Arvind Gupta, CEO, MyGov addressing AIMA’s 4th National Leadership Conclave
Arvind Gupta, CEO, MyGov addressing on the theme ‘Reimagining the State: Government as Service’ at AIMA’s 4th National Leadership Conclave 2018. Read Excerpts below –
The whole concept of Government as a service is very new especially in a vast country like India, the learning from countries like Estonia with 1.3 million people and a few more million in Singapore are vast. But you know their digitization came before they tried to leapfrog into fourth industrial revolution. India didn’t have a choice, we are doing digitization and we are leaping into the fourth industrial revolution parallelly and in that parallel universe we have a citizen who is still not connected to the internet probably, has a basic mobile phone, lives in a remote corner of northeast, Rajasthan, Jammu & Kashmir or in Kerela but what has connected all of them is this unique thing that we talk about, Aadhar. Today almost 99% of the adult population has Aadhar. Now we can keep debating its issues on the privacy and the security and that’s in the national interest and that’s the right thing to do but it is really enabling us to deliver the government as a service.
Nandan Nilekani, Non-Executive Chairman, Infosys Ltd., speaking on ‘Disrupting the Disrupter’ at the AIMA’s 62nd FoundationDay
Nandan Nilekani, Non-Executive Chairman, Infosys and the chief architect of Aadhaar shares how India is going digital and transforming into a Post Paid Economy using Data.
Today I’ll speak about ‘Disrupting the Disruptor: Finding the next Big Idea’ and I’ll try to give you an idea of what’s happening in India in the world of digital technology, and why is it so special and so unique and why it has such a big impact on our business.
I will talk about three fundamental trends and I would put the facts and figures at your disposal on how India is becoming digital, which means it is becoming paperless and cashless; how is GST becoming business compliant and why is it so strategic for the economy, what’s the impact of that; and what is the role of data in India’s future because data is the most strategic asset of the 21st century. Today, huge battles are being fought all over the world for data. The big issue is the rise of the internet Giants who have huge amounts of data and on that data, they are able to apply AI and keep getting better. So fundamentally what is India’s strategy in terms of data to be a powerful country in the age of data and AI and machine learning?
Navi Radjou at AIMA’s 15th National HRM Summit
Navi Radjou, Innovation and Leadership Thinker/Advisor (Silicon Valley), Author of Conscious Society (2018), Co-author of Frugal Innovation and From Smart To Wise sharing his insights on ‘Beyond Smartness: Leading Wisely in a Conscious Society’ at AIMA’s 15th National HRM Summit 2017.
Assuming we are entering the age of disruption, that is going to happen and is already happening, it’s a given now. How are you going to deal with this disruption? I think there are two approaches, there is a smart approach and there is a wise approach. Of course, if I were standing at Silicon Valley, where I live, and ask these questions to HR leaders there, they will say of course we need to address this disruption smartly because it’s all about smartness in Silicon Valley. And it is true because in the Western societies and increasingly in developing countries like India, smartness, and particularly intelligence, sells well. We heard about marketing right? So anything smart packaged as a marketing slogan sells well, for example, smartphones, we will be wearing soon smart clothes, smart appliances at home, like smart fridges that talk to us. We also have smart homes and buildings now, and then everybody is obsessed now about building smart cities. And not only that, it goes even further because if you read Yuval Noah Harari’s book. It is about man’s attempt to become God. And his interpretation of God is the ultimate mind, the super smart, or as Aurobindo calls, the supermind. And what he’s saying is that essentially we are not smart enough and the rich people in the future will be able to use, like embed technology in their brain to augment intelligence, we call it augmented intelligence.
Lord Karan Bilimoria, CBE DL, Chairman, Cobra Beer addressing AIMA’s Diamond Jubilee National Management Convention
Lord Karan Bilimoria, CBE DL, Chairman, Cobra Beer Partnership speaking about taking India to the greater heights, at AIMA’s Diamond Jubilee National Management Convention. Read Excerpts from his speech
Congratulations to AIMA on your Diamond Jubilee, I’ve just come down from London via Dehradun. My mother lives in Dehradun, 81 years old, and I went to see her. And I met with the commanding officer of the Second fifth Gurkha Rifles frontier force, my father’s battalion, which he commanded in the liberation of Bangladesh. Dehradun is where I first got to know Sunil Munjal, it was my father who introduced me to Sunil when they were both members of the board of the Doon School. And he said to me, you must meet this impressive young man, he’s really good. My father was a very good judge of character, and I’m now so proud that this impressive young man is a very good friend of mine, he’s now chairman of the board of Doon School.
India has become a leading country in the world, but it still has some way to go before it can consider itself a truly great nation. India needs to reimagine itself as a nation without poverty and shortages and as a nation of capability and prosperity. NITI Aayog has to play a pivotal role in shaping the transformative policies and improving policy outcomes.
Rajiv Kumar, Vice Chairman, NITI Aayog sharing key insights on the ‘ReImagining India’ at #AIMA‘s Diamond Jubilee National Management Convention (#NMC) 2017. Read excerpts –
Rajiv Kumar, Vice Chairman, NITI Aayog addressing AIMA’s Diamond Jubilee National Management Convention
Let me start off by complimenting ourselves, as Indians, for being in the midst of what I’ve always called India’s historically unique attempt at undertaking a triple transition simultaneously. I don’t see anywhere else in history or geography that there are other countries that have taken the social, political, and economic transitions simultaneously, these have always been sequential, and that’s something we’ve had to do because of what we were and what our independent leaders of our national movement decided. They simply decided that India could not afford to first take the economic transition where all the liberties would be closed and there would be no democracies and so on, and Mr Ambedkar ensured that you couldn’t undertake an economic transition without the social transition. And if you look at this huge achievement that we have had over the last 70 years, we very often tend to underestimate that. The inversion of the social pyramid in our country, where you’ve had a Dalit woman being the chief minister of the largest province in our country thrice, has been achieved practically and democratically without any bloodshed or violence. And states after states from Tamil Nadu to Bihar to UP we’ve seen that social transition happens over the last 70 years which for example cost millions of lives in the Soviet Union and China, and is doing so in Africa at the moment.
Shri Hamid Ansari, the (then) Vice President of India, addressing AIMA – JRD Tata Corporate Leadership Award ceremony.
Shri Hamid Ansari, Vice President of India addressing AIMA JRD Tata Award Ceremony
Shri Sunil Munjal, Shri Chandrashekhar, Shri Mohandas Pal, Shri Nikhil Swahney, Shri Sanjay Kirloskar, Miss Rekha Sethi, distinguished guests, ladies, and gentlemen. Some years back two management gurus had postulated that in a complex and dynamic global competitive environment adaptive capability is the key to survival and growth and that Indian businesses will find themselves on the road to rapid growth when they learn to think and act adaptively. The challenge before the Indian corporate sector today in the face of continuing low level of global growth and rapid changes in the technology of production and preferences of the end consumers is how to sustain their growth in times of recession that endangers protectionist regimes while competing in a fast evolving technological landscape.
To celebrate its Diamond Jubilee Year, All India Management Association organized a special session with The President of India, Shri Pranab Mukherjee at Rashtrapati Bhavan on June 7, 2017.
Shri Pranab Mukherjee addressing ‘Special Session to commemorate AIMA’s Diamond Jubilee Year’
It’s pleasure for me to be present amongst you this evening when we are celebrating the Diamond Jubilee of AIMA. You can be proud of sustaining a culture of excellence for six decades. The achievements of the last sixty years, I am sure shall motivate you to even greater heights in the years to come. When you began your journey in 1957, the country was entered into the phase of industrialization, because the major industrial policy thrust was given in 1956 industrial policy resolution. It was the launching of the second five year plan period and subsequently, you have seen how India progressed. And from a country when it began its independence 70 years ago and 10 years before you began your journey, it was one of the poorest countries in the world for more than half a century. From 1900 to 1950 the economy registered just below 1 percent annual average GDP growth. India was in deficit. At that juncture, your organization took a giant leap I must say, not in darkness but with definite aims and objectives that we must come out, fully exploit our potentials, particularly amongst our youth. Give them managerial tools, sharpen their skills and make them the best available many years to manage. It is not merely the management of material. It is also the management of the ethos, their culture and also to carry on the legacy of a heritage which is of 5000 years old civilization.
Mr Amitabh Kant, CEO, NITI Aayog talks about how the current government’s reforms to make India Easy and Simple; at AIMA’s 3rd National Leadership Conclave 2017.
Amitabh Kant, CEO, NITI Aayog sharing his thoughts on Government and Business: What Should be the New Equation? at #AIMANLC
It’s great pleasure to be here on this very fascinating subject of government and business. My belief is that the government’s job is to lay down the policy framework and the private sector’s job is to create wealth in society and if you look at India over the years, the government had itself made India very complicated, very complex and a very difficult place to do business because over the years we have added a lots of rules, regulations, procedures, paper work, acts, all of them. And these procedures and paper works have made it very difficult for the private sector to create wealth and therefore this particular government in the last two and half years has attempted to make things extremely easy and simple. They have scrapped 1198 laws. This is unparalleled, unheard in India’s history so a lot of laws have been scrapped. It has tried to make India easy and simple for the private sector to do business. For instance, the number of forms for import and exports was 11 and 9 which has been brought down to a mere 3. You can register a company in one day today. You can register startup in just about an hour and MSME in just 5 minutes today. So the entire focus of this government has been to make India easy and simple, cut down paper work, digitize everything and put everything online. And since most businesses are done in their state, the government’s view is that states become easy and simple and therefore we initiated the competition among states. We ranked states, we said we will name and shame states.States were ranked, a year before Gujarat came number one. But last year in the ease of doing business Gujarat was dethroned and Telangana and Andhra became number one. But the good part was that Jharkhand and Chattisgarh moved up. And they have done a lot of reforms. So similarly my view is that the government must create a huge sense of competition among the states and put it in public domain. And we are doing the same thing in education, in health, in water management from NITI AYOG on outcomes.
shashi tharoor speaking on India’s Soft Power
Mr Shashi Tharoor, Member of Parliament, Lok Sabha and Chairman, Parliamentary Standing Committee on External Affairs speaks on India’s SoftPower at AIMA’s 3rd National Leadership Conclave 2017.
Good morning to all of you here. I can take a little bit of credit for having brought this issue (Soft Power) into the Indian context. In fact I was in the States and a fairly good friend of Joseph Nye, so I asked him do you mind if I try and apply your theories to India and he didn’t mind at all and so about 15 years ago I wrote a piece about India’s soft power and sent it to him and said what do you think and he was totally supportive and ever since I have sort of gone on a bit of a crusade in this country both before returning to it full time and then subsequently after my return to India delivering multiple lectures and it finally had the effect that the phrase ‘soft power’ entered into our lexicon and the ultimate gratification came when the Prime Minister of India, Dr. Manmohan Singh started using this in his speeches.
The 14th HRM National Summit of AIMA featured some of the top HR professionals and delegates from Industry, Government, Media, and Academia. Below is an excerpt from an enlightening speech by Mr. Vineet Nayar, Founder, & Chairman Sampark Foundation and Former CEO, HCL Technologies at the 14th National HRM Summit on the topic ‘HR Organisation in the Age of Automation’.
Vineet Nayar addressing 14th National HRM Summit
When I talk to HR community I am reminded of a CEO I met a few years ago. This was the CEO of the company called Kodak and especially people of my age would remember that each one of us had a Kodak moment of our life where we took very selective photographs because you could take only a few photos at a time. The world was different at that time, it has changed now. And When I met that CEO I asked him “Didn’t you know that the digital photography will make Kodak, as a company, obsolete?”. He told me that he knew about it at least 10 years before. I am an advisor to the McKinsey Leadership institute when I met the McKinsey team which was involved in advising Kodak, I asked them that if they knew ten years in advance that Kodak was about to die why didn’t they do something about it. They told me that they did a very interesting research, over 6 decades, of the companies who lost their market share and there were two conclusions: Anybody who loses market share or becomes obsolete knows at least 5 years in advance that they are going to become obsolete and the only reason they become obsolete is because they don’t do anything about it. So they were the part of the gang that became obsolete.
So one thing I would definitely predict is that the HR is going to be dead by 2020. The three megatrends change happening in the world will make the HR job obsolete.