When will you die?

That you will age and die is a given. The questions are when and whether it will be miserable or graceful. Short answer: expect to live to be 100. And if you are like most urban Indians in their late 30s and early 40s who maintain an awful lifestyle, expect to die miserable. That is, unless you mimic the 38-year-old Vikram Sheel Kumar—physician, researcher and entrepreneur—who shuttles between Boston and Delhi.

Until three years ago, he was willing to punt he’d live to be 120. For various reasons, he has since lowered the bar: “I am older and wiser now, and would be happy with 100 healthy years. To get there I take some pills, like a multivitamin, fish oil, vitamin D and glucosamine. I don’t drink alcohol or smoke cigarettes, and exercise daily. Nothing too exciting, but I don’t really think excitement gets you a century in this game.”

Then there are optimistic extremists in the life expectancy camp, like Aubrey de Gray. A British gerontologist, he vociferously argued that ageing is a disease, it can be cured, and that somebody living right now could live to be a 1,000.

Michael Rose, among the world’s foremost evolutionary biologists researching ageing at the University of California, Irvine, thinks de Gray’s argument is bunkum. “I don’t think ageing is a disease by any reasonable definition of the term disease,” he argues. “I don’t think it is possible to simply cure it. But I do expect that this century will see biomedical research tame it to the point that it is no longer devastating. People born after 2050, I predict, will start to live two or more centuries. People born after 2000, I predict, will frequently live to 100 or more,” he said in an email interview.

Be that as it may, all camps converge on the point that biological immortality is possible—a stage in a person’s life when they stop ageing. This is not to say you won’t die. But crudely put, this is the point when it is impossible to tell your age by physical appearances. For instance, in most cases, you cannot tell the difference between an 85-year-old and somebody who is 90.

By way of example, Kumar points to the 75-year-old Ramesh Chauhan, chairman of Bisleri International. “He is a really smart person. He controls his destiny to an extent, at least as far as work goes. So he is not retiring anytime soon. He just launched a new energy drink and is having the time of his life. He has kept his mind and body young by taking an interest in the little things in life. Sure, some would say that is micro-managing. But caring about the details means always being on. I don’t believe we age by doing too much. It is when we stop to do, or turn off that we age,” said Kumar.

But scientists like Rose are hard at work in trying to lower the age at which people hit biological immortality. “I think that dietary and activity changes, better tissue repair, and genomically-informed pharmaceutical development can be combined in our lifetimes to make the rate of increase in mortality and age-associated diseases less dramatic,” he says.

“The kinds of experiments we have done with Drosophila (a small fruit fly used in genetic research) have been emulated on a smaller scale by scientists working with other insects and mice… There are already clinicians and biotech companies interested in using my ideas. However, they have not yet achieved enough impact to affect the lives of many people this decade. Maybe next decade will be better. We’ll see.”

To put it mildly, Rose is understating the significance of his work. As early as 2004, David Sinclair and Christoph Westphal co-founded Sirtris Pharmaceuticals. The company’s stated mission was to develop drugs that harness the body’s immune systems to fight ageing. Some breakthroughs with yeast (a microscopic fungus) later, the management at drug maker GlaxoSmithKline (GSK) reckoned the breakthroughs could potentially be deployed to arrest the debilitating consequences of ageing. In what was seen as a contentious acquisition, GSK paid the founders $720 million way back in 2007. Pharmaceutical industry analysts thought this was too high a price to pay for a nascent, untested technology. But if anything, it highlighted the kind of money Big Pharma is willing to bet on backing anti-ageing research, or the elixir of youth if you will. Then last year, under equally contentious circumstances, GSK shut Sirtris down. The official line was, “integrating into the larger company will grant the programme better access to GSK’s chemistry, biology and pharmacology teams”.

Coming back to the point, when Chauhan’s lifestyle is extrapolated with Rose’s work, Kumar reckons, on average, urban Indians now in the 40s will live to 80. Statistically, this means that the probability that most people reading this newspaper will live to be 100 is high. And that is where the problems begin. Because living to be 100 is one thing. Living healthy until then is another thing altogether. As acclaimed author and physician Atul Gawande points out poignantly in his most recent book Being Mortal: “Old age is a continuous series of losses… Old age is not a battle. Old age is a massacre.”

Add to this the mindset most of our policymakers and we are weaned on. That we ought to retire at 60, or 65 on the outside. Rose dismisses the idea outright. “I think universal mandatory retirement ages are now of little value,” he says. He’s got a point. Because if life expectancy goes up 40 years from the time you retire, how are you to fend for yourself for the rest of your life?

Much has been written as well about India’s demographics and how it will be the youngest country in the world by 2020. What isn’t spoken of is that 15 years from now, India will have at least 120 million senior citizens. This number doesn’t include those in the late 30s and early 40s. Bunch them and estimates reckon there will be 330 million seniors (the entire population of the US in 2012) slugging with an impatient next-gen to earn a livelihood. But most people don’t get it. “People cannot fathom their increasing lifespan in the same way as it is hard for a child to see how tall he is becoming,” points out Kumar. The question then is what are we to do?

If anything, Chauhan is a pointer. You’ve got to keep reinventing yourself. Second and third careers will be par for course. That means you don’t stop at investing for your child’s future education; you also invest in reskilling yourself. It is entirely possible that the skills you possess now will be redundant when you’re past a certain age. Because “…specific high-risk occupations that require high levels of stamina might require regulation with respect to measurable physiological competence”, points out Rose.

That said, not all is morbid. Gawande writes, “If we shift as we age towards appreciating everyday pleasures and relationships rather than achieving, having, and getting, and if we find this more fulfilling, then why do we take so long to do it? Why do we wait until we’re old? The common view was that these lessons are hard to learn. Living is a kind of skill. The calm and wisdom of old age are achieved over time.” In other words, with some discretion, it is possible to age gracefully. More importantly, as life expectancy increases, the life skills that Gawande alludes to and come with age can be enjoyed for much longer than people do now. That is a pretty damn good reason to live to be a centenarian.

This article was first published in Mint on November 14, 2014. All copyrights vest with the newspaper and it cannot be reproduced without permission from the publisher

Making a strong case to live the learned life

KV Kamath, Photo: Mint

What does Ramsey Musallam, a prominent chemistry teacher in the US, and K.V. Kamath, an acclaimed Indian banker, have in common? Short answer—they believe in life-long learning. “Else, I fear rapid change will make me obsolete,” says the 66-year-old Kamath. “To stay relevant, I have to learn all the time.”

Musallam teaches at various institutions across the US. His stated mission is to “promote inquiry, critical thinking and inspire a love for learning”. In May 2010, he was diagnosed with an aneurysm at the base of his thoracic aorta. As much as he “freaked out” on reading the report, his surgeon remained remarkably calm. It prompted him to engage in conversations with his surgeon on the prognosis and potential outcomes. It put him at peace and he went through a successful surgery that tackled the life-threatening situation. Through all of this, the teacher in him picked three lessons on what it takes to learn.

Lesson #1: Curiosity comes first.

Lesson #2: Embrace the mess. Learning is ugly.

Lesson #3: Practise reflection. What we do is important. It deserves our care, but it also deserves our revision.

He shared these learnings at a TED conference last year. The talk can be viewed on mintne.ws/1uAce3V . Built on the back of his experience, these are lessons Kamath subscribes to as well.

Curiosity compels Kamath to take 10 days off every year and devote them to learning at universities that offer courses removed from banking. “People don’t place a premium on interdisciplinary thinking and learning,” he says. And curiosity compelled him to look closely at models deployed by Jet Airways (India) Ltd and the Ritz-Carlton chain of hotels.

In building ICICI Bank Ltd into the entity it is today, Kamath remembers engaging in a conversation with a colleague many years ago. They wondered why is it a stewardess on Jet Airways greets each passenger who gets on board with a smile?

For that matter, why is it if a guest asks for directions at any Ritz-Carlton property, they aren’t directed, but led to where they want to go? Everybody, from the bellboy to the hotel manager, follows the rule.

The stewardess at Jet Airways told Kamath’s colleague their research on passenger behaviour indicated that when greeted with a smile, people lower their guard. For instance, if a flight is delayed or the meal they expect is not on board, as a thumb rule, most people take it in their stride. In the absence of a smile, even minor deficiencies are viewed as offensive, people get boorish, and their behaviour permeates to others on the flight, making it a harrowing experience for the crew. At Ritz-Carlton, the key Kamath observed is empowerment. A bellboy is empowered to take time off from whatever it is he has been assigned to do if a guest walks up to him with a request.

Having studied both these cases closely, Kamath took a call and introduced the idea of lobby managers at all ICICI Bank branches. Trained by professionals from the hospitality business to greet customers with a smile, they ask around if anybody needs assistance, and help make their dealings at the bank easier. “It’s a soft skill we picked up because we were curious about the workings of those in the hospitality business,” says Kamath.

In much the same way, he is on the same page as Musallam is on Lesson #2 that learning is messy and ugly. To reiterate, Kamath talks of the time when the Internet was in its infancy. In 1997, McKinsey had invited him to a conference in the US to discuss this animal and how it could disrupt the future. On the trip, he met young people hacking furiously into the online world, thinking up ideas and hitting the market with products at warp speed. Often times they’d fail. At others they’d strike gold. How, he wondered. Close examination later, Kamath saw there were three traits similar to all of them.

1. They just got into the game. It didn’t matter whether or not they had a chief technology officer in a technology-powered landscape. They just figured things out as they went along.

2. All of them worked under severe constraints.

3. Everybody was clear their ideas had to translate into products in 90 days on the outside.

Kamath called up headquarters, summoned the team working on ICICI Direct, a trading engine which the bank then planned to roll-out two years down the line. The team was told start-ups in the US work out of garages under constraints of all kinds and manage to deliver in 90 days. “Why can’t you? You’ve been at it for 30 days already. You’ve got 60 days more to do it,” he recollects telling them.

The team was astounded at the audacity of the demand. Left with no choice though, they got down to the task and delivered the engine. It wasn’t to specification. There were flaws, deficiencies, compromises and issues to be sorted out. “But we discovered ways of doing things we wouldn’t otherwise have,” says Kamath. ICICI Direct is now among the world’s busiest trading engines.

And like Musallam, Kamath speaks on the significance of reflecting and revising. There was this once he came across a article in a magazine on how the Tatagroup was creating a brand identity for itself. “I asked myself, what is identity?” he says. To understand the idea and the implications, he took the pedal off everything else and immersed himself in it for six months.

Much reading, conversations and introspection with people later, he started asking hard questions. If I were to look around all of my offices, the people working there, the communications that emanate from them, including minutiae like fonts people use in official correspondence, are all of it bound by a common thread? Much to his dismay, the answer was no.

Kamath went a layer deeper and asked people around what is the core value they think ICICI Bank stands for? Pretty much everybody said aggressive. Seventy-five per cent of the company’s workforce thought it negative. As he asked the question to people higher-up the hierarchy, they thought it positive. This saddened him further.

To put the house in place, Kamath did two things. On the one hand, he engaged the services of an Ahmedabad-based branding agency to create a unifying personality for the company. On the other hand, he got in behavioural researchers into the organization to study how the bank functioned, and help them transform from aggressive to gentle and understanding.

“It was a conscious process. We saw the benefits of it later because we were seeking answers, didn’t assume we knew everything, learning all the time from people who knew more than us, and introspecting,” he says.

Because Musallam thinks how to learn all the time, he is among the most sought after chemistry teachers in the US. And because Kamath expends most of his time learning from various disciplines, ICICI Bank is now the largest private bank in the country.

Between the stories both these men tell, a strong case emerges to live the learned life. What makes the case stronger still is that we live in a connected world where massively open online courses are available to anybody with access to the Internet. You don’t have to travel to a premier university to earn a premier degree.

Instead, log online to places like www.coursera.org, www.edex.org or www.udacity.com among the many learning platforms, sign up for free to study at a time and place of your choosing. And if it is to further your career, these platforms have relationships with various universities to offer certified degrees on completion of their courses by paying a nominal fee.

Per chance you think the fees aren’t worth your time, spare a moment to whatDerek Bok, former president of Harvard University, famously said: “If you think education is expensive, try ignorance.”

This article was first published in Mint on November 7, 2014. All copyrights vest with the newspaper and it cannot be reproduced without permission from the publisher

How Google Works

Today we all live and work in the Internet Century, where technology is roiling the business landscape, and the pace of change is only accelerating. 

In their new book How Google Works, Google Executive Chairman and ex-CEO Eric Schmidt and former SVP of Products Jonathan Rosenberg share the lessons they learned over the course of a decade running Google. 

Covering topics including corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption, the authors illustrate management maxims with numerous insider anecdotes from Google’s history. 

In an era when everything is speeding up, the best way for businesses to succeed is to attract smart-creative people and give them an environment where they can thrive at scale. How Google Works is a new book that explains how to do just that. 

This is a visual preview of How Google Works. 

On the joys of working from home

It's been a year and a half since I was compelled to move out of my last assignment under less than favorable circumstances.  In hindsight, it was perhaps one of the best things that has ever happened to me.

A few weeks of hand wringing on what to do later, the answers made itself obvious. Twenty one years of working without a break later, I'd earned the right to take a break. That done, I had to keep myself gainfully employed as well. As things stand, I am working on my first start up. Technically though, this is my third start up.

The first was when I set up the Indian edition of CHIP. The second was setting up the Indian edition of Forbes magazine. The difference between both of these assignments and what I'm doing now is that in the past I had air cover that comes with being part of a large entity. Both of these ventures went through their fair share of teething troubles. But to be fair to the promoters, they backed me with all the resources I needed.

This time around though, things are different. There is no godfather. Everything is being built ground up. I've had to tighten my belt and have gone through my fair share of hiccups. A few weeks from now, the venture will make its debut. I'll talk what it is all a few days from now on these pages.

In building this out though, I've discovered some simple joys. For instance, when my first daughter was born, I was part of the senior team at the Times of India. Running operations at a daily newspaper isn't easy. You're on call all the time. Unlike most people, public holidays and weekends aren't meant for you. Because of that, I missed out on something incredibly precious. Watching my first born grow. It was left to my wife to tend to her because I'd be working late nights. And after after having put in all those hours, would need a couple of stiff drinks. I have no idea how time passed. But she's grown up into a fine nine year old. 

This time around though, thanks to the divorce from Forbes, I had the pleasure of watching my second born grow. She's a little over two now and I now know how to handle babies. I had no freakin' idea of bloody tough it can be. I had no freakin' idea either of how much joy it brings.

The gentle cooing when you hold her close, the happiness that accompanies the first words that tumble out of her mouth, having her hug you tight. Then there's the bonding that was missing with my older daughter, it is now in place, the stories she tells me of her days at school and friends, her exhortations on how I ought to be, the little fights we have..... I could go on and on on the joys of fatherhood. But it's well worth not having a formal office space to go to.

There are other pragmatic joys that come in as well. You work at a time and pace of  your choosing. You choose the people you work with and the assignments you want to work on. You work because you "want" to work, not because you "have" to work. Then there is the daily commute time that is cut to zero. Time spent negotiating traffic now becomes "me-time" and leaves a little for an occasional nap when you need it. You discover facetime with people isn't always necessary. Between telephone calls for one-on-one interactions and assistance for technology using tools like Google Hangout and Facetime for conference calls, it's as good as being in the same room. All of this translates into both time and money saved.   

But this calls for a certain amount of discipline as well. It is tempting to sack out at home and do nothing. My friend Achyut pointed me to a neat little trick he uses. For many years now, he has worked out of home for an MNC. He's clear in his mind that he'll work eight hours, no more, no less. He works by hour and for every hour he clocks in, he rewards himself $2. End of the day if his account doesn't add up to $16, he knows he has been rather incompetent.

Another way to look at it is, what if you've got 86,400 seconds each day and how should you use them?  Some simple things.

“Say no”: Don’t be afraid to use the word. It doesn’t mean you’re a bad person if you turn down an invitation that will pull your focus away from a task at hand—it just means you are prioritizing and that is a necessary element of getting things done.

“Kill notifications”: Emberton writes, “Modern technology has evolved to exploit our urgency addiction: email, Facebook, Twitter, Quora and more will fight to distract you constantly.” The answer? Turn of your notifications. And if you can’t do that, then mute your phone—turn it off if you have to. “Choose to check these things when you have time to be distracted,” says Emberton.

“Less volume, more time”: Your to-do list may tempt you into thinking that you can kill two birds with one stone, or three or four. In other words, multi-task. But Emberton suggests a different approach: choose 1-3 items on your list and no more. “Focusing your all on one task at a time is infinitely more efficient than multi-tasking and gives you time to excel at your work.”

“Schedule your priorities”: If your goal is to get a certain amount done in one day—or even to introduce work/life balance into your day—then you must carve out time for the items you’ve committed to tackling. Writes Emberton: “Treat your highest priorities like flights you have to catch: give them a set time in advance and say no to anything that would stop you making your flight.”