This is one of the reasons why I wasn't a success in India. Not so much anyway. The amount of corruption and decay present is just breathtaking. Even in the university sector where I spent so much time, I was gobsmacked at how professors and administrators would steal. Left right and centre son. It was crazy.
Having integrity is vital Kannu. You have to have the ability to sleep peacefully. It could be moral or religious but never compromise with your integrity or honour son. You, your colleagues and your company, rise and fall by this factor. I've been in several situations where the company fell down and it's been punished badly. But not badly enough son as you could have noted from the press articles. What really makes me upset is that because nobody was punished, everybody is punished. So by default I'm guilty of something that somebody else did in a country far away. It's no good telling me that we won't do it again. You can bloody well believe that we won't do it again. But there is a very good case to fire and ban people who did do fraud. Like in this company.
Keep your head up son, no hanky panky at work and nose clean. Honourable with high integrity.
I'm proud of you son
Dirty medicine - Fortune Features
By Katherine Eban
1. The assignment
FORTUNE — On the morning of Aug. 18, 2004, Dinesh Thakur hurried to a hastily arranged meeting with his boss at the gleaming offices of Ranbaxy Laboratories in Gurgaon, India, 20 miles south of New Delhi. It was so early that he passed gardeners watering impeccable shrubs and cleaners still polishing the lobby’s tile floors. As always, Thakur was punctual and organized. He had a round face and low-key demeanor, with deep-set eyes that gave him a doleful appearance.
His boss, Dr. Rajinder Kumar, Ranbaxy’s head of research and development, had joined the generic-drug company just two months earlier from GlaxoSmithKline, where he had served as global head of psychiatry for clinical research and development. Tall and handsome with elegant manners, Kumar, known as Raj, had a reputation for integrity. Thakur liked and respected him.
Like Kumar, Thakur had left a brand-name pharmaceutical company for Ranbaxy. Thakur, then 35, an American-trained engineer and a naturalized U.S. citizen, had worked at Bristol-Myers Squibb (BMY) in New Jersey for 10 years. In 2002 a former mentor recruited him to Ranbaxy by appealing to his native patriotism. So he had moved his wife and baby son to Gurgaon to join India’s largest drugmaker and its first multinational pharmaceutical company.