Mrinall Krant’s Post

One of those days that will stay with me for a very long time! I was invited to join an elite panel discussion "Winning the battle of Talent in Manufacturing Industry" alongside Mr. Praveen Purohit, Mr. Satish Mohapatra, and Mr. Saurabh Dwivedi. Sharing the stage with such incredible leaders to offer a Gen Z perspective was an absolute honor. The discussion was a deep dive into what truly matters to young professionals today. Some key takeaways: 1️⃣ #Skill-based roles are the future – Youngsters value opportunities that allow them to grow and apply their talents beyond job descriptions. Gen Z is looking for more than just a paycheck; they want their work to align with the company's mission and vision. 2️⃣ #Digital Transformation – We need to embrace cutting-edge technologies. From digital processes to #AI-powered solutions, organizations must showcase how they are staying relevant and innovative in the rapidly changing world. 3️⃣ #Sustainability is non-negotiable – Winning trust by showcasing transparency in green practices. From reducing carbon emissions to adopting renewable energy and optimizing resource use, companies should prioritize sustainability to address global challenges. It was inspiring to witness how seriously organizations are taking these priorities and to represent the voices of my generation in such a meaningful conversation. A huge thank you to Team Marksmen Network, India Today, and my leaders for this opportunity—it reminded me of the power of conversations to bridge generational gaps and create a brighter future for everyone. Here’s to making workplaces more #inclusive, #sustainable, and #purposeful! 🤝

The early days of my career at Tata Consultancy Services, Mumbai were a pivotal chapter in my professional journey. Stepping into the corporate world under the Tata Group’s banner in the 1990s, and working from the Air India building at Nariman Point, I experienced firsthand the corporate culture Tata Group had meticulously built. Observing Ratan Tata's visionary leadership up close during this period profoundly shaped my approach to business and innovation. His fearless leadership—whether through the acquisition of global brands like Tetley, Corus, Jaguar Land Rover, or boldly entering new industries—taught me the value of taking calculated risks. #RatanTata embodied a leader who was willing to challenge the status quo, always envisioning possibilities that lay beyond conventional wisdom. What distinguished him most was his ability to empower those around him. He didn’t just lead by example—he cultivated a culture where individuals could thrive, pushing them to exceed even their own expectations. His belief in nurturing talent and fostering collaboration became guiding principles in my own leadership journey. I have always strived to build teams that aren’t just capable but are empowered to take bold steps toward achieving greatness. Ratan Tata’s commitment to ethical practices and his focus on social responsibility reinforced my belief that success in business isn’t just measured by financial performance but by the positive impact we create on society. His example instilled in me the importance of embracing challenges, seizing opportunities, and maintaining a strong ethical compass. Looking back on my journey, I can see how his influence inspired me to make bold decisions while remaining grounded in my values. Ratan Tata’s legacy continues to inspire me as I strive for excellence with purpose, making a meaningful difference in the world around me. #restinpeace #entrepreneur #thoughtsofafounder

#Gratitude I'm excited to be nomiated as top 150 Future CHRO in India by CXO Lanes for the year 2024. It could not have been possible without support of my mentors ,well wishers and family members. As I reflect upon this ,it has nothing short of a roller coaster 🎢 ride ,beginning my career from a small CA firm of 20 odd people to responsibility of Center for excellence in HR for more than 5000 employees ,from well established companies to starts up in various domains,Manpower Outsourcing, Mechanical Engineering, BFSI ,Education ,Technology and Telecom. One thing I have always believed is invest in people and your company will never fail. I have always focused on Culture building and employee friendly atmosphere where employees feel valued,respected and well paid as per market standards. Sometimes ,I have to face the wrath of Management in pursuit of helping employees but I will continue helping employees 😀 and make more happy and engaged workforce. This journey has been special ✨️ 💖, it has been 14 years I have been associated with my linkedin Family, 8 years of association with B Schools and 17 years with Corporates. I have earned a lot of respect 🙏 and good wishes from my colleague ,my mentors ,my students ,fellow faculties at B Schools 🏫. I am committed to help each one of you achieve your goals.I have never aimed for such certification but this came as a testimonial of my work in past 12 years as an HR professional. #India #Gratitude #humanresources #linkedinfamily #motivation #mentoring

He Led With His Heart, Not Just His Head  ❤️ He led with his heart, not just his head. Ratan Tata, the iconic leader who redefined the Indian industry, has left an irreplaceable void. But his legacy of empathy and employee-centric decisions will continue to inspire. Beyond the towering skyscrapers and global acquisitions, Ratan Tata understood that a company's true strength lay in its people. Here are some of his most impactful decisions that championed employees: 1. Champion of work-life balance: Long before it became a buzzword, Ratan Tata emphasized the importance of work-life integration. He believed in fostering a culture where employees felt valued and respected, not just as workers, but as individuals with lives outside the office. 2. Pioneering retirement benefits: Under his leadership, the Tata Group introduced progressive retirement benefits, ensuring employees' financial security even after their working years. This commitment to long-term well-being fostered a sense of loyalty and trust within the organization. 3. Investing in employee growth: Ratan Tata firmly believed in nurturing talent from within. He championed continuous learning and development programs, providing employees with opportunities to upskill and advance their careers within the Tata Group. 4. Leading with compassion during crises: In times of hardship, Ratan Tata's leadership shone through. Whether it was the 26/11 Mumbai terror attacks or the recent pandemic, he prioritized employee safety and well-being, offering support and stability during uncertain times. Ratan Tata's legacy reminds us that true leadership is about empowering and uplifting those around you. He showed us that businesses can be a force for good, not just for profit, but for the betterment of society. Share your favorite memories of Ratan Tata and how he inspired you in the comments below. #RatanTata #Legend #TataGroup #EmployeeFirst #Leadership #RIP #VisionaryLeader

That is a very apt post. EX is a lead indicator for CX. Both need to be measured and improved to maximize business outcomes. W.E.-Matter #employeeengagement #customerengagement Employee #trust #empathy #empowerment are required to drive #customerdelight Cadia Healthcare

Mahindra and Mahindra: Shadow Board to Build Future Leaders Mahindra and Mahindra is a global leader in various sectors. It has adopted the innovative concept of shadow boards to bridge the generational gap in leadership and bring new ideas into its decision-making processes. This was initiated under the leadership of Anand Mahindra, which fits well into the company's philosophy of fostering inclusivity and innovation at all levels. Mahindra has the shadow board, which represents a group of young, high-potential employees who operate closely with the senior management team. They are usually aged below 35 and are given the tasks of resolving key business problems, understanding consumer behavior insights, and providing new and innovative views on emerging trends. In this manner, the shadow board ensures that its strategies remain in line with the changing market landscape. Digital transformation and youth marketing strategies have been some of the prominent areas through which Mahindra's shadow board has contributed. The younger members bring with them deep knowledge of digital tools, social media trends, and millennial consumer behavior, which help the company to craft solutions that are more targeted and effective. In addition, this initiative has also proven to be an excellent platform for grooming future leaders by exposing them to real-world strategic challenges. The chairperson of Mahindra emphasized such practices to ensure the relevance and competitiveness of the organization for the long term. Aggressiveness, creativity, and better understanding of future market dynamics are benefits the company will reap from the integration of the perspectives of younger employees into decision-making. Shadow Board at Mahindra and Mahindra This, no doubt, is the quintessence of the progressive group's style of leadership and of making their workforce. This gives it strength in its ability to be adaptable and ensures there never is a break in pipeline of able leaders that takes care of the future challenge that comes up. Read on the story in The Economic Times. #Business#HRM#Caselet#Innovative #MahindraandMahindra

Who comes first—employees or customers? What if getting this answer wrong is costing your business more than you realise? Prof. Gurunathan L, Gautam Pandey, Vaibhav Patki, and Suresh V Balasubramanian dive into a provocative debate: Can prioritising employees over customers actually be the key to greater success? Where does your workplace stand on this? For more videos, visit https://lnkd.in/dDKGRgW6 XLRI Jamshedpur XLRI Delhi-NCR CEO Lounge Deepak Yadav Hari Govind Nair Kanagaraj Ayyalusamy #EmployeeFirst #WorkplaceCulture #LeadershipMatters #TrustAndEmpathy #EmployeeEngagement

🎯 Insightful discussion by industry leaders at ConvergeX on bridging the talent gap through strategies for employee retention, engagement, and creating a culture of belonging. The panel also emphasized the need to prepare a future-ready workforce with the skills and agility to meet evolving industry demands. Featuring: 🔸Victor Prasad Horo, GM - HRBP, Agratas - A TATA Enterprise 🔸Santhosh Rao, AVP-HR, Toyota Industries Engine India 🔸Anjana K R, General Manager - Human Resources, Tata Consultancy Services 🔸Manisha J Agarwal, Director - People & Organisation and Strategic Initiatives, India, PUMA India 🔸Cyril Osta, Associate Director - TA Leader, IBM Consulting (Session Chair) Key Discussion Points: ✅Evolving Workforce Needs: Emphasizing adaptability, continuous learning, and AI integration to prepare for future challenges. ✅Diversity and Inclusion: Building diverse teams and fostering collaboration to drive innovation and competitiveness. ✅Collaborative Leadership: Strong partnerships between leadership, HR, and educational institutions are essential for aligning talent pipelines and project success. Victor Prasad Horo Manisha Agarwal Santhosh Rao CYRIL OSTA Anjana K R Christ University, Bangalore School of Business and Management, Alumni Association (MBA) Christ University School of Business and Management - MBA #tata #toyota #tataconsultancy #puma #ibmconsulting #ConvergeX2024 #decoding10x

I recently finished reading Jamsetji Tata: Powerful Learnings for Corporate Success by R. Gopalakrishnan and Harish Bhat. With Ratan Tata’s passing, it prompted me to reflect on what truly sets the Tata Group apart. While social media is filled with admiration for him, Gopalakrishnan, whose work I follow closely, emphasizes that no business is perfect. Yet, Tata excels in an area where many Indian companies falter: succession planning. Too often, leadership either passes to an unprepared next generation or to mediocre managers who tend to hire even less capable successors, perpetuating mediocrity. In contrast, Tata grooms leaders deliberately. Bhaskar Bhat (Titan) and N. Chandrasekaran (TCS) are notable examples, and others like Harish Bhat (Tata Coffee) and Suprakash Mukhopadhyay (Tata Sons) further highlight how leadership is carefully cultivated within the group. Ratan Tata exemplified this philosophy during his tenure, personally guiding the next generation of leaders ensuring they were ready to carry the group forward. Gopalakrishnan writes that building and sustaining leadership is a long, complex process—more art than science. In many Indian companies, talent management tends to be personality-driven rather than process-driven, with key decisions often influenced by individual preferences instead of structured systems. This lack of accountability weakens the talent pipeline, making organizations overly reliant on individual leaders instead of fostering sustainable leadership processes. He emphasizes that choosing the right leaders is far too important to be left to the HR department alone. As an investor, I’ve found that such well-developed leadership pipelines are rare in India—making Tata a standout example worth benchmarking. #BusinessLeadership #InvestorMindset #LongTermSuccess #LeadershipBenchmarking

#Signalingtheory is an economics and communication concept that explains how individuals or organizations communicate information in asymmetric situations. Organizations can signal their quality or #intentions through actions or characteristics that are costly to fake, reducing information asymmetry. Examples include educational qualifications for job candidates, branding and advertising for product quality, and warranties for manufacturer confidence in a product. This equally applies to #leadershipbehaviors. Last week, I had the privilege of observing how leadership teams can effectively communicate the #valueoflearninganddevelopment to their teams. The entire leadership team of Randstad India spent half a day with the CEO Viswanath Ps (He / Him), CFO Nagesh Bailur, and CHRO Anjali Raghuvanshi (She/Her) (She/Her), attending action learning projects presented by their top talent on critical initiatives. What a wonderful way to signal the importance they gave to personnel development! Often, leaders urge employees to learn but delegate the responsibility of driving learning behaviors to HR. How can organizations build a #learningculture if the leadership does not demonstrate the importance by investing their valuable time in supporting this activity? Where are your leaders spending their time? This will tell you what's important for the business and what the leaders prioritize, despite what they say! Kudos Randstad, for building a learning culture ! #leadershipbehaviors #walkthetalk #businesspriorities #IIMB #ExecutiveEducation