Mayank Saxena

Jugaad is not what you think. It is India's own approach to find smart, cost-effective solutions deploying minimum resources. It could be similar to Apple's way for the 1st ever mouse. Removing the balls from roll-on bought in Walgreens and put it at the bottom of the early day mouse. My speech in the inaugural of CII flagship event ⚒️Supply Chain Jugaad⚒️ in Pune on relevance of Jugaad in India. - India has a word for the ability to solve problems with ingenuity and very limited resources – jugaad. In modern parlance, it loosely translates to a “hack”. The concept of jugaad has been explored by many business experts, including in the book Jugaad Innovation. In a 2016 article in the Stanford Social Innovation Review magazine, academic Jamal Boukouray advocated for the adoption of jugaad in social innovation leadership.   Source: South China Morning Post - Three aspects of jugaad that make it particularly effective - Jugaad innovators innovate faster, cheaper and better.  Source: Harvard Business Review https://lnkd.in/gqt4mi9m Confederation of Indian Industry #supplychain #startups #management #technology #humanresources

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I am genuinely worried about the digital medium. Even goods can be portrayed as bad in a second, and there are millions of people, including myself, who fall prey to it immediately. Suya budhi / Pagutharivu (Critical thinking) is what makes humans unique, but in the digital presence, anyone can be fooled easily. Whatever we see online—the messages we receive on WhatsApp or a YouTube influencer screaming about a topic—are often taken as real. That's how digital India was penetrated.When the Digital India mission was introduced, one of the first things that happened was Facebook being offered for free. Whenever a villager bought a phone, the phone vendor would create a Facebook account on their mobile. Mark Zuckerberg's visit to India to promote Free Basics under the Digital India initiative was a significant moment. The government with #Facebook provided free access to #FB platform to boost internet usage in rural areas. This well-intentioned move to the spread misinformation & religious propaganda, reaching every uneducated person, turning them into unwitting weapons. Fast forward to today—let’s take "Kanguva," a beautifully made film by Siva & Team. How did this beautiful movie receive such low ratings? It's all because of digital influence—people aiming for likes, shares, and money. Individuals often believe the opinions of others based on videos without forming their own. This reflects our primitive "monkey mind," which reverts to ancient behavior, forgetting our civilized nature. This scenario is a reflection of you and me, living in the corporate world, surrounded by people who spread hatred for their own gain—whether for popularity, promotion, or job security—making someone else a prey. Don't be that fool. Use your brain to think critically. Before you believe what someone wrote or broadcast via video, audio, or WhatsApp message, follow these steps: 1. Ask yourself: Is it true? 2. Do your research 3. Analyze 4. Then react ! "#Kanguva" is an emotional rollercoaster with loads of visual treats. DSP’s rockstar music is mesmerizing, transporting us to a new world. Suriya’s acting is phenomenal—no actor could have done justice to the role better. Despite 2 or 3 continuous flops, Siva has created magic with his fourth attempt, making it an outstanding, notable movie in Tamil cinema. It's even more beautiful than "Bahubali." If you enjoy movies like "Avatar" or "300," this is a film to be cherished. Don't miss experiencing this beautiful creation on the big screen near you. All the fake reviews, useless influencers, and top actors making paid YouTube negative reviews to downgrade others are clearly visible. If it's rated 6.9 on BookMyShow and 8.1 on TicketNew, which one will you believe? it's funny. Experience the movie on the big screen. Someone's rating of you or a movie cannot decide its worth. It's you who must validate yourself and your experiences. Cheers! Open your minds. Waiting for #Kanguva2 Made stylish with rage !!

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Zurich expands big in India and acquires a majority stake (70%) in Kotak General Insurance which is by far the largest foreign General Insurance investment in India. The insurance sector in India stands at a critical juncture, poised for significant growth & the general insurance market in India is expected to reach $~60 billion by 2028 driven by multiple factors like the growing SME segment, Infrastructure development, consumer awareness, and Digital finance. The demand for various customised Insurance products & offerings will increase which will need adequate Reinsurance capacity as well. Unfortunately we are still struggling on the Reinsurance segment.We talk about promoting Cross border Reinsurance and on the other hand bring in regulations of retaining the maximum penny of Premium within India. Regulators should realise we don't have enough "Right" domestic Reinsurance capacity available to meet the need of the growing Insurance industry (No longer the same old cottage) & these regulations will further complicate. Time to smell the coffee.

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Sandeep S. is a seasoned CIO and IT Leader having worked at GXO Logistics ($10B logistics major), XPO Logistics, Footlocker, J&J. As part of his job, Sandeep has been responsible for allocating hundreds of millions in software budgets. In the latest Svagat Show episode with Sandeep we discuss: 🌟 1. When does the CIO or CIO org get involved? How to get in touch with them? What considerations should a startup keep in mind when selling into the enterprise? How to compete, especially when you don't have feature parity with incumbents 💰 2. How to price your products for the enterprise? How do large enterprises do price discovery? How does budget allocation take place? How is the current thinking in terms of budgets for AI powered solutions? ⌛ How to shorten sales cycles when selling to the enterprise? How to make POCs successful? The role of Infosec? 💡 How to get a CIO's attention? How to get them as potential advisors This is a power packed episode for anyone considering selling to the CIO orgs in large enterprises Watch the full episode here: https://lnkd.in/gd6nPeWh

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The plural of anecdote is NOT data BUT BUT BUT ...the singular of data is unfortunately an anecdote. Have been on the receiving end of many anecdotes that have derailed many important meetings. Rather than fight it, here are my Notes to myself on arguing the case for anecdotes! Human Touch: Anecdotes add spice to the data soup, making customer experiences more flavorful. Drama Alert: They're like mini soap operas, revealing customer quirks and drama behind the scenes. Storytime: Anecdotes help CX folks understand why customers do the things they do, like unraveling a mystery novel. Brain Fuel: They're creativity snacks, fueling innovation and out-of-the-box thinking. Feels Trip: Anecdotes build empathy bridges, turning data points into relatable customer tales Who are you in the meeting? Post D or A in comments below

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Tesla's ruthless employee layoffs are just a drop in the ocean of corporate cruelty. From the biggest multinational corporations to regional players, the cutthroat reality is the same: employees are disposable commodities in the eyes of these so-called professional organizations. They operate on a 'use and throw' principle, where human lives are expendable and rights are non-existent. It's a cold, heartless world where individuals are left to fend for themselves, abandoned by the very entities they've dedicated their livelihoods to. Furthermore, the absence of regulatory oversight magnifies this brutality. There's a dire need for stringent regulations to hold corporations accountable for their callous treatment of employees. It's time to enact laws that safeguard the rights and dignity of workers, ensuring that no one is left vulnerable to the whims of profit-driven entities. Without such safeguards, the cycle of exploitation and disregard for human welfare will continue unchecked. https://lnkd.in/gwcANj8Y

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‘Thank you for quick help.’ ‘Thank you for managing it nicely.’ ‘Thank you for closing it on time.’ …and so on. While there is always a strong focus on big wins and big outcomes, a unique trait you will find among the leaders at IKS Marsh McLennan Global Services India Private Limited (MMGS) is their habit of noticing and acknowledging little moments– those subtle contributions that often go unnoticed but play a crucial role in the bigger picture. And, this unique trait isn’t just a strategy of some kind, it perhaps reflects a deeper leadership philosophy rooted in mindfulness: Leadership is about paying attention to little things too. 'Thank You Cards' - an integral part of IKS culture, were introduced to acknowledge and recognize everyday moments that may not make it to headlines, but they are building blocks of our progress. And, underneath this initiative, there are words of sincerity and warmth. ‘Our contribution matters, no matter how small.’ Dinesh Deo Siva Prasath B Ravi Shanker Shwetha Nayak Tanveer Quraishi Mudit Sahai Vikas Wadhera Aarti Vasudevan Sayali Garude Smita Gadge Aditya Tandon SUSMITA MONDAL Ilina Verma #people #business #culture #thankyou #motivation #mindfulness

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Good Read

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When you have this kind of a roundup of HR stalwarts, you know you are going to come out enriched with important learnings. Looking forward to great conversations. Sumit Bhatia (He/Him) Jaspreet Bakshi #marshmclennan #mmc

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Excellent insights from our CEO Peter Altabef in The Economic Times on the critical role of India’s talent pool in driving global technology advancements. I agree with his discussion on the importance of talent as a key component of the tech supply chain, particularly in addressing global operational challenges. We know that the success of global operations is tied directly to #talentreadiness, especially as we expand our capabilities in #AI and quantum computing to deliver cutting-edge solutions to our clients. Discover how India’s tech expertise is driving operational success at Unisys: http://spr.ly/6044S56er #DeliveryExcellence #FutureReady #TechTalent

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Happy to share our recent report in partnership with CaptiveAide Advisory Private Limited featured in Business standard The report dives into the state of new GCCs and highlights crucial insights on what they need to do differently to thrive in India. Check out the full article in the first comment. #BusinessInsights #GCCs #IndiaGrowth Feedback Insights Chandramouli Srinivasan

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🎙️I am thrilled to share my recent interview, where I had the pleasure of discussing the journey of ProcUrPal and the future of procurement SaaS. A big thank you to Sohini S. for the insightful conversation and for bringing out the essence of what we are building at ProcUrPal. We covered a range of topics from the challenges we have faced to the innovations that are reshaping the procurement landscape. It was a deep dive into how AI is evolving from a mere tool to a transformative force in enhancing procurement efficiency and driving value. If you’re interested in the intersection of AI, procurement, and leadership, I think you’ll find our discussion both informative and inspiring. #AI #Procurement #Innovation #Leadership #StartupJourney #TechInnovation #DigitalTransformation #AwardWinning #ProcUrPal

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This is the second order picture that most aren't able to visualise. Key theme today is 'virtual centralisation' - for accelerated growth Misconceptions people have is GCCs mean India/non core work/arms length from HQ/cost pressure etc. Stepping away from the 'English language problem' - these are nothing but centralised teams of the parent organisation with a specific charter. Centralization is to bring in the required capability scale plus ensure a global connect. Wave 1 was 'SSC' - mostly within the parent org. , same became GBS/GIC when setup in a low cost country to bring in cost arbitrage. Now called GCC since value expectation has moved from cost arbitrage to knowledge arbitrage However nothing stops from having this centralised entity distributed across multiple timezones to leverage a true 'global' capability and not just talent in 'a particular country' A full scaled GCC connected with all geos/product lines actually has the potential to be the knowledge nerve center of the organisation and act as internal consultant to the CXO. Distributed global op. model brings in both scale as well as capability. Today most of the conversation either seems to be - which city, which model (BOT/Hybrid) etc, or what improvement initiative (which inevitably is tech transformation). No one seems to get away from looking at it as a separate entity. Irrespective of the perm-com of letters G,I,S and C, it's imperative to back to the drawing board on the parent HQ's operating model, and reimagine the building blocks from the perspective of whether it's best suited to support the P&L ambition. After the Lego structure has been pieced, at last comes the geographic 'shoring' -off/right/near/multi....But unless one identifies the true problem being solved, no matter which country / what scale - the strategy is bound to fail.

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Do we have "Mind space “ for Diversity even at our homes ? Recently I have been added to the Diversity team of my organisation which has got me thinking a lot about diversity or the lack of it in the corporate sector. While its obvious that as a "creator" and "caregiver" of the family and all the variables that come with it ,the women folk tend to loose focus and their wants are sidelined to fulfil the one's of their family. But I realised that there is so much more to the absence of diversity not only in our workspace but in our "mind space". I would explain this with an example . I came across the family tree of an Indian family, which was being circulated very proudly amongst themselves. It covered four generations of the family with the names of the son's and daughter's clearly mentioned .There was nothing under the daughter's names, understandably, as they would have got married and expected to be a part of the family of their husband's. What struck me really hard was the absence of the names of the women (wife's and mother's ) of the family in the tree, the people without whom the tree would not have come to existence . This was definitely not done with any malice or intention ,its just that we do not have the "mind space " for the women folk of the family and therefore it is absolutely okay ,for a lovely ,cohesive family to create a tree without the "procreator's " names being mentioned at all . To all the son's and daughters -pls check if your mother's name is mentioned in your family tree especially the daughter's , as otherwise one day you would have the same fate. To all the husband's- Pls always add your life partner's name with your name. She has left behind her family to be a part of your's. To all father’s - If your wife's name is not being mentioned in your family tree, then we are creating a society wherein your daughter's names will also not reflect in their family tree. To be able to address the issue of Diversity, one of the first things that we need to create is the "mind space " for the wife's , mother's and daughter's. Its easy , simple and the most natural thing to do ...Let "mind space " be an enabler to more diversity at work place . Sudakshina Bhattacharya, CPCC, PCC,Shruti Sethi,Anand Mishra,Sumit Mukherjee,Sudeshna Mukherjee (She/Her),Sandipa Chandorkar,Namrata Tiwari,Durr-e- Afshan,Shalini Gupta,Sneha Das

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In a significant development for India's business world, Noel Tata has been appointed as the new Chairman of Tata Trusts. This appointment marks a crucial transition in one of the world's most respected conglomerates, with Noel Tata succeeding Ratan Tata in this pivotal role. Noel Tata's appointment comes at a critical time for the Tata Group, which has a current valuation exceeding $400 billion. As the Chairman of Tata Trusts, which owns 66% of Tata Sons (the main holding company of the Tata Group), Noel Tata will play a crucial role in shaping the future direction of the entire organization. Noel Tata has been a key figure in the Tata Group for decades, quietly transforming several Tata companies: ➜Trent Ltd: As Chairman since 2014, Noel Tata oversaw the growth of Westside, Star Bazaar, and Landmark. Under his leadership, the company expanded from 1 store in 1998 to over 500 stores, with shares rising more than 6,000% over the past decade. ➜Voltas Limited - A TATA Enterprise: As Chairman, Noel Tata has led the company to significant growth and stability, maintaining market leadership in air conditioning despite intense competition. ➜Tata International: As Managing Director from 2010 to 2021, Noel Tata increased revenue from $500 million to over $3 billion, expanding global presence in leather, engineering, and metals. He currently serves as Chairman and Non-Executive Director. What distinguishes Noel Tata in the competitive world of Indian business? ♟Quiet Competence: A master of delivering results without seeking the limelight ♟Strategic Vision: An uncanny ability to identify and capitalize on market opportunities before competitors ♟Ethical Leadership: Unwavering commitment to upholding the Tata Group's legendary values in an era of rapid change Noel Tata's appointment as Chairman of Tata Trusts marks a significant milestone in the Tata Group's history. His extensive experience and proven track record in various Tata companies position him well for this crucial role. In a business landscape often dominated by high-profile personalities, Noel Tata's rise serves as a testament to the value of consistent performance and strategic leadership. As Noel Tata takes the helm of Tata Trusts, his leadership will be crucial in guiding the Tata Group's future direction and maintaining its position as a global business leader. Noel Tata's journey to this pivotal role demonstrates the importance of long-term vision and steadfast commitment in business leadership. His appointment as Chairman of Tata Trusts not only acknowledges his past contributions but also sets the stage for the next chapter in the Tata Group's storied history.

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As I complete my navratri fast I have few learnings to share. I am a big foodie but this year i decided to have all the fast. I was only on fruits ( which for the first few days the intake was good but slowly slowly I came down to one or 2 fruits in a day as I did not have temptation to eat fruits). I am a firm believer of varied tastes in life and I have never done fasting before. But this navratri I could manage all the fasts by grace of jagat janani ma durgaa. I learnt self control and perseverance as many timesI I felt temptation to break my fast. Whenever you face a difficult situation in life face that with perseverance and use self control to channelize your energy and focus on your goals. With perseverance and self control, you can win a situation and therefore these are 2 main ingredients of success in life.

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