I’ve been meaning to write this post for a while now. Recently, it marked 2.5 years of my association with the Karnataka Learning Partnership. This is not my going away post and I’m not going away. I want to talk about how amazing the environment is for someone entirely new to the public education space. I want to talk about how extraordinary the team is. I want to talk about how different our processes are. And I want to talk about how patience, understanding and teamwork will go a long way.
If you haven’t heard about the Akshara Foundation or the Karnataka Learning Partnership, KLP is incubated at Akshara Foundation and they both work closely to improve schooling in Karnataka. KLP does great amounts of work on streamlining data collection processes, building dashboards and acting as an interface between several organisations in the education space in Karnataka and India.
Today, we are seven people, people I must mention because I owe them so much for understanding how diverse a team could be and accepting the fact that everybody is trying – Gautam John, Bibhas Debnath, Sanjay Bhangar, Vinayak Hegde, Brijesh Poojary, Deviprasad Adiga. Megha and Shivangi did much of the tough work of getting all the things in place for us to start. Everything we have built is based on what we have had. If there is a new feature, we have made sure that all of us thoroughly understand that it is required and how it should work. Our team is geographically disconnected – between Bombay, Calcutta, Pune and Bangalore. This is not the only thing we are doing. Each of us are involved in several other exciting projects and have weird schedules that barely overlap. To me, it is amazing to see how we have pulled this new platform in under five months. We have met twice in the process and rest of it happened over video conferences and telephone calls. I personally have had a very rough time over the last two months, which was when we were gearing up towards the crunch period. I was moved by the way the team managed to make sure that I was involved in a very limited capacity, but made sure that what needs to be done was taken care of.
To be honest, rewrites are hard. I try to avoid them as much as possible but when software becomes a liability, you have to make sure it works and continues to do so. Rewrites are usually a fairly intense process, because you are never starting from a clean slate. For the most part, you have a team which doesn’t quite understand most of how the legacy system works. Disconnect within the team is not uncommon, but it’s difficult. I have seen how the seven of us accommodated each of the ideas on the table. It’s about listening and understanding each other. It’s about respecting and realising that the other person is also committed to building the best product. It’s about being polite and being patient. And finally it’s about embracing the fact that there are only three certainties – life, death and fucked up data.