When Nacit was launched about two years back, it generated a lot of excitement and expectations. But over time, the excitement turned into disappointment and the expectations into disillusions.
Many reasons are cited for this change. The cover article of the current issue of 360 Magazine, dated Oct. 31, elaborates in detail what went wrong with Nacit. Some say that it was an idea before its time, others say that it lacked funds. I think Nacit disappointed us because it lacked the willpower to execute the task at hand.
When it was conceived, Nacit seemed to be the channel’s knight in shining armour. It promised to bring order in the chaotic world of IT distribution. It guaranteed to make distributors and IT manufacturers accountable to the reseller. Sadly, it said more than it ever did.
On various occasions the channel waited expectantly for Nacit to step in and keep its promise, and on each instance it was let down. A classic case was when the assemblers were taxed in Union Budget 2004 and no organization took up the case or represented their concerns at the national level. Then in early 2004, Nacit laid down a Code of Conduct, but nothing transpired after that meeting. Its membership remained at 24, despite the target of 150-200.
It’s easy to lay the blame on one individual or person for the failure of the association. But that would be taking the easy way out. The failure of Nacit reflects the indifferent attitude of the channel to make the trade more principle-driven. And what makes the failure even more disappointing is our uncaring attitude to learn from it.