Innovation Excellence Forum |www.thinkief.org |NPO

@Atul_Gawande @AskDrShashank @HarvilleEmily @SWBProbono @SangeetaJayad @giridar100 @icart_india @COVID19Tracking @nvcmenon @govindethiraj Check out INDIAs only Covid incidence trajectory dashboard, Slice n dice frm State level to MUM 24 ward level data thinkief.org/covid-dashboar…

@DivaJain2 Camels will ultimately become Cows Cash Cows

In stark contrast to Unicorns, many Indian startups have a uniquely "desi" frugal model focused on costs and profitability. No idea why the Economist is calling them Camels instead of the more appropriate Cows :)

@davemcclure @endeavor_global important to have 10 yrs plus experience in work environment, and the chops of having moved fast within that half decent organization - 1 of the founders should have this 1 can have prev own serial experience And 1 operating dude/tte. Have elite school background & network

In terms of per capita India 160% of monthly per capita (~$200) UK on par with theirs (~3500£)

Ideally. A 18 to 22 times between lowest paid to highest should be the norm in an organization. Lets kick that up to 150 times even. Or 300 times. But 2200 times is way out of whack for any modern day public listed Co. Is there a benchmark from an global peer?

data from @endeavor_global re: “unicorn founder” attributes less important: • <30% elite university • <20% elite company more correlated: • 50% prev startup experience • 55% immigrant / “global citizen” • 50% serial entrepreneur • 60% STEM grad / background • ~10 yrs work experience 99tech.alexlazarow.com/p/what-does-it… (via @Alex_Lazarow h/t @kteare)

@RupakChatto Interesting Mallicks of Bhowanipore and Alipore. Havnt mentioned it to me even once. But Gooptus at any opportunity extol their puja bari, para and North Call, Middleton Row antecedents!

Mullick Bari at 48B Muktaram Babu Street was built in 1842 by Swarup Chandra Mullick, a scion of the Mullick family of the Marble Palace frame. The building remained in the family through generations but fell into disrepair after 1950. In 1968, the premises were rented out to R.S. Aggarwal and R.S.Goenka who started the what became the Emami cosmetics and dkin care giant. In 2016, the building was bought out by Emami and restored in 2020. It currently houses the Emami Foundation and the Siddhi Vinayak Temple.

Whats the remit vs individual members DA. Cross purpose or sidelines🤔

@chandrarsrikant Pairs ought not to be in the same venture. Well known Mum eatery. Couple separated. But run it together. More harmony now!

Former Google CEO Launched A $100 Million Company With His Girlfriend. It’s Not Going Well What is with American billionaires Now Eric Schmidt After Bezos Gates Sergey Musk Zuck seems loyal as of now 😳 forbes.com/sites/davidjea…

@RupakChatto No need for Niti Aayog to pass on what they should ideally be doing. Hire a good ppt maker. Enough out there.

Consultants should be just that. NITI Ayog should be the one preparing plans. WTF does any consulting group know about the pulls/push of preparing plans for a complex environment? You can't farm out public policy development.

@chandrarsrikant Pretty much a 100 hr week most weeks. Often crosses 120 hrs when travelling.

JSW's Sajjan Jindal backs Narayana Murthy on 70-hour work week: ‘PM Modi works for 14-16 hours every day' moneycontrol.com/news/trends/js…

@arindam___paul Cos going to market or LODR with low or no ebitda, will be primarily marked up/ down,on -Future Growth Potential (rev CAGR) - Future Profitability (margin expansion) But should be able to convince the market that they are well on that trajectory. And its not a Hail Mary.

With the Mamaearth IPO coming up, there is a lot of chatter around whether it is overvalued/worth subscribing etc I don’t think the current profits/EBITDA will justify the valuation ask, but the valuation is basis the promise of: - Future Growth Potential - Future Profitability Improvement Traditionally, FMCG businesses have commanded a higher P/E multiple in India compared to other mature markets because general trade distribution in India is very fragmented, and as a result it is more profitable ( balance of power with brands- trade margins are controlled) and it is also difficult to establish for new brands( becomes a moat) On top of it, brand also becomes a moat because the big players keep spending significantly on brand awareness and new brands with limited media spends aren’t able to break through the clutter and build brand awareness at scale So, if an investor is evaluating investing in Mamaearth IPO, the questions to ask are( and maybe the DRHP answers few of these- I haven’t gone through it) a) How has the channel mix evolved over time? If the contribution of GT has increased, its a good sign as it will improve profitability in future. In terms of profitability and unit economics, usually GT>>> MT/Ecom marketplaces>>> D2C b) How has the reliance on performance marketing/BTL evolved over time? If this has reduced year on year, it is a sign of a strong brand already built c) What is the churn of distributors? For a new brand, it is extremely easy to bill distributors for the first time and show immediate spike of revenue. But if most offline Business is coming from repeat distributors, its a sign of strong GT fundamentals d) What are the brand awareness metrics for its leading categories? If the brand awareness metrics( TOM, spont, total awareness) are already very high in all categories in all geographies, then the chances of future growth will be lower e) What are the trends of consumer discounts and trade schemes over time? If it is reducing, its a sign of strong brand I haven’t looked at any data points, but my sense as an outsider is Mamaearth has good products, mastered the art of identifying trends and launch new products and built a strong brand. But getting the right distribution and marketing mix for improving profitability is still a work in progress P.S. It is very easy for me to comment as an outsider. Irrespective of what happens from here, big congratulations to the entire Mamaearth team for shaking up large FMCG Goliaths Not many FMCG brands in India cross the 1000 cr scale despite existing for 30-40 years. Mamaearth did it in less than a decade.

Need for a SSG Special Situations Group Staffed by MEA and NSC/IHQ 24 x 7. Duty Deputy. Committee of The Deputies, for 360 strategic assessment, and single point operating execution

The world has changed People must adapt. More with less is the new mantra In a world of Many

Or economists turned d.maxers😆 Can't talk the sweet stuff. Yet thro

How does one go about this? A step wise would help.