Κατηγορία Αρχεία: Η σημερινή Χαρτί

Στήλες μου που δημοσιεύθηκε (ή να δημοσιευθεί σύντομα) Στο σημερινό Βιβλίο

Knowledge Silos

We know a lot. Με “εμείς,” I mean humanity as a whole. We know so much that it is impossible for any one of us to know more than a fraction of our total knowledge. This is why we specialize.

Specialization is good. It lets us cut deep into a specific field of endeavor; but at the expense of a broad overview of everything, φυσικά. Specialization is expected of professionals. You wouldn’t be happy if you found out that your dentist is, όντως, a well-known philosopher as well. Or that your child’s ENT surgeon secretly teaches astrophysics in the local university.

Isn’t there a danger lurking behind our habit of demanding super specialized silos of knowledge? One obvious danger is the loss of synergy and potential innovation. A case in point — a particle physicist at the European Organization for Nuclear Research (CERN) faces the problem of accessing various files on different computers and networks. Being conversant in computing issues, the physicist devices a nice way of describing the file (ή, as it is known now, the resource) and suddenly the first URL (Universal Resource Locator) is born. The rest is history — we have the World Wide Web, the Internet. Fifteen years later, you have e-commerce and YouTube!

If CERN had insisted that their physicists do only physics and leave their computing problems to the IT department, the Internet may not have materialized at all. Ή, it may have taken a lot longer to materialize.

The need for specialization is not limited to individuals. It permeates into the modern workplace in the form of a typical division of labor such as HR, Οικονομικών, IT and Business. This division has worked well for ages. But every once in a while, the expertise in such silos becomes so split and scattered that the organization loses sight of its basic objective. People in the silos begin work against each other, competing for resources and recognition, rather than collaborating for common success.

The most common pariah in a typical organization is the IT department. These poor folks always get shouted at if anything at all goes wrong in the system. But when everything is working fine, nobody even notices them. In today’s age of ubiquitous computer literacy, why not assume a bit of system responsibility so that the turnaround time in PC troubleshooting (and consequently productivity) can be improved?

Όντως, we know why. When it comes to computers, there is no limit to how bad things can get. As the IT proverb says, to err is human, but to completely foul up things requires a computer. End users may screw up the system so completely that even a competent IT department (a rare commodity) may find it impossible to restore normalcy. Αλλά, in order to fight this self-destructive (though well-intentioned) tendency, IT departments have gone to the other extreme of making it so bureaucratic and practically impossible to get their help in anything at all!

Another group that gets a bad rap in a highly regulated organization is the auditors. Their thankless job is to look over everybody’s shoulder and make sure that they are following the rules of the game (or rather, complying with policies and regulations). Auditors’ noble intentions get eclipsed by one fatal flaw: they seem to measure their success by how many violations they can find. Instead of working hand in hand with those being audited, the auditors come across as though they are conspiring against the rest.

There is productivity to be gained by blurring the edges of rigid silos in organizations. When silos talk to each other, teamwork happens and those in the silos realize that they all work toward a common goal.

Internet Reading

Major changes are afoot. They have been afoot for the last twenty years. I’m talking about how we learn things, how we read, how we do basic arithmetic and so on.

In high school, I used logarithm tables to work out results in physics and chemistry experiments. Calculators were not allowed. Though inconvenient, this practice honed my arithmetic skillsskills that calculators and spreadsheets have eroded by now.

Similar erosion is taking place in our reading skills as well. We don’t read to retain information or knowledge any more. We search, scan, locate keywords, browse and bookmark. The Internet is doing to our reading habits what the calculator did to our arithmetic abilities.

Easy access to information is transforming our notion of (dare I say, respect for?) knowledge in a fundamental way. In a knowledge economy, knowledge is fast becoming a cheap commodity. We don’t need to know stuff any more; we just need to know how to find it.

I was talking to a lecturer the other day. According to him, a good lecturer is not the one who knows most and has a deep understanding of the subject, but the one that can locate the answer the fastest.

The power of instant information came with the Internet, which made experts of all of us. We can now make intelligent comments and informed decisions on anything.

Suppose, για παράδειγμα, your child’s doctor recommends the proceduremyringotomy,” quite possibly something you have never heard of before. But you can Google it, read (Συγνώμη, browse) the first couple of search results, and you will know the rationale behind the doctor’s advice, the exact procedure, its risk factors and benefits, και ούτω καθεξής. In ten minutes, you will know what took the doctor years of hard work to learn.

This easy access to knowledge may, quite mistakenly, diminish your respect for the medical degree. This diminished reverence for knowledge is unwise; a little knowledge is a dangerous thing. A doctor’s expertise is not so much in memorizing a webpage worth of information, but also in knowing all the special circumstances where that information doesn’t apply. Εκτός από, the webpage you happened to read may be just plain wrong. We should be careful not to mistake easy information for deep knowledge. Let’s guard our respect for true knowledge and wisdom despite our access to ready information.

Such misguided lack of respect is evident in the workplace as well, where managers think they can always hire specialized knowledge at will. I had a friend who was planning to roll out a product using Bluetooth, back when it was an emerging technology. I pointed out the obvious flaw in his proposalhe didn’t know much about Bluetooth. His reply was, “No big deal! I’ll just hire somebody who does!”

My worry is, when everybody wants to hire a Bluetooth expert and nobody wants to know how it works, there won’t be an expert any longer.

Knowledge is not cheap, although our easy access to it through the Internet may indicate otherwise. When we all become users of information, our knowledge will stop at its current level, because nobody will be creating it any more.

We are not there yet, but I worry that we are heading that way. I worry about the support structure of our knowledge base. How will our knowledge empire stand when all its foundations are gone?

To Know or Not To Know

Technical knowledge is not always a good for you in the modern workplace. Unless you are careful, others will take advantage of your expertise and dump their responsibilities on you. You may not mind it as long as they respect your expertise. Αλλά, they often hog the credit for your work and present their ability to evade work as people management skills.

People management is better rewarded than technical expertise. This differentiation between experts and middle-level managers in terms of rewards is a local Asian phenomenon. Εδώ, those who present the work seem to get the credit for it, regardless of who actually performs it. We live in a place and time where articulation is often mistaken for accomplishments.

In the West, technical knowledge is more readily recognized than smooth presentations. You don’t have to look beyond Bill Gates to appreciate the heights to which technical expertise can take you in the West. Φυσικά, Gates is more than an expert; he is a leader of great vision as well.

Leaders are different from people managers. Leaders provide inspiration and direction. They are sorely needed in all organizations, big and small. They are not to be confused with middle-level folks who keep harping on the “μεγάλη εικόνα,” η “value-chain” and such, and spend all their working hours in meetings. You know who I am talking about. Why should they get such hefty salaries when they know and do so little?

Unlike people mangers, technical experts are smart cookies. They can easily see that if they want to be people managers, they can get started with a tie and a good haircut. If the pickings are rich, why wouldn’t they?

Going the other way is a lot harder though. For a pure people manager to become a technical expert, it takes a lot more than losing the tie. But why would anybody want to be an expert in the current corporate climate here? Slim pickings, πραγματικά.

Is it time to hide your knowledge, get that haircut, grab that tie, and become a people manager? It comes down to your personal choice. Knowledge gives you technical authority and a sense of indispensability. But it also sets you up for a stunted career progression. So the choice is between fulfillment and satisfaction on the one hand, and convenience and promotions on the other.

I wonder whether we have already made our choices, even in our personal lives. We find fathers who cannot get the hang of changing diapers or other household chores. Is it likely that men cannot figure out washing machines and microwaves although they can operate complicated machinery at work? We also find ladies who cannot balance their accounts and estimate their spending. Is it really a mathematical impairment, or a matter of convenience?

Μερικές φορές, the lack of knowledge is as potent a weapon as its abundance. Ναι, knowledge is a double-edged sword. Use it wisely!

Married to the JobTill Death Do Us Part?

Stress is as much a part of our corporate careers as death is a fact of life. Ακόμη, it is best to keep the two (career and death) separate. This is the message that was lost on some hardworking young souls here who literally worked themselves to death. So do a lot of Japanese, if we are to believe the media.

The reason for death in sedentary jobs is the insidious condition called deep vein thrombosis. This condition develops because of extended hours spent sitting, when a blood clot forms in the lower limbs. The clot then travels to the vital organs in the upper body, where it wreaks havoc including death.

The trick in avoiding such an untimely demise, φυσικά, is not to sit for long. But that is easier said than done, when job pressure mounts, and deadlines loom.

Here is where you have to get your priorities straight. What do you value more? Quality of life or corporate success? The implication in this choice is that you can’t have both, as illustrated in the joke in investment banking that goes like: “If you can’t come in on Saturday, don’t bother coming in on Sunday!”

Μπορείτε να, Ωστόσο,, make a compromise. It is possible to let go a little bit of career aspirations and improve the quality of life tremendously. This balancing act is not so simple though; nothing in life is.

Undermining work-life balance are a few factors. One is the materialistic culture we live in. It is hard to fight that trend. Second is a misguided notion that you canmake it” πρώτη, then sit back and enjoy life. That point in time when you are free from worldly worries rarely materializes. Τρίτον, you may have a career-oriented partner. Even when you are ready to take a balanced approach, your partner may not be, thereby diminishing the value of putting it in practice.

These are factors you have to constantly battle against. And you can win the battle, with logic, discipline and determination. Ωστόσο,, there is a fourth, much more sinister, factor, which is the myth that a successful career is an all-or-nothing proposition, as implied in the preceding investment banking joke. It is a myth (perhaps knowingly propagated by the bosses) that hangs over our corporate heads like the sword of Damocles.

Because of this myth, people end up working late, trying to make an impression. But an impression is made, not by the quantity of work, but by its quality. Turn in quality, impactful work, and you will be rewarded, regardless of how long it takes to accomplish it. Long hours, κατά την άποψή μου,, make the possibility of quality work remote.

Such melancholy long hours are best left to workaholics; they keep working because they cannot help it. It is not so much a career aspiration, but a force of habit coupled with a fear of social life.

To strike a work-life balance in today’s dog eat dog world, you may have to sacrifice a few upper rungs of the proverbial corporate ladder. Raging against the corporate machine with no regard to the consequences ultimately boils down to one simple realizationthat making a living amounts to nothing if your life is lost in the process.

Spousal IndifferenceDo We Give a Damn?

After a long day at work, you want to rest your exhausted mind; may be you want to gloat a bit about your little victories, or whine a bit about your little setbacks of the day. The ideal victim for this mental catharsis is your spouse. But the spouse, in today’s double income families, is also suffering from a tired mind at the end of the day.

The conversation between two tired minds usually lacks an essential ingredientthe listener. And a conversation without a listener is not much of a conversation at all. It is merely two monologues that will end up generating one more setback to whine aboutspousal indifference.

Indifference is no small matter to scoff at. It is the opposite of love, if we are to believe Elie Weisel. So we do have to guard against indifference if we want to have a shot at happiness, for a loveless life is seldom a happy one.

Where got time?” ask we Singaporeans, too busy to form a complete sentence. Ah… χρόνο! At the heart of all our worldly worries. We only have 24 hours of it in a day before tomorrow comes charging in, obliterating all our noble intentions of the day. And another cycle begins, another inexorable revolution of the big wheel, and the rat race goes on.

The trouble with the rat race is that, στο τέλος του, even if you win, you are still a rat!

How do we break this vicious cycle? We can start by listening rather than talking. Listening is not as easy as it sounds. We usually listen with a whole bunch of mental filters turned on, constantly judging and processing everything we hear. We label the incoming statements as important, useful, trivial, pathetic, κλπ. And we store them away with appropriate weights in our tired brain, ignoring one crucial factthat the speaker’s labels may be, and often are, completely different.

Due to this potential mislabeling, what may be the most important victory or heartache of the day for your spouse or partner may accidentally get dragged and dropped into your mind’s recycle bin. Avoid this unintentional cruelty; turn off your filters and listen with your heart. As Wesley Snipes advises Woody Herrelson in White Men Can’t Jump, listen to her (or him, as the case may be.)

It pays to practice such an unbiased and unconditional listening style. It harmonizes your priorities with those your spouse and pulls you away from the abyss of spousal apathy. But there is no such thing as a free lunch. It takes years of practice to develop the proper listening technique, and continued patience and deliberate effort to apply it.

Where got time?” we may ask. Καλά, let’s make time, or make the best of what little time we got. Αλλιώς, when days add up to months and years, we may look back and wonder, where is the life that we lost in living?

How Much is Talent Worth?

Singapore needs foreign talent. This need is nothing to feel bad about. It is a statistical fact of life. For every top Singaporean in any fieldbe it science, medicine, χρηματοδότηση, sports or whateverwe will find about 500 professionals of equal caliber in China and India. Not because we are 500 times less talented, just that they have 500 times more people.

Coupled with overwhelming statistical supremacy, certain countries have special superiority in their chosen or accidental specializations. We expect to find more hardware experts in China, more software gurus in India, more badminton players in Indonesia, more entrepreneurial spirit and managerial expertise in the west.

We need such experts, so we hire them. But how much should we pay them? That’s where economics comes in — προσφοράς και της ζήτησης. We offer the lowest possible package that the talent would bite.

I was on an expatriate package when I came to Singapore as a foreign talent. It was a fairly generous package, but cleverly worded so that if I became alocal” ταλέντο, I would lose out quite a bit. I did become local a few years later, and my compensation diminished as a consequence. My talent did not change, just the label fromforeign” να “local.

This experience made me think a bit about the value of talent and the value of labels. These values translate to compensation packages that can be ordered, from high to low, ως: Western (Caucasians), Western (of Asian origin), Singaporean, Asian (Chinese, Indian, κλπ).

I’m not saying that all Caucasians in Singapore do better than all Indians and Chinese in terms of income; but the trend is that for the same talent, Caucasians tend to be better compensated that their Asian counterparts. Nothing wrong with thatit’s all about demand and supply, and the perception of value and such economic fundamentals. Εκτός από, this compensation scheme has worked well for us so far.

Ωστόσο,, the locals are beginning to take note of this asymmetric compensation structure. When I was considering hiring a Caucasian, my ex-boss commented, “These Ang-Mos, they talk big in meetings and stuff, but don’t do any work!” He may have oversimplified; I know manyAng-Moswho are extremely talented and fully deserve the higher-than-local compensation they enjoy. But this perceived disparity between what the talent is worth and how much it costs (as depicted in the movie I Not Stupid) is beginning to hurt employee loyalty to such an extent that firms are experiencing staff retention issues when it comes to local talents.

The solution to this problem is not a stricter enforcement of the confidentiality of salaries, but a more transparent compensation scheme free of anomalies that can be misconstrued as unfair practices. Αλλιώς, we may see an increasing number of Asian nationals using Singapore as a stepping stone to greener pastures. Χειρότερος, we may see locals seeking level playing fields elsewhere.

Let’s hire the much needed talent whatever it costs; but let’s not mistake labels for talent.

Performance AppraisalWho Needs It?

We go through this ordeal every year when our bosses appraise our performance. Our career progression, bonus and salary depend on it. So we spend sleepless nights agonizing over it.

In addition to the appraisal, we also get ourkey performance indicatorsor KPIs for next year. These are the commandments we have to live by for the rest of the year. The whole experience of it is so unpleasant that we say to ourselves that life as an employee sucks.

The bosses fare hardly better though. They have to worry about their own appraisals by bigger bosses. On top of that, they have to craft the KPI commandments for us as wella job pretty darned difficult to delegate. Κατά πάσα πιθανότητα, they say to themselves that their life as a boss sucks!

Given that nobody is thrilled about the performance appraisal exercise, why do we do it? Who needs it?

The objective behind performance appraisal is noble. It strives to reward good performance and punish poor showsthe old carrot and stick management paradigm. This objective is easily met in a small organization without the need for a formal appraisal process. Small business owners know who to keep and who to sack. But in a big corporate body with thousands of employees, how do you design a fair and consistent compensation scheme?

The solution, φυσικά, is to pay a tidy sum to consultants who design appraisal forms and define a uniform processtoo uniform, ίσως. Such verbose forms and inflexible processes come with inherent problems. One problem is that the focus shifts from the original objective (carrot and stick) to fairness and consistency (one-size-fits-all). Το μυαλό σας, most bosses know who to reward and who to admonish. But the HR department wants the bosses to follow a uniform process, thereby increasing everybody’s workload.

Another, more insidious problem with this consultancy driven approach is that it is necessarily geared towards mediocrity. When you design an appraisal process to cater to everybody, the best you can hope to achieve is to improve the average performance level by a bit. Following such a process, the CERN scientist who invented the World Wide Web would have fared badly, for he did not concentrate on his KPIs and wasted all his time thinking about file transfers!

CERN is a place that consistently produces Nobel laureates. (I once found myself with two Nobel laureates in a CERN elevator!) How does it do it? Certainly not by following processes that are designed to make incremental improvements at the average level. The trick is to be a center for excellence which attracts geniuses.

Φυσικά, it is not fair to compare an average organization with CERN. But we have to realize that the verbose forms, which focus on averages and promote mediocrity, are a poor tool for innovation management.

A viable alternative to standardized and regimented appraisal processes is to align employee objectives with those of the organization and leave performance and reward management to bosses. With some luck, this approach may retain fringe geniuses and promote innovation. At the very least, it will alleviate some employee anxiety and sleepless nights.

Handling Goodbyes

Hold on to your pants, your key staff has just tendered his resignationyour worst nightmare as a manager! Once the dust settles and the panic subsides, you begin to ask yourself, what next?

Staff retention is a major problem in the current job market in Singapore. Our economy is doing well; our job market is red hot. Ως αποτέλεσμα, new job offers are becoming increasingly more irresistible. At some stage, someone you work closely withbe it your staff, your boss or a fellow team memberis going to hand in that dreaded letter to HR. Handling resignations with tact and grace is no longer merely a desirable quality, but an essential corporate skill today.

We do have some general strategies to deal with resignations. The first step is to assess the motivation behind the career choice. Is it money? Αν ναι, a counter offer is usually successful. Counter offers (both making them and taking them) are considered ineffective and in poor taste. Τουλάχιστον, executive search firms insist that they are. Αλλά στη συνέχεια,, they would say that, wouldn’t they?

If the motivation behind the resignation is the nature of the current or future job and its challenges, a lateral movement or reassignment (possibly combined with a counter offer) can be effective. If everything fails, then it is time to say goodbyeamicably.

It is vitally important to maintain this amicabilitya fact often lost on bosses and HR departments. Understandably so because, by the time the counter offer negotiations fail, there is enough rancor on both sides to sour the relationship. Brush those wounded feelings aside and smile through your pain, for your paths may cross again. You may rehire the same person. Ή, you may end up working with him/her on the other side. Salvage whatever little you can for the sake of positive networking.

The level of amicability depends on corporate culture. Some organizations are so cordial with deserting employees that they almost encourage desertion. Others treat the traitors as the army used towith the help of a firing squad.

Both these extremes come with their associated perils. If you are too cordial, your employees may treat your organization as a stepping stone, concentrating on acquiring only transferable skills. On the other extreme, if you develop a reputation for severe exit barriers in an attempt to discourage potential traitors, you may also find it hard to recruit top talent.

The right approach lies somewhere in between, like most good things in life. It is a cultural choice that an organization has to make. But regardless of where the balance is found, resignation is here to stay, and people will change jobs. Αλλαγή, as the much overused cliche puts it, is the only constant.

Οι κοσμικές Malayalees

Εάν ο μέσος όρος της Σιγκαπούρης ακούει της Παγκόσμιας Διάσκεψης Malayalee, το πρώτο πράγμα που θα πω είναι, “Παγκόσμια τι τώρα??” Malayalees είναι άνθρωποι από το μικρό ινδικό κρατίδιο της Κεράλα. Δεν πρέπει να συγχέεται με Μαλαισιανοί, αν και μερικά από τα πράγματα που μας συνδέουν με Μαλαισίας (όπως Pratas και biriyani) μπορούν να αναχθούν στην Κεράλα.

Τέτοια σταυρό πολιτιστικές ανταλλαγές δείχνουν μια σημαντική γνώρισμα της Malayalees. Έχουν την τάση να fan έξω και, στο δικό τους μικρούς τρόπους, κατακτήσει τον κόσμο. Χαιρετίζουν επίσης εξωτερικές επιρροές ολόψυχα. Είναι ίσως οι μόνοι άνθρωποι (εκτός από τους Κινέζους, φυσικά) που χρησιμοποιούν τακτικά ένα κινέζικο wok για το μαγείρεμα ή μια κινεζική καθαρό για την αλίευση ψαριών τους. Μπορούν ακόμη και ασκούν τη δική τους εκδοχή του Kung-fu, και μερικές φορές επιμένουν ότι οι Κινέζοι θα μάθει πραγματικά από τους.

Διεθνή και κοσμοπολίτικη με μοναδικούς τρόπους τους για χιλιάδες χρόνια, Malayalees είναι ένα μίγμα των αντιθέτων, και Κεράλα μια μικρή οικονομική και κοινωνιολογική αίνιγμα. Malayalees ενθουσιασμό αγκάλιασαν τον Χριστιανισμό και μουσουλμάνων θρησκείες, όταν αρχική ιεραποστόλων και απεσταλμένους τους αποτολμήσει έξω από τους τόπους καταγωγής τους. Αλλά, χαιρέτισαν επίσης το μαρξισμό και τον αθεϊσμό με την ίδια θέρμη.

Κατά μέσο όρο, Κεράλα έχει ένα κατά κεφαλήν εισόδημα μεταξύ των φτωχότερων πληθυσμών, αλλά όλοι οι άλλοι οικονομικοί δείκτες βρίσκονται στο ίδιο επίπεδο με τον κόσμο πλουσιότερο. Στους δείκτες υγείας, όπως το προσδόκιμο ζωής, κατά κεφαλήν αριθμός των γιατρών, και βρεφική θνησιμότητα, Κεράλα καταφέρνει να αντικατοπτρίζουν τις ΗΠΑ σε περίπου ένα δέκατο του κατά κεφαλήν πλούτος της. Κεράλα είναι η πρώτη (και ίσως η μόνη) του τρίτου κόσμου επαρχία για να καυχηθεί καλύτερα από ό, 90% γνώση γραφής, και είναι ακριβώς για το μόνο μέρος στην Ινδία και την Κίνα με περισσότερες γυναίκες από τους άνδρες.

Σιγκαπούρη έχει μια ιδιαίτερη θέση στην καρδιά Malayalee. Μεταξύ των αρχικών τους επιχειρήσεις εκτός Κεράλα κατά τη διάρκεια της αποικιακής εποχής, Malayalees στοχευμένη Σιγκαπούρη ως δημοφιλής προορισμός. Ίσως λόγω αυτής της ιστορικής αγάπη, Malayalees θεώρησε φυσικό να φιλοξενήσει Παγκόσμιο Συνέδριο Malayalee τους εδώ.

Σιγκαπούρη έχει επίσης μαλακό σημείο για Malayalees και τη συμβολή τους. Το ίδιο το συνέδριο θα κοσμήσει με την παρουσία του Προέδρου της Σιγκαπούρης, Ο κ.. S. R. Nathan και ο υπουργός Εξωτερικών, Ο κ.. Γιώργος Yeo. Πρόεδρος Νέιθαν θα ξεκινήσει το Εκθεσιακό Malayalee Κληρονομιάς και Πολιτισμού, και ο Υπουργός Yeo θα δώσει ένα κλειδί ομιλία σημείωση στο Business Forum.

Η κληρονομιά και τον πολιτισμό, χρονολογούνται πάνω από δύο χιλιάδες χρόνια, είναι κάτι που κάθε Malayalee δικαίως υπερήφανοι για. Η Έκθεση θα παρουσιάσει τα πάντα, από χαρακτικά σπηλιά στην αρχαία τεχνολογία ναυπηγική.

Πηγαίνοντας πέρα ​​από τις ιστορικές και πολιτιστικές συγγένειες, Κεράλα έχει επίσης μια επιχείρηση σύμμαχος στη Σιγκαπούρη, ιδίως σε ωμά θαλασσινά. Σιγκαπούρη, στο δικό τους δικαίωμα, έχει παράσχει μια σταθερή ροή των επενδύσεων και των τουριστών στην Κεράλα.

Eco-τουρισμός είναι πράγματι ένα από τα κορυφαία αξιοθέατα Malayalees θα παρουσιάσει κατά τη διάρκεια του συνεδρίου. Φύση ήταν υπερβολικά είδους στην Κεράλα, με τις κυματιστές λόφους της Δυτικής Γκατ απλόχερα σφετερισμό των μουσώνων και κρατά ζηλότυπα τις Malayalees ενάντια σε κάθε πιθανή λεηλασία των πράσινων τα πλούτη τους. Ευλογημένη με ένα εύκρατο κλίμα ασυνήθιστο στην τροπική θύλακα που είναι, και με την υπνωτική ομορφιά των ομιχλώδη καταπράσινες πλαγιές και φυτείες τσαγιού, Κεράλα είναι πράγματι ένας παράδεισος αναμονής, ίσως απρόθυμα, να ανακαλυφθεί.

Αυτή η Παγκόσμια Διάσκεψη Malayalalee, με πολιτιστικές εκδηλώσεις και εκθέσεις κληρονομιά, θα εμφανίσει τι Κεράλα έχει να προσφέρει στον κόσμο, από τον τουρισμό και τον πολιτισμό για τις επιχειρηματικές ευκαιρίες και ταλέντων. Θα παρουσιάσει επίσης τη Σιγκαπούρη προς το Malayalee διασποράς και να τους διδάξει ένα πράγμα ή δύο για τη διοικητική αποτελεσματικότητα, την καθαριότητα και την επιχειρηματική συνδεσιμότητα.