Entrepreneurial Leader Shanmugappa's Vision for Future India
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Shanmugappa is an entrepreneurial leader from Tamil Nadu, India who overcame poverty and lack of education to build a successful business. He created five organizations that employ over 1,200 people and export products to 40 countries. His organizations are values-driven with no formal processes, hierarchies, or targets. Employees are treated equally and trusted radically. Shanmugappa also leads the All India Motor Transport Congress with over 7 million members. The document examines his journey and success factors, as well as the impact he has had on the trucking industry in India.
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Entrepreneurial Leader Shanmugappa's Vision for Future India
- 1. ENTREPRENEURIAL LEADER AND NATIVE INTELLIGENT ACHIEVER WITH A VISION FOR FUTURE INDIA: YATRA OF SHANMUGAPPA Presentation by S.Deenadayalan and Dr.K.Prabhakar
- 3. The Yatra of an Indian Truck Man
- 33. Thank you
Notes de l'éditeur
- Setting Former President of India Dr.A.P.J.Abdul Kalam commented at different public forums regarding G.R.Shanmugappa’s leadership and entrepreneurship. An appreciation from one of the most admired and adored leaders of India is by no means a great achievement. Armed with the write up [1] of Shanmugappa by former President of India, researchers of present case study requested for the vision and mission statements, employee engagement practices, performance appraisals, incentives for high performers, balanced scorecard or most of the management practices expected out of a world class manufacturer and found none. However, the factory has world class manufacturing practices producing world class products exported to forty different countries, following every single norm with no deviations and having zero accident record from its inception catering to the needs of Hindustan Lever Limited. In the history of the organization nobody was ever removed from service. The Chief Executive Officer G.R.Shanmugappa looks at the balance sheet only once in a year, never keeps track of numbers nor knows the turnover. There are five units and every unit manager will get one hundred blank checks signed and given to him. After completing seventy five leaves, he has to get another one hundred. He follows parta system of accounting [2] and an examination of three years data revealed no signature of CEO. He trusts people radically, and feels that trust make people loyal to his organization. He never discriminates between castes or religions and heterogeneous group form part of the senior management of organization. All his expenditure is also accounted for in the company accounts and every employee is aware of his expenditure. He never made loss; he never indulged in practice of creative accounting; never missed paying income tax or any other tax; never violated any law; never paid bribe. When researcher visited head quarters one of the experiences is worth mentioning; “ I was seated in the reception and I was greeted by the receptionist , and told him my purpose of visit and he made a call to other office regarding my visit. After some time a short, smiling, old and warm person wearing uniform of Rohini Packers walked very fast and shook hands with me. The receptionist continued his work without acknowledging his presence. He introduced himself as Shanmugappa and offered to carry my laptop to his room. Shocked by his simplicity I accompanied him to his room. We passed through different departments, none of the employees stood up or wished or even acknowledged his presence. At many places people were commenting on work situation and other aspects relating to work and business was as usual. It was Friday evening five pm and puja [3] has to start by that time. Chairs in his room were rearranged; Large photographs of different Hindu Gods and Swami Vivekananda adore the room. There was no chair for the CEO as it is being used by the worker as a scaffold to fix garlands to different portraits. Both of us waited for him to complete his task. He completed his task and restored the chair by wiping it with a cloth. It is CEO’s Chair. I sat before him and started my interview.” [1] Address and Interaction with the Students and Faculty members of Assam University, Silchar, Assam;17/10/2006 on Creative Leaders by former President of India Dr.A.P.J.Abdul Kalam. ( http:// www.pib.nic.in/newsite/erelease.aspx?relid =21394 ) [2] The late Mr. Ghanashyam Das Birla, the grandfather of the late Mr. Aditya Birla developed the system. Parta means what will be the return to pocket in net. Parta is a system of establishing return on Investment based on Cost Management. Since the Group had diversified in different businesses based on availability of licence, technology & resources for raw material they needed a system to monitor profits consistently. It is a system of accountability based on which each company in the group had to draw a series of estimates for any new investment: how much it should cost to manufacture a particular volume of product, sell it & make a profit. The Project department will give the cost of capital for different capacity levels or different processes or different raw materials. This will also give factual information for investment to Stake Holders including Bankers and helps later on for review and monitoring based on norms and commitment given while taking sanction of Capital purchase. This ensured good cash management and the reports are sent every day to the head office. ( http://wiki.answers.com/Q/Meaning_of_parta_system_in_strategic_management#ixzz1cLtWRFV0 ) [3] Pūjā ( Sanskrit : reverence , honour , adoration , or worship ) is a religious ritual performed by Hindus as an offering to various deities, distinguished persons, or special guests. It is done on a variety of occasions and settings, from daily puja done in the home, to temple ceremonies and large festivals, or to begin a new venture. (www.wikipedia.com)
- These experiences made the researchers to think of re-examining the methodology through which the case study need to be approached. The machinery that makes Bru coffee sachet (800 sachets per minute) which are world class and are designed by Shanmugappa and his team of workers who never crossed beyond secondary education. Every worker meticulously practices hygiene expected out of him or her. He is also president of All India Motor Transport Congress. It is the apex body of private road transport operators, both of cargo and passengers, federating associations, unions of transport operators representing seven million truck operators, three million bus operators and 1.6 million transport companies making it one of the largest body in the world to represent the transport industry. The case passes through itinerary of life of Shanmugappa as entrepreneur and his role as president of All India Motor Transport Congress. Both the journeys appear to be different but has commonalities as well as address different issues. Therefore it is not journey in strict western sense. It is a thought Yatra [1] , pilgrimage to confluence of thoughts, ideas and philosophy of an individual. [1] Yātrā ( Sanskrit : यात्रा , 'journey', 'procession'), in Hinduism it generally means pilgrimage to holy places such as confluences of sacred rivers, places associated with Hindu epics such as the Mahabharata and Ramayana , and other sacred pilgrimage sites. One who goes on a yatra is known as a yatri .
- Methodological Issues The prime purpose of this case is to study; Profiling life journey of Shanmugappa from a small village in Tamilnadu and a working as a porter in Banglore Railway station to that of most respected citizen of India. Finding his entrepreneurial success factors and present status of truck industry. What factors made him to gain acceptance as leader of All India Motor Transport Congress, and his impact on policy making on both state and central governments. At the end of the case study there are a set of statements about which the readers are requested to deliberate; debate; question; discern some of the cultural artefacts; appreciate the different ways of doing world class business in India. The following definition is adopted for research; research is a process of systematically collecting and analysing valid and reliable information in a given context. Therefore context is not made independent of the research and the words used in the native language of the subject are given with approximate English translation. However, the words used in Tamil have different meanings in different context and a single word English translation looses the power of words. Therefore, the subject is made to elaborate on what he meant by these words in the context of subjective meaning attributed by the subject and are provided as foot notes. After understanding the research scope, there is a need for appropriate paradigmatic framework for study. The operative paradigm used by the researcher has a direct affect on the research methodology used in study ( Kuhn,1962). Kuhn, the pioneer in paradigm research stressed its role in developing scientific knowledge. Kuhn (1962) states that “ normal science means research firmly based upon one or more past scientific achievements that particular scientific community acknowledges for a time as supplying foundation for its further study”. A paradigm [1] becomes distinct component of normal science as practitioners come to a consensus through validation and accept a theory as being dominate over other existing explanations (Kuhn, 1962). Kuhn further says that ‘by focussing attention upon a small range of relatively esoteric problems, the paradigm forces scientist to investigate some part of nature in a detail and depth that would be unimaginable’. This discussion is needed as widely accepted paradigms of management tend to place emphasis on the quantitative survey method as a means of validation and enhancement of past developments. However, in the present case there is no evidence of modern management practices yet attained world class manufacturing practices standards. There is no evidence of propensity to take risk on the part of entrepreneur; the compensation to workers is based on different needs of the workers and not based on external and internal equities; an eco system based on radical trust where the balance sheet is examined only once in a year by the CEO and the top management. Consequently there is much potential for new discoveries in the present organization which is designed and developed in India in totally different cultural context. Qualitative phenomenological method is likely to be appropriate as it is more oriented towards discovery. Grounded in post-positivistic [2] , qualitative research, the actors approach includes the qualitative phenomenological method is adopted. This approach relies on information that is dependent on the individual perceptions and interpretations of a subjective reality they have created ( Arbnor & Bjerke,1997). Thus, the actors paradigm perceives reality as a manifestation of human intentionality. While considering the entrepreneurial success factors in the present case, the researchers chose to go beyond the cause and effect construct to discover new observed or perceived relationships involving the nature of human existence and entrepreneurial success. These observations are strongly supported by different researchers (Clark,1998;Conger,1998; Huberman &Miles, 1994: Morgan & Smircich, 1980:Munck,1998). [1] "a philosophical and theoretical framework of a scientific school or discipline within which theories, laws, and generalizations and the experiments performed in support of them are formulated; broadly: a philosophical or theoretical framework of any kind”. (The Merriam-Webster Online dictionary) [2] post positivism (also called post empiricism ) is a metatheoretical stance that critiques and amends positivism . Post positivists believe that human knowledge is based not on unchallengeable, rock-solid foundations, but rather upon human conjectures . As human knowledge is thus unavoidably conjectural, the assertion of these conjectures is warranted , or more specifically, justified by a set of warrants , which can be modified or withdrawn in the light of further investigation. However, post positivism is not a form of relativism , and generally retains the idea of objective truth . (www.wikipedia.com)
- Tough Days and Paradigm of Sindanai [1] -Sinthippathu [2] -Seyalpaduthuvathu [3] Gadda Rudrappa Shanmugappa was born on 20 September 1951 at Pudupettai, Tirupattur Taluk,Vellore District in Tamilnadu to G.S.Rudrappa and Nagammal. He is fourth in the family of five brothers and two sisters. His ancestors, Linghyats [4] are from Karnataka migrated to Tamilnadu before three hundred years. Rudrappa is a Betel nut [5] merchant who moves from one Santhai [6] to another Santhai in and around villages of Pudupettai selling , betel nut and tobacco for villagers weighting fifty kilograms every day all seven days in a week, earning average 10-12 rupees profit a day . The subsistence existence with two kilograms of rice a day made one of his brothers die and another left for Banglore to become a mechanic. Shanmugappa completed is Secondary School leaving Certificate Course [7] with 140 marks out of 600. miserably failing to obtain any significant education due severe poverty at home, lack of access towards any information regarding opportunities for higher education and lack of existence of educational ecosystem ( சூழ்நிலை [8] ) deprived him of the early education foundation. He left for employment at Jolarpet Railway Station as a temporary railway gangman [9] for five months earning three rupees fifty paise per day. He was assisting other gangmen to check the alignment of the railway track by pushing the testing equipment on the rails. However, he never travelled on a train up to that time. From the early childhood, he used to think deeply about issues that are of social importance rather than alleviating his poverty. He wanted to understand the reason for poverty that surrounded him. He had one thing learnt at early stages of his life is paradigm of Sindanai-sinthippathu-seyalpaduthuvadu. In his own words Sindanai means, deeply thinking about a subject by spending days or months together on any issue. In the second phase he calls it as siddipathu, meaning giving more practical orientation to his thoughts and selyalpaduthuvadu meaning execution. [1] ( சிந்தனை )thought, conception, recollection, imagination, reflection [2] ( சிந்திப்பது ) contemplation [3] ( செயல்படுத்துவது )execution [4] Lighayats practice Lingayatism, also known as Veerashaivism, is a distinct Shaivite denomination in India . It makes several departures from mainstream Hinduism and propounds monotheism through worship of Lord Shiva. It also rejects the authority of the Vedas and the caste system. The adherents of this faith are known as Lingayats . [5] Betel nut The Areca nut is the seed of the Areca palm ( Areca catechu ), which grows in much of the tropical Pacific, Asia, and parts of east Africa. It is commonly referred to as "betel nut" as it is often chewed wrapped in betel leaves. [6] Santhai Village market where in a week all the produce in and around villages are brought to the Santhai and sold. [7] Secondary School Leaving Certificate: It is a eleven years school programme that was in vogue during 1970s in India. [8] சூழ்நிலை circumstances or appropriate eco system. [9] Gangman, who are also called track men, lay concrete slabs on the rail bed, pack gravel to level tracks and are on round-the-clock patrol to warn even of mild fissures on the lines that could be potentially catastrophic. They manually maintain the 63,273km of rail track across India. The gangman are called because they work in groups.
- In search of Identity Early January 1970 his paternal uncle came to his house and made a comparison of his family with that of Rudrappa’s (Shanmugappa’s father) family. He told while in his family everyone studied, Rudrappa’s family is in shambles and children has become Nadodis [1] . One of his sons died; daughter got married to a family that is poorer than them; Shanmugappa failed in education. He was making fun of Rudrappa’s family and his words hurt Shanmugappa. He decided to leave village and come back only as a successful person. At that time he never knew what success means or how to make money. On 19 February 1970, Shanmugappa’s father retuned from business at 10 pm in the night. Shanmugappa found him to be tired and exhausted. He told his father and mother that they have given him good Arogyam [2] and padippanai [3] as given by Hindu culture [4] , which are the duties of parents and they did everything to ensure both; now it is time for him not to be burden on the family, though his earning could make some difference for them. His father advised him only one thing “ under any circumstances never do bad things”. Shanmugappa took a sapatham [5] on that day never to do bad things in life. He left his village by walk with two rupees in his pocket by 4 am reached Krishnagiri after walking thirty kilometres till the evening. He was thoroughly exhausted and slept on a stone near a mosque at Krishnagiri. At 12.30 pm he woke up and requested a driver of a lorry to drop him at Banglore by paying him one rupee. The driver left him in the railway station at the parcel booking station. At the railway station he started working as a porter running on arrival of a train and serving passengers with luggage. He used to earn two to three rupees an hour. At that time after deep thinking, he thought in reverse; instead of going and queuing at the train, he can meet the passengers who are coming to the train at the gate and offer to carry luggage. In the process he doubled his income compared to his other colleagues. He started gaining confidence in himself. However, he could observe the eco-system of poverty gives rise to vulnerability to being dishonest and entering into the world of vices. Shanmugappa observed the proximity of crime and poverty existed in the ecosystem. He found his colleagues overcharging from people; some in railway station were seen stealing; the money earned is spent on alcohol or for other vices. At that point of time he came to the conclusion that Thevaiillathathu [6] and Avasiamillathu [7] drive a person to do wrong things. Unnecessary things and unneeded things make people go for wrong means to earn. This was his most important learning at railway station. He finds this metaphor working in different spheres of life. He emphatically said that most of the corrupt or illegal money make people indulge in things that are either personally desirable and socially acceptable. He also realized illegal money will not last longer. He decided to work more by stretching himself and starting working for cement loading. His income started growing, so as his confidence. In 1971, he saw Brooke Bond Coffee products unloaded and grew curious about the company. He went with the van to unload the goods in their factory. At factory he met a person who told him about the organization. He decided to stay in the organization and thought he can earn better. He stayed at night in the watchman’s shed at Whitefield, Banglore. He was selected to be loader in the factory and paid four hundred and fifty rupees per month. After working for ten months, he decided to become a cleaner in a lorry. His dream was to become a driver and an owner. He thought by saving more money he can buy a lorry. He did different jobs to earn more money; he worked in his brother’s lorry shed by bringing tea and coffee; he worked at Ramaneni Ranga Rao’s house different errands, who was looking after some of the logistic operations of Brooke Bond. In 1976, he purchased a used military van with three thousand rupees, with his brother as a driver and Shanmugappa as cleaner. He decided to marry only after becoming a owner of a lorry. He got married after buying his first lorry in 1981. While working as porter and loader he used to go to church and used to observe prayers and felt the calmness provided by the environment. He visited a mosque and found total empty hall for prayer with lot of inscriptions. He bought a copy of Holy Quran and stated reading. [1] ( நாடோடிகள ) A vagrants, vagabonds, strollers; a derogatory term to describe persons who lost their roots. [2] ( ஆரோக்கியம் ) salubrity, freedom from disease, wholesomeness [3] ( படிப்பனை ) inculcation of Education [4] It is the duty of the father in Hindu culture to ensure good health and education of the child, especially for male children. This is undertaken by the father as a most important duty ordained by culture. [5] சபதம் an asservation confirmed by oath or ordeal. [6] தேவையில்லாதது not needed, not necessary, not wanted or non exigency [7] அவசியமில்லாது non urgent
- He continued as a truck operator until 1986, now owning five lorries operating for Brooke Bond. Mr.Sivaram Warriar, who was son of a distinguished Indian Administrative Service officer S.K.Warriar was impressed by Shanmugappa’s work. He asked him, you are the owner of the lorry, you do loading and you work ever with no chappal in you feet; What made you to work like this? Shanmugappa replied he wanted to ensure that nothing wrong should take place as he is associated with the organization owe his growth to it. He told him, I feel like giving an opportunity to you, however wait for some time. In 1989, Shanmugappa went to deliver samples given by one of the manufacturer to Brooke Bond Office. Warriar called him to his office and offered him one ton of tea to be blended. Shanmuppa was happy about the offer and brought one ton of tea to be hand blended in the factory. He blended tea and retuned tea, which weighted one ton and four kilograms. He was offered another ten tons and he blended the tea and send back ten ton and fifty kilograms. This surprised Warriar and to an extent annoyed him. The raw tea is brought to Brooke Bond and it is sent to Shanmugappa in as and where condition. If certain amount of good leaves a factory, there should not be any additions as it may lead to excise duty issues. Shanmugappa explained to him the truth and told that he received higher quantity. Warriar found out from the suppliers of raw tea that it is their practice to add few kilograms more so that even in hot atmospheric conditions, which is likely to take away the moisture, the actual weight will not be less than the promised quantity. Impressed by his honesty, Warriar arranged a loan for five lakhs and made him to start the factory. The factory was blending tea to the tune of 50 tons an average and two hundred and fifty workers were there during 1989. These are good times. During August 1992, Brooke Bond Factory started its own unit and the entire business was stopped for Shanmugappa. From 1 September 1992, there are no orders and Shanmugappa has to close his operations. The workers were compensated the factory left with four people. Raghavendra, Satish, Prashanth and Jegannathan. These four people are still with him and he considers them as his strength . Shanmugppa expressed no regrets for his loss of business to Brooke Bond and profusely thanked them for all that they have done for him. The four employees who are left with him have no salary, but still loved to be with Shanmugappa. They decided to stay with him that one day they will have better fortune. End of 1992, he received a call from Brooke Bond to start blending of coffee to the tune of 100 kilo grams. He rejoiced at the opportunity and started working towards blending of coffee. During the days of closure as well as during the days of prosperity, he said he remained same. If we work hard any work will come form any place is his strong belief and uses the word strong will ( உறுதியான மனப்பான்மை [1] ) will bring success. He said if you continue to think of about some thing that bring good things to every one the real state of mind ( மனோபாவம் [2] ) will get reflected in thought( எண்ணம் [3] ) and reflection ( பிரதிபலிப்பு [4] ). When he was blending 600 bags of tea, he thought why not he go for 6,000 bags. He started making efforts which he calls it as perseverance and endurance ( விடாமுயற்சி [5] ). After two months B.T.Shome, Y.K.Mathur and G.P.Gupta of Brooke Bond gave his order to make 100 kilo grams of instant coffee. His dream of making coffee by just mixing one spoonful which contains milk, sugar and coffee was fulfilled what he observed in Germany. The orders increased and he was making 300 tons of coffee per month by 1999. During 2002 he was making sachet packet [6] for coffee is made at the factory with a machinery that can make 40 packets per minute. It increased to 400 packets per minute by 2006 and presently machinery designed by him can make 800 packets per minute. [1] ( உறுதியான மனப்பான்மை ) categorical and unwavering strong will. [2] ( மனோபாவம் ) real state of mind. [3] ( எண்ணம் ) thought; supposition; imagination; conception. [4] ( பிரதிபலிப்பு )reflection. [5] விடாமுயற்சி perseverance and endurance [6] A sachet is a small disposable bag or pouch, often used to contain single-use quantities of foods or consumer goods, such as shampoo . It is an innovation in India that provides goods in smaller quantities affordable at a price point that is suitable to all sections of society.
- Design of machinery at his factory and Human Resources Policy When he was working as a driver, Shanmugappa used to be so much associated with the truck, he says at one point of time he developed so much tacit knowledge about the truck he will talk ( பேசுவேன் [1] ) with the truck. After some time truck becomes an extension of yourself. He says the same kind of attitude he had towards his machinery and developed this with his workmen. He spend days with his workers whose average education is not more than six to eight years in school, are able to design machinery that many experts and consultants brought by him could not do it. By constant observation and by trying out different ways he is able to satisfy the toughest requirements of Hindustan Lever [2] which owns the brand Bon and Bru. His workers Manikandan, Raja, Manjunath, Krishnan, Harish who never crossed eight years of schooling could repair machinery that could not be repaired by qualified post graduate engineers. His factory has zero accident record so for from its inception. He respects the machinery and says that that is what is being done during Autha puja [3] ; you worship your tools and machinery and they are extension of you and are not separate from you. He has never removed anyone from his job. Job attrition is only if the person is too aged to do any job. He says with his vast knowledge of being a trucker who can speak various languages of India and observing people, he is able to make out intentions of people. He creates an environment that ensures people to have no chance of committing any frauds or trying to cheat others. He provided staff quarters for all his workers. If they are living in a different place he will pay rents. All workers children study at the cost of the organization. Any emergency the factory manager is empowered to pay any amount to the workers. Work norms are decided by the workers themselves with the help of supervisors. If one of the worker is not able to do a job others take care of the production and any exigency is taken care by the team rather than by external intervention. [1] பேசுவேன் Talk or communicate. [2] Hindustan Lever Limited (HLL) is a part of the Unilever PLC group, one of the Fortune 100 companies. HLL has an annual turnover of over $2 Billion from operations in Foods, and Home and Personal Care. HLL is the pioneer and market leader in the Indian coffee and instant coffee-chicory segments in India, and has been exporting instant coffee under the 'BON' and 'BRU' brands to CIS, Eastern Europe, Middle East and Far East Asia. HLL is also the largest exporter of tea in packet, tea bag, and instant tea formats from India. HLL has been accorded the status of 'Super Star Trading House', which is the highest category rating for Exporters from India. ( http:// www.alibaba.com/member/rajneeshvarma/aboutus.html ) [3] Ayudha Puja is an integral part of the Navratri festival (festival of triumph), a Hindu festival which is traditionally celebrated in India. It is also called "Astra Puja", the synonym for Ayudha Puja. In simple terms, it means “Worship of Implements”.
- The seminal work by Batten (2000) on Discovering Artificial Economics an analogy is provided to that of a sand piles. The common example of reaching equilibrium at the intersection of demand and supply curve may not explain the complete picture of how decisions are made. The decisions by human agents tend to be discrete, like grains of sand are not continuous and it is the same case with prices. Buying or selling goods happen only when the need arises or the opportunity of a bargain presents itself, remaining passive in between. There is no continuous adjustment of goods in response to fluctuations in the market. In other words, there's plenty of friction in real economies, similar to sand piles. It is like the friction of distance that binds villages, towns, and cities together in special patterns to form a stable, yet dynamic, economy. It is also friction that prevents a sand pile from collapsing completely to a flat state. It may even be responsible for a special kind of dynamic equilibrium. There may be an argument that economic agents can think but grains of sand have no thinking capability. An examination of sand piles behaviour provides better understanding of phenomena . The following experiment may be tried. Starting from scratch on a flat base, a pile is build up by randomly adding sand at the center; slowly and carefully, a few grains at a time. We will notice how the grains tend to stick together. The peaked landscape formed by the sand doesn't revert automatically to the flat state when no more sand is added . Static friction keeps the pile together. Gradually it becomes steeper. Then a few small sand slides start to occur. One grain lands on top of others and topples to a lower level, causing a few other grains to topple after it. In other words, that single grain of sand can cause a local disturbance, but nothing dramatic happens to the pile as a whole. At this formative stage, events in one part of the pile have no effect on other grains in more distant parts of the pile. We might say that the pile is only weakly interactive, featuring local disturbances between individual grains of sand. As you add more grains and the slope increases, however, a single grain is more likely to cause a larger number of others to topple. After some time, eventually the slope of the pile will reach a stationary state where the amount of sand added is balanced on average by the amount falling off. There's something very special about this stationary state. While sand is added to the pile in the center, but the sand that's falling off is at the edges. For this to happen, there must be communication between grains at the center and grains at the edge. How can it happen? What transforms this collection of grains from a weakly interactive to a strongly interactive pile? Probably there is communication throughout the entire pile. In the words of its discoverer, Per Bak, the sand pile has self-organized. It has attained a self-organized critical state. The phenomena of self-organization is that it can transform a seemingly incoherent system into an ordered, coherent whole. Weakly related grains of sand suddenly become a strongly interactive sand pile. Adding a few grains of sand at a crucial stage transforms the system from a state in which the individual grains follow their own local dynamics to a critical state where the emergent dynamics are global. This is a transition of an unusual kind: a new equilibrium is attained by transition. Space scales are no longer microscopic; suddenly they're macroscopic. A new organizing mechanism, not restricted to local interactions, has taken over. Occasional sand slides or avalanches will Span the whole pile, because the sand pile has become a complex system with its own emergent dynamics. What's most important is that the emergence of the self- organized critical state in the sand pile, with its full range of avalanche sizes, could not have been anticipated from the properties of the individual grains. Another fascinating thing is that the whole sandpile evolves to this critical state independently of any intentions on your part. You can't force it to do something else. In fact, you can't control it at all. All you can do is add sand, a few grains at a time. Nobody knows the sandpile's initial conditions. Whatever they happen to be is of no significance anyway. Repeated experiments produce the same result. Stuart Kauffman(1993) of Santa Fe Institute scientist and devout advocate of self-organization, argues that this kind of emergent order seems to be the work of an "invisible choreographer." An ordered pattern has sprung up from nowhere. The relevance of this discussion is apply the concept of Shanmugappa and his team of people who can become invisible choreographers to change the system to bring about the required avalanches in the sand pile of corruption, inefficiency that is plaguing the industry? Arab spring, Occupy Wall Street, Anna Hazare movements choreographed by few people have brought about phenomenal changes in thinking of the people. Is it possible to apply this analogy?