kishor Jagirdar

Career Workshop was held at Jawahar Nayodaya Vidyalaya, Doddaballapur on 20th December 2014. This Workshop was jointly organized by Rotary International Dist 3190, Career Counseling & Development Committee and the  Rotary Club of Bangalore Yelahanka. About 350 students from standard VIII to standard XI attended. This included students from Bashetahalli Govt High School as well. The highly interactive session, entirely focused on rural children as they lack the access to quality based information and awareness on opportunities. The students were engaged in a group dynamic activity into questioning and sharing mode with the fellow participants. They were encouraged to share their dreams and their passions. The students sang songs, expressed their oratory skills and brainstormed on various issues collectively finally coming together in alignment on looking inward on one’s own competencies and then picking a career choice instead of following the herd just to be in the mainstream.

Guiding change may be the ultimate test of a leader—no business survives over the long term if it can’t reinvent itself. But, human nature being what it is, fundamental change is often resisted mightily by the people it most affects: those in the trenches of the business. Thus, leading change is both absolutely essential and incredibly difficult. Over the past decade, I have watched more than 100 companies try to remake themselves into significantly better competitors. They have included large organizations (Ford) and small ones (Landmark Communications), companies based in the United States (General Motors) and elsewhere (British Airways), corporations that were on their knees (Eastern Airlines), and companies that were earning good money (Bristol-Myers Squibb). These efforts have gone under many banners: total quality management, re-engineering, rightsizing, restructuring, cultural change, and turnaround. But, in almost every case, the basic goal has been the same: to make fun

Over the past 30 years, giant banks and corporations have become wealthier and more powerful than ever before. This has happened because governments, in the name of ‘ economic growth’, have supported ever-increased global trade while neglecting local business potential.  Through a series of ‘free trade’ treaties, trade and financial deregulation continues today, weakening and impoverishing governments and whole countries. This is the essence of economic globalisation. Despite the rhetoric of inevitability that supports it, globalisation is a process of planned change — the consequence of government policies that support the profit-driven agendas of big businesses and banks.  These policies include the building up of transport, communications and educational infrastructures tailored to the needs of global corporations; the over-regulation of local and national businesses; and the use of misleading indicators like GDP. Since globalisation is at the root of so many problems

What is Localisation ?   Localisation, a trend diametrically opposed to globalization, is based on the belief that those living closest to the resource to be managed (the forest, the sea, the coast, the farm, the urban facility, etc), would have the greatest stake, and often the best knowledge, to manage it. Of course this is not always the case, and in India many communities have lost the ability because of two centuries of government-dominated policies, which have effectively crippled their own institutional structures, customary rules, and other capacities. Nevertheless a move towards localization of essential production, consumption, and trade, and of health, education, and other services, is eminently possible if communities are sensitively assisted by civil society organizations and the government. There are thousands of Indian initiatives at decentralized water harvesting, biodiversity conservation, education, governance, food and materials production, Irreplaceable ecol