EXCELLENCE AS SUCCESS MANTRA





The quest to gain thorough knowledge has turned Suresh Babu Makam into a successful entrepreneur

Suresh Babu Makam is an entrepreneur parexcellence. He has been at the helm of many successful start-ups and the reason for the wealth creation to all whom he has mentored. An individual who believes in ethical business and fairness above all else, he has spent more than three decades establishing many verticals, including textiles, preschool franchising, educational ventures and the real estate sector.
Did you always want to be a businessman?
I hail from the small border town Hindupur. In my formative years, my intense desire to make a difference drove me towards equipping myself with multiple qualifications. I started out with M.Com, my guess would be because I hail from a business family . At that time, I thought I wanted to become a lecturer. But, my thirst for knowledge was not satiated, so I took up LLB and went on to also complete my CA. Upon completion of my education, one day my uncle Tallam Nanjunda Shetty and my father Makam Krishnamurthy , sat me down and explained to me the joys of being my own boss. I was told that as a businessman, I could make a difference. That changed the course of my life to being an entrepreneur and there has been no regret ever since. What is your mantra for a successful business venture?
I am a firm believer in two things: brand name and financial knowledge. I have been associated with a top textile brand for the last 35 years and have grown to have business holdings in almost the entire south India. About 10 years ago, I met Ms. Swati Popat Vats, who was the Director of Podar Jumbo Kids, a preschool. I envisioned that there was a need for a quality preschool of similar stature at Karnataka too. I immediately took up the master franchise rights and began operations in 2004.
Having a CA background has ensured that I'm always certain of the financial health of the organisation. I believe that if you don't maintain your books of accounts well, a businessman does not know the real pulse.
What do you attribute the success of Podar Jumbo Kids in your territory to?
Podar Education Network, franchises the preschool brand Podar Jumbo Kids and Podar Jumbo Kids plus. Our preschool chain offers high quality education with the implementation of latest technology and knowledge based curriculum. We also run teachers training institutes and after school activity programs across these schools. It is because of our hard work and dedication, we have been able to add more schools each year.
Our presence in the preschool industry is marked with technology-enabled products, high quality people, structured processes and entrepreneurial leadership, that come together to deliver unmatched value. Founded in 2004, the company today has two offices in Karnataka and Andhra Pradesh and 60 preschools.
Shiksha Associates reaches out to over 6,000 students across 60 centers each year. Vickram, my son-in-law and Preethi, my daughter have been able to convert my vision into reality. I couldn't have asked for better!

Where are the ENTREPRENEURS?





Of the $1.6 billion invested in Indian social enterprises, 70% is in financial inclusion.
And 67% of what went into other sectors went into just 15 enterprises.
Naren Karunakaran dissects this skew to see what is holding back the social entrepreneur

Ramasubbu Shankar, given his ordnance factories background, likes to cite the works of Lieutenant General Mikhail Kalashnikov, who developed the versatile AK-47 series of assault rifles. Just like the late Russian officer, Shankar, with just an engineering diploma, revels in tinkering. He doesn't possess strong academic credentials but betrays an intuitive hold on engineering from his decades of hands-on work in defence-related technologies. “You know why Kalashnikov could do it? Because he was a soldier,“ says Shankar, implying researchers in fancy labs are far removed from the needs of those on the field. Shankar, therefore quit the ordnance services a couple of years ago to pursue his dreams of “designing something which would benefit society and rural India“ and quickly realised he had no clue on how and where to start.
He soon receded into doing contract jobs in automation for companies in Chennai, leaving weekends for his tinkering. The money was good but he was restive. “I was running an engineering paan shop,“ he says, till someone pointed him to Villgro, a Chennai-based incubator for social entrepreneurs.
After several rounds of interviews, Villgro decided to have him as entrepreneur-in-residence, a relatively new, yearlong programme aimed at innovators with nothing but an idea in their heads.
“We are now focused on the ideas stage; we want to build a pipeline of entrepreneurs,“ explains Mukesh Sharma, chief investment officer, Villgro, alluding to a challenge that straddles the impact investing and social enterprise space.
Waiting for the arrival of savvy entrepreneurs with a promising product or service, a good team, a business model, and ready to absorb a million dollars in investments for starters is futile. It's not happening.
An April 2014 study by Intellecap, a strategy advisory firm, highlights the gravity of the situation. Of the $1.6 billion invested in social enterprises since 2000, around 70% was in the financial inclusion space (both microfinance and non-microfinance). Of the investments that went into other sectors--including agriculture, energy, education, healthcare and livelihoods--about 67% was in just 15 enterprises.
Financial inclusion does require large doses of capital because of the very nature of the business. But the fact also is, even as investors begin to transition from microfinance, which has had it heydays, too much money is chasing too few entrepreneurs.
This is where people like Shankar begin to matter. People like him have to prised or coaxed out of the woodwork, and nurtured. Till he engaged with Villgro, he didn't even know what an incubator was and is still tickled by the concept. “They are paying me for building my own business and also developing a prototype,“ he says.
A confident businessman in the making, he is now tweaking CAD (computeraided design models) for an audacious shot at addressing the `missing link' in energy--an attempt to do away with batteries as storage devices. He is working on compressedair energy storage (CAES) for micro-grids. But till he found his way to Villgro, Shankar symbolised the one big question that bedevils the impact sector today: where are the bankable social entrepreneurs and what's holding them back?
Systems And Design A Vijayasimha, co-founder and CEO of OneBreath, which is preparing to launch low-cost ventilators globally, lays his bet on those in their 50s, his peer group. “They have empathy for the underprivileged,“ he says. “Youngsters are yet to develop this caring attitude.“
In the recent past, Vijayasimha has engaged with industry lobby group Ficci and also academia to bring together seniors from varying backgrounds into innovation sand-boxes, prodding them into mind-expanding exercises, to brainstorm on challenges, solutions.
What is needed is more of this.
He would like to see some sort of a flowing, institutionalised way of unlocking all the science vested in individuals, and channelling them into companies and products. A quick scan at some of the emerging early-stage social enterprises that hold promise proves Vijayasimha is indeed right about the empathy bit; he, Shankar, and GNS Reddy can be a triumvirate.
GNS Reddy, managing director of Akshayakalpa Farms and Foods, formerly with BAIF, one of India's largest NGOs, took voluntary retirement in 2012 to try and answer a question: can we make agriculture entrepreneurial? He often wonders why the owner of a paan shop in the city, with a 3 feet by 3 feet set up, earns more than a farmer with three acres of land. For him, it's a systems and design issue.
Reddy is creating a decentralised, hub-and-spoke dairy cluster in Tiptur, Karnataka, which is different from what he describes as the “milk mopping up“ models of an Amul or a Nestle.
Akshayakalpa farmers own the dairy units, while Reddy helps build their capacities on organic farming and herd management. He extends them technologies, developed in-house, to generate on-farm power from biogas plants.
He installs milk-chillers and automated milking systems. And finally, he buys their milk, processes it and distributes it in Bangalore.
Vasant Kumar, who earned Rs 12,000 at a Bangalore factory, is now back in his village earning over Rs 30,000 a month from his dairy. “I am now with my family and without the stress of city living,“ he says.
Reddy insists a 5-acre farm with 25 cows, in a rain-fed area, can easily earn over Rs 50,000 a month. He is aiming at a 300 dairy units cluster in Tiptur before he moves on to proliferate more. He is also designing a model for small farmers with one acre holdings and also exploring the offer of equity to farmers in the holding company at a later stage.
Credit Availability The second category of entrepreneurs the impact sector is banking on is midcareer professionals or those with an earlier brush in entrepreneurship. The IT types pushing new apps as revolutionary abound, but those with a social mien are rare.
Sabarinath Nair, co-founder and CEO of Chennai-based Skillveri Training Solutions, is looking to address the severe skills gap with a welding training simulator that simulates every aspect of welding, complete with light and sound, minus the smoke. While its utility to manufacturing units and training institutes is a given, Nair is now battling mindsets by taking his simulator to the rural hinterland and demonstrating it to parents and their wards. “The idea is to enhance the aspirational value of welding among unemployed youth,“ he says.
KR Karthic, co-founder of Surya PowerMagic, a Coimbatore-based manufacturer of solar water pumps for irrigation, is also engaged in building a favourable ecosystem. Rural-focused entrepreneurship is extremely difficult.
Assumptions often evaporate in the heat and grind of peculiar rural dynamics.
Karthic, for instance, hoped to sell over 100 solar systems a month. He was doing one a month! It shattered him. “The biggest barrier between us and the farmer, we soon realised, was access to credit,“ he says. Cracking it took time and ingenuity. After exhausting early solar adopters like Thangamuthu, a flowers farmer from Nachalur village in Trichy who spent Rs 2.5 lakh on diesel for his Sabarinath Nair SKILLVERI TRAINING SOLUTIONS Wants to address the skills gap with a welding training simulator that simulates every aspect of welding, complete with light and sound, minus the smoke. Nair is battling mindsets when he demonstrates the simulator and aims to enhance the aspirational value of welding among rural youth pumpsets a year, Karthic banked on farmers affiliated to sugar factories to sell his systems.
He chose this set as he knew factories provided finance linkages to farmers they bought cane from. At the same time, Karthic understood there was nothing in his solar pumps for the factories. He has now turned the entire initiative on its head. He scours the Cauvery belt for farmers who leave their land fallow, not growing anything or growing a single crop, due to power scarcity. He then approaches factories with an assuring line: “I have a farmer who wants to give you cane.“ It has changed the nature of the engagement altogether.
Cane shortage is serious across the belt. EID Parry alone needs 45,000 acres of sugarcane next year to bridge its deficit. As cane suppliers to such factories, access to credit for solar systems turns into a virtual non-issue for farmers. “In rural India, we have to go out with the assumption that what we are doing is wrong, and that there is always a better way,“ explains Karthic.
The credit issue is also haunting Reddy. His company has had to extend temporary loans of Rs 1 lakh to Rs 5 lakh to farmers to set up their dairy units so that they develop revenue streams, pay off old crop loans and turn creditworthy in the books of banks once again. This is something he hadn't reckoned.
Mentoring At The Roots Even innovators in education, with fairly tried-and-tested models, have had to trudge difficult paths. Krishna Srinivasan, chairman and founder of Everest Edusys & Solutions and a Silicon Valley serial entrepreneur, wants to take the education effort to the next level and focus on learning outcomes.
Srinivasan is working with government schools, and is changing how science is taught through the use of learning exhibits and aids. He is bringing dynamic content into the classroom. “I would like to take the average student and make him smart,“ he says. And it's showing in the maiden survey conducted by the education department of the Chennai Corporation. Teaching effectiveness and learning efficiency has increased by 48% between term 1 and term 2 in schools under the Everest tutelage.
This bunch of professionals--Nair, Karthic and Srinivasan--form a category in their background and approach to issues, but what is interesting is a fascinating turn in the search for the ever-elusive social entrepreneur. “We are now trying to identify non-English speaking, non-PowerPoint types; those who live in rural communities, understand the context, and have thought about the betterment of their communities,“ says Surabhi Rajagopal, principal analyst, Selco Foundation.
It plugs into Selco founder Harish Hande's strategic decision to not scale up his enterprise beyond Karnataka. His new incubation centre, focused on solar, seeks to identify and mentor small entrepreneurs from underserved regions in central and eastern India, and pass on all his learnings, especially those from the failures of his 16 years and 150,000 installations in solar home-lighting systems.
Villgro is doing something similar. It is expanding its reach into tier-II and tierIII cities. Last year, it held conventions in Ranchi, Lucknow, Bhubaneshwar, Pune and Hyderabad, and plans to expand further into towns where, as Michelle Abraham, leading the initiative says, “there is no buzz around social entrepreneurship“. The initial feedback is encouraging. “Small town people are clearly more empathetic to bottom-ofthe-pyramid issues,“ she says. Patient Capital While incubators, a small band of entrepreneurs, mentors, angels and organisations like Dasra, the Ennovent Network and Intellecap are keen to expand the tribe by fostering the right environment for entrepreneurs to rise and shine, more is expected from one particular community: investors.
Paul Basil, founder and CEO of Villgro, would like a tighter engagement of investors with incubators. “If, for example, a $100 million fund is being raised, a mandate from limited partners for deploying a couple of millions towards fostering an entrepreneurial culture is not entirely unthinkable,“ says Basil.
Vishal Mehta, co-founder of Lok Capital, which is now veering towards non-microfinance investments, doesn't think it's easy given the way funds are structured. “We just don't have the elbow room for building ecosystems,“ he admits, and would like to leave that task, and that of taking first-loss position, to philanthropic capital. In April, Lok exited from RuralShores, its first nonmicrofinance investment and India's first rural BPO, with a six-fold return.
Mehta suggests maybe it's time to explore new models of attracting patient capital, pooling it together and deploying it for the long-term in social enterprises. “Do we need an `open holding company' structure?“ he asks.
Today's impact funds largely follow the model put forth by the VC and PE industry. They have to return money to investors within a set timeline, which means liquidating their portfolio even before long-gestation companies have had the time to gather roots and mature. A holding company structure does away with inadequacies in the present system.
ProCredit, which operates in Europe and Latin America, is often cited as a worthy experiment in open structures.
The road to finding social entrepreneurs flows through innovations like these.
naren.karunakaran@timesgroup.com





May 15 2014 : The Times of India (Mumbai)

Climate change a growing security threat: Study

Coral Davenport

Washington:





`Warming-Induced Drought In Mideast, Africa Is Already Leading To Conflicts Over Food & Water'

The accelerating rate of climate change poses a severe risk to national security and acts as a catalyst for global political conflict, a report published on Tuesday by a leading government-funded military research organization concluded. The Center for Naval Analyses Military Advisory Board found that climate change-induced drought in the Middle East and Africa is leading to conflicts over food and water and escalating longstanding regional and ethnic tensions into violent clashes. The report also found that rising sea levels are putting people and food supplies in vul nerable coastal regions like eastern India, Bangladesh and the Mekong Delta in Vietnam at risk and could lead to a new wave of refugees. In addition, the report predicted that an increase in catastrophic weather events worldwide will create more demand for American troops, even as flooding and extreme weather events at home could damage naval ports and military bases.
In an interview, secretary of state John Kerry signalled that the report's findings would influence American foreign policy .
“Tribes are killing each other over water today ,“ Kerry said.
“Think of what happens if you have massive dislocation, or the drying up of the waters of the Nile, of the major rivers in China and India. The intelligence community takes it seriously , and it's translated into action.“ Kerry , who plans to deliver a major speech this summer on the links between climate change and national security, said his remarks would also be aimed at building political support for President Obama's climate change agenda, including a new regulation to cut pollution from coal-fired power plants that the administration will introduce in June.
“We're going to try to lay out to people legitimate options for action that are not bank-breaking or negative,“ Kerry said.
Pentagon officials said the report would affect military policy.
“The department certainly agrees that climate change is having an impact on national se curity, whether by increasing global instability, by opening the Arctic or by increasing sea level and storm surge near our coastal installations,“ John Conger, the Pentagon's deputy under secretary of defence for installations and environment, said. “We are actively integrating climate considerations across the full spectrum of our activities to ensure a ready and resilient force.“ The report on Tuesday follows a recent string of scientific studies that warn that the effects of climate change are already occurring and that flooding, droughts, extreme storms, food and water shortages and damage to infrastructure will occur in the future.
In March, the Pentagon's Quadrennial Defense Review, the agency's main public document describing the current doctrine of the US military , drew a direct link between the effects of global warming -like rising sea levels and extreme weather patterns -and terrorism. “These effects are threat multipliers that will aggravate stressors abroad, such as poverty , environmental degradation, political instability and social tensions -conditions that can enable terrorist activity,“ the review said.
Tuesday's report is an update of a report by the center's Military Advisory Board in 2007, the first major study to draw the link between climate change and national security . NYT NEWS SERVICE

May 15 2014 : The Times of India (Mumbai) BOOZER'S DIARY Avg Indian male consumes 33 litres of alcohol/yr: WHO Kounteya Sinha London: TNN   An average Indian male drinker is over 15-yearold and consumes 33 litres of alcohol a year. For women, in the same age group, the average liquor consumption is 11 litres a year, says a study by the WHO. The study found that alcohol consumption not only leads to liquor dependence, but also puts people at a higher risk of developing over 200 diseases, including liver cirrhosis and some cancers. It was also found that 93% of Indians drink hard liquor -whisky or vodka while only 7% drink beer. India's wine drinking population is very low, only 1% of alcohol consumers. Though 60% of Indian men and 90% of women abstain from alcohol, drinking habits in India have increased over the last few years. WHO found that 32% of men and fewer than 11% of women in India over the age of 15 drink alcohol. On an average, every person in the world aged 15 years or older drinks 6.2 litres of pure alcohol per year. But as less than half the population (38.3%) actually drinks alcohol, it means that those who drink, consume on average 17 litres of pure liquor annually . The report also shows that a higher percentage of deaths among men than women are from alcohol-related causes. For men, the figure stands at 7.6%, and for women 4%, though there is evidence that women may be more vulnerable to some alcohol-related health conditions compared to men.

QUACQUARELLI SYMONDS RANKINGS

17 Indian Varsities Among Asia’s Top 300

BHU & Panjab Univ among 6 Indian institutes to enter the list this year. The Indian Institutes of Technology lead the way with IIT Delhi holding on to its 38^th position like last year while IIT Bombay dropped two spots to 41

OUR BUREAU NEW DELHI

    Seventeen Indian universities have made it to the Asia Pacific rankings of ranking agency Quacquarelli Symonds (QS) this year compared to 11 last year. Ranking agency QS released the rankings, which include Asia’s top 300 universities, in association with non-profit organisation The Indian Centre for Assessment & Accreditation (ICAA)in NewDelhion Monday. Six Indian institutes have made an entry to the list. Banaras Hindu University, Panjab University, Manipal University, Amity University, Birla Institute of Technology and Science, and the Indian Institute of Information Technology made it to the Asia rankingsfor thefirsttimethis year. “There has been a considerable improvement in the number of Indian universities making it to the Asia rankings this year. This reflects increasing engagement between Indian institutions and ranking agencies,” said John O Leary, member of the executive board, QS World University Rankings. “The ones at the top are IITs which are close to where they were.Going up or down by a few positions does not signify a big change in performance. The increase in numbers is a good sign and one I expect to continue,” he added. As in the previous editions of the rankings, the Indian Institutes of Technology (IITs) led the way. IIT Delhi held on to its 38^th position like last year, ahead of IIT Bombay which was placed at 41. Five other IITs featured in the top 100, led by Kanpur and Madras just outside the top 50 at 52 and 53, respectively.
“The IITs have a great reputation among graduateemployers, and now produce a relatively high volume of research,butitis not yethaving a significant impact in terms of citations,” said QS head of research Ben Sowter. “India’s improved strength in depth is a sign of progress, but there is a long way to go before the IITs can compete with the very best institutionsin Asia,”he added.
The annual Asia rankings of QS are a regional variant of their global world university rankings which have been published annually since 2004. The Asia rankings are based on responses from 43,000 Asian and international academics, 8,000 Asian andinternationalemployers, and evaluation of 491 institutions. While academic reputation is given 30% weightage for ranking institutions, student/faculty ratio accounts for 20% of the overall criteria followed by papers per faculty, citations per paper, employer reputation and internationalisation at 15%, 15%, 10% and 5%, respectively. Among traditional universities, University of Delhi took the lead at 81, having slipped one place since last year. It is ranked in the top 25 in Asia by employers and the top 40 by academics, but was found lacking in some other indicators like low levels of international faculty and student exchange which brought down its overall ranking. On the other hand, University of Calcutta ranked highly on student exchange, coming second in Asia for outbound exchange and 52^nd for inbound.
TV Mohandas Pai, chairman of ICAA stated: “Inadequate policies are holding back Indian institutions. For instance, IIT Delhi could have been in the top 20 on a number of parameters but lost out as it did not have international faculty members and had inadequate international students. We’re not giving our institutions adequate freedom and not allowing them to be global in their approach. We need changes in regulatory frameworks to address these issues.”
ICAA is also planning to launch India-specific rankings by 2016 in association with QS. “This is to create interest in the Indian institutions to participate in global rankings and understand the various parameters of the ranking process. We are deliberating theframeworkfor launching India rankings,” said A Jeyaprakash, vice-chairman, ICAA. Premier IITs and other Indian universities failed to make it to the top 200 global QS rankings of world's leading universities releasedlast year. ICAA has been trying to fill existing lacunae by getting Indian institutes and ranking agencies together and has a goal of assisting in the inclusion of five Indian universities in the top 200 world university rankings by 2025.

First electric aircraft takes flight

Test Success Suggests Air Travel Cost Could Be Cut By More Than A Third

London: The world’s first airplane completely powered by electricity has successfully taken to the skies for its maiden flight, and could bring down air travel cost by more than a third, its developer Airbus said.
    The small experimental aircraft called ‘E-Fan’ carried its first flight at an airport near Bordeaux in southwestern France, and could prove to be a key step towards greener, quieter and cheaper air travel. Manufactured by Toulouse-based Airbus, E-Fan measures little more than 19 feet from nose to tail and makes slightly more noise than a hairdryer.
    Powered by 120 lithium-ion polymer batteries, the plane’s first official flight last month lasted less than 10 minutes, though the plane has the capability to fly for around an hour before recharging. An hour-long commercial flight with the E-Fan, according to Airbus, could cost only $16, compared to $55 for a flight in a petrolpowered plane of the same size, ‘Inhabitat.com’ reported.
    The electric E-Fan training aircraft is a highly innovative technology experimental demonstrator based on an all-composite construction, Airbus said on its website. “The E-Fan project and Airbus Group’s commitment to the field of electric and hybrid research show our vision of future technological developments,” said said Airbus Group chief technical officer Jean Botti.
    “It will not only lead to a further reduction in aircraft emissions and noise to support our environmental goals but will also lead to more economic and efficient aircraft technology in the long run,” said Botti.
    Airbus plans to manufacture two versions of the E-Fan. The two-seater E-Fan 2.0 will be a fully electric training aircraft, while EFan 4.0 will be used for both training and general flight purposes and will be powered by a hybrid system, the report said.
    Airbus Group and its partners are aiming to perform research and development to construct a series version of the E-Fan and propose an industrial plan for a production facility close to Bordeaux Airport, Airbus said. AGENCIES

The E-Fan measures little over 19 feet from nose to tail and makes slightly more noise than a hairdryer. An hour-long commercial flight with the E-Fan could cost only $16, compared to $55 for a flight in a petrol-powered plane of the same size

After China, India sends most students to America

TIMES NEWS NETWORK

Mumbai: The US consulate general in the city expects to interview more than 1,000 F1 (academic) visa applicants on May 28—the day it will celebrate as Student Visa Day. It will open its doors exclusively to students applying for visas to the United States.
    “Student Visa Day applicants will be treated to refreshments in a festive, atmosphere. Staff from the consulate and the United States-India Educational Foundation will be on hand to answer questions. Experts will also provide information on academics and campus life to ensure students’ success in US,” says Melina Gomes of
the US consulate.
    A large number of foreign students in the US who are pursuing science, technology and engineering are from Asia, with 24% originating from India and China.
    Of the total proportion of foreign students in the US, India cements its place as the No. 2 country after China. While 29% of foreign students in the US with F (academic) and M (vocational) visas are from China, 11% come from India, says a US immigration and customs enforcement report released in April. US missions in Kolkata, New Delhi, Chennai and Hyderabad have issued over 36,000 F1 student visas in the fiscal year ending September 30, 2013. 

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Water studies

Aaditi Isaac/TNN

    TERI University has joined hands with the Coca-Cola Foundation to launch the department of regional water studies. It is offering various programmes under the new entity (see box).
    “The courses are job-oriented, need-based, and will facilitate systematic amalgamation of widespread knowledge related to water under a common platform, which, in turn, will foster learning through an interdisciplinary approach. Apart from the academic value-addition, the department would help strengthen regional co-operation around water resources by establishing networks of water management professionals within the SAARC region and beyond,” says Arun Kansal, professor and head, Coca-Cola department of regional water studies, TERI University.
    Taught courses include water quantity and resource assessment, water quality and treatment methods; water economics and financial management; water law, policy and governance and sustainability aspects.
    “The idea is to examine water issues in an interdisciplinary framework, bringing in cultural, educational and scientific factors as well as religious, ethical, social, political, legal, institutional and economic dimensions with a better, holistic approach to water management,” says Kansal.
    Once students complete the programme, they will be able to serve in industries, MNCs, NGOs, consultancies, grass-roots organisations, and research institutes.
    The department will act as a centre for integrative, assimilative and inclusive knowledge creation.
Now offering MTech programme MSc programme PG diploma Certificate
Last date June 16, 2014 

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