Tirupati-Tirumala Devasthanams – Baalaaji, Venkateshwara. TTD plans purification, samprokshana, as they discover/realize cheap adulterated ghee in making in Srivaari Prasadams. NDDB’s tests confirm likely adulteration with vegetable oils, body fats of animals. This may mean a ‘big’ fault in TTD. National investigation is also likely to be commissioned. Meanwhile AMUL clarified that they never supplied Ghee to TTD. Telangana Vijaya ‘indents’ for supplying pure ghee to TTD.
Not-for-profit organizations serve in developing models, possibilities, and examples for ‘state’ and ‘community’ to take them, to scale deep, out. Sometimes, an example does not suffice. A pilot, mega pilot, is required. When is the critical level achieved? For it to be taken by state, community, or is it going viral on its own. Taking an example, model, and possibility to a critical level is not easy. The resources for taking them are not easily mobilizable. The skills, tools, and talent may not be there in the organization for this. An innovator need not have ‘scaling’ expertise, stamina et al. A scaling organization need not have all innovations discovered, innovated, and generated within. We may have, get funds for trying a one-off experiment, innovation, discovery in a small locale; we may get funds to take a small piece, nut or bolt to be taken to scale as a scheme, as a sponsored item et al. Funds for taking integrated example into a pilot, mega pilot, or into an area are rarely available. Building capacity on such a scale, with reasonable time period that it calls for, is not supported. Changes in the ways of the system are not agreed to. We also may not know how this scaling happens. It is a guess-work, with a lot thinking on the feet, as we go along. Resources in anticipation of a future scale possibility are not mobilized easily. It is some kindness, many a time. How do we appeal to this?
Theory of change for all this asks for long-term. 10, 20, and more years. What we begin with as a way, may have to be changed and ways need to be altered, discovered, and laid. Vehicles may have to be dumped and changed. Teams involved may have to give way for the new ones, and more of them. Visions, missions, and strategies may have to change. As per the evolving contexts, premises. Investing in the teams and their capabilities accordingly matters. Intrinsic, internally and externally. Apprenticeships, fellowships, and challenging assignments. Mentoring helps. Existing frame, architecture, norms et al have to give way for new. There should be space, culture for the new to come in. Retaining the competent is a big concern. Improving leadership, management, data, and technology skillset in the world has to be adapted to them quickly. Needed to be pressed hard. Existing to be capacitated, new with competencies have to be augmented. Youth have to take charge. Hybrid methods, processes existing and new have to be front-ended.
Can we diversify sources? Community, business, individuals, government programmes, philanthropies, CSRs, and foreign sources. Cost of funds could be higher. Cost of accounting, diligence, traceability, analytics, assessments, and communications could be high. More and more leaders, co-leaders, second leadership, partners, networking, teams, and young professional hands are called for. And raising their abilities. Can we ‘support’ in these areas? In the not-for-profit world of civil society, communities, philanthropies, HNIs, CSRs, donors, governments et al. Within, without. Can we?
Can we support, facilitate support? Multiplying embedding within, and/or support teams outside?
Yes, we can. If we coexist, flow, crosscutting ground 10,000 hours early. In N? antahyoga for 7L.
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