Leadership Series @ SIIB ( 12th September 2009 )

It has been said that, in the 21^st century, the very nature, speed and complexity of change will change. If that is indeed the case, then so too will the nature of leadership. What made the leaders of yesterday will not make the leaders of tomorrow.

What will a 21^st century leader look like?

The leader of the past was a doer. The leader of the present is a planner. And the leader of the future will be a teacher. The job of a 21^st century leader will be to develop capabilities, not necessarily to plan the organization’s strategic direction. It will be to increase the organization’s capacity to be focused, agile and resilient. It will be to create, harness and leverage intellectual capital rather than to deploy other assets. This kind of leader doesn’t need to know everything there is to know (because that is a practical impossibility). On the contrary, these leaders will want to be surrounded by people who know a whole lot more than they do but who will trust them implicitly to weigh their competing claims and advice.

Learn to lead.

To be a leader, you have to think like a leader. To understand this basic premise of leadership, you need to agree with two fundamental principles:

1. Successful people think differently than unsuccessful people.

2. We can change the way we think.

In what way do leaders think differently? Leaders are big-picture (not narrow) thinkers. They search for wisdom moreso than answers. They are focussed (not scattered) in their thinking. They are creative (not restrictive) thinkers, driven by an insatiable curiosity for discovery and innovation. They are realistic and strategic thinkers. They are possibility thinkers, reflective thinkers. And they understand the value of shared, unselfish thought.

What other skills do 21^st century leaders require?

Leaders simplify. Peter Drucker said that "If it is not simple, it won't work" The key to organizational success lies in focus. And this cannot be achieved without clarity. With clarity, borne of simplicity, comes understanding. With understanding comes focus – knowing what’s important among all the distractions, disagreements and myriad choices available. With the right kind of focus comes the right kinds of decisions and actions – the right judgements and behaviours that drive the organization to accomplish great things and thereby realize its vision. Leaders must find the simple, compelling phrases that make sometimes complex but empowering notions understandable by those who must "carry the ball."

Is leadership a matter of character?

Heraclitus, an ancient Greek historian, has told us that “A man’s character is his fate.” It is a simple but profound truth. The essence of a leader’s character is his integrity, his curiosity, his credibility, and his daring. On this foundation, he must have a guiding vision, without which a leader doesn't know what he wants to do with his talent and thus where he wants to go.

Have you got what it takes?

By Kanhaiya Moond ( Contributor, Leadership Article Contest )

Batch of 2008-10

Leadership is a spirit that spawns in every soul that has faith in conquering the unknown frontiers. It is not necessary that a leader would always have a team to lead, to coordinate to achieve a set target. To me leadership is an instinct which compels one to go on the front step and hit confidently a swinging ball through the meat of the bat for a racing boundary. Instinct is the innate talent that causes a living being to respond reflexively to a given stimulus in a certain way. Many say leadership can't be taught nor can natural timing.

Its like falling in love. One can't plan or prepare to go for it. Its the collection of basic instincts that pushes her to take control of adverse situations...which makes her see an opportunity where there are none. Some dare to think beyond whats right & whats wrong, whats acceptable & whats unacceptable. It was only when man dared, he could fly high, he could walk... Only when we dare, we can think on new lines. Only then can one see solutions where others see problems. It is exactly when one switches his focus for direction to inside of herself instead of outside entity. Captain Jack Sparrow's compass can be looked upon as the guide when external landmarks aren't clear enough. Especially when we one finds oneself facing a fast-changing reality, the ability to maneuver the "internal frame of reference" to quickly match a new, changed reality or a new problem - tastes new success.
To lead one should be able to submit also. Weaknesses may surface as fear, a lack of confidence, or even arrogance. One needs to accept them & then overcome them. Else these remain as hidden obstacles to thoughts & so to actions. Each one of us, has a continuous thought process, where we think about things happening around us, and we decide what is best for us to do to survive. If we try to introspect what we do, we find that usually we do have all the options that even the most successful people have. But what makes it different are the choices we make and the priorities we assign to them. To lead one needs to first be able to support the very thought process which identifies her in the very first place. One who is able to this is so-called a "Confident person". I would call such a person a leader also as she has been able to take control of herself and lead herself from the front.
History is evident to the fact that its the worst of situations which give birth to the best of leaders, quite possibly because its when we really need one. It is quite rightly then, that one experiences a personal challenge. A person who is confident of what one thinks, can only focus on what crisis the society is facing as a whole. A leader starts to think beyond the needs of a typical human. This is the process by which we develop new ideas and learn that our existing notions are incorrect or inadequate. The Maslow's need theory possibly takes a shuffle for them. This I would say what spawns the creation of a leader.
Our own thought process teaches us, to be bold in what we believe. It shows with time that it pays to stick to them, and its only then that we can someone else believe in those results. In one word, we call it determination. When we think, we give birth to a thought which is identified by two major things - the way we identify it & the extent to which we back it. As a human, we have the tendency to conform to things that bring a higher feeling of safety in us. So a thought projected by a confident person in an effective way gets our approval and so the thought grows as the number of people to support increases. Not surprising that we remember leaders by the very thoughts they stood by.
Researchers have been puzzled a lot by the team of ants at work for they execute their operations with high efficiency and with high motivation. The question we face as to how can they achieve this without a leader? The way I make sense of it comes something like this... For a layman, we know there is a CPU in the computer which coordinates all the signals, processes & hardware in the computer. If we look into it a bit deeper, we come to know that each component has a processing unit of its own. Probably ants too have a little bit of leadership instinct in each one of them. When faced with a difficulty each one of them takes the initiative to solve it. Many of them come together to make possible things that very few species can be proud of on earth. So I would call it wrong to define a leader to a person who leads a team. Rather leadership is a spirit that lives in each of us. Some believe in it, rest wait for confirmation from others that they are right. One should always hold onto some quotient of responsibility for oneself and the situation one is in. Whether to ignore our “leadership instinct” - decides which side we are on.

By: Shantanu Biswas ( Contributor, Leadership Article Contest )

Batch of 2008-10

The unvanquished warrior was confident in his strength. So, when given the option to choose between a fully equipped, belligerent army and a single unarmed man, he chose the later. All that he wanted was a driver for his chariot. How this unarmed charioteer gave guidance to the chariot and the warrior would later become a shining episode in a culture, revered by a civilization, enthralling the world for ages to come…

Arjuna knew that even the most well disposed armies can go haywire if not led ably. But much before the age of Mahabharatha, even before evolution of human race, leadership existed. Animal packs and flocks of birds stuck with their leads. The footprints left by the leader manoeuvred the followers and thus made a trail for those who come. Leaving the exception of probably ants, every living species replicates this blueprint. It's embedded in the genetic code- in a majority, to be led, and in a selected few, to lead.

What makes a leader? Why are leaders so few? Cutting through a myriad of elaborated theories and sophisticated models, Seth Godin in his latest book "Tribes" says, "Leadership is scarce because few people are willing to go through the discomfort required to lead. The scarcity makes leadership valuable." Perusing the annals of history, we see proof of the struggles that leaders over the centuries have taken to remove thorns from the trail they leave. They stay awake for their tribe to sleep soundly. Often the portrait of a leader is of one who is smug in luxuries. But remember that any leader not having discomfort is passing it on to the multitude that looks up to him.

As the quote from the movie goes, a leader is the one who ‘got vision when the rest of the world wears bifocals’. He sees the tomorrow for his followers and enables them to achieve it. Defining the role of a leader can be tricky. He is required wherever and whenever there is lack of clarity. He may be omnipresent or barely visible. As Lao Tzu noted, “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.”

It’s interesting to see how Krishna concluded his magnificent discourse which we now call “Bhagavath Geetha”. He tells Arjuna, "Vimarsedath asheshena Yadhechhasi Thadha Kurum"- Fully ponder over what I said and do as you like. A leader, therefore, never spoon feeds. He keeps the options open for his followers; he lets them apply their minds. He should never tell how to do but just what to do.

A leader may start by making the masses believe in him. But his ultimate aim should be in making them believe in themselves. And this happens by giving away power. By giving away power, a leader gains the respect. Thus a leader should be judged not by the number of followers, but by number of leaders he has given rise to.

By: Prasanth Vijay ( Winner of Leadership Article Contest )

In the age of motivational speakers and self-help books, it would seem but natural when phrases like “decisive leadership”, “walking the talk”, “visionary leadership”, “seven habits of highly successful people” pervade our conversations .And not just in academic courses like MBA where leadership styles will be examined in great depth, these phrases will find a welcoming home even in informal chats .Is this truly the Age of Every Man is a Leader? Did Alice finally figure out all the philosophical challenges put forth in the Wonderland, emerge unscathed and ready to take the boardroom by storm? Does every person who speaks marketing glib talk have it in her to take the Fortune 500 company in crisis to greater heights? Let us walk on the path of examining this phenomenon of the leader being one from a million to now a concept where the leadership skills have become talking points for the masses.

The early leader was a military genius: he could lead a battalion under testing conditions and bring greater glory to the king. The king was of course a “natural” leader: the DNA route for leadership was, it seems; forever fixed. The nobility was looked forward to for leader-like qualities: noblesse oblige (“with wealth, power and prestige come responsibilities”), if you please. Royal poets wrote of battles and dilemmas facing the kings and queens: leadership was far away there away from the dusty plains and the plows, the stars of “decisive leadership” and “walking the talk” was left to the likes of Marcus Aurelius and Chandragupta Maurya.

Enter democracy and Industrial Revolution .While the explorer from older days who went to faraway lands to correct fallacies of earth being flat (only for 21^st century to prove the geographically corrected notion into a digitally incorrect one) facing great challenges being heralded as a leader of sorts :nothing gave leadership skills being a mass-product available for review and practice than Industrial Revolution .Professional managers were called for , snap decisions called for and increasingly leadership skills passed on from what the royalty embodied to what the balance sheet champions said in their memoirs and answers to what journalists asked as “Kind sir, what is the secret of your success?” for the consumption of curious millions via newspapers and magazines.

Politicians, long battling a negative image did manage once in a while; by virtue of superior legislation (or PR skills) to enter the Leaders Hall of Fame. Spiritual leaders offered a whole different dimension and who re-defined success in far more holistic ways than mere success in a crisis situation or ability to gather monetary resources using least furrowing of the brow or expenditure of sweat.

Yes, the Age of every man as an aspiring Leader is here, and the footnote to this part of history will surely find a writer some more years down the line.

By: Aby Johnson ( Winner of Leadership Article Contest )

Leadership Series 2009 this was the first year when the 'Sarvashshreshtha Award' was conferred upon to an SIIB alumni who with his achievements in his own professional field has done the SIIB family proud.

The winner of the inaugural award, Abhijeet Ranade has over 14 years of global experience and is currently an Associate Director of Consulting with PricewaterhouseCoopers.

Mr. Ranade belongs to the first batch of SIIB and started his speech on a humorous note by going down memory lane and recounting his student days at SIIB.

On the topic of benchmarks of leadership, he stated how leadership need not be restricted only to business and can take form even in our day to day lives. Mr. Ranade pointed out examples from his personal life and mentioned the roles of his mother and wife and how the have exhibited the qualities of leadership time and again.

Mr. Ranade also touched upon how we should not let the fear of failure deter us from reaching for our dreams and thinking big. He also encouraged students to embark on journeys and more importantly to constantly learn from new people and experiences. He wisely remarked how we should never think that we have arrived since that ends up being counter productive and makes one complacent.

He also suggested that students learn the distinction between being a manager and being a leader and encouraged them to strive for excellence in all walks of life. Before ending his speech, he also pointed how important it is to have a sense of humour in life.

As an escort Mr Pandit’s humility and pleasant demeanour immediately put my apprehensions to rest . It just sunk in that even a group CEO with a staggering three decade experience is after all a normal human being with mannerism which would put any high flying student to shame.
Mr Pandit started with the point that our theme of leadership and entrepreneurship was apt and perfect for economic scenarios we are in .This is the perfect time for students like us to explore the area of entrepreneurship .This he validated by emphasising on the fact that we now have an open economy after the 1991 liberalisation and it is much easier to execute our plans which was extremely difficult 20 years back.
He further focused on innovation and entrepreneurship in the field of technology .Giving examples of innovations like apple iphone and the product of Amazon Kindle which as an ebook is changing the format of reading on paper. These innovations have taken these companies forward and strengthened their positions in the market. Hence such incremental innovations are essential in today’s immense competition. Thereby he said that we have opportunities to become entrepreneurs in the technology sector.
Taking a leaf from Dr Gupte’s speech he reiterated the point that entrepreneurship can also be in the form of intrapreneurship in any company. It is not possible for all to start a venture on their own .Hence as an employee we need to find make innovations and generate ideas for the project we are working in. He gave the example of employees in KPIT Cummins who innovate solutions and processes that benefit their clients thereby fulfilling the entrepreneurial spirit from within a company.
He further talked why India is a perfect destination for an entrepreneur , enlightening us with his concept of three D’s. Demography , Democracy , Diversity. India demography consisting of a huge middle class is the driver for various businesses. This class along with its ambition to grow and use the fruits of purchasing power always allows products to be accepted .Democracy allows every Indian to function and plan on freely within legitimacy, without the biases of religion. Further , he talked of our vast diversity enables us for many more business opportunities as ideas from one region could be sold in another. Our diversity also makes an Indian consumer to more open to new products and items.
Lastly Mr Pandit threw light on going green by companies .Hence innovation in this aspect are essential for ensuring a safer Earth .The innovations on hybrid cars using electricity could be the future of automotive industry. Urging us to adhere to green concepts and innovations as we will part of businesses.
Mr Pandit ended his beautiful speech thanking all dignitaries and urged us students to take up the future with responsibility and curiosity .The spirit of entrepreneurship will make us leaders may be as a company owners or even as normal employees .
It was memorable and enlightening experience to escort Mr Ravi Pandit and also listen to his beautiful and apt speech.

Chairman and Chief Creative officer, Contract Advertising


The man with numerous awards including Art Director of the Year Award twice at the Advertising and Marketing national awards, Ravi Deshpande, started his speech with a theory based on the belief that unboxed ideas reverse the ageing process of brands making them younger and more desirable. He explained that we today live in boxes, work in boxes and sleep in the night with a belief that we have worked very hard today. He focused on thinking out of the boxes to become creative in one’s life.
He encouraged us to get inspired by all different means that come through our life. Each source of inspiration that he suggested was shown through multiple ads. The first source of getting inspired is by leaders like Mahatma Gandhi, Winston Churchill and Steve Jobs etc. It was all shown in an inspiring video of all the world’s great leaders. Next source is by ordinary people. These days, many big brands use ordinary people for their advertising which has now become a creative thinking approach in the field of advertisements.
The other part of his speech included how the current advertising industry uses the inspiration by wildlife and children. He explained that movies, music and surroundings have great impact in today’s advertising world. The different videos shown consist of all different advertising appeals including humour appeal, emotions appeal and sex appeal. While some ads were related to be getting inspired by the history the others were by the current technology.
Overall, his whole speech was focused on the importance of creativity and out of the box thinking in advertising world. The one hour he spoke was indeed a great inspiring and learning session for all of us and the people enjoyed themselves watching all such humorous and creative ads.

Chairman: Contract India network.

Mr.Ravi Deshpande, Started his career in 1985 as an art-director with Clarion followed by Ogilvy & Mather. In 1987,he joined Contract, a newly formed JWT company. Within 10 years, he turned the place into a melting pot of the best creative minds in India, and led the agency to win over 400 local awards for creative excellence along with awards at Cannes, One Show, D&AD, and the other international festivals.

Contract went on to win Agency of the Year at the Advertising & Marketing national awards four times and the Agency of the Year in Ad Club Bombay, in 1999. This resulted in Contract being the best creative force in the country.

At an individual capacity, Mr.Ravi Deshpande has won numerous awards including Art Director of the Year Award twice at the Advertising and Marketing national awards. In 1999, he was awarded Creative Professional of the Year at the Strategic Marketing Management programme organised by McKinsey & Co.

He was also awarded for "Outstanding Contribution to the Advertising Industry in India" by one of India’s top management institutes.

After a long and successful inning at Contract, in August 2001, he started "Lemon" in alliance with Euro RSCG Worldwide. Alongside, did the job of guiding Euro RSCG Indian Subcontinent and the Middle-East, as Chief Creative Officer in an advisory capacity. In 2005, he was invited back to Contract as Chief Creative Officer for the region, in order to set a new direction for the agency.

He crafted the Contract way of working through recent book: “Grow Young”. A theory based on the belief that un-boxed ideas reverse the ageing process of brands making them younger and more desirable.

He has also been a judge at major international award festivals like the One Show, Cannes Advertising Festival, D& AD and Clio. He was Honoured as one of six living legends of Indian advertising in the last 50 years by the Advertising Club, Madras (India).

Abhijeet is a Director with the Advisory practice at PricewaterhouseCoopers. He responsible for providing services to Consumer & Industrial Products sector and Financial Services sector clients nationally and globally.

Abhijeet has over 15 years of experience in operations & technology consulting, human resources, developing and implementing process and organizational strategies, implementing applications and data solutions, managing an IS function, the design and implementation of Process and IT shared service and offshore solutions, managing the web channel for a direct insurer, and corporate development (strategy, mergers and divestitures) working with Price Waterhouse (Canada), PricewaterhouseCoopers (Canada and Europe), IBM Europe, Royal & SunAlliance - UK, Progeon (Infosys BPO), Cummins and NIBM.

His clients today and in the past, to name a few, include Aditya Birla Group, Serum Institute, Kalyani Steels Limited, Voltas, Walchandnagar Industries, Persistent Systems, John Deere, Bank Of Maharashtra, Pierberg India, Zensar, PMC, Suzlon, BP Europe, Kotak Life, Sula Wines, ICICI Prudential AMC, NASSCOM, MWH Global, The Great West Life Group, ADP Brokerage Services, Hartford Insurance, Standard & Poors Comstock, New India Cooperative Bank, Canada Customs and Revenue Agency.

Abhijeet spent his early years in the profession based in Toronto, Canada from 1994 till 2001 and then based in London, UK he executed assignments across Europe from 2001 till 2006, post which he returned to India.

He was born on the 26th February, 1972, in Montreal, Canada and holds dual citizenship of Canada and the UK. He schooled at Loyola’s in Pune and is a post graduate from BMCC and Symbiosis (International Business) in Pune and is a Certified Management Consultant from the Institute of Management Consultants in the UK.

SIIB presents Leadership Series 09

Mr. P. P. Chhabria is the Chairman of the Rs. 4000 crore (USD 950 million) Finolex Group of India. Finolex is a well diversified conglomerate with interests in total cables solutions, Petrochemicals, PVC Resin, Pipes & Fittings, Agricultural Drip Irrigation systems, and Education sectors of the economy. Finolex has recently set up a new venture which is a Radio Frequency Identification (RFID) System Integration Company by the name of Infotek Software & Systems (P) Ltd. RFID has found its applications across verticals for easy, effective and efficient identification and tracking of living and non-living entities.

The Group’s growth has been led by synergy and integration of its various business operations. Finolex has over the years established its reputation as an innovative leader and quality manufacturer by continuously upgrading technology, modernizing manufacturing facilities and maintaining the highest standards in quality and service.

Finolex today has twelve manufacturing facilities spread across Uttarakhand Roorkee and Maharashtra, Goa on the Western Coast of India employing more than 5000 personnel. The Groups plants are accredited with the IS / ISO 14001 certifications and Six Sigma. Finolex products have won recognition from prestigious agencies such as Underwriters Lab, USA etc and are market leaders in their respective fields. These products are marketed by the representative offices across the length and breadth of India. Finolex also has substantial interests in the export market and has won several awards in this area. Recently they have set up an office in Dubai.

Finolex is bestowed with the Superbrand status, and is India’s only Superbrand cable Company.

The group is in the process of setting up two major projects of 43 MW Thermal power station to be commissioned and at later stage a 1050 MW power project. They are also developing a private port at Ratnagiri.

Finolex actively purses a number of Philanthropic activities. It set up the Hope Foundation of Pune in the year 1979 (year of the child). Finolex actively supports the Foundations activities in the field of education and medical assistance. The Foundation has been instrumental in the setting of Finolex Academy of Management Technology (FAMT) and the International Institute of Information Technology (I²IT). I²IT was dedicated to the nation at the hands of Shri A. P. J. Abdul Kalam Honorable Former President of India on May 28, 2003. I²IT has recently entered into Joint Ventures with universities in Thailand, Indonesia, South Korea, Russia and USA in order to set up collaborative learning centers.

The group is in the process of setting up a hospital and a school at Ratnagiri the Foundation stone of which was laid by the Hon’ble Minister for Agriculture Shri. Sharad Pawarji. The Andhra Pradesh Government has offered 50 acres land to the Finolex Group for starting a school at Tirupati, the foundation stone for this project was laid by Hon’ble Minister Dr. Y.S. Rajasekhar Reddy recently.

A highly respected figure in the Indian Industry, Mr. P. P. Chhabria is a member of the Executive Committee of the Federation of Indian Chambers of Commerce & Industries (FICCI). He has also served as the President of the Maharatta Chamber of Commerce Industries & Agriculture (MCCIA). Mr. Chhabria also serves on the board of several prominent companies in India. He is a member of the “Bharat Siksha Kosh” a committee set up by the Ministry of HRD, Government of India and is a member of the Board of Advisors of the Goa Institute of Management. Mr. P.P. Chhabria is a member of the Board of Governors of the National Institute of Industrial Engineering, Mumbai (NITIE) and the National Institute of Technology, Srinagar. He is also appointed as the Chancellors nominee on the Management Council of the University of Pune.

Under Mr. Chhabria’s dynamic leadership Finolex was presented the Harvard Business School and Economic Times Award for the Best Corporate Performance and also has been recognised as one of the Hidden Champions of the World by World Link Magazine published by World Economic Forum, Geneva.

Hard Work, dedication, quality service and integrity have been key factors that have given Mr. Chhabria an eminent place among the nation’s industrialists. He is the recipient of many prominent awards among them being “Successful Businessman of the Year Award” by the Priyadarshini Academy for his outstanding contribution to the industry. He was awarded the “Pune’s Pride for Excellence in the Corporate World” by Residency Club and the “Udyog Ratna Award” by the Delhi Telgu Academy. He has been conferred the “Pimpri Chinchwad Bhushan Award” in recognition of his meritorious work in the industry. Mr. Chhabria received the award from Giants International the first and only India based International service organization for his outstanding contribution in the field of “Business and Industry”. Mr. P.P. Chhabria was recently presented “Sindhu Gaurav” award by The International Sindhu Chamber of Commerce, Pune for his contribution to Indian manufacturing Industry, Higher Education & Service to the Community.

Prahlad Chhabria, has been honoured at the prestigious Institute of Directors in London with a silver platter in recognition of his contribution to 'entrepreneurship'.

Chairman of the UK-India Business Council Lord Karan Bilimoria presented on 6^th May 08 the silver platter at a function organised to celebrate the launch of Chhabria's autobiography 'There's no such thing as self-made man', a fascinating book depicting his rise from humble beginnings to Chairman of a leading Indian business enterprise.

Mr. Chhabria’s autobiography was released at Pune on the 8^th of March 08 by the Hon’ble Finance Minister Shri. Jayantrao Patil.

Pursuing other interests, Mr. Chhabria has traveled widely and is an avid reader. He also takes keen interest in spirituality and takes time off to visit several holy places.

The pre-events team is hosting few events for all the three colleges of SIC. We invite SIIB students to take part in these events, have fun & win some exciting prizes.

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1.‘ENTREPRENEURSHIP WORKSHOP’

Be there to know what it takes to chase your dreams!

An interactive session with young enthusiastic European entrepreneurs.

Date: Wednesday, 9 September 09

Venue: - SIIB Assembly Hall

Time: - (5 PM – 7 PM)

For details, contact:

Vikas: 9372959830, Kavita: 9730081067, Nidhi: 9223352415

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2. The game of “THE QUEST”

Hunt for the treasure…fight for the honours

So come join us

On 9th Sept ‘09

At SIC Atrium, At 6:45 p.m.

Entries on the spot. “First Come First Serve”

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3.The ultimate Selling Game

RICHIE – RICH

Think….Sell…..Earn

You start with 300 bucks and a business idea. It could be from selling lemonade to playing games. The bottom line is….. After three hours, the team with the max profits wins.

Date: Thursday 10 September 09
Venue: - Near SIC Cafeteria
Time: - (5 PM – 8 PM)

Entry (Groups 0f 3) By prior Registration Only

Contact: Rohit Jain : 9730081084, Parul: 9766909774, Soumya: 9730448230

Rules:

• It’s a team game, where a team of 3 needs to be formed.
• You need to convey to us your idea in approximately 5 lines to gain entry in the game
• You need to make an investment of upto Rs. 300 in items that you need for the game
• This investment will be made using your own finances.
• You can only sell the stuff that you have bought using the investment made.

David Wittenberg
The Innovation Workgroup(Delhi),

An exceptionally versatile business leader with over 30 years of consulting, training, management and entrepreneurial experience, David brings global best practices in the discipline of innovation to leading Indian and multi-national corporations. The author of The Executive’s Guide to Innovation (Cresthaven, 2008), David is an alumnus of one of the world’s leading innovation labs, the Advanced Concepts and Technology group at Pitney Bowes, a Fortune 500 office technology corporation. Prior to establishing The Innovation Workgroup, David worked as an independent management consultant for such firms as American Express, AT&T, Kelly Services, Philip Morris, Standard & Poor’s and UPS. His successes include launching a ground-breaking entertainment product that exploited an innovative distribution channel to achieve record sales, turning around a consumer services company from the brink of bankruptcy, developing the most successful continuity marketing program in the history of a collectibles firm, researching and writing a best-selling guide to electronic invoicing, and increasing the client base of a business services firm by 50% in two years. In his early career, David served as marketing director of an industrial equipment company and a vertical application software firm, as a product manager at two direct-response marketing companies, and as an international trader. David earned his MBA in international management with honours from the Thunderbird School of Global Management, where he served as a research assistant and co-wrote three business cases. A highly-rated speaker, he has lectured on innovation, marketing, strategy, entrepreneurship and salesmanship. In addition to his consulting work, David is a published songwriter and an inventor with two patents to his credit. He is fluent in French, can conduct business in Spanish and Portuguese and has studied four other foreign languages. David’s volunteer activities include teaching and singing at his church, serving one term as president of his state’s chapter of Mensa, and ongoing service as a Thunderbird Global Ambassador. The father of two adult children, he and his wife, Pat, maintain homes in New Delhi, India and Southfield, Michigan, USA.