Tuesday, November 23, 2010

Change

Managing the business of change

If you’re going to lead your company through a restructuring, first you need to take a cold, hard look at the business

Bransonspeak | Richard Branson















Restructuring is a difficult process, right? It can be. Even if you’ve done everything right, sometimes you have to take your company in a new direction because circumstances and opportunities have changed. Companies aren’t future-proof—no company lasts forever.
It is well known that over the years, we have closed down or sold a number of the 400 or so Virgin companies we have created—our critics regularly point this out. But what’s wrong with that? Companies are tools, each designed to fulfil a particular purpose. If they are superseded or no longer needed, our group will sell them or shut them down. We try our level best not to lose any people or know-how, but we do not allow ourselves to get nostalgic about the underlying concepts of the companies themselves. When Virgin renews itself, the critics who tut-tut about all the leaves falling to the ground have failed to spot the tree.
If you’re going to lead your company through a restructuring, first you need to take a cold, hard look at the business. Are you really going to be able to empower your staff to do the job that needs to be done? It can be superhumanly difficult to change a company’s existing culture. This is also something you should consider if you’re leading a team that’s contemplating a business acquisition—so many of which end up being disasters because the executives involved fail to understand the real challenges of getting different types of employees to work together and share the same goals.
We found ourselves grappling with a challenging situation in February 2007, when we relaunched the combined company of NTL, Telewest and Virgin Mobile as Virgin Media, creating the largest Virgin company in the world, with 10 million customers and 13,000 employees across the UK.
Until then I’d always followed a “small is beautiful” business plan. In Virgin’s early days, whenever the head count at one of our companies topped a hundred employees, I would ask to see the deputy managing director, the deputy sales manager and the deputy marketing director.
I would say to them: “You are now the managing director, the sales manager and the marketing director of a new company.” Then we would split the company in two. And when the number of employees at either of those companies reached 100, I would ask to see the deputies and split the company again.
Virgin Media was neither small nor beautiful. The NTL part of our business, in particular, was in a very sorry state. We needed to make drastic changes in the area of customer service. For one thing, the people dealing with complaints didn’t seem interested in helping customers.
We found out why: It turned out that they were reading from scripts all day.
This brings me to my next bit of advice: Executives and managers overseeing any restructuring or merger should find ways to inspire all employees to think like entrepreneurs. Whatever you do, treat them like adults. A person’s own conscience is the hardest taskmaster of all, so the more responsibility you give people, the better they will perform.
So in Virgin Media’s case, the scripts went straight into the garbage. We told our call-centre employees to solve problems within one call if possible, and we reallocated resources to the front line to improve operations.
There was scepticism at first among former NTL staff. What would happen if one of our customer-service people overstepped the mark? What if they started offering customers too many perks? My response to that was: “Live and learn.”
I didn’t think anyone should be criticized for being overly generous when handling a disgruntled customer. If one or two of our people got themselves into a tangle, it just meant they’d do better next time. And Virgin Media is now one of the UK’s leading providers of cable TV, Internet and phone services.
The lesson I have learnt from this and other, even more difficult restructurings is: avoid taking on someone else’s legacy. If the people you’re responsible for no longer have the enthusiasm and determination needed to relaunch the company, you’d be better off finding a new team to launch your business. You may even need to start from scratch.
But what if you can’t move on? What if that’s not an option?
There is an alternative, one of the hardest tricks in the book: Restructure your company so that it’s very small, very specialized and very expensive. This is an innovation of the highest calibre. Take a large operation and find ways to scale it down, retarget it and remarket it, all the while adding value that justifies the hike in price. It’s very hard to do, not least because you’re in so much pain as you’re doing it.
Why try this route? If you’re able to pull off the small-and-specialized restructuring, your staff may be in charge of a smaller company, but each contributor will have more clout. They will be able to take pride in their successes, and learn quickly and well from their failures.
What’s more, you’ll be gathering people together in a way that will have them bouncing ideas off each other, befriending and taking care of each other, and eventually they will start coming to you with solutions and great ideas again.
Wouldn’t it be wonderful if the new company you create is full of motivated, caring, creative people? Think of what you could achieve.
BY NYT SYNDICATE
© 2010/RICHARD BRANSON
Richard Branson is the founder of the Virgin Group and companies such as Virgin Atlantic, Virgin America, Virgin Mobile and Virgin Active. He maintains a blog atwww.virgin.com/richard-branson/blog. You can follow him on Twitter attwitter.com/richardbranson.



Rural Clean Energy Market

Macro thesis for investment: This market consists of 114 mn households spending $4.86 bn per year on energy.
If you are a venture capital investor scouting for your next big investment opportunity, it could well be clean energy solutions addressing the bottom of the pyramid (BoP) market.
Venture capital and private equity investors, who bet big on the market size matrix, may find the sheer spread of the Indian clean energy market at the BoP level an attractive option.
According to a study conducted by IFMR Research-Centre For Development Finance in alliance with World Resources Institute, the aggregate potential market for the clean energy sector is pegged at $2.11 billion per year including $2.04 billion for decentralized renewable energy services and $70.1 million for energy products (solar home systems, solar lanterns, and energy-efficient cook stoves).
India’s rural Base of the Pyramid (BoP) consists of 114 million households, which spend Rs 224 billion ($4.86 billion) per year on their energy needs, says a study conducted by the IFMR Research.
These households constitute a significant consumer market for the energy services and products required to provide daily necessities such as cooking and lighting. Despite their low income, these households constitute a significant market for the energy services and products required to provide daily necessities.
Using the most recent available expenditure data (2004/2005), the research report estimates that  India’s rural BoP consumers spent $4.86 billion per year on their energy needs.
The research report added that clean energy services and products may require an upfront investment three to ten times greater than that for conventional energy sources such as kerosene and firewood, which often are subsidized or free to India’s rural consumers.
In the clean energy value chain, decentralized renewable energy enterprises, or DREs as they are called, constitute over 95% of the total forecast, said the research report.
DREs supply rural BoP consumers with electricity services generated from renewable sources of energy (primarily small hydro and waste biomass) through existing grids or company-owned distribution systems.
Based on the most recent available data (2004/2005) for expenditure, the report estimated the potential market value of the DRE sector for India’s rural BoP segment at $2.04 bn per year.
Within the energy products, the market size for solar home systems (SHS) or solar-based electricity-generating and storage systems designed to provide power to individual households is estimated at $27.39 million per year. The business model that has typically been prevalent for solar home systems is that of being sold on credit, in partnership with local banks. Users typically pay 10 to 25 % upfront and the rest in installments.
The market for solar lanterns or portable LED lanterns that are powered by solar panels, that can provide light for four to eight hours, is worth $18.58 million per year and the market for energy efficient cook stoves is estimated at $24.13 million, says the report.
Solar Lanterns and efficient cook stoves are sold in bulk to corporate, NGO, and microfinance    institution (MFI) partners or sold directly to consumers through local retailers.
While there is a huge market with proven business model, it is also beset with its own challenges.  In the DRE space, particularly biomass or small hydro is highly dependent on regulation tariffs set by government and requires negotiation of power purchase agreement (PPA).
Apart from the regulatory challenges, there are other sales affiliated challenges. For instance, for selling solar lanters and cook stoves, government subsidies for kerosene dissuade consumers while charitable distribution schemes distort the local market.
The bottom of pyramid market is not new to the investment fraternity.  A host of funds like   Acumen, Ennovent Capital and Pierre Omidyar Network are looking at promoting entrepreneurs who advance disruptive innovations for sustainability at the base of the economic pyramid.   The investor interest in the space is only set to grow.
“Social investing is definitely witnessing a growing trend. Corporatisation of social projects is giving a new lease to this space,” Raj Kundra, Director of Capital Markets and Energy Portfolio, Acumen Fund, New York, recently told VCCircle in an interview.  Acumen Fund has been particularly active in the clean energy space at the BoP.
Some of the investments in clean energy targeting this market include D. Light (a series  of Solar LED lights with AC charging options which raised funding from Acumen Fund, DFJ, Nexus Capital and Garage Technology Ventures),  SBA Hydro & Renewable Energy (provides hydroelectric power to villages in the Himalayan Belt and raised $1.26 million from Acumen Fund), Husk Power Systems (a technology that converts rice husk into electricity raised monies from DFJ, IFC  and Acumen Fund).

Monday, November 22, 2010

MFI crisis

MFIs no better than money lenders, must be regulated: YV Reddy

MFIs are in the business of lending to poor who do not have access to bank funds and they source their funds from banks at a interest cost of 12-13%. They in turn lend lend at much higher cost of 36%

PTI


Live Mint



Mumbai: Amid the crisis in the micro finance industry, former Reserve Bank governor Y V Reddy on Monday said the micro finance institutions (MFIs) should be regulated as they are no better than money lenders.
“Profit-seeking MFIs should be studied as they do not come under the laws relating to money lending or usury. After all, they are no better than money lenders,” Reddy told PTI a few hours before the launch of his second book in as many years since he left the Reserve Bank.
The comments from the former central banker, who is credited with shielding Indian economy from the global financial meltdown, comes at a time when the multi-crore rupees micro finance industry is reeling under a severe crisis.
The Andhra Pradesh government last month issued an Ordinance to control interest rates charged by MFIs and also to check the coercive recovery tactics adopted by these companies, which impacted adversely their collection and left them in a severe liquidity crisis.
Since the Ordinance has come into effect, the business of MFIs has come down with banks has slowed down exposure to the sector.
MFIs are in the business of lending to the poor who do not have access to bank funds and they source their funds from banks at a interest cost of 12-13%. They in turn lend lend at much higher cost of 36%.
The Reserve Bank is also setting up a panel to look into the entire gamut of MFI business.
“Micro finance is a respectable area, and the impressive profitability of our profit-seeking MFIs has attracted investments from private equity funds globally. There may therefore be merit in a detailed analysis in a sort of supervisory review, to check any incipient tendency towards irresponsible usurious lending by such profit-seeking MFIs,” Reddy said.
Reserve Bank governor Duvvuri Subbarao will launch the book titled ‘Global Crisis, Recession and Uneven Recovery´ this evening.
The book is collection of his speeches at various, but were not disseminated to the public, since his previous book entitled ‘India and the Global Financial Crisis: Managing Money and Finance,´ published in late 2009.

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Saturday, November 20, 2010

Entertainment re-defined

Business Line
http://www.thehindubusinessline.com/catalyst/2010/11/18/stories/2010111850100300.htm


Raj Menon
A few weeks ago, Sony Corporation announced that it would no longer be producing the Walkman. All of us know that the Walkman re-defined the world of music. In its 30 years of service, Sony managed to sell 200 million sets and went on to change how we consume music forever by allowing us to carry our music with us.
Most people attribute the death of the Walkman to the iPod, but the Walkman started falling out of favour much earlier — when consumers started consuming music in CDs. Though Sony did introduce the Discman, it was never as successful as the Walkman.
History repeats itself and the same pattern is going to be repeated in the way we watch TV. TV viewing habits are changing. We no longer watch TV together — the father is into news, mother into sitcoms, daughter into music and the son sports. The fight for the remote gets resolved when give-and-take happens or when another TV comes into the house. If you step back and look at the situation, it's not very complicated. We consume canned content — content that has been shot some time ago and is beamed at times that suit the TV stations — what they think is right for the consumer and not what the consumer's own preferences are.. 
That situation will change in due course with the likes of Tata Sky Plus and IPTV services that offer video on demand. All the content that you will consume will be pay per view. The only exception is news and live events such as sports matches. So, communal television viewing is going to die in the near future, except, of course, when you want to call your friends over to watch the big game or catch up on some movie.
Companies all over the world are scrambling to find the Holy Grail — the device that will be the future of entertainment. For a long time, we assumed that mobile phones were the answer. From simple devices that let you make and receive calls, they now function as mini-computers in your pocket. While they solve the problem of connectivity and mobility, consuming entertainment is a chore. Imagine watching a movie on your phone.
TV manufacturers now have sets that are Wifi-enabled and come loaded with Twitter widgets. Sony has tied up with Google to sell Bravia TV sets loaded with the Android operating system, enabling them to run Google TV. It has a scary remote control, though!
Which brings us to Apple. With the iPad, Apple has hit the ball out of the park. The iPad is a magical device — it is what you want it to be. It plays songs and music videos, you can buy or rent your favourite TV shows and movies and if you really want to have fun, it's a great gaming device. You can read newspapers and books and it is also a fantastic Web surfing device. In a nutshell, it is poised to become the physical media player of our lives.
Just what the Walkman did to the world of music, the iPad will do with our entertainment. It's personal and its immersive nature will make it a game-changing device.
So how does it affect the media we consume? In one word — the app store.  It is a genie, which produces whatever you want to consume from over 300,000 applications in the app store.  The iBooks application gives you access to all the classics such as Oliver Twist, The Count of Monte Cristo, Jane Eyre and all of Shakespeare's works free. If you are a bookworm, you can purchase the books on the NYT bestsellers list at the click of a button. Reading an e-book is a pleasure to be experienced using the iBook application.
An avid TV watcher can get his dose of hit TV series Mad Men or buy Sex and the City from the iTunes store. One can also buy a whole host of games from the store. You will no longer be dictated by channels for appointment viewing and you can watch, read or play at your leisure. As Vodafone says, it's more power to you.
Though the iPad has a huge lead over other tablets, in just a year, there will be a torrent of releases from other manufacturers. Intense competition will improve functionality and drive down costs. Think of what happened to mobile phones.   In the next decade, everyone will have a tablet with an always-on broadband connection. This poses serious questions about the existing business models of all entertainment brands. The genie is out of the bottle and they will need to figure out how to deal with it.

Brand Apple

Mastering the Apple Game of Customer Perception
4:00 PM Thursday October 28, 2010
by Ndubuisi Ekekwe
http://blogs.hbr.org/cs/2010/10/mastering_the_apple_game_of_cu.html

Two examples:
When Apple took the iPhone prototype to Verizon, for a possible network deal, the carrier rejected it.
In early 1990s, Diamond Bank introduced the first integrated banking system in Nigeria, enabling customers to operate their accounts from any of its branches. Before then, it was usual for customers to travel hundreds of miles, from one city to another, just to withdraw their money.
Apple and Diamond were disruptive in their respective markets. Their offerings are quite different, but they have one similar characteristic: they pursue Customer Perception.
We learn in elementary economics that organizations must work hard to meet the needs of their customers. But meeting customer needs is not enough. You must exceed needs if you want to remain relevant. Technology disrupts the habits of the customers so quickly that if you focus on needs, you will never be an industry leader. You can't keep early adopters loyal by just meeting their needs. They want more from you.
They want you to understand their expectations. Even if you have met their needs, they want more. Your heating customers want green solar energy, but all they can afford is dirty coal so that is what you give them. You have met their immediate needs, but they expect you to do more, quickly. Agile firms serve that expectation and retain their customers.
While expectation can help you stay in the game, top firms meet the perception of customers. Perception is the king of business. Unfortunately, few firms get to that level. Perception is providing to customers what they never expected or imagined they needed. But the day they see the product or service, they will embrace it en mass.
Apple plays at this level. Did you think you "needed" an iPad before you saw one? Apple provides products that exceed expectation; customers rarely ask for them. They just arrived and we all embraced them. Why did Verizon reject the iPhone? There was nothing to benchmark iPhone with. Products that create a new category do not need focus groups or surveys during development because those insights make no sense. Unless the product is ready, many customers cannot imagine it.

Then what are the benefits of meeting your customer perception? They include having a loyal, profitable, and early adopting customer base. Nurture the customers and you will disrupt your market. And it keeps happening. Last week, Apple unveiled a thinner MacBook Air that dispatched physical hard drives for a solid-state flash storage, bringing the era of hard disk crashes to a welcome end.
How can you master the game of Customer Perception? Follow these guidelines:
Seek unconventional insights: You must not depend on the same report everyone uses. I have recommended a 15-year-old to lead a social media project, over a college professor.
Get future studies: Get into partnerships with institutions that undertake the tasks of trying to understand the future across all industries or economies. In most cases, they see patterns before everyone else.
Form a diverse team: In this era, many things are interconnected; you need a team with diverse backgrounds and life experiences.
Study the Zen masters: Business biographies of Sam Walton, Steve Jobs, and their peers provide plenty of insights.
Create an open culture: You can't develop game-changing ideas unless your culture that encourages them.
Take risks: How else can you create what doesn't exist?

Airtel to re-brand 'Airtel'

Bharti Airtel to re-brand 'Airtel', to spend Rs 300 crores
http://economictimes.indiatimes.com/news/news-by-industry/telecom/Bharti-Airtel-to-re-brand-Airtel-to-spend-Rs-300-crores/articleshow/6913753.cms

MUMBAI: Sunil Mittal's Bharti Airtel is going in for a mega brand change of Airtel for which the company will spend Rs 300 crores globally, sources close to the development said. The unveiling of the brand is expected next week. The new look of the brand is expected to have a swoosh locked with the word Airtel. The way Airtel is written may also change, it is not expected to have a capital 'A' under the new brand. The red colour, though, will still be dominant in the new brand. Sources said the Airtel's re-branding is done by the agency J Walter Thompson . The new brand is expected to be splashed all across India, Africa, Sri Lanka, Bangladesh, Seychelles. Company had already said that Zain will be re-branded as Airtel, but, this will be part of a bigger brand to give a fresh image to Airtel. Sources said, the brand makeover is done to give Airtel a more youthful look as it gets more global in it's approach. This will be yet another evolution of the strong brand Airtel, earlier the company had merged all the segmental brands into Airtel once it appealed to the customers.

2G scam: news update



Two dates that Raja will rue


Thomas K. Thomas
New Delhi, Nov. 15
The 2G spectrum scam has been on the boil for the past three years but September 25, 2007 and January 10, 2008 are probably the two days that exposed the former Communications and IT Minister, Mr A. Raja, to public scrutiny.
When the Communications and IT Ministry announced in mid-2007 that it had decided to bring in more number of mobile players in a bid to drive down tariffs and increase competition, everyone was ecstatic. Seeing the huge response from companies, the Department of Telecom on September 25 set October 1 as the cut-off date for receiving applications. In that one week, the DoT received 408 more applications taking the total to 575 from as many as 46 companies.
But just a month later, in November, the DoT issued another notice suddenly advancing the cut-off date to September 25. As a result of this one move, 408 applications, from the likes of AT&T, Hindujas, Sterlite and Moser Baer, got automatically disqualified leaving the field open to relatively unknown entities including Swan Telecom, Datacom and Loop Mobile.
Around the same time the Ministry of Finance repeatedly told the Telecom Ministry to consider auctioning the spectrum since there are so many interested applicants. According to a report by the Comptroller and Auditor General, Mr Raja ignored these suggestions and moved ahead to issue licences to only a few players at a throwaway price.
On January 10, 2008, the Ministry put out a press release at 2-45 p.m. that Letters of Intent (LoI) will be issued between 3-30 p.m. and 4-30 p.m. to companies that pay the entry fee first.
It resulted in total pandemonium at the Sanchar Bhawan here, the office of the DoT, as representatives of wannabe telecom companies literally got into fist fights and blows in a bid to be the first to get the letter of intent. What followed could make Bollywood stunts pale in comparison as some of the company representatives were physically thrown out of the line by rival applicant company.
The CAG report indicates that some of the applicants got advance information of the DoT action. "Some applicants were even ready with demand drafts drawn on dates prior to the notification of cut-off date and some had even managed securing bank guarantees. Evidently, these applicants, had advance information about the issue of this notification by the DoT which enabled them to take appropriate advance action in spite of the changed time limit for compliance from 15 days to about half a day," says the CAG report. Even though Mr Raja maintains that he stuck to the first-come, first-served (FCFS) policy, the decision to award licence based on the time of paying fees on January 10, 2008 took away the relevance of the date of application and the sanctity of the declared FCFS policy.

An idea for India

Live Mint
http://www.livemint.com/2010/11/19212508/An-idea-for-India.html?h=A3


Sunil Khilnani
We speak, rightly, of India regaining its place in the world economy and recouping its historic share of global trade. There’s another momentous fact we need to recognize: We have it now in our capacity to end poverty in our country, to address basic requirements of our citizen’s welfare, and to reduce their exposure to new risks. We have it in our power, and haven’t done it—and we need to. The imperative is not just a moral one, concerning the obligation we have to the social welfare of our poor. It’s a political imperative: necessary to keep our nation holding together during this bewildering transition from poor country to significant world power.
Collective voice: Women oppose government’s acquisition of their land during a protest in New Delhi. Saurabh Das/AP
Collective voice: Women oppose government’s acquisition of their land during a protest in New Delhi. Saurabh Das/AP
Tens of millions of citizens, feeling excluded from the benefits of the market, have in turn seceded from the political community. After several decades of rising participation in electoral democracy, we appear to be reaching a plateau. The 2009 elections were preceded by an unprecedented effort to get out the vote, and yet participation didn’t rise—especially in urban India. In the countryside, for many, bullets and bombs seem a better bet than the ballot.
The current state brings back B.R. Ambedkar’s ominous warning to the Constituent Assembly: that our political democracy would be “blown up” if efforts to establish a sense of social citizenship were not pursued. Like Jawaharlal Nehru, he saw the urgency of creating a social democracy that would persuade all Indians that they belonged in a collective project of common development.
More than half a century later, the measures of India’s uneven growth are well-known. The wide disparities in the growth rates and trajectories of India’s leading and laggard states; between India’s booming cities, large and smaller, and the vast rural hinterland—leading more and more to move into the cities, yet bringing with them few relevant skills to benefit from opportunities that may be found there; the staggering social inequalities in a country that boasts growing numbers of billionaires (in proportion to GDP, only Russia has more billionaires) and hundreds of millions whose daily lives hover in poverty; the many social groups who remain subject to discrimination of various sorts.
We need, as a nation, to take responsibility for this predicament—we can no longer continue to blame it on the failures of past policies, or inevitabilities of global constraints.
For these disparities, which are deepening lines of future potential conflict, are proliferating within a society that—in ways quite different from the other new growth economies—is already distinctively diverse and vast in scale. In Brazil, for all its racial and religious diversity, they still all speak a single language; in China, the state remains in close control of cultural and social identities (unlike India), and can impose its own national idea; South Africa’s internal diversity does in some ways parallel India—but in scale it is no larger than an average Indian state.
Seen purely from the point of view of sustaining a shared idea of the nation, of a sense of social citizenship, we should be troubled by the overall effects of our economic growth path. Especially troubled, if we factor into our disparate and fragmented economic reality the fact of our demographic profile: young, becoming younger for some years to come. In the next five years, we are going to see the entry of more than 60 million young Indians into the workforce—with most of them likely to find such work as they can in the informal, unorganized sector. India’s young might temporarily place their faith in a kind of market nationalism: but it’s not a sustainable faith. An increasingly young nation, we are also less able to give the young reasons to believe in a positive idea of the Indian nation.
As we consider what kind of social democracy India might create to address the mounting strains on India’s unity, we should be aware of what has already been tried in the West and elsewhere. And we need to be just as mindful that those lessons might be limited for a country of India’s scale and diversity—and with its huge informal economy.
Take the rightfully acclaimed Earned Income Tax Credit in the US which offers incentives to the poor to seek work and provides a redistribution of income at tax time. It’s done a great deal in the US to bring the underground, informal economy to the surface, and to materially benefit poor workers. However it is inapplicable as a widespread equalizing instrument in a society that has India’s rates of unemployment. Similarly, the European concern—widespread in this new century—about citizens becoming “dependent” on welfare benefits presupposes a state that actually provides a wide range of welfare: for instance, housing and healthcare to all citizens. The existing social safety net in places like the UK is something that Indians can only dream about.
Still, when we speak today of two “countries”, Bharat and India, we are in fact invoking an old trope, that can be found in all democracies during periods of economic growth and social change (think of Benjamin Disraeli’s “two nations” in 19th century England). And we know that one method, resorted to in European history, to try to reintegrate divided societies is to urge unity against an external, or sometimes also an internal, enemy—to foster a coercive, aggressive nationalism. Indeed, we have our own political leaders and parties who would have us pursue such methods. To avoid that destructive path, we’ll need a positive definition of the nation—composed of citizens rather than opposed to enemies.
On government duty
Aside from the politics of reservations—increasingly hard to see as any kind of measure aimed at social justice—there have recently been two sorts of responses to social inequalities.
The politics of poverty: (above) A crowd gathers for a political rally in Mumbai (Dinodia); and villagers trek long distances to find drinking water in Bihar (Priyanka Parashar/Mint).
The politics of poverty: (above) A crowd gathers for a political rally in Mumbai (Dinodia); and villagers trek long distances to find drinking water in Bihar (Priyanka Parashar/Mint).
The first urges a more wide-ranging and effective delivery to citizens of the rights promised them by the Constitution—by strengthening the Constitution’s Directive Principles, that promissory list of social and economic provisions that the Indian state has long offered but never delivered to its citizens. The time has come, this argument goes, to turn ought into is. How could one disagree?
But the beast tasked with performing this alchemy remains the state, government of India (GoI)—the same beloved “On Government Duty” crew. And it doesn’t take long to see that there isn’t all that much reason to be enthused by the Indian state spending more resources on building, ostensibly, schools and hospitals— proliferating unmanned structures, the domain of goats, pigeons, and the occasional determined children who wait in hopeless hope for their teacher to turn up.
A second approach urges more precise targeting of policies towards specific groups judged subject to discrimination and deprivation. To accomplish this, one needs much more detailed information than we have about specific social groups, including sub-groups within castes, so that we can identify the differences in life chances that are internal to caste groups. Bring on the “Caste Census”. It’s an approach that relies on being able to devise a transparent “calculus of compensation”—which could be acceptable to all, but which is always likely to appear discretionary and therefore subject to intense political contest and practical bending.
It strikes me as heavily paternalistic. It assumes that an expert elite possesses insight not just into people’s needs, but also how they should be provided for. More significantly, the targeted approach assumes the ideal conditions of an honest, effective, accountable state—and the possibility of rational evidence-based debate. I long for the day when this could happen. In practice, current government policies designed to alleviate poverty by targeting or improving welfare have often strengthened networks of corruption, and diverted benefits to elites—or to those who enjoy their patronage.
Most seriously from the point of view of a cohesive national idea, the current policies of targeting and reservations, with their politicized and discretionary qualifying criteria effectively serve to divide the poor—and often to set them against one another.
Citizens’ market
It’s time therefore to consider other lines of approach: ideas that take seriously the need for a universalist form of social provision, but which are less dependent in the short term on the assumption of a functioning state.
To create universal social provision harks back to Nehru and Ambedkar. And indeed, the starting point of an Indian social democracy has to be a reinvention of the basic ethos of our Constitution: a commitment to constitutional universalism—a conception of citizenship that sees Indians as members in a common project. That idea has been blurred and hazed by virtually every development in our history since the introduction of universal suffrage—from our system of civil law to our legislation for social and economic protections and advancement: all of which have been about the recognition of difference.
Count on me: (clockwise from far left) Residents being enrolled at the first UID test site in Kibbanahalli village (Hemant Mishra/Mint), Karnataka; BJP leader L.K. Advani leaves in a helicopter after an election meeting for the Bihar assembly polls in Rajgir (PTI); and an old woman holds up her ID as voters wait to cast their votes at a polling station at Hilsa in Nalanda, Bihar (PTI).
Count on me: (clockwise from far left) Residents being enrolled at the first UID test site in Kibbanahalli village (Hemant Mishra/Mint), Karnataka; BJP leader L.K. Advani leaves in a helicopter after an election meeting for the Bihar assembly polls in Rajgir (PTI); and an old woman holds up her ID as voters wait to cast their votes at a polling station at Hilsa in Nalanda, Bihar (PTI).
In what can be in part explained as a reaction to this, we’ve seen, in the conflicts that wracked us from the late 1980s to the early years of the last decade, the dangerous and destructive effects of claiming to unite Indians into a nation by means of negative definitions—through evoking fear and hatred of the other. What’s clear is the need, in a society that has the energy of youth and the frustrations of unequal life chances, for a positive definition of the nation.
And now we possess some of the means that might help articulate such a definition. The first steps will be limited, minimal—but they can help to set a learning process under way, which could see the creation of small, cumulative “citizenship” effects.
As we develop a more universalist conception of social welfare, we should build on one of our success stories: democracy, and the conduct of elections. This is one domain in which the Indian state has shown organizational competence in delivering a public good. The Election Commission, which commemorates its 60th anniversary this year, is a model Indian institution: and it has used technology—the voter ID card—to enable Indians to vote. On the ground, enacted democracy is far from perfect: but rampant electoral corruption is today more the exception than the rule. This simple practice of voting has helped hundreds of millions of Indians, rich and poor, identify themselves with a common project—to feel themselves to be political citizens. After two decades and more of growth, it’s time to ask: Is there something we could do in the social and economic realm that might provide a similar common field on which all Indians stand together?
The idea of an unconditional annual cash payment (often called universal basic income) to every citizen has been in the air for some time, but hasn’t much figured in Indian debates. It has returned to discussion in the economies of the wealthy industrial West since the late 1980s: as precisely a way of addressing the problem of an emerging dual economy—divided not between capitalists and workers, but between those with formal, “proper” jobs and those engaged in informal work.
To even raise this as a possibility—an apparent luxury of the prosperous West—might appear preposterous in the Indian context. But I don’t think it is. For an economy like ours, that has the second highest growth rate in the world, and the largest poor citizenry in the world, in fact it seems exactly appropriate to think about how some of the benefits of that growth might be directed to reaching the wider populace—to give them a palpable sense of inclusion in the Indian nation.
What I have in mind can be thought of as a dividend on our growth: and let’s therefore call it, precisely, a Citizen’s Growth Dividend. The overall amount set aside to fund this should be a specified percentage of India’s GDP—thereby immediately establishing a connection between the size and growth of India’s economy and some sharing of that with all Indian citizens. We might start, for instance, with a figure of 2.5% of GDP (the same amount we spend on the defence budget) as set aside to fund payments of the Citizen’s Growth Dividend—an amount that the economist Pranab Bardhan has estimated would cover an annual payment of Rs. 5,000 to every household.
My reasons to argue for this are above all political. But, since social policy in every nation thrives on over-promise, let’s be clear, straightaway, what such a proposed Citizen’s Growth Dividend won’t be able to do. It won’t make our society equal, it won’t make it just; it won’t make poor people grateful to their government. Look at the streets of Paris last month—people get used to what they get. Nor can we think of this as a populist, Chavez-style buyout (anyone who thinks it might be quite mistakes the shrewdness of the Indian poor). Nor is it a Nixonian payment to an unruly underclass threatening to riot. Universal payment in the form of a Citizen’s Growth Dividend may help as an argument against Maoists, but it won’t be a reliable inoculation against such frustration and anger.
This idea is aimed at doing something else—something crucial for the future of Indian governance. In establishing such a dividend, we are in effect saying, shamefacedly: our state cannot yet give you what you really need, we cannot deliver the schools or hospitals, the functioning social infrastructure or the equal life chances that we recognize that you as citizens should have. But here’s a stop-gap offer. It’s the political equivalent of the signs one always sees in public spaces: “Please Bear with Us as We Make Improvements”. It’s a first transitional step in an effort to build an Indian social democracy on a universal basis.
Unlike the divisive effects of current social welfare policies, the payment of a Citizen’s Growth Dividend would be a direct, simple and instantaneous transaction with all citizens. It would be paid to Mukesh Ambani—and to the beggar outside his gates: bringing two worlds into a shared connection, and (who knows) it might even induce some Gandhian embarrassment among some of us. It would offer a basis on which to unite all citizens in relation to the state, and implant among all a sense that the state does owe us something as citizens—and that it can and will deliver this. This is likely to be an uncomfortable political proposition for the state. It would create something like a market of citizens, who possessed a certain minimal economic power—generating a demand for responsiveness from the state.
As citizens come to hold Indian governments and the state to account for their dividend, a more general demand for accountability from below might swell. I hope this would be the case over time. But in the short term, the dividend would give people across the country some sense that the state actually recognized them, their existence—just as the vote has done. It would add a sense of social and economic citizenship to the political citizenship embodied by the vote.
A Citizen’s Growth Dividend might bring real economic benefits to the nation. It would incrementally boost economic demand especially in the countryside, and so direct producers towards meeting needs there. And, given how difficult politically it will be for an economy of India’s scale to replicate the Chinese growth model, with its globally imbalancing effects, the need for internal demand to sustain growth becomes all the more imperative.
Moreover, we now have in our grasp the technology that would make administering a growth dividend possible, in the form of the Unique Identification (UI) card, the Aadhar programme. Surrounding that programme there are ethical issues that need debate; but one thing the UI card can enable is a direct point of access between every Indian citizen and the state (just as the ballot box does). The UI number is envisaged as a platform for further social policy initiatives—and its uptake is essential for such policies to be developed. If it becomes linked to a universal payment, there would be a huge incentive for people to register for UID.
I think that it would be practicable; and it should also be possible to generate the political support for such a policy. We’ll need to find ways in years ahead, to shift from a patronage state, based on subsidies for particular groups, to one based on universal basic provision for all citizens. This is a difficult battle, one that our political leaders have shown little willingness to engage. But, they might feel more confident armed with a proposal for a universal payment, a Citizen’s Growth Dividend of the kind I’m suggesting. Meanwhile, it will be harder for those wishing to protect their subsidies to do so against a policy that provides something to all Indians. In that sense, the idea could be a potentially winning electoral platform to a party.
But ultimately, I reiterate that I am interested in the political potentials of this idea. It is far from an ideal solution: not a capstone of social policy, but a building block that would give people a sense of belonging to something larger. Just as elections do not render our governments benign, let alone accountable, a universal basic income payment of a Citizen’s Growth Dividend would hardly yield a more equal society. Yet it would, in addition to potential economic benefits, signal to all Indians, in a time of profound transition, that they have an enduring stake in our nation, in its wealth—in fact, a claim on it. And it would remind governments that the idea of India is composed not of constituencies, but of citizens.
Sunil Khilnani is the author of The Idea of India and is currently working on a new book, India in Search of Wealth and Power. Write to him at publiceye@livemint.com