Cox Leadership May2011

In May 2011 five groups of students traveled to Europe (Frankfurt, Bratislava and London), Asia (Tokyo, Seoul and Shanghai), Southeast Asia (Ho Chi Minh City, Hong Kong, Shenzhen and Shanghai), India (Bangalore, Delhi and Mumbai) and Latin America (Buenos Aires, Rio de Janeiro and Sao Paulo) with the Global Leadership Program at the Cox School of Business.

Business and sightseeing in India

An update from Eric, MBA ’12 with a concentration in finance and strategy, who traveled to India with the Cox Global Leadership Program:

We are staying at the Taj Palace Hotel in Delhi. It is ridiculously nice!

The hotel has more than a few restaurants and most are super gourmet style.

1image.jpg Today we are heading to Suzuki/Maruti, one of the predominant automakers inside India. We will be touring the factory facilities and then interviewing some of there executives.

After that, we are heading to a Walmart joint venture, Bharti-Walmart, and we will interview some of the executives there about retail preferences in India.

image.jpg Also, I just learned that tomorrow’s trip to the Taj will include a 5-hour bus nap to Agra and then 5 hours touring the Taj and the Red Fort (equally awesome and allegedly less crowded). This will be accompanied by another 5-hour bus nap on the way home.

Some quick differences on Bangalore vs Delhi:

• Bangalore has luscious vegetation; Delhi is more prairie-like
• B has poor roads; D has highways
• D has more Muslim-influenced architecture
• D has less tuk-tuks and more cars
• D has more traffic
• D has many more migrant and pedestrian workers

Posted in Cox Leadership May2011 | Comments Off

Corporate culture: McAfee’s journey to India

An update from Elizabeth, MBA and Master of Arts Management ’12, who traveled to India with the Cox Global Leadership Program:

Today’s visit was our most “corporate” so far, and it was a bit comforting to feel a little more at home. We drove outside Bangalore to a very fancy office park which includes McAfee, Yahoo, Infosys, etc. Once we arrived, everyone had to sign in and get badges, and we could not take any pictures.

We were greeted by the head of HR, who spoke very well about the challenges of employee retention in India. Attrition rates are relatively high at tech companies in India – some hover around 14% – and the usual tactics HR departments in the States might use (benefits, compensation packages, commitment contracts) are often not useful here in India. The country and the tech industry are simply growing so fast, and the opportunity to jump to another job with higher pay is too easy. For the most part they use a lot of the same methods, and are finding that slowly, over time, employees are building loyalty to the company and attrition is lowering.

We then heard from a few other directors, about the finance and accounting aspects, about McAfee’s journey into India and the organizational structure, and took a tour of two labs, one that monitors the internal workings, and one that searches out and studies viruses, some even before they are released. But before you think – like I did – that they hire former hackers like every movie shows us, they don’t. In fact, they have a strict policy that no employee can be hired with a past offence that’s on the books. How enforceable that is is probably up to question, but they certainly aren’t creating rag-tag teams of hackers and punk techies, which is obviously what I was picturing. They’re a team of incredibly intelligent computer workers able to back-track through, investigate, fight, and even predict major viruses in order to protect PCs. Here’s where I also smugly note that as a Mac user, I’ve never needed McAfee’s services….

We finished with a boxed lunch in the conference room with the HR director and a few of his colleagues, talking more about the challenges and unique opportunities present in the Indian community in terms of hiring and firing. We learned that generally the Indian community is very title-conscious, especially when it come time for marriage (the average age of the staff is late 20s, early 30s, just when most are settling down). Being able to cite promotions and changes in title is very important, but McAfee is fighting job title inflation by educating employees about the importance of lateral movement, and increased job responsibilities and pay, versus simply making another person a manager, resulting in an entire department of “managers.” The HR folks were a great bunch and were also pleased to hear we’d found Opus – apparently we really found the right spot!

The bus took us straight to the airport, where we had plenty of time, thank goodness, to get to our gate. This was good because poor Rebekah got stopped on her way through security again, and her smaller carry-on emptied. Luckily a Tibetan woman was also stopped and was translating for Rebekah as the guards searched over and over again. First it was her glasses case, then her contact case, then something else, then pill bottles. Finally it came down to a bottle of Pepto-Bismol, and they asked what it was for. Rebekah piped up, “Oh, for like, traveler’s diarrhea and upset stomach” which, upon translation, caused the guards to finally crack smiles and giggle. Then they left her to repack everything and head on her way. I should note that Rebekah is impressively traveling India for 2 weeks with only 2 carry-ons – no checked luggage.

We flew IndiGo airline, which is very nice and new-looking, down to the bob wigs the flight attendants all had to wear, but has the least amount of seat room I’ve ever seen on a mode of transportation. Poor Eric was literally wedged into his aisle seat, his knees forcing the seat in front of him forward so much that our guide, sitting in front of him, was leaning forward a bit! It was like an uninvited lumbar massage. Luckily the flight was short, and we arrived in HOT Delhi (92 degrees and humid at 8 p.m.), grabbed our bus to the hotel, and checked in. The hotel is just as nice as the previous one, though more Old Hollywood glamour than chic modern hotel. We ate at the café downstairs (food’s not as good as Bangalore) and called it a night. Tomorrow we bounce from Maruti Suzuki to Bharti-Walmart!

Posted in Cox Leadership May2011 | Comments Off

Tuk-tukking through the Bangalore nightlife

An update from Elizabeth, MBA and Master of Arts Management ’12, who traveled to India with the Cox Global Leadership Program:

After our day with Amba and attempts at Bangalore sightseeing, we were ready to see the nightlife in Bangalore. On the recommendation of a number of our classmates (thank you Vittal and Roshni!), and even Sugandha at Amba, we decided to head to Opus. And we decided to take auto-rickshaws. These are motorized three-wheelers that have open sides, no seatbelts, and travel at terrifying speeds, weaving in and out of traffic. They’re fabulous.

The concierges had to look up the address, and then we had a ton of trouble getting drivers who would take us in the auto-rickshaws. Which, by the way, I call tuk-tuks, which I learned from an episode of “America’s Next Top Model” that took place in Thailand. Apparently it’s only a Thai term, yet they all seem to know what we’re talking about. In any case, we finally piled into a few cars and headed to the bar, though it was yet another adventure getting there. Sometimes Indian “addresses” are often descriptive more than specific (“near the intersection of this and that street, in the blue building, across from the small statue, next to the hotel”) but we got there and paid a small cover fee, then headed inside.

It’s a very modern, chic bar, and has a terrific atmosphere. Some sections are covered, but the main part is outdoors, and in the center are rows of low tables with padded benches built into the ground-scaping, which is all rocks. We grabbed a few tables and were thrilled to learn: It was karaoke night. Erika sang, Eric sang, Stacy sang, the rest of us provided regular back-up dancing, and mostly we listened to a series of Indian club-goers sing American songs from all genres and generations incredibly well. The tall, heavy DJ sang Cee-Lo’s song “Forget You,” a 13-year-old girl sang “Zombie” from the Cranberries, a short 45-year-old man with a pony tail sang anything from AC/DC or Led Zeppelin, four guys from Mexico sang “La Bamba” and a number of young guys got up and killed raps from Kanye, Ludicris and others. We all danced and sang along, enjoying the regular interruption of brownouts when the power died and everything went dark except for the tea lights on the tables. By the end of the night the crowd hardly paused when it happened – we just kept singing and dancing, and when the karaoke machine came back on, whoever had been singing jumped back to where they stopped and continued.

Afterward, we found our beloved tuk-tuks and made them race each other back to the hotel. My Arts Marketing study group (me, Ashley and Erika) reunitued for the ride. Erika filmed our entire wild journey, which involved much excited shrieking, yelling, high-fiving of strangers on scooters, and attempts to explain to the camera, over the sound of the tuk-tukking motor, what we were doing. Until we realized we hadn’t been recording.

So the videographic evidence will have to wait until the next tuk-tuk, but rest assured, our night out in Bangalore was a blast!

Posted in Cox Leadership May2011 | Comments Off

Changing views, changing lives

An update from Elizabeth, MBA and Master of Arts Management ’12, who traveled to India with the Cox Global Leadership Program:

Sugandha Sukrutaraj of Amba CEEIC Today was an incredibly unique company visit: unlike any we’ve had, and any we’re likely to have. Officially the “visit” was with Seva Yatra, an organization that connects willing volunteers who have resources (time, money, specific knowledge) with NGOs (non-governmental organizations, the equivalent of nonprofits) in India. But the best way to see the work Seva Yatra does, is to participate in it.

We went outside of Bangalore to Amba CEEIC – the Center for Economic Empowerment of the Intellectually Challenged. Sugandha Sukrutaraj (at left in this photo), the founder, met us at a small building and gave us an introduction to what her organization does. They provide training, and then jobs, for the intellectually challenged in India. Realizing that those with low IQs, learning disabilities, and mental retardation face incredible challenges in India, Sugandha created a way to train them in data entry, by taking advantage of their visual learning style. While reasoning is often difficult, recognizing a symbol, a letter or number, on a page, and then on the screen, is not nearly as hard. “Youngsters,” as she calls them, arrive at the center and go through 6 months of training, during which playing cards, slips of papers with names, white boards, and various other visual tools are used to begin to create relationships between what’s on the paper and what goes on the computer. Except for using keyboards to “find E,” “find Enter,” the trainees use no electronics.

After 6 months, they move inside to the one big room in the building, filled with chairs, tables, and computers. They do not do any contract work yet, but practice by working with Paint (to help learn to manipulate the mouse) and re-typing children’s stories into Word. A few weeks later, they are put on a contract and are fully employed.

Amba meets all requirements of a mainstream BPO (business processing outsourcer), and gets no special allowances for its unique employees – they are hired, given a deadline, and they meet it. At one company, after a change in staff, the new HR director did not realize that Amba was not “mainstream.” In India the intellectually challenged have a tough road: They cannot undergo formal schooling, they are unable to bring income into the house if they cannot work, and they are often marginalized. There are stories of families who, unable or unwilling to find care for a family member, chain them up while the rest go out to work. Sugandha once found a young man in a factory, folding fabric from 8 a.m. – 9 p.m. every day, being beaten if he took a break. Now, he is happily doing data entry and is contributing to his family’s economic needs. Amba does more than put the unemployable to work, it lifts their spirits and is slowly helping to change the view of the intellectually challenged.

Amba CEEIC training sessionFor our visit, we heard from Sugandha, and then the employees came out and made a presentation, reading from a script and telling us from their own perspective what Amba does and how it helps them become productive members of society. We then walked around the room a bit, watching both training taking place on the front porch (photo at left), and work taking place inside. We couldn’t be too distracting as the group had a deadline approaching. This session was a bit tough for some of us; we felt a bit strange peering over their shoulders, though, of course, it’s the same as we did at the Essilor lab. Next we had lunch with everyone, and finally, we did a group activity with the afternoon shift of trainees. We all partnered up and worked on Paint to create a picture, then talked to the group about what we drew. Amba often prints these paintings out and turns them into greeting cards as a source of revenue. The organization takes no cut of the employees’ pay, and so this helps offset operating costs. We all received a greeting card from a batch that had been leftover. My partner Dhanush and I drew a flower and colored in all the petals, and then did mountains with a lake and a fish below. I didn’t get time to take a picture of it!

At the end of the afternoon, we took a big group photo and then hopped back on our bus. It was so different from our previous visits, and I know will stick out in my mind as another exceptional experience I could never have had without this trip! The biggest thing Amba needs right now is help creating a solid infrastructure and a strategic plan, in order to scale the organization larger. There are about 30 centers in India now, helping about 200,000 intellectually challenged, but Sugandha’s vision goes much greater. Check them out at www.ambaceeic.org.

We had the afternoon free, so our bus tried to take us to a temple, but it was closed. So we dropped some folks off at Commercial Street for some shopping – pashminas, shoes, and tailored pants were purchased – while the rest of us went back to the hotel to rest. And that night, we went to Opus, the coolest bar/lounge in Bangalore!

Posted in Cox Leadership May2011 | Comments Off

Dinner with family and friends

An update from Elizabeth, MBA and Master’s of Arts Management ’12, who traveled to India with the Cox Global Leadership Program:

IMG_0417.jpg Our classmate Vittal’s parents live here in Bangalore and offered early on to host us for dinner. Just as we finalized details before we left, some of the staff mentioned a concern about us being too tired; they wanted to be sure that we could commit to going on the first or second night we arrived, and not bail and inconvenience our hosts. So I put it to the group. And the response was unanimous! Everyone wanted to meet Vittal’s parents. We arranged to go Monday evening, after we’d arrived, slept, done some sightseeing and showered.

Of course, our delay at Heathrow put a kink in the plans. The Shettys were really watching out for us – by the time I called Monday morning from Mumbai to say we would not arrive in time for dinner, they already knew; they had called the hotel to check on our arrival. In fact, we’d been given and passed on the wrong hotel address, which they had realized when the hotel didn’t have my name, and they’d figured out at which hotel we were really staying. So we rescheduled for Tuesday night.

After our two company visits, most people wanted a shower and a quick power nap before dinner. My roommate Rebekah was going in search of a SIM card to power international phone cards, and Eric was playing bodyguard – meaning mostly that he’d cross the street first and she’d use him as a blocker. I decided to tag along to look for postcards to send to students from the class of ’13.

We took off down the road, against traffic. Sort of. It’s often hard to tell which direction traffic should be going. We found the McDonald’s not far from our hotel! People tell us to try the McDonald’s in India just for the unique menu, but we weren’t quite ready. Then we saw Big Bazaar, which is a familiar name to us – we’ve researched Big Bazaar, and the company is a competitor of Bharti Walmart, which we’ll visit soon. So we ducked into the store to look around. It goes from Tom Thumb on Ground Level (groceries) to Super Target on the next level at the front (clothes in a grocery store) to IKEA (lightweight easy-to-assemble furniture) in the back of the store. We didn’t find anything to buy, but now we’ve done some extra research for the visit.

We finally found the phone place, but they didn’t have what Rebekah needed. They made a call and told us to go to a temple nearby and in the store across the street we should ask for Mina. But we had to get back, so we skipped it.

Back at the hotel, we hopped in our bus and headed to the Shettys. Only the bus driver knew the address, and our usual guides weren’t with us, so we were winging it big time. The driver got quite lost, and was on the phone a number of times, and we arrived pretty late. But we hardly noticed, because Erika grabbed the tour guide’s mike, convinced the driver to turn it on, and thanks to an amplified iPad (a merger between Eric’s iPad, Stephanie’s speakers, and Ashley’s iPhone) we had karaoke on the bus. After a Mariah power ballad from our emcee, we launched into a number of duets and sing-alongs.

At the Shettys, we were served so much food we could hardly walk when we left. It was unbelievable, and ALL HOMEMADE. For 14 people! First we were offered drinks, then a series of appetizers ranging from paneer to prawns, to some amazing dumpling-like thing, to a chicken bite with dipping sauce that caused me to blurt out, “What is the name of this? I want to order it at every restaurant, forever.”

We chatted with Vittal’s parents, and elicited a few fun stories of his childhood – and then the jackpot came out: Vittal’s baby pictures!! We thumbed through a ton of albums (side note: Indian housewarming parties put any American housewarming to shame) and giggled and took pictures of the pictures. We also learned more about Mr. Shetty’s car business and his coffee plantation, and discovered he was the president (right now a steward) of the Turf Club, which is the horse racing club. We’d had lunch just that day in a restaurant overlooking the track. Apparently this Saturday is the first big weekend of racing, and he invited us to be his guests, but of course, we’re off to Delhi Thursday.

We had an incredible time at the Shetty’s – it’s such a unique opportunity, not only to be traveling in a new country but to be hosted in someone’s home. I think it made us all feel cozy and welcomed, to have a home-cooked meal, even if it’s not our usual cuisine. We got a tour of the house, and even met Bandit, Vittal’s dog. He’s a rambunctious charmer – and definitely more well-fed than the stray dogs we see everywhere!

After a while we had the main meal, a buffet of idli, dhosas, sauces, and various vegetarian and non-vegetarian (ie: meat-filled) dishes. Delicious. I couldn’t tell you exactly what I ate, but I loved it all. Then, DESSERT. I’d worried that I wouldn’t be able to eat much in India, since I live off chocolate and fast food most of the time, but Vittal had assured me that there is great chocolate in India. And there is. We had an almond-flavored pudding and a marble pudding: chocolate vanilla ice cream pudding goodness. Apparently it’s Vittal’s favorite. His taste is impeccable. I think some of us had 3 servings. By which I mean, I know I did, and wasn’t paying attention to anyone else.

Finally, we had to get ourselves and our patient bus driver back to the hotel. We took a group photo, gave the Shettys an SMU Cox coaster and a Texas tote bag, and then piled into our bus, waving goodbye as we rounded the corner. After a bit of continued dance party, most of us sank into food comas and then stumbled to bed. Big day tomorrow, though we’re not sure exactly what we’re doing – we just know that it’s a service project arranged through Seva Yatra with Amba CEEIC. Another adventure!

Posted in Cox Leadership May2011 | Comments Off

Making connections in Bangalore

An update from Eric, MBA ’12 with a concentration in finance and strategy, who traveled to India with the Cox Global Leadership Program:

There has been spotty Internet connection across Bangalore, at least from the perspective of my ATT international plan.

Last night we went to the coolest Indo-American bar/lounge, Opus
(highly recommended). We sang karaoke with the most talented and Westernized Bangalorites.

Today we head to my future employer, McAfee, so we will see what they have to say.

Posted in Cox Leadership May2011 | Comments Off

First full day in Bangalore

An update from Elizabeth, MBA and Master’s of Arts Management ’12, who traveled to India with the Cox Global Leadership Program:

After our epic day yesterday, I think no one was worried about trouble sleeping. Some levels of exhaustion transcend time zones and jetlag. A few folks didn’t sleep straight through, a few took sleeping pills and didn’t know the difference, and most of us dropped off after a final surge of adrenaline (“We’re in INDIA!”) and woke up to the wake-up call.

Breakfast at the hotel is awesome, and a mix of all sorts of ethnic foods: American (eggs, bacon & sausage, cereal), Indian (dhosas, idli, curries), Asian (wontons, sauces, some weird but delicious pastry-thingies) and European (cold cuts, an entire table of cheeses) along with freshly squeezed juices from fruits I’ve never heard of. We sit outside at the pool to eat, and it’s lovely – worth getting up a bit early to make sure to have time to enjoy it.

Our first visit was to Essilor, a lens manufacturer and sales company. We heard from the CFO to begin, who gave us an overview of the company’s history and strategy – they are aggressive in acquisitions worldwide, though Esslior India often acts as its own agent (its parent company is Essilor International, in Paris). The HQ for Essilor US is in Dallas – and four of our classmates will be interning with them this summer!

Next we heard from two of the sharpest Marketing gals you can imagine. The challenges of marketing in India seem nearly insurmountable: there are 18 official languages, but hundreds of other formal languages (including a written aspect), not to mention dialects. Then, geographically the country is so diverse, and the division of religions, though India is about 80 percent Hindu, is still significant. So how does a company sell lenses to all these different people? Especially as Essilor is not the retailer – they sell to opticians and opthamalogists in eyecare shops, mostly family-run. You might know who designed your frames, but think of the last time you realized who made your lenses – and now imagine trying to gain market share in India!

IMG_0374.jpg Next we heard about an impressive initiative the company has taken in rural marketing. Once they realized that the reason many rural residents didn’t buy eyeglasses wasn’t money but time (a day taken off from working the fields = a day without pay), they created a mobile lens van that travels around, testing, prescribing and finishing eyeglasses in a couple hours for residents of each village. It’s a unique idea and so interesting.

We finished with a tour of the lab and the customer service center, then raced over to grab lunch as we were running behind. The walk from the offices to the restaurant was the first time we’ve truly taken our lives in our hands.

Next we headed to MeritTrac, a skills assessment company started by three guys at a coffeeshop. The founder and CEO spoke to us (as we fought post-lunch food comas in the stuffy conference room) and the story of his company Publish Post’s growth is really interesting. It’s a great study in entrepreneurship.

Soon we had the a/c working again, some cookies and coffee, and we were having a terrific discussion with him about some upcoming ventures the company is beginning. He asked for our opinions and we were all so excited to offer suggestions and engage in such a productive afternoon!

He also showed us a video about his social enterprise, Head Held High, which takes village students who cannot speak or read English, works with them, and within a year, the students are employable in Bangalore and the world. We even got to meet three graduates, who, after finding work with other companies, decided recently to break loose and start their own group, freelancing – and are currently fulfilling a contract with MeritTrac. The CEO’s dedication not only to his company, but to furthering and standardizing education in India is inspiring.

Then we tumbled onto the bus for the ride home, and more evening adventures.

Posted in Cox Leadership May2011 | Comments Off

Day one in Argentina

An update from Muzamil, MBA ’12 in Entrepreneurship, who traveled to Latin America with the Cox Global Leadership Program:

It’s amazing how diverse the group is here. A half Indian/Pakistani, Chinese-American, and Korean set of friends ventured out to find a Korean barbecue place. Turns out, it was out of business! Francis went into a Chinese place to ask for some help, and after discovering it wasn’t around, we decided to eat there.

I was quite impressed with what came next – Francis spoke in perfect Chinese to the waitress, while speaking Spanish to the other waitress, and English to us! Being a Chinese native, Francis ordered his own dishes for us and didn’t even consult the menu.

I can say for sure that this was not by any means the normal Chinese food I am used to seeing in the States! Seafood soup, 1,000-year-old egg and tofu, cucumber salad, shrimp, and water-cooked beef … one of the spiciest dishes I ate in the entire trip! The peppercorns are actually made to make you lose sensation in your mouth … after a few minutes, I could barely feel my tongue, to which Francis said, “Yeah! That’s my favorite part!”

Posted in Cox Leadership May2011 | Tagged , , , , | Comments Off

Arrival in Mumbai

An update from Elizabeth, MBA and Master’s of Arts Management ’12, who traveled to India with the Cox Global Leadership Program:

11:15 a.m. (India time) – WE’RE IN INDIA! Pile out of the plane and head through customs. Pleased to find BA did indeed pull our luggage and put it on the right flight.

Bus ride from international terminal to domestic. Catch a first glimpse of an Indian city – or at least the area around the airport. City is hazy, hot, and humid. Slums stand right up against the walls of the airport, brightly colored clothes hung on drying lines standing out against the tin roofs and stucco-like walls.

2 p.m. - Check in at Kingfisher (a company we’ll visit when we’re back here in about a week) and gratefully collapse into seats at gate A6. Some wander the terminal, though there’s not much to see or buy. Food court has KFC and Domino’s. This terminal is much nicer than the international one. About half the group naps in the seats. Eric gets a kebab from Curry Kitchen and the jokes about the possible consequences of eating “street food” begin.

6 p.m. – Land in Bangalore – FINALLY! Greeted by our tour guide, Johan (he pronounces it Cho-han,) who gets us on the air-conditioned bus and headed to our hotel. Takes about 2 hours. We are smelly, exhausted, exhilarated. Everything is colorful, messy, disorienting, beautiful, greener than expected, and both wildly different and somewhat the same all at once.

8 p.m. – Arrive at hotel. Rebekah, my roommate, and I head straight to the room. It’s incredibly nice, and we were all upgraded to “premium” rooms. We have a balcony! Can’t wait to see view in daylight tomorrow. Rebekah tries to find free wifi (nope) while I shower, then she showers while I Febreeze everything I’ve worn for the past 36 hours. Dinner at Mosaic in the hotel. Expensive, but we all agree worth the convenience. Tandoori chicken, garlic naan for me, plus tastes of spicy everything (I’m a self-proclaimed spice pansy), and a samosa.

11 p.m. – A few of us wander outside the hotel to see what there is to see. Answer: nothing. In fact, much of the lit-up store fronts are turned off, so it’s quite dark, and there are only a few people out walking (though still plenty of traffic). We find an ATM and grab some rupees for the week, then wander back. Tomorrow we visit Essilor and MeritTrac, starting with a 9 a.m. pick-up time. Time to get our bodies on India time!

Posted in Cox Leadership May2011 | Comments Off

Red eyes

An update from Eric, MBA ’12 with a concentration in finance and strategy, who traveled to India with the Cox Global Leadership Program:

0image.jpg If one overnight flight is a red eye – then two of them make RED EYESl!

The flight to Mumbai from London is on a 747-400 (pure awesomeness).
The flight is also flying significantly under capacity, and it’s awesome to be able to walk around on a flying city. I even checked out a sprawling seat for a while. ;)

I think I have fully adjusted to Mumbai time. My whacked-out sleep schedule in Dallas definitely helped out in this area. Currently, I am lying awake to the glow of an iPad (thanks, Mom), and my clock tells me it is 9:15 am in Mumbai – but with all the lights off in the cabin and all the windows shut it’s tough to convince myself that I am right and 200 sleeping people are in for a rude awakening in a few hours.

The long layover in London and Mumbai will mean that we lost our initial rest day in Bangalore. However, I am surprisingly rested for having just flown on two red-eye flights.

We had originally planned to go to a friend’s parents’ house for dinner tonight, but with the new fight situation – I am not sure that will remain the plan.

Overall, spirits among the group seem to be quite high given the lack of GOOD sleep, travel grime, and some unfortunate events. And it just keeps getting better!

Update: Just landed in Mumbai! Namaste!

Posted in Cox Leadership May2011 | Comments Off