Humare Zamaane Main…

The influence of the phrase Humare Zamaane Mein has been part of many conversations amongst our peer groups, families, news debates, pitch presentations and discussions etc. In my younger days this phrase was intimidating, as it would either lead to a debate, proving a point or the inability to convince the seniors/elders as it lacked experienced validation or it would lead to direction of self assessment and analysing. The moral of the story was either to accept the norm or rebel with an approach to life experiences.

In our own business, we have been posed with situations, which challenge us to identify with the above. This raises the question about the future of the communications business, which should ideally be based on learnings from past practices, with a behavioral change for the present showing risk-taking abilities, accepting the new formats of learning and knowledge, and focusing on the importance of continuous skill development over templates. It is a gradual process, but most importantly it requires a difference in attitude.

A true believer of working within the system, it is a time for preparedness, of providing an environment without constraints and templates for the current and future generation. For example, in reference to the #MeToo campaign – it did not need a social media campaign to openly accept sexual abuse, it required the acceptance of a problem and setting provisions for the individuals and members of the family standing up against this inhuman practice as a mindset back then. One does not expect an overnight change, but hopes to be open and observant to the needs of mindset change. The responsibility is towards questioning the current approach of creating an environment with a sense of belonging of something purposeful over trivial and just mere conversations.

Ability of taking risks – Being an entrepreneur, questioning the risk-taking appetite is inane to our overall attitude. The constant conflict between surviving and taking risks is like an animated conversation between the angel and the devil. But when we come up with ideas for brands and other businesses the feeling is surreal. The questions frequently asked are 1) Do you have the relevant experience? (an undertone to have you tried this with anyone else) or 2) How will you measure the ROI? (an undertone to will I accrue money from this approach). While these are not irrelevant questions, but our preparedness will be more in-depth if ideas are not templetised. The response is very simple – these ideas are customised and they are unique to your needs and objectives.

Acceptance of new approach – When we come to actual execution of most ideas, we have top-of-the-mind counted mediums that we utilize. The beginning of new approach needs to begin within us as individuals. A recent experience taught me a lesson of questioning before we start creating a pitch deck, questions like “What if these mediums were not available?” or ” What if we had only a limited budget?”. Innovation, in terms of thinking, comes mostly from exploration and observations of your own surroundings.

Approach to skill development – Skill development needs a far-sighted approach, which becomes difficult as ours is a dynamic business, like technology. The value of foundation learning is important but the attitude of constant learning and skill upgradation is far more valuable. There has been a positive change, but an ecosystem of accessibility and unlearning to gain knowledge of a new skill is of utmost importance. Today, there is a blurred line between marketing and communication industries which leads to a great collaborative movement.

The conclusion is, as torch bearers of the profession, we need to identify the behavioral change in ourselves first and then expect from others. The relationships would be far stronger, if we did not dictate our practices as a modus operandi and leave it to others interpretation in their lives as that is what customisation is all about. Even if few of us can practice this, I believe the future generation will be far more focused and purpose led. The generation is ready to be moulded, and its our duty to just develop a sense of responsibility. There is nothing as nerve racking than being provided an empty canvas, but also nothing more exciting to see your own ideas and interpretations. The aura of Humare Zamaane Main needs to be created with a sense of pride and lineage of impact over constraints and templates.

Minal D'Rozario
Co-Founder & Director at Ideosphere Group
At Ideosphere Minal is responsible for creating brand stories, integrating various mediums, strategic planning and leadership development.
Prior to Ideosphere, Minal has handled strategic accounts while working with leading communication groups including Cadbury’s India, Hanmer MS&L, Kidstuff Promos & Events (Mudra Group), Banyan International (Dubai) and Genesis Burson Marsteller (Corporate & Financial Team, Mumbai & Pune).

Apart from Alumni and faculty at Xavier’s Institute of Communications (XIC) and St. Paul Communications Institute, Minal enjoys exploring and spending time with her son, reading and cooking different cuisines.

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