Nayi Disha: A People’s Pipe for Prosperity (Part 2)

Past Writings – 1

Before we get to the discussion on the pipe, let’s understand the need for change and a Nayi Disha for India. Here’s a survey of my previous writings about Nayi Disha over the past 18 months.

The Revolution India Needs: “What India needs is a people united to create a bottom-up movement to dismantle the corrupt political party system and end the mai-baap Sarkar that pervades our lives. Only then will a new India rise — an  India not steeped in poverty but reaching out for riches, an India not divided by ancestral surnames but united in our individual diversity, an India not searching through history books for its lost glory but powering its way through entrepreneurship to future prosperity… What is needed is to elect a Lok Sabha of Independents – people selected through local primaries by unaffiliated Indian voters (who constitute two-thirds of the voters). These non-aligned and non-voters (NANV) have to create a coalition, connect digitally, communicate the ideas to each other and craft political change. They number 60 crore out of India’s 90 crore voters. Staying undecided till the end or abstaining from voting can no longer be the options. It is in the hands of this ‘silent majority’ that India’s future lies… Will our generation lead the revolution for our nation’s transformation? If not us, then who? If not now, when?”

Nations, Leaders and their Decisions: “India’s leaders failed on each of the five attributes of leadership. None of them prioritised economic growth and mass prosperity. None understood the roadmap to prosperity. None had the best talent in place around them. None had a sense of urgency. And on the fifth point, while many were good communicators, since there was no internal belief in reforms, none could communicate and persuade the people on the policies needed for growth…It needs one leader to change India’s economic trajectory. That leader has yet to emerge. The current system of Indian politics will not throw up such a leader. That is why we need a political revolution before the economic transformation can happen. Only through economic growth can we make a great nation. Will another generation be wasted? Or, can we, the people, unite to make that happen? The choice is ours.”

India needs a Debating Culture: “A revolution might sound disruptive and violent. It is not. Just as technology is helping us buy, learn, connect and communicate, it can help us change our nation. For this a few of us need to first understand that change is really needed. This is the job of political entrepreneurs. They have to change minds. Only then will the votes change… A debating culture can thus be one of the key pillars for building a better discourse, an open society and lead the political and economic revolution India needs.”

Circles: Starting the Indian Revolution: “If we had to start India’s political and economic revolution…it would be very important to bring people together and change minds – one at a time. For this, there would be a need for neighbourhood cells all across India with a dual purpose – creating the social infrastructure and an organised cadre…[We need] a national decentralised organisation of Circles and citizens who believe in a new vision of India and are willing to devote a few hours a week to make it happen.”

Thinks 375

Tim O’Reilly on why it’s too early to get excited about Web3: “Let’s focus on the parts of the Web3 vision that aren’t about easy riches, on solving hard problems in trust, identity, and decentralized finance. And above all, let’s focus on the interface between crypto and the real world that people live in, where, as  Matthew Yglesias put it when talking about housing inequality, “a society becomes wealthy over time by accumulating a stock of long-lasting capital goods.” If, as Sal Delle Palme argues, Web3 heralds the birth of a new economic system, let’s make it one that increases true wealth—not just paper wealth for those lucky enough to get in early but actual life-changing goods and services that make life better for everyone.”

Russ Roberts talk to Michael Munger on Constitutions. Munger: “The real origins of Public Choice, and particularly the first of what we now think of as the Public Choice Pentateuch–took the five founding books of Public Choice–was The Calculus of Consent. And, The Calculus of Consent takes up some of the work– It was written by James Buchanan and Gordon Tullock, and it was published in 1962. So, this is right at the origins of what we now think of as Public Choice. One of Buchanan’s heroes was the Swedish economist–political economist–Knut Wicksell. And, what Wicksell had said–and it was interesting–was that the only justification for coercion was consent…A key to liberty is the ability voluntarily to subject yourself to coercion if you violate the terms of the agreement. That’s the way we make binding agreements.”

Via Shane Parish: “It’s very important to know what you don’t like. A big part of innovation is saying, “You know what I’m really sick of?” … “What am I really sick of?” is where innovation begins.”

Nayi Disha: A People’s Pipe for Prosperity (Part 1)

Change

To change the economic future of Indians, we need to change the political policies and the people in power. India’s politicians and their parties favour, irrespective of their specific ideologies, all agree on one thing: less freedom for those they rule. So, if we want prosperity for Indians, we need to ensure more freedom, which will mean creating a new compact between the rulers and the ruled. This will mean changing minds and channelling votes by uniting the non-aligned and non-voters to create a Lok Sabha of Independents which can implement an agenda for freedom and prosperity. This is the revolution India needs to break from its past; this is the Nayi Disha India and Indians need.

Over the past couple years, I have written extensively about these ideas and how to make Nayi Disha happen. One of the prerequisites for Nayi Disha’s Indian Revolution is to change minds. That needs a content factory with a new narrative, and a distribution pipe to take this message to the people. Without a change in people’s views, there will be no change in the way they vote – they will still keep selecting from the menu of politicians and parties who have no interest in changing the status quo of extraction and exploitation that served the British well for 200 years, and has served the ruling class well since 1947 when instead of new freedom, Indians got continuity of serfdom. All that changed was the skin colour of the rulers.

A new future for India is possible – but only if the people change their minds. Unlike some other countries where wise leaders brought about the changes needed for prosperity, India has been singularly unfortunate with its leaders – each one had an opportunity, but each one failed. That’s the nature of power, and none could resist from their top perch imposing more controls and constraints on the people. India’s perpetually planned poverty has been made by India’s politicians and their parties. Unless the controls are put on those in power, unless the size of the Indian state is shrunk, unless the ability of politicians to discriminate and interfere in the lives of people is removed, permanent and mass flourishing will be elusive.

This is the change Nayi Disha hopes to bring: replace those in power (and their challenger clones) with a new government which in a single term (or two) dismantles the Indian state and its powers to create an irreversible cycle of freedom and prosperity for the people. To succeed, Nayi Disha has to become a decentralised, bottom-up people’s movement. It has to be led by local leaders in every one of India’s neighbourhoods, rather than one omnipotent person at the top who can fall prey to the same trappings of power. This will only happen when new ideas reach the people. That’s where creating the pipe to distribute the ideas is one of the most important building blocks for Nayi Disha.

Thinks 374

FT on the transformative power of games: “Why have humans played games in their homes for millennia? Besides being fun, they promote togetherness, mental agility and emotional release.”

David Brooks: “[T]o lead a worthy life, you sort of have to have three projects or three accomplishments. One is to be in internal harmony with yourself. And that’s to do the practices that will elevate you. I like reading spiritual books as my way to get my insides elevated rather than degraded. The second is to be in harmony with others. And I think the crucial skill there is the ability to see people and understand them and make them feel that they’ve been considered, heard and understood. And then the final thing is to commit to some great loves, to fall in love with great things and really commit to them. My definition of a commitment is falling in love with something, and then building a structure of behavior around it for those moments when love falters…And so it’s those commitments which tend to be like commitments to a vocation, commitment to a family, commitment to a philosophy or faith, and commitments to a community, a place. And so those are like the three lanes, what I would think of, of a worthy life.”

Economist on quadratic voting: ” In its simplest version, each voter would be given a budget of “marks” as Carroll might call them or “voice credits” as Mr Weyl calls them. Voters could use these credits to “buy” votes for a candidate or proposal. The first vote for a candidate costs one credit. But casting two votes for a single candidate costs four credits (ie, two squared); casting three costs nine (three squared), and so on. Under this scheme, people buy votes with their credits just as countries “earn” votes with their populations in Penrose’s imagined assembly. In both cases, the aim is to give voters as much sway as their population or passion warrants. But no more so.”

YourStory on My Entrepreneurial Journey

Aparajita Saxena: “In this week’s Techie Tuesday column, we bring you insights from Rajesh Jain whose extraordinary career spanning over three decades has taught him a great many lessons. Humble and opinionated, Rajesh’s story is first and foremost about accepting one’s shortcomings.”

An excerpt:

His sage advice for founders, and everyone else, is to pencil in some “me time” every day, especially in a world where our lives are ruled by email inboxes and Google calendars.

“Whether it’s early morning or late at night, every person needs to create this time for deep breathing, deep thinking, whatever…where your hand is not going to the mobile phone to check every few minutes. You have the power of technology today and that’s always going to be there…there is no way of stopping any of these things. AI, etc. is going to become more and more powerful. But it’s up to us as individuals to look at how to use it, how to apply it in our personal lives,” Rajesh says.

 

Thinks 373

Ben Thompson on the Great Bifurcation: “The Metaverse, in contrast, is not about eating the world; it’s about creating an entirely new one, from entertainment to community to money to identity. If Elon Musk wants to go to the moon, Mark Zuckerberg wants to create entirely new moons in digital space. This is a place where LLCs make no sense, where regulations are an after-thought, easily circumvented even if they exist. This is a place with no need for traditional money, or traditional art; the native solution is obviously superior. To put it another way, “None of this real world stuff has any digital world value” — the critique goes both ways. In the end, the most important connection between the Metaverse and the physical world will be you: right now you are in the Metaverse, reading this Article; perhaps you will linger on Twitter or get started with your remote work. And then you’ll stand up from your computer, or take off your headset, eat dinner and tuck in your kids, aware that their bifurcated future will be fundamentally different from your unitary past.”

Business Standard: “The fact is that the data gauges, especially from employment surveys, are loudly proclaiming that India’s growth model is in trouble. While the increase in welfare measures and social protections can postpone the inevitable and somewhat protect living standards — especially as measured through recent efforts such as the multidimensional poverty index — the fact is that sustained increases in productivity, wages, and job security for the vast mass of Indians are the only sure foundation upon which to build economic growth and secure livelihoods. A movement of the workforce towards agricultural jobs, rural jobs, and unpaid or insecure work reveals not just that recent growth trends have not been broad-based but also that future growth might not be built on a sustainable foundation. Of all the government’s pressing economic concerns, this must surely be the most vital.”

Santosh Desai: “[T]he epistemic pool— the combined body of knowledge that we find ourselves amidst is now of a completely different character than in the past. Today the accretion of knowledge is unregulated, unmediated and indiscriminate. If earlier we learnt of the world from books, newspapers, journals, magazines, the odd pamphlet and advertising, today a bulk of our education is being carried out by tweets, blogs, social media posts generated not by experts or those on pedestals but by people like us. The library has given way to Twitter. The pool may be more democratically organised, but it is undeniably shallower. And it stinks.”

Netcore as an Enduring Great Company (Part 5)

Rethinking

Even as I was learning and thinking, competition was racing ahead – raising private and public capital, expanding aggressively, building new product features. Business is, after all, war by another name. We tried to raise private equity (PE) in late 2018, but did not get the valuation we wanted. So, we were still on our own. Luckily, our profits from email and SMS helped us make the investments to expand into martech and other emerging markets.

We had missed a few turns in the industry – we should have woken up to the opportunity of B2B SaaS earlier and reinvented our sales and marketing, we should have focused more on new age app-first companies, we should have focused on consolidation (larger acquisitions) more aggressively, we should have opened our US and Europe offices much earlier than we eventually did. We had fallen behind, lost time and momentum, but luckily had not died. And in business as in life, renewal is possible.

None of the mistakes was fatal. We (led by Kalpit as CEO) took corrective actions – refocused Netcore as a SaaS company, invested in building a full engagement and experience stack rather than being only limited to communications, opened local offices in US and Europe even as we targeted customers in those geographies from India. Two targeted acquisitions brought in new features that B2C companies wanted.

The arrival of the pandemic in 2020 was a shock as we saw business drop sharply in the initial months. The future appeared uncertain. I took the Stoic view that there are some things that we cannot control – what we can manage is how we react to them. It was in those months that I started falling in love with Netcore. I know it may sound strange – but till then it was almost like I was bringing up Netcore to one day sell, and then move on to other things. The time at home in 2020 which gave me lot of time to read and think, the conversations with CMOs for the Velvet Rope Marketing ideas, and the starting of the blog which helped me look back at my past life as an entrepreneur – all played a part in helping me decide on Netcore’s future.

Was I building to sell or building to last? That decision became clear to me as I started reading Jim Collins’ books. I was an entrepreneur at heart, a business holder. In Netcore, we had done all the hard work in laying the foundation – a wonderful and resilient team and an amazing roster of happy customers. We had survived through many mistakes. Now was not the time to give up and exit. It was time to think big and long, but without giving up on the profitable core that had ensured we did not die through the past couple decades. It was time to take the advice that I was giving marketers and apply it to Netcore: build a business with exponential forever profitable growth.

5

An Institution

When a friend recommended I read “The Outsiders”, I understood the importance of “per share growth” as the best metric to evaluate performance. So, I decided to see how we had done at Netcore. I calculated our share price ten years apart. I had accepted an offer in late 2011 to sell our business, but the buyer backed out at the last minute. I then estimated our current share price. The per share CAGR over the past 10 years was 25%. I compared with some other public companies in India and the global tech space, and realised we had not done too badly. A number in the 30s would have been nice, but it was not a poor performance in a decade where I was less involved and as a result made a few flawed business calls.

Per share price growth is the right metric to track because it factors in changes in share capital, and not just overall valuation. 25% consistent compounding over a decade results in 10 times growth. 30% gets that number to 14 times. I set myself the goal of ensuring that Netcore should compound per share price at 30% in the next 10 years. We will need to think along multiple operating horizons to make this happen. We will need to become consolidators with smart acquisitions. We will need to tap the public markets so we incentivise employees (25% of Netcore is owned by its past and present staff) and also create a currency for acquisitions. More importantly, we will need to anticipate the tech turns and stay ahead of them. We will need to strengthen our moats and create a sustainable competitive advantage. And who better to learn from than Jim Collins? The 20 Mile March needs Level 5 Leadership, the genius of the AND, a growth flywheel, a culture that encourages the firing of bullets before cannonballs, and of course, a return on luck.

At a current revenue run-rate of $85 million annualised revenue with healthy profits, we have a unique opportunity to shape the future. To deliver outsized returns, to be an “outsider” in the words of William Thorndike, to be a “diamond in the dust” (as the title of a book by Saurabh Mukherjea) puts it, we will need to create new business practices. What got us here will not get us to the future. We will need to transform ourselves. I will need to unlearn and relearn. Most importantly, I will have to ensure that we build a team and culture capable of continuous renewal. The problem we are solving – helping businesses engage better with their customers to ensure retention and growth – will never go away. The methods will change because technology drives new habits in customers, forcing businesses to adapt. Some very exciting new ideas lie ahead as the Martech era dawns. Velvet Rope Marketing. Email2. Atomic Rewards. Progency. These are just the start. Netcore has a unique opportunity to build a “profipoly” – not just for ourselves but also for our customers. As an entrepreneur, nothing can be more exciting – lead the creation of a new world with the power of our ideas and products. If we execute well, Netcore can truly become a global company, with all the right adjectives – growing, profitable, enduring, great, forever. The leaders will change, but Netcore as an institution should thrive. That is the best legacy of an entrepreneur.

Thinks 372

Olga Kharif on Web 1.0, Web 2.0 and Web3: “The term Web 1.0 generally describes everything from the earliest interconnection of computer networks in the 1970s and ’80s to the first flowering of browsers and websites in the ’90s. In the next phase, Web 2.0, companies built applications on top of that, from social media to search engines to wikis, much of it based on content generated by users. Although that made much of the web in one sense decentralized, most things still run through big companies. The idea of Web3 is to create software and platforms that aren’t dependent on traditional companies and Web 2.0 business models such as advertising. For example, users might pay for services directly using tokens. In an ideal world, Web3 services are supposed to be operated, owned by, and improved upon by communities of users.”

Jay Caspian Kang on NAUDL (National Association for Urban Debate Leagues). “My work today, when it’s at its best, still reflects both the structure and the freedom I found in debate. I learned how to back up arguments with evidence, how to understand when someone was simply trying to deflect or misdirect the conversation and how to think on my feet.” I have written about the need for a debating culture in India.

Naushad Forbes: “Going by what the majority want is not always right. Much progressive change happens “against the will of the people”. Indeed, the essence of liberty in any civilised society is to protect the rights of the minority against the will of the majority (John Stuart Mill’s On Liberty is the classic statement). For us in India, when independent institutions set the rules under which we operate, we seem to deliver greater inclusion. Whether that independence reflects wise intent or is an unintended consequence of a power vacuum is less important. It is in these democratic features, so different from China, that our future lies.”

Netcore as an Enduring Great Company (Part 4)

Rethinking

Even as I was learning and thinking, competition was racing ahead – raising private and public capital, expanding aggressively, building new product features. Business is, after all, war by another name. We tried to raise private equity (PE) in late 2018, but did not get the valuation we wanted. So, we were still on our own. Luckily, our profits from email and SMS helped us make the investments to expand into martech and other emerging markets.

We had missed a few turns in the industry – we should have woken up to the opportunity of B2B SaaS earlier and reinvented our sales and marketing, we should have focused more on new age app-first companies, we should have focused on consolidation (larger acquisitions) more aggressively, we should have opened our US and Europe offices much earlier than we eventually did. We had fallen behind, lost time and momentum, but luckily had not died. And in business as in life, renewal is possible.

None of the mistakes was fatal. We (led by Kalpit as CEO) took corrective actions – refocused Netcore as a SaaS company, invested in building a full engagement and experience stack rather than being only limited to communications, opened local offices in US and Europe even as we targeted customers in those geographies from India. Two targeted acquisitions brought in new features that B2C companies wanted.

The arrival of the pandemic in 2020 was a shock as we saw business drop sharply in the initial months. The future appeared uncertain. I took the Stoic view that there are some things that we cannot control – what we can manage is how we react to them. It was in those months that I started falling in love with Netcore. I know it may sound strange – but till then it was almost like I was bringing up Netcore to one day sell, and then move on to other things. The time at home in 2020 which gave me lot of time to read and think, the conversations with CMOs for the Velvet Rope Marketing ideas, and the starting of the blog which helped me look back at my past life as an entrepreneur – all played a part in helping me decide on Netcore’s future.

Was I building to sell or building to last? That decision became clear to me as I started reading Jim Collins’ books. I was an entrepreneur at heart, a business holder. In Netcore, we had done all the hard work in laying the foundation – a wonderful and resilient team and an amazing roster of happy customers. We had survived through many mistakes. Now was not the time to give up and exit. It was time to think big and long, but without giving up on the profitable core that had ensured we did not die through the past couple decades. It was time to take the advice that I was giving marketers and apply it to Netcore: build a business with exponential forever profitable growth.

Thinks 371

7 Marketing Predictions For 2022 from Forbes. Among them: “Attention to be rarest commodity.  Whether it’s on LinkedIn, Twitter, YouTube, podcasting, or traditional media, the competition for hearts, minds, and eyeballs grows ever more intense,” says marketing thought leader Ellen Melko Moore. “The New York Times reports that 4.3 million people filed for small business licenses in 2021, up 24% from 2020, the highest percentage increase in over a decade. We can’t know exactly how many people have entered the independent thought leader/expert industry, but we do know each year brings a bigger crop of combatants to what Jonah Sachs famously calls ‘The Story Wars.’ Attention is both our most precious and rarest commodity.”

Also: 10 Trends For Digital Marketing In 2022. Among them: “Email Most Important Channel. Melissa Sargeant, CMO of Litmus, believes three trends have contributed to the prioritization of email: personalization, automation, and privacy. She anticipates tactics like dynamic and interactive email content, AMP for email, and new personalization strategies to rise in importance in 2022. “Litmus recently released a State of Email report showcasing that email has become marketing’s most important channel: 91% of survey respondents maintained email marketing is critical to the overall success of their company,” says Sargeant. “This is up 20 percentage points since 2019, and more than 40% of companies intend to increase their investment in 2022.”

Randy Holcombe: “In markets the situation is just the opposite [from politics]. People cooperate only when they gain from trade on some specific good or service. When a person buys gasoline at a filling station, for example, whether the gas station attendant favors higher or lower taxes is irrelevant to the transaction. Similarly, nobody enters a transaction at a department store contingent on whether the cashier has the same views on abortion as the purchaser. The only relevant issues are whether the purchaser wants to make the particular purchase and whether the seller is willing to sell. Nobody asks, or even cares, about the political views of those with whom they do business. Their interests simply are to complete the transaction as easily as possible. Market exchange, by its very nature, fosters cooperation, even among people who disagree about almost everything.” [via CafeHayek]