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*** 2 GREAT LEADERS ***

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Steve Jobs: History and Background

Steven Paul, was an orphan adopted by Paul and Clara Jobs of Mountain View, California in

February 1955. Soon after the family moved to Los Altos, California where teachers remember

Steve Jobs as a "loner" and "always had a different way of looking at things". Jobs attended

lectures at the Hewlett-Packard electronics firm in Palo Alto, California, where he was soon

hired as a summer employee. While working there as a summer intern, Jobs met Stephen

Wozniak.

In 1972 Jobs graduated high school and started taking philosophy classes at Reed College in

Portland. In 1974 Jobs took a job as a video game designer at Atari, Inc., where he saved enough

money to adventure on a trip to India. He travelled to India in search of spiritual enlightenment.

When he returned to California, he began attending meeting of Wozniak's "Homebrew

Computer Club". Job's was not interested in creating electronics and was nowhere near as good

an engineer as Wozniak, but he had his eye on marketability of electronic products and

persuaded Wozniak to work with him toward building a personal computer.

Jobs and Wozniak designed the Apple I computer in Job's bedroom and they built the prototype

in the Job's garage. Jobs showed their inventions to a local electronics equipment retailer, who

ordered twenty-five computers. Jobs and Wozniak envisioned starting a computer company

that would produce and sell computers. Together they raised $1,300 to start their company.

Jobs came up with the name of their new company Apple in memory of a happy summer he

had spent as an orchard worker in Oregon.

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Self - Leadership

Steve Jobs was a Self-leader; fully aware of his strengths and unapologetically used them to

pursue his vision. He was often compared to a modern day Thomas Edison and I think you

could also compare him to Galileo who similarly challenged authority and gave us a new way

of looking at science rather than hanging on to outdated models.

Steve Jobs will be missed for sure, but what can the rest

of us learn from his leadership style? Should we all just

trust our gut and say, “to hell with what other people

think”?

Firstly I think that if we know our strengths and work

on developing them we should not be shy about letting

people know what we are talented at. As the great Will

Rogers said, “If you’ve done it, it isn’t bragging.”

Secondly we must realize that although we strongly

associate Steve with Apple, Apple is more than Steve.

Steve was smart enough to attract and retain good

people around him to get the job done. Yes he was a

charismatic leader but he was not a loner.

When we witness genius, such as that which Steve embodied, we might surmise that we could

never be like him, but perhaps you can throw red paint balls in your life? Collaboration is great

but not when it leads to procrastination or second rate solutions, so look for an opportunity to

lead, to make a difference and to live your legacy – because nothing feels as good as being able

to say, “I did that.”

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Leadership Qualities from Steve Jobs

Focus: One of the greatest qualities of a leader is to focus on what is important for the business.

As in the case of Steve Jobs, he had the ability to cut back on what was not integral to Apple’s

products, be it marketing, services, and packaging including the keypad structure / buttons on

these devices

Ability to simplify: Any solution is obtained only if the complexity of a problem is split into

simpler tasks. Each task accomplished will lead the way to the final big solution of the problem.

Apple’s devices and software were simplified for the consumer. Jobs’ routine task of asking

his workforce to identify companies with complicated products and services, which were “ripe

for disruption” helped him create a benchmark of simplicity for Apple’s products.

Excellence: Even during the days, when Apple and Windows were fierce rivals, Macintosh

operating system was over and above the competition, because of Jobs’ emphasis on

excellence. What set Apple apart was that they never settled down for the “good enough”

factor?

Charging ahead of competition: Steve Jobs never believed in racing towards competition,

rather he insisted on charging ahead of competition and creating a new milestone, which others

would have never even dreamt of reaching. For instance, the iPod and iTunes were an answer

to the CD-burning trend present in the windows and other operating systems.

Products before profits: Apple’s philosophy was always centred on building great products

and services. Profits came in only later. This was because Steve jobs conviction was that great

products will inevitably garner good profits.

Engage in face-to-face interaction, always: Despite the technology-connectivity helping

people to collaborate through emails, video conferencing and other channels, Jobs preferred to

and emphasized on face-to-face interactions. There is undeniably a greater deal of collaborative

thinking in a real-time set-up compared to virtual scenarios.

Beyond the boundaries of reality: A broadening vision: “Think beyond the possible and even

the impossible can be accomplished” was the innate driving force of Steve Jobs pioneering

endeavours.

Studying the bigger picture and attending to minute details: Steve jobs’ vision always

encompassed the bigger picture to look beyond the immediate goal but at the same time, he

also ensured that the minute details contributing to the larger picture were always honed to

perfection.

Combining humanities and the sciences: The incredibly intuitive interfaces of Apple

products, do not point towards technical expertise only. The creativity, which spurns out of

every Apple device, is the combination of humanities and science talent behind it.

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Stay hungry and stay foolish: The very famous coinage from Steve jobs, which has become

a trademark catchphrase of Apple, probably attributes to his epitomizing leadership qualities.

The phrase connotes Jobs’ relentless pursuit to perfection, the “hunger” to do something

different and the all possible means and modes to satiate that “hunger”.

Traits, Skills & Creativity

Jobs was different from many other corporate leaders in that he always knew what he wanted.

When he returned to Apple after his decade-long banishment starting in the mid-80′s, the

company was on the verge of bankruptcy. He actually wrote some of the better lines of the

famous “Think Different” manifesto ad that helped refocus the company and bring it back

from the brink, and even got personally involved in the editing of the finished spot (see the rare

Jobs-narrated tribute commercial, below). The bar was always raised very high for his team,

almost preternaturally. This tyranny of unreasonableness in demanding of those around him to

leap above and beyond what they assumed was only just possible, was a reflection of his

complete belief, almost a religious devotion, in explosive inspiration over process.

Jobs travelled around India in the mid-1970s for 7

months, and in the process discovered Zen. It

influenced his thinking, and instilled in him a

confidence to trust in his intuition when it comes to

making decisions. He famously said, “You can’t ask

customers what they want and then give it to them.

By the time you get it built, they’ll want something

new”. Creative leadership is also about anticipating

needs, and the confidence to rely on intuition to

complement market and consumer understanding

Lastly, to Jobs, design was never for its own sake, but for something greater – the shaping of

experiences. He thought as marketer but also as a consumer. And, from that vantage point, he

understood how to simplify design and make devices part of our everyday experience, thereby

enabling people more enjoyment of their complicated lives. He believed in simplicity as a

means of engaging people and letting them feel close to something as overwhelming as

technology. In an interview to Business Week in 1998 he said,

“That’s been one of my mantras — simplicity. Simple can be harder

than complex: You have to work hard to get your thinking clean to

make it simple. But it’s worth it in the end because once you get there,

you can move mountains.”

For Jobs creativity was about knowing what you want, applying intuition, and keeping it

simple. And maybe his genius is in how deceptively uncomplicated it seems. Yet at the end his

approach to creative leadership required raising the bar remarkably high, inspiring others to do

the impossible, and an almost unwavering ability to focus.

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The Steve Jobs Approach To Teamwork

In November 2000, Jobs purchased an abandoned Del Monte canning factory on sixteen acres

in Emeryille, just north of Oakland. The original architectural plan called for three buildings,

with separate offices for the computer scientists, animators and Pixar executives. Jobs

immediately scrapped it. Instead of three buildings, there was going to be a single vast space,

with an airy atrium at its center. “The philosophy behind this design is that it’s good to put the

most important function at the heart of the building,” Catmull said. “Well, what’s our most

important function? It’s the interaction of our employees. That’s why Steve put a big empty

space there. He wanted to create an open area for people to always be talking to each other.”

Jobs, however, realized that it wasn’t enough to simply create a space: He needed to make

people go there. As he saw it, the main challenge for Pixar was getting its different cultures to

work together, forcing the computer geeks and cartoonists to collaborate. (John Lasseter, the

chief creative officer at Pixar, describes the equation this way: “Technology inspires art, and

art challenges the technology.”) In typical fashion, Jobs saw this as a design problem. He began

with the mailboxes, which he shifted to the atrium. Then, he moved the meeting rooms to the

centre of the building, followed by the cafeteria and coffee bar and gift shop. But that still

wasn’t enough; Jobs insisted that the architects locate the only set of bathrooms in the atrium.

(He was later forced to compromise on this detail.) In a 2008 conversation, Brad Bird, the

director of The Incredible and Ratatouille, said, “The atrium initially might seem like a waste

of space…But Steve realized that when people run into each other, when they make eye

contact, things happen.”

That emphasis on consilience, even if it came at the expense of convenience, has always been

a defining trait of Steve Jobs. In an age of intellectual fragmentation, Jobs insisted that the best

creations occurred when people from disparate fields were connected together, when our

distinct ways of seeing the world were brought to bear on a singular problem. It’s what happens

when a calligrapher designs a computer font and when an animator strikes up a conversation

with a programmer at the bathroom sink.The Latin crest of Pixar University says it all: Alienus

Non Diutius. (Alone no longer).

Kartik D. Mehta (50) ADMI – FYMMS (A)

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Passion Of The Steve Jobs

Even more than when he’s performing on stage, Steven P. Jobs’ passion for personal computing

comes through when he talks about the years he spent cajoling his designers to build what he

presented today as the world’s “thinnest” computer.

Privilege and petulance aside, Steve Jobs wouldn’t be someone we would be reading about

(Ashton Kutcher impersonate) if it were not for his passion. Isaacson’s book makes it clear that

Jobs really cared about the products Apple put out, the films of Pixar, and improving the

standards of everyday design. Passion isn’t teachable

and it is a testament to Jobs’ roaming behaviour that he

was able to develop and create spaces to fuel his

passion rather than be plugged into settings that killed

it.

1. Do what you love

Jobs once said, "People with passion can change the

world for the better." Asked about the advice he would

offer would-be entrepreneurs, he said, "I'd get a job as

a busboy or something until I figured out what I was

really passionate about." That's how much it meant to

him. Passion is everything.

2. Put a dent in the universe

Jobs believed in the power of vision. He once asked

then-Pepsi President, John Sculley, "Do you want to spend your life selling sugar water or do

you want to change the world?" Don't lose sight of the big vision.

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Overcoming Obstacles

Obstacles to Opportunities

A great secret of success for legendary leader, Steve Jobs, was how to turn

obstacles into opportunities.

Because every business and leadership role

encounters obstacles, we thought it would be

encouraging to start our series with some

stories of Jobs’ obstacles – and how he

learned from them, grew out of them and

ultimately transformed them into

opportunities of a lifetime.

Steve Job gave a speech to Stanford

University graduates revealing that he was a

University drop-out having never graduated.

His start in life was tough to say the least, unwanted by his biological parents he was given up

for adoption. Steve was aware that it took all of his adoptive parent’s savings to get him into

college. He quit because of the expense, trusting there was a different path for him. Instead he

attended drop-in classes in topics he liked while sleeping on a friends dorm floor. Low on

finances he described his one free good meal a week as coming from the local Hare Krishna

centre.

Together with Steve Wozniak, Jobs started a company in a garage on April 1st, 1976. The

release of “Apple I” later that year, was the start of the meteoric rise of Apple Inc. The humble

beginnings of Apple grew to become a $2 billion dollar company with thousands of employees.

One year after the Mac’s introduction Steve Jobs was ousted from Apple. Disagreements

between the co-founders resulted in the board of Directors siding with Steve Wozniak and

firing Steve Jobs from his own company! Steve Jobs, (in his speech at Stanford University

2005) said “I didn’t see it then, but it turned out that getting fired from Apple was the best thing

that could have ever happened to me.”

Jobs turned adversity into opportunity and focused on his two new ventures, Next and Pixar.

He eventually returned to Apple to make it even bigger than before. He was a survivor of

pancreatic cancer until it returned to claim his life in 2011. Jobs clearly accomplished so much

with so little despite stresses that presented in his life.

The important message here is that Steve Jobs never let his circumstances get in the way of his

dreams. Jobs chose to be proactive and solution- focused towards opportunities versus being

reactive to any negative events that occurred.

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Greatest Accomplishments

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Empowering Others

Steve Jobs was able to do what he did, to the outstanding degree that he did it, because what

he did was financially profitable. Was that the reason he did it, to make a lot of money? Of

course not. Decades ago he had already earned more than enough money for himself and

multiple generations of his heirs to live sumptuously without ever having to earn any more.

No, profit was clearly not the reason Steve Jobs continued to create and to innovate. Rather,

profit was what enabled it all, and is what will continue to sustain his amazing work far into

the future.

What if, years ago, way back at the very beginning, Steve Jobs had rejected the idea of making

a profit? What if he had considered it to be greedy and immoral to sell products for more than

what they cost? He still would have been a creative genius. But only a handful of people would

have ever benefitted from his creativity and innovation. Had he simply made computers and

sold them at cost, he probably would have lived a very happy and fulfilled life. But he wouldn’t

have been able to hire others to assist him. He wouldn’t have been able to invest in new

facilities and technologies. There would be some pretty cool computers owned by a few

hundred, or maybe a few thousand people. But there would be no Apple Stores, no iTunes, no

iPads or iPhones.

As it turned out, Steve Jobs chose a strategy that enabled him to share his dream in an ever-

expanding and self-sustaining way. He chose to make a profit because he knew that profit

would enable him to magnify the positive impact of each and every innovation. He chose to

make a profit because he understood that profit would deliver his innovations to the highest

number of people.

There were many who called him greedy. Apple products have always carried a premium price,

and the company maintains incredibly high profit margins. But then, Apple does not force

anyone to buy its products. There are plenty of lower-priced alternatives to just about every

product the company sells. And yet people regularly and willingly wait in line for hours to

purchase newly-released Apple products at a premium price.

In these times of serious economic strife, many people are quick to equate profit with

selfishness and immorality. But as the brilliant and massively generous work of Steve Jobs

makes clear, that thinking is precisely backwards. Profit is value that is added. It is not

something that is taken. It is something good and useful that is given. During his lifetime, Steve

Jobs added billions of dollars to his own fortune. He did so by providing many, many times

that amount of value to others.

Steve Jobs didn’t “need” all that money. But it is a very good thing for all the rest of us that he

continued working to earn it. For every dollar that he made, the world received many more

dollars’ worth of products, services and gainful employment. The truly selfish thing would

have been for Steve Jobs to stop when he had made “enough,” maybe a few million dollars.

Fortunately, he continued dreaming and creating and innovating long past that point. Even

better, he built an enormously profitable company that will continue his beneficial work

indefinitely.

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Just a few hours before the world learned that Steve Jobs had died, I connected through iChat

with our younger daughter who was a hundred miles away in her college dorm room. In the

screen sharing mode, I helped her make a few final edits on a paper she was turning in. Then

we switched to the video mode and my wife and I had a delightful high-definition video chat

with her.

Moments like that are now commonplace, affordable and accessible to more and more people

every day, thanks in no small part to the inspired work of Steve Jobs—and to the profit his

work has earned, and will continue to earn. Truly, his profit is our gain. Because of it, his legacy

grows more beneficial and his contribution to the world grows more generous with each

passing day.

“ The People Who Are Crazy Enough to Think They Can Change the World, Are the Ones Who Do. ”

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Dhirubhai Ambani: Background

Dhirajlal Hirachand Ambani (Gujarati: ધીરજલાલ હીરાચદં અંબાણી; 1932) better known as

'Dhirubhai Ambani' Indian business tycoon who founded Reliance Industries in Mumbai with

his cousin. Dhirubhai has figured in the Sunday Times list of top 50 businessmen in

Asia. Ambani took Reliance Industries public in 1977, and by 2007 the combined fortune of

the family was $60 billion, making the Ambani's the second richest family in the world.

Early career

Dhirubhai Ambani started by working with a firm in Yemen in the 1950s and moved

to Mumbai in 1958 to start his own business in spices. After making modest profits, he moved

into textiles and opened a mill in Naroda industrial area of Ahmedabad. He founded Reliance

Industries in 1966, and as of 2012, the company has over 85,000 employees and provides

almost 5% of the Central Government's total tax revenue. As of 2012, Reliance Industries was

listed among top 100 firms in Fortune 500 list of world's biggest companies by revenues.

Early life

Dhirubhai Ambani was born on 28 December1932 at Kukaswada near

Chorwad, Jamnagar (now the state of Gujarat, India) to Hirachand Gordhandhas Ambani and

Jamnaben in a Modh family of modest means(Incidentally, The Gandhis and Ambanis came

from the same gothra, the trading community of Modh baniyas). Hirachand Govardhandhas

Ambani earned little as a village school teacher. But his wife, Jamanaben knew how to stretch

every paisa in a long way. Hirachand and Jamanaben had two daughters - Trilochanaben and

Jasuben and three sons - Ramnikbhai, Dhirubhai and Natubhai. Dhirubhai was extremely

demanding, robust of health and difficult to placate from his very babyhood days.

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As a boy, he possessed immense gusto and enormous energy and was determined to do what

he wanted to do in exactly the way he wanted it done.

School life

When he was 16 years old, he moved to Aden, Yemen. He worked with A. Besse & Co. for a

salary of Rs.300. Two years later, A. Besse & Co. became the distributors for Shell products,

and Dhirubhai was promoted to manage the company’s filling station at the port of Aden.

Dhirubhai was precocious and highly intelligent and also as highly impatient of the oppressive

grinding mill of the school classroom. He chose works which uses his physical ability to the

maximum rather than mugging up school lessons. When Jamnaben once asked Dhirubhai and

Ramnikbhai to help his father by earning money, He angrily replied "Why do you keep

screaming for money? I will make heaps of money one day”. During weekends, he began

setting up onion/potato fries stall at village fairs and made extra money which he gave to his

mother.

He was married to Kokilaben and had 2 sons, Mukesh, Anil and two daughters: Nina Kothari,

Deepti Salgaocar.

9 great management lessons from

Dhirubhai Ambani

Dhirubhaism No 1: Roll up your sleeves and help.

Sense of ‘ do it yourself ’

He does not wait for infrastructure to be created to support his operations. He goes out

and builds it himself; be it a power plant for his petrochemical enterprise or a canal to

bring water from large distances for his cooling plant.

Dhirubhaism No 2: Be a safety net for your team.

He gently asked his employees if they needed any help in combating the problems they

faced.

Knowledge that he knew and cared for what his team was going through, and that he

was there for them if needed him….worked wonders for confidence.

Dhirubhaism No 3: The silent benefactor.

When he helped someone, he never ever breathed a word about it to anyone else.

"Expect the unexpected" just might have been coined for him.

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Dhirubhaism No 4: Dream big, but dream with your eyes open.

Whenever a task seemed too big to be accomplished, he would reply:

“No is no answer!" Not only did he dream big, he taught all of us to do so too.

His favourite phrase "dream with your eyes open"

Dhirubhaism No 5: Leave the professional alone!

Management techniques of him is different

The simplest strategies are often the hardest to adopt.

“Let professionals do the work”

This technique enforced responsibility among his team

Dhirubhaism No 6: Change your orbit, constantly!

Dhirubhai's "Orbit theory" :

When you change orbits, you will create friction. The good news is that your enemies

from your previous orbit will never be able to reach you in your new one. By the time

resentment builds up in your new orbit, you should move to the next level. And so on.

Dhirubhaism No 7: The arm-around-the-shoulder leader

It was Dhirubhai's very own signature style

Arm around the shoulder -With that one simple gesture, he managed to achieve many

things.

This tendency that he had, to draw people towards him, manifested itself in countless

ways.

Dhirubhaism No 8: The Dhirubhai theory of Supply creating Demand

He was not an MBA. Nor an economist. But yet he took traditional market theory and

stood it on its head. And succeeded.

When everyone in India would build capacities only after a careful study of market, he

went full steam ahead and created giants of manufacturing plants with unbelievable

capacities.

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Dhirubhaism No 9: Money is not a product by itself, it is a by-product, so

don't chase it

He did not breathe a word about profits, nor about becoming the richest

A by-product is something that you don't set out to produce. It is the spin off when you

create something larger.

Leadership Concepts Used By

Dhirubhai Ambani

The successful Indian business tycoon of his times in India Mr. Dhirubhai Ambani and his

outstanding decision making and managing skills are discussed in the present report. It also

focuses on the life history and his evolution as true leader and unbeatable business personality

in Indian history. The report successfully establishes the leadership skills and capabilities of

the chosen personality with the support of different leadership theories. Transformational and

transactional leadership styles are defined as compared to the leadership qualities of Mr.

Dhirubhai Ambani and also the path-goal theory is used to support the leadership skills of Mr.

Ambani.

Key capabilities

Dhirubhai predicted the future of textile business in India and started importing polyester yarn

by exporting spices under Reliance Commercial Corporation. The businessmen ruled the

export and import businesses with the support of politicians and Reliance Commercial

Corporation successfully utilised the support extended by the political connections. Ambani

sensed the requirement of Indian textile market and stepped towards getting necessary

clearances from the governing bodies to set up first textile mill in Naroda, near Ahmedabad in

1966. After satisfying the required eligibility criteria Ambani started concentrating on building

the business gradually.

Vimal the brand name which is well known to the Indian household was the outcome of the

reliance textile industry. Dhirubhai Ambani after having succeeded in the field of Textile

business concentrated further expansion particularly related businesses. When the matter

investment came in to the consideration Dhirubhai concentrated on generating capital by Initial

public offerings (IPO) instead of consulting other financial sources such as loans from Banks.

He decided to tap the Bombay stock exchange in an attempt to create equity cult on the way to

make transformation of Indian financing system.

Dhirubhai made the right step at the right time which resulted in 58000 investors associated

with Reliance in the 1977 and involved in Initial public offerings (IPO) by buying the shares.

Reliance succeeded in gaining the confidence of the Indian customers and very soon the

number of shareholders in Reliance climbed to three million which brought the considerable

change to the Reliance business scenario.

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Dhirubhai Ambani promised the Indian middle class salary earners and succeeded in giving

instant enrichment to the invested value with the support of stock market. Though he was fly

by night operator Dhirubhai offered genuine value to his loyal customers. The early investors

of the Reliance Industries were fortunate to gain such great value to their investments and

became millionaires in the less span of time. Reliance was the first Indian organisation which

held the annual general meetings in sports stadiums and the loyal investors of Reliance

industries treated Dhirubhai with adulation and as an efficient leader who lead the organisation

in successful path. Dhirubhai Ambani’s timely decisions according to the Indian customer’s

requirement made him the true leader and successful entrepreneur in Indian Business history.

In 1982 Reliance group started manufacturing polyester filament yarn by setting up local

manufacturing plant as a part of backward integration process. Later Dhirubhai entered in to

various diversified businesses such as chemicals, petrochemicals, gas, power, plastics, and

telecom services which made the Reliance group well established and one of the most trusted

companies in India. Reliance group evolved as most influential and profitable business

organisations by late 1980’s and the credit of rapid growth of the Reliance industries and its

success in various fields goes to Ambani’s acumen and intelligence of sensing the future of

Indian business scenarios. Dhirubhai Ambani was well known for his everlasting and healthy

relationships with the local and central governing bodies of India.

Transformational leadership:

It is the perfect way of supporting leadership style of Mr. Dhirubhai Ambani leadership

qualities as this theory focuses on creating the higher levels of commitment and motivation

among the followers. Ambani concentrated in generating vision for Reliance industries and

higher values and ideals of followers. Mr. Dhirubhai Ambani succeeded in creating a feeling

of justice, loyalty and trust among the followers and loyal customers who believed him during

the initial years of his successful business journey.

He was a perfect example for transformational leader as he always transformed the fortunes of

businesses in which he entered and succeeded. The trust and loyalty feelings which he

generated in his loyal customers helped him in achieving the desired goals of Reliance

industries and also he build the long lasting relationships with the political governing bodies

of India. The political aspects play an important role in any business processes of any country.

The companies need to have trusted and clean relationships with the political parties for aisle

free business operations which Mr. Ambani always had to run Reliance business activities in

India.

Many studies have focused on transformational leadership earlier and see that this leadership

is similar to the charismatic or inspirational leadership. The charismatic or informational

leadership qualities of the leaders transform the people’s goals, values, aspirations, needs and

beliefs, which play a significant role, present competitive businesses.

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Transactional leadership:

In the present day scenario the increasing business competitiveness have resulted in need of

optimised utilisation of available human resources and driving the followers in right path to

achieve the goals. Leaders need to revitalise and transform the organisation to make the

businesses successful and sustainable in the present competitive global markets. Dhirubhai

Ambani’s leadership qualities resemble the transactional leadership qualities which focus on

creating self interest in followers. Basically the transactional leadership is based on mutual

dependence relationships and it follows the policy of exchange process which says that ‘I will

give you this, if you do that’ (Laurie J Mullins, Management and organisational Behaviour,

seventh edition, 2005).

The present exchange process of transactional leadership can be related to the working style of

Dhirubhai Ambani as he succeeded in offering the genuine value to the investments of his loyal

customers. Ambani promised genuine returns before getting Initial public offerings (IPO) from

the Indian middle class earners. This scenario proves that Dhirubhai Ambani belongs to the

family of Transactional leader. Ambani always emphasised on the clarification of goals and

objectives of reliance industries and created interest in his followers which lead him to the

peaks of success.

Path-goal Theory:

Path-goal theory has been chosen to analyse the leadership qualities of Mr. Dhirubhai Ambani

and the qualities of the leader in path-goal theory supports the qualities of successful business

tycoon Dhirubhai Ambani and his leadership skills are better explained with the help of this

theory. Path-goal theory establishes the fact that an efficient leader exhibits different types of

behaviours at different situations to influence the situation which occurs in business activities

and also to influence the perceptions of subordinates.

Directive Leadership:

Directive leadership involves guiding the followers in right path and also making supporters’

part of the policies and objectives of the organisation. Mr. Dhirubhai Ambani successfully

directed the Reliance Industries and played an important role in making the Reliance group one

of the finest and capable industries in India. Reliance gained the confidence in customers by

its policies and goals which lead to the tremendous success which reliance is enjoying till date.

The initiation structure followed by Dhirubhai Ambani made the company successful in the

market and initiation structure is also considered to be one of the major requirements of starting

business operations.

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Supportive leadership:

Supportive leadership involves supporting the followers in various aspects of the business

processes Mr. Dhirubhai Ambani is well known for his support extended to the loyal customers

of Reliance Industries. He supported the loyal investors who invested during the initial public

offerings with the genuine value and played a vital role in transforming them in to millionaires.

Participative leadership:

Participative leadership involves consulting the followers and consideration the views and

opinions of them while making crucial decisions. Mr. Dhirubhai Ambani conducted annual

general meetings in sports stadiums for sharing the views, ideas and success of Reliance

industries. These activities of Mr. Ambani made him the participative leader and resulted in

closer to the Indian customers.

Achievement-oriented leadership:

Achievement-oriented leaders are more concentrated on the achievement of goals and

objectives. Mr. Dhirubhai Ambani always dreamt of seeing Reliance industries as most

successful groups in India. Achievement oriented leadership involves continuous working on

goals and objectives by making the optimised utilisation of available resources.

Overcoming Obstacles / Criticism

He has been accused of acting unethically, having manipulated government policies to suit his

own needs, and has been known to be a king-maker in government elections. Although most

media sources tend to speak out about business-politics nexus, the Ambani house has always

enjoyed more protection and shelter from the media storms that sweep across the country.

Tussle with Nusli Wadia

Nusli Wadia of Bombay Dyeing was, at one point in time, the biggest competitor of Dhirubhai

and Reliance Industries. Both Nusli Wadia and Dhirubhai were known for their influence in

the political circles and their ability to get the most difficult licenses approved during the times

of pre-liberalized economy.

During the Janata Party rule between 1977–1979, Nusli Wadia obtained the permission to build

a 60,000 tonnes per annum Di-methyl terephthalate (DMT) plant. Before the letter of intent

was converted into a licence, many hurdles came in the way. Finally, in 1981, Nusli Wadia was

granted the license for the plant. This incident acted as a catalyst between the two parties and

the competition took an ugly turn.

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The Indian Express Articles

At one point in time, Ramnath Goenka was a friend of Dhirubhai Ambani. Ramnath Goenka

was also considered to be close to Nusli Wadia. On many occasions, Ramnath Goenka tried to

intervene between the two warring factions and bring an end to the enmity. Goenka and Ambani

became rivals mainly because Ambani's corrupt business practices and his illegal actions that

led to Goenka not getting a fair share in the company. Later on, Ramnath Goenka chose to

support Nusli Wadia. At one point of time, Ramnath Goenka is believed to have said "Nusli is

an Englishman. He cannot handle Ambani. I am a bania. I know how to finish him"....

As days passed by, The Indian Express, a broadsheet daily published by him, carried a series

of articles against Reliance Industries and Dhirubhai in which they claimed that Dhirubhai was

using unfair trade practices to maximise the profits. Ramnath Goenka did not use his staff at

the Indian Express to investigate the case but assigned his close confidant, advisor and

chartered accountant S. Gurumurthy for this task. Apart from S. Gurumurthy, another journalist

Maneck Davar who was not on the rolls of Indian Express started contributing stories.

Jamnadas Moorjani, a businessman opposed to the Ambanis was also a part of this campaign.

Both Ambani and Goenka were equally criticized and admired by sections of the society.

People criticized Goenka that he was using a national newspaper for the cause of a personal

enmity. Critics believed that there were many other businessman in the country who were using

more unfair and unethical practices but Goenka chose to target only Ambani and not the others.

Critics also admired Goenka for his ability to run these articles without any help from his

regular staff. Dhirubhai Ambani was also getting more recognition and admiration, in the

meantime. A section of the public started to appreciate Dhirubhai's business sense and his

ability to tame the system according to his wishes.

The end to this tussle came only after Dhirubhai Ambani suffered a stroke. While Dhirubhai

Ambani was recovering in San Diego, his sons Mukesh Ambani and Anil Ambani managed

the affairs. The Indian Express had turned the guns against Reliance and was directly blaming

the government for not doing enough to penalize Reliance Industries. The battle between

Wadia - Goenka and the Ambanis took a new direction and became a national crisis.

Gurumurthy and another journalist, Mulgaokar consorted with President Giani Zail Singh and

ghost-wrote a hostile letter to the Prime Minister on his behalf. The Indian Express published

a draft of the President’s letter as a scoop, not realizing that Zail Singh had made changes to

the letter before sending it to Rajiv. Ambani had won the battle at this point. Now, while the

tussle was directly between the Prime Minister Rajiv Gandhi and Ramnath Goenka, Ambani

made a quiet exit. The government then raided the Express guest house in Delhi’s Sunder Nagar

and found the original draft with corrections in Mulgaokar’s handwriting. By 1988-89, Rajiv’s

government retaliated with a series of prosecutions against the Indian Express. Even then,

Goenka retained his iconic stature because, to many people, he seemed to be replaying his

heroic defiance during the Emergency regime.

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Dhirubhai and V.P.Singh

It was widely known that Dhirubhai didn't enjoy cordial relations with Vishwanath Pratap

Singh, who succeeded Rajiv Gandhi as the Prime Minister of India. In May 1985, V. P. Singh

suddenly stopped the import of Purified Terephthalic Acid from the Open General License

category. As a raw material this was very important to manufacture polyester filament yarn.

This made it very difficult for Reliance to carry on operations.

Reliance was able to secure, from various financial institutions, letters of credit that would

allow it to import almost one full year’s requirement of PTA on the eve of the issuance of the

government notification, changing the category under which PTA could be imported. In 1990,

the government-owned financial institutions like the Life Insurance Corporation of India and

the General Insurance Corporation stonewalled attempts by the Reliance group to acquire

managerial control over Larsen & Toubro. Sensing defeat, the Ambanis resigned from the

board of the company. Dhirubhai, who had become L&T's chairman in April 1989, had to quit

his post to make way for D. N. Ghosh, former chairman of the State Bank of India. It is also

believed that V. P. Singh's move as Defence Minister came as a direct result of him catching

Dhirubhai's tax evasion.

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Conclusion

The major qualities of Mr. Dhirubhai Ambani have been highlighted and the role of those

qualities in making the Reliance group tremendous successful in the Indian market is discussed.

The present report successfully established the fact that Mr. Dhirubhai Ambani evolved as true

leader with his efficient and effective leadership qualities.

The timely decision making capability of him made the Reliance industries prime group in

India. The resemblance of Dhirubhai Ambani leadership style and transactional are explained

for better understanding of leadership qualities. The transformational leadership qualities are

also compared to Mr. Ambani’s qualities in order to make clear understanding of the leadership

capabilities. Dhirubhai Ambani can better called as leader instead entrepreneur as the initial

steps he made in the business proves to be an efficient leader and his policies which he followed

gives enough strength to represent him to be a true leader of his times.

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An Entrepreneur is a person who organizes and manages a business undertaking, assuming the

risk for the sake of the profit. However, there is much more to entrepreneurship than this simple

definition. Author and successful entrepreneur Michael Gerber once wrote, “The entrepreneur

is our visionary, the creator in each of us. We're born with that quality and it defines our lives

as we respond to what we see, hear, feel, and experience. It is developed, nurtured, and given

space to flourish or is squelched, thwarted, without air or stimulation, and dies.” An

Entrepreneur is a founder, opportunity seeker, the creator and initiator, the leader, problem

solver and motivator, the strategizer and guardian of the mission, values and culture of the

venture.

Q1. Explain the pursuit of opportunity by BHUVAN in the

“Entrepreneurship” context.

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Without this human energy, drive and vitality, the greatest ideas – even when they are backed

by an overabundance of resources – will fail, grossly underperform or simply never get off the

ground. The core difference lies in the intangibles: creativity, ingenuity, commitment, tenacity,

determination, a passion to win and excel and leadership and team building skills.

These are the skills that were exhibited by Bhuvan throughout the conquest of his dreams.

When Bhuvan was challenged to a cricket match, it was observed that every other person was

against the challenge and wanted to back off. Even after having Bhuvan accepted the challenge

the villagers initially wanted to beseech the King to ensure withdrawal of the challenge. In this

entire furor, only on person remained unruffled and that Bhuvan himself. He was a risk taker

and could detect the opportunity in the challenge which was perceived as a problem by all.

Bhuvan was guided by his intrinsic and extrinsic values that provided him the right direction

and impetus in realizing his goals. Bhuvan is the epitome of determination and dedication and

symbolizes effective opportunity identification and assessment. The following diagram

represents the pursuit of opportunity by Bhuvan:-

Bhuvan’s pursuit of opportunity can be traced to a series of steps that he followed to realize his

vision and aspirations. These steps were in turn supported by certain inherent attributes that

Bhuvan possessed, which ultimately led him to achieve the goal that he had set. Bhuvan was

quick at identifying opportunities, which was reflected right since the initial scenes of the

movie, where Bhuvan tries to save a deer from the British hunters. Furthermore, on being

challenged for a cricket match, Bhuvan realized that this was probably the only opportunity

that he might get to assuage the community from the burden of tax for three years.

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Where people saw a problem, Bhuvan saw an opportunity – a window to a more blissful and

satisfying life. Challenging the British in their own game, may have been perceived as a big

catastrophe by others, but Bhuvan saw the opportunity stealth in the contours of the challenge.

Having noticed the opportunity, Bhuvan was quick to assess the risk involved in the venture

and the possible return involved in the same. The risk was increase in tax by three fold, but the

return was no taxes for the next 3 years. The fact that Bhuvan was able to take a decision after

this analysis, under pressure from Captain Russell, community, Raja Puran Singh, is indeed

remarkable. This manifests the willingness of Bhuvan to take a risk in trying to achieve the

reward. Having accepted the challenge, Bhuvan faced stiff opposition from his community and

people from the province, who even threatened physical action against him. Inspite of all the

antagonism and hostility, Bhuvan was confident that his decision to accept the challenge was

prudent and pragmatic and the only possible way to avoid unreasonable taxes. Stiff resentment

and antagonism could not dilute his resolve and fortitude and he maintained to be committed

to achieving the objectives that he had set for the community.

He employed creative methods to convince his community to support him in his endeavour and

also join his team. He initially tried to portray that the game was extremely facile and could be

learnt easily. He tried to prove this by playing the game in front of other villagers. Though he

failed a couple of times initially, he finally succeeded. His attempt did not go in vain as he

received his first support from Bagha. Thus, showcasing how one needs to be creative and

innovative in trying to enter a persons psyche and convince him in sharing the same vision with

you. Bhuvan was also quick to adapt to the format of the game in which he was completely

naïve and had very limited exposure.

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Throughout the process Bhuvan was aided by his intrinsic qualities. Intelligence and Emotional

Stability were key drivers that enabled him to identify an opportunity and seize it. Maintaining

one’s calm and posture during testing times is an onerous task and Bhuvan managed to execute

it with élan and panache. Bhuvan had a capacity to inspire due to which he was primarily able

to attract other team members. This was well reflected in his ability to convince Goli and Ishwar

to join the team, which was indeed stirring. Bhuvan was a great leader and led his team from

the front. He motivated and encouraged his team to strive and enhance their performance

continuously. As a leader he ensured that all the team members shared his vision and worked

as a single cohesive unit in trying to realize the dreams that he envisioned. Throughout while

pursuing the opportunity, Bhuvan faced many predicaments and impediments. However, each

problem made him more mature, focused and committed, reflecting his perseverance and

fortitude.

Above all factors influencing Bhuvan’s pursuit of his opportunity, the most important one was

his Values. Bhuvan had deep rooted value system, which formed the foundation of his venture.

He cared for his community and upheld the community’s interest above self. Thus, it can be

concluded that Bhuvan was an analytical risk taker, who adopted creative strategies to achieve

his goals. Furthermore, he had inherent traits and skills which aided him in his decision making

process and achieving his targets unremittingly.

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Lagaan enunciates that power of “Team Work” and “Unity” and crystallizes the fact that even

with limited access to resources and knowledge it is not an onerous task to achieve the set

goals. The team managed to achieve its goal, due to excellent managerial and leadership skills

exhibited by the protagonist – Bhuvan. Throughout the film Bhuvan employed various

management concepts and practices which eventually led him to achieve his target.

Broadly categorizing the management concepts applied by Bhuvan, it can be noted that there

are four management concepts that allowed his team to handle the tactical, planned and set

decisions. The four functions are: -

Planning : - Planning was the foundation of Bhuvan's management and was the base upon

which all the other areas of management was built by Bhuvan which eventually led to his

success. Primarily, on accepting the challenge put forth by Captain Russell, Bhuvan planned

and assessed accurately his current position and what his desired position should be, based on

which he determined an appropriate course of action and implemented the same to attain the

community’s aspirations. He carefully planned his strategy and tactics to ensure the

acceptability of the idea by his community and also attract team members. It was evident

throughout the film and cricket match that Bhuvan was cognizant of the fact that Planning was

a continuous process and he had to constantly adjust his strategies to face the sudden and

uncontrollable external factors that constantly affected his team and target both optimistically

as well as pessimistically.

Organizing : - Bhuvan showed exemplary dexterity in organizing his team and recruiting

the right set of people based on their skill sets. He did not manifest an iota of prejudice in

selecting his team members which was reflected in his decision to recruit Kachra – a destitute.

He organized all his resources to put into practice the course of action that was planned. He

maintained a process of creating structure, establishing relationships, and allocating resources

to accomplish the goals of the team. He also ensured harmonization of team members and

molded the team to perform as a single cohesive unit.

Directing : - Bhuvan was recognized as a leader for his commitment to persist, personal

competence, clear communication and capacity for caring for others. Bhuvan directed his team

to achieve the set goals and also accomplishing their personal goals, by empowering them

through motivation, communication, effective leadership and training. He had the objective

clearly set and reiterated the objective to his team members regularly to ensure no loss of focus

and determination. He directed and led his team proficiently during the cricket match as well,

showcasing fortitude and perseverance.

Q2. What are the key management concepts applied by Bhuvan in

“Lagaan”?

Kartik D. Mehta (50) ADMI – FYMMS (A)

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Controlling : - Bhuvan had set inherent performance standards and constantly evaluated

and reported actual performance, articulating the areas where his team members needed to

improve. The film portrayed that the team practiced and trained regularly to achieve high level

of performance. Furthermore, Bhuvan displayed exceptional leadership skills in controlling the

outburst of his team members on the deceit of Lakha and bringing harmony and attention back

into the team. Bhuvan may have been portrayed as an admirable leader but he was driven by

his determination and commitment to ensure the security of his villagers.

“ A leader is one who knows the way, goes the way, and shows the way. “

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Throughout the film Bhuvan had been applying the 14 principles of management enlisted by

Henry Fayol directly or indirectly. Following table depicts the method in which Bhuvan applied

the 14 principles : -

Principles of

Management

Detail

Division of Work Bhuvan ensured that his team members specialized in certain aspects

and continuously improved their skills in that aspect. For eg: - Goli

was specialized in bowling.

Authority Bhuvan had clear authority over others and played the key role in

deciding his team members and structure of the team. For eg:- Bhuvan

displayed his authority while deciding to recruit Kachra, in spite of

opposition from other team members.

Discipline Bhuvan provided good leadership and hence received complete

allegiance and obedience from his team members. Bhuvan also

inculcated discipline through vigorous training, which used to take

place during night as well.

Unity of Command All team members had just one supervisor and there was no conflict of

command. Unanimously team members had accepted Bhuvan as their

leader and concurred with his decisions.

Unity of Direction Bhuvan’s team members had the same set of activities underlying a

common objective. When Bhuvan felt that his team members were

loosing sight of the objective, he reiterated that the objective was not

to win or lose a game, but to win the battle against the British’s

tyranny.

Subordination of

Individual Interest

Bhuvan inspired his team members to see that the goal of the

community was paramount, which was reflected by his team members

too. Never in his action did Bhuvan put himself before the dreams of

the community.

Remuneration Bhuvan explained his community clearly that should they be able to

achieve their goal, they achieve a peaceful and blissful life for 3 years

sans any tax.

Centralization Bhuvan had to maintain a high level of Centralization in the team since

he had realized that there was huge dependency on his competencies,

but at the same time each member had equal rights to voice opinion.

Scalar Chain Bhuvan maintained an authority over the team. However, he ensured

that there was no loss of communication within the team and everyone

felt equally responsible for the achievement of the goals.

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Order Bhuvan maintained order in the team by careful selection and training

of his team members. On the exposure of Lakha’s deceit he did well to

bring order back in the team as well as in the village.

Equity Bhuvan personified kindness and justice when he drafted Kachra to

join the team purely on basis of his skills and potential.

Stability of Tenure

of Personnel

Bhuvan expressed stability and security to Lakha, which resulted in his

high performance during the fag end of the movie. Also, inspite of the

weaknesses of other players like Ishwar and Bagha, he always

encouraged and supported them.

Initiative Bhuvan allowed Deva to showcase his skills even though it might have

diluted his own personal vanity. Thus, reflecting that he encouraged

his team members to take initiative which showcased strength of the

team.

Esprit de corps Bhuvan backed his team to the hilt, even when they made errors. He

was willing to give Kachra a second chance despite the skepticism of

others. He knew that Kachra can be a match-winner - and Kachra did

eventually prove him right.

“ A leader is best when people barely

know he exists, when his work is

done, his aim fulfilled, they will say:

we did it ourselves. “

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Lagaan is an epic epitomizing extraordinary feats by ordinary people who rise to the occasion

and showcase the strength embedded in the concept of “Team”. There are myriad lessons that

Lagaan enunciates, which can be imbibed in our professional as well as personal life. I strongly

believe that broadly categorizing, Lagaan has the following lessons for each one of us : -

Seize Opportunities : - The protagonist in the movie i.e. Bhuvan was risk taking and it

was his village ingenuity that led him to accept the challenge thrown at him by the British.

Such risk taking and “thinking out of the box” is required for every new venture or a

commercial startup. This exemplifies the fact that opportunities are hard to come by and when

they do exist it is prudent to make best use of them. Opportunities need to be hunted for and

realized to their potential rather than remain complacent and wait for things to happen

themselves.

“ Good leadership consists of showing average people how

to do the work of superior people. “

Q3.

How would you apply the lessons of Lagaan to your life?

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Have a Vision : - Bhuvan shared a vision with his community of being assuaged from the

burden of taxes for 3 years. It was this vision that acted as a torchbearer for him throughout his

strategies and decisions. As an Entrepreneur it is important for one to foster a vision and plan

actions revolving around the Vision. Also, it would have been impossible for Bhuvan to

convince others to join the crusade, had he not managed to share the Vision. Thus, to make

things happen the way we want, we have to imagine the future, and paint a picture in front of

the others of what we want to achieve.

Do not underestimate competitors : - Captain Russell was very overconfident on his

abilities to lead his team to victory. At the same time he underestimated his opponents and

overlooked the ability of the competitors that resulted in his defeat. Hence, it is imperative to

carefully analyze the strengths and weaknesses of each competitor and never to underestimate

their potential.

Put Community before Self : - Not once throughout the film was it portrayed that

Bhuvan was trying to achieve a particular personal goal. Bhuvan envisioned the relief of his

province and not just merely himself. This quality of Bhuvan was instrumental in him being

able to achieve the acceptability and consent of the province. It is thus imperative for one to

think beyond self and also focus on community goals and objectives. Each person has

responsibilities towards his community and achieving them should be the primary objective.

Select Correct Team Members : - The entire process that Bhuvan followed to select his

team members was highly enriching. He comprehended the skills and competencies of each

individual and only after careful assessment did he entice them to join his team. This was highly

enlightening as it had many lessons in store for us. Firstly, it is extremely important to recruit

the right set of people with the right mix of skill sets for the smooth functioning of the team.

Secondly, it also brought forth the art of attracting team members and providing responsibilities

to everyone based on their adeptness.

Lead from the front : - Bhuvan portrayed all the qualities of an effective leader and was

relentless in his pursuit of victory. He shared his vision with the team that they can win and get

through the tax debt by winning a cricket match. He managed to motivate, train, encourage and

treat his team members equally with respect. This brings to light the fact that an effective leader

is one who leads his team from the front rather than just provide directions. A leader dons the

most important role and is instrumental in the success of the team. A leader is as good as his

team.

Support Team Members : - Throughout, Bhuvan encouraged and extended support to

his team members. He openly supported Kachra and Lakha and even when provided them

second chance and all necessary encouragement to prove his capabilities and allegiance.

Bhuvan's support for Kachra and Lakha were soul stirring and articulated the importance of

supporting team members inorder to obtain their loyalty, commitment and bring out the best in

them.

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Foster Team Spirit : - Bhuvan’s actions manifests the importance of unity and

togetherness as well as the importance of operating as a single unit in order to overcome the

impediments. Had the team been disjoint and every team member pursued his own personal

goals, it would have been impossible for the team to taste victory.

Put Team Objective before self : - Except for Lakha all players took part in the match

for the upliftment of the village and did not let their individual aspirations overpower them.

We also learnt from Lakha’s fate that if one lets his personal aspirations overpower him, then

the consequences could be perilous not just for the individual, but also the team. Every team

member is life a spoke in the wheel and

Be determined in face of opposition : - We always face many impediments in life, but

a true successful entrepreneur is one who can overcome those impediments and remain focused

and determined to achieve is goals. Not all will accept a novel and creative idea initially, but

the true art lies in convincing people and making them visualize the same picture that you

dream.

Never Give up : - It is extremely important like Bhuvan to maintain a “never say die”

attitude and move towards your objective unremittingly. Despite all setbacks before the match

and during the match, Bhuvan never lost confidence and determination and maintained his

vigor and fortitude, key factors that resulted in his victory.

Always remain focused on goals : - Bhuvan ensured that his team members remained

focused by reiterating the goal to his team members and community members. There will be

many predicaments that one would face in his pursuit of goals, but one should never divert his

attention from the goal and lose focus. It is extremely easy to stray away from one’s objective

over a period of time, but what exemplified Bhuvan was his goal oriented planning and

implementation of the same.

It is better to lead from behind and to put others in front,

especially when you celebrate victory when nice things

occur. You take the front line when there is danger. Then

people will appreciate your leadership.

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Chak De India’ is not just about sports. It is replete with myriad emotions. And the best part is

that it is very realistic, making it all the more believable. It is a story of leadership, teamwork

and the sweet taste of success.

Kabir Khan is newly appointed coach of India’s national women’s hockey team. A former

captain of the Indian hockey team, now forgotten, it is Kabir Khan’s chance to get himself, his

country and his team to the winning stand, once again. But this time all he gets is a bunch of

girls who do not really believe in playing for the glory, victory and the country. He has a team

that lacks the spirit. Kabir shakes them to wake up the winning spirit. The girls however have

their own interests. They are more into other things than playing hockey. Kabir motivates them

to look beyond these ordinary things and to play the game for pride, glory and victory. Thus

Kabir proves to be a great leader.

• The Leader should be fair and impartial while dealing with the team-members

(The way coach Kabir Khan selects the Captain of the team)

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• Individual goals and agendas are always counter-productive

(As proved by the way two forward players try to become the highest goal-scorer at the cost

of the team’s fortune)

• Those who do not play for the common goal should be ruthlessly dealt with and kept OUT

of the team

(The way coach Kabir Khan orders players OUT of the team is memorable)

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• The leader should not hesitate to take hard-decisions on selecting and retaining the members

of the team

• Nothing unites and inspires a team like a common goal

(The bashing episode at Mc Donald’s in the film)

• Knowing the strengths, weaknesses and strategies of competitors (of the organization / team)

is essential to fully exploit the strengths of the organization/team, to overcome its weaknesses

and formulate appropriate strategies to exploit the weaknesses of the competitors and to win.

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• Nothing is better for you than your biggest failure.

• If you have the talent, passion and commitment, you can make underdogs win.

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• Unless pushed to limits, your team will not perform at its best

• People always want easy things, and it is difficult to overcome cynicism

• Be strict and straight with your team. You don’t have to always be nice with them

• In short, be ruthlessly compassionate!

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• Strategy is important - know the team members individual strengths and weaknesses

• There is no alternate to hard work, not even smart work!

• If you are after a cause big enough, you will always have people to support you

• Follow your heart!

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• Success is difficult

• You must overcome each and every hurdle in front of you for a prolong period of times

• You must have the each and every team member working unselfishly towards a common

goal.

• Failure is easy

• All you need is one selfish person (one rat shit) to ruin the whole project for everyone

• All you need is to fail one hurdle at any one time

• Understanding and respecting each other’s role and contribution is the important first step

to cooperation.

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The Team MUST have:

• HIGH level commitment; WIDE participation

• DEEP interaction and LONG term view of benefits

Work together and Win together

Because "Sometimes Winning is Everything !"

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