Prasad - Unusual People Do Things Differently
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Unusual people are ordinary people who strive hard to do extraordinary things. They are sensitive to nuances, look to provide lateral solutions, dare to think out of the box, and often end up changing the rules of the game. T.G.C. Prasad presents the views and experiences of sixty-five individuals, from well-known names like Mike Lawrie, Azim Premji and Mother Teresa to a chef, a masseuse and a service boy, with whom he has had meaningful interactions and who have inspired him. He includes people from a broad professional spectrum; CEOs, doctors, the director general of police, realtors, an attorney, a chartered accountant, a consultant and a sports coach are among those who make his list. Singling out a dominant factor from each persons story, he outlines the journeys these people undertook and the behaviours they exhibited, and shows how these link up to the results they achieved. Unusual People Do Things Differently is full of pithy everyday management lessons and offers...
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PORTFOLIO
T.G.C. Prasad offers strategic, advisory, general management and HR consulting services to start-ups, small and medium enterprises, as well as Indian and MNC companies. He also offers executive coaching to senior management.
He has been on the board of Misys India, and has worked as country manager, global VP for Misys Plc. He has also worked with companies such as Wipro, Coopers & Lybrand, PWC, IBM, MindTree, and Alcatel-Lucent in various senior management roles globally.
He is a management committee member of the Dayalbagh Educational Institute (Deemed University)Information Communication and Technology (ICT) Centre, Bangalore. He is also the national executive council member of Systems Society of India. He lives in Bangalore.
PORTFOLIO
Published by the Penguin Group
Penguin Books India Pvt. Ltd, 11 Community Centre, Panchsheel Park, New Delhi 110 017, India
Penguin Group (USA) Inc., 375 Hudson Street, New York, New York 10014, USA
Penguin Group (Canada), 90 Eglinton Avenue East, Suite 700, Toronto, Ontario, M4P 2Y3, Canada (a division of Pearson Penguin Canada Inc.)
Penguin Books Ltd, 80 Strand, London WC2R 0RL, England
Penguin Ireland, 25 St Stephens Green, Dublin 2, Ireland (a division of Penguin Books Ltd)
Penguin Group (Australia), 250 Camberwell Road, Camberwell, Victoria 3124, Australia (a division of Pearson Australia Group Pty Ltd)
Penguin Group (NZ), 67 Apollo Drive, Rosedale, Auckland 0632, New Zealand (a division of Pearson New Zealand Ltd)
Penguin Books (South Africa) (Pty) Ltd, Block D, Rosebank Office Park, 181 Jan Smuts Avenue, Parktown North, Gauteng 2193, South Africa
Penguin Books Ltd, Registered Offices: 80 Strand, London, WC2R 0RL, England
First published in Portfolio by Penguin Books India 2011
Copyright T.G.C. Prasad 2011
Cover design by Saurav Das
All rights reserved
The views and opinions expressed in the book are the authors own and the facts as reported by him which have been verified to the extent possible, and the publishers are not in any way liable for the same.
ISBN: 978-01-4341-675-3
This digital edition published in 2012.
e-ISBN: 978-81-8475-351-6
This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, resold, hired out, or otherwise circulated without the publishers prior written consent in any form of binding or cover other than that in which it is published and without a similar condition including this condition being imposed on the subsequent purchaser and without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the above-mentioned publisher of this book.
For revered Professor P.S. Satsangi Sahab
I am deeply indebted to revered Professor P.S. Satsangi Sahab for keeping me afloat. My son Rishi helped me with his innocent questions, made me realize the power of small stories and gave life to my thoughts, though inadvertently. He could easily have been my co-author.
Savitha, my wife, supported me by giving me space and time to write. My parents and my brother Das have been abundant sources of love and inspiration. My sincere thanks to our home-keeper Kala for taking care of Rishi, nursing me back to my feet, running our house, and keeping us going. My driver Mahesh needs mention for accommodating my atrocious timings and running all my errands.
Kumar, my best friend since childhood, kept my spirits going. Despite knowing my writing abilities, Vish incessantly goaded me to write and that helped. Bhuvan, Alok, Naren and Chandamy B-school hangout gangfor all the good times we had. Thank you for being there for me.
Special thanks to Misys Plc, particularly Mike Lawrie, CEO, Misys, and Cory Eaves, senior VP, General Atlantic Partnersboth of you have left an indelible impression on me. Mike Sainsbury, Rick Bernard, Mark Winterburn, Manoj Kumar, Sankar R.S., Krishnaswamy Subba Rao, Prasanna, Tarun Bhargava, Vineet Prasani and Anand Srinivasan and so many more from Misys for their generous support. Mala, my ever-smiling executive assistant at Misys, thank you for your attention and diligence.
Thank you also to:
Frank Lewski, Susan Vance Johnson, Diana Tyson, Tom Glasscock, Mary Martinez, Rudolf Kenneth, Pierre Beretti, Saltuk Ertop, Vivek Mohan, Ronald Dsouza, Manojit Dhar, Bill Kaser and Solomon Ravikumar from AlcatelLucent for adding spice to life.
Ashok Soota, Subroto Bagchi, Krishna Kumar, Janakiraman, Anjan Lahiri, Rostow Ravanan, Parthasarathy, Scott Staples, Joseph King, Eric Mann, Babuji Abraham, R.K. Veeraraghavan, Amit, and so many others from MindTree who made the journey interesting.
D. Ashok, Susheela, Hari Rajagopalachari, Deepak Purohit, Ramesh Srinivasan, Subba Rao, Neelesh Thakare, Hrishikesh, Balaji, Sabu, Alaganandhan and other fellow consulting champions from Coopers & Lybrand for introducing me to the world of Consulting.
Azim Premji, Brian Jones, Vasudevamurthy, R. Vidyasagar, Ramesh Chandra, Revathi Kasturi, Ramkumar, Pramodh Menon, T.P. Prasad, Suresh Ramachandran, Pawan, Praveen, Rajiv and Ajay for the early lessons at Wipro.
I would like to thank all the people I worked and professionally interacted with for helping me learn and grow. All of you have been unusual in some way or the other. This book would not have been possible without you.
I would like to convey my appreciation to Veena Lokesh for helping edit the first draft. I would also like to thank Penguins publishing editor, Udayan Mitra, for agreeing to publish this book and for his kind support.
Sometime in 2001, in my early thirties, I took to running, overdid it and busted my ankles. Last year, I underwent couple of surgeries and was confined to my home where I got thoroughly bored surfing channels on TV. I wanted to do something meaningful and decided to write about the business and management lessons that I had learned in the last two decades. Like most of us, I had read far too much management theory about strengths and values, leadership and professionalism, positive behaviours and being effective, the five rules to immediate success, three ways of getting fired and what not. So, the first thing I decided was not to write theory. Dont get me wrong; theory is important, but I was not in the mood for it.
One night before going to bed, I was reading the Panchatantra to my son and it occurred to me that simple business and management insights that we overlook in our daily lives can be easily and effectively conveyed through interesting short stories. And I decided to write short stories about unusual people who do things differently.
Unusual people are ordinary people who strive to do extraordinary things. They are business-driven, customer-centric, effective team players who constantly raise the bar on performance as they learn, teach, contribute, strategize and work. Although their chosen paths may not lead to success, they are determined to walk it and arrive at their destination. They may not care about recognition and accolades; for them creating something of value and bringing about change is more important. They are sensitive to people and leave behind an indelible mark.
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