thoughts
Arun
Narayanan
Communication
Consulting

Author: kp

  • Who Carries G.D. Naidu’s Spirit Today?

    Who Carries G.D. Naidu’s Spirit Today?

    Two museums in Coimbatore prompted me to look beyond G.D. Naidu’s inventions and reflect on something more enduring: the culture of ingenuity that has shaped the city across generations.

    A recent visit to the Mahatma Gandhi Memorial and GeeDee Museums in Coimbatore left me thinking about G.D. Naidu in a way I hadn’t before. Like many people, I knew him as an extraordinary inventor.

    What I hadn’t fully appreciated was the breadth of his curiosity. Few fields escaped his attention. Industrial manufacturing, technical education, transport, agriculture and horticulture all engaged his attention.

    Alongside them came an astonishing stream of products, from electric motors and automobiles to cameras and electric shavers. As often happens with people who are placed on pedestals, we remember the legend while gradually losing sight of the details that made them remarkable.

    The more I learnt about G.D. Naidu, the less I found myself thinking about his inventions and the more I found myself thinking about the problems that seemed to preoccupy him.

    He travelled widely and saw first-hand the industrial capabilities of Europe and America at a time when India lagged far behind. He was deeply engaged with the national movement and admired Mahatma Gandhi.

    Much of his work seems animated by an aspiration for a more self-reliant India, one capable of designing,manufacturing and solving its own problems.

    He was no reclusive genius either. He sought out conversations with industrialists, scientists, political leaders and thinkers, constantly exposing himself to new ideas. Looking across his life’s work, what stands out is not simply the number of inventions, but the range of problems he chose to tackle.

    Beyond the products themselves, he helped make visible the idea that world-class ingenuity could emerge from Coimbatore.

    That idea seems to have found expression in succeeding generations. Companies such as ELGI Equipments and Roots Industries showed that engineering excellence from Coimbatore could compete globally. The city’s wet grinder pioneers transformed hours of daily manual labour into the press of a switch, creating an industry that entered millions of homes.

    The same ingenuity appeared elsewhere. S. Karivardhan proved that racing cars could be designed and built in India. Arunachalam Muruganantham approached menstrual hygiene not as an uncomfortable social issue but as an engineering challenge, developing affordable sanitary pad-making machines that improved the lives of millions.

    Ganga Hospital demonstrates that a specialised institution from a tier-two city could set international benchmarks in orthopaedic care, research and education.

    Different fields. Different generations. The same instinct to look at a problem and believe there had to be a better answer.

    Today’s innovators have access to opportunities G.D. Naidu could scarcely have imagined: startup funding, prototyping labs, AI, digital modelling and instant access to the world’s knowledge. But tools alone don’t create breakthroughs. They begin with a problem that refuses to let go of someone.

    G.D. Naidu seemed to discover those problems through curiosity and a deep engagement with the world around him. I sometimes wonder where today’s young innovators encounter the problems that become their life’s work.

    Perhaps every generation defines ingenuity differently. G.D. Naidu’s generation helped build industrial capability. Later generations transformed manufacturing, healthcare and social enterprise.

    Who, in your view, carries G.D. Naidu’s spirit today? And what are the defining problems they have chosen to solve?

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  • The part of the story engineering companies often leave untold

    The part of the story engineering companies often leave untold

    Most of us know of JCB and Caterpillar. Fewer of us would have heard of Bull
    Machines Pvt Ltd
    , the Coimbatore manufacturer of backhoe loaders that now
    sells in over 65 countries.

    I hadn’t heard of them either, till I ran into an interview with their founder, V.
    Parthiban. In it he says, “We focus on innovation and technical excellence,
    because we can’t compete with multinational companies on advertising and
    branding…”

    “We focus on innovation and technical excellence, because we can't compete with multinational companies on advertising and branding…

    While the first half made sense, the second made me think.

    Bull seems to have made a clear strategic choice. Rather than trying to match
    marketing spends with multinational competitors, it attempts to out-engineer
    them, building machines better suited to the markets it serves.

    Interested, I visited their website and ran into a fascinating set of dictums they
    call the Bull Philosophy. What struck me was the language.

    “Low aim is a crime.”

    “For everything else, I demand data.”

    “The word ‘can’t’ is removed from our vocabulary.”

    “I view my job and life as a game of solving problems.”

    These didn’t read like the familiar Integrity, Excellence and Customer Focus
    that emerge from every corporate values workshop. They felt instead like ideas that could only have come from Bull’s own lived experience, expressed
    with a raw directness that carried the charge of a credo.

    Reading them, I realised that much of what made me relate to Bull had little to
    do with its machines.

    Having grown up in this part of the country, I’ve always been fascinated by the
    culture of its engineering companies. I recognise its patterns: competence
    without adornment, ingenuity matched by persistence, fearless ambition, and
    an instinct to understate achievement.

    Someone discovering Bull from Punjab or Uttarakhand is unlikely to read
    those cues accurately. Someone in South Africa or Morocco even less so.
    When you don’t understand its cultural context, Bull is simply an engineering
    company from an unfamiliar place.

    It seemed therefore that the Bull Philosophy was not an appendix to the
    engineering story. It had to be the reason for its engineering taking the shape it
    does.

    The reputations of engineering companies are built through products, and
    their communication should be led by performance and customer outcomes.

    But there is this other layer that would makes the product stories far more
    convincing by revealing the beliefs and standards that shaped them.

    Good brand communication doesn’t compete with product communication.
    Product communication tells you what the machine can do. Culture helps you
    understand the people who built it.

    A brochure, website or product film by Bull shouldn’t feel like something JCB
    or Caterpillar might have made if their budgets were smaller budget. It should
    feel unmistakably like Bull.

    And that brings me back to Parthiban’s observation.

    If branding simply means advertising, I understand his choice.

    But brand communication has a greater role which makes it an essential – it
    reveals those critical values that are already present but are but often not
    readily visible.

    For challenger brands, this is a competitive advantage that depends less on
    matching the budgets of larger rivals, and more on the ability to express their
    strengths with originality and conviction.

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