Shift Between “I” and “We”

In engineering, in leadership, and even in life, language quietly shapes culture.

The shift between “I” and “We” is not grammar. It is not a small communication choice. It signals accountability, authority, ownership, inclusion, and psychological safety. Sometimes, it even signals power dynamics. So instead of focusing on the politics of language, let’s look at it authentically.

A simple question matters When should a leader say “We”? And when should a leader say “I”?

Let’s start with “We.”  Leaders use “We” when building alignment, setting direction, sharing success, and reinforcing a shared mission. “We” creates collective identity. It tells people this journey belongs to all of us.

In strategic discussions, saying “I want to move to microservices” sounds like a preference. Saying “We are moving toward a microservices architecture to improve scalability and resilience” feels different. Strategy must feel shared, not imposed. When people feel included in direction, they commit to it.

The same applies to delivery success. Instead of saying “I delivered this certifcate automation initiative,” say, “We successfully migrated to the new platform and automated our certificate installations, saving 40% of engineering time.” Engineering credibility grows when leaders make the team visible. Shared success builds culture.

Even during production incidents review, language matters. Instead of “The team missed this,” say, “We missed this edge case  let’s strengthen our validation framework.” Shared accountability builds trust. And trust is the foundation of high-performing teams.

Cross-functional situations are another place where “We” is powerful. During reorganisations or realignments, saying “We need tighter collaboration between Product and Engineering” signals partnership. It reduces hierarchy and reinforces shared ownership.

But “We” is not always the right word.  Leaders must also know when to use “I.” “I” becomes essential when accountability, clarity, and authority are required. Hiding behind “We” in such moments reduces credibility.

In escalation situations, saying “I take responsibility for the delay; we underestimated the complexity” demonstrates leadership. The leader shields the team while owning the outcome. That builds respect.

In performance feedback, saying, “We feel you’re missing deadlines,” creates ambiguity. Who is “we”? Instead, say, “I’ve observed recurring delays in sprint commitments.” Direct feedback builds trust. Personal ownership of the message matters.

Risk decisions require ownership too. “I approved this architecture change” signals responsibility. In difficult conversations, “I disagree with that approach” shows conviction. Saying “We think that’s wrong” can feel like hiding.

There’s also a meeting dynamic to consider.

Sprint planning, retrospectives, roadmap discussions, and innovation brainstorms thrive on “We.” These are collaborative spaces that require psychological safety and collective commitment.

Executive reviews, escalations, performance discussions, budget approvals, and risk sign-offs often require “I.” These moments demand clarity of ownership and decision authority.

Overusing “We” can blur accountability and create passive leadership. 

Overusing “I” can create ego perception, reduce morale, and build a “hero leader” culture.

Balance is the real skill.

This balance reflects leadership maturity. Early-stage leaders often lean on “I” to establish authority. Mature leaders lean on “We” to build culture. Strong leaders switch intentionally and also sense precisely when to shift.

A simple rule helps.  

Use “We” for vision, culture, collaboration, learning, and shared success.

Use “I” for accountability, decisions, feedback, boundaries, and protection.

Leadership language reflects internal posture. Ego-driven leaders overuse “I.” Insecure leaders hide behind “We.” Mature leaders use both  intentionally.

In the end, it’s not about the word itself. It’s about what the word signals to the people listening. As engineers design systems with precision, leaders must design language with equal care. Sometimes, the smallest shift in a single word can quietly transform the culture of an entire team.

What AI Can Replace And What It Never Will!

 Artificial Intelligence is often described as revolutionary, unstoppable, even world-changing. Some believe it will replace everything. Others fear it may control everything.

But before asking what AI can replace, we must first understand what AI actually is.

First and foremost, AI is software that runs on hardware. It consists of trained models, algorithms, and decision systems that learn from data to recognize patterns, make predictions, and perform tasks that appear cognitive. Whether running on servers, GPUs, embedded chips, or robots, it remains software. The hardware provides the infrastructure; the AI provides the intelligence.

AI itself is not hardware. It is the intelligence layer algorithms and models executing on physical systems. In simple terms, AI is software intelligence operating on physical infrastructure.

Food, water, air, fire (energy), and earth (matter) are the physical foundations of life. These are not optional conveniences; they are biological and thermodynamic necessities. AI does not replace physics or biology. It operates within their boundaries.

AI cannot replace breathing. It may improve life-support systems, but oxygen exchange remains a biological process governed by chemistry and energy transfer.

AI cannot replace water. It can optimize irrigation, improve desalination, and manage distribution systems, but hydration remains a biochemical requirement.

AI cannot replace food. It can design synthetic nutrition and improve agricultural productivity, but organisms still require molecules to metabolize and convert into energy.

AI cannot replace energy. It can optimize power grids and renewable systems, but it cannot create energy from nothing. It operates within the same physical laws that govern all systems.

AI cannot overcome death. It may delay disease, simulate aspects of identity, or extend healthy lifespan through medical advancement, but mortality remains tied to biological limits and entropy.

All computing is physical. It runs on silicon, depends on rare minerals, and requires infrastructure, electricity, and cooling. Even the cloud is physical. Remove energy, and AI stops.

Intelligence can manipulate nature. It cannot replace it.

AI will replace many jobs, shift power structures, and reshape economies. It will transform knowledge work and automation. But it will never replace air, water, food, earth, or energy because those are the foundations of life itself.

AI is powerful. But it is not foundational.

Over the past few years, I have delivered multiple lectures to students, academic institutions, and industry professionals on Artificial Intelligence exploring where it began, what it can realistically do, and equally important, where its limits lie. These sessions were grounded not only in theory but in real-world implementations I have led or experienced, highlighting both the challenges and measurable outcomes.

Beyond the technical dimension, the discussions addressed something deeper: how to stay ahead without becoming anxious, how to think critically without being swept away by hype, and how individuals and organizations can prepare responsibly for what lies ahead. We examined technical, functional, and psychological dimensions of AI, including governance, security, accountability, and ethical responsibility. The emphasis has always been clarity over noise, strategy over reaction, and responsibility over speed.

If this perspective resonates with your organization, institution, or professional body, I welcome the opportunity for a thoughtful and grounded dialogue on responsible AI adoption.

Coaching Product Labs From Idea to MVP

Over the last 2 years, I’ve coached 15+ student teams across semesters, helping them move from abstract ideas to working MVPs. What I’ve continued to realize and assert is this: building a product is not just about creating something new. It’s about thinking deeply, validating rigorously, and executing with discipline.

Here are 12 principles I consistently reinforce though there are many more:

1. Start with the Problem, Not the Product
If the problem is weak, the MVP will be irrelevant. Obsess over clarity of the user pain before writing a single feature. A strong problem statement is half the product built.

2. Audit What Already Exists
Before building anything, study the current landscape.
What solutions already exist?
What are users using today (even if it’s Excel, WhatsApp, or manual workarounds)?
Understand the baseline before attempting to disrupt or improve it.

3. Research Deeply — Primary & Secondary
Primary research: Talk to real users. Observe behavior. Run interviews and surveys.
Secondary research: Competitive analysis, industry reports, market data, academic insights.
Assumptions are opinions. Research converts opinions into direction.

4. Define the User Clearly
“Everyone” is not a user. Narrow the persona. Define their context, constraints, motivations, and triggers. Depth beats width at the MVP stage.

5. Validate Before You Build
Test hypotheses before writing code. Landing pages, concierge models, and mock demos  evidence first, features later.

6. Scope Ruthlessly for MVP
MVP is not a smaller version of the final product.
It is the smallest version that proves value.
Remove anything that doesn’t validate the core hypothesis.

7. Append and Articulate  Don’t Just Add
When improving an existing system, ask:
Are we appending meaningfully?
Are we re-articulating the value proposition clearly?
Or are we just adding features without clarity?
Intentional evolution beats random enhancement.

8. Translate Vision into Measurable Outcomes
What will change for the user after using this product?
Define success metrics early adoption, engagement, retention, time saved, revenue impact.
If it cannot be measured, it cannot be improved.

9. Prioritize with Trade-offs, Not Emotion
Every feature added must justify what is being delayed or removed.
Product decisions are strategic trade-offs, not wish lists.

10. Prototype Early, Fail Early
Wireframes and clickable demos reduce waste and sharpen thinking.

11. Storytelling is a Product Skill
Teams must articulate: Problem → Insight → Solution → Impact. If you can’t explain it clearly, you haven’t understood it fully.

12. Execution Rhythm & Reflection
Weekly checkpoints. Clear ownership. Visible progress.
And after delivery, reflect.What worked? What didn’t? What would you do differently?
Product maturity comes from iteration.

And finally something I tell every team: 

Knowing is not doing. Doing is doing. But doing consistently and learning from it  is what leads to achievement.

Ideas are exciting.

Execution is uncomfortable.

Iteration is humbling.

Betrayal. Politics. Unfairness

Sometimes I sit with this thought quietly. A pattern of betrayal. Politics. Unfairness.

And I remind myself that anyone in that situation would feel hurt. Angry. Confused.

This was never just about one person or one incident.It was about Power. Insecurity. Ego. Weak leadership traits that can show up in anyone.

What I consistently ran into were people who felt threatened by competence.
People who valued optics over outcomes.
People who used politics instead of accountability.
People who protected themselves by pushing others down.

And I have to tell myself something honestly that  "short-term systems often reward political survival, not values".

People who control narratives.
People who align upward instead of delivering downward.
People who deflect blame early.
People who sacrifice others to stay “clean.”

They can rise. Temporarily. That rise is not proof of merit. It’s proof of system weakness.

I also had to redefine what karma really looks like.

Karma is not instant punishment.It’s not public downfall.It’s not career collapse.

Karma usually looks quieter than that.

They may keep climbing… but cannot build trust.
They may get roles… but burn teams.
They may gain titles… but lose credibility quietly.
They may live in constant fear of exposure.

And when I noticed certain things.... subtle cracks, small signals. I realised something important. That’s karma in motion. Not in headlines. In patterns.

Then I ask myself  "how do I protect my values and my future without becoming bitter?"

First, I stop expecting fairness from broken systems.I expect patterns, not justice. Justice may come later. Strategy comes now.

Second, I upgrade. Not from honest contributor to political player. But from honest contributor to wise operator. Integrity doesn’t mean silence.It doesn’t mean innocence.It means documenting decisions.Managing perception without lying.Building allies before I need them. Never assuming competence speaks for itself. I don’t need to become political.I need to become politically aware.

Then comes the part that matters most "redefining success". If my mind stays stuck on “They rose. I suffered.” I lose twice. So I ask better questions:

Am I still respected by people who matter? Do juniors trust me? Can I sleep without guilt? Would I hire myself again?

If the answer is yes... and it is then I’m ahead, even if it doesn’t feel like it yet.

Now about the anger. I don’t suppress it anymore.Anger unexpressed turns inward  into stress, health issues, self-doubt. But anger used well becomes boundaries. Sharper judgment.Better hiring instincts.Clearer red-flag detection.I am not broken.I am battle-trained.

And from all of this, I’ve shaped something for myself  a personal leadership philosophy.

Not a slogan. A filter.

“I lead with competence, fairness, and clarity.
I do not trade integrity for speed or approval.
I will not absorb dysfunction silently.
I choose environments where outcomes matter more than optics.”

And then I made non-negotiables.

I will not be the sole bearer of responsibility without authority.
I will not fix others’ incompetence quietly.
I will not accept vague criticism without written specifics.
I will not train replacements without role clarity.
I will not be loyal to people who are not loyal to truth.

If a role violates two or more of these ... I disengage early. No heroics.

This alone would have saved me some years. Then I built a new operating model for myself  politically-aware but values-safe.

Nothing important lives only in my head. If it’s not written, it didn’t happen.

Estimates assumptions documented. Decisions  options and rationale emailed. Risks  surfaced early and repeatedly. That’s not defensiveness. That’s professional self-respect.

I also learned to manage upward narrative, not just delivery. The people who hurt me controlled stories, not systems.So I counter with clarity. Monthly one-pagers: outcomes, risks, asks.Explicit trade-offs.Named dependencies without blame. This helped!

Silence helps politicians. Clarity protects builders.

My response is simple: “Let’s align together with facts and expectations.” I also stopped waiting too long to build allies.

One skip-level ally.
One peer/leader ally.
One junior who trusts me.

Politics becomes harder when witnesses exist. And I changed how long I tolerate patterns.

by observing, by assessing. by deciding all with a timeline!

though someimes TIME may be the healer for all wounds & suffering.

Then there is the emotional residue. This wasn’t just career disappointment. It was moral injury.

“I did the right thing. Why did I pay the price?” “Why are they winning?” “What’s the point of values?”

That pain doesn’t disappear with logic. But one freeing truth helped me:

Their success does not invalidate my values.It only exposes the system they’re in.

I don’t heal by waiting for their downfall.I heal by decoupling my worth from their trajectory.

Sometimes I write  not to send, just to release:

What did I give honestly? What was taken unfairly? What will I never tolerate again?

Then I close it.

Closure is leadership towards self.

And when the old thought returns “Why are they rising?” I shift the question.

What kind of leader does that system reward? And do I want to belong there? Sometimes being rejected is data, not failure. I remind myself of one final grounding truth:

People who rise by hurting others must keep hurting.
People who rise by values only need to stay persistent,consistent & with gratitude.

My path may be slower. But  I will never walk back!

And when systems shake  I tell myself this often. Through my moving thoughts , just breathe , let go and  I keep moving on!

The show must go on!

Welcome Address by Conference Chair -Prabhanjana PMPC25 Bengaluru!

Here is my speech which I gave to welcome the speakers, delegates & guests to the event.

Style → Not behind the podium → in the center of the stage!

Good Morning Everyone!

On behalf of the PMI Bangalore India Chapter, a very warm welcome to Prabhanjana PMPC25 - Innovating Project Management to Elevate the World. Prabhanjana represents a powerful force of transformation, and that's what project management stands for today.

Innovation with Purpose                                                                  

                                                                                                           

                                                 Leadership with Impact

 

Execution that Elevates the World

One of my favourite bands once had these lyrics in one of their most popular songs, which I have modified to say:

"You may say I'm a dreamer, but I'm not the only one. But I hope someday you will join, and together we will elevate the world as one." That’s why we are here today.

Today is about Ideas that Inspire, Conversations that Matter, and Connections that last a Lifetime.

My deepest gratitude to our Chief Guest, Keynote Speakers, Partners, Sponsors, Board members – past, present, and future , my mentors and to our incredible volunteers, and to all of you present today. Thanks for showing up! Its the volunteers that is the true force behind this conference.. Thank you!

I invite all of you to engage fully, think boldly, and to leave with at least one takeaway to help and support elevating ourselves, our teams, organizations, societies, and the world!

Let’s create the impact!

Welcome once again to Prabhanjana PMPC 2025! Let’s elevate the world!

Thank you!

Chair → Sathya Prasad

To make a mark -Its Belief, Attitude & Timing!

24 years ago, in 2001, a young Bengaluru boy who moved to Mumbai in 2000 to work at one of Asia's largest software company TCS had the opportunity to attend his first Family Day function in Mumbai. At the time, he was an engineer immersed in coding, debugging, and supporting IT systems for a telecom client. 

Living in a city that never truly sleeps, he joined the countless hard-working individuals traveling long hours by train from the suburbs to their workplaces. In the hustle and bustle of Mumbai, he found himself surrounded by talented colleagues, many from prestigious institutions like IITs and RECs. Competing with such accomplished peers, making a mark wasn’t easy—and making a lasting one seemed even harder. But with his knowledge, unwavering attitude, and presence of mind, he did just that.

Through the ups and downs of the past 25 years, he has continuously demonstrated that perseverance pays off. 

From those early days in Mumbai to today, he has earned recognition, achieved success, and continues to inspire.

Here’s to the power of belief, hard work, and resilience. 

As the saying goes:  

"Good things come to those who believe.  

Better things come to those who work hard.  

The best things come to those who never give up."

To many more years of growth, learning, and success! 

pic with the then CEO of  TCS  Subramanian Ramadorai  who had a vision of Global  Top 10 by 2010 

“𝗜𝘁’𝘀 𝗲𝗮𝘀𝗶𝗲𝗿 𝘀𝗮𝗶𝗱 𝘁𝗵𝗮𝗻 𝗱𝗼𝗻𝗲... 𝗕𝗲 𝗰𝗼𝘂𝗿𝗮𝗴𝗲𝗼𝘂𝘀 𝗮𝗻𝘆𝘄𝗮𝘆!”

 𝗖𝗼𝘂𝗿𝗮𝗴𝗲 𝗶𝘀𝗻’𝘁 𝘁𝗵𝗲 𝗮𝗯𝘀𝗲𝗻𝗰𝗲 𝗼𝗳 𝗳𝗲𝗮𝗿—it’s the relentless resolve to act despite it. It’s the unwavering determination to push forward in the face of adversity, to take risks when others hesitate, and to lead with conviction, even when the odds are stacked against you. 𝗧𝗿𝘂𝗲 𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝗶𝘀 𝗮𝗯𝗼𝘂𝘁 𝘁𝗮𝗸𝗶𝗻𝗴 𝗯𝗼𝗹𝗱 𝗮𝗰𝘁𝗶𝗼𝗻𝘀, 𝘀𝘁𝗲𝗽𝗽𝗶𝗻𝗴 𝗶𝗻𝘁𝗼 𝘁𝗵𝗲 𝘂𝗻𝗸𝗻𝗼𝘄𝗻, 𝗮𝗻𝗱 𝗻𝗲𝘃𝗲𝗿 𝗹𝗲𝘁𝘁𝗶𝗻𝗴 𝗳𝗲𝗮𝗿 𝗵𝗼𝗹𝗱 𝘆𝗼𝘂 𝗯𝗮𝗰𝗸.

In my journey, I’ve often been courageous—it’s been a guiding force. Though I’ve faced failures, they’ve sharpened 𝗺𝘆 𝗿𝗲𝘀𝗼𝗹𝘃𝗲, 𝗺𝗮𝗸𝗶𝗻𝗴 𝗺𝗲 𝘀𝘁𝗿𝗼𝗻𝗴𝗲𝗿, 𝘄𝗶𝘀𝗲𝗿, 𝗮𝗻𝗱 𝗺𝗼𝗿𝗲 𝗰𝗼𝗺𝗺𝗶𝘁𝘁𝗲𝗱 𝘁𝗼 𝗺𝘆 𝗴𝗼𝗮𝗹𝘀.

But sometimes we encounter a moment that truly redefines and reasserts the meaning of courage.

I recently had the immense honour of standing shoulder to shoulder with and listening to (𝗛𝗼𝗻.) 𝗖𝗮𝗽𝘁𝗮𝗶𝗻 𝗬𝗼𝗴𝗲𝗻𝗱𝗿𝗮 𝗦𝗶𝗻𝗴𝗵 𝗬𝗮𝗱𝗮𝘃, a true embodiment of valour.

A man who, at the age of just 19, endured unimaginable pain, facing 17 bullets and near-certain death, yet still fought relentlessly. His courage, unwavering belief in his mission, and dedication to his comrades during the Kargil War led to him becoming the youngest recipient of India’s highest military honor—the Param Vir Chakra.

Captain Yadav’s story isn’t just about survival—it is the definition of 𝘂𝗻𝗯𝗿𝗲𝗮𝗸𝗮𝗯𝗹𝗲 𝘀𝗽𝗶𝗿𝗶𝘁, 𝘂𝗻𝘄𝗮𝘃𝗲𝗿𝗶𝗻𝗴 𝗳𝗼𝗰𝘂𝘀, 𝗮𝗻𝗱 𝘂𝗻𝗳𝗹𝗶𝗻𝗰𝗵𝗶𝗻𝗴 𝗽𝘂𝗿𝗽𝗼𝘀𝗲, combined with exceptional teamwork and leadership. Against extreme weather, treacherous terrain, injuries, loss, and overwhelming odds, he showed us what true leadership and sacrifice look like. His bravery is a shining example of what can be achieved when you push beyond your limits and stay focused on your mission. It is a call to action for all of us to embrace courage, no matter the challenges we face. It’s a reminder that with unwavering commitment, anything is possible.

A heartfelt thank you to hashtagall that helped to create this  unforgettable moment.

A video to remember!

 No words ..only gratitude ..and a big Thank You!

                            

Adapting to AI Evolution

 I had a fantastic experience sharing insights on "Adapting to AI Evolution" with over 100 enthusiastic students at IEEE & MEA Engineering College! We explored the core concepts of AI, its history and impact, and discussed key components such as machine learning, neural networks, and data science. We also covered the challenges faced by newcomers in the field and essential skills and strategies for thriving in AI. A big thank you to the IEEE & MEA coordinators and Professor Rahul for organizing this event. Looking forward to more opportunities to engage and support the next generation of AI professionals!

 Its a hattrick!  3 speeches in a row! 3 best speaker awards! 

1st speech title - What's in a name?  2nd Title : Ethically  now the 3rd Title is Jump!

Jump Sathya Jump.  (I actually jumped)

Thank you TMOD, did as you have asked I Jumped! Now will you ask me to sing as well?

Before you do ….let me sing a rhyme or probably recite it…I tried hard to impress the little

kids around me with this..I have failed many a time ! but never gave up!

Here I go again ……come on and unmute and sing along!

5 little monkeys jumping on the bed

1 fell down and broke their head

Mumma called the Dr. and the Dr. said

No more monkeys jumping on the bed.

Fellow Toastmasters and Dear Guests

We Crawl, We Stand, We Walk & We Run. and Sometimes We Jump,

Jump over obstacles , Jump over hurdles….We Jump in Joy ..like Virat too! (The Ind vs Pak ICC game was to begin)

Jumping is associated with sports …..like long jump, high jump, like they hop skip and jump!

High Jump as a sport was very fascinating for me in childhood and it still is

While I still remember my friends, seniors at school would just compete to get the medal in

High Jump so that they get the individual award in sports since High Jump would be the only

differentiator. I wasn’t good at High Jump at all …..this did not stop me from learning about the sport.

Being an avid quizzer,… did read about the sport, the winners, the records and off course the

rules … I’m sure hardly anyone cared about the records and winners…here I was…

One thing that I could never forget was who won the gold medal in the Mexico Olympics in

1968………… Any guesses anyone ??? Yes it’s a quiz question… Dick Fosbury yes he won the gold for high jump! Now let me tell you that’s not his claim

for fame! So you may ask what was it then?

In high jump till 1968 and for many years later…..jumpers used to jump over the bar with leg

first and then followed with their body and head…… we call it the straight jump…

What Fosbury did was he would run in angle towards the high jump bar and would go with

his head first followed by his back and legs……..This was unique and weird but he still was

successful ….. This is known as the Fosbury Flop …yes Fosbury Flop and not Flip!

With this I learnt in life we have many challenges, some of the challenges are daunting

too….remember try to do the different or the unusual that may help you to overcome the

challenge… Don’t fear and off course Practice and trying new things could help! Like The Fosbury Flop!

High Jump is a unique sport ….you must be wondering why! Let me tell you its uniqueness

A jumper gets 3 chances to jump over the bar! If one does , the bar is raised …and again gets 3 chances… till there are a few people left say

4 or 5 …then 3 then 2 and finally there is 1….. remember the winner is declared only when the winner fails to jump the raised bar!

You aren't a winner until you have failed.

This will help you to stay humble and also strive for excellence,

Aren't we scared of failure. Champions are comfortable with failure …

Yes it is okay to fail and it is not the end of the world.

So its important to believe in your ability to Jump and over come …After every success you

raise the bar… Remember the Fosbury Flop !; You are not a winner until you have failed!

So Sathya Jump back to your seat ! Thank you!

Accountability & why it matters!

 Accountability is a noun which means "the state of being accountable, liable, or answerable" as per the dictionary definition. Does "Accountability" & "Responsibility" mean the same?. Well, there are differences and one of the main difference is "Responsibility" can be shared, however  "Accountability" cannot be."Responsibility" is when somebody says " I have given you a task and you are responsible for the delivery of the task". 

On similar note "Accountability" is the sense of ownership of the outcome beyond the task like the result.In today's context, there is a concept of "Shared  Accountability" is when all team members are responsible for team outcomes, not just the leader or manager, typically in an ideal "Agile" team. The culture of "Accountability" is important as people become problem solvers and the problem are opportunities for learning. The focus is on "What is Wrong" rather than "Who is" is more important. I must say this culture emphasizes more based on fact finding rather that fault finding. Trust & Cooperation  go a long way with the intent  to take calculated risks and freely innovate with the future in mind.

So to create a "culture of accountability"  is  everyone's responsibility. Lack of accountability does lead to low  team morale, lower levels of trust and teams becoming less engaged. Its important to make accountability a habit. In a culture of responsibility, yes individuals do feel motivated to work to complete the task at hand rather than the outcome. I don't want to complicate it by adding an element of fear in this.

One of the "Accountability" frameworks I have used in the past is called the RACI Matrix :

Responsible: Individuals who are responsible for completing the task at hand.

Accountable: Individual who is ultimately accountable for the completion of the task or deliverable. 

Consulted: These individuals are typically the subject-matter experts on the task at hand. 

Informed: Individuals who are kept informed of progress at each stage of the project and usually done in the form of one-way communication.

There are so many benefits of this matrix, but would like to mention it does establish clear lines of communication and does  reduce duplication of efforts.

"A culture of Accountability" drives "Effective Leadership", It starts with values of "Honesty", the ability to say "I'm Sorry" voluntarily, seeking inputs from all in a bid to ensure things go well in the future and ensuring in being responsible rather than avoiding "Responsibility".

Even though I write about "Accountability" here as a Leader there is a fine balance between "Accountability" and "Responsibility" that one as a  leader should strike a right balance of.

Stay tuned for more thoughts!

RPA 101- An overview

RPA  - Robotic Process Automation  is a form of “ business process automation technology based on metaphorical software robots (bots) or artificial intelligence (AI) workers” as per Wikipedia.

Lets dwell a little more to understand RPA. Now for those who don’t know what “Automation” is it’s the  technique of making a process or a system operate automatically. In other words the creation and application of technology to monitor and control the production and delivery of products and services. There are different types of automation, fixed, programmable & flexible sometimes called hybrid.

Robotic Process Automation  was coined by Blue Prism in 2012.Now for beginners to get a better understanding think of Robotics Process Automation as a  software solution that automates rule based tasks performed on single or multiple applications. Its Automation that mimics human activities carrying out steps of rule based, non-subjective process. Here Software robots are pre- programmed with sequence of tasks, “IF-Then” logic. Robots can interact with any application the same way a user does in a  Non Invasive / UI based interaction.

Let’s take an example of a “ Claim processing”  by a finance team member in production. Here the finance team member logs into the financial application, views their assigned task and clicks on the task where a claim needs to be approved.Based on the rules & guidelines set up for claim processing the finance team member views the claim, the proof of submission and if it within the ambit of the rules and guidelines set up for the claim. The finance team member approves or rejects the claim. The robot can be programmed to do this whole task.

Now one would say to automate this we could use an excel macro, yes we can and probably it would work well too. Macros have technology limitation and dependencies. One needs  to know a programming language like Visual Basic. Macros do work well with office applications and yes needs governance. Have you heard of a macro bringing down a complete mainframe system post a developer leaving the firm costing a large firm millions of dollars in loss?Yes unbelievable but true. There are challenges with excel that still can be addressed the question we ask is if everything that can be done by RPA could be done by excel then why was it not done years ago? Some so called technologists  would like to belittle RPA by saying RPA is macros on steroids.

Having given a view of Macros lets understand the power of RPA. The economic value is that it reduces operational cost and its attains return on investment goals faster. From a workforce standpoint it moves from labor centric to technologic with the capability of working 24/7.There is improved accuracy and an audit trail and helps in digitalization of manual process. While there is advantages in using RPA ,It still needs to be thought through and project selection becomes critical.

Here are some of the considerations to take advantage of RPA. A careful assessment of the following factors is required to determine where we use RPA and what impact to expect. Note this is not a whole exhaustive list but some important ones.

1.     What is the Business Objective of using RPA?

                                I.            Is it speed of service delivery

                              II.            Quality of service

                           III.            Is it to meet Risk management, Regulatory objectives

                           IV.            Is it to improve Efficiency and to reduce Cost

2.     Is the process rule based, repetitive [e.g. moving data from one system to another, creating report from multiple sources, etc.] or is it subjective?

                                I.            Do standard rules or variable rules apply. Are they documented?

                              II.            Volume of work , has this been captured and determined?

                           III.            Seasonality / Variability/Exceptions of the process

3.     Are there major changes in the immediate horizon?

                                I.            Process changes

                              II.            Platform / Underlying technology changes

4.     Is there a need to Optimize / Re-Design process ahead of Automation

                                I.            Can lean be applied and wastes eliminated before we apply RPA?

                              II.            Complexity of Process Redesign, Not everything needs to be automated.

                           III.            Time to Market, how important is this?

In other words to start of with RPA one could consider a simple process which intensively manual  with high volume, structurally repetitive, low exception volume, high likelihood for human error process to start with. The key is the business process is well understood and documented. I’m not going to dwell on how important is the business involvement and stakeholder commitment  towards the RPA initiative , like any other project it is very  important to set expectations with the sponsor or business unit.

Finally while you think RPA , make sure you think of all other process and governance areas like you would do for any project. Do consider what is the business continuity plan, change management governance, how the RPA teams both business and technical teams are engaged in the governance. Do consider separation of duties & roles and responsibilities. How are the robots being monitored and is it approved by the information security office and meets regulation for that business process.

RPA is here to stay , though I’m sure future products, applications would be pre-automated and there will be convergence of RPA technologies within the products. Stay tuned for more in RPA!

Blue Ocean Strategy - A book review

An Ocean is a very large expanse of the sea , it is vast and its depth is still being revisited by man every time. I’m sure most of us know why the ocean is blue.. its for simple reason of the sun’s white light entering the ocean & blue getting returned. The are portions of light like red , orange and yellow that just gets absorbed so some times you could possibly see a red ocean. In the market universe imagine 2 sorts of oceans Red & Blue. Red ocean represents the industries existing today and blue oceans represent industries not in existence today i.e known and unknown markets.

Competition does exists in industries ….especially in known markets…it becomes red due to the fight cause of the shrinking pool of profit. One may ask if this happens in a monopoly or oligopoly market? The fact remains as to how does one create an uncontested market space and make competition Irrelevant.

W Chan Kim & Renee Mauborgne makes an attempt to provide a systematic approach to making competition irrelevant in their book.This is definitely a blue ocean as most studies done in the past was based on company and industries. Here with a study 150 strategic move spanning 130+ years they have tried to help in providing ways to create blue oceans and their impacts.

The key here is Strategic Move which is the set of actions and decisions involved in making major market creating a business offering.

In this book one would dwell in cornerstone of blue ocean strategy which is Value Innovation, which focus’s on making competition irrelevant by creating value for the buyer & company.As you read along you would find it interesting as the book does introduces the tools and frameworks for creating blue oceans , In addition to this the 4 guiding principles for successful formulation looking across 6 conventional boundaries. Strategy does involve both opportunity and risk. The book uses visualization approach towards tackling risk which helps to create a blue ocean and also to maximize it.They say strategy is in the design which addresses business model risk and the sequence to create the strategy. The book then talks about leadership and introduces the concept of tipping point leadership which help leaders and managers to overcome hurdles which is a key to creating, sustaining and renewing blue oceans.

I would recommend reading this book if you want ideas and anecdotes and think there is a process to strategy.I’m looking forward to reading hopefully the part 2 of Blue Ocean Strategy and Blue Ocean Shift where more companies would have been analysed especially in the digital era of technology(2000–2020) and blue oceans designed ,created, implemented &justified with outcomes and there by find a company or industry which is perpetually excellent.

How I met my wife ??

I always wanted to write about how I met my wife to be though it was not a Love story, it ended up being one... This was way back when I was in Jersey city and as the Indian custom goes, my parents were looking out for a “girl” for me. They happen to get a match through the “horoscope” process. I’m sure the horoscope process would be an interesting read but mine was “horror “ scope of filters.

First the horoscope , then  the region , the family , the  education etc.. oh my God what not! I did tell my parents that I’d like to see and talk to the girl before I decide. They were OK. So it was to be “Video-webcam meeting... the good old yahoo messenger days”.

 

I was in Jersey and she was in Chennai then. We did schedule a time , however for some reason she could not make it. We did reschedule again, and again she did not make it. I did wonder why... I just wrote her an email asking if she was serious about this and if she was not to just let me know. Clicked send! No response... I figured out may be it was in the email I sent.

 

As luck would have had it , I did not see further traction on the proposals. I decided to go to India and test my luck. My dad called her parents and they said “No, they were working on something else”. The custom is then to return the photograph and part ways .My parents decided to go all guns as they thought I would run away to the US—the country that I loved—without getting married. They thought it was their responsibility to see me married off. So they advertised in the newspapers with a P.O.box. They went online when the .com portals just started, they also registered in various marriage bureaus. As luck would had it—many proposals, only 10 horoscope matches, 5 matches with region and family, 2 for a working professional... and then just 1... It was her. I still did not meet any girl for marriage yet. My parents called her parents again after the newspaper response.

 

Her parents replied back mentioning “something else has come up knowing that it was me”. Nothing worked out for a year, I still did not meet anyone in person for marriage. I finally decided to get back to US and my visa interview was scheduled. It’s so happened that one of my school friend’s parents stopped by to check on me as to when I would leave to the US as they had a parcel for their son. I did tell the uncle that my visa interview is just scheduled. He made a comment “All you guys need is to be more responsible, you leave your parents and you all go to the US and then find someone there and never come back”. To which I replied “I’m ready to get married. Do you have a girl in mind?” Immediately he mentioned there was someone he knew that was looking for a boy.

 

This could be just a coincidence, but it happened to be her. She was still in Chennai and I was in Bangalore and we never met. Since the visa stamping was in Chennai, the uncle suggested that he would talk to her parents and we could possibly meet with no obligations. Her parents agreed  I flew to Chennai, we met at Barista Coffee and we just connected and decided—yes,  we will be. The rest is history, marriages are made in heaven... The only girl I met in person for  marriage I did marry finally.

-published for newsletter in Feb 2019

 

Book review -The Habit of Winning

What is a Habit? Habit: A settled or regular tendency or practice,especially one that is hard to give up. We all have habits some are positive and some are negative. Someone said ... if you remove the “H” A BIT remains, if you remove the “A” BIT remains and if you remove the “B” IT remains. So it’s important to know what habit we are carrying.

Prakash Iyer in an effective story telling/anecdote mode focuses on the habit of winning.You could pick any page, go back 1 or 2 pages to the start of the story and read... each story has its own little moral. This is not difficult even to people who don’t like to read. With this book one can start liking short stories/anecdotes. For the traditional reader ... this book too has lots to offer!

Why does “Winning” need to be a habit, we need to understand here the context of Winning ... generally winning is something that is “won” in true “Noun” sense. Winning as an adjective could mean successful or victorious like the winning team, it also could mean Charming or Engaging ... like a ‘winning child or winning smile” ... in end “to each their own” when it comes to Winning. Winning could be cultivated as a habit.

I’m sure sports would come to our mind and to the millions in India “cricket” ... yes we have now won 2 tournaments in a row, ICC in England and Tri Series in West Indies. Prakash Iyer in his book focuses a bit more on cricket considering India’s love to this game and also his passion to the game, when I read the book this was the initial thought. It also showed the fine balance of being happy, making a difference to yourself and to the world around you. It also focused on different habits to win in a subtle manner. Most people would call this a self-help book ... Think again!

In the stories and anecdotes you will find stories that could change the way we think work and live.The stories are about leadership, teamwork, self-belief, determination and patience. We all know and have heard about the wars between the giants Pepsi and Coke but here we also get to hear Important Life lessons Prakash learnt from his cola days. It also contains stories from Olympic heroes and ordinary folks. Stories that will help ignite a new passion and a renewed sense of purpose in us and our team’s minds and hearts too. Now that’s the Key.... “A new passion and a renewed sense of purpose in our minds and in our team’s minds and hearts.”

I’m sure I could go on about this book, it’s also important to know a little about the author as that would give a background of his experience which he shares in his writing. Prakash Iyer has worked for over 25 years working with teams selling nearly everything from soaps to colas to watches, diapers and yellow pages. He is MBA from IIM-A and also a trained executive coach. He is currently the Managing Director of Kimberly Clark Lever. For those interested in buying generally this is what I’d say “A book chooses you.” Finally ending with this note “Winning isn’t everything but wanting to win is.”