My Thoughts ...
Competition is a state-of-mind! Marketing is a way-of-life! Happiness is success! Problem with Strategy is that very few get it right, most use fluff! A leader is one who inspires by making a difference in the lives around! Forget about being illegal, we can't afford to be less-legal! Easy to have been born as human, then why it is so difficult to live as a human? You don't have to be rich, royal or irrational; just be a giving person! Connect at the being level, communicate to the soul! Pursue continuous improvements, but persist on innovation! Work where you are celebrated, not tolerated! Get the big picture, but deliver one that is magnanimous! Always remember the word "blame" as "boomerang" To find meaning of your life, just ask what life expects of you? Choices, inturn, create concern. Right strategy helps pick the right choice! We will be far more green, healthy and sustainable if we add 2 spoons of "contentment" to every growth-hungry diet on Wall Street!


Employee Development for Transformation

People Devp

Organizations commit to transformation and some also claim they have an “employee-first” policy. Yet, the real development to transform the workforce is a far cry.



Most organizations map their headcount to a number of future skills for re-training and certifications and conveniently view it as employee development. The emphasis usually is on tools for transformation rather than on employees, while the firm should focus employees first (as claimed) and then tools for the medium-term.

They need to rethink their employee development plan to be inclusive of the following tenets.


Retraining has roots in the industrial mindset to give the ability of ‘doing things’ – either new things or old things in a new way, and to improving output per employee. This helps in the short term as employees focus on mastering the new skills to ‘keep their jobs’. But today, by the time a new skill is mastered, another skill is already in the asking.

Lack of ‘resilience’ as strategic intent can be myopic for the development of employees. The key attribute employees need is to be resilient in the face of setbacks and disruptions – cope with change, adapt and become a force to generate profound outcomes.

Organizations that have imparted learning agility to build resilience have demonstrated high earning per employee!

Common foundation

Education isn’t mapped to shifting job markets, and employees come with varying educational backgrounds and age(s). Training or certifications in a particular skill may only theoretically be equal to enabling job-readiness, but not change-ready.

New skills or tools alone will not prepare employees to move out of comfort zone or reinvent to become change-enablers. They need a shift from … ‘following’ to ‘leading’ … and then the ripple continues.

Consider imparting broad-based foundational awareness of contemporary business and technologies irrespective of roles, age, and backgrounds. Neither training nor rigid certification, but knowledge and awareness, that which propel employees to get a holistic view of the business, the way they should see, stay update, communicate and act on shifting business and operating models, emerging technologies and dynamic capabilities – to be able to evolve with changing times and roles during Reorgs.

Capability delivery

Technology is changing the way work gets done, and often faster than training can keep up. What matters is plugging capability shortfalls and learning to deliver anticipated results. Different results need different capabilities.

It is important to see capabilities through the end in sight – to understand and enable solutions for customer value. Impart how to leverage new/digital tools with functional adjacencies in the context of evolving work and customer value. It pays as employees unlock opportunities to be progressive in their own careers and the businesses they support.

Seeking culture

Learning gives new ideas which can prosper only when the culture is immunized for the fear of differing and distancing, and questioning the status quo.

A seeking ecosystem, that is empowering with the best and highest value enhances the connection of work with a sense of purpose – helping employees to relate to what they do why they do – to create proposed change with care and professionalism. This will be key to engagement after training.

Culture and systems must promote learning and seeking, not to conform and consume instead. It also rewards the curiosity and jubilance associated with such innate endeavors, notwithstanding results.

Evolving minds

As they say, “… a TEACHER sends you on the road to success, whereas a GURU sends you on the road to freedom.”

What employees need is the freedom to turn each moment of their work into an opportunity for excitement and also a step in their journey for growth. Know who they are, and start exploring to embrace change – change from within to feel more fulfilled in both their professional and personal lives.

Self-awareness in the learning curriculum will help with much-needed dimensions: one, being true to oneself (self-directed); two, what you say you are to others – (others-directed). A third dimension of being able to consciously learn, unlearn and enrich life, and evolve with a higher purpose for life.


In essence, employers should not only prepare their employees for ‘another job,’ but also start building them for a career well-crafted with resilience and a life well-lived with a higher purpose. This is so true to Corporate Social Responsibility, as well.

In essence, employers should not only prepare their employees for ‘another job’ but also start building them for a career well-crafted with resilience and a life well-lived with a higher purpose.

Much appreciate your thoughts …

ChangeAhead TM … for employee change enablement!

Chief more-than-Information Officer!



After extensive experience in Senior Executive Leadership roles in Business Development, Marketing and Pricing, and IT functions in India and Asia, I was offered an opportunity in the US in the late nineties to work for global firms in areas of Business & Technology intersection & Strategy Consulting. I knew it meant re-inventing myself if I were going to demonstrate my ability to exceed expectations. As such, I set out to continue applying the principles of success that I have learned along the way. Before too long, opportunity knocked again and I was faced with the opportunity to work with “CIO.”

In the years that followed, I have worked and interacted with many IT leaders and CIOs that were, at best, IT experts who were no more than glorified “gear-guys” and “do-it-yourselfers”. Few, who were bureaucratic-minded who knew anything about how information was processed and how its value enhanced a business. Quite a few CIOs were also, unwittingly, glorified project/program managers, budgeting (cost-control) experts, vendor managers etc in light of how the IT work was considered for outsourcing.

I have also seen a few leaders who represented the “I” in their CIO title filling with, however, mostly one of the following: “Infrastructure”, “Integration”, “Intelligence” and very few though with “Innovation” and “Information”. Yet rare to see someone who really embodied all the “I”s to be a more complete CIO. The reason for this, apparently, was that Information Technology had long been an ‘enabler’ or supporter function more linked to the operational capabilities of a business than ever those “I”s in the CIO title have emerged as a cohesive need.

Much of this has changed over the years just as IT shifted to becoming the business platform itself. And the CIO role too has morphed as a business leader to be more customer-oriented to lead the function as a ‘business builder’ along with other business leadership roles and not just to support operational excellence warranted to running business.

This presupposed that a CIO is a well-rounded “Business Architect” with technology bent of mind to ‘baby-sit’ overall business strategy planning into IT strategy. A leader who can also operationalize all the “I”s under the CIO umbrella function; clearly establish ‘monetization of the experience’ and derivative business value. Leverage from the informational components from clouds, mobility, big data and social media to leverage and serve up to enterprise architecture (including Technical, Application, Data and Digital architectures) and connect with the ‘publics’ of the business.

More succinctly, the CIO role has emerged to be a “Chief-more-than-information-Officer” since the businesses are demanding vision, business acumen, and people skills from their CIOs.  The CIO is a business strategist, IT functional strategist, implementation leader, technology advocate, and change agent, all in one!

HR leaders must realize this and re-write their job descriptions befitting to these new realities!