Tuesday, April 29, 2014

Nintendo Game Boy
Turns 25. Brad Szollose Weighs In...



Last week I was interviewed by the ever awesome, geek, gamer, writer, vlogger and intrepid video game reporter Abigail Elise for the International Business Times. She wanted to get my take on Nintendo's Game Boy turning 25.

Why is this important you may ask?


As I point out in my books, technology changes our behavior and drives markets. And if you haven't noticed, there is a new generation that has been raised on technology.

How do you learn in a video game? Speed is important. Failure is how you learn mastery of a skill. You learn the rules, politics and iterative skills intuitively during video game play. Use ONLY WHAT you NEED in order to move ahead and once you have killed the trolls, stormed the castle and saved the princess, FORGET everything you just learned because the rules change at the next level.

Any of this behavior sound familiar?

 

Many of the cool portable devices that we carry today got their start from that Game Boy portable gaming unit. Sure there were others. But Game Boy was the right shape, at the right time, with THE perfect game: Tetris! Now think about laptops, smartphones and portable gaming and you can see Nintendo Game Boy was the first influencer.

Here, check out my interview with Abby...



Nintendo Game Boy At 25; The Console That Stood Out Among Many



Thanks again for your interest in my work...let me know how I can help you Motivate Millennials.

Brad








Brad Szollose

Understanding The Millennial Mindset: Multigenerational management expert, award-winning author, business consultant and keynote speaker


Brad Szollose is a much sought-after generational expert, management consultant and keynote speaker who helps smart companies understand just how much technology has transformed corporate culture and behavior… and how that impacts management interaction, expectations and sales in The Digital Age.



But this is not based on management theory: With a 30 year career as an entrepreneur he knows firsthand what it’s like to grow a company from a simple idea in a coffee shop to an internationally recognized brand.


Brad is a former C-Level Internet Executive who went from entrepreneur to IPO in 3 yrs—co-founding K2 Design, the very first Dot Com Agency to go public on NASDAQ. His company experienced 425% hyper-growth for 5 straight years, expanded from 2 business partners to 4 with 60+ employees and offices worldwide. At its height, K2 was valuated at over $26 million. 

His results only management model (ROWE) was applied to the first wave of young Generation Y workers producing great results—winning K2 the Arthur Andersen NY Enterprise Award for Best Practices in Fostering Innovation.

Brad Szollose is also the *award-winning author of Liquid Leadership: From Woodstock to Wikipedia which explores the subject of new leadership styles – mainly how to get the tech-savvy Generation Y and analog driven Baby Boomers working together. ISBN-13: 978-1608320554

Known for his humorous and thought-provoking presentations, Szollose received the highest testimonial of his career from a C-Level audience member: "I just had my mind blown." Brad’s keynotes and workshops are highly interactive, heart-warming, humorous, and filled with high-content information that challenge assumptions and help leaders and managers create a better work environment for innovation to thrive.


Liquid Leadership has been called "THE guidebook for the 21st Century" and has won the 2011 Axiom Business Book Award silver medal for leadership, The Indie Business Book runner up silver medal as well as becoming a #1 Best-Selling Business Book on Amazon for Organizational Learning. Published in the United States by Greenleaf Book Group, in India by Prolibris and in South Korea by UI Books/Iljinsa Publishing.

Mr. Szollose also writes a monthly column on business and marketing techniques that reach Generation Y for A Captured Mind newsletter and is part of The Mind Capture Group faculty.

Today, Brad helps businesses close the Digital Divide by understanding it as a Cultural Divide – created by the new tech-savvy worker...and customer. 



* 2011 Axiom Business Book silver medal winner in the leadership

* #1 Amazon Best-Selling Author

"I just had my mind blown..." - A.S., Vistage, New York

Liquid Leadership by Brad Szollose is available at all major bookstores and for Kindle, Nook, iPad and Sony ereaders. Internationally published in India and S. Korea.

Monday, April 28, 2014

The Difference
Between Motivation
and Incentives


Brad's Best Blog Posts

Image courtesy of mack2happy
at FreeDigitalPhotos.net
From December 1st, 2012

One of the biggest problems facing business leaders these days is how to motivate peopleI mean REALLY motivate peoplegetting them excited about their work, willing to put in the extra hours and take each project to the next level. Energy like that is contagious, and believe it or not, not that hard to create.

Now, some of you are thinking...
"Why do I need to motivate people to work? I'm paying them aren't I?"

And I have a counter question:

Would you like a workforce that goes above and beyond
the call of duty, or do you want people
who do only what is asked of them?


I am a Baby Boomer. The first time I heard of something called Results Only Work Environments (ROWE for short) I was cynical. Work is work. deadlines are deadlines. Period. But slowly, I realized that's all people were doing at my companies: working. No one was obsessed with our brand, willing to go the extra mile, putting their genius to work in the success of the company.

So I adapted my personal management style to a new type of workforce. A workforce that is tech-savvy, team driven, passionate about helping the world on top of earning a paycheck. So, how did I tap into that passionate energy? I treated them like a partner, shifted the responsibility to their shoulders, and engaged them in the success of my company.

Now I know, some of you are balking at this, but let's take a trip through history.

Frederick Winslow Taylor invented the concept of an employee in 1903. Factories and assembly-lines needed someone who would show up for a period of time and go home. A worker who obeyed the rules, kept their mouth shut and just assembled stuff. Before the Industrial Revolution, work was seasonal, according to the harvest, and workers moved from town to town. There was no time clock involved.

But for the the Industrial Age to work like a well oiled machine, the workforce needed to do the same. Assumptions were made, and Taylor revealed his arrogance when he exclaimed...

"Workers have 2 inbuilt flaws: they are stupid like an ox, and they are lazy. They will only do the minimum they have to do to not get punished."


REALLY? Sadly, this false assumption continues to this day and is getting in the way of taking us to the next level. Many of today's well-educated, computer savvy, team-driven workers are capable of increasing productivity, IF managed properly. But I bow to my colleagues on this subject...

Tim Askew, founder and CEO of the elite New York and Texas-based international sales execution and consulting firm Corporate Rain International corners the topic of motivation and incentives in his latest blog posting by citing Clayton Christensen, HBS professor and management guru...Tim's take on the subject hits the nail on the head in The Happy Entrepreneur.

Tim's breakdown of Christensen's latest book How Will You Measure Your Life? is exemplary. But and a quote based on a theory articulated by the late psychologist Frederick Herzberg..."Motivation means that you’ve got an engine inside of you that drives you to keep working in order to feel successful and to help the organization be successful."

Incentives on the other hand, are driven by benchmarks that management sets. Engagement is not part of the paradigm. Rules are what matters: was he/she on time? Did they sell enough this quarter? And ‘What do you want to be paid?’ I have seen many top sales people fired because they were late. The company goes out of business in less than 2 years and the owners wonder why.


Let me break it down even further:


Getting people motivated invites them to voluntarily take responsibility for the success or failure of the company. Their input is to be acknowledged and appreciated as a contribution to the bottom line. And if they fail, it is on the shoulders of the individual. Now isn't this a more adult work environment? Each person learns to self-manage their contributions without a boss standing over their shoulder. Work hard, help us succeed and you will be rewarded for your efforts.

Motivation beckons each person to get engaged
in the success of the company.


Incentives, on the other hand, are like a dangling carrot. Yes people will jump through hoops to win, but they are fulfilling tasks only. Obeying the rules? Yes. Pushing? Yes, but not really giving of themselves fully. And guess what else they are NOT doing? Being innovative. Usually in environments like this, people are afraid to rock the boat and bring new ideas to the forefront. Self starters are rewarded because THAT is their nature. Everybody else, just keeps their head down and works.

To be successful in The Information Age, it is important to figure out the secrets of motivation, innovation, creativity and productivity. There ARE new rules. And guess what the top business schools discovered? People are NOT motivated by money.

Engaging today's talent requires leadership to create an environment of support for truth, inspiration and creativity to thrive!  As a friend of mine recently stated "Incentives induces outer action, but a serious lack of engagement eventually follows. Motivation comes from within, and inspires a person to go above and beyond the call of duty." Well said.

Give me a call. I can show you how to move from Rules to Results in a very short time.

As always, thank you for your interest in my work...

Brad








Brad Szollose

Understanding The Millennial Mindset: Multigenerational management expert, award-winning author, business consultant and keynote speaker

Look up these resources when you get a chance:

For more on Harvard Business Professor Clayton Christensen his Website: http://www.claytonchristensen.com/

How Will You Measure Your Life?
By Clayton M. Christensen, James Allworth and Karen Dillon.

From Amazon...
"In 2010 world-renowned innovation expert Clayton M. Christensen gave a powerful speech to the Harvard Business School's graduating class. Drawing upon his business research, he offered a series of guidelines for finding meaning and happiness in life. He used examples from his own experiences to explain how high achievers can all too often fall into traps that lead to unhappiness.

The speech was memorable not only because it was deeply revealing but also because it came at a time of intense personal reflection: Christensen had just overcome the same type of cancer that had taken his father's life. As Christensen struggled with the disease, the question "How do you measure your life?" became more urgent and poignant, and he began to share his insights more widely with family, friends, and students."


The Innovator's Dilemma
When New Technologies Cause Great Firms to Fail
By Clayton M. Christensen.

From Amazon...
"In this classic bestseller, innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right—yet still lose market leadership. Read this international bestseller to avoid a similar fate."




For more information on Tim Askew and Corporate Rain:
Corporate Rain Official Website: http://corporaterain.com/

The Corporate Rain Blog:

http://www.corporaterain.com/blog/


Tim is also the Official Entrepreneurial Blogger for Inc. Magazine! See a list of his articles here: http://www.inc.com/author/tim-askew

I try to bring the very best and up-to-date information to my clients. Tim is on the pulse of bringing entrepreneurial wisdom to the executive suite. Wisdom that works in the real world.

This is powerful stuff, so I suggest you get in there and learn from these experts in the field;-)

PS: If you are interested in one of our white papers entitled... 

What Every Business Needs
to Know About Generation Y:

Understanding How Technology Transforms Culture and Behavior,
and Impacts Management, Interaction
and Expectations
 

 

email us with your name, title and email address.
Your information is confidential.


Ask me how I can help your company evolve into the 21st Century of Management.


Brad Szollose is a much sought-after generational expert, management consultant and keynote speaker who helps smart companies understand just how much technology has transformed corporate culture and behavior… and how that impacts management interaction, expectations and sales in The Digital Age.



But this is not based on management theory: With a 30 year career as an entrepreneur he knows firsthand what it’s like to grow a company from a simple idea in a coffee shop to an internationally recognized brand.


Brad is a former C-Level Internet Executive who went from entrepreneur to IPO in 3 yrs—co-founding K2 Design, the very first Dot Com Agency to go public on NASDAQ. His company experienced 425% hyper-growth for 5 straight years, expanded from 2 business partners to 4 with 60+ employees and offices worldwide. At its height, K2 was valuated at over $26 million. 

His results only management model (ROWE) was applied to the first wave of young Generation Y workers producing great results—winning K2 the Arthur Andersen NY Enterprise Award for Best Practices in Fostering Innovation.

Brad Szollose is also the *award-winning author of Liquid Leadership: From Woodstock to Wikipedia which explores the subject of new leadership styles – mainly how to get the tech-savvy Generation Y and analogue driven Baby Boomers working together. ISBN-13: 978-1608320554

Known for his humorous and thought-provoking presentations, Szollose received the highest testimonial of his career from a C-Level audience member: "I just had my mind blown." Brad’s keynotes and workshops are highly interactive, heart-warming, humorous, and filled with high-content information that challenge assumptions and help leaders and managers create a better work environment for innovation to thrive.


Liquid Leadership has been called "THE guidebook for the 21st Century" and has won the 2011 Axiom Business Book Award silver medal for leadership, The Indie Business Book runner up silver medal as well as becoming a #1 Best-Selling Business Book on Amazon for Organizational Learning. Published in the United States by Greenleaf Book Group, in India by Prolibris and in South Korea by UI Books/Iljinsa Publishing.

Mr. Szollose also writes a monthly column on business and marketing techniques that reach Generation Y for A Captured Mind newsletter and is part of The Mind Capture Group faculty.

Today, Brad helps businesses close the Digital Divide by understanding it as a Cultural Divide – created by the new tech-savvy worker...and customer. 



* 2011 Axiom Business Book silver medal winner in the leadership

* #1 Amazon Best-Selling Author

"I just had my mind blown..." - A.S., Vistage, New York

Liquid Leadership by Brad Szollose is available at all major bookstores and for Kindle, Nook, iPad and Sony ereaders. Internationally published in India and S. Korea.

Tuesday, April 15, 2014

Understanding The #Millennial Mindset



What if there was one person out there that could train you in understanding the behavioral patterns of your Millennial Customer? Or how about your Millennial Workforce? Quirky as they might be, understanding them would be the key to selling, marketing and managing them, right? There are plenty of Millennial Experts out there pretending. They are funny onstage, and make you think. BUT, it you want one person who has not only engaged Gen Y, but won an award for it, that person would be me.

Here, take a moment to watch my video interview with Mark Henson of SparkSpace and The Rockstar Academy:

Understanding The Millennial Mindset



If you want someone who specializes in Generational Workforce Intelligence, give me a call. I can show you how to retain, motivate and engage a Multigenerational Workforce as well as plan your successor from the next generation of leaders.

I work with $12 Trillion companies, mid-size companies like Dell and MasterCard, as well as the small business owner.

Thanks again for your interest in my work...

Brad








Brad Szollose

Understanding The Millennial Mindset: Multigenerational management expert, award-winning author, business consultant and keynote speaker


Brad Szollose is a much sought-after generational expert, management consultant and keynote speaker who helps smart companies understand just how much technology has transformed corporate culture and behavior… and how that impacts management interaction, expectations and sales in The Digital Age.



But this is not based on management theory: With a 30 year career as an entrepreneur he knows firsthand what it’s like to grow a company from a simple idea in a coffee shop to an internationally recognized brand.


Brad is a former C-Level Internet Executive who went from entrepreneur to IPO in 3 yrs—co-founding K2 Design, the very first Dot Com Agency to go public on NASDAQ. His company experienced 425% hyper-growth for 5 straight years, expanded from 2 business partners to 4 with 60+ employees and offices worldwide. At its height, K2 was valuated at over $26 million. 

His results only management model (ROWE) was applied to the first wave of young Generation Y workers producing great results—winning K2 the Arthur Andersen NY Enterprise Award for Best Practices in Fostering Innovation.

Brad Szollose is also the *award-winning author of Liquid Leadership: From Woodstock to Wikipedia which explores the subject of new leadership styles – mainly how to get the tech-savvy Generation Y and analogue driven Baby Boomers working together. ISBN-13: 978-1608320554

Known for his humorous and thought-provoking presentations, Szollose received the highest testimonial of his career from a C-Level audience member: "I just had my mind blown." Brad’s keynotes and workshops are highly interactive, heart-warming, humorous, and filled with high-content information that challenge assumptions and help leaders and managers create a better work environment for innovation to thrive.


Liquid Leadership has been called "THE guidebook for the 21st Century" and has won the 2011 Axiom Business Book Award silver medal for leadership, The Indie Business Book runner up silver medal as well as becoming a #1 Best-Selling Business Book on Amazon for Organizational Learning. Published in the United States by Greenleaf Book Group, in India by Prolibris and in South Korea by UI Books/Iljinsa Publishing.

Mr. Szollose also writes a monthly column on business and marketing techniques that reach Generation Y for A Captured Mind newsletter and is part of The Mind Capture Group faculty.

Today, Brad helps businesses close the Digital Divide by understanding it as a Cultural Divide – created by the new tech-savvy worker...and customer. 



* 2011 Axiom Business Book silver medal winner in the leadership

* #1 Amazon Best-Selling Author

"I just had my mind blown..." - A.S., Vistage, New York

Liquid Leadership by Brad Szollose is available at all major bookstores and for Kindle, Nook, iPad and Sony ereaders. Internationally published in India and S. Korea.

Tuesday, April 1, 2014

People Don't Leave Bad Companies. They Leave Bad Management.



Brad's Most Popular Blog Posts

Excerpt from Liquid Leadership: From Woodstock to Wikipedia,
Micromanaging Into The Ground, page 42.


© Image courtesy of FreeDigitalPhotos.net

"To manage a company is one thing. To integrate into and influence its culture is another. Respecting the group dynamic goes a long way toward motivating and inspiring a workforce.

I worked for many years in various areas of the design business, from advertising to branding, from corporate events to slide production.

It is labor intensive, and to accomplish anything requires designers and creative types with a commando style of getting the work done on each project. 

But over the years I noticed that the styles of management that worked best seemed to respect the culture, their workforce, the talent, and the environment.
Those that did not went out of business.

 

No one needs to be pushed or prodded to get their work done; college educated self-starters work just fine without someone standing over their shoulder. Yet I noticed something interesting: When the distance between upper management and the rest of the company was greatest, management took longer to discover internal and external problems. This gap has to shrink for leadership to be successful in the twenty-first century. How can you see the internal workings of your company if you don’t get closer?

Here’s a case in point: One of the first jobs I had in New York City was at a slide production house. The main product was slides for small corporate presentations (this was way before PowerPoint). The new owner, Mr. G (not his real name), had bought the business lock, stock, and barrel. As a former executive with Otis Elevator, he felt it was high time some corporate structure was brought to the design field.

Somehow he assumed that the world of production artists and designers was not as structured as the corporate world he came from.
(Perhaps the plastic Mr. Potato Head on the twenty-inch monitor convinced him of this.)

Mr. G would walk around the office twice a day like the commander of a ship, wearing his Otis Elevator tie clip to remind us all where he came from and how powerful he used to be. Nevertheless, his twice-daily jaunts were always at the slowest times of production but at the peak time for sales calls. Work would slow down as his Australian accent pierced the office and he forced everyone to listen to his tales from the “real” corporate world. His opinion was forged by what he saw from us when on these walks. To him, we weren’t working very hard. And we weren’t; we were forced to stop what we were doing and listen to him!

Since he never integrated himself into the company culture, he never found out that every 8:00 am shift change was filled with mounds of paper work, double tracking, and a check list that only the CIA could have invented, all for the sole purpose of keeping track of billings. Between 8:00 am and 9:00 am chaos reigned as messengers arrived to whisk the slides to their destinations. This was before the Macintosh become a household name and desktop publishing became the hot buzzword of the eighties. Back then slides were produced on a Genigraphics computer; run through a programmed slide camera; and processed through an E6 slideprocessing machine, a twenty-five-foot-long roller transport automated developing machine, filled and maintained with vat after vat of chemicals.

Exposed film was fed manually to a feeder in a separate, attached darkroom. Once processing was finished, the film was cut and mounted into glass and plastic Wess Mounts during the night shift, then rushed to most clients’ desks by 9:30 am.

Where was Mr. G during all this chaos? In his office with the door closed, only fifty feet away from the production station. I guess he was strategizing his big walk. His reality was out of touch with what was really going on. We were busy—busy making corporate America look good. The second time everything heated up was at around 4:00 pm, when production prepared to pass the day-shift work to the night-shift personnel.

Paperwork was meticulously checked and discussed with each designer. Each color had a number that was checked, each typeface was checked, and, of course, we all pored over a set of full-color comps. It was all designed, programmed, photographed, and processed for the following day. Detail was what made this chaos run as smoothly as a well-oiled machine. Nothing could be left to chance. It was intense, high-pressure, deadline-driven work. How someone could see this as playing around is beyond me.

As the year went on, Mr. G added a policy requiring many, many daily memos. But with twelve day-shift employees in a 3,000-square-foot loft space, it was really not necessary to pass a memo to the person sitting next to you. It was like having to pass a note from the commander of a submarine to his navigator before he could actually say the words—a complete waste of time. But that’s what Mr. G wanted, and to keep our jobs, we complied.

What Mr. G never understood was that we were making slides for one small meeting after another, when the business of meetings was in fact a multibillion-dollar industry. Companies like Caribiner, MJM, and Weiss Watson were building full-scale meetings, with staging and lighting and giant sets as well as training, breakout rooms, and keynote speakers. The average cost for one of these large-scale annual meetings was around $2 million. In comparison, slide production, the physical designing and production of slide film, was a tiny component of the industry.

Mr. G began to wonder why his company was not profitable, and how it was that all these other companies were making so much money. But because he did not respect his staff, no one was willing to help him make the leap from single-slide production to full-scale meetings. And people did try to help him for a time . . . but he was always treating his staff like peonsexercising his passive-aggressive behavior whenever the mood struck him. There were plenty on staff who had worked for the big production companies and knew how to handle large-scale meetings. His top salespeople and producers attempted to bring bigger clients through the door, but even when these bigger opportunities came Mr. G’s way, he would lose them. Unable to trust his key people and incapable of knowing how to talk with potential clients about a larger engagement, he drove his company into the ground.

People began to show signs of insubordination, simply out of frustration. Many decided to moonlight at bigger production houses.

Why bother working with someone when you know they don’t appreciate your contribution?



In response, Mr. G began to micromanage his company into the ground even more. In a last-ditch effort to shake things up, he fired his top salespeople. Instead of paying for innovation, he became obsessed with cutting costs and instituting more bureaucracy and fear. To him, the design field was exactly like the elevator business—black and white, up and down, obey my commands or else. He treated creative production like a factory. Tightening costs seemed logical. But in an industry where the best creative people can command higher fees, cutting your most talented designers becomes a formula for disaster. Furthermore, by demanding memo after memo, Mr. G was actually putting up walls between departments that needed their communication to flow.

Imagine that: He was enforcing bottlenecks.


The company went under less than a year after I left. The employees were happy about it. If only Mr. G had integrated his management style into the organization instead of dictating it! He could have easily let his key people take the lead and win the larger pieces of business, but he couldn’t see the forest for the trees. He just couldn’t let go enough or trust anyone. Everything in his world required that all eyes, accolades, and rewards go to Mr. G.

I moved on and started working for some of the biggest companies in the world, producing their multimillion-dollar meetings while Mr. G couldn’t figure out how to get his clients to order more than fifty slides at a time. It didn’t take people very long to figure out that Mr. G was not an effective leader, and for leadership to work in any organization, it has to be admired. Since Mr. G was not listening to the marketplace or his key people, he sabotaged himself.

People don’t leave bad companies;
they leave bad management."


We could have helped him, but hubris makes one blind.

Thanks again for your interest in my work...

Brad








Brad Szollose

Understanding The Millennial Mindset: Multigenerational management expert, award-winning author, business consultant and keynote speaker


Brad Szollose is a much sought-after generational expert, management consultant and keynote speaker who helps smart companies understand just how much technology has transformed corporate culture and behavior… and how that impacts management interaction, expectations and sales in The Digital Age.



But this is not based on management theory: With a 30 year career as an entrepreneur he knows firsthand what it’s like to grow a company from a simple idea in a coffee shop to an internationally recognized brand.


Brad is a former C-Level Internet Executive who went from entrepreneur to IPO in 3 yrs—co-founding K2 Design, the very first Dot Com Agency to go public on NASDAQ. His company experienced 425% hyper-growth for 5 straight years, expanded from 2 business partners to 4 with 60+ employees and offices worldwide. At its height, K2 was valuated at over $26 million. 

His results only management model (ROWE) was applied to the first wave of young Generation Y workers producing great results—winning K2 the Arthur Andersen NY Enterprise Award for Best Practices in Fostering Innovation.

Brad Szollose is also the *award-winning author of Liquid Leadership: From Woodstock to Wikipedia which explores the subject of new leadership styles – mainly how to get the tech-savvy Generation Y and analogue driven Baby Boomers working together. ISBN-13: 978-1608320554

Known for his humorous and thought-provoking presentations, Szollose received the highest testimonial of his career from a C-Level audience member: "I just had my mind blown." Brad’s keynotes and workshops are highly interactive, heart-warming, humorous, and filled with high-content information that challenge assumptions and help leaders and managers create a better work environment for innovation to thrive.


Liquid Leadership has been called "THE guidebook for the 21st Century" and has won the 2011 Axiom Business Book Award silver medal for leadership, The Indie Business Book runner up silver medal as well as becoming a #1 Best-Selling Business Book on Amazon for Organizational Learning. Published in the United States by Greenleaf Book Group, in India by Prolibris and in South Korea by UI Books/Iljinsa Publishing.

Mr. Szollose also writes a monthly column on business and marketing techniques that reach Generation Y for A Captured Mind newsletter and is part of The Mind Capture Group faculty.

Today, Brad helps businesses close the Digital Divide by understanding it as a Cultural Divide – created by the new tech-savvy worker...and customer. 



* 2011 Axiom Business Book silver medal winner in the leadership

* #1 Amazon Best-Selling Author

"I just had my mind blown..." - A.S., Vistage, New York

Liquid Leadership by Brad Szollose is available at all major bookstores and for Kindle, Nook, iPad and Sony ereaders. Internationally published in India and S. Korea.