Sanjeev Aga interviewed in Horizon - Newsletter of Horton International (India & area)-a global executive search firm. Deependra (Dipy) Nigam, (Blow Plast 82 -88) is the firm’s Managing Partner for India & Area.

1. Horizon
Insights from Horton International (India & Area)
Dear Friends,
Thank you for your overwhelming response to the inaugural issue of
HORIZON in June this year.Your appreciation, comments and
suggestions are very encouraging.
With this 2nd edition, we have made Horizon even more relevant
In ” Squaring the Circle” Sanjeev Aga (ex MD Idea Cellular, Ex Asian Paints & Ex Blow Plast)
discusses his thoughts on management and gives valuable lessons about change - “ Tenets of
the past can turn to prisons of the future; learnings should not be transported, they have to be
revisited and interpreted."
The interview with Harindra Singh (Vice Chairman & Jt. MD Percept India) ”In a Hurry with Harry “
recaps his trailblazing journey from a small ad agency to a diversified media & entertainment
conglomerate . He talks about his leadership style and how TRANSFORMATION and positive
proactive people with a “can do, will do attitude “ have been a key to his success.
Two more insights highlight very interesting trends in the Talent Resourcing Domain and the role
Horton International is playing in this area-
“Bridging the Talent gap - Sourcing International Talent for the Sunrise Sectors of Indian Industry ”
and “Return of the Grey Hair – Senior professionals in demand – again”.
And there is a humorous but very relevant article for Candidates on “Undertaking a Skype
Interview ”
Enjoy reading this newsletter and please do send as your valuable feedback to
dipy_nigam@hortoninternational.in
The last edition of Horizon had a number of very interesting insights.
To revisit them, please follow links below
Ø on “Transformational Leadership ” at the inaugural Horton International
Jerry Rao
Leadership series at http://tinyurl.com/horton-jerry
Ø
Dr Santrupt Misra's address at Horton International Global Partners meet 2012 , at
Mumbai on “Globalization & the Indian MNC - HR & Talent management -
Challenges & Opportunities” at http://tinyurl.com/horton-misra
Ø International Global Partners meet photographs at
Horton
http://tinyurl.com/horton-meet
Ø newsletter at - http://tinyurl.com/newsletterjune12
Inaugural
Volume I, Issue 2, 2012
Horton International
EXECUTIVE SEARCH - MANAGEMENT CONSULTANTS
Successfully Delivering Superior Talent

2. Sanjeev Aga exemplifies a very laid
back and a very highly sharpened
razor blade.
Behind the relaxed exterior is a SQUARING THE CIRCLE
mind honed by years of learning A conversation with Sanjeev Aga
and success. A juggler of physics
and philosophy...and of
management skills – exemplary “Men are not prisoners of fate,
qualities which he brushes aside but only prisoners of their own minds”.
with courtesy.
Franklin Delano Roosevelt
He got off the high table when he
wanted to, when he sat at its head.
His career path is a marathoner's
dream - St Stephen's, IIM-C and a
start with Asian Paints. A start
most MBAs only dream about - Tenets of the past can turn to prisons of the future; learnings should not be transported,
which he shrugs off disarmingly . they have to be re-visited and interpreted.
“It was a great start, but there was Illustratively, at Asian Paints, collection of receivables was a competitive edge. At Blow Plast,
nothing spectacular that I did in after the same set of people who came from Asian Paints brought receivables to nil through a
the early years. I just hung in there system of advance cheques, we tweaked the technique to provide credit to traders and secure a
in the middle. hard-to-match competitive edge which works for a fast moving brand. But this was resisted
Later on, my contemporaries were internally as violating a tenet. Folks did not realise that the big pay-off in credit control is the
surprised that I grew pretty quickly human energy diverted to more value adding work. Once you have control, the credit term is but
into a CEO”. Asian Paints to Jenson
one element of the marketing mix. People can make the mistake of transporting learnings of
& Nicholson, to Blow Plast where
the past devoid of the context. One has to keep questioning and interpreting lessons learnt.
he made it to the top , and then to
a terrific run to what is now Idea Treat the lower rungs of the organization properly – they expect sincerity, not equality.
Cellular.
It's fashionable for leaders to say their organizations have a common canteen where all
“It's pretty gratifying, that the employees eat the same food. That is good, but should not stop at symbolism. What people
brand name and company name I deserve is to be treated with fair policies. Symbols have little meaning if hygiene factors are
suggested, turned out to be neglected, for example if salaries or annual increments or final settlements are delayed or are
acceptable and then went on to error-prone. Sincerity cannot be faked
become a respected and profitable
national brand.” Don't reduce Management to Mantras.
What was meant to be an Interview Mission & Vision statements are a prime example. It is politically incorrect for any organisation
by Horton International turned into not to have them, though they resonate only in a minority of cases. KRAs are another overused
a fascinating insights session – and overheated tool. When we were young, in the 1970s, Management By Objectives was all the
here are excerpts: rage; you do not hear of it now. I believe you have to use techniques perceptively and judiciously
and as appropriate for the organization to succeed.
Many organizations try to institutionalize interventions like these – some are essential, most are
unnecessary. All things don't work for all companies.
Emotional connect with your organisation is an invisible compass that leads you in the right
directions.
If you are not connected enough, your own vanities, your colleagues, and other influences can
lead you offline. But if the good of the organisation is truly internalised, chances of the right
managerial behavior improves. Of course, emotional connect is hard to programme.
Similarly, persons characters have a huge impact on organisational success. Not from a mere
An interview by values perspective, but simply as big productivity enhancers!
Rajesh Pant

3. Strategy and success is not Being the boss doesn't mean you have all the answers. It means you are at ease with ambiguity.
predefined or predetermined
Every Head-hunter, Management Consultant and Board Member wants a Hard Charging CEO who
– it is a process. re-writes all the rules, surpasses financial goals, etc. etc. They never find that super person. I believe
It would be a lie for me to retrofit that the best CEOs don't know everything and they don't have answers for everything – but they
the stated success of Idea into a stay sure-footed in an unstable world and are at ease with uncertainty. This gives the Board the best
package and say it was part of a return.
grand strategy, perfectly
As I look back upon myself, I actually developed and transformed only in my mid 30s in my first job
executed. What we did as a
as a profit center head. It dawned on me I had no one to ask, the buck ended with me. My
team was to probe and grope
personality changed because of the responsibility thrust on me. True leadership may follow only
and again probe. We did not
by and by, when reacting like a leader becomes second nature.
know fear, and took on what
today stand out as audacious The best organizational values are organically developed. They are often not enunciated.
transformations. Of course, as The Indian Army has a practice that, in field situations, the General will eat only after the soldiers
the bits and pieces came are fed. Concern for your buddy is another ingrained value. In many commercial organisations,
together we planned, tested, decency and honesty become value systems, while leaders may come and go. As organizations
and executed. become larger, to preserve or develop these values, management techniques are very useful, but
Our overwhelming sense then the organisational culture is crucial.
was of inadequacy, why we could
Success is easier if there is character and an emotional investment in the business.
not do better or faster. That was
the process. No mantra. It is only Only when I look back at my last few years in Idea, do I notice the absence of a common trait in most
now that we can bedeck those organisations. At Idea the Management team was entirely comprised of persons of character with
efforts with the garment of a an emotional investment into the company. They were all different, many were non-conformists,
strategy, with coherence, and but what you saw was what you got! There was no negative energy spent in second guessing or
with insights. scheming. In fact, non-conformism is a strength if it emanates from a curious and questioning
mind. This happy combination imparted a sense of camaraderie, made work a pleasure, and
The actual process was iterative,
achievements a consequential outcome.
involved, questioning and
unself-conscious, though great
The CEO's office is an institution. You must have a very highly developed sense of right &
fun!
wrong.
- Sanjeev Aga Success is not making pots of money; it is making pots of money the right way and being unsparing
of malefactors.You cannot have a CEO who is personally incorrupt but allows his team to be corrupt.
This denigrates the office and spreads the disease.
And like a disciplined marathoner – Sanjeev Aga looked at his watch – time for his sweat out. His long
walks with himself next to the sea. His way of meditation to take on his own tomorrow!

4. Harindra Singh, (Vice Chairman &
Managing Director of Percept
Limited) - Harry – to his
associates is the quintessential
man in a hurry. 28 years may IN A HURRY WITH HARRY
seem a lot – but consider this –
An interview with Harindra Singh
what started as 1 man and ½
assistant in 1984 is now 1200
strong with capitalized billings of “The Empires of the future are the Empires
INR 26 Billion. How's that for of the Mind”-Winston Churchill
pace?
Cricket exemplifies the man. He
bowls fast, wields a mean bat, Yours is a unique Enterprise, involved in Entertainment, Media & Communication. How do
hits straight and catches anything you manage to retain continuous relevance in each of these areas?
loose! That's been his journey in
If I had to sum it up in one word that would be 'Transformation'. From an advertising agency to a
Percept. And he continues to
holistic entertainment, media & communications conglomerate, Percept has surely come a long
innovate. Like the legends of our
Cricket pantheon, Harindra Singh way over the past 29 years. Whatever we have learnt has been on the stage, on the ground. When
broke into the field armed only you have built up the business from scratch and been on the street long enough, you develop that
with his self confidence; learned instinct, you are able to pre-empt; you don't wait for the hurdle to pop up, but find a way around it
on the pitch and is now Captain much before it happens. We realized that our industry was changing rapidly, and so were the
Courageous. needs and aspirations of a new India. So even as everyone was following the 'norm', we decided
What follow are excerpts of an to break the mould, and when industries were bound by their status quo we decided to take a big
interview with him – done literally gamble and branch out. At Percept we transformed and invented an entirely new industry called
running between wickets. As he EMC (Entertainment, Media and Communications). We broke many traditions, mindsets and
got off one plane and before he
cliché barriers to constantly launch innovative and path-breaking content, services and
took the next one.
properties that were revolutionary, futuristic and customized to the needs of the diverse and ever
Here is a man who is definitely on
evolving Indian and global audience. We never rested on our laurels, but continuously 'Changed
a different plane.
the Game' to set new benchmarks and create good, innovative, relevant and engaging content
for our stakeholders.
Given its differentiated nature – what is the first quality you look for in your people?
A positive attitude and a proactive approach to life with a 'Can Do, Will Do' attitude. Percept is
perpetually venturing on the path less taken, innovating, re-inventing and changing the game…
what we need are fearless people who are enthusiastic about embarking on new projects,
thinking out-of-the-box and achieving the collective dreams and goals set.
You obviously have a business model which challenges traditional industry approaches by
constantly transforming your organization. How do you transform your people?
We offer our people a lot of 'freedom'. The freedom to set their goals, synergize across Group
Companies and leverage on existing stakeholder relationships, hire and grow their teams,
change business models and strategies as per the need of the hour, innovate, think creatively,
reward and recognize their teams, and above all, the freedom to grow based on merit and
deliveries. Even as our business model changes frequently to adapt to an ever changing external
environment, the open door policy adopted by the Board of Directors and CXOs / Business Heads
has fuelled the spirit of courage, democracy & transparency, enabled alacrity in the decision
making process, and created unbridled enthusiasm and creativity across all levels and age groups
across the Group. All this contributes to a successful work culture at Percept.
How do you manage to bridge the gap between your aspirations and the reality which your
Managers deliver?
First, we don't spend too much time mulling over missed deadlines and targets gone awry.
An interview by
Instead, we choose to learn from the invaluable lessons garnered from the situation and improve,
Rajesh Pant
adapt, and enhance our capabilities going forward.

5. What are your plans for the Second, we work collectively as a team. Our people are encouraged to interact with their peers and
future – is there anything you seniors to gain invaluable insight into past experiences, convert perceived problems into potential
have announced which will be opportunities, highlight concern areas before they spiral out of control, and proactively think out of
a game changer? the box so that they attain an edge when interacting with clients and other stakeholders.
The 'blame game' culture simply doesn't exist at Percept. Everyone's passionate about what they
We had been in the 'Ideas' do, give it a 100%, and enjoy the entire process. The proof of the pudding lies in the fact that we
business for the past 29 years have many clients on our roster who have been with us since inception (29 years), and would swear
and were instrumental in
by the dedication, drive and commitment of our people.
creating many 'Intellectual
Properties' in the past for our Do you encourage democratic disagreement? Any examples?
clients. However, over the past
Oh definitely! Transparency and Democracy are the pillars on which Percept has been founded. The
few years we consolidated our
efforts in this area and we now New Economy companies are all about youthful ideas, challenging outdated structures and styles
take ownership of our Ideas. IPs of working, innovation and re-invention. The Entertainment, Media and Communications space
are simply an extension to our encompasses traditional and new age media platforms, produces breakthrough concepts and
existing knowledge and expertise formats for a diverse target audience every single day, and above all has witnessed evolution and
in the Entertainment, Media and growth unlike any other industry over the past decade. The need of the hour is speed, and the kind
Communications domain. Our
of growth witnessed at Percept would simply not be possible in a bureaucratic style of functioning.
vision is to convert these
innovative ideas into Assets to How would you define your leadership style?
create long term value for us as I would define it as a mix of 'Participative' and 'Delegative' styles. I involve my people in the
well as our Clients and Investors.
decision making process. This enables a collaborative approach to the project at hand and
Intellectual Properties are the
encourages people to contribute proactively. However, when it comes to the daily / smaller
future. The amazing success of
Sunburn, Goa Super Sixes, projects, I allow my people to take independent decisions even though I am aware that ultimately
Bollywood Live, Champions of the responsibility to our stakeholder and the Percept brand equity lies squarely on my shoulders.
the World and Fight Night prove Who is your sounding board? Or your source of inspiration?
my conviction.
My source of strength and inspiration was my father, the Late. Shri. Mangal Singh. He always told
New IPs announced recently by
me that there are two things that will always stand us in good stead in the future – Willpower and
Percept include 'Lost' - the
Resilience. He believed very strongly in the immense power of relationships – with our families and
world's first music festival driven
by culture, tradition & soul that in our profession. The values he inculcated in me created a sense of composure within me. He was
will feature International and my guiding light and I never failed to consult him on matters concerning any subject. He always had
domestic talent across various a viewpoint and his wisdom, advice, mentorship and counselling have helped me grow immensely
live music genres such as Pop, through these years. Today I can proudly say, I am what I am, because of him.
Rock, Dubstep, House, Reggae,
What keeps you awake at night?
Metal and R&B; 'Superstar' -
India's first validated DJ Ranking Nothing at all! Every morning I wake up to the tremendous potential and enormous opportunities
initiative and dedicated platform that life has to offer. I work hard, play hard and party hard. I treasure all my relationships – be they
for the promotion of Indian DJs; personal or professional. I dare to achieve the impossible every single day, and pack in every single
and 'Windsong' – a festival of
minute with as much as I can. My life, thoughts, views, convictions, goals and dreams are pretty
story telling through music &
much an open book! No wonder I crash out within 20 seconds of hitting the bed!
arts. These are sure fire 'Game
Changers' for the EMC industry in
the years ahead!
- Harindra Singh Rajesh Pant is associated with Horton International (India and Area)
as Advisory Consultant (Consumer & Media Practice). Founder of
Kandor Solutions. Rajesh earlier worked across a spectrum of
industries like FMCG, Advertising, Banking and Media -
Lintas, Citibank NRI Investments & Consumer Banking,
COO Sony Entertainment TV & SET Pictures then
CEO Percept/H.

6. “ RETURN OF THE GREY HAIR –
SENIOR PROFESSIONALS IN DEMAND - AGAIN ”
By Deependra (Dipy) Nigam
Managing Partner ( India & Area)
http://in.linkedin.com/in/dipynigam
In the last decade or so, over 45-50 years of age was considered
to be OLD. Everyone wanted a 35-40 year old CEO. Last 2 / 3
years however has seen a resurgence in demand for senior /
specialist talent to act as Advisors, Interim / Non Exec
Directors, Independent Director , Operating Consultants,
Mentors, Coaches
REQUIRED
The common thread here is the requirement of experienced professionals on a PART TIME basis to
Experienced professionals, on a
support the management team – headed often by young CEOs in the 35 -40 year range – by
PART TIME basis, to support the
advising, guiding and coaching them on specific challenges faced by the company
management team – headed by
young CEOs – by advising , Though the level of compensation may not have been what one can earned in a full time position–
guiding and coaching the CEOs on the earnings are pretty decent specially when coupled with better quality of work-life balance and
specific challenges faced by the other such gains
company and them.
This demand is fueled by different type of organizations for differing reasons
1. Startups / Scaleups / SMEs – require specialist talent / skills / experience – but
are unable to or afford top notch talent on a full time basis
2. International companies setting up / expanding in India and Indian companies
diversifying / expanding …. need Top talent for specific objective bound
mandates
3. JVs / M&As … need special skills / experience for a limited period of time
The people who are in demand
are senior professionals who The demand is for people to wear the mantle of
have retired or are just retiring - a. Interim Directors to handle specific assignments
CEOs , MDs , functional heads b. Independent Directors – mandated under clause 49. With increased focus on
Corporate Governance there is a large demand for Independent Directors.
of large companies, bureaucrats
c. Non Exec Directors / Advisory board
etc. “Young Retirees” - people
d. Mentors & Coaches to the young CEOs / CXOs
retiring at 45- 50 , to pursue
their dreams & personal The people who are in demand are senior professionals who have retired or are just retiring -
passions and are also keen on CEOs , MDs , functional heads of large companies, bureaucrats etc. “Young Retirees” - people
taking up such assignments for retiring at 45- 50 , to pursue their dreams & personal passions and are also keen on taking up
intellectual satisfaction , flexible such assignments for intellectual satisfaction , flexible working and decent earnings.
working and decent earnings. Horton International which focuses on Board. & CXO positions is well positioned and
increasingly active in this space sourcing Senior industry Professionals and ex BUREAUCRATS
(IAS /IPS /IRS) as
i. Interim / Independent / Non Exec directors… –for Corporates / MSMEs/ SMEs
ii. Coaches / Mentors for CEO / CXOs individually & on behalf of Corporates

7. “BRIDGING THE TALENT GAP -
SOURCING INTERNATIONAL TALENT FOR
THE SUNRISE SECTORS OF INDIAN INDUSTRY”
By Srinivasan (Paddu) Padmanabhan
Managing Consultant - Consumer Services & Industrial Practice
http://in.linkedin.com/in/srinivasanpadmanabhan
The Indian economy is witnessing explosive growth in sunrise
industries such as Retail, Infrastructure, Shipping & Logistics,
Automotive, Defense Production, Life Sciences etc. These sectors
are opening up and as corporations invest in these sectors; they are
finding a huge shortage of talent, especially in senior levels.
REQUIRED
International talent having the In some cases the required talent is in severe short supply or simply does not exist in India.
domain or sector expertise - Earlier new industries used to source talent from surrogate industries – e.g.: apparel and retail used
seasoned expat professionals in to take people from FMCG / Consumer Goods sector; people who had a good understanding of
sunrise sectors in evolved overseas consumer behavior and were well experienced in brand building & distribution. Industry specific
markets knowledge was acquired from International Consultants / JV partners. Thus the initial phases of
growth were managed quite well.
However as these sectors grew & became more sophisticated the dearth of talent in India is felt.
Further in the 'new' sectors like Infrastructure, Defense Production, and Life Sciences; there are no
surrogate industries from which to siphon talent.
The opportunity exists as both In order not to reinvent the wheel, there is a telling need to attract international talent having the
expats and Indian nationals domain or sector expertise. The solution is to get seasoned expat professionals working in these
working in other countries are sectors in evolved overseas markets – viz: - Europe, Singapore, Thailand, Australia, China etc. These
attracted to India and want to play professionals have already succeeded in setting up such projects in similar markets and can hit the
a part in the “India Growth” story. ground running.
In fact, such experts are available
on short 2-3 year contracts and The opportunity exists as both expats and Indian nationals working in other countries are attracted
can be mandated to set up the to India and want to play a part in the “India Growth” story. In fact, such experts are available on
operation and train the second short 2-3 year contracts and can be mandated to set up the operation and train the second level of
level of managers in a two year managers in a two year time frame; thus making their involvement an extremely cost effective
time frame; thus making their one.
involvement an extremely cost
An article in the Economic Times dated 25th July 2012 talks about how few corporations like Reliance
effective one.
– have been rather effective in tapping such people (click link to read the entire article
http://m.economictimes.com/PDAET/articleshow/msid-9351348,curpg-1.cms
Horton International with our global network of 46 offices in 22 countries offers you a one stop
source for sourcing global talent for your operations in India and Abroad. We can collaborate very
closely with our international offices and help your organization in two ways:
?
For Indian Operations - Source Expats / Indian nationals working abroad in these sunrise
industries who can help set up operations and train the next level Indian talent
?
For International Operations -Source Local talent in the host countries for managing the
international operations

8. “UNDERTAKING A SKYPE INTERVIEW”
By Adrian Reis ,Managing Partner , Horton International Australia
http://au.linkedin.com/in/adrianreis
Candidates often prefer to undertake the Skype interview at home, because of timing, confidentiality and
convenience,. While that works well, it does raise issues about how the candidates present themselves, given
that the interviewer can now see both the candidate and his or her surroundings. This has led to some surprising
experiences. We have interviewed candidates in their studies, kitchens, lounge-rooms, dining-rooms. In fact,
almost every room in the house. We have also seen other people entering the room, children transiting in the
background and on one occasion the family dog in the frame!
Skype interviews are incredibly important particularly if they are the medium being used for making a good first impression with an
Executive Search consultant or the client. Therefore, when preparing for the interview candidates should:
?the interview with the same professional approach that would apply to a face to face meeting.
Dress for
? quiet location where you will not be disturbed. Advise other family members you are in an important business
Choose a
meeting.
? location in the house that will provide a professional background. A bookcase as a backdrop is not always necessary.
Choose a
A neatly furnished lounge-room or dining-room can be just as effective.
?
Test the camera angle before undertaking the interview. It is best you are looking directly at a camera which is at the same
height as your head and shoulders. Think of a newsreader (news anchor) on television and set up your camera to achieve a
similar visual effect.
? camera and not to the screen.
Speak to the
Skype interviews, just like face to face interviews, are a critical part of the recruitment process and should be undertaken with the same
level of professionalism and presentation that you would have previously experienced in a face to face environment.
WHAT MAKES US DIFFERENT...
Horton International is a consortium of owner driven Search & consulting organizations which are well established in their countries . With
more than 40 offices in the Americas, Europe and Asia-Pacific, Horton International gives you Global reach and local understanding and
expertise to help you attract and retain the most qualified professionals.
Because we are owner driven you get personalized attention and an entrepreneurial zeal which results in above industry average success /
closure rates and stick rates (87% and 78% respectively )**.
We have ex- CEOs in all our Client facing & servicing and consulting roles so their domain knowledge is excellent.
Being owner driven has another advantage, especially when interfacing with other owner driven organizations - partnering them, providing
Top Management as well as assisting and helping coordinate related services such as Assessments', HR Strategy, Mentoring / Coaching Senior
Management and other services.
** Success Rate 87 % % of successful closures to the total number of search mandates received.
Stick Rate 78 % % no of candidates placed sticking to the same company for 2 years
KEY SEARCHES COMPLETED IN INDIA & AREA IN THE RECENT PAST
Global Footwear & Apparel major Head Of Financial Planning & Analysis ,category Head
Leading Indian media conglomerate CEO , Vice President(s)
Australian state's investments & business representative office Country Manager - India
Indian MNC - Textile & Apparel major Chief Legal Officer , Vice President
Indian Pharma major expanding internationally Head – Sales & Marketing – Europe ( Expat –UK Based)
SOME OF NOTEWORTHY SEARCHES COMPLETED BY GLOBAL OFFICES OF HORTON INTERNATIONAL
Various organizations of Australian Government Board Members & CFO
Global giant in cash handling solutions - for Asian region HQ at China Financial Director, Asia
Global auto giant - for their Chinese office Financial Service Director
Global top food & beverage giant in Mexico Senior Marketing Director
Global consulting giant - For their Thailand office Director, Consulting/Financial Services
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