Fab food in the lap of nature!


Food Review: Park Balluchi, Hauz Khas Village


Syed Zafar Mehdi

An idyllic place nestled amid spectacular Deer Park, with scampering rabbits, strutting peacocks, and innocent looking deer all around in well-manicured lawns, Park Balluchi stands for customer-friendly ambience, sumptuous food and the vintage feel. This award-winning eatery has come a long way in last 15 years.

This fine-dining barbeque restaurant, with stone floors and cast-iron furniture, is housed in a glass structure that looks out on a lushly landscaped park. As you step in, some marvellous artistic displays of battle-scenes depicting armed horsemen from the North-West Frontier Province stare you in the face. Turbaned waiters in waistcoats humbly escort to a corner table. 

The menu is intimidating. There is wide variety to choose from. Apart from the wide array of drinks, you have best of Afghani, Mughlai, Hyderabadi, Awadhi and Punjabi cuisines on offer. Afghani-style murgh-potli, chicken breast stuffed with minced mutton and served over a flaming rod. The speciality at Balluchi is the lazeez dohra kebabs, tantalizing combinations of two meats (chicken and prawn marinated in herbs). Newer favourites include raan sikandari, roast leg of lamb marinated in herbs, spices, and rum and then grilled in the tandoor. Samundri Sher, the fresh toger prawn marinated with exotic spices grilled in tandoor, is sumptuous.              

The Murgh Achari, Bhuna Kadhai, Lahori Tandoori Chicken, and the Nawabi Shola are worth a shot too.

For vegetarians, there is mewa paneer tukra, a stocky Indian cottage cheese stuffed with raisins, walnuts, and other ingredients. Preparation of this dish takes at least 12 hours, they say. Don’t forget to order peshawri naan, bread cooked in the tandoor oven with poppy seeds and coriander leaves.

Sheer-e-meher, the collection of exquisite desserts like Rasmalai, the cheese milk cake served with thick flavoured milk. Gajar shahi halwa, the fresh grated carrots cooked with khoya and garnished with dry fruits completes the feast on sweet note.

Phone: 011-26969829

Meal for two: Rs 1400


Kebabs all the way!


Book review: ‘Just Kebabs’

Syed Zafar Mehdi

If you thought cooking was a rocket science that only top chefs knew, you probably got it wrong. Here comes a book, which demystifies the complexities surrounding the recipes of 365 lip-smacking, hot and delectable kebabs. “Just Kebabs”, a book by noted chef Davinder Kumar of Le Meridian is a perfect handbook for amateur and professional cooks alike. An introductory encyclopedia of scrumptious recipes of delectable kebabs.

The book, published by Shubhi Publications, was unveiled recently at Desire, Le Meridian by celebrated food critic and editorial director, Hindustan Times, Vir Sanghvi.

“Just Kebabs” is the repository of tempting kebabs, reminiscing about the bygone Mughal era, served on today’s platter. Treating the vegetarians with its 127 exotic recipes of veg kebabs, it punctures hole into the myth that only non-vegetarians can savor the taste of kebabs. The book, replete with useful cooking tips, even brings the kebabs from regions like Punjab and Hyderabad. Another important highlight is the detailed glossary providing descriptions of the ingredients.

“The right ingredient at the right time is the secret of great taste in cooking. I can’t choose between 365 recipes. They are all different to cook but equally fire your appetite,” says the author, a proud recipient of Best Chef of India award. This is his second book after “Kebabs, Chutneys, and Breads”, which went on to become best-seller in foodie circles.

Exercising leadership, not authority


In a conversation with Syed Zafar Mehdi, Executive Chairman, Consultant, Coach & Facilitator, Pragati Leadership Institute, Arun Wakhlusays the wholesome leadership is based on the intrinsic wholeness of life, which work wonders for the evolution, joy and well-being of the whole system.   


Q1. You started your career at Nelco in mid 70s, followed by a brief stint with Tatas in early
80s. What was the basic motivation behind starting your own venture, Pragati, in mid 80s?

Ans. All through my journey of learning at IIT Delhi (1971 -76), as a Management Trainee with Nelco
and then as a student of IIM Ahmedabad (1978-80), I was on a quest for answers to questions
like what is the purpose of life, what is the main reason that people work, what are the human
values and where do they come from. My learning was an interesting mix of intersecting
subjects: spirituality, systems thinking, business management, HR/OD, leadership and personal
growth. It was clear to me in 1980 that existing paradigms of management were not working,
given the larger context of sustained human well-being. In my own official work, there was
not much satisfaction. My greatest joy however was in taking courses in corporate planning
and business policy at XLRI, Jamshedpur. That is when I discovered my passion for and skill in

Meanwhile, I was looking for organisations where human well-being and evolution was at
the heart of the enterprise. For organisations, this provides a higher purpose, space and the
autonomy to learn, grow and evolve freely. I found the sparks of this in a small consulting firm
in Pune called MAP Consultants. I joined them in October 1985.

So, Pragati Consulting Group was born in June 1986. I was looking for a hindi name
for ‘evolution’. That is what our logo (called the Bhooma) stands for and eventually arrived at
the name – Pragati.

Q2. In your own words, in 1986, you discovered, embraced and began living the philosophy of wholesome leadership. What is your methodology and approach to wholesome leadership and success?

Ans. Wholesomeness is simply the goodness that a pure and natural life represents. It is the intrinsic quality of freedom, peace, abundance, creative intelligence, fluency and joy that is at the very heart of life. Wholesome leadership is based on this intrinsic wholeness of life. It is the leadership that is in alignment with the goodness of life, and which also works for the evolution, joy and well-being of the whole system. It is leadership that is in touch with this core and also skillful and effective in action. The last verse of the Bhagavad Gita summarises wholesome leadership beautifully. It is Krishna and Arjuna together. The Raja and the Rishi working as one, for the welfare of all.

Wholesome leadership can be developed, through a robust process that we follow at Pragati Leadership and have developed hundreds of leaders.

Q3. How does self exploration and awakening people to their own intrinsic power result in higher productivity and business results?

Ans. When one awakens to who they really are, to the peace, power and possibility of their
innermost essence, this is what happens:

Life becomes unconditionally joyful and peaceful. The leaders who are grounded in this
space are resilient. They are able to weather all sorts of ups and downs with equanimity.
This works wonders for the team and keeps them going forward joyfully.

People who have no sense of ‘fixed identity’ are very fluent and flexible. They can
quickly and creatively adapt to different situations. This makes them Innovative.

Peace and positivity are good for health. This affects productivity levels directly.

Inspired by the joy and peace within, people become inner directed. They initiate action
on things they deeply care about. They focus on action and not on blame-games.

It is far easier for people to integrate across teams, functions, cultural and other
boundaries when they are aware of the underlying fundamental unity of all of life.

People who are awake work in alignment with the natural flow of life; they become
forces of good, of joy, peace and abundance. They are also adept at serving from their
natural gifts and talents. This works well for productivity.

To manifest these benefits, business leaders have to be awake and grounded. They need to see
their business as being held in trust and aimed at the sustainable well-being of all stakeholders,
including the physical environment.

Q4. How easy or difficult is it to integrate spiritual practices with result-oriented techniques
to meet the client’s corporate goals effectively?

Ans. Just as breathing is a natural life process, a spiritual foundation is just the same. It is being
present and conscious in each moment. This goes quite well with using result-oriented
tools and techniques. In fact, as we put it at Pragati Leadership, it is conducive to joyful
effectiveness. As more and more clients are looking at things like the triple bottom line,
corporate sustainability and employee engagement and innovation, our work is becoming even
more relevant today.

Q5. There’s a huge difference between exercising authority and exercising leadership. How
would you draw a distinction between the two?

Ans. Power is the capacity to make things happen.

Total Power = Positional Power (Authority) + Personal Power (Leadership)

Good leaders rely primarily on Personal Power, and use Authority sparingly.

Personal Power is based on the capacity to Inspire, Add Value, Give Benefits, Teach, Coach,
Listen etc. Most people have the capacity to enhance personal power.

Q6. From your personal experience, what sets apart leaders who can pull away from disaster
from those who plunge right over the edge?

Ans. Clarity of understanding, compassion, selflessness and courageous action. Also a strong faith
in Inner guidance and intuition, coupled with a cheerful and a bright mind. These will enable a
leader to steer away from disaster, and pull through one, if it happens.

Ego, shortsightedness, selfishness and being a slave of cravings and aversions will land a leader
into a mess. The whole Earth is on the edge of disaster unless wholesome leaders act quickly
and in concert with each other.

Q7. What is the single most significant change you have seen in the workplace since you
started off? Does that change the way you lead today?

Ans. People are getting busier everywhere. Everyone seems to be hard pressed for time. This often
leads people into a downward spiral of stress, limited innovation, poor results, more time
pressure and more stress etc. Sometimes rapid success also has the same effect: rapid growth
and ‘success’, less time for oneself, stuck in a treadmill, more ‘success’, loss of inner peace, so
go for more growth (to feel happy etc.). The net result is a loss of connection: with one’s values,
colleagues, family and the natural environment.

Leaders have to now consciously make time and space for connection, conversation,
collaboration and co-creation and some time for reflection and leisure as well. Time to have
conversations that matter. To learn, reflect and innovate. Leaders can make this happen for
their teams, only if they make time for it themselves!

Q8. Nowadays, companies are turning to leadership experts to accelerate their ability to bring
in the top talent. What advice would you give to HR managers, who are looking to hire bright
new employees at a time when the competition in job market is fierce?

Ans. Listen to what star employees and people really want and then give it to them. More than
money, they are looking for mastery, autonomy and higher purpose. Make ways to give them
these. Google India is a great place that does just this.

Q9. What really drives you personally to get up in the morning? What inspires you to strive
for more, personally and professionally?

Ans. I see life as a play. It is like a movie and I am the screen. It is a play of unconditional joy. I am
driven naturally by the rising sun, the chirping birds and my dog Soofie nudging me to take her
out for a walk. Also, the call of the hills of the Biodiversity Park near my home in Baner.

Personally, I would like to use all my gifts and resources for the emergence of one wholesome
world. This is a joyous task and I feel called to serve this. Also, to see organisations and
neighbourhoods become more participative, joyful, innovative and environmentally
sustainable. Above all, to see all people lead joyful, healthy and productive lives, using their
natural gifts fully and substantially.

Q10. Which industry or area do you think needs to have more leadership training to improve
the environment, engagement and performance?

Ans. The IT sector.

Q11. How has technology changed the fundamental processes that serve as basic foundations
for leadership?

Ans. Technology is like a knife. You can use it to kill or for life saving surgery. It is not the technology
that is the issue really but the consciousness of the people using the technology. Technology
and especially the internet are awesome tools for creating global collaboration and learning.
Also, for creating value through value networks and partnerships. If used well, it is a great tool
in the hands of good leaders.

Q12. What’s the best and worst example of leadership you’ve observed in recent times?

Ans. Best: Wangari Mathai of Kenya and her Green Belt Movement

Worst: Kumari Mayawati of UP

1000 steps to wellness


Syed Zafar Mehdi

According to some recent surveys, 68% of the workforce in feels disengaged at work. The issues of absenteeism and presenteeism (physically present and mentally absent) have assumed alarming proportions. Hierarchical barriers are causing impediments in the smooth functioning of work. Sedentary lifestyle is resulting in high levels of stress and low levels of confidence. But, if things go the right way, all these issues and predicaments may well become the thing of past.

Stepathlon, the first-of-its-kind initiative in India, was kicked off on September 10. A brainchild of corporate honchos, fitness freaks, and friends Ravi Krishnan and Shane Bilsborough, Stepathlon is best described as a ‘race around the virtual world’, for ‘anyone, anywhere, anytime’. It seeks to break the barriers of time and space, as CEO and Co-founder
of Stepathlon Lifetsyle Pvt. Ltd (SLPL) Ravi Krishnan affirms. “The biggest impediments to perform activities are time and space and this initiative is going to address the time and space constraints, in a fun, relevant, inclusive and simple manner.” Stepathlon, according to Krishnan, as lawyer by profession, seeks to wrap its arms around 99 percent who don’t run the marathon.

A unique, pedometer-enabled, mass participation event, stretching over 100 consecutive days, Stepathlon will be organised between September 10 and December 20, 2012. According to Krishnan, it is a simple and wholesome formula to break the cycle of sitting, transform the sedentary lifestyle and attain highest levels of physical and mental well-being. “People are living increasingly sedentary lifestyle, and being sedentary is not the way man was built, man was built
to be on the move,” says Krishnan, who has competed in the Australian Open at the junior level and played cricket in Victoria’s District Cricket Competition. “Sedentary lifestyle contributes to 35 chronic diseases, both physical and mental, and being active is the best way to combat it,” he adds.

The global benchmark to be active, as recommended by health authorities, is covering 10,000 steps a day. ”Stepathlon is the most inclusive platform of its type, as it provides the tools and

motivation to enable everyone irrespective of age, gender, designation, location and physical ability and it asks people very simply to be just more mobile.” According to Krishnan, physical and mental health go hand in hand. “If you are not mentally sharp and fit, that will take a toll on your body, and that in turn will take a toll on your sleep, and sleep is very critical to fitness.”

Many leading corporate houses, of all sizes and across all industries and countries, including the likes of Wrigley India, Barclays Capital India, Sony India, TATA Sky, UB Group among others have already confirmed their participation. Interestingly, some top corporate officials are also taking part. “There are reams of research suggesting that companies are battling with medical costs, absenteeism, medical insurance etc,” says Krishnan. “They say absenteeism costs Indian
companies up to 9 percent of the payroll. So, it is a win-win situation for both employees and companies, as happy employee is a productive employee.”

Each team will comprise of 5 employees called Stepathletes, who will wear a pedometer and enter their steps on the Stepathlon event website. These steps will be converted into kilometers and their team’s position will be mapped on the Stepathlon’s interactive online platform. “The beauty of Stepathlon is that it is something everyone can do within their own time, constraints and schedule,” says he. The excitement of competing in this virtual race will match the
excitement of running and competing on field, feels Krishnan. “This is all about the community, team-work and engagement and that makes it fun and relevant.”

Teams will compete both internally and externally for the coveted titles of ‘Fittest team’ and ‘Fittest Company’, under categories such as company, industry and city, in a race spanning across 40 different locations. The immediate benefits include improved sleep and energy levels, reduced stress, increased job satisfaction and greater self esteem. “Research shows that in west companies with good wellness programs have attrition rates that are 100 percent lower than those
without wellness programs. Stepathlon is very focused on awareness and action to bring wellness much higher on the corporate agenda.” If the idea clicks, it will be organized on a bigger scale in years to come, says the young CEO, brimming with energy and enthusiasm.

Man with a Midas touch

At a time when young entrepreneurs are wary of diversifying their business into various segments owing to the high risks involved, Mr. Anil Jindal, Founder-CEO of SRS Limited, is showing the way. For this visionary, who leapfrogged into business sector exactly 27 years ago, diversification means strong focus on understanding the consumers’ needs and fulfilling them under one roof. His entrepreneurship and commitment as the Founder-CEO of SRS Limited has grown the company to Rs 2200 crore conglomerate. Under his leadership, the company has evolved into a diversified entity with a business portfolio comprising of Gold & Jewelery, Cinema Exhibition, Retail, Hotels and Food & Beverages. A go-getter and true believer in perseverance, he confesses to have evolved professionally over the years but the core values of fulfilling the commitments and creating value for the stakeholders remain intact. Here, in a freewheeling conversation with Syed Zafar Mehdi.

Q1. You announced your foray into business sector in the year 1985. Twenty seven years
down the line, how has success changed you as a person?

Ans. I sure have evolved professionally over the years but can say with confidence that the core values
of fulfilling my commitments and creating value for our stakeholders are still intact. I have
always been a go-getter, a true believer in perseverance as it is what makes a true winner and that
I still am.

More than changing, it has affirmed some of my core values. I have realised that respect for the
individual and society, plus an unwavering faith in honest work always pays. You have to be
focused with a positive spirit that rubs-off on everyone around you. Another thing that has got
re-inforced is the fact that after a point, growth in business comes from the efforts of the team,
and hence nurturing an empowered team with the right values is absolutely critical. Probably the
one thing that has changed is that now, my focus is more on others than on myself – our people,
our investors, our consumers and our society. It’s my strongest desire to add value and bring
goodness to the lives of everyone associated with brand SRS.

Q2. Diversification often carries the risk of losing the edge you might have been able to
gain from skill. Does it also anyway affect clarity and focus?

Ans. Our focus has always been on fulfilling the needs of a common man. Right from entertainment to
eating out, fashion wear to designer jewellery, buying household items to owning a home itself,
SRS offers it all. We have consciously diversified into such verticals to make sure that when a
customer is associated with us, he gets whatever he requires from one brand, SRS.

At SRS, we have strong synergies amongst our brands and we draw strength from all of them.
We have diversified into businesses that are inter-linked to a great extent, and each feeds into
another by way of consumer footfalls, management skills, brand salience, resourcing, operating
procedures and the like. This enables the group to grow, while still staying nimble. SRS attaches
lot of importance to cross-promotional synergies, which basically means that the company is able
to convert the consumer of one vertical into buying the services of the other verticals. So it works
great for us, wherein we have a number of brands that complement one another.

So what you see as diversification can actually be viewed as a very strong focus on
understanding the consumers’ needs and fulfilling them under one roof. In that sense, it is a very
focused, synergistic diversification.

Q3. The nature of business leadership is both a complex and compelling phenomenon. Has
the role of a business leader evolved over time?

Ans. Yes, it surely has. Once upon a time, leader’s role was to do things from the frontline with his
team of people and micro-manage it. The leader used to be one key personality who gave flavour
and direction to the various projects and businesses, and his character had a very strong focus on
the entire business.

Now, that has changed a bit, adding a new series of responsibilities in addition to being the
ultimate custodian of the business and brand. A leader’s most important task is to create future
leaders – replicas of him/her in the system who will add momentum to the company’s growth.
Secondly, they need to guard, nourish and strengthen the DNA of the organisation’s value
system which is believed, respected and followed throughout the company. Thirdly, they need
to help lift people from the level of employees to intra-preneurs and instill the same spirit as that
of a leader. So, essentially, it is more about creation of strong team, a culture of openness and
pro-activity, and putting in place a decentralised model to multiply growth avenues and increase
response time.

To my mind, a leader is like the trunk of the tree, which holds the tree firmly to the ground
while ensuring it grows taller with strong branches, healthy leaves, sweet fruits and goodness for
everyone who comes to it.

Q4. According to a Harvard Business School study, when it comes to overall management,
American firms outperform all others. In contrast, developing countries like Brazil, China,
and India lag at the bottom of the management charts. What reasons do you attribute to it,
and what role can HR managers play to help in bridging the gap?

Ans. I think a fair amount of this can be attributed to the Licence Raj and policy issues. Once red-tape
is cut down, polices made clear and simple, regulations made transparent, reforms more active
and approvals quicker, one will be as good and fast as the fellow corporate in the US or Europe.
What then will be required is quality professional education and training. I also feel if that if the
country’s leaders can run politics and businesses separately, things will be much better.

HR can play a very strong role here by helping to maximise employee growth and engineer
their quicker professional development. The principles of human resource development remain
unchanged – what is required is their consistent application in relation to today’s dynamic and
new business, political and social environment.

Q5. According to Global Retail Development Index 2012, India ranks fifth among the top
30 emerging markets for retail. How do you see the industry shaping up?

Ans. With the lives of consumers getting more complicated and the unabated growth of nuclear
families, there is a serious pressure on the availability of time in one’s life. It has given a boost
to organised retailing in India because of the convenience of shopping. Further, the continuous
improvement in average education, rise in the number of working women and the ever growing
spending capacity of the service class have also contributed towards the growth of organised

While there has been tremendous growth in the sector over the last few years, organised retail in
India still has a long way to go. Organised retail holds just about 6-10% market share in India as
compared to 75% in Europe and 90% in America. We expect that after 2-3 years, the industry
will see unprecedented growth for next 12-15 years. The current times may well possibly be the
turning point for the retail industry as the government is considering reforms in retail and several
international players are looking at India cautiously. The industry is at a nascent stage, and once
the logistics and back-end platform takes shape in line with the requirements of organised retail,
there will be no stopping. Considering the current market share of organised retailing and the
likely development in the near term, we can confidently say that there exists a huge untapped
potential, which SRS, as a serious player in the industry, aims to capitalise upon.

Q6. India is emerging as a huge consumer market for jewellery and government’s
decision to allow foreign direct investment (FDI) of up to 51 per cent in single brand retail
stores is likely to spur it further. How do you see these developments? Will it increase
the competition on domestic front and what role can HR play to help companies in
this ‘struggle for survival’?

Ans. Competition is good for the market and above all, it allows the consumers the freedom to choose.
Any brand worth its salt will be able to offer value to the customers and will not only survive

but do well even in a competitive market. One of the first things that FDI is likely to do is to
trigger the development of the logistics and back-end backbone. This will take the industry to
an altogether new level, and coupled with infusion of new technology, it will be beneficial for
everyone – consumers, retail companies and government alike.

So the role of HR will not really be to help companies to struggle for survival – instead it
will be to help bring in and develop fine professionals for the trade. By creating a good work
environment, focussed training and skill development across diverse functions such as logistics,
sourcing, customer service, vendor management and related fields, HR can bring such companies
to top form. A good HR strategy that empowers the employees will make them serve the
customers even better, thus enabling the brand to leave an indelible impression on its consumers.

Q7. You have a presence in diverse businesses. How difficult is it to cope with the
competition and manage such diverse businesses?

Ans. Today, SRS Limited has evolved into a diversified Company with a business portfolio
comprising of Gold & Jewelery, Cinema Exhibition, Retail, Hotels and Food & Beverages. The
five business verticals of the Company enable it to profitably exploit the business synergies,
as well as, smoothen out seasonal business fluctuations. Additionally, these businesses help us
build a strong set of brands, ensure high visibility and leverage cross-selling our various value
offerings. Not the least, it is also instrumental in creating a strong knowledge pool and a multi-
faceted professional team. As mentioned earlier, at SRS, we have strong synergies amongst our
brands and we draw strength from all of them. We have diversified into businesses that are inter-
linked to a great extent, and each feeds into another by way of consumer footfalls, management
skills, brand salience, resourcing, operating procedures and the like. This enables the group to
grow, while still staying nimble.

Q8. As a leader and manager, what qualities do you look for in an employee? What is the
hiring procedure you follow?

Ans. For us, three qualities are most important in a potential employee. Integrity, knowledge of his/
her domain coupled with strong willingness to learn and finally, being able to perform in a team
environment. Anyone with these attributes has great chance to join the Team SRS.

Q9. As they say, winners are not the ones who avoid complexity; winners are those who
master it. What is your idea of success?

Ans. My idea of success is to work tirelessly towards the attainment of your set goals and then
when you achieve them, revise them to make them even more challenging and start all over
again. I sincerely believe that the successful fulfillment of the needs of our customers and their
satisfaction are the true barometers of our success. If the customers are happy with our efforts
and we are able to create value for our stakeholders in the process, then that is true success for

It is my belief that victory is journey, and every win is a milestone in this eternal journey.

Q10. There is something common between Apple, Starbucks, Nike, FedEx, Virgin Atlantic,
Berkshire Hathaway and Southwest Airlines. They are all run by the founders. Do you
believe founders bring a leadership that most hired CEOs can’t?

Ans. It will be wrong to say that hired CEOs do not bring in growth. However I would say that one
aspect that founders have is the same kind of attachment with the company as one has with
his child. This attachment can definitely prove vital towards pushing the founders to strive for
goals that a CEO lacking this attachment might perceive unachievable. Maybe, that’s where the
difference lies.

Q11. It’s often said that the most successful businesses are the ones where people know how
to break the rules. What’s your take on this?

Ans. Well, if you are breaking rules to improve upon deliveries and services or fulfilling promises and
commitment, then I don’t see any harm in it. It is critical to remember that the story is not really
in breaking rules, but in actually being innovative, bold, responsive, responsible, passionate and
growth focused – so much so that the current set of guiding principles too need to evolve. To the
casual eye, this could be about breaking rules, but actually, it is much more than that.

Q12. Do you think the changing dynamics at workplace has considerably changed the
employer-employee relationship also? How important is it from business point of view?

Ans. Yes, of course. The ever-evolving scenario at the work place has made the relationship much
informal over the years. Today, a prudent employer looks upon his workforce as partners rather
than just the employees. This approach helps the organisation grow as a family and helps one
reap the benefits of joint efforts as the employees become all the more committed towards the
company’s cause.

Q13. Many big companies are struggling with innovation. How difficult is it for companies
to innovate and maintain a sense of control over the organization.

Ans. Innovation is the life blood of an organisation. One who doesn’t innovate will perish with time as
there always will be someone who comes across with a product or service with better features or
price and the customers will naturally favour them. It indeed is difficult for companies to manage
innovations and also exercise control over the organisation and the only way I see it happening
successfully is by having a real good team in place. If you have a good team backing your plans
with full conviction, you have half the battle won. Your innovations will have the chances of
finding favour with the end consumers as well.