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<ul><li><keyword id="6911038" type="UNKNOWN" weightage="20" keywordseo="VMLYR">VMLY&amp;R</keyword> network employs over 7,000 people across 75+ offices across the world. </li><li><keyword id="2951846" type="COMPANY" weightage="20" keywordseo="The-Glitch">The Glitch</keyword> senior leaders, including CEO <keyword id="2998892" type="PERSON" weightage="20" keywordseo="Pooja-Jauhari">Pooja Jauhari</keyword>, Co-Founder &amp; Chief Creative Officer, <keyword id="228356" type="PERSON" weightage="20" keywordseo="Rohit-Raj">Rohit Raj</keyword>, and Co-Founder &amp; Content Chief, <keyword id="3054169" type="PERSON" weightage="20" keywordseo="Varun-Duggirala">Varun Duggirala</keyword> will now report into Tripti Lochan, Co-CEO of VMLY&amp;R Asia.</li></ul>The Glitch has joined forces with global experience agency VMLY&amp;R. The new entity taps on the strengths of both WPP agencies, creating a stronger expanded offering through the best of technology and creative expertise. <keyword id="10219305" type="UNKNOWN" weightage="20" keywordseo="the-glitch-and-vmlyR">The Glitch and VMLY&amp;R</keyword> India will continue to operate distinct brands and organisational structures while working together. This will allow clients to experience their combined proposition of marketing talent, capabilities, and experience, while maintaining the simplicity of their current communication cadence with each agency. The integration will see The Glitch become a part of the nearly $1 billion global VMLY&amp;R network, which employs over 7,000 people across 75+ offices across the world. These include three offices in India, based in Mumbai, Delhi and Chennai. The Glitch senior leaders, including CEO Pooja Jauhari, Co-Founder &amp; Chief Creative Officer, Rohit Raj, and Co-Founder &amp; Content Chief, Varun Duggirala will now report into Tripti Lochan, Co-CEO of VMLY&amp;R Asia. In addition, the Glitch leadership team along with <keyword id="7792201" type="COMPANY" weightage="20" keywordseo="vmlyr-india">VMLY&amp;R India</keyword> CEO <keyword id="293465" type="PERSON" weightage="20" keywordseo="Anil-Nair">Anil Nair</keyword>, will form an India leadership council to manage strategic decisions for both companies. The council will be headed by Anil Nair. Founded in Mumbai in in 2010, The Glitch stands as one of the leading, digitally-led creative agencies in India, employing over 300 digital strategists, technologists, content creators and planners, delivering award-winning campaigns for a wide spectrum of clients including Netflix, Hindustan Unilever, LinkedIn, Lenovo, Diageo, and most recently Microsoft and Triller among many other global brands. With offices in Mumbai and Delhi, The Glitch services clients in India and many other regions of Asia. VMLY&amp;R embodies a hybrid blend of brand creativity with a deep digital heritage, manifesting in a comprehensive understanding of the entire customer journey. The agency has accolades reflecting both its creative excellence and digital expertise. VMLY&amp;R India’s business-first team is known for delivering digital excellence for blue chip brands like ICICI Bank, Colgate-Palmolive, Dell, IDFC, Ford, Swaraj Tractors, IDBI Federal and Marico, delivering transformational solutions at the intersection of brand and customer experience, data, platforms and commerce. “WPP's aim is to provide clients with a simplified and integrated offer to help them grow their businesses holistically. The Glitch over the past ten years has grown to become a digital and content powerhouse, and when combined with VMLY&amp;R’s capabilities in digital transformation and customer experience, can help clients make an impact in their transformation journeys," said CVL Srinivas, Country Manager, India, WPP. On joining the VMLY&amp;R Network, Pooja Jauhari, CEO, The Glitch, said: “We have flourished alongside WPP in the past 3 years. The founders and I are delighted that we’ve now found a great permanent home for our brand, our company and most importantly, our people. The Glitch is a gender blind, inclusive and progressive high-performance workspace and with this marriage, we’ve found kindred spirits in VMLY&amp;R when it comes to driving the same vision. We’re eager to explore our complementary capability sets for the benefit of our clients’ businesses. With this union, we believe we are in the best position to help our clients be more agile, sharper and ready for whatever the future may bring.” Anil Nair, CEO, VMLY&amp;R India, said: “This union spells great news for clients looking at building digital-first brands. In addition to cutting edge solutions such as customer experience (CX), commerce , technology, innovation, AI/ML, data, media innovations and good old culture impacting creativity, we will now be able to add new weaponry to our arsenal, including powerful capabilities in brand experience, new-age content, youth marketing, connections thinking, brand publishing, and live creativity amongst others. This makes us the most relevant agency group in the market with best possible capabilities to help our clients future-proof their businesses and succeed in the new paradigm.”

The Glitch becomes a part of the nearly $1 billion global VMLY&R network

<ul><li>The <keyword id="6418916" type="PERSON" weightage="20" keywordseo="Glitch">Glitch</keyword> was recently consolidated into the nearly $1 billion global <keyword id="6911038" type="UNKNOWN" weightage="20" keywordseo="VMLYR">VMLY&amp;R</keyword> network.</li><li>We speak to <keyword id="2998892" type="PERSON" weightage="20" keywordseo="Pooja-Jauhari">Pooja Jauhari</keyword>, CEO, The Glitch on what the recent consolidation will mean for the agency, how it fared during this difficult year, its recent account wins and her vision for the agency.</li></ul>When <keyword id="3054169" type="PERSON" weightage="20" keywordseo="Varun-Duggirala">Varun Duggirala</keyword> and <keyword id="228356" type="PERSON" weightage="20" keywordseo="Rohit-Raj">Rohit Raj</keyword> founded The Glitch, a digitally-led creative agency, in 2009, the idea was to create an organization that would help clients come up with smart solutions, therefore fix the glitch they were facing in communicating with their consumers (the agency had been founded around the 2009 recession and both Duggirala and Raj had been told it was the worst time to start the agency). Eleven years down the line, considering how far the agency has already come, in hindsight, it was perhaps the best time to start the agency. Today, The Glitch is one of the edgiest agencies out there, with an impressive roster of clients. The agency has made a name for itself by way of the differentiated work it is able to put out for its clients. Back in 2018, <keyword id="168456" type="CITY" weightage="20" keywordseo="WPP">WPP</keyword> identified the potential in the independent agency and made it a part of its ecosystem and since then, the agency has only moved upwards. Recently, WPP also consolidated this young, edgy agency with VMLY&amp;R. We recently caught up with Pooja Jauhari, CEO, The Glitch to understand what the recent consolidation will mean for the agency, how it fared during this difficult year, its account wins and her vision for the agency. <div type="Video" msid="79760457" hostid="261" title="Pooja Jauhari, CEO, The Glitch shares some invaluable leadership mantras" dataSource="BUSINESSINSIDER" thumbUrl="https://denmark.timesinternet.in/cmslite/api/app/images.jpg?msid=79760457"></div> The Glitch’s 2020 journey Over the last few years, the Glitch has been witnessing healthy growth. It has also been churning out great content and campaigns. The agency has been working on many beauty brands under HUL, it is also the agency behind all the content <keyword id="128682" type="PERSON" weightage="20" keywordseo="Netflix">Netflix</keyword> puts out. They also handle <keyword id="28120" type="COMPANY" weightage="20" keywordseo="Linkedin">LinkedIn</keyword> and the premium portfolio of Diageo. Despite the year being challenging for most businesses, The Glitch had some impressive client wins. “Our focus this year was on tech businesses and we have succeeded in adding some wonderful brands to our portfolio. We worked on some projects for Facebook and won the accounts for Triller, Octro Inc and Microsoft,” shared Jauhari. While she said she would be lying if she said 2020 wasn’t challenging, the agency had fared well, against all odds. “At the start of the lockdown, we were all seeing the light at the end of the tunnel. But very quickly, that light disappeared because of all the uncertainty. However, I have great respect for the people that I work with - both my colleagues and clients, because I saw leadership at every level. And while the year was tough and the first few months were very difficult, we bounced back very quickly. We've had great business wins. All our top clients continue to stay with us. We've played an active role in helping them through this darkness, and there truly is camaraderie and partnership. We aren't yet back to where I would have liked us to be but bounced back we have!,” said Jauhari. While not sharing revenue figures for the year, Jauhari also said that there had been a dip in the initial months, but they're now on an upward swing. “And should the trajectory of the last few months continue, we should be in a very good place next year,” she added. The VMLY&amp;R consolidation About a month back, The Glitch became a part of the nearly $1 billion global VMLY&amp;R network. While talks between the two agencies were on for over three years, it finally came to fruition in November this year. Both the agencies will continue to operate as separate, individual brands. On what the consolidation would entail and the synergies that the two agencies share, Jauhari said, “Over the years, one feedback our clients kept giving us was that they love our organization for our people, our sound culture and our agility. Our creative and business strategies have truly succeeded in solving real-life problems for our clients. We truly believe The Glitch is a modern partner to our clients. And to be able to continue being a modern partner, we needed to add data and technology to our fold as well. And that was one of the key reasons VMLY&amp;R was so attractive to us.” “We share a lot of synergies with them. There’s always been a lot of camaraderie. As a network at large, they’re very entrepreneurial. And, when I talk about Glitch, we're all about being gender-blind, diverse, progressive, and we're high performance as a workspace. We happen to be an advertising agency. And that's the kind of language VMLY&amp;R speaks as well, which is why, people and culture-wise it was such a great fit,” she added. The vision for Glitch This year threw unforeseen challenges to organizations across the world. And most have come up with learnings that will help them navigate the uncertain future. On what were a few things that the pandemic taught the agency, Jauhari said, “We would be really foolish if we didn’t learn anything from this experience. One of the obvious thing we have pondered over is, can our industry actually bring about work-life balance, and can that balance come from spending a few days in office and then working remotely for a certain amount of time? So, we will try and bring about a remote working culture in our organization. Secondly, the experience also showed us efficiencies in the way we conduct our businesses, the kind of travel one should do or where to spend our money. For instance, I would rather spend money on our people than on massive office spaces. But the most important factor for me has been focusing on mental health, both for myself and my colleagues. And this is not something that your HR team should do. It's something that every person in the organization needs to imbibe and it starts with leaders. I often tell my colleagues that building mental strength is like building muscle strength, it needs practice. And, we have to focus on proactive mental health rather than reactive mental health. And that to me is a big change in the way I operate as a person and its also something I would do for my organization as we move forward.” On what is that one thing that she feels she has done right and is proud of as a leader, she said, “The one thing I'm truly proud of is our collective belief in being an organization that's gender-blind, truly inclusive, and highly progressive, and I don't mean inclusivity and being progressive only in the form of gender, but in the form of opinion, background and the kind of work we put out. As a company, we're all about normalizing and not cause-vertising. I would hate it if Glitch ever put out a piece of work that cause-vertised something rather than normalizing. For example, when we talk about same sex love, our focus is not on the same sex, it’s on the love. When we feature a transgender model in a beauty film, we don't highlight the model, we rather highlight beautiful skin, the beautiful people, a way of being. When we talk about men washing dishes, we just normalize it because we are in 2020, and its obviously normal. And that’s our key agenda and mission as an agency, which I'm very proud of.”

As a company, we're all about normalizing and not cause-vertising: Pooja Jauhari, The Glitch

<ul><li>With Father’s Day around the corner, we decided to look at how the <keyword id="9427183" type="UNKNOWN" weightage="20" keywordseo="indian-agency-network">Indian agency network</keyword> is slowly moving towards building an equal space for both men and women at work by offering <keyword id="1759407" type="PERSON" weightage="20" keywordseo="paternity-leaves">paternity leaves</keyword>. </li><li>We observe when these policies were added into their system to understand how long it took them to realise that new fathers also deserve paid leaves to be able to share the load equally at home. </li><li>The agencies we reached out offer paternity leave for 1-2 weeks. </li></ul>For the longest time, paternity leave wasn’t a concept in India. It was mothers who took care of the household chores and new-born kid(s). Fathers, on the other hand, either did not have an option to take leaves or they did not feel comfortable availing paternity leave in the fear of losing their job role to someone else in that short period of time. In India, paternity leaves are usually offered for one or two weeks, as opposed to 26 weeks or 182 days for new mothers. This wide gap, according to <a href="https://feminisminindia.com/2020/01/23/paternity-leaves-sexist-gap-parental-policies/">Feminism in India</a>, exists because new mothers need more time to physically heal and secondly, because of the bias that fathers do not need to stay home as much as mothers since they take on the child-rearing responsibilities for a longer time. India is still 90 out of the 187 countries in the world with no national policies to ensure that fathers get enough paid time off with their infants and wives, when they need them the most. Zomato and Novartis are the only two companies in our country that offer a 26-week-long paternity leave. With Father’s Day around the corner, we decided to collate a list of <keyword id="2398193" type="PERSON" weightage="20" keywordseo="Indian-agencies">Indian agencies</keyword> who do offer paternity leave, for how long and look back at the year they added it to reflect on India’s progress in shaping gender equality. The Glitch <div type="image" title="Glitch logo 4_3" msid="76459389" hostid="261"></div> Highest amongst all, The Glitch offers a paternal leave upto 15 days which can be extended to 30 days/one month if requested by the employee. <keyword id="6368370" type="COMPANY" weightage="20" keywordseo="dentsu-aegis-network">Dentsu Aegis Network</keyword>: <div type="image" title="DAN logo" msid="76459373" hostid="261"></div> The paternity leave offered at DAN is of 15 days, which a father can avail within the first three months of the newborn. According to Sunil Seth, Head HR Business Partner- South Asia, Dentsu Aegis Network, the paternal care policy was added since the network’s inception. FCB India: <div type="image" title="fcb logo 4_3" msid="76459400" hostid="261"></div> Added on April 01, 2017, FCB India offers its new fathers a two-week leave. A male employee who legally adopts a child below the age of three months is also entitled to paternity leave of two weeks. MullenLowe Lintas: <div type="image" title="Mullen logo 4_3" msid="76460676" hostid="261"></div> This agency grants 15 working days as paternity leave, within the first three months after the delivery of the child. Tonic Worldwide: <div type="image" title="Tonic logo 4_3" msid="76459440" hostid="261"></div> 15 days of leave, offered since 2017 for both biological and adoptee parents. Expectant parents have no cap on work-from-home. They can operate from home for as many days as they want. Schbang <div type="image" title="Schbang logo 4_3 (1)" msid="76467531" hostid="261"></div> Placed since its inception, Schbang offers a paternity leave for 15 days along with flexible working hours and work from home options that are made available to the new parent. Kinnect <div type="image" title="Kinnect logo 4_3" msid="76459475" hostid="261"></div> Offers a paternity leave of 15 days and is happy to accommodate requests for extended leaves. White Rivers Media: <div type="image" title="White Rivers Media 4_3" msid="76509971" hostid="261"></div> Biological/Adoptee Fathers are given 15 days of paid leave and upto 3 additional weeks of optional work from home. The above leaves can be availed within the first 6 months of the birth of the baby. The Womb: <div type="image" title="The Womb logo 4_3" msid="76459502" hostid="261"></div> Time-off as per what employees need. Usually offers two weeks. VMLY&amp;R India: <div type="image" title="vmlyr logo 4_3" msid="76459510" hostid="261"></div> All male full-time employees are entitled to 10 days of Paternity leave, which can be combined with planned or sick leave. DDB Mudra: <div type="image" title="ddb logo 4_3" msid="76459542" hostid="261"></div> DDB Mudra Group has had a paternity leave policy in place since 2011 and offers a upto 5 days of paid Paternity Leave immediately post the birth of the child and another 5 days within 6 months of the birth of the child. The 120 Media Collective: <div type="image" title="120MC logo" msid="76509890" hostid="261"></div> The 120 Media Collective has had paternity leave policy in place since 2012. It offers the new parent (biological/adoptive) a paid leave of 10 working days which can be extended and combined with regular leaves. It also has flexible working hours and a work from home option to help the new parent ease themselves into their new way of life. Wunderman Thompson <div type="image" title="Wunderman logo 4_3" msid="76460264" hostid="261"></div> Its Paternity Leave Policy offers 5 working days off immediately after the birth of the baby, which is applicable in the case of adoption as well as surrogacy. This policy has been around for around 5 years at Wunderman Thompson. It has also launched a group initiative called 'Safe Room' where working fathers will be given space to candidly share and discuss the unique challenges that come with being a working dad. Gozoop: <div type="image" title="Gozoop logo 4_3" msid="76459558" hostid="261"></div> Any employee who is entitled to paternity benefits gets 5 days of leave before or after the child is born. Employee also gets the option of dividing his working hours by spending four hours at the office and the rest at home for the duration of 15 days. Here is hoping that more companies and agencies join the list and adopt the 26-week paid leave policy for new fathers. Disclaimer: We reached out to as many Indian agencies as we could. If we missed adding your agency here, email us the details at <a href="mailto:karuna@timesbridge.com">karuna@timesbridge.com</a>

A look at Indian agencies and their paternity leave policies

<ul><li>As the year draws to a close, it is important to pause and reflect.</li><li>We speak to industry leaders about the year gone by and a few lessons they learnt from 2021.</li></ul>It was during the peak of the pandemic in 2020 when doctors across the world were still trying to figure out what the novel Coronavirus is, I lost my grandmother. Shortly after, my father tested positive for the virus. His oxygen dropped to 78 mm. We struggled to find a bed for him and found a hospital 50 kms away. He was still mourning the loss of his mother, fighting a deadly virus, struggling to form sentences but he had a huge smile on his face when I taught him how to video call on WhatsApp. He was there for two weeks but those weeks definitely felt like a decade to me. I had the nurse's number on my speed dial, I called her first thing in the morning to ask, "How is my father breathing today? Has his oxygen picked up?" She would respond patiently, "Yes, we are doing our best." To escape from this, I buried myself in work, binge-watched violent movies to numb the pain I was actually feeling. After we heard the news that he is coming back, we decorated the house. I put up some fairy lights, made a rangoli, bought his favourite sweets -- Kaju Katli. After all, we were welcoming Ram back into his home right before Diwali. It took me a while to process the horrendous month that I had spent. Thankfully, I had a very supportive team at work. I remember texting my editor a week later, "I will be submitting my story late today, I am too anxious and panicked." She responded, "Sure, take your time, Karuna." So, if 2020 was about self-isolation, making sure our older family members stay safe and prioritizing their physical health, 2021 taught me the importance of mental health. After months of working from home -- away from our loved ones, seeing the country battle a deadly virus and our medical industry getting crippled, 2021 was all about healing from the storm. It was about finding comfort in little wins and reminding ourselves that we are all in this together. Change can be scary, sure, and not knowing what the future holds is scarier, but resilience is stronger. As we enter a new year with a lot of uncertainty yet again because no one knows what variants COVID-19 will throw at us, it is important to remember that we have survived the worst. By now, we know what works and what doesn’t. The impact of 2020 and 2021 will be felt next year too but remember to take care of yourself first if you want to be able to show up for other people too. And most importantly, double mask up, people! Here's what our industry experts learnt from the rollercoaster year that 2021 turned out to be: <keyword id="1193084" type="General" weightage="20" keywordseo="rana-barua" source="Orion">Rana Barua</keyword>, Group CEO, <keyword id="7001513" type="General" weightage="20" keywordseo="havas-group-india" source="Orion">Havas Group India</keyword>: <div type="image" title="Rana Barua, Group CEO, Havas Group India" msid="88587279" hostid="261"></div> The pandemic has completely altered our perspective of what the future should be. CEOs across the world have redefined their leadership skills based on this reality. If the pre-pandemic stage was all about merging the technology trends and diversity with an added edge of GenY disrupting the way of working; the post-pandemic world is now ushering in the dynamic social age. The upcoming era will be a lot about meaningful relationships within the gamut of the collective human experience, and the bedrock of this will be the trust factor. So, the one leadership lesson that I will cherish from 2021 is the greater meaning of ‘trust’. It has taken a new meaning in my life. And if we were able to sail through the last two years, it is only because I 'trusted' my teams to display unprecedented resilience and commitment. And that trust converged into amazing results. As the leader of this organization, I knew my teams 'trusted' me that I will do everything in my power to navigate them through this storm. And I must say we have a lot to be proud of as it has yielded positive and encouraging results. Dr. <keyword id="248570" type="General" weightage="20" keywordseo="sandeep-goyal" source="Orion">Sandeep Goyal</keyword>, Managing Director, Rediffusion: The pandemic has taught me the power of resilience more than anything else. So many of us personally, and so many businesses have suffered such severe setbacks in the past few months - yet we have been patient, we have persevered, we have buffeted challenges, we have overcome. My belief is that true adversity brings out hidden reservoirs of grit, determination and ability to confront even insurmountable challenges. It is when you discover your real friends. It is when you discover your inner strengths. You also discover the power of love; power of caring; power of sharing; power of prayer. The pandemic has helped each one of us to emerge stronger. It has helped us to realise how finite life is and how we must value all that we have: our health, our happiness, our family, our friends, our relationships … even our work and livelihoods. I hope the pandemic goes away soonest. But the learnings it has bestowed stay. Challenges are a part of life and standing up to them is the true test of every human. Anil Nair- CEO, VMLY&amp;R India: For most of us, the pandemic was a bolt from the blue. It forced us indoors, changed a lot of our behaviour and also made us introspect about the fragility of our existence. For me, personally, the biggest learnings were about empathy , patience and celebrating small wins. Genuine empathy for the other, be it your spouse, neighbour, co-worker or stranger. The need to put oneself in their shoes and feel for what they might be going through in these trying times. And the patience to be able to slow down and deal with situations calmly rather than the ‘runaway’, ‘winner-takes-all’ attitude and pace that we were used to in pre-pandemic times. Lastly, to be able to celebrate ‘small wins’ and to live in the moment given the overall uncertainty that the pandemic continues to cast over us. <keyword id="3609466" type="General" weightage="20" keywordseo="aditya-kanthy" source="Orion">Aditya Kanthy</keyword>, CEO and MD, DDB Mudra Group: The one thing I have missed most and will try not to take for granted ever again is the simple pure joy of meeting people. Like really meeting them. Not on a call, not on a computer, not as a block on the calendar. So much of the fun at work came from being together in the same space. The banter. The unplanned conversations. The energy. So much of the learning and inspiration as well. We lost something elemental and beautiful. I want that back. I miss it. Equally, I learnt how much more we need to do to listen to each other more deeply. The stuff we read off each other, the non-verbal cues. The comfort of a safe environment where one can be heard without judgement. That was gone. There’s also the realization that, perhaps, the old ways were inadequate. When we’re back together, we need to design ways without assuming that everyone is comfortable expressing themselves in the same way. We need to do more to create that space. This is what I have missed and what I have learnt. My hope is to enjoy coming back together again in 2022 and doing so in a way where each of us can be heard. Ashish Khazanchi, Managing Partner, Enormous: 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. Ramanuj Shastry- Director and Co-founder, Infectious Advertising: <div type="image" title="Ramanuj" msid="88597292" hostid="261"></div> 1. Compassion is everything- Never forget we are a people’s business. Always remember that everyone today is under a lot of stress. A kind word and a patient ear will take you far. 2. Treat everyone as adults - Remote working is only possible when all team members behave like mature adults - fully aware of their roles and responsibilities. Treat everyone as adults - delegate, do not micro-manage and don’t breathe down their necks. They will surprise you pleasantly. 3. Hire Talent from everywhere - We are no longer slaves to geography. Celebrate this new-found freedom by hiring talent from literally anywhere. It will add new voices and new perspectives to your narrative. 4. Be nimble and effective - Clients value these two qualities in tough times. Don’t waste their time and their money. They will stick by you through thick and thin. 5. Spend most of your energy on culture - The culture is the unquantifiable ‘Everything’ - the life force of an organisation. Culture is the ethos - the unsaid but universally accepted codes of what’s ‘done’ and what’s ‘not done.' The culture of your company should take most of your time. And it’s more than worth it. 5 things I learnt as a person: 1. Reinvest in relationships- It took a pandemic for me to take a long, hard look at my relationship. And I realised that I have taken a lot for granted. Money won’t buy you your loved ones. Spend time with them. 2. Take care of yourself - Eat well, exercise and sleep for eight hours. You will enjoy life a lot more if you are fit. 3. Be kind to yourself- I am less critical of myself today than I was in 2019. I am comfortable in my skin and happy where I am. Could I have done better? I don’t know. And I don’t care. 4. Invest in yourself - Learn a new skill. Learn a new language. Take up new hobbies. Add new facets to your personality. Reinvent yourself. Be interesting. 5. Practice Gratitude - You are on a piece of rock whipping around a burning star at nearly 40 times the speed of a bullet. Appreciate the miracle . Be thankful for just being alive. Varun Duggirala - Content Creator, Podcaster, an Entrepreneur and the Co-Founder - The Glitch: If 2020 was about survival, 2021 was about reflection and revival. We've all reflected on the time that has passed and moved towards the time that will come. Because there cannot be a return to business as usual, but rather a move towards understanding how we need to change how we operate as professionals, businesses, leaders and human beings as we work towards a world that understands its new reality. We're all on a path of accelerated change in every aspect of our work and life. This rapid pace requires us all to understand the status quo with total clarity before we take each step (even though each step seems to bring with it a whole new set of changes). 2021 has given us many a moment to take a pause and reflect (something we should all do more often) and drive towards a better future.

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The Glitch becomes a part of the nearly $1 billion global VMLY&R network

BI India Partner

As a company, we're all about normalizing and not cause-vertising: Pooja Jauhari, The Glitch

Samarpita Banerjee

A look at Indian agencies and their paternity leave policies

Karuna Sharma

Lessons 2021 taught our advertising leaders

Karuna Sharma

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