Nuggets from Raghu Raman
Establishing a common language in the Army
What is common to radio, sonar and the internet? All these technological innovations, like many others, have their origin in war or conflict. Most have been researched and developed at military labs and then scaled up. Start-ups therefore, can benefit immensely from this experience. Hear Raghu talk about the need for a common vocabulary in order to achieve this. Hint: there is also a valuable tip about the ‘How’ question.
Building culture in a company
Culture is contextual and non-transferrable. Know the culture of the organisation and industry you are planning to join. Amish talks about the Chandravanshi and Suryavanshi cultures and discusses how organizations could think about their culture?
Z-KITBAG: Communication lessons from the Army
Become privy to one of the army’s most efficient framework approaches: the Z-KITBAG! Raghu elaborates on this acronym and talks about how this structured approach can be used in any scenario- whether you are preparing for a talk or mobilizing your team for a launch.
Transmitting intent down the chain
The chain of communication in an organization – from the CEO to the salesperson on the streets- is one of the main factors for its success or failure. What steps can a leader take to ensure this chain of communication is seamless? Listen as Raghu talks about this and also shares an interesting anecdote about why cheaper phones in India have dual SIM facility!
Building culture – Lessons from the Army
Numbers occupy a large part of our mind space when we think of organizations- sales figures, trend lines, market share – the list is endless and often clinical. But what about the stories behind the companies? These legends, usually ignored, are crucial for culture building. Hear Raghu talk about how the army utilizes this powerful tool to build its cultural identity and motivate its people.
The art of story telling
Prakash talks about the role of story-telling in the context of building culture and how one could think about building that muscle. Sometimes, people think that there is a trade-off between story-telling and brevity. He talks about that being a false trade-off and discusses how one could employ both to drive effective communication
Building an entrepreneurial culture
Organizations love to grow yet want to retain the entrepreneurial culture that nurtures innovation. What is the one thing that Kartik looks at to figure out if an organization has an entrepreneurial culture or not? Find out in this nugget. Hint: Don’t miss the anecdote about a major competitive advantage that Pixar has cultivated and fine tuned which has led to its unprecedented success in the movie business.
Listening intently during Transitions
Ravi’s career trajectory has often taken him to sectors and organizations he did not know much about. The key to his successful transitioning, according to him, has been listening; but listening to what and whom? Get the details and some tips in this anecdotal nugget.
Enlisting and empowering people in your team
In any profession, it is very easy to be treated as suppliers in the value chain. How does one elevate oneself to move beyond being perceived as a mere supplier? How does one engage and empower the team members so that they don’t feel like suppliers and have greater ownership of the end product? Atul talks about his views in this context. He also talks about his experiences while making the film Neerja and alludes to the role of authenticity in being able to enlist people in his journey.
Articulating culture and hiring for it
Articulating the organizational culture is often treated as one of those fuzzy things that large organizations like GE and HUL do. But it is arguably more critical in a young and small organization where the cost of a wrong hire hits the organization much harder than when you have 10,000 people. Karthik talks about how he thinks about culture and how he hires for it.
Building an anti-fragile culture
Dheeraj talks about the parallels across the fragility spectrum (that Nassim Nicholas Taleb refers to in his book Anti-Fragile) and the Honesty spectrum (that Mike Robbins refers to) and talks about the similarities across the two. He discusses how he has gone about building authenticity and anti-fragility in every aspect of the business.
Hiring senior leaders into Nutanix
One of the key challenges as one moves from a start-up to a scale up includes getting senior talent from the outside and setting them up for success. Dheeraj talks about how he looks for the "operating system" of a leader to see if that fits with Nutanix. He also underscores the importance of focusing on the HOW and not the WHAT in the first 6-9 months.
Building story telling skills
KV Sridhar talks about the distinction between creativity and craftsmanship. He mentions that all living beings (not just human beings) including creatures like ants have the ability to be creative. But for us to express it effectively, we need to practice our craft – whether it is story writing, photography, humour or anything else. And mastering that takes years and years of practice.
Building story telling capability
Devdutt breaks down story-telling and shares his perspectives around how we could become story tellers. He mentions that story-telling is often about turning a hard fact into emotion through plots and characters. He also emphasizes the need for brevity in corporate story telling. He shares a secret around how he tests for conceptual understanding of a story. He asks the narrator to share a long story such as Mahabharata in 1 line. He mentions that you quickly know if the other person “gets it”.
Generating options amidst political constraints
Jay talks about how he has grown as a politician in all these years. He also talks about Track II dialogues where he is active. These are informal back-channels which can be tremendously helpful in improving the communication and improving one’s understanding of the others’ point of view.
Three pieces of advice that stand out
Jay talks about some of the advice he has received that has helped him in his political career. This includes being cautious about taking people at face value and in watching what you say in a public domain. He also speaks at length about the importance of listening to the voter needs and not getting swayed just by the voices of the party workers.
Institution building - Leading Type As
Amit discusses how he thinks about hiring and creating a nurturing climate for his team to deliver performance. He also shares how he invests time with each of his colleagues and help build their capability. He also talks about how he handles exits from Bain Capital. He talks about the realities of a corporate pyramid and stresses the importance of handling the people that don’t go up the pyramid with empathy.
Growing through the ranks at CRISIL
Roopa talks about how she drifted into CRISIL and how she was not necessarily career oriented in the early years of her professional life. She talks about the notion of focusing on excellence and on topics that are outside the realm of responsibility and how the culture at CRISIL ensured that her efforts were noticed and rewarded. She also talks about the transformative impact that one of her overseas stints had on her in terms of developing a “bird’s eye view”.
Role clarity with co-founders
Dasra was co-founded by Neera Nundy and Deval Sanghavi in 1999\. They discuss how they have evolved their roles as the organization has grown over time. She talks about how they have gravitated to playing roles that are in line with their sources of energy and strength.