” My Dream is to Fly the 747 Oneday…” Says Capt. Indu Nair…

In our Special Independence Day series, Rediff.com looks at India through the lives of her people.

Today: Captain Indu Nair, who joined a private airline after her tenure as a pilot in the Indian Air Force ended five years ago. From the second batch of women pilots in the IAF, she flew during the Kargil conflict.

As a commercial airline pilot, one of her best experiences, she says, is taking off with an all woman crew!

Captain Indu Nair

The complete coverage

It is no longer unusual for passengers to have a lady pilot fly them to their destinations. I have been a pilot for 20 years and it has been a lovely journey. My dream, however, is to fly the Boeing 747!

India has many women pilots now. There are days when both the pilots in the cockpit and the cabin crew — are all women. It is a superb feeling to have an all women crew.

I served the Indian Air Force as a pilot for 15 years and became a commercial pilot when my career ended since I was on a short service commission.

There was a time in school I wanted to be an air hostess, but my sister superior counseled me against it. I then started looking at the civil services but was always fascinated by the uniform and that’s how I joined the IAF.

I was among the earliest batch of women officers. A male bastion till then, I think it took longer for the male officers to adapt to us that us to them.

At the time of the Kargil conflict, two of us women officers were called by our senior officer and told that while the male officers would fly for the Kargil operation, the two of us would be assigned ground duties.

We came out of his office and went back in again to tell him that we are trained pilots like the men and we can do the same. We were told that it would be hard, we would have to sleep in the airplane, use common toilets as the men and be in difficult terrain. We told him we were ready and we were giving flying duties during the Kargil conflict.

We flew in ammunition and supplies; on the way back we carried the bodies of our martyred soldiers.

Ferrying the bodies of young men who had died defending our country was one of the toughest things I have done.

It was tragic. It left me numb.

Captain Indu Nair

Indu Nair was from the second batch of lady pilots to join the Indian Air Force. Photograph: Kind courtesy, Indu Nair.

When I was in the Indian Air Force, I flew the AN-32 — a rugged but forgiving Russian aircraft. You needed physical strength to operate the AN-32.

I now fly the ATR, a delicate machine.

Before a take-off, I take a walk about of the airplane and do the external checks. I often pat my aircraft and in my mind tell her to take us to our destination safely.

Safety is of paramount importance. As captain of the aircraft, I am responsible for the safety of the passengers and the aircraft.

I have seen sunrise and sunset, up in the sky, from the windows of my cockpit. I was telling my copilot just the other day how privileged we are to see nature in all its glory.

We have also seen how fickle nature can be, and how bad weather disrupts flying schedules. In all these years of flying, I have realised that a pilot has to respect the weather and follow the flying manual to a T.

I remember once on a flight, passengers got into an argument with the cabin crew when the flight was diverted because of poor visibility. They kept saying that if they can see the air strip from the window, why couldn’t the pilot!

When we landed at the airport we were diverted to, the first officer and me as the captain, had to explain to the irate passengers that if the air traffic control tells us that we cannot land, we just cannot!

Captain Indu Nair

An AN-32, the Russian-made aircraft she flew in the IAF. Photograph: Kind courtesy, Indu Nair.

My usual schedule is 6 days of flying, followed by two days of rest.

I have to report at the dispatch room at the airport before the flight. We get written regulations; a medical and breath analyser test is done.

In the cockpit, I am in charge as the captain. The first officer and me discuss the flight, make the necessary announcements and steer the aircraft to the destination.

After a flight, we complete the necessary paperwork, go back to the dispatch room and then leave for home.

What I sometimes miss is having a regular 9 to 5 schedule, but such is the nature of my profession that this is not possible.

Captain Indu Nair

IMAGE: Her last sortie as a wing commander in the IAF. Photograph: Kind courtesy Indu Nair.

My children are used to seeing mummy as a pilot and my older child is showing some interest in following in my footsteps. Once I am home, I cook, spend time with the family and get early to bed. On my days off, I catch up on household affairs — I like going and buying vegetables.

My husband laughs that I am better in the cockpit than in the driving seat of a car — but driving on city roads is no longer a pleasant experience.

The thing that I don’t enjoy too much about being away as a pilot is eating hotel food over days. How much airline and hotel food can you eat, after all!

So often, passengers on my regular routes have told me that once they hear I am in the cockpit, they know it would be smooth landing.

Women pilots are not an unusual sight and people, especially, girls look at us with pride.

More and more women every year are taking the commerical pilot’s license. And over the year, women have proved to be efficient pilots. It is there for everyone to see.

Out of 5,100 pilots in India, 600 are women, according to the ministry of civil aviation.

A pilot with Jet Airways for the last five years, Captain Indu Nair will join another domestic airline next week. She lives in Mumbai with her husband, a former Indian Air Force officer, and two daughters.

She spoke to Archana Masih/Rediff.com

Source….www.rediff.com

natarajan

This Independence Day, The Tiranga Has a Message for Every Indian…

This Independence Day, The Tiranga Has a Message for Every Indian

Image Courtesy: Screengrab taken from YouTube video uploaded by BeingIndian

I was born in 1947 made out of hand-spun cotton on a charkha , dyed in the three colours of courage, peace and the earth. I symbolize Independence…”

As India prepares to celebrate its 69th Independence Day on August 15, this powerful video has a poignant message for every Indian — ‘Freedom is the absolute truth… and in truth there is valour…’

Put beautifully in words by Priyan Redican and expressed by six dancers in Bhatnatyam and Mohini Attam,  five mminute video  tries to explain the meaning of freedom and why we should not take it for granted

India is just a  country,
mere lines on a map,
and I’m just a flag,
a simple piece of cloth,
We’re nothing but mere ideas,
reflections of your passions,
we’re nothing but you fighting for freedom anew…

Watch the video and let the powerful words inspire you.

Source….www.you tube.com  and http://www.ndtv.com

Natarajan

 

 

“வேப்பம்பூ பச்சடி எப்படிச் செய்கிறீர்கள்?”….

ஜகத்குரு தரிசனம்
வேப்பம்பூ பச்சடி
(எழுசீர் விருத்தம்: காய் விளம் விளம் தேமா . காய் காய் காய் )


வேப்பம்பூ புளியுடன் வெல்லமும் நாங்கள்
. வேதமுனி அவைதன்னில் சமர்ப்பித்தோம்
வேப்பம்பூ பச்சடி செய்விதம் என்ன
. மேதையவர் எங்களிடம் கேட்டாரே
யாப்பென்றே அவரிடம் ஓர்முறை சொன்னோம்
. யாதுமறி யாதவர்போல் செவிமடுத்தார்
சாப்பாட்டுக் கித்துடன் தேனுடன் நெய்யும்
. சற்றேசேர் பச்சடியில் சுவைகூடும்! … 1

பக்குவமாய்ச் செய்தபின் பச்சடி அம்பாள்
. பாதத்தில் நைவேத்யம் செய்வீரே
முக்கண்ணி நம்மிடம் வசப்படு வாளே
. முன்வந்தே அருள்செய்து காத்திடுவாள்
அக்கணத்தில் கேட்டது சரியெனச் சொல்வார்
. அகமுடையான் பச்சடியை உண்டாலே!
சிக்கலின்றி பணிகளைச் செய்வரே செய்வோர்
. சீர்மிக்க பச்சடியின் மகிமையன்றோ! … 2

பக்குவமாய்ப் பச்சடி செய்திடச் சொல்லிப்
. பணித்தாரே திருமடத்தின் பிரசாதம்!
சிக்கனமாய்ப் பச்சடி தந்தவர் கேட்டார்
. தெரிகிறதா நான்தந்த காரணமே?
தக்கபடிப் பெரியவர் சொல்வது உள்ளம்
. தங்கிடவே என்றுரைத்தாள் ஓர்மங்கை
முக்கண்ணி பக்தியில் எந்நாளும் நீங்கள்
. முழுகிடவே தந்தேன்நான் என்றாரே. … 3

புதுக்கோட்டை பத்தராய்த் தரிசனம் செய்தே
. புண்ணியங்கள் பெற்றோமே நாங்களெலாம்!
எதுசொன்னா லுமதிலோர் தத்துவம் காட்டி
. எங்களுக்கு வழிசொல்லும் காஞ்சிமுனி
பொதுவான அறமென உள்ளதைச் செய்தால்
. பொலிவுடனே வாழ்ந்திடலாம் என்றாரே
எதுநல்ல காரியம் என்றுநாம் தேர்ந்தே
. இறைபக்தி உடன்சேரச் செய்வோமே! … 4

–ரமணி, 13/08/2015
Source…www.periva.proboards.com

Natarajan
Read more: http://periva.proboards.com/thread/9877?page=1&scrollTo=16638#ixzz3ihamzKId

The Weekend Agriculturist… Meet Harish Srinivasan and his friends…

Tired of weekend parties, discotheques and pubs? Have aimless visits to the mall and the latest movies lost their charm?

Are you looking for something more meaningful? Something fun and challenging as well?

Then this weekend, join Harish Srinivasan and his friends at a farm near Chennai.

The Weekend Agriculturist

Like thousands of youngsters in the city, Harish has a regular job during weekdays.

But his weekends are anything but regular.

This 29-year-old is the founder of The Weekend Agriculturist, an informal group of enthusiastic youngsters, who offer free labour to small and marginal farmers on weekends.

“My plan is simple: offer free labour to the farmers, who cannot afford to hire help.

“I started a Facebook page outlining my mission and vision for the group. That was about three years ago. Today our group has nearly 5000 volunteers from all walks of life — IT professionals, doctors, teachers, entrepreneurs, social activists and students,” says Harish.

J Satish Kumar, SEO Associate, CoreLead Interactive, Chennai, is part of the core group of volunteers.

“We may have been born and brought up in the city, but agriculture is in our genes,” he points out.

“Go back a few generations and most of us will find that our ancestors were farmers. All of us have a deep connection with the land and we probably just need to be reminded about it.”

The Weekend Agriculturist

Satish was invited to an event organised by The Weekend Agriculturist (TWA) 18 months ago “and since then I have been completely hooked.”

The teams assist with everything from preparing the soil, planting the seed, transplanting, weeding and harvesting.

“Whatever help they require, we provide. In the process, we learn so much. There is nothing like first-hand experience to understand the problems that plague our farmers,” Satish says.

For founder Harish Srinivasan it all started after reading MoondramUlagaPor (Third World War), a novel by Tamil poet and lyricist Vairamuthu.

“Though I have no agricultural background, the plight of our farmers has always moved me. But it was only after reading MoondramUlagaPor that I was actually jolted into doing something.

“The book described in painful detail the untold sufferings of our farmers. I knew that I had to do something.

“Blaming the politicians and debating endlessly about who is responsible, while we go about our lives in the city, content with buying our food from the supermarket, was not going to solve the problem,” says the 29-year-old who is senior consultant at Virtusa India Pvt Ltd in Chennai.

“It is ironic that farmers, who provide our food, have to go hungry,” Harish points out. “Isn’t it a national shame that they believe their only solution is suicide?

“Farmers, who for generations have depended on agriculture for their survival, today encourage their children to find other employment.

The Weekend Agriculturist

“How much longer are we going to wait? No superhero is going to come save them.”

Harish acknowledges that it was not easy to convince farmers that they were serious.

But persistence and sincerity paid off.

“We convinced some of the big, more educated farmers, who took us in and taught us some of the basics. We went back week after week until they realised that we really had their best interests at heart.”

They spend their own money for travel and usually spend the night in open terraces, schools or small hostels.

The core group of volunteers is between the ages of 20-30, but there are older volunteers and some bring their families as well.

T R Sarathy, 45, lives in the small village of Alathur, in Thiruvallur district of Tamil Nadu. He belongs to a family of farmers. Six years ago, he gave up farming and ventured into brick making, which, he says, is much more profitable.

“Until about six years ago, farming was all we knew. For generations our family survived growing seasonal crops, but it was becoming harder every year.

“When a few villagers ventured into brick making, I too gave up farming,” says Sarathy who is a huge support to Harish and his team. He scouts the nearby farms to find out who needs help.

He says most of the farmers have small farms and cannot afford the Rs 250-300 that the labourers demand.

They grow rice, vegetable and also some flowers like roses and kanakambaram (an orange flower that women put on their hair).

Harish lets him know in advance when the group will be coming. He identifies the farmers who need help most.

They groups are of 10-20 and they work for two days from 6:30 in the morning to about 4 in the evening, doing whatever needs to be done.

“I was forced to give up farming, but today I am happy that at least I am helping my brothers survive,” Sarathy says.

The Weekend Agriculturist

Prachi Ghatwal, 25, from Goa, a mobile app developer at Creative Capsule India Pvt Limited was an active part of TWA before she went back to her hometown.

“When I was in Chennai, I used to travel with the other volunteers to the farms. Most of the farms are family owned and can barely afford any extra manpower. They are grateful for any kind of help and it is hugely satisfying seeing your work make some difference to their lives.”

She now helps with registrations and provides some technical support. “We are working on a mobile app that will facilitate better and easy registration of volunteers for the various events planned by TWA,” she says.

The group not only offers free services, they also bring in consultants, who offer expert advice and provide solutions based on the individual needs of each farmer.

The consultants educate the farmer on how to improve the quality and yield of crops. They work on sustainability and increasing growth and profitability.

They are also trying to make them adopt the traditional, healthier practices of farming.

“Our work is not over with just the weekend; we are constantly exploring new avenues to help the farmers,” says Satish.

“For the last 30-40 years, our farmers have relied on chemical fertilisers and pesticides to boost crop production without understanding its long-term effects. Most of the food on our table today is loaded with toxins.

“We are teaching the farmers the benefits of going organic, but it is not an easy task. A few have agreed to go organic on a small patch of their land.”

Volunteers are also taught how to grow their own organic vegetables.

“Vegetables like brinjal, chilly, or tomatoes can be grown very easily. I myself harvest about three or four kilos of brinjal every month in my garden. Growing your own food is a totally exhilarating experience,” Satish claims.

The Weekend Agriculturist

The volunteers are encouraged to buy produce from the farmers.

“These poor farmers sell their produce to middlemen, who buy for as low as Rs 5-6 per kg and sell for Rs 40-50 in the city. We are currently working to get corporates interested in building a direct link between the farmers and consumers, to help farmers get a better rate for their produce,” says Harish.

TWA has been in operation for three years and Harish is happy with the results.

“Today, we are appreciated for our work. Occasionally youngsters from Coonoor, Erode and Bangalore join us. There are plans to encourage such groups in other cities too.”

He says farmers too are encouraged at getting the help. “Our desire to help them is a huge motivation for them. They are happy to know that somebody cares.”

Source….Saraswathi in http://www.rediff.com

Natarajan

சாப்பிடும்போது போன் எதற்கு?- கூகுளின் புது சி.இ.ஓ. சுந்தர் பிச்சை நேர்காணல்…

குள் நிறுவனத்தின் புதிய தலைமை நிர்வாக அதிகாரி, சென்னையைச் சேர்ந்த சுந்தர் பிச்சை. கூகுள் க்ரோம், கூகுள் டிரைவ், ஜி-மெயில் ஆப்ஸ், கூகுள் மேப்ஸ் ஆகியவற்றின் தயாரிப்பில் முக்கியப் பங்குவகித்த சுந்தர் பிச்சை கூகுளின் தலைமைப் பீடத்தில் உட்கார்ந்ததன் மூலம், ஒட்டுமொத்த இந்தியாவின் கவனத்தையும் ஈர்த்திருக்கிறார். “எப்போதுமே ஒரு தரப்பினருக்கு மட்டுமான தொழில்நுட்பத்தை உருவாக்குவதல்ல கூகுளின் வேலை. கடைக்கோடியில் வசிக்கும் கிராமத்துச் சிறுவனுக்கும் சரி, ஹார்வர்டு பேராசிரியருக்கும் சரி, ஒரே மாதிரிதான் கூகுள் தேடுபொறி வேலை செய்யும். இதைத்தான் கூகுள் தொடர்ந்து செய்ய வேண்டும் என்று நினைக்கிறேன். சமநிலையைச் சாத்தியப்படுத்தும் சக்தியாகவே கூகுளை நான் பார்க்கிறேன்” என்கிறார். ஒட்டுமொத்த உலகமும் ஸ்மார்ட் போன் சூழ் உலகமாக மாறிவரும் சூழலில் – சுந்தர் பிச்சையின் யுகத்தில் கூகுளின் வணிக இலக்குகளிலும் ஸ்மார்ட் போன்களுக்கு முக்கிய இடம் உண்டு – தொழில்நுட்பம், மனித வாழ்க்கை இரண்டுக்கும் இடையேயான எல்லைகள் எது என்பதைப் பற்றி மிகுந்த சுவாரஸ்யமாகப் பேசுகிறார் சுந்தர் பிச்சை.

நாம் ஸ்மார்ட் போன் சூழ் வாழ்க்கையை நோக்கி நகர்ந்துகொண்டிருக்கிறோமா, அதாவது மொபைல் போன்களின் மோகம் பெருகியுள்ளனவா?

எனக்கு அப்படித் தோன்றவில்லை. நிச்சயமாக மனிதர்கள் வாழ்க்கையில் போன்கள் முக்கிய இடம் பிடித்துள்ளன. அதனால், மக்கள் அதிக அளவில் பயனடைகிறார்கள். அதே போல இடைஞ்சலும் அதிகரித்துள்ளது. ஆனால், இது ஆரம்ப காலக்கட்டத்தின் பலவீனம்தான். மிஞ்சிமிஞ்சிப்போனால் கடந்த ஐந்து, ஆறு வருடங்களாகத்தானே மொபைல்போனைப் பயன்படுத்துகிறோம். சொல்லப்போனால், மக்கள் தினசரி ஆறு மணி நேரம்வரை தொலைக்காட்சி பார்க்கின்றனர். அந்த மோகம் போன்களின் பக்கம் திரும்பியுள்ளது, அவ்வளவே!

பயனாளரை மையப்படுத்திய சாதனங்கள் என நீங்கள் அடிக்கடி சொல்வதன் அர்த்தம் என்ன?

எதை உருவாக்கினாலும் அதன் இலக்கு பயனாளர் களின் சிக்கலுக்குத் தீர்வளித்து, வாழ்வை மேம்படுத்தி, மகிழ்ச்சி அளிக்க வேண்டும் என்பதே. இன்னும் சரியாகச் சொல்வதானால், கணவன் அல்லது மனைவியின் அழைப்பையும் பிறருடைய அழைப்பையும் வேறுபடுத்திக் காட்டும் அளவுக்குத் தொழில்நுட்பம் நுணுக்கமாக வடிவமைக்கப்பட வேண்டும் என முயற்சித்துக் கொண்டிருக்கிறேன்.

போன் நமது வாழ்வை எளிமையாக்கியுள்ளது என்பதை மறுப்பதற்கில்லை. இருந்தாலும், இரவு உணவு சாப்பிடும்போதுகூட மின்னஞ்சலைப் பார்க்கும் பழக்கம்வந்துவிட்டதே… எந்நேரமும் போனில் மூழ்கிக்கிடப்பதை மாற்ற கூகுள் ஏதேனும் முயற்சித்துள்ளதா?

தொழில்நுட்பத்துக்குச் சிறிதும் தொடர்பற்ற கேள்வி இது. சாப்பிடும்போது எதற்காகக் குழந்தைகள் மொபைலைப் பயன்படுத்த வேண்டும், எனக்குப் புரியவில்லை. குழந்தைகள் வளர்ப்பில் உள்ள சிக்கல் இது.

நான் கேட்டது குழந்தைகளைப் பற்றி அல்ல… பெற்றோர்களைப் பற்றி?

பெற்றோர்களும் இரவு உணவின்போது தொலைக்காட்சி பார்க்கிறார்களே!

ஒரு சந்திப்பு நடைபெறும்போது எத்தனை நபர்கள் போன்களைத் துழாவுகிறார்கள் என்பதை வைத்துக் கூட்டம் நடத்துபவரின் முக்கியத்துவத்தைச் சொல்லிவிடலாம் என்பார்கள். கூகுள் நிறுவனத்தின் உயர் அதிகாரியான நீங்கள், கூட்டங்கள் நடத்தும்போது பங்கேற்பாளர்கள் போனைத் துழாவக் கண்டதுண்டா?

போன்கள் வரத்துக்கு முன்பு அமெரிக்கக் கார்ப்பரேட் நிறுவன ஊழியர்கள் கூட்டங்களின்போது லேப்டாப்பைத் துழாவுவது வழக்கம். அப்படி முக்கியக் கூட்டங்களுக்கு இடையில் லேப்டாப்பும் கையுமாக இருப்பவர்கள் பலரை நான் பார்த்திருக்கிறேன். இது பயன்படுத்தும் விதத்தைப் பொருத்ததே. நான் பகல் நேரங்களில் மின்னஞ்சல் அனுப்பவே மாட்டேன். நான் சதாவதானியும் அல்ல. கூட்டத்தில் சுறுசுறுப்பாகக் கலந்துகொள்ளும் அதே வேளையில், மின்னஞ்சலும் அனுப்பும் திறமை எனக்குக் கிடையாது. ஆனால், சிலர் இரண்டையும் சாதுரியமாகக் கையாள்கிறார்கள்.

இரண்டு வருடங்களுக்கு முன்பு நீங்கள் முதல் ஆண்ட்ராய்டு வாட்ச் அறிமுகப்படுத்தியபோது, ‘நீங்கள் இரவு உணவருந்தும்போதுகூட போனைப் பயன்படுத்தாமலேயே இந்த வாட்ச் மூலம் மின்னஞ்சல் பார்க்கலாம்’ என விளம்பரம் கொடுத்தீர்களே?

உங்களுக்குத் தேவைப்படும்போது தகவல்கள் கிடைக்கச் செய்வதுதான் என் நோக்கம்; இடைஞ்சல் தருவது அல்ல. உதாரணத்துக்கு, நீங்கள் வாகனம் ஓட்டும்போது போனைப் பயன்படுத்துவது அபாயகரமானது. அதற்காகத்தான் ஆண்ட்ராய்டு ஆட்டோ உருவாக்கினோம். இதன்மூலம் உங்கள் போனைத் தொடாமலேயே அழைப்புக்குப் பதிலளிக்கலாம். தேடும் தகவல்களைப் பெறலாம். இப்படி உங்களுக்குத் தேவையான பொருளைச் சரியான நேரத்தில் கொடுக்க நாங்கள் முயல்கிறோம். இன்றைய பயனாளர்களுக்குப் பல சுமைகள் உள்ளன. அந்தச் சுமைகளை நாங்கள் ஏற்றுக்கொள்கிறோம்.

எல்லாவற்றுக்கும் தொழில்நுட்பத்தை மக்கள் சார்ந்திருக்க வேண்டும் என்பது உங்கள் எண்ணமா? பித்துப்பிடித்தார்போல எந்நேரமும் மக்கள் மின்னஞ்சலைத் திறந்து பார்த்துக்கொண்டே இருக்கிறார்கள். விருப்பப்பட்டுப் பார்ப்பது வேறு, அலுவலக உயர் அதிகாரிகளிடமிருந்து தகவல் வந்திருக்குமோ எனப் பதற்றத்தோடு பார்க்கும் காலம் வந்துவிட்டதே?

ஜி-மெயில் வழங்கும் ‘ப்ரயாரிட்டி இன்பாக்ஸ்’ஆப்ஷனைக் கிளிக் செய்வதன் மூலம் முக்கிய மின்னஞ்சல்களை மட்டும் நீங்கள் பார்த்துக்கொள்ளலாமே! மோசமான பயன்பாடும் இருக்கத்தான் செய்கின்றன, மறுப்பதற் கில்லை. எதுவாக இருந்தாலும், மனிதர்களின் அறிவுத் திறன், விருப்பம், பயன்பாடு என அத்தனையும் மனதில்கொண்டுதான் தரத்தை மேம்படுத்த நாங்கள் தொடர்ந்து பயணித்துக்கொண்டிருக்கிறோம்.

கூகுள் காலண்டர் போன்ற அம்சங்கள் இருப்பதால் யாரும், எதையும் நினைவில்வைக்க முயற்சிப்பதில்லை. இப்படி எதையும் பொருட்படுத்தாத மக்களை உருவாக்க நினைக்கிறீர்களா?

எவ்வளவு சிறப்பான சாதனமாக இருந்தாலும், சில வரை யறைகள் வேண்டும். என் உடல் ஆரோக்கியத்தைப் பராமரிக்க ‘ஃபிட்னஸ் ஆப்ஸ்’ உதவ முடியாது. அதேநேரம், என் குழந்தையின் பிறந்த நாளை நான் மறக்க நேரிட்டால், என்னைப் பார்த்து அலற ஒரு போன் வேண்டும் என நான் நினைக்கிறேன்.

எதற்காக போனைக் கையில் எடுத்தோம் என்பதே தெரியாமல் போனைச் சட்டெனக் காதில் வைத்ததுண்டா?

பல முறை! தேவையே இன்றிப் பழக்கதோஷத்தில் போனை எடுப்பதுண்டு. காரணமே இல்லாமல் அதை வெறித்துப் பார்த்துக்கொண்டிருப்பதும் உண்டு.

வீட்டைச் சுற்றிச் சுற்றி நடந்தபடி போன் பேசக் கூடாது என நான்முடிவெடுத்துள்ளேன். இதுபோல போன் பயன்படுத்தாத நேரம் என நீங்கள் திட்டமிட்டது உண்டா?

கூகுள் ஐ / ஒ தொடங்குவதற்கு முந்தைய நாள் இரவு. தலைமை உரை நிகழ்த்துவதற்குச் சில மணி நேரங்களுக்கு முன்பு, எங்கள் குழுவினர் போன்களை எல்லாம் ஒரு கூடையில் போட்டுவிட்டு எல்லோரும் மகிழ்ச்சியாக இரவு உணவு சாப்பிட்டோம்.

பின்னணியில் கரைந்துபோகும் தொழில்நுட்பத்தைத் தயாரிக்கிறோம் என நீங்களும் கூகுள் துணை நிறுவனர் லாரி பேஜும் சொல்வதன் பொருள் என்ன?

தொழில்நுட்பத்தைப் பயனாளிகளிடம் கொண்டு சேர்ப்பதல்ல எங்கள் நோக்கம். அதை ஒரு அழகிய அனுபவமாக மாற்றுவதே! ‘க்ரோம்’ உருவாக்கியபோது கூடுமான வரை எந்தச் சிரமமும் இன்றிப் பயனாளிகள் லகுவாகத் தொழில்நுட்பத்தைப் பயன்படுத்தச் செயல்பட்டோம்.

நீங்கள் தேடும் தகவலைச் சரியாகக் கொண்டுவந்துசேர்க்க ‘கூகுள் சர்ச்’ மிகக்கடினமான தொழில்நுட்பத்தைப் பிரயோகிக் கிறது. ஆனால், உங்களுக்குத் தேவை தகவல் மட்டுமே. ஆகையால், கரடு முரடான தொழில்நுட்பம் பின்னணியில் மறைந்துபோகத்தான் விரும்புவீர்கள்.

ஆனால், சில நேரங்களில் அனுபவமே இல்லாமல் போகும் நிலை உண்டாகின்றனவே?

ஒரு நல்ல சாதனத்தை உருவாக்கும்போது இப்படி நிகழத்தான் செய்யும். ஏற்கெனவே சொன்ன மாதிரி, என் வாழ்வின் முக்கியத் தருணத்தை நான் இழக்க நேரிடும் போது என் போன் என்னைப் பார்த்து அலற வேண்டும் என நான் நினைப்பேன். ஒரு வேளை, நான் முக்கிய வேலையில் ஈடுபட்டிருக்கும்போது போனில் வேறு தகவல் வந்தால் புறக்கணிப்பேன், அவ்வளவுதான்! என்னைப் பொறுத்தவரை பயனாளர்களின் தேவையைச் சரியாகப் பூர்த்திசெய்ய வேண்டும். அது ஒரு தொடர் முயற்சி. அந்தப் பயணத்தில் நாங்கள் உருவாக்கிய தொழில்நுட்பம் வழிமறிக்காமல் கண் காணாமல் மறைந்துபோவதும் அவசியமாகிறது.

© ‘தி நியூயார்க் டைம்ஸ்’   கொனார் டவுகர்டி

தமிழில் சுருக்கமாக: ம.சுசித்ரா

The quiet, nerdy schoolboy who went all the way….Read What SundarPichai’s Grandmother says about him ….

Sundar Pichai was inquisitive and eager to learn, says grandmother Ranganayaki

Kamikaze auto drivers on Chennai’s streets may make you fear for life and limb. But as a school-boy, auto rides to school did not faze the newly-anointed CEO of Google Sundar Pichai, who, a school-mate who shared the rides recalls, had his nose in his books all the way to school.

Quiet, nerdy and studious is how friends of Pichai remember him from his days at Jawahar Vidyalaya, a CBSE school in Ashok Nagar, Chennai. Pichai was so focused on studies and wanted to fare well in academics that most of his associates don’t remember him participating in sports or any other extra-curricular activities.

A classmate recalls, “Sundar was academically bright, though he wasn’t the first in class. He was always ranked third, behind two girls, who took the first two ranks. He wasn’t very participative and kept to himself.”

Cool guy

Another classmate, chary of having her name on record, recalls that he always had a smile on and never got upset over anything.

The school put all the brightest students and achievers in the 9th standard in section A, where Pichai too was placed. Though, of course, there was nothing to indicate that one day he would go on to head a major global corporation.

That he could be fiercely competitive was, however, evident as this classmate recalls: “When the mark-sheets were distributed in class, he would be the first one to rush to take them from the teacher and compare his marks with other toppers in the class.”

Pichai moved out of Jawahar Vidyalaya to join Vana Vani, a school inside the IIT-Madras campus to pursue his Plus Two under the Tamil Nadu State board syllabus.

Born in Madurai, Pichai grew up in Chennai, where his father worked for switchgear-maker English Electric Co Ltd. Pichai did not have very many friends but he was inquisitive and eager to learn, even at a young age, says Ranganayaki, Pichai’s grandmother, who is 92 years old and lives in the same modest house in a quiet lane in Ashok Nagar where Pichai grew up.

Street cricket

Ranganayaki, her memory still strong, recalls that Rajesh, as Pichai is called at home, hated wasting time and was diligent when it came to his studies.

“Both the brothers liked to play cricket in front of the house after school, though it was mostly just the two of them,” she says.

Another classmate, who is still in touch with him from his school days, says Pichai remains the same quiet person he always was.

“It’s difficult for us to imagine that he now heads Google,” she says.

(This article was published on August 11, 2015)
Source…..

    SWATHI MOORTHY and,
    Natarajan

Message for the Day…” Right Conduct is the only way to win the Grace of God…”

Sathya Sai Baba

You must dedicate yourself to right conduct (Dharma) and always be engaged in righteousness (Dharma). Then you will live in peace and the world will enjoy peace. No one can acquire real peace, nor can they win the grace of the Lord through any means other than right conduct. Dharma is the foundation for the welfare of humanity; it is the only unchanging truth across all times. When Dharma fails to transform human life, the world will be afflicted by agony and fear, tormented by stormy revolutions. When the effulgence of Dharma fails to illumine human relationships, people will be shrouded in sorrow. All religions and scriptures expound Dharma and proclaim aloud the Glory of Dharma. The stream of Dharmic activity should never run dry; when its cool waters cease to flow, disaster is certain. God is the embodiment of Dharma; His Grace is won by Dharma

” With Rs 20 lakh, he built a Rs 350-cr business”….Meet Md. Gyasuddin….

Md Gyasuddin

‘I found my motivation in the fast emerging mobile market.’

‘Nokia’s biggest mistake lay in its stubbornness to change.’

‘It’s important to understand the pulse of the people.’

“To succeed in life, you need to be a dreamer and need to follow that dream with passion, hard work and dedication,” said Md Gyasuddin,  managing director of Hitech Mobiles.

He observed this simple rule of life and today he is the owner of Rs 350-crore (Rs 3.5-billion) business.

Starting with a capital of Rs 20 lakh (Rs 2 million), it has been a long journey for him.

“At times, it seemed I was being unreasonable and foolish but never gave up,” he said.

After graduation, Gyasuddin started a small mobile import unit in Kolkata in 2002.

But he had a wider vision — that of creating a mobile brand of his own.

After tutoring himself on the intricate details of the trade, Gyasuddin set up his own company — Hitech Mobiles in 2008.

Over the years, the company grew steadily and is now selling almost 2 million mobile handsets a year.

It is ranked 8th among the Indian handset makers.

Recently, the company set up its assembling unit in at Merrill Logistics Park in Sankrail, Howrah.

In a candid conversation with Indrani Roy/Rediff.com, Gyasuddin talked about how he built his company, what plans he has for it, the new assembling unit among other things.

Hitech Mobiles

What led to the idea of launching a new brand?

From an early age, I was fascinated by mobile phones and always wanted to deal in them.

After graduation, there was tremendous pressure on me to start earning. I came from a lower-middle-class family and my father was a government employee.

There was a crunch of cash all the time. But I was unwilling to take up any ordinary job that came my way and wanted to start a business.

I wanted to import mobile handsets. As a student, I had saved some money and with that took a short trip to Hong Kong to understand the nuances of mobile handsets’ business.

On my return, I started an import unit in Kolkata in 2002. I used to import handsets made by Nokia, Samsung etc and would sell them in the local market.

What was your motivation?

I found my motivation in the fast-emerging mobile market.

Though I was only out of college I knew that the mobile market had huge opportunities and it would soon undergo a thorough transformation.

I thought if I ventured into this market now, I could build a secure future.

The road must have been tough for you. What difficulties did you face in setting up this business?

Most difficult part of my journey was accumulating funds for the business. I took loan from the bank and also from friends and relatives for starting the import unit.

With an initial capital of Rs 20 lakh (Rs 2 million), I started building the mobile import unit.

The next hurdle was manpower. It was extremely difficult to get skilled workers to run the import unit. Unable to gather enough expert hands to run the business, I hired some freshers and took the responsibility of training them myself. My import unit started giving me good returns from 2004.

This is when I started dreaming of launching a mobile brand. My dreams bore fruit in 2008. Starting with a single unit in Kolkata, Hitech now has 20 branch offices all over India — it’s a wonderful feeling!

Hitech accessories

There are so many mobile brands, foreign and Indian, in the market. Why do you think people buy Hitech? What is its unique selling proposition?

We have consciously tried to keep prices of our mobile handsets within affordable limits. The price ranges between Rs 2,000 and Rs 8,000. Recently, we launched a mobile handset that costs Rs 599 only. We are sure it will be a major hit among the first-time buyers.

Also, we take pride in our highly professional after-sales service units, numbering 350, spread across India. We believe in our customers’ brand loyalty and ensure that they never get a chance to complain.

Which countries do you export your products to at present?

We mainly export our products to Nepal, Bangladesh and Bhutan at the moment. But we do plan to reach out to other countries soon.

Who is your target group?

Mobiles that we make are meant for younger generation between 18 and 30 years of age. Our mobiles are meant for those who want maximum features at minimum prices. We cater mainly to those who have been initiated on to the world of smart phones.

Hitech is ranked 8th among Indian mobile handset makers. How do you plan to beat your competitors?

As I said before, no other mobile handset maker but us can offer so many features at such affordable prices. Besides, our research and development team is constantly experimenting with new ideas to make our products unique.

At present, 30-40 per cent of our revenue is accrued from the sales of smartphones and the rest from the sales of conventional handsets. I hope it will take us a few more years to reverse the trend.

During a media interaction you had said that you learnt a lot from what happened to Nokia. Could you please elaborate?

I think Nokia’s biggest mistake lay in its stubbornness to change. Nokia never took its competitors seriously and it stuck to its Symbian operating system. But as India moved on to smart phones with the advent of 3G, people opted for Android, which was the cheaper option.

Samsung and Google grabbed this opportunity and soon Nokia found itself getting irrelevant. We saw in Nokia’s case a great business lesson.

Hence, we have vowed to ourselves to keep surveying the market and keep adapting ourselves to the changing needs of time.

Why did you venture into accessories’ production?

Soon after launching Hitech, we discovered that the modern market was crazy about mobile accessories. A new product was hitting the stores almost on a daily basis. We also noticed that the prices of these accessories were too high.

Hence, we thought of manufacturing accessories that will be user-friendly as well as affordable. Over the last few years, Hitech’s accessories have been a major hit. In fact, our accessories’ sales alone have added as much as Rs 150 crore (Rs 1.5 billion) to the revenues.

Tell us about your new assembling unit in Howrah.

The main motto of Hitech is to produce multi-featured mobiles at reasonable prices. The assembling unit will work towards this end. This 24,000-square foot unit set up at a cost of Rs 15-20 crore (Rs 150-200 million) will employ more than 200 people. The unit will house 11 machines, 4 assembly lines, one quality testing line and one packaging line.

We are collaborating with our Chinese partners, Shenzhen Yiheyuan Technology Company Limited, for mobiles and Shenzhen Hi-Tech Electronic Industrial Co. Ltd for accessories.

In tune with Prime Minister Narendra Modi’s ‘Make in India’ theme, we intend to make high quality handsets that will be smart enough to compete with any of the global brands.

It’s often said that West Bengal has a very poor industrial prospects. Even then, why did you choose this state to set up your assembling unit?

I think it’s unfair to be negative about anything without trying out all the possibilities. Since I am born and brought up in this city, I have always felt I should give something back to Kolkata. Besides, starting a business in Kolkata or in any part of Bengal has its advantages. Here labour comes cheap and as there are not many factories, there is less competition.

Hitech does brisk business in mostly non-metro cities. Have you intentionally avoided expanding your business in the metros? If so why?

Business response from non-metros so far has been enormous. In fact, these are the places where we get maximum number of buyers.

However, we do have plans for expanding in the metros. We are waiting for the goods and services tax to be implemented.

For, it will be a lot easier for us to chalk out an expansion plan when we have a unified tax regime.

What are your plans for expansion?

Talks are on to start business in Sri Lanka and some African countries. Our sales and marketing teams are very dynamic and they are constantly exploring opportunities so that our business can grow.

Having tasted such amazing success, what would be your message to budding entrepreneurs?

There are three pillars of success — hard work, honesty and perseverance.

Moreover, it’s important to understand the pulse of the people. One should always be aware of the market demand. If one sees a spark somewhere, one must stoke it.

An opportunity does not always come knocking. One often needs to convert a feeble chance into a huge opportunity.

 

Indrani Roy / Rediff.com in Kolkata  Photographs courtesy: Hitech Mobiles

source….www.rediff.com

NatarajanWith Rs 20 lakh, he built a Rs 350-cr business

Message for the day…” No One is Outside the Love of God…”

Sathya Sai Baba

No one is outside the Love of the Lord. The eighteen-year old boy is asked by the mother to go into the kitchen, take a plate and serve himself rice and curry and eat. The mother is not callous or unkind; she knows the capacity of the boy and treats him as he ought to be treated. For another son she accompanies to the kitchen, sits by his side and serves food to him. But she seats the third son on her lap and feeds with many a song in order to make the process pleasant for the child. Do not think that the mother is partial; no, she is only making use of her knowledge of the capacity of her children to make them progress. That is the nature of maternal love.

Sundar Pichai and the world of Indian CEOs….

File picture taken on July 24, 2013 shows Sundar Pichai, Senior Vice President of Android, Chrome and Apps for Google, speaking at a media event at Dogpatch Studios in San Francisco, California

It is not every day that one of the world’s largest technology companies announces a new CEO.

So when Google announced that Sundar Pichai was taking the reins on Monday, his promotion gained thousands of column inches worldwide – not least of all in his native India. The Hindu newspaper called the news “a bonus for people of Indian-origin world over“. The Times of India hailed the “quiet yet thoughtful” man from Chennai (Madras). But his ascent is far from unique. In fact, it is becoming ever more common for major international companies to have an Indian-born CEO. One study, by the University of Southern New Hampshire, says that Indian managers are more successful because of “a paradoxical blend of genuine personal humility and intense professional will”. Whatever the model is, it seems to be working. Mr Pichai is the latest, and the most high-profile, Indian-born CEO. You can read more about him here – but here are five more Indian-born CEOs who are making waves.

Satya Nadella – Microsoft

Microsoft CEO Satya Nadella addresses delegates during the launch of the Windows 10 operating system in Kenya Mr Nadella, 47, who was named the head of Microsoft in February last year, was one of the first to tweet his congratulations to Mr Pichai on Monday. On his first day in the job, the father-of-three sent an email to all staff, calling it “a very humbling day for me“. “I am… defined by my curiosity and thirst for learning,” he told staff. “I buy more books than I can finish. I sign up for more online courses than I can complete. “I fundamentally believe that if you are not learning new things, you stop doing great and useful things.” Born in Hyderabad, he joined the company in 1992 and was previously in charge of Microsoft’s Cloud OS service, which powers products such as Bing, Skype and Xbox Live. Microsoft’s man at the top

Ajay Banga – Mastercard

Mastercard CEO Ajay Banga speaks to reporters on the sidelines of the White House Summit on Cybersecurity and Consumer Protection at Stanford University in Palo Alto, California, on February 13, 2015 After working for Nestle, then PepsiCo, Mr Banga – who is from Pune – took over as CEO of the credit card company in July 2010. He began his career with Nestle in 1981. In a speech in April to his alma mater, the Indian Institute of Management (IIM), he outlined what he called the “grand plan” he had at the start of his career. “Get with somebody good. Get with somebody global. Do something that interested me. That’s it. So, don’t stress if you haven’t got a detailed plan for your life. Anyone can have a good idea or plan; what makes it great is execution.” He also outlined six main lessons for good leadership:

  • a sense of urgency
  • a sense of balance
  • the courage to take thoughtful risks
  • be competitively paranoid
  • develop a global view
  • do well and do good

Indira Nooyi – PepsiCo

CEO of PepsiCo Indra Nooyi speaks at the official opening of a PepsiCo bottling plant not far from Moscow in Domodedovo on July 8, 2009 Named the third most powerful woman in business by Fortune magazine last year, Ms Nooyi was, like Sundar Pichai, born in Chennai. She was named CEO of PepsiCo in 2006, having joined the company in 1994. The company she presides over is a food and drinks giant: some of the brands owned by PepsiCo include Starbucks, Muller, Frito-Lay and Tropicana. The company says 22 of its brands are each worth more than $1bn (£640m). “In my case, I benefited because I grew up outside of the United States,” Ms Nooyi said in an interview in March. “I understand exactly how the world works, and I could see the world through the eyes of people from outside the United States.”

Ivan Menezes – Diageo

An undated image of Ivan Menezes, Chief Executive of Diageo plc.

Mr Menezes, from Pune, is another IIM graduate. He took over as head of the British drinks giant Diageo in July 2013. Like Ajay Banga, he began his career with Nestle in 1981. Among the brands the company owns are Guinness, Johnnie Walker whisky, Smirnoff vodka and Captain Morgan rum. One of his biggest moves as CEO was to buy a majority stake in India’s United Spirits company, though that deal has since provided Diageo with a number of headaches.

Shantanu Narayen – Adobe Systems

Adobe CEO Shantanu Narayen speaks during a keynote address by Samsung President and General Manager of Visual Display Business Boo-Keun Yoon at the 2011 International Consumer Electronics Show at the Las Vegas Hilton January 6, 2011 Mr Narayen, from Hyderabad, has run the software firm since December 2007. He began his career with Apple. “There’s an Indian community that’s vibrant and thriving,” he said of Silicon Valley in an interview in February. “We attribute a lot of that to the importance of education that we all grew up with.” In the interview, he said Hyderabad’s schools – modelled on the British public school system – helped his progression, as did having a foreigner’s appreciation of the opportunity the US had given him. Source…www.bbc.com Natarajan