Monday, September 29, 2025

Elegant, Graceful and Humorous Essays that defined our Schooldays {‘On Seeing People Off, On Other People’s Jobs, and On Forgetting’} : By Vanam Jwala Narasimha Rao

 Elegant, Graceful and Humorous Essays 

that defined our Schooldays

{‘On Seeing People Off, On Other People’s Jobs, 

and On Forgetting’}

By Vanam Jwala Narasimha Rao

The Hans India (19-10-2025)

{Gardiner examined human curiosity about the work of others in the essay ‘On Other People’s Jobs’ and suggested that people often assume that, other people’s jobs are easier or more interesting, without realizing the difficulties involved. It was a gentle commentary on envy, ignorance, and misplaced assumptions. The curious human tendency to be fascinated by the work of others was aptly reflected by Gardiner in this essay. Captivatingly the English Teacher D Venkateshwarlu Sir, in addition to teaching the text book content, introduced us to ‘Conjugation of Verb’}-Hans India Editor’s Synoptic Note

Three Great Essays ‘On Other People’s Jobs, On Seeing People Off, and On Forgetting’ authored by Alfred George (AG) Gardiner, Max Beerbohm, and Robert Lynd respectively, were widely included in Textbooks in Eleventh Class at Higher Secondary School Level, when I was HSC student in 1961. I remember that, these essays were featured in the ‘English Prose for Class XI Anthology’ which was part of the curriculum prescribed. AG Gardiner dealt on all these subjects in his own inimitable style in different contexts, including his own essay On Other People’s Jobs. 

This anthology with the inclusion of these and other interesting essays in the curriculum, reflected the educational standards and literary preferences of our time, emphasizing the development of critical thinking and language proficiency among students. We the students, thus, were introduced to Classic English Prose, fostering an appreciation for literary style and enhancing language skills.

Captivatingly the English Teacher D Venkateshwarlu Sir, in addition to teaching the text book content, introduced us to ‘Conjugation of Verb’ and practice at least with hundred verbs.

AG Gardiner, who needs to be expressly mentioned, is often remembered by his pseudonym ‘Alpha of the Plough’ and all his essays were familiar as uniformly elegant, graceful, humorous, light, conversational, and reflective. He normally took everyday situations, such as a railway journey, a chance encounter, a habit, or a social quirk, and expanded them into thoughtful commentary. His language was simple, lucid, and hence his works became popular in schools.

The witty essay ‘On Seeing People Off’ is not written by Gardiner. It was authored by Max Beerbohm. Gardiner many times, commented on human behavior in social contexts, like farewells, manners, or everyday rituals. Gardiner like Max humorously criticized the practice of friends and relatives going to railway stations to ‘see people off’ which was rather pointless, meaningless, and inconvenient social ritual, creating fuss and awkwardness instead of adding value to travel.

Gardiner subtly criticized the scene as, the traveler, eager to settle into his journey, was surrounded by relatives and friends who chatter nervously, fuss over tickets, bags, and last-minute advice.

Gardiner pointed that, being ‘Seen Off’ only distracts the traveler. Instead of calmly finding his seat and arranging luggage, he has to endure handshakes, shouted reminders, and sentimental farewells. When the train whistles, the relatives cling till the last second, running along the platform and waving dramatically like a whole theatrical performance that seems absurd. According to Gardiner ‘True Friendship’ does not require public display at a railway station or Airport, instead, staying at home and saying goodbye with dignity was more sensible.

He mocked the ritual of ‘Seeing People off’ as unnecessary social drama.

Gardiner examined human curiosity about the work of others in the essay ‘On Other People’s Jobs’ and suggested that people often assume that, other people’s jobs are easier or more interesting, without realizing the difficulties involved. It was a gentle commentary on envy, ignorance, and misplaced assumptions. The curious human tendency to be fascinated by the work of others was aptly reflected by Gardiner in this essay. He cited instances of people stopping to watch a Road Repair Worker, a Blacksmith, or a Painter at work etc. even if they themselves were busy. They usually think other people’s jobs are easier than theirs. An office clerk feels bus conductor’s job is simple, and the conductor, in turn, thinks the clerk lives a comfortable life in a chair. The truth is, each job has its own hidden hardships, which outsiders fail to see. Gardiner gently mocked the habit of romanticizing others’ occupation.

Among the three, the most interesting was the essay ‘On Forgetting’ a reflective piece about the curious ways in which memory works, authored by Robert Lynd by this title. Despite Gardiner himself not writing essay ‘On Forgetting’ he discussed memory, habits, and human weaknesses in several essays such as ‘On Being Absent-Minded, On Habits’ etc. His essays reflected similar observations. Basically, Gardiner distinguished between ‘Trivial things many Remember’ and ‘Important things people often incline to Forget.’ With humor, he discussed forgetfulness in everyday life and what it reveals about human nature.  

Gardiner proceeded with reflecting on the nature of memory. Most people, he stated that, can recall faces, dates, words, and incidents from years ago. For him, the true wonder lies not in what memory remembers, but in what it forgets. He was fascinated by the strange ‘Inefficiency and Unreliability’ of memory. I still remember Gardiner’s words, often quoted by my English Teacher that, ‘it is the inefficiency rather than the efficiency of human memory that compels his wonder.

Gardiner illustrated this with everyday examples. Many people can recite poetry, multiplication tables, or childhood lessons effortlessly, even after decades, but the same people will forget simple practical matters, like posting a letter, winding a watch, or carrying a walking stick. Memory which has a way of scrutinizing and choosing, is selective and unpredictable.

Gardiner opined that selective forgetfulness was not a curse but a strange blessing. If every single trivial detail is remembered, then every individual’s lives and minds would be cluttered beyond endurance. Eventually in a ‘Philosophical Reflection’ Gardiner admitted that ‘Forgetfulness is Part of Human Limitation’ and perhaps even of human charm. Memory, he wrote, was not built for efficiency like a machine, but for the ‘Mystery and Wonder of Life.’ Very enthrallingly Gardiner portrayed ‘Forgetting as the one that teaches humility, makes life interesting, humorous, and shows that the mind works in ways beyond rational control.’

He concluded that, it was not memory’s great powers that amazed him, but its little inefficiencies, its quirks, its failures at the most ordinary tasks, that truly compelled his wonder. Gardiner celebrated forgetfulness not as a defect, but as a deeply human trait, a comic, puzzling, and oddly delightful.

His reflections were a blend of gentle humor, everyday observation, and philosophical musing, which was why it remained a favorite in school anthologies, and is still engaged in the memory, not only mine, but also my School Classmates, notwithstanding the fact that, whether our ‘Memory Power is intact or Capacity to Selective Forgetting sanctifies us.’

When we read together ‘On Seeing People Off and On Other People’s Jobs’ with ‘On Forgetting’ during High School Days, the general feeling we had, as imparted by English Teacher Venkateshwarlu Sir that, they share hallmarks of keen observation of ordinary life, witty, conversational humor, and a deeper philosophical point hidden behind lighthearted narration. They read like simple everyday sketches but leave behind enduring insights into human behavior. That is why they made such a lasting impression on our school classmates, and some of us when we meet still discuss them.

Forgetfulness maybe weakness of memory. But in rare cases, forgetting may not be accidental. It is convenient, deliberate, or selective. For reasons of comfort, pride, or self-interest, people ‘Forget’ in ways that reveal more about social relations than about memory itself.

For instance, people conveniently forget favors received, because gratitude places them in a position of obligation they would rather avoid. It is one thing to forget, the innocent failing of memory, and quite another is to pretend to forget, the deliberate trick of convenience, a normal habit these days.

Pretending to forget is a form of manipulation. Many act forgetful either out of weakness of memory or out of strength of calculation. Forgetting becomes a shield to gain sympathy, to avoid conflict, and to escape responsibility without open admission. Gardiner only authored On Other People’s Jobs formally, yet the themes of forgetfulness and farewells surface indirectly across his essays, creating thematic resemblance.

As the ‘Philosopher of the Commonplace’ he revealed humor, wisdom, and wonder within the smallest details of everyday life.

Sunday, September 28, 2025

వత్సారుర, బకాసుర, అఘాసుర రాక్షసుల సంహారం .... శ్రీ మహాభాగవత కథ-54 : వనం జ్వాలా నరసింహారావు

 వత్సారుర, బకాసుర, అఘాసుర రాక్షసుల సంహారం 

 శ్రీ మహాభాగవత కథ-54

వనం జ్వాలా నరసింహారావు

సూర్యదినపత్రిక (29-09-2025)

కంII             చదివెడిది భాగవతమిది,

చదివించును కృష్ణు, డమృతఝరి పోతనయున్

                             చదివినను ముక్తి కలుగును,

చదివెద నిర్విఘ్నరీతి ‘జ్వాలా మతినై

ఒకరోజున యశోదాదేవి పెరుగు చిలికే నిమిత్తం, స్తంబం దగ్గర కదలకుండా పెట్టిన కడవలో మీగడ పెరుగు పోసి, తాడును కవ్వానికి తగిలించి చిలకడం మొదలుపెట్టింది. సరిగ్గా అదే సమయంలో బాలకృష్ణుడు ఆమె చుట్టూ తిరుగుతూ, ఏడుస్తూ, పాలు కావాలని మారాము చేస్తూ, కవ్వం పట్టుకున్నాడు. అప్పుడు యశోదాదేవి బాలుడిని ఎత్తుకుని పాలివ్వసాగింది. పొయ్యి మీద పెట్టిన పాలు పొంగడం గమనించిన యశోద చిన్నికృష్ణుడిని దింపి, లోపలి వెళ్లి వచ్చేలోపు, పెరుగు కుండను పగలకొట్టి, వెన్నతిని, పరుగెత్తిపోయాడు. అతడిని వెతుకుతూ పోయిన యశోదకు, వేరొక ఇంటిలో ఉట్టిలో వున్న వెన్నను ఒక కోతికి తినిపిస్తున్న కొడుకు కనిపించాడు. ప్రత్యక్షంగా కొడుకు అల్లరిని చూసిన యశోద, ఒక బెత్తం చేతిలో తీసుకుని అతడిని బెదిరించింది. భయపడ్డట్లు నటిస్తూ కృష్ణుడు వేగంగా పరుగెత్తసాగాడు. యశోదాదేవి అతడి వెంట పరుగెత్తింది.

మొత్తానికి వెన్న దొంగ కాస్తా పట్టుబడ్డాడు. అతడిని కట్టివేయాలని భావించింది తల్లి. అందరూ చూస్తుండగా అక్కడే వున్న ఒక రోటికి కట్టేసింది. అలా తల్లైన యశోద చేతిలో రోటికి చిక్కుకున్నాడు లీలామానుష విగ్రహుడు కృష్ణుడు. తన ముద్దుల కొడుకును కట్టివేయడానికి తెచ్చిన తాడు నడుముకు చుట్టితే రెండు అంగుళాలు తక్కువైంది. ఎన్ని తాళ్లు తెచ్చినా రెండు అంగుళాలు తక్కువే వుంది. తల్లి పడుతున్న శ్రమకు, ఆమె వళ్లంతా చెమటలు పోయడం గమనించిన కృష్ణుడు ఆమెను కరుణించాడు. అలా యశోదాదేవి చిన్నికృష్ణుడిని కట్టేసి తిరిగి ఇంటి పనుల్లో మునిగి పోయింది.

బాలుడు తమ పెరటిలో వున్నా మద్దిచెట్లవైపు చూశాడు. నారద శాపం వల్ల జంట మద్ది చెట్లుగా వున్న నలకూబర, మణిగ్రీవులను చూసి, వారివైపుకు రోలును ఈడ్చుకుంటూ వెళ్లాడు. వాళ్లకు శాపవిమోచనం చేయాలనుకున్న కృష్ణుడు మద్దిచెట్లను కూలదోయాలని నిర్ణయించుకుని, ఆలశ్యం చేయకుండా అక్కడికి రోటిని లాక్కుంటూ వెళ్లాడు. ఆ రెండు చెట్ల మధ్యగా వెళ్లాడు. అలా వెళ్లి రోలును అడ్డంగా లాగేసరికి, శాపం తొలగిన మద్దిచెట్లు వేళ్లతో సహా పెకిలించబడి, భయంకర ధ్వనితో నేలకూలాయి. ఆ క్షణంతో వారి శాపం తీరిపోయింది. వాటిలో నుండి ఇద్దరు సిద్ధపురుషులు బయటకొచ్చారు. బాలకృష్ణుడికి నమస్కారం చేసి, స్తుతించారు. నారద మహర్షి అనుగ్రహం వల్ల తన దర్శనం వారికి లభించిందని అన్నాడు కృష్ణుడు. కృష్ణుడి ఆజ్ఞ తీసుకుని ఇద్దరు వెళ్ళిపోయారు.

ఈ విధంగా కృష్ణుడు అనేక విధాలుగా తన లీలలను ప్రదర్శిస్తూ, తోటి పిల్లలతో కాలం గడుపుతున్నాడు. వ్రేపల్లెకు చేరువన వున్న బృహద్వనం కలిసిరాలేదని, ఇంకొక క్షేమకర ప్రదేశానికి పోదామని గొల్లపెద్దలు నిర్ణయించారు. బృందావనానికి వెళ్లితే బాగుంటుందనుకున్నారు. పెద్దలు, పురోహితులతో కలిసి అంతా పావనమైన బృందావనానికి బయల్దేరి, అక్కడికి చేరారు. బృందావనం చేరిన బలరామకృష్ణులు ఉత్సాహంగా తమ ఈడు పిల్లలతో కలిసి దూడలను కాయసాగారు. బాల్యక్రీడలు యథావిధిగా కొనసాగించారు. ఇలా కొంతకాలం గడిచాక ఒకరోజున యమునా నదీతీరంలో బలరామకృష్ణులు దూడలను మేపుతుండగా, వాళ్లను సంహరించడం కోసం ఒక రాక్షసుడు దూడ రూపంలో అక్కడికి వచ్చి చేరాడు. మంచిదూడ అన్నట్లుగా సంచరించాడు.

కృష్ణుడు ఆ రాక్షసుడిని గుర్తుపట్టి బలరాముడికి చెప్పాడు. దాని కాళ్లను, తోకను గట్టిగా పట్టుకుని పైకెత్తి, అక్కడే వున్న వెలగచెట్టుకేసి ఒక్కసారి కొట్టగా ఆ దెబ్బకు ఆ రాక్షసుడు చచ్చిపోయాడు. ఆ విధంగా ఆడుతూ-పాడుతూ వత్సాసుర వధ చేశాడు. మరో రోజున గోపకుమారులంతా ఒక కొలనులో నీరు తాగి వస్తుంటే, ఒక కొంగ కనిపించింది. కొంగ వేషంలో వున్న బకాసురుడనే ఆ రాక్షసుడి ఉద్దేశం కృష్ణుడిని సంహరించడమే! బాలకృష్ణుడు దగ్గరికి రాగానే అమాంతంగా ఒడిసి పట్టి మింగేశాడు ఆ రాక్షసుడు. అలా మింగబడ్డ కృష్ణుడు పూర్తిగా కడుపులోకి పోకుండా గొంతు దగ్గరే వుండిపోయాడు. తాపాన్ని భరించలేని రాక్షసుడు కృష్ణుడిని బయటకు నెట్టి, తన ముక్కుతో చంపడానికి ప్రయత్నం చేశాడు. దాని ముక్కుపుటాలను పట్టుకుని గడ్డిపోచను చీల్చినట్లు రెండుగా చీల్చాడు కృష్ణుడు. అలా బకాసురుడి వధ జరగగానే గోపబాలకులు అతడికి కౌగలించుకున్నారు.

ఒకనాడు గోపబాలకులతో చెట్టాపట్టాలేసుకుని బాలకృష్ణుడు ఆడుతున్నాడు. ఆ సమయంలో కంసుడు పంపగా, కృష్ణుడు చంపిన బకాసురుడి తమ్ముడు అఘాసురుడు, అన్నను చంపినవాడిని చంపాలని బయల్దేరాడు. అతడు భయంకరమైన కొండ చిలువ రూపాన్ని ధరించాడు. చిన్నికృష్ణుడిని మింగాలని కాచుకుని దారిలో వేచిచూడసాగింది. గోపబాలురు దాన్ని చూశారు. కృష్ణుడి చేతిలో అది కూడా చావడం ఖాయమని వారంతా అనుకున్నారు. అంతా ఆ కొండచిలువ నోటిలో చేరుకున్నారు. అందరినీ లోపలి లాగి మింగడానికి ప్రయత్నిస్తున్న ఆ కొండచిలువ గొంతు దగ్గర తన శరీరాన్ని విపరీతంగా పెంచాడు. దానితో దానికి ఉపిరి అందలేదు. భయంకర శబ్దం చేస్తూ కొండచిలువ చనిపోయింది. గోపబాలకులంతా దాని నోట్లో నుండి బయటకు వచ్చారు.

అఘాసురుడిని చంపిన తరువాత అంతా కలిసి చాలా దూరం వెళ్లారు. అక్కడ ఒక కొలను చూసి దాంట్లో నీళ్లు తాగుదామనుకున్నారు. దూడలకు కూడా ఉత్సాహంగా నీళ్లు తాగించారు. ఒకచోట కూర్చుని, వారు తెచ్చుకున్న చల్ది చిక్కాలను తినడానికి విప్పారు. కృష్ణుడు వారందరితో కలిసిమెలిసి నవ్వుతూ, నవ్విస్తూ, వినోదంగా భుజించాడు. అప్పుడు దూడలన్నీ పరుగెత్తిపోయి ఎక్కడో మేస్తున్నాయి. వాటిని వెతికి తీసుకువస్తానని చెప్పి శ్రీకృష్ణుడు బయల్దేరాడు.                        

(బమ్మెర పోతన శ్రీమహాభాగవతం, రామకృష్ణ మఠం ప్రచురణ ఆధారంగా)

Wednesday, September 24, 2025

The Review (in) Sight (Book by Venkat Changavalli): Enabler for Execution Excellence : Vanam Jwala Narasimha Rao

 The Review (in) Sight: by Venkat Changavalli 

Enabler for Execution Excellence

Vanam Jwala Narasimha Rao

(September 25, 2025)

On Vishravasu Nama Ugadi (March 30, 2025), I had the privilege of attending the memorable Book Release Function, organized at Holistic Hospitals (Nizampet) and sharing the platform with dignitaries of the caliber of former AP Chief Secretary LV Subrahmanyam, former CEO Satyam Computers AS Murthy, and Holistic Hospitals Chairpersons Mrs (Dr Tushara) and Dr VS Ramachandra. It was an extraordinary book, perhaps the first of its kind titled, ‘THE REVIEW (IN) SIGHT’ as an Enabler for Execution Excellence. The concept itself is enthralling, making me curiously turn the pages then and there on the dais.

As the Special Guest, I also had the opportunity to speak a few words about my erstwhile boss, more an affectionate mentor and facilitator, than just a senior colleague, Venkat Changavalli. When Venkat was Chief Executive Officer (CEO) of EMRI (Emergency Management and Research Institute), popularly known globally as 108-Ambulance Services, I was heading the Public Private Partnership part of it. When I was asked to contribute a write-up on my experience about Venkat’s invaluable reviews, to supplement the contents, I did not realize that, I would be honored in such a stimulating and munificent manner by its inclusion in this Book.

The Book ‘THE REVIEW (IN) SIGHT’ in addition to customary preceding pages containing Endorsements from a cross section of High-Profile Professionals, like KG Anandakrishnan, Anuj Gulati, Mahesh Bala Subramanian, Sanjeev Mantri, TV Rao, Dr Tapan Singhel, Mayank Bathwal, Dr Sangita Reddy, and Sudarshan Jain has two interesting pages of Acknowledgements and Prologue by Author Venkat Changavalli.

Venkat began his salutations with the Ubhaya Gurus of Sringeri for their blessings, Dr APJ Abdul Kalam, Anup, Dr YS Rajashekhar Reddy, Narendra Modi, Chandrababu Naidu, and Akhilesh Yadav, who at different points encouraged him in significant ways. He also thanked his colleagues for providing detailed experiences of his review meetings and expressed gratefulness to Pratyusha and Vinod Achanta, his parents, wife Padma, and family members for their guidance and encouragement.

The prologue is both inspirational and motivating. He revealed his 30 years of experience as CEO and Advisor across several organizations, having the privilege of being reviewed and reviewing. According to Venkat, among the tools available to leaders, review meetings are indispensable checkpoints to assess execution, evaluate progress, and align teams toward organizational goals. Recognizing this, Venkat Changavalli felt compelled to document his experiences as a guide for the next generation of leaders. The result is this invaluable book.

The broad conceptual framework in his well-articulated prologue, meticulously listed the skills that significantly influence effective reviews, such as, managerial, life, leadership, are documented in an experienced manner for the benefit of posterity. He also highlights essential habits like listening, note-taking, objective observation, learning-unlearning-relearning, time management, and presentation skills among others. In his humility, Venkat says: ‘this book aspires to be a practical guide and reference for senior executives, aspiring leaders, and top management.’ Well, I cannot agree more.

The Book has Ten Chapters followed by the Epilogue with ‘Reflections from Leaders who experienced Venkat’s Review Process’ and the Closing Reflections.  In the 1st Chapter, ‘The importance of Execution’ Venkat writes that in the corporate world execution is the ultimate litmus test for leadership success and that well-structured review meetings are cornerstones for driving execution. In the 2nd Chapter ‘Essential Qualities of the Best Reviewer’ author in the framework of his experience ascertains that, ‘a great reviewer is not merely a critic but a catalyst for growth, innovation, and execution.’ He identified ten essential qualities that distinguish the best reviewers, including Agility, Inquisitiveness, fairness, humor, focus, humility among others.

3rd Chapter is ‘Managerial Skills required for an Effective Reviewer.’  It speaks about mastering a range of foundational skills that drive success within an organization, such as consultation, decision making, providing feedback, negotiation etc. Chapter 4 is on ‘Life Skills Required for an Effective Reviewer’ to enhance decision-making, foster collaboration, and build trust. They are: values, attitude, self-confidence, art of stress, time, anger, and conflict management besides excellent communication skills. In Chapter 5, ‘Leadership Skills required for an Effective Reviewer’ Venkat underscores the importance of possessing leadership qualities that go beyond operational efficiency to include vision, innovation, and emotional intelligence to the effective reviewer. These include visioning, innovation, team building, coaching, collaboration, emotional intelligence, leading change, and motivation.

In Chapter 6, ‘How Leadership Styles influence Review Mechanism’ the author in the beginning itself, summaries that, different styles of leadership influence how teams are motivated, how feedback is delivered, and how objectives are achieved. According to him these style include, coaching, authoritative, coercive, affiliative, democratic, and pacesetting. Chapter 7 is ‘How to Conduct Effective Review meetings’ which lists the steps to conduct review meetings that are both impactful and engaging. They are, before, during and after the meeting, such as, defining purpose, preparing agenda, selecting participants, documenting minutes etc.

Chapter 8 is all about author’s ‘Experience of reviewing business performance as CEO of four reputed organizations’ including EMRI. Chapter 9 speaks about Venkat’s ‘Experience of getting reviewed by his leaders’ of the same organizations, including the then founder Chairman of EMRI B Ramalinga Raju. Chapter 10, the last Chapter is about Venkat’s rich ‘Experience of getting reviewed by CMs as also by most dynamic and influential leaders in Indian politics.’ They included Dr YS Rajashekhar Reddy (United AP CM), Narendra Modi (Gujarat CM), Chandrababu Naidu (AP CM), Akhilesh Yadav (UP CM) etc. He modestly concludes that, being reviewed by them was an incredible and rich learning experience.

Former EMRItes Anil Jampala, Bhavani Shankar, Jagan Mohan Achary, and I contributed our views in the Epilogue Chapter titled, ‘Reflections from Leaders who experienced Venkat’s Review Process.As the closing reflections mention: ‘Venkat Changavalli’s review meetings are a testament to structured leadership, strategic execution, and transformative engagement. His unique blend of rigor, clarity, and humor ensures that teams remain engaged, objectives are met, and performance is continuously enhanced.’

Having worked with a Governor and two Chief Ministers for nearly 15 years, and attended many meetings chaired by them, I experienced the importance of Review Meetings.’ Unquestionably, every Organizational Review Meetingserves as a Critical Pillarin the smooth functioning and development of an organization. This is especially true for unique Non-Profit Organization’ like the 108 Emergency Response Services. However, the efficiency and effectiveness of the person conducting the Review Meeting’ the true difference. Venkat Changavalli as CEO of Emergency Management Response Service (EMRI),’ with his unparalleled review meetings, embossed the hallmark of EMRI’s growth trajectory. His review meetings always operated in a high-stakes environment. I experienced them personally.

Having associated with Venkat in almost all his review meetings, I can affirm they ensured every aspect of the service, from financial support to operational efficiency, and remained aligned with goals set by promoter B Ramalinga Raju and the then AP Chief Minister Dr YS Rajasekhar Reddy.

Venkat Changavalli’s The Review (In) Sight: Enabler for Execution Excellence, is not just a chronicle of his journey but a timeless compass for future leaders. By bridging lived experiences with structured learning, the book demonstrates how reviews can transform execution into excellence. Looking back, it validates the author’s own leadership path; looking forward, it offers organizations a framework for growth. The message is clear: when reviews are purposeful and humane, they become catalysts for enduring progress.

Venkat, born on September 25, 1953, is currently CEO of Insurance Information Bureau of India. He studied in Vijayawada Loyola College, Warangal National Institute of Technology, Indian Institute of Management Ahmedabad, Wharton, Harvard, London Business, and Columbia Business Schools. His vast experience absorbing Leadership Lessons, spans finance, planning, and marketing, with deep expertise that elevated every organization he worked with. This book, ‘THE REVIEW (IN) SIGHT reflects that rich experience on reviews. (HAPPY BIRTHDAY TO YOU VENKAT CHANGAVALLI SIR)

Film ‘Miss India’ .... Story of an Ambitious Young Woman : Vanam Jwala Narasimha Rao

 Film ‘Miss India’ 

Story of an Ambitious Young Woman

Vanam Jwala Narasimha Rao

(September 24, 2025)

              In a random Netflix search on my TV, I and my wife came across the Film Miss India, which was made available to audiences directly on it, five year ago in 2020, bypassing the traditional theatrical release. The key role was played by Keerthy Suresh as Manasa Samyuktha, an ambitious young woman from a middle-class Telugu family, who refuses to be defined or restricted by conventions, cultural barriers, or male-dominated industries, and moves to US for higher studies and becomes an entrepreneur. Keerthy Suresh excelled in this women empowerment role emphasizing the importance of identity, roots, and confidence through her ‘MIS INDIA brand Tea.’

Watching Miss India in four thematic parts, the journey begins in the early portrayal of Manasa Samyuktha’s childhood and youth in India. Presence of Keerthy’s grandfather (Rajendra Prasad) an Ayurvedic Doctor, who recognizes in her a spark of self-belief, sows the seed of her inspiration. Manasa Samyuktha decided to pursue higher studies in US with a yet to define plan of action. In Samyuktha’s early American life, education, exposure, and ambition converge. Her brother (Kamal Kamaraju) represents the protective rigid mindset of family responsibility. Despite discouragement from brother and mother, (Nadhiya) and relationships started complicating her path Samyuktha proceeds to crystallize her dream of making Indian Tea a Global Brand.

Moving further, the stakes rise as Samyuktha steps into the world of business, together with entry of betrayal, that marks a turning point, through a friend Vijay Anand (Naveen Chandra), unable to reconcile love with ambition, which reflects a mindset uncomfortable with women pursuing larger-than-life goals distances himself. Vijay a well-meaning employer gives her the initial job, the first structured professional platform where she can test her abilities and gain exposure to the corporate world. Later he proposes marriage. This introduces the tension between societal expectations and personal aspirations.

Samyuktha’s response, prioritizing her dream over personal attachment, underscores the film’s central theme that, women must sometimes negotiate or delay conventional roles to pursue unconventional ambitions. The narrative treats him respectfully; he is not vilified or cast as a villain, but his character illustrates the subtle pressures women face when career and societal norms intersect. By including this episode, the film emphasizes agency and choice and reinforces the broader message that, support is valuable, but true empowerment comes from making decisions that align with one’s own goals, even in the face of emotional or social pressures.

As Samyuktha’s entrepreneurial journey progresses, she meets Kailash Sivakumar (Jagapathi Babu) the coffee baron, who embodies deep-rooted cynicism of a male-dominated corporate world toward female entrepreneurs. Declining her request to provide space in his business places selling Tea, Kailash with a cruel posture offers a thousand dollars to Samyuktha, which she accepts as a challenge, and with her clever management she turns it into double, not merely as profit but as a demonstration of her vision, business acumen, and unyielding determination, as a narrative device to highlight her grit.

Vikram’s (Sumant Shailendra) role as a large-scale investor whose capital comes with scrutiny and subtle dominance, introduces a more complex layer of ambition and dependence. By offering three crores, he embodies both possibility and restraint, symbolically ‘sitting on Samyuktha’s head.’ His presence also brings into focus the mechanisms of modern business. Samyuktha’s consent to operate on debt-based tea pocket supplies, despite being warned by Vikram, illustrates her careful balance of risk and control. As warned by Vikram her business broke.

Eventually, these threads tie hooked on to a culmination where Samyuktha, through perseverance, turns challenge into triumph. The absence of her friend Vikram becomes a reminder that relationships strained by ambition need not define one’s journey. Her confrontation with the coffee magnate is staged less as a personal vendetta and more as a symbolic clash between old monopolies and new possibilities. And the voice of her late grandfather lingers as a moral anchor, proving prophetic in her success.

One of the film’s strongest affirmations comes from the huge response to Samyuktha’s appeal for investment. The overwhelming support she receives from a diverse audience underscores the collective desire for change and the resonance of her vision. It is a cinematic reinforcement of the principle that innovation and courage attract backing when aligned with purpose and authenticity. This also reflects a broader societal readiness to support women-led ventures. Her brother comes to understand her vision, not as rebellion but as rightful assertion.

The culmination of these curves conveys a nuanced message. Samyuktha’s triumph, achieved through strategic thinking, perseverance, and unwavering confidence, exemplifies the power of grit. Yet, the narrative does not shy away from her failures, setbacks, or moments of doubt. These are woven seamlessly to keep her human and relatable. Her losses, betrayals, and pressures mirror the challenges faced by many entrepreneurs, particularly women who must negotiate societal expectations alongside business hurdles. The film’s broader message, therefore, is one of balanced realism: success is possible, but it is never effortless; ambition meets resistance, and even victories are earned through resilience and careful negotiation of both human and structural obstacles.

Ultimately, Miss India positions Samyuktha’s journey as a metaphor for female empowerment in contemporary society: a testament to the enduring value of courage, the importance of leveraging every opportunity, and the recognition that triumph is inseparable from the trials that precede it. The male characters, whether supportive, obstructive, or ambivalent, are embedded into this narrative as societal reflections rather than adversaries, ensuring the story remains thematically coherent and motivational without descending into personal conflict or moral caricature.

Until Samyuktha faces betrayal, and before the film shifted noticeably toward conventional Telugu Cinema tropes, Miss India is directed with a distinct sensibility that maintained a narrative rhythm balancing aspiration, strategy, and subtle social commentary, that sets it apart from routine commercial fare. The screenplay focus on her determination, entrepreneurial thinking, and emotional dynamics was quite exceptional. Characters are portrayed with nuance, reflecting societal attitudes without resorting to caricature or melodrama.

What followed then was, climactic sequences, including confrontations with the antagonist, dramatic demonstrations of business triumph, and the resolution of romantic or emotional subplots, heightened dialogues, overt dramatization, and neatly packaged moral lessons. While this makes the ending emotionally satisfying to a mass audience, it departs from the measured, character-driven style till then. This stylistic transition despite it underscores a tension often present in Telugu cinema, it does not diminish Samyuktha’s journey or the core message of empowerment. Yet, it does flatten some of the narrative’s earlier sophistication, giving the final sequences a more predictable and routine feel.

The conclusion however, instead of destroying, repositions the men in her life, within the theme, each, in their own way. By weaving together themes: inspiration, conflict of family values, betrayal and opposition, and eventual assertion, the film attempts to deliver its core idea that, a woman’s dream, when pursued with courage, can transform not just her own destiny but also challenge the assumptions of those around her.

Despite its theme of women's empowerment and entrepreneurship, Miss India produced by Mahesh S Koneru and directed by Narendra Nath (Screenplay and story too), struggled to resonate with a broad audience, which likely contributed to its lack of commercial success. Dani Sanchez-Lopez and Sujith Vaassudev handled the cinematography. Box Office collections’ Figures are unavailable.

Endurance defines greatness more than brilliance. Ultimately, it is not talent but tireless, quiet, continuous, and unseen effort, that sustains success. That is Grit, as conceived by Angela Lee Duckworth. According to Angela, a distinguished American Academic and Psychologist, success is not a gift granted by talent, luck, or birth, but a deliberate pursuit fueled by deep interest, honed through tireless practice, elevated by a strong sense of purpose, and sustained by unwavering hope. Director Narendra Nath truthfully presented this in Keerthy Suresh.

 

Monday, September 22, 2025

బలరామకృష్ణుల బాల క్రీడా విన్యాసాలు .... శ్రీ మహాభాగవత కథ-53 : వనం జ్వాలా నరసింహారావు

 బలరామకృష్ణుల బాల క్రీడా విన్యాసాలు

 శ్రీ మహాభాగవత కథ-53

వనం జ్వాలా నరసింహారావు

సూర్యదినపత్రిక (22-09-2025)

కంII             చదివెడిది భాగవతమిది,

చదివించును కృష్ణు, డమృతఝరి పోతనయున్

                             చదివినను ముక్తి కలుగును,

చదివెద నిర్విఘ్నరీతి ‘జ్వాలా మతినై

గర్గ మహాముని వల్ల నామకరణం పొందిన బలరామకృష్ణులిరువురు బాల్యక్రీడలు ఆరంభించారు. వచ్చీరాని ముద్దుమాటలు పలకడం మొదలు పెట్టారు. వారిని చూసి గోపకులంలో వారంతా ఆనందించసాగారు. వీరి బాల్యక్రీడలు గమనించిన ఋషులంతా, ఇక త్వరలోనే తమకు మేలు కలగబోతున్నదని సంతోషించారు. బాల్యక్రీడలలో భాగంగా వారిద్దరూ ఏం చేసినా చూడాలనే తన్మయ భావం కలిగేది అందరికీ. శ్రీమహావిష్ణువు బాలకృష్ణుడి అవతారంలో తన లీలలు చూపించసాగాడు. బాలలంతా చిన్ని కృష్ణుడిని తమ నాయకుడిగా భావించి భక్తితో చూసేవారు. అల్లరి చేయవద్దని తల్లి యశోద బెదిరిస్తే చిన్ని కృష్ణుడు వెంటనే అలకను అభినయిస్తూ దూరంగా వెళ్లిపోయేవాడు. గోపికల ఇండ్లలో వెన్నంతా తిని, తన ఇంటికి వచ్చి, ఏమీ తెలియనివాడిలాగా తల్లిదగ్గరికి చేరి బువ్వపెట్టమనేవాడు. గోపకుమారులతో కలిసి రకరకాల క్రీడా విన్యాసాలను ప్రదర్శించేవాడు.

బాలకృష్ణుడు బాల్యదశను నటిస్తూ లీలలు చేస్తుంటే, ఆ అల్లరిని భరించలేని గోపకాంతలు సహనం నశించిపోగా యశోద దగ్గరికి వచ్చి ఇలా మొరపెట్టుకునేవారు.

క: బాలురకు బాలు లేవని, బాలెంతలు మొరలు వెట్ట పకపక నగి యీ

బాలుం డాలము సేయుచు నాలకు గ్రేపులను విడిచె నంభోజాక్షీ!!

క: పడతీ! నీ బిడ్డడు మా, కడవలలో నున్న మంచి కాగిన పాలా

పడుచులకు బోసి చిక్కిన, కడవల బో నడిచె నాజ్ఞ గలదో లేదో?

క: ఆడం జని వీరల పెరు, గోడక నీసుతుడు ద్రావి యొకయించుక తా

గోడలి మూతిం జరిమిన, గోడలు మ్రుచ్చనుచు నత్త గొట్టె లతాంగీ!!    

ఆవుల దూడలను వదిలేస్తున్నాడనీ, కడవలలో పాలు తోటి పిల్లలకు పోస్తున్నాడనీ, పెరుగు తాగి కొంత కోడలు మూతికి రాసి పోతున్నాడనీ, ఒక ఇంటి కడవలు మరో ఇంట్లో పెడుతున్నాడనీ, చన్ను పట్టి గీరేసి పారిపోతున్నాడనీ, పేరేమిటి బాబూ అని అడిగితె పెదవి కొరికాడనీ, స్నానం చేస్తున్న అమ్మాయి చీర ఎత్తుకుపోయాడనీ, ఎత్తుకు పోతా వస్తావా అని ఆడపిల్లను అడుగుతున్నాడనీ, బిడ్డ జుట్టును లేగదూడ తోకకు కట్టాడనీ, గోపికల వెనుక చేరి చేయకూడని పనులు చేస్తున్నాడనీ పిర్యాదు చేశారు. ఇంకా ఇలా అన్నారు:

క: ఓ యమ్మ ! నీ కుమారుడు, మాయిండ్లను బాలు బెరుగు మననీ డమ్మా !

పోయెద మెక్కడి కైనను మా యన్నల సురభులాన మంజుల వాణీ !        

తమ ఇళ్లలో పాలుగాని, పెరుగు గాని ఉండనీయడం లేదని, ఆవుల సాక్షిగా తామెక్కడికైనా పోతామని, ఇక్కడైతే వుండలేమని, తమకు వేరే దారి తోచడం లేదని యశోదతో చెప్పుకున్నారు గోపకాంతలు. అలా తన చిన్ని కృష్ణుడి మీద అభియోగాలు మోపుతున్న గోపికలతో యశోదాదేవి, “ఓ గోపికలారా! చిన్ని కృష్ణుడు ఎక్కడికీ పోకుండా నా దగ్గరే కూర్చుని పాలు తాగుతున్నాడు. మా కన్నయ్య నన్ను విడిచి పోనేపోడు. పొరుగింటికి పోయే మార్గం కూడా ఎరుగడు. ఇలాంటి పసిబిడ్డను పట్టుకుని అల్లరి చేయడం మీకు తగదు. నా బిడ్డకు ఏమీ తెలియదు. నా బిడ్డమీద నిందలు మోపకండి” అని అన్నది. గోపికలను సమాధానపరచి పంపించిందే కాని కొడుకును మందలించ లేదు. గోపికలు తన మీద పిర్యాదు చేస్తుంటే చిన్ని కృష్ణుడు ఏమీ తెలియని అమాయకుడిలాగా, తనలో ఎలాంటి కపటం కనబడనీయకుండా తల్లి రొమ్ముకు తల ఆనించి ముచ్చటగా ఆడుకోసాగాడు.

ఇదిలా వుండగా ఒకనాడు, బలరాముడు, తోటి గొల్లపిల్లలతో కలిసివచ్చి, కృష్ణుడు మన్ను తిన్నాడని తల్లి యశోదకు చెప్పాడు. మన్నెందుకు తిన్నావని తల్లి కొడుకును చెయ్యి పట్టుకుని ప్రశ్నించింది. తాను మన్ను తినడానికి పసిబిడ్డను కాననీ, ఆకలితో కూడా లేననీ, తాను వెర్రివాడిని కాననీ, వాళ్ల మాటలు నమ్మవద్దనీ, తనను ఆమెతో కొట్టించాలని వారు అలా చెప్పుతున్నారనీ, తాను చెప్పేది తప్పో-ఒప్పో తన నోరు చూసి చెప్పమనీ, అప్పుడు దండించమనీ అంటూ లీలామానుష విగ్రహుడైన ఆ కృష్ణుడు తన నోరు తెరిచి చూపించాడు తల్లి యశోదాదేవికి.

అప్పుడి యశోదకు కృష్ణుడి నోటిలో సముద్రాలు, పర్వతాలు, అరణ్యాలు, భూమండలం, అగ్ని, సూర్యుడు, చంద్రుడు, అష్టదిక్పాలకులు మొదలైన వారితో కూడి వున్న బ్రహ్మాండం మొత్తం కనిపించింది. చూసి విభ్రాంతురాలై ఇలా అనుకున్నది:

మ: కలయో ! వైష్ణవ మాయయో ! యితర సంకల్పార్థమో ! సత్యమో!

తలపన్ నేరక యున్నదాననొ ! యశోదాదేవి గానో ! పర

స్థలమో ! బాలకుండెంత ! యీతని ముఖస్థంబై యజాండంబు ప్ర

జ్వలమై యుండుట కేమి హేతువొ ! మహాశ్చర్యంబు చింతింపగన్!

చిన్న పిల్లాడేమిటి, అతడి నోట్లో బ్రహ్మాండం కనిపించడం ఏమిటి! అనుకుంది. ఇతడు బాలుడిలా కనిపిస్తున్న శ్రీమహావిష్ణువే! ఇది యథార్ధం అని మనసులో నిశ్చయించుకుని అతడిని స్తుతించింది. ఆమెలో వైష్ణవ మాయను ఆవరింపచేశాడు కృష్ణుడు. కాసేపట్లో ఆ మాయనుండి తేరుకుని, కొడుకు సర్వాత్మకుడనే విషయం మరచిపోయింది. బాలుడిని తన ఒడిలో కూచోబెట్టుకుని వేడుకగా బుజ్జగించింది.         

(బమ్మెర పోతన శ్రీమహాభాగవతం, రామకృష్ణ మఠం ప్రచురణ ఆధారంగా)

Trump’s Visa Fee Hike and Indians’ Talent Dilemma : Vanam Jwala Narasimha Rao

 Trump’s Visa Fee Hike and 

Indians’ Talent Dilemma

Vanam Jwala Narasimha Rao

September 22, 2025 

(Published in Hans India on 28-09-2025)

{Thanks to the sheer scale of Indian Higher Education System, a steady flow of doctors, engineers, and technologists who were academically sound and prepared to work in challenging environments commenced. Indian Immigrants’ familiarity with English, their ability to adjust to institutional hierarchies, and their persistence in navigating competitive systems meant that they could integrate quickly into American structures. Gradually, with these traits they moved to organizational leadership}-Editor’s Synoptic Note

US President Donald Trump’s decision sharply hiking the ‘H-1B non-immigrant visa fee’ from September 21, 2025 triggered panic among immigrant families, especially in abroad at the time, until White House clarified the next day that the revised fee does not apply to current H-1B Visa Holders or renewals. The measure hits hardest the Indian technology professionals. Union Government expressing serious concern stated that, the consequences may lead to disruption for families.

Telangana Chief Minister A Revanth Reddy describing the move as totally unacceptable urged PM Modi to address this on a war-footing, while the latter reaffirmed India’s commitment to the spirit of Vishwa Bandhu (Universal Brotherhood). He however, cautioned that over-dependence on foreign nations remained a challenge. Emphasizing the importance of self-reliance, he said, whether it is ‘Chips or Ships’ they must be manufactured in India to realize the vision of Atmanirbhar Bharat.

Correspondingly, a recent Parliamentary Committee had underlined the urgency of expanding higher education capacity, strengthening research infrastructure, adopting long-term approach to retain and recover human capital, warning that unchecked outflow of skilled professionals would perpetuate ‘Brain Drain.’ Taken together, these three aspects; Trump’s H-1B non-immigrant visa fee hike carries advantages and disadvantages for both United States and India.

In any nation, the decisions of President or Prime Minister, must be understood against the backdrop of constantly shifting political, social, and economic landscapes. Public preferences, emerging priorities, pressures from domestic and international players, influence policies. The immediate benefits or hardships resulting from such decisions, including that of Trump are relative, varying across communities and stakeholders.

Criticism, therefore, instead of blind, should be measured against this framework, recognizing that the ultimate success, failure, or sustainability of a particular measure can only be assessed in light of the complex and evolving circumstances in which it was made.

The history of immigration or emigration from nation to nation, to suit changing needs has multiple dimensions, especially in the context of US. Despite USA’s dislike to depend on foreign professionals, the needs propelled for Immigration and Nationality Act of 1952, or the McCarran-Walter Act, which laid the early foundation to permit limited entry of foreign specialists. In the 1960s when USA faced an acute shortage of physicians in tune with medical needs which rose sharply, the doors opened wider.

Hospitals and teaching institutions looked overseas, and gradually foreign medical graduates, including from India and South Asia, were being recruited in large numbers, typically under J-1 Exchange Visas. Subsequently, with Silicon Valley’s innovation economy and a surge in demand for engineers and computing professionals, the domestic system could not quickly supply. Indian Institutes of Technology (IITs) and a growing base of English-educated engineers became natural reservoirs for their readiness to work within new systems.

The legislative crystallization of this process came with the 1990 Immigration Act formally creating the H-1B Visa facility, to expand access to foreign professionals. Their first foothold was entirely job-related, residency programs for medical graduates, and later, technology jobs under H-1B. Once inside, they did not confine to their professions and gradually began to navigate organizational cultures, manage teams, and learning to negotiate within the American Corporate or Institutional Ethos. This progression carried them from technical expertise to strategic leadership, including reaching the CEO levels.

Most doctors, engineers, and IT professionals came through structured legal channels, residency programs, H-1B or similar Visas and tied directly to their jobs. Despite their journey was rarely smooth, they transitioned step-by-step into ‘Permanent Residency (Green card) and Citizenship.’ This was less about diversion and more about continuity, since both health care and technology sectors faced chronic shortages. By the early twenty-first century, Indian professionals, physicians and specialists in software, had come to dominate.

Over time, second-third-generation immigrants, and even some first-generation professionals, branched into academia, entrepreneurship, business ownership, community leadership, and politics. While this was a natural extension of integration into American Society, such visibility of foreign-born professionals, eventually led to unease about job competition among native citizens. However, employers continued to depend on immigrant talent, especially from India. Critiques of H-1B usage often came from labor unions, domestic professional associations, and political groups. This crystallized sharply in the Trump years with Visa restrictions. Hence it is not an overnight decision.  

In fact, foreign professionals, especially Indians, filled indispensable roles and contributed positively to innovation, health care access, and economic growth. Their movement beyond the original narrow work role was not by subversion but by natural assimilation into the wider opportunities of American Civic and Economic Life. This was sometimes uncomfortable for sections of native citizens, but structurally it became part of the US immigrant integration story rather than an unwanted intrusion. Their entry was driven by shortages in specialized fields, yet once inside the system, they often stood out. Overtime this not only secured them continuity of employment but also positioned them for gradual career advancement.

This combination of intellectual preparation, hard work, adaptability, and readiness to maneuver within the existing systems created a visible track record of credibility. Such a rise amounted to outshining native citizens, the interplay between global talent mobility, opportunity structures in the US, and the distinct capacities of individuals to stretch beyond their initial roles.

Thanks to the sheer scale of Indian Higher Education System, a steady flow of doctors, engineers, and technologists who were academically sound and prepared to work in challenging environments commenced. Indian Immigrants’ familiarity with English, their ability to adjust to institutional hierarchies, and their persistence in navigating competitive systems meant that they could integrate quickly into American structures.

Gradually, with these traits they moved to organizational leadership, showing how migration pathways could translate into positions of influence including in Governance, well beyond the original spheres of entry.

Alongside professional contributions, immigrants’ journey, especially of Indian origin, also carried other dimensions, such as, exhibiting enthusiastic public celebrations during festivals, marriage processions, cinema releases, establishing huge Hindu Temples, statutes, and community events, sometimes creating irritants being perceived as excessive occasionally.

Furthermore, Indians unknowingly played into unbalancing local ecosystems, such as, importing pickles, seeds, and foods, later cultivating vegetables including gourds and pumpkins. What seemed natural to them occasionally clashed with American concerns of regulation and environment. These patterns of ecological imports and festive visibility reflected the ongoing negotiation between cultural continuity, ecological adaptation, and public order in the host country, the USA.

The ‘Trumpeted Visa Hurdles’ primarily reflect the economic and political interests of US citizens, through challenges. However, they have nothing to do with the historical patterns of racial or ethnic discrimination of earlier decades. Trump’s policy, even after it withstands Judicial and Legislature scrutiny, is confined to the US and is unlikely to effect on Indian or other countries’ professionals seeking opportunities in European Countries, including UK, where migration pathways operate independently of American measures.

USA requirement for professionals, India’s capacity to provide them, stabilizing of immigrant communities, their gradual rise into positions of influence, and the occasional envy or resentment give a comprehensive picture of mutual dependence. Policy debates, whether in Washington or New Delhi, have at different times emphasized opportunity, loss, or protection. Yet the long arc shows that the migration of professionals, especially Indians, was less about displacement and more about an evolving partnership shaped by demand, supply, and the resilience of individuals.

In the broader perspective, decisions like the Trump Visa Policy, combined with the US’s role as the largest destination for Indian and Asian professionals, indirectly influence cultural continuity, illustrating how traditions evolve in a continuum, from localization to globalization and, at times, back again.

India, meanwhile, watched this with mixed emotions, pride in global achievement, but also a reprieve from ‘Brain Drain’ and the anticipation of retaining Indian talent for national development.