EDITOR
Gp Capt R Vijayakumar ﴾Retd﴿, VSM
READERSHIP OUTREACH
Gp Capt Dr R Venkataraman ﴾Retd﴿
Sundar R
Vakeeswari M
DESIGN
D Rajaram, Tayub Refai
MADRAS MANAGEMENT ASSOCIATION
Management Center, New No 240 Pathari Road, ﴾Off Anna Salai﴿, Chennai 600 00
Ph:044‐2829 1133 / Email:mma@mmachennai org | mandate@mmachennai org | www facebook com/mmachennai
Iam delighted to share that MMA has once again been honoured with AIMA’s prestigious “Best Local Management Association in India Award” for the year 2024–25. This marks the 15th consecutive year that MMA has achieved this coveted national recognition – a truly remarkable milestone.
This accomplishment is a moment of immense pride for all of us. It would not have been possible without the unwavering support of our President, OfficeBearers, Past Presidents, Managing Committee Members,
our Members, and the Winning Team at the MMA Secretariat.
We thank each one of you for enabling MMA to consistently remain at the numero uno position among management associations in India. You made it possible!
The award will be formally presented during the Valedictory Session of AIMA’s National Management Convention on 10th September 2025 at New Delhi.
With gratitude for your continued support and cooperation, which has enabled us to reach this extraordinary feat.
The automobile industry stands at the crossroads of transformation, where technology, policy, and consumer behavior are rewriting the rules of mobility. MMA brought together thought leaders to deliberate on these shifts at a session titled “The Future of Mobility – Global Trends and Asia-Pacific Perspectives” during an exclusive held on 15th July 2025.
The inspiring address by Hisayoshi (Pat) Takahashi, Deloitte Asia Pacific, Auto Sector Leader, set the tone by spotlighting software-defined vehicles, affordability challenges, consolidation, China’s rise, and policy uncertainties. Expert insights from Lakshminarayanan Duraiswamy, P. S. Easwaran, and G. Giridhara Gopal added perspectives on India’s role in this evolving landscape. The discussions underscored how India, with its engineering talent and innovation potential, can emerge as a key contributor to global mobility solutions
while tackling its own infrastructure and policy challenges.
As the world navigates electrification, autonomous technologies, and new models of mobility, this thoughtprovoking session highlighted that the future of transportation will be shaped by adaptability, collaboration, and technology leadership areas where India has a decisive role to play.
I am delighted to present the transcript of this discussion as the cover story of this issue. I invite you to read on, draw inspiration from the insights shared, and click to watch the full video.
In today’s hyper-connected digital economy, trust has emerged as the cornerstone of sustainable growth and innovation. As organizations navigate an increasingly complex web of data regulations and rising public expectations, building and maintaining data trust is no longer optional it is a business-critical imperative.
With the implementation of India’s Digital Personal Data Protection Act (DPDPA) and parallel developments across the globe, MMA, in association with the Foundation of Data Protection Professionals in India (FDPPI), is organising a one-day Conclave on “The Data Trust Imperative: Technology, Governance & the Future of Data Protection.”
This conclave will bring together legal experts, corporate leaders, technologists, policy influencers, and academics to explore how responsible data governance can create long-term value. The event has been kept
MMA proudly celebrates the 50th session of its flagship “Read & Grow” series, a monthly book review program that brings together eminent panelists and members to explore the wisdom of carefully chosen books.
highly subsidized for MMA members, with a nominal fee to cover costs ensuring maximum participation and benefit.
Through engaging sessions, sectoral deep-dives, and cross-disciplinary dialogue, participants will gain both practical insights and strategic foresight helping them move beyond compliance to become stewards of ethical, future-ready data ecosystems.
Don’t miss this opportunity to be part of a timely and important conversation. Connect with the MMA Secretariat today to register.
The CavinKare–MMA Chinnikrishnan Innovation Awards stand as a tribute to Mr. Chinnikrishnan, who ignited the “Sachet Revolution” with his vision of making the joys of the affluent accessible to the common man.
This year, the Awards continued in a fully digital format, reaching innovators across the country and generating over 400,000 impressions through dynamic campaigns. We are especially encouraged by the strong participation of start-ups in green technology and health care, showcasing innovations that are timely, relevant, and impactful.
After a rigorous evaluation process with detailed video presentations, the distinguished Jury comprising Mr. Rahul Mammen Mappillai, Mr. Hari Thiagarajan K, Ms. Ganga Priya Chakraverti, Mr. Sethuraman, Mr. Ranjit Pratap, Dr. L. S. Ganesh, Mr. C. K. Ranganathan, and Mr. Lakshminarayanan selected three outstanding innovations for this year’s recognition.
The Grand Award Ceremony will be held on Saturday, 20 September 2025 at the IIT Madras Research Park Auditorium, with Mr. R. Dinesh, Executive Chairman, TVS Supply Chain Solutions Limited, as the Chief Guest to present the awards.
We warmly invite you to join us in celebrating the spirit of innovation and making this event a grand success.
MMA proudly celebrates the 50th session of its flagship “Read & Grow” series, a monthly book review program that brings together eminent panelists and members to explore the wisdom of carefully chosen books.
Guided by the belief that “Today a Reader, Tomorrow a Leader,” this initiative has nurtured the habit of reading, inspired writing, and fostered a culture of continuous learning among our members and student community.
Over the years, Read & Grow has become a vibrant platform for exchanging ideas, broadening perspectives, and encouraging conscious, value-based approaches to business and life. Our heartfelt thanks go to Mr. Babu, Ms. Sangeetha, and Mr. Ramaprasad for curating and driving this inspiring journey without a break for 50 continuous sessions, and to the many distinguished
MMA Healthcare Forum recently organised an insightful program on “Wellness Strategies for High-Performance Living,” featuring leading medical professionals who shared practical, sciencebacked approaches...
panellists whose insights enriched each discussion. This initiative has benefited over 10,000 management students and members in person, while over one lakh have viewed it online.
As we mark this golden jubilee session, we celebrate not just the milestone, but the collective spirit of curiosity, reflection, and growth that defines MMA. Join us on Thursday, 18th September 2025, for an exclusive session with the three outstanding leaders who have enabled us to achieve this remarkable feat.
The Hon’ble Prime Minister has set the stage for a transformative reset of India’s Goods and Services Tax (GST) regime by Diwali. The proposed structure would see most items taxed at either 5% or 18%, with a 40% rate reserved for a handful of luxury and ‘sin’ goods. If implemented, this rationalisation could ease the tax burden and stimulate consumption a timely move in the current global trade environment.
India’s GST framework has now largely stabilised, allowing the Government to depend less on this indirect tax for revenues. The next big step lies in bringing excluded sectors such as energy, liquor, and other items
into the GST net, advancing the vision of “One Nation, One Tax.”
Ultimately, our tax policy must be guided by what best serves the economy and its people not just what fills state coffers. GST 2.0 is an opportunity to deliver precisely that.
Each year, the monsoon floods cities large and small sparing neither slums nor elite addresses. The nation pays a massive economic price, while lives are lost to relentless rainfall and flash floods. The recent cloudburst in Jammu & Kashmir and flooding across other regions are stark reminders of the consequences of neglecting sustainability and climate resilience.
Indiscriminate urban expansion and infrastructure development, carried out with little regard for environmental impact, are compounding the crisis. The greatest risk lies in treating floods as “business as usual.”
It is time we move beyond reactive responses and adopt a guided, long-term sustainability strategy. India’s next urban chapter must be written not as an inevitable reckoning, but as one of profound regeneration where cities coexist with nature, and resilience is built into every layer of planning.
In today’s world, where stress-related illnesses, lifestyle disorders, and mental health challenges are on the rise, strengthening our immunity has become a
strategic advantage for healthier, high-performance living.
MMA Healthcare Forum recently organised an insightful program on “Immunity Intelligence: Wellness Strategies for High-Performance Living,” featuring leading medical professionals who shared practical, science-backed approaches to holistic wellness. Their guidance reminded us that true wellbeing lies at the intersection of body, mind, and purpose.
The transcript of this session, along with the embedded video, is featured in this issue. Read, watch, and get inspired to embrace wellness as a pillar for personal and professional growth.
The global environment may appear daunting, but for India, this moment presents a powerful opportunity to usher in next-generation reforms critical to realizing our Viksit Bharat 2047 vision.
We must prioritize ease of doing business, factormarket reforms, simplification of GST, stronger quality standards, enhanced R&D, regulatory reform, and greater self-reliance in defence. These reforms need timely implementation to ensure India remains competitive and resilient in the years ahead.
Recent criticism from the US over India’s oil trade with Russia must be viewed in perspective. Washington’s frustration may stem less from geopolitics and more from India’s reluctance to open up agricultural markets that American exporters seek access to.
While safeguarding the interests of Indian farmers
is paramount, we cannot allow the farm sector to stagnate. Our focus must be on boosting exports, improving productivity, and ensuring cultivators earn sustainably. Protecting farmer incomes and enhancing efficiency must go hand-in-hand, regardless of the trajectory of trade negotiations.
Any dialogue with the US should be anchored in level-playing-field principles, phased liberalization, and mutual benefits. India must defend its farmers from subsidised imports while simultaneously avoiding inefficiency at home. Perpetual subsidies can be as damaging as American tariffs. What India needs is a balanced trade policy, sharper competitiveness, and structural reforms to unlock the true potential of its agricultural sector.
I am also delighted to present more intriguing articles in this issue for your reading pleasure and inspiration.
As always, we would be happy to hear your views, comments and suggestions. Happy reading!
Hisayoshi ﴾Pat﴿ Takahashi, Partner, CPA, and Deloitte Asia Pacific Auto Sector Leader, emphasizes the future of mobility’s relevance today as EV adoption, China’s dominance, tariffs, digital innovation, and shifting consumer preferences reshape global automakers’ strategies for competitiveness and sustainability
I’mfrom Nagoya, Japan, which lies between Tokyo and Osaka, very close to the Toyota head office. I was born and raised in that area, so naturally, I’ve been a long-term Toyota driver. In fact, throughout my entire career, I’ve only driven Toyota cars. Toyota is also one of my biggest clients.
Today, I’d like to touch upon three broad areas: global trends, the China market and Chinese OEMs, and issues arising from the Trump administration’s policies.
Let me start with global trends. There are five key hot topics in the auto sector right now:
Software-Defined Vehicles (SDVs): SDV has become a buzzword, though the definitions vary. The important point is that software is fundamentally changing the automotive industry. Cars are no longer just mechanical products; the software portion has
grown significantly. Traditional OEMs must shift their business models from simply selling vehicles to offering software upgrades and services. This requires not only a new business mindset but also hiring more software engineers to stay competitive.
Affordability of Cars: Car prices are rising steeply. Even without accounting for the new features and changes in powertrains such as hybrids and plug-in hybrids, the average car prices have gone up, making it more difficult for consumers to buy new cars.
Partnerships and Consolidation: With massive investments needed in batteries, EVs, hybrids, and autonomous driving, OEMs cannot survive alone if they aren’t profitable. Partnerships, joint ventures, and even mergers are becoming necessary. For example, Nissan attempted to merge with Honda. Although the deal didn’t succeed, such integration efforts are expected to continue.
China’s Growing Market: China has become the largest car market, with strong new players like BYD
For Japanese OEMs, the impact of tariffs could be severe. Estimates suggest that Toyota could see a 23% decline in operating income...
and Geely. Their cars are improving rapidly in quality and design, making them very competitive globally.
Impact of the Trump Administration: Policy uncertainty remains a major issue. Tariffs as high as 25–30% have been imposed on Japanese, Mexican, and Canadian imports, affecting not just cars but also auto parts. This has created enormous pressure on OEMs’ costs and profitability.
Every year Deloitte conducts a global automotive consumer survey, with summaries available by country including India. The survey covers EV adoption, charging concerns, connected features, branding, MaaS (Mobility as a Service), and autonomous driving.
Battery EV Adoption: A few years ago, EVs were seen as the future, but adoption is slowing, except in China. In the U.S., over 50% of consumers still prefer gasoline or diesel vehicles. Concerns remain around driving range, charging infrastructure, charging time (30–60 minutes), and safety issues such as battery fires.
Brand Loyalty: Consumer loyalty to car brands is weakening. Many are open to exploring new brands, which is a challenge for OEMs trying to retain customers.
Autonomous Driving: After some setbacks due to accidents and regulation, autonomous driving is making a comeback and is expected to progress steadily in the next few years.
MaaS (Mobility as a Service): Younger generations increasingly prefer access over ownership, opting to use cars rather than buy them.
For Japanese OEMs, the impact of tariffs could be severe. Estimates suggest that Toyota could see a 23% decline in operating income, Honda around 38%, Subaru nearly 86%, Mazda about 64%, and Mitsubishi around 30%, while Nissan could face the harshest blow with losses amounting to nearly 600%, implying a shift into negative profitability.
The impact varies depending on how much production is U.S.-based versus Japan-based. Toyota’s leadership has stated that they will not restructure their supply chain immediately but will absorb costs in the short term, helped by the weaker Japanese yen, which boosts export profitability. Still, long-term adjustments will be unavoidable.
China remains the largest auto market, with 22.9 million units sold last year and 8.8 million in the first five months of 2025 (a 9.1% increase). Growth is driven by government subsidies and strong support for new energy vehicles (NEVs).
Beyond subsidies, the government in China has
Chinese brands are growing rapidly, expanding their domestic dominance and capturing export markets, while established German, Japanese, and U.S. automakers are steadily losing market share.
also relied on policy tools such as stringent licensing rules for example, in Beijing, a license plate for a gasoline vehicle can cost as much as $10,000 and is difficult to obtain, whereas plates for New Energy Vehicles (NEVs) are far easier to secure. This push has created clear winners and losers: Chinese brands like BYD and Geely are growing rapidly, expanding their domestic dominance and capturing export markets, while established German, Japanese, and U.S. automakers are steadily losing market share.
At the same time, aggressive price wars often triggered by Tesla have driven margins to extremely thin levels, posing significant profitability challenges for many Chinese OEMs. With competition at home intensifying, Chinese automakers are increasingly turning to overseas markets, with Mexico overtaking Russia as the leading export destination, followed by the UAE and others.
The global auto industry is undergoing rapid transformation, shaped by software innovation, affordability pressures, consolidation, China’s rise, and policy uncertainty from the U.S. These forces will continue to challenge OEMs worldwide, requiring them to adapt quickly in both strategy and execution.
What are the most critical success factors behind China’s rapid EV infrastructure growth? Can India replicate it?
In China, there are several factors behind the success, but the most critical one is technology development. China has moved very quickly in high‐tech areas such as AI, batteries, and digital platforms, and has built strong domestic supply chains. What makes China unique is the close collaboration between technology companies and traditional OEMs. This seamless integration of technology, supply chain, and manufacturing has been the biggest success factor, surpassing government support or policy incentives.
How do Japanese automakers balance between hybrid, hydrogen, and full EV powertrains?
For Toyota, the strategy is to keep every possible powertrain option open for the next generation. That means investing simultaneously in battery EVs, hydrogen fuel cells, plug‐in hybrids, and conventional hybrids. Toyota believes in a multi‐pathway strategy rather than committing to a single technology.
Nissan, on the other hand, has focused almost exclusively on battery EVs in recent years and does not have hybrid options. This creates challenges because, in
Japan, consumers still see hybrids as the most realistic and practical choice. Many customers feel that full battery EVs are not yet viable, while hybrids particularly plug‐in hybrids remain highly attractive in the Japanese market.
Do you foresee mobility solutions evolving in rural areas across Asia where infrastructure remains a challenge?
In Japan, for example, EV charging stations are available, and the government is trying to promote their use not only in cities but also in local areas. However, because the actual usage of these charging stations remains low, many of them are shutting down. The key success factor will depend on how effectively existing infrastructure can be utilised. When it comes to rural areas, relying only on battery EVs may not be practical. Alternative powertrains such as flywheel hybrids or other technologies will likely be necessary to provide realistic and sustainable mobility solutions.
What is the status of lithium battery technology? Are there alternative battery materials on the horizon?
Solid‐state battery technology is already under development and is expected to reach the market within the next couple of years. This could be a real game‐changer, as it does not require lithium, which currently has to be imported from China. While lithium batteries remain important today, solid‐state batteries are likely to transform the industry in the coming years. Hopefully, one of the Japanese battery manufacturers will be among the first to bring this technology to market.
Are there any future plans to convert gasoline cars into electric vehicles?
I don’t think any car makers are currently considering that approach
How is Japan leveraging AI and IoT for mobility?
AI is a very interesting topic, but the most advanced adoption is happening in China. For example, if you visit the Shanghai Auto Show, you’ll see many cars already equipped with AI technologies. To be honest, Japanese OEMs are still lagging in areas such as connectivity and in‐car systems. Hopefully, Japanese and even German OEMs will soon catch up, integrating AI not just into the vehicles themselves but also into broader areas like in‐car entertainment and connected mobility services. Is the rise of Chinese battery manufacturers creating a new form of strategic dependence in the mobility value chain?
Yes, it is. The dominance of Chinese battery makers, coupled with the Chinese government’s control over exports of critical materials, is creating a significant dependency. This has become a key negotiating point between China and the U.S. government, and it affects the global mobility value chain. At present, Chinese manufacturers hold a strong position, but this also highlights the urgent need for other global players to develop new technologies and alternative materials that reduce reliance on China.
What areas can India focus on to gain a global lead?
One promising area is India’s strength in engineering and scientific capabilities. As I mentioned earlier, the keyword for the future is SDV Software Defined Vehicles. The industry will need a large number of engineers to develop advanced software and control features for vehicles. India, with its vast pool of skilled engineers, is well‐positioned to contribute significantly. Not only Japanese OEMs but many global manufacturers are already seeking alignment with Indian teams for software development. This could become a key area where India makes a strong contribution to the global automotive sector.
With shared mobility becoming a cheaper option, will this trend affect future car sales?
Among younger generations, cars are increasingly seen as mobility tools rather than assets to own. However, in some countries, owning a car still carries cultural or social value. The impact will therefore vary by region. In cities, where services like Uber are easily available, shared mobility may reduce the need for ownership. But in smaller towns or rural areas, where such services are limited, personal ownership will likely remain important. Ultimately, whether people choose ownership or shared usage will depend on country‐specific factors and the urban–rural divide.
What are the cybersecurity and data privacy concerns arising from increasing digital connectivity in mobility?
Yes, this is a critical area, and at Deloitte we are actively working on it. With the rise of Software Defined
Vehicles ﴾SDVs﴿ and connected mobility, cybersecurity has become central to both safety and compliance. International regulations now require stringent protection against cyberattacks, not only to safeguard data privacy but also to ensure passenger safety. As a professional services firm, we are working on platforms and frameworks to help protect connected vehicles from such threats and ensure they remain secure and reliable.
What policy innovations do you foresee emerging in Asia‐Pacific to address inter‐modal integration and rural–urban connectivity?
At the moment, I haven’t seen any strong model cases from policymakers. While efforts are being made, the core challenge remains: who bears the additional cost of such policies? If governments or taxpayers cover it, implementation is possible. But if the burden is placed on commercial companies alone, it becomes very difficult. The key will be designing schemes that clearly allocate costs and benefits across stakeholders. Until then, there isn’t a fully successful case to point to, and cost‐sharing remains the most critical factor.
How are automotive manufacturers adapting to semiconductor shortages, and do you foresee long‐term localisation trends in Asia‐Pacific?
A couple of years ago, many OEMs struggled with severe chip shortages. To address this, manufacturers have pursued two or three strategies. One is building stronger, long‐term partnerships with global chipmakers to secure supply. Another is developing in‐
house capabilities through group companies. For example, within the Toyota Group, Denso produces its own chips, and other group firms also manufacture critical components. This kind of internal production reduces dependence on external suppliers. Looking ahead, as Software Defined Vehicles ﴾SDVs﴿ become more prevalent and demand for chips increases, localisation and deeper collaboration with technology partners will be critical. Semiconductor security has become a central challenge for all OEMs.
With the transition to electric vehicles imminent, how do auto component manufacturers across the globe prepare for this shift? Since many currently supply parts for internal combustion (IC) vehicles—which may disappear in the next 10 years—the value chain for EVs and hybrids will look very different. How do they manage this transition?
In the long run, battery EVs are indeed the right direction. But the key question is how soon that future will arrive. The transition will not be uniform it will vary by country, by city, and even by local conditions. This means we will go through a long mixing period, where different powertrains will coexist.
A few years ago, many OEMs assumed that a 100% battery‐EV world would come very quickly, and they shifted their focus entirely. But now they realise that this was premature. Realistically, it may take 10 to 15 years before EVs dominate completely. Until then, hybrids and even improved gasoline engines will continue to play a role.
For auto component manufacturers, this creates a
challenge but also an opportunity. They must craft flexible strategies, deciding when, how much, and in which technologies to invest, to balance current IC and hybrid demands while preparing for an EV‐dominated future. This staged approach will be critical for managing risk and staying competitive through the transition.
Kumar Kandaswami, retired Partner at Deloitte
and
advisor
to CEOs, explores why building the right organizational culture is vital for long‐term success, shaping values, behaviors, leadership practices, and sustainable competitive advantage.
Aphorisms like “Culture eats strategy for breakfast” reinforce the notion that the right culture is critical to an organization’s continued success. Yet strategy is often easier to grasp than culture: culture can mean different things, feels subjective, and is therefore sometimes treated as less important. The truth couldn’t be farther from this. There is no point in having a great strategy if the organization doesn’t have the moral and emotional core to implement it. The question is how do you define this for your organization and how do you ensure that it is established and leveraged to succeed.
Culture is best defined as your organization’s personality or deeply ingrained values or behaviour traits. It would determine the manner in which the organization meaning, most of the people, if not, all, would react to a given situation on a consistent
basis. This would include a whole range of qualitative aspects like rights and wrongs, giving up versus being tenacious, being laid back versus being proactive, being respectful to the ‘smallest’ person versus respecting the mighty, feeling empowered versus being a follower of instructions, being fearful of failure versus being open to failing while taking an untested path, etc. These, when people are under pressure and when no one is watching.
At one level, it is desirable to have all the right aspects being respectful, ethical built into the culture. Think about some of these as foundational aspects of an organization’s culture that define the value system. It is important to go beyond good behavioural values not that these are easy to achieve to be successful. It would be being innovative, ambitious, empowered, collaborative, etc. That would require time and effort to build.
The organization cannot define its culture based on the fad of the season. It cannot keep changing the definition of culture every now and then. It cannot be the personal beliefs and values of a few powerful individuals in the organization. It cannot be different for different levels or functions or geographies. It cannot be divorced from what the long term vision and strategy of the organization.
It is true that influential leaders often deeply impact their teams and those who they come in contact with. It is almost like a cult. If it operates in a small island, it has no impact on the larger
It is often a very deliberate effort that creates and sustains a desired culture.
organization. In fact, there can be conflicts between the norms of the cult and what the organization tries to achieve. This, therefore, cannot be an enduring culture that helps the organization grow and flourish.
It is often a very deliberate effort that creates and sustains a desired culture. When it is a startup, the group tends to have common values and behaviour patterns, or the non-compliant individuals tend to leave. In a number of cases, it is something that evolves and if it has the right ingredients, the organization succeeds. The challenge is when the organization grows or when one wants to define a winning culture for an on-going organization.
The starting point for defining culture is knowing what the organization wants. It is determined by a combination of the broad values and aspirations of the stakeholders, the domain of the business, and the strategy of the organization the basis on which it seeks to succeed and retain its winning waAs already said, it has to be for the long term and not for a quarter or year, and, what the entire organization will believe in and follow. In fact, it takes years to build some aspects of culture into the collective conscience of the organization.
Once the organization defines what it wants as its
culture, the following will have to be done:
• Setting up metrics and aligning incentives
• Messaging
• Training
• Leading by example
• Punishing non-compliance
• Constant feedback
• Reinforcement
The first and most important step is to ensure the key aspects of culture are defined in measurable terms KRAs. For example, in the case of innovation, it could be the use of the innovation budget by the relevant executives and the extent to which the ideas progressed. It is not enough to say we will be innovative. These metrics will then become a key measure of success for individuals, thereby, encouraging them to comply. It is almost impossible to get people to follow something across a large organization if their individual success is not impacted, at least in the initial stages.
Once the first the measures are established, it is critical to communicate what is being attempted exhaustively. In these matters, it is better to overcommunicate rather than less. It is best done by the leaders to their groups board members, CEO/CXOs.
It cannot be left to the head of communication or HR alone.
We often assume it is easy for people to convert an idea to action. In reality, it is not so. Each individual interprets the ideas in their own ways. So, training people, again repeatedly, is critical. Even things we may think of as easy to understand, say, treating people fairly, are not so easy to practice consistently across the entire organization. Role plays, case studies, learning courses, presentations, etc are important tools.
The whole project fails if leaders or influential individuals are not seen to doing what is being preached. Therefore, it becomes the primary job of people at high places to visibly demonstrate they do what they say. And, highlighting the demonstration of the culture by people in the organization.
While there will be reward for doing the right thing, it is critical to punish bad behaviour. It is often difficult to punish your best regional sales head who has achieved fantastic numbers but very poor when it comes to collaborating with other product lines (assuming collaboration is an important organizational character you want to build). Do not give in to easy options and short term compulsions if
What you don’t measure, you cannot manage. Particularly so, if the issue at hand is highly qualitative.
you want to build a strong organization.
What you don’t measure, you cannot manage. Particularly so, if the issue at hand is highly qualitative. It is important to have strong mechanisms organizational climate or culture surveys carried out by third parties, focus group discussions, town halls, etc. Don’t look for convenient feedback deal with anxiety, suspicion, resentment, etc as much as you would like happiness and satisfaction.
Even if there is initial acceptance of these ideas, it is critical to keep up the campaign on an on-going basis. People tend to go back to old and easy ways. Or, with attrition new comers become a large group and they don’t know what the norms are. Acquisitions happen and those people come in with their version of what culture should be. The importance of reinforcing what seems obvious cannot be over-stated.
While it looks like a lot of effort, the prize is enormous. It helps organizations win, stay ahead of competition and makes it a rewarding place for its people and other stakeholders.
Experts from diverse medical fields share practical strategies on immunity intelligence, nutrition, vaccination, and health highlighting holistic wellness approaches for high‐performance living
Dr D Suresh Kumar
We are working to transform infectious disease care and make it accessible to as many people as possible. People often ask me: What exactly are infectious diseases? ID specialists are Infectious Disease doctors, in short, fever specialists. We deal with all kinds of fevers whether it lasts one day, ten years, or even 25 years.
We don’t usually focus on common fevers like dengue, malaria, or chikungunya those are better managed by general physicians. Our specialty is with the complicated cases: post-transplant fevers, HIVrelated fevers, hospital-acquired fevers, or what we call nosocomial infections. When COVID came, suddenly the world realised who we were and what “infectious diseases” meant. We were the specialists
who dealt with it day and night.
But unfortunately, when it comes to income, we are right at the bottom. This specialty doesn’t earn much. We don’t perform big procedures; we don’t earn like cardiologists. What we do is solve problems. When someone has a fever for three days, physicians are happy to handle it, and patients are happy to consult them. But when the fever continues for more than five days, both the physician and the patient start to get jittery. That’s when they call us. We step in, investigate, and find out what’s going on. That’s why I like to joke we’re not ID doctors, we’re CID doctors. Just like criminal investigators, we conduct detailed investigations, except ours is inside the human body.
Another important area we deal with is HIV care. Over the years, HIV has carried a lot of stigma. Patients often ask, “How can I have HIV? No one in my family has it.” But HIV doesn’t run in families it spreads through transmission, often unnoticed. At our
Think of immunity as your security guard. It prevents harmful things from entering your body.
clinic, we treat over 25,000 HIV patients. We don’t discriminate. We do bypass surgeries, treatments, and everything for HIV patients, just as we would for anyone else.
HIV is far easier to treat than diabetes which requires daily medicines, strict diets, and constant investigations. HIV, in contrast, can be managed with just one pill a day or even a single injection that lasts six months. The tragedy is that because ID doctors don’t perform procedures, people assume our specialty is less valuable. But solving fevers, HIV care, and hospital infections requires sharp thinking and detective work. We don’t make big money but we make a big difference.
Consider these cases: A 32-year-old male CEO, under chronic stress; a 55-year-old female senior manager with sedentary lifestyle; a 25-year-old management intern, living on pizzas and burgers; and a 45-year-old female HR head, post-menopausal and constantly on her mobile. Who among them needs immunity intelligence? The answer is all of them.
Think of immunity as your security guard. It prevents harmful things from entering your body. If something does enter, it knocks it out as quickly as possible. It has memory once something enters, it ensures that the same thing cannot enter again.
There are three main types of immunity that protect the human body. Innate immunity is the natural, non-specific first line of defence, made up of barriers like the skin, tears, and saliva. This is why burn patients are highly vulnerable when their skin is damaged, the body’s most vital protective shield is lost.
Adaptive immunity works differently. It is like your legal team, examining every threat in detail, learning from past exposures, and then building precise, targeted defences against specific pathogens. Finally, there is passive immunity, which is borrowed protection. A classic example is the antibodies passed from mother to child through breast milk, along with the comfort and warmth of kangaroo care. This form of immunity offers temporary but critical defence until the body develops its own immune strength.
And finally, there are vaccines our favourite as ID specialists. Vaccinations train your immune system to fight and remember.
During COVID, we learned many lessons. Initially, the government insisted on thermal screening of everyone entering hospitals. It was of no use. At that time, vaccines weren’t available, so we tested for antibodies. Around 520 people tested positive. It was clear: superficial screening does not help. Building real immunity does. We also developed innovations like eICUs to minimise transmission risks. With cameras, doctors could monitor and even speak with patients
remotely. Technology like this is becoming part of healthcare, just as adaptive immunity strengthens the body.
People often ask: “Where is my immune system?” The answer is: everywhere. Your skin, tears, saliva, blood all play a role. Among your blood cells, the white blood cells are critical, especially lymphocytes, which act as the policemen of your body. If they are destroyed, you are left vulnerable.
You can often tell if your immunity is weak by observing certain warning signs. If you find yourself getting frequent infections while others around you remain healthy, it could be a red flag. Constant fatigue something many post-COVID patients continue to experience is another common indicator. Weak immunity can also reveal itself through persistent digestive problems, heightened stress, muscle weakness, or unusually slow recovery from illnesses and injuries.
Now, what do we mean by “immunity intelligence”? It’s basically common sense. For example, if you get a cough or cold, most people run to the pharmacy for antibiotics like erythromycin or azithromycin. But antibiotics kill good bacteria along with the bad. Your gut your ‘second brain’ houses 70% of your immune cells. If you destroy the good bacteria, you create long-term problems, including cancers. So immunity intelligence means knowing when to fight and when not to fight using your energy wisely, like in any management decision.
COVID taught us that immunity is the ultimate equaliser. The virus did not care whether you were a CEO, an intern, or even the President. Dengue does not skip boardrooms. TB is not limited to government hospitals. Amitabh Bachchan himself had TB twice and is now an ambassador for awareness. Diseases do not discriminate. Immunity is everyone’s responsibility.
Your gut is your second brain. It communicates with your primary brain, constantly regulating your immunity. Yet most people don’t respect their gut. Our traditional diets knew this. Fermented foods like idlis, dosas, curd, and buttermilk maintain gut health. But now, pizzas, burgers, and processed foods dominate.
History shows us the impact of infectious diseases. The 1918 influenza pandemic killed millions. But later influenza outbreaks were milder thanks to vaccines. Polio wards have disappeared. Tetanus wards are gone. Vaccinations and awareness have changed the landscape.
TB treatment once meant sending patients to sanatoriums with fresh air, eggs, and milk. Nutrition and ventilation were considered primary therapies. Today, we’ve forgotten the importance of fresh air and sunlight, building sealed homes and hospitals. But sometimes, the simple traditional wisdom ventilation, handwashing, sunlight is the best prevention.
If we want to live not just 100 years, but aim for 115 or even 120, the formula is quite simple: get
vaccinated, eat healthy and natural food, sleep well, ensure proper ventilation and sunlight, and most importantly, avoid unnecessary antibiotics. In fact, sometimes the bravest and most responsible thing a doctor can write on a prescription is just two words: “Stop antibiotics.”
For managers and leaders, my advice is: think about infections not just in hospitals but also in how you design your offices and communities. Ventilation, healthy spaces, and preventive health are as important as business strategies. What we need is smarter living, resilient organisations, and healthier communities.
By Dr Daphnee Lovesley
Dietitian
As George Herbert once said: “Whatsoever was the father of disease, an ill diet was the mother.” Think about it whether it’s cardiac disease, diabetes, or any other non-communicable condition, diet plays a central role. Poor diet can be a causative factor, while intentional and healthy eating can be preventive and even healing.
The food you eat can either be the safest and most powerful form of medicine or the slowest form of poison. The choice is yours. Nutrition plays a pivotal role in longevity. It directly influences not only life expectancy but also the quality of life we enjoy.
When we talk about nutrition, it must be seen as a holistic approach. It’s not just about what is on your plate. It integrates with lifestyle factors stress management, physical activity, and sleep patterns. All these elements work together to create health.
Intentional eating means making food choices that connect with your performance, immunity, and clarity of mind. The right foods energise you, while the wrong ones leave you foggy and drained. What you feed your gut directly shapes your overall health. A lot of research is going on in this aspect. The solution to improving or sustaining better immunity comes down to three simple but powerful components: exercise, sleep, and diet. These are the factors you can control more than anything else.
When it comes to diet, it is all about feeding your gut with the right foods foods that strengthen your immunity. The gut and brain are in constant conversation, just like we talk over the phone. When your gut is happy and healthy, your entire system feels the same. Our bodies are made up of around 100 trillion microbes more than our actual human cells. Among them are good bacteria and bad bacteria. The key is to nourish and sustain the good bacteria.
So what can we do? Start with at least one meal every day that strengthens your immunity. The first step is incorporating probiotics. Fermented foods are an excellent source and they support a healthy gut microbiome. It could be something as traditional as idli and curd. A healthy microbiome is essential for
We can strengthen our immune system through nutrition by ensuring that our plate contains the essential nutrients...
strong immune function, proper nutrient absorption, and overall well-being. Unfortunately, as we move away from our traditional eating habits, especially the younger generation, we are also drifting away from foods that naturally nurture our gut.
Alongside probiotics, don’t forget prebiotics plant-based foods, especially vegetables, that feed the good bacteria in your gut. Vegetables and plant-based foods play a very special role in immunity. These foods are rich in dietary fibre, and unlike other nutrients, fibres are not digested. Instead, they remain in the gut, where they become food for the good bacteria. When these fibres undergo fermentation and partial digestion in the gut, they are converted into short-chain fatty acids. These fatty acids are, in fact, the food that nourishes good bacteria and keeps them thriving. That’s why it is important to include at least one to two servings of vegetables every day.
We can strengthen our immune system through nutrition by ensuring that our plate contains the essential nutrients Vitamin A, Vitamin C, Vitamin D, Zinc, Selenium, Omega-3 fatty acids, and of course, Protein.
Vitamin A is important for vision, but it is equally crucial for maintaining immunity. We get Vitamin A from animal sources such as dairy products, eggs, poultry, fish, shellfish, and egg yolks, and from plant sources for vegetarians like colourful vegetables rich in beta-carotene such as carrots, squash, pumpkins, and leafy greens. Beta-carotene in these foods is converted into Vitamin A in the body. The key is variety mix and match different colourful vegetables so you don’t get bored.
Next, let’s look at Vitamin C. This became extremely popular during COVID-19. But supplementation is not the only answer simple, natural foods can do the job. Citrus fruits like oranges, mosambi and gooseberries are excellent sources. Make sure to have at least one portion every day. Vitamin C strengthens immunity by blocking the entry of microbes into the body, making your system more resilient.
Vitamin D deficiency is on the rise, and more and more people are being treated for it. Do you feel fatigued when you get home, or find it difficult to get out of bed in the morning? Fatigue is one of the key symptoms of Vitamin D deficiency. Food sources for Vitamin D include fatty fish, milk, eggs, cod liver oil, and fortified cereals. Low Vitamin D makes you more susceptible to infections.
You get zinc from both animal and plant sources. Among plant sources, one of the simplest options is nuts. About 30 grams a day almonds, walnuts, peanuts, or any combination works well. Zinc deficiency is linked to loss of taste and smell, which, as many of you remember, were also common
symptoms during COVID. Selenium is another important nutrient. You’ll find it in Brazil nuts, seafood, eggs, and whole grains. Selenium helps protect the body from oxidative damage and supports the immune system.
Omega-3 is mostly discussed in relation to heart disease. It also helps reduce inflammation in the body, delays the onset of non-communicable diseases, and supports overall health. If you are a non-vegetarian, have fish at least twice a week. Choose fatty fish, and avoid frying them instead, go for a grill or curry. If you are a vegetarian, walnuts are an excellent source. Omega-3 fats help restore a healthy balance in the gut microbiota, reduce inflammation, and strengthen the gut wall.
Last but not the least protein. 9 out of 10 Indians do not consume adequate protein. The requirement is simple: about 0.8 to 1 gram of protein per kilogram of body weight. So, if you weigh 50 kg, you need at least 50 grams of protein daily. For vegetarians, the primary sources are dal, pulses, milk, and milk products. For non-vegetarians, the list is longer meat, fish, poultry, and eggs provide excellent protein. Too little protein makes you feel weak, fatigued, and lowers your immunity. Include protein in every meal. It’s not enough to have it just once a day it needs to be spread across meals so that absorption and utilisation are better. If you skip protein at breakfast and load it all into dinner, it doesn’t work as effectively.
Chronic diseases coronary heart disease, strokes, cancers, atherosclerosis, type 2 diabetes all have strong links to dietary habits. Diet is at the top of the table when it comes to health risks. How do we tackle such issues? Increasing physical activity is one part of the equation. The other, and often the most important, is reducing weight by controlling the calories or energy that we consume, without slipping into malnutrition. Eat nutrient-dense foods in portion-controlled amounts.
How should your plate look? Ideally, it should be half a plate of vegetables, a quarter plate of protein and a quarter plate of carbohydrates or cereals. But what happens in practice, especially in South India? Very often, half the plate or even three-fourths of it is rice! This is why portion control of carbohydrate or energy-dense food is so critical.
Another simple but powerful factor in healthy eating is the size of your plate. Serving meals on a smaller 9-inch plate naturally reduces portion size without making you feel deprived. A balanced diet should have cereals and whole grains as the base, with minimal fats especially saturated and solidified ones and more foods rich in vitamins, minerals, and protective nutrients with little or no added sugar, salt, or fat. The three S’s to watch closely are sugar, salt, and saturated fat.
In practice, this means making steady, mindful choices: fill your meals with more fruits and vegetables, pick whole grains over refined ones,
choose low-fat dairy, and vary your protein sources. Add “smart snacks” like nuts, sprouts, or eggs to keep energy stable, and avoid long gaps between meals that can cause blood sugar dips and fatigue.
Plant-based foods are strongly emphasised because they help maintain weight, lower cholesterol, regulate blood sugar, and reduce inflammation. The goal is at least five portions of vegetables and fruits a day about two cups of vegetables with each meal and one portion of fruit daily. Fibre-rich foods like whole wheat, beans, nuts, and leafy greens are excellent choices, while processed foods should be minimised. Even adding millets once or twice a week can bring health benefits.
Hydration and healthy swaps also matter. Instead of sugary drinks like Coke or Pepsi, choose coconut water, buttermilk, or clear soups, which refresh without harm. For protein, focus on natural sources rather than supplements, which many youngsters take without guidance. Cook with a mix of oils rich in monounsaturated fats, but limit intake to 25–30 ml per day. And don’t forget the fundamentals drink at least eight glasses of water daily and aim for thirty minutes of physical activity five days a week. Together, these simple, consistent habits build lasting health and energy.
Just as important as movement is rest. Erratic sleep weakens immunity, raises stress hormones like cortisol, and contributes to long-term lifestyle diseases. Aim for seven to eight hours of sleep each
night, and create a calm wind-down routine for the last two hours before bed. Keep your bedroom dark and quiet, avoid smoking, skip late naps that disturb nighttime rest, limit heavy or spicy foods that cause heartburn, and cut out caffeine after 5 p.m. These small changes can make a big difference to both immunity and overall health.
Maintain a balanced diet with a focus on plantbased foods, practice portion control since nutritional needs vary from person to person, reduce sugar, salt, and saturated fat, ensure you get at least seven hours of quality sleep daily, stay well-hydrated with about two litres of water, and keep yourself active for at least thirty minutes on most days of the week. Do this, and you’ll experience overall well-being, stronger immunity, better protection against diseases, and a higher quality of life.
By Dr Madhumitha
Let’s talk about the MVP the Most Valuable Player vaccines. I call them the MVP because they are truly the most powerful strengthbuilders for our immunity. Every adult professional must know about vaccines. I am an ardent advocate of adult immunisation. That’s my passion.
We are all prone to cognitive biases that shape how we think about health. Availability bias makes us believe something is true simply because we keep seeing it, while affirmation bias keeps us clinging to our own beliefs even when challenged. Optimism bias can make us dangerously overconfident like skipping insurance because “nothing will happen” and denial leads us to ignore uncomfortable truths about illness. Patients, too, often want easy fixes, preferring a pill or home remedy over surgery when it’s truly needed. Added to this are widespread myths: vitamins as magic pills, antibiotics as cure-alls, or blind faith in internet advice. The harsh truth is that money or shortcuts cannot buy lasting health only prevention, awareness, and consistent self-care can.
We have been misusing antibiotics. We have reached a stage where self-medication with antibiotics has become the norm. Newton once said, “For every action, there is an equal and opposite reaction.” Nowadays, we need to add a new rule: “For every action, there is also a social media overreaction.”
Probably the only way to prevent infections today, including antibiotic resistance, is adult immunisation.
Many adults dismiss vaccines with the thought, “Nothing will happen to me” a classic case of optimistic bias. But when COVID struck, the same people rushed to get vaccinated, influenced by social proof. History reminds us that the greatest public health victories were safe drinking water and vaccinations together they have saved millions of lives. Without those two drops of polio vaccine, countless people would have been crippled.
Exercise, healthy eating, avoiding smoking, and regular health checkups are important. But at the base of this pyramid is vaccination.
Beyond health, vaccines have a strong economic impact: they prevent missed workdays, reduce absenteeism, lower healthcare costs for families, and protect livelihoods. And as our bodies age, our immunity declines too just like hair greying or balding a process called immunosenescence. Shaped by genetics, health conditions, activity levels, and nutrition, this decline makes adult vaccination even more critical.
Exercise, healthy eating, avoiding smoking, and regular health check-ups are important. But at the base of this pyramid is vaccination. Just as we vaccinate children to build their immunity, adults too need boosters to maintain theirs. Today, there are about 15 vaccines recommended for adults. It used to be 14, but I’ve added COVID, because it has saved millions of lives. If the pandemic was eventually contained, it was because of the COVID vaccine.
At their core, vaccines are basically protein molecules or small parts of a virus or bacterial antigen that have been modified. When introduced into the body, they imitate a natural infection.
Here’s the difference: in a true infection, your
body fights the antigen while you experience the full illness high fever, body aches, cough, fatigue. For example, a real influenza infection can leave you bedridden with fever, joint pain, headache, and running nose. But when you take the influenza vaccine, your body still mounts an immune response sometimes you may even have mild fever for a day but you don’t go through the misery of the full-blown illness. That’s the beauty of vaccines: they give you immunity without the suffering.
Remember: vaccines are designed to prevent disease, which is why they’re given to healthy individuals before illness strikes. Their power lies not only in protecting each person but also in safeguarding communities when more people are vaccinated, even those who can’t be immunised benefit through herd immunity, as we saw during the COVID pandemic. Unlike medicines, which are used after someone falls sick and work only for that individual, vaccines are extensively studied, proven to be safe, and typically have only minimal side effects. So vaccines are proactive; medicines are reactive.
Vaccination isn’t just for children its protection can fade over time. For example, the tetanus vaccine requires boosters, but many people wait until an injury to get one. Adults also face risks from diseases that evolve, like influenza and pneumococcus, which need repeat shots. As we age, our immune defences weaken, making vaccines even more important. Certain illnesses, such as shingles (a painful reactivation of childhood chickenpox), often reappear
later in life, while gaps in vaccination have led to outbreaks like measles in the U.S.
Recommended vaccines for adults include the annual influenza vaccine (especially for those over 50, pregnant women, and anyone with chronic conditions), the shingles vaccine (Shingrix) for everyone over 50, a Tdap booster for adults above 18, and pneumococcal vaccines for older adults or those with health risks. The Hepatitis B vaccine is also vital to prevent chronic liver disease and cancer, while the HPV vaccine protects against cervical and other cancers, ideally given at 9–15 years but still beneficial up to age 26.
Never compromise on health. Don’t spend on gold and skip vaccines. Remember: wealth is meaningless without health. Have you taken your vaccines? If not, don’t wait because without them, you risk becoming an endangered species.
By Dr Lakshmi Nair
Irepresent rehabilitation medicine which is one of the lesser-known specialties. I often joke that corporates tend to keep us hidden. We are the doctors who help people get out of the hospital faster and prevent them from coming back.
In the Western world, rehabilitation medicine is already a well-established specialty. In India, however, health priorities were different for a long time. But
today, particularly in the private healthcare sector, the situation is changing. People are no longer satisfied with just survival. Quality of life matters. And that is exactly what rehabilitation medicine is about helping people not only survive, but live better, healthier, and more productive lives.
One crucial pillar of rehabilitation and long-term health is exercise. Exercise improves your quality of life, enhances your work performance, and most importantly, extends your lifespan. Research shows that regular exercise can actually add years to your life.
I run a Cardiac Rehabilitation Program at Apollo, Greens Road. This program goes beyond exercise alone it combines exercise, diet, and risk factor management. The benefits are remarkable. Regular exercise reduces inflammation, lowers harmful cytokines, and improves overall immunity. Every single organ benefits from regular physical activity.
But I must stress this: cardiac rehabilitation is not just about exercise. It includes three equally important pillars nutrition, risk factor control, and stress management. And let’s not forget one crucial factor good sleep of seven to eight hours per night. I’ve seen young professionals in their 30s and 40s admitted with heart attacks often linked to poor sleep patterns and chronic stress. So if you want to save your health and your money start by sleeping more, managing stress, eating better, and exercising regularly.
A 2018 study by Nieman showed that people who paired water with a small carbohydrate, like a banana, during workouts had less postexercise inflammation...
A 2018 study by Nieman showed that people who paired water with a small carbohydrate, like a banana, during workouts had less post-exercise inflammation compared to those who drank only water. The takeaway is this: if you exercise regularly, support your recovery with a light, healthy carb source like a banana or a few dates not junk food.
Exercise strengthens immunity in two key ways: it sharpens the body’s defence, helping immune cells respond quickly to pathogens or even abnormal cells like tumours, and it lowers harmful inflammation, which is a major factor behind conditions such as heart attacks. This has ripple effects: less inflammation also means lower risk of autoimmune disorders and better resilience overall.
Intermittent fasting allows your gut to rest, giving the microbiome time to rebalance, while also reducing inflammation and strengthening immunity.
When it comes to exercise, moderation is key. Jumping into intense workouts without preparation can backfire, as research shows a J-curve effect moderate exercise strengthens immunity, but
overtraining actually raises infection risk. Aim for about thirty minutes, five days a week at a moderate intensity, or 15–20 minutes of vigorous activity daily. A simple rule of thumb: you should be able to speak a sentence while exercising, but not sing a song.
Exercise isn’t just walking casually; variety matters. Aerobic training like walking, cycling, or jogging builds endurance, while strength training such as lifting light weights improves recovery and resilience, especially in older adults. Even small, creative approaches can make a big difference: try a “colour walk,” where you pick a colour (say yellow) at the start of your walk and look for it around you turning the walk into a mindful, meditative practice. Or blend in “kitchen-sink” stretches while cooking, or take short “exercise snacks” like stair climbs or squats during work breaks. Interval training (HIIT), alternating bursts of higher and lower intensity, is another powerful method for boosting fitness.
The message is simple: whether it’s a mindful walk, a few squats at home, or a structured rehab program, what counts is moving regularly, moderately,
MMA’s “Read & Grow” series featured an engaging discussion on Liz Wiseman’s Multipliers, exploring how leaders can unlock talent, foster innovation, and transform teams into high‐performing, empowered organisations.
Sreenivasan Ramaprasad: The book Multipliers was written by Liz Wiseman, a former Oracle executive who now runs her own leadership institute. The book is based on extensive research on over 150 leaders across continents. She introduces a powerful paradigm: leaders are either ‘multipliers or diminishers.’ The difference between the two can double the talent, intelligence, and capacity of a team. The core idea is deceptively simple yet transformative.
Some leaders drain intelligence, energy, and capability from their teams, while others amplify them. Multipliers bring out brilliance in others,
whereas diminishers often unintentionally shut down creativity and initiative. The book contrasts these two styles of leadership across nine chapters. At the heart of this contrast lies a basic assumption: multipliers believe people are smart and can figure things out, while diminishers believe people need them to think on their behalf.
The book identifies five key traits of multipliers. First, they are talent magnets they attract and unleash top talent. For example, Saurav Ganguly spotted players like Yuvraj Singh and M.S. Dhoni from smaller towns and gave them the platform to shine for India. Second, multipliers are liberators. They create a safe yet challenging environment that brings out people’s best thinking. Third, they are challengers. They pose tough problems and push teams beyond perceived limits. This reminded me of Kapil Dev in 1983, who inspired India to beat the mighty West Indies despite being written off. Fourth, multipliers are debate makers. They involve everyone, encourage
rigorous debate, and arrive at decisions collectively, unlike diminishers who impose their views. Finally, they are investors who delegate ownership with accountability, encourage experimentation, and build long-term capability.
The book also highlights that diminishers are not always ill-intentioned. Sometimes well-meaning leaders become accidental diminishers. In trying to protect their people or micromanage, they inadvertently stifle potential and growth. The later chapters discuss how to recognise these tendencies and consciously shift towards becoming a multiplier. There are also strategies on how to handle diminishers in the workplace so that you can continue to contribute your best.
The final message of the book is that anyone can become a multiplier. Even if you find yourself acting as a diminisher today, with a shift in mindset and deliberate practice, you can grow into a leader who amplifies the intelligence, creativity, and capability of your team and in doing so, multiply the success of the organisation.
A. Sekhar: I’ve been associated with American companies for much of my career, and this book reflects a lot of the ethos and perspectives of how they operate. But what struck me is that the ideas aren’t limited to the U.S. context. We see the same patterns in Indian companies as well, because leadership behaviours whether multiplier or diminisher play out universally.
Sowmya Mahadevan: I want to share something that happened just in the last 30 days. We had a problem with one area of the product, so I put together a cross-functional team operations, engineering, and support to solve it. My approach was to call these young people in, lecture them, explain, motivate, even inspire them. They would nod, walk away, and nothing would change. I repeated this cycle a few times, and still there was no progress.
As I was reading Multipliers, I came across the concept of the ‘debate maker’, and it struck me that I wasn’t giving the team space to speak or debate. I was doing all the talking. So, the next time, I changed my approach. I asked each of them to present their observations and their view of the problem. They came prepared, shared great insights, and started challenging each other’s ideas. That shifted everything. Suddenly, the team was energised, sitting
together, eager to solve the problem. For me, it was a lightbulb moment: I thought I was being articulate and clear, but in reality, I wasn’t listening. I wasn’t creating a space for debate.
While the book is written from an American perspective, the idea of being a ‘debate maker’ is even more critical in India. Here, hierarchy often makes people hesitant to challenge assumptions, especially when their leader holds a title. Leaders in our context need to go further to create safe spaces, actively invite questioning, and encourage debate. Only then can they truly be multipliers.
Did you assume they wouldn’t have the solution because you already did?
Sowmya Mahadevan: Yes, exactly. I realised I was being an accidental diminisher. I believed I had the answer and that the team either didn’t have it or couldn’t see it from my perspective.
Sreenivasan Ramaprasad: At CADD Centre, one of our early successes came not because we had the best talent. We had ordinary people, but they consistently delivered extraordinary work simply because we believed in them and gave them the opportunity. Decisions were made collectively, debates were encouraged, and everyone, including me, felt empowered. That sense of empowerment made all the difference and that’s exactly what a multiplier does as a leader.
My second question is this: in your own experience, have you worked under a multiplier or a diminisher? And what impact did it have on you or your team? No need to name the person, but I’m
When I started my career 40–45 years ago, the prevailing mindset was that the boss is always right and your role was simply to execute instructions. A. Sekhar
curious about the difference it made.
A Sekhar: Yes, it happens. We all work with multipliers and diminishers, and sometimes you even see a diminisher turn into a multiplier. That’s always encouraging, because once they realise the value of what you’re trying to do, the whole team can achieve something much bigger than the sum of its parts.
When I started my career 40–45 years ago, the prevailing mindset was that the boss is always right and your role was simply to execute instructions. But as I grew into leadership roles, I realised that if I followed the same approach, I would never get the best out of my team. The real power comes from giving people space, listening to their ideas, and trusting them.
I remember one powerful experience in a public sector undertaking. I was asked to handle a refinery shutdown. It was something extremely time-critical and completely outside my area of expertise. I didn’t have the technical know-how, but I did have a capable team. So I gave them the freedom to think, plan, and decide. Many of them were in non-supervisory roles and had never been asked to make decisions before. This trust brought out their best. They took ownership, solved problems, and executed brilliantly.
Even in my own smaller organisation today, I Listening isn’t about obedience. It’s about truly paying attention.
Of course, I’ve also dealt with many diminishers. Sometimes you can work around them, sometimes you can manage them, and there are strategies for dealing with them. ‐ Soumya
follow the same principle. Decision-making is left to the team. Yes, mistakes happen, and sometimes they cost us. But as long as people learn from them, that’s enough. The next time, they come back stronger and better prepared. That’s the multiplier effect in action. And I’ll add this. Everyone in corporate life will face diminishers at some point. If someone says they never have, they’re not telling the whole truth.
How does a diminisher impact?
A Sekhar: It really depends on the role you are in. At certain stages, you may have no choice but to toe the line and keep going. At other times, you may get the chance to sit across and explain your perspective, which sometimes helps, sometimes doesn’t. But one thing is certain. When you’re under a diminisher, output and performance do go down. Fortunately, the work environment today is very different from what it was 40 years ago, and more people are beginning to recognise this.
Sowmya Mahadevan: You come across both diminishers and multipliers in your career. Let me share an example. Early in my career around age 27 or 28 I was setting up the Indian operations for a U.S.-based company. Then my company got acquired, and suddenly I had a new boss in the U.S. Honestly, I
hated working with him. Nothing I presented was ever good enough; he would always find faults. I remember thinking, ‘What more can I do?’ But he kept pushing me: “Can you do better? Is this it?” I had no choice but to raise the bar every time.
Eventually, the parent company decided to expand operations in India based on my performance. We grew from 20 people to 150 in just three months, and I suddenly had huge new responsibilities. Looking back, I realise that this tough boss was actually playing the ‘Challenger’ role mentioned in the book. At the time I disliked him, but he saw potential in me that I hadn’t seen in myself. He pushed me out of my comfort zone, and I’m grateful for it today.
Of course, I’ve also dealt with many diminishers. Sometimes you can work around them, sometimes you can manage them, and there are strategies for dealing with them. But if it still doesn’t work, it’s important to recognise that and make a change. The key is to distinguish between a diminisher and a challenger. A tough boss with the right intent someone who stretches you to deliver your best is not a diminisher. That’s not a reason to leave. In fact, you should embrace that discomfort, because that’s where real growth happens.
Could he have done it differently?
Sowmya Mahadevan: Perhaps. I think part of it was also cultural. He was American, I was Indian. In our context, if someone raises their voice or speaks passionately, we often think they are scolding us. We grow up in an environment where we try to be nice, people-pleasing, and avoid confrontation. So I think it
was less about him being a diminisher and more about the cultural difference. He was a bit confrontational, and I wasn’t used to that. Looking back, I was also young then and didn’t fully understand. But even so, it never made me want to quit. On the contrary, it pushed me to do better, to prove him wrong, and to raise my performance.
Sreenivasan Ramaprasad: I had a similar experience early in my career. In my second job, I worked with an old-school manager who was very much a diminisher. He gave instructions, controlled everything, and created so much tension that people were afraid to even approach him. For three months, I simply observed him and tried to understand his behavior. Eventually, I realised that all his stress and shouting weren’t for personal gain. He was genuinely focused on meeting the company’s goals. Once I understood that, I changed my approach. Whenever I wanted to get something done, I framed it as, “Would this be better for the company if we do it this way?” His acceptance was immediate. Within two months, my relationship with him changed completely, and I almost became like a consultant to him. That experience taught me that once you understand the person, you’re in a much better position to deal with them.
Let me move to the next question. We’ve seen the five disciplines of a multiplier talent magnet, liberator, challenger, debate maker, and investor. Which one do you relate to most in your own leadership style?
A Sekhar: I would say I’m more of a liberator. I allow people to make mistakes, and I only step in to
course-correct. Many of the people who came to me had very poor qualifications, but within a couple of years, they transformed themselves and became so capable that large corporates hired them away. Even though I lose them, I feel proud that they move on stronger than when they came in.
Sowmya Mahadevan: For me, it’s the ‘investor.’ I’ll share an experience from the past year to explain why. I don’t think anyone is a multiplier all the time or a diminisher all the time. We all go through shades of both.
I had a junior HR person in my organisation, fairly fresh talent, and at first, I became very micromanaging. I wanted everything done in a certain way, so I pushed for operating procedures, checklists, and constant supervision. But despite all that, things just weren’t working out. After some time, I realised this wasn’t going anywhere, and I had to step back. Instead of dictating tasks, I started having conversations around why we were doing certain things. I encouraged her to watch YouTube videos, read books, and then come back so we could discuss the purpose behind each process and what we were trying to accomplish.
It wasn’t a quick turnaround. It took time and patience. But over the past year, the growth I’ve seen in her has been remarkable. I’ve been able to step away from many of the daily, routine activities because she has taken ownership. That’s when I realised the true power of being an investor delegating with accountability and getting results over the long term.
If there is one behavior you would stop, start or strengthen after reading this book, what would it be?
A Sekhar: Change is continuous, and I have to keep evolving. I can’t say I follow just one behavior. If I had to choose, I’d say I need to be more of a challenger pushing people to stretch further, because that’s when I believe I get the best out of them.
Sowmya Mahadevan: For me, it’s about learning to keep quiet and listen more. As leaders, we often feel the need to fill silence in a room to step in with instructions or ideas, thinking we’re motivating people. But I’ve realised that true growth comes when we create space for others to speak, debate, and challenge assumptions.
In the Indian context, this is even harder. We’re culturally conditioned to defer to elders and authority, so people hesitate to ask questions or voice doubts. Silence doesn’t mean they have nothing to say. It often means they’re holding back. I’m trying to draw people out through questions, encouraging dialogue and debate. That’s the only way both the individual and the organisation can grow.
How would you introduce the concept of multipliers versus diminishers to a new team member or a leader in your organisation?
Sowmya Mahadevan: In my team, I’ve already had conversations with HR. I plan to conduct workshops and discussions around these concepts, because I truly believe you’re only as good a leader as the number of leaders you help create. Interestingly, I was listening to the audiobook in the car one day with my 12-year-old son. I thought he’d be bored, but he
insisted on listening. Afterwards, he turned to me and asked, “Amma, are you a multiplier or a diminisher?” That struck me that these ideas apply not only in leadership, but also in parenting. As parents or as leaders, our role is to be multipliers: to help people grow beyond the limits they think they have.
A Sekhar: My approach would be slightly different. People don’t spend much time reading these days. So instead, I’d distil the key insights, share examples, and then direct them to the book for reference if they want more. Sometimes even assigning a single chapter and asking them to come back with their perspective works better than asking them to read the whole book.
And finally, one message to youngsters based on this book?
A Sekhar: Have faith in yourself. You have tremendous potential realise it, be patient, and trust that opportunities will come. The good news is that many managers today are beginning to understand these concepts, and over time, there will be far fewer diminishers.
Sowmya Mahadevan: I would say this if you don’t read the whole book, at least read the chapter on how to deal with diminishers. Every one of us has infinite potential, and it’s up to us to discover it. Don’t hand over control of your growth to someone else and say, “I’m not progressing because of that boss or that environment.” There are always ways to handle difficult people and situations. Your growth is ultimately in your own hands.
MMA conducted a discussion on the theme of the book “The Review ﴾In﴿Sight – Enabler for Execution Excellence” authored by Venkat Changavalli,
CEO–IIB and former CEO of Symrise & EMRI
Venkat Changavalli
Imust admit that I became an author because of MMA. I left Madras because of MMA, but whatever name and recognition I have earned in the last 20 years is also because of MMA. The turning point was December 2003, when Dr. A.P.J. Abdul Kalam came to MMA at the Taj Coromandel. I met him for the first time there, as a committee member.
I could never have imagined then that he would later invite me to Rashtrapati Bhavan, when I was CEO of EMRI, or that the President of India would one day come to my house for dinner. Over the next decade, I met him at least 50 times, and those ten years of association were phenomenal. I still remember January 10th, 2011, the night I left EMRI full-time. At 10:30 p.m., Dr. Kalam called me and asked, “What will you do tomorrow morning?” I said, “Shouldn’t you ask me why I left?” He replied, “That’s in the past and cannot be changed.” He then dictated to me: “From tomorrow,
you will be a teacher. You will be a mentor. You will be an author. And you will work with governments for the benefit of people.”
From that moment on, I listened to him. In the last 15 years alone, I have delivered more than 676 lectures, conducted numerous training programs, and authored my first book Manage, Live and Lead. My message was simple people know how to manage, but they don’t always know how to live; and unless you learn to live, you cannot lead. I had the privilege of giving the very first copy to Dr. Kalam himself, touching his feet on 8 September 2014.
Ten years later, I brought out my second book, BL 2 BM. On my 70th birthday, I launched this book. The idea was rooted in my own journey from studying in a benchless school to becoming a benchmark. I wanted to leave behind a legacy, to show how childhood shapes your choices, how primary schooling influences your entire life, and how each job adds to your growth. I also reflected on my 20 years of working with 16 different governments, and finally on
the importance of family in becoming a benchmark. You may go through ‘benchless’ phases in life, but with family support, you can rise to become a benchmark. During the COVID years, I produced 180 videos, each about four minutes long, covering management topics, life skills, and leadership. These videos were created with one aim to educate and inspire.
I have served as a CEO for 31 years since 1994 till today and have also been an advisor to six state governments and chief ministers. Through these diverse experiences across the private sector, the nonprofit space, and government, I realised one universal truth: execution is the ultimate litmus test for success. Nothing else matters as much. Fortune magazine, back in June 2000, reported how 500 CEOs lost their jobs despite their intellectual brilliance, analytical acumen, conceptual clarity, and communication skills. They failed because they could not execute. Fortune magazine, back in June 2000, reported how 500 CEOs lost their jobs despite their intellectual brilliance, analytical acumen, conceptual clarity, and communication skills. They failed because they could not execute.
Execution has been the critical differentiator in my own journey. At Symrise, I witnessed growth from Rs.2 crores to Rs.130 crores; at EMRI, we scaled from one ambulance to 3,300 ambulances across states. I worked in regions like Uttar Pradesh where many said I wouldn’t succeed. But execution meant that when someone dialled for help, the ambulance had to reach on time no excuses. Leaders must understand this: execution is not optional. It is not a separate department sitting next to the CEO, as in the old days. Execution is strategy in action, and it must be embedded in the culture of the organization. I remember picking up litter myself at the factory in Symrise, because small acts set the tone for discipline and ownership.
Over time, I learned that execution is the sum of many things: clarity of strategy, effective communication, timely decision-making, coordination across teams, IT support, and above all, adaptability to changing realities. The most powerful tool I discovered was the discipline of regular review meetings. In my 31 years, I have conducted more than 370 monthly reviews, always during the first week of the month. Meetings began at 9:30 a.m. and ended when they had to. I often spent long hours with the first person, knowing that the lessons were just as relevant for everyone else in the room.
From three decades of such reviews, I am convinced: they are the cornerstone of success. Reviews clarify action plans, assign accountability, surface hidden problems, and resolve conflicts. They
.What is life unless you define it? Life is not just work it is you, your family, and something beyond both.
provide feedback, motivate teams, build cohesion, and accelerate learning. In short, they transform strategy into results. Unfortunately, this practice has not been written about or documented enough. I feel it is my responsibility to share these insights because without execution, even the best ideas remain only on paper.
In this book, 18 authors have come together. I am the lead author, and 17 others who reported to me over the past 31 years have each contributed their experiences. They have described how they struggled in review meetings, how they grew through them, and what they ultimately gained. Whether in government, private sector, or the non-profit space, the common factors that emerged are remarkably consistent.
A young man I mentored when he was just a medical representative at MSD Pharma. Years later, he became the Managing Director of MSD, and today he is the Chairman of Punjab National Bank. In this book, he writes about how, when he became MD, he asked me to mentor all 32 members of his organisation. That is the power of passing on knowledge.
I owe a great deal to the Sringeri Shankaracharya. Every time I meet him, he asks me only one question:
“What is the project you are working on?” And he always adds, “I pray that God gives you health and strength to serve others.” Those words have stayed with me. I often feel that HR people have confused us with this phrase called work-life balance. What is life unless you define it? Life is not just work it is you, your family, and something beyond both. If life is a triangle, with work as the base, self on one side, and family on the other, there is also a centre point that must grow along with you the contribution you make to someone outside of yourself. Do you also help in the success of others who are not connected to you? That, too, is life.
I remember my father once asked me to join a non-profit organisation EMRI run by Ramalinga Raju. I first said, “No.” At that time, I had just been part of the MMA Annual Convention and had prepared its governance document. By then, my sons had gone abroad, my wife had her gold, and we had built our homes. My father reminded me: “All this will not be remembered when you leave this world. What will matter is what you have done for someone you did not know, who was not related to you. Even if you give a fraction of your knowledge, skill, money, or time, that is what will be written in your obituary.” That advice shaped me deeply. And it is why I write these books to share with people I may never meet, so that they can learn and grow.
I owe much of who I am today to Dr. Kalam and to the chief ministers I have had the privilege of working with. From them I learned not only leadership, but
In my book, I also wrote about the three bosses who influenced my journey my German boss at Symrise, Ramalinga Raju at EMRI, and Mr. Panda at IIB, who recently retired. Each had a distinctive style of reviewing...
also the value of courage and clarity in decisionmaking. When I reflected on the essential qualities of a reviewer, several themes emerged. A reviewer must be agile and flexible, able to adapt to changing situations. He must demonstrate strong managerial skills clear decision-making, sound judgment, and the ability to listen. Above all, he must embody respect. For instance, if a man does not know how to respect women, he cannot be a great reviewer, because respect is the foundation of leadership. A reviewer must also be a visionary and an innovator; without vision and innovation, reviews become routine rather than transformative.
Leadership styles influence the way reviews are conducted. A coercive leader makes review meetings harsh and one-sided. A pace-setting leader simply says, “I did it this way, so you should too.” A coaching leader, on the other hand, uses reviews to mentor, guide, and build people. The reviewer’s style shapes whether the meeting becomes a forum for fear or a platform for growth.
My own experience across governments
reinforced this. In many review meetings, I saw people arrive late, or worse, stay silent while only one person spoke. But real review means dialogue. I remember on 14th August 2007, when Chief Minister Rajasekhara Reddy announced full funding for ambulances, I raised my hand and asked a question. The bureaucrats next to me whispered, “Don’t raise your hand before the CM. Just listen.” But I asked anyway: “Sir, if you fund 100%, will I still have freedom in recruitment, procurement, and operations? Or will the ambulances only serve your people?” He replied, in front of 30 others, “Of course, you will have full freedom.” Later, when I met Modi, when he was the Gujarat CM, I asked the same question, and he too said yes. That is how I secured freedom to operate in all 12 states not by staying silent like others, but by asking the right questions in the review meeting.
In my book, I also wrote about the three bosses who influenced my journey my German boss at Symrise, Ramalinga Raju at EMRI, and Mr. Panda at IIB, who recently retired. Each had a distinctive style of reviewing, and I learned something valuable from all of them. I also reflected on the approaches of four chief ministers Dr. Rajasekhara Reddy, Akhilesh Yadav, Narendra Modi, and Chandrababu Naidu and how differently they conducted review meetings. The most important takeaway for me was the discipline of keeping notes. Writing things down at the end of a review is not just a formality it is a way of ensuring clarity, accountability, and follow-through.
Leadership skills are central to being an effective reviewer. Visionary leaders are pioneers they see opportunities where others see obstacles, and they act
decisively, often with limited resources. That is why Indian entrepreneurs are able to grow with such speed and scale. Another vital managerial skill is consultation. Sadly, I notice that many Indian managers in their 30s today undervalue it. Throughout my career, I benefitted greatly from consulting with colleagues, mentors, and external experts from McKinsey to EY. These interactions challenged my thinking, reduced risks, and catalysed meaningful change.
I have five key messages. First, the review process is not about fault-finding; it is about collective problem-solving where the entire organisation learns and grows. Second, it is not just an assessment tool; it is a catalyst for transformation, fostering a culture of excellence, continuous learning, and accountability. Third, reviews must be disciplined yet relaxed. Discipline and openness can go hand in hand. Fourth, every review meeting should distil complex and unclear issues into clear, actionable steps. And finally, the most enduring lesson I have carried from 31 years as a CEO is to remain simple, humble, honest and, whenever possible, a little humorous.
C.K. Ranganathan: Ideally, reviews are not about fault-finding, but about helping the team find solutions, identifying opportunities and charting the way forward. Unfortunately, many organizations still conduct ‘enervating’ reviews where the boss shouts at the team for small lapses, leaving people dreading the next meeting. In contrast, great leaders make reviews something their teams look forward to, because they know they will learn, grow, and find solutions. That is why such leaders are remembered with respect, and why so many people who worked with Venkat not only advanced in their careers but also grew personally.
One thing Venkat emphasised was that review meetings should never be constrained by arbitrary timelines. Getting into depth and truly solving issues takes time, and rushing only leaves gaps. While I personally ensure meetings end on time, I created a practice called Discovery Sessions separate deep-dive meetings with not only senior managers but also their second and sometimes third lines. This open
environment allows insights to emerge directly from the people closest to the ground realities. These sessions often help course-correct strategies and uncover new growth opportunities.
I remember in the early days when monthly sales reviews covered only top-level managers, the impact was limited. But when we brought in all the sales representatives, travelling and spending a full day together, the transformation was remarkable. Within a few months, the ground-level insights they shared drove significant change. I also recall when Venkat, then CEO of Symrise, came to me saying he had read about Southwest Airlines’ low-cost strategy and wanted to share it with my team. His presentation was an eye-opener, and even today more than 20 years later I still refer to the lessons from that session.
Ultimately, execution comes down to followthrough. Reviews are valuable only when action points are clearly documented and tracked. Today, technology makes this much easier. In our office, we use Teams for meetings, often with Microsoft Copilot enabled. It acts as an excellent note-taker, capturing key points and follow-ups with precision. If leaders can harness such tools effectively, it will go a long way in strengthening the culture of execution.
M. Annadurai: In my career, I must have gone through at least 3,000 reviews, if not more. We have been closely connected, as EMRI draws fuel from nearly 2,500 of our petrol pumps across the country through a seamless single-payment, loyalty-based system with Indian Oil. I recall, years ago, when I headed that initiative, EMRI was our biggest retail customer, making annual payments of over 1 crore.
Looking back, the scale of EMRI’s success is as remarkable as Aadhaar or the COVID vaccination drive. In a country as vast and complex as India, reaching every corner is no small challenge, and yet EMRI made it happen. Even in my own family, when my mother fell ill in a village near Karur, it was 108 that came to her rescue. Millions of families across India can say the same, and for that, we are grateful to Venkatji.
Let me also share from my own experience as Executive Director of Indian Oil during my Gujarat tenure, when a cyclone struck two years ago. As the storm built up, we held daily reviews for almost 10 days in advance. During one such review, a regional head from Rajkot highlighted a crisis: the Indian Coast Guard urgently needed aviation fuel at Oka, near Dwarka, to rescue 50 workers stranded on an offshore rig. Moving a refueler 250 km through cyclone-hit areas, with poor visibility and heavy rains, seemed nearly impossible. But we escalated it to our aviation division, and by 3 a.m., the fuel reached Oka. The Coast Guard helicopters flew seven sorties and rescued 49 people. Later, the commanding officer, Inspector General A K Harbola, recorded in the documents: “Indian Oil’s 980 litres saved 50 lives.” Our chairman personally travelled to honour that team.
The lesson is clear without the review process, the delay could have been fatal. Reviews save lives, not just time. That said, frequency matters. I have worked under bosses who were review fanatics holding 20 reviews a day, leaving no time to actually work. Execution depends on reviews, but reviews must be
done with judgment deciding how many, when, and what to ask. These are critical choices. I often reflect on whether I am over-reviewing and denying my people time to execute. That balance is delicate.
Dr. Rajeshwari Krishnamurthy: I come from academia, where review is an integral part of the publishing process. We spend years going through reviews, and yet manuscripts can still be rejected. So, I understand the importance of reviews. But having also spent 15 years in the corporate world, I wonder: if reviews are so valuable, why is it that many corporates still don’t give them the importance they deserve? My second question is among government, corporates, and NGOs, which in your view conducts the best reviews?
Venkat Changavalli: That’s a very important question. The truth is, review requires courage. It requires guts. You have to face your people. Those who can’t handle uncomfortable questions avoid reviews, because subordinates will ask about resources, about knowledge, about collaboration, and raise many issues that need clarification. If the leader lacks the courage to face this, he will avoid reviews. Hesitation comes not from the competence of the team, but from the incompetence of the reviewer. A true reviewer must commit to reviews at regular intervals and accept that the process is not about fault-finding it is about helping people grow higher.
Now, as for which sector does reviews best, I would say there is no fundamental difference: a review is a review, leadership is leadership. But in fact, better leadership is needed in government and non-profits than in corporates. In FMCG, if one soap company
fails, a customer can simply buy another brand. But in a non-profit, if an ambulance doesn’t arrive, the patient has nowhere else to turn. At IIB, if my system fails when a customer wants to insure a vehicle, there is no excuse. Execution in non-profits is critical because you are serving a cause and the person you serve has no alternative. That demands a larger spectrum of leadership vision, strategy, innovation, and execution working together.
Unfortunately, in India, non-profits often escape review. As long as someone appears with a jute bag, a kurta, and a sandalwood paste on the forehead, they are accepted as social workers, without anyone asking what they actually deliver. But true non-profits stand tall because they built strong governance processes. I still recall the governance document we worked on in 2002–03 for MMA and that is why MMA has sustained and grown.
Reviews, in fact, are part of life itself. A good head of a family reviews every family event, be it a marriage or any major decision. We may not call it a review meeting, but that’s what it is checking, clarifying, and planning together. Two things are always required: the guts to review, and the realisation that without reviews, things will go wrong.
C K Ranganathan: At CavinKare, we did monthly reviews, but over time my learning has been that weekly reviews, done by exception, are far more effective. By exception means you don’t review everything. You focus where the data shows either a struggle or a standout success. From the struggles, you find solutions; from the successes, you learn how to scale opportunities.
Another critical aspect is that when numbers stagnate or targets are repeatedly missed, the review highlights that something is missing in the measures being tracked. As John Doerr wrote in Measure What Matters, choosing the right metrics makes all the difference. For instance, in our supply chain, we began focusing on DIFOTIS Delivery In Full, On Time, In Spec. With hundreds of SKUs, this was extremely difficult, but once we measured it week on week, performance moved from about 64–65% to nearly 97–98%. That shift reduced lost sales, which earlier ran into crores every week, and it happened because we identified the right measures and cascaded them down the line. This is where structured reviews became the driver of efficiency and execution.
The same applies to innovation. We started measuring insights. It wasn’t enough for someone to say, “I went to the market and met 50 customers.” The question was: What idea did you bring back? If you returned empty-handed, you weren’t observing enough. By challenging teams this way, we built a culture where people consistently came back with new ideas. We then rated these ideas using a simple system 10 grams, 100 grams, and 1,000 grams to differentiate incremental improvements from breakthrough innovations. And we made sure to back the 1,000-gram ideas with full force. That is how reviews, focused on measuring what truly matters, helped us drive both execution and innovation.
MMA and SASTRA University jointly organised a discussion on the book “The Road Ahead 2 0”, authored by Prof T G Sitharam ﴾Chairman, AICTE﴿ and Yogi Kochhar ﴾AI Futurist﴿ The session was moderated by Dr S Vaidhyasubramaniam, Vice‐Chancellor of SASTRA Deemed University & TATA Sons Chair Professor of Management Along with the authors, Lakshmi Narayanan, Chancellor & Chairperson, Governing Council, KREA University participated in the panel discussions
We are opening a window into the future where AI is no longer a distant dream. It is the present, shaping the world around us at an unprecedented pace. AI is not just a technological advancement; it represents a civilisational shift. Over the past few years, we have witnessed an explosion of generative AI, agentic AI, machine learning, and autonomous systems. The transformation has been redefining industries, governance, healthcare, finance, education, and even creativity itself.
Let me share a few powerful numbers. According to Goldman Sachs, global AI investments are projected to reach around USD 200 billion by next year. The Trade and Development Report projects that the
global AI market will soar from USD 200 billion in 2023 to USD 4.8 trillion by 2033 a twenty-five-fold increase in just a decade. That is mind-boggling. By then, AI could quadruple its share of the global frontier technology market, rising from 7% to 29% and emerging as the dominant force in the sector. In 2022, if you looked at the top 100 companies, mainly from the United States and China, they accounted for 40% of global AI research and development. Together, the two countries hold 60% of all AI patents and produce one-third of global AI publications. Soon after OpenAI launched, DeepSeek entered the scene and disrupted the landscape dramatically.
India too is rapidly building AI computing and semiconductor infrastructure, but we are still far behind. We may have immense talent and produce large numbers of engineering graduates contributing to this space, yet our computational capacity lags significantly. When I was Director at IIT Guwahati, a philanthropist from the US, Rahul Mehta, approached me to establish a School of Data Science and Artificial Intelligence. He has also set up centers at IIT Madras
India accounts for only 2–3% of global compute power, while the US dominates with about 70% and China follows with 20–22%.
and IIT Kanpur. His request was specific: an undergraduate B.Tech program in Data Science and AI. He made a compelling presentation on why such a program was essential. Fortunately, as the coordinator of IIT JEE Advanced and Director of IIT Guwahati, I was able to initiate the program. We converted our Computer Centre into a School of Data Science, launched the B.Tech program, and secured funding. A new building is now coming up, and this milestone was achieved in 2021.
After COVID, in December 2022, I moved to AICTE. I asked my officers how many engineering colleges were offering programs in Data Science and AI. To my surprise, more than 1,000 colleges had launched B.Tech programs in this field, sometimes under Computer Science with a specialisation in Data Science and AI. Many had started as early as 2017, supported by AICTE’s model curricula in cybersecurity, data science, and artificial intelligence. This means AICTE has been ahead of the IITs in this regard. Today, India has produced thousands of graduates in these domains, and the world is watching us.
We now have close to 3,000 Global Capability
Centers (GCCs) in India, each hiring large numbers of senior professionals. The minimum workforce in any such company is around 5,000 engineers, and all are integrating AI across various domains. This is India’s real strength: its people and talent.
Yet, despite this strength, our computing capacity is weak. India accounts for only 2–3% of global compute power, while the US dominates with about 70% and China follows with 20–22%. This is where we urgently need change. The Ministry of Electronics and IT is now coming up with big plans to address this gap, but the journey ahead requires speed, scale, and decisive action. Though India is rapidly building its AI ecosystem, that ‘rapid’ is still slow when compared to the breathtaking pace at which AI itself is evolving.
Having spent 30–35 years at the Indian Institute of Science and four years at IIT Guwahati, I hardly knew much about AICTE and its vast responsibilities. I came here with only one wish: to transform engineering education in the nation. I am happy to say that we have done just that. We have changed the engineering regulatory process into a facilitative one. We launched the Atal AICTE Teaching and Learning Academy, which has already trained 300,000 teachers. I have addressed at least 150 convocations, speaking about artificial intelligence, the future of innovation, and why entrepreneurship is more important today than ever before. Our children must not only seek jobs but also create jobs and AICTE is preparing them for that future.
Ultimately, AI is only as good as the quality of the data it learns from. As late entrants, we must improve our data quality, but we are determined to do so.
Through AICTE, we established Institute Innovation Councils in all 14,000 institutions across the country over the last two years. This year, we also set up R&D Cells and Climate Cells in those institutions. The culture of research and innovation has been seeded, and though you may not yet see the published papers, the progress is inevitable. I am proud to share that AICTE has declared 2025 as the ‘Year of AI’, with numerous activities planned and already underway. On the 25th, we are partnering with OpenAI, which will provide 1.5 lakh licenses of ChatGPT 5.0 Advanced to our students free of cost. We must learn to swim with the current, not against it and that is the challenge we have embraced.
AI is no longer a distant dream; it is the present, shaping the world around us at an unprecedented pace. And this is India’s opportunity. With our immense talent pool, demographic advantage, and entrepreneurial spirit, we stand on the brink of leadership. Already, India is the third-largest startup hub in the world. Soon, we will move to the second position. But to get there, we must invest massively in AI research, infrastructure, and computing power.
We are launching ‘AI for All’, with IIT Madras
providing the content that will be delivered to every engineering college covering teachers, students, and staff alike. We are building deeper collaborations between universities, startups, and industries, encouraging innovation at scale, and creating an AI ecosystem where education policy and enterprise converge.
Ultimately, AI is only as good as the quality of the data it learns from. As late entrants, we must improve our data quality, but we are determined to do so. The speed of AI is astonishing what once took 10 to 15 years of training under a guru can now be learned in 15 seconds. Music, art, poetry skills once thought to be inherited or earned through decades of effort are now at the fingertips of anyone with AI. AI has become a poet, a magician, and an artist. Whether we like it or not, AI is here and it is here to stay.
When I began my research at the Indian Institute of Science, I didn’t have any equipment. Yet, we were able to publish in top-notch journals. That experience taught me an important lesson: progress is not about infrastructure or money. It is about brainpower. And in brainpower, India is undoubtedly superior to the rest of the world. True, we suffered decades of brain drain. Our talent and our data went abroad. But they will return one day, if not physically, then at least in spirit by proudly saying, “We are Indian. We achieved this.” Already, 200 of the Fortune 500 companies are led by Indian-origin CEOs. That says it all.
Take the Maha Kumbh, for instance. It is not just
an event, it is an experience. AI today feels very similar: we are all part of this voyage. People say AI is a journey from the US to India. But I tell them no, because the very scientists and engineers who built that AI ecosystem in the West are Indians. They succeeded there because they had access to resources and money. In 10 years, I see AI as the fruit of predominantly Indian efforts. Look at the companies shaping the world today Microsoft, Google, OpenAI their leaders and technocrats are Indians. I have met many of them personally. They are the Indian diaspora.
Even within India, we must change the narrative. If you ask professors at IITs where they studied, they will say, “M.Tech from IIT Madras, Ph.D. from Harvard, Postdoc from Cornell.” But ask again, “Where did you graduate?” and most will admit that they graduated from one of our so-called ‘second- or third-tier’ engineering colleges. 90% of them. We ourselves downgrade those colleges. The truth is, they are no longer second or third grade. They are producing some of the best engineers in the world. The narrative that only IITs produce excellence must change. I say this with no disrespect to IITs, but with pride in the strength of the broader system.
AI also plays a crucial role in sustainable development, balancing technological advancement with ethical responsibility. Its socio-economic impact is immense. It can widen divides if misused, but it also has the power to bridge them. Take toll collection on highways. Automation has returned massive revenues
for building better infrastructure. UPI powered systems have allowed us to track and count transactions with clarity we never had before.
Recently, AICTE, NITI Aayog, and MSME joined hands to drive AI-led transformation in micro, small, and medium enterprises. Pilot programs with six companies have already shown results. The initiative, called Dx EDGE, will now be launched nationwide. And who will support this transformation? Our engineering and diploma students, who will work on AI tools developed with CII. With nearly seven crore MSMEs in India, this effort has the potential to create more opportunities than higher education itself. If every enterprise can integrate AI, every student skilled in this technology can find meaningful work.
The conclusion is clear: AI is here. It has already penetrated every domain of human life. Whether we like it or not, we are using it every day. Humanity must learn not only to adapt to AI but to adopt it fully and consciously. There is no alternative. The only questions are: how quickly can we embrace it, and how many people can we bring along on this journey? The Road Ahead 2.0 requires us to move forward with conscious intent, ethical grounding, and collaborative spirit. That is the only way to harness AI for humanity’s progress.
Dr. S. Vaidhyasubramaniam: I am reminded of Professor Clayton Christensen, who often spoke about disruptive technologies and disruption. This is not new to the world. Even Socrates once argued that if people began writing, they would lose their brain power. Later, some Victorians believed that inventions like the telephone and telegraph would create social isolation.
More than AI education, it is ‘AI in education’
that is going
to transform how people assimilate knowledge in multiple forms.
Throughout history, every major shift has been met with such concerns. During industrialisation, people feared that machines would take away jobs. Later, the software and IT industry was expected to displace millions of workers. Then came robotics and automation and again the fear of job loss. Yet, what we witnessed was very different: greater productivity, significant economic growth, and, in fact, the creation of vast new employment opportunities.
More than AI education, it is ‘AI in education’ that is going to transform how people assimilate knowledge in multiple forms. This will have a direct impact on the economy. If we look back historically, global GDP growth was almost flat until the 17th century. After the Industrial Revolution, it rose slowly around 0.8 to 1% for a century. Later, it climbed to 1.8%. In the last century, it touched 2.8%. But now, many studies indicate that the rate at which AI will enhance workforce productivity could push GDP growth to 10–11%, even if 20% of the workforce is displaced.
One thing is certain: on the economic front, AI is going to unleash massive growth in activity. The twin dimensions of education and economic activity will define this future. And for that reason, we cannot afford to wait. We must hurry to worry, and start our
serious work on AI today.
Lakshmi Narayanan: A good starting point is the Gini Coefficient, which measures inequality. Historically, every major technological advancement initially widened inequality, as access was limited to the wealthy. But India’s story has been different. Our Gini index today stands at around 0.25 fourth best in the world, showing lower inequality than many Western nations. This improvement is largely due to technology being made accessible to all, through Aadhaar, UPI, toll systems, and other innovations that reach the entire population.
When it comes to AI in education, I want to highlight the role of coaching. Bill Campbell, famously called the ‘Trillion Dollar Coach’, mentored leaders like Steve Jobs, Sundar Pichai, and Jeff Bezos. His philosophy was simple: everyone needs a coach executives, teachers, and students alike. In schools, where one teacher handles 60–70 students, research shows tutoring can boost performance by two standard deviations. AI now makes such personalised tutoring possible. Khan Academy’s Khanmigo is a great example, offering AI tutors for both students and teachers.
Of course, there is a fear that open-book exams or ChatGPT will encourage cheating. But experiments, even at Harvard, have shown something interesting: when students were given a monitored, universitycreated AI sandbox, only 5% used it. But outside, in the open environment, usage was as high as 90%. Students are smart. They prefer freedom and authenticity in learning.
The lesson is clear: education must move from
regulation to facilitation. As the authors say, faculty should shift from being the ‘sage on the stage’ to the ‘guide on the side.’ Learning thrives when restrictions are fewer and curiosity is encouraged. And that is where AI in education has immense promise to personalise, liberate, and democratise knowledge for all.
Dr. S. Vaidhyasubramaniam: I have always believed that AI is not a substitute for faculty but it is certainly a substitute for bad faculty. The real difference now lies between a teacher who understands AI and one who does not. The challenge before us is: how do we bridge that gap and help every faculty member embrace AI?
Lakshmi Narayanan: On the broader impact of AI across education, social, and corporate sectors, one simple framework helps: imagine a skills vs. replaceability diagram. If your skill can easily be replaced by AI, your job is at risk.
For teachers, take the Bernoulli principle as an example. Using ChatGPT, students can instantly access countless explanations and illustrations. The real challenge is not in answering existing questions, but in framing new ones. As Arvind Srinivasan of Perplexity said, “We have answers to all the questions we have asked, but not to the questions we have never asked.” That is where research becomes critical.
At KREA, for instance, while 50% of the curriculum is standard, the other 50% is research-informed, creating new knowledge. AI helps both faculty and students generate fresh content and frame original questions. In that way, it liberates the entire learning process.
Which of the pillars of education will undergo the most dramatic change because of AI?
Yogi Kochhar: I would say this is not just a paradigm shift but a tectonic shift. The tsunami has already begun, and we must brace ourselves. By next year, we may not have enough jobs. In fact, we could see a 40% cut.
Let me explain the arithmetic. India is a $4 trillion economy, growing at about 7% annually. That means next year we will add around $280 billion to the economy. Now, 90% of that will go into physical assets cement, steel, construction, FMCG, white goods, airports, highways, and so on. Only 10%—around $28 billion will remain for jobs.
Out of that, $14 billion will go toward those already employed for increments, pensions, and benefits. That leaves just $14 billion for fresh graduates. Every year, 10 million students enter the job market. Divide $14 billion among them, and it comes to about $1,400 per graduate less than what an auto rickshaw driver earns in a year. This is the stark reality. The only way out is innovation—developing the art of thinking and metacognition. That is where education, supported by AI, must transform our graduates from job seekers into creators and innovators.
How is AI going to change the way innovation and entrepreneurship are triggered and accelerated?
Lakshmi Narayanan: In invention, there are three stages invention, innovation, and diffusion Invention is the creation of new knowledge and paradigms through fundamental research. Innovation is the application of that knowledge into products and services that serve humanity. Diffusion is when industries take those innovations and scale them to reach people everywhere.
If the share of resources devoted to invention increases, as we see in fields like space and aviation, communication technology, life sciences, and computational biology, then these areas will be ripe for rapid growth. AI can fuel this process and even enable a generation of solopreneurs working at the intersection of disciplines. Take Dr. A. Sivathanu Pillai’s attempt to 3D‐print a BrahMos missile. That’s innovation at scale. Or consider Agnikul, the IIT Madras startup that made history in private space technology. Imagine such breakthroughs applied across other domains the ripple effects could be immense. This cross‐boundary application of ideas is where AI will accelerate innovation, creating opportunities and, hopefully, generating far more jobs than the ones we fear losing
T G Sitharam: AICTE has launched an out‐of‐the‐box initiative called the Productisation Fellowship. This fellowship is designed for students who participate in Smart India Hackathon. For the winners, we provide full financial support for one year so that they can take their ideas forward and develop them into real products.
Normally, what happens is that as soon as students receive attractive placement offers, they split and join different companies, leaving their innovations behind.
To prevent this, we now pay each team member a stipend of about ₹30,000 per month, for a full year, for up to four members in a team. This way, a large number of students are choosing to continue their projects, staying together to transform their ideas into impactful products.
Do you think we are doing enough on our AI policy?
Lakshmi Narayanan: Globally, innovation thrives where there are fewer restrictions and lighter regulations. In India too, private universities—thanks to the new private university bills operate with far less regulation and are performing well. We are slowly moving from a license‐raj mindset to a freer, innovation‐driven economy, but the pace is too slow. What we need now is a jump‐start—something on the scale of the 1991 reforms so that AI policy and innovation can truly take off.
Does India have an edge in shaping a people‐centric AI that perhaps the West may not?
Yogi Kochhar: Yes. India’s strength lies in people‐centricity. We have hundreds of dialects, languages, and cultural nuances that large language models ﴾LLMs﴿ struggle to capture. That’s why I believe India’s opportunity lies more in small language models ﴾SLMs﴿ tailored to our diversity.
But there are challenges. On infrastructure, India is far behind. Our total power capacity is about 430
gigawatts what China adds in just a month. They stand at 3,500 gigawatts while we barely remain self‐sufficient. On GPUs, we have only about 30,000 which is insignificant compared to global numbers. The National Compute Mission has just 32 petaflops. Data quality is another concern.
When Facebook entered India, they saw us as grass‐eaters. We became the cow. They fed us grass, milked us dry, took the milk abroad, turned it into cheese, and sold it back to us. That’s a lesson: we cannot afford to repeat this with AI. The U.S. has an AI roadmap. Saudi Arabia has one. India still does not. We need urgent clarity and direction. The opportunity is vast, but we must seize it.
Lakshmi Narayanan: On people‐centric AI, let me add that true well‐being is not about wealth or power. Long‐term studies of separated twins show that happiness levels converge regardless of upbringing. Ultimately, happiness rests on things like faith, family, friends, and meaningful work. AI should enhance these, not replace them.
T G Sitharam: There is no need to be pessimistic. This is India’s golden moment. The National Education Policy already promotes self‐learning, peer learning, experiential learning, and collaboration beyond the classroom. Remember, when computers first arrived in India, there were strikes in Bangalore, Chennai and other places. Yet within 12 years, India became the global leader in IT services. We will embrace AI in the same way and we will succeed.
