Nuggets from Atul Kasbekar
Staying relevant over the long-term
We live in a world where professions are being threatened and jobs that existed yesterday may not exist tomorrow. Atul talks about how the world of photography has been democratized with the penetration of mobile phones with good cameras. He shares his insights on how one could think about being relevant in these changing times.
Impact of technology
Technology is all pervasive in our lives today. But how has the world of academia been impacted by this? Hear Kartik elaborate on the increase in opportunity afforded by the tsunami of technology.
In order to be relevant in this digital age, leaders need to adapt to a digital mindset. What does this mindset look like? Abhijit discusses the digital mindset in this nugget and gives anecdotes of how extremely competent leaders of the analog era are struggling to adapt to this. He also shares two important core values which can help in acquiring skills to navigate this digital world. Look out for his views on the future being an ‘&’ world rather than an ‘Or’ world.
Building Digital habits
So we know there is a digital world out there, vastly different from the analog one we have been used to. This digital world demands new kinds of leadership, culture and relationships. We need to have a digital mindset to navigate this new world but how do we go about it. In this nugget, Abhijit gives you simple tips to start the journey and formulate digital habits.
Educating ourselves (and link with leadership of the future)
We are growing into a future where there are several unkown unknowns. Pramath talks about what sort of leaders would flourish in the new paradigm and how one should think about education in the context of this broad trend.
The Future of Work
Anu shares the key insights from MGI's study on the future of work. She reflects on the disconnect between what the future world of work needs and what the education system of today is delivering. She also talks about the demands of the generation that is entering today's workforce and the implications for organizations to deal with them.
Staying relevant in the future
Anu talks about her take on Leadership Development in the context of the Future of the workplace. She discusses the need for "start-up like" projects and initiatives that need to cut across functions and hierarchies.
Growing as a player and inflection points
Vishy talks about how his approach to development has changed as he has grown as a player over time. He talks about his approach to picking Coaches that get the best out of him. He also discusses the impact of technology on what it takes to be a successful player while getting the most out of the machines. He talks about the trade-off between specialization and flexibility in this context.
What it takes to compete at the top
Vishy talks about how players need to adapt their style in a world where machines are makin the games longer and more nuanced. He specifically talks about the declining relevance of a dogmatic approach due to the machines suggesting more and more combinations which are possibly outside the realm of comprehension of the average human mind. He also refers to the crucial role of fitness to be able to make sound judgments deep into a game that has only gotten longer with the increasing role of machines.
Staying relevant in the world of machines
Vishy talks about how humans should think about staying relevant in a world where the processing power of the machines has become hard to beat by the human brain. He uses the metaphor of Advanced Chess where people compete with each other but with a machine on their side (Human + Machine versus Human + Machine). He talks about the diminishing role of humans in that context. But at the same time he talks about the exciting possibilities that technology has enabled in terms of new possibilities in the game and access to “best in class” coaching and learning.
Convergence of Strategy, Creative, Tech and Data
KV Sridhar (Pops) talks about how Hypercollective (a company he has just started) operates at the intersection of Strategy, Creative, Technology and Data and combines all four diverse disciplines to present an integrated offering to the clients. He specifically talks about the crucial role of orchestrators that connect the dots across the various disciplines.
Suresh talks about how Marketing has a function has evolved given the Digital age we are living in. He says that instead of Digital Marketing, he believes in marketing to the Digitally Enabled that is often the entire consumer base. He also speaks about how he leveraged Digital to resurrect the brand Maggi when Nestle re-introduced the brand.
Understanding fear to decipher beliefs
Coaching is often about understanding the deeply wired beliefs that drive leadership behavior. Devdutt shares that understanding people’s fears might provide insights into people’s beliefs. He talks about the fears that often puts people on a hedonistic treadmill with materialistic markers along the way. He also talks about the notion of staying relevant and talks about the notion of rendering yourself irrelevant consciously as we move through life, something that people are often not open to dealing with.
Staying relevant and leveraging technology
Jay talks about what how successful politicians have managed to stay relevant over time and have reinvented themselves. He also talks about how technology is begin to level the playing field in favour of people who do not necessarily come from a family of politicians with an established brand and mobilisation infrastructure.
Staying relevant as machines get smarter
Kartik speaks about the extent to which machines and algorithms have pervaded our lives. To give an example, 80% of view on Netflix is based on algorithmic recommendations and 70% of Youtube consumption is based on what it suggests. He talks about what this means for human beings to stay relevant in the future where the machines are getting exponentially smarter by the day.
Re-skilling ourselves to stay relevant
Kartik speaks about how we all could be thoughtful about equipping ourselves with some basic level of literacy around AI. Even if you are not in a technology-led company, it is likely that you will be impacted by AI in some shape or form as a leader, as a consumer or some other form.
Early childhood wiring
How much of you as an individual can be attributed to early childhood experiences? In this nugget hear Ravi speak about three main influences in his early years that shaped his personality. Did you know that he had to take a year off from school due to medical reasons and this turned out to be a boon in shaping his boundless curiosity!
Hiring for the Digital World
Unlike the analog world, employees and customers in the digital world are at the centre and the organization and processes are built around them. This makes the hiring of employees a very significant task. How does a leader go about hiring someone and what are their markers for potential? Don’t miss the insightful anecdote about The Knowledge test that the London cab drivers have to take and how that is relevant to this nugget.
Navigating the sea of career options
"What should I do with my life" is often a question that we grapple with at different inflection points in our life. Vinita talks about the various dimensions along which she evaluates opportunities that have come her way at different points in her journey.
Navigating the first 3-6 months
The first few months in a new organization can be a nervous passage of play for the incoming leader and for the hiring manager. If not handled carefully, the organizational antibodies could eject the new entrant. Vinita shares her insights on how the incoming leader and the hiring leader could navigate this phase effectively.
In Summary - Playing to Potential
Where to go and How to grow are two questions leaders ask all the time as they navigate their career. Vinita talks about the need for conviction in direction, coupled with abundant curiosity to grow as the key elements of playing to your potential.
Transitioning effectively to a new context
Suresh talks about his experiences in transitioning across companies and roles. He moved from HUL to Nestle and within Nestle, he moved across markets such as Egypt, Singapore, Thailand, Philippines and India. He talks about how he thinks about settling into a new context and also what it takes to build systems and processes so that even when you transition out, the organization continues to run effectively.
Early formative years
Devudutt talks about the profound influence of some of his teachers when he was studying medicine. He elaborates that they would often push him to think about the Why behind various elements beyond the what (anatomy) and the how (physiology). He mentions how that has discipline of asking the Why question has influenced his thinking and his approach towards mythology.
Effective coaching process
Devdutt talks about what leads to an effective coaching relationship. He describes the complexity of a coaching process and mentions that the onus is often on the Coachee to tap into the database of the Coach and extract the value. Several leaders see Coaching as linear relationship where there is a pre-defined process which leads to an outcome. He emphasizes that the reality is quite different from that.
Managing time, unfettered curiosity and resilience
Vinay talks about Narasimha Rao spent his time at various points in his career. More specifically, he breaks down the pie chart of time across different phases - when you are campaigning, when you are in power and when you are in opposition. He talks about how Narasimha Rao had unfettered curiosity that helped him indulge his curiosity when he was in opposition which helped him evolve as a person but also ensured that he did not make any hasty decisions in the short-term out of anxiety that would hurt him in the long run.
Art of asking good questions
Arun talks about how we could potentially move from understanding the data that somebody presents to us to going deeper in our understanding around why that data is important to the other person and how their experiences have led them to value what they value. He suggests that moving from the What to the Why and the How enables us to get to the next level of insight and intimacy with another person, especially if they are unlike us.