Tushar Khosla Nishith Sharan's Blog, page 3

Dealing with Millennial matters- Its important and not that DIFFICULT!

If you are in business of selling to or delivering through the Millennials, you would have surely experienced that the competencies required to influence and relate to them need to be different.  Women in general or parents of millennials are no better in dealing with them. Chip, through his intense work in this area, offers through this book offer insights into the source of tension and also provide set of competencies that managers need to develop to be able to deal with Millennials effectively.  At the theme level, CHIP goads Managers to appreciate that: 1 They may be suffering from the unintentional bias towards self-experience, which pushes them to compare every action of Millennials with their own behaviour, when of that age.  Managers (mostly baby boomers)  perception of Millennials, reinforced through dialogue among their own generation , does not allow them to interpret the behaviours differently, or see from the eyes of Millennials 2  The onus is on the more mature partner to adapt and make relationship work– try to like them and not be like them 3  Millennials are the first generation who can learn, get informed, seek answers and manage their life without formally learning from and reaching out to the authority – thanks to technology, education and information access. 

How Managers perceive Millennials (and example of how successful managers address this!) : 1.  Autonomous and do not respect process adherence and schedule commitments as important (explain the importance of process linked to sustainability of outcome, allow flexibility wherever possible- some of the cause-effect connections are not obvious to them yet)   2.  Believe they deserve and are entitled to the best whatever their contribution (explain the incentive scheme and differentiated rewards and decision-making criteria) 3. Self-absorbed-and indifferent- Preoccupied with their personal needs for trust, praise and encouragement-(recognise that jobs don’t define them, help outcome to their personal need- invest in creating interest) 4.       Defensive- they want to be told when they are doing well and not when doing poorly---(Dialoguing in coaching mode than evaluating mode helps) 5.    Curt and abrasive communication style with little regard to authority (Actually informality on their part may represent authenticity, don’t take it personally.) 6.   Unfocussed- They have hard time staying focussed on tasks for which they have no interest or consider meaningless—(No one has bothered to explain the big picture and value of their effort and yes they can multi-task) 7.       Argumentative-(Listen with open heart- Resistance is closer to commitment than compliance is) Millennials expectations from Managers 1.   Don’t hold us from opportunities because of lack of experience—we shall compensate with enthusiasm and energy 2.      Listen, if you ask for my ideas, opinion or comments- show that I am taken seriously 3.       Explain, in sufficient detail, what is expected of them- show flexibility in defining the how and when details to us 4.  We also look for having good relations with older workers, to go to them as counsellor for tough times 5.   Provide rewards that are meaningful to us- don’t assume what motivates us! 6. Provide feedback on how they are doing in non-threatening and non-belittling way- show us the alternate way, instead. Book provides several examples of how to deal with biases and tense situations while dealing with Millennials and what differentiates successful managers from others, based on serious field work and research.  Readers can surely relate to these situations and also can judge their own responses to identify where the tweaking in response during the next interaction would help. Even if you believe that labelling of behaviours and responses based on birth years is too much generalisation and of limited help, still this book clearly reiterates that it helps to invest in understanding the other party perspective, while suspending ones biases and also to modify ones actions to evince that desired response and evolve the relationship to next level of effectiveness. 

Believing-in and Living the Engaged Employees Strength- The Kronos way!

 Engaged employees are a motivated and work-inspired lot- that helps organisation deliver great financial results.  Happy employees, not only serve customers better, but also help attract talent to support growth.  Yes, we understand this part. 


What Aron has brought out in this book is the greater alignment Kronos has achieved in with what we know and profess and how to live through these beliefs, supported by policies, practices, and leadership actions.  Chapter after chapter Aron shares how Kronos has strived, with ample success, to live through the values: open communication, trust, humility, family-first etc. 
Questions worth reflecting, if you want to go the kronos way! 
If living values (and exhibiting right behaviours) are important for your employees, how much weightage is given to HOW part during employee annual assessment?  Are there instances to convince employees that short-changing behaviours are unacceptable even in light of great outcomes? If you believe that company is fully supportive of employees of all backgrounds, faiths, genders, geographical locations and religious orientations, then are your policies and practices truly non-discriminatory?  Are there instances wherein Organisation has taken public stand in response to external events, regulations or demands, in line with its stated Values?  If you believe every employee needs a great manager. have you defined expected behaviours by great manager with inputs from employees?   Do you individually assess and share scores on these behaviours with Managers, using Managerial Effectiveness Index?  Have you provided managers training material, and other support, including psychological safety to work on the gaps? If culture is important, have you defined and branded our culture itself, like KRONOS calling it work-inspired and linking it to its three core competencies: character, competence, and collaboration.  Do leaders show up every day mindful of their responsibility as culture’s chief caretakers, promoter, and voice.- , one personal interaction, e-mail, or public gesture at a time.  If you believe, deep trust among team members is essential, then to what extent do you assume “positive intent” and competence on the part of others as the starting point.  Do you engage others by asking questions and listening, and putting your own “agenda aside to operate in the best interests of the customer and company.” Do you see a willingness to challenge one’s boss and stand by one’s beliefs often as marks of a truly engaged employee, so hence very much appreciate the arguments?  And yes, you do not micromanage, Do you?Who owns career, it is an individual and not the organisation? If so, Do you hold grudges when your best people leave? Do you want to cut ties, and do you resent their subsequent success? Are your organizational policies designed to retain people at all costs, putting organisation short term interest ahead of individual career? Do you welcome Boomerang employees? If you believe in the disrupting power of innovation and continual need to reinvent wining strategy, Do you have plan to self-upset your success formula, by asking team from within to be the biggest independent and empowered competitor – to design product, solutions or delivery model that has power to disrupt your winning game? If collaboration is valued, then Is there platform for publicly expressing thank-you among colleagues? Do you publicly acknowledge great managers? Is there monthly dashboard that tells Management how are the recognition programs doing?If strategy needs effective execution to deliver, then Do you brand and communicate the strategy, making it a tangible part of every employee’s workday and spurring two-way dialogue about strategy and its execution?  Do you communicate with the conviction that employees have ability to handle the truth?  If family first is the genuine belief, does it reflect into your vacation policies, office time flexibility, financial support programs and even office location?  Are there several stories floating in office corridors to convince the new joinee that you really mean it? 


If leveraging people as powerful strategic weapon is your aim, then answers to the above would reveal enough to define your coming Monday priorities!  Reading the book will help you with potentail practices that can be applied with suitable amends in your organisation as well. 

Global Risk Report 2020: Environmental Risks- Most likely, Most Impactful, Least Readiness

What can be more priority seeking than the fact that all top five risks identified in The Global Risks Report 2020, issued by WEF, are linked to environmental issues- beating Economical, Geopolitical, Societal, and Technological categories. 


As per the Report: 
Top five Risks in likelihood:  Extreme weather, Climate action Failure, Natural Disasters, Biodiversity loss and Human-made environmental disasters.  Next five set of Risks: Data fraud or theft, Cyberattacks, Water crises, Global governance failure and Asset Bubble. In terms of high impact, if materialized, although with relatively less likelihood: Weapons of Mass Destruction, Information infrastructure failure and Infectious disease spread.  
Climate realities are getting categorised as the planetary emergency for their known and unknown impacts across multiple areas of interests and with severe consequences:  Potential loss of life and immigration among those living in vulnerable low-lying regions, drop in crop-yields, water scarcity,  disruption in trade supply chains (with new options available through snow-melting in Arctic), increased insurance cost for assets build in vulnerable regions, and societal costs of inconvenience linked with extreme weather.
Decline in Bio-diversity may show-up in hard to predict sudden collapse, while not counting the loss of opportunity for human benefits on account of extinction of unexplored species.  At the same time, solutions suggested to stem bio-diversity loss may involve socio-economic costs: organic agriculture comes at the cost of poor yields, requiring more land to serve required produce.  Around 12 million hectares of tropical forest worldwide lost in 2018.  Disappearance of Amazon at rapid rate not only reduces the carbon absorption capacity of earth but also increases dryness in the atmosphere leaving ecosystem more vulnerable to fire and drought.  Wild forest fires further accelerate the loss of bio-diversity.
Insect decline may lead to flowerless world, with silent forests, a world of old dung and fallen leaves, and rotting carcasses accumulating in roadsides- as per David Wagner, entomologist at university of Connecticut.  Coral reefs, provides vital protection from coastal flooding and farm surge, facilitate breeding of fishes and contribute to US 36$ billion per year to tourism industry.  Even if global temperature stabilizes at an increased 1.5 c, coral reef could decline by 70-90%, as the ongoing estimates. 
Report suggests the need to recognize the economic value of nature , and natural capital stock movements to be counted as part of national economic health- so that economic benefits that comes at the cost of reduction in natural capital in the form of depletion in bio-stock and diversity are appropriately accounted for.
Governments, Central Banks and Corporates are examining the best ways to incorporate the financial risks of climate change and any disruptions that rapid shift of investments, policies and consumer preferences towards net-zero emission goals, in their assessments and disclosures.  
It is expected that such efforts would give enough impetus to make industries embrace circular economy features and encourage attempts to extract maximum out of natural resources through its revamp and reuse to extend its life-use than push for early replacement of half-used assets. 
If most of the climatic changes are linked to global warming, than movement to low-carbon consumption scenario becomes an attractive preposition. But transitioning towards low-carbon technologies would mean stranding assets, reduced investment returns, increased stress on pension funds stranded with investments in extractive industries, job losses, and shift in relative importance of minerals like iron and cobalt with technological innovation focus into areas like high-storage batteries and low-carbon alternatives to iron, glass and cement. 
Transition pains to low-carbon economy needs to be managed and spread over a protracted period, and we do not have much time, unless we start in right earnest, under comprehensive framework that allows for adjustments for the genuinely disadvantaged stakeholders.
In terms of Technological Risks, report brings out the concerns and issues coming out of increased fragmentation and incompatibility between cyber security regulations, framework and technology standards, which leads to higher transaction costs, greater cyber risks and sub-optimal investments in infrastructure and R&D. 
Ecological footprint of mass data generated for and by AI, for example, is considerable:  Training a single AI model can emit as much carbon as five cars in their lifetimes, MIS Technology Review, June 2019.  Quantum Computing can reduce the effectiveness of existing data security and critical infrastructure systems including military network, email and power grids, as it allows for higher capabilities and speed in solving mathematical problems which form the basis of mots encryption software today.
There is need for comprehensive, inclusive and agile global governance architecture to address the dynamic and intertwined security issues linked to 4th Industrial revolution.     
The Economic risks highlighted in the report including rising trade tensions (decreasing trade volumes), lower investments (reduced levels of FDI inflows), weak confidence and high debt (both public and private), which could result in prolonged slowdown of the world.  In particular, US and China decoupling (and disentangling their economies and trade ) with each looking to design its own supply chain, 5G networks and investment institutions may also force other countries to decide which economic system to be part of or create redundancies to be part of both the paradigms.
Report, also recognizes the emergence of Narrower issue-specific, ad-hoc “coalitions of the willing” such as Franco-German Alliance for multilateralism, African Continental free-trade agreement, Quad, as poor substitute for truly global broad based multilateral institutions, whose effective in tackling truly global concerns is waning.
While the report has classified risks across five categories, each one of these risks when materialized can trigger other risks or acerbate their impact.   
Some of these risks would need action now for them to avoid their reaching tipping point of no-return.  Climate Action Failure could be one such risk!

MBA 101 in action: Running business - the HUL way!

Sudhir avers that it took him only 4 months to type the book although it took 20 years to write. In similar vein, it does not take long for most organizations to appreciate the advantages of running business in line with management principles taught in business schools- mostly under 101 courses, but most organizations may take lifetime to practice these  principles in letter and spirit. And this is the where Hindustan Lever has got the edge.


Most of the book lessons may not be new, but how Hindustan lever implements them come live through experience and practice sharing that Sudhir has brought out very effectively. Most companies, especially operating in developing economies, profess focus on growth, cost consciousness, meritocracy, differentiated workforce strategies implemented in sensitive and humane manner, grounded leadership, and importance of balancing character and competency while defining their definition of desirable talent.

Given the richness of experience Hindustan lever managers have in FMCG space- across all 4Ps of marketing, any conclusions or suggestions coming from their side merits deliberation. Defining marketing process as understanding customer needs and solving customer problems defined in-terms of Job to be done, is powerful way to differentiate it from its components, including publicity, advertisement or sales.

Some interesting insights that are worth reflecting, to understand their relevance in one’s business context includes:
1. Buyers are far more similar in behavior than you think- avoid over-segmentation
2. What matters is the quality the consumer gets and not quality designed in the laboratory
3. It is easier to get consumers adopt new category than to get them increase consumption
4. Price discounts do not recruit new consumers, encourage existing consumers to buy more
5. Lower price point is more important than cheaper price per kilo for low-income consumers
6. Build portfolio of brands at different price points to be resilient in times of crisis
7. Sales is a cost and not a revenue centre
8. Ensure availability of stock and not depth of stock- keep stock refilling cycle short.
9. Spend more on advertising deployment and not on advertising creation.
10. Look for reach than repetition in media plan- whisper to as many

Among my favorites is the practical suggestion of ensuring that decision has both the right and left brain backing – as Sudhir mentions that decisions are often created in inebriated state and validated and firmed up in sober state.

 Book full of insights that are real contradictions that become  obvious in hindsight!

Some leaders run a sprint, while others participate in relay race in endless game!

Simon has based this book on the initial work by Prof. James p Carse (Finite and Infinite Games:  A vision of life as play and possibility), and clubbed it with otherwise known management work by likes of  Jim Collins, Brown Berne, Adam Grant, to put together a compelling narrative in support of Cause-driven, visionary leaders, who believe in organization building for long run (aka level 5 leaders).  Simons’ basic premise is that leaders either operate with infinite mindset or finite mindse t.   The book shows how the two kinds of leaders differ in their decision making, team building and managing change and there are leaders from corporate world used to exemplify both kinds.  



In finite game- the goal is to win before the game ends, in infinite game, the primary objective is to keep playing, to perpetuate the game.  Finite games are between known players, played with well-defined rules and with clarity on how will winner be decided? Infinite games are played between known and unknown players, within general broad conventions and broad boundaries and players are free to join in or drop out at any time. The game of business fits into the definition of an infinite game, while a particular organization may or may not play with infinite mindset.Targeting a particular weight by a certain date is a finite game, while living a healthy life is an infinite game.  In first case intensity of effort (or sacrifices) will work, while in second case it requires a consistent choice over a long time- almost lifestyle commitment.  Infinite-minded leader works to ensure that employees, customers and shareholders remain committed to contributing through effort, wallet and investments, allowing organisation to serve its stated just cause- the vision it strives for through every action. Organisations led by Finite-mindset Leader depicts:  Obsessive focus on quarter results, winning over competition key motivation, negotiable ethics, non-cooperative suffocating culture, in-human managers & profits before everything else.  Finite-minded leader plays to end the game-to win.      Finite-minded players worry about disruptions , infinite-minded players expect surprises and even revels in them, for the aim of the first is to develop a stable company , for the later a resilient compan y.Some of the interesting combinations of finite and infinite mindsets:  1   In combat- one player may be playing with finite mind-set and other by infinite one- The first one may win some games, but will eventually drop out of the game, while the later endures.  Example includes the combat between US and Vietnam!, or at some stage between Microsoft and Apple.2.       Professional CEO with finite mindset- following founders’ tenure with infinite mindset- Initial bump in the shareholders returns, embraced by wall-street, till the good-will and resources garnered before are not exhausted and then desertion happens – starting with talent, customers and finally profits. 3. Once the infinite mindset leader wins a particular play, there can be temptation to switch over to finite mind-set.  This is where the leaders resolve is tested, against the lure of attention and goodies associated with winners coming from media, investors and other stakeholders. 4.       Its ok or must have finite mindset, if one is playing a finite game (of football!).5.       What if you have an infinite mindset, but stuck with boss or investors with finite mindset?  Simon has identified five essential practices that would help develop infinite mind-set: (why only five? Why only these – cant say!) 1.       Importance of associating with a Just Cause- Essentially it is about having and truly believing in the Vision or Purpose of existence of the organisation- wherein all choices, decisions and resources are directed to serve that cause.  There are enough ways to find out, whether the stated cause or mission runs in the veins of the organisation or used as seductive marketing slogan. Infinite mindset gets attached with the Cause to such an extent - self-interests gets subsumed.  Simon beautifully illustrates how the US Declaration that all men are created equal, has been reinterpreted to break all barriers over time including race, gender, geography, opportunity and sexual orientation and the perfect vision of equality is still work in progress.  Simon provides some suggestions on how to ensure that JUST CAUSE is defined right to have the necessary pull, tangibility and relevance over infinite time-horizon.  Redefining CEO as C-Vision-Officer with CFO and COO as associates is an interesting suggestion. If you know your why? (courtesy Simon earlier book) you would naturally gravitate to the associated cause or vision.  2.       Infinite mindset involves selecting a worthy rival and use his/its existence to learn and improve oneself and once ahead, find another rival to stay motivated on the continuous evolutionary journey.  Instead of choosing a competitor who you want to win basis some outcome metrics (sales, market share, etc), worthy rivals may be a set of comparing organisations with each one doing particular things better and forces one to focus on multiple opportunities for improvement.  Simon mentions US predicament in managing rivals in Coldwar 2.0 in the form of North korea for nuclear threat, China for economic challenge and Extremism for ideological supremacy, requiring different response than earlier world of Coldwar, where USSR seems to be representing all rivalry folded in one competitor.3.       Existential flexibility comes naturally to the infinite-mindset leaders as they are focused on serving their Cause and welcome any development that would helps accelerate achieving that vision and do course change without much lament about sunk cost, or wasted efforts.   This kind of flexibility in not easy to come-by leaders that are playing finite game to meet certain outcome metrics in predefined period- to them this is unwelcome distraction to be ignored or restrict its influence on the existing course.4.  Leaders with Infinite mindset focus on building trusting teams- where members are open to share bad news, seek help and share variant perspectives, while feeling psychologically safe that their actions will not be used against them.  Finite leaders create a sense of fear and mistrust within team as each member acts to safe his back, often resulting in hiding information and avoidance of accountability.  Finite metrics as dominant part of performance system within organisations tend to promote finite mind-set, resulting in organisations often celebrating high performers who may have severe trust deficit within their teams and peer group.  Simon would prefer low performers with high trust than high performers with low trust score, while both sets may be worthy of coaching stint.    5.       Courage is the essential requirement for anyone interested in moving away from the established norms, prevailing paradigms or simply trying do something that would upset the present set-up.  Hence, Courage finds mention in almost all How-to and paradigm-redefining books, including this one.    Standard examples like Apple, Microsoft, Blackberry, Kodak, United Airlines etc- are so often used by almost all management thinkers to prove their hypothesis,. Clearly these success stories and failures are not likely to be attributed to one-thing they their leaders or these organizations did  right or not- although quest for simple explanation continues among thinkers and researchers. In conclusion, the book may not be presenting any novel idea or incisive insights but is reassuring for those already leading with infinite mindset and for others, it provides enough provation to self-examine motives and realign ones' leadership intent. 

Dare to be Vulnerable, its worth and can be learnt!

Imagine if one knows how to manage and leverage Vulnerability (with its uncomfortable feelings), what would it mean to the way one builds connections, develops creative ideas, handles difficult conversations, leads teams…….amplifying boundaries!  Its worth it and it is doable- that is the big inspiration from the book, that Berne Brown would like us to takeaway. 


Some of the key insights that Ms Brown brings to light:
1.       Courage is not opposite to fear.  Instead it represents the set of behaviors and responses that one display, when in fear.  Courage can be built in all, and is not decided at birth. And yes, courage is contagious, too. 
2.       Courage is built on the individual’s ability to do vulnerability, live in sync with personal values, act and promote trust and finally ability to rise strong from set-backs (kick-ass) that are inevitable.
3.       Vulnerability is an emotional exposure, when faced with uncertainty and risk, and where the outcome is not in ones’ control.  Berne emphasizes the need for doing Vulnerability by the leaders in the organization context, that would go long way in connecting and closing with teams and ensuring openness, innovation, trust and enabling non-judgmental culture.  Neither Vulnerability is sign of weakness, nor is it license to indiscreetly sharing the personal experiences and emotions.   
4.       Contrasting Daring Leadership with Armored leadership indicates the difference in behaviors that go a long way in explain their effectiveness and impact on those led.  Armored leaders act as being a knower, chasing compliance & control, rewarding exhaustion as symbol of self-worth, and zig-zagging and avoiding conflicts.  Daring leadership is characterized by learners’ approach, shared purpose, cultivating commitments, straight talking and empathy, including self-compassion. Daring leaders work from the assumption that people are doing the best they can- leaders with ego, armor or lack of skills do not make that assumption. 
5.       Shame, that reinforces in us the feeling of  not been generally good enough , is behind our love for embracing armor.  We need to guard our inadequacies as secret from the world, for the fear of being ineligible for their love and connections, if these gaps get known to the world.  This shame driven thinking is limiting, debilitating and leads to smallness of being and cheap behaviors (including blaming and shaking others or excessive comfort eating).  In contrast, feeling of guilt is a positive emotion, as it involves acknowledging the specific gap that is followed by commitment to actionable gap fulfillment plan.
6.       Empathy seems to be the real antidote to shame.  Empathy is about connecting and staying with the emotions that other is experiencing than rushing to alter the emotions or fix the concern.  While Berne lists the empathy skills, what is more interesting is the empathy busters; fathom saying these quotes while empathizing:  It’s not that bad,  you are over-reacting, I have been through worse, I imagined you were stronger, and do this to fix it up! 
7.       We need trust to be vulnerable, and we need to be vulnerable in order to build trust. 
8.       More than half the population do not take conscious effort to define and recognize their personal Values- something that defines them and provides the filter to use while making tough calls.  Book provides the list of values as reference and for readers to identify their top two values, which requires deliberative and intense effort, especially when trading off between equally appealing values.  Once in touch with values, leaders are able to understand their reinforcing and contrasting behaviors and also their boundaries of acceptance.  Berne explains the concepts using her two values- courage and faith- with great alacrity and incisiveness.
9.       Importance of Trust has been written much about.  Berne brings to us set of behaviors that are learnable, measurable or observable, which would help build trust.  It includes being consistent in ones views on what is acceptable and what’s not, doing what one says, owning to ones gaps, and preferring courage over comfort.  Further it involve respecting confidentiality of stuff shared in confidence, not jumping into conclusions about other and finally being generous in assumptions about others behaviors, and intent (including self). 
10.   Finally how to rise from the fall- low feeling that we often experience in this journey.  Labelling the emotions right and precise, would mean half the job done. This is where having adequate level of emotional literacy becomes important. Can u consciously look at the uncomfortable emotion and call out it as jealousy, fear, hate, resentment, disappointment, anxiousness, frustrated, regret, hurt, or worried?  What is behind anger and sadness? Try this after you are feeling bad after a meeting that has gone well- you would get insight into your own self- values- emotions and help design more effective coping mechanism.  It works, indeed.  
While for those who have gone through other books by Brene, there may be some repetition- but for others, it has lot of fresh ideas and actionable suggestions.  If nothing else, it not only take topic like courage from the genes-attribution to learnable realm, and provides good start-up kit, provided one is ready to experiment.  
Book worth taking along as you retire for year end vacations and plan for courageous, bigger and bolder next year!

Liberalism or Democracy: A Choice, we are best to avoid making?

We are living in interesting times, where nothing can be taken for guaranteed, even if it is liberal democracy that has been existing in the country for long. The type of leaders emerging within democracies across the world, the tenure and content public discourse and the everyday challenges made to the established engagement norms, all point towards winds of change. 
It is this phenomenon that Mounk very lucidly and comprehensively explains in this book- explaining the emerging trend, the reasons behind these trends and what possible remedies to arrest shifts in the political systems prevailing in consolidated liberal democracies.
Author uses his academic astuteness and global experiences, mainly from North America and Western European Countries, to explain the threats to liberal democracies in a way, which is easy for layman with no political science background to not only understand fully, but pause to deliberate upon.   

Mounk presents several supporting surveys and trends to underline the declining appeal of Democracy:  Young are less interested in politics, growing appeal for strong leaders (2017: 33%-Germany, 48% France & 50% Britain) who may not bother about congress or elections, and living in democracy is not essential for large part of populace instead there is growing acceptance of army rule.  
The reasons for this democracy recession could be disappointment with present situation and also limited understanding of what it means to live in authoritarian society, among the younger population.
In this context, there has been rise of Populist leaders, who present themselves as strong leaders, with scant regard to democratic norms and institutions, and claim to be true nationalists.  Once in power, these Populists can take society away from being a liberal democracy to illiberal democracy and finally authoritarian rule, following almost a predictable trajectory. 
Mounk has almost presented almost a handbook, which explains the Populists winning behaviors and strategies, after studying across rise of Populist leaders across America and Western European countries (Turkey. Poland, Hungry, France, Germany, Italy, Greece eg.).
The Populist Handbook starts with:
Pitching for office……..
Populist claims that there are common sense simple solutions possible for issues that bother the majority in the society- ban imports to create domestic jobs, ban immigration to improve security etc. etc.  Further, Ruling dispensation is not willing to take these obvious steps, as they either want to protect the interest of special groups (cronies, financers, foreign friends) or have other priorities than serving the society at large.  The whole system is rigged by the economic elite, narrow interest groups and financers, at the cost of common manThere is another set of populace (ethnicity, social class, religion, or political conviction) who is gaining at the cost of majority, adding to the vows of common public.  They need to be contained and placed behind in the overall hierarchy of social and economic hierarchy. I am your voice and true nationalist- anyone who opposes me is a traitor!  And once in office…..
Reality of the complex situation and limitations of simplistic solutions become evident- It starts with blaming the guiding intellectuals and lamenting that situation is much worse than expected.Discredit institutions that question solutions with biased loyalties to earlier establishment or foreign funders- limit foreign grants and funding to these institutions or bodies/NGOs.Take stringent measures against independent journalists and build up a network of loyalist media that cheers every move and celebrate imagined accomplishmentsSystematically fill the positions in independent institutions with loyalists and avid supporters. Curtail the power of independent institutions including judiciary, who has the power to question or comment upon the actions of the Populist- as he is the sole and true representative of the will of people. And if there are provisions like direct democracy possible – in the form of referendums, Populists are able to exploit their appeal to majority to inflict further constrains on the outsiders- immigrants, religions, communities, institutions etc.  

Three key causes behind the ascendancy of the appeal of populist strongmen type leaders
a.       Economic anxiety about the future, which is caused by globalization, technological advancements, especially among the masses who have seen prolonged period of economic stagnation and wherein the present generation is not relatively as better-off as their parents were at same stage of life. The prevailing disillusionment and anxiety is often translated into frustration and mistrust of the ruling politicians that often belong to liberal democratic cadre. 
b.      Demographic anxiety faced by the majoritarian natives (who were the original mono-ethnic groups that lived within the nation boundaries) of the increased influence and voice of the immigrants (and those who look/ wear and appear differently) in the resource sharing and decision making, exercising their democratic and legal rights, makes majority resentful of the present system and enhances the appeal populists, who promises recreating pure, monoethnic, blissful national identity of yesteryears (Make America great again!. Take back the control-UK).
c.       Virtual echo-chambers that social media offers to public be part of means that there is increased intensity and frequency of the conversations between the like-minded people about others, without much need to differentiate between the truth, perception and bias and also without need to make an effort to understand the others’ perspective. It is easy to coordinate and share the messages that questions establishment and organize revolts using the power of social media.  Populists leaders seems to be really effective in its usage, with their stronger messaging mixed with conspiracy theories, hatred laden quotes, and imaginary good-old-days.
If we have to save the liberal democracy remedies Mounk suggests:
a.       Stop populists from making further power grabs- oppose erosion of institutions and norms, embolden judges to question unconstitutional laws, support embattled media houses, and force international governments and organizations to put pressure. 
b.      Successfully avoiding reelection of the populists is the only and most effective remedy to save liberal democracy.  This would require opposition unity, alternate positive development narrative that would address real concerns, and to be communicated in the language of the ordinary people.  Only highlighting the failing of the populists isn’t enough.
c.       Liberal democracies need to define the economic reforms agenda that address real and imagined economic deprivation and sense of inequality. Some of suggested economic reforms include reforming taxation, reducing housing costs, enhancing workforce productivity and recommitting to state welfare obligations.  These steps would not only help  improve standards of living, but also convey to populace that the government is in control and not overly giving to forces of technological advancements and global competition and compulsions- the blame that populists fully exploit.
d.      Liberal democracies need to do better job in ensuring that principles are uniformly applied to all its citizens, whatever their ethnic or religious backgrounds.   This goes beyond passing laws to removing structural impediments and implicit discrimination, as is often seen in the children composition in different schools or employment in Corporate. Off-course, to address phobia against reckless immigration, liberal democracies need to establish clearer and appropriate norms on who gets to acquire citizenship in their land.
e.       It’s important the young and next generations have deeper understanding of political context and principles that influence their lives, so that they are fully engaged in the democratic processes.  Mounk laments the loosing importance of teaching Civic in schools and reiterates the need to strengthen the Civic coupe teachings that not only educates the young and would-be voters about their political system, but also present its evolution, strengths and gaps in a balanced positive manner.
There can be debate on the exhaustiveness or the relative significance of the three reasons for the decline of liberal democracies, and also the applicability of proposed remedies in all contexts.  But there is convincing case made against the growing appeal of Populists and threat to Liberal Democracy, and hence the need for the concerned populace to actively work towards arresting and possibly reversing the trend.    
Choosing to live between “Democracy without Rights” or “Rights without Democracy” is not an easy one, especially those who have lived better part of their lives in Liberal Democratic system. 

Evolving and serving Tech solutions, with ethical, empathetic and engaged spirit: The Microsoft Way

Rarely, you get a chance to get perspective on impact of Technology innovation on societies by a legal counselor, who understands both the nuances and capabilities of new technologies and also different perspectives and concerns around these technologies seen from wide range of stakeholders. 


What, if government asks for an enterprise data from tech company, at the same-time restrict the tech company to let the concerned enterprise know about the request?  What if the government asks of global tech companies, for information that resides in data-center located in another country? The bigger question is that shall as owner of my face, do I deserve to be asked by tech companies before using my facial signature for whatever purpose, especially when I fear this may lead to bias or discrimination?
Brad smith brings to life, with help of instances, the balancing acts tech companies have to ensure, between individual and enterprise privacy rights and governments rights to know for genuine reasons of preventing or investigating crimes or public safety, for example.  He goes on to describe the evolutionary path tech sector has gone through to help address these challenges situations in a principled, legally supported (CLOUD ACT), technology enabled (say encryption) manner, and also given the Microsoft’s stand on some of the contentious concerns.
The initiatives and demands made by some governments (Denmark, NZ or EU) often forces global tech companies to develop solutions that would become easy to be offered across the globe.  Microsoft commitment to offer same level of protection to all customers irrespective of their location across the globe, means that the most demanding customers or stringent regulations define the base level for privacy for all, across the globe.  
Similar set of interesting questions and relevant lessons from history are raised around Cybersecurity, rural broadband, social media, public safety and use of AI. 
Brad presents a very balanced assessment of likely impact of AI on workforce, using impact of introduction of automotive and replacement of horses as historical disruption that created new industries (eg. Consumer credit) and decimated existing ones (farms producing horse feeds, eg.).   Yes, in the intermediate, there would be economic losers and winners, but in the long run technological advancements leads to overall improvement in quality of life for all.  Most important question, and most difficult to answer, is how soon will AI type of technologies become mainstream! Agreed.
As Bill gates puts it, BRAD SMITH offers a clear view of the questions raised by new technologies- and yes, also his suggestions of path forward, that needs considered deliberations among the stakeholders- Governments and Company Management. 
Governments, especially within democracies, needs to act fast to match the pace of technology innovation.  Brad suggests that governments approach towards regulation needs to be similar to introducing minimum viable product (regulations) and then build up as more data, experience and understanding comes their way.  Waiting to understand technology in its full nuances and its impact in totality, in quest for comprehensive fool-proof regulation may not work. 
As Technology companies are global, their effective regulation would require multi-lateral comity of nations coming together to design and agree to global standards and principles for regulations- which in increasingly complex world is difficult to achieve.  Brad has hope on the part of the 75 odd democratic nations to form coalition of the willing, to develop some common regulatory provisions and principles, with US taking the necessary lead.     
Self-regulation within companies, are within the control of Companies Boards and can provide necessary support in gaining and retaining stakeholders trust.  Brad proposes principles based approach to handling issues then case-to case handling of instances and then sticking to principles, whatever be the cost help retain trust.  Microsoft, own decision by its ethics committee to refuse selling facial recognition technology to Government, on citizens liberty concerns, is a case in point. 
Brad has very well brought forth the issues and concerns facing linked to technology innovation and the increasing might and responsibilities of global tech companies in defining better future for the globe, working with stakeholders in a proactive, engaged and enlightened manner.
Off-course- this book is of interest to all, besides lawyers and tech-professionals for whom it falls in must-read category. Don’t read too much in its title though!