Podcasts about Chennai

Zubair joins the gals to yap about his time on Top Chef an beyond. We learn about the origins of his famed chicken sandwich, and how he's using his platform to make great food and have even better conversations. Tune into this fabulous interview with a player who was gone too soon from Season 22.You can find Zubair on instagram: @zubairmohajirOriginally from Chennai, India, Chef Zubair Mohajir was a former financial analyst and began his career in the culinary field after getting laid off during the 2008 financial crisis. Starting as a prep cook and working his way up to sous chef in Chicago at Jean-Georges Vongerichten's the Pump Room, Zubair studied French techniques and Southeast Asian flavors before joiningThomas Keller's Bouchon as chef de partie in Napa. While there, he contacted the renowned Gaggan Anand to express his interest in an apprenticeship and was later invited to work at Gaggan in Bangkok. Returning to Chicago after six months, he launched his acclaimed pop-up Wazwan before opening his first brick-and-mortar restaurant in 2021. Two years later, he transformed the space into two concepts Lilac Tiger, highlighting South Asian street food, and the Coach House, his fine-dining restaurant. He recently opened his newest endeavor, Mirra, where diners experience a blend of Indian and Mexican flavors. Zubair has garnered industry acclaim as a 2022 Jean Banchet Rising Chef of the Year and a two-time James Beard semi-finalists—first in 2023 as Best Chef Great Lakes, and then in 2024, as Emerging Chef of the Year.

On a reçu un Basque sur le podcast : Fabrice Martin !Né le 11 septembre 1986 à Bayonne, il mesure 1m98 pour 100 kg. C'est son frère Xavier qui lui fait découvrir le tennis, mais il grandit aussi avec le surf et le rugby — logique pour un Basque de naissance.Il remporte son premier tournoi Future au Venezuela en 2008, puis enchaîne avec quatre autres titres en simple et 25 titres en double sur le circuit secondaire. En 2011, il décroche un titre en Challenger à Recanati (Italie).En 2014, il signe une victoire notable face à Benjamin Becker (56e mondial) lors des qualifications du Masters 1000 de Montréal. L'année suivante, il se qualifie pour son premier tournoi ATP à Dubaï en battant Borna Ćorić 7/6 au 3e set.Après une carrière en simple qui l'amène jusqu'à la 228e place mondiale en 2012, il se consacre au double, discipline dans laquelle il atteint la 22e place mondiale début 2020.Son style de jeu, axé sur le service-volée, met en valeur son excellente volée, son coup fort.Il compte 6 titres ATP en double à ce jour :2016 : Chennai et Delray Beach avec l'Autrichien Oliver Marach (futur n°2 mondial), en battant notamment les frères Bryan après avoir sauvé 6 balles de match.2017 : Doha2019 : Marseille et Estoril avec Jérémy Chardy2020 : Adelaide avec l'Argentin Máximo GonzálezEn 2019, il atteint la finale de Roland-Garros avec Chardy, en éliminant des paires comme Kubot/Melo (5e mondiaux) et Cabal/Farah (n°1 mondiaux). Une belle complicité naît entre les deux, au point que Chardy déclare en conférence de presse : "Je crois qu'il m'aime plus que sa femme."Il a disputé 21 tableaux finaux en Grand Chelem en double, et atteint un quart de finale en double mixte à Wimbledon en 2019 avec l'Américaine Raquel Atawo.Il a également joué avec de nombreuses partenaires en mixte :Xu Yifan (Chine)Renata Voráčová (Tchéquie)Darija Jurak (Croatie, à l'AO)Galina Voskoboeva (Kazakhstan)Pauline Parmentier (Roland-Garros)Olga Savchuk (Ukraine)Raluca Olaru (Roumanie)Jeļena Ostapenko (Lettonie, vainqueure de Roland-Garros 2017)Il vit aujourd'hui à Bradenton, en Floride.

Indianness Podcast: Harini Gopalakrishnan on Learning, Integrity, and Career Growth

durée : 00:18:58 - C'est bon ça, c'est fait en Isère ? - À Grenoble, Benjamin Bath fait vibrer la cuisine indienne au Bombay Talkies. Plats maison, végétariens, épicés mais pas piquants, et même une salade César version Chennai : tout est bon pour voyager sans quitter l'Isère.

A review of the IPL so far, with Simon Hughes and Indian commentator Deep Dasgupta reviewing how a superb KL Rahul innings in Bangalore usurped Virat Kohli's RCB team and took Delhi Capitals to joint top of the table. They pick out other star performers in the tournament so far including Nicholas Pooran and Jofra Archer, and marvel at MS Dhoni's continued brilliance as he takes over the Chennai captaincy (again!) from the injured Ruturaj Gaekwad. To enter the draw for Lord's Test match tickets subscribe (free) to THE CRICVERSE at https://cricverse.substack.com/p/knott-a-bad-cricketer?r=lo2wd Learn more about your ad choices. Visit podcastchoices.com/adchoices

After 25+ years as a mechanical engineer at Westinghouse, a career shift led Jayashree to start teaching Indian cuisine, inspired by friends who raved about her meals. What began as a challenge—her first class was far from perfect—has grown into Popping Mustard Seeds, where she offers cooking classes, meal kits, and private lessons.Jayashree's journey took her from Chennai, Tamil Nadu, India to Pittsburgh, PA, U.S., through engineering school, and eventually to Chatham University's Food Studies program, where she deepened her understanding of food and culture. Today, she's passionate about sharing the flavors and traditions of Indian cooking while making it approachable for everyone.Check out www.poppingmustardseeds.com to learn more about her classes and meal kits. Tune in to hear her inspiring story!This episode is sponsored by Worm Return Composting Services in Pittsburgh, using food scraps to create landscapes not landfills! www.wormreturn.com#PoppingMustardSeeds #IndianCuisine #FoodEntrepreneur #withbowlandspoon #withbowlandspoonpodcast #localfoodsystem #foodsystem #foodsystems #pittsburghlocalfood #foodevolution #foodventures #happyeating #localfood #eatlocal

This is Nelson John, and I'll bring you the top business and tech stories, let's get started. US-China Tariff War Escalates The US-China trade tensions hit a boiling point as the White House confirmed a 104% tariff on Chinese imports, effective April 9. While President Trump says he's “waiting for China's call,” Beijing isn't backing down, calling the move “blackmail.” Global markets, oddly, bounced back slightly on hopes of negotiations—but signs of a resolution remain slim. Apple's Satcom Partner Eyes India Globalstar, the satellite partner behind Apple's emergency SOS feature, has applied to enter India's growing satellite market. With just 31 satellites compared to Starlink's 7,000+, Globalstar is eyeing a niche play. But competition is heating up, with players like Jio, OneWeb, and Amazon Kuiper racing for spectrum. India's satcom sector could grow nearly 10x by 2028. BoAt Sets Sail for IPO—Again India's popular wearables brand BoAt is gearing up for a ₹2,000 crore IPO. After shelving its 2022 plans, the company has confidentially filed papers under SEBI's revised norms. The issue includes a ₹900 crore fresh issue and ₹1,100 crore offer-for-sale. Proceeds will fund R&D, product upgrades, and debt reduction—potentially making this one of the year's most anticipated listings. India's Big Shipbuilding Ambition India is charting a new course in shipbuilding, teaming up with South Korea's Hyundai and Japan's Mitsui. Cochin Shipyard is close to sealing a deal for a new Kochi facility, with land provided by the government. The goal? Boost India's share in the $100 billion global shipbuilding market from less than 1% to a top-5 position by 2047, backed by a ₹25,000 crore Maritime Development Fund. Apollo Hospitals Bets Big on NCD Care Apollo Hospitals is investing ₹6,000 crore to expand its urban footprint and fight India's rising tide of non-communicable diseases (NCDs). The two-phase plan will add 3,500 beds across cities like Pune, Mumbai, and Chennai. Apollo's “Health of the Nation” report reveals 27% of 2.5 million screened individuals had multiple NCD risk factors. The healthcare giant is pushing for nationwide screening and preventive school health programs.

In this episode, we speak with Priti Narayan about the devastating floods that hit Chennai, India—a city grappling with the compounding effects of climate change and urban inequality. Reflecting on the floods a decade later, Priti unpacks how such dramatic events both reveal and deepen the everyday structural violence embedded in urban life.We explore how climate disasters are experienced unevenly, shaped by social, economic, and spatial injustices, and how responses to these events often reproduce the same inequalities they expose.Priti also shares powerful reflections on the role of public scholarship and activism—especially in moments when violence is not always visible, but deeply felt by marginalized communities.Priti is an Assistant Professor at UBC Geography. Her research and teaching interests center around urban processes and politics, particularly in India. In her primary research project, she examines how contemporary urban development interacts with state-society relations in Chennai, India. She uses ethnographic and archival methods to investigate how residents negotiate with local politicians, bureaucrats, and activists to preserve citizenship in urban landscapes marked by violent, large-scale slum evictions. She has been learning from collective struggles for tenure security for the urban poor in Chennai for over 13 years now. Priti is passionate about collaborative activist scholarship which highlights lived experiences — drawing on the politics of expertise and knowledge production, feminist methodologies, and public scholarship. She frequently collaborates to write about economic and social protections for unorganized workers and urban development in Tamil Nadu. Her writing has appeared in news and media outlets such as The Times of India, The Hindu, OpenDemocracy, and Kafila, among others.We encourage you to read Priti's public articles, such as these:Slow violence and the Spectacle – Dispossession, segregation, and the Chennai Floods: Priti NarayanRosenman, E. and P. Narayan. 2023. Economic geography for and by whom? Rethinking expertise and accountability.Chapters:(00:00) Introduction & Experience(08:25) 2015 Chennai floods(15:35) How come is preparedness for disaster weak? (19:00) Is it "corruption"?(23:30) Actors of unevenness (41:00) On slow violence(46:43) Public scholarship(56:24) Suppression of dissent(1:11:00) Critical hope

Dr. Khwaja Moinuddin grew up in India with what he calls a “normal childhood”. He attended high school and then received his bachelor's degree in mechanical engineering in his home town. With some convincing and soul searching he then came to the United States and attended Texas Tech university where he obtained his Master's degree and began working toward obtaining a PhD. Khwaja tells us about his time at Texas Tech including how, when funding grew hard to get, he overcame his fears and adversity and found a job that helped him stay in school. Even so, while working on his Doctorate degree he secured a job with 3M and, as he tells us, he learned a lot and even today he is grateful for the opportunities he had at this company. Eventually, however, under the advice of others he did finish his PhD, but not in Mechanical Engineering as such.   Khwaja began learning about organizations, how they worked, why often they didn't work well and he developed ways to help people at all levels of organizations learn how to stop being so resistive to change and thus develop more positive attitudes and constructive methods of accomplishing tasks.   We get to hear much wisdom from Khwaja on leadership, resistance to change and how to better accomplish tasks by being more open to new ideas. This episode is a MUST for everyone if you are at all open to learning some new ideas and growing to be better in whatever you do at work, in life and at play.       About the Guest:   Dr. Khwaja Moinuddin is a renowned leader in Continuous Improvement, Change Management, and Business Transformation, with over 22 years of hands-on experience driving measurable impact across diverse industries. His mission is clear: to help organizations embed a culture of excellence, resilience, and continuous learning - not as a temporary initiative, but as a way of working. Whether leading large-scale change programs, coaching executives, or transforming operational models, he has built a reputation for delivering tangible business results and lasting cultural shifts. With deep expertise in Continuous Improvement, Change Leadership, and Robotic Process Automation (RPA), Dr. Moinuddin partners with organizations to challenge the status quo, eliminate inefficiencies, and create high-performing teams. He has worked across multiple industries, functions, and global markets, collaborating with executive leaders, middle managers, and frontline employees to break down silos and drive sustainable transformation. His holistic approach ensures that strategy, execution, and people engagement work in tandem, because real change happens when employees at every level take ownership of improvement. A passionate thought leader and author, Dr. Moinuddin has distilled his years of experience into two books that serve as practical guides for transformation:   "I.N.S.P.I.R.E. - An Adaptive Change Excellence Model and Guide of the people, for the people, by the people" – A framework for leading people-centered, high-impact change initiatives. "Are You (Really) Listening?: Decoding the Secrets of Unheard Conversations" – A deep dive into the power of listening as a critical leadership and change management skill.   Dr. Moinuddin's philosophy is simple: transformation is not about tools, it's about people, mindset, and discipline. If your organization is struggling with change fatigue, leadership misalignment, or resistance to new ways of working, he can help you turn obstacles into opportunities and create a culture where excellence thrives. Let's connect and explore how we can drive real, measurable business impact, together!     Dr. Khwaja Moinuddin's journey is a testament to the power of perseverance, continuous learning, and an unstoppable mindset. Born and raised in a simple middle-class family in Pondicherry, India, a former French colony - he completed his schooling and earned a Bachelor's degree in Mechanical Engineering before moving to the U.S. to pursue his Master's in Industrial Engineering. At Texas Tech University, he excelled academically, achieving a 4.0/4.0 GPA in his major (Manufacturing) and an overall GPA of 3.83/4.0. While pursuing his degree, he also worked as an intern for Rhodia Inc., a chemicals manufacturing company, gaining valuable hands-on industry experience. Khwaja began his career as an Industrial Engineer with 3M, where he learned the foundations for his expertise in Continuous Improvement (CI) and Change Leadership. Over the years, he obtained multiple professional certifications, including Lean Six Sigma Master Black Belt, Certified Change Practitioner, Certified Prince2 Practitioner and Certified Scrum Master. His career took him across the globe, leading large-scale transformation initiatives in world-renowned organizations such as Ocean Spray Cranberries, Shell, Maersk, GARMCO, HSBC, and PDO (Petroleum Development Oman). Despite a demanding global career, Khwaja pursued his passion for learning, earning a Doctorate in Management Studies and a second Master's degree in Psychology while working full-time. His belief "To Learn is to Breathe" has shaped his leadership philosophy, helping organizations embrace change, embed a culture of excellence, and achieve breakthrough results. Beyond his professional accomplishments, Khwaja is a devoted husband and father. He fell in love with and married his wife, Sangeetha, while in the U.S., and together they have a 15-year-old son, Tanish. They now reside in Chennai, India. Dr. Khwaja travels frequently for his consulting work, and he continues to inspire businesses, leaders, and professionals to transform their organizations, and themselves - with an unstoppable mindset.   Ways to connect with Dr. Khwaja:   https://www.processexcellencenetwork.com/contributor/khwaja-moinuddin https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/ https://www.journeytowardsexcellence.com/ https://www.khwajamoinuddin.com/     About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hello again, everyone. I am your host once again. Michael hingson, and you are listening to unstoppable mindset. We're really glad you're with us, wherever you happen to be in the world, and wherever we happen to be talking in the world. And today we're actually talking to Dr Khwaja Moinuddin from India. So it's a long distance boy signals travel a lot faster today than they did when we used covered wagons or Coney pony expresses. So I'm really grateful for the fact that we get to use Zoom and computers and do things in such a meaningful way. So anyway, here we are. Kwaja has written two books, and I know he's going to tell us about those, so I'm not going to give a lot of that away. He has been a transformational leader. He also has a background in mechanical engineering, and that fascinates me, because it seems to me, it's interesting going from mechanical engineering to being a transformational subject matter expert and expert by any standard. So I'm going to be curious to hear about that. But anyway, meanwhile, Khwaja, I want to welcome you to unstoppable mindset, and thank you for being here.   Dr Khwaja Moinuddin ** 02:28 Thank you. Thank you, Michael, it's, it's indeed an honor to be on your podcast. And you know, as as we have been discussing, I'm no expert by any means. I have just gathered years and years of experience, 22 plus years of experience, and I'm still learning and continuous improvement, transformation. It's an ocean. So the more you know I learn, the more I feel like I don't know much. Yes, there is to learn, yes.   Michael Hingson ** 03:05 Well, I know exactly what you're saying. I think if we stop learning, then we have really let ourselves down and let the world down. We need to continue to learn. And I very much enjoy doing this podcast, because I get to learn so much from so many people. It's really a lot of fun. So I want to again, thank you for being here and looking forward to all that we get to talk about today. So let's get to it. I'd like to learn a little bit about maybe the early Khwaja Growing up and so on. Tell us a little bit about you growing up in India and so on.   Dr Khwaja Moinuddin ** 03:38 Yep, I'm from a very small town in Pondicherry called Pondicherry in in India, the closest big city is Chennai. It's about 160 kilometers south of Chennai. It used to be a former French colony. Now the place has been changed. I mean, the name has been changed from Pondicherry to Puducherry. But growing up, I'm the youngest of two kids. I have a brother. He's four years older than me, and my parents were typical middle class, lower middle class, both working parents. They worked really, really hard to put me and my brother through to school. They took care of us, they protected us. So I'm really grateful for my parents, my mom, my dad and my brother also could be quite me, you know, when I was young. So I'm really grateful to my family, because we were just the four of us in our family. Growing up, I went to a public school, initially, I went to a private school, and. Uh, but then my parents couldn't afford the fees, so we moved to public school, and I did all my schooling and my bachelor's in mechanical engineering in Pondicherry. So born and brought up in Pondicherry, which was a small fishing village, didn't know much about the real world until, you know, I graduated and stepped out of India for the very first time to go to the US to do my master's degree. My childhood was, was, was normal, you know, on a living on a on a coast. So I really enjoyed living near the beach. We didn't live very far away from the beach, just maybe, you know, maybe 100, 200 meters away from the beach. Growing up, I had a lot of friends, so we would be, would take our bicycles and and, you know, ride all over the town because it, you know, it wasn't as crazy as it is now with all the traffic and stuff, it was less congested. And the good thing about Pondicherry, an interesting fact is, because it was designed by the French, all the streets in Pondicherry are at right angles to each other. So you would never get lost if you are in Pondicherry, in the middle of the Pondicherry, because wherever you go, if you take a right turn and another right turn and another right turn, you will end up at the same place. So you will never get lost. That's an interesting fact in Pondicherry. How about Pondicherry?   Michael Hingson ** 06:39 So it certainly is a whole lot easier to travel around pontichery than it is to travel around Washington DC by any standard, I think. So yes, there's a lot of Angular streets and streets that go in different directions in Washington. So yeah, I think I'd like pot of cherry that's pretty good. So did you learn to fish?   Dr Khwaja Moinuddin ** 07:03 Not, not, yeah. I mean, I did learn how to fish, but more swimming. Used to go to the ocean almost every day. You know, I think I practically spent a lot of time on the beach with my friends and in the playgrounds. Our playgrounds used to be huge growing up, unlike now, they have become so small and condensed with all the, you know, development, the real estate that's growing in India, in Pondicherry and in India in general. But, but yeah, I did learn how to fish, you know, not using, like a fishing rod in the in the US, but using, you know, the the fishing, the the thread, you know, the nylon wire, fishing net, yeah, yeah. Not, not the net, but the wire, just was the single wire,   Michael Hingson ** 07:58 well, so you what, what got you into mechanical engineering?   Dr Khwaja Moinuddin ** 08:05 Well, you know, as, as all of my fellow Indians would say, in India, you are either an engineer or a doctor first. So, so I really had no choice. I had to become an engineer or a doctor. I didn't score enough to become a doctor, so I naturally became an engineer. But since I have to become an engineer, I was looking at, you know, all the different fields of engineering. What fascinated me was, you know, the field of mechanical engineering, because I heard from several of my friends and colleagues that mechanical engineering is an evergreen field, and typically, mechanical engineers can fit anywhere. And they were really, really they were, they were 100% correct. And I'm glad I chose mechanical engineering and I really liked my subject, because that what I am today would not be if I hadn't learned about mechanical engineering. Well.   Michael Hingson ** 09:07 So you, you got your bachelor's degree, but then you, as you said, you stepped out and you, you actually came to the United States and went to Texas Tech to do your advanced degree. What made you do that? That's moving a long way from home, yep.   Dr Khwaja Moinuddin ** 09:23 So some of my my my friends and my seniors, also, when I was doing my mechanical engineering, they were talking about something called as a GRE or a TOEFL. It sounded Greek, like Greek and Latin to me. I didn't know what it was. I had no intention of going to the US initially. My intention was to get a job and earn a lot of money and and I was almost done studying at that point of time, you know, learning subjects like thermodynamics and lot of advanced mechanics. Engineering stuff for four years really wears you out. But my my seniors and and my cousin also, and my uncles and a lot of my relatives, they said, you know, if you don't do your masters now, and if you go straight away to work, you may not have the inclination to learn more. So they really, they really prompted me or nudged me to do my Masters also, and and my mom, of course, she has been a great, great, great driving force behind me. She She encouraged me to always, always, always learn. She herself has, you know, so many degrees I cannot, I don't even know how many degrees she has. She has master's degrees and Bachelor's degrees in in, you know, all sorts of areas. And to this day, you know, she she keeps learning, and she has been a teacher for about 45 years now. So so my mom, along with my relatives and my friends. They said, You know, you need to study more so. So, you know, I had actually got a job, you know, in my fourth year. And I got a job through on campus interviews, you know, like a career fair in the in the US, similar to a career fair in the US. So I gave up that job and I wrote GRE and TOEFL. I worked hard. Got I did not get like flying colors, but I got, I got good grades in GRE and TOEFL, and then I applied to universities. Initially I was going to be an aerospace engineer, but then my friends also told me that maybe that's a difficult field to get a job in in future, because it requires, you know, us, security clearance and stuff. So you're you're better off doing something which is related to mechanical engineering, or even mechanical engineering. I didn't want to go too much into technical stuff, so I explored industrial engineering, and I found, you know, the courses and all that stuff were really to my liking and to my interest. So, so then I chose industrial engineering and Texas Tech specifically because of the industrial engineering program they had. So then and, and that's one, one thing led to another. And then I landed in Texas Tech University.   Michael Hingson ** 12:26 Well, that must have been fun. So you had lots of new experiences. You learned about football and all sorts of other things in addition to your academic studies. Yes,   Dr Khwaja Moinuddin ** 12:36 yes. Red Raiders. Go Red Raiders. Yeah, right.   Michael Hingson ** 12:40 Well, and I, I went to UC Irvine. I don't know, I still don't know if we have a much of a football team today. We have a good basketball team, but go anteaters anyway. So it's, it is interesting how our lives change and how we end up, how God gives us different opportunities? And then, of course, the issue really is us taking those opportunities and moving forward with them. When you You certainly did. You stepped out and you moved to the United States, you went to Texas Tech, you got your bachelor's, and where did you get your PhD?   Dr Khwaja Moinuddin ** 13:19 So I got my master's from Texas Tech, and I was, I also started to do my PhD in industrial engineering in Texas Tech, but unfortunately, I didn't finish, because the the department ran out of funding, and I had to search for a job. So I started to, I got my job in 3m as an industrial engineer. But I also did an internship in another company called Rodia, which is a chemicals manufacturing company. But then, you know, while I was doing, while I was, you know, still pursuing my full time job, I really wanted to go back to Texas Tech and complete my PhD, because I had completed all my coursework, except for the which was the dissertation which was pending. And you know, at that time, one of the professors told me, quadra, try and complete your PhD, otherwise you will regret it. I still remember his words to this day. I should have, you know, looking back, I should have stayed back in Texas Tech and finished my PhD. I should have, you know, borrowed some more money and finished my PhD in industrial engineering in Texas Tech. But nevertheless, what I did is I did my doctorate, professional doctorate in management studies in Indian School of Business Management. So slightly different. But, you know, I didn't, I didn't actually want to go for an MBA. So I want I did the doctorate in management studies because I was more interested in organizational behavior, operations. Management in that field. So I got it in 2012   Michael Hingson ** 15:07 Wow. So you, you, you did complete it, even though, again, it went in a slightly different direction. But what was your interest that that took you into a little bit more of a business oriented environment, because you had clearly been in mechanical engineering and in that discipline for most of your studies.   Dr Khwaja Moinuddin ** 15:25 Yes, yes. So, you know, when I was doing my master's degree in Industrial Engineering, you know, and I got interested in continuous improvement, lean, Six Sigma, transformation, change management in that field, more as I was doing my masters in industrial engineering. And then when I got my first job in in 3m 3m is a great company, as you know, you know, I learned all the basics of my lean, Six Sigma change management, you know, hands on in 3m and I'm still grateful to this day that my very first job was in 3am actually, it's a funny story, because, you know, I got the job in 3m on the same day I was interviewed. So the I was very lucky. I think the the line manager really liked me, and he said, kwaja, I'm going to hire you on the spot. So I was, I was really, really, you know, ecstatic on that day, and I still remember that feeling to this day, yes. So what interested me to coming back to your question was when I was working in 3m they have a good mentorship program. So they asked me, you know, how do you want your career to be? You know, where do you see yourself in five years? In 10 years? In 15 years? How do you see yourself growing? And I said, I want to grow in the technical field. I want to become like a subject matter expert in Lean, Six Sigma, Black Belt, Master, Black Belt. And I want to grow in the technical field. And I remember the mentor, she told me, kwaja, while that's a good thought, but you will not grow much if you are purely technical, you will grow more if you combine your technical expertise with management, how to lead people, how to manage people, how to do change management with people so she actually, you know, planted the seed in me to do more of, you know, people management role. And for that, she prompted me to do more courses in people management, leading teams, how to work and collaborate with, you know, cross functional teams. And that interested me, and I started to search for courses that would give me that exposure. And then, you know, given the fact that also I took some courses in my master's, or when I was doing my PhD in industrial engineering, it prompted me more to move away from technical rather than getting a PhD in industrial engineering, to do adopt rate in management studies. And hence I, you know, slightly moved into the people management, operations management, into the softer stuff of managing people and getting stuff done through people, through others.   Michael Hingson ** 18:14 Well, nothing, nothing wrong with that. I know my background was in physics. But along the way, there came a time that I was confronted with an opportunity to take a job that wasn't directly related to physics, and I chose to do it. But out of that, I ended up being put in a situation once where I had to make a choice to either go find a new job or change from doing kind of human factors studies and other things related to a product going in instead into sales, and I chose to go into sales, but my reasoning was, It's difficult enough for blind people to get jobs. Finding a new job would be really a challenge, whereas an opportunity was being offered, and it was a good opportunity, so I accepted it. So again, I know that many times we do find that there is a an opportunity that comes along that maybe we don't expect, and if we take it, it's the right way to go.   Dr Khwaja Moinuddin ** 19:14 Yes indeed. And your story has been fascinating, Michael, to be honest with you, it has been, you know, it's very inspirational. Your story, me and my wife, we were sharing, you know, how you how you overcame adversity, that's really, really, really inspirational.   Michael Hingson ** 19:33 Well, thank you. And I, I appreciate that. And you know, to me, it's just how we live life, and we sometimes we're presented with challenges and and we have to deal with those challenges, which is, of course, our role, and if we don't, then we're the losers for doing it. Well, in your case, did you ever have a defining moment or a situation where, if, since we call this unstoppable mindset, where. Kind of a mindset really affected you and to help you through it.   Dr Khwaja Moinuddin ** 20:05 Yeah. I mean, many, many, many, many situations, there's never a dull day in continuous improvement, so it's full of challenges. Always, always. You know, in every organization I have worked for, there have been challenges in terms of, you know, how to deploy continuous improvement, how to take people with you in the journey of continuous improvement. But one of the things you know early on, when I was doing my my master's degree, is, you know, I think that that laid the foundation also for me to become more resilient and more adaptable. You know, when, when my department said they didn't have funding I wanted to, and this was, you know, when, when I was doing my master's degree, not, not, you know, when I went into my PhD, when I was doing my master's degree, after a semester, they said they didn't have enough funding. So a lot of my colleagues, you know, those who are in engineering, whether mechanical or industrial or or chemical or petroleum engineering, they would they were searching for jobs. I think it was the summer of 2001 and since it was summer, a lot of professors were on were on vacation, and I went door to door, knocking on every professor's, you know, Office, Office door. And almost everybody you know, kind of, you know, either shoot me away or said, you know, we don't have funding. Or, you know, their doors were closed because they were on vacation. So one of the, one of the things I did, you know, you know, I was very, very frustrated. I couldn't sleep. So I thought, What am I doing? What am I doing? What am I doing wrong here? Why am I not getting the funding. Why am I not getting a research assistantship? So as I was laying on my on my bed that that night, one evening, I thought to myself, and an idea came to me, why don't I go into Texas Tech University's Health Sciences Center, which is slightly far away. It's, you know, we have to walk, like, at least half an hour to get to the Texas Tech University's Health Sciences Center. And it's predominantly, you know, biology, Health Sciences Center. So nobody, none of my colleagues, had gone there to look for a job. So I thought, why not go there? Maybe I will find some luck. So initially, you know, I was told, No, you know, you don't have a biology background or, you know, we don't have jobs here. But on the third day, one professor, you know, as I was, I thought, you know, my day, on that day also is going to be a disappointment. Around five o'clock that evening, when I was about to go home and I noticed one professor's door was open. His name is branch Schneider, so if he's, if he's watching, you know, I'm grateful to him also for this brand Schneider. He is the professor in oncology department in Texas Tech University Health Sciences Center. So I approached him, his door was open, and I told him, I'm searching for a job. Any job? Would you be able to give me a job? He thought, he thought about it, and without hesitation, you know, he said, I do have a job, but you may not like it. And he said, You know, it's it involves washing dishes, bakers. Are you comfortable in doing it? I said, I thought about it, and I said, I can do it if it helps me to get in state tuition. And he also thought about it, and he said, Yeah, I think that should not be a problem. And once I agreed to do that, then he said, I don't want you to just do that. I want to use your engineering skills to help me with research. You know, doing some reports, research, reports and analysis using your engineering skills. Would you be able to do that? I said, That's my specialty. I would be glad to do that. So, you know, one thing led to another, and then, you know, he gave me the research assistantship, and you know, I was able to continue with my with my master's degree without, you know, burdening my parents. Because, you know, I had got a huge loan to go to the US, as you know, going to the US during those times is not, is not cheap. It's very expensive. So, you know, I think that's what, that's what laid the foundation. So I thought, you know, nothing is impossible. So if I can do that, I think I can convince people to do change management, at least my change management skills, and, you know, my Lean Six Sigma skills to do the continuous improvement in organizations. So I think that one moment, I think, was, you know, when, when I got that. I didn't realize that, you know, when I got back to my room and I told my friends that, you know, I had got this job, everybody's jaw dropped. They said, You have done something impossible. So they said, you know, we are now going to go to Health Sciences Center also. So I think a lot of our engineering guys went and knocked doors in Health Sciences Center, and they began to get jobs there. I   Michael Hingson ** 25:24 remember once, one of the first jobs my brother ever got. He was, I think, in high school. He had gotten to high school, and he went to apply at a restaurant for a job, just to earn some money. And the owner said, Well, you know, let me think about it. Would you go outside and we got some weeds out in the in the area around the restaurant, would you just pull the weeds? And my brother said, Sure, why not? I don't have anything else to do. So he went out on like, in a half hour, he had, excuse me, he had pulled all the weeds. The manager came out and was just absolutely amazed that he had had done all of that. And he said, Well, okay, and I thought about it, I'll give you a job. And of course, he was really being tested. Would he go out and do whatever he was asked to do? Which Which he did do? And when he came home and told my parents, and I was there at the time about that, they said, you understand that this guy was just testing you to see whether you would do whatever needed to be done to help the restaurant. And you passed, and he got the job. We never know where things are going to come from. And indeed, yes, we should be open and be willing to explore. It's always a good thing when we do that. I haven't thought about that in years, but you just reminded me of that story, and it's a great story, and for me, it was a lesson that you've got to do sometimes different things, and when, when you're really asking for someone's assistance, you also need to look at what they're asking you to do, and you need to do what they're asking   Dr Khwaja Moinuddin ** 27:01 yes, unless it's to shoot No, I'm not going to go out and   Michael Hingson ** 27:07 shoot someone. But that's a different story. But well, that's great. Well, now, while you were in the United States, you also went off and got married, huh?   Dr Khwaja Moinuddin ** 27:18 Yes, I did.   Michael Hingson ** 27:21 Well, that was a that was a good thing. That's another good reason to have come to the US. Yes, now, is your wife from India or the US?   Dr Khwaja Moinuddin ** 27:33 Well, it's a, it's an interesting story. Once again, we she, she is. She's two years younger to me, and, you know, we met at a birthday party, and in, you know, at a professor's daughter's birthday party. And I initially thought I knew her from somewhere, so I was very, very shy to to approach her. But then some of her, some of her friends, or, I think some of my friends who knew her, they asked me if you know I would be okay to drop them to their house. So when I was, when I was driving, I looked at her through the, you know, the rear view mirror, yeah, and I, I liked her a lot, so, but I didn't know whether she was looking at me at that time or not. But then later, I told her that I was looking at you when I was driving. And then, you know, one thing led to another, and you know, we dated. She's from India, so she was also doing her master's degree. When, when, you know, at the time, you know, I was doing an internship in in a chemicals manufacturing company in Vernon, Texas, which is in the middle of nowhere. And I used to drive three hours from Vernon to Lubbock because I thought Lubbock was in the middle of nowhere. But then, when I was when I was working in Vernon, which is just no like a small town of 10,000 people, then when I used to drive back to Lubbock, it was like heaven, Paradise. I could see many people in Lubbock. So when I was driving back and forth. And I was in, I met her in this, in this party, and then we started to date. And then, you know, we got, we got married in the US in 2000 we were dating for a very long time. We lived together also for for a long time, we got to know each other. And then we got married in 2008   Michael Hingson ** 29:42 Ah, well, that's great. Congratulations. How long have you been married now? Thank you.   Dr Khwaja Moinuddin ** 29:48 Well. We have known each other now for 21 years since 2004 Yes, and we have been married since 2008 so 17 years. Wow. Congratulations. Thank you, thank you. And we have a son, 15 years old. And yeah, we, we are still, you know, happily married to each other, and she, you know, she has been a great support for me, not only in times of happiness, but but especially, you know, when I get frustrated, when when I'm not in such a good mood, or when I feel dejected, she has supported me tremendously, and she's still supporting me tremendously, but   Michael Hingson ** 30:30 I bet that goes both ways.   30:33 Yes,   Michael Hingson ** 30:35 you have to be more stable than you.   Dr Khwaja Moinuddin ** 30:41 Yes, well, I think she's more emotionally matured also. Then I don't want to tell her that, but she may know after this podcast   Michael Hingson ** 30:52 well. So you do a lot of work in working with people involved in resistance and change and continuous improvement, and you deal with people with resistance and change. How do you push back? And how do you push beyond that? How do you get people who are so resistive to change to to agreeing to change? You know, the reason I ask is that we all we all hear people talk all the time about how change is important. Changes is necessary, but none of us really want to change. How do you deal with that?   Dr Khwaja Moinuddin ** 31:26 Yes, so, you know, over the years, this is what, this is what I have learned also. And you know, I, I did my masters, my second masters in psychology, and that helped me a great deal. Also, I've always been, you know, fascinated with the psychology of human behavior. So I always wondered, you know, even when working in 3m or in my first company as an intern, I always wondered, you know, why? You know, even if a change is good, why are people resisting? And years and years passed by, I always, I always thought that, you know, we can, we can always convince people with rational, logical stuff, with data. But then I found out, you know, through through trial and error, I don't get convinced using logic. I have my own ways to resist. So when I learned about how I am resisting, I thought that's natural. Then how people, other people would resist. Because, you know my girlfriend at that time, who is my wife. Now, when she used to suggest something I would resist, that. She would say, quarter, you're not organized, you know, let's, let's get the house organized. And I would resist it because, you know, getting organized is a good thing, but then I had my own way of doing stuff. So, you know, to this day, I still resist, by the way, and she's still trying to convince me to get organized, but you know, I know why I resist. You know why I'm resisting. I know how I resist. So you know that, that you know early on, helped me, that, you know, people resist because we are trying to change them. It's not the change, but it's we are trying to change them into something that they don't want to so, for example, you know, one of the one of the line managers, or one of the leaders in a company that I worked for, he was completely against continuous improvement. He was telling me, I have been doing continuous improvement quadra, for 20 years, I don't need you to come and tell me how to do my job and how to improve it. And he was very open about it. I'm so glad he was. He was so open about it. Because, you know, I have also seen people who resist very covertly. They would say yes in front of you, and then, you know, go back and do their own stuff, or, you know, they won't do anything at all. So I wanted to understand him, why he felt that way. And, you know, I went on, you know, plant walks with him, and he was very proud when we were when we were walking around the plant, he showed me all the improvements that he did. So I told him, Bill, his name is Bill, what you're doing is continuous improvement. Bill, so I'm not trying to tell you to do your job. I'm here to tell you how to I'm here to help you how to do your job in a more structured way. And that's what CI is all about. So when I said that, immediately, he said, you know, guaja, I wish somebody you know, in your place, had told me that earlier, because people who had before you, who came before you, they were all about tools and templates. And I hate to use tools and templates. I'm more of a practical guy. So then that was a learning for me, also that, you know, that was an aha moment for me, that people, you know, certain people, have. Certain way of learning, and certain people have certain way of improving, but we all want to improve. So if we guide people in the right direction, and we talk their language, you know, we use their frame of reference, we use their language and and we see what are their pain points, and we try to help them overcome those pain points, then people would naturally, you know, you know, get the we would get the buy in for for the change, and people would not resist so much. So at the end, you know, what happened is Bill became a huge supporter of CI, not only a huge supporter of CI, he passed my green belt exam. Also, I coached him, and he passed my green belt exam. And he was, he was very happy. Initially, he was, he was, he was reluctant to even attend my course. But then, you know, after he went through the course, and then, you know, after we built the rapport. And then I, and then I told him, I'm not trying to replace you or, or I'm not trying to steal your job or, or I'm not telling trying to, you know, tell you how to do your job, because that's not what I'm here for. I'm here to help you. And continuous improvement is a more structured way of doing things, because you may be doing in trial and error, and by doing trial and error, you know, you may be making some costly mistakes, but when we apply it in a structured way, we can avoid 19 99% of errors, most of the time. So he really liked that approach. And he liked my approach of making things very, very practical, not speaking, you know, in heavy technical terms, not using the jargon and explaining it to him, you know, in his own language. That's what helped, you know, reduce the resistance. And over the years, what I have done is also, you know, adapt my way of how I'm approaching resistance. One of the courses which I took, and it was a certification course, also was, you know, instead of waiting for resistance to happen to you, we should approach resistance proactively. You know, when we announce a change, we should naturally expect resistance, and when we have resistance, it's a good thing. I have never, I never heard about it before, before I attended the course. I thought always resistance is bad. I thought resistance is something that we need to fight. We need to convince people, and those people who resist, they don't know what they're talking about. I used to see them as, you know, almost like enemies at workplace. This guy is against CI, why doesn't he or she gets CI, why are they, you know, resisting so much. Why are they criticizing me so much? I used to take it personally also. Later, I learned, you know, not to take things personally as well. So what I what I found, was that we should surface resistance proactively, whether you know it is in work life or in personal life, you know, when we are trying to do something out of the ordinary. When we are trying to improve something, we should expect resistance. And if there is no resistance, then that means either the resistance has gone underground, right, which has gone into COVID stage, or people have not understood the why. You know, what is this change? What is this? How is this going to affect me, people have not understood what you're talking about. So when we explain things, we should naturally expect resistance, and resistance helps in improving, you know, what is whatever we are trying to implement, you know, whether it is like a ERP implementation or, you know, Lean Six Sigma, or a transformation project, digital transformation, anything that we are trying to do, if people are resisting or if people are expressing concerns, it's a good thing. That's what I have learned over the years. Yeah,   Michael Hingson ** 38:50 at least, at least then they're open and they're talking to you about it, which is important. So how do you deal with the person who says, you know, like, like, Bill, I've been involved in continuous improvement, and maybe they really have, but you're talking about change, but in reality, what we have is working, and I'm not convinced that changing it is really going to make a difference. And you know, how do you deal with that?   Dr Khwaja Moinuddin ** 39:21 Yep, again, you know, over the years, I have so many stories this. This story, again, is some of the organizations I have worked in this. This particular person was, was saying the same thing. You know, it was one of the TETRA pack manufacturing lines, you have seen the TETRA pack, right? So the the TETRA pack where juice is packed, or milk is packed, or any beverage is packed, right? So these Tetra packs, when they were producing those Tetra packs of juice, they had. An issue of the juice packs being either overweight or underweight. So they had this continuous issue on the line, not just one line, but I think three or four of the lines, so consistently, it would be either overweight or underweight. And if you are consistent, if you are having the overweight or underweight, you would be audited, and you would get into all sorts of trouble. And moreover, you know, you're losing money if you if the pack is overweight and if the pack is underweight, somebody can, can, you know, file a claim. Customer complaints would increase. So this, this particular line manager, he said, you know he was, he was avoiding me. And I know that he would, he would avoid me so, but he, you know, at that point of time, he had no choice. So he said, kwaja, I have a few ideas, you know, I don't before, you know, you come and tell me, you know, continuous improvement, blah, blah, blah. I have a few ideas. I want to test them. And he gave me, he gave me, you know, the his thought process, and he wanted to try that before, you know, he before he agreed to listen to me. So I said, Bob, I'm all for it, please. Please, go ahead and let's see whether you know what you're trying to do. Works or not. So basically, in, you know, in our language, what we call it as as an experiment in continuous improvement terminology, we call it as an experiment. He was trying to do, you know, an experiment with one factor at a time, meaning that, you know, he would try to change one variable, and he would try to see whether that has any impact on, you know, the over overfilled packs or under filled packs. So he wanted to change one variable at a time, and there were three, four variables at that time, which he thought were, you know, suspects. So he wanted to change those variables and see what the impact would be. So I told him, Bob, yeah, let's, let's, let's try that. And I told him, you know, very politely, if that doesn't work, would you be willing to try what I am asking you to do? Because I have an idea. Also, he said, Yeah, let's, let's, let's do that. So I worked with him. I worked with him on the line, with his supervisors also. And he tried, you know, one factor at a time. He trained. He changed this, he changed that. It didn't work. So reluctantly. But then the good thing was, he was open minded also, reluctantly, he said, Okay, let's, let's sit in my office and let's talk. So I told him about a concept called Design of Experiments, DOE, in that, in that me using that you know, methodology, you can basically, you can basically have three, four factors which you can vary them simultaneously, and then see the impact on over packing and under packing. So when I explained to him, when I when I taught him about the concept him and his supervisors and the line operators, he said, Yeah, let's let's try. Let's see if this works. And at the end of the day, we were both trying to improve the process. We were both trying to get rid of this problem, sure, so we should be rolling. And then it worked within, within a few days, the problem got resolved. So what I learned from that is, sometimes, you know, you need to let people you know hit the wall before you offer them a solution. So that's something that I have learned. But of course, you know, in this case, it was not such a costly mistake. It was not, it was not like a disaster, but it was the controlled disaster. So, so what   Michael Hingson ** 43:28 was the actual change? What what change was made that fixed the problem? Or what was your idea that fixed the problem because he was changing variable at a time, but that was one example   Dr Khwaja Moinuddin ** 43:39 at a time. Yep. So we had to do the root cause analysis. And through the root cause analysis, whatever variables that he was going after were not the root causes because he was not using a structured methodology. Okay, when we use the structured methodology, we went into root cause analysis. We did a structured like a fish bone diagram. I don't want to go into the technical details, but we did the in depth root cause analysis, and then we did something called as a design of experiment, where we chose three factors and we varied it simultaneous, so it is a controlled experiment which we did, and immediately, you know, it's not that you know you would do that, and you would get result. One month later, you would get results immediately, you would see the result immediately when you do that experiment versus what he did, it involved a certain bit of time. It would take one week for us to see a change. So when I showed him this and this versus this, he was really impressed. And from that day onwards, he became a huge supporter of CI, in fact, you know, the plant in which I was working in, you know, with the support of, you know, one of the plant managers, Tim, his name, I'm I'm still, you know, in touch with him, and you know we share thoughts with each other. I see him as a huge mentor. Also, you know, we got plant of the Year Award for a plant to talk. About to be shut down, back in 2009 so that's, that's, you know, how we were able to, you know, build the, get the buy in from all the line managers and, you know, get started on the continuous improvement journey. Because the the the management had told that if you don't improve within a few months, you would be shut down. So we all work together, and we did experiments like this, and we were able to turn around a plant, of course, you know, not just me, so I just played one small role in that we did as a team. It was a team effort,   Michael Hingson ** 45:34 and that's how you really overcome resistance to change when, when people see that you bring something to the table that works, then they're probably more apt to want to listen to you.   Dr Khwaja Moinuddin ** 45:49 Yep, indeed. We need to know what we're talking about. You know that that builds trust? Definitely.   Michael Hingson ** 45:54 Yeah. And then the issue is that you what you're talking about is is, in a sense, different than what they understand, and it's a matter of establishing credibility. Yes, which is, which is pretty cool. Well, so tell me about your books. You've written two books, and you've written I n, s, p, i R, E, and you've, you've written another book, tell us about those.   Dr Khwaja Moinuddin ** 46:25 Yes, so I, you know, I have always wanted to share my knowledge, and I have always been sharing my knowledge, you know, through training, through coaching, I have conducted so many training sessions, so many and I have learned also, you know, from from shop floor employees, frontline employees, from middle managers. I have learned so much from them. And also executives, top executives, you know, leaders from various industries. You know whether it is manufacturing or logistics or, you know, back offices, banking, you know, pure manufacturing or logistics container, container shipping business, or aluminum rolling business. So I wanted to write this book to share my knowledge, because when I see that change management or change is being implemented very poorly, that really frustrates me. So I wanted to share this, and I have seen, you know, numerous books being written on this. You know, numerous frameworks, also, you name it. You know, there are so many books out there. What I wanted to do is give a simple framework, which is, I, N, s, p, i, R, E, which is, you know, if you have to implement change you need to inspire employees. There are no two ways about it. If we can talk about logic, we can talk about change management, we can talk about what's in it. For me, everything, but in my experience, if anyone is, if any employee or if any individual is not inspired by the change, the change is not going to go anywhere. They may do out of compliance, but we will not really get their hearts in it. And that's why I, you know, came up with this framework called Inspire, which is I basically is inspired the need for change in employees. N is navigate the organization and build a coalition. And stands for that. S is to surface resistance proactively, meaning, as we discussed, don't wait for resistance to hit you. You know when you least expect it, and then, and then, you know the change goes nowhere. Surface resistance proactively. And P is plan, your implementation. You know, when I say plan, not just, you know, like a, like a 20 step bullet point, there are so many plans that need, that need to come together, like a communication plan, resistance management plan, a training plan. There are so many plans that need to work together. And again, depending on the complexity of the change, you know, I never advocate, you know, over complicating stuff. And then you have, I, which is implementation When, when, you know, this is where rubber meets the road, if we don't implement the change in a structured way, you know, leaders are not role modeling on the shop floor. Leaders are just, you know, we call it as EMR. And this is, again, from another framework called Aim. Aim, you know, basically what we what we mean here is you can express. Leaders can express about the change, role model the change and reinforce the change. EMR, so if leaders are just expressing the change, it will lead to one times the improvement, but if leaders are role modeling the change, it will lead to three. Times the change acceleration. And if leaders are reinforcing the change, it will lead to 10 times accelerating the change. So that's what I talk about, in terms of implementation, you know, experimentation and stuff, which is i, and then you have reinforce and sustain, which is r, and then E stands for evaluating and learning. You know, after we close a change initiative, after we signed off on a change initiative, have what have we learned from it? What have we learned from it, and what, what if we had a, if we had a chance to make a do over, what would we do differently? What have we learned from it? And what would we do differently, and if we were to do implement another change, what are the learnings that we can take from this change that we have implemented and apply the learnings in our next change? And also, you know when, when leadership transitions, many, many changes, what? What happens? And you know this is what I have experienced, and this frustrates me a lot as well. Is, you know, when leadership changes, the change gets, you know, messed up. I want to say fucked up, but you know, and I don't know if I'm allowed to say that. You know, every leader, every leader, wants to come in and you know, right or wrong? You know, I'm not blaming a leader wants to leave their mark in the organization, which is good, but what they what they inadvertently do, is undo the change which their predecessors have done. And then people get confused, you know, they say it as a flavor of the month. Or they say, Okay, let's wait until this leader moves on, so that, you know, we can, we can, you know, just wait until this change passes away and it leads to, you know, production of morale and lots of issues. So this is what I talk about in my book, as well, how to avoid these, these situations. So it's like a practical framework where you know which anybody can take and apply to any change of any complexity, and you know if, even if it is very, very simple change which is going to take maybe 10 days or five days only, they can quickly go through the Inspire framework and see, you know, what are the gaps and whether we have, whether we are implementing the change in a proper, structured way. And these are in this is just a framework, you know, and you know, we don't have to use all the tools that I have mentioned in the book. We can pick and choose the tools which are relevant for the change that we are trying to implement.   Michael Hingson ** 52:38 What is the the key to making change sustainable when maybe leadership changes or the company environment shifts,   Dr Khwaja Moinuddin ** 52:48 yes. So, you know, as Dr Deming said, constancy of purpose, right? So, so if I'm a leader, Mike, and you know, if I'm changing my role, and if I'm going to, you know another function or another department, whether in the same organization or in a different organization, and let's say that you know, Mike, you are taking over my role. What is the constancy of purpose? You know? Are we? Does the organization, you know, it starts from our organization level. Does the organization have a constancy of purpose, and is it aligned with the vision and mission and whatever I have, whatever changes I have implemented, have I communicated them to you? Is there a smooth handover between me and you, so that you understand what are the changes I have done, what are the improvements I have done, and you know how you can take it forward and continuously improve upon it. So one thing is completely undoing and the other thing is continuously improving upon it. So that, you know, people see it as a natural, continuous improvement, rather than continue, rather than, you know, abruptly undoing something and then, and then, you know, starting from, you know, scratch, starting from scratch, and saying that, Oh, no, no, no, no, whatever this person did is total crap. And now we are going to change or revolutionize the whole organization where, which, you know, nine out of 10 times is, is, you know, you're just rehashing what this person has done into something new, into, you know, a different framework or a different bottle, however you want to frame it. So the there has to be a smooth hand over. So that's, that's, you know, point number one, and point number two is the the employees, the middle managers have the middle managers and the in the whole leadership team. They have an obligation. They have a accountability to make sure that, you know, they are aligned, to make sure that if one of their leadership team members is moving on, whenever a new leadership team member comes on board, to onboard them in a structured way, not to leave them, you know, hanging, not to, you know, not to let that person. Know, implement his or her own way completely. You know, let on board them and let them know what has happened in the organization. How they can, you know, continuously improve upon it. I'm not saying that, you know, revolutionary change is not required all. I'm saying that there are times when a revolution is required, but most of the times, continuous improvement is good enough. You know, when, when we, when we continuously improve. It keeps the continuity going. And people don't see it as you know, change after change after change. You know, we don't, we don't induce change fatigue in the organizations if we, if we do it as a continuum   Michael Hingson ** 55:40 makes sense, and it's all about and it's all about communication, yep,   Dr Khwaja Moinuddin ** 55:44 indeed. And that's where, you know, that's why I have written my second book, which is, which is about active listening. You know, I'm a bad listener, I have to be honest. So I used to be a very, very bad listener. Now I'm just a bad listener. So I have continuously improved on my listening skills, and at least I know now that you know, I'm aware of my how I need to improve my listening skills. So over the years, I have done, I have I have learned the techniques of how to listen and when and when I say listen, it is not to many people, many of us, you know, even even now. Also sometimes I catch myself, you know, trying to listen to reply or listen to respond. So when I catch myself doing that, I consciously, you know, try to listen to the person. So again, in this book, I have shared, you know, the the techniques which would help anybody to become a better listener, which, you know, one is one of the requirements for being a great leader, how to listen to people and how to listen to people, truly, truly listen to people. So I talk about simple, simple techniques in the book. You know, for example, paraphrasing, remembering, listening without judgment, right? Or suspending judgment, as I say so. You know, I rank these techniques in increasing order of complexity, suspending judgment being the most difficult, you know when, when someone starts speaking, or, you know, even if, even when we see someone immediately, in the first five seconds, we judge that person. And, you know, right or wrong, we judge that we and in this book, also, I talk about, you know, why we are prone to judging people, and why we have such a such a difficult time in suspending judgment. So if we are aware that you know, let's say that you know when I'm talking to you, Mike, if I catch myself judging you right, so at least I know that I'm Judging You right. So at least I can I know that I'm judging you, and I should not do that. I should listen to you, and I should try to understand where you are coming from, instead of saying, instead of just thinking in my mind, oh, whatever Mike is saying is it doesn't make any sense. So maybe initially it may not make sense. But you know, when we open our ears, we have two years, and that's for a reason, and only one mouth. So we need to listen, and we need to completely understand where the other person is coming from, whether you know it is in personal life or in work life. You know, when we, if we don't listen to the teams whom we are managing, and if we just say, you know, do as I say, it's my way or the highway, people will do because you know you are their line manager. But it won't last long. No, the minute you, you know, change your team, or the minute you go out, people will, people will be, you know, good riddance. So, so that's what they'll be thinking. So how to listen to people, and also it will help the leader to grow. You know, over the years, when I listen to my wife, I have understood my own shortcomings, and if I had listened to her 20 years back, maybe I would have been a different person. Maybe, maybe I would have been a more mature person. So this is what, you know, I talk about in the in the book as well. How can we truly, truly listen? And some techniques like paraphrasing. You know, when, when our mind wanders, you know, it will be good to paraphrase the person to whom you're you're speaking so that you know you you remember, so remembering, paraphrasing, empathy, for example, you know, not just talking about KPI, KPI KPIs to the team members. Understand how they're doing. You know, are they having any personal issues? How is their family? You know, work is not, you know what, what? Work is a part of our life. But you know, we spend eight to 10 hours at at a workplace. So we need to know the team members whom we are managing, and we need to listen to them. If somebody is, you know, performing badly, right? It's very easy to give them a negative feedback. But. So if we listen to them, and if they feel heard, maybe they are going through something, or maybe they are not getting enough support. If we listen to them, and if we create that environment of active listening in the whole team, suspending judgment and listening actively, then we create a more stronger bond, and the team would would become like a world class team. This has been my experience. So this is what I have shared in my, in my in my second book,   Michael Hingson ** 1:00:29 and certainly words to to remember. Well, we have been doing this an hour now, and I think it's probably time that we we end it for the day. But if people want to reach out to you. How can they do that?   Dr Khwaja Moinuddin ** 1:00:43 Well, I am there on on LinkedIn, and people can reach me through email, and I'll be more than happy to, you know, respond to anything they need. And I'm I know if people want to reach out to me to conduct any training sessions, my website is also their journey towards excellence. You know where I have my offerings. So   Michael Hingson ** 1:01:04 what is the website? What is the website called, again, journey towards excellence. Journey towards excellence.com, okay, and your email address, khwaja.moinuddin@gmail.com and spell that, if you would   Dr Khwaja Moinuddin ** 1:01:21 Yes, please. K, H, W, A, j, A, dot, M, O, I n, u, d, d, I n@gmail.com,   Michael Hingson ** 1:01:32 great. Well, I hope people will reach out. I think you've offered a lot of great insights and inspiration for people. I appreciate hearing all that you had to say, and I knew I was going to learn a lot today and have and I always tell people, if I'm not learning at least as much as everyone else, I'm not doing my job right. So I really appreciate your time, and it's now getting late where you are, so we're going to let you go. But I want to thank you again for being here, and I do want to thank everyone who is listening and watching us today. We really appreciate it. If you would, I'd love it. If you'd give us a five star review. Wherever you're watching us and listening to us, if you'd like to talk to me or email me about the episode and give us your thoughts, feel free to do so. At Michael H, I m, I C, H, A, E, L, H i at accessibe, A, C, C, E, S, S, I, B, e.com, or go to our podcast page. Michael Hinkson, that's m, I, C, H, A, E, L, H, I N, G, s, o, n.com/podcast, love to hear from you if any of you have any thoughts as to someone else who might make a good podcast guest. And quad you as well. Would love it if you let us know we're always looking for more people to come on and be guests on the show. But again, kwaja, I want to thank you for being here. This has been wonderful.   Dr Khwaja Moinuddin ** 1:02:47 Thank you. Thank you so much, Mike, and it's been a real pleasure talking to you, and it's an honor to be part of your podcast. I wish I had met you earlier and learned I would have learned so much from you, I would definitely, definitely, definitely, you know, reach out to you to learn more. And you know, thank you for the opportunity. Thank you definitely for the opportunity.   **Michael Hingson ** 1:03:15   You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to inter

"Every problem looks big from a distance, and every opportunity looks small."The Concierge CPAWith Jackie MeyerFor CPA TrendlinesFor many, the road to success is paved with incremental progress. For Divakar Vijayasarathy, it was forged through sheer resilience, entrepreneurial grit, and an unyielding vision. In the latest episode of The Concierge CPA podcast, host Jackie Meyer sits down with the founder and CEO of DVS Advisory Group to discuss his inspiring journey from the slums of Chennai to leading a multimillion-dollar international firm operating across four countries.More Jackie MeyerDivakar's story is nothing short of remarkable. Raised in challenging circumstances in India, he excelled in accounting, passing one of the most grueling exams with a pass rate of just 0.3%. After securing high-profile positions, including at Citibank, he felt stifled in employment and pursued his entrepreneurial aspirations.

குர்ஆனும் நாமும்மவ்லவி முபாரக் மஸ்வூத் மதனி | Mubarak Masood Madani20-04-2014Masjid E Ahle Hadees, Alandur, Chennai, Tamil Nadu

This week on Game Timer, hosts Mihir Vasavda, Amit Kamath, Vinayakk Mohanarangan, and Devendra Pandey discuss the cricketing logic of CSK persisting with Dhoni as well as the emotional connect the fans have developed with him. And they also touch upon the BCCI's decision to host a Test match in Delhi during peak pollution season.Produced by Shashank BhargavaEdited and mixed by Suresh Pawar

Join us on a soulful journey in this special vlog-style episode as we explore the serene Siruvapuri Murugan Temple, a powerful sanctuary near Chennai. We share the temple's rich history, captivating story, and our personal reflections from the visit.This episode offers a simple, calming experience for anyone who loves temples, travel, or Lord Murugan.

It's Maggie Smith Day on the podcast! Maggie Smith is the New York Times bestselling author of You Could Make This Place Beautiful; My Thoughts Have Wings, a picture book illustrated by SCBWI Portfolio grand prize winner Leanne Hatch; the national bestsellers Goldenrod and Keep Moving: Notes on Loss, Creativity, and Change; as well as Good Bones, named one of the Best Five Poetry Books of 2017 by the Washington Post and winner of the 2018 Independent Publisher Book Awards Gold Medal in Poetry; The Well Speaks of Its Own Poison, winner of the 2012 Dorset Prize and the 2016 Independent Publisher Book Awards Gold Medal in Poetry; and Lamp of the Body, winner of the 2003 Benjamin Saltman Award.In 2016 Maggie Smith's poem “Good Bones” went viral internationally, receiving coverage in the Washington Post, theGuardian, the Telegraph, Slate, Huffington Post Italia, and elsewhere. To date it has been translated into nearly a dozen languages; interpreted by a dance troupe in Chennai, India; and set to music by multiple composers. PRI (Public Radio International) called it “the official poem of 2016.” In 2017 the poem was featured on an episode of the CBS primetime drama Madam Secretary, also called “Good Bones,” and was read by Meryl Streep at Lincoln Center.In this conversation, we talk about how she became the incredible writer and poet that she is, why we must continue making art in the face of genocide, fascism, and climate change, and we talk about her brand new book, Dear Writer: Pep Talks & Practical Advice for the Creative Life. ✅ Buy a copy (or two) of her new book.✅ Subscribe to her Substack, For Dear Life. ✅ Follow Maggie on Instagram.✊

Two of the biggest icons of the IPL, MS Dhoni and Rohit Sharma, are under scrutiny in the 2025 season. The Dhoni mania in Chennai has turned into a cringefest, while concerns over Rohit's form continue to grow. At 43, Dhoni remains sharp behind the stumps and still packs a punch with the bat. However, the idol-worship in Chennai has taken an uncomfortable turn, with some CSK fans even cheering for the dismissals of players batting ahead of him—sparking criticism from former cricketers. Meanwhile, Rohit Sharma is struggling to find form. Could Mumbai Indians be forced into a tough decision if his slump continues? Also, why are some teams unhappy with home curators this season? In the latest episode of the Sledging Room podcast, Akshay Ramesh, Saurabh Kumar, and Kingshuk Kusari break down these burning IPL 2025 topics. Tune in now! Produced by Prateek Lidhoo Sound mix by Suraj Singh

Aravind Srinivas is the co-founder and CEO of Perplexity AI, the world's first generally available conversation answer engine. Founded in August 2022 with Johnny Ho, Andy Konwinski, and Denis Yarats, Perplexity delivers accurate, sourced answers to any question. Born and raised in Chennai, India, Srinivas moved to the U.S. in 2017 and earned a PhD in Computer Science from the University of California, Berkeley, where he also taught a course in Deep Unsupervised Learning. He previously held prominent research roles at OpenAI, DeepMind, and Google, and he has positioned Perplexity as a leader in AI-powered information access with backing from top investors including Jeff Bezos, Elad Gil, Nat Friedman, and many others. ------ Thank you to the sponsors that fuel our podcast and our team: Squarespace https://squarespace.com/tetra Use code 'TETRA' ------ LMNT Electrolytes https://drinklmnt.com/tetra Use code 'TETRA' ------ Athletic Nicotine https://www.athleticnicotine.com/tetra Use code 'TETRA' ------ Sign up to receive Tetragrammaton Transmissions https://www.tetragrammaton.com/join-newsletter

To get your dose of daily business news, tune into Mint Top of the Morning on Mint Podcasts available on all audio streaming platforms. https://open.spotify.com/show/7x8Nv1RlOKyMV5IftIJwP1?si=bf5ecbaedd8f4ddc This is Nelson John, and I'll bring you the top business and tech stories, let's get started.  Zepto Bets Big on Cold Chain for Fresh Produce Quick commerce is fast, but fresh produce needs better logistics. Zepto is doubling down on cold chain infrastructure to improve margins and quality. CEO Aadit Palicha is actively seeking cold supply chain experts to enhance operations. The company has partnered with Transport Corporation of India to expand storage in the South. Fruits and vegetables account for 8-10% of quick commerce sales but face 15% wastage due to India's fragmented cold chain. The market is projected to grow from $14.5 billion (2023) to $53 billion (2032). Zepto's private-label meat brand, Relish, leveraged cold logistics to hit ₹150 crore ARR in six months. Zomato Lays Off 600 Employees Amid Automation Push Zomato has reportedly laid off 600 customer support employees in a bid to cut costs as growth slows. The layoffs follow AI-driven automation in customer service and financial pressures at its quick commerce arm, Blinkit. Employees claim they were dismissed without notice periods or clear explanations, while Zomato cites performance issues. On Reddit, ex-employees shared grievances, with one alleging termination for being late by 28 minutes over three months. Despite the layoffs, Zomato's stock closed 0.84% higher at ₹203.20. Aditya Birla Exits Paper Business, Sells to ITC for ₹3,500 Crore Aditya Birla Real Estate Ltd (ABREL) is exiting the paper sector, selling Century Pulp and Paper to ITC Ltd for ₹3,500 crore. The deal surpassed estimates, with Nomura valuing it at 18x EV/EBITDA for FY25. ABREL's paper segment has struggled, with revenue falling 5.5% YoY in FY24 and margins shrinking by 410 basis points. The sale will help reduce net debt (₹4,300 crore) to near-zero, boosting ABREL's real estate expansion. However, significant cash flow from projects like Niyaara will only materialize from FY27 onwards. ABREL's stock is down 21% in 2025, and investors await Q4 results and the Niyaara Phase 3 launch in FY26. CAG Report Flags Revenue Losses, Weak Oversight in Telecom & Digital Infra The Comptroller and Auditor General (CAG) has raised alarms over governance failures in telecom, electronics, and postal services: • Telecom: The Department of Telecommunications (DoT) failed to recover ₹2,463.67 crore from telcos due to delayed audits. BSNL lost ₹1,757.76 crore by failing to bill Reliance Jio for technology use. • Electronics Manufacturing: Under M-SIPS, only ₹2,136 crore was disbursed from ₹36,991 crore in committed investments, causing policy instability for investors. • Digital Infrastructure: The ₹6,548-crore National Knowledge Network for research institutions was flagged for poor bandwidth utilization and cybersecurity gaps. • Postal Services: GST mismanagement and irregular promotions resulted in ₹17.22 crore in tax losses. The findings expose execution flaws in India's push for digital self-reliance. Shapoorji Pallonji Faces Insolvency Plea Over Unpaid ₹2.72 Crore The National Company Law Tribunal (NCLT)-Mumbai has issued a notice to Shapoorji Pallonji & Co. Pvt. Ltd (SPCPL) over an insolvency plea filed by Chennai-based Intertouch Metal Buildings Pvt. Ltd. The roofing firm alleges unpaid dues for work on Port Blair's Veer Savarkar International Airport. SPCPL must respond within seven days, with the next hearing on April 24. This isn't SPCPL's first insolvency dispute. In October 2024, NCLT dismissed a similar plea by KBC Infrastructure, ruling that insolvency laws cannot be used as a debt recovery tool. As legal proceedings unfold, all eyes are on Shapoorji Pallonji's response and whether the case progresses to full-fledged insolvency.

The shocking murder of Dr. S.D. Subbiah, a prominent neurosurgeon in Chennai, sent ripples of disbelief throughout the city. On that fateful evening, a group of assailants ambushed him with sickles, leaving the doctor, who had dedicated his life to saving others, utterly defenseless. This high-profile case gained widespread attention, particularly due to a CCTV recording that circulated widely. Join us in this episode as we explore the intricacies of this case and the subsequent legal repercussions faced by the perpetrators.

This is the Catchup on 3 Things by The Indian Express and I'm Ichha SharmaToday is the 26th of March and here are the headlines.In a late-night order on Tuesday, former Enforcement Directorate chief Sanjay Kumar Mishra was appointed a full-time member of the Economic Advisory Council to the Prime Minister (EAC-PM). The EAC-PM, an independent advisory body, has had one vacancy since the death of its former chairman Bibek Debroy in November 2024. The former Ed chief had a high-profile stint, and somewhat ignominious end, as the ED Director. After he took over in 2018, the agency went about pursuing money laundering investigations at a break neck pace. By 2022, 65% of all asset attachments carried out by the ED in the previous 17 years had been made under his signature, with the agency carrying out more than 2,000 raids.The Assam police arrested journalist Dilwar Hussain Mozumdar last night after detaining him for several hours following his coverage of a protest against the Assam Co-operative Apex Bank (ACAB). Hussain is a reporter with the Assam-based digital media portal The CrossCurrent, known for its investigative reportage on the state government. He is also the assistant general secretary of the Guwahati Press Club. The grounds for his arrest, which were presented to his family hours after he was detained, state that he was arrested for alleged criminal intimidation and violation of provisions of the Scheduled Castes and Scheduled Tribes (Prevention of Atrocities) Act for “offensive remarks” against the complainant.A spate of chain-snatching incidents in Chennai, executed within an hour on yesterday culminated in the fatal police shooting of one of the suspects near Taramani railway station today. Police said the men, part of a notorious gang, targeted elderly women and morning walkers in neighbourhoods along East Coast Road, Adyar and Besant Nagar. According to the police, two suspects, both from Uttar Pradesh, were intercepted at Chennai International Airport as they attempted to board a flight to New Delhi.A day after what Donald Trump termed as “the only glitch in two months”, US National Security Adviser, Mike Waltz, said he took full responsibility for leak of military plans in a Signal chat. He said quote, “I take full responsibility. I built the group. My job is to make sure everything is coordinated,” unquote in an interview with Fox News, in which he conceded: “it's embarrassing”. Waltz's comments came a day after Jeffrey Goldberg, editor-in-chief of the Atlantic, revealed that he was added to a group on Signal, a private messaging app, that included vice-president JD Vance, defense secretary Pete Hegseth, secretary of state Marco Rubio and other high-profile figures discussing “operational details” of US airstrikes on Houthis in Yemen.South Korea's government has been held responsible for multiple human rights violations for fabricating birth records, falsely reporting that children had been abandoned over decades for a programme which sent about 200,000 children and babies abroad for adoption, a landmark enquiry by the truth commission has found. Private agencies were able to export babies and children due to government's lack of oversight and the agencies were driven by profit which enabled the “mass exportation of children” and numerous examples of coercion, false records and fraud have been found in the scheme.This was the Catch Up on 3 Things by the Indian Express.

In this episode of Spikes Excitement Talks, Gordon sits down with Lisa Steinhauer, Head of Customer Experience and Digitalization at BMW, to explore how digital transformation is reshaping one of the world's most iconic automotive brands. Lisa shares why India is the most exciting market on the horizon, how working across diverse regions—from Chennai to Cape Town—offers a new lens on customer behavior, and what Germans often misunderstand about global markets.They dive into the shift from bespoke car buying to digital-first platforms, why platform simplicity is a thrill rather than a constraint, and how BMW is driving transformation as a united team across continents. If you're a German professional looking to build an international career, Lisa's insights on navigating global complexity with local sensitivity are a must-hear.Tune in for an energizing conversation about innovation, culture, and what it really takes to create meaningful customer experiences in a rapidly evolving world.

It's summertime, and that can only mean one thing—the IPL is back! In this episode, hosts Mihir Vasavda, Vinayak Mohanarangan, and Venkat Krishna B. chat all things IPL, from Dhoni's fitness and Chennai's spin-heavy strategy to surprise captaincy calls at RCB and KKR. Will this be MS Dhoni's final bow? Can Punjab Kings finally come of age? And what does ‘Project Bumrah' mean for MI and Team India?Produced by Shashank BhargavaEdited and mixed by Suresh Pawar

This is the Catchup on 3 Things by The Indian Express and I'm Ichha SharmaToday is the 21st of March and here are the headlines.Tamil Nadu BJP president K Annamalai was arrested by Chennai police on Monday morning, just before leading a protest against financial irregularities at TASMAC. Annamalai, who planned the demonstration outside TASMAC's headquarters in Egmore, was detained near his Akkarai residence while attempting to leave. Several senior BJP leaders, including Tamilisai Soundararajan, Vanathi Srinivasan, and Saraswathi, were also taken into custody at different locations across Chennai. The arrests came amid growing tensions over the state's liquor retailing practices.Intelligence leaders from the US, UK, New Zealand, and other nations met in New Delhi on Sunday to discuss security cooperation. The conference, hosted by India's National Security Advisor Ajit Doval, included Tulsi Gabbard (US), Jonathan Powell (UK), and Andrew Hampton (New Zealand), along with top intelligence officials from various countries. The meeting, organized by the National Security Council Secretariat, is part of the Raisina Dialogue, which was inaugurated by Prime Minister Modi, with New Zealand's PM Christopher Luxon as the chief guest.The Cyberabad police in Telangana booked 25 people on Sunday, including Tollywood actors and social media influencers, for allegedly promoting illegal betting, gambling and casino apps, causing financial losses to the public. Among the 25 named in the FIR are actors Rana Daggubati, Prakash Raj, Vijay Devarakonda, Manchu Lakshmi, Praneetha and Nidhi Agarwal. Named accused 1 and accused 2, Rana Daggubati and Prakash Raj are alleged to have promoted Junglee Rummy through pop-up ads. Vijay Devarakonda is accused of promoting A23 Rummy, Manchu Lakshmi Yolo247, Praneetha Fairplay Live, and Nidhi Agarwal Jeet Win, all by way of pop-up ads, the police said.After spending nine months at the International Space Station, NASA astronauts Sunita Williams, Nick Hague, Butch Wilmore, and Roscosmos cosmonaut Aleksandr Gorbunov successfully return to Earth through Elon Musk's Space X Dragon capsule. Prime Minister Modi also welcomed back the NASA astronauts and lauded their grit and courage, calling their return a testament to the human spirit. PM Modi expressed pride in their perseverance and the dedication of those who ensured their safe return to Earth.Israel launched major airstrikes on Gaza early Tuesday, killing at least 326 Palestinians, including women and children, as reported by hospital officials. The airstrikes targeted Hamas positions, escalating tensions as ceasefire talks stalled. Israel's military vowed to continue its offensive against Hamas, accusing the group of rejecting multiple ceasefire proposals. Prime Minister Netanyahu's office stated that Israel would intensify its military response.This was the Catch Up on 3 Things by the Indian Express.

This week's Stumped with Nikesh Rughani, Jim Maxwell and Sunil Gupta is an Indian T20 franchise special.The 18th edition of the Indian Premier League starts on 22 March, and the team discuss the major talking points heading into the tournament, including Kolkata Knight Riders selecting Ajinkya Rahane as captain and if this could be the year for Virat Kohli's RCB to win their first title?We reflect on Mumbai Indians winning the Women's Premier League for the second time in three years.Plus, we chat to cricket bat restorer Barney Morris about the rare and growing trade in cricket bat repairs. Photo: Players of Kolkata Knight Riders celebrate with the trophy after their victory against the Sunrisers Hyderabad in the 2024 IPL Final match between the Kolkata Knight Riders and Sunrisers Hyderabad at MA Chidambaram Stadium on May 26, 2024 in Chennai, India. (Photo by Pankaj Nangia/Getty Images)

Direct flights to India are one step closer following a codeshare agreement signing between Air New Zealand and Air India. Passengers will be able to travel from Indian counties Delhi, Mumbai, Bengaluru and Chennai on their national airline, and connect at Sydney, Melbourne or Singapore and onto New Zealand. Both airlines revealed they are aiming for direct flights in 2028. Indian New Zealand Business Council Chair Bharat Chawla talks to Tim Beveridge about what this means for New Zealand. LISTEN ABOVE. See omnystudio.com/listener for privacy information.

This is the Catchup on 3 Things by The Indian Express and I'm Flora Swain.Today is the 17th of March and here are the headlines.  Tamil Nadu BJP president K Annamalai was arrested by Chennai police on Monday morning, just before leading a protest against financial irregularities at TASMAC. Annamalai, who planned the demonstration outside TASMAC's headquarters in Egmore, was detained near his Akkarai residence while attempting to leave. Several senior BJP leaders, including Tamilisai Soundararajan, Vanathi Srinivasan, and Saraswathi, were also taken into custody at different locations across Chennai. The arrests came amid growing tensions over the state's liquor retailing practices.  The Congress party criticized Prime Minister Narendra Modi over his remarks about the irrelevance of global organizations. In a podcast with Lex Fridman, Modi claimed organizations like the UN had become "almost irrelevant" due to the lack of reforms, adding that India had benefitted from them. Congress MP Jairam Ramesh responded, accusing Modi of trying to appease US President Donald Trump and repeating his friend's views, questioning the Prime Minister's stance on international cooperation. Intelligence leaders from the US, UK, New Zealand, and other nations met in New Delhi on Sunday to discuss security cooperation. The conference, hosted by India's National Security Advisor Ajit Doval, included Tulsi Gabbard (US), Jonathan Powell (UK), and Andrew Hampton (New Zealand), along with top intelligence officials from various countries. The meeting, organized by the National Security Council Secretariat, is part of the Raisina Dialogue, which was inaugurated by Prime Minister Modi, with New Zealand's PM Christopher Luxon as the chief guest. Jammu and Kashmir Police have booked social media influencer Orhan Awatramani (Orry) and seven others for allegedly drinking alcohol in Katra town, near the Mata Vaishno Devi shrine. An FIR was filed under section 223 for disobedience of public orders, as Katra has a ban on liquor and non-vegetarian products due to its religious significance. The local administration enforces this ban to maintain the sanctity of the pilgrimage site and prevent disturbances. The Trump administration deported alleged members of the Venezuelan gang Tren de Aragua, despite a court order blocking the action. The operation continued after Judge James Boasberg ruled against using the wartime Alien Enemies Act to expel the gang members. White House press secretary Karoline Leavitt stated that a single judge couldn't halt the expulsion of individuals deemed a national security threat, asserting that deportation was a matter of executive authority despite legal challenges.   This was the Catch Up on 3 Things by the Indian Express.

This episode we will finish up the travels of Xuanzang, who circumnavigated the Indian subcontinent while he was there, spending over a decade and a half travelings, visiting important Buddhist pilgrimage sites, and studying at the feet of learned monks of India, and in particular at Nalanda monastery--a true center of learning from this period. For more, check out our blogpost page:  https://sengokudaimyo.com/podcast/episode-122 Rough Transcript Welcome to Sengoku Daimyo's Chronicles of Japan.  My name is Joshua and this is episode 122:  Journey to the West, Part 3 The courtyard at Nalanda was quiet.  Although hundreds of people were crowded in, trying to hear what was being said, they were all doing their best to be silent and still.  Only the wind or an errant bird dared speak up.  The master's voice may not have been what it once was—he was definitely getting on in years—but Silabhadra's mind was as sharp as ever. At the front of the crowd was a relatively young face from a far off land.  Xuanzang had made it to the greatest center of learning in the world, and he had been accepted as a student of perhaps the greatest sage of his era.  Here he was, receiving lessons on some of the deepest teachings of the Mahayana Buddhist sect, the very thing he had come to learn and bring home. As he watched and listened with rapt attention, the ancient teacher began to speak….   For the last two episodes, and continuing with this one, we have been covering the travels of the monk Xuanzang in the early 7th century, starting around 629 and concluding in 645.  Born during the Sui dynasty, Xuanzang felt that the translations of the Buddhist sutras available in China were insufficient—many of them had been made long ago, and often were translations of translations.  Xuanzang decided to travel to India in the hopes of getting copies in the original language to provide more accurate translations of the sutras, particularly the Mahayana sutras.  His own accounts of his journeys, even if drawn from his memory years afterwards, provide some of our most detailed contemporary evidence of the Silk Road and the people and places along the way.  After he returned, he got to work on his translations, and became quite famous.  Several of the Japanese students of Buddhism who traveled to the Tang dynasty in the 650s studied under him directly and brought his teachings back to Japan with them.  His school of “Faxiang” Buddhism became known in Japan as the Hosso sect, and was quite popular during the 7th and 8th centuries.  Xuanzang himself, known as Genjou in Japan, would continue to be venerated as an important monk in the history of Buddhism, and his travels would eventually be popularized in fantastic ways across East Asia. Over the last couple of episodes we talked about Xuanzang's illegal and harrowing departure from the Tang empire, where he had to sneak across the border into the deserts of the Western Regions.  We then covered his time traveling from Gaochang, to Suyab, and down to Balkh, in modern Afghanistan.  This was all territory under the at least nominal control of the Gokturk empire.  From Balkh he traveled to Bamyan, and then on to Kapisa, north of modern Kabul, Afghanistan.  However, after Kapisa, Xuanzang was finally entering into the northern territories of what he knew as “India”, or “Tianzhu”. Here I would note that I'm using “India” to refer not to a single country, but to the entirety of the Indian subcontinent, and all of the various kingdoms there -- including areas now part of the modern countries of Afghanistan, Pakistan, Bangladesh, and Sri Lanka.  The Sinitic characters used to denote this region are pronounced, today, as “Tianzhu”, with a rough meaning of “Center of Heaven”, but it is likely that these characters were originally pronounced in such a way that the name likely came from terms like “Sindhu” or “Induka”.  This is related to the name of the Sindh or Indus river, from which India gets its name.  Xuanzang's “Record of the Western Regions” notes that the proper pronunciation of the land should be “Indu”.  In Japan, this term was transmitted through the Sinitic characters, or kanji, and pronounced as “Tenjiku”.  Since it featured so prominently in the stories of the life of the Buddha and many of the Buddhist sutras, Tenjiku was known to the people of the Japanese archipelago as a far off place that was both real and fantastical. In the 12th century, over a thousand stories were captured for the “Konjaku Monogatarishu”, or the “Collection of Tales Old and New”, which is divided up into tales from Japan, China, and India.  In the famous 9th or 10th century story, “Taketori Monogatari”, or the “Bamboo-Cutter's Tale”, about princess Kaguya hime, one of the tasks the princess sets to her suitors is to go to India to find the begging bowl of the Buddha.  Records like those produced by Xuanzang and his fellow monks, along with the stories in the sutras, likely provided the majority of what people in the Japanese archipelago knew about India, at least to begin with. Xuanzang talks about the land of India as being divided into five distinct parts—roughly the north, south, east, west, and center.  He notes that three sides face the sea and that the Snow Mountains—aka the Himalayas—are in the north.  It is, he says, “Wide in the north and narrow in the south, in the shape of a crescent moon”.  Certainly the “Wide in the north and narrow in the south” fit the subcontinent accurately enough, and it is largely surrounded by the waters of what we know as the Indian Ocean to the west, the east, and the south.  The note about the Crescent Moon might be driven by Xuanzang's understanding of a false etymology for the term “Indus”, which he claims comes from the word for “moon”.  Rather, this term appears to refer to the Indus River, also known as the Sindh or Sindhus, which comes from an ancient word meaning something like “River” or “Stream”. Xuanzang also notes that the people of the land were divided into castes, with the Brahman caste at the top of the social hierarchy.    The land was further divided into approximately 70 different countries, according to his accounts.  This is known broadly as the Early Medieval period, in India, in which the region was divided into different kingdoms and empires that rose and fell across the subcontinent, with a total size roughly equivalent to that covered by the countries of the modern European Union.  Just like Europe, there were many different polities and different languages spoken across the land – but just as Latin was the common language in Europe, due to its use in Christianity, Sanskrit was the scholarly and religious language in much of India, and could also be used as a bridge language.  Presumably, Xuanzang understood Sanskrit to some extent as a Buddhist monk.  And, just a quick note, all of this was before the introduction of Islam, though there were other religions also practiced throughout the subcontinent, but Xuanzang was primarily focused on his Buddhist studies. Xuanzang describes India as having three distinct seasons—The hot season, the rainy season, and the cold season, in that order.  Each of these were four month long periods.  Even today, the cycle of the monsoon rains is a major impact on the life of people in South Asia.  During the rainy season, the monks themselves would retreat back to their monasteries and cease their wanderings about the countryside. This tradition, called “Vassa”, is still a central practice in many Theravada Buddhist societies such as Thailand and Laos today, where they likewise experience this kind of intensely wet monsoon season. Xuanzang goes on to give an in depth analysis of the people and customs of the Indian subcontinent, as he traveled from country to country. So, as we've done before, we'll follow his lead in describing the different locations he visited. The first country of India that Xuanzang came to was the country of Lampa, or Lamapaka, thought to be modern Laghman province in Afghanistan.  At the time it was a dependency of Kapisa.  The Snow Mountains, likely meaning the Hindu Kush, the western edge of the Himalayas, lay at its north, while the “Black Mountains” surrounded it on the other three sides.  Xuanzang mentions how the people of Lampa grow non-glutinous rice—likely something similar to basmati rice, which is more prevalent in South Asian cuisine, as compared to glutinous rice like more often used in East Asia. From Lampa he headed to Nagarahara, likely referring to a site near the Kabul River associated with the ruins of a stupa called Nagara Gundi, about 4 kilometers west of modern Jalalabad, Afghanistan.  This was another vassal city-state of Kapisa.  They were still Mahayana Buddhists, but there were other religions as well, which Xuanzang refers to as “heretical”, though I'm not entirely sure how that is meant in this context.  He does say that many of the stupas were dilapidated and in poor condition. Xuanzang was now entering areas where he likely believed the historical Buddha had once walked.  In fact, Lampa was perhaps the extent of historical Buddha's travels, according to the stories and the sutras, though this seems unlikely to have been true.  The most plausible locations for the Historical Buddha's pilgrimages were along the Ganges river, which was on the other side of the subcontinent, flowing east towards modern Kolkatta and the Bengal Bay.  However, as Buddhism spread, so, too, did stories of the Buddha's travels.  And so, as far as Xuanzang was concerned, he was following in the footsteps of the Buddha. Speaking of which, at Nagarahara, Xuanzang mentions “footprints” of the Buddha.  This is a Buddhist tradition found in many places.  Xuanzang claims that the Tathagatha, the Englightened One, or the Buddha, would fly, because when he walked the land itself shook.  Footprint shapes in rock could be said to be evidence of the Buddha's travels.  Today, in many Buddhist areas you can find footprints carved into rock conforming to stories about the Buddha, such as all the toes being of the same length, or other various signs.  These may have started out as natural depressions in the rock, or pieces of artwork, but they were believed by many to be the actual point at which the Buddha himself touched down.  There are famous examples of these footprints in Sri Lanka, Thailand, and China.  Of course there are also traditions of creating images of the footprint as an object of worship.  Images of footprints, similar to images of the Great Wheel of the Law, may have been some of the earliest images for veneration, as images of the Buddha himself did not appear until much later in the tradition.  One of the oldest such footprints in Japan is at Yakushiji temple, and dated to 753.  It was created based on a rubbing brought back by an envoy to the Tang court, while they were in Chang'an. Like Buddha footprints, there are many other images and stories that show up multiple times in different places, even in Xuanzang's own narrative.  For example, in Nagarahara Xuanzang also shares a story of a cave, where an image of the Buddha could be just barely made out on the wall – maybe maybe an old carving that had just worn away, or maybe an image that was deliberately placed in the darkness as a metaphor for finding the Buddha—finding enlightenment.  This is not an uncommon theme in Buddhism as a whole.  In any case, the story around this image was that it had been placed there to subdue a naga. Now a naga is a mythical snake-like being, and  we are told that this particular naga was the reincarnation of a man who had invoked a curse on the nearby kingdom, then threw himself from a cliff in order to become a naga and sow destruction.  As the story went, the man was indeed reborn, but before he could bring destruction, the Buddha showed up and subdued him, convincing him that this was not right.  And so the naga agreed to stay in the cave, where the Buddha left an image—a shadow—to remind the naga any time that its thoughts might turn to destruction. Later in his travels, at a place name Kausambi, Xuanzang mentions another cave where the Buddha had subdued a venomous dragon and left his shadow on the cave wall.  Allowing for the possibility that the Buddha just had a particular M.O. when dealing with destructive beings, we should also consider the possibility that the story developed in one region—probably closer to the early center of Buddhism, and then traveled outward, such that it was later adopted and adapted to local traditions.  From Nagarahara, Xuanzang continued to the country of Gandhara and its capital city of Purushapura, aka modern Peshwar.  This kingdom was also under vassalage to the Kapisan king.  Here and elsewhere in the journey, Xuanzang notes not only evidence of the historical Buddha, but also monasteries and stupas purported to have been built by King Kanishka and King Asoka.  These were important figures who were held in high regard for spreading Buddhism during their reign.  Continuing through the region of Gandhara, he also passed through Udakhand and the city of Salatura, known as the birthplace of the ancient Sanskrit grammarian, Daksiputra Panini, author of the Astadhyayi [Aestudjayi].  This work is the oldest surviving description of classical Sanskrit, and used grammatical and other concepts that wouldn't be introduced into Western linguistics for eons.  Daksiputra Panini thrived around the 5th or 4th century BCE, but was likely one of the reasons that Sanskrit continued to be used as a language of scholarship and learning even as it died out of usage as the day to day language of the common people.  His works and legacy would have been invaluable to translators like Xuanzang in understanding and translating from Sanskrit. Xuanzang continued on his journey to Kashmira, situated in the Kashmir Valley.  This valley sits between the modern states of Pakistan and India, and its ownership is actively disputed by each.  It is the namesake of the famous cashmere wool—wool from the winter coats of a type of goat that was bred in the mountainous regions.  The winter coat would be made of soft, downy fibers and would naturally fall out in the spring, which the goatherds harvested and made into an extremely fine wool.  In the 7th century and earlier, however, the region was known not as much for its wool, but as a center for Hindu and Buddhist studies.  Xuanzang ended up spending two years in Kashmira studying with teachers there.  Eventually, though, he continued on, passing through the country of Rajpura, and continuing on to Takka and the city of Sakala—modern day Sialkot in the Punjab region of modern Pakistan.  Leaving Sakala, he was traveling with a group when suddenly disaster struck and they were accosted by a group of bandits.  They took the clothes and money of Xuanzang and those with him and then they drove the group into a dry pond in an attempt to corral them while they figured out what they would do—presumably meaning kill them all.  Fortunately for the group, there was a water drain at the southern edge of the pond large enough for one man to pass through.  Xuanzang and one other went through the gap and they were able to escape to a nearby village.  Once they got there, they told the people what had happened, and the villagers quickly gathered weapons and ran out to confront the brigands, who saw a large group coming and ran away.  Thus they were able to rescue the rest of Xuanzang's traveling companions.  Xuanzang's companions were devastated, having lost all of their possessions.  However, Xuanzang comforted them.  After all, they still had their lives.  By this time, Xuanzang had certainly seen his fair share of life and death problems along the road.  They continued on, still in the country of Takka, to the next great city.  There they met a Brahman, and once they told him what had happened, he started marshalling the forces of the city on their behalf.  During Xuanzang's stay in Kashmira, he had built a reputation, and people knew of the quote-unquote “Chinese monk”.  And even though the people in this region were not necessarily Buddhist—many were “heretics” likely referring to those of Hindu faith—the people responded to this pre-Internet “GoFundMe” request with incredible generosity.  They brought Xuanzang food and cloth to make into suits of clothes.  Xuanzang distributed this to his travel companions, and ended up still having enough cloth for 50 suits of clothes himself.  He then stayed at that city a month. It is odd that they don't seem to mention the name of this location.  Perhaps there is something unspeakable about it?  Still, it seems that they were quite generous, even if they were “heretics” according to Xuanzang. From the country of Takka, he next proceeded to the kingdom of Cinabhukti, where he spent 14 months—just over a year—studying with the monks there.  Once he had learned what he could, he proceeded onwards, passing through several countries in northern India until he came to the headwaters of the sacred Ganges rivers.  The Indus and the Ganges rivers are in many ways similar to the Yellow River and Yangzi, at least in regards to their importance to the people of India.  However, whereas the Yellow River and Yangzi both flow east towards the Pacific Ocean, the Indus and Ganges flow in opposite directions.  The Indus flows southwest, from the Himalayas down through modern India into modern Pakistan, emptying into the western Indian Ocean.  The Ganges flows east along the base of the Himalayas and enters the eastern Indian Ocean at Kolkatta.   At the headwaters of the Ganges, Xuanzang found a Buddhist monk named Jayagupta and chose to spend the winter and half of the following spring listening to his sermons and learning at his feet. From there he continued his travels, and ended up being summoned by King Harshavardhana of Kanyakubja, known today as the modern city of Kannauj.  Harshavardhana ruled an immense state that covered much of the territory around the sacred Ganges river.  As word of this strange monk from a far off land reached him, the King wanted to see him for himself.  Xuanzang stayed in Kannauj for three months, completing his studies of the Vibhasha Shastra, aka the Abhidarmma Mahavibhasha Shastra, known in Japanese as the Abidatsuma Daibibasharon, or just as the Daibibasharon or the Basharon, with the latter two terms referring to the translations that Xuanzang performed.   This work is not a sutra, per se, but rather an encyclopedic work that attempted to speak on all of the various doctrinal issues of its day.  It is thought to have been authored around 150 CE, and was influential in the Buddhist teachings of Kashmira, when that was a center of Orthodoxy at the time.  This is what Xuanzang had started studying, and it seems that in Kannauj he was finally able to grasp everything he felt he needed to know about it in order to effectively translate it and teach it when he returned.  That said, his quest was not over.  And after his time in Kannauj, he decided to continue on. His next stop was at the city of Ayodhya.  This was—and is—a city of particular importance in Hindu traditions.  It is said to be the city mentioned in the epic tale known as the Ramayana, though many argue that it was simply named that later in honor of that ancient city.  It does appear to be a city that the historical Buddha, Siddhartha Gautama, visited and where he preached.  It was also the home of a famous monk from Gandhara who authored a number of Buddhist tomes and was considered, at least by Xuanzang, a proper Boddhisatva.  And so Xuanzang spent some time paying homage to the places where the Buddha and other holy figures had once walked. “Ayodhya” appears in many forms across Asia.  It is a major pilgrimage center, and the city of “Ayutthaya” in Thailand was named for it, evoking the Ramayana—known in Thai as the Ramakien—which they would adopt as their own national story.  In Silla, there is a story that queen Boju, aka Heo Hwang-ok, wife to the 2nd century King Suro of Geumgwan Gaya, traveled to the peninsula all the way from the foreign country of “Ayuta”, thought to mean Ayodhya.  Her story was written down in the Gaya histories and survives as a fragment found in the Samguk Yusa.  Members of the Gimhae Kim, Gimhae Heo, and Incheon Yi clans all trace their lineage back to her and King Suro. From Ayodhya, Xuanzang took a trip down the Ganges river.  The boat was packed to bursting with some 80 other travelers, and as they traveled towards a particularly heavily forested area, they were set upon by bandits, who rowed their ships out from hiding in the trees and forced the travelers to the shore.  There the bandits made all the travelers strip down and take off their clothing so that the bandits could search for gold or valuables.  According to Xuanzang's biography, these bandits were followers of Durga, a Hindu warrior-goddess, and it is said that each year they would look for someone of particularly handsome features to sacrifice to her.  With Xuanzang's foreign features, they chose him.  And so they took him to be killed.  Xuanzang mentioned that he was on a pilgrimage, and that by interrupting him before they finished he was worried it might be inauspicious for them, but he didn't put up a fight and merely asked to be given time to meditate and calm his mind and that they perform the execution quickly so that he wouldn't even notice. From there, according to the story, a series of miracles occurred that ended up with Xuanzang being released and the bandits worshipping at his feet.  It is times like this we must remember that this biography was being written by Xuanzang's students based on stories he told them about his travels.  While being accosted by bandits on the river strikes me as perfectly plausible, we don't necessarily have the most reliable narrators, so I'm going to have to wonder about the rest.  Speaking of unreliable narration, the exact route that Xuanzang traveled from here on is unclear to me, based on his stated goals and where he was going.  It is possible that he was wandering as opportunities presented themselves —I don't know that he had any kind of map or GPS, like we've said in the past.  And it may be that the routes from one place to another were not always straightforward.  Regardless, he seems to wander southeast for a period before turning again to the north and eventually reaching the city of Shravasti. Shravasti appeared in our discussion of the men of Tukhara in Episode 119.  With the men of Tukhara there was also mentioned a woman from Shravasti.  While it is unlikely that was actually the case—the names were probably about individuals from the Ryukyuan island chain rather than from India—it is probably worth nothing that Shravasti was a thriving place in ancient times.  It was at one time the capital city of the kingdom of Kosala, sharing that distinction with the city of Ayodhya, back in the 7th to 5th centuries BCE.  It is also where the historical Buddha, Siddhartha Gautama, was said to have spend many years of his life.  This latter fact would have no doubt made it a place of particular importance to Xuanzang on his journeys. From there he traveled east, ending up following the foothills of the Himalayas, and finally came to some of the most central pilgrimages sites for followers of the historical Buddha.  First, he reached Lumbini wood, in modern Nepal, said to have been the birthplace of Prince Siddhartha Gautama, the Buddha.  And then he visited Kushinagara, the site where the Buddha ascended to nirvana—in other words, the place where he passed away.  From there, he traveled to Varanasi, and the deer park monastery, at the place where the Buddha is said to have given one of his most famous sermons.  He even visited the Bodhi tree, the tree under which Siddhartha Gautama is said to have attained enlightenment.  He spent eight or nine days there at Bodhgaya, and word must have spread about his arrival, because several monks from the eminent Nalanda Monastery called upon him and asked him to come to the monastery with them. Nalanda Monastery was about 80 km from Bodhgaya.  This was a grand monastery and center of learning—some say that it was, for a time, the greatest in the world.  It had been founded in the 5th century by the Gupta dynasty, and many of the Gupta rulers and others donated to support the monastery, which also acted as a university.  After the fall of the Gupta dynasty, the monastery was supported by King Harsha of Kannauj, whom Xuanzang had visited earlier.  It ultimately thrived for some 750 years, and is considered by some to be the oldest residential university—meaning that students would come to the temple complex and stay in residence for years at a time to study.  According to Xuanzang, Nalanda hosted some 10,000 monks. Including hosts and guests.  They didn't only study Buddhist teachings, but also logic, grammar, medicine, and divination.  Lectures were given at more than 100 separate places—or classrooms—every day.  It was at Nalanda, that Xuanzang would meet the teacher Silabhadra, who was known as the Right Dharma Store.  Xuanzang requested that he be allowed to study the Yogacharabhumi Shastra—the Yugashijiron, in Japanese.  This is the work that Xuanzang is said to have been most interested in, and one of the works that he is credited with bringing back in one of the first full translations to the Tang dynasty and then to others in East Asia.  It is an encyclopedic work dedicated to the various forms of Yogacara practice, which focuses on the mental disciplines, and includes yoga and meditation practices.  It has a huge influence on nearly all Mahayana schools, including things like the famous Zen and Pure Land schools of Buddhism.  The Yogacharabhumi Shastra is the earliest such encyclopedic work, compiled between the 3rd and 5th centuries—so even if the monk Faxian had brought portions of it back, it was probably not in the final form that Xuanzang was able to access. Silabhadra, for his part, was an ancient teacher—some put his age at 106 years, and his son was in his 70s.  He was one of the few at Nalandra who supposedly knew all of the various texts that they had at the monastery, including the Yogacarabhumi Shastra.  Xuanzang seems to have been quite pleased to study under him.  Xuanzang stayed at the house of Silabhadra's son, Buddhabhadra, and they welcomed him with entertainment that lasted seven days.  We are told that he was then given his own lodgings, a stipend of spices, incense, rice, oil, butter, and milk, along with a servant and a Brahman.  As a visiting monk, he was not responsible for the normal monastic duties, instead being expected to spend the time in study.  Going out, he was carried around by an elephant.   This was certainly the royal treatment. Xuanzang's life at Nalandra wasn't all books: south of the monastery was the city of Rajagrha, the old capital of the kingdom of Magadha, where the ancient Gupta kings had once lived, and on occasional breaks from his studies, Xuanzang would venture out to see the various holy sites.  This included the famous Mt. Grdhrakuta, or Vulture Peak, a location said to be favored by the historical Buddha and central to the Lotus Sutra, arguably the founding document of Mahayana Buddhist tradition. After all, “Mahayana” means “Greater Vehicle” and it is in the Lotus Sutra that we see the metaphor of using different vehicles to escape a burning house.   We've already talked a bit about how the image of Vulture Peak had already become important in Japanese Buddhism: In Episode 112 we talked about how in 648, Abe no Oho-omi had drums piled up at Shitennoji in the shape of Vulture Peak. But although the sightseeing definitely enhanced his experience, Xuanzang was first and foremost there to study.  He spent 15 months just listening to his teacher expound on the Yogacarabhumi Shastra, but he also heard expositions on various other teachings as well.  He ended up studying at Nalandra Monastery for 5 years, gaining a much better understanding of Sanskrit and the various texts, which would be critically important when it came to translating them, later. But, Xuanzang was not one to stay in any one place forever, and so after 5 years—some 8 years or more into his journey, he continued on, following the Ganges east, to modern Bangladesh.  Here he heard about various other lands, such as Dvarapati—possibly referring to Dvaravati, in modern Thailand, as well as Kamalanka and Isanapura.  The latter was in modern Cambodia, the capital of the ancient Chenla kingdom.  Then Mahacampa—possibly referring to the Champa region of Vietnam—and the country of Yamanadvipa.  But there was still more of India for Xuanzang to discover, and more teachings to uncover, and so Xuanzang decided instead to head southwest, following the coast.  He heard of the country of Sinhala, referring to the island of Sri Lanka, but he was urged not to go by ship, as the long journey was perilous.  Instead he could stay on relatively dry land and head down to the southern tip of the subcontinent and then make a quick hop from there across to the island.  He traveled a long distance, all the way down to Kancipuram, the seat of the Pallava dynasty, near modern day Chennai.  From the seaport near Kancipuram, it was only three days to Sinhala—that is to say Sri Lanka—but before he could set out, he met a group of monks who had just arrived.  They told him that the king of Sinhala had died , and there was a great famine and civil disturbances.  So they had fled with some 300 other monks. Xuanzang eventually decided not to make the journey, but he did talk with the monks and gathered information on the lands to the south, on Sri Lanka, and on the islands south of that, by which I suspect he may have meant the Maldives.  While Sri Lanka is an area important to Buddhist scholarship, particularly to the Theravada schools, this likely did not impress Xuanzang, and indeed he seemed to feel that his studies in Nalanda had more than provided him what he needed.  Sri Lanka, however, is the source of the Pali canon, one of the most complete early canons of Buddhism, which had a huge influence on Theravada Buddhism in Southeast Asia and elsewhere. So Xuanzang took plenty of notes but decided to forego the ocean voyage and headed northwest, instead.  He traveled across the breadth of India to Gujarat, and then turned back east, returning to pay respects once more to his teacher in Nalanda.  While there he heard of another virtuous monk named Prajnabhadra at a nearby monastery.  And so he went to spend several months with him, as well.  He also studied with a layman, Sastrin Jayasena, at Stickwood Hill.  Jayasena was a ksatriya, or nobleman, by birth, and studied both Buddhist and non-Buddhist texts.  He was courted by kings, but had left to continue his studies.  Xuanzang studied with him for another couple of years. Xuanzang remained at Nalanda, learning and teaching, expounding on what he had learned and gathering many copies of the various documents that he wished to take back with him, though he wondered how he might do it.  In the meantime, he also acquired quite the reputation.  We are told that King Siladitya had asked Nalanda for monks who could refute Theravada teachings, and Xuanzang agreed to go.  It isn't clear, but it seems that “Siladitya” was a title, and likely referred to King Harsha of Kannauj, whom we mentioned earlier.  Since he was a foreigner, then there could be no trouble that was brought on Nalanda and the other monks if he did poorly.  While he was waiting to hear back from Siladitya's court, which was apparently taking time to arrange things, the king of Kamarupta reached out to Nalanda with a request that Xuanzang come visit them.  While Xuanzang was reluctant to be gone too long, he was eventually encouraged to go and assuage the king. Kamarupta was a kingdom around the modern Assam region, ruled by King Bhaskaravarman, also known as King Kumara, a royal title.  This kingdom included parts of Bangladesh, Bhutan, and Nepal.  Bhaskaravarman, like so many other regents, seems to have been intrigued by the presence of this foreign monk, who had traveled all this way and who had studied at the famous Nalanda Monastery in Magadha. He invited Xuanzang to come to him.  Xuanzang's teacher, Silabhadra, had exhorted him to spread the right Dharma, and to even go to those non-Buddhists in hopes that they might be converted, or at least partially swayed. King Bhaskaravarman was quite taken with Xuanzang, wining and dining him while listening to him preach.  While there, Xuanzang learned about the country of Kamarupta.  He also learned about a path north, by which it was said it was a two month journey to arrive at the land of Shu, in the Sichuan Basin, on the upper reaches of the Yangzi – a kind of shortcut back to the Tang court.  However, the journey was treacherous—possibly even more treacherous than the journey to India had been. Eventually word reached the ears of King Siladitya that Xuanzang was at the court of King Bhaskaravarman, and Siladitya got quite upset.  Xuanzang had not yet come to *his* court, so Siladitya demanded that Bhaskaravarman send the monk to him immediately.  Bhaskaravarman refused, saying he'd rather give Siladitya his own head, which Siladitya said he would gladly accept.  Bhaskaravarman realized he may have miscalculated, and so he sailed up the Ganges with a host of men and Xuanzang to meet with Siladitya.  After a bit of posturing, Siladitya met with Xuanzang, who went with him, and eventually confronted the members of the Theravada sect in debate.  Apparently it almost got ugly, but for the King's intervention.  After a particularly devastating critique of the Theravada position, the Theravada monks are blamed for trying to use violence against Xuanzang and his fellow Mahayana monks from Nalanda, who were prepared to defend themselves.  The King had to step in and break it up before it went too far. Ultimately, Xuanzang was a celebrity at this point and both kings seem to have supported him, especially as he was realizing it was about time to head back to his own country.  Both kings was offered ships, should Xuanzang wish to sail south and then up the coast.  However, Xuanzang elected to take the northern route, hoping to go back through Gaochang, and see that city and its ruler again.  And so the Kings gave him money and valuables , along with wagons for all of the texts.  They also sent an army to protect all of the treasures, and even an elephant and more – sending him back in style with a huge send-off. So Xuanzang retraced his earlier steps, this time on an elephant.  He traveled back to Taxila, to Kashmir, and beyond.  He was invited to stay in Kashmira, but because of his retinue, he wasn't quite at leisure to just go where he wanted.  At one point, near Kapisa—modern Bagram, north of Kabul—they had to cross a river, and about 50 of the almost 700 documents were lost.  The King of Kapisa heard of this and had his own monks make copies to replace them based on their own schools.  The King of Kasmira, hearing that he was in Kapisa, also came to pay his respects. Xuanzang traveled with the King of Kapisa northwest for over a month and reached Lampaka, where he did take some time to visit the various holy sites before continuing northwest.  They had to cross the Snow Mountains—the outskirts of the Himalayas, and even though it wasn't the highest part of the range it was still challenging.  He had to dismount his elephant and travel on foot.  Finally, after going over the high mountains and coming down, he arrived back in the region of Tukhara, in the country of Khowst.  He then came to Kunduz, and paid his respects to the grandson of Yehu Khan.  He was given more guards to escort him eastward, traveling with some merchants.  This was back in Gokturk controlled lands, over a decade later than when he had last visited.  He continued east to Badakshan, stopping there for a month because of the cold weather and snow.  He eventually traveled through the regions of Tukhara and over the Pamir range.  He came down on the side of the Tarim Basin, and noted how the rivers on one side flowed west, while on the other side they flowed east.  The goings were treacherous, and at one point they were beset by bandits.  Though he and the documents were safe, his elephant panicked and fled into the river and drowned.  He eventually ended up in the country of Kashgar, in modern Xinjiang province, at the western edge of the Taklamakan desert. From there he had two options.  He could go north and hug the southern edge of the Tianshan mountains, or he could stay to the south, along the northern edge of the Himalayan range and the Tibetan plateau.  He chose to go south.  He traveled through Khotan, a land of wool and carpets.  This was a major trade kingdom, and they also grew mulberry trees for silkworms, and were known for their jade.  The king himself heard of Xuanzang and welcomed him, as many others had done.  While he was staying at the Khotanese capital, Xuanzang penned a letter to the Tang court, letting them know of his journey, and that he was returning.  He sent it with some merchants and a man of Gaochang to deliver it to the court. Remember, Xuanzang had left the Tang empire illegally.  Unless he wanted to sneak back in his best hope was that the court was willing to forgive and forget all of that, given everything that he was bringing back with him.  The wait was no doubt agonizing, but he did get a letter back.  It assured him that he was welcome back, and that all of the kingdoms from Khotan back to the governor of Dunhuang had been made aware and were ready to receive him. With such assurances, Xuanzang packed up and headed out.  The king of Khotan granted him more gifts to help see him on his way.  Nonetheless, there was still a perilous journey ahead.  Even knowing the way, the road went through miles and miles of desert, such that in some places you could only tell the trail by the bleached bones of horses and travelers who had not been so fortunate.  Eventually, however, Xuanzang made it to the Jumo River and then on to Dunhuang, from whence he was eventually escorted back to the capital city. It was now the year 645, the year of the Isshi Incident in Yamato and the death of Soga.  Xuanzang had been gone for approximately 16 years.  In that time, the Tang had defeated the Gokturks and taken Gaochang, expanding their control over the trade routes in the desert.  Xuanzang, for his part, was bringing back 657 scriptures, bound in 520 bundles carried by a train of some 20 horses.  He was given a hero's welcome, and eventually he would be set up in a monastery where he could begin the next part of his journey:  Translating all of these books. This was the work of a lifetime, but it is one that would have a profound impact on Buddhism across East Asia.  Xuanzang's translations would revolutionize the understanding of Mahayana Buddhist teachings, and students would come from as far away as the Yamato court to study under him and learn from the teacher who studied and taught at none other than Nalanda monastery itself.  His school would become popular in the Yamato capital, and the main school of several temples, at least for a time.  In addition, his accounts and his biography would introduce many people to the wider world of central and south Asia.  While I could go on, this has already been a story in three parts, and this is, after all, the Chronicles of Japan, so we should probably tune back into what is going on with Yamato.  Next episode, we'll look at one of the most detailed accounts we have of a mission to Chang'an. Until then, I hope that this has been enjoyable.  Xuanzang's story is one of those that isn't just about him, but about the interconnected nature of the entire world at the time.  While his journey is quite epic, there were many people traveling the roads, though most of them didn't write about it afterwards.  People, artifacts, and ideas traveled much greater distances than we often consider at this time, well before any kind of modern travel.  It was dangerous, but often lucrative, and it meant that various regions could have influence well beyond what one might expect. And so, thank you once again for listening and for all of your support. If you like what we are doing, please tell your friends and feel free to rate us wherever you listen to podcasts.  If you feel the need to do more, and want to help us keep this going, we have information about how you can donate on Patreon or through our KoFi site, ko-fi.com/sengokudaimyo, or find the links over at our main website,  SengokuDaimyo.com/Podcast, where we will have some more discussion on topics from this episode. Also, feel free to reach out to our Sengoku Daimyo Facebook page.  You can also email us at the.sengoku.daimyo@gmail.com.  Thank you, also, to Ellen for their work editing the podcast. And that's all for now.  Thank you again, and I'll see you next episode on Sengoku Daimyo's Chronicles of Japan

I present a list of Canadian documentaries that are more fun than a bucket of Beavertails. I'll tell you about a major art forgery, the beginnings of a beloved band, a five-year-old orphan on the streets of Chennai, India, who went on to become one of Toronto's most celebrated chefs and a journey across the 24,000 kilometers of our big, beautiful country. First up, a documentary about a family secret.

Male domestic violence is a real thing in 2025 #live #podcast #motivation #mensmentalhealth Professor (Dr.) K. Jaishankar is currently the Founder and Principal Director and Professor of Criminology and Justice Sciences of the International Institute of Justice & Police Sciences (IIJPS), Bengaluru, Karnataka, and an Adjunct Faculty Member of the United Nations Interregional Crime and Justice Research Institute, Italy & University of Peace, Italy, and he teaches modules of the Master of Laws (LL.M.) in Cybercrime, Cybersecurity and International Law. He is also the Distinguished Adjunct Professor of Criminology at Saveetha School of Law, Saveetha University, Chennai, Tamil Nadu. Before founding the International Institute of Justice & Police Sciences in 2022, Jaishankar held several positions like Dean, Head of the Department, Syndicate Member, Professor of Criminology and Senior Assistant Professor of Criminology at two major public universities in India. He is the founder President of South Asian Society of Criminology and Victimology (SASCV) and founder Executive Director of Centre for Cyber Victim Counselling (CCVC). He was a Commonwealth Academic Fellow during 2009–2010 at the Centre for Criminal Justice Studies, School of Law, University of Leeds, United Kingdom. He is the founding father of Cyber Criminology (2007), Therapeutic Criminology (2023) and Theological Criminology (2024) (academic sub-disciplines) of Criminology and the founding father of Cyber Victimology (2015) and Political Victimology (2024). He is the proponent of the Space Transition Theory of Cyber Crimes. He is the recipient of the prestigious “National Academy of Sciences, India (NASI) - SCOPUS Young Scientist Award 2012 – Social Sciences”. He is an International Ambassador of the British Society of Criminology (BSC) and a United Nations Expert on Issues of Victims of Terrorism. He was recently ranked 16th among the Top 25 Influential Criminologists in the World during 2010-2020 by Academic Influence (an Academic Rankings Site), Texas, USA. He is ranked Number 5 (Top 3%) among 626 Law and Legal Studies Scholars in India by the AD Scientific Index. He has co-authored/edited 11 books with prestigious publishers like Sage, CRC Press, Routledge (Taylor and Francis Group) and his research papers have been published in prestigious journals such as the British Journal of Criminology, Punishment and Society, Policing, and International Criminal Justice Review. His areas of Academic Competence are Cyber Criminology/Victimology, Theological Criminology, Victimology, Crime Mapping, GIS, Policing, and Crime Prevention. Visit my website: xyspark.org

This is the Catchup on 3 Things by The Indian Express and I'm Ichha Sharma.Today is the 7th of March and here are this week's headlines.Starting in the news from the North, Jammu and Kashmir Lt Governor Manoj Sinha reaffirmed his government's commitment to restoring full statehood for the union territory. Speaking at the opening of the Budget Session, he acknowledged the emotional and political significance of statehood to the people of J&K and emphasized ongoing efforts to engage stakeholders. Sinha stated that the government is working to address the people's desires while ensuring peace, stability, and progress. His remarks come as political activity in J&K intensifies, with opposition parties challenging the government on sensitive issues like Article 370.Now, from news in the South, Tamil Nadu Chief Minister MK Stalin led an all-party meeting that unanimously rejected the upcoming Parliamentary constituency delimitation process, set for 2026. The resolution passed in Chennai argued that the process would weaken Tamil Nadu and threaten India's federal structure. It claimed that basing the delimitation solely on the upcoming census population data would harm the political representation of Tamil Nadu and other South Indian states, especially those with successful population control measures.In another news making headline, Kannada film actress Ranya Rao was arrested at Bengaluru International Airport for allegedly attempting to smuggle 14.2 kg of gold worth ₹12.56 crore. The Directorate of Revenue Intelligence (DRI) conducted a raid at her residence, recovering jewellery valued at ₹2.06 crore and ₹2.67 crore in cash. Rao, 33, is the stepdaughter of a senior Karnataka IPS officer and was intercepted after returning from Dubai, a frequent destination for her trips.In global headlines, Ukraine's President Volodymyr Zelenskyy expressed readiness to sign a minerals deal with the United States, despite not finalizing it during his visit to Washington. Zelenskyy acknowledged the challenges of his meeting with US President Donald Trump but reaffirmed Ukraine's openness to constructive dialogue. He emphasized that Ukraine's position needs to be heard. The minerals deal was seen as a step towards strengthening security ties between the two nations. However, tensions over peace talks with Russia have led to growing frustrations between the US and Ukraine.New 25% tariffs on imports from Canada and Mexico and a 20% tariff hike on Chinese goods have sparked trade tensions between the US and its top three trading partners. Canada quickly retaliated, announcing tariffs on $20.7bn worth of US goods, with further measures planned if Trump's tariffs remain. China also imposed additional 10%-15% tariffs on US imports, alongside export restrictions on US entities, escalating the trade conflict. These tariffs came into effect immediately, adding strain to global trade.This was the Catch Up on 3 Things by The Indian Express

This is the Catchup on 3 Things by The Indian Express and I'm Flora Swain.Today is the 5th of March and here are the headlines.Tamil Nadu Chief Minister MK Stalin led an all-party meeting that unanimously rejected the upcoming Parliamentary constituency delimitation process, set for 2026. The resolution passed in Chennai argued that the process would weaken Tamil Nadu and threaten India's federal structure. It claimed that basing the delimitation solely on the upcoming census population data would harm the political representation of Tamil Nadu and other South Indian states, especially those with successful population control measures.US President Donald Trump targeted India's high tariffs during his speech to Congress, signaling limited room for concessions in ongoing trade talks. He specifically criticized the auto sector, where India charges tariffs exceeding 100%. Trump announced that reciprocal tariffs, set to take effect on April 2, would penalize India for high tariffs by imposing equivalent trade barriers. He emphasized a tit-for-tat approach, accusing India of using non-monetary methods to limit US market access.Kannada film actress Ranya Rao was arrested at Bengaluru International Airport for allegedly attempting to smuggle 14.2 kg of gold worth ₹12.56 crore. The Directorate of Revenue Intelligence (DRI) conducted a raid at her residence, recovering jewellery valued at ₹2.06 crore and ₹2.67 crore in cash. Rao, 33, is the stepdaughter of a senior Karnataka IPS officer and was intercepted after returning from Dubai, a frequent destination for her trips.Kolkata police revealed that a debt of ₹16 crore triggered the triple murder of Sudeshna Dey, her sister-in-law Romi Dey, and Romi's 14-year-old daughter. Prasun Dey, Romi's husband and a businessman, confessed to killing the three, whose bodies were found in a house in the Tangra area. The investigation indicated that the financial burden drove Prasun to commit the murders, which occurred on February 19 in a shocking crime that has rocked the city.After the US imposed new tariffs, Canadian Prime Minister Justin Trudeau called President Trump's decision “a very dumb thing to do.” In a speech, Trudeau expressed disagreement with Trump's policies, criticizing the tariffs and warning that they would only play into the hands of global adversaries. Canada retaliated with tariffs on $30 billion worth of US goods and threatened further measures within 21 days. Trudeau confirmed Canada would challenge the tariffs at the World Trade Organization.This was the Catch Up on 3 Things by the Indian Express.

Issues that come up at the U.S. Consulate when obtaining a nonimmigrant visa are discussed by attorneys from the Murthy Law Firm and our affiliate, Murthy Immigration Services, Pvt. Ltd, Chennai, India, in this podcast in our series intended for employers.

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Our podcast guest today is professor Dr. K Jaishankar PhD. Professor (Dr.) K. Jaishankar is currently the Founder and Principal Director and Professor of Criminology and Justice Sciences of the International Institute of Justice & Police Sciences (IIJPS), Bengaluru, Karnataka, and an Adjunct Faculty Member of the United Nations Interregional Crime and Justice Research Institute, Italy & University of Peace, Italy, and he teaches modules of the Master of Laws (LL.M.) in Cybercrime, Cybersecurity and International Law. He is also the Distinguished Adjunct Professor of Criminology at Saveetha School of Law, Saveetha University, Chennai, Tamil Nadu. Before founding the International Institute of Justice & Police Sciences in 2022, Jaishankar held several positions like Dean, Head of the Department, Syndicate Member, Professor of Criminology and Senior Assistant Professor of Criminology at two major public universities in India. He is the founder President of South Asian Society of Criminology and Victimology (SASCV) and founder Executive Director of Centre for Cyber Victim Counselling (CCVC). He was a Commonwealth Academic Fellow during 2009–2010 at the Centre for Criminal Justice Studies, School of Law, University of Leeds, United Kingdom. He is the founding father of Cyber Criminology (2007), Therapeutic Criminology (2023) and Theological Criminology (2024) (academic sub-disciplines) of Criminology and the founding father of Cyber Victimology (2015) and Political Victimology (2024). He is the proponent of the Space Transition Theory of Cyber Crimes. He is the recipient of the prestigious “National Academy of Sciences, India (NASI) - SCOPUS Young Scientist Award 2012 – Social Sciences”. He is an International Ambassador of the British Society of Criminology (BSC) and a United Nations Expert on Issues of Victims of Terrorism. He was recently Ranked 16th among the Top 25 Influential Criminologists in the World during 2010-2020 by Academic Influence (an Academic Rankings Site), Texas, USA. He is ranked Number 5 (Top 3%) among 626 Law and Legal Studies Scholars in India by the AD Scientific Index. He has co-authored/edited 11 books with prestigious publishers like Sage, CRC Press, Routledge (Taylor and Francis Group) and his research papers have be published in prestigious journals such as the British Journal of Criminology, Punishment and Society, Policing, and International Criminal Justice Review. His areas of Academic Competence are Cyber Criminology/Victimology, Theological Criminology, Victimology, Crime Mapping, GIS, Policing, and Crime Prevention.  Listen as host and psychotherapist Rolando talks with Dr. K about his work in the community as an advocate and criminologist for equality of gender related issues. Visit our website : xyspark.org Book a discovery call: https://bit.ly/BOOKACALL1

Exactly a month into his new term, President Donald Trump's latest major pick, Kash Patel, has been appointed as the Director of the Federal Bureau of Investigation after a grueling confirmation in the US Senate. Tulsi Gabbard had earlier been confirmed as the Director of National Intelligence. Both these are positive from India's point of view: they signal that the sinister Deep State may well be reined in, after decades of anti-India activism on its part.Over the last week or two, there have been revelations after revelations of bad faith on the part of the disgraced US establishment, most notably in the shadowy USAID agency, which, it appears, was the absolute “Heart of Darkness” of the Deep State, neck-deep in covert operations, election interference, and general mayhem all over the world, and certainly in India.Trump himself emphasized that $21 million in covert funds had gone towards affecting election outcomes in India. Presumably the reduced majority Modi got in 2024 could be traced back to this. Fortress AmericaThe general contours of Trump's foreign policy are beginning to emerge. I predicted a month ago, before Trump had taken over, in ‘Greenland, Canada, Panama: Chronicles of a Foreign Policy Foretold', that Western Europe, and the United Kingdom in particular, would find themselves treated as irrelevant to the new order to come. That has happened.In fact, things have gone beyond what I anticipated. In a nutshell, Trump is downgrading the Atlantic, and his focus will be on the Americas, the Middle East, and the Indo-Pacific. Which, from a historical perspective, makes sense: the world's economic center of gravity is moving towards Asia; trade flows in the Pacific and the Indian Oceans are increasingly more important than in the Atlantic; and a few centuries of European domination are pretty much over.Sorry Europe, Atlanticism is at an endTo put it bluntly, the vanity that Europe is a ‘continent' is now being exposed as hollow: to be precise, it is merely an appendage, an outpost, to vast Asia. Europe is at best a subcontinent, like India is; it should probably be renamed as ‘Northwest Asia'. The saga of ‘Guns, Germs and Steel' post the Industrial Revolution is winding down rapidly. There is some schadenfreude in that the UK becomes even more irrelevant: just a small, rainy island off NW Asia.The Putin-Trump dialog suggests that Ukraine, and even NATO, are now superfluous. Atlanticism has been a constant in US foreign policy, mostly pushed by two forces:* Eastern European-origin State Department officials who have inherited a blood-feud with Russia from their ancestors, eg. Brzezinski, Albright, Nuland, Blinken, Vindman* an ancient intra-Christian schism between the Eastern Orthodox Church and (for a change) an alliance of Roman Catholics and Western Protestants like Lutherans, Anglicans and Calvinists.It is time that the Americans realized they've been turned into cats'-paws by these forces, and turned their backs on these ancient animosities, which have almost no relevance today. In fact one could argue that a NATO-Russian alliance is the right solution in the medium term, because otherwise both could become puppets of China. Bringing the Ukraine war to an end is a start.The general tone of the Trump White House implies a Fortress America. In practice, this seems to mean that instead of being Globocop, the US focuses on a) the Americas, North and South, b) the Pacific Ocean, d) the Indian Ocean, in that order.A new Monroe Doctrine in the AmericasThe attention being paid to Canada and Mexico over and above the tariffs issues suggests that there is a plan to create a stronger and more unified North American entity; the noises about “Canada the 51st state” and “Gulf of America” suggest that maybe a new NAFTA-style agreement could be inked, especially now that the warming Arctic Ocean makes the thawing tundra of Canada more appealing.It is true that there is no immediate thrust for a Monroe Doctrine-style exclusive US ‘sphere of influence' in South America, but I suspect it is coming. Already, there have been positive vibes between Trump and Argentina's Milei, and Salvador's Bukele: the former for his DOGE-style chainsaw-wielding that's showing results, and the latter for his strong law enforcement.The Island Chains and other red lines in the PacificIn the Pacific, there has been pushback against China's moves on the Panama Canal: there are two Hong-Kong-based entities (read proxies of the Chinese government) controlling ports around it: Balboa on the Pacific side, and Cristobal on the Atlantic side.On the other hand, there is increasing global support (with the judicious use of Chinese carrots such as BRI) for the annexation of Taiwan by China, including, if necessary, by force. A Lowy Institute study (“Five One Chinas: The Contest to Define Taiwan”) suggests that some 119 UN member states accept the official Chinese position on ‘reunification'. Only 40 countries are not on board with China's claim of sovereignty over Taiwan.It is very likely that there will be a showdown between the US and China over Taiwan, within the next two years. It is said that Xi Jinping has given a timeframe of 2027 for all this. It will be interesting to see how many states that condemned Russia's invasion of Ukraine will condemn China's future attack on Taiwan. Chances are that many will be strategically silent.Japan, Australia, South Korea and other friends of the US will have a hard time keeping the peace in the Pacific. The “Three Island Chains” act as increasingly critical red lines to contain an aggressive China. In fact, the Asia Maritime Initiative is speaking of five island chains (“China's Reach Has Grown, So Should the Island Chains”), including those in the Indian Ocean (remember the “String of Pearls” intended to tighten around India's throat).The three island chains: 1. Taiwan, Japan, Philippines; 2. Guam, Marianas; 3. Hawaii(Source: China is making waves in the Pacific, Alexandra Tirziu, Jan 2024 https://www.gisreportsonline.com/r/china-pacific-conflict/)Meanwhile, in a show of aggression far from its shores, three Chinese warships indulged in “live firing” in international waters between Australia and New Zealand, and commercial aircraft were warned to keep away. This is a warning to Australia, which, thanks to AUKUS foolishness, cancelled French submarines and now await British submarines… in the 2040s.The increasing relevance of the Indian Ocean and the Middle EastMuch of the world's trade, including 75% of global maritime trade and 50% of its daily oil shipments, go through the Indian Ocean.The main issues will be the control of the Straits of Malacca and Hormuz, and the alternative routes being explored by China via the Isthmus of Kra in Thailand, possible use of Coco Islands and other Myanmarese ports including Sittwe and (a bit of a stretch for China) access to Chittagong. There are also troublesome pirates, including Houthis, that make for perilous journeys leading to the Suez Canal, the Gulf of Aden, and the Red Sea.Interestingly, the US is making moves in the Indian Ocean that will support both the IMEC (India-Middle East-Europe Economic Corridor) and I2U2, the India-Israel-UAE-US economic partnership. IMEC is the old Spice Route, revivified.There is also the proposed Ben-Gurion Canal through the Negev Desert in Israel that would benefit Saudi Arabia as well (its futuristic NEOM city is nearby), and this would be made feasible by Trump's proposed transformation of Gaza. It would be an alternative to Suez.Following up on the Abraham Accords, Trump 2.0 would like to bring the Gaza war to an end, and create an environment in the Middle East where Israel, Saudi Arabia, the UAE et al will form a counter and a buffer to the machinations of Iran and Turkey.The Indo-US joint communique is a statement of intentIt is in this global context that we need to analyze the joint communique between the US and India after the Trump-Modi summit. Both nations will be attempting to advance their own strategic doctrines. The US would like India to become a non-treaty ally. India would like to keep its multi-alignment policy going, along with Atmanirbharatha. These may make any bilateral progress a little rough but some give and take will work.There are a few specific areas of interest:* Defense* There is an effort by the US to wean India away from its dependency on Russia for weapons. The most evident carrot here is the F-35 advanced fighter jet, which has now been offered to India for the first time, along with other conventional weapons such as Javelin anti-tank missiles, Stryker infantry combat vehicles, as well as the P8i Poseidon anti-submarine patrol aircraft, and various drones* The P8i is already in service in India, and it would help keep an eye on the southern Bay of Bengal with its proximity to China's submarine pen on Hainan Island* The F-35 raises some questions. In the Bangalore Air Show it was pitted against the Russian Su-57, which is a lot less expensive. Also, the F-35 needs extraordinary levels of maintenance for its ‘stealth' coating. Finally, should India invest in building its own AMCA 5th-generation fighter jet rather than buying?* Even though there will be co-production agreements, the US is a whimsical supplier (remember Tarapur), and there will be little transfer of technology, so military procurement and cooperation must be carefully thought through by India* Trade and Investment* The goal is to reach $500 billion in bilateral trade by 2030, which would involve a doubling from current levels ($200 billion in 2023). Besides, the Trump doctrine of reciprocal tariffs and zero trade imbalance may make some of this difficult* Indian firms are planning to invest $7.35 billion in the US* Energy* India will now get access to US civil nuclear technology, but there's a small twist: the clauses invoking civil liability for nuclear damage will be deleted. This is reminiscent of Pfizer's covid-era contract with developing countries: Pfizer was assured of indemnity (with the local governments being liable) in case of injury or death caused by its vaccine. This sounds like a bad idea* India will increase its purchases of US oil and natural gas. This is a win-win: it will increase US imports to India, thus reducing the trade deficit, and India will be assured of additional supplies* Technology and Innovation* A whole raft of actions have been proposed, including a tie-up between the US National Science Foundation and the Anusandhan National Research Foundation in India, a program called TRUST, another called INDUS innovation, and one in the area of space collaboration, titled NISAR* Multilateral Cooperation* The Quad, IMEC and I2U2 figured in communique, but also something called the Indian Ocean Strategic Venture. I note this nomenclature progress with approval: there used to be the Asia-Pacific, then it was the Indo-Pacific, and now the Indian Ocean is being singled out* In the area of counter-terrorism, the communique explicitly named Pakistani entities such as Jaish-e-Mohammed and Lashkar-e-Toiba, among others. This is a welcome change from the shadow-boxing indulged in by the Biden administration and others, whereby Pakistani terrorists were treated as ‘assets'* The extradition of Tahawwur Rana, a Pakistani-Canadian now in a Los Angeles jail, to India for investigation into his role supporting David Headley, in the 26/11/2008 terror attacks in Mumbai, is a welcome sign, after the curious Biden exertions in the Pannun case* People to people links* Indian parents are spending $8 billion a year to support 300,000 Indian students in the US. This amounts to a sort of ‘foreign aid', and also incidentally supplies a lot of especially STEM graduates to the US economy* Facilitating visas, which have become frustratingly difficult for Indian business and leisure travelers to the US. Last year, the wait for just a visa interview was 452 days in Chennai (as compared to 15 days in Beijing), which probably was the result ot the Biden State Department ‘punishing' India for refusing to toe their Ukraine sanctions line* The legal movement of students and professionals between the two countries is to be eased.Overall, this is a statement of intent: both Modi and Trump are laying their cards on the table, and they will both (as they should) bargain hard to benefit their own nations. But India is no longer being treated as a pariah as it was since the Pokhran blasts, the denial of cryogenic rocket engines (via, yes, the Biden Amendment), and so on.As Trump moves towards the inevitable multipolar world, he does not wish to leave Asia to eager hegemon China; as he wishes to move the US out of military entanglements in far-off places (for which he expects Europe and others to bear the burden of their own defense), it is natural for him to want India to punch its weight in Asia.A mutually beneficial relationship free of the supercilious lectures by previous Democratic administrations (eg Daleep Singh on Ukraine sanctions, and he was, ironically enough, the great-grand-nephew of Dalip Singh Saund) would be welcome from the Indian point of view. Having a counterweight to China, and a G3 instead of a G2, would likewise be useful from the US point of view. Thus, there are glimpses of a possible win-win situation.2222 words, 22-02-2025 This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit rajeevsrinivasan.substack.com/subscribe

Auditor Srikanth and his wife Anuradha mysteriously disappeared following their return from America in 2022. While valuables were stolen from their home, no evidence surfaced regarding their fate. Underlying tensions and familial disputes raised questions about who could have tormented this couple. As the police sought answers, unexpected individuals became involved in the case. Stay tuned for this episode to uncover the brutal murder that has left Chennai in disbelief.

After returning from the United States, a couple vanished from their residence, and the shocking truth emerged 24 hours later. Join us in this episode as we delve into the harrowing double homicide of Chennai auditor Srikanth and his spouse Anuradha.

Jagaveer, the lead actor of 2K Love Story, took an unconventional path, leaving Australia to pursue his passion for cinema in the Tamil film industry in Chennai. In this interview, he shares his journey into films, the challenges of reverse migration, and his future in the industry with RaySel. - தமிழ்நாட்டில் பிரபல இயக்குனர் சுசீந்திரன் இயக்கத்தில் உருவாகி, கடந்த வாரம் வெளியான “2K லவ் ஸ்டோரி” திரைப்படத்தின் கதாநாயகன் ஆஸ்திரேலியத் தமிழர் ஜகவீர் அவர்கள். ஆஸ்திரேலியாவில் பல ஆண்டுகள் வாழந்துவிட்டு மீண்டும் தமிழகம் திரும்பி தனது திரையுலக கனவை நிறைவேற்றத் துவங்கியிருக்கும் ஜகவீர் அவர்கள், தனது பயணம், எதிர்காலத் திட்டங்களை நம்முடன் பகிர்ந்துகொள்கிறார். அவரோடு உரையாடியவர்: றைசெல்.

Varsha Gopal is an architect from Chennai, India. She is putting Strong Towns ideas into action by starting conversations about what makes places thrive — what makes them special, sustainable and prosperous. On this episode of Bottom-Up Shorts, she joins Norm to discuss two research projects she recently conducted in her city and what they taught her about thriving cities, urban design and community engagement. ADDITIONAL SHOW NOTES Norm Van Eeden Petersman (LinkedIn). Do you know someone who would make for a great The Bottom-Up Revolution guest? Let us know here! Subscribe to The Bottom-Up Revolution on iTunes, Google Podcasts, Podbean or via RSS.

Ahead of the Budget, there was an expectation that the government would provide some relief for the middle class, and Finance Minister Nirmala Sitharaman delivered.  In her budget speech, she announced that there would be no income tax for incomes up to ₹12 lakh. Of course, this stole the show, but it wasn't the ONLY big news. The Union Budget 2025 had several schemes, tax reforms and initiatives to improve infrastructure, ease of doing business, and financial inclusion.    Guest: Prof. Bhagwan Das, Associate Professor and Head of the Department of Economics of Loyola College, Chennai.  Host: Nivedita V  Edited by Sharmada Venkatasubramanian. 

Shivaraman is a Bal Vikas student from Chennai who was drawn to chanting Vedic hymns in his childhood. The Sai environment he grew up in and his visits to Sundaram, Bhagawan's abode in Chennai, only furthered and effectively facilitated his interest in the mantras. Today he is blessed to be part of the grand Ati Rudra Maha Yajna, which will commence in Prasanthi Nilayam on Feb 14, as a ritwik, a priest. Even as he exults at this lifetime opportunity, in this episode of OMS, he also shares how Rudram chanting has helped him in so many ways including clearing his Chartered Accountancy examinations in an inexplicable manner.

Children’s and young-adult authors often explore the pain and loneliness of growing up. Padma Venkatraman does it in an elegantly told story that also explores immigration, environmental change, and the power of friends to make everything better. Venkatraman is an award-winning author who was born in Chennai, India. Before becoming a novelist, earned a Ph.D. in oceanography from The College of William and Mary. She conducted postdoctoral research in Environmental Engineering at Johns Hopkins University and later worked in Germany. She also served as head of Inwoods Small School, and taught oceanography and directed diversity efforts at the University of Rhode Island. Venkatraman is the author of five novels including “Climbing the Stairs,” “Island’s End,” “A Time to Dance,” and “The Bridge Home.” She has written several other books, including: “Double Stars: The Story of Caroline Herschel (Profiles in Science),” “Women Mathematicians (Profiles in Mathematics),” and the illustrated “Growing Gold,” “Born Behind Bars” and “Cleverest Thief.” Her latest book is “Safe Harbor,” was published this month. See omnystudio.com/listener for privacy information.

Dr. Muthulakshmi Reddy (1886–1968) was a trailblazing doctor, social reformer, and the first woman legislator in India. She broke societal barriers by becoming the first female medical graduate from Madras Medical College and later fought for women's rights and healthcare reforms. As a legislator, she played a key role in abolishing the Devadasi system and improving maternity care. She founded the Cancer Institute (WIA) in Adyar, Chennai (1954) and established Avvai Home to support destitute women and girls. A strong advocate for women's education, she also helped raise the legal age of marriage for girls. She was a key figure in the Women's Indian Association (WIA) and worked closely with Mahatma Gandhi during the independence movement. Her contributions led to the establishment of the Government Children's Hospital in Chennai. For her lifelong service, she was honored with the Padma Bhushan in 1956. A true pioneer, Dr. Muthulakshmi Reddy's legacy continues to inspire generations through her contributions to social justice and healthcare.

914INC Magazine's 2024 Women in Business Awards with host Bob Marrone and featuring Farida Lynch. Born and raised in South India near the pristine beaches of Neelankari. Schooled by her mother and sisters in natural skin care methods from an early age. After attending an ayurvedic college, she became a skin care educator at Pivot Point Academy in Chennai. For five years she trained legions of young estheticians fueling the booming day spa industry in India. Migrated to New York in 2011 and graduated from Dermalogica Academy two years later! Recruited by the Elizabeth Arden Red Door Spa in White Plains and promoted within one year to the lead of the skin care division and certified as a Red Door Educator. At Red Door she developed a team of expert skin therapists skilled in her unique skin treatment protocols thus providing their guests an experience otherwise not available in the market.Farida Studio, it is not about us – its about YOU! Our therapists are among the best in the industry and our sole focus is helping you achieve and maintain your healthiest skin.

Learning and development is a key lever for CHROs to deliver strategic impact, but it can be a challenge to keep pace with workforce needs. As technology innovation impacts both critical skills and learning delivery, CHROs must evaluate the effectiveness of their learning initiatives and foster an environment of learning. Bala Sathyanarayanan, CHRO at Greif, joins the Talent Angle Podcast to share insights on how HR can build a learning culture. He explains why continuous learning is a necessity in today's world of work, and shares how HR can drive business strategy by tapping into employees' desire to grow. Bala V. Sathyanarayanan serves as the executive vice president and chief human resources officer at Greif. Before Greif, Bala held global leadership roles at Xerox, Hewlett Packard Enterprise, Coca-Cola and United Technologies. Bala earned a Bachelor of Science degree in electronics engineering and a Master of Business Administration (MBA) degree from the University of Madras in Chennai, India. He also holds a master's in human resources management from Rutgers University and graduated from the Advanced Management Program at Harvard Business School. Peter Aykens is the chief of research for Gartner's HR practice. Aykens is responsible for building and leading research teams within the practice to address clients' key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor's degree in political science from St. Olaf College, a master's degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth), and a master's degree and a doctorate in political science from Brown University.

Can a bowler find a way to exploit a batter's anatomy and his movements? England did it to Bradman and Co. in the Bodyline series in 1932-33 but modern bowlers have tried a variation of this strategy too and turned in unforgettable spells. Support 81allout on Ko-Fi Talking Points: The essence of Bodyline Wahab Riaz v Watson in Adelaide, 2015 The left-armer's unusual advantage when cramping the right-handers Mitchell Johnson's spell from hell at the Gabba in 2013 Why it is relatively easy for a batter to leave some short balls compared to others Tendulkar v red hot Australian pace in Ahmedabad in 2011 Allan Donald v Mike Atherton, Trent Bridge, 1998 The disadvantage of the back-and-across movement for right-hand batters Wasim Akram v Rahul Dravid, Chennai, 1999 Fearless: Mohinder Amarnath memoir - Amazon Participants: Siddhartha Vaidyanathan (@sidvee) Prashant DP (@prashantdptweet) | Medium  --------------------------------------------------------------------------------------------- Buy books republished by 81allout: War Minus the Shooting by Mike Marqusee Cricket Beyond the Bazaar by Mike Coward The Summer Game by Gideon Haigh  --------------------------------------------------------------------------------------------- Related Wahab Riaz spell v Watson - YouTube Mohammad Amir to Watson - YouTube Mitchell Johnson at the Gabba, 2013 - YouTube How the summer of Johnson changed cricket - ESPNcricinfo Allan Donald v Mike Atherton, Trent Bridge, 1998 - YouTube  Allan Donald fast bowling masterclass - YouTube Wasim Akram v Dravid, Chennai, 1999 - YouTube India. Pakistan. Chennai. 1999 - Siddhartha Vaidyanathan - ESPNcricinfo

Ashwin and DJ get together to talk this week about India's 2 wins in the first 2 games against England's T20I side at Kolkata and Chennai. England are playing their first series with Brendon McCullum as T20 coach, and some of the effects of Bazball are already visible. They talk about Tilak Varma and Abhishek Sharma's heroics with the bat, as well as Arshdeep Singh and Varun Chakravarty's good series with the ball so far. They also cover the return of key Team India test players to Ranji trophy - Rohit, Yashasvi and Pant had forgettable results, while Gill and Jadeja had memorable performances.

The Greatest Season That Was - The Final Frontier – Colin Miller: During the 2020-21 Border-Gavaskar Trophy series in Australia, The Greatest Season That Was pod focused its attention on the relationship between the cricketing giants over the decades, some 20 years from the staggering 2001 encounter in India. After the home side came back from the dead at Kolkata, it was all to play for in Chennai. Could Steve Waugh's men now respond, or had the tide been irreversibly turned by VVS, Dravid and Harbhajan Singh? One call made by the visitors was to bring in a second spinner – a man they called Funky. Fresh from being named as Australia's Test player of the year, the versatile veteran put in a fine performance in another thriller, which came ever so close to getting the job done. Adam Collins, Dan Brettig and Shannon Gill spoke with Colin Miller where he was living at the time, Las Vegas. Support the show with a Nerd Pledge at patreon.com/thefinalword Maurice Blackburn Lawyers - fighting for the rights of workers since 1919: mauriceblackburn.com.au Sort your super with CBUS on their 40th birthday: cbussuper.com.au Get 10% off Glenn Maxwell's sunnies: t20vision.com/FINALWORD Find previous episodes at finalwordcricket.com Title track by Urthboy Learn more about your ad choices. Visit podcastchoices.com/adchoices

On this episode, we dig into the chilling tale of a peaceful research campus in Chennai that became the setting for an unexplained nightmare. When a young research officer and his neighbors encounter a shadowy presence, they begin to question their reality and their safety. From whispers in the dark to full-blown confrontations with the unknown, this story will leave you questioning what lies in the shadows. Was it all a figment of their imagination, or was there truly something lurking in that apartment? Prepare yourself for a tale of suspense, terror, and lingering mysteries.

On this episode, we dig into the chilling tale of a peaceful research campus in Chennai that became the setting for an unexplained nightmare. When a young research officer and his neighbors encounter a shadowy presence, they begin to question their reality and their safety. From whispers in the dark to full-blown confrontations with the unknown, this story will leave you questioning what lies in the shadows. Was it all a figment of their imagination, or was there truly something lurking in that apartment? Prepare yourself for a tale of suspense, terror, and lingering mysteries.

Sir Thomas Munro (1761–1827) was a distinguished British administrator and soldier who played a pivotal role in shaping British governance in India. Born in Scotland, he joined the British East India Company in 1779 and quickly gained recognition for his military and administrative skills. Munro participated in key conflicts, including the Third Anglo-Mysore War, where he proved instrumental in securing British victories against Tipu Sultan. He is best remembered for his tenure as the Governor of Madras Presidency (1820–1827), during which he implemented significant reforms. Munro pioneered the Ryotwari system, a land revenue system that dealt directly with individual farmers, bypassing middlemen and ensuring a more equitable taxation process. His approach was rooted in his deep understanding of Indian society, which he studied extensively. A firm believer in justice and fair treatment, Munro was known for his empathetic administration and efforts to improve the lives of the people under his governance. He was knighted in 1825 for his services. Tragically, he succumbed to cholera in 1827 while touring the northern districts of Madras. Munro's legacy endures as a symbol of effective governance and reform in colonial India, and his statue still stands in Chennai as a testament to his contributions. KiranPrabha narrates most interesting parts of Thomas Munro's life in this episode.