The road towards optimising the situation is to challenge your current mental models. The new environment requires rethinking and ideally even changing current metal models and starting the implementation of it through the adoption of adaptive experimentation.
How can leaders promote the culture of adaptive experimentation and innovation in their business continuously? The need of the hour is to be agile and display adequate nimbleness and humility to make a course correction.
In fact, one of the best investments a company can make in its journey of adaptive experimentation is to hire an in-house person with knowledge of statistics, experimental psychology, or even experimental design to help implement the same. The data that will be generated through experiments can help the company make empirical generalisations that could form the core of the knowledge base, the management information systems, and even the knowledge sharing systems in the company.
Involving the organisation's architectural processes and structures, including reward systems and incentives to create a culture that encourages experiential learning. As a leader in technology and innovation, tell us about your learning curve of professional life? How do you deal with success and failures? A computer science engineer at heart and with the passion for Innovation and Technology, I have been able to bring cutting-edge offerings consistently to accelerate value creation for customers, shareholders and employees.
Over the years, I have used my ambition and motivation to define growth as having FOUR dimensions — consistent, profitable, competitive and responsible. I have cherished every step of this journey, gained tremendous experience, and continue to be a student of management, even in my current role as CEO of my current company, a role that I moved laterally into eventually.
How have you nurtured employees with Geek Culture? How has it helped them? By virtue of being ahead of its time with deep applied tech skills and a proud geek culture, the company was able to achieve healthy growth in a year when many industry leaders were plunged into revenue declines for the first time in years, as we were able to quickly pivot to a remote work model with minimum logistical challenge.
The idea behind the conception of Transformation in Times of Crisis, was to share across some best practises, learnings, opinions and our experiences in creating and constructing a learning mechanism. The pandemic acted as a major accelerant that disrupted the DNA of every traditional business model and gave birth to a new way of collaboration and innovation.
Technology adoption that was already in force got exponentially accelerated and skyrocketed at a speed like never before. Nitin served at Syntel in various capacities most recently as the CEO from to and also before that between and He is one of the first CEOs globally across 26 countries who has committed to build an inclusive work environment, end disability inequality through business performance and create social and economic value of people living with disabilities across the world.
Nitin globally advises their readers on current, as well as future, technologies and trends. Nitin is a founding member of Plaksha University, a new model of engineering education and research through collective philanthropy to transform higher education in India. N Kumar joined the Board of Mphasis on February 15, He is the Vice Chairman of The Sanmar Group, a fourth-generation, family-owned, business conglomerate.
It is engaged in three key business sectors—chemicals including specialty chemicals , engineering products and steel castings and shipping. He is on the Board of various public companies and carries with him over four decades of experience in the spheres of technology, management, and finance.
Apart from this, Kumar has a wide range of public interests going beyond the confines of corporate management, in the areas of health, social welfare, education, and sports. Amit Dixit joined the Board of Mphasis in September Since the time of joining Blackstone in , Amit has been involved in various investments and investment opportunities in India and South Asia.
Previously, Dixit was a Principal at Warburg Pincus. Formerly, she was a partner with a start-up Bicycle Financial — www. At Schwab, Ms. Before joining Schwab in , Ms. Previously, she was a telecommunications specialist at Bank of America.
As an economist with the Bureau of Labor Statistics, she was instrumental in the original development of a Producer Price Index for the telecommunications industry and was called on as an expert witness at the U.
House of Representatives. He is currently the Chairman of Cloudreach Inc, and Intsights. Previously, Mr. Johnson was a senior managing director at Blackstone, where he led many of their Private Equity technology investments. He joined the firm in and was based in their New York offices.
Before joining Blackstone, Mr. Johnson was the Senior Vice President of Strategy at Dell Corporation, where he was responsible for corporate strategy, software, corporate development and acquisition integration. Prior to joining Dell, Mr. Johnson received a B. Marshall Lux joined the Board of Mphasis in August He has been a financial services consultant and practitioner for over 30 years now and has been on company boards or played an advisory role for various private equity companies across industries and geographies.
Currently, he works with companies across consumer credit, wealth, insurance, healthcare, technology, and financial technology. Marshall has a broad network of C-suite executives, with whom he has worked with on some of their most important issues. He has also played an integral role in many of the largest private equity deals. He is also a member of the Council on Foreign Relations. Four years ago, Marshall decided to broaden his focus areas.
Apart from this, he is also a speaker and has spoken at the House of Small Business Committee, the Federal Reserve, and various universities and trade groups.
He began his career at McKinsey, where he served financial service firms across a variety of sub-sectors and functional areas. He has extensive relationships across financial services and private equity PE Firms.
After approximately 25 years, he left McKinsey to become the Chief Risk Officer for Chase all consumer products globally during the financial crisis. He then joined BCG, where he was a Senior Partner for five years, and in particular, helped build a private equity practice while serving financial institutions. Marshall continues to be an active advisor to BCG. Marshall also attended Harvard Business School where he was a Baker and Ford Scholar awarded to the number one student in each graduate school.
Amit Dalmia joined the Board of Mphasis in September After joining Blackstone in , he has primarily been involved in creating and driving value-added initiatives across Blackstone portfolio companies in India. Before joining Blackstone, Amit gained diverse operational experience at Hindustan Unilever India HUL in various management and business leadership roles ranging from finance and accounts to commercial and supply chain.
He has undergone a management training program with the Indian Institute of Management, Ahmedabad; and subsequently worked extensively on in-company training at Unilever. Xaviers' College, University of Kolkata, India.
Manish Dugar joined Mphasis in March He drove the go-to-market strategy for monetization and growth. In both these companies, his key responsibility included Investor Relations, raising funds and capital allocation.
He is also a member of iSPIRT, an industry think-tank that represents the interests of the Indian software products industry in areas like government policy and the creation of market catalysts. He has also been nominated to the G6, a worldwide group of the top thinkers in the BPO industry.
He has been instrumental in institutionalizing global benchmarks for large enterprises as well as startups. Over the years, Srikanth has strategized, spearheaded, and seamlessly executed numerous people initiatives.
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