January 6, 2025, Of all these sectors of global healthcare, it is arguable that the pharmaceutical industry becomes one of the crucial industries that have been making life-saving drugs as well as the furtherance of discoveries in medical research. This includes the discovery, development, manufacture, and marketing of pharmaceutical goods that focus on better patient outcomes. The pharmaceutical industry-from small startup to multinational pharmaceutical companies-has made unparalleled contributions to overcome various global health challenges. Did you Know?India is often called the "pharmacy of the world" because of its role as a major source of cheap drugs and vaccines globally. Main Factors Influencing the Global Pharmaceutical Industry This does not truly mean that the pharmaceutical industry is no longer changing with innovation technologically driven, regulatory scrutiny changes, and shifts in demand for healthcare services. There are various drivers of its course, including innovation in drug discovery and rising importance of customized medicine and growing demand for vaccines and treatments in the post-pandemic world.  India stands way ahead of them all, in terms of potential generic medicines and low-cost production techniques for widespread global needs. However, the industry faces several difficulties in keeping abreast with demands from government regulations, quality standards, and healthy competition across the globe. Challenges and Opportunities in the Pharmaceutical Sector The Indian pharmaceutical sector is strong but has several challenges that are true of the industry across the world: these include the strict regulatory requirements, the quality control issue, and counterfeiting of drugs. Opportunities abound: the growth in biosimilars and vaccines, growing demand for affordable healthcare in emerging markets. Compliance to regulations:  Drug companies are doing business in a clutter of regulations that prevail in India and global regulatory spaces. It is very challenging to ensure compliance with the various requirements across countries, such as the U.S. FDA or Europe's EMA, but it cuts to the bottom line of providing assured safety and efficacy for their customers. Complexity of supply chains:  Managing global supply chains for pharmaceutical products involves maintaining consistent quality and authenticity of drugs. Counterfeit drugs are a serious problem today. It becomes more relevant to build further transparency and security in pharmaceutical supply chains with the use of blockchain technology. High and substantial R&D costs:  Innovation is at the very core of the industry, but the high cost of drug development continues to remain a major challenge. Indian pharmaceutical companies, however, have made some significant progress in R&D in fields like biosimilars and vaccines. Quality Assurance in the Pharmaceutical Industry Indeed, quality assurance is an excellent aspect that will guarantee the safety and efficacy of pharmaceutical products. In this regard, Indian companies will have to adhere to GMP and other stringent conditions. Thus, medicines manufactured will not only meet the national but also international norms of quality. A violation of such conditions may attract costly penalties, with loss of access to these markets in regions such as the U.S. and Europe, which are the most regulated. Did you know? India has thousands of pharmaceutical manufacturing facilities, the majority of which are checked and approved by global regulatory agencies, hence validated and safe for medicines. What is the Role of Pharmaceutical Companies in India? India is home to some of the world's biggest pharmaceuticals: Sun Pharma, Dr. Reddy's Laboratories, and Cipla. These companies are not only meeting the health needs of the country but also offering low-cost drugs to over 200 countries. They help global health care by developing critical generic, biological, and vaccine products. India has also transformed itself into a drugs manufacturing hub because of the advantage of low cost and the availability of large numbers of skilled workers in pharmaceutical sciences. What's happening worldwide in the drug sector? The major key trends to shape the future of the global pharmaceutical are: Personalized Medicine: This is a highly tailored medical treatment to individual patients on a basis of genetic makeup. Artificial Intelligence, AI: Many times, it becomes apparent that AI revolutionizes drug discovery and predictive diagnostics, patient care, and significantly heightens precision and reduces development time. What Are the Most Difficult Problems Facing the Pharmaceutical Industry? The pharmaceutical industry today faces severe major obstacles all over the world. Of the two main issues, both are charged ones: high R&D costs, and complex regulation; developing new drugs is a very costly affair, and often losses are incurred by companies involved in undertaking such projects. Other reasons are that regulatory procedures can be significantly very varied from one country to another. drug approval processes, especially in more challenging markets, take a lot of time and are protracted, hence delaying new therapies. There is also the challenge of higher price pressures where governments together with healthcare providers, especially emerging markets, demand lower-priced drugs. That would be a challenge to the bottom line of pharmaceutical companies and one of the main causes to fear in the sector. . How does India stand in comparison to the Global Pharmaceutical Industry? Indian pharmaceuticals are in leadership around the world, though firms have a highly competitive base in the production of generics. Now they mainly manufacture generics. But generic drugs manufacturing processes and a qualified workforce are so cost-effective. India has to face stiff competition from the emerging markets of China and Brazil. So they have to continue innovations in this respect to have a leading edge. What's Next for Pharmaceutical Manufacturing in India? The Indian pharmaceutical manufacturing industry is likely to be quite buoyant; advances in technology and investments in R&D in the pharmaceutical sector have a rapid growth momentum. Indian pharmaceutical companies are also looking at new markets in biosimilars and biologics, which offer significant growth potential. How Does Technology Affect Pharmaceutical Production? With growing transformative technology in pharmaceutical production, automation, AI, and blockchain are used for the streamlining of the processes, generation of less waste, safety, and authenticity of the pharmaceutical products. Optimization of big data helps pharmaceutical companies optimize their supply chains and improve their production efficiency. Interestingly, India is home to one of the world's biggest pharmaceutical manufacturing bases, and several of its facilities are certified by international regulatory bodies, including the U.S. FDA. How Can AITD Help? As time progresses with the advance of the pharmaceutical industry, a professional's capability to stay ahead of the curve will be necessary. Amity Institute of Training & Development  (AITD) gives a pharmaceutical professional customized training programs that are aimed at allowing him or her to adapt to the type of change that is happening within the industry, augment his or her skills, and remain competitive in this environment. Identification of Development Areas:  Our programs further help professionals identify some of the relevant areas for development, ensuring they remain relevant in such an ever-changing industry. Scientific Approach & Innovation:  We focus on introducing an environment of innovation and a scientific mindset in the pharmaceutical industry to reach higher growth levels and to grow better. Employee Engagement: Talent attraction and retention are needed by any pharmaceutical company. AITD's initiative aims at enabling employees to become motivated workforce that can match up with the goals of the respective organization. Current Market Analysis & Research: Ours does provide market analysis regarding the new, latest trends and developments going on in the pharmaceutical industry-an area that would put professionals at the cutting edge of the game. Role Progression: Our programs are able to guide a professional in his career progression-after all, helping him take that next step in his line of work. Workforce Management: Managing the workforce in the right manner is always well sought after by any pharmaceutical company. AITD's programs will empower managers to lead their teams more effectively. Interested in Learning more about the topics, here are a few links to relevant researches and studies conducted: Indian Pharmaceutical Industry: The Changing Dynamics The R&D Scenario in Indian Pharmaceutical Industry A STUDY OF PHARMACEUTICAL MARKETING STRATEGIES WITH SPECIAL REFERENCE TO PHARMACEUTICAL INDUSTRIES IN INDIA Final Words on Important Aspects of Global Pharmaceutical Industry The global pharma industry is at a crossroads today-between challenges and opportunities. The focus of India would be on all three fronts: generics, innovation, and quality. Such a change would require companies to keep their focus on R&D, maintain high quality standards, and be open to new technologies. This growing industry has also shaped the field for experts. To keep their heads above water, customized training programs by AITD will help pharmaceutical professionals embrace the nature of this constant evolution and enable them to compete successfully. Do you know? India is one of the biggest vaccine-producing countries in the world and plays a tremendous role in achieving global immunization goals.

December 26, 2024, Speaker: Mr. Surya Prakash Mohapatra, Global Head of Talent Transformation at Wipro BPS Interviewed by: Mr. Ashish Sahu, Vice President Training, Amity Institute of Training & Development Mr. Surya Prakash Mohapatra is currently the Global Head of Talent Transformation at Wipro BPS and has over 20 years of experience in various leadership roles in several leading IT (Information Technology) and ITES (Information Technology Enabled Services) organisations. Before joining Wipro, he had worked with HP (Hewlett Packard) Microland, FirstRing, Computer Garage and a few other organisations and he is such a veteran in L&D and has extensive experience in setting up and running L&D functions for organisations of India and international locations. He has set up the global training function for Wipro BPO (Business Process Outsourcing) which spanned across 10 locations in Brazil, Mexico, Romania, Poland, China, and India, He also led leadership development and capability development building and talent management efforts in various organisations. He was also instrumental in setting up the Management Academy and Domain Gurukul in Wipro BPO. Mr. Surya brings with him vast experience in setting up Knowledge Centres of Excellence in various domains, defining and implementing training models for Rural BPO, Tier-III BPO etc. Welcome to today's podcast where we're going to get into an important conversation in relation to the rapidly changing role of HR professionals in today's fast-moving world. Today, we are going to step into a world where HR is not limited to payroll processing and filling vacant positions but actual people planning that can be aligned with organisational objectives. We're going to be talking to you about how organisations can bring in and retain the right people, and also help them grow and develop as well. From adaptive learning strategies and the power of technology- AI and analytics-to precision in upskilling and reskilling, here's how HR is at the edge of driving better success through smarter talent management. So, whether you are an HR professional, a leader, or merely interested in how companies are approaching the future of work, this conversation is sure to be packed with insights that you won't want to miss. Let's get started! Q. How to develop an organisation with the future of work mindset which is more resilient coping with uncertain times and more adaptable or able to adapt and thrive I would say? Ans: When you are talking about how to develop organisations for the future of work that are resilient. I think one thing that we should understand before talking about it is, what is the future of work going to look like. The future of work is going to be interesting. And then some of it is already here today, started happening. So, in the future of work, we will see technology playing a dominant role in everything that we do, in `what businesses organisations do, we will see the workplace look quite different. We are going to talk about hybrid workplaces in the future. A hybrid workplace is a distributed workplace, where people some people will be working at the workplace, some would be working from their homes, some will be coming to office few days a week or a month and some people will be in various parts of the globe. It is not just going to be the hybrid workplace; it is also going to be a hybrid workforce. We will see all kinds of people in the workforce composition. We will see contract employees, will see full-time employees, part-time employees, will see Gig workers, will see freelancers, we will see people working multiple employees at the same time. The concept of nine to six offices has already gone away, I think the pandemic has expedited that change. And people will be on the go, they will be working all the time, they will be working while they are on the go, they could be working from anywhere. And a few other interesting kinds of stuff we will see at the workplace. We will see the coexistence of men and machines in the same workplace. While in the past we saw people. Today we will see people working side by side, alongside machines in the same workflow. So, supervisors are going to be challenged to figure out how to give instructions to people and how to give instructions to machines. The machine works 365 days a year, 30 days a month, seven days a week, 24 hours a day, men and women work for eight hours a day, five days a week, and so on. So how do you do the balancing act? That is going to be an interesting thing in future. So, these are some of the things that we will start seeing in future. And in Future of Work, as knowledge is going to be the dominant player, we will see innovative technologies, we will see technologies replacing human beings all the time or replacing the work that human beings are doing. So, in a scenario like this organisations, industries will struggle to survive unless they innovate, unless they keep thinking, unless they keep learning all the time, they will find it difficult to survive. So, during change, in a very volatile environment where things are changing all the time. It requires a tremendous amount of resilience to stay on foot and survive. When we think about the pandemic. The biggest challenge organisations have, how to bounce back from this crisis, and stay alive and not just stay alive but also thrive amid everything that is going on. So, I think the biggest ask for organisations is to find out their purpose. It is a sense that will drive. Q. Now in the process of adapting to this changing reality, every process function and role will be reimagined fundamentally changing the three key critical aspects what you were just mentioning is one is the future of work. The second is workforce and the workspace where we talk about hybrid workplace. So, can you elaborate further on this, what is your viewpoint on these three aspects, how do they integrate? I mean, future of work, workforce, and workspace, all the three. In terms of futuristic if you look at five years from now. Ans: It is an ever-changing equation they will keep changing all the time. And I think what will be interesting to see is while the nature of work is changing, and in some cases, we will see that work itself is disappearing. For example, if I take the example of driving as we see support, or as a job, tomorrow as driverless cars coming in, driving will disappear. You do not need drivers to drive cars anymore. So, work we will continue to change, it eliminated, new work will emerge. And work can happen anywhere, it can happen at the workplace, it can happen virtually it can happen from people's homes, and so on. And the workforce is going to be very dynamic, the workforce will continue to evolve. And that is where you mentioned something particularly important, now is a workforce going to reimagine and rethink. That is going to be the challenge. So, in every function of every team, every individual will have to reimagine their role. They will have to reimagine their future. So, for example as an L&D practitioner. I would urge all L&D practitioners to reimagine their role as Performance Consultants as Business Partners. I would like them to reimagine themselves as members, or as entrepreneurs running a start-up while organisations would like to cut down costs. You really must look at yourself as a lean, mean fighting machine, how you can contribute value to the organisation, how can you deliver ROI (return on investment) for every program that you run. So, we will have to reimagine our role. For example, during the pandemic the cloth manufacturing companies, started manufacturing masks, automobile companies started manufacturing ventilators. So, a lot of reimagination happened they really relooked at themselves and reimagine themselves and then say hey, we were known for creating something but now in a new context will have to real reimagine ourselves. Q. How can an organisation culture of such sorts balance all work-life, flexibility, opportunity, and growth at the same time? Ans: There are a lot of interesting things that are happening today, so the concept of work-life balance is becoming slightly outdated and now we are talking about life integration. But most executives working from home today, then their work and life, have already been integrated. Now, how do you build an inclusive culture that is a great question. I think what will happen during the change, which is very radical, an environment which is volatile and ambiguous, some people will be ahead of the curve, they will be thinking far ahead, they will be reimagining, they will the change-makers. They will move fast. They will be thriving. And some will be surviving. They will adapt to the change quickly they will follow the leaders, when they see that change is coming, they will start embracing change and so on, they will survive. And then some would find it difficult to change. For example, when the pandemic hit us badly, many people are waiting for a pandemic to get over and then they were saying hey it is another two months, one month, three months and it will be all over and then we will be back to the old way of doing things. But the reality is that is not what happened again. It is a new world that we are talking about a new norm. So, some people will still struggle to adapt to the change and then keep pace with the change. But in organisations, we need everybody. And we need to encourage and promote people who are the changemakers and allow them to challenge, so that they can innovate, rethink, and then take the organisation forward their career forward and then we will have to help the people who are good at adapting to the change, embracing change, and moving forward. We will also have to support the people who are struggling. That is why inclusion is important. We cannot say that the changemakers will thrive, and those who cannot keep pace with change will perish. Then we do not need HR, HR must play that inclusive role, HR will have to support people, people who cannot keep pace with change will require help. They will require additional reskilling. they will require upskilling they will require counselling and they will require support. And not just those people, I think within the organisation, people should get their own pace, who have their work style and preferences, who have their struggles, trials, and tribulations. We will have to make sure that they stand up and they enable people who are thrivers who are changemakers to flourish. Q. How do organisations rethink their existing processes and hierarchies also to allow flexibility and agile working? Now this word agility is something which everybody is talking about these days. So how do you see the Agile working and renewed hierarchies and processes post-pandemic? Ans: We need to relook at the hierarchies, the processes, the structures, the policies. everything needs to be relooked, I think, without getting into the details of the changes, I can talk about the fundamental pillars such as structures, organisation structures, processes, policies, which drives the working, ease of doing business, empowerment, trust, collaboration, and so on. The processes and policies are too bureaucratic, such organisations will not survive. They will not thrive in this future work scenario. If you have processes that require multiple layers of approvals for a small expenditure, then you are not creating an environment of trust and empowerment. There is an organisation that allows the employees to fly any class if they want to fly business class, they can fly. They can choose the airline they want to fly. They have given that kind of autonomy to people and assigned to hold the people accountable. They say each team each department is responsible for maintaining that profitability. We will not ask you to explain why you are spending so much on travel why are you spending so much on the advertisement, but you need to make sure that you meet your revenue goals, profitably goals. So, if you empower people, they will do their best, they will become responsible. People are always responsible. So, I think in an environment like this, the fundamental principles of a structure, processes, policies need to be empowerment, trust, convenience, ease of working, ease of doing business, and so on. Structures, processes, policies that hinder, all of this will not help organisations, organisations which have the right structures, hierarchies’ principles policies, practices which support this, these fundamental principles I talked about will thrive. Each organisation can decide how they want to do it. Q. We talked about what mindset shift does this represent for the future and how different are these priorities was today, the priorities which we had in the past. Are you seeing some of them started to happen? Some mind shifts which I would like to focus on here like enabling performance or managing performance. That is one. The second is that you know the mindset should be job focused or wellbeing focused. It should be bureaucracy or self-managed team which you have said in the previous discussion, culture and behaviour focused or strategy or goal-focused, people-focused, or technology-focused? So, I think you have spoken about these. So, I just wanted to focus on what mindset shift, we are seeing now, and we will see in the future. In all these five areas? Ans: I think the two parts to that question, the first part of the question was, what is going to be the role of HR. And how is the HR role going to evolve? Today tomorrow the role of HR is not to be multifarious, versatile. An HR leader will have to be a technology specialist, he or she needs to understand technology very well. He or she needs to understand analytics very well and use data and analytics to interpret insights that he is getting and make sense out of it and take decisions basis data and insights. And he or she must become a good marketing guy so that he can attract talent to the organisation. And not just attract but retain them, keep them engaged, motivated, and inspired. The HR leader will have to become a finance guy, he must make sure that he or she does everything and then also in a manner where the profitability is not impacted the revenue is not impacted and so on. So, there are multiple roles the HR person is going to play in future. I was addressing a group of students in one conversation. One student told me that I chose it HR because I did not like marketing. I said hey you are in the wrong place. You are a marketing person as an HR leader. So, if you chose HR because you did not like marketing, then you are in the wrong place. Because in future an HR guy must be marketing guy, sales guy, technology guy, and analytics guy, business, and finance guy, and so on. So, I think we will have to wear multiple hats, and we will have to take off one hat out and another depending on where we are on. Now you gave me some scenarios you talked about whether it is culture strategy, bureaucracy, or government or people-focused, or business focused and so on. Now the reality is both, HR and organisations will have to find the balance. Finding the balance is the key. You cannot be completely tilting towards one side. It is like the pandemic situation where you have a lockdown and no lockdown. If there are no lockdowns people are dying if there are lockdowns people are also dying. They are starving because they are out of jobs, they do not have income. How do you really find that balance? I think the successful line finding the balance, the true balance. That is important; they are not completely tilted on one side. As HR you will have to make sure organises earns its revenues, maintains profitability. At the same time and must make sure people are taken care of, people are given the support they need, people who are struggling, people who have health issues, people who have psychological issues who have nervous breakdowns. They need to be taken care of. So, you must take care of people, you must take care of business. You must take care of both. That is important. It is it cannot be either-or. Q. What is your people strategy, what kind of talent you recruit and how you manage them? Do you see people strategy as a differentiator for companies? I mean does it make difference. Are there any instances where you have seen differentiated people's strategies contributing to the impact of the company or industry? Ans: People strategy is important. It is a key differentiator. And because today we are living in a knowledge economy, where 90% of what we see in organisations is knowledge. The rest 10% could be buildings machinery etc. So, it is in a knowledge economy human capital is extremely critical and the success of organisations depends on the cumulative knowledge of the organisation and the organisation's ability to unleash that knowledge. So, there was a McKinsey report recently in a study that was carried out. It says that situations like pandemics, another black swan event put a lot of pressure on organisations. And there is pressure to innovate, there is pressure on them to automate, there is pressure on them to kind of drive innovative programs and so on. And during chaos organisations struggle to figure out how to respond to these changes that they see around them. And the real success lies in the reaction time. How quickly do organisations respond to the changes? So pandemic situation COVID-19 challenged many paradigms but organisations which responded quickly, I think, survived. And many of them thrived and they became more profitable than they used to be before the pandemic situation. So, what is important for organisations and for individuals to understand is to have a robust talent strategy that is built around knowledge, and why I talked about change and the ability to respond to the change because it depends on the ability, the collective capability of the organisation to respond to the change. So, when the external environment changing the internal environment also must change, but that is not enough. The internal environment must change faster than the external environment. It must survive and thrive. We talk about the GAFA companies, Google, Apple, Facebook, Amazon and so on. They are the organisations that have demonstrated that they can pre-empt change, they can see change before it comes, and they take advantage of that. And they become the front runners. So, when during volatility, ambiguity they thrive because they can see change coming and they are better prepared to deal with the change not just to deal with the change but to sometimes to drive the change themselves. They become change-makers. So, then what is the crux of that, the crux of that is people talent. You do not have the right talent then you will not be able to respond to the changes it is it boils down to capability. So, talent strategy is important. So, in today's world, there is an important thing that we always talk about there is a talent war, the war for talent. During the war for talent, organisations need to have a robust talent strategy otherwise they will lose the war for talent. They will lose to the competition. So, it is particularly important that organisations need to have a very robust people strategy and talent strategy at the core. People are at the core of everything that an organisation does, and that is important. How do we attract the right talent? How do you retain them, how do you develop them, how do you grow them, how to provide them career opportunities? These need to be fundamentals of any business strategy. People at the core of the strategy is important. Q. You talked about like knowledge economy and we are talking about attracting talent we are talking about retaining talent. And there the role of HR becomes extremely critical. And the one thing which we are being a learning and development organisation where we are working with various organisations as a knowledge partner. And one thing which has come out very strongly is the concept of BEI (Behavioural Event Interview) interviewing skills which is Behavioural Event Interviewing Skills which is very-very important, and we are working with a couple of organisations regarding this. It is emerging and we have experts who have researched for 10 years or so in this technique. And it is extraordinarily strong because until and unless you can attract the right kind of talent, retaining them, nurturing them becomes much more difficult. And like you had mentioned earlier, and we talk about it later also about the role of re-skilling. Ans: Can I add something which I missed mentioning in that. While it is important to have a robust strategy to attract talent and then develop and grow them etc, what is also important is to create an ecosystem where they can thrive. We need to create a culture where people are not afraid of making mistakes. They are encouraged to experiment try out new things, their growth mindset is encouraged. That is important. Some organisations spent millions of dollars and getting immense talent to the organisation, but they do not know how to take care of that. And they fail. Those the talent who comes in, the people who come in either become unproductive, get demotivated, and they quit after some time. So, I think creating the right ecosystem and culture is also equally important as part of this people strategy. Q. It is especially important that once we track the right talent, how do you groom them to take out the best potential is very-very critical and very-very important? I am agreed with what you rightly said. Ans: There was a discussion with Mr. Ratan Tata, they were talking about a manager, and his manager was being reviewed and there were some performance issues with that manager and a senior executive mentioned to Ratan Tata. Sir, it is a skill issue. And Mr. Tata replied, is it a skill issue or a grooming issue, a senior executive may not have an answer. Q. How do you accelerate individuals learning curves, so that they can become much more productive? So, we are talking about grooming as you said you are grooming about a conducive environment. So how do we improve the learning curve and make them much more productive, particularly in the post-pandemic era? Ans: So earlier at the workplace, people were sitting in front of the manager, the manager used to allocate work. So, the manager had an innovative idea of who is productive, who is efficient, who is producing what, he or she is expected to produce but today managers are concerned because people are in a distributed environment. So, I think productivity has become a matter of concern. But I think the way to address that is going to be giving them the right opportunity and empowering people. So, managers need to stop micromanaging they should stop looking over somebody's shoulders to figure out how much progress he or she has made. Managers will have to manage by objectives and managed by outcomes, that is the only way to drive productivity. The second thing is how do you have people come across the learning curve quickly, especially people who are not in a classroom, not in a production environment that they can build an SME and today there are technologies which have evolved. Now we come to adapting the strategy when I talk about adaptive learning which is a new concept that is emerging. Adaptive learning adapts to the learning style of the learner. If I am a quick learner. It adopts a style it starts pushing more content to me. It knows that I am moving faster. If somebody is a slow learner. It gives that learner the space. It gives the learner more time to learn. In a physical classroom environment that does not happen because every individual gets similar treatment by the instructor or the trainer. Adaptive Learning Technologies today are helping organisations drive speed to proficiency. Speed to proficiency is challenging, how can new people become as productive as the existing staff. I answered my question. But concisely, I wanted to say that adaptive learning strategies today are driving speed to proficiency and productivity. Q. How do organisations leverage artificial intelligence and analytics to infer current skill levels and provide personalized learning experiences for every employee like fostering a culture of perpetual learning that rewards continual skills illustrious career and learning paths, if I must see from the perspective of the adaptive learning strategies? Ans: This is a great question. So how are we using technologies like AI (Artificial Intelligence) analytics etc to drive personalized learning? I think what I said earlier is linked to that question that you are asking me. So, I talk about something remarkably interesting. I would use this metaphor, I say “buying your sandwich” so when we walk into a subway outlet. The guide there would ask you to choose your bread, choose your cheese. choose your sauce and at the end of it, you come back with your sandwich. Every everybody who walks into the same outlet walks away with a different sandwich highly personalized customized. Learning an organisation must become like that. Learners should be able to choose their sandwich and I say chose their sandwich I mean they should choose their learning path. Learners should understand what their career aspirations are, what is their calling. The learning system which is powered by AI and analytics should enable that. It should push content to me, basis my aspirations and interests and styles like I go to a subway and then choose my sandwich and I make my sandwich. I should be able to create my learning path using my LMS which is powered by AI and analytics. I use another example, often in conversations like this. Today when we switch on our smartphone, we keep getting notifications, it says the moment of switch on it says 30 WhatsApp messages waiting for you, 20 messages on Facebook Messenger waiting for you, it says that this is a news item that you may be interested in and so on. So, in the good old days, people used to go and look for content. They were going out to find content. Today content finds you. Content comes after you. Messages come and tell you hey messages waiting for you. Hey, you may be interested in this. That is how learning must evolve. Learning must evolve to that level of personalization when I switch on log into my learning management system, it should so tell me, Mr. Mohapatra, we think you are interested in this model. This is all that you have been reading all these days we think you will be interested in reading this book. We think that you will be interested in this training module. That is how content should find the learner. In the past learner used to try and find content. It has reversed. That is how I see AI and analytics driving personalization. Q. We have designed very specialized programs which we call performance enablement solutions which are bite-size programs we run 90-minute workshops every week which is very-very popular among the corporates, they take care of these things and upscaling well-being, performance enablement. How do you use these in rescaling and upskilling and enabling the performance of the employees as an HR person? Ans: I think all upscaling rescaling now needs to be relevant. We should teach people what they exactly need to learn. I do not think we should spend time teaching people nicely to know stuff that is anyway available on YouTube and Google and all that people can figure out. Our strategy should be very precise. We need a precision strategy where we exactly hit a nail on his head. That is important. So, making learning interventions razor-sharp and making it very-very relevant to the needs of the job or the new job that the person is going to pick up. University, Educational Institutions have professional courses which run for years together. But people are losing jobs at the workplace. And they are not expected to come into a new university or a B School to enrol for a two-year program and then go back and get a job. They do not have the time, especially people who are suffering from a midlife crisis, who are in the 40s, 30s late 30s, early 40s mid-40s. They cannot step out with so many commitments, financial commitments and then do a two-year course. Our education needs to become more modular. I am happy to hear that you have 90-minute workshops. They need modules like this, extremely focused razor-sharp truly relevant teaching them practical skills, that is the need of the hour. Organisations need to drive that. Organisations need to engage in such programs and their curriculum really must become bite-size, microlearning, available on-demand, map to people and their roles that they are performing today, or they are going to perform tomorrow, is important. Another important aspect is outplacement, out skilling, we talked about rescaling, upscaling, we also need to talk about out skilling, where organisation not only should prepare their people for new roles within the organisation. Some people will not find opportunities within the organisation because of whatever reasons. They have the responsibility of skilling them, providing they do not work outside. It is not enough to tell them Hey you worked here for so many years, now your skills are not relevant, we tried to find a job for you we have not found a suitable opportunity for you, this is the notice period you find a job. It is not enough. Organisations have a moral commitment to people who have worked with them for a longer period. Then it will be more important to provide them with the skilling so that they find opportunities outside. Q. What will be the role of outsourcing for HR functions in learning and development like as you said that the capability is not always within the organisation. I mean this is something of our interest, how often do you think that for L&D functions outsourcing is there or it should be done? Ans: Outsourcing will be in the back end. Organisations will not start with this. Organisations will first figure out what they can eliminate but what they no longer need to do. After eliminating what they find, they still have had to do a few things. The second question they will ask is can we automate these things. And if they find opportunities to automate those tasks, they will do that. So, they will eliminate them they will automate. Then what cannot be automated, will be outsourced, except the core. Outsourcing will be at the end of the spectrum. It will start with elimination, automation, and outsourcing. Everything that is non-core, in my view, will be either automated or outsourced both in HR and L&D and it is not new it has started happening. Q. What will be some of the key themes on organisation culture that IT sector will need to embrace in the future. Where are we now on these themes? Ans: The themes of organisation culture, I think we have talked about some of the discussion during the discussion. We have talked about inclusiveness, we talked about collaboration, we talked about customer-centricity, organisations, and individuals will have to demonstrate a great amount of ownership, a sense of accountability, respect for each other. These are going to be the hallmarks of the Organisation culture, and this is extremely important for organisations to focus on them because all of us know there is an incredibly famous saying “Culture eats strategy for breakfast.” So, if we want, we need to inculcate the right culture. Culture is a sum of what you get to see in the organisation, the way people talk, the way people engage with each other the way people interact with the customers, with their suppliers, their behaviours, their demeanours, habits, all this form the culture of an organisation. And the challenge with culture is if your culture is non-responsive for a guy who comes from outside, who has a great deal of responsiveness and accountability. If he or she gets into the organisation and then figures out that people are not responsive, even that person will also transition to the culture that is prevalent in your organisation. So, I think bad culture and a good culture both are learning opportunities. We will have to walk the talk. And everybody else will have to consistently demonstrate. The leaders will have to demonstrate, and then if they do the others will also start demonstrating. Q. The final three things which you would like to tell the audience, as far as the Rethinking role of HR is concerned? Ans: Today we are living in a world where knowledge is evolving amazingly fast. The knowledge that we acquired in the past in our schools, colleges, universities, we are not using at the workplace today. The knowledge that we need, we shall need tomorrow, does not even exist today, that knowledge, must be invented. It must emerge. So, all of us need to become lifelong learners. That is the message that I would like to leave with you is to invest in yourself and be a lifelong learner. That will take you far in life and your career. https://www.youtube.com/watch?v=M9JL4ZHZpvw

December 26, 2024, Leading in 2021 means carving a new path through an epic commotion triggered by the pandemic, which has become a global shared adversity. These unprecedented times have spawned health, economic, and social crises that have rendered the best-laid plans useless. With no road map for the appearing long haul ahead, navigating through these times is a test of agility. Together, the organisation will have to experiment, execute, and learn from successes and failures to invent its future. An Evolving future, Embracing the change While specific future developments are increasingly difficult to foresee with certainty, we can be sure about two deep trends: the pace of change will continue to increase, and the level of complexity and interdependence will continue to grow. Leadership matters now more than ever - it is about leveraging, not reacting to, the turbulence around. How can you as a leader empower your team to solve problems deftly and resourcefully when circumstances are in constant flux? How can you create the conditions for your organisation to work effectively and steer well out of this world over chaos? How do you create new ways of engaging with team members when they are all under pressure and resources are scarce? And how do you cultivate your capacity to cope with the imponderables that lie ahead? Did you know? The idea of self-leadership goes all the way back to ancient philosophy, especially through Lao Tzu, who focused on the importance of mastering oneself? Role of Agility in Leadership To develop teams and organisations with the level of agility demanded by today’s turbulent business environment, companies need leaders who embody a corresponding level of agility. It is no wonder, then, that senior executives say that agility is one of the most critical leadership capacities needed in their companies today. Meaning of Leading with Agility In essence, leading with agility is the ability to lead effectively under conditions of rapid change and high complexity. Because change and complexity now affect managers at all organisational levels, this is a competency that is increasingly needed not just in the executive suite but throughout the company. Let us together explore what it takes to develop this agility to lead through the constant flux. What is Self-Leadership? "Mastering others is strength. Mastering yourself is true power." - Lao Tzu. All human beings are self-leaders; however, not all self-leaders are effective at self-leading (Manz, 1983). That is the bad news. The good news is that self-leaders can become better at leading themselves. Self-leadership is about constantly developing the 'inner game' of intention, self-awareness, self-confidence, and self-efficacy to achieve personal mastery. When our inner game is good, our game becomes more efficient and effective through influence and impact. Did you know? Such a reflective action in leadership gives one the opportunity to discover hidden opportunities and solutions, usually masked by the rush of daily activities. How to Develop Reflective Action? In leading with agility, one needs to step back from their current focus or procrastination in a way that allows them to make wiser decisions and then fully engage in what needs to be done next instead of procrastinating. Reflective action is both the essence of leading with agility and the best way to develop it. The easy way to develop reflective action is to scan your environment and determine what issues (problems or opportunities) need your attention. How to Cultivate Single-Pointed Attention?  Reflection is a mental process that allows you to recall and think about previous thoughts, feelings, and behaviours after they have occurred. At any level of leadership development, reflection can be a powerful ally. Its key limitation is that it always takes place after the fact. As a leader, you can act or you can reflect, but you cannot do both at the same time. The drawback of reflection can be mitigated by cultivating single-pointed attention. Did you know? Single-pointed attention can, like mindfulness practice, lead to greater calm and clarity amidst high-pressure situations. Interested in Learning more about the topics, here are a few links to relevant researches and studies conducted: Learning agility and the changing nature of leadership: Implications for theory, research, and practice. The impact of agility: How to shape your organization to compete The organisational impact of agility: a systematic literature review Conclusion The journey to leading with agility is an ongoing process of self-mastery, reflective action, and cultivating attention. By developing these skills, leaders can navigate through the complexities and rapid changes of today's business environment, empowering their teams and organisations to thrive amid uncertainty. As Albert Einstein wisely said, “The important thing is not to stop questioning. Curiosity has its own reason for existing.” Embracing this mindset of continuous inquiry and adaptation is the key to successful agile leadership. Key Learnings Adaptability is crucial:  Successful leadership in the present environment requires high flexibility to ply through all changes and uncertainties. Importance of Self-Leadership:  Basically, self-leadership would encompass self-awareness, self-regulation, and empathy, which would further become very significant in the development of an individual at both personal and professional fronts. Reflective Action:  Leaders must exercise reflective action through situation analysis, causality understanding, and the implementation of reflective solutions. Single-Pointed Attention:  Leaders cultivate single-pointed attention and thus remain focused and present. This could help to bring improvement in decision-making and resilience. Continuous learning and experimentation:  A firm should experiment and learn from the successes and failures in order to invent its future.

December 26, 2024, Why do some people suffer real adversities and not falter? Why do some people buckle under pressure? And what makes some people bend and ultimately bounce back? It’s a question that has fascinated me ever since I first learned about the survivors of holocaust when I saw the movie “The Escape from Sobibor” which was based on Richard Rashke's 1983 book by the same name, along with a manuscript by Thomas Blatt, "From the Ashes of Sobibor", and also references from the book by Stanislaw Szmajzner, Inferno in Sobibor. Did You Know? Resilient employees are more likely to stay motivated and perform well under pressure. The Puzzle of Human Resilience My further personal exploration has taught me much about resilience, although I feel that none of us will ever understand fully as it is one of the greatest puzzles of human nature - like metaphysis or the religious predisposition. But in examining through psychological research and in reflecting on the many stories of grit or resilience that I’ve heard over the years, I have tried to see a little more deeply into the minds of people, in doing so, looked more deeply into the human essence as well. Defining Resilience: More Than a Resume Buzzword What is resilience? While going through a lot of resumes of entry-level candidates who had applied for various posts in my last organization, I happen to often come across candidates mentioning grit and resilience as their strengths. But frankly speaking, candidates at the entry-level in the organization are just too young to know that about themselves. Resilience or grit is something you realize you have after the fact. It is realized and recognised by reflecting on life’s various adversities and challenges taken in stride and faced them … well. Facing Modern-Day Adversities: The Role of Resilience Current times are dark days: people are losing jobs, taking pay cuts, not able to pay their liabilities. Some of them are giving up, getting into depression or suffering loss of confidence. As they say this world is an epitome of contrast and contradictions – there are others who are bouncing back with a bang and many are taking advantage of layoffs to build a new career or exploring the hidden potential and building on the same. What makes these people look at the brighter side? What carries them through tough times? It’s nothing but – Resilience. Resilience: Innate Trait or Developed Skill? A large number of the early hypotheses about resilience focused on the function of hereditary qualities. There's some fact to that, obviously, yet an expanding group of observational proof shows that flexibility—regardless of whether in kids, overcomers of death camps, or organizations back from the verge—can be developed. Most of the research that I have gone through, shares an overlap of four characteristics that resilient people have: Acceptance of the problem being faced, deep faith and purpose in life, recognising the “natural equilibrium” and re-inventing themselves. Let’s explore how we can build resilience. Acceptance: The First Step Towards strategizing to build Resilience Acceptance: As Stanly Cohen states in his book - States of Denial: Knowing about atrocities and Suffering - Blocking out, turning a blind eye, shutting off, not wanting to know, wearing blinkers, seeing what we want to see ... these are all expressions of denial. He goes on to state that denial is always partial. Some information is always registered. This paradox of doubleness – knowing and not knowing – is the heart of denial. This paradox leads to what Wurmser states as “pseudostupidity” - tendency to overlook the obvious and inability to make appropriate choices. Facing reality is a tough job. It is indeed an unsettling, grueling, unpleasant and can even be emotionally draining. But the fact is that when we truly look at the reality the way it is and accept the same, we automatically prepare ourselves to act in a way that would help us to endure and survive the adversity. Acceptance of the magnitude of the problem helps us to prepare us mentally and emotionally to undergo the problem at hand. Deep Faith and Purpose: Finding Meaning in Adversity Deep Faith and Purpose: Many of us when faced with adversity have a natural reaction of – Why me? Why does this only happen to me only? Why am I always on the receiving side? Why does the whole cosmos conspire to take away my peace of mind, every time? Such people see themselves as victims, and living through hardship carries no lessons for them. But resilient people devise ideas about their suffering to create some sort of meaning for themselves and others. They take it as an opportunity to learn and explore more about themselves and the world on the whole. There is a deep sense of faith that this adversity is for a better reason and they derive a purpose out of it. We have seen many great people in history who were able to derive their purpose of life when they faced adversity – Mahatma Gandhi, Nelson Mandela, Abraham Lincoln, Martin Luther King to name a few. (Source: adpri) Recognising the “Natural Equilibrium”: The Balance of Life Austrian psychiatrist and Auschwitz survivor Victor Frankl (Author of Man in Search of Meaning) realized that to survive the camp, he had to find some purpose. He did so by imagining himself giving a lecture after the war on the psychology of the concentration camp to help outsiders understand what he had been through. By creating concrete goals for himself, he rose above the sufferings of the moment. Research by Charles S. Carver and Michael F. Scheier note that thinking about a future goal in more abstract and general terms may inculcate resilience and perhaps even aid recovery and success in achieving it. Instead of focusing on replacing the specifics of what’s been lost, thinking about it generally opens up many more ways of achieving the goal you have. Did You Know? Reduces Burnout: Resilience helps mitigate stress, leading to lower levels of burnout and increased job satisfaction. Reinventing Yourself: The Power of Adaptability Recognising the “Natural Equilibrium”: The more we mature in life, the more we understand that life is nothing but a series of experiences. These experiences are as per our expectations then they appear pleasant to us. If these experiences are not as per expectations then they appear unpleasant to us and then we have a set of experiences which are neither pleasant nor unpleasant and we are neutral in such situations. (Source: Better up) Out of personal experiences that I have had of adversity of some decades in this human life, I have come to a conclusion that we can never undergo pleasant experience or happiness at all times and we can neither be sad or unhappy most of the time. I recognised this fact during the loss of a near and dear one. On hearing the death news, the world was shattered and was very sad to an extent that had expressed my grief outwardly, but I observed that after some hours, there was something in me that was pushing me towards a normal state. This observation went on during the entire period of mourning and thereafter. It helped me to recognise that there is a “natural equilibrium” which we are automatically pushed into whenever we face any extreme situation of happiness and sorrow. Recognising and nurturing this sense of “natural equilibrium” helps to get out of adversity and makes one prepared to face the next one better. As they say … This  too shall pass! (Source: Catherine Twiss Consulting) The Art of Reinventing Yourself in Adversity Reinventing: Reinventing here can be defined as a kind of inventiveness, an ability to improvise a solution to a problem without proper or obvious tools or materials. It is the ability to make do with whatever is at hand. French anthropologist Claude Levi-Strauss termed this knack as bricolage. In his words - “In its old sense, the verb bricoler . . . was always used with reference to some extraneous movement: a ball rebounding, a dog straying, or a horse swerving from its direct course to avoid an obstacle.” When circumstances unravel, bricoleurs jumble through, imagining possibilities where others are perplexed. (Source: John thurman) We all have heard a lot many stories about people around us who reinvented themselves and were able to survive against all odds. Such is a case of Major D.P. Singh. He was injured on 15 July 1999 at LOC in Akhnoor sector while fighting for India during the Kargil War. He was 80 meters from a Pakistani Army post when a mortar fell within 1.5 metre of where he was; the shrapnel injured multiple parts of his body. A part of his right leg was amputated as it had developed gangrene. After his amputation, he gradually started running using a prosthetic limb and has run in 26 half marathons in his running career. This includes three marathons of extreme high altitude as high as 11700 ft in Leh. He has successfully reinvented himself as India's first blade runner. He is also a writer, motivational speaker and a social worker. Resilience: The Core of Human Strength Resilience is a reflex—a method of confronting and understanding the world—that is profoundly carved into an individual's psyche and soul. Tough individuals and organizations face reality with steadfastness, make the importance of difficulty as opposed to shouting out despondently, and improvise solutions from meager resources they have. Did You Know? Enhances Problem-Solving: Resilient workers can adapt to changes and challenges more effectively, improving their problem-solving skills. Interested in Learning more about the topics or would like to know more ways to build resilience, here are a few links to relevant : Road to resilience: a systematic review and meta-analysis of resilience training programmes and interventions Biological and Psychological Perspectives of Resilience: Is It Possible to Improve Stress Resistance? A theoretical review of psychological resilience: Defining resilience and resilience research over the decades Conclusion Resilience is not something that one has, but rather a process involved with such elements as facing reality with strength, finding meaning in adversity, and reinventing the self-amidst turbulence. With acceptance, deep faith, and understanding of life's natural balance, one develops the strength to endure and thrive despite all odds. The stories and research point out that this quality can be developed, allowing people to survive but find meaning and growth in the very toughest of situations. Key Learnings Acceptance of Reality:  The facing and acceptance of reality, however difficult, can mentally prepare one's mind to face or endure difficulties. Deep Faith and Purpose: In doing so, in the wake of miseries, one is able to convert that very suffering into an opportunity for growth and self-discovery. Natural Balance: It helps one to hold balance and perspective in those times, as one realizes that life is a series of agreeable and disagreeable experiences. Reinvention and Adaptability: The capacity for reinvention of self and improvisation of solutions from available resources as a means to navigate and survive hostile situations. Resilience as a Reflex: Resilience is a very deep-seated way of approaching and making sense of the world, characterized by steadiness, meaningfulness, and resourcefulness.

December 26, 2024, “Thank you for your insightful questions!” said the host at the end of the event. That was a rarity to hear in my growing up years. So, despite being excited about being a part of the audience in a coveted event in my firm, when the mic was being passed around to the audience, I let it pass. That was not a first, but one of many times. Thank you for asking questions is a phrase we often hear, but how often do we use it to engage deeper with the world around us? Did You Know? Questions as a Learning Tool: Studies show that children ask around 300 questions a day, highlighting the natural human curiosity that drives learning from an early age. Barriers to Asking Questions Perhaps mental conditioning, fear of sounding stupid or ignorant, or just an inability to frame my thoughts into a question were my blockers then. But I knew I was missing an opportunity to learn, even if I would have said thank you for asking though and left the mic behind.. Answers are rewarded... questions are… well, questionable. In a world of here and now, tolerating questions itself is rare, forget about encouraging them. “Don’t come to me with questions—come to me with answers,” Who has the time?, I am superior—I know it all?, Why disrupt? And the list is endless….Even in social scenarios, such as when someone says, 'Thank you for asking me out,' it demonstrates the importance of valuing curiosity and genuine interest. The Journey to Embracing Questions It took quite a few years and mentoring from some of my mentors for me to ditch that hitch and embrace asking questions, and to encourage them too. The motto was: Better to ask and risk appearing stupid than to continue on your ignorant way and make a stupid mistake. But no one should actually need help in asking questions… right? I mean, is it not like an elementary aspect we are born with! That’s what most people may think. While human beings may be the only primates gifted with the ability to learn and exchange information, it indeed is a skill that needs to be grown, encouraged, and honed. Did You Know? Historical Innovations: The Polaroid instant camera was invented after Edwin Land's daughter asked why she couldn't see the photo he had just taken immediately, showcasing the power of a simple question in sparking innovation. The Role of Questions in Human Connection Among the myriad doctrines of questioning, the fundamental one is human connection. Whether it is with a child or an elder, or in general with other humans in personal and professional worlds, asking questions displays a genuine desire to know about others or learn from others, which builds empathy. Asking a friend about how they are or what happened helps deepen the bond. In a group with strangers, questioning can build rapport and relationships. In learning setups, questioning aids learning, knowledge gain, and sharing perspectives. In workspaces as well, it is the central nervous system in many ways.A common question people ask is, 'How do you say thank you for asking?' Acknowledging a thoughtful question not only encourages deeper engagement but also builds stronger human connections.  Our work depends on answers to questions all the time. “What do you think about this?” is such a question—when my senior asked me this, it defined ownership, building competence, confidence, empowerment, and so much more for me. When leaders ask the team for ideas or opinions, it builds trust and empowerment and spurs growth. It also helps avoid many blind spots and snares. The Scientific Basis for Asking Questions The scientific premise behind asking questions is simple: curiosity about how things or the world works, and what happens if things are done differently—this can be termed as gaining or deepening knowledge. Better ways to do things, new ways of solving problems, and creativity all erupt from the volcano of questions if it’s allowed to open. Of course, there is as much weight in doing it right or wrong. A wrong question or a wrong way of asking could change the whole course of things too. The Art and Science of Questioning There is a whole lot of research and science behind the art of asking questions or asking the right questions. It is not one particular theory or one way to do it. It is learned by first opening up and accepting the idea and then observing and practicing. If one is a shy person by nature, even answering questions is not easy, so asking questions is a far cry. But knowing some tactics is a sure help to grow the mindset of asking questions. A simple and popular method is Warren Berger’s three-part system of inquiry. Expressions like 'Thank you for asking me out' are simple yet powerful examples of how questions shape our social interactions. The meaning goes beyond politeness; it reflects appreciation for someone’s curiosity or interest. Did You Know? Cognitive Benefits: Regularly engaging in asking questions can enhance cognitive flexibility, which is the brain's ability to adapt to new, changing, or unexpected events, crucial for strategic thinking. Warren Berger’s Three-Part System of Inquiry Warren Berger calls it The Why, What If, and How of Innovative Questioning. Why: Asking "Why" helps us understand the core problem or challenge—why it exists, why it hasn’t been solved already, and why it might be worth tackling. What If: “What if” questions are used to explore new ideas for improvements or solutions to the problem from a hypothetical standpoint. How: When it’s time to act on those ideas, the most effective questions are practical and action-oriented—how to give form to ideas, how to test and refine them, and how to transform possibility into reality. This cycle of inquiry can be seen in many stories of recent innovations by companies such as Netflix, Pandora, Square, Nest, and Airbnb. Or, for a more timeless example, consider the invention of the Polaroid instant camera. Conclusion: The Value of Continuous Inquiry In summary, ‘WHY’ can be the game changer. ‘What if’ possibilities are the seeds of innovation. ‘How’ is the action stage of inquiry. But this isn’t a master key—there should not be one. The idea is to first be open to asking and encouraging others to ask, and using inquiry to progress. Thank you for asking anyway, because as Albert Einstein said, “The important thing is not to stop questioning..." Interested in Learning more about the topics, here are a few links to relevant researches and studies conducted: The Art of Asking Good Questions in the Classroom: A Phenomenographic Study of Teacher Educators’ Recommendations A Mirror to Human Question Asking: Analyzing the Akinator Online Question Game It Doesn’t Hurt to Ask: Question-Asking Increases Liking Key Learnings Embrace Curiosity:  Ask questions to enable a greater understanding of the world and to encourage continuous learning and growth. Overcome Fear:  Realize and overcome limiting factors, such as the fear of sounding ignorant; take on mentorship and practice asking questions to build confidence. Build Human Connections:  Questions reveal genuine interest in others, in turn building empathy and fostering personal and professional relationships. Enhance Leadership: Effective leaders use questioning to empower teams, create trust, cultivate ownership, and drive innovation. Follow a Structured Approach:  Follow frameworks, such as Warren Berger's Why, What If, and How to solve problems and explore solutions in a systematic way.

December 24, 2024, I always wondered why we never have two-moment similar in our lives? Why is there always some difference or change in our two experiences of the same object? Why in our lives have we never lived two identical days? Why are our emotions always in constant change? It has been said that change is the only real constant. The whole universe is in the constant rhythm of change. The flora and fauna around us are in constant change of growth and decay. The clouds are changing their patterns now and then, the cells in our body are in constant change, the topology of the earth is being changed with natural and man-made calamities, our moods keep on changing due to controllable and uncontrollable variables. It appears to me and hopefully, you would also agree that the entire cosmos - macrocosm and microcosm are together in a rhythm of constant change. Resistance to Change Most of us don't take too kindly to change especially when it is thrust upon us. We have many terms to describe resistance: pushback, not buying in, criticism, foot-dragging, and so on. We may also perceive resistance as a broad spectrum of behaviors that we don’t like—from an innocent question to a roll of the eyes to overt sabotage. Resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions. People react to change in many different ways. Some may respond with fear while others may respond with denial. This resistance to change can be better handled if we knew the reasons why. The best way for people who are initiating the change is to understand the predictable, universal sources of resistance in each situation and then strategize around them. The Challenge of Implementing Change Change is always difficult to make, be it individual change or organisational change. Resistance to change can slow implementation, degrade benefits and in some cases cripple the entire project or the work that you are involved in. Most of the organisations have lost their identity and have become history due to the shear resistance to change. Resisting change is like we are trying to stop the never-ending waves of the ocean with your bended knees. But can the waves be stopped, No! Embracing Change Facing change today is a lot like surfing. Just like waves, change never stops. No two waves are exactly alike, but there are patterns. Waves form, roll, peak and break. Often, the difference between catching the wave and missing it completely—a fate worse than a wipe-out—is how well you understand the characteristics of that particular wave as it forms. Like change, waves can feel pretty scary. Finding yourself on the wrong side of a wave is no fun. Getting on the right side of that same wave, however, is incredible—exhilarating, enlivening and empowering. For organisations, if one harnesses the wave the right way, change can become a source of competitive advantage—energizing, stimulating and even fun. Strategies for Overcoming Resistance to Change John Seely Brown, the former chief scientist of Xerox Corporation and director of its Palo Alto Research Center (PARC), has shown that the frequency of change and the degree of interdependence we experience today are both new. Previously, periods of dramatic change—such as the introduction of the steam engine, the telegraph or even cars—were followed by periods of relative stability. According to Brown’s work, the periods of stability we’d grown accustomed to were roughly 50–70 years long. In the last 20 years or so, however, new technologies have upended and destabilized that model. Today there are more ways the world can change, and, because we are increasingly interconnected, that change can spread faster. No matter the change we experience, how we embrace that change will forever impact how we can live with the change. The impact may be good for us or not so good for us, we don’t know and that makes the change so difficult. The change also sometimes brings with it a force which compels us to let go. It compels us to let go of the attachment to familiar habits, practices, places and people which makes it more difficult. Lets, together look into the reasons as to why we continue to resist change at the workplace and life in general. Resistance 1: The Most Difficult is to Let it Go! We all have our set and pet notions about ourselves, others and the whole wide world. Change shakes up those notions. Sometimes the force is so overwhelming that it tosses the very notion of ourselves in our own eyes. Change comes like a tornado and twirls our so-called notions and uproots them and tosses it around. It leaves behind a trail of emotional outburst and confusion about ourselves and the way the world appeared before it struck. The sense of chaos and the fear of the unknown makes us hold on to the memories and leads us to the state of denial. Holding on to the memories doesn’t fix anything. Replaying the past over and over again doesn’t change it, and wishing things were different doesn’t make it so. Deciding to hold on to the past will hold us back from creating a strong sense of self — a self that isn’t defined by our past, but rather by who we want to be. Oddly enough, painful feelings can be comfortable, especially if they’re all we know. We may not know who we are without that pain. This makes it impossible for us to let go. How to deal with it? Change hinders independence and can make people feel that they’ve lost control over their territory or control of themselves. It’s not just political, as in who has the power. Our sense of self-determination is often the first thing to go when faced with a potential change coming from someone else. Effective managers or leaders leave room for those affected by the change to make choices. They invite others into the planning, giving them ownership. This helps the team members to be in control of themselves. The same strategy can be applied in other aspects of life as well. Resistance 2: Insecurities Change scares people. Individuals tend to find security in traditional approaches to life and situations. One of the major reasons for resistance to change is uncertainty about the impact of change. Will I be the one who would lose it all? Will I be asked to leave if I am not able to embrace the new diktat? Will I be needed to prove myself all over again? The fear of the unknown always has a major impact on the decisions of the individuals. New technology, new procedures, new systems can all create uncertainty and hence resistance to change. Not knowing exactly what the change would bring about makes the employees anxious and apprehensive about the change. How to deal with it? Change is meant to bring something different, but how different? We are creatures of habit. Routines become automatic, but change jolts us into consciousness, sometimes in uncomfortable ways. Too many differences can be distracting or confusing. Effective managers or leaders should try to minimize the number of unrelated differences introduced by a central change. Wherever possible keep things familiar. Remain focused on the important things; avoid change for the sake of change. Change is a departure from the past. Those people associated with the last version — the one that didn’t work, or the one that’s being superseded — are likely to be defensive about it. When change involves a big shift of strategic direction, the people responsible for the previous direction dread the perception that they must have been wrong. Leaders can help people maintain dignity by celebrating those elements of the past that are worth honoring and making it clear that the world has changed. That makes it easier to let go and move on. Resistance 3: Do I Have the Competence? Can I do it? Change is resisted when it makes people feel stupid and makes them appear less competent. This is a fear that is difficult for team members to admit openly. They might express skepticism about whether the new software version will work or whether going digital is an improvement, but deep down they are worried that their skills will be obsolete. But sometimes, change in organisations necessitates changes in skills, and some people will feel that they won’t be able to make the transition well. Therefore, the only way for them to try and survive is to kick against the change. Some team members resist change because they are just hesitant to try new routines, so they express an unwillingness to learn anything new. They say things like, “I already know all that I need to know to do the job,” or “I am good at what I do, why rock the boat.” Resisting employees who have already made up their minds that the change won’t work or who are reluctant to learn something new will impede the organisation’s growth and adaptation to change. How to deal with it? Effective managers and leaders should over-invest in structural reassurance, providing abundant information, education, training, mentors, and support systems. A period of overlap, running two systems simultaneously, helps ease transitions. There is a common business saying that managers get what they reward. Organisational wide team members will resist change when they do not see anything in it for them in terms of rewards. Without clearly knowing “what’s there for me in it? “, there is no motivation for the team members to support the change over the long run. This often means that organisational reward systems must be altered to support the change that management wants to implement. The reward does not have to always be major or costly. Sometimes a small gesture or a pat on the back does wonders! Interested in Learning more about the topics, here are a few links to relevant researches and studies conducted: The Impact of Innovation on Firm Performance: A Systematic Review Change and Innovation in Healthcare: Findings from Literature Digital innovation: transforming research and practice Conclusion Change is a part and parcel of life and the universe, continuously impacting our experiences, emotions, and environments. Still, the most common human response against this very aspect of life seems to be resistance, propelled by fear, insecurity, and perhaps a certain reluctance to let go of the known. This resistance may impede personal growth and progress in an organisation but, at the same time, recognition of the real factors of opposition will help in building some effective strategies for managing it. Change represents the opportunity for growth and innovation only if one were to embrace it and build the organisational setting for adaptation. At the core of this lies a fine balance in empathy, communication, and strategic planning while wading through change.

December 24, 2024, In today's fast-paced and competitive business environment, the ability to build and sustain high-performance teams is more critical than ever. High-performance teams are not just a buzzword but a vital component for any organisation aiming for success. These teams are characterized by their exceptional high-performance team attributes, which include superior collaboration, strong communication, and a shared commitment to achieving common goals. Understanding the high-performance teams characteristics and implementing effective high-performance team building strategies can significantly enhance productivity and innovation. Did you know?High-performance teams often achieve significantly higher productivity due to their clear goals and effective collaboration. Creating a High-Performance Team Culture Creating and nurturing a high-performance team culture is essential for fostering an environment where team members thrive and excel. This involves adopting a high-performance teams model that supports continuous development and motivates members to reach their full potential. High-performance team management plays a crucial role in this process, ensuring that the right processes and practices are in place to maintain team efficiency and morale. Effective High-Performance Team Development Effective high-performance team development goes beyond just forming a group of skilled individuals. It requires strategic high-performance team coaching and the use of tailored high-performing teams activities designed to strengthen team dynamics and improve performance. By focusing on these elements, organisations can create teams that are not only capable of delivering outstanding results but also adaptable to evolving challenges and opportunities. Struggles in Building High-Performance Teams Most companies struggle to build High-Performance Teams - an important attribute where not much focus is given even by great corporations. “97% of employees and executives surveyed believe a lack of alignment within a team directly impacts the outcome of a task or project”  (source: salesforce.com) Operating in a Global Environment Companies today operate in a global environment, with rapid changes, and need to respond to these new opportunities and new markets with agility. Despite organisation investment in improving productivity and efficiency, we find organisations continuing to have challenges in creating high-performance teams. Approaches to Team Building Most of the approaches for creating these teams centre around managing performance and the leader's approach to building teams without a comprehensive approach that considers the team's purpose, its culture, the individuals that form a part of it and key underlying processes. Key Questions for Building a High-Performance Team Building a high-performance team for an organisation will be concerned with answering 3 key questions: 1) How can our team deliver higher customer impact?2) How can our team remain motivated and engaged in our strategic goals?3) How can our team achieve more with less? Did you know?Diverse teams are known to outperform their industry counterparts, demonstrating the benefits of varying perspectives and ideas. Amity’s approach to Building High-Performance teams.  Amity Institute of Training & Development (AITD) has an approach on creating high performing teams that relies on more than 30 years of research comprising 50+ organisations on what works in creating high performing teams and what does not. We identify key attributes of a high performing team to include: 1) The fullness of mutual accountability2) Enhanced Clarity and Deeper Sense of Purpose3) High interaction, knowledge exchange and Dependability4) Speed and Agility5) Sense of focus6) Operating with Creativity Understanding the Organisation and Team Development The work with teams starts with understanding the organisation that the teams operate within and the stage of team development. We then work with teams to identify a customized and team-specific approach that acts as a catalyst to create a high performing team. Importance of Mutual Accountability Team mutual accountability is a reciprocally authorized behaviour among team members of evaluating one another’s progress on the team’s task. Unlike performance pressure, which is externally enforced accountability on a team, mutual accountability is internal to a team. Teams with mutual accountability are likely to make prompt performance adjustments because team members, by their intimate understanding of the team’s work and impromptu conversations, can actively evaluate team progress and adjust ongoing performance issues. As teamwork becomes more dynamic and reliant in organisations, the “right” processes and task divisions become difficult to predict in advance. This makes external team accountability insufficient and mutual accountability among team members critical for prompt performance adjustments. The Role of Purpose in Teams Having a deeper sense of purpose is not just about having a clear mission that focuses on how a business will generate economic value. A higher purpose is not about economic exchanges. It reflects something more aspirational. It explains how the people involved with an organisation are making a difference, gives them a sense of meaning, and draws their support. It is only by creating a purpose-driven organisation that creates motivated and engaged employees. They act as change agents and bring their brilliance and creativity to their jobs. They begin to perform up to their potential. High Interaction and Knowledge Sharing High interaction and knowledge sharing are positively correlated with team performance. Knowledge has been recognized as a base of power and competitive edge for individuals who hold it. Some people may go as far as to see sharing their knowledge with others as a sign of losing their unique value in the organisation. Accordingly, people are not often eager to share their knowledge or expertise with others. However, research has endorsed that knowledge sharing is a crucial factor for facilitating optimal team performance. It enables team members to get better ability about the team tasks and objectives. Team members exchange task-relevant knowledge to support other team members and teams in accomplishing their goals. Speed and Agility in Teams Speed and agility are not the same. More than simply a single process or methodology, organisational agility is the ability to: Adjust strategies continuously. Empower employees to make key decisions on challenging projects Respond to ambiguity and uncertainty with flexibility and speed. View unanticipated change as an opportunity for transformation. By introducing flexibility and adaptability enterprise-wide, organisations can respond faster to fluctuating market conditions, improve overall organisational efficiency, and enhance customer satisfaction. (Source: Teamwork) Focus in High-Performance Teams Having a sense of focus is one of the key attributes of a high-performance team. Such a high impact team would comprise of a group of goal-focused individuals with specialized expertise and complementary skills who collaborate, innovate, and produce consistently superior results. The group relentlessly pursues performance excellence through shared goals, shared leadership, collaboration, open communication, clear role expectations and group operating rules, early conflict resolution, and a keen sense of accountability and trust among its members. Importance of Creativity and Innovation Being creative and innovative are the top critical success factors not only for companies but for leaders and their teams. Research has validated these findings, identifying creativity as the top leadership competency for enterprises. Leaders and managers cannot continue to rely on the same ideas that have brought them past success and cannot be effective by surrounding themselves with people who parrot the leader’s ideas. Teams should be encouraged to take risks in bringing fresh thinking and innovative ideas to the table, even if they are not 100% correct. The complexities of today’s marketplace require innovative solutions, which at times call for disruptive ways of problem-solving that may challenge the status quo: The business environment is too dynamic and the level of change is too complex we can’t rely on the same ideas or same ways to solve problems or expand markets with the same thinking we’ve always fallen back on. (Source: Quantumworkplace) Did you know?Trust within teams can greatly enhance employee satisfaction and job performance, underscoring the importance of a supportive environment. Interested in Learning more about the topics, here are a few links to relevant researches and studies conducted: Creating High-Performance Teams in the Modern Workplace Building High-Performance Teams High-performing teams: A timeless leadership topic (Source: Qualtrics) Conclusion In conclusion, team building is just not about team productivity and efficiency. The larger objective is to build a team culture that keeps delivering higher customer value repetitively and organisation impact, while productivity and efficiency improvement are just the natural outcomes that such a team can deliver. High-performing teams are unstoppable; they improve your top line and your bottom line.