If you are an industry leader

Remember we are the 3rd largest economy in the world. Set your sights on being a global leader. Indigo is already the 7th largest airlines in the world.

Always seek out challenges

Pieter started from the airport ramp and worked his way through multiple functions, becoming one of the youngest country heads in a country with a very different culture from the parent company.

Discover a higher purpose

Discover a higher purpose- both ONGC and Indigo are a key part of building India. Once you have a higher purpose challenges become learning opportunities.

Leadership starts with leading oneself

Without resilience (how did you bounce back from significant setbacks in life) and self-awareness ( what behavior is your derailer) it isn’t easy to be a leader.

The discipline of following a process

The Long Range Planning process of Bajaj Finserv combines a four-year strategy with a dynamic quarterly, monthly, weekly, and daily action process which is sacrosanct.

A turnaround in a business

Is not achieved if you have only delivered shareholder returns and topline and bottom line. It is achieved when you create a leadership pipeline to sustain the journey.

The People Practices at SMFG India

Mr. Swaminathan Subramanian, the COO of SMFG India Credit Limited presented a very insightful and intriguing case study of how his organisation builds great people leaders.

L&D initiatives for managers

His presentation highlighted how company growth has led to the growth of people in the organisation and also focused on different L&D initiatives for managers at different levels in the organisation.

Fireside Chat – Lessons in Leadership Development

1. A manager can be respectful and ruthlessly demanding at the same time.
2. When integrity is non-negotiable, tough choices are made quickly.
3. You cannot please the world. You need to give your best shot and live your own dreams.
4. It is essential to be thrown in the deep end. It is so important to have a manager who is willing to do that for you.
5. Values and culture are often used interchangeably in organisations. However, there is a stark difference between the two. Values are non-negotiable and will stand the test of time.