AIMA and Storm the Norm co-created ‘Insight Storm’ – a novel format to generate sharp insights delivered powerfully. The Inaugural InsightStorm was organized on 10th August 2016 at Hotel Taj Lands End, Mumbai. This edition of InsightStorm paired up thought leaders from two diverse fields – Art and Business and in a 30-minute session, they shared three pre-created insights around a theme, followed it up with a ‘collision dialogue’ and ended with one fresh insight each.
Below is an excerpt from the speech of Mr Kabir Bedi, Indian television and Film actor at Insight Storm.
Mr Kabir Bedi, Indian television and Film actor addressing InsightStorm
I want to thank AIMA, Ranjan Malik, Anisha Motwani and everyone in this room for including me in this very distinguished gathering of people. Lincoln did not become president of America because he was born in Lockhart, Narendra Modi did not become prime minister of India because he was a tea seller, Lal Bahadur Shastri did not become prime minister of India because he was a teacher’s son, Ambedkar did not write the constitution because he studied under lamp post. All of them recognized something within them that was superior to the circumstances that surrounded them and they did something about it. So motivation is a very important factor. What is it that actually motivates to act your realization?
Below is an excerpt from the speech of Mr. D Shivakumar, Chairman and CEO, PepsiCo India Holdings Pvt Ltd at AIMA’s 2nd National Leadership Conclave on the theme “Indestructible Brands: Building Brands to Survive Disruption”.
D Shivakumar addressing AIMA’s 2nd National Leadership Conclave
A digital society changes the way we live work, relate to brands and to each other. We become far more horizontal in the way we work, end of the chain. It’s not a vertical society anymore. India has for a long been a vertical society. Hierarchy somebody orders somebody to do it. And then we follow their order. That’s not true in a digital society. Almost every activity and transaction is horizontal and not vertical. That’s the first point I want to make. The second point I want to make is if you look at the top 10 populations of the world for the last 10 years, Facebook has 1.5 billion subscribers or users and 70% of them come back almost every day. WhatsApp has a billion people. Twitter has 600 million people. Instagram has 400 million people. Now we are conversing individual to individual, group to group, completely on the social network, completely digital. This is what we are seeing right now. Continue reading →
Address by the Chief Guest – Mr Suresh Prabhu, Minister of Railways, Government of India
An excerpt from a speech by Suresh Prabhu, Minister of Railways, Government of India at AIMA’s Managing India Awards 2016.
“Good evening friends. I have been attending several programmes of AIMA, about a year or 2 years ago I was here and the awards were given to some distinguish people for their contribution in various fields. And I was wondering then and even wondering today that how they must be making this selection. I was just looking at the type of people who have been awarded and I don’t think there could have been any better person than this in any of the field they were chosen, so I really congratulate AIMA for having a fabulous process of selection. I think if you can share that information we can probably select every person in that category, in every public life and everywhere else, probably India would be a much better place.
So I think I really wish to congratulate AIMA and nominees who have been chosen for very interesting fields. E-commerce is a growing area and I think over a period of time everybody is going to operate from home, overcoming the problem of mobility that we face. Delhi Metro, I think urbanization is rising. I would not say that people should not use more vehicles because I know two of you stalwarts are here. But we need more public transport. And therefore we need connectivity, mobility in a form where more people can travel in one single sphere of operation. So that is something for Delhi metro.
A special session on “Indestructible Brands: Building Brands to Survive Disruption” was held at AIMA’s 2nd National Leadership Conclave (NLC) on 3rd & 4th March 2016 at New Delhi.
Below is an excerpt of the Q & A between Ms Supriya Shrinate, Chief Editor-News at ET NOW and Mr Santosh Desai, Managing Director & CEO of Futurebrands India Ltd, Author, Columnist, Social Commentator.
Santosh Desai addressing AIMA’s 2nd NLC
How has brand building changed in India and why are we so obsessed with disruption?
I think we live in a time where things are changing very fast and we have said this for a few decades now. You know there is a sense that things are changing but in the last seven or eight years, in particular, it’s not just the pace of change, It’s as if our foundational assumptions, the way we see the world itself has changed. And I think this creates a very interesting challenge at this particular point in time. I found the subject interesting, ‘indestructible brands: building brands to survive disruption’. Implicit in this articulation, It’s curious because there are certain assumptions that are built into this. It says building brands to survive disruption, not to create disruption. Brands are implicitly imagined as some sort of citadels, fortresses which do not create the new but which somehow must survive the new, which are not found in the source of change but they are under attack from change and they must protect themselves against disruption. This is very interesting. I just find this unconscious mental model of the brands as not being the source of change but being under threat. I also find it interesting that we are yearning for indestructibility. This idea that a brand is a permanent asset that you create once which stays for life and forever and forever, which survives attacks that marauders and invaders make on it and it stands there proud defined over millennia, this is an outdated idea. This yearning, this nostalgia for a permanent notion of a brand, It’s fundamentally at odds with the world that we live in.
Excerpt from an insightful speech by D Shivakumar, Chairman & CEO – India Region, PepsiCo India Holdings Pvt Ltd at AIMA’s 42nd National Management Convention held on 30th September – 1st October 2015 at Hotel Taj Palace, New Delhi. The theme for this session was “Disruptive Innovation: Winning By Changing The Rules”.
“Good afternoon ladies and gentlemen. It’s always a pleasure to come for an AIMA National Management Convention. My experience of disruptive innovation is from my own career, working in Hindustan lever when we tried to make accessible and affordable categories like shampoo, face cream, detergent, baby care products etc, for the bottom of the pyramid. Then in Nokia, we made technology which was completely new to the world and accessible in a country like India, we went from something like 80 million subscribers to 900 million subscribers. That was the fundamental shift and now on the new journey of health and wellness platform. So what is disruptive innovation? What examples have we seen over the last decade of disruptive innovation and what we’ll see in the future?
D Shivakumar, Chairman & CEO – PepsiCo India addressing AIMA’s 42nd NMC
Disruptive Innovation is about creating new value! You can create new value through new price point, new quality point, a time dimension, so fundamentally creating new value in any market is a disruptive innovation. You create new market itself. Mobile phones created a new market; tablets are creating a new market, a market which did not exist before. Suddenly you bring something which is a new to the market. Most of the disruptive innovation is led by technology that’s what we have seen and when new entrants come into the market, they do not have old cost. The old costs of legacy players are completely disrupted by these new people with new business models. We have seen this in steel and every other industry. New players tend to have cost structure which is significantly lower and hence their business models are different. Then in the technology world, we see the concept of freemium, everything goes free but they make money somewhere else. So what do you do? How do you compete with something which is free? That is the disruptive innovation.
Mr. T V Narendran, Managing Director, Tata Steel India,South East Asia
Mr. T V Narendran, Managing Director, Tata Steel India, South East Asia speaking at AIMA’s 42nd National Management Convention on 30th Septemeber 2015
The theme of this conference is about making it happen and I think that’s very important. And when I looked at this theme, I was remembering something I heard a few months back from somebody, I don’t remember the name of the speaker but, he said something which stuck in mind and he said – ‘Leadership is about dreams and details’ and I think that’s a very important and crisp way of defining what leadership is about. Because he said ‘you should have dreams otherwise you can’t inspire the people who follow you to follow you and you should have the ability to get into the details because otherwise you can’t make it happen. And if you only have the details and not the dreams then again you are probably not a leader’. So I think it’s important to have this balance between dreams and the details and making it happen is about bridging that balance. So when you look at the Make in India initiative and I think as someone in the manufacturing industry it’s something really exciting for us because after a long time we are all talking of ‘making India’ and we have a government who is making a big splash about it and I think we are really delighted about that because one thing is clear – there is no economy in the world which has made this transition from underdeveloped to developed without having a strong manufacturing sector and even today most developed countries have a bigger share of their manufacturing in their pie than India has.
Below is an excerpt from the speech of Mr. Rajeev Bajaj, Managing Director, Bajaj Auto Ltd on the theme ‘Building World Class Indian Brand’ at AIMA’s National Leadership Conclave.
Rajiv Bajaj at AIMA’s NLC
“I would in the context of today’s discussion tell you a little story about my own self. This is about when I was in college in Pune. I passed out in 1988 and I must tell you I was the most popular student in college and let me tell you the reason why because in 1988 if you wanted to buy a scooter, you had to wait for one and half year. So every professor and student was my friend and whenever they wanted a pair of wheels they had to come to me and make a request. That was the glorious period of “Hamara Bajaj”. I joined Bajaj in 1990 and the financial year 2000 was thankfully the first and last year when the company didn’t make any money making two wheelers. That is how dramatically my world changed from 1990 to the year 2000.The scooter went from having a waiting period to being in a situation where nobody wanted to buy it anymore.
In the session that took place at AIMA Young Leaders Retreat, D Shivakumar threw some light over the subject of managing self, team and business. The session started with one question directed on topic of trying to compare everything with money. Why people come to work is the first question leader should ask. People don’t come for money. Number one reason is does this company have meaning in what it does. So first Thing Company should start talking is about its focus. Why do we exist? Whom do we serve? What do we do? First is purpose. Second reason, believe it or not, is good colleagues. When people come from office and say wow I have good colleagues that would be a good culture, that’s why they come to work. Lot of people think that they would throw money and get good culture, no, that’s not the case. There’s an inverse relation between company with high salary and culture. Banks are the best example. Banks are cut-throat companies, because individual talent matters. And the third is, Progress. Whatever the way it is, in the evening they want to see improvement. They want their CV improved in the end. Now I will tell you the scary part. The current generation will not have the jobs till they are 40. Either their parents will be responsible or they will be so unskilled that nobody will pick them up. Unfortunately India doesn’t have the social security system. Your salary is the only route your family going and builds assets. So my submission to all of you is to tell them to think of career as a marathon, it’s a long time game. Don’t keep jumping for the next 2000 bucks. We are measuring ourselves on the assets and money earned. If you are good, money will follow you. If you have money it doesn’t mean you are good. Take this message to your teams, real value of money you make is after the age of 40. Funny way enough, all the guys are changing jobs, till 40. 40 to 50 is the prime time. You make 200-300% of your savings. Till 40, you are scraping through.
In answering one question about innovation in today’s world, he said, when we think of innovation, we think of adding something new to the world. That’s not necessary. Innovation can be in product, innovation can be in service, innovation can be in business model. Innovation can be in the way you do things. That’s what it is about. And a disciplined way gets you far more results than just brain storming and shooting from rear. There are two components of innovation. Everybody is seduced by the idea, but culture is equally important. Discipline, energy and focus are the pillars for a successful pitch for a leader. If you don’t have these things, you have to be absolute genius to be successful.
AIMA conducted its AIMA Young Leaders Retreat with the theme “Leading in the New Order – Modelling Global Leaders” achieved its objective to create a vision for today’s young managers, who are poised to become tomorrow’s leaders. In his session about effect leadership communication, Roshan Abbas gave an example of Alexander, The Great. It is said that right before the battle Alexander was walking through his troops and he sensed that something was not right. People were seemed almost stuck as like saying what we will do, will we be able to do. So he gathered all his troops together and said I will give you a mantra and this mantra will change your life. He walked up and whispered into the first person in their entire troop that tomorrow morning you have to remember this and said something, and then that passed on to others one by one in that manner. And suddenly everyone was wondering what is going on, what Alexander has told this guy that will make them win the battle. He said to kill the enemy leader. And in the morning all the soldiers started moving with a single aim to kill him and he got scared and fled away. That’s how the battle was won by Alexander. So one simple message communicated by the leaders of the thousands that made him leader of the millions because he was just able to do it at the right time, to give them a one compelling vision and make sure that they would able to deliver on it. I hope you could do that with your lives as well.
Question was raised authenticity is the key right now. Whatever you say quickly gets up in social media. And whatever you said is not authentic, lies get caught very easily in this era. Acknowledgement is a must if someone comes up for e.g. say this thing of yours didn’t work, you must acknowledge it. So through communication, building an authentic type of leadership is important. Other factor which is important is that you have to discover the digital native in you, you have to be on communication platforms or where else your leadership leads to? You really need to partially immerse yourself in the digital universe. Authenticity and Understanding the medium is absolutely critical.
In this world with the data smog, he added, information that is well presented and well managed is a style anybody should carry. There is so much data out there but presenting your data in concise is one important aspect. To craft messages which can pass on easily follows it. Like in those days what Alexander did, he crafted a message which passed on easily and gone across the people. Rest of it would be your own communication style. There are the two different style of communication – visuals or words. That’s our own unique style as well. So there are multiple styles, but you must find your own style.
In another session that took place at AIMA’s 41st National Management Convention, SadhguruJaggiVasudev, commonly known as Sadhguru, who is an Indian yogi, mystic, philanthropist and author of over 100 titles in 8 different languages, talked about “Importance of Managing the Interiority For One Who Needs To Manage A Company Or The World”. He founded the Isha Foundation, a non-profit organisation which offers yoga programs around the world.
The talk with Sadhguru started on the note where he laid stress on how obsessed people these days are with the economy. He added that everybody discusses economy these days. It is not some heavenly subject, it is just organising our survival process. So in trying to organise this, we are losing everything else in our life. Everybody is onto economy. World is engrossed in economy as if it is the greatest thing.
He said that always the focus should be individual human being, no mass production. Every individual is important as the other. This is why you bow down to what you consider god. Anyone thinks that this is more important than others is missing the fundamental meaning of life. Focusing on individual growth is most important. We don’t have to focus on social well-being. If all the human beings here are doing great, why you should bother about social well-being, it will naturally happen, it’s a consequence. If you nourish this human being with right things within himself, results will come. What sphere of life he will shine in is up to him and also the situations in which we exist. So the important thing is just to grow your body brain energy to the fullest potential. What you can do should always depend upon the requirement of the situation, not your fanciful idea. To create a society where individual human beings will blossom into their full potential, he needs a deeper commitment towards individual human being. Human being comes with a bottom line, not top line.
On being asked that what would be your advice on balance results with happiness and contentment? He replied that in many ways, success is most important thing in a life for a person. Every human experience comes within you, what happens in the world, will not happen 100% your way, doesn’t matter how good manager you are. It will happen to some extent your way, but will never happen 100%. But what happens within you must happen your way. If your body took instructions from you, you will keep it pleasant all the time. And if you want to be successful, your body and mind best when in pleasantness. In stress, you will not work at optimal level and a wrong message to next generation that success equals stress. He concluded the session by saying that important responsibility is that you have to send a message out to the world that success is a beautiful and wonderful thing not suffering.