You've just got to be able to
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connect with them and you've
got to be able to bring them
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And today I'm speaking with
Rohit tender.
Rohit is the senior vice
president and business leader
they're all Gen packet
analytics and research business
in this capacity.
He drives the growth of the
analytics business and the
development of solutions
to help clients harness the
value of big data
and analytical insights.
Rohit has 25 years of
leadership experience across
industries with roles and
Accenture GC
IBM and Szulik pocket.
His unique skill is taking
on a complex space
that's undergoing
transformation and leading
his organisation to bring
clarity of purpose and
structure and deliver
performance and financial
results.
I have initially métro he
had when he was the vice
president of strategy and
worldwide head of HP
global analytics.
In this conversation with
Rabbids we explore
his professional growth and
capture insights from his
experience in leadership roles
at Accenture G.E.
IBM and HP.
Here then is my conversation
with Rohit.
Rohit It's great to have you
here.
Welcome.
Thanks everyone it's a pleasure
to be here with you.
What have I missed in terms of
your background and experience
in this introduction.
I think you hit this
perfectly on the spot for this
recording. Is it just just
fine.
I know you are just back from
the trouble and so where have
you been and what are you
working on these days.
It's a tough job travelling
around the globe these days and
it gets even tougher when you
end up once in a while
travelling with the family
because if you make the
mistake of pointing out
that the furniture in one of
the business lounges at the
airport is change
the wife suddenly comes back
and tells you.
Now I notice those changes.
When I do that at home.
So it's getting
it's getting trickier A.J. to
travel out there.
But part of the job but I've
been in Florida in Miami for
a conference about
anti-money laundering I
was in India for
another set of meetings
and New York.
I've been trying to avoid going
there but I've already made a
few trips with all the
snow and all the gold out there
trying to make sure I still
have enough clothes and clothes
when I get there.
They're from sunny California.
For location and for people
that I'm not familiar with
Gentex.
Can you give us some
understanding of what Gen is
and what the company brings to
market.
Sure.
So Jeff originally started
off as Jesus
says and it got
so terribly successful that
these customers sort of
knocking on their door saying
let us in.
And because of that in 2000
five Gs fine
often packed as an independent
unit it's listed on the Stock
Exchange and the New York Stock
Exchange with the letter G
which we were lucky to get at
the time.
And over the course of
the last 10 or 10
years jet pack has
become can't be
that helps its clients
transform themselves
from the traditional
space that they workplan
to accommodate and accept
changes to bring in
digital tech capabilities
to help drive much more
efficient processing off
their operations or
running them with the right
level of analytics digital
and process capability.
So that's what we do we help
our businesses go from where
they are today to where they
need to be to be competitive in
the future.
So the value proposition is
helping your clients operate
in a higher level of insight
and efficiency as a result.
Absolutely.
On the operational side
a lot of efficiency a
lot of transforming
yourself so that you are able
to compete with the new
companies like the new Vindex
that are coming up who are
built on digital first
kind of foundation who don't
have the legacy of all systems
at all. They are things slowing
them down.
So we give our clients the
process the new capabilities
and the insights not only to
run their operations but also
to make effective and better
business decisions as they go
on into the market. This is
my introduction indicated
you have held roles
in a number of my old companies
and since the focus
of my fascination
with the leadership journey
is always about what enables
people to strive and
get to grow to
the new responsibilities that
they find themselves in later.
I wonder if you can share some
of the earlier experience
in the setting in your
upbringing that helped
you and guided you
in the direction that you later
took in your leadership roles.
Sure interesting question
takes me back a few years.
Well growing up I was
growing up in New Delhi
in India which
doesn't look anything like it
used to in those days.
We we used to live
in a place where there were
maybe five houses in
twenty five acre space of land.
And now I think you'll find
five families living in each
house. That's how it.
In the early years.
I grew up in a family where my
father was a pilot
commercial pilot so
he used to fly around the globe
and I was lucky to get
the exposure with him
and get exposed to various
cultures various
capabilities that
you know a normal child would
not be able to get
sitting just out of India.
In those days and
as I picked up those
capabilities and a diverse set
of experiences what
it did was it made me an
extremely curious person.
I knew that I could not
be just looking at
what existed in front of me
and assumed that that was the
best so I figured out that
if you looked beyond you would
be able to find something
better.
Or if you look beyond and you
put two and two together you'll
be able to find a better
solution to what we were
looking at.
And that solution could be
arranged in those young days
from the tennis racket that you
that you could buy in the local
market was that what you get
from somewhere else.
To the kind of shoes that you
wore or the technology that you
were exposed to.
So it made me a curious
person who was always looking
beyond my immediate
around for ideas
for solutions.
It also made
me a person who could
appreciate different
points of view and
that helped me a lot as I was
growing up because I was
always open to ideas.
I was always open to opinions.
I was always open to
differing opinions
and I used that on a day
to day basis in my career.
Today is I think
it's close to what you refer to
in your book as conversation.
How do you have those
conversations.
And I I've found
that conversing with people
and trying to understand where
they were coming from rather
than always trying to show what
you knew that just aren't
so much more value and so
much more learning to me that
I've been able to amass that
I'm actually actually standing
on a sum total of all the
experiences that I've had that
I've gained from interacting
with people from across the
globe.
As I was growing up it's
fascinating context because
the unique experience
of your father
being a commercial pilot
exposed usually around
the world in essence made you a
citizen of the world which
is an experience that you will
later are able to bring
to the kind of roles you take
in global companies that
end the open
mind in the key city
that it engendered in you
in how that experience
enables you to see
a diverse point of views
and to simulate and internalize
Unity's and possibilities that
perhaps others will not be
open to see.
And so can you trace when
you're finishing high school
and you are thinking
about the Higher
Education and the next steps
that you want to take and what
are the ideas you have in mind
at that time.
What are you dating back to
that age.
A couple of things I can share
one.
Firstly to answer your question
directly this is what I told my
kids when I was
growing up.
Most of the things that I work
on did indeed exist as a
career.
So I was absolutely clueless
about where I was going to do
and I grew up we grew up
in an environment where unless
you could clearly state that
you are going to be a doctor
or an architect a musician
and then it starts getting or
an NGO you
were considered to be clueless
about what you wanted to do.
I fell into the last category
and I ended up taking
up computer sciences because it
fascinated me it was a new
space it was a new area.
When when we started off with
those huge machines that would
fill up a full floor
and did my bachelor's and
master's in computer sciences.
But I don't think even at the
end of that Masters
I was beyond what I wanted to
do because just as I finished
my masters I left all computer
sciences.
I walked out of
the startup that I had created
along with a few buddies
and I went to
of all things advertising.
And that to the creative side
of advertising so I used to
write ads that I used to write
copy for ads
with GW Thompson.
It was one of the largest
advertising firms as you know.
What was the startup that you
initially embarked on.
It was core system software.
We used to do a lot of
development in terms of
security computer security
information security
at the other end of the
spectrum. We also work with
the Indian government to help
them crack open
a lot of systems
where they suspect the data has
been stored for
illegitimate purposes
for fraudulent business
transactions as well
as at that point in time
monitoring some of the
potential adverse events
which which they wanted to
track our system so hardcores
systems in the data
in really the dark
depths of data trying
to figure out and understand
that as what we used to do.
We also started a whole
division doing
application software
for the hospital industry and
the shoe industry which is big
in India at that time.
And also expanded it just as
a hobby to assembling
a computer systems
and when there
was more as a hobby but it
would pay for some
of the excitement.
We used to create by having
more bikes and things we would
spend our money on.
So you then simply sell
your startup and head
into the advertising space
for a new invention.
See now that I'm sitting in
Palo Alto and half
of the Silicon Valley in
investment banking I wish
I had sold it and not just said
guys I'm working out.
Thanks so much.
So then you found yourself in
the advertising space which is
very different to
computer sciences.
What are some of the important
learnings you are able to
distill and internalize
at that time.
Very importantly
I learned the true meaning
of the song.
Paul Simon and Garfunkel song
which was writing songs
that lips never shared
so they realized
how important it was
for anything you develop
any product that you made
to be able to advertise it and
bring it out in the eyes of the
people so that they would buy
it otherwise the best idea
or die inside
a briefcase or inside
your room.
And also
it kind of accentuated
my belief that
you need in this world to
succeed you need to be a good
storyteller.
So you've got to be able to
take an idea you've got to be
able to take a product.
But then you've got to be able
to tell a story around that.
Otherwise it's just another
dead product line on
let's say a shot.
It's a story that makes the
difference to connect with
emotions to connect with
imagination.
We have to tell a story.
Absolutely.
And so what happens then.
How long did you stay in the
advertising space and where
does it lead you next.
I was there for just under a
year and
I had actually made the mistake
of applying to a few places
and I say that in just a few
large companies and
some of them traced me down and
tracked me down and Accenture
consulting was the most
exciting one out of them
where they called
me for a conversation
and said
What are you doing.
And I asked him why you're an
advertising you don't have
computer sciences and you've
done your bachelor's and
master's.
And the answer I gave to the
M.D. for the managing director
was I said I'm in it because
I can. And so what do you mean.
They said See we talk about
it we get on to the queue.
In those days the team
was called to you get on
the table you talk about
how what he will be taught
in school and colleges
doesn't really work in
the real business world.
It's a question of how do you
take it and how you applied.
And that has to be taught by
the companies that are doing
the hiring and there was a huge
question about a gap in terms
of ready talent for
the market.
And what I said is
one I learned all
of this in computer sciences.
I applied it.
I have not seen the marketing
and the advertising aspect of
it. Here's how it all comes
together as a whole
wider set of end capabilities
are being and to conceptualize
something to take it taking
it to market.
Three minutes later I had my
offer in my hand saying We
want you already in starting up
Accenture consulting in India
and we need people like you can
think about things you know
beyond just the clothes that
are raised in tech in which
they are being defined.
So let me capture the
learning side of the story
you share which is
that sometime it
is smart to follow
a non-linear path and
take the next step following an
inspiration that guides
you to do something that you
wouldn't otherwise do
which is the essence of their
story that Steve Jobs
tells about picking up
calligraphy.
And in this case you phone
you also with an advertising
experience and all
of a sudden you're able to
bring to Accenture a
background and a set of skills
and experiences that create
for you competitive advantage
Absolutely it's it's
about working on yourself
and continuously evaluating
also what are some of the
things that you can add to your
arsenal of capabilities
to differentiate your from the
rest to make you
be able to do things beyond
what 20 other people would be
able to do.
You kind of are walking in
stride with you and
therefore you've got to
sometimes look at yourself
especially early career
on how do you how do you
package yourself.
And it becomes important
therefore to add these
capabilities to your arsenal
success.
Can you trace at what point
in your career do you develop
this conscious thought which
is how do I package
myself.
Is this something that you had
back then or is it something
that you are now able to
develop and frame
with the benefit of time
looking backwards.
So interestingly if I were to
trace it back I would trace it
all the way back to high
school.
Mm hmm.
Not as part of my career.
I might have better words in
better language to wrap
the whole thing in.
But I remember way back in high
school I got thrown out of
school for a week I was
suspended
because apparently I had not
done well in one
of the exams and
then I was allowed
back in school.
I found out that my father
had gone and met with
the principal who had thrown me
out and said
My sons never performed so bad.
I mean what happened and
what he told him is Mr.
Brandon got in trouble and
my problem is not that your son
has a form where I know back
my challenges.
Your son does not perform
and not utilize the
all the potential that he has.
And that's what I want him to
do.
He might be doing great
in exhibiting three of
the qualities he's got out of
the day. That's not good enough
for me.
Wow. So not holding
you accountable to a
performance measure
but rather holding you
accountable to your potential.
Absolutely fascinating insight.
And when I talk about the three
pillars of trust and we examine
the behavioral issues that
create trust.
One of them was that look at
is the idea of
holding people accountable
to the potential and expecting
them to deliver their
full capacity.
That must have been an
absolutely enlightened teacher
to take that kind of a position
and expectation
from you as a student.
Absolutely.
You know any time
when asked who's been one of
the key mentors for me.
His name is one of the first
names that pops up.
That was a life changing moment
for me.
So at that point you are in
Accenture India and
so what are the skills
and capabilities that you're
learning in developing through
this experience.
So as I mentioned Accenture
was just starting off its
operations in India.
The consulting operations the
didn't even do any of the
business process management
pieces in India at the time it
was a small
team of five or seven people
I had to do was
be able to represent this huge
global giant in the local
Indian economy.
So we would have
to be prepared to have
conversations on everything
from strategy
to supply chain optimization
to really our two
process technology
change.
Those are used to be the three
kind of pillars on which
Accenture used to stand
and and what we did
was you realize that you
not walking in there as an
individual you were walking and
representing a large
organization.
And there is absolutely
no way you could do that on
your own without
a significant amount of
reliance on your teammates
both who are physically there
as well as so you have to
connect with virtually.
And as you can imagine
disconnecting back which really
wasn't that easy to
connect with on a global level.
How to you leverage their
knowledge their experience
and then be able to condense
and take it to a client
in a manner that you could with
some of the ability of
Accenture to deliver what
needed to be done with as you
deliver it.
So you are learning at that
stage to be a team player
and you learning to access
the resources of a large
company and you also
face in variety of situations
where you to be able to address
and respond to topics
or the whole range
of areas and
in many ways it forces you to
become a generalist which
is perhaps the best
preparatory training
to becoming later a general
manager of almost anything.
Absolutely.
You know if you limit
yourself to again
different people have different
aspirations.
Some people can be extremely
deep in technology for
example or a particular
skill set and growing
that line. But if you aspire
to be a general manager
extremely important for you to
go widely
and be able to leverage
different capabilities
different skill sets from
across your team
on your teams and
beyond all geographies
what you remember is the most
challenging assignment or
biggest challenge that you face
is you working with your team
to build the India on
Accenture.
Couple of them I would mention
one.
How do you take.
How should I call it the say do
ratio.
You know find there's a there's
a there's a line that gets
drawn beyond which you can't
just talk about
what is possible.
How do you take it to a level
of being able to execute.
And that's when it became a
reality that you had to roll up
your sleeves and because
you were a small team dive
into the details of everything
and make things happen.
And I mean the phrase means
make things happen rather than
do things right.
Again can do everything
yourself.
But you're a bit if you
understand everything from
technology to process to the
business reality and
thereby be able to die and the
teams who have
to be assembled and put
together for every assignment.
It's not things you've been
working with for years.
You put these teams together
there were several people and
managing them through the
entire process and I would say
that would be the biggest
challenge when faced with that
point.
Right. So your
experience with leadership
is right there at this stage
with Accenture India when you
need to put together resources
to meet and deliver
to the opportunities and the
needs that are present to you.
Absolutely. That's very bright
and the the
fundamentals of leading large
team because before that it was
more business leadership and
then being able to work with a
couple of colleagues and
getting things done
because he was the boss and he
was.
So what happens then I
believe you stayed that
essential for seven years
and what happened next.
I did. I was trembling like
a madman and I also
went through some crazy
experiences.
I was in Indonesia we had to
bail the team out we had to
evacuate the team and the
military.
Because of the coup that
happened there.
And that's the time I decided
on my family that's done I'm
going to move away from all of
this what stopped
travelling had a little child
at the time. So I are reduced
by travel and that's around
the time when she
was looking
at setting up its operations in
India and reached
out to me and
offered me an opportunity to be
part of the team that set up
what is now daypack.
What year is that when she
is setting up its
Indian operation.
This was in 98.
So they done some proof of
concepts and in 98 they started
the conversation with me and I
joined them early 99.
And at what point do you
become this C I O for
G India so
interesting journey out there.
I mean she hired
me to be
one of the key business
development people for
what whereas Arjun back because
of my global experience that we
talked about.
And after doing
that and let me
mash it all I did
that and I came to see the
success of the company.
I also set up some new lines of
business e-business again
that's all started up so you
can understand.
And then three years after we
grew to
more than 10000 people
I moved to the US
to be with commercial finance
as the Six Sigma we are there
to help drive lean
Six Sigma across
non-industrial processes that
have never been done before
even with energy and
rising out of the success that
the CIO and the hate
are Gee you've seen
me work very closely
in driving that change.
He asked me today on this
leadership role back in the
as the CEO of Fuji India and
Southeast Asia.
Apart from a few other things
that were put into that role
what would you say about the
learning and development
experience at g
g. Obviously a company
that prides itself in terms
of how it develops its people
an investment that it makes in
its people.
And so how would you describe
the most important elements
of that experience for you.
So a couple of things
there one very
clearly dome's of leadership
development and nurturing
talent.
JE was absolutely
crucial in my
learning and
it was an environment where
practically every leader that I
met I would love to
aspire to be like that person
which was something that was
new for me.
It was wow.
I always thought I was out
there but I suddenly got
pissed.
I wouldn't say again.
I got thrown into the dreams of
leaders who
just knew so much more who knew
how to lead teams better.
And it was our day
experience getting to work and
working with those leaders.
I don't want to preach against
what it was in Accenture
because that was a totally
different kind of learning
experience.
The other big thing actually
was just just the scale
the size of the projects the
size of the work the size of
the impact.
Being able to work
on my Diabaly
and all the portfolios and
and right of an incremental
change there which would
be two or four years revenue
for the issue of Accenture
India was like
it just got you to a different
level of values
that we were working with an
actor working
and you know
I like to
use my favorite analogy of
Mona Lisa you know when you
work in an Accenture
kind of place you get
to see a year of one
painting or of another the
smile of another you'll never
get to orchestrate the entire
painting and be in
G and being in a large
multibillion dollar business.
You're able to see all parts of
it you are able to see it all
come together as one
beautiful picture of a
beautiful painting which which
is an experience in itself.
It's I know you love classical
music so it's like
listening to the different
instruments being performed
separately.
Worse is the orchestra coming
together and listening
to that song.
So it's it
was that's the best analogy I
can give in terms of how the
learning was in the impression
of scale and seeing
a large enterprise
operating and humming together
is a formative experience
that you can then take forward
into any next
challenge that you face.
And the other thing I would
highlight from your story
is this absolutely
rare and precious experience
of being surrounded
by very smart people
who have experienced that you
don't.
And this is true with the
aspirational
inspirational position is not
to be the smartest person or
rather to be surrounded
by people that can enhance
your experience because of what
they bring to the table
and looking at them
and finding opportunities to
emulate to carry that
experience forward.
Is is truly a precious
experience and
that at some point you
I believe make the transition
to IBM So give me a
bit of a context for that next
leg of the journey.
Sure. Before I jump to that
important point you said I
don't want to miss.
I think that the
whole thing of surrounding
yourself with people who know
more than you I
use it all the time.
When I build my teams I make
sure that anyone who comes and
joins my team
knows more than me
in at least one or more
areas so that it's not
a one way process for them.
It's a two way process.
They can talk about that later.
We didn't want to miss sharing
that. It's something that I
like to Aggi
as well.
Getting the right people on the
team who can you can learn from
than just from your.
Indeed.
So the transition.
Oh you know
I go back to your introduction
as you see and I enjoy being
in areas where I can drive and
of change and I can influence
a lot of results after spending
around nine years
with Jen
Congi last of it was I was
running the analytics business
project back and we were doing
so incredibly well that
we didn't want to change
everything and we wanted to
continue on the
spot that we had set ourselves
for and that was the right
decision for the business.
But obviously that me
is a place where I
was being utilized
enough and again much more
potential than being utilized.
And I said I need to I need to
get some fresh air I need to
get on.
And luckily the leaders were
very open receptive.
They understood and that's when
I joined IBM as
it's a long designation so I
won't go into it.
But basically I was I was
running everything other
than each on finance for
IBM Business Process
services unit
and so some new lines
of business there again started
up their analytics practice
which grew into Most into
the OR smarter
land initiative for IBM
and I did that for a bunch of
years before I realized
that I needed
to add a different kind of
environment and I needed a more
global way that
I was finding available to
me.
I'm curious Rohit coming
from G.E. to IBM.
How would you characterize
the culture of these two great
companies. One against the
other.
That's a great question
and I've got lots of friends
in both the companies so eager
to put me on a spot by asking
the question.
Both have their own
positives.
I obviously grew
up in G-III and
therefore I enjoy working
in an environment which was
more open and
more you had much
more access. I mean I
could reach out to Jack
Question of the general manager
and I was a GI worse
than IBM restructure
and it was good for a lot of
people like that.
Clearly IBM and G
both hugely successful
companies both hugely
successful and in generating
leaders and in generating top
leadership that spend so
much of time energy.
When I went to IBM
It took a little bit of time to
adjust to that culture but once
I did I found it
to be a great learning place
for doing a lot of things in a
very structured way
disciplined discipline.
Whereas Gee you got
I got used to a little more
elbow room and Legere wiggle
room. And one could come
to the table with an idea
regardless of where
in the organization you are.
And at IBM it had to go through
a significant process.
So what I did was even
at IBM I decided I got
to figure out how to manage
this whole process
and figure how to get on top of
it and I did.
We're getting an acquisition
through during one of the most
toughest times economic crisis
in 2000 and
in 2008 2009 around
that time and
successfully got through
then did one more thing I
successfully eliminated the job
they'd had before.
BI Where did my strategy
role in showing how
an entire or that they had
created for which they want me
to be the head.
It just didn't make sense.
So I surprised my
boss's boss's boss and people
will understand that Larry
when over lunch he was
discussing me taking over my
boss's job and I said Actually
if my blueprint of how the job
should get eliminated.
So that's what they did.
They're setting up some new
lines.
And that's what I found the
difference there that it was so
structured that you have to
first learn it. But for someone
like me or failure or learned
M.F. to just continue
working in that manner and on
an ongoing basis was not
something that I enjoyed very
much.
The important learning of
this part of the story
is that there are different
elements that together
shape the experience
that we develop through our
careers.
So obviously creating for
yourself a role that brings
challenges and learning
opportunities is one critical
elements.
Another is to plug a culture in
the center of the company.
And then there are other
elements too.
But the importance spreads
through this is that at every
stage during our career
we are not just merely doing
a job. Rather you
have two jobs at every stage
along your career.
There is the job you actually
do.
And there is building in the
development job which is your
interior experience.
And I discussed this in great
new features where I talk about
Champion Lunas and
how critical it is that we
bring ourselves to the
professional experience with
that focus and intensity
all over wanting to
extract the most learning out
of every situation and
the other story you showed
there of how you got yourself
out of a job.
This really is something that
I've seen and observed with
some of the best and most
successful leaders which
is that they get themselves out
of a job either because they
train somebody to succeed
them or they simply eliminate
that job altogether.
Then at some point you make
the transition to HP and
obviously a company that at
that time is going through one
change after another
after another share
a bit about their experience of
coming into HP
at that time as the company
goes through tremendous
transformation change.
It was one of the most amazing
experiences of my life of
my career the last
six years that I was there at
HP I was actually
going. I put in my papers
leaving IBM and going on a
sabbatical.
I wanted to get some time for
myself to some sport
and write a book
and plan to go to all the
tennis Grand Slams that year
and then H-P chase
me down saying that they needed
help in
understanding and organizing
around analytics.
This is 2010.
Remember August September
timeframe when I was
comfortably planning out
the rest of my year and
they chased me down and said OK
here's here's a couple of
tickets go get these
people in Bangalore.
They coming in from Germany and
from the U.S. and
no commitments.
Just go and meet your friends
spend a couple of days there
and between day out two
hours for these discussions and
I said why not.
Nothing better to do.
One of these that
has some very interesting
conversations with the people
who I met and
before I left the room they
said we want you on the team
and they
wanted me to speak with
their boss someone who worked
for them on my card.
But we're still to see you at
the time.
So at that point in time had
these disparate teams which
used to work on are
some do reporting some do
analytics this is all for
internal stuff but there
wasn't a strategy behind it so
they wanted me to come on board
and grab that and
make sense out of it.
And I commented that I'm on but
maybe only for a year.
Now to the fascinating part of
change the week before I joined
there was a change at the CEO
level and I got a call
saying hey we're still in a
we're still interested in the
strategy that we share the
phone with the board that they
want to go ahead.
So please join us.
So when Dan came on board I
said OK great.
Still gives a great
platform to drive some change
and then we have a new CEO.
They all came on board
work with him on a bunch
of initiatives and agreed
a plan to how
to drive this forward.
But then he left and
I started reporting
to the CFO
of the company and
she was amazed with the kind of
capability that we could do.
And that's why and now we
are lying to to
the chief strategy officer
for HP
and long
story short for CEO
six bosses in six years
and a huge amount of change.
Joining a company which
was HP and now those two
companies HP
and HP with
all the changes that are going
through. So it was
there throughout the journey
crafting the very best part
for how to drive analytics
within that and how to
manage teams and drive
each of the businesses agendas
through those six years.
One of the most exciting
and challenging challenging
places for me to be challenging
from a positive aspect is to be
able to continue
to deliver on
what you are supposed
to with
all the jigsaw pieces
getting rearranged every
few months.
Was was quite a high point
for me.
Tsurumi two questions about
this phase in terms
of your career and the
experience just
about leadership and what is it
that you are learning through
this experience about leading
teams through times
of tremendous change
when there is some clarity
and ambiguity and even
confusion What's the learning
about that.
And also more of the test of a
level what is it that you're
learning about yourself that
enables you to be adaptive
in an odd child.
So combining these for me both
the the test of discovery
learning and the
leadership component that
you instructed as a learning
value from these children
Packards through
transformation.
And you right in the middle of
it at that time.
So there is one very important
and you you talk
about it in the book as well
is you've got to be
able to welcome change
you know a lot of people as
soon as they think about change
the antennas go on.
No.
Why do we need to change
everything. Fine. Leave it as
it is. And a lot of
energy is spent in trying to
resist change.
Dark energy is better spent
in trying to understand
the rationale for the change.
So you can
best optimize how
you need to work and how you
organize your teams.
We need to be able to
understand how you can
communicate it down the line
and see if you understand it
well you can probably
anticipate and be a few steps
ahead of the change.
Very important that
people don't spend their
time resisting change embrace
it. And actually
I like to look at change as an
opportunity.
So big learning was
as these changes were
happening.
How would one craft
out an opportunity for
the team to do something
very different that they would
never have done before
to impress upon them that this
is a once upon a lifetime
opportunity to be part of such
a change and jump
into the battlefield rather
than sitting on the sidelines
and trying to ruin the change.
I think that was a big
learning.
You're framing the marshals.
I kinda thought
of instead of resisting change
embracing change
and using the change
to identify opportunity
and move forward
with the velocity and the
power of new imaging
opportunities that present
themselves through the change.
Absolutely and I'm not the
expert and I know you are.
It's almost like using the
momentum of the other person's
body to
drive the change.
We're just trying to create a
direct head on impact.
Yes. And what else
are you learning about leading
teams through times
of change when it's confusing
and you still need to execute
and deliver results.
So it's very important.
Clarity of communication
and ongoing communication with
the team so that
you are totally transparent
with them and you
were able to put them in the
driver's seat for that change
rather than let them feel that
they are being put in a push in
a particular direction.
I found that if you
are able to achieve that with
your leaders
and show them how that they
should get to let down that
change becomes extremely small
and actually becomes beneficial
for people in the world
and more like the amount
of communication the amount of
Darkstar amount of empathy.
You've got to display and
you've got to have during
the change process is extremely
open and transparent
communication and also
being transparent about
what is known and what
is unknown and
also being transparent
about what is in your control
and what is not in your
control.
All these are
critical along with this idea
of embracing change rather
than resisting change.
These are important elements
of leading through times of
change to help ease
and remove some of the
unnecessary anxiety
in the system.
As I listened to the evolving
story of your career
it appears that at times
you saw the change
and wanted to shift from one
scenario to another
and then at other times other
people reached out to you and
then you put unity
phones you.
Is this a true observation.
And is this how you experience
this as the story unfolds.
Absolutely.
Its I dont remember
that I have actually gone out
seeking for.
Let me call it a job.
I have always tried to create
the change that I am and
and drive that once
in a while. Like you said your
opportunities not change just
come my way and whether
its within the same
organization or outside.
You said OK great.
It sounds like something
exciting enough for me.
Lets go. Go for it.
Do you feel that the early
formative experience
that made you in a way a
citizen of the world and then
later that you developed roots
both in India of course
and in the U.S. that
these provided you with an
advantage as you then moved
from one role to the next.
Absolutely it is.
I say if I had not
been able to get that kind of
exposure it wouldnt have opened
up my eyes when
I remember.
The toughest thing that I got a
chocker to do with
my dad it was another
huge mentor for me.
I asked him at an early point
in my career saying
what do you want me to be.
And it was a genuine question.
Give me guidance. What do you
want me to be when I grow up.
And I go got the easiest and
the toughest guidance that I
got. He said just be better
than me. Thats all I want of
you
and I have grown up seeing
him react in different
environments and how
he was able to adapt to
different things and how people
could Rochon and
I and I just love that and I
said I got to be able to do
that. But to be able to work in
different environments you
change the playing field.
I should still be able to play
the sport and therefore
getting an appreciation
and getting comfortable with
working in different amounts
that can be important.
And I think it in today's
connected world it is
one of the crucial things that
need to be able to be
successful.
So I've lived and worked in
India in three different parts
of India and people who know me
know that different parts of
India operate very differently.
I've looked and worked in Hong
Kong in Indonesia
and us
and some people will say
northeast of us and the West
Coast where I am again totally
different working styles.
But in Europe let teams across
Latin America Europe.
You've just got to be able to
understand how
people operate.
You've got to be able to
connect with them and you've
got to be able to bring them
together as a team
and you can do that if you
don't open your open
your eyes and ears to different
ways of working.
And let me ask you
about India.
I read analysts that believe
that the next half
century is more
than anything in India story
and that India will surpass
China and there are those
that believe that India will
continue to be in all the
promises and under-deliver
story.
What is your perspective of
what's unfolding now in India
and what we can expect to see
next.
You know there's this old
saying that this all
is out of chaos is there order
comes out.
So we've seen
multiple rounds of chaos in
India and we've seen all
that come out of that in March.
But ships at all for
example nobody can
imagine that at a time
when you couldn't
make a telephone call from one
city in India to another
without dropping
or you having to scream
you know loud enough so that
all your neighbors could hear
you.
That people took out the
initiative to set up
infrastructure to run
call centers for the U.S. and
other parts of the world.
Rachel it was unimaginable.
But some people believed it and
I pushed her for fast
forward to let's say
a few years back.
Huge amount of focus
on the services industry
and how India has capitalized
on it.
I think we've come to a
point now where
India will have to move
more and more to innovation
and technology
to be able to
eliminate a lot of stuff that
it has built on its own.
But more importantly
to some of the things it's
doing to the Leapfrog on
technology go to the next
stage.
Missing a bunch of cycles in
between and use that
for further development
of India. So getting to a
capitalist economy if you're
able to get to that with the
right leverage technology
and we're able to spread it not
to the 9 percent of
the population but spread it to
90 percent of the population
here.
We can make a huge difference.
So the nations that is more
attached to precious metals
and has appreciated
historically and traditionally
gold for its value
more than any other nation.
You believe when you predict
will be the first cashless
society a large cashless
economy.
That's absolutely fascinating.
And a lot of pointers
are indicating that we might
actually get that.
Is there's a huge push I mean
just the penetration of mobile
phones in the country.
Absolutely amazing.
More than any other part of the
world. It's just because
you know rather than investing
and setting up telephone lines
in areas with telephone or in
Sister stroller mobiles
and mobile services and just
that scale allows you
to drive the cost down and
increase penetration.
So we've got to be able to
capitalize on all of these
technology breakthroughs that
are happening and thereby be
able to build you know or
I would say will accelerate
to get ahead of
where we are being pitched to
get ahead of China or
some of the other countries.
So you're very bullish about
India.
I don't see any other country
making the kind of steps taken
the steps that
India is taking right now.
I am I am bullish
and optimistic at least
the steps are being taking the
right direction.
That's where we will go.
We will wait and see how this
play out.
You can't drive in
here if you know as well as I
do. If you want to drive some
drastic change you can drive it
based on incremental changes.
You've got to make some drastic
changes and I see those drastic
changes happening and create
leaders that can also lead to
some distance.
But it is
that they these are steps in
the right direction.
This is a fascinating comment
you're making which is that
the reason any other nation
large nation on the world stage
that at the moment is applying
this mindset which we see in
business and in companies
which is that sentence changed.
Transformative change you
cannot implement
through incremental steps
rather you need to take more
radical transformative
steps to bring about
the kind of future the kind of
vision that you have.
And it appears at the moment
that India indeed may be the
only large nation that is
attempting to implement
decoherence radical
transformative change.
Quite fascinating.
Obviously success will
ultimately be determined by the
execution.
But the fact is absolutely
fascinating.
Absolutely.
And you see some of these
scenes had been so long a few
years back so few years back.
For example the whole unique ID
card the other Harakat the good
old on in India.
I mean imagine rolling it out
in such a populous country.
It's the end of your social
security number in the U.S.
It never existed for a few
years back but it's been rolled
out and suddenly we're
allowed to open bank accounts
based on your ability to get
mobile phone mobile connections
if you like.
That's kind of the
re-authorization.
So it's it's been a stage
set up.
So those changes are not
evident because the
implementation of those has
been shrouded in
a huge amount of chaos.
But they are all buried up to
some of the big steps that can
be taken in the future which
will actually have a positive
impact.
So that's that's what
makes me optimistic and push
ups.
That's great.
Let me follow up with a couple
of more questions
and first let me ask you about
your space analytics
big data machine learning
and AI.
What do you see as the
megatrends shaping
that space going forward
in the next few years.
So it's a very exciting
time when you know
50 year old analytics
techno I know that it's skills
like machine learning and
artificial intelligence which
were you know being
experimented with talked about
used in a very small fashion.
Now suddenly you have
got so much more lifelike
because technology
allows us to really
implement the promise of
the machine.
And if I were to point
out to you again that if
you go into the definition
machine learning about
artificial intelligence a
computer with enough out of it
you get these consolidators
technologies whatever you want
to call it the ability
for knowledge
to be able to look at data
to be able to understand it to
be able are said to be able to
recognize patterns
and come up with
recommendations is
going to have a huge impact on
how previously
available data and
the guard is both
managed store
and utilized.
It's a question of
our imagination how
we can prioritize
where we want to apply this for
the max back for the battery.
And you know we're enabling
technologies like IMT.
You pull all of these together
and you suddenly have an
environment where
for years you have
got data out of let's say
aircraft engines and
you are able to analyze that
at the end of a flight or when
it comes down for a project
manager to make plans and
see how things are going.
Now you have the ability
based on
identity and telecom
to get that information
on or near real time basis
and with machine learning
through that huge amount of
read and are read out of
a single engine in
a transatlantic flight.
Humans control through it but
machine learning are actually
those 911 calls that laid
out in record time
and actually predict
potential aircraft engine
failure before any flight
is about to take off.
Right. So it's a question
of how you answer the
deployment of these
technologies and how
do you use these technologies
to further what manual
techniques and capabilities are
able to achieve in the past.
The dramatic shift in this
example that you give
represents a shift from the
value generated by looking
backward at events that
happened in the past to
machine capability to predict
events. So predictive
analytics.
That's very profound obviously
in the case of predicting a
possible engine failure.
I mean I didn't take the
example of the
autonomous cars because it's
been abused but
it's all that is enabled by
technology.
How do you predict which car is
going to go work.
Prediction periastron might
suddenly run across the road in
front of your car and how
you then have to do
to react to it.
In some cases it might be a
reaction back in some cases an
automated reaction saying well
this aircraft engine is going
to be locked up. It's one
wheel after takeoff.
So that entire ecosystem
of the air to analyze
it and put the feed back and
take action which is what
the automatic autonomous car
pieces are it's
about part of your life.
How fast can you get it going.
So I sometimes imagine if the
amount of money that has been
put into
cars to try and do this
full autonomous driving cars
was deployed somewhere else
where there is already a need
any use case.
How much further we would have
been by now.
Yes.
What advice would you give
yourself today
if you will 25
again and you will looking to
find the path your
professional path.
And how would you advise
yourself or anybody else for
that matter if you were 25
today.
Wow that's a tough one.
Wow.
One
of those leads us
somewhere down here.
You will regret it
too.
More importantly take more risk
take more lives take more leaps
of faith.
Don't over analyze things.
I see it happening all the time
today on a daily and I
just flew over analyzing and
over trying to chart out
you know where you're going to
be in like five years 10 years
time.
The world's going to change in
the next five to 10 years.
Why do you want to plan for so
long.
Take risk enjoy what you're
doing. The Here you are in your
career you have the ability to
take the risk and make
sure you enjoy what you do.
Not to say I didn't enjoy what
I did but after taking a few
more risks.
The central point that
I attempted to make in
creating new futures is
the recognition and the
realization really is that
every moment every
conversation every opportunity
is a portal for a
possible new future.
And that is you share through
your stories if you're curious
and open
and prepared to embark
on new experiences
then you can open for yourself
a new future and
actually that's this idea
of both daring to mention
the future but also
working here now
to embrace the opportunities
that emerge for you to make a
difference and to discover
through these new insights
about yourself and about your
environment and about how you
can create and make a
difference is the way to
create your future.
And so as we bring this to
landing what parting
wisdom and message do you want
to share.
So I'd say two or three things
you know part of the reason I
picked up the book and I was in
amortised was in
a sense extends where I talked
to my kids about.
They come and we talked about
the role and I keep
reminding them.
It's your responsibility
to create a role.
It's not a high
line design role that exists.
You will decide how that role
is and how it was and you
took a few steps further many
steps more to create your
futures.
The second thing is you know
you look for
keep looking as to what is
the role of a leader.
And again people give you
ten different lines and 10
different bullet points awarded
the role of a leader is the
reason I continue to read your
book was
right up front it's the role of
a leader is to create future.
And I said What is the best way
I can get some rest.
So I would encourage
the young people as they start
getting into leadership roles.
Why start with
taking responsibility for
creating what you are to
take responsibility for your
job and your role and what that
is.
Never take it on a sheet of
paper and say this is what I
need to do.
You define who you are
responsible for creating it and
evolving and to
create that future.
You have that in your hand not
just for yourself but for your
teams.
You're responsible to make it.
The second thing I would say is
just little damage.
As I mentioned before take
those risks take the action
don't overanalyze the day.
In the book somewhere you made
you talk about that
in 72 hours or something you
need to take action.
Right.
The 72 hour rule
that defines that you have a
72 hour window
to move from idea
to actualisation or to some
action and that unless
you begin the
journey to action
and Actualisation
then you quickly reach
the point with a new ideal
The new insight becomes
ineffectual because
you are pulled back into
that gravitational pull or
current conditions.
I live just like dutifully
instance.
This is an action that needs to
be taken worse as we put
it on our to do list and figure
out a time on my calendar and I
might just take everything up
the central operator and
just move ahead.
That's what I like to do.
But I think the 72 hour rule
is very important because I see
people all over
the place and I'm a strong
believer that you've got to
work with your God with your
heart and with your brain and
with all of those back
of the brain is so powerful
that you can end up convincing
yourself of not doing anything
at all.
If you if you let the brain
go go MRK you think
it's something for you I'm
sorry to. So don't go
away they get to action faster
go with or feel they have rest.
That's the other thing I would
encourage people.
That's great the tone
that comes with this message
that you're offering Rashid's
is one of confidence
and that's to produce
movements.
We need to take confident
actions and when we do
that's how we instill
confidence in other people
and are prepared to join
and support the movement
and the leadership that we
bring to the table.
This has been an absolutely
rich and fascinating
conversation and exploration
and I truly appreciate
the opportunity to explore
and be in this dialogue with
you today. Right.
Thank you very much.
Thank you. It's been a pleasure
as always talking to you and I
really appreciate what you're
doing for the young leaders
and helping them get
through the maze of their lives
and their careers.
All the very best.
Hey we are.
We've landed.
This create new features
journey.
And it's your time to take
action.
Here are a few steps you can
take this week.
First practice deliberate
and conscious curiosity
inquiry to understand beyond
the obvious appreciate
different points of view and
look to discover new and better
solutions.
Second fun situations
where you are surrounded by
inspiring leaders.
You want to emulate.
I know people who know more
than you do.
In at least one domain
an aspect of your business
serves take smart
risks take a leap of faith
don't overanalyze discovered
the opportunity and change.
Lead with heart
and brain.
One more thing you can reach
me directly by phone and
on email to explore
how we can help you and your
team create your future.
See you next time.
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