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Forbes
23-06-2025
- Business
- Forbes
20 Tech Leaders Share Lessons Learned From Failed Initiatives
Every technology leader has a project (or three) that didn't go exactly as planned. But wise leaders don't treat these moments as wholly wasted efforts, since they often teach more than the wins by exposing blind spots, shaky assumptions and opportunities to improve. The way a tech leader responds to a failed initiative often reveals their and their team's strengths more than the original plan ever could. Below, members of Forbes Technology Council discuss takeaways from their own project missteps that can help their fellow leaders navigate setbacks with greater clarity and confidence. 1. Maintain A Startup Mindset Setting up a team and structure too rigidly at the start can become a burden, not a foundation of success. We assumed early alignment would carry us forward, but it turned into an obligation, which was slowing decisions and working against change. Adopting a startup mindset—asset-light, adaptable and day-by-day focused—taught me that success comes from clarity, not fixed roles or plans. - Yogesh Malik, Way2Direct 2. Prioritize User Workflows Over Cool Tools A failed tech project showed me to focus on how users work, not just build cool tools. We made a great system, but users didn't use it because it didn't fit their needs. Now, I always ask users early to get it right. That means a user-centric and prioritized backlog for implementation. This has made me a better leader by keeping me practical and focused on what really helps people. - Rishi Kumar, MatchingFit Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify? 3. Don't Rely On Benchmarks Achieved In Isolation I shipped an early NLP voice agent before wiring in real-time, context-based hand-off to human CSRs. Accuracy benchmarks looked perfect in isolation, but customers got stuck and churned. That failure taught me to pair every model metric with a 'Can users finish the task?' metric. Now, new launches mandate shadow-mode pilots, field-tech feedback loops, and an instant human escape hatch. - Somil Gupta, Broccoli AI 4. Validate Assumptions Early in my career, I learned a key lesson: 'Don't assume; ask questions.' We launched a feature-rich solution that missed the mark because we didn't validate user needs. It led to poor adoption and wasted effort. Since then, I have focused on early stakeholder inputs, user impact and clear outcomes, shaping a more empathetic, communicative and outcome-driven leadership style. - Uttam Kumar, American Eagle Outfitters 5. Look Beyond Technology Technology alone isn't the answer. You need the business strategy, processes, data and skills to have a successful tech initiative. In fact, I would say that the tech is often the least important factor of that set of requirements. - Jason Kurtz, Basware 6. Anchor Decisions To Clear, Near-Term Priorities One key lesson I took from a failed initiative was to anchor every decision to the single highest-value problem I'm committed to solving within a one-year horizon. Since the world beyond 12 months is inherently unpredictable, I now use a simple rubric: Will this choice move us closer to that goal, or will it pull us off course? If it's the latter, I say 'no,' unless exceptions demand it. - Bharath Balasubramanian, Salesforce 7. Treat Interoperability As Nonnegotiable Early in my career, I saw clients invest millions in advanced enterprise systems only to abandon them because poor interoperability made real-world use impossible. It taught me early on that interoperability isn't optional. It is foundational to usability, adoption, long-term product success and future growth. - Ashish Singh, SeemaS, Inc. 8. Protect Your Integrity—Even If It Means Walking Away I learned that alignment matters more than revenue. In a co-managed IT setup, our security recommendations were ignored, putting both the client and us at risk. Walking away wasn't easy, but it reinforced the principle that protecting our integrity and setting clear boundaries is essential to long-term success and leadership growth. Parting ways professionally was a far better decision than trying to 'fix' it. - Ann Westerheim, Ekaru 9. Respect Cultural Context The definitions of right and wrong can vary dramatically from one country to another. This ends up being painfully evident on global projects that lack highly qualified PM oversight. Even the best software solution, if arrogantly configured from a myopic point of view (perhaps one that is right only in one location), can be viewed as a failure of the entire department, impacting IT's reputation. - Ken Feyder, Hermès of Paris 10. Find The Right Audience And Adapt To Their Needs I scaled a startup devoted to developing OCR technology to transcribe doctors' handwriting, but the market wasn't ready for it. So we pivoted to education: Teachers needed our solution to interpret messy student handwriting. The lesson I learned is that success is in finding the right audience and adapting to their needs. It shaped my leadership approach toward solving real problems for the right people. - Craig Crisler, SupportNinja 11. Set Clear Expectations With Customers Early On From a professional services perspective, every red account started its decline in the sales cycle. Mismanagement of customer capabilities and expectations is a key factor in failed initiatives. Change management and transformation are complex endeavors that require total alignment from leadership down to the line of business worker to ensure adoption and maximum ROI attainment. - David Pauli, Newton3 12. Do Your Homework Carefully It's important to get detailed information before beginning. There are always hidden stakeholders that we forget to account for in large tech initiatives. Solutions are often over-engineered and take more time to implement, only to fail due to misaligned expectations. Finally, it's essential to detect risks and manage them wisely. - Devendra Goyal, Think AI 13. Proceed With Curiosity, Not Just Conviction I learned not to fall in love with my own ideas. I built a product I loved, assuming others would, too, without validation. When no one used it, I realized the importance of customer feedback. It taught me to lead with curiosity, not just conviction. - Jason Penkethman, Simpro Group 14. Lead With Empathy A failed IAM rollout taught me the cost of skipping user engagement. We focused on technology, not user experience, leading to poor adoption. Since then, I have led with empathy, ensuring alignment between security goals and real-world user behavior. - Premsai Ranga, Price 15. Align Teams Around Purpose, Not Platforms One lesson I learned is that technology alone is not transformation. Early on, I focused too much on the technology as the solution and not enough on people and processes. That misstep taught me to lead with empathy and clarity, aligning teams around purpose, not just platforms. That shift made all the difference in driving real, lasting change with technology as the connector. - Lee Cage Jr., BDO 16. Recognize That Innovation Can't Be Outsourced I once led an initiative using a white-labeled product that wasn't designed for our specific needs—it was like forcing a square peg into a round hole. The experience taught me that innovation can't be outsourced and that clear, proactive communication is essential when managing client expectations during setbacks. - Chandler Barron, Barron Advisory™ 17. Establish A Realistic Strategy Early On To Guide Investments And Decisions I am passionate about developing sensitive biomarker detection technologies that will eventually be used for patient selection. These assays are often expensive and complex, making their implementation in prospective trials challenging. They must navigate regulatory processes. I've learned the importance of establishing a realistic strategy early on to make smart investments and decisions. - Rachel Tam, Bristol Myers Squibb 18. Fight Against Complacency Nothing will kill innovation faster than complacency. As a leader in the tech world, if you are more afraid of a deadline than you are of releasing a mediocre improvement, your company will fail. Somewhere out there is a company that is being forced to innovate in order to close the gap with you, and with every incremental improvement, you lose ground to their innovation. - Matthew Areno, Rickert-Areno Engineering, LLC 19. Value Early User Input And Iterative Improvement A failed tech initiative taught me that isolated development without early end-user involvement poses high risks. Our product launch failed to achieve its goals due to unvalidated assumptions. The experience taught me the importance of leading through curiosity while valuing user input and committing to iterative improvement. This experience taught me humility while helping me evolve into a collaborative and grounded leader. - Amit Ojha 20. Never Build In A Vacuum A failed tech launch taught me the hard way: Never build in a vacuum. We had a solid plan but skipped early user feedback—and it showed. The product missed the mark. That experience made me a stronger leader by showing the power of listening early and often. Now, I focus less on having the perfect answer and more on staying curious and connected to real user needs. - Bhupendra Singh, Marriott International
Business Standard
29-05-2025
- Business
- Business Standard
CEPT University Students Bring India Its First Victory at ULI Hines Student Asia Pacific Competition
PRNewswire Ahmedabad (Gujarat) [India], May 29: In a landmark achievement, a team of five students from CEPT University have clinched first place in the 2025 ULI Hines Student Competition - Asia Pacific, placing CEPT on the global map as the first Indian institution to win this internationally renowned competition in its 23-year history. The winners were announced today at the ULI Asia Pacific Summit in Hong Kong, where the CEPT team presented their visionary proposal before an audience of global industry leaders, academics, and peers. This year's competition saw participation from 33 multidisciplinary teams across 10 countries and territories in the Asia Pacific region. Finalist teams included CEPT University (India), The University of Melbourne (Australia), and Chulalongkorn University (Thailand). CEPT University had first entered the competition in 2024 and secured the first runner-up position. Representing India as the Zoning Out Crew, the winning team included Danish Sikkander, Pooja Save, Pranav Amarnath, and Rishi Kumar from the Master's in Urban Design, and Sriram Soni from the Master's in Urban Infrastructure program. The team worked under the mentorship of Purvi Chhadva, Program Chair of the Master's in Urban Design, and Dr. Mona Iyer, faculty member at Faculty of Planning, CEPT University. As part of their prize, the team will receive ULI memberships, travel and accommodation support, and the opportunity to engage with leading global professionals in real estate, planning, and urban innovation. The proposal 'Kai Tak 2050: The Active Shared City' submitted by CEPT University students reimagined the Kai Tak Waterfront in Hong Kong as a next-generation 'sharing city'--a vibrant urban model where density, integrated infrastructure, and community-driven design foster innovation, sustainability, and inclusive growth. The concept was anchored in five core pillars: shared mobility, green spaces, living, culture, and resources. The team proposed an urban future where sharing is not a compromise but a means to elevate quality of life. By treating density as an advantage, encouraging social interaction and active living, and fostering economic self-sufficiency, the proposal positions Kai Tak as a potential global benchmark for future high-density, livable, and resilient cities. The proposal featured a car-free, multi-level transit system, climate-resilient parks and rooftop farms, co-living and innovation hubs, a cultural corridor for learning and creativity, and a zero-carbon district powered by renewable energy and circular systems. Together, these components formed a forward-looking, inclusive urban blueprint. The jury praised the submission for its originality, financial feasibility, and community-first approach--recognizing it as a scalable and future-forward model for equitable and sustainable urban development. CEPT student Rishi Kumar, who led the Zoning Out Crew, said, "Leading the team in the ULI Hines Competition was an incredible experience of collaboration and growth. Each member deepened their skills--from strategy and storytelling to visualization and practical implementation--allowing us to craft a thoughtful, well-rounded design. Together, we embraced diverse perspectives and sharpened our ability to design beyond conventional boundaries." Reflecting on the significance of this achievement, Prof. Shalini Sinha, Dean, Faculty of Planning at CEPT University, emphasized the global relevance of the students' approach and the academic ethos that shaped it. "This award is not just a celebration of design excellence but a testament to our curriculum that encourages critical thinking, collaboration, and socially responsive urban solutions. It reinforces our belief that thoughtful planning, when backed by rigorous analysis and innovation, can drive transformative change," she said. Praising the team's exemplary performance and the global recognition the students have won, Prof Barjor Mehta, President of CEPT University, said, "This win is a proud moment. Our students have demonstrated that bold, people-centric ideas--when grounded in feasibility--can shape global conversations on the future of cities. This achievement is a milestone and a reflection of our growing role in shaping global urban futures." Organised by the Urban Land Institute (ULI) in partnership with Hines, the ULI Hines Student Competition - Asia Pacific is regarded as the region's most prestigious urban ideas challenge. It invites final-year undergraduate and graduate students to form interdisciplinary teams and respond to real-world urban development scenarios with innovative, sustainable, and financially viable proposals. Teams are given three weeks to deliver a comprehensive vision--covering planning, design, and financial analysis--for a real site in a major Asia Pacific city. The winning proposal can be accessed online. To view the narrative summary, click: About CEPT University CEPT University is a recognized leader in education and research in the areas of architecture, planning, design, technology and urban management. Its teaching programs aim to build thoughtful professionals and its research programs deepen understanding in its areas of expertise. CEPT University also undertakes advisory projects to support the national, state and city governments and large sections of private industry. Through its education, research and advisory activities, the University strives to contribute to enriching the lives of people in India's villages, towns and cities. The University comprises five faculties: viz. the Faculty of Architecture, the Faculty of Planning, the Faculty of Technology, the Faculty of Design, and the Faculty of Management. In December 2023, CEPT University was recognized by the Government of India as a Centre of Excellence in Urban Planning and Design. This comes with an endowment of Rs. 250 Crore to be used towards the research and training on India specific knowledge in Urban Planning and Design over the next 25 years. CEPT University was established by the CEPT University Act of 2005 enacted by the government of Gujarat. It was originally started in 1962 as the School of Architecture supported by the Ahmedabad Education Society. The Department of Scientific and Industrial Research (DSIR) of the Government of India recognizes the University as a Scientific and Industrial Research Organization (SIRO). CEPT University is recognized as a Center of Excellence by the Government of Gujarat. CEPT University has over 30 ongoing collaborations and exchange programs with top-ranked universities across the world.
Business Upturn
28-05-2025
- Business
- Business Upturn
CEPT University Students Bring India Its First Victory at ULI Hines Student Asia Pacific Competition
AHMEDABAD, India , May 28, 2025 /PRNewswire/ — In a landmark achievement, a team of five students from CEPT University have clinched first place in the 2025 ULI Hines Student Competition – Asia Pacific , placing CEPT on the global map as the first Indian institution to win this internationally renowned competition in its 23-year history. The winners were announced today at the ULI Asia Pacific Summit in Hong Kong , where the CEPT team presented their visionary proposal before an audience of global industry leaders, academics, and peers. This year's competition saw participation from 33 multidisciplinary teams across 10 countries and territories in the Asia Pacific region. Finalist teams included CEPT University ( India ), The University of Melbourne ( Australia ), and Chulalongkorn University ( Thailand ). CEPT University had first entered the competition in 2024 and secured the first runner-up position. Representing India as the Zoning Out Crew, the winning team included Danish Sikkander, Pooja Save , Pranav Amarnath , and Rishi Kumar from the Master's in Urban Design, and Sriram Soni from the Master's in Urban Infrastructure program. The team worked under the mentorship of Purvi Chhadva , Program Chair of the Master's in Urban Design, and Dr. Mona Iyer , faculty member at Faculty of Planning, CEPT University. As part of their prize, the team will receive ULI memberships, travel and accommodation support, and the opportunity to engage with leading global professionals in real estate, planning, and urban innovation. The proposal 'Kai Tak 2050: The Active Shared City' submitted by CEPT University students reimagined the Kai Tak Waterfront in Hong Kong as a next-generation 'sharing city'—a vibrant urban model where density, integrated infrastructure, and community-driven design foster innovation, sustainability, and inclusive growth. The concept was anchored in five core pillars: shared mobility, green spaces, living, culture, and resources. The team proposed an urban future where sharing is not a compromise but a means to elevate quality of life. By treating density as an advantage, encouraging social interaction and active living, and fostering economic self-sufficiency, the proposal positions Kai Tak as a potential global benchmark for future high-density, livable, and resilient cities. The proposal featured a car-free, multi-level transit system, climate-resilient parks and rooftop farms, co-living and innovation hubs, a cultural corridor for learning and creativity, and a zero-carbon district powered by renewable energy and circular systems. Together, these components formed a forward-looking, inclusive urban blueprint. The jury praised the submission for its originality, financial feasibility, and community-first approach—recognizing it as a scalable and future-forward model for equitable and sustainable urban development. CEPT student Rishi Kumar , who led the Zoning Out Crew, said, 'Leading the team in the ULI Hines Competition was an incredible experience of collaboration and growth. Each member deepened their skills—from strategy and storytelling to visualization and practical implementation—allowing us to craft a thoughtful, well-rounded design. Together, we embraced diverse perspectives and sharpened our ability to design beyond conventional boundaries.' Reflecting on the significance of this achievement, Prof. Shalini Sinha , Dean, Faculty of Planning at CEPT University, emphasized the global relevance of the students' approach and the academic ethos that shaped it. 'This award is not just a celebration of design excellence but a testament to our curriculum that encourages critical thinking, collaboration, and socially responsive urban solutions. It reinforces our belief that thoughtful planning, when backed by rigorous analysis and innovation, can drive transformative change,' she said. Praising the team's exemplary performance and the global recognition the students have won, Prof Barjor Mehta , President of CEPT University, said, 'This win is a proud moment. Our students have demonstrated that bold, people-centric ideas—when grounded in feasibility—can shape global conversations on the future of cities. This achievement is a milestone and a reflection of our growing role in shaping global urban futures.' Organised by the Urban Land Institute (ULI) in partnership with Hines, the ULI Hines Student Competition – Asia Pacific is regarded as the region's most prestigious urban ideas challenge. It invites final-year undergraduate and graduate students to form interdisciplinary teams and respond to real-world urban development scenarios with innovative, sustainable, and financially viable proposals. Teams are given three weeks to deliver a comprehensive vision—covering planning, design, and financial analysis—for a real site in a major Asia Pacific city. The winning proposal can be accessed online. To view the narrative summary, click: About CEPT University CEPT University is a recognized leader in education and research in the areas of architecture, planning, design, technology and urban management. Its teaching programs aim to build thoughtful professionals and its research programs deepen understanding in its areas of expertise. CEPT University also undertakes advisory projects to support the national, state and city governments and large sections of private industry. Through its education, research and advisory activities, the University strives to contribute to enriching the lives of people in India's villages, towns and cities. The University comprises five faculties: viz. the Faculty of Architecture, the Faculty of Planning, the Faculty of Technology, the Faculty of Design, and the Faculty of Management. In December 2023 , CEPT University was recognized by the Government of India as a Centre of Excellence in Urban Planning and Design. This comes with an endowment of Rs. 250 Crore to be used towards the research and training on India specific knowledge in Urban Planning and Design over the next 25 years. CEPT University was established by the CEPT University Act of 2005 enacted by the government of Gujarat. It was originally started in 1962 as the School of Architecture supported by the Ahmedabad Education Society. The Department of Scientific and Industrial Research (DSIR) of the Government of India recognizes the University as a Scientific and Industrial Research Organization (SIRO). CEPT University is recognized as a Center of Excellence by the Government of Gujarat. CEPT University has over 30 ongoing collaborations and exchange programs with top-ranked universities across the world. Photo: Logo:
New York Times
02-05-2025
- Entertainment
- New York Times
This Is the Moment for Mexican Indian Food to Flourish
Hamachi crudo and its endless, perfunctory variations blur together, but the rendering at Mirra, in Chicago, is a striking thunderbolt of flavor: slices of yellowtail drenched in lime-spiked buttermilk, hot and tangy with a garlic and serrano achar, tucked under a delicate crunch of nopales, ginger and curry leaves. In one bite, the fresh and drinkable buttermilk, called chaas in Hindi, is invited to party with Sinaloan aguachile, bringing together flavors from India and Mexico into something new, delicious and essentially stateless. 'Is it Indian? Is it Mexican?' Rishi Kumar said on the phone. 'No, it's something else.' Mr. Kumar and the co-chef Zubair Mohajir opened their restaurant last year in the Bucktown neighborhood, and quickly found the house packed for their energetic and sharply intelligent Mexican Indian cooking. It's not unusual to see margaritas crowding tables in the late afternoon as diners share quesadillas shining with melted Amul cheese and rip pastry off their lamb barbacoa biryani. Like the more successful dishes on the menu, the biryani surfaces regional ingredients and techniques without veering toward the formulaic. Mexican Indian food might sound like a bit of a novelty, orchestrated for a fast-food chain's viral marketing campaign — it's not. Want all of The Times? Subscribe.
The Hindu
01-05-2025
- Politics
- The Hindu
Indians and Pakistanis at Attari border: The people who bear the weight of a divided history
Ripples of rising hostility between India and Pakistan after the recent terror attack in Jammu and Kashmir's Pahalgam are strikingly noticeable at Attari-Wagah, the international border between the two countries. Anguish, dismay, uncertainty, and resilience are all palpable in Punjab's Amritsar and its border villages, even as tensions between the nuclear-armed nations and temperatures of the scorching summer continue to soar. At Baisaran meadow, near Pahalgam in Anantnag district of Jammu and Kashmir, 26 people, all but one of whom were tourists, were killed by terrorists on April 22. A day later, India, in protest against the attack, which it attributes to Pakistan, announced a series of diplomatic measures, including the closure of the Attari border. It asked almost all Pakistani nationals to leave India. In response, Pakistan suspended trade with India and visas issued to Indian nationals. This forced several nationals from both countries to cut short their trips and return to their home country. The deadline for Pakistani citizens on visas — excluding those on medical, diplomatic, and long-term visas — to leave India was April 27. Several people, including women and children, lined up at Attari to cross over to Pakistan. Emotions ran high with many taking unexpected and tearful leave from relatives and friends. From the Pakistani side, several Indians made their way to India. Many families with mixed nationalities are staring at separation with no end date. 'My wife Savita has a Pakistani passport, but my two kids are Indian. They had gone to Pakistan to meet her family a few days ago. We have been married for 13 years and she has visited Pakistan on different occasions and returned. This time she is being held back. The authorities in Pakistan are allowing only our children to return,' says Rishi Kumar from Maharashtra's Kolhapur. He reached Attari on April 24 and stood waiting outside the Integrated Check Post (ICP). 'Why are we being separated? I don't know what to do now. What happened in Pahalgam is condemnable beyond words, but I hope and pray the situation doesn't deteriorate between the two countries. Peace should prevail,' says Kumar, who spent three days trying to find a way to reunite with his family. After five days of turmoil, on April 29, he heaved a sigh of relief when Pakistani authorities allowed his wife and children to cross over to India. Families fret As many as 537 Pakistani citizens left India between April 24 and 27, when the first deadline came to an end, while 850 Indians arrived from Pakistan. On April 28 and 29, as many as 249 Pakistanis left India via the ICP, while 527 Indians returned to the country .Over the years, families and communities that were split at the time of Partition have attempted to stay in touch via the trans-boundary connect. But whenever bilateral relations are strained, people suffer. Despite the creation of India and Pakistan as separate countries in 1947 — a time that was marred by violence and bloodshed — a sense of shared cultural identity across the border has remained intact for years. Attari-Wagah has stood witness to both turbulent times and kinship. Being the only land route for trade and travel between India, Pakistan, and Afghanistan, its economic significance has been critical over the years, especially for locals. It is situated on the historic Grand Trunk Road, one of South Asia's oldest, which dates back to the Mauryan period, though it was redone by Sher Shah Suri, one of the rulers of Delhi. Organised since 1959, the Beating Retreat ceremony at the ICP every evening is a key attraction for tourists from across India. Both countries lower their flags, with the Border Security Force (BSF) and the Pakistan Rangers playing key roles. The tone of the ceremony, whether amplified or moderated, indicates the depth of strained ties and the level of animosity. Now, it is low-key, with half the attendance compared with the usual turnout of 25,000 on weekends and 18,000-20,000 on weekdays, a BSF officer says. With a short window to exit India, people jostled at the ICP to cross over to Pakistan, even as they made their way in vehicles and autorickshaws loaded with luggage to the passenger terminal guarded by the BSF. While those holding a Pakistani passport were allowed to leave, the others, even family members, were stopped. An upset Wajeeda Khan, 24, an Indian national who married a Pakistani and came to India in February to meet her parents, is uncertain about reuniting with her husband, who is waiting on the other side of the border. 'I am an Indian and got married a decade ago in Karachi. My two children were born in Pakistan and they are Pakistani nationals. How can I stay here and send my children across the border?' she says, tearfully. Elham Destani, an Iranian national and solo traveller, is worried about reaching her country. 'I travel across the globe in my camper van to spread the message of peace. Attari-Wagah is the only road route for me to reach my home in Iran. I have a 'tourist visa on road' and I have been in India for the past 75 days. I just want to go back home,' she says, dejected as she parks her van on the roadside close to the ICP. The Attari-Wagah border is both a physical and symbolic gateway. In 1999, then Prime Minister Atal Bihari Vajpayee started the Delhi-Lahore bus service through this border and travelled on the inaugural bus to meet then Pakistan Prime Minister Nawaz Sharif. Blood and country Many Indian nationals arriving from Pakistan expressed anguish over the Pahalgam terror attack, justifying India's firm stance. Ali Hasan, 58, says, 'I am an Indian first. We have blood ties across the border, but that is secondary for us. What happened in Pahalgam was inhumane and I stand with my country.' His uncle's family went to Pakistan at the time of Partition and chose to settle in Lahore, about 50 km from Amritsar, once twin cities. 'My cousin was unwell, so my wife and I went on April 8 on a month-long visa to meet him,' says Hasan, who is a farm worker in Haryana's Sonipat. After the terror attack, the BSF scaled down the Beating Retreat ceremony at three locations — Attari, Hussainiwala, and Sadki — along the Pakistan border in Punjab. Among the three posts, Attari witnesses the maximum crowd. On April 26, as the sun went down, the border gates remained closed during the ceremony at Attari and the symbolic handshake between the Indian guard commander and the Pakistani counterpart didn't take place. These steps, according to the BSF, reflects 'India's serious concern over cross-border hostilities and reaffirms that peace and provocation cannot coexist'. Usually, patriotic songs are played during the soldiers' perfectly rehearsed drill. People from the spectator gallery join the chorus in nationalistic fervour, waving the flag, with the Tricolour painted on their faces. The festivity, including dancing by visitors, is dull though. 'We are the immediate sufferers whenever tensions escalate between India and Pakistan. There are hardly any customers in dhabas now and daily business has taken a hit. Once the check post is completely shut down, our future will be bleak. We stand with the country but request the government to ensure that some steps are taken for our survival as well,' says Abhijit Singh, who runs a dhaba opposite the ICP. At Attari, while locals stand firmly by the decisions of the government, they are concerned about their livelihood in the absence of cross-border trade. Local businesses have already taken a hit since the halting of bilateral trade following the Pulwama terror attack in 2019. Since then, there has been only sparse cargo movement from Afghanistan at Attari's land port at the ICP. However, this too has been stopped for now, impacting traders, customs house agents, truckers, and porters, among others. Tarsem Singh, a 38-year-old porter, says, 'Once the ICP completely shuts down, life will be difficult for me and many others like me. Already, the trucks that were coming from Afghanistan have stopped, so there has been no work at the cargo terminal since April 24. The passenger terminal will be closed in a few days. Where will I go? How will I sustain my family?' he says, dropping his head in despair. Away from Attari, at Dera Baba Nanak town in Gurdaspur district, the Kartarpur Corridor, which connects Kartarpur Sahib gurdwara in Pakistan with Dera Baba Nanak shrine in India, is still open and pilgrims continue to access the historic gurdwara in Pakistan without the need for visas. Notably, amid the ongoing tensions, Pakistan has suspended visas of all Indians except Sikh pilgrims. Pilgrims from India continue to travel to Kartarpur to pay obeisance at the gurdwara and return the same evening. A matter of safety Punjab villages adjacent to the international border have often been at the receiving end of diplomatic fallout and economic disruptions. About80 km from Attari, in Gurdaspur district's Rose village, situated on the international border, the sentiments are somewhat different. 'There's no sense of fear among the villagers. It's not the first time that there has been tension with Pakistan; we are used to it and not afraid. In 2016, when India conducted surgical strikes, villagers were asked to move to a safer place, but hardly anyone left the village. We don't run. In fact, if the situation demands it, we will help the Army in whatever way we can,' says 58-year-old Harkeet Singh, who is harvesting wheat on his 100-acre farm situated close to the fence constructed by India near the 'zero line', the actual boundary line between the two countries. He says it is difficult to cultivate here as there's limited time given for farm operations. 'Each time I go to my farm, I have to take permission and complete paperwork. It's time-consuming. On the Pakistani side, there's no fencing, so the stray cattle damage the crop. Problems are there and we want the government to solve our issues. But now, our nation's priority is our priority.' Even as tensions continue to escalate between the two neighbours, the scars of a violent past and the pain of families torn apart resurface. 'I hope the situation normalises soon. Whenever tension rises between India and Pakistan, residents of the border villages have to bear the brunt,' says Daljeet Singh, 60, who is in a hurry to harvest the wheat crop on his 1.5-acre farmland close to the international border. Edited by Sunalini Mathew
