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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)

New Face of Baloch Insurgency

A female suicide attacker signals how Pakistan’s longest insurgency is mutating and why the state still has no answer.

Hawa Baloch
Hawa Baloch

Shot on a mobile phone in the dark hours before a recent coordinated wave of attacks across Pakistan’s restive Balochistan province, a chilling video has become emblematic of the province’s struggle with the Pakistani state.


It showed a young woman calmly firing at security forces, smiling at the camera and delivering what the Balochistan Liberation Army (BLA) calls her “final message.” Her name, according to the group, was Hawa Baloch. Her role as a ‘fidayeen’ or suicide attacker marks a grim escalation in one of South Asia’s most enduring insurgencies.


By foregrounding Hawa Baloch’s youth and gender, the BLA has sought to recast its long-running insurgency as something broader and more modern than a peripheral tribal revolt. Her story fits neatly into that narrative. She was reportedly a Gen Z recruit, formally educated, and the daughter of a BLA fighter killed by Pakistani security forces in 2021. In her, the movement is claiming both inheritance and renewal by linking personal grievance to a collective political mythology.


The operation in which she died was among the deadliest crackdown carried out by the Pakistani Army in recent years. Attacks continued across multiple districts including Nushki, Hub, Chaman, Naseerabad, Gwadar and parts of the Makran region. The military claims to have killed more than 130 separatists in counter-operations; the BLA acknowledges losing 18 fighters, including 11 suicide bombers from its elite Majeed Brigade.


Such numbers are contested, as they often are in Balochistan. What is clearer is the symbolic shift embodied by Hawa Baloch. The BLA has used women in attacks before, but rarely with such deliberate visibility. Her video is tightly framed propaganda designed for circulation. It borrows from the playbooks of other militant movements, where women are deployed to shock, to confound security assumptions and to signal ideological commitment.


Hawa Baloch’s own words underline that intent. She speaks not of negotiation or reform, but of sacrifice and inevitability. She urges women to stand alongside male fighters and condemns those she accuses of spying for the state “for a few pennies.”


For Pakistan, her emergence is deeply unsettling. Balochistan is the country’s largest province by area and among its most strategically sensitive. It is rich in minerals and coastline but poor, sparsely populated and long alienated from the centre. Gwadar port, near where Hawa Baloch was killed, is a linchpin of the China–Pakistan Economic Corridor and a symbol of Islamabad’s economic ambitions. It is also a magnet for rebel attacks, precisely because of its strategic value.


Islamabad’s response to the insurgency may have weakened rebel groups tactically but have failed to extinguish the conflict politically. Civilian sympathy for separatists runs deeper than officials admit, sustained by allegations of enforced disappearances, heavy-handed policing and exclusion from resource wealth.


Hawa Baloch’s path into militancy reflects that environment. That an educated young woman would volunteer for a suicide mission suggests a radicalisation shaped by loss, grievance and a sense of closure.


The turn towards female suicide attackers also hints at strain within the movement. Such operations are costly and difficult to sustain and are often used when groups seek attention, escalation or revival. By placing a woman at the centre, the BLA amplifies the psychological impact of its violence, even as it risks narrowing its future options.


Beyond Balochistan, the geopolitical backdrop complicates any resolution. China wants stability for its investments but shows little appetite for engaging local grievances. Pakistan’s economy is fragile, its security establishment overstretched. India looms in Islamabad’s rhetoric as an external hand behind the unrest, while global attention remains limited. The province, and the lives shaped by its conflict, rarely command sustained scrutiny.


Hawa Baloch’s brief, violent prominence reveals instead a conflict hardening into new forms. Her video was intended to unsettle and spur recruitments. It most likely will. But what it ultimately underscores is not the strength of the rebellion, but the enduring failure of the state to offer a political alternative to the young people it continues to lose.


It suggests an insurgency that sees no political pathway forward and a state that still treats a political problem as a purely military one. Until that changes, the war in Balochistan will continue to mutate, finding ever more unsettling ways to remind Pakistan that it is far from over. 


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