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Duterte strikes AGAIN! Wants to burn Singapore's flag!




“How shall freedom be defended? By arms when it is attacked by arms, by truth when it is attacked by lies, by faith when it is attacked by authoritarian dogma. Always, in the final act, by determination and faith.”

― Archibald MacLeish

Thursday, February 6, 2014

Nandu Nandkishore: Will he be the first "Desi" to become Nestle CEO?

Nandu Nandkishore: Will he be the first "Desi" to become 
Nestle CEO?
"All business depends upon men fulfilling their responsibilities." Mahatma Gandhi
Nandu Nandkishore
Executive Vice President Nestlé S.A., Zone Director for Asia, Oceania, Africa and Middle East
Date of birth: 1958 
Nationality: Indian 
Languages: English and Hindi. Basic Tamil and Bahasa Indonesia 
Other: Married, 2 children 
October 2011, Executive Vice President Nestlé S.A., Zone Director for Asia, Oceania, Africa and Middle East
September 2010, Deputy Executive Vice President Nestlé S.A., Head of Nestlé Nutrition
2009 Global Business Head of Infant Nutrition
2005 Market Head Nestlé Philippines
2003 Market Head Nestlé Indonesia
2000 Marketing and Sales Director Nestlé Indonesia
1999 Marketing Advisor in the Chocolate, Confectionery & Biscuits SBU, Nestlé HQ Vevey
1996 Head of Confectionery Business Unit Nestlé Indonesia
1989 Joined Nestlé India, assumed increasing responsibilities in Marketing
1982 MBA Post Graduate Indian Institute of Management, Ahmedabad
1980 Electrical Engineering, Indian Institute of Technology, Delhi
Board memberships
Board member of Hsu Fu Chi International Holdings Limited (Director)
Board member of Nestlé (China) Ltd (Director)
Board member of PT Nestlé Indofood Citarasa Indonesia (Chairman of the Supervisory Board)
Board member of PT Nestlé Indonesia (Chairman of the Supervisory Board)
Board member of Osem Investments Ltd. (Director)
Member of the Supervisory Board of Cereal Partners Worldwide S.A
Commerce (Business) Without Morality (Ethics)
Wealth Without Work
Pleasure Without Conscience
Knowledge Without Character
Commerce (Business) Without Morality (Ethics)
Science Without Humanity
Religion Without Sacrifice
Politics Without Principle

With the appointment of Satya Nadella as chief executive officer, Microsoft has joined a growing club of multinational corporations run by Indian-born managers. The list includes Pepsi, Deutsche Bank, MasterCard, Adobe Systems, Diageo, London-traded consumer goods giant Reckitt Benckiser and semiconductor maker GlobalFoundries.
Indian Americans don’t need Satya Nadella — the Hyderabad-born techie named Microsoft’s CEO today — to feel good about themselves. Look around the U.S. and you already see “desis” in leading positions, and not just in the Indian-heavy IT sphere where Nadella has soared. Indian Americans are CEOs of Fortune 500 companies, agenda-setting lawyers, celebrated comedians, prominent politicians, beauty-pageant winners, TV personalities and, heck, top editors at some of America’s most venerable publications.

The stereotype of the hardworking model minority has evolved: sure, Indian Americans still win spelling bees, but they also rap and smoke weed on camera. As a group, Indian Americans comprise the wealthiest and most educated single community in the U.S., a position of societal prestige that may last for some time yet — a recent survey found that no ethnic group in the U.S. saves more for their children’s college education than Indian Americans.

Given such overwhelming evidence of success, some could be tempted to subscribe to the much derided thesis of Amy Chua and Jed Rubenfeld’s new provocative book, The Triple Package, which congratulates Indian Americans as well as a few other ethnicities for having the right cultural attributes to flourish in the U.S. (Last month in TIME’s print publication, Indian-American journalist Suketu Mehta wrote the definitive takedown of the Chua and Rubenfeld “cultural” argument, which he likened to a new form of American racism.) Nadella’s journey to Microsoft’s top post moved along the same path furrowed by thousands of other Indians — a hypercompetitive college education in India (though his university was only a midranking one), followed by graduate studies in the U.S. and a berth in Silicon Valley. But the application, the ingenuity, the business savvy and the drive that saw him excel were all his own.

His ascension as Microsoft CEO is making headlines in India, where the country’s NRIs (nonresident Indians) are often held up as national heroes. For decades, the successes of pioneering, entrepreneurial Indians abroad were seen in contrast to the poverty, stagnation and political sclerosis of their country of origin. But that aura of respect and celebrity is dimming: see the invective hurled at U.S. Attorney Preet Bharara — accused of being an Indian “Uncle Tom” — for his role in the controversial case against Indian deputy consul Devyani Khobragade last year.

From Bloomberg News:
With the appointment of Satya Nadella as chief executive officer, Microsoft has joined a growing club of multinational corporations run by Indian-born managers. The list includes Pepsi, Deutsche Bank, MasterCard, Adobe Systems, Diageo, London-traded consumer goods giant Reckitt Benckiser and semiconductor maker GlobalFoundries.

At first glance, the commonalities among Indian CEOs are not particularly informative. They're all in their late 40s and early 50s, the age when a successful manager's career can be expected to peak. All graduated from U.S. or U.K. universities in addition to their Indian schools -- no surprise, since all of them were immigrants who needed a stepping stone into a new culture. Those of them who had management experience in India started out with global corporations, which is logical given that it would have been harder to make the leap to global prominence from one of the family-owned companies that comprise about two thirds of Indian businesses.
 At least three -- Nadella, Adobe CEO Shantanu Narayen and Prem Watsa, who runs Fairfax Financial, the would-be savior of Blackberry -- went to the same public school in Hyderabad, which experienced a technological boom around the turn of the century that included the establishment of Microsoft's first development center outside the U.S. By the time the boom developed, however, all three were long gone from their hometown.
In other ways, the executives' backgrounds diverge significantly. They come from different parts of India -- Jaipur, where Deutsche co-CEO Anshu Jain was born, is 1,300 miles away from Chennai, the birthplace of Pepsi's Indra Nooyi. A few of the CEOs -- Nooyi, Ajay Banga of Mastercard, Ivan Menezes of Diageo -- went to the Indian Institutes of Management, business schools set up by the Indian government since the 1960s to create a local management elite. Most did not. Some, like Nooyi, Narayen, Benckiser's Rakesh Kapoor and Nadella, studied engineering. Others, like Jain, Menezes and MasterCard chief Ajay Banga, are economics and business graduates.

Yet there must be a reason why so many Indians, and not, say, Brazilians, Russians or Chinese, have made stellar corporate careers. The answer might be found in studies of the Indian management culture.

According to research from St. Gallen University in Switzerland, Indian executives are inclined toward participative management and building meaningful relationships with subordinates. "The leadership style traditionally employed in India fostered an emotional bond between superiors and subordinates," the 2004 study said. "The feeling that the company genuinely cares for its employees, provided a strong bond of loyalty that went beyond financial rewards."

In the "Indian club," there are no executives known for a dictatorial management style. Nooyi says: "You need to look at the employee and say, 'I value you as a person. I know that you have a life beyond PepsiCo, and I'm going to respect you for your entire life, not just treat you as employee number 4,567.'"

When Nadella replaced Steve Ballmer at the helm of Microsoft, his high standing with the company's rank-and-file was cited as a major reason for his promotion.

A 2007 study by researchers at Southern New Hampshire University, which compared Indian managers to U.S. ones, found the South Asians more humble. It is not by chance that Nadella started his first e-mail to Microsoft employees as chief executive by saying, "This is a very humbling day for me."

The study also found Indians to be particularly future-oriented, focused on long-term strategies. Narayen of Adobe says: "If you can connect all the dots between what you see today and where you want to go, then it’s probably not ambitious enough or aspirational enough".

In his email, Nadella paraphrased an Oscar Wilde quote on the same point: "We need to believe in the impossible and remove the improbable."

Perhaps most importantly, the Indian managers get to the top because they persevere. Most of those I mentioned had the patience to rise through the ranks at their companies, learning their business thoroughly from every angle. Nooyi joined Pepsi in 1994, Jain took his first job at Deutsche Bank a year later, Menezes has been with Diageo since 1997, Narayen was hired by Adobe in 1998, and Nadella's appointment crowns a 22-year career with Microsoft.

There is nothing specifically Indian about empathy, humility, patience and an ability to dream. Yet it is these qualities that appear to have created the "Indian club" of overachievers in global business.