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Uday Shankar’s tips to win COVID2019 crisis

Published

6 years ago

April 16, 2020

MUMBAI: It is hard to measure the impact of COVID2019, harder to predict when everything will get back to normalcy. The uncertainty created by a virus, which is worse than a war, is instilling fear into minds. How does someone come out stronger amidst this chaos? The Walt Disney Company APAC chairman and Star and Disney India president Uday Shankar suggests simple measures – building core strength, reduce liabilities, taking calibrated risks and strategising.

Even as the fear of catching the virus looms large, the economic instability is adding more worry. However, Shankar prioritises safety and reminds that unless you are safe there is nothing to look forward to.

“The economy does look bad. There’s no trying to soften the bad news. So, let’s all get prepared. Today, if the entire country is going to be locked down, the wings of economy have come to a halt and it looks like a couple of quarters will be lost in terms of economic value,” he says reminding us about upcoming second-order, complex challenges like reduction in salaries, job losses, businesses struggling with liquidity and cash, etc.

“This is a kind of economic setback that this country has not seen since independence. We had many hiccups and turbulences along the way but this kind of undifferentiated and pan-national economic crisis is not something we have seen,” he states.

Despite all the negativity surrounding us, Shankar advises us to have a positive outlook. “I think the world has become tougher. This virus has created a crisis which is unprecedented. However, the world is not going to come to an end; this is not Armageddon. It has seen crises like this and has survived to grow stronger,” he says.

Calling himself a ‘practitioner’, as is true with Shankar’s shift and rise from a journalism background to being one of the world mavericks of the media and entertainment world, his suggestion is to not let the fear of the unknown overtake you.

Here are his four tips:

Calibrated risks

Shankar’s first tip to everyone – individuals and businesses – is to reduce the risk. Focus on your core skills and build on that by acquiring knowledge. “Invest your time in learning a new skill. Knowing something is always uplifting. It gives you confidence. It is a journey from awareness to knowledge,” he says.

However, he warns against gambling in this uncertain period. “There’s a difference between a gamble and a risk. You don’t know if this is the bottom or it’s further down. So, I don’t recommend gambling,” he points out.

Reduce liabilities

With less cash in your pockets, everyone needs to reduce their liabilities. Anything that’s not urgent can wait. Sharing an anecdote from his life at Star India, Shankar says that right after he took over the business, the world was hit by the 2008 economic crisis.

“It looked like the world that would come to an end but I decided that there has to be an opportunity. My team and I decided to build on our core strength – our entertainment channel Star Plus. We decided to invest in that and not do anything new for some time. After that, our core business got stronger and we had fewer liabilities,” he shares.

Strategise

Even without an MBA background, Shankar spells out strategy in simple words: making choices. “There’s no better time than now to take decisions on what you will do, absolutely not do or postpone. All you need is clarity and purpose. Hit pause, rethink and think about how to lighten your load,” he guides those in the webinar.

What has helped Shankar take the right calls in his journey from being a journalist to a media honcho is going with his gut instinct. He advises not to turn away from any information but process it for yourself.

Star India, being one of the biggest content churning broadcasters, gets a lot of story pitches on a daily basis. Shankar picks what his gut says will work. “There’s no guarantee it will succeed but I will know that I failed doing what I wanted to do rather than what someone else wanted to do. You don’t want to fail and feel miserable that it was someone else’s suggestion. In most cases, the first attempt is not successful but if it’s something you’ve always wanted, you will make it work,” he says.

Conviction

Star India’s OTT platform Disney+Hotstar, launched five years ago as just Hotstar is today one of the top world players. But, in 2015, Shankar’s ambition was criticised. India was an expensive and data-dark market. But Shankar envisioned that people without TVs but with access to smartphones would want to consume video content. So, despite someone warning him that his “company has too much money and bosses too much faith in him”, akin to saying you’re investing in a losing proposition, his bet has played off.

As data got democratised, opportunities opened up. “I wouldn’t have had the confidence if I did not have the conviction,” he says.

Similarly, the company placed a bet on sports when everyone thought it had nothing new to offer. “I believed the power of cricket was only going to grow. That’s been our experience in the last five to six years. The number of consumers has doubled. The other is the story of kabaddi. They believed it was a 1000-year-old dead sport. Ronnie (Screwvala) was one of the first to believe that people will watch kabaddi if it’s made to look like a serious modern sport. Today, it is the second-most-watched sport in the country,” he reminisces.

Along the way, he rejected taking up many other sports, such as basketball, which have been successful in other countries. “I believed I understood India and I realise that Indians would like to watch something they’ve grown up with and seen in their neighbourhood. So, my message is to stay with your conviction and do not go for applause in the stadium,” he says.

His final message is to stay positive. If you're safe and healthy you will be able to finally triumph. He also tells people to look into the failures of those who have been successful. “There are a lot of us who admire many leaders. The problem with all of us is we read only the success. Rarely do we get an insight into the journey to success. All the people that I admire have had to face many setbacks, failures and handicaps before gaining the success that the world admires,” he states.

Praising the country’s tackling of COVID-19, Shankar mentions, “This country has been ahead of the curve. Yes, a lockdown is miserable. But individuals and the country will come out stronger. We need to be positive and not selfish. Today, we need community, friends, family and the nation even more than we have needed in the past.”

In a short Q&A session, Screwvala posed a question on how the youth can have long-term views rather than weekly. Shankar reiterates the need to think long-term because the short term is only likely to get worse.

“It is going to be fluid and bad. Though we should hope for it to get better, we need to be realistically prepared for it to get worse. India is a country of youth. We have a long life ahead of us. A few quarters and even a year or two is not what we’re planning. The youth are impatient and full of energy. They want to achieve everything overnight. You will dissipate a lot of energy and get frustrated in doing that.

To do that, Shankar says that people need to build endurance which he thinks is a skill visible in a marathon, even though the marathon runner may look ‘unattractive and unsexy’ as compared to a 100-metre sprinter.

Speaking on consumer patterns, the Disney boss is aware that people will be extremely cautious about being in crowded places and that will determine their behaviour. The environment is going to be cynical and full of fear. Consumers will be conservative as the changing lifestyle will persist even after the lockdown is lifted. Hence, instead of going for five things at a time, he asks to take one-two tasks and see if they can deliver the same business goals.

While many have been pushed into working from home, Shankar is no different. But this new normal, for him, has brought more efficiency. “It is exhausting and tiring because there is no difference between work and home but I find myself more productive since I can focus more on what’s important and urgent. At work, we spend a lot of time doing trivial and inessential things,” he shares about his work-from-home experience.

Leading a bunch of teams across APAC, Screwvala asks what qualities he admires in other countries. To this, Shankar says that China’s discipline and Japan’s dedication and collaborative spirit are admirable.

To leaders, Shankar says that it is a time to pause and start again. He calls the COVID-19 crisis a washout. Just because something worked before the crisis, does not mean it will afterwards, too. “Production of our [Star India] shows has stopped and the habit may have been interrupted. The fact that it was doing well before lockdown is not the reason why the show will be watched again,” he says grimly.

To the youngsters looking at a career in media, he says that one of the key reasons to choose this field is because “Even Corona doesn’t stop the consumption of media”. Shankar says that whenever the world feels uncertainty, it gravitates to media – content. Information and awareness give you a sense of comfort and assurance in the volatile world.

However, the media is also relentless and if you don’t mind challenging yourself every single day, and being fine with the fact that what you’re going to say is going to be judged by every person, there’s every reason to be in media.

He concludes with a cricket analogy. “It’s the time to watch every cricket ball and let most of the balls go. Then pick your ball and hit it out of the park.”

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Awards

Hamdard honours changemakers at Abdul Hameed awards

Published

6 days ago

February 7, 2026

indiantelevision.com Team

NEW DELHI: Hamdard Laboratories gathered a cross-section of India’s achievers in New Delhi on Friday, handing out the Hakeem Abdul Hameed Excellence Awards to figures who have left their mark across healthcare, education, sport, public service and the arts.

The ceremony, attended by minister of state for defence Sanjay Seth and senior officials from the ministry of Ayush, celebrated individuals whose work blends professional success with a sense of public purpose. It was as much a roll call of achievement as it was a reminder that influence is not measured only in profits or podiums, but in people reached and lives improved.

Among the headline awardees was Alakh Pandey, founder and chief executive of PhysicsWallah, recognised for turning affordable digital learning into a mass movement. On the sporting front, Arjuna Awardee and kabaddi player Sakshi Puniya was honoured for her contribution to the game and for pushing women’s participation onto bigger stages.

The cultural spotlight fell on veteran lyricist and poet Santosh Anand, whose songs have echoed across generations of Hindi cinema. At 97, Anand accepted the honour with characteristic humility, reflecting on a life shaped by perseverance and hope.

Healthcare honours spanned both modern and traditional systems. Manoj N. Nesari was recognised for strengthening Ayurveda’s place in national and global health frameworks. Padma shri Mohammed Abdul Waheed was honoured for his research-backed work in Unani medicine, while padma shri Mohsin Wali received recognition for his long-standing contribution to patient-centred care.

Education and social development also featured prominently. Padma shri Zahir Ishaq Kazi was honoured for decades of work in education, while former Meghalaya superintendent of Police T. C. Chacko was recognised for public service. Goonj founder Anshu Gupta received an award for his dignity-centred rural development initiatives, and the Hunar Shakti Foundation was honoured for empowering women and young girls through skill development.

The Lifetime Achievement Award went to former IAS officer Shailaja Chandra for her long career in public healthcare and governance, particularly in the traditional systems under Ayush.

Speaking at the event, Hamdard chairman Abdul Majeed said the awards were a tribute to those who combine excellence with empathy. “These awardees reflect Hakeem Sahib’s belief that healthcare, education and public service must ultimately serve humanity,” he said.

Minister Seth struck a forward-looking note, saying India’s young population gives the country a unique opportunity to become a global destination for learning, health and wellness by 2047.

The ceremony also featured the trailer launch of Unani Ki Kahaani, an upcoming documentary starring actor Jim Sarbh, set to premiere on Discovery on 11 February.

Instituted in memory of Unani scholar and educationist Hakeem Abdul Hameed, the awards have grown into a national platform that celebrates those building a more inclusive and resilient India. For one evening at least, the spotlight was not just on success, but on service with substance.

MAM

Why the best campaigns today start with insights, not ideas

Published

6 days ago

February 7, 2026

indiantelevision.com Team

MUMBAI: For decades, creative storytelling has been the cornerstone of brand communication. The “big idea” amplified through catchy jingles, striking visuals, and memorable hooks was once the gold standard for relevance and recall. Creativity defined presence, and the loudest, boldest campaigns often won attention.

But the marketing landscape today looks very different.

Audiences are more exposed, more discerning, and far less patient. They are inundated with messages across platforms, formats, and creators, often encountering hundreds of brand touchpoints in a single day. In this environment, creativity alone especially when untethered from real consumer truths is no longer enough to move behaviour. Great ideas are abundant. Meaningful impact is not.

This is where insights matter.

The difference may seem subtle, but it is fundamental. An idea represents what a brand wants to say. An insight reflects what the audience is already thinking, feeling, or experiencing. The most effective campaigns emerge not from cleverness alone, but from the intersection of these two forces.

From creativity to relevance

As the marketing ecosystem becomes increasingly saturated, consumers are growing immune to inflated claims and surface-level storytelling. Even beautifully crafted campaigns can fail if they are disconnected from lived realities. The gap between a brand’s internal enthusiasm and the audience’s actual sentiment can be the difference between attention and indifference.

Insights help bridge this gap. They force brands to pause, listen, and observe to understand emotions, behaviours, cultural contexts, and contradictions. Instead of trying to be remembered through louder branding, insight-led campaigns allow audiences to see their own experiences reflected back at them. When a campaign articulates a problem that feels personal, relevance is created. Trust follows.

Insight is interpretation, not information

It’s important to distinguish between data and insight. Data tells us what is happening. Insight explains why it is happening. While data is measurable and structured, insights are interpretive and dynamic, shaped by real-time sentiment and human behaviour.

Modern consumers are full of contradictions. They demand authenticity while remaining deeply aspirational. They want brands to take a stand but expect nuance, not instruction. They seek transparency, yet are drawn to curated narratives. These tensions are not obstacles, they are opportunities. When understood correctly, they can shape communication that feels timely, credible, and human.

Some of the most effective campaigns today are born not in isolated brainstorm rooms, but through listening to audiences, creators, editors, online communities, and cultural signals. Insights often exist in blurred patterns, but once identified, they can redefine how a brand connects.

A recent campaign we executed for Domino’s illustrates this shift clearly. The brief wasn’t to make a pizza look bigger or louder. Instead, it was rooted in a simple behavioural truth: in Tier 2 and Tier 3 markets, sharing food is an emotional act tied to family, celebration, and value perception. The “Big Big 6-in-1 Pizza” became a canvas for this insight. The campaign leaned into regional voices and real sharing moments, allowing people to show how they experienced the product rather than being told why they should buy it. Influencers and celebrities amplified genuine usage, not scripted endorsements. The impact from engagement to footfall to sales came not from a clever idea, but from understanding how people relate to food in their everyday lives.

Shifting the starting point

Today’s consumer landscape demands a shift in perspective from “What should the brand say?” to “What does the audience need to hear right now?” This marks a move away from inward-led marketing toward communication shaped by behaviour, emotion, and cultural relevance.

Brands leading today are keen observers. They notice when perfection stops resonating. They sense when luxury shifts from aspiration to excess. They recognise when influencer content begins to feel repetitive and trust erodes.

Virality, too, is often misunderstood. It is not a strategy to chase, but an outcome. Campaigns rooted in insight do not aim to go viral; they aim to resonate. When content reflects something familiar, a shared truth, emotion, or tension, it travels organically because people see themselves in it.

Ideas attract attention. Insights build connection.

The evolving role of PR

For PR professionals, this shift has redefined success. Coverage volume alone no longer tells the full story. The more meaningful questions today are: Did the communication influence behaviour? Did it align with cultural conversations? Did it address a real consumer pain point?

Insight-first thinking allows these questions to be answered at the planning stage, rather than corrected midway through execution.

In a world where formats and platforms will continue to evolve, what remains constant is the power of authentic communication. The strongest campaigns today do not begin with a brainstorm, but with observation, interpretation, and empathy. That is not just better marketing, it is more responsible, resilient, and meaningful brand-building.

Brands

Ahmad Muneeb elevated to VP – HR centre of excellence at Zepto

Published

6 days ago

February 7, 2026

indiantelevision.com Team

MUMBAI: Zepto has elevated Ahmad Muneeb to vice president – HR centre of excellence, placing him at the helm of the company’s total rewards, executive compensation and organisational effectiveness as the quick-commerce firm powers through a high-growth phase.

The move follows his stint as senior director of the HR COE, where he played a central role in preparing the company for IPO readiness while scaling its people analytics capabilities. During this period, Muneeb helped align complex performance management structures with more streamlined and scalable employee experience frameworks.

In his new role, he will steer the design of total rewards strategies, executive compensation planning and organisational design, while also overseeing performance management, employee experience initiatives and people analytics programmes.

Before joining Zepto, Muneeb spent nearly three years at Meesho, where he held multiple rewards and HR business partner roles. Earlier in his career, he worked as a senior rewards consultant at Mercer, advising high-tech clients on compensation benchmarking, pay structures and talent-focused reward frameworks.

He began his hr journey at Cognizant, where he supported compensation programmes for nearly two lakh employees across India and worked on m&a compensation alignment and skill-based pay initiatives. Prior to moving into HR, Muneeb started his career as a software engineer at Netcracker, bringing a technical grounding to his people strategy work.

With a mix of consulting rigour, start-up agility and enterprise-scale experience, Muneeb’s elevation signals Zepto’s continued focus on building robust people systems as it races towards its next phase of growth.