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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)

Democratic Mirage

Somalia’s flirtation with universal suffrage promises democratic renewal but risks entrenching elite power in a country where the state remains perilously thin.

For the first time in more than half a century, residents of Mogadishu queued up to choose their municipal leaders by direct vote. To foreign diplomats and Somalia’s own weary reformers, the images carried a powerful symbolism of a country long synonymous with state collapse gingerly reclaiming the rituals of democracy.


The last time Somalis voted directly in national elections was in 1969, months before Mohamed Siad Barre’s coup ushered in two decades of authoritarian rule, followed by one of the modern world’s most complete state implosions. Since Barre’s overthrow in 1991, Somalia has been governed by improvisation: warlordism gave way to Islamist rule, foreign intervention and, eventually, a fragile federal order stitched together under heavy international tutelage. Elections, when they returned in 2004, were indirect by design. Clan elders selected lawmakers and lawmakers chose the president. In a shattered polity riven by clan rivalries and stalked by jihadists, consensus mattered more than ballots.


Two decades on, that ‘pragmatic’ logic has curdled into something else. Indirect elections have ossified into an elite cartel, lucrative for politicians and brokers who thrive in the shadows of clan arithmetic. Parliamentary seats are bought and sold. Presidents are chosen not by citizens but by carefully managed caucuses. Mogadishu’s mayor, until now, was appointed from above. Ordinary Somalis, particularly the young, have watched politics become a closed shop.


Against this backdrop, the municipal poll is meant to be a rehearsal for universal suffrage in a country where more than 70 percent of the population is under 30. A 2024 law restored the principle of one person, one vote, and federal elections are notionally slated for next year.


In theory, Somalia is turning the page. But in practice, the script remains familiar. President Hassan Sheikh Mohamud has already cut a deal with segments of the opposition ensuring that, while lawmakers will be directly elected in 2026, the president himself will still be chosen by parliament. This has led Opposition figures to complain that the rushed introduction of a new system favours the incumbent, who controls the levers of state and the flow of foreign funds.


Security concerns provide the most obvious alibi. Al Shabaab, al-Qaeda’s East African franchise, still controls large swathes of the countryside and retains the ability to strike at will in major cities. Mogadishu may be safer than it was a decade ago, but it remains one of the world’s most dangerous capitals. Asking millions to vote under such conditions is no small feat. Yet security has long served as both a real constraint and a convenient excuse. Somali leaders invoke it to delay reforms that might dilute their influence, even as they struggle to extend the state’s writ beyond a few urban islands.


Somalia’s political order rests on an uneasy bargain between clans, regions and foreign patrons. Federalism, meant to accommodate diversity, has instead produced mini-fiefdoms dependent on external backers from Ethiopia and Kenya to Turkey, the Gulf states and the West. Each has its own interests: counterterrorism, port access, Red Sea trade routes, or simple geopolitical leverage. Elections, direct or otherwise, unfold within this crowded chessboard.


History offers sobering lessons. Somalia’s brief democratic experiment in the 1960s collapsed under the weight of corruption, patronage and Cold War meddling. Barre’s dictatorship promised unity and delivered ruin. The Islamist interlude of the 2000s imposed order of a grim sort before provoking invasion and insurgency. At each turn, institutional shortcuts produced short-term stability at the cost of long-term legitimacy.


That is why Mogadishu’s municipal vote matters and why it should be viewed with scepticism rather than sentimentality. Democracy cannot be reduced to polling stations guarded by soldiers, nor can it flourish when elites reserve the right to choose the chooser. Universal suffrage is not merely a technical reform; it is a wager that citizens, not clans or patrons, should ultimately arbitrate power.


Somalia deserves that chance. But unless its leaders are willing to relinquish some control and unless foreign sponsors stop treating the country as a security project rather than a political community, the ballot box risks becoming yet another prop in a long-running charade. 


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