Nuggets from Raghu Raman
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.
Team work in a concert
Jayashri talks about what it takes to perform with other artists on stage and discusses the notion of emptying oneself and a levelling attitude with oneself for the music to take over. She talks about creating a space inside her from which the music could flow freely.
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.
What Corporates could learn from Stand-Up
A stand up comedian is also a brand that provides services worldwide. So what can the world of business learn from the world of stand up comedy? Papa CJ draws parallels between these two seemingly starkly different realms. Watch out for the anecdote on heckling and its comparison with dealing with feedback.
Understanding the processor inside
In this nugget, Vishy talks about how he harnesses the potential of his mind in being a chess player at the very top over a prolonged period. He talks about how the human mind is like a wild horse that needs to be harnessed carefully. He shares some of his insights on how he tries to get the best of his conscious and his sub-conscious mind in preparing for big games. He also discusses some of his rituals in ensuring that he brings the best of himself to bear in various match situations.
Parallels between Chess and Business
Vishy talks about his take on the parallels between the Chess board and the world of business. He mentions that in both contexts, the notion of “what got you here won’t get you there” might apply if you are not willing to take a fresh look at yourself and your approach to sport or business. He talks about the importance of tracking what changes in you when you encounter success or failure and ensuring that we cope effectively with the ups and downs whether it is running a company or playing a sport.
Lessons for business from politics
Jay discusses how the risk appetite is different in politics is different from that in the corporate world largely because, in politics, unlike in the business world, one has to secure loyalty first before going after performance and that can lead to a very different view on the kind of risks a politician might end up taking.
Delivering good judgments
Vinay talks about how the same judgment can have a different journey of implementation depending on the ecosystem in which the judgment is pronounced. He talks about the distinction between barking and biting when he looks at a Judgment. He urges the leaders (Judges, Lawyers, CEOs) to think hard about the ecosystem they are in and the control they have over implementation before they go for a certain verdict.
Sir Ang Lee and Excellence
Jayashri talks about her collaboration with Sir Ang Lee where when she collaborated with him to sing for the movie – Life of Pi. The song was eventually nominated for the Oscars for the Best Original Song (first Tamil song to be nominated). She talks about how Sir Ang Lee brought out the best in her during the five days that she spent recording the 5 odd lines of the song.
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?
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 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.
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.
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”.
Leadership in an open system
Arun talks about his perspectives on Leading in an Open System where you do not have money, authority or power to wield as a source of influence. As we move towards a world where more and more value is being added by an ecosystem of players around a corporation (rather than value chains residing fully inside the company), how CEOs of today navigate this shift and create the right culture in the organization is critical.
Listening as a leader
Ambi talks about how effective CEOs set a climate so that their teams feel comfortable presenting risky ideas to them. He talks about how if you don’t set the right atmosphere in the organization, the team below you can hedge their bets and focus on managing their image with the CEO than really solving for what is right for the organization. He discusses how you can create a culture where the team focuses on “winning in the market” rather than “winning in the system”.