Archive for December, 2008

12
Dec
08

Azim Premji’s secrets for success

He’s the seventh richest Indian and the 60th richest man in the world. In fact, from 1999-2005, Forbes has rated him as the richest person in India.

He transformed a company that sold vegetable oil into one of the world’s most recognised software companies.

Humble by nature, 63-year-old Premji prefers to fly economy class and is happiest when hiking, reading or discussing the foundation he has set up to promote primary education.

The reason behind Wipro’s success, he says, is an unceasing quest for excellence.

  • The biggest enemy of future success is past success. When you succeed, you feel that you must be doing something right for it to happen. But when the parameters for success changes, doing the same things may or may not continue to lead to success.
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  • We invested in uncompromising integrity that helped us take difficult stands in some of the most difficult business situations. 
  • Routines represent our own zones of comfort. There is a sense of predictability about them. They have structured our time and even our thought in a certain way. While routines are useful, do not let them enslave you. Deliberately break out of them from time to time. 
  • Life’s battle does not always go to the person who is stronger and faster. The person who wins is the person who thinks he can. 
  • Always keep in mind that it is only the test of fire that makes fine steel.
  • As you get bigger, you have to learn to delegate. It�s also an excellent way to get staff involved in the company�s operations.
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  • As an advisor, I can say what I want. If I were a politician, I would constantly have to compromise, and I’m incapable of doing that. 
  • Character is one factor that will guide all our actions and decisions. 
  • It requires courage to keep dreaming. And that is when dreams are most needed — not when everything is going right, but when just about everything is going wrong. 
  • You cannot fire a missile from a canoe. Unless you build a strong network of people with complimentary skills, you will be restricted by your own limitations.
  • Playing to win is not the same as cutting corners. When you play to win, you stretch yourself to your maximum and use all your potential. It also helps you to concentrate your energy on what you can influence instead of getting bogged down with the worry of what you cannot change. Do your best and leave the rest.
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  • Everyone feels the fear of unknown. Courage is not the absence of fear but the ability to manage fear without getting paralyzed. Feel the fear, but move on regardless. 
  • In our way of working, we attach a great deal of importance to humility and honesty. With respect for human values, we promise to serve our customers with integrity. 
  • Guard against complacency all the time. Complacency makes you blind to the early signals from the environment that something is going wrong. 
  • If you are always in the company of cynics, you will soon find yourself becoming like them. A cynic knows all the reasons why something cannot be done.
  • Take your time to decide what your core values are. Once you do, do not compromise on them for any reason. Integrity is one such value.
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  • Nobody can make us feel inferior without our consent. 
  • Change descends on every one equally; it is just that some realise it faster. Some changes are sudden but many others are gradual. While sudden changes get attention because they are dramatic, it is the gradual changes that are ignored till it is too late. You must have all heard of story of the frog in boiling water. If the temperature of the water is suddenly increased, the frog realises it and jumps out of the water. But if the temperature is very slowly increased, one degree at a time, the frog does not realise it till it boils to death. You must develop your own early warning system, which warns you of changes and calls your attention to it. In the case of change, being forewarned is being forearmed. 
  • Spend time with people who have a ‘can-do’ approach. Choose your advisors and mentors correctly. 
  • We need an open mind to look at things in a different way and allow new inputs to come in. Otherwise, there is a real danger of becoming complacent or even downright arrogant.
  • We must remember that succeeding in a changing world is beyond just surviving. It is our responsibility to create and contribute something to the world that has given us so much.
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  • We believe the combination of excellence in operations and strong execution of our strategy is critical to achieve our vision. We will continue to focus on both in future as well. 
  • Constantly ask yourself what new skills and competencies will be needed. Begin working on them before it becomes necessary and you will have a natural advantage. 
  • If you do not take enough risks, you may also be losing out on many opportunities. Think through but take the plunge. If some things do go wrong, learn from them. 
  • I came across this interesting story some time ago: One day a farmer’s donkey fell down into a well. The animal cried piteously for hours as the farmer tried to figure out what to do. Finally he decided the animal was old and the well needed to be covered up anyway, it just wasn’t worth it to retrieve the donkey. He invited all his neighbours to come over and help him. They all grabbed a shovel and begin to shovel dirt into the well. At first, the donkey realised what was happening and cried horribly. Then, to everyone’s amazement he quietened down. A few shovel loads later, the farmer finally looked down the well and was astonished at what he saw. With every shovel of dirt that fell on his back, the donkey was doing some thing amazing. He would shake it off and take a step up. As the farmer’s neighbours continued to shovel dirt on top of the animal, he would shake it off and take a step up. Pretty soon, everyone was amazed as the donkey stepped up over the edge of the well and trotted off! Life is going to shovel dirt on you, all kinds of dirt. The trick is to not to get bogged down by it. We can get out of the deepest wells by not stopping. And by never giving up! Shake it off and take a step up.
  • Some people follow the beaten path. Few take the road less travelled. Yet others choose to create their own path.
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  • Managing change has a lot to go with our own attitude towards it. It is proverbial half-full or half-empty glass approach. For every problem that change represents, there is an opportunity lurking in disguise somewhere. It is up to you to spot it before someone else does. 
  • If you succeed 90 percent of the time, you are doing fine. If you are succeeding all the time, you should ask yourself if you are taking enough risks. 
  • As a country we are on the threshold of a unique opportunity. To manage this opportunity, we need to understand what will drive the changes in the future and how we need to manage them. 
  • If you set high standards for yourself, you strive to meet standards and hence remain modest.
  • The greatest benefit of your education lies not only in what you have learnt, but also in working how to learn. Formal education is the beginning of the journey of learning. In the world of tomorrow, only those individuals and organisations will succeed who have mastered the art of rapid and on-going learning.
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  • Pessimism is contagious, but then so is enthusiasm. In fact, reasonable optimism can be an amazing force multiplier. 
  • We must remember that many have contributed to our success, including our parents and others from our society. All of us have a responsibility to utilise our potential for making our nation a better place for others, who may not be as well endowed as us, or as fortunate in having the opportunities that we have got. 
  • To be able to gain the respect of the diverse spectrum in our country, better than being called just a wealthy person or a successful businessman. I have managed to gain respect of everybody that is the biggest accomplishment. All this, only because of hard work and by overcoming peer competition by working harder. 
  • Excellence is not so much a battle you fight with others, but a battle you fight with yourself, by constantly raising the bar and stretching yourself and your team. This is the best and the most satisfying and challenging part about excellence.
  • Delegating authority and responsibility speeds things up and gets decisions made faster. It empowers people more, and it allows them to further empower those who report to them, because their jobs have suddenly become much more responsible.
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  • You don’t demolish a cash-cow business. You just simultaneously try to build the business of tomorrow, which really differentiates you. 
  • I don’t think customer relationships are really owned. The customer is a remarkably selfish person: He takes the relationship to where the execution is in his favour. 
  • Any position of power or wealth means an enormous responsibility of trusteeship. The higher the share price goes, the higher becomes the expectation from investors, on the company, to perform. If the price rises to unrealistic levels, it will lead to unrealistic expectations. 
  • I think the most important reason for our success is that very early in our quest into globalisation, we invested in people — and we have done that consistently and particularly in the service business. People are the key to success or extraordinary success.
  • Our experience as a company is that if your top management is not global, they tend to collect people who are of the same kin. It is the most difficult transformation. If you are a smaller company, a less of an international brand name, it’s not easy to get the best globally as your top management. It takes time and it takes a lot of nurturing.
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  • There is one thing that constantly determines success. Some call it leadership. But, to my mind, it is the single-minded pursuit of excellence. 
  • Exercise, be active and not lead a sedentary life. A certain physical activity should be maintained — walk, skip or jog — along with a good food diet. That is the only way to de-stress. 
  • The advantage of building teams focussed on quality is that the teaming culture eventually spreads to the rest of the organisation and teaming becomes a way of life. 
  • Success requires no explanation and failure permits none. But you need to respect yourself enough so that your self-confidence remains intact whether you succeed or fail.
  • Progress is defined by the changing nature of issues that a society considers topical. We have made the transition from concern for just basic literacy to improvement of the quality of education. We need to progress from a compulsion to mass-produce stereotypes to creating independent thinkers and active learners. We have to create the right balance between our diverse subcultures and create an education system that caters to the need of every one of them.
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  • Most people wait for something to go wrong before they think of change. It is like going to the doctor for a check up only when you are seriously sick or thinking of maintaining your vehicle only when it breaks down. 
  • We should question the customer. Too often we just follow instructions. If we have a point of view that is different, we should question the customer’s instructions and say, “We think what you are asking us to do is wrong; it would be better to do it another way.” If we have to fight to make ourselves heard, we should do that because customers won’t want product problems to come back three weeks or months or years later. 
  • We cannot be the best in everything we do. We must define what we are or would like to be best at and what someone else can do better. 
  • No successful company should be taken for granted. A company to survive in this competitive world should change the rules of the game, be it its business model, technology, delivery model, supply chain that significantly affect the ongoing change of the company.
  • 09
    Dec
    08

    Kasab : bbc news

    Visit following link

    http://www.bbc.co.uk/hindi/regionalnews/story/2008/12/081205_attacker_village.shtml

    गिरफ़्तार हमलावर के ‘गाँव’ की आँखों देखी
    अजमल कसाब का इलाज चल रहा है
    मुंबई में हुए चरमपंथी हमले के सिलसिले में गिरफ़्तार किए गए एकमात्र हमलावर का ताल्लुक़ भारत ने पाकिस्तान के फ़रीदकोट गाँव से बताया है.

    बीबीसी के पाकिस्तान स्थित संवाददाता पिछले कई दिनों से उस फ़रीदकोट गाँव की तलाश में थे जहाँ का हमलावर अजमल अमीर कसाब बताया जा रहा है, दिक़्कत ये थी कि पाकिस्तान में फ़रीदकोट नाम के तीन गाँव हैं और दो गाँवों के लोगों ने कहा था कि गिरफ़्तार नौजवान उनके गाँव का नहीं है.

    तीसरा फ़रीदकोट पाकिस्तान के पंजाब प्रांत में लाहौर से 100 किलोमीटर दूर ओकाड़ा ज़िले की दिपारपुर तहसील का हिस्सा है. इस गाँव की आबादी 15-20 हज़ार के आसपास है.

    इसी गाँव में पहुँचे बीबीसी के संवाददाता अली सलमान ने बताया कि वहाँ के हालात ग़ैरमामूली हैं और बड़ी संख्या में ख़ुफ़िया एजेंसियों के लोग हरकत में नज़र आ रहे हैं लेकिन कोई भी इस बात की पुष्टि करने को तैयार नहीं है कि मुंबई में गिरफ़्तार किया गया अजमल अमीर कसाब इस गाँव का है या नहीं.

    अली सलमान ने वहाँ जो देखा उन्हीं की ज़ुबानी-

    “जब मैं गाँव के लोगों से पता पूछता हुआ अमीर कसाब के घर पहुँचा तो वहाँ सादे कपड़ों में ख़ुफ़िया एजेंसियों के लोग मौजूद थे, कैमरा और माइक्रोफ़ोन देखते हुए वे घर से बाहर निकल आए.

    मैंने इन लोगों से बात करने की कोशिश तो वे बिना कुछ कहे दूसरी ओर चले गए. अंदर एक महिला थीं जिन्होंने अपना नाम मेराज बीबी बताया, वे साफ़ तौर पर परेशान दिख रही थीं.

    इस घर में दो ही कमरे थे और दोनों कमरों में बाहर से ताला लगा हुआ था, सिर्फ़ एक चारपाई बाहर रखी हुई थी. मेराज बीबी ने बताया कि वह किसी अमीर कसाब को नहीं जानतीं, वे गफ़ूर कसाब की पत्नी हैं और उनका कोई बच्चा गायब नहीं है.

    गाँव के लोगों ने मुझे बताया कि कुछ सिक्योरिटी के अफ़सर आए थे और वे वहाँ से फैमिली को ले गए

    दूसरी जो अजीब बात लगी कि पंजाब के गाँवों में लोग कैमरे पर तस्वीर खिंचवाने से या माइक को देखकर नहीं घबराते हैं लेकिन यहाँ लोग कुछ घबराए हुए दिख रहे थे, वहाँ एक साहब मौजूद थे जो साफ़ तौर पर गाँव के नहीं दिख रहे थे उन्होंने मना किया कि मैं तस्वीरें न खींचूँ और लोगों के इंटरव्यू न करूँ.

    मैंने उनसे पूछा कि क्या वे इस घर में रहते हैं तो उन्होंने कहा कि नहीं, मैंने पूछा कि क्या आप गाँव में रहते हैं तो उन्होंने कहा कि हाँ. लेकिन जब मैंने उनका नाम पूछा तो वे जवाब दिए बिना चले गए.

    गाँव के बाहरी हिस्से में जब हमने कई लोगों से अमीर कसाब (कसाई) पता पूछा तो लोगों ने उसी घर का पता बताया, यहाँ तक कि हमने गाँव की मुख्य मस्जिद के इमाम से भी पूछा जिन्होंने कहा कि अमीर कसाई का एक लड़का था जिसका सही नाम उन्हें याद नहीं था, वे आजम या अजमल जैसा कोई नाम याद कर रहे थे.

    इमाम साहब ने ये भी कहा कि लड़का धार्मिक रुझान वाला था और कुछ समय से उसका अपने पिता से कोई संपर्क नहीं था.

    गाँव के लोगों ने मुझे बताया कि कुछ सिक्योरिटी के अफ़सर आए थे और वे वहाँ से फैमिली को ले गए.

    फ़रीदकोट में अख़बारों के पत्रकारों का तांता लगा हुआ है. यहाँ के लोगों का कहना है कि पिछले एक सप्ताह से यहाँ ख़ुफ़िया एजेंटों की सरगर्मियाँ बहुत बढ़ गई हैं”.

    09
    Dec
    08

    LeT : Rediff

    Pakistani media and some foreign news agencies, including the Associated Press, reported on December 8, that helicopter-borne ;Pakistani security forces raided a camp of the Lashkar-e-Tayiba located at a place called Shawai, on the outskirts of Muzaffarabad, the capital of Pakistan-occupied Kashmir (PoK), on December 7 and detained 12 inmates of the camp including Zaki-ur-Rehman Lakhvi, reportedly the Lashkar’s operational chief.

    According to Indian investigators, Lakhvi was the mastermind of the terrorist attacks in Mumbai. Details available so far from the Indian investigators and other sources indicate that Lakhvi planned and orchestrated the terrorist strike in the same manner that Khalid Sheikh Mohammad, now facing trial in Guantanamo Bay, had orchestrated the 9/11 terrorist strikes in the US for Al Qaeda [Images].

    As a matter of policy, the Lashkar never claims responsibility for any acts of terrorism in Indian territory outside Jammu and Kashmir [Images]. Even in J&K, it claims responsibility only for attacks on security forces and not for attacks on civilians. Its statements claiming responsibility are generally issued in Lakhvi’s name, Pakistani sources describe Professor Hafiz Mohammad Sayeed as the amir of the Jamaat-ud-Dawa, the Lashkar’s political wing and Lakhvi as the amir of the Lashkar.

    In an interview to The Nation (April 9, 1999) from Muzaffarabad, Lakhvi said: ‘We are extending our network in India and carried out attacks on Indian installations successfully in Himachal Pradesh [Images] last year. To set up mujahideen networks across India is our target. We are preparing the Muslims of India against India and when they are ready, it will be the start of the disintegration of India.’

    Under US pressure following the terrorist strike on the Indian Parliament on December 13, 2001, then Pakistan president Pervez Musharraf [Images], in a telecast to his nation on January 12, 2002, announced his decision to ban the Lashkar and the Jaish-e-Mohammad. Lieutenant General Moinuddin Haider, then interior minister, issued a notification on January 15, 2002, formally banning the five organisations under the Anti-Terrorism Act of 1997. They were Lashkar, Jaish, the Sipah-e-Sahaba Pakistan, the Tehreek-e-Jafferia Pakistan and the Tehreek-e-Nifaz-e-Shariat-e-Muhammadi. The ban order was carried in the Pakistani gazette the same day.

    As I had pointed out at that time, the gazette order banned the activities of the Lashkar only in Sindh, Pakistani Punjab, the North West Frontier Province and Balochistan. It did not ban its activities in the Federally Administered Tribal Areas, the Northern Areas and PoK.

    When Pakistani journalists questioned local authorities about it, they were told that since PoK was an autonomous state, only the local government in Muzaffarabad had the power to issue a ban order. They also said that a separate ban order in respect of the FATA and the NA would follow. No ban order was issued by the PoK government. Nor was any order issued by the Islamabad [Images] government in respect of FATA and the NA. The Pakistani authorities also made it clear that the Lashkar and Jaish were being banned not because of the Indian allegations of their involvement in acts of terrorism in Indian territory, but because of their suspected terrorist activities in Pakistani territory.

    The authorities then detained 1,957 persons belonging to the five banned organisations and 615 of their offices were sealed. But there was no action against their leadership, members and infrastructure in the FATA, PoK and the NA. The majority of those arrested were from the political and administrative cadres of these organisations. There were practically no arrests of their trained terrorists.

    An estimated 5,000 trained terrorists were reported to have either escaped to the FATA, PoK and the NA or gone underground in other parts of Pakistan. The Lashkar terrorists escaped to PoK and the NA. Those of the Jaish escaped to the FATA.

    Among those arrested in Punjab was Professor Sayeed, the amir of the Markaz Dawa Al Irshad, as the Lashkar’s political wing was then known. Lakhvi was not arrested. He shifted to PoK and started operating from Shawai. At this camp, he trained terrorists and send them into J&K and other parts of India for carrying out acts of terrorism. After some weeks, the Pakistani authorities released Sayeed and others arrested in the other provinces of Pakistan on the ground that they did not find any evidence of their involvement in acts of terrorism in Pakistani territory.

    They rejected Indian allegations of their involvement in acts of terrorism in J&K and other parts of India. As regards their activities in J&K, they described them as part of a freedom struggle. As regards their activities in other parts of India, they asserted that India had not been able to produce any evidence in proof of its charge.

    Sayeed re-named the MDI as Jamaat-ud-Dawa, a charity and humanitarian relief organisation, which, according to him, had nothing to do with the Lashkar. The Pakistani media continued to identify the JuD as nothing but the Lashkar under a different name. Thus, two organisations started operating — the JuD headed by Sayeed in the four Pakistani provinces and the Lashkar headed by Lakhvi in PoK and the NA. In his capacity as the amir of the JuD, Sayeed started travelling all over Pakistan to collect funds and to set up a new network.

    Concerned over his activities, in 2004, the US again started pressing Musharraf to ban the JuD too and to enforce effectively the earlier ban on the Lashkar. The renewed US pressure was due to the following reasons:

    * The unearthing of sleeper Lashkar cells in the US and Australia [Images].
    * Its role in the training of a number of Indonesians and Malaysians, including the brother of Hambali of the Jemaah Islamiyah, at one of its madrassas in Karachi.
    * Its suspected role in training some recruits from Singapore at one of its training camps in PoK.
    * Its assumption of the role of the co-ordinator of the International Islamic Front formed by bin Laden in 1998.
    * Its active role in collecting funds and recruiting volunteers for joining the jihad against US troops in Iraq.
    * The virulent anti-US statements in relation to Iraq issued by Professor Sayeed.
    * Reports circulating in Pakistan that Al Qaeda would in future be using non-Arab suicide volunteers recruited by the Lashkar in view of the difficulties faced by the Arab members of Al Qaeda in travelling to the US and other Western countries.

    In the wake of the renewed US pressure came a report in the reliable Daily Times of Lahore [Images] (July 18, 2004) claiming that following personal differences with Sayeed over his marrying a 28-year-old widow, whose husband was killed in J&K, some Lashkar members had broken their links with the JuD and formed a new organisation called the Khirun Naas meaning the welfare of the masses.

    The Daily Times reported as follows: ‘The Khairun Naas was established with the support of most of the LeT and a majority within the party. The KN’s leadership consists mostly of LeT commanders including Lakhvi, JuD Lahore head Abu Shoiab, Punjab head Abu Naser Javed, Abdul Qadir and Saifullah Mansoor. Professor Iqbal (Zafar Iqbal), publications chief Ameer Hamza, and JuD seminaries head Maulana Abdul Sallam Bhatvi are also supporting them. According to sources, Professor Iqbal is currently in Saudi Arabia seeking the support of Saudi clerics and the party’s structure will be announced when he returns, probably with him at the top. Khairun Naas and LeT are basically the same, but the LeT is banned in Pakistan so we adopted the name Khairun Naas,’ a member of the new party was quoted by the newspaper as saying.

    The sources said that the KN’s claim to the Lashkar centre at Muridke was strong because of Lakhvi. Lakhvi had close ties with the Arab mujahideen and his sister was married to an Arab, Abdul Rehman Sherahi. It was Sherahi who purchased the land on which the (Muridke) centre is built and gifted it to the JuD. Sherahi was arrested in Renala Khurd two years ago for connections with Al Qaeda. ‘No one can claim the Muridke Markaz except Lakhvi, because it was established by his efforts,’ an aide of his told the Daily Times.

    According to reliable sources, the land at Muridke was actually given free of charge to the MDI by the late dictator Zia-ul Haq. The money for the construction of the centre was given by bin Laden and Sherahi. The Muridke centre used to have a guest house constructed for use by bin Laden during his visits to Muridke before 1992.

    A similar report was also carried by the Herald, the monthly magazine owned by the Dawn group of publications. The Herald report identified Iqbal as the head of the KN. He and Sayeed had jointly founded the MDI and the Lashkar. Following this split, Maulana Ibrahim Salafi, a 56-year-old leader of the JuD, was shot dead in Lahore by unidentified persons on September 12, 2004. This gave rise to fears of a violent clash between the two groups. It was reported that Ayman al-Zawahiri, the Al Qaeda No 2, sent for the representatives of the two groups and sorted out their differences.

    While the JuD, the Lashkar and the KN projected themselves as different organisations with no links to each other, sections of the Pakistani media and American experts treated all the three as one and the same. On April 27, 2006, the US State Department issued an Executive Order 13224 designating JuD as a terrorist organisation and blocking property and interests in property, of the JuD and another linked organsation, Idara Khidmat-e-Khalq, that are in the United States or the under the control of US persons.

    Earlier, in December 2001, the US had designated the Lashkar as a terrorist organisation, but its attempt to persuade the monitoring committee of the UN Security Council to similarly designate the Lashkar could not succeed till May 2, 2005. During this period, Pakistan was a member of the monitoring committee, which monitors the implementation of the UN Security Council Resolution No 1373 against terrorism passed immediately after 9/11. All members of the UN Security Council are members of this monitoring committee, which acts on the basis of consensus.

    Pakistan has resisted US pressure to ban the JuD as a terrorist organisation. It continues to assert that the JuD is a charity-cum-humanitarian relief organisation and has nothing to do with the Lashkar.

    A Pakistani government spokesperson said on May 3, 2006: ‘The government has no intention of designating the Jamaat-ud-Dawa and its affiliate organisation as terrorist entities as done by the US. However, Pakistan would be legally bound to take action if they were placed on United Nations Security Council Sanctions Committee’s consolidated list. The US had approached the UNSC for designation of the organisations as terrorist outfits and for putting them on the committee’s list. We do not put any of our entities on the terrorist list if the action is taken under the US domestic law.’

    Chinese support to the Pakistani contention that the JuD is not a terrorist organisation and has no links with the Lashkar has come in the way of the monitoring committee including the JuD in its list of terrorist organisations.

    A statement issued by the US Department of Treasury issued on May 27, 2008, designated Sayeed, Lakhvi and two other Lashkar office-bearers as terrorists and highlighted their links with Al Qaeda. On August 14, Pakistan’s Independence Day, the JuD held a conference in Lahore, called the “Defend Pakistan Conference. “The conference opened with the singing by Hafiz Abdul Wadud Hasan and Hafiz Abdur Rauf of what was described as the jihadi national anthem. The conference directed that in future this anthem will be taught and sung in all training centres and madrassas controlled by the Lashkar.

    Lakhvi’s reported arrest, if confirmed, speaks of the intense pressure on Pakistan from the US to act against the Lashkar. India, the US and the rest of the international community should ensure that this is not a cosmetic step like similar steps in 2002 and that the Lashkar infrastructure in Pakistan is dismantled and those involved in the Mumbai terrorist strike against Indians, Israelis, Americans and others are brought to justice.




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