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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)

Rs 1,136-cr digitisation contract under scanner

Disclosures on pricing and volumes in a five-year modernisation project have raised questions about costs and oversight.

Mumbai: A project described as a routine “digital transformation” of Maharashtra’s registration machinery has raised eyebrows after regulatory disclosures indicated that its billing could reach a staggering Rs 1,136 crores over five years. The Inspector General of Registration & Controller of Stamps (IGR), which comes under the state’s revenue department, has issued a Letter of Intent to a consortium led by the Navratna public-sector firm RailTel Corporation of India Ltd., alongside the Nashik-based infrastructure company Ashoka Buildcon Ltd.


The consortium has been appointed as managed service provider for a comprehensive modernisation of IGR offices across the state. The five-year turnkey contract covers end-to-end operation and maintenance of IT systems, networks, cloud services and application infrastructure, as well as the scanning of official documents. Execution is scheduled to run until March 19, 2032.


It is the financial structure, rather than the scope, that has prompted unease. The approved rate for scanning registered documents is Rs 24.75 per page. Industry sources say prevailing market prices for bulk document scanning typically range between Rs 3 and Rs 6 per page - roughly a quarter of the contracted rate.


Costly Contract

In identical filings with the NSE and BSE last week, the consortium partners referred to historical data in the request for proposals showing that an average of 9.18 crores pages were scanned annually over the past five years. At the agreed rate, this would translate into payments of around Rs 227 crores a year, taking the projected total to about Rs 1,136 crores over five years. The contract does not specify a ceiling, and payouts are expected to vary with actual volumes.


Critics and watchdogs argue that the absence of a fixed cap, combined with a per-page charge well above market levels, leaves room for inflated bills or padded volumes. Prafful Sarda, a Pune-based social worker, questioned the rationale for outsourcing the task. Even if Rs 10 per page were taken as a generous benchmark using advanced machines, Sarda asked, “what is the need to award the scanning contract at a massive cost to outsiders when the state government can itself do it at a much lower cost.”


He also raised doubts about the composition of the consortium. “What is the expertise in IT-related work of Ashoka Buildcon Ltd., which is a road infra developer. Moreover, scanning is an easy process – a 100-page file can be scanned and uploaded in barely five minutes. Massive discounts are offered for bulk works. Are the IGR staffers so over-burdened that scanning work has to be outsourced at exorbitant public cost?” Sarda said.


According to him, contractors would gain access to sensitive land and property records, as well as information on real-estate preferences and market trends, potentially giving them an early advantage in identifying future development opportunities. He compared the case to what he described as the IRCTC spending Rs 2,619 crores on website upkeep and maintenance over three years, along with Rs 1,950 crores in UPI fees, figures cited in an RTI reply and reported earlier by this newspaper.


When contacted, a spokesperson for Ashoka Buildcon said the company was a minority partner in the RailTel-led consortium and that “hence, we are not allowed to speak in the matter.” The spokesperson also declined to comment on when the five-year contract would commence, noting only that the stipulated completion date is March 2032.

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