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By:

Rashmi Kulkarni

23 March 2025 at 2:58:52 pm

Minimum Viable Digitisation

In MSMEs, digitisation fails when it asks for faith. Start where it offers relief. This is the point where many leaders make the costliest mistake: They treat digitisation like a “big bang”. ERP rollout. Full automation. Everything at once. And then they act surprised when the company rejects it. Let me say it plainly: Most MSMEs don’t fail at digitization because of technology. They fail because of adoption. Which Seat? Inherited seat: you’re under pressure to “make it modern” fast. That...

Minimum Viable Digitisation

In MSMEs, digitisation fails when it asks for faith. Start where it offers relief. This is the point where many leaders make the costliest mistake: They treat digitisation like a “big bang”. ERP rollout. Full automation. Everything at once. And then they act surprised when the company rejects it. Let me say it plainly: Most MSMEs don’t fail at digitization because of technology. They fail because of adoption. Which Seat? Inherited seat: you’re under pressure to “make it modern” fast. That pressure pushes you into big moves. Hired seat: you want to justify your hiring with visible transformation. That pushes you into big moves. Promoted seat: you want to prove you can lead beyond operations. That pushes you into big moves. Different seats. Same trap: overreach. UPI vs core banking Think about how India adopted UPI. Most people didn’t wake up one day and say, “I want to digitize my financial life”. They adopted UPI because it was easier  than what they were doing. It reduced pain: no change needed, no long forms, no bank visits, no waiting, instant confirmation. If you compare that to “core banking software”, you’ll see the difference. Core banking is heavy. UPI is light. Core banking asks for trust and patience. UPI offers relief on day one. That’s your lesson for MSMEs: Digitisation should feel like relief, not religion. Right Target Incoming leaders often say: “We need data.” “We need transparency.” “We need ERP.” All of that may be true. But it’s not the starting point. The starting point is: interfaces. Interfaces are the places where work crosses a boundary and things get messy. In MSMEs, disputes usually begin at interfaces: purchase request → approval → PO production completion → dispatch → delivery invoice → follow-up → collection customer promise → production plan → commitment These are the places where: money moves, blame travels, delays hide, exceptions grow WhatsApp becomes the system. So don’t digitise “everything.” Digitise one interface where money moves and disputes begin. Why Interface-First Two well-known ideas explain adoption clearly. Everett Rogers wrote about how innovations spread: people adopt when they see advantage, low risk, and others like them succeeding. They don’t adopt because you announced it. The Technology Acceptance Model (Davis) is even simpler: adoption happens when people feel the tool is useful and easy. In MSME terms: “Will this make my life easier?” “Will this create trouble for me?” “Will I get blamed if it fails?” “Will it slow me down?” If you can answer these questions well, adoption happens. If you can’t, people will smile and bypass. Viable digitisation Minimum viable digitisation means: small scope, clear benefit, low risk, quick proof, easy rollback. It’s not “small thinking”. It’s smart sequencing. The goal of the first digitization is not perfection. The goal is trust. Once the system sees that digitization reduces pain without creating danger, the next step becomes easier. What to digitise If you want a safe starting point, pick one of these interfaces: PO approvals Why it works: delays, confusion, and “who approved what” disputes are common. A simple approval queue reduces follow-ups fast. Dispatch confirmation Why it works: dispatch is where customers start shouting. A simple dispatch status board reduces panic. Collections follow-up Why it works: cash flow stress is universal. A simple overdue list with follow-up notes reduces chaos. Notice these are not “ERP modules”. They are pain points that people already feel. The one thing you must add: rollback safety This is important: in MSMEs, people avoid new systems because they fear getting trapped. So your pilot must include a rollback rule. Not as a threat. As reassurance. Example: “We will run this for 2 weeks. If it increases cycle time, we will roll back.” “We will keep a backup format for emergencies only.” “We will not punish anyone for mistakes during the pilot.” This reduces fear and increases honest participation. (The author is Co-founder at PPS Consulting and a business operations advisor. She helps businesses across sectors and geographies improve execution through global best practices. She could be reached at rashmi@ppsconsulting.biz)

A Bitter Harvest: Poverty and Promise in Assam’s Tea Gardens

Updated: Jan 23, 2025

Assam’s Tea Gardens

India’s Northeast, often referred to as the ‘rainbow country,’ is a captivating paradox. It brims with natural beauty, rich biodiversity and a mosaic of cultures yet persistent underdevelopment paints a troubling picture of neglect and missed opportunities. To state the obvious, this region, bordered by five countries—Bangladesh, Bhutan, China, Myanmar, and Nepal—stands as a geopolitical linchpin for India’s security and diplomacy. The culturally diverse ‘Seven Sisters’ region is a treasure trove of resources, enriched by rivers that sustain unique ecosystems. Regrettably, its potential remains stunted by historical isolation, inadequate infrastructure and a deep-seated frustration stemming from poor governance.


Historical Isolation

Connectivity—or the lack thereof—has been a defining issue for the Northeast. A staggering percent of its borders adjoin other countries, rendering it dependent on tenuous land corridors for trade, healthcare, and mobility. This has hindered private investment, exacerbated economic disparities and fuelled the region’s reliance on central government funds.


An uneven distribution of these funds further deepens the divide. Consider Assam, the region’s most populous state. With a population of 3.58 crore as of 2023, Assam accounts for 64 percent of the Northeast’s inhabitants. Yet, its per capita allocation of central funds trails behind other states. For instance, in the 2022–23 financial year, Assam received approximately Rs. 31,253 crore, while the remaining seven states, with just 36 percent of the region’s population, collectively garnered Rs. 37,600 crore. Such disparity undermines developmental efforts in Assam, especially for its most vulnerable communities.


Within Assam, stark inequities persist. While 2.38 crore people reside in cities and towns with relatively better access to education and healthcare, about 1.2 crore people live in abject conditions. Among them are tea garden workers, or Sadanis, descendants of labourers brought to Assam by the British from states like Maharashtra, Madhya Pradesh and Bihar.


Confined to remote tea estates in districts like Lakhimpur, these workers endure squalid living conditions, minimal healthcare, and limited access to education. The average life expectancy among tea workers is a dismal 50 years—18 years below the national average. Malnutrition, alcoholism and generational poverty plague these communities, perpetuating cycles of marginalization and unrest.


The plight of tea workers is emblematic of the Northeast’s broader challenges. Despite their historic loyalty to India, these communities have remained on the fringes of development. Their struggles reflect not only economic neglect but also a failure to integrate their narratives into the mainstream discourse.


The Assam government has initiated measures to uplift its underprivileged populations, but these efforts remain piecemeal. Without a holistic strategy to address structural inequalities, the region risks further alienation. Delays in improving living standards not only harm the marginalized but also jeopardize India’s national security.


Grassroots efforts provide a glimmer of hope. One such laudable effort is that of the Bhaskar Sanskar Kendra, a self-funded unit of the Utthan Charitable Foundation which is an exemplar of what community-led interventions can achieve. Based in Parbatipur No. 2, the Kendra has been working tirelessly since 1988 to improve education, empower youth, and uplift women in tea garden communities.


Run by Ashok and Alka Varnekar, the Kendra’s initiatives are driven by passion and commitment. Their efforts recently earned them the Sewa Gurav Puraskar from the Pune-based Natu Foundation. Yet, much more is needed in the form of volunteers, donations and systemic support to scale such interventions and achieve meaningful change.


Beyond Charity

The story of Assam’s tea workers is not just one of charity but of strategic importance. The Northeast serves as India’s gateway to Southeast Asia, a region crucial to New Delhi’s Act East Policy. Neglecting the region’s socioeconomic fabric risks exacerbating insurgencies and undermining national security.


Empowering marginalized communities is a moral imperative, but also a strategic one. A well-developed Northeast can serve as a bulwark against external threats, foster regional trade and reinforce India’s cultural and geopolitical ties with its neighbours.


The path forward requires a multi-pronged approach. First, the central and state governments must prioritize equitable fund allocation, ensuring that populous states like Assam receive their fair share. Second, targeted programs must address the specific needs of marginalized groups, such as tea garden workers, through better healthcare, education, and economic opportunities.


Third, private investment must be encouraged. By improving connectivity and creating business-friendly environments, the region can attract industries that generate employment and foster local entrepreneurship. Finally, grassroots organizations need greater recognition and support, as they serve as critical bridges between government initiatives and community needs.


The Northeast has long been viewed through the prism of its challenges rather than its potential. It is time to change that narrative. Recognizing the region’s strategic importance, celebrating its cultural diversity, and addressing its systemic inequalities are steps toward a more inclusive and secure India.


For the tea workers of Assam and countless others who endure hardship in silence, development is a necessity. Their future is India’s future, and it is high time we act with the urgency and commitment that this region deserves.


(The author is a retired naval aviation officer and geopolitical analyst. Views are personal).

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