Nuggets from Atul Kasbekar
Entrepreneurial pursuits beyond photography
We often have to reinvent ourselves along the way as we go through our career. There are variuos trigger points where our priorities change and market opportunities change. Atul shares his perspectives around how he has managed to go beyond Photography to venture into new domains. He shares a piece of feedback that one of his friends provides which paved the way to a new possibility.
Transitioning from playing sport to commentating
Vijay reflects on how he transitioned to a new career as his family context changed and he approached the end of his active tennis career. He talks about how re-inventing yourself is often like throwing yourself in the deep end of the pool without knowing how to swim. Perspectives that could be relevant for leaders who are trying to re-invent themselves given significant shifts in the world of work and in personal circumstances.
Transitioning from Financial Services to Writing
So you have found your passion but undecided when and how to take the plunge? Hear Amish talk about how he transitioned to being a full time author from a banker. Discover how ‘pragmatism and positive vibes’ guided this transformation.
Transitioning across Cultures
Having moved from the army setup to the corporate world then onto a government organization and back to the corporate world, Raghu has worn many hats in his professional life. All of these shifts have involved transitioning across cultures- some well established, others being established and yet others, desperately needing a change in culture! Hear Raghu talk about how he navigated these transitions to integrate into the organization he joined.
Transitioning from the Army to the Corporate world
Raghu talks about how we could think about leveraging the pool of leadership talent that the army produces. He compares India to markets such as US, where there have been generations of Corporate Leaders who spent their early years in the Armed Forces. This is not just about providing an education around some of the elements of business. It is a complete rewiring that needs to happen.
Son of a tea planter, Papa CJ took the predictable path through school and college. Hear him walk us through his early struggles which led to him maneuvering into the challenging and non trivial transition from Oxford, to consulting, to doing 250 standup comedy shows in his first 10 months! Look out for tips on leveraging the asset of relationships that we all have.
Playing hockey to MBA@ISB
We often find ourselves in situations where the circumstances at work and on the personal front have changed significantly over time and there is a need to move onto the next innings. These are uncomfortable phases where there are no easy answers or approaches. Viren talks about how he took stock of life when he was playing hockey for India and the circumstances which led him to pursue an MBA at ISB.
Transitioning from Cummins to Microsoft
Having worked in Cummins and moved up the ladder, Ravi took up the challenge of being the CEO of Microsoft India at just 40 years of age and against the advice of family and friends. This was an industry he knew nothing about and a culture his friends thought he wouldn’t adapt to. How did he make this transition successful? What did he pay attention to? Hint: The anecdote of his interview with Bill Gates is very interesting.
Infosys to UIDAI - a 3D transition
Leadership Transitions can be a period of significant anxiety for several executives who are transitioning across contexts and domains. Nandan shares his insights around what he kept and what he changed when he transitioned across 3 dimensions when he moved from Infosys to UIDAI. He also talks about the power of commitment in such situations.
Re-inventing self and playing to potential
Given the VUCA world we live in, re-inventing oneself every now and then has become a necessity. Nandan talks about the mindset with which he has approached the various transitions he has had in his career and shares his perspective on what it takes for people to play to their potential.
Transitioning from Engineering to Photography
A lot of us "go with the flow" either because we want to conform to expectations, minimize risk or don’t listen to our inner voice. Atul talks about how he was an exceptional student in school and ended up in UDCT - one of the most prestigious places to study Chemical Engineering. He talks about the disconnect he experienced at that point and how he moved forward from there.
Being tenacious through the transition
Transitioning from one path to another is not easy. We often celebrate individuals after they have demonstrated success. But we often miss the iceberg that is below the sea surface. Atul talks about how he persisted through multiple hurdles when he transitioned from studying Chemical Engineering to pursue photography.
Successful Lawyer to Successful Entrepreneur
Zia talks about the journey from being a successful lawyer leading a small boutique with 15-20 people to heading a 400-person organization today. She talks about the trade-offs involved in terms of her time and cultural implications as the organization scales.
Shaping your playground
Rama talks about the notion of identifying and playing a game that only "you" know how to play, as espoused by Prof. Indira Parikh. She talks about how she has taken consumer insights and applied it to different contexts.
Transitioning from Advertising to the Tech world
KV Sridhar (Pops) talks about how he thought about the move from the world of Advertising to the world of Technology. He also speaks about the notion of staying relevant in the context of children and consumers and how one needs to be in sync with them to be able to connect with them.
Transitioning from Healthcare to Mythology
Devdutt talks about his journey after graduating with a degree in medicine. He mentions that he didn’t have any childhood inclination in Mythology and he first used the word Mythology in a deliberate sense somewhere in the 1990s. He talks about how he started gravitating towards mythology in an organic fashion including writing several books and the TED talk in 2009\. He mentions that he was in the Pharma industry till about 2007 after which he became the Chief Belief Officer at Future Group and possibly committed to Mythology as a career.
Backing an entrepreneur
Apart from being an academician, Kartik is also an active entrepreneur and invests and mentors start ups. So who better to ask, how does one pick an idea to back? Kartik elaborates on three main skills he looks at before deciding to support an idea or a person.
Building an entrepreneurial culture
Organizations love to grow yet want to retain the entrepreneurial culture that nurtures innovation. What is the one thing that Kartik looks at to figure out if an organization has an entrepreneurial culture or not? Find out in this nugget. Hint: Don’t miss the anecdote about a major competitive advantage that Pixar has cultivated and fine tuned which has led to its unprecedented success in the movie business.
Cross-border transitions are always hard and often involve multiple variables. Avnish talks about the context in which he took the plunge from a lucrative career with Goldman Sachs to return to India with nothing concrete in hand.
There is a lot of literature around how entrepreneurs should demonstrate resilience when hit with failure or tough times. Avnish talks about the role of preparedness in navigating choppy waters.
Hyper-development of a leader in a Start-Up
Start-ups often grow at a rate faster than the rate at which people build the leadership muscle. This leads to the risk that your job may outgrow you. Hence, it is imperative to keep growing as a person and as a leader. Ravi lays down three aspects you should focus on in order to grow with the times and your organization.
Selecting the right co-founder(s)
Nandan talks about one of the seminal choices that entrepreneurs often have to make - Selecting a Co-Founder. He provides his thoughts around what they should bear in mind in this process. He also talks about what it takes to make the relationship work over a prolonged period of time.
Picking Founders effectively
Backing the right founders is a combination of a science and an art. How do you back an entrepreneur who has the conviction arond his idea but is also amenable to input. At the stage of Venture Investing, a big part of value creation is often around getting this judgment right on the Founder. Karthik talks about what he looks for during investing.
Building leadership capability in entrepreneurs
Staying relevant is one of the key challenges that is facing the leaders of this generation. A few decades back, they could check into a career on graduation and check-out at retirement. Pramath talks about how leaders (entrepreneurs and otherwise) should think about scaling up their capability as they go through their journey.
Relationship between Co-founders and Company
Dheeraj talks about how the relationship between him, the co-founders and the company has evolved over a period of time. He also talks about 4As (Antifragility, Authenticity, Ambition, Attention to detail) which are at the core of how he looks at himself and others he works with.
Evolving as a leader with the company
Dheeraj talks about how he looks at the company like a combination of multiple sub-companies that are building, scaling and maintaining all concurrently. He discusses the notion of arcs of destruction and pursuing multiple arcs at various stages of maturity.
Leadership Development in a turbo-charged environment
Dheeraj talks about how he thinks about evolving as a leader and discusses the criticality of breathing and staying present even during challenging times. He describes his approach to pause and remind himself of the key elements that are core to him and his effectiveness. An interesting insight in the context of the overloaded lives that a lot of leaders are living.
Running a start-up inside the Govt.
Nandan talks about how the Government is fundamentally different from the Private sector in terms of how financial and human capital decisions are made. He talks about he thought about navigating those constraints to drive to the outcomes he had committed. He also talks about a couple of mistakes leaders often make in transitions.