Dipanjan Biswas

Yesterday, we were having a deep discussion with one of the senior colleagues in our technology team when our tech guru Deepak Dhingra introduced a fantastic concept that completely transformed the conversation. It was the MECE Principle – and it helped us dissect the discussion with clarity and precision, leading us in exactly the right direction. As the concept was new to me, I was curious to learn more. After some research, I found MECE (Mutually Exclusive, Collectively Exhaustive) to be a game-changer, not just for problem-solving but for leadership and team management as well. Here’s why the MECE Principle is so powerful in leadership: 🌟 Mutually Exclusive (ME): Ensures there’s no overlap in the way we break down challenges or responsibilities. This helps prevent confusion and redundant work. As leaders, it's crucial to assign roles that are clearly distinct to foster ownership and accountability within teams. 🌟 Collectively Exhaustive (CE): This ensures that everything is covered – no gaps are left. In leadership, applying this mindset means ensuring every aspect of a project, decision, or team role is addressed. It promotes comprehensive thinking, leading to better results. The MECE framework doesn’t just apply to strategy consulting or problem-solving; it can elevate leadership by encouraging clarity in delegation, decision-making, and communication. Have you ever applied MECE in team leadership? What frameworks have helped you guide discussions or manage teams effectively? Let's connect and exchange ideas on driving clarity and purpose in teams! #Leadership #TeamManagement #MECE #TechLeadership #ClarityInAction #ProblemSolving

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Three data points highlighting dynamic shifts in consumer behavior and financial health in India. We have more gamers now than disciplined investors. 1. Fantasy gaming company Dream11 onboarded 55 million new users in 2023, taking its total registered user to 210 million, the company’s CEO and co-founder Harsh Jain. Ref : https://lnkd.in/gMkdqvUV 2. Indian Mutual Funds have currently about 8.70 crore (87 million)  SIP accounts through which investors regularly invest in Indian Mutual Fund schemes. Ref : https://lnkd.in/gRKytMhS. 3. Indian households' financial savings drop to a five-year low. Ref: https://lnkd.in/gC4ZSt4e

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#equity | #fractionalownership : Fractional ownership refers to a mechanism wherein an #investor can buy or sell a fraction of the #shares as well. Incidentally, fractional ownership as a concept is already allowed in some of the other asset classes including #realestate wherein one can participate and own parts of a larger real estate property through #REITs.

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Nice interactive conference with the Tech leaders across industry. Thanks for hosting this and providing me opportunity to share my thoughts and use cases on GenAI. StrategINK. Ankercloud GmbH Google Cloud

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https://lnkd.in/dgs3Yn-c Exchanges SEBI NSE India BSEIndia Are we doing the right thing? A market for the rich to become richer? Is this what we want? Can we stop trading in derivatives that can only be cash settled? Maybe not. Best may be to let only the Algo and institutional traders fight it out in the cash settled derivatives and ban participation of retail customers and maybe it can be a market?

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India’s Global Capability Centers (#GCCs) are experiencing a significant transformation. Recent data indicates that approximately one-third of existing GCCs are expanding their presence within the country, with half aiming to do so within the next five years. This trend is driven by the need for diverse talent and the desire to mitigate risks associated with location concentration. By establishing multiple centers across various regions, companies can tap into a broader talent pool and ensure operational resilience. The impact of this expansion is substantial. GCCs contribute over 1% to India’s GDP and significantly boost service exports. The market size of India’s GCCs is projected to grow from $64.6 billion in fiscal 2024 to between $99 billion and $105 billion by 2030. This growth is not limited to traditional tech hubs like Bengaluru and Hyderabad. There’s a noticeable shift towards Tier 2 cities, offering cost advantages and access to untapped talent. As we witness this evolution, several questions arise: 1) How can organizations ensure that their multi-GCC strategy aligns with their global objectives while catering to local dynamics? 2) What measures should be taken to maintain a cohesive corporate culture across multiple centers in diverse locations? 3) How can companies leverage the unique strengths of each region to foster innovation and drive global competitiveness? #gics #techoutsourcing #beyondmetros #talentavailability Follow us on #ceosgurukul #firsttimeceos https://lnkd.in/dmg4m2E7

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𝐄𝐱𝐢𝐭 𝐈𝐧𝐭𝐞𝐫𝐯𝐢𝐞𝐰𝐬: I have always felt strongly against the idea of exit interviews, I believe it is too late in the feedback chain to get much in terms of gathering feedback from someone who is leaving the company . There are certainly people who argue that documenting why someone is leaving is good to improve what needs to be done. If we are waiting for employees to give feedback on what is wrong and what needs to be improved as part of exit interview then I think we are doing it wrong. If you truly value employee feedback, identify ways to gather feedback from them periodically and try to improve things. Here are few alternative approaches that can be used to gather employee feedback: 𝐒𝐭𝐚𝐲 𝐈𝐧𝐭𝐞𝐫𝐯𝐢𝐞𝐰𝐬: Conduct periodic interviews with current employees to understand their satisfaction and concerns before they consider leaving. This builds trust and allows you to address issues before they lead to someone leaving. This should be done atleast once every 6 months.  Make sure to document key points and action items that are discussed. Report back to the employee with any solutions or changes planned based on their feedback.  𝐒𝐮𝐫𝐯𝐞𝐲𝐬: Implement short surveys throughout an employee's tenure to track satisfaction over time. Use a variety of question formats to keep survey engaging. Use rating scales(strongly agree to strongly disagree) to gauge sentiment. Have open ended questions that allow space for employees to elaborate on their thoughts. It is important to keep it short (10-15 mins) to maintain focus and maximize participation. Explain how the feedback will be used and how it will benefit them. Inform employees of the key findings and any planned actions based on the feedback. 𝐀𝐧𝐨𝐧𝐲𝐦𝐨𝐮𝐬 𝐅𝐞𝐞𝐝𝐛𝐚𝐜𝐤 𝐂𝐡𝐚𝐧𝐧𝐞𝐥𝐬: Provide anonymous channels for employees to share their feedback and concerns without fear of retribution. Consider anonymous feedback tools that integrate with your existing communication channels. Emphasize the importance of confidentiality throughout the process and explain how the system protects anonymity (e.g., not integrated to active directory, no IP address collection). Be transparent about how the feedback will be used and how often it will be reviewed. 𝐎𝐩𝐞𝐧-𝐃𝐨𝐨𝐫 𝐏𝐨𝐥𝐢𝐜𝐲: An open-door policy can be a powerful tool to improve employee retention by fostering a sense of trust, open communication, and employee empowerment. Open-door policies demonstrate a willingness from management to be transparent and approachable. Managers should actively listen to employee concerns and demonstrate a genuine interest in their well-being. Don't let issues raised through the open-door policy fall by the wayside. Follow up with employees and take action on the concerns whenever possible. By implementing these methods, you can get ongoing feedback and create a more positive work environment, potentially reducing turnover.

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It was a great conversation with Rachana Bahadur on how we all can contribute to inclusivity and equity in our own ways and how can organisations can help structure and elevate it #HerRising2024 HerKey

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Ever felt frustrated waiting in a long queue at a physical store while making a payment or selecting a product? (I particularly encountered this in the grocery section at Dmart.).Now, in the digital space, we may have bid farewell to queues, but slow page load times test our patience just as much! Just like we prefer seamless shopping without waiting in lines, websites should offer a smooth experience. Slow loading pages can be a barrier to a great online experience. I've collaborated on projects with brilliant minds where leveraging technologies optimized page load times. Significant initiatives observed a 50% reduction in page load times! The outcome? Increased customer satisfaction scores, similar to the joy of a queue-free checkout at stores. #CustomerJourney #CustomerExperience

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A recent article by Dr. Rowland Illing, CMO from AWS, delves into India's growing interest in Healthcare and Life Sciences. An insightful read shedding light on the country's evolving landscape within these sectors. #healthcare #lifesciences #amazon #aws Dr Rowland, Jared, Shalini, Samarth, Rajesh, Preetam

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"Why can't we just add this simple feature?? It's so easy to code and implement." "Can't we develop this critical, high-impact item?". These were some of the questions that always bugged me when I started consulting on HR Tech about 15 years ago. Being a tech analyst at heart, I always had this idea that every requirement can be coded in the product. And this stands even today; "Every requirement can be coded" . But this course helped me understand the next important aspect "At what cost ?" not only terms of money but also in terms of effort to sustain. This course helped me identify three key parameters for a product's long-term sustainability: Product-Market Fit, Target Audience, and crucially, Competition and Demand. These elements also typically form the Go-to-Market (GTM) strategy for any product. My journey, often undertaken on weekends 😀 , has been thrilling. It's been an eye-opening experience to delve into what goes on behind the scenes in creating innovative, compelling products that deliver value to both customers and businesses. Thanks Ruchir Dave for helping me on this journey. Truly appreciate the support.

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I figured India has its own JAM. Jan Dhan Yojana, Aadhaar, Mobile are not just tools but #lifelines, quietly powering everything from health to education in India. There’s something powerful happening in India—this sense of leveling the playing field, providing access to millions who were once left out. It all started with Aadhaar in 2009, but it’s so much more now. The JAM trinity (Jan Dhan Yojana, Aadhaar, Mobile) acted as a turning point for millions who were once outside the formal #financialsystem. Being an NRI, what fascinates me is how these #digitalservices are woven into the very fabric of daily life. They’re more than just apps—they’re tools for empowerment. In just six years, India achieved 80% financial inclusion, something the U.S. still struggles with despite all its advancements. India has come quite far in such a short time, driven by the incredible success of its Digital Public Infrastructure (DPI). We’ve definitely made strides in the US, for sure, but it feels like the systems here in India tackle problems at a scale and efficiency that we’re still working towards. #Digitalidentity is still more of an idea in the U.S. than a reality, and efforts like Co-WIN would face far more hurdles in implementation. The U.S. has its own strengths in innovation and technology. But it’s just that the approach here in #bharat feels much more people-centric, designed to address the immediate needs of a massive population. There's something powerful happening in India - a movement toward equity, access, and #empowerment. #dotSolved

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The untimely demise of a bright young lady at EY is definitely a wake-up call for all such corporates, SMEs alike who are relentlessly trying to beat the competition and claim the glory of victory - year after year after year. My post is for all those people managers and the newbies who have taken their job a bit too seriously. Let's not glorify slogging unless it's your hubby and you really have got nothing else of significance to do. Well, in my view you have lost it already - anyways! Whenever I take up a new assignment the first thing I advise to my team is that your health is your top-most priority. If the work pressure, timings or anything in that matter (could be due to personal reasons too) that comes between you and your good-health - you don’t have to think twice. Just walk out - as simple as that. Believe me, the show will go on and no one will be harmed. Staying fit is your responsibility. Do not ever compromise on that. My dear young friends - detect the signs of a toxic workplace as early as possible. If it’s limited to your team alone (your manager) then play your card smartly and try to move to a friendlier team (the manager again) - if not, don’t be shy from reporting the same to HR or the higher management with evidence. To all those people managers - it’s just not worth it!! Just to satisfy your ego and climb up that corporate ladder - just not worth it.

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"Questioning the Narrative: BBC's Reporting on India" As a concerned citizen and avid news consumer, I've been troubled by the BBC's consistent undermining of India in its reporting. Despite its reputation for impartial journalism, the BBC's coverage of India often seems to perpetuate a negative narrative. From referring to terrorists as "gunmen" to downplaying the plight of Hindus in Bangladesh, the BBC's language and tone have raised eyebrows. It's not just about semantics; it's about the subtle biases that can shape public perception. I've come across a thought-provoking documentary that examines the BBC's coverage of India in depth. It's a timely reminder that, as consumers of news, we must remain vigilant and critically evaluate the information we're presented with. Let's encourage a more nuanced and balanced discussion about India and its complexities. Share your thoughts: How can we promote more responsible and impartial journalism? https://lnkd.in/eyrnYnsU #journalism #media #bias #India #bbc

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Happy to submit my talk proposal at marquee conference Agile India 2025 Topic Title " Reimagining our product construct through the DIDI Way" In this proposed talk I cover the importance to move beyond just focussing on Data & Information and leverage the power of these to take Decisions & Insights into them Request all to do share your feedback on the same

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Every product begins with a hypothesis. India Partner Network (IPN) started with an idea of taking a platform-centered approach to solve the problem of access (to capacity building options/solutions) that small/mid-size NGOs face. There were many high-touch options available (from organizations offering training courses, capacity building programmes, consulting, shared-service delivery, etc) and some platforms offered parts of the puzzle (webinars, knowledge hubs, funding marketplaces) – but no one had the mission of addressing institutional capacity building as a whole. So we took a shot at an aspiration: to become the platform of choice for small/mid-size non-profits that needed to upskill themselves (or find a suitable partner) in all “organization development” (OD) areas, including Leadership, Fundraising, Compliance, M&E, HR, Marketing & Communications, Digital, among others. These are still early days, but a year after launch, the adoption and engagement we’ve seen tell us that we are on the right track. Over 2250+ users across 1700+ NGOs have registered on IPN. They’ve viewed our knowledge resources over 6000 times, and have spent 2500+ learning hours across 25 webinars and masterclasses (offered by 20+ partners). Nearly 500 NGOs have applied to the 9 RfPs from donors that Sattva works with. And IPN’s comprehensive NGO profile (our most loved feature) has been widely adopted, with over 600 NGOs maintaining a 100% profile completion percentage. A platform is only a container, a shell – what completes it are the offerings from a vibrant partner ecosystem. We have many organizations to thank for embracing IPN, as the post below highlights. But there’s one particular partner I’d like to call out here, without whom IPN would not be what it is today: our engineering partner Dhwani Rural Information Systems. The engineering team from #DhwaniRIS has been exceptional in the quality of their work, the responsiveness to support queries, and the commitment to our shared vision. We are very lucky to have them as our fellow collaborators on this journey we started together. Looking forward to many more years of fruitful collaboration! #capacitybuilding #ngo #indiapartnernetwork #sattvamediaandconsulting #sattva Anup Kumar Srivastav, Manisha Choudhary, Nishant The Programmer, Amandeep singh, Aakash Sharma, Swapnil Agarwal, Sunandan Madan Aarti Krishnan, Minu Sagar, Deepanjan Chowdhury, Ashwini Rajamani, Angelina Divya Sunder, Aditya Patil, Ananya Sahni, Lavy Sharma, Kumar Suyash Rituraj

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