Management and Chutzpah
Shivanand Kanavi
( Appeared in the Business Standard, May 9, 2023)
Book Review
“Failure is not an Option -- When the chips are down get up and get going”- by Veer Sagar, Bloomsbury (2023)
Veer Sagar is a well-known name in Indian IT industry. He
started his career as a Computer Engineer in Dunlop, in the 1960’s; pioneered
the application of Operation Research, a mathematical approach to obtain optimum
solutions to various commonly occurring conundrums in Management decision
making in production planning, sales, finance etc. That was his first job in an
iconic British multinational with a “pucca sahib” culture that had invented
rubber tyres and hence obviously thought they knew everything to know about
tyre business. So trying out anything new and that too based on inputs from a
rookie way down the food chain was blasphemous. However Mr Sagar, all of twenty had already learnt the lessons in ‘how to win friends and
influence people’ and got his way and made a mark in his job and started a
rapid rise in the company.
After two decades in Dunlop, practicing IT as a management
decision support system for all core corporate functions in a tyre company, Sagar
moved into sales and marketing successfully. But when he saw that the mother
company in UK was preparing to divest its holdings in India to a Dubai based Indian investor,
Manu Chhabria, he moved to a hardcore British computer company, ICL (ICIM) to
head its marketing in 1984. ICL was also once iconic but was already in decline
with relentless competition and rapid changes in technology from a plethora of
American companies led by the veritable IBM. Soon in 1987 ICL too divested from
ICIM in favour of another Indian business group, RPG which had its own plans
for the company.
Mr Sagar now moved to another pioneering company in North
India, DCM Data Products as CEO. This too was in decline by then. With a decade
in DCM and its repositioning as DCM Data Systems, a solution provider and not a
mere hardware manufacturer and its overall change in fortunes for the better, earned
Sagar an enviable title of ‘turn around Manager’ in the Business media. However
there were winds of change in the hardware industry and PCs had entered the
Indian market both in the government and in private companies. Most PC
companies were importing knocked down kits from East Asia and DCM could not compete
with them.
With telecom infrastructure rapidly changing in the 90s, Mr Sagar saw a new opportunity opening up in back office operations and brought in
new business too. However the DCM owners disagreed and Mr Sagar quit and plunged
into a new phase as an entrepreneur at 55. He was one of the pioneers in
starting up in 1997 what we call today as IT Enabled Services or BPO industry.
His successful venture, Selectronics was mentioned by the Time magazine in 2000
and NYT columnist Thomas Friedman in his book “The Lexus and the Olive
Tree—Understanding Globalisation”.
His stint as an entrepreneur was not all rosy. He had to
learn many costly and hard lessons from some unethical practices of some of his
business partners.
The book brings out that Veer Sagar in all his professional
life employed what the Americans call ‘chutzpah’ and thereby hangs a tale and
also a very well written book that never bores you with lectures on management
theory. He draws a host of simple to state yet extremely important practical
lessons from over five decades of experience first as an executive and then as
an entrepreneur.
He has a style of crisp and engaging storytelling. At the
same time each story has a purpose beyond recall and nostalgia and actually
leading to some lessons for an executive that Mr Sagar sums up neatly at the end
of each story or episode. Interestingly he constructs almost his entire life
story from childhood; student days till the university; his professional career
of over 50 years; his experience at entrepreneurship in the ‘90s when startups
were still new and BPO was yet unknown and so on. In fact he claims that he
coined the word IT Enabled Services in those days. He also weaves in his family
life, friends, associates, role as a policy advisor to the government in a
cornucopia of industry bodies and committees.
I would recommend it to any budding corporate executive in
any industry.
The only blemish I found in the book is the lack of an index
at the end.
Shivanand Kanavi
(Shivanand is Adjunct Faculty at NIAS, Bengaluru. He has had varied
career as a theoretical physicist, Business Journalist, author and former VP of
IT giant TCS. He can be reached at skanavi@gmail.com )
