From PCL onwards

Towards the end of my term at PCL, I had begun to feel my growth was vertical rather than lateral — the recognised creative mode. Things were happening, but the initial excitement, the passion was waning. I have no doubt there would have been opportunities calling for innovation, but I believed that growth would have been on a single uni-cellular plane. It would have been incremental rather than an exponential growth.

In a new venture, growth is explosive. Its small size makes it naturally fleet-footed. Progress is unimpeded by the formal time consuming decision-making processes installed by a cautious, mature management, and systems canot be short-circuited. Its employees are fresh, eager and innovative. In this free environment, new ideas have a better chance to fructify and flourish.

I wanted such an environment. I wanted a quick growth business, in which I would be responsible for the results, in a field that would stretch me. For me new is exciting, invigorating.

Globsyn, then, was just a nebulous idea, not a viable proposition. It was a response to my need to explore, to do something I hadn't done before. But of one thing l was sure. In my new venture, I would put to practice leveraging minds to build the organisation. It would be IT-(Information Technology) related. It would not  be something like making ball bearings on windshields for an automobile manufacturer. I believe all aspiring entrepreneurs must define their particular interest before developing their business ideas. This helps sustain their vision. To begin with, they could say not this, nor this, but may be that.