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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)

The Night the World Stood Still

Far more than an iconic boxing match, ‘Rumble in the Jungle’ was a spectacle of race, politics and redemption that turned Muhammad Ali into a global myth

It was October 30th, 1974, and the air in Zaire’s Kinshasa was thick not just with equatorial heat, but with expectation. Under the floodlights of the Stade du 20 Mai, 60,000 spectators roared as two men entered the ring. One was the most feared puncher alive; the other, a poet-warrior who had lost his title, his license, and nearly his soul. By dawn, the world had changed. Muhammad Ali, the challenger and underdog, had defeated George Foreman and, in doing so, reclaimed his crown as the greatest boxer - and perhaps the greatest sportsman - of all time.


The ‘Rumble in the Jungle’ (as the fight memorably came to be known) was never just a fight. It was a collision of cultures, a spectacle of politics and race played out in the heart of Africa, and a contest of brains against brute strength. For Zaire’s dictator, Mobutu Sese Seko, it was a propaganda opportunity. For Ali, it was a stage to prove that charisma, intelligence, and conviction could overcome raw power.


At 32, Ali was widely dismissed. He had spent three years in exile after refusing to serve in the Vietnam War, stripped of his heavyweight title and vilified by the establishment. Across the ring stood George Foreman, 25, unbeaten and terrifying. In the preceding year he had demolished Joe Frazier and Ken Norton - both men who had beaten Ali. Foreman was the embodiment of brute force; Ali, a relic of a bygone era.


Boxing experts predicted a massacre. The Las Vegas bookmakers had Foreman winning within three rounds. But Ali was never one to follow a script.


In the weeks leading up to the bout, Ali baited his opponent with a mixture of humour and psychology. “Your hands can’t hit what your eyes can’t see,” he taunted. The words would prove prophetic.


The fight began in the early hours of the morning to suit American television. As Foreman charged forward, swinging thunderous blows, Ali unveiled his secret weapon: the “rope-a-dope.” He leaned back against the ropes, absorbing punches with his arms and gloves, letting the elasticity of the ring do the work of defence. Each blow sapped Foreman’s strength.


By the seventh round, the younger man’s punches had lost their venom. Ali whispered, “Is that all you got, George?” Foreman, exhausted and bewildered, found himself facing an opponent who refused to fall. Then, in the eighth round, Ali sprang from the ropes, launching a blur of combinations. A right-hand landed flush. The invincible Foreman fell, knocked out for the first time in his career. Ali had defied the odds, his critics, and the limits of the human body.


For Africa, it was a moment of pride. A black man, derided and dismissed by Western sports writers, had conquered the world from African soil. For black America, it was a symbol of resilience. Ali, once stripped of everything for his beliefs, had reclaimed his glory on his own terms.


Culturally, the fight was groundbreaking. Organised by a young promoter named Don King and financed by Mobutu’s regime, it was the first truly global sporting event. An estimated one billion people watched it live on television - an unprecedented audience in 1974. Both fighters earned $5 million each, a fortune at the time.


For Mobutu, the spectacle was meant to showcase Zaire as the “beating heart of Africa.” He had poured resources into the event after his earlier cultural festival, ‘Zaire 74’ failed to make waves. Yet, the dictator’s propaganda backfired. The world saw not Zaire’s regime, but Muhammad Ali’s charisma.


Ali’s triumph transformed boxing. For years, the heavyweight division had been dominated by brute strength. The Kinshasa fight restored the value of strategy, timing and intellect. Ali’s rope-a-dope became a metaphor for endurance under pressure.


Ali was already a civil-rights hero and anti-war icon, a man who refused to fight a war he believed unjust. After Kinshasa, he became a global symbol of black pride and human dignity. Children in Lagos, Chicago and Karachi alike saw in him not just a champion, but a vision of what courage could look like.


The fight’s legacy endures in literature and film. Leon Gast’s ‘When We Were Kings,’ which won the 1996 Academy Award for Best Documentary, revived the magic of that night for a new generation. Half a century later, it remains the yardstick against which all great sporting moments are measured.


(The author is a political commentator and a global affairs observer. Views personal.)

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