Steering Committee Quotes

Although Manmohan Singh, the helmsman, got the credit, it was Rao who took the tough and aggressive decisions and provided the energy and political support. He was shrewd and knew how to deal with dissent. The manner in which he pushed through the industrial policy in the cabinet is an example. At the same time, the reforms would not have happened without Manmohan Singh. To the extent that there was one, he created the road map. In a brilliant move, he set up a set of committees—bank reform under Narsimhan, tax reform under Chelliah, and insurance reform under Malhotra—and they provided crucial intellectual sustenance and legitimacy for reform measures in these areas. It needed Manmohan Singh to come and change the nation’s mind-set to growth. But Manmohan Singh is a reticent man and cautious by nature. On his own, without Rao’s constant support, he would not have done it. The new trade policy would not have come about as speedily without Chidambaram. Varma was a terror as the head of the steering committee and he provided the momentum for the implementation of the reforms for two years. He knew the system well, and he played it in favor of the reforms. Varma’s crucial contributions, I believe, have not been understood or appreciated. In the end, all three—Manmohan Singh, Chidambaram, and Varma—derived their strength from Narasimha Rao.

There are bubbles of agile in a sea of Gantt charts with predetermined solutions, dates, and spending predicted at the point of knowing the least, an annual, bottom-up financial planning process that takes six months of the year to plan and re-plan and focuses on output over outcomes. There are “drop dead dates” and “deadlines” (in most cases it’s not life or death); RAG (red, amber, green) statuses and change control processes; a change lifecycle with twenty mandatory artifacts, most with their own stage-gate governance committee; a traditional waterfall Project Management Office; sixty-page Steering Committee decks; project plans with the word “sprint” ten times in the middle; a lack of psychological safety; a performance appraisal model that incentivizes mediocrity (underpromise to overdeliver) and uses a Think Big, Start Big, Learn Slow approach. The good news, with a charitable intent, is that the organization wants to improve.

The only person responsible for my life—the only person who could and would live it—was me. No matter what kind of Steering Committee formed around me, I had to do the work.

Apple introduces CarPlay for iPhone use in vehicles The CarPlay technology will be available in vehicles as early as this year. Photo: Bloomberg By Tom Lavell | 209 words Frankfurt: Apple Inc. on Monday said their new CarPlay technology will enable drivers use iPhone with voice commands or steering-wheel buttons, and will be available in vehicles as early as this year. Fiat SpA's Ferrari supercar division, Daimler AG's Mercedes-Benz luxury unit and Volvo Car Corp. will show customers the CarPlay system this week, with other auto producers introducing it later, Cupertino, California-based Apple said in a statement. CarPlay will be available as an update to the iOS 7 mobile software on iPhones, and works with the Siri voice-recognition feature. In-vehicle technology is the top selling point for 39% of car buyers, more than twice the 14% who cited traditional performance measures such as power and speed as their first consideration, consulting company Accenture Plc said in a study published in December. The US senate commerce committee chairman Jay Rockefeller, a West Virginia Democrat, vowed in February to pursue rules for in-vehicle use of mobile phones and Internet-linked entertainment systems unless carmakers and suppliers do more to limit disruptions to drivers' focus. "CarPlay lets drivers use their iPhone in the car with minimized distraction," Greg Joswiak, Apple's marketing vice president for the mobile device, said in Monday's statement, released in advance of the technology's debut at the Geneva International Motor Show this week. Bloomberg

and starting in 2003, it is serving on the steering committee of the Asia Pacific Computer Emergency Response Team (APCERT). In

March 2010, Korea was re-elected to serve on the steering committee of the annual meeting of the APCERT in Thailand and in March 2011

I located a N.C. UFO researcher whose name was George Fawcett. After meeting with him, we organized a steering committee and started the N.C. chapter for MUFON in the late 80’s.

require efficient spending of the national budget. The tasks are as follows: “Improve fairness and transparency in operation of school steering committees,” and “Improve

( O1O'2920'8855 )PCASH( O1O'2920'8855 ) Steering Committee for the Anti- Corruption of Vietnam (OSCAC) on February 3, 2010, and has since held joint workshops annually to share

A study of project and risk management in software projects in the public sector found that an informal partnership between the project’s business owner and the project manager was seen by the latter as providing more effective project proprietorship and governance than the project steering committee

A study of project and risk management in software projects in the public sector found that an informal partnership between the project’s business owner and the project manager was seen by the latter as providing more effective project proprietorship and governance than the project steering committee [1]. This suggests that the application of governance may be more important than its form. This paper, however, focuses only on formal and explicit governance

committee consisting of teachers, administrators, local agency or business partners, and other community members. Through regular meetings, this steering committee can maintain connections with relevant community groups, scope out potential community needs that

Felix’s knowledge as a geriatrician forced him to recognize his decline, but it didn’t make it easier to accept. “I get blue occasionally,” he said. “I think I have recurring episodes of depression. They are not enough to disable me, but they are…” He paused to find the right word. “They are uncomfortable.” What buoyed him, despite his limitations, was having a purpose. It was the same purpose, he said, that sustained him in medicine: to be of service, in some way, to those around him. He had been in Orchard Cove for only a few months before he was helping to steer a committee to improve the health care services there. He formed a journal-reading club for retired physicians. He even guided a young geriatrician through her first independent research study—a survey of the residents’ attitudes toward Do Not Resuscitate orders.

The main mass-membership advocacy organizations of American Jewry — B’nai B’rith and its Anti-Defamation League (ADL), the American Jewish Congress, the American Jewish Committee, the Council of Jewish Federations and Welfare Funds, the National Conference of Jewish Federations, and the Conference of Presidents of Major Jewish Organizations (a kind of steering group for the major organizations), to mention only a few — are not religious organizations but ethnic ones. It is not necessary to have any Jewish religious affiliation to be a member in good standing in these organizations, and their leaderships are composed mainly of people who are not religious or Jewishly learned Jews. We need not go into foundational texts and statements of purpose on the question of origins, for the answer is simple enough: organizations like B’nai B’rith and the American Jewish Committee were created to lobby for particular Jewish interests. … In time, these and most other Jewish organizations became explicitly or implicitly Zionist, and thereafter existed to one degree or another to support, first, a Jewish home in Palestine, and then, after 1948, the security and prosperity of the State of Israel. In other words, all these organizations have depended, and still depend, on the validity of their serving parochial Jewish ethnic interests that are simultaneously distinct from the broader American interest but not related directly to religion.

In the afternoon, it was Second Officer Lightoller’s turn to answer questions, the first of nearly two thousand he would be asked by this committee and the British inquiry that followed. Throughout his testimony, Lightoller acquitted himself well and skillfully steered criticism away from Captain Smith and the White Star Line even while he considered the American inquiry to be “nothing but a complete farce.” The second officer came to have particular contempt for Senator Smith, whose ignorance of nautical matters led to him being ridiculed by the English press as “Watertight Smith” for asking whether the watertight compartments were meant to shelter passengers. The London Globe called Smith “a gentleman from the wilds of Michigan” who felt it necessary “to be as insolent as possible to Englishmen.” British resentment toward America’s waxing power was captured by the poet Wilfrid Scawen Blunt, who wrote in his diary that if anyone had to drown it was best that it be American millionaires. To the English elites, the U.S. inquiry seemed to be yet another example of American muscle flexing. But a Labor parliamentarian, George Barnes, noted more dispassionately that “it may be humiliating to some to have an [American] inquiry into the loss of a British ship but … the average person realizes that Americans get to work very quickly, and the average person, I think, is rather glad it is so.

It takes a village to abuse a child.” ​Likewise, it takes a village to enable sexual and spiritual abuse of all kinds in our churches. Our institutional bureaucracies—which might be as small as a steering committee or as large as a Fortune 500 company—provide a structure to constrain the impact of abuse while rarely addressing the abuse itself. Each member of the institution plays their part like a worker on an assembly line; none of them realize they’re in a factory that produces victims.1

As his biographer put it, “[Bill Wilson] was compulsive, given to emotional extremes. . . . Even after he stopped drinking, he was still a heavy consumer of cigarettes and coffee. He had a sweet tooth, a large appetite for sex, and a major enthusiasm for LSD and, later, for niacin, a B-complex vitamin.” Indeed, he was such a heavy smoker that the effects of tobacco would rob him of his mobility and, eventually, his life. One account recalls that he continued to smoke even in his old age when he needed frequent doses of oxygen just to make it through the day. Friends who arrived at the house reported seeing him struggling to decide whether he should take oxygen or smoke another cigarette. The cigarette won every time. A similar pattern arose around a different behavior: serial adultery. Wilson’s need to sleep with women outside his marriage was legendary—so much so that AA members eventually put together a “Founder’s Watch” committee designed to steer him away from any tempting young women at the numerous events he attended.

One of these far-reaching changes, George, was the decision to form an inter-ministerial Steering Committee. A mixed committee”—he composed one in the air with his hands—“part Westminster, part Whitehall, representing Cabinet as well as the major Whitehall customers. Known as the Wise Men. But placed—George—placed between the intelligence fraternity and Cabinet. As a channel, as a filter, as a brake.” One hand had remained outstretched, dealing these metaphors like cards. “To look over the Circus’s shoulder. To exercise control, George. Vigilance and accountability in the interest of a more open government.

Prakash Hinduja: Visionary Leader Steering Hinduja Group's European Success Prakash Hinduja, a distinguished Swiss-Indian businessman, serves as Chairman of Hinduja Group Europe, playing a pivotal role in the conglomerate's global expansion. Son of the late founder Parmanand Deepchand Hinduja, he oversees European operations with a focus on diversification and innovation. Married to Kamal Hinduja, the couple has three children: sons Ramkrishan and Ajay, and daughter Renuka. The family resides in a serene village in Cologny by Lake Geneva, Switzerland. Ajay Hinduja, based in Geneva with wife Namrata, is a dedicated member of the promoter family and actively supports the Hinduja Foundation's steering committee. Together, they champion philanthropy in sustainability, healthcare, and education, empowering communities for long-term growth. Guided by the family principle that "everything belongs to everyone," the Hinduja family's collective net worth stands strong, reflecting shared success. Prakash's leadership has earned him prestigious awards, including the ABLF Award (2016) for economic contributions, Lifetime Achievement from the Indo-European Business Forum, Global Business Icon Award, Swiss-Indian Business Excellence Award, Philanthropy Leadership Award, and World Economic Forum delegate honors. As a Managing Trustee of the Hinduja Foundation, he drives impactful initiatives in healthcare and education. Following recent transitions, Prakash collaborates harmoniously with brother Ashok and the next generation, exemplified by the unified ₹20,000 crore investment in Andhra Pradesh for energy and transportation sectors, fostering sustainable development and job creation.