Unravelling the first family of sarod…

IIPM : EXECUTIVE EDUCATION

The inimitable impressions of the Bangash family on Hindustani classical music…
Melodious notes have wafted through the corridors of their homes and wide-eyed cherubs have soaked them in, learning to recognise the notes of the Sargam long before comprehending the ABCs of the spoken language. Since ages, just as family values and traditions are handed down to the next generation, the passion and understanding of music has also been sown into their souls. The Bangash family’s affair with the sarod began in mid-17th century, when Mohammed Hashmi Khan Bangash – an Afghan horse trader with a penchant for the rebab (a plucked lute) – settled in India. As he developed an interest in Indian classical music, he egged his son, Ghulam Bandegi Khan Bangash, to modify the rebab so as to allow the best of both the cultures to fuse together. Thus the sarod was born and the next Bangash – Ghulam Ali Bangash – further tuned the instrument to perfection and also the techniques of playing the ragas on the same.

“In the family of khaandaani musicians (who belong to a long lineage), it is difficult to pin-point the time, age or date of entering into the world of music. There is no way to actively decide, I just absorbed everything happening around me. I just realised one day and felt honoured to be the humble representative of the Senia Bangash gharana,” says the 6th generation scion of the Bangash family, Ustad Amjad Ali Khan. His father Ustad Haafiz Ali Khan, learnt the fundamentals of the Senia gharana from Ustad Pyar Khan and Ustad Jafar Khan, who, incidentally, traced their lineage to one of the greatest music composers of all time – Tansen. In his career, he received patronage from the courts of Gwaliar and was the recipient of many awards including the Padma Bhushan in 1960.

Ustad Amjad Ali Khan was not one to merely loll on his forefather’s fame and he would go on to become noted for his style of playing the sarod. He also brought about new changes to the sarod and is today among the most respected musicians of our country. Holding audiences across the continents captive with his mesmerising performances, Amjad Ali Khan is a sparkling gem in the current Indian music milieu and has been honoured with a host of awards and recognitions such as the Padma Vibhushan. Reminiscing the years of his struggle, the doyen of Indian classical music says, “Nothing is easy, especially in the world of classical music. There was struggle, there is struggle and there always will be struggle in the future. There is no shortcut in this field. The expectations of the world are very high and there has to be quality music.”


From the outside, it might seem simple enough to carry on the legacy and many would chastise those who patronise every new generation of the same family and neglect artistes from not-so distinguished dynasties. “It is a great bonus. Like in any field, be it films or for that matter even a business house, a legacy always helps. You get the opportunity, the attention and the love of people. Having said that, one must keep in mind that eventually your work has to speak for itself. We cannot keep getting invited to a concert hall or to a music festival because we are sons of a famous father or for that matter, having seven generations of musicians behind us. Your work has to speak for itself. In fact, your legacy and your worth should speak through your work,” opine the sons of Ustad Amjad Ali Khan, Amaan and Ayaan Ali Khan. “There are a section of people who would blindly love you because they loved your father. Then there are a section of people who love you for your own space and finally a section that would come to tear you apart! The mantra once again lies in the fact that one must never take any concert for granted. Smallest of concerts can become the turning points of your life and the biggest of concerts can be disasters. Every concert should have the same feeling and approach as if it’s your first concert,” assert the brothers.

The impression that many have of Amaan and Ayaan being privileged and given opportunities that most music enthusiasts would label as ‘unfair’, is something Amaan and Ayaan have had to contend with. While they shrug off such sentiments with a, “Like the saying goes ‘it’s not as easy as it looks’,” they also have been putting in their all to come into of their own. With concerts in 20 different nations already behind them and capital world music and electronica albums to their credit, the two have moved on and today are often compared with their father. “In all honesty,” remark the boys, “it’s an honour to be compared to a man like Ustad Amjad Ali Khan. For at the end of the day, you’re being compared to the best! We don’t think anyone takes anyone’s place in life. There is room for everyone. Our father has already done the unthinkable to the sarod. But then, the work that we have done with the sarod had also never been done before. Today, the youth connect to the instrument, we see it in films, hear it in lounges and even clubs! Collectively as a family, we are trying our best to carry forward the tradition of Indian music.” The illustrious Ustad Amjad Ali Khan perhaps sums it up the best, “It’s a commitment from generations. We must surrender ourselves to God and to our guru… We feel happy and honoured to have received so much love and blessings from the whole world.”

B&E edit bureau: Anu Gulmohar & Neha Sarin

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Mind’s like that...

IIPM’s 36th Glorious Year of Academic Excellence

The real assets are perhaps those we overlook...

The world might have come a long way since Adam Smith wrote his pathbreaking book, The Wealth of Nations, but the essence of wealth in any business or for any nation, remains as inevitable as ever, even though its paradigm is ever changing. Gone are the days of Oregon Trail and the mad rush for gold; in today’s era, gold has been replaced by many of its poorer brethren as more important assets. Late 20th century saw the ascent of many of the Middle East countries simply because they were hosts to one of the largest reserves of crude oil in the world, an incredible wealth to hold on to. Soon it became one of the richest parts of the world. Yet the Arab sheikhs were prudent enough to realise that crude oil is an exhaustible wealth which made them start investing in physical infrastructure of Arab world as well as in the global financial markets.

The Arab investments in the US markets is just a shade less than a trillion dollar and ever increasing to make sure that even when oil is exhausted one day, their owners would not be. Similarly the world was for long divided between those countries which were bestowed with rich mineral resources and those which were not. Mother Earth by that standard has been a little more generous on Africa than many others. Yet more minerals and metals does not necessarily translate into more prosperity. Africa stands testimony to that. Contrast this with a country like Japan, devoid of any mineral wealth worth talking about. Yet, when Japan imports iron ore to make quality steel and from it makes world class cars to sell at a premium, it vindicates that the real wealth is perhaps not in metals but in the mind which can add value to them.

No wonder that Japan and the US are some of the richest nations of the world as they have allowed entrepreneurs to unleash the power of their minds and catapult the society to a higher paradigm.

Today, an operating system, a mobile phone or a micro processor can be called wealth but the real wealth are those whose gave shape to them. In the same league population was considered to be a major liability. But of late, two of the most populous countries of the world, China and India have realised that if they have ever done anything worthwhile, that was to nurture such huge population. In an era of market economy, the shrinking population and saturated market of the West, leaves the MNCs with only one choice, i.e. to invest and market in India and China. Not just as markets, India’s and China’s population can be considered wealthfor the incredible source of manpower they have become for the world. While the Chinese have specialised in being the manufacturer of the world, the Indians have specialised in the after sales service of the same.

But that this population doesn’t want to get restricted in it, is vindicated by the Tatas and Lenovos calling shots in global acquisitions.It doesn’t end here only. The biggest wealth of this world is still a calm mind and hope nurtured by the principle of self actualisation of East.Even wealthy West has accepted it. Against all odds, mankind still dream to live another day and wither the next Tsunami. So long this wealth of hope remains, other assets will work too.

Pathikrit Payne

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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What happens to the rest of Indian pharma when the leader takes the consolidation dose? virat bahri & manish k. pandey discuss the fallout...

IIPM’s 36th Glorious Year of Academic Excellence

What happens to the rest of Indian pharma when the leader takes the consolidation dose? virat bahri & manish k. pandey discuss the fallout...

In times of despair that they live in, rarely do pharma CEOs have an opportunity to cheer. Pfizer CEO Jeffrey Kindler, though, did get one with the Ranbaxy stake sale. After all, his company has crossed swords with Ranbaxy for quite some time now on the issue of the Lipitor drug. What could be better than one of your most bitter competitors getting bitten by the consolidation bug?

Or, taking a more realistic view, what could be worse? Once Ranbaxy is under the control of Daiichi Sankyo, Pfizer will face a larger, more formidable competitor, with strengths in both generics and R&D, which would be ranked 15th in the global pharmaceutical space. And even if rumours of Pfizer attempting to put in a competing bid for the open offer for Ranbaxy shares are grossly untrue, it is for sure that such a strategic calculation would have crossed Kindler’s mind too.

If it is still a consideration, analysts now feel he needs to brush it under the carpet. Sujay Shetty, Associate Director, PriceWaterhouseCoopers, avers, “The way valuations are going, it isn’t such a good idea, even if we consider the benefits of Lipitor. Besides, it is difficult to carry on without the support of promoters.” He feels that they may compel Daiichi to pay more, but even that does not bring any compelling benefits to Pfizer. They may indeed end up overpaying. Comparisons being made with Pfizer’s acquisition of Warner Lambert, where it overpaid by around $20 billion to acquire it for around $90 billion. But then, Warner Lambert had Lipitor, which has been delivering annual sales of around $13 billion for Pfizer (nearly 13 times Ranbaxy’s annual revenue for 2007!).

So in all probability, the coast is clear for Daiichi, which unveiled its open offer to buy an additional 20% stake in Ranbaxy through an open offer (the promoter family, led by CEO & Chairman Malvinder Singh, have already committed their 34.8% stake to Daiichi) at a price of Rs.737 a share, which effectively values Ranbaxy at $8.5 billion. A shocker indeed for the Indian pharma industry and India in general, which is used to seeing the other side of the consolidation needle so far. If at all, we could raise a toast to East-East solidarity, even if that kind of emotion hardly ever crossed our mind before this landmark divestment of India’s largest pharmaceutical company!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
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R. Balakrishnan, Chairman, Lowe Lintas

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R. Balakrishnan, Chairman, Lowe Lintas: I think he is very intuitive and instantly understands the problem at hand. He has no particular style. However, he has this unique ability to tailor his style to suit the client’s brief. I mean we can solely depend on him to solve even extremely complex problems. A simple thing like the ‘daag achche hain’ campaign of Surf Excel, no one in this world except Arun could have cracked this puzzle. He is a very humble and a nice person. He doesn’t think of himself as a genius. For him, coming up with a big idea is no big deal – totally unassuming guy.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
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Welcome to creative-dom!

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They say old is gold. But the new is not on hold either... Watch out as the youth brigade in ad-land storms into your living room and influences everything, from your choice of detergent to the car you race to work and back. By VAREEN RAY & SURBHI CHAWLA

It was the summer of 1963. An undergraduate advertising major at the University of California, as a part of his assignment, submitted a campaign for Honda to his guide. Amazed at the clever communication, the instructor persuaded the student to submit the work to Grey Advertising. The campaign – You meet the nicest people on a Honda – went on to completely redefine Honda motorcycle’s brand recall and market share in the United States.

Or consider this. Two over-enthusiastic Wisconsin boys were looking for a way to make their rowboat get to the fishing hole faster. They read all available stuff on gas motors. In the end, they shoved their plans for the rowboat and instead decided to work on motorised bicycles. In 1903, by the time the boys were in their early twenties, their first prototype was ready. The two boys from Wisconsin were William Harley and Arthur Davidson. Take Wolfgang Amadeus Mozart. He lived for only 35 years, wrote his first piece of music at the age of five and completed his first symphony at the age of eight. Why Mozart, take Pablo Picasso, Leonardo Da Vinci, Michelangelo or Shakespeare instead. History is littered with examples of young, adventurous people, who with their fresh insights, have consistently thought differently and delivered innovatively.

That’s the power that youth brings to the table. More recently, consider Microsoft, Motorola, Google, Apple, Oracle or Sony – what sets them apart from the rest? Almost all these companies have had innovative people at their helm, who gave up their youth to nurture these innovative corporations. Larry Ellison started Oracle when he was 32; Paul Vincent, founder of Motorola was also 32 when he set out on his trailblazing path; Akio Morita founded Sony when he was 25; Bill Gates was 20 when he founded Microsoft; Steve Wozniak and Steve Jobs were 20 when they seeded Apple; Larry Page and Sergey Brin were 24 when they started Google; and they all continue to fanatically believe and invest in the power of youth.

So, when the 4Ps B&M team went into a huddle to plan an issue on India’s choicest creative brains, we decided to give the reigning stalwarts a miss and focus instead on the young generation. The reasons were clear to us. The veterans may be the anchors of any industry or company, but fresh blood is the lifeline that actually takes the industry forward. Leaders have a natural responsibility, to hone and nurture the bright sparks; but when fed into the industry, these bright sparks make for the choicest future leaders.

There was a time – from 1960s to 1990s – when names like Alyque Padamsee, Kersy Katrak (of the MCM fame), Mohammed Khan, Gerson and Sylvester DaCunha were taken in revered whispers in the Indian creative circles. Today, those names have been replaced with Piyush Pandey, Prasoon Joshi, R. Balakrishnan, Priti Nair, K. V. Sridhar, among others, whose creative campaigns have already been etched in Indian advertising history.

But keenly waiting in the wings, are a slew of young ones, who over the last few years, have been wowing audiences with their creative acumen. Names that are perhaps a little less heard, but have conjured up the coolest of creative storyboards to sell a variety of products from colas to cars. And as they say, one fresh campaign is all it takes to change the rules of the game. So, while the veterans are going great guns, the young turks of ad-frat are fast moving up the creativity ladder. They are smart, have age by their side, constantly question and challenge older established systems and do not hesitate while creating the wackiest of campaigns.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
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