What is the reason behind Indians excel in overseas?

Once APJ Kalam was addressing a gathering of school children in Anand, Gujrat in which one of the students asked a question about Indian war weapon’s Capability to which he asked him why this doubt arose in your mind. The student said he read report in the media which led him to think so. APJ further said “This is a unique characteristic of our country to belittle our capabilities. It may even be genetic”. India can design, develop and produce any type of missile and any type of nuclear weapon. This is a capability only four countries in the World have. You remove all the doubts from your mind” mentioned in his most popular book “Ignited Minds”.

As per Min.of External Affairs report there are approx.13 million Indian national abroad. The UN World Migration Report 2024 states nearly 18 million people born in India are living in other countries. When including people of Indian origin who are citizens of other countries the total no is over 35 million. Between 2020 to 2022 a large no of Indians went abroad for work were over 2.8 million. You don’t need to look far to see India’s imprint across the globe. They are showing their presence in 32 countries (Wikipedia) Every year, 2.5 million (25 lakh) Indians immigrate overseas, making India the nation with the highest annual number of emigrants in the world. 

The reasons behind the exceptional success of the Indian diaspora in overseas countries, often perceived as excelling more abroad than in their home country, are a complex interplay of systemic issues in India, high-quality merit-based talent selection by host nations, and the inherent qualities of the Indian professional. Firstly, the phenomenon is driven by 'push' factors from India, primarily the immense internal competition, limited job opportunities for a massive talent pool, and the slow pace of upward socio-economic mobility, which remains an arduous climb for many due to structural and bureaucratic hurdles. The lack of adequate funding for research and development and a sometimes conformist, hierarchical 'yes boss' work culture often stifle the innovation and independent thinking necessary for global leadership roles. These conditions create a "brain drain," where India's most ambitious and highly educated professionals pre-vetted through one of the world's most rigorous and competitive education systems like the IITs and IIMs seek environments that better match their skill and ambition.

The 'pull' factors from overseas countries, especially the United States 5.4 million Indians (TOI July 22,2025) United Kingdom1.86 million Indians, Canada2.88 million Indians, and Australia 976,000, are crucial: they offer significantly higher wages, better living standards, and, most importantly, a more meritocratic and process-driven work culture. These environments reward knowledge, intelligence, and analytical thinking directly, valuing innovation and an independent mindset, which are attributes that India's education system inherently trains, yet often fails to utilize domestically. When it comes to the specific qualities or top priority parameters for which they are chosen, the selection is predominantly a matter of prerequisites and merit. The top parameters are knowledge and intelligence, manifested as technical proficiency and deep domain expertise in high-demand sectors like Information Technology, Engineering, Healthcare, and Finance. Indian professionals' command over the English language, a legacy of India's colonial history, serves as a significant, immediate advantage for seamless integration into the Anglophone global professional landscape. Furthermore, Dedication and an exceptional work ethic are highly valued; Indians are widely regarded as being hard-working, flexible, and adaptable to diverse global settings, sometimes being seen by host nations as employees who are generally willing to follow instructions and work diligently without questioning the status quo, which some studies suggest can contribute to them facing less initial skepticism than professionals from other nations. The term cheap labour is largely an outdated, historical reference to the unskilled indentured labour of the colonial era. For the contemporary, successful diaspora, this is a misnomer, as they often rank among the highest-earning immigrant groups globally, reflecting the high value placed on their specialized skills and expertise. The intangible qualities of Integrity and Trust are also factors, as the diaspora's collective success enhances India's global reputation, fostering stronger international trade and business networks. In essence, the success of Indian professionals abroad is not a matter of a single quality, but a powerful confluence: a high-pressure home environment effectively pre-selects a resilient and technically superior talent pool, and a clear, merit-focused, resource-rich host environment then allows that proven talent to fully realize its potential, leading to success that is directly commensurate with their merit and exceptional prerequisites. This shift from the chaotic, competitive environment of India to the structured, reward-based systems abroad is the primary key that unlocks the latent potential of this ambitious, skilled demographic.

Think "WIN - WIN" Doctrine By Stephen R.Covey

The Win-Win Thinking formula by Stephen R. Covey in his book “The 7 Habits of Highly Effective People” is about constantly seeking mutual benefit in all human interactions. He explained beautifully in the 4^th Habit, it's not about being nice or compromising where both parties feel they've lost something; it's about finding a "Third Alternative"—a solution where all parties feel good about the decision and are committed to the action plan. It requires a balance of courage (expressing your needs) and consideration (understanding the other's needs), rooted in the Abundance Mentality—the belief that there's enough success and resources for everyone. How it works......

Scenario: A family of four (parents and two teenagers) is deciding on a summer vacation.

Teen 1 (Win-Lose): Wants a week at a theme park; anything else is a "lame" loss.

Parent 1 (Lose-Win): Agrees to the theme park to avoid conflict, but secretly resents the cost and chaos.

The Win-Win Solution: The family discusses the underlying needs. The teens want excitement and independence. The parents want relaxation and quality time. They decide on a trip combining both: a few days near a scenic national park with hiking/water sports (fulfilling relaxation/quality time) followed by a short two-day stay at a theme park resort (fulfilling excitement/independence). This "Third Alternative" meets the most important needs of everyone.

Win-Win Outcome: Everyone is genuinely excited and committed to making the trip a success.

Scenario: You and a colleague, who are on different projects, both urgently need the company's only high-speed scanner for a critical deadline.

Win-Lose Approach: You grab the scanner first and tell your colleague they'll have to wait. They lose.

The Win-Win Solution: You approach your colleague and say, "I know we both need this scanner desperately. My critical documents are only 50 pages, but yours are over 300. How about I use it for the next hour to scan my critical pages, and then I'll immediately hand it over to you for the rest of the day, and I'll even help you prep your documents while it's scanning?"

Win-Win Outcome: You meet your immediate critical need, and your colleague gets the vast majority of the time and extra help, strengthening your professional relationship and ensuring both deadlines are met without major conflict.

Lose/Win, where one person gives in easily to please the other, often leading to suppressed feelings and resentment. He has no demands, no standards, no expectations, and no vision, and hence is easily intimidated by the ego strength of others.

Lose/Lose is the destructive outcome when two stubborn, ego-driven individuals clash, resulting in both parties suffering. A slightly less confrontational option is Win (or "Win/Don't Care"), where one person focuses only on achieving their goal, without actively trying to make the other person lose. Finally,

Covey's Daughter and Delegation: The Win-Win Agreement

Covey describes an incident with his 16-year-old daughter where he moved from a Win-Lose delegation style ("Do this task exactly as I say") to a Win-Win Performance Agreement.

The agreement included five key elements that had to be mutually understood and committed to:

Desired Results: What needs to be accomplished (e.g., a sparkling clean kitchen).

Guidelines: The acceptable parameters within which the results must be achieved (e.g., must be done before 6 PM, do not use the expensive linen towels).

Resources: The tools and support available (e.g., access to all cleaning supplies, money for a new brush).

Accountability: The standards of performance and time frame (e.g., a check-in at 5:30 PM, sparkling clean once a week).

Consequences: What will happen (positive and negative) as a result of the agreement. By jointly creating this agreement, his daughter felt empowered and accountable. Here she was liberated from monitoring on her technic, methods the way she does the work as agreed upon. She will not be punished or rewarded if she did not do the task the way we expected she should do. She was confident his standards would be met. This transformed a chore into a mutually understood Win-Win outcome.

Covey described a seminar where 800 executives gathered to reward 40 top executives. He highlights that while the talk was about teamwork and collaboration, the system—a competitive annual ranking that rewarded only the top few—was fundamentally Win-Lose.

The powerful takeaway is: If you talk Win-Win but reward Win-Lose, you'll have a losing program on your hands. Covey said, No doubt, 40 people have won, but 760 people lost. He made them use the formula of cooperation and synergize with structural changes of the organisation. This resulted next year 1000 executives gathering and 800 received awards,  besides individual awards to a few.

For Win-Win to survive in an organization, the systems (compensation, training, information) must support it. If you want teamwork, you must reward team results, not just individual heroism. The structure of rewards must align with the philosophy of cooperation.

The Third Eye: Win-Win in Sports (A Win-Lose Arena)

It's true that in a final game of a sport, the ultimate result is Win-Lose (one team wins the trophy, the other loses the game). However, looking with the "third eye" reveals profound Win-Win opportunities within the competition: we hear in most of the sports people saying one team won the game and the other won the hearts of the people. That is called Sport, not battle.

Win-Win for the Spectators/League: A fierce, respectful, and well-played competition (where both teams push each other to their limits) is a Win for the fans, media, and the sport's overall revenue and image.

Win-Win for the Athletes (Self-Improvement): Athletes on both teams Win by playing in a high-stakes, competitive environment. The opposing team pushes the winner to perform at their absolute peak, and the "losing" team gains invaluable experience, identifying weaknesses and developing resilience that fuels future growth. Both teams win by getting better.

Win-Win for the Relationship: When the competition is played with integrity and mutual respect, the relationships between the players, coaches, and organizations are strengthened, ensuring a positive long-term environment for the sport

Seeking solutions and agreements that are mutually beneficial and satisfying. The Third Alternative. "Don't compromise. Instead, look for an inventive solution that fully addresses the deepest concerns of all parties."

Character Traits: "Integrity (sticking to your values), Maturity (balance of courage and consideration), and Abundance Mentality (belief in plenty for all).",Nourish your inner security. Your belief in scarcity is the biggest threat to genuine Win-Win.

Pillars, "Emotional Bank Account (high trust), Win-Win Agreements (clear expectations), and Win-Win Systems (aligned structures)." Build trust first. A high Emotional Bank Account allows you to have the courage to seek a Win-Win without fear of damaging the relationship.

Safety Net, "Win-Win or No Deal. If a mutually beneficial solution can't be found, it is better to agree to amicably walk away than to force a detrimental, low-trust outcome." "Be willing to walk away. Knowing you can say ". "No Deal" gives you the courage to truly advocate for your own Win, making a true Win-Win more likely."

Find the Real You

 When you look in the mirror, you see a face that you have known all your life. You see a person that you intimately connect with. You see you! But it is not the real you, the true you. The real you is on the inside, the inner person. And that inner person is directly re-sponsible for the outer you and the things you do or don't do. As a man thinketh in his heart, his core, his so as he is! The inner you is the core you. true being, Just as the heart of the artichoke is the prime part, your core is your best part. The core of the apple is the most important part because after all is said and done (or in this case, after all is said and eaten), the core contains the seeds that are the future of that apple. If you cut an apple in half you could count the seeds in that apple. But you could not count the future apples that are in those seeds!

The center, the core, of the pineapple is where the sweetest fruit is found. The same is true for us. The heart is the core, where our most intense thoughts, 

feelings, and beliefs are found. If you can tap into that inner person and tap into the thoughts and feelings that are found there, then you can begin to tap into your "true thoughts, dreams, beliefs, and values." These are the things that make you act on your desires. These are the things that guide, direct, determine, and create.

How you live your life. This is where you determine what you will and will not do, what you go after and what you choose to ignore, what you attempt and what you shy away from. As a man thinketh in his heart, in his core, his inner man, so as he is. The core, the center, the heart is the real you.

Before you change your thinking, you have to check what kind of thing goes into your mind. IF checked and found the stuff need to be changed. So how will you control the feed?.For that your thinking to be changed first. Your thinking affects how you act and therefore what you do, just as to change your weight and health you must change what you eat. And the same is true for your mind. You must fill your mind with positive, healthy, inspirational, and encouraging material and get rid of the things that will kill your dreams and aspirations: doubt, fear, and negative thinking. Just as you are what you eat, you also are exactly what you think about. Remember that your input always determines your output. Change your thinking and change your life!

Story of McDonald's, From Hot Dogs to Global Empire

The Rise of McDonald's: From Hot Dogs to Global Empire

The Founders and the Spark: Richard and Maurice McDonald The true founders of the McDonald's restaurant were brothers Richard "Dick" and Maurice "Mac" McDonald. They were the original innovators who created the revolutionary system. How They Started: The brothers initially opened a hot dog stand in Monrovia, California (1937), and later converted it to McDonald's Famous Barbecue in San Bernardino (1940).

The Big Innovation (The Spark): In 1948, they realized most of their profit came from hamburgers. They took the radical step of shutting down their profitable drive-in to completely redesign the operation, focusing on speed, volume, and low price. They scrapped carhops, eliminated most menu items, and streamlined the kitchen into an assembly-line system known as the "Speedee Service System. "This new model allowed them to sell a high-quality hamburger for 15 cents (about half the price of competitors) and deliver it in seconds, not minutes. 

The Empire Builder: Raymond Albert Kroc was a different kind of entrepreneur—a visionary salesman who saw the potential for the system to be replicated across the nation. Initial Position: Kroc was a 52-year-old traveling salesman in the early 1950s, selling Prince Castle Multimixers (milkshake machines). He was not finding much success and was far from wealthy. The Encounter: In 1954, he was astonished when the small San Bernardino McDonald's ordered eight of his milkshake mixers. He travelled to the location and was mesmerized by the brothers' efficient, clean, high-volume operation. This was the moment he saw the "greener pastures"—the potential to take this standardized system nationwide. The Rise to Present Position:1955: Kroc opens his first franchised McDonald's in Des Plaines, Illinois, after acquiring the rights to franchise the system nationally (except in the brothers' home region). This is the year the McDonald's Corporation was officially founded.1961: Kroc buys out the McDonald brothers for $2.7 million (about $28.4 million in today's money), gaining full control of the name and the system. This was the critical moment that allowed him to scale the company aggressively, as the brothers were content with slower growth. Kroc focused relentlessly on Quality, Service, Cleanliness, and Value (Q.S.C. & V.) and established the legendary Hamburger University to train franchisees to replicate the exact system. Initial Employees Primarily the McDonald brothers and a small crew of cooks in the San Bernardino location. No carhops were needed under the new system.150,000 company employees globally (2023). Millions more employed by independent franchisees worldwide. Spread One restaurant in San Bernardino, California. Over 40,000 restaurants in nearly 120 countries. The US has the highest number of locations. Founding Year1940 (original barbecue stand) / 1948 (Speedee Service System)1955 (McDonald's System, Inc. created by Ray Kroc, the official corporate founding) Annual Sales (Corporate Revenue)The original restaurant was immensely successful locally, but sales figures were regional. Global corporate revenue reached $25.49 billion (FY 2023). Franchised restaurant sales globally exceeded $119 billion (2023). 

The McDonald Brothers: Their lesson is to analyse your work and find efficiency. They didn't start a new restaurant; they closed a profitable one to re-engineer the entire process. They focused on the 20% of the menu that delivered 80% of the profits. This demonstrates the power of process innovation and bold restructuring when conventional methods fail. Ray Kroc: His lesson is about perseverance, vision, and scale. Kroc was in his 50s, struggling as a salesman, when he found his opportunity. His scale up was not a new product, but the realization that a successful system could be replicated indefinitely. He didn't just sell burgers; he sold consistency, reliability, and speed. His story proves that it is never too late to find your opportunity, provided you have the belief and vision to see the potential for growth where others see only a small shop. Reason for Proliferation in the US and its transformation into the McDonald's Corporation were due to a combination of economic conditions and strategic innovations engineered by Ray Kroc and his early team:

The Post-War American Lifestyle: The 1950s saw a boom in suburban migration and automobile ownership. People were driving more, had less time to cook, and needed quick, affordable meals that could be consumed easily, often in the car (leading to the later success of the drive-thru).The Franchise Real Estate Model: Kroc's biggest strategic move (advised by financial expert Harry J. Sonneborn) was to establish the Franchise Realty Corporation. The true genius wasn't just selling hamburgers, but in buying the land upon which the franchises were built and then leasing it to the franchisees.

 This model provided McDonald's Corporation with: A stable, appreciating real estate asset base. A consistent, reliable stream of rental income (far more lucrative than just the royalty on food sales).Control over the location and quality of every single franchisee. Standardization and Consistency (Q.S.C. & V.): Kroc ensured that a McDonald's hamburger in Illinois tasted exactly the same as one in California. This predictability become foundation for mass-market acceptance. Targeting the Middle Class: Kroc deliberately franchised to middle-class individuals who were eager to invest and strictly follow the McDonald's formula, which ensured high standards of operation and aggressive expansion across the country.

An Inspiring Story for the Unemployed youth  The story of McDonald's is a powerful motivator for anyone facing unemployment because it shows that success is often found not in inventing something entirely new, but in improving and relentlessly executing a system.They have proved 15 cent product can make a fortune of $119 billion (2023).No job is small or inferior if done the way these two brothers have shown the World how a meagre 15 cents products can fetch billion dollars fortune. 

The KFC Story: Colonel Harland David Sanders

 The Humble Start and the 'Spark' (1930s)

Colonel Harland David Sanders (1890–1980) had a life full of mixed success, holding various jobs including Fireman (steam engine stoker), Farmer, Wagoner, Blacksmith and Insurance salesman.

How He Started: At the age of 40, in 1930, Sanders took over a Shell filling station in North Corbin, Kentucky. He began serving meals—including fried chicken, country ham, and steaks—to passing travellers from his own living quarters. This evolved into the Sanders Court & Café.

The Problem & The Spark: Sanders believed his chicken had to be slow-cooked in a cast-iron skillet to achieve high quality, but this took 35 minutes, which was too long for travellers. He refused to deep-fry the chicken, which he felt lowered the quality.

In 1939, he found his solution: the commercial pressure cooker. He modified it into a pressure fryer. This reduced the cooking time to be comparable with deep frying while, in his opinion, retaining the moisture and quality of pan-fried chicken.

In 1940, at age 50, he finalized his famous "Original Recipe" of 11 herbs and spices. This made him and his recipe a Talk of town. And the appreciations and accolades reached to such high that he was awarded honorary title of Kentuchy Colonel by none other than the State Governor in 1935.This title created for him as his brand identity.Then came the crisis period. In the early 1950s, the construction of Interstate 75 was planned to bypass Corbin, Kentucky, spelling the end for his successful roadside restaurant. Facing the collapse of his main business, and with only a small Social Security check, Sanders decided on a radical, late-life career change.

The Greener Pasture era: Instead of retiring, he decided to travel the US to franchise his recipe and cooking method. The business model was brilliantly simple and scalable:He did not only sell a restaurant;but also sold his system. He would enter a restaurant, cook his chicken for the owner, and if they agreed to sell it, he would franchise the recipe and the process.

He charged a royalty fee of only four in the beginning then it gone up to five cents on every chicken sold by the franchisee.

Initial Employees & Early Expansion:

His first franchise was opened in 1952 in South Salt Lake, Utah, by his friend Pete Harman. It was Harman's sign painter who came up with the name "Kentucky Fried Chicken."

Sanders himself was the initial "employee" driving his car, selling the recipe door-to-door. Legend says he was rejected over 1,000 times before striking a successful deal.

By 1964, there were more than 600 KFC franchises in the US and Canada.

The Business Proliferation and Legacy

Sanders sold the company in 1964 (at age 73) for $2 million to a group of investors, who took the company public and rapidly expanded it. He remained the brand ambassador, traveling over 200,000 miles a year to promote KFC globally.

KFC Key Business Metrics            Detail

Founded Year (Restaurant)         1930 (Sanders Court & Café)

Founded Year (Franchise)                                        1952 (First Franchise in Utah)

Annual Sales (Global Systemwide)           Over $30 billion (Estimated 2024 figure, as part of Yum! Brands)

Current Spread Over 25,000 outlets in nearly 150 countries.

Export to Sheets

The reason for the proliferation of KFC was the success of its franchise model combined with product differentiation:

Unique Product: The "Original Recipe" and the pressure-frying method set it apart from typical deep-fried Southern chicken, giving it a distinctive taste and texture.

Scalable Franchise Model: The low initial royalty fee made the concept attractive to small, independent restaurant owners.

Branding and Personality: Colonel Sanders became one of the world's most recognizable celebrities, ensuring trust, authenticity, and instant brand recognition globally.

The Inspirational Lesson for the Unemployed

Colonel Sanders' story is one of unrelenting perseverance and the belief that age is just a number:

He faced bankruptcy in his 60s, an age when most people retire, yet he chose to start a new, far more ambitious business.

He drove across the country, sleeping in his car and facing over a thousand rejections, demonstrating extraordinary "grit" (persistence and passion).

His success came from recognizing that his value was in his unique, perfected process (the pressure fryer method) and his secret formula, not just the brick-and-mortar restaurant. He monetized his intellectual property (the recipe and system).

His journey proves that if you have a unique skill or perfected product, you can build an empire, even if you have to start from scratch multiple times. Those who see his success as an inspiration if they contemplate the toil behind this they will learn a lot that there is no shortcuts in life.

Why? Why? Analysis How it works

 

The name itself is self-explanatory.  Very simple for any problem, why it happened first question after answer again why that happened like wise it goes on till it stops where the root of the problem exists. This can be applied any where and see the results you find. 

In Toyota's experience with manufacturing processes back in the 1930s, they found that by repeatedly asking "Why?" about a problem, typically around five times, they were usually able to peel back enough layers to get to the fundamental, root cause of the issue.

The "5" represents the idea that most problems, even complex ones, tend to reveal their root cause after a few iterations of focused questioning. It's often enough to move beyond symptoms and uncover the underlying systemic issue.

Why-why analysis, also known as the "5 Whys", is a root cause analysis technique that involves repeatedly asking "why" to drill down past the symptoms of a problem to its underlying cause. Developed by Sakichi Toyoda, it's a simple yet powerful tool used to identify the fundamental issue and implement effective countermeasures, rather than just fixing the immediate problem. 

How it works

Start with the problem: Clearly define the problem you are addressing.

Ask "why": Ask why the problem occurred. Write down the answer.

Repeat the question: For each answer you get, ask "why" again to dig deeper into the cause.

Continue until the root cause is found: Continue this process, typically around five times, until asking "why" no longer makes sense or you've reached the fundamental cause of the problem.

Implement solutions: Once you've identified the root cause, you can develop and implement solutions to prevent the problem from happening again. 

Example

Problem: The car won't start.

Why? The battery is dead.

Why? The alternator is not functioning properly.

Why? The alternator belt is broken.

Why? The belt was old and worn.

Why? The car was not serviced according to the recommended maintenance schedule. 

Here’s another example of how this works:

Problem

There is a puddle of water on the floor.

Why?

The overhead pipe is leaking.

Why?

There is too much water pressure in the pipe.

Why?

There is a faulty control valve.

Why?

Control valves have not been tested.

Why?

Control valves are not on the maintenance schedule.

The Root Cause reveals the source of the problem. By coming up with a solution for the root cause, there is a high chance that all of the whys leading up to the final answer will naturally get resolved. Look at the following examples.

1. *Problem: Machine Breakdown*

    - Why did the machine break down? -> Overheating

    - Why did it overheat? -> Lack of lubrication

    - Why was it not lubricated? -> No regular maintenance schedule

    - Why was there no maintenance schedule? -> Lack of training for maintenance staff

    - Why was staff not trained? -> Inadequate budget allocation

    - *Result:* 10 hours of production loss, ₹50,000 repair cost

    - *Action:* Implement regular maintenance schedule, provide training to maintenance staff, allocate budget for maintenance

2. *Problem: Delayed Project Delivery*

    - Why was the project delayed? -> Unrealistic timeline

    - Why was the timeline unrealistic? -> Poor estimation of task duration

    - Why were tasks poorly estimated? -> Lack of historical data

    - Why was historical data lacking? -> No knowledge sharing among teams

    - Why was knowledge not shared? -> No collaboration tools or processes

    - *Result:* 2-week delay, ₹200,000 penalty

    - *Action:* Implement project management tools, establish knowledge-sharing processes, involve stakeholders in planning

3. *Problem: Product Quality Issue*

    - Why was the product quality poor? -> Insufficient testing

    - Why was testing insufficient? -> Lack of testing resources

    - Why were resources lacking? -> Budget constraints

    - Why were there budget constraints? -> Poor project planning

    - Why was planning poor? -> Lack of stakeholder involvement

    - *Result:* 10% customer returns, ₹150,000 rework cost

    - *Action:* Increase testing resources, involve stakeholders in planning, allocate budget for quality assurance

4. *Problem: Employee Turnover*

    - Why did employees leave? -> Unhappy work environment

    - Why was the environment unhappy? -> Poor management

    - Why was management poor? -> Lack of leadership training

    - Why was training lacking? -> No HR support

    - Why was HR support lacking? -> Inadequate HR resources

    - *Result:* 20% turnover rate, ₹500,000 recruitment cost

    - *Action:* Provide leadership training, increase HR support, improve work environment

5. *Problem: Customer Complaints*

    - Why did customers complain? -> Product not meeting expectations

    - Why didn't it meet expectations? -> Poor product design

    - Why was design poor? -> Lack of customer feedback

    - Why was feedback lacking? -> No customer engagement strategy

    - Why was there no strategy? -> Lack of market research

    - *Result:* 15% customer complaints, ₹100,000 goodwill loss

    - *Action:* Implement customer feedback process, conduct market research, improve product design.

Key benefits

It helps solve problems at their source, rather than just addressing the symptoms.

It is a simple and quick problem-solving tool that doesn't require complex statistics.

It is used across many industries for quality improvement, troubleshooting, and process analysis.

It encourages a deeper understanding of the chain of events that led to the problem. Try this in your routine work and see the miracles.

Rajnikant heartthrob of all

Success has many friends is well known adage. But how he or she become successful no body want to follow. Before getting to the top of their domain they took hardwork and consistency in their skills to be what they are today. Their belief self confidence and passion never distracted them from their goals. We feel pride in being follower than trendsetter or leaders. Unless we see somebody doing or did something extra ordinary we don't recognize them. Then we think for a while wow we too can copy it. Next few days or for a month we imitate him, after gauging the toil and sacrifices we decide that its hard nut to crack. If it is any commodity available in the market they're ready to buy it. But unfortunately this is not any thing which can be hired or bought. That "extra" hardship is the main ingredient to make any one extra from ordinary. A glaring example of one of a living legend in films who created his own niche and  a brand himself is none other than Charismatic, heartthrob Rajinikanth or better known as Shivaji Rao Gaikwad, the pride of Indian cinema has never missed an opportunity to learn even though he’s a Superstar in his real life. From taking up jobs of coolie, carpenter and bus conductor to eke out a living, he’s the real gem though. And that’s why he continues to remain the world’s one and only Superstar.

Despite everything, his forthrightness and down-to-earth demeanor continue to keep the audience entertained even today. He believes in simple living. This is his message. 

"Whether you drive a BMW or Maruti, the road remains the same. Whether you fly Economy or Business Class, your destination doesn't change. Whether you wear Titan or Rolex, time remains the same. Whether you use a Samsung or Apple, the people who call you are the same. There is nothing wrong about dreaming about a luxurious life. What needs to be seen is that need doesn't become greed, because needs can always be met...but greed can never be fulfilled. This is his thought provoking message or life lessons for everyone. The essence of this if we can be able to deduce we can change our mindset from wants to need only.