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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)

Silicon Compact

India’s decision to sign the Pax Silica declaration marks an explicit choice about where the country intends to sit in the emerging hierarchy of global power. As artificial intelligence supplants oil as the strategic resource of the age, alliances are being recast around minerals, chips and data. With this move, India has now stepped decisively into that architecture.


The declaration was signed at the India AI Impact Summit, with senior US diplomatic and economic officials and the world’s most influential technology executives all in attendance. But symbolism aside, the act binds India to a US-led coalition that seeks to re-engineer the foundations of the global technology economy. Pax Silica is not a trade pact or a research forum but an attempt to construct a parallel technological order designed explicitly to dilute China’s leverage over the inputs that will power economic growth and military strength for decades. Beijing’s near-monopoly over rare-earth processing has long been recognised as a strategic vulnerability. It became impossible to ignore when exports were briefly curtailed amid trade tensions. India learned the lesson the hard way when automakers were forced to cut output and strip features as supplies of rare-earth magnets dried up. Relief had come only after firms accepted intrusive licensing conditions.


Against this backdrop, India’s inclusion in Pax Silica is both pragmatic and revealing. Its absence from the founding list last December had raised eyebrows in New Delhi. That omission has now been corrected, reflecting Washington’s belated recognition that any credible alternative to China must include India and not merely as a market, but as a producer. The coalition covers the full technology stack, from rare-earth minerals and energy to chipmaking, data centres, fibre networks and frontier AI. Its members control the system’s key chokepoints: Australia’s mines, South Korea’s memory chips, Japan’s manufacturing depth, and the Netherlands’ monopoly on advanced lithography through ASML.


India’s appeal lies in potential rather than present capability. It holds vast rare-earth reserves that remain under-exploited. It has become a serious hub for semiconductor design, even as fabrication remains nascent. Global firms are already designing cutting-edge chips from Indian centres. For Pax Silica, India offers scale, engineering depth and a degree of political alignment. For India, the prize is access to process know-how and the GPU infrastructure that remains tightly controlled by the United States and its partners.


The strategic bargain is not cost-free. Pax Silica formalises a division of the technological world into trusted and untrusted networks. Deeper integration into US-led supply chains limits India’s freedom to hedge. For a country that prizes strategic autonomy, this poses an uncomfortable question that while alignment brings security and investment, it also constrains choice. But standing apart risks marginalisation, leaving India’s ambitions hostage to technological dependence. By signing on, India has accepted the premise of this new order. The harder task now is to ensure that it is not merely a participant in the silicon compact, but one of its architects.

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