of welded steel frames with hard laminated surfaces. There are two counters, one selling biscuits, cigarettes, paan and mints. Next to it, beyond the crates with empty bottles of “cool drink”, is the dosa and coffee counter. In another place, a tap is protruding from a heavily stained wall with the sign “drinking water”. Mercifully, no one seems to be drinking out of it. Next to it is the rusting, retired frame of a bench. Currently the resident “Chhotu” of this place is using it to hang the mopping cloth. There are the blackened gas cylinders and assorted utensils here and there. Lord Hanuman looks down on the place from the dirty wall. Alongside the Lord, a State Bank of India calendar and a clock in working condition remind the staff members to get going as soon as they can. Next to all this is an open dustbin where empty water bottles, discarded cellophane wrappers and associated garbage play host to the local flies.This place is a melting pot. The ill-clad Airport Authority employee, the tired Indian Airlines loader, and a shabby traffic cop contrast the pretty Kingfisher and Jet Air ground crew. They are all sitting together for the breakfast they missed at home this morning because they had to report to work at probably 3 or 4 or 5 AM. A transistor radio is blaring some pleasant Telugu music. Quite unmindful of it, the men and women are busy with their food, occasionally getting up to collect their coffee or tea, coming back again to light a cigarette or to quickly return to their stations. Away from the sophistication of the air-conditioned terminal building and a world of induced polite conversation, professional briskness and glamour associated with air-travel, these people look real. I see them come and go, immersed in their own world; the conversation is centered around flights and cargo and schedules and manifests. The Staff Canteen is the only place, despite its current shape and state, that can give them a few moments of relief from their high-stress work place. Why must this Staff Canteen be the way it is? Why could not these men and women eat at the Airport Restaurant that, though not a fantastic place, is certainly better? If we cared enough, I am sure we could find ways and means of making it happen. To me, the stumbling block is a larger, almost national mindset when it comes to dealing with the needs of our people who run our organisations at the ground level. The workplace perpetuates the East India Company syndrome of making a distinction between the people in power and the natives. While the East India Company is long gone, the syndrome lives on. In many an organisation, there still are separate eating places, toilets and parking lots for different levels. Whatever may be the reason, one thing is certain. Unless we treat our people with sensitivity, respect and care, we cannot expect them to extend the same to our customers. People who are raised in darkness do not lead with light. When I was small, my second brother joined the Indian Air Force as an airman. His annual home coming was a big event. The Air Force used to send him on a second-class train warrant. After many years, he eventually became a junior commissioned officer. This time around, when he came home, he alighted from a first-class compartment. Proudly, he announced, “If you want a guy to do a first-class job, get him a first-class ticket.” At the time, I did not fully understand what he was saying. But now, sitting under the peepul tree’s shade, under the cob-webbed asbestos roof of the Staff Canteen, I wonder why no one is telling that to the bosses at the Airport Authority or to the airlines you and I fly in our jet-set world! Source : http://digvijayankoti.blogspot.in/2009/04/subroto-bagchi-speaks-all-articles-by.html