The <keyword id="6354457" type="General" weightage="50" keywordseo="national-company-law-tribunal" source="Orion">National Company Law Tribunal</keyword> has approved a ₹1,814 crore resolution plan for the private hill station <keyword id="136664" type="General" weightage="80" keywordseo="lavasa" source="Orion">Lavasa</keyword>, nearly five years after the initiation of the <keyword id="128499" type="General" weightage="80" keywordseo="insolvency" source="Orion">insolvency</keyword> resolution process. <keyword id="12809273" type="General" weightage="50" keywordseo="darwin-platform-infrastructure-ltd" source="Orion">Darwin Platform Infrastructure Ltd</keyword> (DPIL) has emerged as the winning bidder for <keyword id="201476" type="General" weightage="50" keywordseo="lavasa-corporation-ltd" source="Orion">Lavasa Corporation Ltd</keyword>, which is primarily into the business of the development of the private hill station by the same name in Pune. In a 25-page order passed on Friday, the tribunal cleared the resolution plan at an investment of ₹1,814 crore. The amount includes a "resolution plan amount of ₹1,466.50 crore to be paid/ discharged from funds infused over multiple tranches into the corporate debtor by way of cash funding and instruments, being equity, Project inflows, loans, advances or a combination thereof," the order said. The corporate debtor is Lavasa. A monitoring committee comprising the insolvency professional (earlier resolution professional), one representative each from financial creditors and <keyword id="12585854" type="General" weightage="100" keywordseo="darwin-platform" source="Orion">Darwin Platform</keyword> will supervise the implementation of the resolution plan. "The resolution plan meets the necessary statutory requirements under the Code as well as the regulations, we hereby approve the same," the <keyword id="6355809" type="General" weightage="80" keywordseo="nclt" source="Orion">NCLT</keyword> said. The petition for the insolvency resolution process under the Insolvency and Bankruptcy Code (<keyword id="192838" type="General" weightage="50" keywordseo="ibc" source="Orion">IBC</keyword>) was initiated in August 2018. Set up in 2010 and a part of the <keyword id="7634213" type="General" weightage="50" keywordseo="darwin-platform-group" source="Orion">Darwin Platform Group</keyword>, promoted by <keyword id="14721127" type="General" weightage="50" keywordseo="ajay-harinath" source="Orion">Ajay Harinath</keyword> Singh, DPIL is engaged in infrastructure contracts and services and caters to various segments like infrastructure, refineries, retail and hospitality, among others. "The NCLT has entrusted us with a challenging task to develop an ambitious world-class smart city in the country. The verdict would reinforce our commitment to nation-building. Lavasa is now on the cusp of a remarkable resurgence. DPIL is committed to executing the plan as per the schedule proposed to the CoC. We are very eager to revitalise this ambitious project," Singh said in a statement. Giving assurance to homebuyers, he said, "The plight of homebuyers, along with the concerns of secured financial creditors, would not go unnoticed by DPIL. The company promises to include the stakeholders in the revival process and prioritise their needs". SEE ALSO:<a href="https://www.businessinsider.in/business/auto/news/cars-and-suv-with-sunroof-under-10-lakh-in-india/slidelist/102017132.cms" target="_blank"></a> <a href="https://www.businessinsider.in/business/auto/news/cars-and-suv-with-sunroof-under-10-lakh-in-india/slidelist/102017132.cms" target="_blank">Tata Altroz becomes cheapest car with a sunroof – Cars under ₹10 lakh with this feature</a><a href="https://www.businessinsider.in/tech/mobile/news/oppo-reno-10-vs-oneplus-nord-3-mid-range-smartphones-compared-price-specs-and-more/slidelist/102005130.cms" target="_blank"></a> <a href="https://www.businessinsider.in/tech/mobile/news/oppo-reno-10-vs-oneplus-nord-3-mid-range-smartphones-compared-price-specs-and-more/slidelist/102005130.cms" target="_blank">Oppo Reno 10 vs OnePlus Nord 3 - The camera vs processor clash in the mid-range segment</a> <a href="https://www.businessinsider.in/business/news/netflix-india-ends-password-sharing-outside-households/articleshow/101976844.cms">Netflix India ends password sharing outside households – Here’s how it will work</a>

NCLT approves ₹1,814 crore resolution plan for Lavasa: Darwin Platform winning bidder

<ul class="summary-list"><li>During exercises in <keyword id="6355478" type="UNKNOWN" weightage="60" keywordseo="australia">Australia</keyword> in August, US Marines teamed up with Australian troops to guide Air Force bombers to targets using drones.</li><li>The exercise used Australian training ranges to simulate islands hundreds of miles apart, reflecting the Corps' preparations for what it expects to face if a future war breaks out in the Pacific Ocean.</li></ul>At remote ranges in northern Australia this summer, US Marines and Australian troops trained to guide US bombers to targets on far-flung islands, illustrating the Corps' increasing focus on a potential war in the Pacific.COVID-19 affected the deployment of the Marine Rotational Force based in <keyword id="6358134" type="PERSON" weightage="60" keywordseo="darwin">Darwin</keyword>, on <a href="https://www.businessinsider.com/darwin-australian-at-center-of-us-china-struggle-for-influence-2019-8" target="_blank" rel="noopener">Australia's northern coast</a>, but didn't keep it from using new assets and concepts.In August, Marines flew <keyword id="9775878" type="UNKNOWN" weightage="60" keywordseo="rq-21a">RQ-21A</keyword> Blackjack drones in Australia <a href="https://www.businessinsider.com/marines-flew-rq-21a-drone-in-australia-for-first-time-2020-8" target="_blank" rel="noopener">for the first time</a> as part of the month-long Exercise Loobye.The exercise, which involved Marines, the US Air Force, and the Australian Defense Force, "focused on a small naval expeditionary force's ability to rapidly deploy, integrate with foreign partners, coordinate airstrikes and call for close air support on targets within contested environments," according to a release.<div type="image" title="Marine Corps RQ-21 Australia" height="1666" width="2500" msid="78773724" hostid="261"></div>The need to prepare to operate in an "amphibious, austere environment" was "the driving force for us to think of these training ranges as islands," Capt. Benjamin Hovies, air officer for <keyword id="10141157" type="UNKNOWN" weightage="60" keywordseo="marine-rotational-force-darwin">Marine Rotational Force-Darwin</keyword>, told Insider in a September interview.It's also a reflection of the Corps' Expeditionary Advanced Base Operations <a href="https://www.candp.marines.mil/Concepts/Subordinate-Operating-Concepts/Expeditionary-Advanced-Base-Operations/" target="_blank" rel="noopener">concept</a>, in which Marines deploy to forward locations to support friendly forces and thwart adversary control of surrounding air and water."We had to consider our movements to and from [the ranges] as if we would consider a movement to and from an island to set up an expeditionary amphibious base" to operate from, Hovies said.During the exercise, US B-1 bombers from Guam and B-2s out of Diego Garcia flew as far as 4,000 miles to the Delamere, Bradshaw, and Mount Bundley <a href="https://www.katherinetimes.com.au/story/5585257/delamere-is-a-hidden-jewel-in-the-militarys-arsenal/" target="_blank" rel="noopener">training areas</a> in northern Australia, simulating long-range precision strikes. The bombers were supported by tankers flying out of Okinawa.RQ-21s flew over the ranges to gather information before and after the airstrikes.<div type="image" title="Marine Corps RQ-21 Australia" height="1200" width="1800" msid="78773725" hostid="261"></div>"That's the capability that we really wanted to bring to the forefront," Hovies said. "We need the commander at the [Marine Air-Ground Task Force] level, not just at the lower echelons, to be able to see a target, identify a target, confirm that's what we want to have hit, have it hit, and then conduct a post-battle damage assessment."In one case, an RQ-21 over Bradshaw provided a video feed to commanders at an observation post 170 miles to the south."We were able to watch the live feed [and] determined yes, that's the target. The commander was able to come across the net [and] say, 'that is target I want to hit,'" Hovies said. "There was no controller on the ground."US and Australian joint terminal air controllers also coordinated strikes from the ground and from Australian ARH Tiger helicopters."They knew that we had forward-air-control capability, and they saw that as a key integration piece," Capt. Rhys Davies, a Tiger helicopter pilot, said in a Marine release. "Our job was to speak to the Marines on ground, identify what they saw as targets ... and then speak to the Air Force bombers to prosecute those targets."The exercise included "deliberate strikes" on targets identified in advance and "dynamic strikes" in which observers on the ground directed bombers to unplanned targets, simulating close-air-support strikes.<div type="image" title="Marine Corps RQ-21 Australia" height="1234" width="2000" msid="78773726" hostid="261"></div>Loobye was followed by Exercise Koolendong in early September. The culmination of the rotation, Koolendong is a live-fire exercise meant to improve Marine and Australian forces' ability to respond jointly to crises in the region.Royal Australian Air Force Group Capt. Stewart Dowrie <a href="https://www.dvidshub.net/news/377661/mrf-d-adf-complete-exercise-koolendong" target="_blank" rel="noopener">called</a> this year's Koolendong the "most complex scenario ever attempted," and RQ-21s had a "substantial role," Hovies said.They identified targets, such as people laying IEDs, and sent that information to intelligence units for distribution. They guided artillery fire and helicopter gunships. They escorted convoys, scouting routes and looking for threats, which Marines realized "is something that we need to do all the time," Hovies said.The RQ-21 also relayed communications, which "is something that is always struggle, no matter where you go," Hovies added. "To have a platform that can be raised at a ... higher altitude and relay direct line-of-sight comms was crucial."The drone was also a defense against nature."Australia has these birds that will pick up burning embers and they will fly out and they will drop the burning embers and start a fire," Hovies said. One such fire forced an entire battalion to relocate, "but the RQ-21 was able to find that fire, identify where it was, the size of it, where it was going, and then relay."<h2>The necessity of alliances</h2><div type="image" title="Marine Corps RQ-21 Australia" height="1709" width="2500" msid="78773729" hostid="261"></div>The decision to use the RQ-21 during the rotation was made last year, and the approval and authorization process "has been going on since January at least," Hovies said. The drone <a href="https://www.facebook.com/MRFDarwin/posts/3457840100971932" target="_blank" rel="noopener">reached</a> full operational capability in February.The Marines' deployments paused from March until May because of the pandemic, and it force reduced from 2,500 Marines to about 1,200. The aviation combat element, originally several squadrons of manned aircraft, was reduced to 32 Marines, including those operating the RQ-21.But the smaller footprint <a href="https://www.dvidshub.net/news/375695/flying-high-rq-21-soars-into-history-with-first-australian-flight" target="_blank" rel="noopener">offered</a> a chance to use unmanned systems to support expeditionary operations. Australian forces and their assets, such as vehicles and radios, also "snapped directly in" with Marines, Hovies said, allowing them to conduct "a much more comprehensive exercise."The rotation's success amid the pandemic underscored the value of alliances, Hovies added, echoing other senior officials.At <a href="https://www.youtube.com/watch?v=b5Kkoz9Ybi0" target="_blank" rel="noopener">a Lowy Institute think-tank event</a> this month, Air Chief Marshal Sir Angus Houston, former head of the Australian Defense Force, said the US alliance "underpins" Australia's defense policy."We've done an awful lot with the <keyword id="192842" type="ORGANIZATION" weightage="60" keywordseo="US-Marine-Corps">US Marine Corps</keyword>," Houston said. "They basically are the only nation that really gets a chance to routinely mount an exercise invasion of Australia, and that relationship ... has served us incredibly well."

US Marines in remote corner of Australia are practicing to guide Air Force bombers to targets across the Pacific

<img class="gwt-Image" src="/photo/56810860.cms" />“Those who have learned to collaborate and improvise most effectively have prevailed” - Charles Darwin 
 
This quote may have been lost in time and uttered mostly in evolution theory circles, but its relevance in today’s VUCA environment is higher than ever before. 
 
A closed group of distinguished Business and HR Leaders representing <a href="http://www.businessinsider.in/searchresult.cms?query=technology&amp;sortorder=effectivedate">Technology</a>, <a href="http://www.businessinsider.in/searchresult.cms?query=manufacturing&amp;sortorder=effectivedate">Manufacturing</a>, <a href="http://www.businessinsider.in/searchresult.cms?query=fmcg&amp;sortorder=effectivedate">FMCG</a> and Pharmaceutical sectors came together in Bengaluru to discuss the future of the workplace and took an educated view to not just the workplace but how “work” itself will take shape in the future. The discussions both as a plenary and in small groups pointed towards three conclusive themes… 
 
1. Work of the future will cease to operate like a singular continuity and function more like an aggregation of projects or “gigs” capitalizing on experts across different disciplines to come together and deliver a business result 
2. There needs to be a transformative change in mindset right from how leaders prepare for the business of the future to how employees remain agile around skills to remain relevant in a fast changing yet demanding environment 
3. The first step to realizing these truths would be to accept the fact that generalists would be a thinning herd and specialists/experts and aggregators (human or virtual) would be the future 
…and the glue that would bind these 3 themes together and help crystalize the workplace is Collaboration. During the discussion around collaboration the think tank that brainstormed around it tried answering are some interesting questions - 
 
What is Collaboration of the future? Collaboration in the future workplace would be a kaleidoscope of dimensions involving man and machine that would change the very fabric of modern enterprise. Right from planning an outcome to staffing a project to finally executing and disbanding would require collaboration at the center. Intuitive tech, skilled professionals and access to a gargantuan data universe is the key to a success in such an environment. 
 
How would people collaborate in gig economies? In a gig economy, success and failure would depend solely on how quickly and effectively skills and expertise can be sourced and managed. Revolutionary platforms like Slack would allow virtual workgroups and communities to come together to solve unique problems and create value. Data democracy would therefore be a critical parameter for collaboration breaking down level &amp; grade barriers and Transparency would be the core principle driving key business decisions in the future workplace. 
 
How would structures change to accommodate a collaborative environment? As HR professionals it is important for us to understand how people constructs would change in the future. The concept of collaboration will evolve to the idea of pod-collaboration where geographies and pyramids would become irrelevant but the key to success would be availability of information when needed. Digital and Agile would no longer be special teams but core capabilities across the organization. An inordinate amount of focus however will go towards building communities of practice instead of traditional hierarchies. These communities would be the custodians of skills and capabilities and provide the necessary fuel for collaboration across the future workplace. 
 
 
How will the nature of work change in this collaborative environment? Unlike today’s linear, continuous work environment, work in the future will be fluid with people carrying different levels of expertise coming in at different stages of iterations through an environment of collaboration. This means it will be essential to build a Directories of expertise or communities of practice/interest to staff this kind of work on a real-time basis. The important question would be how we can bring squads together in Tour of Duty style staffing so expert teams can perform an operation and then disband immediately after. 
 
How will knowledge get managed in the future workplace? For the collaboration paradigm to take shape, knowledge has to be collected, curated and stored in a way that is easily accessible to all. Free flow and access to information is the key to the success of project/”gig” style of work. Sentient machine learning databases would replace traditional knowledge management systems to make this a reality. 
 
How can we action this change? What will it take? This question sought answers at different levels. 
 
• For an employee this would require roles to be reimagined and rewards to have a stronger alignment to project outcomes. Performance metrics would track project outcomes rather than individual goals and in turn reward collaborative behavior. Project based compensation would essentially replace monthly salaries. 
• Processes need to be reimagined not only to create virtual teams but also to include intuitive tech for real time information sharing and collaboration. 
• Organization Development engines would need to produce communities of practice and expertise so as to constantly fuel the gig economies. 
• Leaders would need to build the tenets of collaboration and front run the culture change in the future workplace. 
The future holds a huge spectrum of opportunities that we possibly can’t fathom in its entirety. Yet it is important to ponder on some of these questions which inexorably point to possibilities which could shock the way work and employment would exist in this world. 
 
Structures, policies, practices and beliefs will be shaken out of their foundation and replaced with new, more nimble constructs which would serve the connected world. Purists will be compelled to rethink the meaning of “jobs”, “work”, “enterprise”, “performance”, “capability”, “resources” and “rewards”. The true essence of business may remain the same but the current shape and form of modern organization will most likely cease to exist. In a world like this we need to adapt rapidly and prepare ourselves by being early adopters of some of the principles that emerged through this initiative. 
 
<img class="gwt-Image" src="/photo/56810925.cms" /> 
 (The article is authored by Abhishek Sen, Director, Performance, Rewards and Talent, <keyword id="6462982" type="COMPANY" weightage="20" keywordseo="Aon-Hewitt">Aon Hewitt</keyword> Consulting. This article is part of the six-article series, ‘Aon #ImagineeringTomorrow: A Co-creation Journey’, with <a href="http://www.aon.com/human-capital-consulting/default.jsp">Aon Hewitt</a>) 
 
(Image: Thinkstock)

ImagineeringTomorrow: The Talent Network

<img class="gwt-Image" src="/photo/50181644.cms" />Shailesh Chaturvedi is a recognized name in the fashion industry in India and a pioneer in the development of premium international brands in the country. 
 As managing director and CEO of <keyword id="14235" type="PERSON" weightage="20" keywordseo="Tommy-Hilfiger">Tommy Hilfiger</keyword> India, “the most admired premium lifestyle brand in India” according to the Images Fashion Forum, he was recognized by “Business Today” as one of the top 10 young CEOs in India in 2009. He joined Young Presidents’ Organization in the Bangalore Chapter in 2011. But beyond the accolades and recognition for leading one of the fastest-growing fashion brands in the country, is a deeply humane business leader driving business excellence through values of ancient Indian philosophy. 
 
You have an engineering degree and an MBA, but started your career with global fashion brands in India. How did this come about? 
 I was able to recognize early in my career that that the Indian business scene was getting more global. After completing my engineering and MBA degrees, I pursued what I saw as opportunities for international brands, first joining Madura Group, the Indian arms of the British Coats Viyella group where I secured strategic tie ups with international brands for their entry into Indian market. The efforts resulted in the tie up with <keyword id="623" type="COMPANY" weightage="20" keywordseo="Esprit">Esprit</keyword> brand from Germany in 2005. After 13 years there, I moved to Asia Pac Wholesale business of Benetton Plc, Italy based at Hong Kong and for the last nine years, I have been leading <keyword id="3172054" type="UNKNOWN" weightage="20" keywordseo="Tommy-Hilfiger-in-India">Tommy Hilfiger in India</keyword>. 
 
The key turning point was in 2002 when the Indian economy started picking up. It was then that I was able to convince my company to let me approach big brands. I was able to meet CEOs of the top fashion businesses in the world to explore opportunities, again based on my personal belief that India will upgrade and integrate with the rest of the world. 
 
What is the top challenge for business leaders today? 
 
I think inspiring minds of a young team is the most fascinating challenge for business leaders today, specifically in India. 
 
India is one of the youngest countries in the world with median age of 27 years old. In a way, it is a millennial country full of a very young, digital-savvy group of consumers with different consumption patterns than the previous generation. This marks a very big change in our economy and we need to be prepared to meet their needs. 
 
As a country and company, we need to make ourselves future ready to service them as they become more affluent. Our research says this is the first truly global generation. There is still disparity in terms of income levels but emerging markets are growing fast and catching up. 
 
What is one must-read book for business leaders? 
 
“Srimad Bhagavad Geeta” is a very spiritual book based on ancient Indian philosophy. The focus is on karma and the significance of one’s actions. It provides spiritual guidance that can be applied to modern workplace. 
 
For example, the philosophy encourages focusing on the work and task at hand, and not on results. It is something I always tell my team to do. Positive output will happen, but they need to focus on input first. 
 
Complete the sentence: “If I was not a business leader, I would be a…” 
 
If I was not a business leader, I would be a teacher because I enjoy interacting with young minds. We are very fortunate in India to work with young passionate talent. When your team is so dedicated, as a CEO, you need to give back and provide them with recognition. 
 
In India, it is not uncommon for young people to work on holidays and overtime. So a lot of time and energy is spent on work. Compassion is therefore very important. Business leaders need to interact with their team, recognize them and show empathy and compassion to support them to sharpen their tools. 
 
I sometime see business leaders getting corporatized and focusing only on numbers. However, there is a need to acknowledge the team that is contributing so much and this I think it an important aspect of leadership. Inspiring minds of a young team is the most fascinating challenge for business leaders today. 
 
What is the most difficult leadership lesson you’ve learned? 
 
Whatever level you reach, getting better should never stop. We need to constantly invest in improvements and learning. 
 
I have been inspired by business management through leaders such as Peter Drucker, Deming, Jack Welch, Steve Jobs and of course, Tommy Hilfiger. But I have also gained a few insights on business from Charles Darwin’s Theory of Evolution. 
 
What are the top three insights you would like to share? 
 
My firmly held belief is that there are no short cuts to success. 
 
There is no wisdom without love and care. Corporate world is starved of compassion. 
 
Keep an eye on millennials. They are going to be a big force very soon. 
 
How has being in YPO positively affected your business or leadership? 
 
The YPO forum experience continues to play a very important role in my life. I have been a member since 2011 and joined a forum the same year. Since then, my forum has been a very unique sounding board where I can share experience and get unbiased confidential feedback. I have been able to share challenges and doubts with seasoned business people through unique platform. I am also able to apply the same forum principles and practices with my team at work as well as in my personal life. 
 
(The author of this article is Rola Tassabehji, Regional marketing manager for MENA, Africa and Europe)

You Searched For "darwin platform group" and got 4 results

NCLT approves ₹1,814 crore resolution plan for Lavasa: Darwin Platform winning bidder

PTI

US Marines in remote corner of Australia are practicing to guide Air Force bombers to targets across the Pacific

Christopher Woody

ImagineeringTomorrow: The Talent Network

Aon Hewitt

7 Questions with Shailesh Chaturvedi, CEO of Tommy Hilfiger India

Guest Author