Wednesday, November 7, 2012

Is "Command" a saleable skill?

The reason I write about this is because many military officers are putting "command" down as a skill, strength or achievement in their resumes while seeking re-employment in civvy street. I guess the reason is that it appears to equate to leadership. Is it? While "military leadership" is associated with command (and therefore the reason for all the confusion), "leadership" in civvy street is defined more as a process of social influence in which one person can enlist the willing aid and support of others in the accomplishment of a common task."

Command as we understand it in the military is the exercise of authority at all levels in the military hierarchy, where the scope of the authority is vested in the rank held by the individual. The military understand this well and this is accepted as routine.

However in civvy street, "command" has an altogether different connotation. It is considered autocratic, associated with arrogance ("of power") and is placed at one extreme end of the spectrum of leadership styles.


At the other end is laissez-faire or free reign. In between these two extremes is where most of the present day corporate leadership styles permeate and the trend is most definitely to the right of the spectrum (see diagram above).

The work world is becoming more and more technically complex and knowledge resides with specialist employees. The management of such employees requires a different set of leadership attributes than the one normally used in the military. Approaches in the participative style, such as "consensus building", is almost alien in the military.

So, bottomline is that once you hang up your boots, hang up terms such as "command" too. Veterans who have already made the transition will understand what you have done without your having to spell it out. For the rest, the terms will either been totally alien, or evoke mirth!

That cannot possibly be your objective.

Wednesday, October 10, 2012

Reputation of Indian Corporate Houses

An article in "The Globe and Mail" a Canadian media house website, titled "Toronto research firm rocks clubby world of India Inc." (read article),  is revealing. It talks about manipulative accounting, poor disclosure practices, siphoning of funds, poor quality balance sheets and other gaping flaws in transparency at major Indian real estate, communications, and infrastructure firms including IndiaBulls, Kingfisher Airlines, DLF and Reliance among others.

The research firm specified in the article above is Veritas Investment Research Corp, which in relation to DLF, points to questionable related-party transactions, aggressive and conflicting accounting policies, self-enrichment and inability to deliver on promises, and a balance sheet stretched to the limit, with no free cash flow and no credible plan to de-lever its balance sheet. It further states that "If your investment decision incorporates management integrity, then bypassing DLF will be an easy choice."

The article further quotes from credible sources to isolate the problem, attributing it to concentrated ownership or controlling entities, such as family groups or the state, which makes it fertile field for tunnelling or diversion of wealth and other private benefits of control.

A must read!

References
1. Singh, Shalini; "Behind Robert Vadra's fortune, a maze of questions" The Hindu, New Delhi [Oct 08, 2012]; <http://www.thehindu.com/>
2. Nolen, Stephanie; "Toronto research firm rocks clubby world of India Inc.' The Globe and Mail, [Aug 21, 2012]; <http://www.theglobeandmail.com/>

Monday, September 17, 2012

On Nation Building

I took a long break as I had answered most of the questions put to me over the years on the subject of military to civil transition. I ended with the suggestion of what I thought was the best way we could give back to the country post retirement. Many may argue that with 30 to 40 years of uniformed service, we will have done our bit for the country and that it was payback time. But if you think though this, you will see reason why you can do much more now that you are out of uniform than anything you may have done in the past. The reason is that, there are no limitations, no regulations, no army act and definitely no pondering the state of civil-military relations.

Over the next several posts, I will first develop my own concept of nation building. The prime objective is to create an nation-wide organization that will serve as a support platform for real leaders and statesmen. This organization has to be conceptualized, and then developed to a point where it becomes self-sustainable. It needs constant revitalization with fresh young minds and people with vision and leadership. It needs a sustainable revenue model. And it needs reach.



How do you develop such an organization from scratch? And what do I mean by a "support platform"? These are some of the answers I will seek and develop over the the next several weeks.

PS: I have started this endeavor under a separate blog. It has not reached a critical mass, but you can find it at Doodling with Politics.

Friday, June 15, 2012

The Business of Nation Building

All this while I had been talking about the "how to" of military to civvy street transition. That was probably more relevant to those who chose to retire without a pension, either because you were short-service commissioned officers or those who resigned (<10 years of service) or retired prematurely (<20 years of qualifying service).

But what about those of you who have superannuated or put in the minimum of 20+ years required to qualify for a pension! Should you work for a corporate entity in the public or private sector?

The answer would depend on your interests, of course. And your financial situation. However, if you ask me, I will always suggest that you do anything, even setup your own business, but don't ever join a private sector company? At the end of the day, it is just not worth it.

Why?
Because you are so much more versatile than the private sector will allow you space for. They will argue that you do not have industry experience, that you don't have the pedigree of an IIT/IIM, that you did not possess the relevant skills for the job or often, that you are not adequately networked within the industry or the target market for them to consider you seriously.

They definitely don't see your versatility, they don't correlate the type of assignments you have had with the existing or emerging needs of the industry primarily because they don't understand what goes into those assignments. And they definitely will not acknowledge the fact that many of us who have succeeded in the private sector came from the same background and started from scratch.

So what should you do?
If it catches your interest, I will suggest you get on to the very critical task and unfulfilled task of nation building. Yes, the very same task of nation building that stopped a few years after our independence from British colonial rule in the summer of 1947. My best guess is that it lasted all of 10 years, after which petty power politics overtook nation building.

There is so much left to do. When George Orwell wrote "The Animal Farm", he was of course using it as a parody for the problems following the birth of the communist Soviet Union in the October Revolution. Our nation suffered a similar fate in the years post independence.

Orwell's' novel addresses not only the corruption of the revolution by its leaders but also how wickedness, indifference, ignorance, greed and myopia corrupts any revolution. It portrays corrupt leadership as the flaw in the revolution, rather than the act of revolution itself. It also showed how potential ignorance to problems within a revolution allowed the subsequent horrors to happen when a smooth transition to a people's government was not achieved.

What was the status of India on 15 August 1947. We were a collective of hundreds of princely states, some independent, with most under loosely administered British presidencies, residencies and agencies. This besides the several colonial enclaves controlled by France and Portugal.

Then, through a combination of factors, Vallabhbhai Patel and VP Menon convinced the rulers of almost all of the hundreds of princely states to accede to India. And having secured their accession, they then proceeded to, in a step-by-step process, secure and extend the central government's  (read the Congress party's) authority over these states and transform their administrations until, by 1956, there was little difference between the territories that had formerly been part of British India an those that had been part of princely states. Simultaneously, the Government, through a combination of diplomatic and military means, acquired control over the remaining colonial enclaves.

Did the new "rulers" discard the old and usher in the new?

No. They inherited all the entitlements of the British Raj and the Princely states put together and set about perpetuating them for eternity both for themselves and for their progeny. A classic case of Orwellian deja vu! The new rulers were largely feudal lords, or vassals who assumed that they were the new lords, and as their entitlements and self-interests grew, India regressed.

For a time, starting from 1991, we were given to believe that India had finally awoken. Sadly, that dream too was shattered.

Personally, I don't believe that the India in which we live today is what our forefathers envisioned when they conjured up the dream called India. Given all indications, the nation state today is hell bent on alienating all of us. And events over the past several years have on reinforced this feeling.

How long should we allow this state of despair to continue?

Great countries are not born great! They are molded in the fires of hell before they wrought into greatness.

Will it be painful?
Like hell!

It is said that all that is necessary for evil to triumph is for good men to do nothing.

If you wait, you will grow old and infirm and have leaking bladders or worse.
If you die today, you will still have a good looking body.
If there was a better time to act, it is now!

If you have served well, it is time for more sacrifices. This is a fight for our freedom from the "tyranny of the elected" and their blatant disregard for the common people of this country.

It is time to rebuild a nation once again.

As an aside, let me bring up a little story, an example of a simple action that differentiates a great nation.

As citizens, we are all aware that it is normal for nations to honour their soldiers. Read this letter written on Nov 21, 1864, from a President to a grieving mother on the loss of all her sons in battle:


Now contrast this act with the state of affairs in our nation.

In India, the establishment views soldiers with suspicion, they disregard their heroes and view their sacrifices with contempt. Can you even imagine a letter like the one above, written to the mother or father or spouse of a fallen soldier by one of our Presidents? Why is it like that?

This, of course, is just one aspect. Take any other aspect of governance and you will find nothing but systemic rot. The battle for change is yet to begin, but the signs of its relentless approach are everywhere.

This battle was sanctioned a long time ago, in the Bhagavad Gita, and in the following verses:

यदा यदा हि धर्मस्य ग्लानिर्भवति भारत ।
अभ्युत्थानमधर्मस्य तदात्मानं सृजाम्यहम् ॥४-७॥

...Bhagavad Gita Chapter IV, Verse 7


परित्राणाय साधूनां विनाशाय च दुष्कृताम् ।
धर्मसंस्थापनार्थाय सम्भवामि युगे युगे ॥४-८॥


...Bhagavad Gita Chapter IV, Verse 8

Whenever and wherever a decline of righteousness and a predominance of unrighteousness prevails; at that time I manifest myself personally, O descendants of Bharata.
 
For the protection of the denizens and the annihilation of the corrupt adversary and to fully establish righteousness once again, I shall reappear age after age.

Traditional Hindu belief points to the re-emergence of a person, a God.

However, many also believe what I believe.

That in the evolution of nations, there will be periods of such darkness that it will trigger the re-emergence of collective righteousness, of awareness, of consciousness and a reunification of purpose in its people.

The undercurrents are already palpable.

There is no doubt that this nation will have to go through the purgatory of a bloody revolution before it emerges with strong democratic ideals to take its place in the comity of progressive nations.

We are all out of uniform now. The bonds that once kept our arms tied and our voices gagged have long been cast off. We are citizens once again, free to voice our opinion, free to act, free to shape our own destiny. We are the people.

It is we who now need to step up and be counted. Collectively we have to make a difference. It is not about rebuilding an army. This fight is political - and it is not the dirty word as we had come to expect. Politics is nothing but a fight for hearts and minds.

I hope it will never come to a stage where we will feel the need to take up arms again. War's are violent by nature. Violence begets violence, and once begun, it is difficult to control.

But what is war, after all?

As Clausewitz said and we are all only too aware, war is a continuation of politics by other means.

So political strategy will have to include a means to deliver the right results - whatever form or shape that might take. After all, how does one bring to a halt the rampant loot by our elected representatives.

Fear!

Yes indeed. Fear is the key! No longer does there appear to be any fear of the law. Judicial processes have been deliberately underfunded and bogged down by overload. Justice is not delivered for years, nor is it seen to be delivered. There are innumerable cases in which people have fought for justice until their deaths - natural or otherwise.

And when the legal proceedings is directed at political heavyweights or has political overtones, where is the hope that justice will ever see the light of day? In such cases, subversion of investigative or even the judicial processes is the norm.

"Be the change you want to see", said the Mahatma.

Any movement for change will have to be political in nature. Politics is not an area of strength for soldiers. So what do we do that will make a difference? How do we select our aim, develop our objectives? What preparatory activities does it entail? What should be the form of organization, if any?

The start point will have to be an assessment of the strength and weakness of the existing system, the main political parties and other stakeholders.

Sounds logical enough. But what then?

Funnily enough, it is not as if the existing dispensation is not aware of what it takes to make this country great. They just don't have the strength of leadership to carry it through. And if we can work it out, this is exactly where we will succeed.

However, don't be under any misconception with regard to our background. It is a very different set of leadership skills and abilities that will be needed - that of wielding influence without authority, of consensus building and of tremendous personal sacrifices.

Then again, it may just boil down to the question of who will fire the first shot for the revolution in the making for so many years to reach a tipping point!

Wednesday, May 9, 2012

You are a born-again entrepreneur

Come to think of it.
There is nothing about running a business that you don't know.


Yes, there will always be some startup hiccups.
And lots of questions, whose numbers are overwhelming initially.

You will need one friend - a good chartered accountant who is willing to spend sometime answering your questions.

Do you need to register your firm?
No - if you have a proprietary firm, where you are the single owner, you don't need to register your firm with the local registrar of firms (the CA will know). However, if you are in the products or services business, you will need a sales tax or service tax registration at some point. Products are generally taxable so you will need sales tax registration right at the outset. Service tax registration can wait until your annual revenue crosses eight lakhs. But check with your CA.

Other types of firms are: Partnerships (two or more partners); limited liability partnerships (LLC), a new form which gives you the privileges of a company in terms of limiting your personal liability to the extent of your capital invested in the business; and companies (private limited or public) that need to be registered with the Registrar of Companies and comes with a lot of statutory and regulatory baggage.

If you go to the GOI website, there is a section on Business covering the following aspects:
  • Starting a Business
  • Managing a Business
  • Growing Business
  • Business Financing
  • Indian Economy
  • Outsoourcing Industry
  • Legal Aspects
  • Taxation
  • ...
  • etc
This is a good starting point for general learn and information.


The section on Starting a Business for instance, has the following details:
  • Creating a Business Plan
  • Making a Product Choice
  • Setting up Infrastructure
  • Naming and Registering a Business
  • Choosing a form of Business (that we discussed earlier)
  • Choosing he Location of the Industry
  • PRicing your Product
  • Regulatory Requirements
  • Financing a startup Business
  • Sourcing Process, Raw Materials, Machinery and Equipment
  • Hiring Human Resources
Are there any other websites that offer startup advise?
Of course. They are all over the web.
  • Small business Blogs, News, Tips and Tricks at the  ZDNet Small Business Centre
  • Check out the Business Advisor Startup Document Centre for a selection of business and legal documents.
  • The US Small Business Administration website is a great resource for startup information. You can also join its local chapters for news and information for small businesses that are specific to a state.
  • The UK Federation of Small Business website is another great resource. It has a full sectioon of Business Support that speaks a lot on various topics of interests to entrepreneurs, for example:
    • A guide to business planning
    • Your seven-step, one-day marketing plan
    • How to research your market
    • How to find eco-friendly business ideas
    • ...and so on
Why look at US and UK websites?
Well, who said you can startup only in India?

It is much more information than you will need at the outset when your attention should be on growing and stabilizing the business.

When you plan your cash flows, plan for at least 3 years to breakeven. So if that means you cannot afford a fancy office in a fancy business district, so be it. A garage or a corner of your own house will be a good place to start. The point is that there is a lot of preliminary work to be done that does not entail having a fancy office. Market research, for example, takes anywhere from 3-6 months or more, if you plan to do this yourself. The questions you need answered are:

  • What business should I be in?
  • Who are my potential clients?
  • What is their level of interest in the product/services I am planning to offer?

The 2nd question above is called Prospecting. It starts with identifying potential clients (usually from an industry directory, online business portals, business publications, et al), creating a preliminary list and then going out to meet them one by one.

The 3rd question above is called Trial Marketing. Whether you are in products or services, it is the only way you can gauge market response for your offerings. You will have to chalk up some preliminary wins to understand the competition and your pricing power.

Your answers go into what is called your Business Plan.
It's nothing but a variant of your Tactical Appreciation.



It does not matter if you don't have the resources to deliver initially. Go for it as if you have all the resources you need at your beck and call. In the software industry, we used to call it selling "vapourware" (instead of software).

Why do I need more than one win?
Well, besides the ability to gauge market reponse and pricing, you also need to understand your win rate. If you win one today, and the next does not materialize before 6 months, you may need to revisit question 1 above, again! If you hire and don't win adequate business to keep them immersed in work, you will run out of cash sooner than you can imagine. On the other hand, if you have too many quick wins, you may not be able to deliver and will loose some of your credibility in the market.

There are a number of other preliminaries, most of which entail some cash outflows:
  • How do I promote the business?
  • What channels will I use?
  • What marketing collateral will I need?
  • Where will I advertise?
  • What initial business processes are mandated?
  • What organizational assets do I need to build up to enable these preliminary processes?
  • What systems do I need to support the process?
  • Do I need a web presence? What should that look like?
  • What level of funding would I require to enable all these preliminaries?
  • What are my sources of funds?
  • What constraints do I keep in mind before I set out?
  • What is my exit strategy?
You would have considered questions from all domains of business: Sales & Marketing, Operations and Finance. All expenditure adds up to a sizeable sum per month that averages to a Run Rate. So if your initial capital is 10 lakh and your run rate is 80,000 per month, you know that you can last, at best 12 months (excluding contingencies). And right at the outset I mentioned that you need to last 3 years financially self contained to establish. Which implies that your ideal run rate should be about 25000 per month. If so, what needs to change in your plans? If you advertize less, it may have a direct impact on the time required to establish. If you hire less, it will have an impact on your ability to deliver. If you have to increase your hit rate (the rate at which you acquire clients), you need a large sales force. If you pay them less in order to hire more, you may not get the quality of talent required to deliver results. It is all a question of balance and trade-offs.

You have done this in a different context a thousand times in your career in the military. You have analyzed, planned, created your team and executed missions successfully. The procedure is the same. The principles are the same. You might say that you din't have to put your own money on the line. Really? How much of ammo did you carry? How many second lines did you have quick access to? Here, you and your small team are your 'F' and 'A' echelons. Your investors (which includes yourself) and well wishers are your 'B' echelon. Nothing has really changed, except some terminology and that is something that you will pick up on the way. In business, your money is your firepower.

And just like you started your career with small, self-contained missions, this is another small, self contained mission. If you don't have the appetite for small missions any longer (and I mean this literally), maybe you should consider retiring or taking up a job. We have already covered this ground in a fair amount of detail.


The intent should be to launch at the earliest instance, once you have factored in most of the information available. You will again never have all the information you need right at the outset. Uncertainty is the big cloud into which you will always launch. But then you are a trained leader and uncertainty is the environment in which you perform best. Take in all the information available, train hard for the mission, and once launched, go with your gut.


Wednesday, May 2, 2012

2012: Outlook for the Economy

"The mania at the start of the 2010s was the big emerging markets, in particular the belief that the economies of China, India, Brazil and Russia would continue at the astonishing rapid pace of the previous decade. This was a unique golden age, unlikely to be repeated yet widely accepted as the new standard by which poorer nations should measure growth. The emerging-market mania began with China, which for two decades starting in 1978 grew rapidly, but erratically, anywhere from 4 to 12 percent a year. Then in 1998 China began an unbroken run of growth at 8 percent or more each year, almost as if the lucky Chinese number 8 had also become an iron rule of Chinese economies."

 - Ruchir Sharma in Breakout Nations [Penguin Books 2012]

Ruchir goes on to state that the period from 2003 to 2007, at specially at its peak in 2007, 114 countries out of the 183 worldwide grew at over 5 percent, up from just about 50 countries over the past decades.


"This was the fastest, most all-encompassing growth spurt the world has ever seen. Even more unusual, these economies were taking wing at the same time that inflation, a constant threat in periods of rapid growth, was falling back everywhere ... This illusion, which in large part persists to this day, is fed by the fashionable explanation for the boom - that emerging markets succeeded because they had learned the lessons of the Mexican peso crisis, the Russian crisis and the Asian crisis of the 1990s, all of which began when piles of foreign debt became too big to pay. But starting in the late 1990s, these formerly irresponsible debtor nations cleaned up the red ink and became creditors, even as former creditor nations, led by the United States, began sinking into debt. Thus the emerging nations were poised, as never before, to take advantage of the global flows of people, money, and goods..."

The easy money of course, was the prime cause of the crisis of 2008 that started with the subprimes and cascaded across the economies of the west. By 2010, the now infamous "decoupling" theory was debunked as the BRIC bloc and Asian tigers caught the cold even if it was just a whiff! Confidence remained high well into 2011 that the economy would climb back to its high growth trajectory through prudent policies, but politics, cronyism, frenzied populism and greed overrode economic common sense. 

In the present state of "policy paralysis", the counter intuitive monetary policy and with the downgrading of the outlook for the economy from "Stable" to "Negative" by Standard & Poor, there is little doubt in anyones mind that it would be a miracle, if we were to hit even the modest 7 percent projected growth envisaged by our finance minister. This economic deep freeze is expected to persist till general elections in 2014 irrespective of whatever positive spin Sachin Tendulkar's nomination to the Rajya Sabha achieves. Talk about wagging the dog!

With this background, what is the possibility of landing jobs?
The chances are slim to negligible.

So unless your second name is Tata, Birla or Ambani, and if you are sitting on the fence, you are better off continuing in service for a couple of years more.  And for those of you who have just retired, attempting to maximize output from your kitchen garden would be a prudent step considering that the only thing in the country that is on the high growth trajectory is the price of vegetables!

Will we ever be a super-power?
Well maybe, but not in this century.

When we write the story of this century, it will be about how the political class in general, took a perfectly good thing, and flushed it straight down the toilet! And when our great grand children talk about it at the dawn of the 22st century, they will no doubt wonder, how a billion people, including you and me, just stood by quietly and watched it happen.

To not end on a negative note, and to get you thinking on what you should do (or should have done right from the outset) is to drop your entitlements pouch and put on your entrepreneur hat!

The country needs you! AGAIN!



Wednesday, April 25, 2012

General aspects of Creating a Resume

Résumé, Curriculum Vitae (or CV) and Biodata are terms that are used interchangeably for a short document that summarizes your qualifications and work experience. There is a lot of material on résumés (REZ-u-may) on the web. Check out a simple google search on the term résumé. This blog is about the generic aspects of résumé. We will get to the specific aspects of how to translate military résumés into a civvy street résumé in a later blog. First the basics.

Definition
What is a résumé? Here is a description from Wikipedia:

A résumé (pronounced /ˈrɛzjʊmeɪ/ REZ-u-may or /rɛzjʊˈmeɪ/; French: [ʁezyme]; sometimes spelled resume) is a document used by individuals to present their background and skillsets. Résumés can be used for a variety of reasons but most often to secure new employment. A typical résumé contains a summary of relevant job experience and education. The résumé is usually one of the first items, along with a cover letter and sometimes job application packet, that a potential employer encounters regarding the job seeker and is typically used to screen applicants, often followed by an interview, when seeking employment. The résumé is comparable to a curriculum vitae (CV) in many countries, although in English Canada and the United States résumé is substantially shorter than CV.

Key Elements
If you break down a résumé, its key elements are:
  • Title
  • Contact Information
  • Content
    • Job Objectives
    • Career Summary
    • Competencies
    • Significant Acheivements
    • Work Experience
    • Academia (including certifications)
  • Template or Layout
  • Formatting
  • Keywords
The broad flow in 'contents' above is just a generic guideline and one does not have to follow it. It is always best to build a style that is uniquely YOU.

Keywords
Keywords have become important over the past decade or so, as increasingly, automated keyword scanning tools are being used to obtain a first pass shortlist. This is because the number of applicants are generally far more than can what be manually scanned. Remember, the first shortlists are generally done by professional headhunters who are required to do hundreds of scans a day and they don't want to waste their time going through the whole list of applicants.

Time over Target
If you make the shortlist, the recruiter scans your résumé to determine whether it is worth a second look. These preliminary scans take all of 6 seconds (yes, SIX seconds!!) on the average where your name, current title and company, current position start and end dates, previous title and company, previous position start and end dates, and education are casually perused (see article...).

The Network
It is little wonder then, if your résumés appear to be going down a blackhole. My own experience has been terrible (this inspite of spending a few thousand rupees to get it written by a "professional") and must set a record of sorts as I have not received a single response in over 10 years that I have had my résumé up on the net (on numerous job portals). The reason is simple. While senior management jobs are routinely posted on job portals, they are generally filled up through references. Period. So unless you have a strong network, the chance of getting a job through a portal is precisely NIL. Job portals are for those in their first few years of work. I would put 15 years as the outer limit beyond which, you will have to rely purely on your network.

Web Resources
Monster.com has an interesting section called "Resume Center" which gives good advice on numerous aspects. Here is a sampling on their current highlights:
  • Is Loyalty a Hindrance?
  • Handle your Work Haitus on your résumé
  • Writing your First Professional CV
  • Sample Job Objectives
  • CV Do's and Dont's
  • Complete guide on CV preparation
  • The Art of Superior Communication
  • 10 top reasons why you need a Cover Letter
  • How to write an impressive résumé!
The complete guide on CV preparation for example, says that the most important attribute of a successful CV is that it clearly explains to the reader what it is that YOU can do for them, that your CV should be:
  • A well-presented, selling document [not a biography of your past work experience]
  • A source of interesting, relevant information
  • A script for talking about yourself
The purpose of your CV is not to get you the job.
Its purpose is to get you an interview.

The CV has to be written for the reader, so, as you write your CV, put yourself in the shoes of the intended reader.

So, how many CV's should you ideally have?
Many people are surprised to learn that they should have as many CV's as job applications, each tailored for the specific opportunity and in line with the job description provided. Even job portals allow you to create at least five selectable profiles (though only one selected profile is made visible by default).

Write for the target level
Another key aspect is writing a résumé suitable to the level in management. Résumés for say "fresh graduates" would obviously be very different from that of a person say 5-10 years of experience. If you are targeting a position that requires over 20 years of experience, it is a very senior role and the content and style of the résumé should reflect that level of experience. Your language is a dead giveaway on your suitability for the job. At junior levels, the emphasis would be on your relevant technical skills. As you progress in your career, the emphasis has to change from technical to managerial and then to strategic skills where the focus would be quantifiable in terms of numbers indicating your impact on the firms performance.

Before Drafting
So before you sit down to draft your résumé, do some preliminary work understanding not only the company or position for which you are applying, but also in researching the huge amount of advise and feedback on résumés available on the net. And also advise for career changers. There is no substitute for online research and networking.

Career Changers
All of us who move from the military to civvy street are career changers! Yes, even the flyboys! The article at the link below will help you in determining the best form, content and highlights on your résumé.

Here is a synopsis of the article from the monster.com résumé centre titled "10 worst mistakes career changers make":
  1. Don't look for a job in another field without some intense introspection.
  2. Don't look for 'hot' fields unless they're a good fit for you.
  3. Don't go into a field because your friend is doing well in it.
  4. Don't stick to possibilities you already know about.
  5. Don't let money be the deciding factor.
  6. Don't keep your dissatisfaction to yourself or try to make the switch alone.
  7. Don't go back to school to get retreaded unless you've done some test drives in the new field.
  8. Be careful when using placement agencies or search firms.
  9. Don't go to a career counsellor or a career transition agency expecting they can tell you which field to enter.
  10. Don't expect to switch overnight.
Eight Worst Mistakes
Here is another interesting article on the "Eight Worst Resume Mistakes". To summarize:
  1. Not determining a target or goal for the resume
  2. Not understanding the needs or interests of the intended reader
  3. Focusing just on the "duties and responsibilities" of previous positions
  4. Leaving off quantitative information
  5. Forgetting to tell the reader HOW
  6. Using passive language, repetitive statements or the wrong technology
  7. Using gimmicks
  8. Thinking that inflating or exaggerating past experiences will make your resume more effective
Job Portals
For those who can use portals, here is a sample list of Indian job portals:
  • Naukri.com
  • TimesJobs.com
  • Sampoorna.com
  • MonsterIndia.com
  • Shine.com
  • JobStreet.com
  • HeadHonchos.in
Portals like HeadHonchos provide facilitated search for a premium.

The point to note is that none of these cater for military officers retiring from service. However, some of the western economies like the US is very well organized and a number of services are available specifically for veterans. A simple google search will reveal a number of such service providers and portals. While they may not services for foreign army veterans, you can get a lot of pointers on the transition to civvy street.

For those of you with more than 15 years of work experience, LinkedIn.com is presently the best professional networking website available.

Other international portals
  1. Global Executive Appointments: Exec-Appointments