Amita Mujumdar

I have been talking to TAs and HRs of startups and enterprises to understand how the talent business is reshaping and what challenges businesses face. Here’s what I found - The biggest challenge for them is to retain their best people. 40% of the leaders need help keeping their smart people in the company for over a year. And that trend is more common with late millennials and early GenZs. However, I think that in most cases, the problem is not them but you. Every person has a need. And if that need is fulfilled, they won’t leave—unless the entrepreneurship bug bites them. When I asked them why some people stay 5+ years in the same company, and some leave in a year. These were some of the reasons I found intriguing. 1. The first is money. If you’re paying them what they deserve. 2. Second is job satisfaction; they love what they do. 3. Your company culture is not treating them like factory workers of the 1980s 4. You expect growth. They expect growth. Both are getting it. 5. Their managers are excellent, which is crucial. Today, I emphasize training my RMs (reporting managers) at Supersourcing. They are everything. They are one of the biggest reasons people leave early. There are many other factors involved that influence this decision, but you can say that if you ensure your employees are getting the best experience, 80% of the problem will be solved. Ultimately, it is people who run your company first, then products and processes. What else are you doing to retain your best talent? #talentretention #hrleaders #retention #supersourcing

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I am really interested to know your reaction to this. Please share your thoughts in the comments. #google #layoffs #sundarpichai

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In just five years, Recro has achieved milestones that few companies in the hiring space have reached in a decade. Our secret? It boils down to three core principles: 𝐅𝐨𝐜𝐮𝐬, 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐳𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐔𝐫𝐠𝐞𝐧𝐜𝐲. When I look back at the decision to shut down my first startup Dealocx, I realize the invaluable lesson it taught me. We were spread too thin, juggling too many initiatives simultaneously, ultimately leading to our downfall. Upon entering the tech hiring space, we noticed a similar trend: everyone was trying to do everything. Most players were operating horizontally, lacking the depth that comes with vertical specialization. The key to mastery lies in the ability to say NO - to focus on what truly matters. This requires rigorous prioritization. Not all opportunities, activities or tasks are created equal. It's crucial to identify what will have the greatest impact on the business, aligning with both customer needs and our company's mission. Once we've established focus and prioritization, the next step is relentless execution, fueled by a sense of urgency. In a startup environment where resources are scarce, every investment: whether it's in people, time or money must deliver maximum value. I recently came across a video from Perplexity's founder that perfectly encapsulates our way of working at Recro - http://bit.ly/3Uza0Sf #Startupjourney #Recro

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Career vs Driving in an Expressway: The analogies have helped me put a few things in perspective! -> Being aware even that everyone is in their own lane - Just knowing that these different lanes exist is key to rationalizing the level of results and impact you are expecting for a given level of effort (analogy career progression and level of effort) -> Driving in the fast lane perpetually can be exhausting - Ok time and again to slow down and change lanes. Talking about that relief that you get when you switch to the slower lane from the fast lane (analogy for burnout) -> Intentionality in the lane that you are in - Just knowing and being intentional in the lane you are in means the level of attention and energy you spend on your career is going to have to be proportionally higher or lower (analogy for expectations in career) -> Destination vs the drive - I find it hard to listen to podcast or even music in the fast lane. And definitely can pay more attention podcast / music (analogy for personal life) when I am not on the fast lane all the time. Best of drives is usually that 2nd or 3rd lane when you can pay attention to both --- in balance PS: Autopilot and single-lane drives may start throwing a wrench on this analogy but I am ready to defend it with some endowment and economic theory - but for another day. Just assume that for now you are in your good old Chevy or Hyundai or Ford driving in 5 lane highway

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Great insights in simple words. Please read it like 100 times!

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🔥 Tech vs Comedy: The Unexpected Face-off! 🎭🚗 In a twist that nobody saw coming, comedian Kunal Kamra and Ola CEO Bhavish Aggarwal have found themselves in a heated exchange that's lighting up social media! 🍿 Here's what went down: 1️⃣ Kamra posted a video criticizing Aggarwal's nationalist approach to business 2️⃣ Aggarwal fired back, questioning Kamra's credibility and patriotism 3️⃣ The internet exploded with memes, opinions, and heated debates This clash raises some interesting questions: How do nationalism and business intersect in today's India? What role should public figures play in shaping economic narratives? Is there a line between constructive criticism and personal attacks? No matter which side you're on, this debate highlights the complex relationship between corporate India and social commentary. What's your take? Is this a necessary dialogue or just another Twitter storm? Share your thoughts below! 👇 #TechvsComedy #IndianStartups #SocialCommentary #OlaCEO #KunalKamra

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Abhinav Singh's journey from the Merchant Navy to heading Amazon India's operations is truly inspiring. On Amazon Unplugged, he discussed with Rajeev Sharma, Director of Talent Acquisition, the crucial role of empathy in leadership, navigating Amazon's dynamic landscape, and the guiding principles behind his success. Looking forward to a career filled with innovation, operational excellence, and a dash of passion? Watch the full episode here : https://lnkd.in/gSGFyt9b #AmazonIndia #InsideAmazonIndiaStores #AmazonUnplugged

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Had a brilliant conversation with Nuha Bubere from The Ken on how old guards (Flipkart + Amazon) are bringing on the fight to QCs (blinkit + Zepto + Instamart). Following are some pointers that we discussed: 1. Right to win lies with the ones who are able to crack frequency of purchase for the user- thus Fruits & Vegetables + grocery purchase is key for a right to win. Something that QCs are acing right now. 2. For profitability and increasing ASP- categories like electronics, mobiles and large appliances are key for success in the long run. With years of expertise built by the old guards- they have the best of the selection on them right now and will try to guard top selling models from opening up across all channels. Might play aggressive on margin asks on such models to shield marketshare. 3. Old guards also have access to affordability constructs like EMI, exchange constructs for electronics and smartphones, which if unlocked for their QC play, will ensure consumer stickiness given that Indian consumers tend to be net effective price sensitive. 4. In terms of operations- old guards are more seamless- they replicate inventories across their dark stores from the ones that brand/ seller supply to already established warehouses. In contrast- new QC channels are more tuned towards grocery forward replenishment models- which require deliveries every 3-5 days, while electronics are more tuned towards bulk deliveries to ecommerce warehouses. Making the current model of QCs operationally unfeasible for most scaled brands. 5. Large appliances in a quick commerce model is still a puzzle. Single unit delivery for washers, ACs, or TVs would come at huge supply chain costs, and even if deliveries happen within 10 minutes to 4 hours window, can brands enable same day installations? With increasing pressures of unsold inventories and reducing margins in hardware- innovation costs would be tough to figure out. But who had imagined Quick commerce becoming the new age Ecommerce war? Maybe brands too are able to build on scalable solutions across this.   Do read this piece on quick commerce: https://lnkd.in/gH2zue3e

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David vs. Goliath: Zomato vs. Swiggy It’s always fascinating to witness the stories behind numbers, and the latest Hurun India list brings some exciting narratives of growth and determination. Deepinder Goyal of Zomato has climbed to become India’s 2nd biggest self-made entrepreneur, driven by a staggering 190% surge in Zomato’s valuation—now over ₹2.51 lakh crore. Not far behind are Swiggy's Sriharsha Majety and Nandan Reddy, securing the 3rd spot with a remarkable valuation growth of over 52%, reaching ₹1 lakh crore. And leading the pack is Radhakishan Damani of Avenue Supermarts, whose ₹3.4 lakh crore empire grew by an impressive 44%. Together, these self-made entrepreneurs have contributed a whopping $431 billion to the Indian economy, showcasing the transformative power of vision, grit, and relentless execution. What excites you most about the future of self-made entrepreneurship in India? Let’s talk about it! 🚀 #Entrepreneurship #Leadership #Innovation #Zomato #Swiggy #HurunIndia #IndianEconomy #GrowthMindset #SelfMade

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I am unable to comprehend why founders, sometimes, cast a shadow on the massive work put in by a tireless army of employees for over a decade! I sincerely respect what he’s built at Ola but over the past few weeks, Bhavish made three interesting comments. 1. He tied nationalism to the launch of Ola maps welcoming Indian devs to switch from Google Maps. P.S. Krutrim cloud is likely going to be the next in line for a nationalist pitch. Yesterday, I read MapmyIndia has sued Ola for illicitly copying its data for Ola Maps. 2. He claimed Koo is shutting down as it was “recreating what already exists”- well, do you really want to walk down that path!? 3. He announced Uber is far behind Ola in India. Today, I saw a post from Sajith Pai stating the Entrackr report that says Ola is #3 in India’s ride-hailing play, behind Uber and Rapido. https://lnkd.in/gVyzHJui First, why does a product need a nationalist pitch in the first place - trust your team! Second, why would you make such unsolicited and controversial remarks, especially ahead of one of the most important moments in your company’s life - its IPO.

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Ride of a lifetime ……Around the world in 47 Years! Unrealistic and unimaginable, a person who got into the lowest ranks of corporate ladder ended up as its CEO and that too continued so for ~ 2 decades. Robert Iger, ex CEO of Walt Disney, made his journey an open book literally in his autobiography “The ride of lifetime”. His kindness doesn’t stop there since he dedicated a chapter at the end as leadership lessons to learn. I won’t repeat his lessons and you grab your copy there. Instead sharing my observations that I felt he definitely did radically and exponentially different that others and you may try 1.     Not shy away - challenging status-quo and his hierarchy, taking significant risks and owning up mistakes if things did not fly. 2.     High EQ – mastering the art of apologizing, taking the first step in mending broken relationships and respecting people. 3.     Build his own brand – He stayed put even when passed over opportunities, he fought for his own brand and self-promoted in absence of context I wonder if these characteristics made him a lovable pal of the late Steve Jobs.  #Leadership #creativity #RobertIger #SteveJobs #WaltDisney

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The layoffs saga continues in the Indian startup ecosystem. In a race to show profitability and cutback losses, 30 startups claimed more than 9,000 jobs this year. However, we do see some respite from last year's horrific bloodshed in the job market which took away 17K+ jobs. Read the full coverage of Layoffs in 2024 which gives an in-depth analysis of how Indian startups sacked their human resources in droves. This endeavour is part of the 11th edition of Inc42’s annual “Year in Review” series — 2024 In Review. Edited By Shishir Parasher Graphics By - Abhyam Gusai

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Office Politics. Probably not your favorite thing. But you can't escape it. - Why do office politics happen? - Dancing with tension: Negative and positive tension - Nobita, Giant, and Suneo: Politics since we were a kid - Navigating the office politics: Practical tips - Avoid me vs. you - Maybe it's not a fit https://lnkd.in/gVKCcEBD

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Zing has launched in Gurgaon! Zing was a meal pre-ordering app i.e. you could book your food in advance from a restaurant — you could either eat-in or decide to takeaway Apparently, Zing focused on high footfall food joints e.g. canteens in offices and in college campuses Rewinding to 2023, I was looking at a similar problem that restaurants faced during - peak hours or - festive season or during - inauguration of a new outlet ie, overcrowding of customers that might cause a negative impact on genuine customers Here's what I think Zing could've done to solve this and further cement their place in the industry : - Schedule reservations in advance - Incentivise people who're waiting - Delivery slots like how bigbasket.com offered them during Covid - Partner with brands to offer curated packages There might be a lot of other recommendations based on the product, which I'm open to hear from the community Credits : Rahul Mathur's post #zing #quickcommerce

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✨Announcement📢🥳 I am exhilarated to be a part of Product Space's Product Teardown Competition Season 10 with the collaboration with Susheela Mani Manoharan, in which we have to boost the AOV of Zepto, a leading "10 minute grocery" delivery platform. In this challenge, we have to develop detailed product strategies to: 1. Boost the AOV of Zepto from ₹460 to ₹600. 2. Enhance product discovery and engagement on the app to encourage more frequent and larger orders. 3. Improve purchase experience We came out with detailed user experience, pain points and their wireframe solution to achieve the desired outcome. A big thanks to Product Space for organizing this great competition and providing an opportunity where we can show our learning skills and where we can learn from own mistakes. It was really amazing experience with this exciting challenge. Product Space 🚀 #product #productspace #ProductSpace #zepto #ProductTeardownS10 #productmanagement #PM #AOV # #productteardown #challenge

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Amazon claims to strive to be the world’s best employer, but it doesn't trust its employees to be productive with even a three-day hybrid work policy. Instead, it is pushing for employees to work five days in the office. This change could influence other companies in India, who would conveniently ignore local challenges like poor transport infra, limited childcare options, fewer office amenities than the U.S., and the financial hardships many Indians face. If #leadership believes employees can’t be productive or sustain company culture without being in the office five days a week, it’s a failure of leadership and #culture— being in the office won’t fix that. #Hybrid policies have allowed many women to stay in the workforce; without this flexibility, they often have to sacrifice their careers. Many decision-makers in male-dominated organizations are often middle-aged men. Their spouses didn't work because, at the time, there were fewer career opportunities in a less-developed IT sector. As a result, these leaders tend to show little empathy for the flexibility that today’s workforce needs.. It seems the golden age for women, especially working mothers, in the workforce may be ending. #workfromhome

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Sharing an interesting story from around the time when e-commerce started becoming a thing in India. Snapdeal at that time was a couponing business (similar to Groupon). We were selling restaurant, spas, travel coupons and even date with a celebrity as lightning deals on the platform. The sourcing team then started bringing in products like bean bags, perfumes and watches to be sold on the platform. From a technical perspective, we kept the data model as same and fit these products to be sold as deals on the platform. Everything was selling like hot cakes. One fine day, the sourcing team came up with a men's shirt to be sold. But there was one problem. "The shirt came with multiple size options." What started with a small data modelling problem fitting multiple sizes into a deal became a multiple day discussion of whether we need a rewrite the platform into a full fledged e-commerce. Seeing the traction on product deals, the answer was a definitive yes. Once we got the nod, began a marathon of sleepless nights and relentless brainstorming sessions, as a tight-knit team of 6-7 engineers poured their hearts and souls into making our vision a reality. Despite the inevitable challenges and hurdles along the way, we persevered, and against all odds, we succeeded. Now, thirteen years later, as I look back on my career journey, I can't help but smile at the memory of those exhilarating days. Building that e-commerce platform from the ground up remains not just a highlight, but a testament to the power of teamwork, innovation, and unwavering determination. Karun Singla Rahul Narang Shubhanshu Srivastava Praveen Garg Anand Kishor Dubey Kuldeep Singh Karan Sachdeva Snapdeal | AceVector Group

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