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This is based only on what is available in English. In the sense of hihan bukkyo, there seem to be only two defenders of the idea, the Japanese scholar-monks, Hakamaya and Matsumoto. Starting in the late 1980s they published articles (of course, in Japanese) critical of the temple’s roles in promoting social injustice, ultra-nationalism, and historically, militarism. Very significantly, discriminatory practices in funerals, which are commonly presided over by Zen officials, were initially defended by temple leaders, catalyzed something of a larger social reaction against the institutionalized discrimination. The two monk-professors didn’t agree on everything but it seems their consensus was that in some combination, concepts like inherent enlightenment and Buddha-nature are fabrications without in their views a basis in Siddhartha Gautama’s teachings, and that acceptance of these principles are to blame for moral shortcomings in sangha practices. In the early 1990s, Hakamaya cited signs of what he saw as a parallel evolution in Dogen’s own thought during the last years of his life, around 1250. All this stimulated probably dozens of other scholars to report, analyze, and criticize what the two critical Buddhists had to say, some of that material in English. I felt that Sallie King mounted a remarkable defense of Buddha nature; it is not clear that the two critical Buddhists accurately diagnosed the cause of the disease. But conversely it seemed to me that Stephen Heine provides ample reason to believe (somewhat contrary to traditions) that Dogen’s conscience was indeed awakened late in his life, causing him to draw away from the religious culture of the regent and his samurai, and to re-edit and reinvigorate his Shobogenzo to reflect moral concerns that we may be wise to consider. (Heine is one of the contributors to Pruning the Bodhi Tree and I found further reason to believe that Dogen experienced something of a repentence in the few years before his death, in details of 2 other books by Heine, this one and also this one. That said Heine himself might not see any of this material as truly conclusive.) I also felt that it is very difficult for an attentive reader to follow the exact arguments that Hakamaya and Matsumoto are making, partly because of language and culture, partly because critical apparatus is for them a tool they use to advance their strong faith in religious concepts that can be difficult for westerners to share (of course as they identify with some variety of Buddhism, they do not use criticism as a weapon against religious faith); and because their narrative styles are peculiar and I wager are probably very difficult even for their Japanese peers to decipher.Neglecting all of the above it is possible to see Gautama, Nagarjuna (mahybe 200 CE) and Tsongkhapa (around 1400) for example, as all calling for a rigorously critical view of appearances. Or for another example to intepret Bodhidharma’s legendary remark to the emperor “no merit, nothing holy” as quite critical of church-state relations. I’m summarizing.In the sense of “critical” as the academy uses it in application to any topic, Buddhism or whatever, the west has well over 100 years of tradition of using conventional critical apparatus to investigate Asian culture in general and Buddhism in particular. You can invent a term “critical Buddhism” to mean scholarship about Buddhism, but that adds nothing. Worse, it’s pretty hard for a postmodern critical theorist to make a dent without being a talented translator from at least one Asian language and preferably as many as possible. So it’s hard for me to get too interested about what Foucault or like that would say about the matter. Perhaps he could get all the moral support he could want just reading Nagarjuna—I understand I’m not the first to observe this. But could he really get his arms around sila, practices inspired by moral factors? I doubt it. What makes more sense is the reverse: Heine brings (“postmodern”?) methods of content analysis to bear on the problems when he deems it necessary or expedient to advance our understanding.Perhaps someone can advance the discussion by effectively tying together some of the strands of that have evolved apparently fully oblivious to the obscure debate about critical Buddhism. Including, efforts to correct the historical record about questionable church-state relations and efforts to expose past and current forms of sexual exploitation in the sangha; as well as progressive (or refractory?) practices like engaged Buddhism, secular dharma, mindfulness as stress reduction, dharma punks, queer dharma, Being Black…perhaps then critical Buddhism will finally do its fair share in helping fill the used bookstore shelves now burdened and bending with contemporary and shamefully accessible dharma talks :>

Farmers across Maharashtra, Chhattisgarh and Telangana celebrate a rather unique festival in honour of the bulls that help till their land. They decorate their bulls with ornaments and silk, paint their horns and put up a very colourful spread of bovines. However back in the old days, painting a bull’s horn in bright colours and procuring them in such small quantities proved to be a particularly difficult challenge. This is when Champaklal Choksey, a budding entrepreneur found both a need gap and an interesting opportunity to expand his business.What began as a dream soon gave way to unbridled ambition culminating in the company becoming the largest paint manufacturer in the country. Started as “Asian oil and Paints company” by Champaklal Choksey, Chimanlal Choksey, Suryakant Dani and Arvind Vakil, Asian paints Ltd is ranked today at No 10 among the top Decorative Coatings Companies in the World. Asian Paints and its subsidiaries has operations in 22 countries across the world and 27 paint manufacturing facilities, servicing consumers in 65 countries.Now 2 questions arise,How a paint company could do this over a span of 50+ years?How are they constantly outperforming their peers?Well, here’s a story of an entrepreneur and his company that was too innovative for its time, even by global standards.Champaklal Choksey did a brilliant move by removing the distributor and the wholesalers as they were taking off 20% of the margins of the company. They simply kept retail dealers and to whom they had to transport the paints. For dealers, this was a tough task to hold such a big inventory.They requested Mr. Choksey to look into this.Choksey made a genius move. He said that our truck would come every 3 hours and replenish the stock. So that was like 4 times a day and 28 times a week. And this was back in the 70s when ease of doing business was difficult. And they had 40,000 such dealers which totalled to 1.6 lakh times a day. Today, the figure is as high as 3 lakh times a day.Innovating the supply chain has played a very important role in the company’s growth. This was an hugely impactful stroke, since when you talk about the margins, 97% of the MRP goes to the manufacturer and 3% goes to the dealer in Asian Paints. In other cases, manufacturers get 60% of the MRP, 30% the distributors and wholesalers, and the rest the dealers. Asian Paints is a master at this game. It has a cash conversion cycle of a mere 6 days i.e. it only takes the company 6 days to recoup its investment in inventory and other resources through sales and generate cash in the process.How was this made possible?Asian Paints, at a very early stage of its growth, recognized the importance of Information Technology & Data, and how it could use the technology to its advantage.Champaklal Choksey bought the first-ever mainframe computer in India in 1970 for 8 crore rupees(CDC 6600 is regarded as the first successful supercomputer in the world). This was 10 years before ISRO & IITB adopted it and 21 years before any other company. Even an SAP consultant testified that the best ERP implementation was not by Amazon or any other Western/Chinese corporation, but it’s India’s Asian Paints Ltd.For a span of 50 years, Asian Paints Ltd has collected data on:What colour is being sold the most?What quantity is being sold?And what tin size is being sold the most?The use of computers provided an automated way of generating details of dispatches to the depots. AP also invested in branch computerization which helped zonal distribution centres to get daily stock position levels. This information was tracked and analysed to determine the performance of the dealers, thus helping forecast sales, take corrective actions in case of low sales and incentivize the high performing dealers. Also, around 1994, Asian Paints installed terminals which connected factories to depots and helped in accounting and planning procedures.Through intensive application of machine learning & predictive analytics, Asian paints has been able to forecast demand with >90% accuracy. Ensuring the right product at the right time being made available in a semi-unpredictable environment.This helped them bring down inventory stock costs and working capital costs by minimizing supply chain inefficiencies.Machine learning applies complex mathematical algorithms to automatically recognize patterns, capture demand signals and spot complicated relationships in large datasets. These capabilities enable ML-based software to produce more accurate and reliable forecasts in complex scenarios.Asian Paints was also one of the first paint companies to use Supply Chain Management (SCM) and Enterprise Resource Planning (ERP) software for streamlining and automating its processes. It selected the SCM solution offered by i2 Technologies and later also started using SAP’s ERP solution, much before other companies adopted similar solutions. This helped the company to connect to all their vendors and suppliers.Data and analytics were always at the core of the company’s operations. It starts with a good forecasting engine which tries to predict the demand and all the next generation algorithms but slowly usage of data and analytics is populating right up to the shop floor. The paint manufacturer looks at technology as an enabler for reimagining the current value chain which includes customer experience, dealers, logistics and distribution, manufacturing & distribution, and product development & researchToday, Asian Paints also uses connected IoT and visibility systems so that a complete tracking and tracing could be done right from when the products leave the factories and lands at the dealers’ shops. The company serves over 65,000 dealers directly from its depots. In tier 1 cities, the company also offers day zero promise for the dealers which means if an order is placed around 11 AM, the products will be delivered the same day.It is estimated that these initiatives gave AP an estimated savings of INR 100 million, 25% of which came due to reduction in finished goods inventory.Rama Bijapurkar, one of India’s most respected thought-leader in market strategy notes-“Asian paints is obsessed about hiring the best people, about having the best IT and the smartest technology-driven process.”It started hiring IIM graduates back in 1969 and had mainframe computers in the 70's to forecast demand. It installed automated warehousing systems (robots stacking up shelves & loading trucks) in 2008 and uses GPS on its vehicles to optimise its supply chain- all pointing to a culture of innovation and an insatiable desire to grow.In yet another winning move Asian Paints raises salaries, among other assistance to ensure that its employees remain motivated and find hope to cling onto during these dark times. Not only this, but they also plan to make things easier for the sales channel by offering an assistance package that includes insurance and hospitalisation, direct cash support and complete disinfection and sanitisation facilities to its partner stores. Asian Paints felt that this wasn't enough to help a situation as grave as the pandemic, they also deposited INR 40 crores to the accounts of their contractors.References :-Asian Paints - Leading the wayCompetitions, Quizzes, Hackathons, Scholarships and Internships for Students and CorporatesComputational and Information Systems LaboratoryAsian Paints: A case study, Why is Asian Paints Ltd Such a Huge Money Making Machine?

Respectfully, may be all agree to put these questions to rest? There have been myriad iterations of the "cross-admit battles" questions, and they are all based on faulty assumptions. I can't tell if their origin is from various cheeky alumni who are playing tit-for-tat rivalry, or well-meaning HS students who are just uninformed.There is no basis in fact to the assumptions underlying these questions. None of these schools "lose every cross-admit battle." Every one of them has accepted some candidates who nonetheless enrolled in their so-called rival schools.Moreover, I am sure that the top 100 or 200 schools in the US have all had students who chose their school over an Ivy League or equivalent school. Hence, dozens if not hundreds of schools have won "cross-admit battles" with Harvard, Princeton, Yale, etc.All of the elite schools, mentioned in the various forms of this cross-admit battle question, are truly outstanding, with faculty and student bodies that are indistinguishable in quality. The reality is that there are so many incredibly outstanding candidates who vie for these limited slots every year. There are 26K public and almost 11K private high schools in the US. This equates to almost 37K valedictorians. I would guess that over half of them had a perfect GPA and took numerous AP courses. And thousands have perfect or near perfect SATs or ACTs. And most of these -- and many more than these -- have incredible extracurricular activities (student body or class president; editor of school newspaper; captain of varsity sports teams; lead roles in school plays; leader of community service programs). Thousands are masterful musicians, great writers, or gifted mathematicians.And that's just in the US, alone. Now add candidates from the rest of the world and the many thousands of these applicants goes way up.So, how does a school such as Harvard choose among this huge applicant pool of equally exceptional students? They do the best they can to create a balanced student body among candidates with these various talents, and seek some balance in domestic geography, international geography, gender, cultural demographics, and alumni-legacy status (parents and siblings), and of course they fill several slots with children whose parents are major donors. Remember, they strive to achieve this balance from those who are already in the very top, measured by intellect and achievement.What does Harvard do then — because there are way too many perfect GPA / perfect and near-perfect SAT candidates to make up that balance? Harvard admissions tries to then have some diversity based on personality types, though that is difficult to discern from alumni interviews, application essays, and letters of recommendation. So, they do the best they can to make decisions using this hard-to-assess factor.But then what? There are still way too many candidates that could meet all these criteria. In the end, they have to make some difficult, fairly arbitrary decisions. Decisions that may have to do with the specific panelists that year, the feelings in the room at that time of day, and the luck of the draw.I would guess that Harvard presidents, if they are being honest with themselves, would admit that -- in any given year -- they could literally change their mind and reject every candidate that they were about to accept for that class, and assemble a class from the theoretical "next" group that they would have accepted, and that no one could later discern an iota of reduction in the quality, intelligence, exceptionalism, and diversity of the student body. And -- I would argue -- Harvard could probably go through that exercise 5 or 6 (or more) times -- not mailing out the acceptance letters of the entire class, and mailing them out instead to the "next" group -- and not discern any diminution in quality or intellect. And this is true of all elite schools.Certainly, there are some -- relatively small -- differences in acceptance rates among these schools, based on -- relatively small -- differences in historical reputations (whether deserved or not). But, our reasons for choosing one of these schools over another is often based on fairly arbitrary reasons. For me, it was the aura and beauty of the Princeton campus, and possibly my lack of desire to attend a school in a more urban environment at that point in my life.For some of my classmates, it was that Princeton has no professional schools and the emphasis was on teaching undergrads. Or that they liked the concept of smaller seminars ("precepts") over larger lectures, providing more access to the faculty stars. Or that their parents went there. But, few of us really knew what this would all mean for our actual experience after we matriculated.I'm extremely happy I chose Princeton over the others, but I'm sure I would have been happy at any of them.Many of us also have friends who wanted a small liberal arts college and chose an Amherst, Williams, or Swarthmore though they could have gone to a Harvard. Or chose schools with better reputations for their engineering programs. Or chose Stanford or Berkeley because they wanted to stay on the West Coast. Or chose, say, UT or Michigan because they were from Texas or Michigan, and wanted a big school with a spirited, prime-time sports culture. Or chose a school because they were getting substantial scholarships -- perhaps even a free ride -- and didn't want to be saddled with debt.There are myriad reasons for choosing one school over another.So, these questions are rather meaningless. It is a faulty premise that some of these (and many other) elite schools are either much better than others, or have a much better reputation than others.Nevertheless, the even more fundamental issue is: why does it matter? These are all great schools with great students and faculty. The IQ, level of achievement, and exceptional talent of the respective student bodies among these elite schools are virtually indistinguishable. Our reasons for choosing a school are fairly arbitrary.Can we finally put this question to rest?