Japanese Protest or Strike a unique Win-Win approach

 

In India, any form of strike or protest is well known to everyone. Pressurise govt. or management to meet their demands. We never bother about its cost or value we have to pay for. We have shut down a few industries. we have seen buses on fire, breaking windows, slashing tires, defacing signs, damaging public property (benches, playgrounds), arson, all involving the intentional destruction or defacement of another's public or private property. It's an unlawful act that ranges from minor annoyances to significant destruction, incurring cleanup and repair costs. breaking park benches or damaging playground equipment.In a nutshell, property destruction. It is a normal routine for us in any form of strike or protest, traffic blockage. Train and other public utility services to stall or paralyse, causing inconvenience to common people. But there are rare examples that are different in their approach to strike or protest, that as Japan.

In Japan, there's a unique approach to strikes called "production control" or "work-to-rule", where instead of stopping work, employees continue to work strictly according to the rules and regulations, often leading to increased productivity. This approach is used to pressure management to meet their demands. Is it true?

Yes, it was that in post-war Japan, there was a distinctive labour tactic known as “production control” (and related “work-to-rule,rule-bound work (by the book) work). But there are some important clarifications:

The original “production control” refers to a quite specific historical tactic: workers taking over the workplace (occupying it), running production themselves, excluding management.

 The “work-to-rule means where employees follow every regulation strictly to slow or disrupt operations is related but legally and practically distinct. Japan has seen such tactics in mid-20th-century labour disputes in the chaotic post-war period of union activities. Such tactics were far more common then. where instead of stopping work, employees continue to work strictly according to the rules and regulations, often leading to increased productivity. This approach is often used to pressure management to meet their demands without resorting to traditional strikes.

Yomiuri Shimbun (newspaper) — first recorded “production control” (October 1945)

One of the first instances of “production control” occurred at Yomiuri. As workers were legally prohibited from striking (stoppage of printing work) under the post-war occupation rules, the union instead locked out management and did the newspaper work without instructions from anyone.  handling everything from production to distribution.

The goal was to press demands (e.g., higher wages)  yet continue the business to avoid public backlash from a full shutdown.

Post-war broader wave of “production control” (1945–1950)

Immediately after WWII, many companies faced financial difficulties, uncertain supply lines, inflation, and potential shutdowns. Unions — newly empowered under occupation reforms — sometimes responded not by stopping work but by taking over operations themselves, to keep the enterprise running and preserve jobs.

It wasn’t a mass-scale constant tactic, but in that immediate post-war environment, there were around 133 disputes using production control in the first year, affecting “slightly more than 100,000 workers.”

“Work-to-rule” by railway unions  National Railway Workers' Union (NRU) and related unions in the 1960s–70s

According to historical accounts, during the 1960s and 1970s  especially as labour-management relations deteriorated and union influence weakened  some unions including NRU and National Railway Motive Power Union (NRMU) resorted to “work-to-rule” tactics: employees would adhere strictly to every safety regulation, timetable procedure, and so on  in a way that made railway operations extremely slow, causing widespread disruption.

On the commuter Takasaki Line, a journey which normally took about 37 minutes between Ageo (a suburb) and Ueno (central Tokyo) could stretch to around 3 hours under such work-to-rule conditions.

Decline of “production control” tactic after legal and judicial pushback. Because production control involved seizure and running of company property by workers, essentially denying management rights, this tactic eventually faced legal condemnation.

The post-war high point faded as labour relations stabilized, laws and union regulations matured, and union membership gradually declined.

Now, You Don’t find many recent or modern instances. Because this has been broadly treated as illegal or at least not legally defensible, it infringes on the employer’s property and management rights.

Over time, labour-management relations in Japan moved toward more institutionalized negotiation, collective bargaining, enterprise-unionism, and fewer confrontational tactics. The overall unionization rate has fallen to well below 20 % today.

As a result, large-scale organised work-to-rule that seriously disrupts production seems less common today, and data suggests that strikes and labour disputes (when they happen) are usually short, limited in scope, and often resolved quickly without major disruptions.

So this idea is valid. The narrative that production control leads to “increased productivity” is partially true, at least in some historical cases. For example, early instances of “production control” reportedly resulted in businesses continuing to run, often profitably, even when management threatened shutdown.

But, calling that a broadly applicable “pressure tactic” we see often in modern Japan is misleading. By now, such tactics are rare, legally risky, and have largely been replaced by conventional collective bargaining and negotiations. There are laws for Collective Action in Japanese Labor Law: The Boundary between Legal Protection, the Role of Labor Unions and Employee Representatives.

There was another approach also often used to pressure management to meet their demands without resorting to traditional strikes.

“UruSaku Hataraku”, which roughly means to "work loudly" or "make noise while working". This is a form of protest where workers deliberately work more efficiently or produce more to highlight their capabilities and put pressure on management.

These approaches were rooted in Japanese labour culture, emphasizing harmony and avoiding confrontation.

Toyota Motor Corporation (2006): During a dispute over pay and benefits, some Toyota workers in Japan resorted to working overtime without pay, exceeding their normal production quotas. This unusual approach drew attention to their grievances and put pressure on management.

Japan Railways (1991): In a unique protest, JR employees wore armbands and worked strictly according to the rules, following every safety procedure and protocol. This led to significant delays and disruptions, highlighting the importance of their roles.

Canon Inc. (2006): Workers at Canon's camera plant in Japan used a form of "silent protest", where they worked in complete silence, without the usual chatter and communication. This unusual behaviour drew attention to their concerns about working conditions.

           Do we ever see such an attitude in the Indian context? We don’t know who conceived this idea to destroy our own factory, organisation, society, state, or our own country’s property to fulfil our demands. Are we not doing a disservice to the people whose money is involved in the form of taxes? We are not harming those we think; we are wasting our money, labour, and time. Though it is created for our own well-being. When will we introspect on the cost of our ignorance or irresponsible behaviour?

Teaching Tinkering

 

An undergraduate at Anna Malai University, Murty was quite conceited and piqued himself on his knowledge of English. Incessantly, he was used to deliver lectures to the brats of his class on this language. Little by little, this ambitious graduate prevailed and made a figure as a persuasive speaker. One day, he was aghast to find his name figured in the list of English teachers selected to teach the all-important English. After seeking out the instructions from the lecturer of his college, he asked him why he had been chosen!?0h, came the flat reply! They might have clues about my passion. Maybe it will be so useful when it comes to arguing with the students. moreover, I was well adept, and decidedly they must have grasped something out of it.

The Dean, in a low tone, started explaining the taught the conduct expected from them, "We have fixed up a garret upstairs, and you are urged not to loiter around, barring your classroom. The stuff will be sent down to you in your class". And he retired.

It was a million-dollar prestige issue to negate the offer for Murty. To teach this foreign subject with utmost fragility and agility was another challenge. Any sort of omission or commission may bury his status without any warranty, and may also engrave an indelible blerimsh on his spotless career. To salvage his forte was his prime motto, not dampening his speaker's image. But he was a Superbrat and tough to give up this defiant task. He reclined in a chair in his room, plunging himself into language books. Thoroughly, he made himself abreast of what he felt was difficult. Umpteen times he rehearsed the topic to be picked for tutelage, rummaged through several book pages, dog-eared a few, kept open for reference, and lastly he summed up to select "Grammar". Grammar is the core and perfect study of any prose or treatise, he admonished.

With lively delight, he approached the classroom. "So, my boys, I will deduce and dissect the Grammar. Before I proceed, I am wishful to know how much you are aware of the paramount grandeur of this concept? "Will you please try Mr. Raju Sir? Noun, pronoun, verb, adverb, and tenses are called grammar", replied Raju presently with no second deliberation with a plausible smile. He coined English is nothing but a colossal jargon, an unravelled enigma Murty was quite pleased and deduced that the student was right. But the befitting answer, as manifested, is a chapter that gives the art of speaking and writing a language correctly. "Grammar is like a puzzle, without the cheatsheet!" To simplify it, he said, "It is a term which renders an apt usage of a particular Language. "But. Michael was reluctant to accept this dictum; he butted in, "Sir, what is meant by particular, is it called for English exclusively or pertains to other languages too?"Murty was flabbergasted and puzzled. How he slipped. He sensed himself in a tight corner, what to do? If he refutes, he has to justify with concrete illustrations. If he adheres to then he has to be financial. This uncalled-for question troubled him and his pomp, he responded to Michael's query and said with valour Yes, it is for English only. "But, Sir, in every language Grammar plays a stellar role, is English alien to all languages?" asked Kiran swiftly. These Intrüders, inroad again, put Murty in a Whirlpool of the deep ocean. His faculties of nerve seemed inane, his wit ordained him that it is easier to be taught than to teach any, teaching is not all a bed of roses. But his inner heart was in a mess, full of turbulence for not to stray from this opportunity. He regained his courage, wiped out his sweating face, and bounced back. Yes, in every language grammar exists, but in English it is of an unusual nature," said he in a single breath. After this bold answer, silence prevailed. This soothing atmosphere paved the way for Murty to inflate his impetus manifold. He picked up a chalkpiece and wrote down on the blackboard "Now I will take 'Gerund", Gerund is an English verbal noun. Certain words act both as nouns as well as verbs. At once Chandu stood up and enquired, "Sir, you were talking about Grammar. Is it over by now? Murty nodded his head without inviting any further upheavals. He at once continued, "Gerund is that form of verb which ends in-ing and has the force of a noun and a verb, like doing, playing, swimming, etc.

Excuse me, Sir, we are told that if a suffix like "ing is used in a verb in a sentence, it becomes the continuous form of tense as present continuous. past and perfect continuous tenses. Isn't this gerund ambiguous? moreover, it is complicated too, then why is it so designed, sir? asked Kale innocently. Murty was extempore for Kales. Why! How to win over undauntedly and gratiate him again fomented perturbation. He appeared as a hoodwink in front of innocuous guys, his sermons started a hubbub in that class, and his wisdom turned flaccid. His flaming of English made his sinews numb. He posed to be benighted so far as that subject concerned. His bizarre nerve counseled him to pack up. And at the spur of that turmoil bell rang as by God's decree. And Murty tasted a sigh of relief, hurriedly he stepped out of the classroom, chanting "Hosanna in an inaudible voice, thanked God for His compassion, and his Survival. Since then, this animation ceased, and he never applied his prudence to such enterprises.

NATIONAL LANGUAGE JARGON

 

I was on a deputation on my way to Hyderabad. As usual, I reached the railway station and

entered a Train, and reached my allotted berth. I was provided a seat by other fellow

 passengers in a coupe. The travails of travel in IInd class, that too, when you are venturing

in a hot summer, are not foreign to everyone. It needs no further description.

I found myself in a coupe containing eight people. I took a vacant seat meant for me between

 a woman dressed in handsome furs, fanning all the time with the help of that day’s

news issue to get rid of unendurable heat. A gentleman whom I took to be her husband

 sat next to her while other men occupied the coupe were not akin to each other. These

people have supposedly been in the bogie for quite a long time, this I deduced after viewing

their topsy-turvy outfits and gestures of exchanging edibles. It appeared all the inhabitants

were well familiarised with everyone. The atmosphere seemed charged with discussion right

from the bottom of sinister education, our government. Administration, food, price rise

and at last our hapless National language. I was vaguely sensible of having broken in

upon a symposium which was uninterrupted.

As the train gathered speed, the wind, which was blowing from the east, raised the volume of

senseless babble. Pardon me for using such harsh words as senseless. It is my unbiased opinion

 that none of these speakers can do anything except expose their one-upmanship

here. This augmentation animated the other inorganic clowns. Now this garrulous gag

again centred around the “National Language”. One passenger, occupying the next seat,

pointed" We should revoke Hindi in toto and English must be adopted as the mainstay language.

The lady also nodded her head in concurrence and said, " Well, you see English is so charming and

fascinating that other language looks stale and lifeless. Moreover, it has commanding and

 improving properties of the status quo".

This doctrine irritated the other gentry, who could be believed as a propagator of Hindi said in

disgust, " It is the people like you who brought this Hindi language to such a forgotten stature,

You are the antagonists, who feel pride in wearing the borrowed garments.

You are the factors who made this language intangible. You are ....

" Just a minute ". The lady abruptly interrupted with her lips tight pressed and nostrils

swelled with battle (said)" You are right of course, gentleman, but before you pounce upon

us you know the dictum of preservers of this language?, With unabated zeal, they pronounce

in public that Hindi is our "Matrubhasha". A nation without its own language of conversation

is just like a vehicle without a steering wheel. That Hindi is one of the easiest and best languages,

Stating instances that once one Soviet leader asked Nehru to speak in Hindi than English and

 so on. and so forth. She continued When these so called leaders know the paramount

importance and its grandeur, then why they send their wards to study in English convents,

nurture English tradition so that he or she may be rated as well off in education '. Above all

these parliamentarians never hesitate to address the masses, the guileless in English, the

necessity of National Language". If you can tame them then gentleman, you will not need

any megaphone to imbibe this in every parson of our country ". This long and to the point

sermon made that elite passenger spellbound; he never dreampt so easy and lucid a reply

 to his language jargon. From a lady who, with her sharp tongue, was ready to combat by

hook or by crook, to her adherence. The man galloped from the arena without any fuss.

The lady's triumph inflated tenfold. Tranquility prevailed till a sudden commotion, all

My eyes turned towards the crowded stampede, and I noticed a familiar voice at every railway station

Chay bolo chay coming through the windows. Till now, I was a silent onlooker from inside and

outside. Her latter part of speech evoked my eyebrows. I was forced to be engrossed and

attentive to all her contents, which illuminated my darkness. When I got down from the train, the seeds of compassion already activated my veins to ponder over the languidness of the age-old

" National Language ". My piping hot notion of English chilled altogether from that moment.

From a Coffee Cup to a Culture,Starbucks Journey

 

Starbucks is a classic example of how a simple product (coffee) can be transformed into a global lifestyle experience. In India, coffee is often seen as a simple, everyday drink — but in the hands of a visionary, even a cup can become a catalyst for global change. Starbucks began as a small coffee bean store in Seattle, yet it transformed the way the world experiences coffee. It proved that success isn’t about inventing something new, but about adding meaning, adding more value in service, and emotion to something ordinary.

Those in India who don’t understand think big or go for excellence, this is a real living example. We grew up drinking coffee and seeing how it is made, but we never thought of making it in a bigger way than a coffee stall. It was simple, selling coffee only to customers. But see the transformation of that simple service as a redefined business idea and more than that. For youth today, a Tea/Coffee stall at the road corner is not considered a business? Then what is this? How did this coffee model turn into a trend everywhere?.

How the Starbucks journey began

It was founded in 1971 in Seattle, USA, by three friends — Jerry Baldwin, Zev Siegl, and Gordon Bowker. Initial Idea: They didn’t start as a coffee shop! The first Starbucks only sold coffee beans and equipment (like grinders)

Turning Point: In 1982, Howard Schultz joined as head of retail operations.

On a trip to Italy, Schultz noticed how Italian cafés were social hubs — places where people met, relaxed, and connected.

He realized coffee could be more than a drink — it could be an experience.

He convinced Starbucks to open espresso bars, creating a “third place” between home and work — comfortable, friendly, aspirational.

 Starbucks Business Model

Starbucks’ model is not about selling coffee; it’s about selling in a different way.

1.Premium Product:

   High-quality Arabica beans sourced ethically.

   Consistent taste and customization.

2. Customer Experience (“Third Place” concept):

    Warm, cozy interiors, music, Wi-Fi, and friendly baristas.

   Personalized service (your name on the cup!).

    A space for relaxation, conversation, and even remote work.

3. Brand Lifestyle:

    Starbucks represents aspiration, cosmopolitan culture, and comfort.

    It’s not just coffee — it’s a moment or ritual.

4. Technology & Loyalty:

    Starbucks app with rewards, mobile ordering, and cashless payments.

   One of the strongest customer loyalty programs globally.

5. Expansion & Localization:

    Adapts menus to local tastes (e.g., Matcha Latte in Japan, Chai Latte in India).

6. Social Responsibility:

   Ethical sourcing (Fairtrade), sustainability, employee welfare (“partners,” not “staff”).

What Starbucks Provides Beyond Coffee

Community Space: A meeting spot for friends, students, and professionals.

Free Wi-Fi & Ambience: Encourages people to spend time.

Customization: Every drink can be tailored — milk type, syrup, temperature, etc.

Snacks & Food: Sandwiches, bakery items, salads, desserts.

Lifestyle Experience: Music, seasonal drinks (Pumpkin Spice Latte!), and merchandise like mugs and tumblers.

Consistency: Whether you are in Mumbai or Milan, you get a familiar Starbucks feeling.

 

 Starbucks in India

Entered India: 2012 through a 50:50 joint venture with The Tata Group — “Tata Starbucks Pvt. Ltd.”

Sourcing: Coffee beans come from Tata Coffee plantations in Coorg (Karnataka).

Adaptation:

  Offers Masala Chai, Elaichi Mewa Croissant, Chicken Kathi Roll, etc.

  Stores have a mix of Indian art, design, and music.

Performance:

As of 2025, Starbucks has over 400 stores in India and is expanding fast.

It is profitable in key metros (Mumbai, Delhi, Bengaluru) and is now growing into Tier-2 cities.

 The brand is strong among urban youth and professionals— seen as a symbol of success, modern lifestyle, and global connection.

Why Starbucks Is Successful

1. Emotional Connection: Customers feel seen, valued, and relaxed.

2. Consistent Quality & Service.

3. Brand as Lifestyle: Not just a product — a symbol of global belonging.

4. Innovation: Constantly introducing new beverages, technology, and sustainability measures.

5. Employee Culture: Staff (called “partners”) are treated with respect and benefits

6. Inspiration for Indian Youth

Starbucks’ journey offers several powerful lessons:

Vision Matter -----   Schultz didn’t invent coffee: he reinvented its purpose. Saw possibilities in simple things.

 In any business, focus on how customers feel, not just what they buy.                    

 Adapt Locally, Think Globally, Starbucks thrives by customizing to each culture flexibility brings success.               

Purpose-Driven Work----   Ethical sourcing and sustainability show how doing good and doing well can coexist.          

Innovation & Consistency --  Constant reinvention (menu, design, app) keeps the brand fresh without losing its essence.   

Quick Story Insight

When Howard Schultz pitched the espresso bar idea, Starbucks’ founders initially rejected it — they thought they were in the coffee bean business, not the café business.

Schultz believed in his vision so deeply that he left and started his own café, Il Giornale.

It succeeded so well that he later bought Starbucks itself.

That bold belief in turning a commodity into a community changed global café culture forever

it’s a reminder that an idea combined with excellence, empathy, and experience can redefine an entire industry. In a land where “chai and coffee” have long been part of daily life, Starbucks shows that with imagination and persistence, even a familiar tradition can be reimagined into a billion-dollar story.So, never underestimate a small idea — add value, serve with heart, and dream big.

Transform ordinary ideas into extraordinary experiences.

Schultz’s concern about his employee’s education was evident in granting free college education to part-time and full-time U.S. employees. Called the College Achievement Plan, the $200 million initiative allows employees who don’t have a degree to earn one through Arizona State University’s online study. “We have a long history of under-promising and over-delivering,” he says. “We think we'll do the same there." “This is an investment. This is not an expense,” he says. “But I would also say that not everything is an economic bottom-line decision. I'm fond of saying — and I've said it a thousand times over the years we're not in a coffee business serving people. We're in a people business serving coffee.”

Schultz has long believed that Starbucks should play a lead in fixing problems that politicians or the private sector can’t (or won’t). Early in his tenure, building what would become the $70 billion-in-market-cap coffee giant, he offered health care to all employees, bucking conventional corporate wisdom that benefits equaled bloat. He granted stock to workers. And he pushed his stores into the kind of debate that most people would prefer to avoid: from endless gridlock in D.C. to, this winter, the fatal state of race relations. “I've never tried to preach to other business leaders about what they should or should not do,” he says. “But I do feel strongly that the rules of engagement for a public company's responsibility have changed dramatically.”

A Dollar and Eleven Cents cost of a Miracle

 

An eight-year-old child heard her parents talking about her little brother. All she knew was that he was very sick and they had no money left. They were moving to a smaller house because they could not afford to stay in their present house after paying the doctor's bills. Only a very costly surgery could save him. There was no one to loan them the money.

When she heard her daddy say to her tearful mother with whispered desperation, 'Only a miracle can save him now, the little girl went to her bedroom and pulled her piggy bank from its hiding place in the closet. She poured all the change out on the floor and counted it carefully.

Clutching the precious piggy bank tightly, she slipped out the back door and made her way six blocks to the local drugstore. She took a quarter from her bank and placed it on the glass counter.

"And what do you want?" asked the pharmacist. 

"It's for my little brother," the girl answered back. "He's really very sick and I want to buy a miracle."

"I beg your pardon?" said the pharmacist.

"His name is “Andrew”,  he has something bad growing inside his head, and my daddy says only a miracle can save him. So how much does a miracle cost?"

"We don't sell miracles here, child. I'm sorry," the pharmacist said, smiling sadly at the little girl.

"Listen, I have the money to pay for it. If it isn't enough, I can try and get some more. Just tell me how much it costs."

In the shop was a well-dressed customer. He stooped down and asked the little girl, "What kind of a miracle does your brother need?"

"I don't know," she replied with her eyes welling up. "He's really sick and mommy say he needs an operation. But my daddy can't pay for it, so I have brought my savings".

"How much do you have?" asked the man.

"One dollar and eleven cents; but I can try and get some more", she answered barely audibly.

"Well, what a coincidence," smiled the man, "A dollar and eleven cents - the exact price of a miracle for little brothers."

He took her money in one hand and held her hand with the other. He said, "Take me to where you live. I want to see your brother and meet your parents. Let's see if I have the kind of miracle you need." 

That well-dressed man was Dr Carlton Armstrong, a surgeon, specializing in neurosurgery. The operation was completed without charge, and it wasn't long before Andrew was home again and doing well.

"That surgery," her mom whispered, "was a real miracle. I wonder how much it would have cost."

The little girl smiled. She knew exactly how much the miracle cost ... one dollar and eleven cents ... plus the faith of a little child.

Perseverance can make miracles happen!

Talent and Virtues are the key to recognition

 

Transcripts of speeches, or official interviews where Bill Gates definitively recorded saying, "If we stop employing foreign engineers, especially from India, then there will be another Microsoft born in India."

However, the sentiment behind the quote is strongly supported by what Bill Gates has actually said and done regarding Indian talent:

Recognition of Talent: Bill Gates has repeatedly acknowledged the pivotal role of highly skilled Indian engineers, particularly graduates from institutions like the IITs, in the early success and growth of Microsoft. He has called the decision to hire them in the 1980s "a phenomenal thing" and a crucial move that strengthened Microsoft's engineering capabilities.

The Brain Drain/Gain Perspective: The quote captures the reality of the global competition for top-tier talent. Highly intelligent, skilled, and ambitious Indian professionals are a powerful, entrepreneurial force. If major US tech companies like Microsoft, Google, or others did not hire them, it is highly plausible that this talent would either create successful, globally competitive companies in India (which has already happened to some extent, e.g., in the IT services sector) or be hired by competitors in other countries.

The Current Reality: The rise of Indian-origin CEOs leading global tech giants (like Satya Nadella at Microsoft, Sundar Pichai at Google/Alphabet, etc.) and the establishment of massive, high-value Research & Development (R&D) centres by all major US tech companies in India demonstrate that the talent pool is not only capable of working in the US but is also capable of leading global innovation from India.

Indian talent is so exceptional and entrepreneurial that denying them opportunity would simply lead to the rise of competitors—is conceptually true and reflects the high value major tech companies place on Indian intellectual capital. They hire the best, most of whom are chosen purely on “merit and technical prerequisites”, to ensure that the competitive edge stays with them.

Here are some of the most relevant and powerful quotes or sentiments expressed by top global CEOs regarding the quality of Indian engineers and talent, which reinforce the factors of knowledge, intelligence, dedication, and adaptability:

From Indian-Origin CEOs

The leaders who have risen through the ranks are perhaps the most eloquent about the talent they came from:

Sundar Pichai (CEO, Alphabet/Google):

   “India has an extraordinary base of developers and engineering talent... Understanding this trend and building applications—either for India or for the world from India—are both exciting possibilities.” (This highlights the capability of the Indian talent pool to build global products, not just perform back-end work.)

    “I think real success comes from understanding things more deeply.” (While advising Indian students to move past a purely 'exam-cracking' mindset, he acknowledges the underlying intelligence and deep problem-solving capacity that, when focused, leads to true innovation.)

Satya Nadella (CEO, Microsoft):

 “My entire career has been a function of having a growth mindset... a passion for learning new things.” (While not directly about 'Indian' engineers, his emphasis on lifelong learning and ambition—qualities often cited as key to the diaspora's success—is a powerful statement on the mindset he looks for, a mindset usually forged in the highly competitive Indian system.)

Ravi Kumar S (CEO, Cognizant, former President, Infosys):

 “If you can drive a car in India, you can drive anywhere in the world.” (This is a famous quote used to praise the adaptability, resilience, and ability to handle ambiguity and chaos—often referred to as Jugaad—which are vital skills for modern global business leaders navigating complex, unpredictable markets.)

Other global leaders often praise the technical depth and sheer scale of the talent pool:

Ola Källenius (CEO, Mercedes-Benz):

“Every time I go to Bengaluru, I come back twice as energised... The software talent pool is the most dynamic in the world. We will go to where that kind of talent is.” (This shows that the draw is not just technical skill, but the intrinsic motivation, energy, and dynamism of the talent, confirming the focus on knowledge and dedication.)

 Mercedes-Benz, along with many German auto giants, has massive R&D centres in India, competing for the same high-end engineering talent as Silicon Valley.

Vivek Wadhwa (Prominent Technology Entrepreneur and Academic):

 “The world is hungry for Indian entrepreneurs... They are technically brilliant, work incredibly hard, and have a unique ability to find solutions to difficult problems.”(This directly confirms the core parameters: Technical brilliance (Knowledge/Intelligence) and hard work (Dedication), coupled with an essential trait: problem-solving.)

In summary, the consensus among global CEOs is that Indian-origin engineers and professionals are selected not as "cheap labour", but for their elite knowledge, technical intelligence, profound dedication, and exceptional resilience/adaptability honed in one of the world's most competitive environments.

The Microsoft Story: From Startup to Tech Giant

Microsoft Corporation stands today as one of the most influential technology companies in history, a journey that began on April 4, 1975, when two childhood friends, William Henry Gates III (Bill Gates) and Paul Allen, founded "Micro-Soft" in Albuquerque, New Mexico. You may like  them or loathe them, but you can’t ignore them if you are in this domain. Microsoft is currently the world's most powerful company. Founded 50 years ago by two boyhood friends, the corporation grew up with the personal computer. Microsoft is neither the largest on Earth nor the most valuable. It doesn't set the pace for technical innovations or employee relations. It isn't a dotcom, Not like a sports franchise, or   an entertainment concern. What it is, It is the supplier of the software that runs 90 percent of all PCs, and that gives it a dominance that no other company, inside its industry or out, can match. It has celebrated this year 50th birthday. "It is because time and time again when tech epitomes shifted we have seized the opportunity to reinvent ourselves to stay relevant to our customers, our partners and employees. And that is what we are doing today" said MS chairman and CEO Satya Nadella on it's 50th birthday.

          Bill Gates born on October 28, 1955, in Seattle, Washington, he showed extraordinary aptitude for computer programming from age 13, and by his sophomore(Intermediate 2nd year) year at Harvard University in 1975, he and Allen seized an opportunity that would change the computing world forever. The duo developed a BASIC interpreter for the Altair 8800 microcomputer after Allen spotted it on the January 1975 cover of Popular Electronics magazine, and when their demonstration worked flawlessly on the first try, they knew they had something special. Gates made the bold decision to drop out of Harvard to pursue this venture full-time, moving to Albuquerque where MITS (Micro Instrumentation and Telemetry Systems) was located, and by 1979, the company relocated to Bellevue, Washington, with sales already exceeding $1 million. The pivotal moment came in 1980 when IBM approached Microsoft to provide an operating system for their first personal computer, and in a shrewd business move, Gates purchased an existing system called 86-DOS (also known as QDOS - Quick and Dirty Operating System) from Seattle Computer Products for less than $100,000, modified it, and licensed it to IBM as PC-DOS while retaining the right to license it to other manufacturers as MS-DOS. 

        This decision proved to be one of the most profitable in business history, as MS-DOS became the dominant operating system of the 1980s, capturing over 90% of the personal computer market and establishing Microsoft as the kingmaker of the PC industry. In 1985, Microsoft launched Windows 1.0, a graphical operating system that would eventually overshadow even IBM's OS/2, despite Microsoft initially partnering with IBM to develop that competing system. The company went public on March 13, 1986, at $21 per share, raising $61 million and making Gates a paper billionaire by 31 years old—the youngest person to achieve that status at the time—and creating an estimated 12,000 millionaires among Microsoft employees.

        Throughout the late 1980s and 1990s, Microsoft expanded aggressively, releasing Windows 3.0 (1990), Windows 95 (1995), and Microsoft Office suite (first released in 1990), which bundled Word, Excel, and PowerPoint into an integrated productivity package that came to dominate business computing worldwide. Gates served as CEO from the company's founding until January 2000, when he handed the reins to Steve Ballmer, Microsoft's first business manager who had joined in 1980, though Gates remained as Chairman and Chief Software Architect until 2006, and continued on the board until 2020. The company faced significant legal challenges in the late 1990s when the U.S. Department of Justice filed antitrust charges in 1998, accusing Microsoft of using its dominance to crush competitors, particularly Netscape in the browser wars, resulting in a 2001 settlement that imposed restrictions on Microsoft's corporate practices. Under Ballmer's leadership from 2000 to 2014, Microsoft expanded into new territories including the Xbox gaming console (launched 2001), acquired Skype for $8.5 billion (2011), and launched the Surface line of tablets and laptops (2012), though the company struggled to adapt to the mobile revolution dominated by Apple's iPhone and Google's Android. The transformation accelerated dramatically when Satya Nadella, an Indian-born engineer from Hyderabad who had joined Microsoft in 1992, became the third CEO in February 2014, shifting the company's focus from Windows-centric computing to cloud services, artificial intelligence, and cross-platform collaboration. Under Nadella's visionary leadership, Microsoft acquired LinkedIn for $26.2 billion (2016), formed the Microsoft Gaming division, and completed the massive $68.7 billion acquisition of Activision Blizzard (2023), while Azure cloud services grew to become the second-largest cloud platform globally after Amazon Web Services. As of fiscal year 2024 ending June 30, Microsoft employs approximately 228,000 people worldwide (126,000 in the United States and 102,000 internationally), reported record annual revenue of $245 billion (up 16% year-over-year), operating income of $109 billion (up 24%), and achieved a market capitalization exceeding $3 trillion, making it one of the three most valuable companies in the world alongside Apple and Nvidia.

        The company's current product portfolio spans operating systems (Windows), productivity software (Microsoft 365, formerly MS Office), cloud computing (Azure), search engines (Bing), professional networking (LinkedIn), gaming (Xbox, Game Pass, Activision Blizzard titles), business applications (Dynamics 365), development tools (Visual Studio, GitHub), communication platforms (Teams, Skype), hardware (Surface devices, Xbox consoles), and cutting-edge artificial intelligence through its strategic partnership with OpenAI, maker of ChatGPT. Throughout its history, Microsoft has faced fierce competition from various rivals: in the 1980s and early 1990s, competitors included IBM, Apple, Digital Research (with CP/M and GEM), Novell (NetWare), Lotus (1-2-3 and SmartSuite), WordPerfect, and Borland (Quattro Pro); by the late 1990s and 2000s, the competitive landscape included Apple's resurgence, Google's emergence in search and advertising, Oracle in enterprise software and databases, and Linux in server operating systems; today's major competitors include Amazon (cloud services with AWS), Google (cloud, productivity with Workspace, search, advertising), Apple (devices, services, privacy-focused ecosystem), Meta/Facebook (social networking, advertising, virtual reality), Salesforce (business applications), and Nvidia (AI hardware and software). 

        Bill Gates, who stepped down as CEO in 2000 to focus on the Bill & Melinda Gates Foundation (launched 1999, originally as William H. Gates Foundation in 1994), has dedicated the latter part of his life to philanthropy, focusing on global health, poverty alleviation, education, and climate change, having pledged to give away the majority of his wealth and influencing other billionaires to do the same through the Giving Pledge initiative, while remaining one of the world's wealthiest individuals with an estimated net worth fluctuating between $100-130 billion depending on market conditions. The current CEO, Satya Nadella, received total compensation of $79.1 million in fiscal 2024 (up 63% from the previous year), though he voluntarily reduced his cash incentive by more than 50% due to cybersecurity incidents, demonstrating personal accountability—a gesture reflecting his leadership philosophy of empathy, growth mindset, and customer focus that has revitalized Microsoft's culture and market position. Microsoft's expansion continues aggressively into artificial intelligence, with the company investing over $13 billion in Open AI (maker of ChatGPT and DALL-E), integrating AI capabilities across all products under the "Copilot" brand, building massive data centres to support AI workloads, and positioning itself as a leader in the AI revolution that many believe will be as transformative as the PC and internet revolutions combined. From its humble beginning as a two-person partnership developing BASIC interpreters in an Albuquerque office to becoming a technology titan that shapes how billions of people work, play, and communicate, Microsoft's 50-year journey exemplifies American entrepreneurial success, demonstrating how vision, strategic thinking, adaptability, and the courage to reinvent oneself can build an enduring legacy that continues to influence the digital transformation of the 21st century, with the company now positioned at the forefront of cloud computing, gaming, and artificial intelligence three of the most important technology trends defining our era—while maintaining its core mission to "empower every person and every organization on the planet to achieve more," a testament to the enduring vision of Bill Gates and Paul Allen who dared to imagine a world where personal computers would be as common as telephones, and then built the software foundation that made that vision reality.