Saturday, September 1, 2012

FOOD SPECIAL...Nannari syrup with soda makes for great root beer



Nannari syrup with soda makes for great root beer
Reading American comics like Archie and Dennis the Menace as a kid required an ability to isolate items that seemed to make no sense. These American kids played cricket with a thick stick — OK, whatever.
And they ate peanut butter with jelly — how did they get the quivering dessert which was what I knew as jelly to stick onto a slice of bread, and did the peanut butter really help? But, fine, it was their taste. And they washed this down with root beer — huh? American kids drank beer? Made from roots?
I finally got to try it when I visited the US and it was a surprise. I had learned by then that, sadly, commercially made root beer no longer contained alcohol, but this dark fizzy liquid looked like a cola. It was, in fact, one of a number of drinks first concocted in 19th century USA for medicinal purposes, which, with the addition of soda water and much sugar, found even more popularity under names like Coca Cola (which originally contained cocaine and cola nut extract) and Pepsi Cola (meant, as the name indicates, to help with dyspepsia).
Root beer was based on two very different plants which shared a similar herby sweetness — the sassafras tree and the sarsaparilla creeper. Both were used by Native Americans as medicinal herbs, and were enthusiastically taken up by Europeans who presumably felt that something so strong tasting must have benefits. They were both used as medicines in their own right, and to flavour other, more bitter tasting medicines, which is probably why they became less popular over time.
When the association of a taste is with something strongly medicinal, you're likely to take against it (Coke and Pepsi avoided sarsaparilla flavours for more citrusy ones, which is why they don't seem medicinal). India too has sarsaparilla flavours in its herbarium. There are again two herbs with similar tastes and both were known to ayurveda before the British discovered them and, confusingly, named them both Indian sarsaparilla for their similarity to the American herb.
One is a forest creeper called Crytolepis buchanani, but the more common one is Hemidesmus indicus, a shrub with slender leaves that grows across much of India, and which is known by names like anantamulor nannari. Dominik Wujastyk's The Roots of Ayurveda, a selection of famous ayurvedic texts, lists both types of Indian sarsaparilla as being the ingredients used at the start of making a preparation known as the Great Good Luck Ghee.
As seems to be common to such traditional medicines, these herbs are credited with a bewildering range of benefits. One text I found online described Indian sarsaparilla as being "aphrodisiac, antipyretic, alexiteric, antidiarrhoeal, astringent..." and that's only the As. I am no expert on the validity of any of this (though I didn't notice anything in particular relating to the first term), but the one thing I can say for sure is that Indian sarsaparilla also tastes pretty good.
In fact, it tastes rather better than American sarsaparilla, which has a certain bitter intensity that presumably American kids have got used to while drinking root beer, but which can come as a surprise to first time tasters. Indian sarsaparilla (meaning Hemidesmus indicus) takes the basic herby sweetness of sarsaparilla, but eliminates the bitter notes and adds on a wonderful aroma, part woody, part vanilla. When you try it you first get the intense herbal taste, but after a couple of seconds a secondary aroma unfurls across your palate and up your nose.
It is like smelling vanilla cookies, rum cakes and gingerbread being baked in an old bakery with a wood burning stove. There is a parallel here with the class of perfumes known as gourmand aromas for their spicysweet food smells, of which Thierry Mugler's Angel is the best known. They are fiercely polarising perfumes with some people adoring them and other people unable to understand why anyone would want to smell like a bakery. If you're in the first category, then Indian sarsaparilla is for you.
As an ayurvedic herb Indian sarsaparilla is known across the country, but as a beverage, known as nannari syrup, it only seems to be popular in South India. Even here it is something of a vanishing taste, with people remembering it from their childhood, but rarely having tried it recently.
It does take getting used to -the woody note, in particular, is almost too weird, but it is also intriguing, so you keep trying it again and again to figure out if you really like it, and before you know it you are hooked. Nannari syrup is one of those things which you aren't entirely sure you like, and then before you know it you've finished most of the bottle.
To find it you have to go to places like Matunga in Mumbai where South Indian stores stock items you will get nowhere else in the city. (In Chennai itself I couldn't it find it in most regular stores, until I went to Triplicane in the old part of the city). A few stores may stock the syrup, but if you want the roots you will have to go to Kannara Stores, a shop that has a distinctly witchy air, with its boxes of dried roots, berries and barks. The syrup is easiest to use, but I find is often made too sweet, so it's not a bad idea to buy some roots and try making a more balanced syrup yourself.
Nannari syrup is great to drink when it's hot, since its woody notes are cooling. If you add it to soda you have root beer better than any American kind, and I've also made a great cocktail by adding a shot to sparkling white wine. But I also find it is good to drink warm — brewing the roots into tea or adding the syrup to warm milk. The warm, spicy vanilla smells are wonderfully soothing, good to drink when even a monsoon as meagre as this one leaves its full complement of colds and chills. Perhaps all those multiple health claims for Indian sarsaparilla might be true, and this is the one medicine that is really as good to drink as it is good for you.
Vikram Doctor CDET 120803


CEO SPECIAL..... HUL BOSS



CEO SPECIAL

India's next generation of leaders need the right hardware and software, says HUL boss Harish Manwani

The Indian Institute of Management — Ahmedabad (IIM-A) is no stranger to famous visitors from all over the world. Even so, the youthful face of Corporate India's future turned up in droves to see the sparse, distinguished-looking gentleman who walked in on a hot evening in late July. The early birds filled up the auditorium seats, while the less lucky were standing along the walls. Facing them all, stood a beaming Harish Manwani, Chief Operating Officer of Unilever and non-executive chairman of Hindustan Unilever (HUL).
    He has reason to be pleased. Last year, HUL was ranked as the Most Preferred Employer across IIM campuses by Nielsen. For decades, the company — which many Indians even today consider a homegrown firm — has had a reputation for picking up the best managerial talent from across the country and turning them into world-class managers. In fact, HUL has often been called a CEO Factory, a tag it is proud of, even if Manwani modestly shrugs it off. Manwani, who joined the company in 1976, has himself mentored many juniors like Nitin Paranjpe, current HUL Managing Director, Sanjiv Kakkar, chairman Unilever Russia and Hemant Bakshi, HPC Director, HUL.
    But he is more than a boardroom warrior. Having arrived by the morning flight, Manwani has spent the entire afternoon in local stores meeting distributors and customers, which he calls a 'useful and energising' experience. By evening, he arrives at the campus a bit behind schedule, but none the worse for it. He tells CD that meeting with students across premier campuses and introducing them to the Unilever employer brand is something the company is taking seriously. "As a company, the responsibility to attract, retain and develop the best talent is everybody's job. It's also a great chance to tell students who we are and to get feedback about how they see the future of the world, the role of businesses and their aspirations in that context," he says. Guru Cool
While this is Manwani's first talk at IIM-A, he was at IIM Kolkata last year and has also spoken at INSEAD's last convocation ceremony. Thankfully, he gives the usual corporate spiel a miss, though he confesses with a hint of a smile that he had some trouble thinking of what to tell 'a bunch of people, who by now probably know everything about management.' Even as this elicits wry smiles, Manwani immediately strikes a serious note, stressing on why today's students should be concerned about the world they are inheriting. "We are seeing a world that's volatile, uncertain, complex and ambiguous. You can no longer project things on the basis of what happened yesterday. The second big change is the lack of trust in companies and governments," he warns.
    A world rife with multifaceted challenges demands multifaceted leaders, who can pull the right levers of growth to achieve consistent, comparative, profitable and responsible growth. And Manwani says that good leaders have the right ‘hardware’ and ‘software’ to do the job. "The hardware of leadership is all about three things: having a point of view about the future, having strategic clarity and building execution capabilities to implement," he explains. Steve Jobs is an example of someone who had all the above, he says. "Jobs combined his point of view on design and technology, with tremendous strategic clarity. Even as consumers around the world buy his products, we sometimes forget that they contain enough technology to put a man on the moon," Manwani says.
    He is quick to add that hardware isn't the only thing that drives businesses. "Great leaders always get the hardware right. It's a necessary, but not sufficient condition for success. Beyond that, you need to have software, or the ability to create a set of non-negotiables that create a sense of purpose in a business," he says. In today's complex world, it is easy to succumb to the temptation to lead the organisation in the wrong direction when adversity strikes. Manwani illustrates this with an example of an incident that happened with Unilever's Latin America business, which demonstrates the above point.
    When Manwani took charge of Latin America, the organisation was changing its operating framework. "The HR people had a field day, putting down who was fully, partly or not responsible for getting something done in the manuals. But that backfired," he says. "When we asked someone why we were not getting results, he or she would say 'Oh, I am just ‘partly’ responsible for this — soand-so is 'fully' responsible'," he says amidst chuckles from the audience.
    Manwani wasn't about to give up, though, "I called 250 of the company's top leaders in the shadow of the Mexican Pyramids and asked them to bring their operating manuals. And then we handed them a set of lighters and asked them to set them on fire. I told them: if you have a problem, go from roles to relationships. Pick up the phone and call someone. Reporting lines don't matter. Get busy running the business."
    As the $60 billion organisation works to get its hardware and software right, one of Unilever's biggest initiatives is its Unilever Sustainable Living Programme under which the company has three stated goals — reducing the environmental impact of its product to half, sourcing raw materials solely from sustainable sources and impacting the lives of one billion consumers through nutrition and hygiene by 2020. The people who head each Unilever brand have been given targets to achieve this overarching goal. And yes, it is one of the company's non-negotiables.
    At the end of his speech, Manwani can't resist leaving the audience with one nugget. "There is a popular saying that goes: think global, act local. That's rubbish. There is no such thing as a global company. Always, always think local. When I come to Gujarat, I put the power of this $60 billion enterprise to work for the Gujarati consumer. How else can you be successful?"
    “We WANT commitment, NOT loyalty”
Harish Manwani speaks to CD exclusively on the sidelines of his speech at the Indian Institute of Management - Ahmedabad
What do youngsters really want in their careers today?
I'm not sure what exactly they want, but they have a lot of choice. And when you have a choice, you want a company that has a sense of purpose and where the values of the organisation match your own. When I joined the company, the key word was 'loyalty'. I tell young people now: it's not your loyalty we want; it's your commitment. And people get committed when they feel they're part of something bigger. Do you brag about your job to your friends? Do you tell their kids or spouse 'I wish you could work in my organisation some day?’ That's a great organisation.
FMCG and marketing companies like yours aren't on top of independent employer rankings anymore. Why is that?
I don't agree that we've come down the rankings. But yes, people have greater options today. A typical IIM classroom 20 years ago would have had 100 people; today it's more like 400. So we're not expecting everyone to join us. But we're in everyone's evoked set and are perceived as a good company with good values. And when people who have lots of choices join you, it's great, because they choose to work with you. They know we're not some IT company; we sell soap and soup. But it's how we sell soap and soup that makes a difference. We believe in growth and consumption. But at the same time, we are trying to make growth responsible and consumption sustainable. That's the difference.
HUL was known as a CEO factory for the many successful managers it has produced. Do you see that continuing to happen in 10-20 years?
We don't start by saying we're a CEO factory. Not all talent we develop may meet their aspirations fully. But we have an alumni association of senior executives, which is perhaps one of the biggest draws we have got. They work all over the world in very high positions, but their DNA is that they are a quality product of HUL. There's a lot of rigour and process that goes into making HUL a university that offers a seamless transition from college campus to a workplace campus. We give people the space and empower them with big responsibilities to make a difference.
Does HUL offer differential pay packages or responsibilities based on the institute the candidate hails from?
No. In our Future Leaders Programme, recruitment takes place across a set of campuses. If you're an MBA, you undergo a 15-month training programme. If you're a graduate, it's 18 months. But we don't distinguish on the basis of the institutions. We're looking for people who are qualified and have values and are hungry. The last bit is important. A lot of people are willing to give a little extra. I'd much rather have such people who have more energy and commitment, even if they're not the number one in class.
Nikhil Menon CDET120803

TECH/CAR SPECIAL..HIGH TECHNOLOGY HORIZONS



HIGH TECHNOLOGY HORIZONS 

Simply Wave Your Hand & Info’s Yours
Gesture-based tech in a car’s infotainment system will be the future


    On the latest car panel consoles that Harman (a global provider of infotainment solutions) is working on, you just need to wave your hand in front of the panel to get information on the weather. Another movement of the hand – this time a circling gesture – can pull up your telephone directory. And if you gesture the letter A, the console will read out all the names beginning with A. You can show a stop sign when the name you wish to pull out is read.
Harman, like many other car infotainment providers, are ready with gesture-based features like this, marking the next step in the technological evolution of car infotainment systems. “Harman’s gesture recognition technologies are market-ready and we are in discussions with several automakers,” says Darrin Shewchuk of Harman.
While Harman’s gesture-based technology is yet to be integrated in vehicles, what is available today is a touch-based version where all the above features will work. “For instance, you can use a touch pad on your console to simulate the shape of a letter and the system will recognise this. Harman is working with automakers such as Audi and BMW who are deploying this technology now,” says Shewchuk. “The next phase of gesture recognition will not require “touch” and will recognise your hand movements to conduct various shortcuts or commands,” he says.
Gesture-based features, which have been developed to perfection in gaming consoles like the Microsoft XBox, may be the key differentiator in future cars as carmakers battle for a bigger space in the luxury and mid-car segments.
“In addition to Bluetooth and Wi-Fi, which are already available in cars, research is being done to introduce a combination of voicebased services and Kinect to introduce smarter features,” says Sanjay Gupta, senior veep & global head, Product Engineering Services, Wipro Technologies, whose company works with the three of the top carmakers in Japan and the US among others, and has the know-how and expertise to integrate Kinect-like gestures in cars. One company that has hinted at the deployment of gesture movements is Ford. While Ford’s Asia Pacific & Africa Sync Engineering manager Rod Phillips says that their company is not conducting any research on integrating Kinect in the Ford vehicles, he says that “…we do see an opportunity in gesture-based recognition to help with certain functions such as the new hands-free Liftgate which is launching in North America this month on the 2013 Ford Escape.”
Drivers of the 2013 Escape just need to show a kicking gesture at the bottom of the boot of their vehicles (without actually kicking it) to open in. The hassle of hunting for their car keys or dropping the packages the drivers might be carrying in both their hands, can be eliminated by this technology which Ford calls Liftgate.
What’s stopping global carmakers and OEMs to deploy these Kinect-like gaming features are the stringent laws in the US and Japan on passenger safety as law-makers feel that these features are added distractions for the driver which can prove fatal. “A driver cannot lose sight of the road for more than two seconds,” explains Sanjay.
A car infotainment engineer who had worked on the latest Audi8, which he describes as “a real beauty”, told ET on Friday that “there may be many Kinect-like gestures being worked on by many firms. Getting past the legalities for its implementation can be a sure test”. Vijay TP, lead engineer, Auto Team at HCL Tech, quoting the National Highway Traffic Safety Administration states in his report (on gestures & touchless sensors) that “80% of automobile accidents and 65% of near-accidents involve at least some form of driver distraction within 3 seconds of a crash. Some of the main actions that cause distracted driving are changing radio stations, adjusting the CD or MP3 player settings by reaching to the infotainment system.”
“However, touchless gesture recognition in a vehicle improves safety,” he states.
While safety issues and strict laws are the speedbreakers holding back plementation, automotive experts are experimenting with different uses. Perhaps the most exciting application would be in automatic parking. There are different levels of automatic parking. There is a fully-automatic hands-off version, like the Park4U system introduced by French company Valeo, one of the world’s top auto-suppliers.
“The latest version of Park4U system (of Valeo), which is available on Volkswagen Touran and Sharan and the Audi A7 and A6, uses ultrasonic sensors located in the front and rear bumpers to precisely calculate the length of the parking slot available and manoeuvres the car into the slot,” the company stated in an email response to ET.
“The Park4U needs only 40 cm of space on either end of the vehicle to be able to park. The driver remains in control of the speed, but the system takes control of the steering,” the company said.
Hand gestures can play a crucial role in parking facilities like this, says Debashish Mukherjee, principal consultant, automotive, Wipro. “The driver can see the car’s rear view on his console by switching on the cameras with a hand gesture,” he explains . “Once the driver parks the vehicle, the console can be switched off with a hand gesture. This helps save power,” he says. “These gesture-related features are still in the R&D stage,” says Debashish.
Another probable application for Kinect-like gestures is in helping drivers who tend to fall off to sleep. “There are sensors which keep track of the driver’s eyes. When it senses that the eyes are closing, a voice-alarm is sounded off, waking up the driver,” explains Debashish. Bundling voice and gestures in the car infotainment systems can be challenging. “Cutting off noise and eco-suppression are crucial to ensure that the car is able to follow the right voice commands,” says Sanjay. “This is no rocket science but it involves various layers of integration,” he says.
“The voice software must be smart enough to recognise a driver’s voice even if there are 3-4 people talking in the background. This is a feature which Microsoft has perfected in its XBox Kinect consoles,” says Debashish, explaining why carmakers rely on Kinect-like gestures to create smarter features. And when it comes to voice, infotainment experts are simplifying features too. “Unlike earlier, where you had to mention the city, street and place to get directions, the latest navigational tech will pop up the details by mentioning where you are,” explains Debashish.
While all these exciting hand-features may reach Indian cars only very late, there will be more cars with modified voice-based platforms available here soon. According to Ford’s Philips, “Sync (infotainment systems with voice-based features) will debut in India with the EcoSport launch.” The Sync helps drivers pull up information on addresses and songs based on voice commands. “The Global Fiesta in India allows you to control various functions through a voice recognition system,” says Phillips.
Integrating these high-end tech features in Indian conditions can be challenging. Experts here say: “The noise levels in India are very high. Because of this, voicebased controls can be difficult to operate.”
NEENU ABRAHAM BANGALORE ET 120730

PERSONAL/LOSS SPECIAL..TO CATCH A THIEF



TO CATCH A THIEF
A Mumbai-based start-up promises to make life easier for victims of cellphone theft
“When I left my mobile in an auto, and realised it wasn’t going to be returned, I just sat down and cried. More than contacts or mails, all I could think of was that my children’s pictures were stored in the phone and how I didn’t want some creep looking at them.”
    — 35-year-old marketing executive and
    mother of two, Bangalore
“Someone whacked my wallet on the local train. By the time I got home, located numbers of the helplines and called them to get my cards blocked, my debit card had been used to make a purchase of Rs 10,000.”
    — 27-year-old banker, Mumbai
    
These modern-day laments have become far too common for anybody to pay much attention beyond a quick mental ‘there but for the grace of God, go I’. But one Mumbai-based start-up identified these pain points and has created solutions that will minimise the damage caused by these disruptions.
    OneAssist has a motto, ‘Live uninterrupted’, and through a year-long process of focus group research and what it calls ‘anxiety mapping’, the company has come up with products and solutions that they promise will help you get back on your feet within no time, whether you lose your phone or misplace your passport on a foreign trip.
    Much like the popular Delhi-based startup
Akosha.com, which helps consumers fight to get their grievances addressed by companies and government agencies, OneAssist is a consumer-facing company. But unlike Akosha, it offers pre-emptive help through subscription. Their products — WalletAssist, MobileAssist, EverydayAssist and TripAssist — are available in the form of packages divided into two grades corresponding to basic and premium.
    The packages have been developed quite imaginatively. If you opt for WalletAssist, for instance, a Rs 1,599 subscription will ensure that if you lose your wallet, a single call to the company’s voice-based assistance cell will get your bank cards blocked, you get a lost card fraud cover up to Rs 2 lakh and your PAN card and driver’s license will be replaced too if they were in the wallet. If this happens while you are travelling, the company helps you settle your hotel bills, buy tickets to get back home and also loans you cash to tide over the emergency. That sympathetic touch? They give you 1,000 bucks to buy yourself a new wallet.
    When it comes to MobileAssist, a premium package of Rs 1,499 will ensure that your phone data — contacts, text messages, photos and videos — are backed up in real time and incrementally (data gets backed up as you keep adding to it). If you lose the phone, you can call the OneAssist number to block your phone and SIM, lock your phone remotely, wipe out all data and send out messages to your contacts alerting them to the fact that you have lost access to your phone.
    If there’s any chance you can locate your phone, the OneAssist phone app will set off an alarm and send you an alert if the SIM has been changed. You also get a lost SIM misuse coverage and the company gives you a temporary handset for seven days.
    But will people pay up? “A mobile is such a valuable home for your data. As one consumer put it, it is a second brain,” says Gagan Maini, one of the co-founders of the start-up. “Given that the packages work out to about Rs 3-5 per day, it’s not that much to spend for peace of mind, is it?” Interestingly, their consumer research has thrown up a social truism: that India lacks a DIY culture, and Indians pay for services that ease their lives.
    “When you step out of your house, carrying your wallet and mobile, it’s like leaving home with a loaded gun,” says Subrat Pani, the other founder. He and Maini are veterans of banking and payment gateway giants like VISA, ABN Amro, ICICI Bank and SBI-GE and have around 40 years experience between them.
    They set up OneAssist Consumer Solutions a year ago, and spent the next year in consumer woresearch and developing products with a lean 12-member team. The products were rolled out in mid-July, and the company has also got funding worth $3.5 million from Sequoia Capital and Lightspeed Venture Partners. “The funding will ensure that we get the best back-end partners,” says Maini.
SHRABONTI BAGCHI TCR120728