129 ISSUE JUNE 2022, MONDAY

SPECTRUM

IN THIS
ISSUE

BUILDING SOCIAL
CAPITAL IN A POST –
PANDEMIC WORK
ENVIRONMENT
PAGE 1-2 BUILDING SOCIAL CAPITAL IN A POST –
PANDEMIC WORK ENVIRONMENT
START UP CORNER
PAGE 3-4
Covid-19 and its effects on our businesses, communities, and
lifestyles will likely define the 2020 decade. In a matter of weeks, a
NEWS CORNER hyperconnected world went online, with video conferences taking
& the place of actual offices and unrestricted travel. The past two
years have proven to be a turning point, particularly for the IT and
HR FACTS ITES sector. An industry that previously served clients from best-in-
PAGE 5 class delivery centers with the greatest levels of connectivity,
business continuity, and risk management suddenly finds itself
putting those investments on hold in order to serve clients from
PSYCHOLOGY CORNER millions of new locations—all of its employees' homes. The fact that
& we are still here today, with the majority of service being done from
home, shows how well Team India handled this difficulty. Indian
QUIZ TIME
management teams and employees adopted an unproven work
PAGE 6 paradigm with entrepreneurial energy and speed. Government
policies also displayed prudent flexibility in the face of this change
in work patterns. Therefore, it was demonstrated that the Indian
ITES business gained market share as the rest of the world shut
down.
AN INDUSTRY REDEFINING SOCIAL CAPITAL
As stated in the definition provided by Wikipedia, social capital is "the networks of
ties among people who live and work in a specific society, enabling that society to
function efficiently." This is possibly the most significant part of business in our
knowledge-intensive and human-intensive sector. Unsurprisingly, rapid growth while
implementing a novel and untested distributed delivery strategy has resulted in
improvements in how businesses build social capital.

The industry's pro-active commitment to employee welfare forms the foundation of

this overhaul. The best businesses started welfare initiatives as soon as the pandemic
started, such as programmers’ to monitor employee wellbeing, regular webinars to
help manage the physical and mental stress of a virtual workplace, and drives to make
sure no one went without food and other necessities during periods of isolation. Some
businesses started Covid-19 insurance programmer's, expert counselling, free medical
consulting services, and round-the-clock helplines to provide hospital beds and
oxygen during India's catastrophic second wave.

New work practices have developed, possibly defining the second pillar of the new
social capital as this unique work paradigm has grown into more of a "new-normal."
Tens of thousands of new employees have joined companies like ours over the past
two years, all of whom were electronically onboarded. The majority of employees in
many businesses today have never worked on company property. Firms have added
millions of hours of training that is delivered online and then assessed using new
software tools in order to manage this transformation.

Gate swipes and team meetings have been replaced by innovative processes like video
check-ins and checkouts, and other office contacts have been replaced by online
tools. Employers may now proactively recognize and alleviate stress and anxiety
thanks to AI/ML solutions. Zoom happy hours have taken the place of office get-
togethers. Businesses have prioritized offices for vital and sensitive work, new recruit
training, and assimilation as some people have started returning to work. Such
investments in connection and culture take on critical importance and decide the
success or failure of generating social capital when you view your company through
the little window of your 2D computer screen.

Lastly, enormous freedom also entails immense responsibility (to paraphrase

somewhat liberally). There is an abundance of time and flexibility regarding where
and when to work as a result of the change to at-home and hybrid employment. The
absence of physical oversight and controls may have raised the possibility of errors
and enhanced the industry's susceptibility to malevolent attacks, the latter of which
has received particular attention in light of recent geopolitical developments.

SPECTRUM | PAGE 2 JUNE 2022, MONDAY

START UP CORNER
TUMBLEDRY

Tumbledry was founded in 2019 with an aim of removing the laundry woes of urban
Indians. Today, it is India’s largest laundry & dry clean chain with 250+ stores spread
across more than 83 cities.With an approach of providing World-class laundry & dry
clean services easily accessible to every Indian household, Tumbledry has revolutionized
the laundry industry.They use CRM software to ensure smooth operations and offer
mobile apps for their users and delivery boys. This tech-oriented set-up makes their
operations smooth. And their customers enjoy convenience with free home pick-up &
delivery, easy order placement and tracking via app.

Mr Naveen Chawla is the Co-founder & Director of Tumbledry. He has 25+ years of
experience across Consumer durables, Telecom and FMCG industries. He has served in
various senior leadership profiles like COO, Product Head and Business Head across
reputed organizations like Airtel, Britannia, Reliance and LAVA.Mr Gaurav Nigam is the
Co-founder & Director of Tumbledry. He is a business leader with 17+ years of experience
across the Consumer Durables and Telecom industry. He has served as Product head and
Customer Service Head in reputed organizations like LAVA & Airtel.Mr Gaurav Teotia is
the Co-founder & Business Head of Tumbledry. Rank holder at IIM Ahmedabad & Gold
Medalist at IIT Dhanbad, Gaurav Teotia has 7+ years of experience across Strategy,
Business Planning & Sales in reputed organizations like Airtel, LAVA & DRDO.Mr Tarun
Arora is the Co-founder & Head of Franchise Network. He has 16+ years of experience
across Telecom and FMCG domains in building large-scale Distribution & Franchisee
Network for top-notch organizations like Airtel and Reliance Jio.Mr Anuj Gupta is the
Co-founder & Head of Brand & Digital. With 7+ years of experience across Telecom and
IT, playing a significant role in Customer Service delivery and Franchisee Planning.

As compared to US and other foreign countries laundry companies had better margin
whereas in India it is no that evolved.They saw laundry has very low competition, high
growth prospects. This industry had immense scope of uniqueness and financial
prospects were good too. Along with this, they found that the laundry business can
grow better and faster than traditional businesses due to huge unaddressed demand. At
last, they found that operating a laundry business is easy too.

The mission is to create ease in work and eliminate time consumption.Tumbledry has
the vision to build a hyper-local presence in urban India by having a store within every 3
km radius and reaching every household. The purpose is to be as easily accessible as
local dhobis or laundromats. And for this, they are aiming to have 1000 live stores by
2025.

SPECTRUM| PAGE 3 JUNE 2022, MONDAY

They have a franchise business model where an area
of 10000 relevant households is allocated to a
franchise. Franchise set up costs 25 Lakhs which
includes everything from franchise fees to purchase
& installation of machines, store interiors, branding
material etc. They provide all round support to their
franchise partners in setting up and running the
stores and collect 7.5% of revenue as royalty from its
franchises.

They have planned to be a household name for

"Integrity,
laundry & dry cleaning in India by expanding their insight &
business.
By 2025: Aiming to open 1000 live stores across inclusiveness
India.
are the three
essential
qualities of
leadership."

SADHGURU

SPECTRUM | PAGE 4 JUNE 2022, MONDAY

 NEWS CORNER
1. Atmanirbhar Bharat Rozgar
Yojana jobs target surpassed
by 28%.
2. Amazon’s robots to make
work safer and easier for its
employees.
3. 64% Indian companies expect
labour code changes to have
impact on P&L: WTW study.
4. Tesla lays off LGBTQIA+ and
Diversity lead amid Musk’s
concerns over current world
economy.
5. PLI scheme for apparel
HR FACTS manufacturing
Piyush Goyal.
on cards:

1. Since 2016, demand for hiring

experts has increased by 63%.
2. Employee engagement leads
to 21% increase in
profitability.
3. After an employee leaves, a
firm loses 33% of its annual
revenue.
4. 85% of HR professionals thinks
positive online reputation
matters.
5. 33% of employees are afraid of
AI.

SPECTRUM | PAGE 5 JUNE 2022, MONDAY

PYSCHOLOGICAL CORNER

Gestalt Psychology
The gestalt psychology is actually
a theory which proposes that the
working or functioning of the
brain is in a manner that is
holistic, analog and parallel. The
emphasis is placed on the
concept or phrase that, ‘the whole
is greater than the sum of parts’.

QUIZ SECTION
1. Who Is the CEO Of Royal
Enfield India?
2. When Force field analysis
assumes that change will
happen?
3. Which Motor Sports Car
Company started from
Manufacturing Tractors?
4. What is the full form of TQM?
5. Who is the CEO of Nike?

ANSWERS FOR SPECTRUM 128' QUIZ

1. SUPAN MAHESHWARI
2. EMPLOYEE ENGAGEMENT
4. ZIP2
3. HUMAN RESOURCE
5. COMPETITIVE ADVANTANGE

SPECTRUM | PAGE 6 JUNE 2022, MONDAY