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<ul><li> As we come to the end of 2021, most of us are entering 2022 with a lot of hope and positivity. </li><li>Despite the challenges, 2021 turned out to be a good year in terms of the campaigns our creative agencies churned out. We saw many heartwarming, thought-provoking, quirky campaigns that won our hearts through the year.</li><li>In today's edition of our year-ender series, we talk to the best storytellers from the Indian advertising world and they tell us their expectations from 2022.</li></ul>2020 was one of the most difficult years we have faced in recent times which brought with it massive challenges. With people stuck at their homes, many of the traditional mediums witnessed a huge drop in spending. 2021, therefore has been a year of slow recovery. While the first half of the year was, in some ways, even more challenging, owing to the havoc the second wave of Covid-19 wreaked, things have been steadying slowly. The second half of the year has seen consumer sentiments slowly moving towards positive and it has been a good festive season. GroupM in its recently published report gave some positive news, that the industry is recovering much faster than earlier anticipated. And there have been signs of the green shoots too with different mediums recording good growth. BARC recently revealed that the November ad volumes for Television stood at 156 million seconds, 3% higher than 2020 and 31% higher than 2019. Meanwhile, Digital has been witnessing steady growth. Magna’s recently released report noted that digital ad formats grew by +20% (APAC average: +23%) to Rs 21,400 crore, while traditional media rose +12% to Rs 44,300 crore. The report also predicted a good recovery for traditional mediums like Print that were impacted due to the pandemic. For mediums like OOH and Experiential, the recovery is slower but again, the hope is 2022 will bring some cheer. With consumer sentiments turning positive and brands’ increasing willingness to spend more on advertising, things seem to be on the mend for now. However, even in a year when AdEx had been impacted, our creative agencies came up with some beautiful campaigns to make the year just a little better for us. From CRED’s Indiranagar ka Gunda to Mondelez’s reimagining of its iconic cricket stadium ad for Cadbury Dairy Milk, we have seen some heartwarming ads that made the year just a little more bearable. Meanwhile, a lot of brands also moved towards purpose-driven marketing. We also saw agencies come up with wonderful ideas to solve consumer problems. So, there was a shift from hard-selling to storytellers also becoming problem-solvers and this is a trend we hope stays. It will all be about going that extra mile, doing some good for the society. We will continue to see a lot of these trends in 2022 as well, but there is more in store. While the industry is moving towards the next year with cautious optimism, we spoke to a few experts from the advertising industry to understand what we can expect from 2022, and here is what they had to say: <keyword id="269997" type="General" weightage="20" keywordseo="amer-jaleel" source="Orion">Amer Jaleel</keyword>, Group CCO &amp; Chairman, MullenLowe Lintas Group The Rise of Regionalism in Advertising At one level, people are becoming more like each other. But look closer and you’ll see more alike, yes but also differently alike. Regionalism undoubtedly will be one of the dominant themes in the coming years, and this does not mean the archaic translations or redubbing of Hindi work that we used to churn out as a matter of course. As people receive more culturally relevant content to where they hail from or reside, we will see them shift towards themes and propositions that appeal to them. We see a confidence among people to claim their cultural territory and ask for entertainment that is more skewed towards them. And because you are viewing, not reading anymore, you can enjoy or be entertained or educated or moved in the nuances and the fine differences of the community you belong to, rather than be part of a generic mass. What that’ll mean to the creative process and production process you can only imagine in a country such as ours. Per piece, per project budgets will keep getting squeezed but overall outlays will go through the roof and marketing costs are bound to explode. It’s interesting times for a creative partner to both strategise in depth and create a plethora of gloriously unique work for the same brand over differentiated audiences. The more the frenzier, ha ha.” <keyword id="3844858" type="General" weightage="20" keywordseo="kainaz-karmakar" source="Orion">Kainaz Karmakar</keyword> &amp; Harshad Rajadhyaksha, CCOs, <keyword id="138018" type="General" weightage="20" keywordseo="ogilvy" source="Orion">Ogilvy</keyword> India Seniors will learn from juniors The pace with which new media and technology are integrating themselves into advertising, we can either up-skill or pack up our egos and leave. This is the truth. The faster we internalise it, the clearer we will be about our future. If this clarity leads us to acquiring new skills, then the best teachers are the youngest people in our offices. They were almost born with a smart phone in their hands. We had to learn to live with devices and apps. They can’t imagine living without them. Technology is blood to them. Add to that the immortal enthusiasm of their youth. An hour in their company is like reading an entire issue of The Wire. We should invest in these kids. Not just money but also our time. Learning something new from them is much more fun than whatever administrative meeting we are missing to do this. The fabric of advertising as we know it is changing. It’s terrific to be a part of this change, even if it means going back to being a student. Most of us had the best time of our lives when we were students. Only this time, our teachers are younger and cooler than us. <keyword id="1106781" type="General" weightage="20" keywordseo="rahul-mathew" source="Orion">Rahul Mathew</keyword>, Chief Creative Officer, <keyword id="910338" type="General" weightage="20" keywordseo="DDB-Mudra-Group" source="Orion">DDB Mudra Group</keyword> Valuing, Supporting and Protecting Talent This actually isn’t a new trend, it’s going back to what this business was built on – talented people. I can’t remember who said ‘Advertising is the only business where our biggest asset leaves out of our front door every day’. But it’s the most important truth of our business. One we’ve been guilty of forgetting, often. And with work-from-home, while our talent may not be walking in and out everyday, they are getting woo-ed everyday - by in-house agencies, other creative pursuits, start-ups with more money or just by the promise of a better work-life balance. So, if we do not double down on our efforts to make our talent feel valued, supported and protected; we will not have the talent to call ourselves a creative industry. <keyword id="3616322" type="General" weightage="20" keywordseo="arun-raman" source="Orion">Arun Raman</keyword>, Chief Intelligence Officer, GREY Group India 2022: Happy Brave Year The last 2 years were all about ‘Safety First’. Any action perceived as risky, was quickly branded as irresponsible by all and sundry. And we were all forced to put our heads down and keep our distance from the unknown. Covid, particularly the Delta variant, made marketing prudent too. At a time when there were tectonic shifts happening in consumer behavior, in cultural markers and even in business models, prudence was the operative word. Protection of market shares and protection of bottom-lines were the extension of protection at home. After all, aren’t marketers human first, consumers next and sellers lastly! I predict 2022 to break these self-imposed protectionist mindset by my marketing counterparts. Most have adeptly adapted to the new business models and the new way of consumer behavior. We are already seeing green shoots of big ideas re-surfacing. Big Bold Heroic Brand Ideas. That always are by-products of brave adventurous marketers. I think 2022 will be the Return of Bravery in our industry and the beginning of the end of the pandemic infused risk-aversion. <keyword id="2932117" type="General" weightage="20" keywordseo="amit-wadhwa" source="Orion">Amit Wadhwa</keyword>, CEO India, dentsu Creative Amalgamation of Creative with Data, Technology and Digital 2021 has been a year that has had possibly the most ups and downs. Right from starting the year on a bullish note to seeing the biggest challenge with the second wave both from a business and people wellness front to finally coming out of it and closing the year on a high. The one thing that 2021 taught us was that it’s good to be ambitious but ‘cautiously ambitious’ rather than ‘bullishly ambitious’. So I guess we enter 2022 with this wisdom but there is so much more that we would need to focus on. One thing that I feel extremely passionate about is that we are in the business of creativity and our core is and will always be ‘creative’. And while I say this, we are living in an extremely dynamic world where right from methods of mining insights, ideas reaching consumers to consumers experiencing brands are all changing. 2022 will be a landmark year where creative agencies will see an even bigger transformation of the amalgamation of creative with data, technology and digital as the boundaries will vanish much faster this year. And agencies that are not ready for this change or are reluctant will face the heat while the ones who are better prepared and want to embrace the changing world will prosper. With our investments in data, tech and digital, I am all excited to embrace 2022. <keyword id="1505615" type="General" weightage="20" keywordseo="Ashish-Khazanchi" source="Orion">Ashish Khazanchi</keyword>, Managing Partner, Enormous 2022: The year of getting back to normal The pandemic was a true test of character of people, teams and organisations. While there certainly was a big drop in businesses and toplines, what was at stake was organisations' humanity. People in organisations everywhere dealt with the kind of uncertainty they never were faced before. Uncertainty of livelihoods, careers and sanity amidst surmounting work pressures. The better organisations, in my opinion, made sure that their people were taken care of at least as much as their businesses. When the specter of lockdowns was a little bit behind us, we saw a simple trend both in terms of people and companies. The ones with initiative thrived even in the midst of a terrible external situation. Anyone who did not take easy ways out, like the typical bottomline managers do, by cutting costs rather than working on newer avenues of organisational growth, are going to be the true hero companies of tomorrow. They've tasted success and now when the tides are turning, they're going to be unputdownable. 2022 will see business return to near normal, I would predict the number of pitches to go through the roof from about March. The ones with the best people and processes and creative products, will win 2022 by a mile. <keyword id="1970421" type="General" weightage="20" keywordseo="emmanuel-upputuru" source="Orion">Emmanuel Upputuru</keyword>, Chief Creative Officer, Cheil Entering a year of new adventures While the novel Covid-19 virus visited our planet last year, we bore the brunt of it this year. But as we come to the end of 2021, we can only look forward to the coming year, with lessons, hope and confidence. I believe the biggest positive is that so many possibilities have opened up suddenly for talent, companies and brands. We have entered an era where we have to deal with not just uncertainty, but with the unknown. There is a sense that anything and everything is possible today. Some can face it with fear, others with hope and a belief. But as the virus, the human race is also adapting, mutating if I may say so. So many exciting things are happening around us. Metaverse, Blockchain, NFTs, DAOs. Big brands have already entered these spaces. It looks so exciting, like an adventure. I am reminded of the song that my daughter loves and (hates it when I sing), “Don't you know there's part of me That longs to go Into the unknown? Into the unknown Into the unknown

Trends 2022: Where advertising is headed in the year to come

<ul><li>Ajay will report into <keyword id="2932117" type="General" weightage="20" keywordseo="Amit-Wadhwa" source="Orion">Amit Wadhwa</keyword>, Chief Executive Officer (CEO), <keyword id="12016868" type="General" weightage="20" keywordseo="Dentsu-Creative" source="Orion">dentsu Creative</keyword> India.</li><li><keyword id="1688376" type="General" weightage="20" keywordseo="Ajay-Gahlaut" source="Orion">Ajay Gahlaut</keyword> resigned from Publicis Worldwide in July, 2020.</li></ul><keyword id="188613" type="General" weightage="20" keywordseo="dentsu-india" source="Orion">Dentsu India</keyword> has announced the appointment of creative veteran Ajay Gahlaut as Group Chief Creative Officer (GCCO), spearheading creative excellence across dentsu India’s award-winning creative agencies. Ajay will report into Amit Wadhwa, Chief Executive Officer (CEO), dentsu Creative India and will be responsible for accelerating dentsu India’s creative businesses under one optimised service line. Dentsu India initiated the formation of a new structure for its Creative service line in June this year. The redesign - part of the network’s global plan to transform into the most integrated group in the world by 2024, brings together its agencies under one umbrella and catapults dentsu India into its fresh journey to 2.0. The agency brands that come together under this new creative design are <keyword id="2805202" type="General" weightage="20" keywordseo="Dentsu-Webchutney" source="Orion">Dentsu Webchutney</keyword>, Taproot Dentsu, WATConsult, Perfect Relations, Isobar, Dentsu One, Dentsu India and Dentsu Impact. A creative genius with over 27 years of experience in advertising, Ajay wrote the line ‘Do Boond Zindagi Ki’ that anchored the famous Pulse Polio Immunisation campaign with the superstar Amitabh Bachchan. He also created more than a dozen commercials for the campaign and played a significant part in eradicating polio from India. He was also behind the line ‘Make It Large’ for the whiskey brand Royal Stag that transformed its fortunes and made it the highest selling whiskey in its price range. He created the character ‘Mr. Murthy’ for Voltas Air Conditioners and catapulted Voltas to the number one position in the category. Ajay has also created work for the whiskey brand Imperial Blue with the famous ‘men will be men’ sign off. He has won multiple Cannes Lions, One Show and D&amp;AD awards in his more than a quarter century journey in this business. But what deserves a special mention here is the way he led Ogilvy Delhi to win 8 Lions at Cannes in 2013. Not only did he surprise the country but surprised himself as well. Some of the most significant brands that Ajay has worked on are Pernod Ricard, BMW, HT Mint and KFC at some of the world’s best known Creative shops. Commenting on Ajay’s appointment, Amit Wadhwa said, “Dentsu India is in the midst of an exciting transformation journey towards dentsu India 2.0 and Ajay’s joining is a critical part of the plan. Ajay is a well-respected Creative leader with years of experience across categories and the right mindset that matches with dentsu India 2.0. With the brilliant Creative minds in our business, we will be a force to be reckoned with, delivering growth for our clients while continuing our creative evolution at pace and scale.” Ajay Gahlaut said, “Dentsu’s creativity defines generations. When the opportunity came to join Amit and his team, I could not refuse. Creativity is in the spotlight, with brands looking to differentiate themselves in a disrupted marketplace – it has never been a more exciting time to work in this field rich with opportunity. I am excited to join dentsu, Amit and the Creative teams, delighting clients and creating era defining work together.”

Dentsu Creative appoints Ajay Gahlaut as Group Chief Creative Officer

<ul><li>Narayan Devanathan is now President - Strategy &amp; Integration for dentsu India &amp; Head - Strategy &amp; Consulting, APAC.</li><li>Shamsuddin Jasani &amp; Sidharth Rao also get additional roles.</li></ul>On the back of its global organisational redesign, dentsu international has created a new structure for its creative service line in India. The restructure will bring together some of India’s best agencies along with their digital &amp; PR capabilities - all from the house of dentsu - under one umbrella with an aim to provide a more collaborative and aligned offering to clients. The brands that will come together as part of this redesign as dentsu Creative include Dentsu Webchutney, Taproot Dentsu, WATConsult, Perfect Relations, Isobar, Dentsu One, Dentsu India and Dentsu Impact. With the eventual consolidation under the two strong global brands - dentsumcgarrybowen (dentsuMB) and Isobar, dentsu Creative will provide digital-native, brand-led, customer-centric, creative, and strategic solutions to clients, effortlessly. In India, the dentsu Creative service line will be led by Amit Wadhwa as its chief executive officer (CEO). Amit will be responsible for the integration, co-ordination, and implementation of the overall strategy for dentsu Creative in the market. He will lead the dentsu India creative service line leadership team, reporting into Anand Bhadkamkar and the regional dentsu Creative leadership. Sidharth Rao, in addition to his current responsibilities, will now also be in charge of the brand dentsuMB Group in India as its CEO. He will work with the leadership team on dentsuMB’s brand strategy for the market. Shamsuddin Jasani, who continues to oversee the Isobar brand in South Asia as its Managing Director (MD), will also take on an additional role at dentsu Creative. He will now work with the regional and global leadership teams to support the Isobar practice area and will work closely with the Isobar Global leadership team on the same. Speaking on the new development, Anand Bhadkamkar, CEO India said, “This global restructure is about consolidation of capabilities across our brands and businesses with an aim to bring the best of our services to our clients and provide those specialisms without any hassles. The idea is to ultimately stand true to our #OneDentsu strategy and thus, transform into a sharper and leaner business partner to brands. The changes in the India leadership team only reflects a step ahead in bolstering and scaling up our market ambitions. Amit, Sid and Shams are amongst the strongest creative leaders not just within dentsu but across industry; and with the kind of experience and knowledge backing them, I am certain that they will steer dentsu towards excellence not just in India but beyond.” The network has elevated Narayan Devanathan as President - Strategy &amp; Integration for India, in addition to his current role as CEO, dentsu Solutions. This new role is designed to support and achieve dentsu’s strategic objectives by defining, implementing, and driving growth and other vital initiatives for the market. He will continue to report into Anand Bhadkamkar for his additional responsibility as part of the India market leadership team. Meanwhile, Narayan will now also don a regional hat as APAC Head for the dentsu Creative Strategy &amp; Consulting practice. “Narayan has been instrumental in driving integration across our units and, as part of the South Asia integration initiatives, he will be supporting the Sri Lanka team in strategy and integration across the two markets. He will now be moving away from his current additional role as Chairperson, Creative Service Line for India and will take up a regional leadership role as APAC Lead - Strategy &amp; Consulting Practice in the creative service line. In this role, he will be working with the Regional and Global leadership teams within the creative service line to help develop the area of Strategy &amp; Consulting Practice in the APAC region,” Anand added.

Dentsu India consolidates eight agencies under dentsu Creative, brings digital and PR capabilities together; Amit Wadhwa to lead the new structure as CEO

New Delhi, Mar 25 () The nationwide lockdown for next 21 days amid spread of coronavirus will severely impact residential real estate as housing sales have almost come to a standstill, which could affect builders' cash flow and lead to default in repayment of bank loans, according to property developers and consultants. Market experts also fear that existing customers might delay payments of their instalments to developers, who in turn could default in repayment of principal and interest on bank loans. Developers may hold on to apartment rates, but prices in the secondary or resale market could fall, they said. To mitigate the impact, developers and brokers are adopting digital marketing tools to reach out to prospective home buyers. When contacted, realtors' apex body CREDAI President Satish Magar said the lockdown will greatly impact the sales transactions and new launches will be deferred. "There are chances of many customers defaulting on their instalments because of tough economic conditions. These will have a cascading effect on developers-who will be battling with servicing their debts as cash inflows will be strained," he added. NAREDCO President Niranjan Hiranandani said overall sales numbers have dropped. The lockdown has opened up opportunities for digital platforms for sales and marketing activities, as also payments, he said. Bengaluru-based Puravankara MD Ashish R. Puravankara said: "At this point, no property registrations are taking place and all new project launches are postponed". As all construction sites are under lockdown, there will be a delay in completion leading to an increase in the interest cost, he added. "Additionally the lockdown could hamper the cash flow cycle of the developers' balance sheets and could result in bank defaults", said Ashish. Anarock Chairman Anuj Puri said the lockdown will have a negative impact on housing sales and new launches during the auspicious festivals of Gudi Padwa, Akshaya Tritiya, Navratri and Ugadi. "This is a time when AV technology to enable virtual site visits and walk-throughs will gain increased relevance and use," he said. Anshuman Magazine, Chairman &amp; CEO (India, South East Asia, Middle East &amp; Africa), CBRE said: "It is too early to comment on the impact of Covid 19 given that the situation is still evolving ... We are confident that once the situation normalises, sales will resume". Dhruv Agarwala, Group CEO, Housing.com and PropTiger.com, said the lockdown will have an adverse impact on real estate. "We too have begun to see a dip in traffic on all our platforms," he said, adding that the company has come out with innovative schemes for builders and brokers to advertise on its websites. Siva Krishnan, MD (Residential Services and Developer Solutions), JLL India said the lockdown will definitely have an impact on housing sales, but briefly. Shalin Raina, MD- Residential Services, Cushman and Wakefield, said the complete lockdown means lesser sales since most of the transaction closures happen only after site visits. Housing prices have corrected by 15-20 per cent in the last few years and further decline is unlikely, Raina said. Savills India CEO Anurag Mathur said: "Housing sales may see a sharp dip for at least the next one quarter... Even if the situation settles down quickly, it may take time for homebuyers to come back to the market." "Price elasticity is not a concern under the circumstances since the transaction activity is at a standstill anyway. Depending upon the duration and depth of the current crisis, prices may or may not see a downward movement," he said. Omaxe CEO Mohit Goel said the recovery in the housing segment has been halted. "As for real estate prices, there will be no change as transactions are not taking place. The prices will resume at the level it has halted," he said. Gaurs' MD Manoj Gaur said, "The sales are impacted, but it is temporary." Supertech Chairman R K Arora said, "housing sales have completely gone". There are no buyers in the market. Pune-based Gera Developments MD Rohit Gera said, "Real estate sales are at a standstill. So far there has not been any reduction or crash in prices of homes." "In the absence of some relief from the government, more real estate developers with debt obligations will default on account of the stop in cash flows thereby impacting the economy and jobs," he added. M3M Director Pankaj Bansal said housing sales would get impacted during this period of crisis, but it would also create a pent up demand once things get back to normal. Experion Developers Senior ED Ananta Singh Raghuvanshi said, "Sales closures are temporarily getting pushed ahead. Prices won't change." Raheja Developers ED Nayan Raheja said the sales and construction are badly impacted and at standstill. ABA Corp Director Amit Modi said the sales velocity has definitely been slow. Gulshan Homz Director Deepak Kapoor said, "People are deferring property buying decisions." PropEquity MD Samir Jasuja said: "For the real estate sector, this is a tough situation as it was just finding green shoots of recovery. We believe for the next few weeks, we will not see any new transactions for housing sales". Ambience President (Sales &amp; Marketing) Ankush Kaul said: "Housing sales will be impacted for the next few weeks." Ekta World Chairman Ashok Mohanani said the lockdown has affected the business cycle deeply. Wadhwa group, Head - Sales, Marketing Bhasker Jain said the lockdown has impacted sales and the company is offering cashback on online bookings. Brokerage firm 360 Realtors Ankit Kansal said the activities have come to a standstill after lockdown. Sales were down by 30-40 per cent during the first three weeks of March. Investors Clinic Founder Honeyy Katiyal said sales would be impacted but not the price. Wealth Clinic CMD Amit Raheja said, "It will hamper sales to a large extent, but we expect a good turnaround once the situation returns to normalcy." MJH MRMR

Nationwide lockdown to impact housing sales, say realtors

When 43-year-old Indian origin <a href="http://www.businessinsider.in/Everything-you-need-to-know-about-Googles-new-CEO-Sundar-Pichai/articleshow/48430267.cms">Sundar Pichai</a> was named <keyword id="2996011" type="UNKNOWN" weightage="80" keywordseo="Chief-Executive-Officer-of-internet-giant">Chief Executive Officer of internet giant</keyword> <keyword id="6355629" type="CITY" weightage="80" keywordseo="Google">Google</keyword> by co-founders <keyword id="100155" type="PERSON" weightage="80" keywordseo="Larry-Page">Larry Page</keyword> and <keyword id="360878" type="PERSON" weightage="80" keywordseo="Sergei-Brin">Sergei Brin</keyword> today, Indians across the world commemorated the occasion as if each one of them had a personal stake in the development. 
 
Though, to be fair they did have reason to rejoice. With Pichai’s elevation from Senior Vice President of Chrome, Android and Apps to CEO, he joins the growing club of corporations run by Indian-born business leaders and the elite club of Indians heading a technology giant, right in the footsteps of Microsoft CEO Satya Nadella. 
 
His promotion as CEO came after Google’s Larry Page announced<a href="http://www.businessinsider.in/Heres-what-analysts-are-saying-about-Googles-huge-re-organization-announcement/articleshow/48435862.cms"> changes to the company’s executive structure</a> in a bid to present a ‘slimmed down Google,’ which will be included under a new parent company, Alphabet. <a href="http://www.businessinsider.in/In-choosing-Alphabet-Inc-Google-joins-a-branded-crowd/articleshow/48437236.cms">Alphabet</a>, headed by Larry Page is essentially a collection of companies, the largest of which will inevitably be Google. 
 
Joining Google as a ‘low-key manager’ in 2004, Pichai quickly worked his way up the ladder and became part of the team that successfully launched Chrome browser in 2008. Then in 2012, he undertook the responsibility of heading Apps after the former head departed. And, finally in 2013, he was put in charge of Android. 
 
Pichai’s advancement as Product Chief in 2014 quite literally sealed the deal as he became second-in-command to none other than Page. In a press release announcing Pichai’s new post, Page mentions how Pichai ‘stepped up since October last year, when he took on product and engineering responsibility for our Internet businesses.’ 
 
However, the responsibility of heading the $66 billion-revenue, $16-billion profit, company didn’t come easy to Pichai. He undoubtedly worked for it. Really hard. 
 
Responding to a recent Quora thread which questioned Pichai’s surprising promotion to the highest ranks, Chris Beckmann, former Product Manager at Google was all praise for Pichai, crediting him for recruiting, mentoring and retaining the best team of product managers who helped him spearhead ‘successful efforts for difficult projects that were core to <a href="http://www.businessinsider.in/Heres-an-interesting-theory-making-the-rounds-about-Googles-big-shakeup/articleshow/48430574.cms">Google’s</a> continued financial success, namely Toolbar and Chrome.’ He also added that Pichai ‘avoided making enemies’ and instead navigated office politics to build a team that’s talented and one that delivers. 
 
In comparison, it took <a href="http://www.businessinsider.in/Microsofts-Windows-10-to-change-the-tech-world-says-Nadella/articleshow/48070350.cms">Satya Nadella</a> 20 years to rise up to the coveted rank of CEO of technology giant Microsoft. However, that is where the differences between the two Indian-origin CEOs end. 
 
Both Nadella and Pichai now command an influential position in the US tech world and they’re not alone. The list also includes Shantanu Narayen, President and CEO of Adobe, Vinod Khosla, co-founder of Sun Microsystems, Amit Singhal, Senior Vice President at Google, Rajeev Suri, CEO of Nokia and Rashmi Sinha, co-founder of SlideShare. 
 Moreover, according to a 2014 report by Dr Vishwas Wadhwa, the founders of 15% of the startups in the <keyword id="6357722" type="COMPANY" weightage="80" keywordseo="silicon-valley">Silicon Valley</keyword> are Indians. 
 
So, what is it exactly that’s making Indians stand tall in the Silicon Valley? 
 
It’s certainly a stark contrast from the scenario in 1992, when Indians in the Silicon Valley were deemed incapable of becoming managers- leave aside CEOs, despite being excellent engineers. 
 
The metamorphosis from 1992 to today can be largely attributed to banishing negative stereotypes that limited the entry of Indians to enviable positions. 
 
To attain this, the first generation of Indian-Americans who successfully started shattering the glass-ceiling acted as mentors for the future generations, providing them seed-funding, sharing their experiences and opening quite a few doors. 
 
This also unraveled in the management culture wherein it was noticed by a 2004 research from St. Gallen University in Switzerland that Indian executives prioritised participative administration and building meaningful relationships with subordinates which fostered an emotional bond. 
 
As Indra Nooyi, the CEO of Pepisco, once famously divulged, there's no executives in the ‘Indian club’ who possess a dictatorial style of management. “They value their employees as a person.” 
 
Additionally, they are also known to be future-oriented, patient, humble and persistent- traits which are sacrosanct for any leader. 
 
Thus, it comes as no surprise that the unique process of mentoring and uplifting within the community, immense hard work and dedication by Indian-Americans themselves, have worked out in a way which promptly put the Indian club of executives onto the global platform. 
 
Image credit: Indiatimes

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Trends 2022: Where advertising is headed in the year to come

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