Posts Tagged ‘Business’

22 Best Indian Social Media Campaigns Of 2012

2012 was not only about Facebook campaigns in the Indian social media circuit; the space also saw some amazing well integrated social media campaigns. These campaigns were creative, driven by an objective and at the same time also made sure that they were integrated in a rational way to yield maximum reach.

So here is the list of 22 amazing Indian social media marketing campaigns that stood out in 2012, in no ranking order. Every campaign is a winner in its own way.

1. #MakeHellCool: Fastrack, the bold and definitive youth brand that emphasises on ‘moving on’ in life, came up with an exciting campaign to target its young consumer segment. The campaign called “Make Hell Cool” is based on the end of the world prophecy by the Mayans where the world would be ending on the 21st of December. Beginning a week prior to doomsday, the campaign urged youth to sin as much as they want so they could be a winner in hell! Make Hell Cool had a dedicated website that served as a one-stop location for the campaign, along with an integrated presence on Facebook, Twitter and YouTube. Read the entire campaign here.


2. The Straight Hair Experiment: Unilever owned Sunsilk launched a one-of-its-kind campaign called ‘The Straight Hair Experiment’ during the season of winter chills and dry frizzy hair. Sunsilk involved bloggers and its Facebook community with the idea of sourcing crazy hair straightening ideas with a blogging contest and had integrated the campaign with Facebook and Twitter as well. Read the entire campaign here.


3. Food Housie: Faaso’s – the brand that has always been synonymous with wraps and a brand that loves social media recently launched the ‘Faaso’s Food Housie’ game. Fans were invited to play the age old housie game on social media every two weeks and win coupons from the brand. The campaign was not only unique and engaging but we are sure that it was a smart way to bring some sales too! Read the entire campaign here.


4. Secret Diaries: Unilever owned FMCG brand, Dove launched its new hair fall treatment product via real women sharing their experiences with the product through videos and blog posts, in the Dove Hair Fall Rescue Diary. The campaign used YouTube as a major social media channel along with its global Facebook page to run an exciting quiz around the stories. Surely a cool campaign for a product launch via social media. It managed to build ample curiosity and moreover offered the product as the prize to quiz winners, thus completing the cycle. Read the entire campaign here.

Dove_hairfall secret_diaries

5. Drive with MTV: MTV and Tata Nano created history by organizing India’s first 21 day social road trip called “Drive With MTV’ where 4 teams formed out of 16 participants, had to undertake a road trip of 2500 kms in 21 days, armed with a Tata Nano and Rs. 50K each. Each team had a social media engagement score based on the likes, comments, video views, etc. accumulated by posting content on social media sites and driving engagement through their social network. Winners were decided not only on the tasks performed but also on the social media engagement score. Read the entire campaign here.

drive with mtv contest

6. Shobhaa De’s ‘Sethji’: Penguin India the publishers of Shobhaa De’s ‘Sethji’ designed an innovative storytelling campaign ‘Who is Sethji’ for the book launch on popular social media channels. The 360 degree marketing promotions for the book launch had interesting pseudo-sting operation YouTube videos and the content on Facebook shared sneak peeks of the characters from the book. At a later stage a blog was launched that revealed shocking secrets about the characters. A complete delight for fans on social media. Read the entire campaign here.


7. Action Starts Here: Blackberry India launched a 360 degree marketing campaign named “Action Starts Here” in the month of August. The essence of the campaign was to find out what does Blackberry stand for and the answer was “Action” and the action starts right away from Blackberry. Hence, the campaign focused on “Action has a symbol” and the brand line was “Action starts here”. The brand created a presence on all social media channels and started a pledge campaign for fans. The pledges that turned into action stood a chance to win a cool BlackBerry device. Read the entire campaign here.


8. #BraveTheStorme: Tata Safari, the Indian auto giant, the pioneer in introducing SUVs on the Indian roads, striked gold with it’s  launch of Tata Safari Storme. Social media grabbed a bigger pie in the product launch and possibly the only Tata car to do so. Facebook and Twitter created the pre-launch buzz among fans. If the pre-launch was not enough, the brand made sure that the hype doesn’t set off early. Later the brand launched a contest on its microsite – #BraveTheStorme which could win you a brand new Tata Safari Storme. Another cool social media product launch campaign. Read the entire campaign here.


9. #Thunderbird500: Royal Enfield, the Chennai-based manufacturer finally launched the Thunderbird 500 on 11th October, 2012. The brand made sure that it created enough pre-launch buzz and going by the times it made sure that enough thumping was made the social media way. With a very strong online community, the manufacturer not only decided to run a teaser on YouTube, revealing bits about the beauty but in parallel there was an optimum buzz created on Facebook and Twitter too. The brand not only created a cool micro-site revealing the latest bull but timed well with NH7 weekender giving fans a live demo and hampers. Read the entire campaign here.

Royal_Enfield Thunderbird500

10. Save With Subbu: Kotak Mahindra Bank launched ‘Save with Subbu’, a campaign where users can co-author a ‘Smart Savings Book’ along with the brand mascot, Subbu by sharing their saving tips through Facebook or Twitter. Save with Subbu was a smart campaign with a well-aligned objective, highlighting the benefits of smart saving and banking with Kotak Mahindra. Read the entire campaignhere.


11. The Samsung Useless Bid: Samsung Mobile India launched a new integrated social media campaign “The Useless Bid” to create buzz about it’s 7 inch Samsung Tab2 310. Users were invited to participate in bidding on the useless products considered by Samsung and stand a chance to win a new Tab2. The campaign integrated YouTube with an interactive microsite and then buzz was simultaneously created on Facebook and Twitter. Read the entire campaign here.


12. One Tank, 1500Kms, One Classic Story: After re-badging ‘Ford Fiesta Classic’ as ‘Ford Classic’, the company rolled out its first variant – Ford Classic Titanium. On August 10, the company launched a social media campaign with respect to the new launch – “One Tank. 1500Kms. One Classic Story.” The campaign was about chasing the one dream that you have been passionate about all your life along with the new Ford Classic Titanium. Thus started the dream for 11 passionate people from various fields and interests who were divided into 8 teams accompanied by a cinematographer, who would capture the entire journey in her lenses. The story that is most engaging and popular will provide a chance to  the cinematographer to win Rs 100,000. The campaign was well integrated with all major social media channels. Read the entire campaign here.


13. Tweet-A-Tab: Reliance Communications launched a unique treasure hunt for its latest tablet, the V9A in a 5 days-5 cities campaign called ‘Tweet-a-Tab’ where fans had to locate the tab in a Google Map that zooms in with the growing number of tweets. Tweet-a-tab was a beautiful integration of Facebook, Twitter and Google Maps. The location was in a zoomed-out Google map of the city, which kept zooming in, along with the rise in tweets. The tablet location was finally revealed when the zoom on the Google Map was at 100%. Read the entire campaign here.

Tweet-a-tab Reliance social media contest

14. ‘Indian Food League’: Hippo, a brand that is often a favourite example of pundits at seminars was back again with the Indian Food League, a campaign crafted keeping in mind the IPL madness. Indian Food League (IFL) was funny, catchy and had been designed to capture the emotional rivalry amongst Indian cities, that creeps in during the IPL. So instead of saying that today’s match is between Delhi and Punjab, IFL called it Papdi Chaat Vs Aloo Paratha. A microsite followed with an amazing Twitter presence and a Facebook presence made sure that they spread the Hippo love everywhere. The contest was a no brainer one but it’s simplicity and uniqueness inspired us a lot. Read the entire campaign here.


15.  Diesel India’s 2 Anniversary Celebration: On completing its second anniversary recently, Diesel India planned to celebrate and so it organized an April sale for the employees and their near and dear ones. But they had a very short span to promote and Social Media came to their rescue. To gain maximum exposure, the brand along with its agency planned to do a flash mob on Facebook, which was happening for the first time on Facebook. The campaign had designed an amazing microsite which was connected with Facebook Connect and QR codes were used too. The campaign saw more than 5000 signs ups in a very short span. Read the entire campaign here.

Diesel india contest

16. ‘Once Upon A Vespa’: Once Upon A Vespa by Vespa India is one of my favorite campaign along with Diesel India till now. The campaign had just the right dose to educate Indians about the brand’s rich legacy and to do so it made an interactive microsite, well crafted Facebook presence and a Twitter presence. The microsite, which was a delight to see, was the centerstage for the contest but the answers were hidden in the brands Facebook timeline. Besides this Vespa India is one of the very few brands in India which has taken care to use the Facebook timeline effectively. A must read social media campaign and undoubtedly an inspiring one too.


17. ‘Brand New Day’: Society Tea’s ‘Brand New Day’ campaign invited four people to do new things each day in the course of 10 days. It was like fulfilling the small wishes that you always wanted to do but failed to do so and that’s not all, the participants also had to blog about their interesting activities. A very refreshing online campaign and well positioned with the brand. The campaign not only gave a chance to the four people to do certain things they might have wished for, but also created positive word of mouth around the brand. I was happy to see the brand adopting blog as a main strategic tool and then spreading the words from the blog to social networking platforms such as Facebook and Twitter. A must read for marketers who are running behind number of fans.

society tea

18. ‘Time to Change’: Another stellar campaign from Stayfree targeting only females and the whole campaign was planned around the launch of its new product. The brand tied up with Indiblogger  and on Women’s Day, it launched the ‘Be the voice of change’ blogging contest that asked bloggers to share what they would want to change around them. Along with the blogging contest, Stayfree had also tried to run an interesting campaign for it’s community on it’s Facebook brand page. An app was created on Facebook called ‘Bring down the wall of irritation’ which is made up of issues that are irritating to say the least – from child labour, eve teasing and corruption to domestic violence, dowry deaths and begging. The campaign had many takeaways for brands who are engaging on social media. To know the entire story click here.

Stayfree Bring down wall of irritation app

19. ‘Guess Whose Flavor’: The chips giant from Pepsico inc., Lay’s had started the ‘Guess whose Flavour’ campaign in the beginning of April, where six new flavours were introduced. The contest roped in MS Dhoni, Rohit Sharma, Yusuf Pathan, Christopher Gayle, Adam Gilchrist and Kevin Pietersen, as the six cricketers who have co-created a flavor each and you have to guess which cricketer has created which new flavour. 10 lucky guessers can win a trip with a friend to the ICC World Twenty20 Sri Lanka 2012 and enjoy the match from the premier stand plus a luxurious hotel stay. The contest had a dedicated website, a Facebook app as well as a wapsite. The overall concept, design and execution as well as the fun games in the app were worth a mention and to know more about the campaign click here.


20. The Greatest Indian: Infotainment channel, History TV18 in association with CNN IBN and Reliance, had launched a massive hunt for ‘The Greatest Indian’ using television and the digital medium via a poll, set to trigger a national debate on the one question, “Who is the greatest Indian after Independence?” The television show was aided through a website and drove massive engagement and debate through its Facebook and Twitter pages. Read the entire campaign here.

The Greatest Indian hunt by History TV18

21. Ultrabook Race: The Ultrabook Race by Intel was a game of 4 Challengers fighting across 2 countries for $10,000 of prize money, armed with an Ultrabook and their social network. Intel offered four challengers from across the world a chance to go on an adventurous journey all by themselves and compete with each other in real time, in a range of tasks with the help of their Ultrabook and social networks. Apart from an experience of a lifetime, the winner also walked away with $10,000! A smart campaign to promote a product on social media via social media influencers. Read the entire campaign here.

The Ultrabook Race

 22. She Can, You Can: Tupperware India, initially launched an ad campaign titled ‘She Can, You Can’, featuring real-life heroes Chhavi Rajawat, sarpanch at village Soda in Rajasthan and Saloni Malhotra, Founder and CEO of first KPO in rural India – Desicrew Solutions. Later on it extended the campaign on social media that was based on a crowd sourcing strategy of gathering extraordinary stories for the next Tupperware campaign. Along with Facebook, the brand focused on Youtube and Twitter. An interesting campaign that pointed to a new trend in brand endorsements that are roping in people whose real life story matches up with the brand’s vision. Read the entire campaign here.
Tupperware She can, You can Facebook app
We hope to see more of such well integrated and path breaking Indian social media campaigns in 2013 that create benchmarks in the international social media space.

If, When, And How To Avoid Hiring A CEO

Vinod Khosla

Editor’s note: This is Part I of a two-part guest column written by legendary Silicon Valley investor Vinod Khosla, the founder of Khosla Ventures. In Part II, he will examine the signs that it might be time to hire a CEO. You can follow him on Twitter at @vkhosla.

Though debated among some venture investors, in my view, it is always better for a founder to grow into being a CEO. When there’s a choice, the founder’s vision, culture, and approach are usually more important than “good management” alone. While I’ll offer some insights for investors, this piece is primarily addressed to the founders themselves. I’ll start with some suggestions for buying time to learn and grow into the CEO role.


Being supported by a strong, operating-type team will allow you to focus on leading your company’s vision, culture, and performance standards while your team executes. You don’t have to be good at everything if you build the right team and have the self confidence to learn from it. Be willing to hire people who are better than you and who have skills or experience in areas that you don’t. Of course, this advice doesn’t work in every situation, as it depends on your own strengths and weaknesses. From my experience, here are a few team-builder examples:

John Hering (CEO/Co-founder of Lookout). When we invested in a Series A round for the smartphone security company, John was an unlikely candidate to grow fast enough to continue successfully as CEO. But he was able to because he built an exceptionally strong and complementary team and was very open-minded about learning from them. Of course, the company’s needs will change, and his hires over the next few years will determine the future of Lookout and his own career path.

Jack Dorsey (CEO/Founder of Square): Jack learned a lot from founding and running Twitter, and he started Square with those lessons in mind. He built it differently from the ground up in late 2009 (KV led the Series A). Keith Rabois joined as COO less than a year later in August 2010 and has proven to be an excellent complement while Square has grown explosively. Jack pushes the vision, culture, and design, while Keith ensures executional excellence.

Danielle Fong/Steve Crane (LightSail Energy): Steve and Danielle are another complementary pair. Danielle is a brilliant scientist who drives the vision and more, while Steve manages the team in the CEO role. Their initial market is electric grid energy storage, and they have many technical and market risks to sort out. According to Steve, Danielle’s most important role is to make sure that everyone’s working on the right things. “Her role is far from being only technical, as managing priorities is a big part of driving the vision,” he says. “She’s the best pure entrepreneur in the company.” To ensure continued success, the company will likely benefit from expanding the leadership team to include deeper market knowledge and product commercialization expertise.


Honest and informed self-assessment is critical. An experienced inner-circle/kitchen cabinet may be the most helpful tool for assessing your skills and what the company needs. Foster an open culture that challenges your own view and destroys any tendency toward group-think. If you have read Daniel Kahneman’s Thinking Fast and Slow, you realize how easy it is for any of us to fool ourselves. Our minds are not as rational as we believe while being quite good at rationalizing what we believe.

You should also get advice from the outside: disinterested, objective help that is tough and critical but doesn’t include any governance (think “CEO coach” or “trusted critic” — anyone who’s experienced and will be honest with you). It could be an entrepreneur who has seen CEO transitions from the perspective of a board member, with both positive and negative outcomes. Khosla Ventures does its part by favoring brutal honesty over hypocritical politeness in our feedback, while supporting entrepreneurs in their growth objectives. This isn’t always the most comfortable, but it is very valuable if you as founder want your company pushed to greater heights and bigger things or to avoid risks that could be anticipated.

David Friedberg, CEO of The Climate Corp., views assessment as a mindset issue that is symptomatic of failure and success:

The skill of being self-assessing/self-critical goes hand-in-hand with getting your company to a point of success – ask yourself: Are you the entrepreneur that always responds to the question ‘How are things going with your company?’ with ‘It’s great! We’re the best.’ or ‘We are facing some meaningful challenges, but I think we have a plan that gets us over them.’ So many entrepreneurs answer in the former tone, and they are typically the least self-aware and self-critical. I think being self-critical is a great skill that goes along with being objective about your business’s shortcomings and working constantly to improve.

John Hering adds that he has found it very constructive to do regular 360 self-reviews, where he will personally review his performance and collect feedback on strengths and weaknesses from the team. Reward constructive criticism by your team; this is tangible evidence of an open and intelligent culture. Constantly ask them “What can I do better?” and assess whether you’re getting honest and constructively critical feedback. It’s very hard for a CEO to get good feedback, since for employees who depend on you, it’s so easy to say “the right thing” vs. the brutally honest truth – it’s often necessary to dig it out by asking the right questions and building relationships.

It’s important to think about not only your skills and abilities, but also your interests. As a founder, how do you want to spend your time? As the company grows, the tasks of the CEO include not only setting the vision, but also guiding the execution, ensuring necessary funding is in place, building the team, and managing resources. Day-to-day administration, such as conducting personnel reviews, can take an inordinate amount of time, so augmenting your team with a CEO, president or COO is something you may consider in order to maximize your contribution to your enterprise.


Open discussion with your board is necessary. If you can’t discuss the company’s needs and risks with them, try to get a new board (or at least try to replace some of them). If you can’t get a new board, you can often change its bias by adding an influential person with the right perspective. When facing challenges with board members, sometimes spending time one-on-one to openly discuss their concerns and reservations is your best route to building a stronger personal relationship and reaching mutual understanding free from the political dynamics of a formal board setting.

Lookout’s John Hering says:

I strongly believe that choosing your investors/board members is a function of recruiting, especially for a first-time CEO. Bringing on board investors that have operating experience can be invaluable to helping a founder/CEO scale – from direct CEO coaching to recruiting key executives.

In my view, other than hiring or firing a CEO, a board should not make any decisions. In private entrepreneurial companies, the board’s role is only to assist the founders by giving tough and honest advice (this is why we call our business “venture assistance” and never refer to Khosla Ventures as investors). Our ideal is often to get a sitting or recently retired CEO on the board who relates well with you, so you have an operator who gets it. Too many boards think they are in the governance business or the decision-making/voting business, which causes management to set up an information wall that blocks honest discourse.

I feel a board shouldn’t have to vote on anything except their confidence (or not) in management. In 25-plus years of being on boards, I have never once voted against a management team except on the question of whether the CEO should be changed. I feel free to argue informally, to have real, sometimes uncomfortable discussions, and to leave the final decision to the team that will execute it. It is hard for a team to execute well when it does not agree with what a board voted to do, or conversely to be fully honest, open and objective about all its alternatives if they believe the board is going to make the final decision on an issue.

The founder of Excite, Joe Kraus, felt I was pretty tough on him at times, but he once told me he gauged how important I thought it was to make the right decision (some decisions are more critical than others) by observing how hard I pushed a point of view. That is exactly my modus operandi, but I always leave the final decisions to the team. My role is to make teams think about things they are ignoring and to push them to greatness without ever making a decision for them. I often take positions I don’t believe in just because I think the team is not considering a certain perspective enough. I have now mostly stopped sitting on boards so I can focus more on exercising influence without authority. In companies where we have majority ownership, we will often avoid having any KV partner/employee board members if the company has a good board so we can give the team truly independent input.


Trust and openness are key to good dynamics within a company, while negative energies start a vicious cycle (like passive aggressive behavior vs. open discussion, excessive politics vs. meritocracy, undermining co-workers/leaders vs. constructive criticism and support, assigning blame vs. taking ownership). Address these dynamics early and avoid the downward spiral caused by increasing bad blood and lack of mutual understanding. This is relatively easy when things are going well, but founders and board members alike must be vigilant as the organization goes through challenging times.

Being constructive but honest about concerns early may avoid cycles of distrust and a degradation of working relationships. A focus on brutal but constructive honesty is critical to avoid these sorts of challenges. Remember, you don’t know what you don’t know, so you want to be very critical about your own perspective as well, instead of reacting defensively to critiques. Sometimes, but only after all else fails, it is necessary to cut out the source of the sore, which is often a specific individual that is causing too much of this negative cycle.

With respect to team relationships, The Climate Corp.’s David Friedberg shared some of his experience:

I think part of avoiding negative cycles may be forming the ability to dialogue openly with your direct reports and broader team. For example, after something as simple as going out to dinner with members of my team several times, we could much more comfortably have heated disagreements without causing long-term harm to our relationships, and without losing respect for one another. Prior to those dinners, I was just the CEO and my word was final, so they weren’t sure if stepping on my toes would cause irreparable distrust/discontent/etc. Building personal bonds enables stronger professional critique and progress.

Personally, I most want to engage with teams when I know I can challenge them, have difficult debates and arguments, and push them to sometimes uncomfortable limits, yet have them remain totally comfortable that I am looking out for their best interests. This reminds me very much of my parenting duties: My children never doubt that my goals and motives are to help them, but they don’t always agree with what I am saying. In the end, my children also know they will get to make the final decision and I will support their decision. Boards should push and challenge management teams without ever making the team feel like they cannot make the final calls or that a board member’s interests diverge from that of the team.


Simply put, the success of a company often hinges on its execution of the founder’s vision. I prefer great vision and bad execution to bad vision and great execution. Companies are not “fire and forget.” In most cases, founders need to be continually involved to ensure that the vision is pursued relentlessly and updated incrementally as the team gains more experience. Every tactical decision a company makes should be tested for its consistency with its vision or the ship will drift toward convenience and short-term actions instead of staying true.

I firmly believe that staying true to a vision is best achieved by having a founder as CEO. It is almost always preferable over “hired guns” that can help you execute on the vision but seldom understand it as well and are often too pragmatic. That said, a management hire can be very much a champion of the vision and a true partner with the founder. Good managers are seldom unreasonable, and it takes “unreasonable people” to do the sorts of great things that normal reasonable people wouldn’t consider until you showed them enough proof that it can be done. For that reason among others, boards should try as hard as possible to keep the founder in the No. 1 slot with a good president/COO or an otherwise strong execution team under him or her. This will preserve their instinctive feel for the new space and the new rules.

Keep in mind, however, that these are generalizations and can of course be wrong. The specifics of a circumstance matter, and can change the optimal course of action, so understanding this is one of the larger contributions a board can make as a company grows beyond about 30 to 50 people. There are many other considerations regarding which roles to fill with manager types. Finally, it is important to remember that the best talent may not join without a CEO title, so a founder sometimes must balance between the vanity/utility/clout of a title and getting the best talent on the team. In the end, industry dynamics and rate of change often influence the best course for a founder to follow.

There’s also an intangible aspect to it. Friedberg remarks:

I think I am always a lot more willing to push/instigate dramatic/radical change than anyone else around me. I just know very clearly why we did what we did before and why we need to change it now, as we learn more about the market, etc. I think people that are hired to a company tend to lean towards doing what we’re doing now and not mess things up, because that’s what they joined up to do. I guess you could say that because I had a strong hand in building the sandcastle in the first place, I’m perfectly happy to knock it down and rebuild a better one 10 feet away, if need be.

Regardless of your management team structure, founders should drive their strategy/vision as long as possible to preserve company values. This is important because intuition about the markets is essential in my view. Usually, good managers/leaders who make good hired CEOs are not great at this “feel it out” approach – founders often have a better sense of what a minimum viable product ought to be, how to iterate quickly, when to pivot, and when conventional wisdom needs to be thrown out the window and reinvented. That’s another reason that I prefer founders as CEOs with a hired manager/leader as president. But either mix can work (founder as president or CEO); it just depends on the founder’s personality. At the end of the day, it’s critical to hire a CEO/COO/president who has passion for the company’s vision and truly believes in and has respect for the founder.

A traditional manager becomes important when the critical questions are things that have been seen before, like: “How sales people work” or “What constitutes a good VP of sales?” or “What sales cycle or sales economics really are in an existing area?” A board needs to differentiate between serving existing markets with better product vs. creating new markets or channels or “new wisdom” on how to do what well. Is it important to know customers or to “re-educate” them? All of these questions and the constituency of the current team determine how best a founder/CEO role should be configured if the interest of the company is what is being optimized.

For example, Scott Cook founded Intuit in 1983. Bill Campbell served as CEO from 1994-1998 and has since served as chair of the Intuit Board of Directors. Bill essentially executed on the company’s vision for which Scott was the “keeper” before, during, and after Bill’s CEO tenure. This partnership was based on trust and mutual respect. When Scott was looking for a CEO to help lead Intuit, finding someone with shared values was critical to him. He knew Bill had the operational skills to lead the organization forward, but his focus in the interview and reference process was “Do we share the same values about how to run the business and lead its people?” Coming into Intuit as the new CEO, Bill believed it was critical to keep Scott engaged and active in guiding the company’s evolution. He believed in honoring and respecting the past as you move toward the future. It was not always easy, but the two worked hard to craft roles that played to each other’s strengths and leveraged their partnership. They didn’t always agree but they always acted with respect and trust.

Though it rarely happens, the best situation may be similar to Google’s Larry Page and Eric Schmidt, where Eric helped as an interim CEO and close partner for a few years, and then handed the job back to Larry. Pulling this off really depends on having a board and lead investors who truly understand this process and do not feel that an experienced CEO is always better.

Friedberg said:

I think that I and a lot of founders try to become great managers as the business scales, but too often we revert to our standard state and just disappoint. While we can aim to become better managers, at the end of the day, we need a team of folks that are good managers of people and know how to coordinate them to help us achieve our goals/vision. I think that being a good manager is one skill that is almost universally learned. A (young) entrepreneur can be great at science, tech, negotiations, sales, etc. but generally doesn’t start early in their career as a great people manager – it is simply not an innate talent. As a result, this is the one key trait to look for in your direct hires, and I think it’s also the one thing I’ve seen folks fail at doing well – generally, they want to hire “young and smart” (mimicking themselves) and in so doing, hire first-time managers who may be great at particular functional skills (writing software, negotiating, design etc.), but lack the experience of managing/organizing/aligning people.

In general, founders do better when path-to-market is very exploratory and rules need to be broken and “new wisdom” needs to be created. Managers/leaders do well when the path is clear, the industry is entrenched, and the product is an “expected service.” In old markets, it’s critical to have a laser-focused VP of sales who knows how to incentivize and motivate the sales team to go further than they would on their own. The playbook differs depending on whether you need to simply know your customers well, as any good salesperson does, or if you have to re-educate them and evangelize a totally new solution to problems the customers may not know they have.

Of course, nothing prevents the founder from being or becoming a good manager (again, it is almost always ideal and it’s often important to employ tactics that buy the founder more time) with time to learn management and leadership skills. Taking the plunge and jumping without a parachute is especially valuable when there’s little to lose beyond investor money, but a lot to gain. However, as a company becomes more valuable, you need to worry as much about preserving the value that has been built as about building new value through new initiatives. This delicate balancing act moves a company from a “startup” to “traditional company building,” and should change the approach of the founders and the board. Suddenly there is more to lose and more to preserve! There is a time in a company’s history when there is value to preserve as well as to create.

Friedberg comments:

I agree with the wisdom that as the business scales, we need to be more cautious in business-building/changing. Sometimes I am too quick to react and push for change, and I need to be surrounded by folks who can help temper this with more thoughtfulness about the course of action.

LightSail’s Steve Crane cautions, however:

My sense is that failure to drive a successful product line to the next level due to concern about hurting its value happens far more often than the reverse. It’s a situation that’s more likely to occur when “professional” management is running the show in my experience. There’s a key balance to be struck between overly reckless founders and overly conservative managers.


The challenges of evaluating employers and job offers ..

Yahoo! Names Fred Amoroso Chairman and Appoints Ross Levinsohn Interim CEO

Education Loan Subsidy Scheme in India

Education Loan Subsidy Scheme in India

Quicken Loans Arena

Quicken Loans Arena (Photo credit: Wikipedia)

eduloan Education Loan Subsidy

Central Scheme to provide Interest Subsidy for the period of moratorium on educational loans taken by students from economically weaker sections from schedule banks under the educational loan scheme of the Indian Banks Association.

The Central Scheme to provide interest Subsidy (CSIS) for the period of moratorium on educational loans taken by students from economically weaker sections from schedule banks under the educational loan scheme of the Indian Banks’ Association (IBA) was circulated by this Ministry to all scheduled member banks of the IBA vide this Ministry’s letter of even number dated 25.05.2010, a copy of which is also available on this Ministry’s website at The Scheme is based solely on income criteria and not social background. Modalities of implementation of the Scheme of Interest Subsidy are inbuilt in the Scheme as circulated by this Ministry vide its letter of even number dated 25.05.2010.

A copy of the presentation made by Canara Bank is enclosed. For further details and related issues regarding procedure for implementation of the interest loan subsidy scheme and reimbursement of claims under the Scheme as well as monitoring of the Scheme, you are requested to kindly contact Shri G.M Narsareddy , General Manager or Shri M.A Nayagam, Asstt General Manager. Canara Bank, Head office, 112, Jayachanarajendra Road, Bangalore- 560 002.
As regards the issue of the list of recognised/approved courses/institutions to Banks it is clarified that a fresh list is not necessary since the banks are already sanctioning education loans through the IBA education loan Scheme. Banks may follow the list maintained by them under the IBA Loan Scheme and in case of doubt the Association of Indian Universities or MHRD could be approached.

The Scheme covers interest subsidy in respect of student loans to professional and technical courses which would enable the student to repay the loan advanced by banks after the moratorium either through self-employment or private/public/government employment. The scheme is effective from the academic year 2009-10 and that loans disbursed in 2009-10 would be covered under the scheme The scheme is an on-going scheme and the banks should claim reimbursement of the interest subsidy component for the period during which the scheme is operation from the Canara Bank, which is the nodal bank for this Ministry. However, interest subsidy should be claimed under the scheme only if subsidy was not being claimed by Banks against any other State Government Scheme in case, some State Governments were simultaneously offering a similar scheme of interest subsidy.

All banks are also requested to monitor the benefits accruing to different categories of loanees under this Scheme. For better statistical reference and collation of data, information pertaining to beneficiaries in respect of the categories to which they belong, namely, Scheduled Castes, Scheduled Tribes, Minorities, Other Backward Classes, and Others: alongwith sub-classification in terms of gender, differently-abled/ persons with disabilities as well as the disciplines/programmes of study, year of enrolment and programmes as also the specialisation of study, institutions, locations, State-wise and Bank-wise, may be maintained.

A Press Release issued by this Ministry is enclosed for information. When an eligible student approaches the bank to seek the benefit of the Scheme of Interest Subsidy, a voluntary disclosure could be obtained from the student/parent with regard to the above statistical requirements (as far as possible) and the same could then be furnished to Canara Bank at the time of availing the claims. All banks are requested to kindly furnish claim statements in the prescribed format ( as designed by Canara Bank) to the Canara Bank which in turn would submit the consolidated claims of the Banks to the Ministry.


Law Firm Rankings 2012: Vault Law 100

Davis Polk & Wardwell

Davis Polk & Wardwell (Photo credit: Wikipedia)

Logo of Skadden, Arps, Slate, Meagher & Flom.

Logo of Skadden, Arps, Slate, Meagher & Flom. (Photo credit: Wikipedia)

1 1 Wachtell Lipton Rosen & Katz 9.139 New York, NY
2 2 Cravath, Swaine & Moore LLP 8.735 New York, NY
3 3 Sullivan & Cromwell LLP 8.443 New York, NY
4 4 Skadden, Arps, Slate, Meagher & Flom LLP and Affiliates 8.430 New York, NY
5 5 Davis Polk & Wardwell 8.121 New York, NY
6 6 Simpson Thacher & Bartlett LLP 7.877 New York, NY
7 7 Weil, Gotshal & Manges LLP 7.858 New York, NY
8 9 Cleary Gottlieb Steen & Hamilton LLP 7.766 New York, NY
9 11 Kirkland & Ellis LLP 7.496 Chicago, IL
10 10 Covington & Burling LLP 7.382 Washington, DC
11 15 Latham & Watkins LLP 7.335 New York, NY
12 13 Debevoise & Plimpton LLP 7.324 New York, NY
13 12 Paul, Weiss, Rifkind, Wharton & Garrison LLP 7.177 New York, NY
13 8 Williams & Connolly LLP 7.177 Washington, DC
14 14 Gibson Dunn & Crutcher LLP 7.172 Los Angeles, CA
15 16 Sidley Austin LLP 7.087 Chicago, IL
16 19 Quinn Emanuel Urquhart & Sullivan LLP 6.868 Los Angeles, CA
17 23 Boies, Schiller & Flexner LLP 6.842 New York, NY
18 20 White & Case LLP 6.829 New York, NY
19 18 Jones Day 6.826 Washington, DC
20 21 Arnold & Porter LLP 6.692 Washington, DC
21 17 WilmerHale 6.543 Washington, DC
22 24 O’Melveny & Myers LLP 6.537 Los Angeles, CA
23 26 Morrison & Foerster LLP 6.506 San Francisco, CA
24 22 Shearman & Sterling LLP 6.478 New York, NY
25 25 Ropes & Gray LLP 6.473 Boston, MA

26 29 Clifford Chance US LLP 6.367 New York, NY
27 33 Paul Hastings LLP 6.250 New York, NY
28 34 Akin Gump Strauss Hauer & Feld LLP 6.225 Washington, DC
29 30 Linklaters LLP (US) 6.205 New York, NY
30 31 Mayer Brown 6.166 Chicago, IL
31 36 Fried, Frank, Harris, Shriver & Jacobson LLP 6.098 New York, NY
32 32 Milbank, Tweed, Hadley & McCloy LLP 6.049 New York, NY
33 44 Cadwalader, Wickersham & Taft LLP 6.031 New York, NY
34 27 Munger, Tolles & Olson LLP 5.964 Los Angeles, CA
35 35 Allen & Overy LLP (US) 5.950 New York, NY
36 39 Orrick, Herrington & Sutcliffe LLP 5.939 New York, NY
37 47 Dewey & LeBoeuf LLP 5.870 New York, NY
38 42 Baker Botts L.L.P. 5.799 Houston, TX
39 46 Proskauer Rose LLP 5.792 New York, NY
40 49 Baker & McKenzie LLP 5.777 Chicago, IL
41 48 Goodwin Procter LLP 5.766 Boston, MA
42 38 Freshfields Bruckhaus Deringer LLP (US) 5.754 New York, NY
43 37 Irell & Manella LLP 5.746 Los Angeles, CA
44 41 Winston & Strawn LLP 5.730 Chicago, IL
45 53 DLA Piper 5.726 New York, NY
46 40 Willkie Farr & Gallagher LLP 5.715 New York, NY
47 47 King & Spalding 5.636 Atlanta, GA
47 43 Jenner & Block LLP 5.636 Chicago, IL
48 65 Cahill Gordon & Reindel LLP 5.606 New York, NY
49 56 Bingham McCutchen LLP 5.567 Boston, MA
50 45 Wilson Sonsini Goodrich & Rosati 5.547 Palo Alto, CA


51 28 Hogan Lovells 5.539 Washington, DC
52 50 Fulbright & Jaworski L.L.P. 5.515 Houston, TX
52 54 Morgan Lewis & Bockius LLP 5.515 Philadelphia, PA
53 60 Alston & Bird LLP 5.513 Atlanta, GA
54 57 Dechert LLP 5.505 New York, NY
55 51 Vinson & Elkins LLP 5.451 Houston, TX
56 52 McDermott Will & Emery LLP 5.450 Chicago, IL
57 59 K&L Gates LLP 5.441 Pittsburgh, PA
58 55 Pillsbury Winthrop Shaw Pittman LLP 5.400 New York, NY
59 61 Greenberg Traurig, LLP 5.344 Miami, FL
60 58 Cooley LLP 5.223 Palo Alto, CA
61 68 Nixon Peabody LLP 5.123 Boston, MA
62 62 Holland & Knight LLP 5.118 Miami, FL
63 63 Fish & Richardson P.C. 5.091 Boston, MA
64 66 Foley & Lardner LLP 4.968 Milwaukee, WI
65 72 Reed Smith LLP 4.884 Pittsburgh, PA
66 67 Perkins Coie LLP 4.868 Seattle, WA
67 70 Kaye Scholer LLP 4.821 New York, NY
68 76 Bryan Cave LLP 4.776 Saint Louis, MO
69 73 Steptoe & Johnson LLP 4.769 Washington, DC
70 78 Crowell & Moring LLP 4.758 Washington, DC
71 69 Patton Boggs LLP 4.746 Washington, DC
72 80 Arent Fox LLP 4.725 Washington, DC
73 74 Chadbourne & Parke LLP 4.685 New York, NY
74 71 Hunton & Williams LLP 4.550 Washington, DC
75 81 McGuireWoods LLP 4.535 Richmond, VA

76 82 Venable LLP 4.532 Washington, DC
77 86 Baker & Hostetler LLP 4.521 Cleveland, OH
78 79 Schulte Roth & Zabel LLP 4.453 New York, NY
79 77 Katten Muchin Rosenman LLP 4.414 Chicago, IL
80 96 Dickstein Shapiro LLP 4.358 Washington, DC
81 91 Blank Rome LLP 4.349 Philadelphia, PA
82 88 Seyfarth Shaw LLP 4.315 Chicago, IL
83 92 Bracewell & Giuliani LLP 4.300 Houston, TX
84 85 Locke Lord LLP 4.258 Dallas, TX
85 84 Hughes Hubbard & Reed LLP 4.254 New York, NY
86 87 Stroock & Stroock & Lavan LLP 4.241 New York, NY
86 90 Kramer Levin Naftalis & Frankel LLP 4.241 New York, NY
87 93 Dorsey & Whitney LLP 4.229 Minneapolis, MN
88 96 Manatt, Phelps & Phillips, LLP 4.224 Los Angeles, CA
89 97 Squire, Sanders & Dempsey 4.187 Cleveland, OH
90 89 Patterson Belknap Webb & Tyler LLP 4.177 New York, NY
91 100 Sheppard Mullin Richter & Hampton LLP 4.128 Los Angeles, CA
92 95 Mintz, Levin, Cohn, Ferris, Glovsky and Popeo P.C. 4.038 Boston, MA
93 98 Troutman Sanders LLP 4.019 Atlanta, GA
94 83 Finnegan, Henderson, Farabow, Garrett & Dunner, LLP 4.011 Washington, DC
95 NR Drinker Biddle & Reath LLP 3.962 Philadelphia, PA
96 NR Pepper Hamilton LLP 3.947 Philadelphia, PA
97 NR Littler Mendelson P.C. 3.943 San Francisco, CA
98 94 Kilpatrick Townsend & Stockton LLP 3.928 Atlanta, GA
99 NR Kelley Drye & Warren LLP 3.899 New York, NY
100 NR Foley Hoag LLP 3.880 Boston, MA

What makes KV Kamath India Inc’s most prolific CEO guru

K.V. Kamath, Managing Director and Chief Execu...

K.V. Kamath, Managing Director and Chief Executive Officer, ICCI Bank; President, Confederation of Indian Industry, speaks at a plenary session titled Risks to India's Economy in a Post-Crisis World held at the World Economic Forum's India Economic Summit 2008 in New Delhi, 16-18 November 2008. (Photo credit: Wikipedia)

Kundapur Vaman Kamath (born December 2, 1947 i...

Kundapur Vaman Kamath (born December 2, 1947 in Mangalore, Karnataka)Kannada/Konkani:ಕುಂದಾಪುರ ವಾಮನ ಕಾಮತ is the Non-executive Chairman of ICICI Bank, the largest private bank in India. Mr Kamath served as ICICI Bank's Managing Director and CEO from May 1, 1996 until his retirement from executive responsibilities on April 30, 2009. (Photo credit: Wikipedia)

Chanda Kochhar, Indian banker and businesswoma...

Chanda Kochhar, Indian banker and businesswoman, speaking at the closing Plenary Session: A Roadmap for India's Next Generation of Growth during the World Economic Forum's India Economic Summit 2009 held in New Delhi. (Photo credit: Wikipedia)

When Chanda Kochhar returned to work after a year of maternity leave in 1996, KV Kamath put her in charge of ICICI‘s western region office, with responsibility for launching an important product.

Moving from vanilla term loans, ICICI was introducing a new product linked to the prime lending rate (PLR) and Kochhar was to market it to corporates in the western region, with an ambitious target. Some might consider this an unkind way to treat a lady with a year old infant at home, but Kamath knew what he was doing.

More importantly, he knew Kochhar and what she was capable of. Working tight hours, squeezing the most out of her time in office, rejigging systems and procedures where necessary and pushing her team to the limit, Kochhar managed to achieve the annual target – in three months.

“Of all the people I have mentored, Chanda is my favourite,” says Kamath. “She knows how to manage her priorities. However challenging the assignment, she always delivered. I just had to keep giving her bigger opportunities.”

By naming Kochhar as his favourite protege Kamath will be upsetting the many others he mentored over the years. But KVK is nothing if not the consummate professional, so he probably doesn’t mean it to be taken personally. Kochhar is, after all, his chosen successor as managing director and CEO of ICICI, where he is now non-executive chairman.

But she is one of a minority. Most of Kamath’s best known mentees left ICICI en masse after his retirement and are now CEOs of competing banks. How does he feel about that?

“It’s only natural that people will leave for other opportunities as the leadership cone gets narrow. There was a time when Unilever and Citibank were corporate India‘s the leadership factories, now it’s us. So long as the engine is active, we will continue to produce leaders,” he says.

Indeed, history will probably remember Kamath not so much as the CEO who grew ICICI into the country’s largest bank but as the one who created a whole generation of leaders for India’s financial sector. The two achievements are actually closely linked.

Returning to ICICI in 1995, after an eight year stint with the Asian Development Bank in Manila, Kamath consciously decided that if the government-promoted project finance institution was to transform itself into a universal bank, he would first need to develop the talent pool.

“My journey into mentoring was a very conscious one,” says Kamath. “We had a large pool of people, most of them in their 30s, but none of them at seniority levels required by the organisation. I had to watch for talent and once I spotted it, it was my job to provide them opportunities to grow.

Once they had reached a senior level, I then needed to rotate them through different areas so their talents were rounded. At the same time, mentoring is not a group exercise. Each one’s need is different.”

Shikha Sharma, managing director of Axis Bank, was one of Kamath’s first mentees. Ten years his junior at the Indian Institute of Management Ahmedabad (IIMA), she joined the bank through campus placement in 1980 and initially worked with KVK in the strategy department, where he taught her how to work with spreadsheets, which wasn’t part of the IIMA curriculum back then.

Sharma recalls how Kamath’s mentoring style changed completely after he returned from Manila:

“Before he left, he was fatherly, a classic mentor. When he came back, his style was detached. He was like Professor Higgins fromMy Fair Lady. But he was equally effective in this second avatar. He didn’t demonstrate any softness, but he was supportive.”

 Kamath’s version of taking Eliza Doolittle to the races was to give his mentees challenging targets and give them the confidence that they were achievable. WhenICICI Prudential Insurance was launched and Sharma was made CEO, she recalls the grand picture KVK painted of the coming insurance market: “He said there would be more than 30% growth and he wanted us to be the market leader, at least one-and-a-half times the size of the next player. I wouldn’t have thought of such an ambitious landscape on my own. If he hadn’t created such a picture, I wouldn’t have been able to achieve it.”

Kalpana Morparia, CEO of JP Morgan India has been known to call Kamath “boss”, even in the presence of her present day bosses from JP Morgan world-wide. The former lawyer recalls how KVK moved her from ICICI’s legal department to head its treasury and communications functions and ultimately to the post of joint-MD: “I had thought my functional expertise as a lawyer was my most valuable contribution, but he felt I had leadership qualities. He has this uncanny ability to identify traits in his subordinates that they don’t believe they have.”

For feedback junkies, Kamath would probably be the worst possible mentor. He never praised or chastised his mentees. Instead, they had to read the signals. “He was a very unconventional kind of mentor in that sense,” says Morparia. “He never sat us down to tell us what he thought of our work. Instead, he threw new challenges. That was his way of acknowledging the contribution you made.”

Most people consider Kamath’s amazing success in promoting women like Morparia, Kochhar and Sharma to the top as his greatest achievement. In 2005, ET collectively felicitated ‘the women behind ICICI’ with The Economic Times Award for Corporate Excellence. But ask them about it and they deny KVK made any conscious effort to promote women in the organisation. “He didn’t notice whether we were wearing sarees or suits,” says Morparia. “The fact that we were women had nothing to do with anything.”

The boss did notice the difference between sarees and suits, but he actually took great care not to let it show. Kamath recalls a time when he had assigned a team of three men and three women the task of preparing a set of proposals for the Board. It was a lot of work, but they managed to finish everything by deadline. When he complimented them and asked how they had managed it, he learnt they had all been working till two in the night and then going home by taxi.

“I was worried about this but I didn’t say anything to them. Instead, I quietly called HR and said all ladies should henceforth get a car drop after 10 pm. The emotional context is different for women leaders, but you should never deny opportunities because of gender,” he says.

By keeping a focus on performance rather than personality, Kamath was able to mentor a range of personas, some very different from him. V Vaidyanathan, one of Kamath’s male mentees, joined ICICI laterally from Citibank in 2000 and went on to become managing director of ICICI Prudential.

“Gender was never a factor for Mr Kamath,” he says. “And neither was age. He took early calls on people and when he was convinced about their talent. His mentoring was never in-your-face. It was about giving you big opportunities and then letting you play the game. He was caring in his own way, but you had to understand his signals, the non-verbal cues.”

Now managing director of Future Capital Holdings, Vaidyanathan remembers Kamath as being accessible to his mentees, but within time limits. The meetings were always brief – 20 minutes max – with no room for lingering, no chit-chat. So Vaidyanather took it upon himself to hitch rides home with his mentor after work, when he would ask him questions him on his life lessons.

“He was otherwise shy when it came to talking about himself,” says Vaidyanathan. “The car rides gave me a chance to goad him and know more about him and his thinking. I learnt that he is a spiritual man, something that is not generally known.”

Morparia and Vaidyanathan agree on one thing: though they admire the man, they can never emulate his mentoring style. Both of them are high on verbal skills and they love to talk with their proteges, about everything, something which Kamath never did. Why did he choose to stay distant?

“I don’t believe a mentor and mentee should have a confiding relationship. If you concern yourself with their personal life, the relationship can get unmanageable,” says Kamath.

Chanda Kochhar recalls the year following her maternity leave, when Kamath gave her some of the most challenging assignments: “He was aware of what was happening in my life, but he never brought it up in our conversations. And I didn’t feel any need to discuss it with him because I was fine. I had no problems. A mentor should not meddle in your personal life unless there are serious problems. I learnt that from Mr Kamath.”

In her bid to meet the targets set for the PLRlinked loans, Kochhar recalls making a series of productivity-enhancing changes in the systems and procedures of ICICI’s western region offices. Later, Kamath asked whose permission she had taken for making such drastic changes. “I said no one, I’d decided on my own. He said that’s exactly what he wanted to hear. He believed in empowering individuals, it was part of his style,” she says.

Over 15 years, till he retired as CEO, Kamath estimates he spent 30% of his time in mentoring ICICI’s people. Mentoring has never been a human resource (HR) department initiative at the bank – it is something discussed at Board level, with the executive directors given specific responsibility for mentoring individuals.

In fact, Kamath is not much of a believer in HR-led mentoring where the mentee might be several rungs junior and outside his normal sphere of influence. “There’s no need to make it complex. You shouldn’t have to make special time for mentoring. It should happen in the course of normal interactions,” he says.

Talent spotting has now become second nature to Kamath, since he’s been practicing it for over two decades. “Even now, I can spot exceptional people at any level. I can’t mentor them myself, but I do draw them to the attention with leaders who can,” he says.

Appropriately, Kamath’s first big assignment after retiring from ICICI is the chairmanship of Infosys, where the previous chairman referred to himself as Chief Mentor. Why hasn’t he retained the title for himself ? The man checks to see if we’re joking, but we keep a suitably earnest expression on our face.

So he says seriously: “At Infosys, Narayana Murty is a unique person. He built the organisation brick by brick and taught others the importance of mentoring. But the context has changed. Infosys has now become a leadership factory for the IT industry.” That’s exactly a clear answer, but hey, you have to learn to read the signals.

Thanks to Economics times.

WorldBlu Awards 2009

WorldBlu Awards

2011The WorldBlu List of Most Democratic Workplaces 2009 is comprised of 40 organizations from a diversity of industries including aerospace, technology, manufacturing, healthcare, telecommunications, retail and services with combined annual revenue of nearly $12 billion.

  • 1-800-GOT-JUNK?

    Vancouver, Canada
    Industry: Specialized Customer Services  Type: Private
    Years on the WorldBlu List: 2007, 2008, 2009, 2011

  • a-connect

    Zurich, Switzerland
    Industry: Recruitment Consulting  Type: Private
    Years on the WorldBlu List: 2009

  • AIESEC International

    Rotterdam, Netherlands
    Industry: Leadership  Type: Not for Profit
    Years on the WorldBlu List: 2007, 2008, 2009, 2010, 2011

  • Axiom News

    Ontario, Canada
    Industry: Media  Type: Private
    Years on the WorldBlu List: 2007, 2008, 2009, 2010, 2011

  • BetterWorld Telecom

    Reston, VA
    Industry: Fixed Line Communications  Type: Private
    Years on the WorldBlu List: 2007, 2008, 2009, 2010, 2011

  • Beyond Borders

    Washington DC
    Industry: Justice in Haiti  Type: Not for Profit
    Years on the WorldBlu List: 2007, 2008, 2009, 2010, 2011

  • Brainpark

    Alamo, CA
    Industry: Software  Type: Private
    Years on the WorldBlu List: 2009-2011

  • BzzAgent

    Boston, MA
    Industry: Social Marketing  Type: Private
    Years on the WorldBlu List: 2008, 2009

  • Chroma Technology Corp

    Bellows Falls, VT
    Industry: Biotechnology  Type: Private
    Years on the WorldBlu List: 2009, 2010, 2011

  • CommunityLend

    Toronto, Canada
    Industry: Lending  Type: Private
    Years on the WorldBlu List: 2009

  • Continuum

    West Newton, MA
    Industry: Technology Development  Type: Private
    Years on the WorldBlu List: 2008, 2009

  • DaVita

    Denver, CO
    Industry: Healthcare  Type: Public
    Years on the WorldBlu List: 2008, 2009, 2010, 2011

  • DreamHost

    Brea, CA
    Industry: Internet  Type: Private
    Years on the WorldBlu List: 2009, 2010, 2011

  • Equal Exchange

    West Bridgewater, MA
    Industry: Food Products  Type: Co-operative
    Years on the WorldBlu List: 2007, 2008, 2009, 2010

  • Explore Communications

    Denver, CO
    Industry: Media  Type: Private
    Years on the WorldBlu List: 2009, 2010, 2011

  • Generation Think Tank

    Boulder, CO
    Industry: nothingnothing  Type: nothingnothing
    Years on the WorldBlu List: 2009

  • Glassdoor

    Sausalito, CA
    Industry: Internet  Type: Private
    Years on the WorldBlu List: 2009, 2010, 2011

  • Great Harvest Bread Company

    Dillon, MT
    Industry: Food Products  Type: Private
    Years on the WorldBlu List: 2007, 2008, 2009, 2010, 2011

  • Guayaki Yerba Mate

    Sebastopol, CA
    Industry: Food Products  Type: Private
    Years on the WorldBlu List: 2007, 2008, 2009, 2010, 2011

  • Haiti Partners

    Port au Prince, Haiti
    Industry: Education and Community  Type: Not for Profit
    Years on the WorldBlu List: 2010, 2011

  • Happy

    London, UK
    Industry: Learning  Type: Private
    Years on the WorldBlu List: 2009, 2010

  • Hypertherm

    Hanover, NH
    Industry: Manufacturing  Type: Private
    Years on the WorldBlu List: 2009

  • Innovation Partners International

    Washington DC
    Industry: Specialized Customer Services  Type: Private
    Years on the WorldBlu List: 2008, 2009, 2010, 2011

  • La Siembra Co-operative

    Ottawa, Canada
    Industry: Food Products  Type: Co-operative
    Years on the WorldBlu List: 2008, 2009, 2010

  • Menlo Innovations

    Ann Arbor, MI
    Industry: Software  Type: Private
    Years on the WorldBlu List: 2009, 2010, 2011

  • MindValley

    Kuala Lumpur, Malaysia
    Industry: Publishing  Type: Private
    Years on the WorldBlu List: 2008, 2009, 2010, 2011

  • Nearsoft

    San Jose, CA
    Industry: Software  Type: Private
    Years on the WorldBlu List: 2009, 2010, 2011

  • NixonMcInnes

    Brighton, UK
    Industry: Social Technologies  Type: Private
    Years on the WorldBlu List: 2009, 2010, 2011

  • Orpheus Chamber Orchestra

    New York, NY
    Industry: Arts  Type: Not for Profit
    Years on the WorldBlu List: 2007, 2008, 2009, 2010, 2011

  • Rypple

    Toronto, Canada
    Industry: Internet  Type: Private
    Years on the WorldBlu List: 2009, 2010, 2011


    Saint Louis, MO
    Industry: Broadcasting  Type: Private
    Years on the WorldBlu List: 2009

  • Seventh Generation

    Burlington, VT
    Industry: Manufacturing  Type: Private
    Years on the WorldBlu List: 2009

  • Srijan Technologies

    New Delhi, India
    Industry: Social Technologies  Type: Private
    Years on the WorldBlu List: 2009, 2010

  • Statsit/Getting Personal

    Kuala Lumpur, Malaysia
    Industry: Internet  Type: Private
    Years on the WorldBlu List: 2009, 2010, 2011

  • sweetriot

    New York, NY
    Industry: Food Products  Type: Private
    Years on the WorldBlu List: 2008, 2009, 2010, 2011

  • TakingITGlobal

    Toronto, Canada
    Industry: Internet  Type: Not for Profit
    Years on the WorldBlu List: 2007, 2008, 2009, 2010, 2011

  • Touchstone

    Washington, DC
    Industry: Strategic Consulting  Type: Private
    Years on the WorldBlu List: 2009

  • Tracer

    Milwaukee, WI
    Industry: Aerospace  Type: Private
    Years on the WorldBlu List: 2008, 2009, 2010, 2011

  • Veldhoen + Company

    Maastricht, Netherlands
    Industry: Workplace Design  Type: Private
    Years on the WorldBlu List: 2009


    Seattle, WA
    Industry: Marketing  Type: Private
    Years on the WorldBlu List: 2009

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