Pallab Bhattacharya

To better manage the process of change, having objective data is essential #evolutionMindAI #AI #Mindset #change #transformation #evolution #growth #sapiensmindset #peopleanalytics

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Listen to the participants of our “Brain Based Coaching Certificate” ( #BBCC ) program share their experiences and observations . Batch started in November 2023. #BBCC is #Globally the most respected and highly acclaimed #Coaching program. #NeuroLeadership #Institute #India #Brainbasedcoaching #Neuroscience #ICF #ACC #Coach

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In a recent workshop I was observing leaders having tough conversations with Team Members on behavioural issues like absenteeism and high after-call work time. One common theme emerged - many leaders tended to “take the monkey” during these discussions. This means they take on accountability to solve challenging issues that should be addressed by the team member. To drive behavioural change effectively, leaders must outline specific steps for change and emphasize the importance of team accountability. When steps are clear and written down like a recipe, resistance decreases, and accountability increases. Remember, leaders should avoid consistently “taking the monkey”. Encouraging accountability and clarity in conversations leads to positive outcomes. Reflect on these Dos and Don’ts during your commute home today and please share your thoughts if you observe leaders “taking the monkey” in your organization!

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https://bit.ly/3Yzbyh2 Leadership and Change Management: Navigating the Path to Transformation - Change Gears 1066th Edition #Leadership #CorporateSagePrakash #Seechangeprakash #Seechangeonline #Seechange #FBA #Leadership #PHGNomics #Ezine #ChangeGears M.K.Anand . G N Sivaramakrishna SEE CHANGE Consulting Corporate Sage Padmanabhan R R Veeraraghavan Sundararajan

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More than 160 citations of this insightful article. What makes it applicable are a few powerful questions meant for the senior leaders. I have taken the liberty of editing a few of them a wee bit. These questions can evoke deep reflections and actionables. a) Do we shelter toxic leaders? Edited-- Are we toxic and do we shelter toxic leaders? b) Do we have the right people in the right places, especially the managers? Edited--- Are we the right people in the right places and do we have the right people in the right places, especially the managers? c) Are our managers checking in on their reports regularly? Edited-- Are we checking in on our people regularly and are our managers also checking in on their reports regularly? d) How strong is our culture? e) Is our work environment transactional? f)Are our benefits aligned with employee priorities? g) Can we provide the career paths and development opportunities that employees want? #meaningfulconversation https://lnkd.in/g4NeAkBh

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How to STAND OUT when Everyone Seems to be Doing the Same Thing! First, you win in your heart, and then you win in your world. Part II session of Dr. Sam Ikoku on productivity at one of the weekly interactive sessions with his Business Coaching Group. Part III to follow. SMI/Productivity/1111/008 #FocusOnResults www.samikoku.com https://lnkd.in/djwEAWhP +2349158865890

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Pls check

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The innovative spirit of Jugaad becomes even more potent when combined with #TRIZ methodology. This fusion results in #StructuredJugaad®, known as #ARIZ. By leveraging this approach, even the most intricate problems can be tackled with novel solutions, following the RISIR® framework. #BharatTRIZutsav® #2024 #TRIZ #casestudy #ARIZ #ARIZ helps #inventors to solve problems by modelling a key problem in many #unique ways following the #ARIZ85c and guides inventors to develop multiple competing solutions. #ARIZ proficiency is a sought after expectation in #TRIZ progression. This is the team from Turkey. #Title: ARIZ for Candle Wick Problem #Abstract: The candle production line is examined in order to increase productivity. Candle production process consists of 11 operations that are simply described as clamp positioning, wick attachment and paraffin filling operations. The team when solved the process problem were challenged with a secondary problem that was solved using #ARIZ. To know how problem solving with #ARIZ is effective and novel, register to the conference: https://lnkd.in/gTF8Bck5 Last year at #TRIZfest23 happened in #Bengaluru #India, we had the 1st #ARIZ case study from India. We will have many #ARIZ case studies in every #BharatTRIZutsav® starting this year! For group bookings, write to [email protected] Burak Can ÇİÇEK Mirac Erdem Veysel Otlutepe Sergei Ikovenko Sergey Yatsunenko Błażej Czajkowski Yury Fedosov Sergey Logvinov Alp Lin Shankar Venugopal Dr. Vinodh Mewani PhD Muthu Senthilkumar Harsha Malagi Sema Eğimser Pınar Değirmencioğlu Prateek B. Harish Ragavan

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🌐 Organizations struggle not because of technology but because of their people. The core issue? A lack of disciplined mindset coupled with an absence of a structured framework to steer their transformation. 📘If only there was a playbook that provided a concrete blueprint for guiding leaders through the intricate journey of digital transformation and offering essential insights into the successful implementation of strategies. Coming very soon: "Implement: Doing it Right in a Digital World" foreword by Piyush Gupta, CEO of DBS Bank. #DigitalTransformation #Leadership #Innovation #NewBook #strategyImplementation

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https://bit.ly/3SIqI1g Decision Making for Leadership - Change Gears 1053rd Edition #Ezine #Changegears #Seechange #Seechangeprakash #Seechangeonline #CorporateSagePrakash #Leadership #FBA

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Some interesting perspectives for South Africa to consider.

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Unfortunately, my inference about the “third winter” of AI is receiving more and more elements that confirm it rather than refute it. We are being influenced by massive marketing campaigns to believe that AI brings productivity in a fluid and easy way. And that it is a technology that will help promote ESG concepts. What is presented as reality is the opposite. On the E side, we see more predatory mining to meet the demand for rare metals. A new agenda resurrecting nuclear energy (see Three Mile Island) and using natural resources as cooling water without control. On the S side, we are investing billions of dollars in a proposal to increase global productivity that would improve prosperity for all, but even Nobel laureate Acemoglu has already warned about the discrepancies in the theoretical calculation of this gain - in some discussions he speaks of ~0.5% while some investment banks and analysis houses speak of ~10%. This savings will be lacking in the future and the most affected side, I have no doubt, will be projects linked to social responsibility. Finally, for G, we see the imminent risk of corporate information being shared without due control because it is used to train models. Disrespect for individual privacy and general data privacy regulations. In short, we still have time to think critically and try to mitigate the effects and once again have a “winter” that will postpone the intelligent use of technology to produce prosperity, not only for big tech and its executives, but for everyone.

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From Stagnation to Innovation: A Leader's Journey In our previous post, we discussed the challenges Raj faced in shifting his organization's mindset from a steady-state culture to one of growth and innovation. Now, let's embark on a journey through the strategies we employed to foster adaptability and agility within his team. A Culture of Innovation Imagine a stagnant pond, its waters still and undisturbed. To revitalize this pond, we needed to introduce currents, ripples, and a sense of movement. We wanted to transform the organization from a stagnant pool into a flowing river, teeming with life and energy. We began by empowering Raj's team to take risks, experiment, and think outside the box. We encouraged them to challenge the status quo, question assumptions, and explore new possibilities. We created a safe space where ideas could be freely shared and discussed without fear of judgment or ridicule. We also fostered a collaborative environment, where teams worked together to solve problems and develop innovative solutions. We broke down silos, encouraged cross-functional collaboration, and celebrated the successes of individuals and teams. Developing Agile Skills To equip Raj's team with the skills necessary to thrive in an agile environment, we focused on developing their problem-solving, decision-making, and adaptability skills. We taught them how to identify and solve problems quickly and efficiently, using a variety of tools and techniques. We helped them develop the ability to make informed decisions under pressure, even when faced with uncertainty. And we emphasized the importance of being flexible and open to change, recognizing that the business landscape is constantly evolving. Leading by Example As a leader, Raj played a crucial role in modeling the behaviors he expected from his team. By demonstrating agility, adaptability, and a willingness to take risks, he inspired his team to follow suit. Raj's own enthusiasm for innovation was contagious. He was always on the lookout for new opportunities, exploring emerging technologies, and seeking ways to improve the organization's processes. His passion for growth and development was infectious, inspiring his team to strive for excellence. The Results By implementing these strategies, Raj was able to: Increase employee engagement Improve team performance Drive innovation and growth Raj's journey serves as a powerful reminder that even the most established organizations can transform themselves into agile, innovative powerhouses. By fostering a culture of adaptability and equipping teams with the necessary skills, leaders can unlock the full potential of their organizations. Stay tuned for the next post to learn about the measurable impact of Raj's transformation. #leadership #innovation #changemanagement #digitaltransformation #adaptability #agility Connect with me to learn how I can help you foster adaptability and agility within your organization.

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Every big enterprise was once a small venture, powered by big dreams and a belief in oneself. The world is shaped by courageous men and women willing to take the risk and define their own path, and that of countless others. As per the UN Micro, Small and Medium Enterprises (MSME) account for up to 90% of businesses, over 60% to 70% of jobs worldwide, and half of the global GDP. MSMEs play a crucial role in any economy and the success of these enterprises is an indicator of the fiduciary health of the country. In India, they are considered the backbone of the economy, contributing around 38% of the country’s manufacturing output. These enterprises don’t just Make in India but are the Makers of India; they strengthen India’s trade by contributing nearly half of the total exports. In addition to the macro effects on the economy, the micro impacts of these businesses are felt locally in the regions where they operate, such as increased employment opportunities and modernization. However, these ventures need help to navigate a market that is impacted by complex challenges. In addition to supportive fiscal policies, robust logistics is the need of the hour. Seamless multimodal transport that takes them to newer markets, and sourcing centres could be a gamechanger for businesses. Lower costs, wider reach, and scalability are some of the many benefits that will soon be possible with the implementation of Government of India’s Gati Shakti Masterplan and the National Logistics policy. Another area that is wanting is knowledge and skill training that is needed to take them to the next level. Often many of these entrepreneurs are first-time business owners with no known precedent before them. Sharing expertise, knowledge and mentoring them will give them insights needed to stabilize and bring their enterprise to a level of maturity required to successfully manage on its own.  On this MSME day, I would like to congratulate all those bold dreamers who dared to create their own opportunities, while also urging all those who can to share their learnings and expertise with them. After all, a stable MSME base is harbinger for growth and success.

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Mahatma Gandhi's LinkedIn Adventure: A Satirical Journey through Self-Reflection and Selfies In a parallel universe where Mahatma Gandhi navigates the digital landscape of LinkedIn, the world-renowned leader embarks on a comical and introspective journey through the realms of self-promotion and professional networking, let's explore how Gandhi might have approached LinkedIn with his signature blend of humor, humility, and wisdom. Gandhi, known for his simple lifestyle and humble demeanor, finds himself grappling with the concept of the perfect profile of picture. Should he opt for a stoic black-and-white portrait reminiscent of his iconic images, or embrace the modern trend of the selfie? After much contemplation, he settles for a playful selfie with his beloved spinning wheel, capturing his playful spirit and commitment to self-reliance. As Gandhi navigates the labyrinth of LinkedIn endorsements, he is amused by the superficiality of the process. "Endorsing someone for 'strategic thinking' or 'leadership' feels rather arbitrary," he muses, "Perhaps we should focus on endorsing virtues like honesty and compassion instead." With a mischievous twinkle in his eye, he proceeds to endorse his colleagues for qualities like 'truthfulness' and 'simplicity,' sparking a wave of bemusement and introspection among his connections. Gandhi's LinkedIn inbox is inundated with connection requests from celebrities, politicians, and influencers eager to bask in his aura of wisdom and moral authority. From Elon Musk to Oprah Winfrey, everyone wants a piece of the Mahatma. With a chuckle, Gandhi accepts their invitations, relishing the opportunity to impart timeless lessons on humility and service amidst the glitz and glamour of the digital age. As Gandhi contemplates his first LinkedIn post, he grapples with the age-old question: what would spark meaningful dialogue and inspire positive change? Rejecting the temptation to pontificate from a pedestal, he opts for a lighthearted anecdote about his struggles with technology, eliciting laughter and empathy from his followers. "Even the Mahatma has his moments of technological bewilderment," he quips, "but we mustn't let fear of the unknown deter us from embracing progress." Gandhi scratches his head in bewilderment as he attempts to decipher the mysterious algorithms governing LinkedIn's newsfeed. "It seems the digital gods have their own inscrutable ways," he muses, "but perhaps there is wisdom in surrendering to the ebb and flow of cyberspace, trusting that sincerity and authenticity will find their way amidst the noise." In this whimsical exploration of Mahatma Gandhi's LinkedIn escapades, we glimpse the timeless wisdom and irrepressible humor of a spiritual leader navigating the complexities of the digital age. As Gandhi himself once said, "There is more to life than increasing its speed." So, let us pause, laugh, and reflect on the absurdity and wonder of our digital existence, one LinkedIn post at a time.

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Ever wondered how engagement metrics can predict employee and organizational performance? Or the role of employee emotions in fostering a culture of engagement? Join us for an insightful webinar featuring National HRD Network President Prem Singh (Group HR, JK Organisation ) and Gallup experts Rashi Singh (Head of Consulting, SA) and Puneet Pratap Singh (Regional Director, Research and Analytics, APAC) to discover the best practices for measuring workplace engagement. Date: Wednesday, October 23, 2024 Time: 11:30 AM IST Learn from the best on how to transform your workplace! Rohit Kar Anju Dasila Deepanjan Deb Bhuwan Pande Richa Agarwal Arihant Jain Tania Pal Suma Shreya Kaashyap Karan K. Tracy Manoj Bhumika Shah #gallup #engagement

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🔍 Key Management Lessons from the Growth Stories of Bola Raghavendra Kamath and Bolas Cashews 🌱 The paths taken by Bola Raghavendra Kamath and Bolas Cashews offer a rich case study in contrasting business strategies. Despite starting from similar foundations, the trajectory of these two brands diverged due to key differences in management approach, market strategy, and leadership vision. 📊 Bola Raghavendra Kamath remained loyal to traditional methods, focusing on quality but was slower to adapt to changing market demands. This led to stable yet limited growth. On the other hand, Bolas Cashews embraced diversification, expanded their product line, invested in modern technology, and explored international markets, which allowed them to scale rapidly and achieve a global presence. 🌍 Key business management lessons: 1️⃣ The Power of Diversification: Relying on one core product or market can limit potential. Bolas diversified into new product categories and markets, which gave them the ability to mitigate risks and tap into new revenue streams. 🌱 2️⃣ Embrace Innovation: While maintaining quality is important, modernizing operations is critical for growth. Bolas Cashews invested in advanced technology to streamline their supply chain and expand their reach globally. 💡 3️⃣ Effective Global Market Strategy: Bolas Cashews capitalized on opportunities in international markets like the Middle East, ensuring their relevance and growth on a global scale. In contrast, Bola Raghavendra Kamath's focus was more local, which hindered their ability to compete internationally. 🌐 4️⃣ Leadership Vision: The willingness of Bolas’ leadership to take calculated risks and invest in modernization helped the company scale quickly, while Bola Raghavendra Kamath's more cautious approach led to slower, more incremental growth. 🎯 The story of these two brands highlights the importance of adaptability, diversification, and leadership in business growth. Companies must balance tradition with innovation to stay competitive in an evolving global marketplace. Takeaway: Sticking solely to traditional business models can limit growth potential, while strategic diversification and investment in new technologies can propel a brand to new heights. https://lnkd.in/giwxfW4f #BusinessStrategy #Leadership #Growth #Diversification #Innovation #GlobalExpansion #SupplyChain #RiskManagement #Entrepreneurship #CaseStudy #Branding #BusinessLessons

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In today’s business world it’s hard to find good people, but harder to keep them. The hardest part even, is making them to stay long enough for you to build growth, vision and maybe your succession. It’s the founder and CEO’s dilemma. You have to create a special set out of your entire lot for this. You have to identify and build intentionally what you desire. That set to build succession with require that out of your many, that they the most highly competent (highflyers) and loyal ones. That intersection is mainly personality based. It starts from identifying those fit enough to be called highflyers. https://lnkd.in/ee3X-4y

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