Doing what I love

Well, the dream search of doing what I love is on and this break (yeah I have been chilling for the past 50 days!) made me go through a soul searching process and here is what I am by default excited about or I would love to do when I am at work:

  • Design Things (I love the entire design process and the icing on the cake would be mixing technology and art together)
  • New experiences and thence learning
  • Helping People directly &
  • Emotional Story Telling

I would like to do the above so that it leads to change or impact and enables wealth creation :-) I would love to do that with a great bunch of people in a lovely environment. I think if I am actually doing this work will no longer remain work. ;-)

My Mantra at a Job is Work, People, Learn and Play. Whats yours? I will follow this up with my learnings of working at different places. If you have already given some thought about this for yourself then the post: Finding the work you love at Zen Habits might be helpful.

TV’s dumbness

Epeus’ epigone points to an amazing quote by David Foster Wallace that resonated in me completely:

TV is not vulgar and prurient and dumb because the people who compose the audience are vulgar and dumb. Television is the way it is simply because people tend to be extremely similar in their vulgar and prurient and dumb interests and wildly different in their refined and aesthetic and noble interests.

The blog post also takes inspiration from nature in terms of how applications can be viral. Something I personally subscribe to. We have a lot of learn simply by just observing nature!

Indian Incubators

This post was coming for sometime but never got around to write. My value add in this post is close to zero, just wanted to list again what Puneet compiled on Incubators in India. Its just a bit more detailed (lazy to write the entire post – Just putting it up for my reference!). But I guess I will have actually find out what they have to offer – need to do some research. If you really have any first hand knowledge about them do add in your comment.

Defining Success

Someone whom I know very closely, met Subroto Bagchi and has instantly become a fan of him. Mr Bagchi had a similar impact on me when I met him during my stint at ICICI. He had come as part of a presentation team for the consulting assignment Mindtree was involved with ICICI’s Rurual Initiative. My friend then mailed me one of his articles titled ‘Defining Success‘ – quotes from there:

It is not about what you create for yourself, it is what you leave behind that defines success.

Till date, I measure my success in terms of that sense of larger connectedness.

Imagination is everything. If we can imagine a future, we can create it, if we can create that future, others will live in it. That is the essence of success.

To me, success is about the sense of independence; it is about not seeing the world but seeing the light.

There I learnt that there is no limit to how concerned you can be for another human being and what is the limit of inclusion you can create.

In them, we learnt the power of disagreements, of dialogue and the essence of living with diversity in thinking. Success is not about the ability to create a definitive dogmatic end state; it is about the unfolding of thought processes, of dialogue and continuum.

Success to me is about Vision. It is the ability to rise above the immediacy of pain. It is about imagination. It is about sensitivity to small people. It is about building inclusion. It is about connectedness to a larger world existence. It is about personal tenacity. It is about giving back more to life than you take out of it. It is about creating extra-ordinary success with ordinary lives.

six Traits of a Leader

Kalam speaks out his thoughts about a Leader …

  • First, the leader must have vision. Without vision, you cannot be a
  • Second, the leader must be able to travel into an unexplored
    path. Normally the tendency is for people to travel along well-laid out
  • Third, the leader must know how to manage success, and even more
    importantly, failure.
  • fourth trait is that the leader should have the courage to make
  • Fifth, the leader should have nobility in management. Every
    action of the leader should be transparent.
  • And finally, the leader
    should work with integrity and succeed with integrity.

understanding customer’s mind

I got this mailer from NI, read the did you know in that email. Feelings changed from oh no not a spam to going and knowing more about their new products. BTW, if I had money I would love to buy their stuff and start playing around like a kid (miseries of being a engineer living in India who has seen state of art by Indian Standards :-( )

Did you know…?
  • Chewing gum while peeling onions will keep you from crying
  • Statistically, people are more afraid of spiders, than of dying
  • Its impossible to sneeze with your eyes open
  • It’s physically impossible for you to lick your elbow
  • The color BLUE has a calming effect. It causes the brain to release calming hormones
  • That is an award winning website
  • That making your home page can make you aware about the latest hardware and software technologies for test, control and design applications!

Add it to your favourites by clicking on and Ctrl D after you land on the page.

Then saw this at Micrsoft Skydrive site and I was flat out impressed

Picture 2

Understanding customers, at least getting into their minds and acting in a pleasing manner to solve the problem, I have to give credits to them.

Education Platform or Institution?

Jeff talks about distributed university, I am not happy that he titled the post Google U. He writes on the topic of collaborative education – the new category: openguru I have opened in my blog. This post very clearly elucidates my thoughts (still abstract) on this topic:

Once you put all this together, students can self-organize with teachers and fellow students to learn what they want how and where they want. My hope is that this could finally lead to the lifelong education we keep nattering about but do little to actually support. And why don’t we? Because it doesn’t fit into the degree structure. And because self-organizing classes and education could cut academic institutions out of the their exclusive role in education.The real problem with this for society is that it cuts out the core business of the university, which also produces research and scholarship.The problem here is that the internet is unforgiving of needs to preserve old models and methods. It disaggregates ruthlessly.

So I think that education has a rude shocking coming unless it gets ahead of this change and figures out how to become less of an institution and more of a platform.

To top this, put it in context of India. 2 years down the lane – mobile is where most of the Indian population will be accessing online content, 3G hopefully will be up and running (regulation is throttling it). The desire to learn is very much there in the Indian culture. Name the city (rural or urban): education is valued irrespective of the social strata. And finally  demographically, a young population which needs & wants to learn and will learn how to use the tools pretty damn fast irrespective of cost.

The only barrier according to me is TIME.

cutting through Complexity

Do check out Bill Gates’s speech (transcript) at his Harvard Commencement last year. Just came across it. Starts off very humourously :-). Some of the topics he talks about are finding solutions to make the most of our caring and also how one can cut through completexity to find solutions. Quoting for my reference.

I’ve been waiting more than 30 years to say this: “Dad, I always told you I’d come back and get my degree.” I want to thank Harvard for this timely honor. I’ll be changing my job next year… and it will be nice to finally have a college degree on my resume.

But taking a serious look back… I do have one big regret. I left Harvard with no real awareness of the awful inequities in the world—the appalling disparities of health, and wealth, and opportunity that condemn millions of people to lives of despair.

We can make market forces work better for the poor if we can develop a more creative capitalism—if we can stretch the reach of market forces so that more people can make a profit, or at least make a living, serving people who are suffering from the worst inequities.

The barrier to change is not too little caring; it is too much complexity. But complexity makes it hard to mark a path of action for everyone who cares—and that makes it hard for their caring to matter.

Cutting through complexity to find a solution runs through four predictable stages: determine a goal, find the highest-leverage approach, discover the ideal technology for that approach, and in the meantime, make the smartest application of the technology that you already have—whether it’s something sophisticated, like a drug, or something simpler, like a bednet.

Pursuing that goal starts the four-step cycle again. This is the pattern. The crucial thing is to never stop thinking and working—and never do what we did with malaria and tuberculosis in the 20th century—which is to surrender to complexity and quit.

The final step—after seeing the problem and finding an approach—is to measure the impact of your work and share your successes and failures so that others learn from your efforts. But if you want to inspire people to participate, you have to show more than numbers; you have to convey the human impact of the work—so people can feel what saving a life means to the families affected.

Re-read these lines again with India in mind. With Telecom, Micro-finance, Health and Education in mind …

Emotions and Work

Managing Emotions in the workplace article from Knowledge@Wharton puts together what I feel and believe in. Being more of a people person and preferring to work in ace teams – emotions do play a important role in my life at work. I personally feel there is never an end to learn how to manage them. Just quoting those lines I feel were important for my reference. Go read that link if are reading this …

“We engage in emotional contagion,” says Sigal Barsade, a Wharton management professor who studies the influence of emotions on the workplace. “Emotions travel from person to person like a virus.”In the paper, Barsade and Gibson consider three different types of feelings:

  • Discrete, short-lived emotions, such as joy, anger, fear and disgust.
  • Moods, which are longer-lasting feelings and not necessarily tied
    to a particular cause. A person is in a cheerful mood, for instance, or
    feeling down.
  • Dispositional, or personality, traits, which define a person’s
    overall approach to life. “She’s always so cheerful,” or “He’s always
    looking at the negative.”

All three types of feelings can be contagious, and emotions don’t have to be grand and obvious to have an impact. Subtle displays of emotion, such as a quick frown, can have an effect as well, Barsade says.

The researchers’ paper discusses a concept known as “emotional labor,” in which employees regulate their public displays of emotion to complywith certain expectations.

Part of this is “surface acting,” in which, for instance, the tired and stressed airline customer service agent forces himself to smile and be friendly with angry customers who have lost their luggage.

That compares to “deep acting,” in which employees exhibit emotions they have worked on feeling. In that scenario, the stressed-out airline worker sympathizes with the customer and shows emotions that suggest empathy.

The second approach may be healthier, Barsade says, because it causes less stress and burnout, particularly emotional exhaustion from having to regulate one’s emotions and “play a role.”

Barsade says research suggests that positive people tend to do better in the workplace, and it isn’t just because people like them more than naysayers. Positive people cognitively process more efficiently and more appropriately. If you’re in a negative mood, a fair amount of processing is going to that mood. When you’re in a positive mood, you’re more open to taking in information and handling it effectively.”

While you can’t necessarily change your coworkers, people can take steps to avoid catching a negative mood, according to Barsade.

Barsade’s research has taken her into a variety of workplaces, most recently long-term care facilities. Her research found that in facilities where the employees report having a positive workplace culture — she calls it a “culture of love” — the residents end up faring better than residents in facilities with a less compassionate and caring work culture. The residents reported experiencing less pain, made fewer trips to the emergency room, and were more likely to report being satisfied and in a positive mood.

link burrp!

Facebook + iPhone = UltraCool
Airtel ties up with Affle for improved SMS-Telecom-News By Industry-News-The Economic Times
FrontlineSMS: The complete entry-level SMS text messaging system for NGOs and charities
SMS your ECG to ER
m-learning – 2 years28082007 Alexander Hayes » SlideShare
“If it doesn’t work on a billion phones, don’t bother” » SlideShare

Starting up … Luck and the entrepreneur, part 1: The four kinds of luck
Innovation Forum
Talking with the Receptionist, Pausing When You Speak (Leadership Success) – Knowledge@Wharton
The Flip Side of Entrepreneurship by Glenn Kelman – How to Bounce Back From a PR Blunder
The Official Palm Blog: A Message to Palm Customers, Partners and Developers
On a day of market turmoil;words of wisdom from Warren Buffett
Management Methods | Management Models | Management Theories
Startup Weekend
Media – Photo and Film
Announcing PFCOne : The Online Film Festival for One Minute Movies : PassionForCinema
FlashFlavor » Blog Archive » i’ve got a hotstick
gemma & justin barkhuff » about us
Whazzup Mumbai !!! (Bombay): Film Clubs in Mumbai
Benji’s Studio Lighting and Posing Tutorial
The Morning News – Still Life

General Fun
Learning by living: dare to buy
AlterNet: Are Men Threatened by Funny Women?

RhymeZone rhyming dictionary and thesaurus
Nano City
AdMob – AdMonitor
NAMI | “A Day in the Life” Contest

Social Networking and Communities

Unit Structures: New Essay: The Vibrancy of Online Social Space
White Label Social Networking Solutions Chart, Part II
My Social Media Toolkit : []
How to Save the World
Brad’s Thoughts on the Social Graph
PR 2.0 – Silicon Valley
Main Page – Facebook Developers Wiki

Personal Productivity

Get Off Your Butt: 16 Ways to Get Motivated When You’re in a Slump | zen habits
Peaceful Simplicity: How to Live a Life of Contentment | zen habits
Web Worker Daily » Your Information Manifesto: 21 Tips to Deal with Info Overload
100 Mile Diet: Local Eating for Global Change » Getting Started guide

India inc red herring 100

The Red Herring 100 asia 2007 list is out.

I have culled out the Indian companies in the list. Lot of companies from China and South Korea. A couple of mentions from Taiwan, Vietnam, Hongkong, Malaysia and even from New Zealand. Lots of Indian companies made it to the finalists list – but they didn’t make it through!( bigtec - one of the mothership members of my company ;-) ) To mention the list just from India’s perspectives:

Over all what you see is nice breed of products companies coming up, some of the mobile genre, the usual internet market place, companies carving a nice place out in the services space – game design, online backup, human resources, consulting, new media experiments and GPS space.

I had known about paymate, onyomo and vjive before. Realacres, Meritrac, regalix and vembu – in passing mention somehow. What is the Media doing not tracking the ‘red herrings’? any blogs dedicated to following the Indian upcoming companies?? I am sure 13 companies o the final 100, there are atleast 54 companies out there to write a blog about! Common these companies with decent solid relationships and business models in place (atleast I hope) and the blogosphere needs to cover them …. ;-)

Organic Sustainable Communities …

Had to specifically blog two articles I read lately and the upcoming Barcamp bangalore (more than 1000+ registrants!). Smart Mobs had some news about closing up, but the write up highlights very keenly the same philosophy or thought I had written about in a post called the 4Cs (I wrote that Commerce is not a very important spoke), quoting from there:

One of the things we’ve learned over the last three years is that self-managed communities can work. Given the tools and the space in which to use them, the community can and will manage itself and keep things running with little to no oversight. We’ve also learned that communities are all about the people, not the platform, and that’s informed our decision for moving forward.

And then Brian highlights the importance of environment / ecosystem in his post “Its not the features … its the environment!” at Social Degree

Do features, design and UI help create the environment? Absolutely. But the community’s environment make features valuable, the features don’t make the community valuable.

This is evident in many of the online communities that I use as regular examples in my posts. For example, Sermo is nothing more than a forum. But they have created a high quality environment for doctors to interact. Such a high quality that they are able to charge hedge funds and big pharma companies $150,000 for access to the content that is being created by the community.

There is no formula to building a great environment, and therefore a community. Much of it is like entrepreneurship. It takes persistence, dedication, creativity, and a healthy dose of luck.

Luck is a key part, because you never know what member or action might be the tipping point. But as Bo Peabody (founder of Tripod) explains in his book “Lucky or Smart”, while you can’t force luck, there are a number of things that you can do to increase your chances of being lucky.

So what does this mean in the world of the Facebook Platform and Ning? It means that nothing, especially those two items, are the be all, end all of online communities. Facebook has a pre-existing, established environment and Ning is for the most part an environment out of the box.

And David (Genuine VC), says

What really matters is Brand.

In the end, each media property means something different to a
different set of people. It’s the brand that’s important, not the

Take an analog analog here… a magazine. Readers of a magazine like
Time could care less about the printing press used to make the
publication, whether it was inked with the latest technology or an
antiquated one.

When I explore a potential VC investment in a consumer-facing online
media startup opportunity, one of the questions I ask is: “what is the
long-term potential to build a long-term brand?” With any
media property, it either needs to have wide mass appeal with an
adequate monetization rate or a niche appeal with a very high
monetization rate
. Whether or not it has a social element to
it depends on the audience. But in reality, from here on out, I suspect
almost all of new online media will be some type social media.

From my personal experience, same holds true for Flickr and the Indian MBA entrant community Pagalguy. Both the brands have garnered a very high following and its very cult like.

Flickr leveraged it in terms of a buyout and thankfully Yahoo phasing out it Y! Photos product (talk about power of the community! BTW its just forums and comments …). Else there might have been a big backlash and they couldn’t sustain having two development teams essentially trying to serve the same need.

Thankfully, Pagalguy also realizes this is working towards monetising and spinning out products utilizing its brand value.

Leaving behind with some questions in my mind. If you think a bit:

The Brand is what customer thinks of You. The customer / consumer own the BRAND! yes, you can influence them and try to manage their reactions but its beyond your control! So, the question is: How can you grow the Brand? How can sustain it? How can you monetize it?

Note: Brand can either be a huge company, community or can be just YOU.

Guess, to me more experience and reading will let me answer it :-) awaiting your comments

Community is the Bank

Well I am in love with this metaphor:

Community is the Bank

I have been talking with a bunch of friends for 2 weeks on that in regards to Facebook opening its platform and its really nice to see loads of stuff coming on the web. Just came across this report titled Social Personal Finance from OFI – Online Financial Innovations (

I want to read it! If anyone can help me get the report – that would be cool!

Facebook and Orkut have the potential to be the next biggest BANKS … now will that not be cool?

A bit from the abstract

The rise of social networking could have a profound effect on banking and personal finance. As companies combine massive databases of financial transactions with the “collective intelligence” of a networked customer base, interesting things can happen.  What might those networks look like?

This report looks at how social finance networks may evolve and how they compare to typical financial institutions today. We also have recommendations on the more pressing need: how to incorporate social finance features into your own Web-based delivery. Finally, we analyze the key startups in the space: Wesabe, Buxfer, and several others.

And finally look at companies they have mentioned in the report – I can already kind of guess what the report says but anyway would be a nice read:

Companies mentioned: Bank of America, Buxfer, Circle Lending (Virgin USA), Compete Inc., Co-operative Bank (UK), Digital Insight (Intuit), Facebook, First American Credit Union, Geezeo, Lending Club, Linked:In, Loanio, Mint, MySpace, National Australia Bank, Piedmont Credit Union, Prosper, Schwab, Twitter, Verity Credit Union, Wells Fargo Bank, Wesabe, Yodlee, Zecco

A glimpse about the report can be found here at the author’s blog post – MySpace Meets Quicken and the most important point in the post is this I feel:

 In the future, social networks may become so trusted that they can function as a virtual credit union, bringing together members to provide each other with financial services (e.g., P2P lending) or using their clout to negotiate deep discounts with financial providers (e.g., affinity credit cards).

chanelling energy

I wish I had come across the following quote by Warren Buffet a long long ago but perhaps I really appreciate it now :-)

Should you find yourself in a chronically leaking boat, energy
devoted to changing vessels is likely to be more productive than
energy devoted to patching leaks.

Nokia – next step?

Michael Mace smells that Nokia is possibily onto something big!

Nokia says it’s planning for what comes after the mobile phone.

Iannucci pointed out that Nokia started as a paper mill and has a history of completely changing its industry from time to time — from rubber boots to monitors to mobile phones. He said it is once again “a company in transition to the next phase.” That next phase is mobile computing.

Not smartphones, not converged devices, but full-on mobile computers intended to replace both PCs and mobile phones. Nokia says it expects these devices to eventually sell in the billions of units, and to become the world’s dominant means of accessing the Internet.

He said Nokia’s research labs, formerly fairly closed, have re-oriented themselves to work collaboratively with universities and other parties in the industry. The collaboration part is essential because “we can no longer fuel…internally” the amount of technology the company has to develop now that it wants to be a computing company.

He gives a lovely anecdote :-)

One amusing example was when a Nokia speaker solicited feedback from the audience on what barriers to success they see in the mobile marketplace.

A VC shot up his hand: “Operators.”

Dead silence for a second. Then the Nokia speaker asked uncomfortably, “what in particular about operators?”

And you had to laugh a bit, because the question didn’t really need to be explained. What the questioner meant was: “we want the operators dead; are you going to help make that happen?” Everyone in the room knew that. Nokia knew that. The question was a test of Nokia’s seriousness.

And he finally finishes with some suggestions:

  • Get real about the role of mobile computing. As far as I can tell, Nokia’s hoping that the mobile computer will literally replace PCs. I think that’s both naive and unnecessarily limiting to Nokia’s prospects. Mobile usage is a different paradigm from personal computing … If Nokia tries to just make mini-PCs, it’s probably going to end up with products that don’t deliver on the great new stuff that mobile computing can really do. To give a rough analogy, if the mobile phone companies had focused only on making land lines mobile, would they have ever invented SMS?
  • Nurture developer communities.
  • Manage Adobe vs. Microsoft vs. Sun
  • Learn to design solutions, not gadgets.

out of reach trick

Given that we are all assumed to be connected nowadays. Sometimes you feel the need to be disconnected – especially from the mobile phone!!

Office pressure might make you not switch it off as the ‘smart networks‘ promptly say ‘This mobile is switched off!‘.

Have you ever wished to switch of the mobile and wanted people to hear this prompt instead ‘The subscriber is out of reach!?:-) a very diplomatic way of saying sorry I am not available ;-)

Well, then here is the trick. To get the out of reach message – directly remove the battery from the phone without switching it OFF! And then be happy for the rest of the day or couple of hours. If people complain you can always say what? How come – thats really strange … ahem he he…

When you switch off the phone – the phone sends a signal to the network telling I am going offline! Talk about breach of privacy :D

networking type?

I added 3 more feeds to my reader and droped around 10 this week. I am finally catching up with the reading. Still have many unreads but its less than a thousand :-) The three feeds are:

I am changing from reading common lots of feeds to selective personal blogs. Guess its change in the way I am thinking. Becoming more personal and retrospective type.

I came across the first two blogss something I had read before but wanted to blog. Its on Networking style or something that MSN research calls ‘Anatomy of Modern Friendship‘. It talk about different friendship patterns (especially among Brits). I think there might be couple of more categories for Indians.

  • Friendship Cultivators – friends mean a lot to them and they spend a significant amount of their time nurturing friendships. They’re always arranging get togethers and are in constant touch with friends online and on the phone
  • Friendship Pruners – make and drop friends quickly according to how useful they are. Friendship Pruners name drop a lot – they like to be seen to be in social contact with the ‘in crowd’. They hate ‘dead wood’ so frequently prune names from their diaries, online buddy lists and mobile phones
  • Friendship Harvesters – tend to have a very wide circle of friends that they get in touch with on a seasonal basis. They’re happy to leave long periods without contact and typically dedicate a set period of time every few weeks or months to a flurry of contact to keep up to date with friends’ news and gossip
  • Friendship Gatherers – are quick to make friends but the least proactive at maintaining friendships. They gather friends wherever they go but are socially lazy and once friendship has been established they rely on the other party to keep it going. They often seek out Friendship Cultivators so they can ride on the back of their frequent social contact and arrangements.

Now which category do I Fall? Well I would say its related to my mood. And I moved from one zone to another over age as well. By default I am a Cultivator. Sometimes a Gatherer. And I sometimes become a Pruner if I feel I have too many suddenly or realize a bunch of people don’t respond back. I have never been able to be a Harvestor – too much time and planning. Its got to be Natural if you ask me! I realized Prnuing is needed especially after my Bipolar episode!

Too start or Not to Start?

Paul Graham came up with another amazing post – Why to not not start a Startup and I am going to personally reflect and take some excerpts from it.

Remember these are the first few weeks of my startup and I am reflecting a lot. Though what he says is more to IT and Programming. But I still believe you can extend it to any other industry and to the Indian context also.

The big mystery to me is: why don’t more people start startups? If nearly everyone who does it prefers it to a regular job, and a significant percentage get rich, why doesn’t everyone want to do this?

It seems like people are not acting in their own interest. What’s going on? Well, I can answer that. Because of Y Combinator’s position at the very start of the venture funding process, we’re probably the world’s leading experts on the psychology of people who aren’t sure if they want to start a company.

There’s nothing wrong with being unsure…In fact, I’d guess the most successful startups are the ones started by uncertain hackers rather than gung-ho business guys.

The way to deal with uncertainty is to analyze it into components. Most people who are reluctant to do something have about eight different reasons mixed together in their heads, and don’t know themselves which are biggest. Some will be justified and some bogus, but unless you know the relative proportion of each, you don’t know whether your overall uncertainty is mostly justified or mostly bogus.

The factors he mentions are: (My comments in brackets)

  1. Too young – Adults are not allowed to flake. The adult response to Challenge / “that’s a stupid idea,” is simply to look the other person in the eye and say “Really? Why do you think so?” (I think I have crossed that :D)
  2. Too inexperienced (I am decently fresh but experienced enough. I have not yet been spoilt is what I would say!)
  3. Not determined enough – You need a lot of determination to succeed as a startup founder. It’s probably the single best predictor of success. (I think I would score fairly high on that)
  4. Not smart enough (Lets see!)
  5. Know nothing about business (About this industry thats true … but in general I can get flavour and adjust)
  6. No cofounder – Not having a cofounder is a real problem. A startup is too much for one person to bear. (True in my case but the directors are helping decently and I have couple of office colleague in the bigger company I am seated with)
  7. No idea – In a sense, it’s not a problem if you don’t have a good idea, because most startups change their idea anyway. (We have a vision lets see how it matures out)
  8. No room for more startups (My case – its just blue ocean!)
  9. Family to support – This one is real. I wouldn’t advise anyone with a family to start a startup.What you can do, if you have a family and want to start a startup, is start a consulting business you can then gradually turn into a product business. (My father has some years to go before he retires! So no tension)
  10. Independently wealthy – What makes a good startup founder so dangerous is his willingness to endure infinite schleps.
  11. Not ready for commitment – This was my reason for not starting a startup for most of my twenties. Like a lot of people that age, I valued freedom most of all. I was reluctant to do anything that required a commitment of more than a few months. (I have crossed the stage. I wanted to get commited and this seems like a good idea)
  12. Need for structure – If that sounds like a recipe for chaos, think about a soccer team. Eleven people manage to work together in quite complicated ways, and yet only in occasional emergencies does anyone tell anyone else what to do. ( I enjoy chaos have a problem with too much structure but understand the need for structure … )
  13. Fear of uncertainty – No one will blame you if the startup tanks, so long as you made a serious effort. There may once have been a time when employers would regard that as a mark against you, but they wouldn’t now.
  14. Don’t realize what you’re avoiding
  15. Parents want you to be a doctor (Have got family support so thats kind of cool)
  16. A job is the default (not in my case)

In the end, just to give the Indian context – I would like to point out two posts one by Amit (His experiences from Barcamps in India) and another by Savitri Kini (compares Bangalore and Silicon Valley)

Amit says

The reason for my lamenting the lack of a healthy eco-system of product
startups in India is surely not missed out on tech enthusiasts.
Products are a measure of intellectual capability, innovativeness and
the entrepreneurial risk taking ability. Unless, we create some big
success stories out of Indian software products (specially in the mass
market consumer software space), we shall continue to be treated as code monkeys, whose only claim to fame is a time-barred labor cost arbitrage based competitive advantage.

Savitri says

Apart from the part about funding, nurturing an entrepreneurial company also requires ability to provide strategic inputs. But if the current crème of the society has come from services industry, they cannot support the product companies. Most of the folks in the IT industry haven’t been strategic thinkers themselves. They excel in doing the same thing better and more efficiently. So my humble request to people: let’s stop calling Bangalore Indian’s Silicon Valley. We are not even 10% of what Silicon Valley is all about. Lets get to the task of reaching there, rather than pat ourselves on the back for few $$ that we have made in the past decade.

Note: The comments in the posts are also interesting to read!