1. What have you found most challenging as a CEO or executive of a large enterprise?

Some of the challenging areas in large organizations are:

a. Ability to align the workforce to Org vision and strategy.

b. Identifying and removing non efficiencies

c. Communication

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

It's a 27 year long story. I grew by doing the basic job of providing training to my customers. With increase in experience and ability to manage large teams, I have climbed the corporate ladder to success. Have moved from Individual contributor to Team Lead to part of Executive teams.

3. How do you structure your work days from waking up to going to sleep?

Well, I do that fairly easily. I have a plan at a weak level, with clear understanding of the task, people involved and outcomes. This makes it very easy to manage multiple responsibilities. It also helps me in keeping my team focused and hence deliver each time, irrespective of multiple tasks to be done in parallel.

4. What's the most recent significant leadership lesson you've learned?

a. Trust yourself.

b. Build a great team, get experts where necessary

c. Set clear goals and ensure you monitor and mentor your team from time to time.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Shoe dog

What led you here, won't lead you there

6. How do you build leadership capacity in a large enterprise?

Primarily, I follow an approach of identifying organic talent. For this regular interaction with people either directly or otherwise. Look at high performers, assess them and develop them. Prepare a career plan and ensure they follow the same.

In case of external hiring, a very detailed JD with specific outcomes is the key. Use technical, BEI as well as case based discussions to determine job fit for the person being hired/considered.

Besides, promote cross functional working, allow members to participate in tribes. This allows us to identify the potential of various team members who opt to work in tribes.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

Well, one of my organizations had hired me to take the organization through the People CMM journey. It is a large org., with more than 20k people. First and foremost, the executive leaders trust in me, really moved me and made me deliver my best. Second, the immense amount of alignment conversations led us to create a PCMM compliant organization and in 4 years we moved from level 1 to Level 5. It was a truly org level project and will always be my first recall.