Life Lessons for the Young Professional

A book by Subroto Bagchi



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In the news

The constant Gardener
December 23, 2008
The Strategist, Business Standard

Man of the moment
July 13, 2008
Deccan Herald

MindTree’s Gardener
May 19, 2008
Forbes.com

IT sector has proved that ordinary people can do extraordinary things
February 22, 2008
Rediff.com

Principles of High-Performance Entrepreneurship
April 18, 2007
Knowledge @ Wharton

Bengali’s dream rise from clerk to COO
October 21, 2005
Ananda Bazar Patrika

Techies must step out of ivory tower
October 19, 2005
The Times of India

When we begin to value those who do physical work
September 24, 2005
Financial Express

An act of fraud does not help in career building
September 7, 2005
Deccan Herald

A new cut for the CIO
August 22, 2005
Business Line

MindTree Sets the Standard for Mid-Sized IT Firms
June 29, 2005
India West Business Magazine

Hero of our Times - Part II
May 19, 2005
The Indian Express

Hero of our Times - Part I
May 18, 2005
The Indian Express

Let’s say farewell to Alms
March, 2005
Outlook

IT and contemporary dance
March, 2005
The Week

Diverse gene pool
January 12, 2005
The Economic Times

Go, kiss the world
August 15, 2004
Indian Express

Bagchi returns to India
February 27, 2004
The Economic Times

Revisiting MindTree - II
September 8, 2003
Businessworld

Revisiting MindTree - I
September 1, 2003
Businessworld

‘You must be willing to be destiny’s child’
June 3, 2003
Bangalore Times


The World Replies
Posted by Manoj Singh
on Saturday, December 27th, 2008
it's a nice list but many things which mentioned here should not be attained in the life cycle of a company by an entrepreneur CEO. Good lessons and could be more effective if we do our self critical analysis keeping (read more)

Posted by Somali Chakrabarti
on Saturday, December 27th, 2008
Dear Sir, Today I chanced upon the book Go Kiss the World. Once I started reading, I could not just put it down till I had reached the last page. It is very inspirational. You have highlighted the significance of learning (read more)

Posted by L
on Saturday, December 27th, 2008
Dear Gardener, I reserve some portion of a "non-working" Saturday to learning something or the other. Thus, I just heard your address at IIM-B on You Tube - hadn't heard it earlier. When it comes to Theory U, doesn't it boil (read more)

Posted by Vivek Venkat
on Friday, December 26th, 2008
Dear Subroto, Another amazing post which we all can learn from. We hope to read a lot more through your blog in the coming year and better ourselves. Thanks so much. Wish you and your family a merry christmas and a (read more)

Posted by J.A
on Friday, December 26th, 2008
@ Debachou My 2 cents... Satyam is a case of corporate goverance failure. What is more shameful is the Worldbank statement. The statement read: "Satyam was declared ineligible for contracts for providing improper benefits to Bank staff and for failing to maintain (read more)

Posted by John Micheal
on Thursday, December 25th, 2008
Merry Christmas Sir, may almighty god bless you with good health, peace and happiness in life. (read more)

Posted by L
on Wednesday, December 24th, 2008
Dear Gardener, Happy New Year. It is an exhaustive list, I hope you will use it in your next book. Best regards, (read more)

Posted by Debachou
on Wednesday, December 24th, 2008
It's terrific, wonderful to read the article. I have a query : How come Chairman of Satyam , considered to be an outstanding leader , can commit such thing which put the entire organization into a tizzy and being (read more)

Posted by Anonymous
on Wednesday, December 24th, 2008
That is a wonderful list and I am amazed how much we can learn from it. I'll add a few more to the list. To me, a project manager also is the CEO of the team, the General Manager (read more)

Posted by Lakshmi Narayana
on Wednesday, December 24th, 2008
Hi, A great insight of Human ResourcesManagement and a firm example of leadership. All you said is inspiring, but can the companies sustain in this way by cost cutting the employee who can deliver more to the one who needs to (read more)