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By:

Rashmi Kulkarni

23 March 2025 at 2:58:52 pm

Making a New Normal Feel Obvious

Normal is not what’s written. Normal is what repeats. The temple bell rings at the same time every day. Not everyone prays. Not everyone even walks in. Some people don’t care at all. And yet when that bell rings, the whole neighborhood syncs. Shops open, chores move, calls pause. The bell doesn’t convince anyone. It simply creates rhythm. That’s how “normal” is built inside a legacy MSME too. Not by speeches. By repetition. Quick recap: Week 1: You inherited an equilibrium. Week 2: People...

Making a New Normal Feel Obvious

Normal is not what’s written. Normal is what repeats. The temple bell rings at the same time every day. Not everyone prays. Not everyone even walks in. Some people don’t care at all. And yet when that bell rings, the whole neighborhood syncs. Shops open, chores move, calls pause. The bell doesn’t convince anyone. It simply creates rhythm. That’s how “normal” is built inside a legacy MSME too. Not by speeches. By repetition. Quick recap: Week 1: You inherited an equilibrium. Week 2: People resist loss, not improvement. Week 3: Status quo wins when your new way is harder. Week 4 is the next problem: even when your idea is good and even when it is easy, it can still fail because people don’t move together. One team starts. Another team waits. One person follows. Another person quietly returns to the old way. So, the old normal comes back … not because your idea was wrong, but because your new normal never became normal. Which Seat? • Inherited : people expect direction, but they only shift when they see what you consistently protect. • Hired : people wait for proof “Is this just a corporate habit you’ll drop in a month?” • Promoted : people watch whether you stay consistent under pressure. Now here’s the useful idea from Thomas Schelling: a “focal point”. Don’t worry about the term. In simple words, it means: you don’t need everyone convinced. You need one clear anchor that everyone can align around. In a legacy MSME, that anchor is rarely a policy document. It’s not a rollout email. It’s a ritual. Why Rituals? These firms run on informal rules, relationships, memory, and quick calls. That flexibility keeps work moving, but it also makes change socially risky. Even supportive people hesitate because they’re thinking: “If I follow this and others don’t, I’ll look foolish.” “If I share real numbers, will I become the target?” “If I push this new flow, will I upset a senior person?” “If I do it properly, will it slow me down?” When people feel that risk, they wait. And waiting is how the status quo survives. A focal ritual breaks the waiting. It sends one clean signal: “This is real. This is how we work now.” Focal Ritual It’s a short, fixed review that repeats with the same format. For example: a weekly scoreboard review (15 minutes) a daily dispatch huddle (10 minutes) a fixed purchase-approval window (cutoff + queue) The meeting isn’t the magic. The repetition is. When it repeats without drama, it becomes believable. When it becomes believable, people start syncing to it, even the ones who were unsure. Common Mistake New leaders enter with energy and pressure: “show impact”. So they try to fix reporting, planning, quality, procurement, digitization … everything. The result is predictable. People don’t know what is truly “must follow”. So everything becomes “optional”. They do a little of each, and nothing holds. If you want change to stick, pick one focal ritual and make it sacred. Not forever. Just long enough for the bell to become the bell. Field Test Step 1 : Pick one pain area that creates daily chaos: delayed dispatch, pending purchase approvals, rework, overdue collections. Step 2 : Set the ritual: Fixed time, fixed duration (15 minutes). One scoreboard (one page, one screen). Same three questions every time: – What moved since last time? – What is stuck and why? – What decision is needed today? One owner who closes the loop (decisions + due dates). Step 3 : Protect it for 8 weeks. Don’t cancel because you’re busy. Don’t skip because a VIP came. Don’t “postpone once” because someone complained. I’ve seen a simple weekly dispatch scoreboard die this exact way. Week one was sharp. By week three, it got pushed “just this once” because someone had a client visit. Week four, it moved again for “urgent work”. After that, nobody took it seriously. The old follow-ups returned, and the leader was back to chasing people daily. The first casual cancellation tells the system: “This was a phase”. And the old normal returns fast. One Warning Don’t turn the ritual into policing. If it becomes humiliation, people will hide information. If it becomes shouting, people will stop speaking. If it becomes a lecture, people will mentally leave. Keep it calm. Keep it consistent. Keep it useful. A bell doesn’t shout. It just rings. (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)

Damascus Gambit

Washington’s courtship of Syria’s former jihadist-turned-president reveals how swiftly geopolitics can turn enemies into partners.

America’s foreign policy in the Middle East has always had a flair for reinvention. Its latest experiment in welcoming Syria’s Ahmed al-Sharaa into the global coalition against the Islamic State may be its boldest yet. Barely a year ago, the United States branded the man a terrorist and placed a bounty on his head. Today, he is feted at the White House as a reformer and ally.


The announcement that Syria will join the 90-nation coalition against jihadist remnants marks not merely a diplomatic thaw but a full-blown reversal. Of course, sanctions on Syria had already been suspended earlier this year by President Donald Trump during his Middle Eastern tour. The Caesar Act, Washington’s chief sanctioning instrument against the Assad regime, has been frozen.


For Washington, the calculus appears simple. The Islamic State’s embers still glow across the Syrian desert, and America’s appetite for direct military engagement has long waned. Al-Sharaa, once the leader of Hayat Tahrir al-Sham - an offshoot of Al-Qaeda - commands the tribal networks and battlefield experience that Washington now finds useful. To the Trump administration, he is a man hardened enough to impose order where American soldiers no longer tread.


Syria’s long agony, however, gives this new partnership a darker resonance. Thirteen years after the uprising that began in Daraa in 2011, the Assad dynasty is gone but the wreckage endures in form of a hollowed-out economy, a fractured state and a society scarred by sectarian mistrust. Into this vacuum stepped al-Sharaa, a onetime insurgent who now sells himself as a moderniser intent on rebuilding a shattered country. Despite speaking of a “new era” of reconstruction and reconciliation, violence still flares between Bedouin and Druze militias, and reports of killings of Alawite minorities continue to emerge from Syria.


The United States has walked this path before. In the 1980s, it armed Saddam Hussein to counter Iran, only to confront him later in Kuwait. Two decades ago, Muammar Qaddafi was courted as a partner against terrorism, before NATO warplanes toppled him. In Iraq, insurgents were rebadged as ‘Sons of Iraq’ and paid to police the peace they had once shattered. Will the rehabilitation of al-Sharaa fit this pattern of short-term utility trumping long-term memory?


Al-Sharaa’s transformation from jihadist commander to President owes much to timing. After breaking with Al-Qaeda, his forces emerged as the dominant power in north-western Syria, combining Islamist rhetoric with bureaucratic pragmatism. When the Assad regime collapsed, he was well-placed to seize control. Since then, his government has sought legitimacy through cautious engagement with the West, while still tolerating elements of the old militias.


For the Trump administration, lifting sanctions and restoring diplomatic ties is not so much a reward for reform as a bid for influence. By drawing Damascus away from Tehran and Moscow, Washington hopes to anchor a new balance of power in the Levant. In theory, a ‘normalised’ Syria could act as a buffer against both Iranian expansionism and jihadist resurgence. But that vision rests on an untested assumption that al-Sharaa’s ambitions align with America’s, and that his past will not resurface when interests diverge.


Rehabilitating a former jihadist to stabilise a war-torn state is a gamble steeped in irony. The United States once found in Egypt’s Anwar Sadat a partner who recast the Arab world’s relationship with the West. But where Sadat inherited institutions and a functioning state, al-Sharaa presides over rubble. Reconstruction will demand not just money but legitimacy.


The rapprochement may yield tactical dividends in form of intelligence sharing, coordination against residual Islamic State cells, perhaps even movement toward peace with Israel. But to airily speak of a “new era” in such a fraught landscape is to forget how easily old ghosts can return.


Whether this partnership heralds stability or merely rehearses another cycle of betrayal will depend not on the promises made in the Oval Office, but on whether Syria itself can finally break free from the gravity of its own past.

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