# Business School WAG series – day out with baby bulls

Ten years ago, I was studying in a business school. A few weeks before I joined IIM Bangalore, a friend told me about the concept of a blog. I was told about the existence of blospot and livejournal, and the concept of blogging seemed exciting (I’d just started writing earlier that year and quite enjoyed it). I signed up on blogspot and wrote a post perhaps in June or July 2004 (I’ve deleted the blog, and so have forgotten when). Then I found that most of my IIMB friends were on LiveJournal and I moved my blog to skthewimp.livejournal.com .

My blogging ramped up slowly during my two years at business school – the first increase in momentum was during my summer internship in an investment bank, when my readership improved. A series of fairly controversial posts in the next one year further improved readership. And then the blog did me a lot of good.

I’ve found a client and a couple of other business leads thanks to my blogging. It was also my blogging through which I got to know of the existence of <lj user=”favrito”> eight years ago. Four years ago, I married her, and earlier this year, she decided to go to business school. And I thus became a business school WAG.

My status as a business school WAG was first established two months or so ago when I got an email from “Club – IESE Partners and Families”. These business schools try to take themselves too seriously and sound too politically correct – they could have simply called it the IESE WAG Club (there is merit in the usage of the term WAG (with its origins as “Wives and girlfriends”) as a unisex term). But anyway, I’ve continued to get emails from this club about its various activities. So far none of them have impressed me, but some have freaked me out, such as “day out with kids at the beach”.

My status as IESE WAG was further enhanced earlier this week when I made it to Barcelona, albeit for a short period of time. I visited the school yesterday, where <lj user=”favrito”> introduced me to one and all and sundry, and they eschewed the “three way cheek peck” which is supposedly popular in these parts of Catalunya in favour of the humble handshake. I spent the day in the cafeteria sipping Coke Zero and Dark Hot Chocolate and watching students crib about their performance in placement tests, talk about “arbit CP” that others put in class, and indulge in the kind of nonsense that all business school students indulge in (I surely did ten years ago) which recruiters (mostly business school alumni themselves) pretend doesn’t exist. It was interesting to say the least, but not interesting enough to deserve a blogpost for itself.

I further embellished my credentials as a WAG today, though, as I accompanied <lj user=”favrito”> and some of her classmates on a sort of picnic today. There was a fair number of WAGs at the picnic today, though I suspect I was the only male WAG. And I got introduced to a new “sport” in the course of the picnic today – amateur bullfighting, or as <lj user=”favrito”> described it, “Rajnikanth bullfighting”.

So there is a bullring. And they let a bull into the ring (it was a young bull that was in the arena today). And people can get into the ring by way of a ladder. There are these hiding posts all around the ring, behind which people can stand and be safe from the bull. And more than one human being can be in the ring at that point in time.

And they taunt and tease the bull, inviting him to attack and gore them. The bull is young and his horns aren’t sharp, so it is unlikely that it will cause much damage. But the bull is easily ruffled, and he gives short chases to the humans, who having provoked the bull in the first place try to dodge and evade the bull. Some wusses run to the shelter of one of the hiding posts when the bull is about ten metres away from them. Other wusses (including Yours Truly) don’t even bother entering the bullring, preferring to guzzle on the beer and sangria available and make pertinent observations.

And so it was an unequal battle, with several humans and one bull, though in true Rajnikanth tradition only one human would physically interact with the bull at one point in time (though others would hoot and clap and jeer). I was about to use the word “grapple” in the previous sentence but there was no grappling here – the bull would charge you and try and knock you down, and you would try and evade it. Some people even fell while trying to evade the bull and got hit by it, yet seemed unhurt.

This went on for a short period, and soon there were so many people in the bullring that there was no merit in entering it – the bull would surely get confused. And then we retired to this resort somewhere else in rural Catalunya for lunch and more drinks.

Later in the evening, at this resort, I visited the urinal. It was fairly busy at that point in time, with all stalls occupied. The guy to the left of me and the guy to my right had both brought a beer bottle along – they held the beer bottle in one hand and their penises with the other as they input and output liquids simultaneously.

I had half a mind to indicate to them that they could just eliminate the middleman, but then I thought it wasn’t appropriate for a business school WAG to give such advice, and moved on!

I plan to make a series on life as a business school WAG. Not sure how regular this will be though since I don’t plan to spend too much time in Barcelona.

# Planning and drawing

Fifteen years ago I had a chemistry teacher called Jayanthi Swaminathan. By all accounts, she was an excellent teachers, and easily one of the best teachers in the school where she taught me. Unfortunately I don’t remember much of what she taught me, the only thing I remember being her constant refrain to “plan and draw” while drawing orbital diagrams (I’ve forgotten what orbital diagrams look like).

Now, I remember wondering why it was that big a deal that she kept mentioning “plan and draw” while drawing or asking us to draw such diagrams. This question answered itself a few days later at my JEE factory, where the chemistry teacher started drawing an orbital diagram which soon threatened to go outside the blackboard. A friend who was sitting next to me, who was also from my school, quipped “this guy clearly didn’t plan and draw”.

The reason I’m mentioning this anecdote here is to talk about how, when faced with a deadline, we start running without realising what we are doing. I can think of a large number of disastrous projects from my academic and professional life (till a couple of years back my academic and professional life was rather disastrous), and looking back, the problem with each of them was that we didn’t “plan and draw”.

I especially remember this rather notorious “application exercise” as part of my marketing course at IIMB (btw, since the wife is doing her MBA now I keep getting reminded of IIMB quite frequently). We had a problem statement. We had a deadline. And we knew that the professor demanded lots of work. And off we went. There was absolutely no coherence to our process. There was a lot of work, a lot of research, but in hindsight, we didn’t know what we were doing! Marketing was my first C at IIMB (and the only C in a “non-fraud” course, the other being in a rather random course called Tracking Creative Boundaries).

Then I remember this project in my second job. “Forecast”, I was told, and asked to code in java, and forecasting I started, in java, without even looking at the data or trying to understand how my forecasts would solve any problem. Six months down, and forecasting going nowhere, I started coding on Excel, looked at the data for the first time, and then realised how hard the forecasting was, and how pointless (in context of the larger problem we were trying to solve).

There are several other instances – see problem, see target, start running – like the proverbial headless chicken (as made famous by former Indian ambassador to the US Ronen Sen). And then realise you are going nowhere, and it is too late to do a fresh start so you put together some shit.

That piece of advice I received in chemistry class 15 years back still resonates today – plan and draw (pun intended if you are in a duel). Its is okay to take a little time up front, knowing that you will progress well-at-a-faster-rate once you get started off. You need to understand that most projects follow the sigmoid curve. That progress in the initial days is slow, and that you should exploit that slowness to plan properly.

I will end this post with this beautiful video. Ilya Smyrin versus Vishwanathan Anand. Semi-finals of the PCA candidates tournament in 1994 – the tournament that Anand won to face off with Garry Kasparov at the WTC. Anand, playing black, gets only five minutes to play the whole game. Watch how he spends almost a minute on one move early on, but has planned enough to beat Smyrin (Anand only required a draw to progress, given the rules).

# Law of conservation of talent

For starters. there is no such law. However, there exists a belief in most people’s minds that everyone is equally talented, and it is only that talent in different people is spread across different dimensions.

It starts when you are in school. If you are not good at maths, people tell you that you must be good at something else – arts perhaps. At that age it is perhaps not a bad thing – to be told when you are a child that you have no talent no way helps you in growing up. You are encouraged at that age to try different things, to find the thing that you’re good at.

And then you grow up. And you grow up with this entrenched belief of the “law of conservation of talent”. When you see someone good at something, you will assume that that is the only thing that they are good at. When you see that someone is bad at something you assume there is something else that they are good at. When you see someone good at more than the average number of things, you think they cannot be real, or that it is unfair, or perhaps that they are just faking it.

I once heard this story of a mother arguing with a schoolteacher that her son did not need remedial classes in maths. When told that the kid was indeed poor at maths, the mother responded “so what? He might be good at art. Why does he have to pass his maths exam for that?” (not sure I’ve paraphrased accurately but this is broadly the picture). While it might be a good idea to tell the kid that there is perhaps something else that he is good at, the mother strongly believing in the same thing is simply not done.

\begin{controversy}

Back in business school, there was this set of people who claimed to have a deep passion for marketing. Now, these people belonged to two classes. The first were actually passionate about marketing – there was something about marketing that gave them a kick and they wanted to pursue a career that would allow them to generate such kicks. From my conversations with them I know the passion was real, and most of them are doing rather well now in their marketing careers.

And then there was the second type. This was the class of people who had found that they were no good at mathematics and accounting and economics, and thus figured that they had no hope of a career in anything related to any of these fields, and thus found refuge in marketing. Of course they wouldn’t admit that – they would also claim a deep passion in marketing. While that was okay – perhaps marketing gave them their best chance of pursuing a successful career, and thus I don’t grudge their choice – what got my goat was that these people would claim that because they were no good at the “hard sciences” (mathematics, accounting, etc.) they were “creative”. Who says that mathematics and accounting and economics are not creative subjects? And why does anyone who is not good at these subjects (it is impossible, for example, to excel at mathematics unless you are creative) automatically become “creative”? It is the law of conservation of talent, simple.

\end{controversy}

For people who are good at more than one thing, law of conservation of talent can bite you in more than one way. Actually there is more to do with this than just law of conservation of talent – people like to analyze other people by putting them in easily understood silos, or categories. And law of conservation of talent helps assign sets of talents to these silos.

Over the last two years, by hook or by crook, I’ve built my reputation to be a great quant. I consult with companies helping them with their quant and data stuff, I write a quant blog and I write a series in Mint on quant in elections. While it is all good and I’m glad that I’ve built a reputation as a quant, the downside is that people refuse to look beyond this and recognize my other skills.

For example, I think I’m rather good at economic reasoning, and I believe that my prowess in that combined with my prowess in working with numbers can deliver massive value to my potential clients. However, when people see me as a quant, it is hard for them to digest that I could also be good with economic reasoning, or behavioural sciences, for example. Thus, when I take on a mandate to do something beyond quant, people find it extremely hard to accept that I dole out non-quant advice too. I blame the law of conservation of talent for this – when people think you are good at quant, they exclude all other skills you might possibly have.

I’ll end this post with another anecdote from  business school. A few months in, things were going well and I had (even back then) built a reputation as someone who was good at quant and mathematics and accounting and economics (in business school, all these fell on the same side of the fence, so the law of conservation of talent allowed you to be good at all these at once). Quizzing was a related activity, so I was “allowed” to be good at that. If I remember right, what perhaps upset people’s calculations was when I represented my class in the inter sectional basketball tournament and didn’t perform badly – based on reactions after the game I think people were a bit thrown off that I could be good at basketball too (especially given that I’ve never looked remotely athletic, and have always been a slow mover). Law of conservation of talent again!

# Twisting and shouting

Ten years ago to the day, there was tragedy. Around this time I was home. That day I remember my father’s usual Ambassador (his office car) wasn’t available, so he had come in a blue WagonR which looked like anything but a government car. Not that I could see too well, though.

Back in 2004, spectacle lenses made of plastic weren’t yet popular, and even if they were available they were quite expensive. I remember having a shell frame back then (like I do now, except that that one was an ugly-ish brown). The lens was made of glass – the kind that could shatter on impact and enter your eyes.

And shatter and enter it did. I had instinctively closed my eyes, so not much had gone in, though. My first reaction at that point in time was to remember the phone number of my usual opthalmologist (yes I still remember things like that). I even remember calling that guy’s office (yeah, back on those Nokia phones you could type without looking). Friends, however, were of the opinion that I should go to the nearest eye clinic. And Shekar Netralaya (JP Nagar 3rd Phase) was where we ended up.

It was among the freaker of freak accidents. I was playing badminton. <lj user=”amitng”> and I were on one side, two others on the other. We were both close to the baseline when the opponents sent the shuttle high. Both of us went for it, <lj user=”amitng”> slightly ahead and slightly to the left of me. Both of us drew our rackets back with a slight backswing. And that was it.

His racket caught me flush on the left spectacle lens. The lens duly cracked, and parts of it entered my eye. I remember that the game immediately stopped. I remember that one other guy’s car was right there outside the court, so we could go quickly to the hospital. And back in those days there wasn’t even a signal at the Delmia junction, so the U-turn was taken fast so that I could go to hospital.

I don’t remember what they did at the hospital. I think they cleaned up my eye, but one or two pieces remained particularly troublesome. I remember going for a follow-up test two days later. And I remember that one day after the accident I went all the way back to IIMB (after the accident I went home, in my father’s temporary blue WagonR) so that I wouldn’t miss accounting class (yes I was in my first semester so such youthful enthusiasm can be expected). And went back again the following day to write a test which I nearly aced.

And then there was the back story. 2004 was the first time that the IIMs decided to make public the CAT percentile. They had used an algorithm to allocate percentiles, and allocated it up to two decimal places. So if your “percentile” (with decimal places the term doesn’t make sense) was greater than 99.995 (i.e. you were in the top 0.005% of the 130,000 odd people who wrote the exam), your percentile would get rounded up to give a weird-sounding “100.00 percentile”. Top 0.005% of 130,000 means about six or seven people. Two of those were at IIMB. I was one of them. <lj user=”amitng”> was the other.

During our inauguration the certificates for the “directors merit list” of the senior batch were handed out. It was possibly meant to tell us how important being in the top 10 of the batch was, and I’m sure it did inspire a lot of people. And having been the top performers in the entrance test, people perhaps considered <lj user=”amitng”> and I top seeds (neither of us ended up getting it, though he got considerably closer than I did).

And so when I got injured before our first ever unit test and he was in some ways culpable for it (though in fairness it was on the field of play), there was scope for conspiracy theory. And when you have a bunch of creative youngsters and scope for a conspiracy theory, you can well expect someone to stand up and do the honours. And @realslimcody rose to the occasion. And Twisted Shout was born.

The name of the organization has its own story. @realslimcody is a Beatles fan, and he suggested that he name the yellow journalist enterprise as “twist and shout”. Madness heard it as “Twisted Shout” and the name stuck. A couple of episodes later I duly joined Twisted Shout. And we did a lot of twisting and shouting and yellow journalism. If you were our contemporary and not slandered by Twisted Shout you might consider your stint at IIMB of not being worthy enough!

Of course in a place like IIMB, you don’t do something just for the heck of it. Everything has to result in a “bullet point” in your CV (back in 2005 I’d planned to write a book called “In Search of a Bullet Point” about IIMB, but that again didn’t take off. I put NED, I guess). I think I wrote in my final resume that I was a “co-editor in the campus informal journal Twisted Shout”. I think the placement committee (which whetter all CVs) let that one remain (bless them). And as with all such campus endeavours TS quickly died after we graduated (though I tried to resurrect it in a separate blog on this site, it didn’t take off).

It’s ten years since that landmark incident that sparked the birth of Twist and Shout. I must mention my eye is fine – fine enough for me to wear contact lenses as I type this. There’s a scar inside my eye, though, and that’s something I’ll carry all my life. But it doesn’t affect life one bit, and life goes on!

Oh, I wasn’t right on that one – after the injury the doctor had told me that I shouldn’t let sweat enter my eyes. Two months after the injury I managed to get myself a red bandana (with skull and crossbones on it), and I ended up wearing it at all “sweatable opportunities” – when I played or partied. The bandana got legendary in its own way, and its story shall be told another day (or perhaps it’s already been told somewhere on this blog).

# Studying on coursera

In the last one year or more I’ve signed up for and dropped out from at least a dozen coursera courses. The problem has been that the video lectures have not kept me engaged. I seem to multitask while watching these videos, and the sheer volume of videos in some of these lectures has been such that I’ve quickly fallen behind, and then lost interest. I must, however, admit that many of these courses haven’t been particularly challenging. In courses such as “model thinking” or “social network analysis” I’ve already known a lot of the stuff, and thus lost interest. Modern World History (by Philip Zelikow ) was more like an information-only course which I could have consumed better in the form of a book.

Given that I’ve had bursts of signing up for courses and then not following up on them, for the last six months I’ve avoided signing up for any new courses. Until two weeks back when, on a reasonably jobless evening during a visit to my client’s Mumbai office, I decided to sign up for this course on Asset Pricing. And what a course it has been so far!

I went to bed close to midnight last night. I watched neither the Champions League final nor Arsenal’s draw at West Brom. I was doing my assignments. I spent three hours on a Sunday evening doing my assignments of the coursera Asset Pricing course, offered by Prof John Cochrane of the University of Chicago.

I’ve only completed the assignments of “Week 0″ of the eight-week long course, and have watched the lectures of “Week 1″ and I’m hooked already. I must admit that nobody has taught me finance like this so far. In IIM Bangalore, where I got my MBA seven years ago, we had a course on microeconomics, a course on corporate finance and a course on financial derivatives (elective). The problem, however, was that nobody made the links between any of these.

We studied the concept of marginal utility in Economics, but none of the finance professors touched it. In corporate finance, we touched upon CAPM and Modigliani-Miller but none of the later finance courses referred to them. There was a derivation of the Black-Scholes pricing model in the course on derivatives, but that didn’t touch upon any other finance we had learnt. In short, we had just been provided with the components, and nobody had helped us connect it.

The beauty of the Chicago course is that it is holistic, and so well connected. The same professor, in the same course, teaches us diffusions while in another lecture uses the marginal utility theory from economics to explain the concept of interest rates. In an assignment he has got us to do regressions and in some others we do stochastic calculus. Having seen each of these concepts separately, I’m absolutely enjoying all the connections, and that is perhaps helping me keep my interest in the course.

And it is a challenging course. It is a PhD level course at Chicago (current students at the university are taking the course in parallel with us online students) and my complacency was shattered when I got 3.5 out of 11 in my first quiz. It assumes a certain proficiency in both finance and math, and then builds on it, in a way no finance course I’ve ever taken did.

Also what sets the course apart is the quality of the assignments. Each assignment makes you think, and make you do. For example, in one assignment I did last night I had to do a set of regressions and then report t values and $R^2$s. In another, I had to plot a graph (which I did using excel) and then report certain points from the graph. Some other assignments make sure you have internalized what was taught in the lectures. It has been extremely exciting so far.

Based on my experience with the course so far, I hope my enthusiasm will last. I don’t know if this course will help me directly professionally. However, there is no doubt that it keeps me intellectually honest and keeps me sharp. I might not have had the option to take too many such courses during my formal education. I garage door broken boca raton i can set this right on Coursera.

# Numbers and management

I learnt Opeations Research thrice. The first was when I had just finished school and was about to go to IIT. My father had just started on a part-time MBA, and his method of making sure he had learnt something properly was to try and teach it to me. And so, using some old textbook he had bought some twenty years earlier, he taught me how to solve the transportation problem. I had already learnt to solve 2-variable linear programming problems in school (so yes, I learnt OR 4 times then). And my father taught my how to solve 3-variable problems using the Simplex table.

I got quite good at it, but by not using it for the subsequent two years I forgot. And then I happened to take Operations Research as a minor at IIT. And so in my fifth semester I learnt the basics again. I was taught by the highly rated Prof. G Srinivasan. He lived up to his rating. Again, he taught us simplex, transportation and assignment problems, among other things. He showed us how to build and operate the simplex table. It was fun, and surprisingly (in hindsight) never once did I consider it to be laborious.

This time I didn’t forget. OR being my minor meant that I had OR-related courses in the following three semesters, and I liked it enough to even considering applying for a PhD in OR. Then I got cold feet and decided to do an MBA instead, and ended up at IIMB. And there I learnt OR for the fourth time.

The professor who taught us wasn’t particularly reputed, and she lived up to her not-so-particular-reputation. But there was a difference here. When we got to the LP part of the course (it was part of “Quantitative Methods 2″, which included regression and OR), I thought I would easily ace it, given my knowledge of simplex. Initially I was stunned to know that we wouldn’t be taught the simplex. “What do they teach in an OR course if they don’t teach Simplex”, I thought. Soon I would know why. Computer!

We were all asked to install this software called Lindo on our PCs, which would solve any linear programming problem you would throw at it, in multiple dimensions. We also discovered that Excel had the Solver plugin. With programs like these, what use of knowing the Simplex? Simplex was probably useful back in the day when readymade algorithms were not available. Also, IIT being a technical school might have seen value in teaching us the algorithm (though we always solved procedurally. I never remember writing down pseudocode for simplex). The business school would have none of it.

It didn’t matter how the problem was actually solved, as long as we knew how to use the solver. What was more important was the art of transforming a real-life problem into one that could be solved using Solver/Lindo. In terms of formulation, the problems we got in our assignments and exams were  tough – back in IIT when we solved manually such problems were out of bounds since Simplex would take too long on those.

I remember taking a few more quant electives at IIM. They were all the same – some theory would be taught where we knew something about the workings of some of the algorithms, but the focus was on applications. How do you formulate a business problem in a way in which you can use the particular technique? How do you decide what technique you use for what problem? These were some of the questions I learnt to answer through the course of my studies at IIM.

I once interviewed with a (now large) marketing analytics firm in Bangalore. They expected me to know how to measure “feelings” and other BS so I politely declined after one round. From what I understood, they had two kinds of people. First they had experienced marketers who would do the “business end” of the problem. Then they had stats/math grads who actually solved the problem. I think that is problematic. But as I have observed in a few other places, that is the norm.

You have tech guys doing absolutely tech stuff and reporting to business guys who know very little of the tech. Because of the business guy’s disinterest in tech, he is unlikely to get his hands dirty with the data. And is likely to take what the tech guy gives him at face value. As for the tech guy doing the data work, he is unlikely to really understand the business problem that he is solving, and so he invariably ends up solving a “tech problem”, which may or may not have business implications.

There are times when people ask me if I “know big data”. When I reply in the negative, they wonder (sometimes aloud) how I can call myself a data scientist. Then there are times when people ask me about a particular statistical technique. Again, it is extremely likely I answer in the negative, and extremely likely they wonder how I call myself a data scientist.

My answer is that if I deem a problem to be solvable by a particular technique, I can then simply read up on the technique! As long as you have the basics right, you don’t need to mug up all available techniques.

Currently I’m working (for a client) on a problem that requires me to cluster data (yes, I know that much stats to know that now the next step is to cluster). So this morning I decided to read up on some clustering algorithms. I’m amazed at the techniques that are out there. I hadn’t even heard of most of them. Then I read up on each of them and considered how well they would fit my data. After reading up, and taking another look at the data, I made what I think is an informed choice. And selected a technique which I think was appropriate. And I had no clue of the existence of the technique two hours before.

Given that I solve business problems using data, I make sure I use techniques that are appropriate to solve the business problem. I know of people who don’t even look at the data at hand and start implementing complex statistical techniques on them. In my last job (at a large investment bank), I know of one guy who suggested five methods  (supposedly popular statistical techniques – I had never heard of them; he had a PhD in statistics) to attack a particular problem, without having even seen the data! As far as he was concerned he was solving a technical problem.

Now emergency action plan nyc this post is turning out to be an advertisement for my consulting services, let me go all the way. Yes, I call myself a “management consultant and data scientist”. I’m both a business guy and a data guy. I don’t know complicated statistical techniques, but don’t see the need to know either – since I usually have the internet at hand while working. I solve business problems using data. The data is only an intermediary step. The problem definition is business-like. As is the solution. Data is only a means.

And for this, I have to thank the not-so-highly-reputed professor who taught me Operations Research for the fourth time – who taught me that it is not necessary to know Simplex (Excel can do it), as long as you can formulate the problem properly.

# Brand dilution at IIT/IIM

At the Aditya Birla Scholarship party on Saturday, one topic which a lot of people spoke about was about reservations at IITs and IIMs, and the consequent increase in batch size. The general consensus was about reservation being a bad thing and about the strain that is being put on the faculty at IIMs because of the sudden increase in batch size.

As the discussion continued, one popular thread that emerged was about “brand dilution”. About how with people with significantly inferior credentials getting degrees from IITs and IIMs, the brand of these institutes was getting diluted. At that point I disagreed, and I thought I should blog what I said.

The brand of a college that you go to, I said, is useful only for those people who lack a personal brand, and instead try to lean on to brands of institutes they are associated with as a crutch. If you want to really make a name for yourself, I said, you should let go of your institutional crutches and build your own brand. And if you have the self-confidence to do that, the brand of the college you went to shouldn’t matter.

That pretty much ended that discussion right there. What do you think about it? Should we be unduly worried about the “brand value” of the institutions we went to? Or of the companies we work at? Where does leaning on to our “portfolio of brands” stop and creation of our own brand begin?

Coming to think of it now, you can define the brand value of an institution as some sort of a weighted sum of the brand values of people associated with that institution. Right now I’m not bothered about the distribution of those weights. However, irrespective of how the weights are distributed, unless each and every person associated with the institute has equal brand value, there exists at least one person whose brand value is higher than that of the brand value of the institution, and at least one person whose brand value is lower than that of the institution (I’m not bothered about a formal proof of this now, but I guess it is intuitive. Section formulae and all that).

Without loss of generality, we can say that in the universe of people associated with an institution, there is a non-zero set of people whose personal brand values are superior to that of the institution and a non-zero set lake worth homes for sale people whose personal brand values are inferior to that of the institution. Now, which of these two groups, do you think, would be more likely to want to use the institute’s brand value as a crutch? And which of these two groups would be more concerned about “preserving the institute’s brand value”? I guess that explains why the discussion ended when I said what I said at the party on Saturday.

PS: my apologies if that last bit sounded arrogant.

# Missing BRacket

Last night then-classmate now-colleague Baada and I were having a long bitchy conversation, mostly carried over text messages (SMS). As the conversation developed and grew in intricacy, several threads developed. This is not unusual for a conversation with Baada – it usually takes on several dimensions, and it always helps having a mechanism to keep track of all the threads simultaneously.

That’s when we realized how much we miss BRacket, the local instant messaging system we had at IIMB (a version of DBabble). I might have written this before but the beauty of BRacket was that conversation was “offline”. There was no chat window, and you would reply to individual messages, like you would in email. While on one hand this allowed “offline conversation”,i..e. the conversation didn’t die if one person respond immediately like it can happen in Y!M/GTalk, the more important thing was that by having conversation history in each thread, this allowed for some serious multithreaded conversation.

While instant text messaging offers the former feature (you can reply to a message several hours later and still continue the conversation), the latter feature is lost. There’s no way to keep track of threads, and like a bad juggler you soon end up losing track of half the threads and the conversation peters out.

I don’t know if DBabble is still widely used elsewhere but it’s death knell in IIMB was sounded when Sigma (the student IT club) in its infinite wisdom allowed for a “chat mode”. Along with the conventional offline messaging system, it also gave the option of Y!M style chat windows. And having been used to Y!M, batches junior to mine started using this chat feature extensively. The immediate rewards of using it were huge – no need to hit “send” (I’ve even forgotten the keyboard shortcut for that), no need to open a new message each time it arrives, and so on.

While we held up the virtues of “old BRacket” (like i used to refuse to reply when juniors pinged me in chat mode. A notable exception being the famous “Pichai files”) there was no one to do that after we graduated. I’m told that the incoming batch of 2006 exclusively used chat mode. The two major advantages that BRacket offered over “window chat” were gone. GTalk came up sometime around then, and with its better and faster servers (the IIMB network was notoriously slow) it could easily offer as good if not better services than BRacket. It was clear then that BRacket would die.

I’m told that now no one uses BRacket. I don’t even have it installed on my last two computers. Unfortunately no other “offline-messaging” technology has quite caught on since then. And so I miss multithreaded conversation. It’s very sad, I tell you. I wonder if even DBabble is still used extensively.

It’s fascinating how some technology dies. You come up with a purported “improvement” which offers short-term gains, and catches people’s fancy. While people flock to the “improved version” in hordes, it turns out that the features that made  the original version so popular are now lost. And this new version has competition, and so the technology chapter 13 bankruptcy lawyer phoenix gets killed. All because of some purported “innovation”.

# Twisted Shout

Apart from being the second birthday of this blog, today also happens to be the sixth anniversary of a sinister incident. The downside of the incident was that my spectacles were smashed, and pieces of it were found all over my eye. Even now, it hurts when I get tears ,in my left eye and I was really sceptical because of this when I was getting my contact lenses.

Amit Gandhi and I were playing badminton against Ezzy and Gotur (who had been the Bangalore University Badminton champions). Ezzy floated the shuttle high. Gandhi and I both went for it, me a couple of paces behind him. As he drew his racket back, it struck me flush in the face and my spectacles got shattered into my eye.

The upside of the incident is that it gave rise to Twisted Shout, the IIMB newsletter (yeah I think we are entitled to call it that; it was indeed a newsletter). Sadly, most of the material that went up on it was unpublished outside of the IIMB notice boards. The first ever edition, however, which was based on the incident I’ve described above is luckily online. Go read it. Having just produced that horrible novel called “I’ve read that somewhere” Kodhi was desperate to make amends and produced this masterpiece.

Politicians of Sec C cut across the party lines and outdid themselves in condemning the incident. From Dalal Street, Kapil wept, “They have taken out my right hand man. The people from Sec A (or was it B) should maintain some amount of decorum while trying to become DML1.” People nodded in agreement. The author decided to investigate the veracity of the first statement and found that it was indeed true. SK was the right hand man of Kapil .At least he sat to his right. The other leading luminary Push-Kar was more vocal in his protests. He decided to use Michael Moore’s quote and said, ” Aren’t you, at least feeling ashamed? Does your face ever turn red?” hard hitting words these.

Thursday, 22nd July 2004. The morning had also been eventful thanks to microeconomics class. Feeling too lazy to explain a certain concept, the prof asked someone in the class who knew the concept (I’ve forgotten what the concept is) to explain. Don, who had a bachelors in economics stepped up and made an attempt to explain it. He muttered a sentence as if he were chanting a mantra. It passed over most of our heads. Someone asked for a clarification. Don just repeated the sentence. Yet another question. Don repeats the sentence with different emphasis this time. Maybe a mantra in a different raaga. It had no effect. No one knew its meaning (apart from a handful of other Economics bachelors who had learnt the same mantra).

I grew impatient. When the prof didn’t notice my raised hand, I shouted “saar I can explain this in English”. Having no choice, he beckoned me to the blackboard. I remember the shirt I was wearing that day (it was grey), since I clearly remember placing the amplifier of the collar mike in my right breast pocket, and I have only two shirts which have two breast pockets.

I don’t remember much of what I explained also. All I remember is drawing some curves and some tangents and marking points as A, A’ and A” (I remember saying “prime” garage door service boca raton than “dash” for that extra pseudness). All I remember is making some sort of hand-wavng argument (yeah I did wave my hands). All I remember is loud thumping of desks as the mostly engineer class had understood my proof. All I remember is one of the other economics bachelors (not Don) cribbing later that what I said was crap and only the mantra made sense.

Kodhi says that the bad Karma I accrued by way of acting arrogant that morning led to instant punishment that afternoon, when I injured my eye.

# A View From the Other Side

For the first time ever, a few days bck, I was involved in looking at resumes for campus recruitment, and helping people in coming up with a shortlist. These were resumes from IIMB and we were looking to recruit for the summer internship. Feeling slightly jobless, I ended up taking more than my fair share of CVs to evaluate. Some pertinent observations

• There was simply way too much information on peoples’ CVs. I found it stressful trying to hunt down pieces of information that would be relevant for the job that I was recruiting for. IIMB restricts CVs to one page, but even that, I felt, was too much. Considering I was doing some 30 CVs at a page a minute, I suppose you know how tough things can be!
• The CVs were too boring. The standard format certainly didn’t help. And the same order that people followed -undergrad scores followed by workex followed by “positions of responsibility” etc. Gave me a headache!
• People simply didn’t put in enough effort to make things stand out. IIMB people overdo the bolding thing (I’m also guilty of that), thus devaluing it. And these guys used no other methods to make things stand out. Even if they’d done something outstanding in their lives, one had to dig through the CV to find it..
• There was way too much irrelevant info. In their effort to fill a page and fill some standard columns, people ended up writing really lame stuff. Like how they had led their wing football team in the intra-hostel tournament. Immense wtfness. Most times this ended up devaluing the CV
• Most CVs were “standard”. It was clear that people didn’t make an effort to apply to us! Most people had sent us their “finance CV” but would you send the same CV for an accounting job as you will for a quant job? Ok yeah I understand this is summers, but if I see a CV with priorities elsewhere, I won’t shortlist them!
• By putting in several rounds of resume checking and resume workshops, IIMB is doing a major disservice to recruiters. What we see are some average potential corporate whores, not the idiosyncracies of the candidates. Recruiting was so much more fun when I’d gone to IITM three years back. Such free-spirited CVs and all that! This one is too sanitised for comfort. Give me naughtyboy123@yahoo.com any day
• People should realize that campus recruitment is different from applying laterally. In the latter, yours is one of the few CVs that the recruiter is looking at and can hence devote much more time going through the details. Unfortunately this luxury is not there when one has to shortlist 20 out of 180 or so, so you need to tailor your CVs better. You need to be more crisp and to the point, and really highlight your best stuff. And if possible, to try and break out of standard formatI admit my CV doesn’t look drastically different from the time it did when I was in campus (apart from half a page of workex that got added), but I think even there I would make sure I put a couple of strongly differentiating points right on top, and hopefully save the recruiter the trouble of going through the whole thing.
• I think I’m repeating myself on this but people need to realize that recruiters don’t care at all about your extra-currics unless you’ve done something absolutely spectacular, emergency action plan nyc if there is some really strong thread running  through that section. So you don’t need to write about all the certificates that you have in your file

The bottom line is that recruitment is a hard job, especially when you have to bring down a list of 200 to 20 in very quick time. So do what you can to make the recruiter’s job easy. Else he’ll just end up putting NED and pack you.