Urban Growth, Human Comfort — and the Silent Crisis of Bees

Dear Friends,

I have discussed significant topics—technology, digital transformation, the importance of AI, tech innovation, and entrepreneurship—in many of my earlier stories. However, with all humility, I am now realizing that all of this becomes a bluff (I must admit) if we fail to address our basic ecological existence.

Recently, I read that “Bees pollinate approximately 75% of our crops and 90% of wild plants, and they help regenerate our natural forests. Bees and other pollinating insects improve the food production of 2 billion small farmers worldwide, ensuring food security for the global population.” What effort have we truly made to preserve them?

The other day, I witnessed an unethical way of removing a beehive. We should feel ashamed. We are entering their zones—thanks to rapid urbanization—and then asking them to leave their place. It is like buying a house and renting it out, only to have the tenant threaten to occupy it.

Habitat loss, pesticide use, climate change, and disease are contributing to an alarming decline in the numbers and diversity of pollinators. Pesticides intended to boost agricultural productivity are inadvertently poisoning these vital creatures, weakening their immune systems and disrupting their reproductive cycles.

We don’t need grand establishments, but we do need policies that prioritize habitat conservation. We can create landscapes and ecological corridors that allow bees to thrive.

Do we have urban bee towers the way we have parks for human recreation? The time has arrived to establish one.

Ravi Saripalle

The Hidden Cost of Attention – Are You Also Trapped by the Attention Economy?

Dear Friends

Recently, one of the spiritual personalities delivered a talk to MBA graduates of IIM Calcutta. He was discussing the attention economy and how it has quietly become a new form of currency.

Revenue in today’s world comes from training us to pay attention. The mobiles, ads, designs, and people around us are all working towards this new game. In this attention economy, our focus is constantly being captured and redirected, leading to intermittent attention. This is evident in schools, colleges, and workplaces, where people attend to tasks only sporadically, frequently distracted in between. Such fragmented attention is extremely harmful and can lead to a disintegration of the psyche.

Nowadays, when attending any meeting, training, function, or public gathering, you can often observe this issue. He was also referring to the book Deep Work, which emphasizes the tremendous value of focused and concentrated work.

For example, why does one song receive 1 million views, while another gets 1 billion? It’s not because the latter is a thousand times better, but because it captures attention far more effectively. Deep work—sustained, focused concentration—is increasingly rare today, yet it is highly energizing and productive.

He mentioned a boy who secured second rank in the JEE. This boy gives full concentration to every single activity. Once, somebody visited his hostel room at 6 AM in the morning, and he was meticulously cleaning every inch of the window corners, too, with intense focus and care. A small act—but it demonstrated the power of sustained attention. This boy gives 100% to everything he does.

On a different note, Dr. Ritesh, a leader of the World Economic Forum, posted an interesting real-life scenario:

“My cousin bought a ₹2.8 lakh sofa last month. Six months later, she'd spent another ₹1.45 lakhs. Coffee table. Curtains. Lighting. Rug. Wall art. ‘Everything looked mismatched,’ she said. ‘I need to repaint the walls now.’”

She wasn’t being indulgent—she was trapped in a 255-year-old psychological pattern.

Dr. Ritesh Malik highlights how the Diderot Effect explains why one premium purchase often triggers a cascade of additional spending. Your new sofa or car can make everything else feel outdated—leading to costly upgrades.

In India, this is amplified by Instagram’s 362 million users, who are constantly inspired by curated homes, the rise of easy EMIs and “Buy Now, Pay Later” options, and retail setups that tempt us to buy more. Durable, long-lasting furniture is being replaced every 5 years—driven not by need, but by attention-seeking upgrades.

In fact, why do we do all this? To draw the attention of others? Or to give our own eyes a fleeting feast? If you have the money, it may still be acceptable. But doing this on EMI or debt is a dangerous trap.

We bought our sofa exactly 25 years ago in Bangalore. It has now moved with us to a fourth city. Somehow, it didn’t break or scratch! Of course, it looks old-fashioned—not jumbo-sized or fluffy. But instead of replacing it, we just painted it—and we’re still using it.

Many homes are collapsing under the weight of debt. People are taking extreme steps, including suicides. If we earn 10 rupees, we should live with 9—not spend 20.

Prof. Chetan Singh Solanki from IIT Bombay is raising public consciousness about climate change. He’s encouraging local energy generation and consumption in line with Gandhian principles and has built a people-powered movement called the Finite Earth Movement (FEM). Prof. Solanki resigned from IIT Bombay to dedicate himself full-time to this mission. He has pledged not to return home until 2030, living fully in a solar bus.

The attention economy may bring immediate happiness, but it rarely offers lasting comfort.

Are you also caught in this trap?

Ravi Saripalle

Teaching, Research, Skills: The New Confusion Matrix in Higher Education

 Dear Friends,

Yesterday, I had the opportunity to attend the AACSB CEO’s Business Schools Meet in New Delhi. Ms. Lily Bi, President and CEO of AACSB, delivered an insightful presentation on the current state of management education and institutional readiness. In my view, these insights are not limited to management alone; they apply to several other domains as well.

Employers are shifting dramatically toward skills-first hiring — a 25% rise globally since 2022 — and 27% of employers have removed degree requirements (SHRM 2025). The top skill gaps identified across undergraduates, postgraduates, and managers include navigating ambiguity, communication skills, and the ability to apply feedback.

The most interesting and insightful data point was about what students value most. Faculty teaching quality is the top contributor (23%). Curriculum relevance to current business trends follows closely (21%). Experiential learning through projects and internships adds strong value (16%). Student community and networking matter significantly (12%). Career services and employability support are equally important (12%). International exposure—exchange programs and global faculty—adds moderate value (7%). Access to technology and AI tools influences learning (5%). Research opportunities contribute modestly (4%).

After understanding these priorities in the age of AI, as a teacher, I am left with new questions.

When institutions depend heavily on student fees, and when we are all living in a consumer-first world, what should be the priorities of a teacher? Undoubtedly, a teacher should be passionate about teaching. A teacher should be a storyteller who meaningfully engages the classroom. A teacher must possess strong conceptual understanding of the subject. They must demonstrate communication skills, classroom management skills, empathy and patience, a student-centred approach, and creativity.

In a small group conversation, we discussed the role of research.

The moot question was: Should a teacher also be a researcher in the age of AI? The underlying assumption is that AI’s intelligence is slowly surpassing human intelligence. Industry and research institutions are also simultaneously conducting significant research and developing advanced solutions.

The teacher’s required skill set is already demanding. If the teacher must also become a researcher (on top of competing with AI’s research capabilities and human researchers), when will they have the time to master those core six teaching skills? A school teacher is never a researcher, but rather a creative engager. Ten years ago, when AI was non-existent, higher education required a teacher-cum-researcher. However, today, do we really need this model, especially when students can independently leverage AI-driven research outputs? Or should the teacher’s role shift towards being a facilitator, motivator, or inspirer with strong application orientation?

This brings us to the big confusion matrix:

·       Many ranking frameworks demand research first.
·       Students demand teaching first.
·       Industry demands skills first.

If institutions don’t solve this puzzle thoughtfully, they may pay a hefty price. Those who solve it will create history. Those who ignore it will remain in history.

Note: These are my personal views.

Ravi Saripalle

The Rise of Artificial Happiness and the Fall of Real Experience

Dear Friends,

In our childhood, we used to dream about upcoming marriage events. We would think about when the celebrations would start, what we would eat, how we would play with all our relatives and friends, and so much more. It was always filled with emotion, action, and drama. I still remember one instance where there was a big emotional drama because upma was not served to one of the guests! In another event, the groom’s procession was stalled just minutes before the thread ceremony because of a demand for a ring. Once the promise was made, the procession resumed! The entire planning, execution, and celebration were no less complex than constructing a 20-storey building!

It was not just about happy occasions — I also had the experience of being one of the four or six people (vaahakas) carrying the body during a funeral procession. That place carries a completely different emotion. Sometimes it is shocking — especially when the deceased is the breadwinner of the family. Sometimes, it is an emotional departure filled with love and affection. And sometimes, it brings a silent sense of relief when the person has been suffering from prolonged pain or disease.

These two types of events are extremes, with many emotional moments in between — birthdays, family gatherings, and more. Each carries its own unique emotion. But why am I bringing this up today?

Recently, there was an interesting article about India’s “Fake Wedding” Party Market Size and Forecast (Coherent Market Insights). It is projected to be USD 12.9 million in 2025, expected to reach USD 175.8 million by 2032. BBC also reported an article titled “The Big Fat 'Fake' Indian Wedding – Gen Z's Latest Party Trend.” “Dazzling lights, glittering outfits, Bollywood hits, lavish food, and an atmosphere soaked in celebration” — all without a bride, groom, priest, or fire sacrifice. No relatives, no rituals, and no tearful farewells!

We once had professional mourners in India, known as Rudaalis. Their role was to publicly express grief — crying, wailing, beating their chests, performing dramatic displays of sorrow on behalf of families. But that was never treated as a business — it was employment born of circumstance. However, thanks to modern lifestyles, high salaries, and excess comfort, Gen Z seems to be moving toward artificial happiness. And when happiness is artificially induced, the chances of delaying real happiness only increase.

In reality, there’s never “perfect happiness” even in a real marriage — it’s filled with responsibilities, tensions, and adjustments. Many young people today do not want that trouble early; they tend to delay or avoid these responsibilities. I don’t say it’s right or wrong, but in my view — each age comes with its own responsibilities and emotions.

My emotional balance at 25 was different from what it is at 50. At 25, we work hard for a job, money, and marriage. At 50, we work hard for our children’s education, their future, and our parents’ care. These are time-tested life sequences, with a few exceptions depending on circumstances. They cannot be outsourced or delayed — they must be experienced.

Though this is my personal view, emotions cannot be commoditized on a full scale. Their value diminishes — especially in the age of AI and robotics. We are inviting robots into our daily lives. Can R.K. Laxman’s “Servants of India” hold relevance today when we invite robots to our homes — Swami, the cook; Anthony, the driver; Shanti, the maid; Ramaswami, the trusted retainer? Can Laxman’s trademark wit and sketches reappear when Midjourney or Perplexity now do this work?

I have been invited by Infosys to speak on this very theme on 28th November 2025.

My topic: “From UX to HX: Designing for the Human Experience in the AI Era.”

What is your view?

Ravi Saripalle

The Unexpected Rewards of Bold Curiosity:A Lesson Beyond the Syllabus

Dear Friends,

Sometimes, our ignorance or innocence brings a lot more courage and ability than formal training ever could. Though I’m not advocating this model, it often brings unexpected value — if our intentions are good and our goals are clear.

In 1999, I had a rare opportunity to attend the GE & Wipro Top Leaders Orientation Session by Dr. A.P.J. Abdul Kalam. At that time, I was just a fresher with no eligibility to attend such a high-powered leadership session. It all happened due to my mentor’s courtesy — one of the top leaders. I owe him forever because he took a big risk by taking me inside that session. I was seated in the last row, listening intently to Dr. Kalam’s inspiring speech.

I’ve always had a natural instinct to ask the first question during any leader’s Q&A session. Even when I was working at Wipro, I often asked the first question during Azim Premji’s Townhall meetings. Somehow, I used to grab that opportunity, even when thousands of employees were present. In fact, once Premji recognized my face and said, “Let’s give others a chance this time!” Of course, I took that positively — being recognized by such a tall leader was itself an honor. These days, that appetite is slowly reducing as I enter a different age group, with fewer aspirations left to chase.

Coming back to Dr. Kalam’s session — as usual, I asked the first question. The whole leadership team turned toward me, probably surprised at how such an “unknown” young person could be among the leaders! They, of course, had no idea of the real story. Dr. Kalam responded positively to my question. After the session, GE Jack Welch Centre organized a lunch with Dr. Kalam and Azim Premji. At one table, there were only three unoccupied chairs; the rest were filled with leaders. That table was reserved for Abdul Kalam and Azim Premji — two stalwarts of Indian leadership.

Without much hesitation or concern about consequences, I walked up to Dr. Kalam and requested, “Sir, can I sit for a moment with you?” Normally, that would be considered inappropriate. But he, being so humble and gracious, held my hand and asked me to sit next to him. For a few minutes, I found myself at the same table as Azim Premji and Abdul Kalam — what a surreal moment! He asked me what I was doing, and I told him that I had just joined Wipro as a fresher. I said this in front of Premji, without worrying about the consequences. Dr. Kalam laughed broadly, clearly happy about my courage and initiative. He leaned down, opened his bag, took out his book Wings of Fire (which he had authored), personally signed it, and asked me to read it later. Even today, I treasure that copy. Azim Premji also smiled — perhaps recalling my earlier encounters and similar initiatives!

You know what — Wipro never said a single word about why I did that. That is the hallmark of great leadership. In fact, the very next year (2000), Wipro sent me to the U.S. to deploy a system at JP Morgan, New York. Coincidentally, that same year, Wipro rang the bell at the New York Stock Exchange (NYSE) — the first Indian IT company to do so, on October 19, 2000. The event was graced by Jack Welch, Azim Premji, former PM I.K. Gujral, NASSCOM’s first president Devang Mehta, Wipro CEO Vivek Paul, Rishad Premji, and many more iconic figures. Once again, my instinct made me attend that bell-ringing ceremony. Surprisingly, Vivek Paul invited me for the photo session along with these leaders. I’ve kept that 25-year-old photo in my blog: https://i2itm.blogspot.com/2025/10/a-rare-opportunity-to-meet-greet.html.

Why am I sharing this story today? Because we conduct many leadership sessions for students, and in every session, the speaker asks, “Any questions?” Yet, I notice that very few students raise their hands. I’ve been observing this for the last 10–15 years, and it’s a real concern.

Asking a question does carry a small risk — it can either affect your reputation or earn you visibility and credibility. But students must take that bold step. In my case, I didn’t have a strong financial background, industry network, or a degree from a prestigious college. For students like me, there was no other option but to take such risks.

Ignorance and innocence — when combined with good intentions — are always a bliss!

Do you agree?

Ravi Saripalle

A Rare Opportunity to meet & greet Political and Business Leaders

 

Great Leaders or Great Missions — Which Comes First?

Dear Friends,

In 2009, I had a great fortune meeting Steve Ballmer and had an opportunity to ask a question which was recorded on YouTube as well. (https://www.youtube.com/watch?v=lUoGKtZwxsI) He was the CEO of Microsoft (2000 to 2014). As of May 2025, his estimated personal wealth is around $151 billion, making him the eighth-richest person in the world.

Ballmer joined Microsoft in 1980 and became Microsoft's 30th employee and the first business manager hired by Gates. Ballmer joined Microsoft with a salary of $50,000 plus 10% of the profit he generated and no equity. However, Ballmer's profit share started to balloon out of control as Microsoft grew. When Dave Marquardt (investor in Microsoft) suggested that Microsoft reorganize as a corporation instead of a private partnership, he proposed that Ballmer own 8% of the company in exchange for cancelling the profit-sharing model. Paul Allen (co-founder of Microsoft along with Bill Gates) initially disagreed, but Gates and Allen reached an agreement to give an 8% stake to Ballmer (Wikipedia).

This is called Intrapreneurship (you are an employee but you work like an entrepreneur). Sometimes, you do not need to be an entrepreneur to experience entrepreneurship. Being an intrapreneur, you can still achieve entrepreneurial goals. Another interesting insight was that although as a child he was very shy, as an adult, he became known for his excited stage appearances at Microsoft events. They were widely circulated on the Internet as viral videos (https://www.youtube.com/watch?v=_WW2JWIv6G8). Now tell me, how many employees can get this recognition and become the 8th richest person on the earth as an intrapreneur?

Similarly, I see another intrapreneur in Chandrasekaran of Tata. He studied in Tamil medium, completed his B.Sc. and Master of Computer Applications (MCA) (no MBA from IIMs or engineering from IITs). He joined TCS in 1987 as a trainee and became CEO by 2009. He is now the first non-Parsi and professional executive to head the Tata Group as Chairman.

Of course, there is no free lunch in this world. You need to relentlessly work smart and hard and also be in the right position at the right time. Not everyone gets that position. A thousand divine actions should support you in the background. Whether you call it good karma, luck, or nature, it has a significant role in creating a career in one’s life.

Having said that, sometimes a bad decision, misguided action, or complacency can cause catastrophic damage to a career. If you see a few leaders like Kay Whitmore (Kodak) – Complacent Vision – caused Kodak to collapse; he ignored the digital camera.Warren Anderson (Union Carbide) – Negligent Oversight of process – killed thousands in the Bhopal  disaster.John Sculley (Apple) – Ego Clash with Steve Jobs (ousted him) – led Apple into decline; fired after a decade.Ken Lay (Enron) – Ethical Collapse – accounting fraud; Enron lost 99.7% value; died before a 30-year sentence.Gerald Ratner (Ratners Group) – Public Disrespect – called his own products “crap”; customers fled; lost business and job.Chen Jiulin (China Aviation Oil) – Speculative Gamble – hid $550M losses; jailed 4 years; destroyed firm credibility.

Why am I writing this story?

In fact, if you watch my conversation with Steve Ballmer, I asked one simple question –
“Do organizations with successful missions build great leaders, or do great leaders build successful missions?”

What is your viewpoint? I request you to watch the above video for Steve Ballmer’s interesting response!

Ravi Saripalle