Podcasts about Jugaad

Bienvenue sur la Radio Circulab (ex Activer l'Economie Circulaire) Pour ce 34ᵉ épisode du podcast Activer l'économie circulaire, je suis partie à la rencontre de Navi Radjou. Originaire de Pondichéry, Navi partage sa vie entre la France, les États-Unis. Après avoir travaillé pour IBM et Forrester Research, il se dédit depuis une quinzaine d'année à l'enrichissement d'une démarche d'innovation inspirée des pays émergents, le principe de faire plus avec moins. En Hindi, ce mode de pensée et d'actions, orienté optimisation et sobriété, se traduit par JUGAAD, et s'utilise pour qualifier le détournement d'objets ou de situations pour en multiplier les fonctionnalités : un véhicule fabriqué à partir de pièces récupérées, un réfrigérateur en argile qui fonctionne sans électricité, une bouteille de javel qui permet de produire de la lumière après avoir été exposée au soleil. Ces "systèmes D", sont bien plus que de simples solutions à des petits problèmes du quotidien : Navi base ses travaux de recherche, de formation et d'écriture sur l'application des principes du JUGAAD à l'innovation à impact positif. Des principes qui, appliqués au management, au design produit ou encore à la création de modèle économique, permettent de développer des solutions à forts impacts, avec peu de ressources financières, naturelles ou techniques. Dans cet épisode du podcast, Navi nous parle de son parcours, mais aussi de beaucoup d'autres choses : sa peur des arbres en hiver, son enfance en Inde, son expérience avec des acheteurs de grandes multinationales. Merci Navi pour ton partage et ton travail. Bonne écoute. Et vous pouvez aussi lire son dernier livre : Le guide de l'innovation frugalePour aller plus loin : Baladez-vous sur notre site internet (tout neuf) ; Téléchargez nos outils sur la Circulab Academy ; Inscrivez-vous à notre newsletter ; Envoyez-nous vos retours ou suggestions sur Linkedin : Justine Laurent et Brieuc Saffré.

TISS is a weekly podcast where Varun, Kautuk, Neville & Aadar discuss Crazy "facts" they find on the internet. So come learn with them...or something like that. This week the boys are discussing on 'Indian Jugaad'To support TISS, check out our Instamojo: www.instamojo.com/@TISSOPFollow #TISS Shorts where we put out videos: https://bit.ly/3tUdLTCYou can also check out the podcast on Apple podcast, Spotify and Google podcast!http://apple.co/3neTO62http://spoti.fi/3blYG79http://bit.ly/3oh0BxkCheck out the TISS Sub-Reddit: https://bit.ly/2IEi0QsCheck out the TISS Discord: / discord Buy Varun Thakur's 420 Merch - http://bit.ly/2oDkhRVSubscribe To Our YT ChannelsVarun - https://bit.ly/2HgGwqcAadar - https://bit.ly/37m49J2Neville - https://bit.ly/2HfYlWyKautuk - https://bit.ly/3jcpKGaFollow Us on Instagram.Varun - / varunthakur Aadar - / theaadarguy Neville - / nevilleshah. Kautak - / cowtuk Producer- Rupika KhereChannel Artwork by OMLThumbnail - OML

As part of the fifth edition of Social Making: “the UK's only biennial symposium dedicated to socially engaged art practice, co-creation, and place-making” Kim Wide and Anurupa Roy led a workshop exploring the implications of jugaad. Kim Wide works as the founder and director of Take A Part. Anurupa Roy works as an award-winning puppet designer and director of puppet-based theatre. The BBC has described jugaad as “an untranslatable word for winging it”. The word exists in Hindu, Urdu and Punjabi and describes using whatever you have to hand to make something you need; a process of frugal improvisation. In this episode Sophie Hope and Hannah Kemp-Welch talk to them about the workshop; about the nature of jugaad, as a global practice of subversion by radical practice,; the collective politics that fuel jugaad; and what it might actually mean in an English, or European, context. Note: Social Making iteration 5 took place at Brix on October 10 and 11, with support from the Calouste Gulbenkian Foundation.

Historical examples, like the 1971 INS Khukri incident & Pulwama-Balakot in 2019 incident highlights the dangers of inadequate military preparation. Investments should focus on crucial but often overlooked areas such as long-range artillery, drones, smart ammunition, and advanced air defence. Small budget increases or aggressive privatisation could fund these needs, ensuring robust defence capabilities and deterrence against China and Pakistan. Editor-in-Chief Shekhar Gupta says in this week's #NationalInterest ----more----Read this week's National Interest here: https://theprint.in/national-interest/india-must-spend-right-for-two-front-deterrence-jugaad-against-china-pakistan-wont-cut-it/2358851/

Ben Owden in a conversation with Dr. Simone Ahuja, best-selling author, keynote speaker, and CEO of Blood Orange, a global innovation strategy firm. Simone talks about Jugaad innovation, a frugal and flexible approach to problem-solving under constraints. She shares how embracing scarcity can actually fuel creativity and drive meaningful innovation from within organizations. Learn about intrapreneurship and practical strategies to overcome organizational resistance, align teams with a Massive Transformative Purpose (MTP), and unlock your team's creative potential. If you're ready to turn limited resources into significant breakthroughs, this episode is a must-listen!Get in touch with Dr. SimoneFollow Dr. Simone on LinkedInImportant Links*Join Thrive in the Middle Today!*Book WhyLead to Train Your Teams*Explore Our ServicesSocial Media*Ben Owden's LinkedIn*Ben Owden's Twitter 

In this episode, Sumeet Mehta, co-founder and CEO of Leadership Boulevard, more popularly known as Leadschool, offers a quick update on the company's latest product. Techbook, as they're calling it, is actually a physical textbook, designed and engineered to comprise scannable pages that link up with an AR solution. This opens up a world of interactive content for students, and, alongside an AI-based reading assistant, makes learning a more personalized experience. Mehta hopes to put Techbooks in the hands of 4-5 million students by 2028.

In this episode, we sit down with Pankaj Vermani, founder and CEO of Clovia, one of India's most successful lingerie brands. From building the business from scratch to selling a majority stake to Reliance, Pankaj opens up about the journey and the lessons learned along the way. We dive into how Clovia stood out by balancing premium quality with affordability, a strategy that has resonated deeply with consumers across India. Pankaj shares how controlling the supply chain was a game-changer, helping Clovia maintain quality and keep prices accessible, even as the brand scaled rapidly. He also explains why the word "jugaad" doesn't fit with Clovia's approach and how real innovation comes from sustainable processes. As a seasoned entrepreneur, Pankaj reflects on the challenges of moving from online to offline retail, how the pandemic impacted their business, and the importance of understanding the evolving needs of Indian consumers. He shares fascinating stories of navigating supply chain obstacles and unexpected customer insights that shaped the company's product development. Pankaj also gives a glimpse into his personal life, talking about what it's like to build a business alongside his wife and co-founder, and how the support of his team carried the company through difficult times. Whether you're an entrepreneur, a marketer, or simply interested in the inner workings of one of India's top brands, this episode is full of valuable takeaways. 0:00 - Introduction 2:24 - Starting Clovia and advice for future founders 5:52 - How product passion drives founders 10:12 - Unique things Pankaj did in 2015 14:02 - Why Pankaj dislikes the word “JUGAAD” 15:13 - Insight and action taken 18:59 - Indian consumers want value for money 20:52 - Early customer communication 21:35 - Delivering premium quality at affordable prices 25:52 - New product development process 29:31 - Balancing quality vs data 31:32 - Managing inventory at Clovia 33:57 - Insights that changed Pankaj's views 36:52 - Why customers choose Clovia 41:45 - Clovia's retail strategy 45:27 - Retail footprint advice for founders 49:27 - Clovia's market distribution 55:02 - Lessons from Reliance 57:26 - How friends describe Pankaj 1:01:52 - Help Pankaj received on his journey 1:04:12 - Core values and challenges in Pankaj's journey 1:09:00 - Outro Instagram of Jivraj: instagram.com/jivrajsinghsachar #indiansiliconvalley​ #isv​ #indiansiliconvalleypodcast​ #isvpodcast​ #jivrajsinghsachar​ #entrepreneurship​ #startups​ #finance​ #leadership​

Before you go for longer cruise or sailing, you need to hear this! Discover essential tips for making the most of your long duration cruise in this episode of 5 Minute Travel Tips with Neil. Learn how to pack smart, stay healthy, manage your budget, and stay connected while at sea. Whether you're a first-time cruiser or a seasoned sailor, Neil's practical advice will ensure smooth sailing and unforgettable memories. Tune in for quick, easy-to-follow tips to enhance your cruising experience!If you like this episode, check out our other interesting episodes on:Top Tips to Avoid Scams: Smart Advice for Indians Travelling to AbroadHow can you stay safe and survive in the case of an avalanche? (just in case)Jet-Set Style: Dressing Smart for Seamless TravelThe Ultimate Bungee Jumping Guide,5 Ways To Beat Jet Lag,Tails & Trails: Exploring Pet-Friendly Countries and much more!Get in touch with Neil Patil on his socials - Twitter, Instagram and LinkedinLet us plan your next vacation! Check out https://www.veenaworld.com/Catch the latest episode on your preferred podcast listening platform -Spotify, Apple Podcasts, Google Podcasts, Amazon Music, JioSaavn and Wynk. 

Join Neil for a quick journey into the world of travel fashion! In this episode, Neil shares essential tips for dressing comfortably and efficiently for a longer journey. Understand why jeans might not be your best companion, the transformative power of comfortable shoes and compression socks, the importance of a wide adjustable belt, and why less jewellery means less hassle. Tune in for 5 min of expert advice that will elevate your travel wardrobe and ensure a stress-free journey every time.If you like this episode, check out our other interesting episodes on - 5 Ways To Beat Jet Lag, - Tails & Trails: Exploring Pet-Friendly Countries, - 5 Cat Kingdoms For Your Next Destination, and much more!Get in touch with the host on his socials - Neil Patil: Twitter, Instagram and LinkedinBook your holidays here at https://www.veenaworld.com/Catch the latest episode on your preferred podcast listening platform -Spotify, Apple Podcasts, Google Podcasts, Amazon Music, JioSaavn and Wynk. 

Bienvenue sur la Radio Circulab (ex Activer l'Economie Circulaire) Pour ce 34ᵉ épisode du podcast Activer l'économie circulaire, je suis partie à la rencontre de Navi Radjou. Originaire de Pondichéry, Navi partage sa vie entre la France, les États-Unis. Après avoir travaillé pour IBM et Forrester Research, il se dédit depuis une quinzaine d'année à l'enrichissement d'une démarche d'innovation inspirée des pays émergents, le principe de faire plus avec moins. En Hindi, ce mode de pensée et d'actions, orienté optimisation et sobriété, se traduit par JUGAAD, et s'utilise pour qualifier le détournement d'objets ou de situations pour en multiplier les fonctionnalités : un véhicule fabriqué à partir de pièces récupérées, un réfrigérateur en argile qui fonctionne sans électricité, une bouteille de javel qui permet de produire de la lumière après avoir été exposée au soleil. Ces "systèmes D", sont bien plus que de simples solutions à des petits problèmes du quotidien : Navi base ses travaux de recherche, de formation et d'écriture sur l'application des principes du JUGAAD à l'innovation à impact positif. Des principes qui, appliqués au management, au design produit ou encore à la création de modèle économique, permettent de développer des solutions à forts impacts, avec peu de ressources financières, naturelles ou techniques. Dans cet épisode du podcast, Navi nous parle de son parcours, mais aussi de beaucoup d'autres choses : sa peur des arbres en hiver, son enfance en Inde, son expérience avec des acheteurs de grandes multinationales. Merci Navi pour ton partage et ton travail. Bonne écoute. Et vous pouvez aussi lire son dernier livre : Le guide de l'innovation frugalePour aller plus loin : Baladez-vous sur notre site internet (tout neuf) ; Téléchargez nos outils sur la Circulab Academy ; Inscrivez-vous à notre newsletter ; Envoyez-nous vos retours ou suggestions sur Linkedin : Justine Laurent et Brieuc Saffré.

Tune into this 5th episode of a 10 Part series, "Designer's Digest” with Saif Faisal, A new breed of bold Contemporary designer and founder of SFDW This series is created by Audiogyan in partnership with @godrejdesignlab Designer's Digest series is about Design as a profession, it's daily grind, the secrets to climbing the design career ladder, and what edge we'll need to thrive in the captivating world of design. Massimo Vignelli's once said, “If you can design one thing, you can design everything.” Even in our part of the world, somewhere in 15 hundred.. Mirza Khan Abdul Rahim once said, “Ek sadho, sab sadhe”.. Saif completed his training as an Architect from RV School of Architecture in 2010-11, alongside designing and participating in Formula SAE-Racing with the Mechanical engineering students at the college, where he acquired diverse experience in design, manufacturing, and technical know-how. After college, he went on to learn woodworking. These diverse formative explorations gave him a polymathic learning experience. His work draws heavily from his understanding of Anthropology, Processes, and Technology, which is very integral to his creative explorations. The deep appreciation he cultivated of ‘Essentialism' from racing is revisited in his Design and Architecture. Saif is involved in guest lectures and talks at design and architecture schools. Apart from being an avid motorcyclist and a lover of cafe racers, he is into boxing and pursues his culinary interests rather seriously. Questions You've done architecture, lifestyle products, furniture, jewelry, accessories and more. How do you define your work? You also have diverse interests, from motorcycling to boxing and cooking. How do these pursuits influence your creative process? Who according to you is a designer? You talk about “Essentialism” - What is the essential quality to become a designer? What is the difference between Essentialism and Minimalism according to you? Is Essentialism more inclusive than minimalism? Lets take Loup of example. You draw inspiration from sociology, philosophy, and anthropology. How do these disciplines inform your understanding of the human experience, and how does that translate into products you create? Any example of a product you made? If I can take the liberty to say, Art is expression while design is functional, responding to a problem. Where and how do you see art and design lines blurring, given your work deals with higher levels of aesthetics. Why do you call wood to be a humble material? What did you learn in wood work? What made you consider learning that? How can it help any designer interested in making physical products? Do you see geometric forms as a universal language? Do you see that in Indian history or culture? How have you borrowed this universal language and contextualised for India? May be you can explain with the lamps that you have made? Where are you on Massimo Vignelli's quote, “If you can design one thing, you can design everything.” How comfortable the journey has been to switch domains? What advice would you give anybody who has such wide range of interests? or does one need to master something before traversing? You often talk about Indian design education need to level up. Our work needs to appeal to a global audience. What do you mean exactly? Where are the gaps? What can be done about it? We have often seen us using Jugaad as one of the primary methods of innovation. What is you take on that? What do you wish from the new “Make in India” generation? How can they push the boundaries of design? Reference Reading https://www.saif-faisal.com/ https://www.instagram.com/saiffaisal.designworkshop/ https://www.platform-mag.com/design/saif-faisal.html https://www.linkedin.com/in/saif-faisal-51247315/?originalSubdomain=in

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Artificial intelligence is everywhere in the news these days, and most people by now have had an opportunity to interact with Chat-GPT, a tool that lets users enter prompts to receive humanlike images, text or videos that are created by AI. This week Shawn is joined by tech enthusiasts Clement, Jugaad, and Nolan to talk about the different ways AI has improved accessibility in certain applications before experimenting and seeing just how much Chat-GPT can teach people about blindness. Chat-GPT says … you don't want to miss this episode! Blind Beginnings' mission is to inspire children and youth who are blind or partially sighted and their families through diverse programs, experiences, counseling and peer support, and opportunities to create fulfilling lives. Visit us online at www.blindbeginnings.ca to find out more.

This episode features a conversation between Nakita and Ganesh Nayak on the intersection of sustainability and accessibility in the built environment. Ganesh shares his journey from being an architect to starting his own consultancy focused on sustainability and accessibility. They discuss the challenges of retrofitting historic buildings and the need to go beyond compliance with accessibility codes. Ganesh emphasizes the importance of designing for invisible disabilities and creating inclusive spaces. They also touch on the inequities in schools and the power of well-designed spaces to promote equity. The conversation concludes with a discussion on designing for the margins and creating spaces where everyone can thrive.Building Highlight: include basic informationLinks:Framework for Design Excellence: https://www.aia.org/design-excellence/aia-framework-design-excellenceCOTE: https://network.aia.org/communities/community-home?CommunityKey=3b790506-aca5-4eff-aaf6-8a7b553dc0efAIA guidelines for equitable practice: https://www.aia.org/resource-center/guides-equitable-practice Metier, inc: https://www.metierinc.net/about.htmlARTICLE: Atlanta Journal-Constitution: "A Special Needs family during Covid-19" https://drive.google.com/file/d/1v6ernHxTLPc7OteO6NNIrDkOqPFk7pjH/viewARTICLE: Ekistics and the New Habitat Journal. 2020, Volume 80, Issue No. 2, Article "Accessibility in Urban Spaces: The Potential and Limits of Jugaad" https://drive.google.com/file/d/1uxTBk3ey9wk_ICHz49FUlTtLQL-kiVQS/view?usp=sharingTangible Remnants on InstagramTangible Remnants WebsiteLinkedTr.ee for resourcesEarn CEUs for listening to this podcastSignup for Ask Me Anything w/ Nakita ReedGabl Media NetworkSarah Gilberg's MusicBio: Ganesh Nayak, AIA, NOMA founded Metier Inc. in Atlanta, GA consulting on sustainable design and accessibility. Growing up in India, he did his undergraduate studies in architecture before acquiring a graduate degree from Kansas State University. He worked in architecture in St. Paul, MN, and Wichita, KS before moving to Atlanta, GA. He has published, taught, and presented extensively on architecture, sustainability, and accessibility. Ganesh and his wife Sitara are fully involved in the daily care of their young-adult son with developmental disabilities, and he brings this personal experience and voice to bear on issues of

Maneet Gohil, started Lal10 as a side hustle while in college and after a roller coaster journey of multiple pivots, scaled it to a ₹200cr ARR business.Lal10 is an asset light manufacturer. Think of it as an Oyo Rooms model for Indian craft manufacturing. They build the market connection and generate demand, and in the back end, digitize small scale factories to manufacture, thereby helping Indian handcrafted textile suppliers to make their inventory available on global platforms.He talks about: How to scale a side-hustle successfully How the ‘Jugaad' culture works in the Indian creative manufacturing sector and how to use it to make a profitable ‘dhanda' How to sell in dollars and spend in rupeesGet notified about the latest releases and bonus content by subscribing to our newsletter at founderthesis.com

This week we cap off our three part discussion about having sighted friends and acquaintances by inviting some of our high school aged youth to discuss what the experience of meeting new people in the high school environment is like. Shawn welcomes co-hosts Leena, Jugaad, and Nolan to provide insight and their own experiences being the only youth who are blind or partially sighted at their schools or, even, in their communities.  Blind Beginnings' mission is to inspire children and youth who are blind or partially sighted and their families through diverse programs, experiences, counseling and peer support, and opportunities to create fulfilling lives. Visit us online at www.blindbeginnings.ca to find out more.

Sanjeev Bikhchandani is an Indian Billionaire, the Father of Indian Entrepreneurship. He built the first major digital-first company of our generation - Info Edge Group and successfully listed it into a phenomenal digital conglomerate Naukri.com, Jeevansaathi.com - INR 685.94 Billion. Info Edge is also a major investor in two of India's largest new-age startups - Zomato and PolicyBazar, which are both public companies and huge outcomes for the ecosystem. Through this episode, we uncover a bunch of interesting topics to leverage Sanjeev Sir's generational experiences. Tune in to get all insights from the episode. 00:00 - Preview 00:46 - Introduction 01:52 - Customer Money or Investor Money 05:15 - The India Story 11:00 - Success or Survival? 13:05 - Jugaad since 1990 15:31 - Outlier Founders 19:20 - The Zomato Story 26:28 - What does the Public Market not get about Startups? 30:24 - Operator Investors or Career Investors 33:15 - Governance 41:44 - Long Term? 43:04 - New Age India & Founders 47:39 - The Consumer of India 49:50 - Power of Education 55:00 - Young India 1:01:15 - Mistakes during the 33 years! 1:05:06 - Meaning of Money? 1:07:25 - Interesting Conversations 1:10:56 - Hustle beyond 35 years 1:12:46 - Final Learnings

Urmila Mohan is an anthropologist who established the Jugaad Project, an open platform for publishing articles on material culture. Here are some of the topics covered in our conversation: The meaning of jugaad as everyday innovation The need for an open global platform to share articles in material culture How published articles benefit their subjects Prayer beads as spiritual technology that is only partly replaced by fidget spinners Articles on bamboo weaving in Java and the infrastructure of Durga Puja in India The new book publication https://www.thejugaadproject.pub http://www.urmilamohan.com/ https://www.thejugaadproject.pub/home/likhai-wood-carving

Have you struggled with turnover post-pandemic? Looking for insights on adapting and fortifying your agency? What about outsourcing strategies that enable growth? The pandemic has had a profound impact on the IT industry, with one of its major consequences being the mass exodus of employees, resulting in the loss of experienced staff members who had been with companies for 15 to 20 years. This has posed a tremendous challenge for IT companies, compelling them to adapt and fortify their processes. Today's guest is an Indian entrepreneur who managed to learn and adapt to these new challenges after previous experiences surviving failure and rising again in a new niche. Tune in to gain insights on scaling your agency and the benefits of outsourcing IT services. Shamit Khemka is the founder of SynapseIndia, a premier IT outsourcing company. They are a Microsoft-certified gold partner that provides software development, custom web and mobile applications with 23+ years of experience. Their focus is open-source frameworks and ecommerce. In this interview, we'll discuss: Surviving failure and turning it into opportunity. Choosing a niche and retaining top talent in a competitive industry. Keys to effective leadership at your digital agency.   Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources Agency Analytics: Tired of endless manual reporting in order to show your clients the value your agency delivers? It's time to check out AgencyAnalytics, the best automated client reporting solution for marketing agencies. Try it for FREE for 14 days when you head over to  AgencyAnalytics.com/Smart and sign up. It's time to see how life feels on the other side of manual reporting madness! Podcast Takeover!! Get to know your Smart Agency Guest Host: Dr. Jeremy Weisz is the co-founder of Rise25, an agency that helps companies launch and run podcasts profitably. He followed Jason's podcast and eventually joined the mastermind and has been a guest on the podcast before. Today, he's helping Jason bring something new to the Smart Agency podcast audience by interviewing a special guest and getting a new perspective to the show.   From Belly Up to Up and Running: Surviving Failure and Turning it into Opportunity Starting over after failure can be a daunting and challenging task. It requires resilience, determination, and a willingness to learn from past mistakes. However, it can also be an opportunity for growth and success. Shamit's current company is the result of starting over after his initial venture went belly up. Despite the failure, he saw an opportunity to try again with the computers and talented programmers he had left. This gave them the opportunity to explore new possibilities and start building websites and developing software. Shamit's mindset at the time was crucial in his decision to bounce back. He was young and willing to take risks, which allowed him to see failure as a learning experience rather than a setback. He also had confidence in his technological skills, receiving continued inquiries even during the dot com downfall. This indicated there was still a demand for their services, and they could leverage their existing resources to meet that demand. However determined, starting over required a strategic approach. In this sense, Shamit attributes his focus to what he learned during his participation in the MIT program, which provided him with valuable knowledge and insights that he could apply to his business. Of course, it was not easy, but it is possible. Rising from the ashes requires a positive mindset, a willingness to learn from past mistakes, and the ability to adapt and pivot. Finding a New Niche in a Mobile App Development At the time his first company went under, most people would've probably just gotten a job. Instead, Shamit decided to give entrepreneurship another try. His passion for technology played a significant role in his ability to persevere. He firmly believes in his ability to create and build a successful business using his technological skills. This new endeavor started with an offering of simple website and hosting services. With time, they also started developing straightforward software, as well as developing interesting projects with US companies. Slowly but surely his agency started moving between different technology solutions, which led to working in mobile applications. First, an EO mobile application built by Shamit himself, followed by hiring a mobile application developer. To date, the mobile division has grown to a team of 35 people. Advantages of Partnering with Indian Startups Shamit links his ability to think creatively and find solutions where none existed to a unique problem-solving approach known as "Jugaad" in India. For him, Indians are born entrepreneurs in a culture Jugaad refers to finding innovative and unconventional solutions when traditional methods fall short. Many people think of Indian labor as cheap labor and shy away from working with Indian companies. In reality, the Indian value proposition goes beyond affordability. Indian professionals have excellent English language skills, both spoken and written, which sets them apart from other countries and enables effective communication and collaboration with clients from around the world. Indian companies are hugely successful in mobile development, thanks in part to the availability of talent. With a population of over a billion people, Shamit estimates India has at least a million great engineers. This immense talent pool allows Indian companies to scale their operations and take on large-scale projects. Other than that, the biggest downside for their competitive stance versus other countries like Mexico is the time zone. For Shamit, this doesn't necessarily make things more complicated, considering the overlap between Indian and East Coast times at one point of the day and West Coast at the end of the day. This is enough of a window to have efficient communication with customers, deliver on a project, and achieve their goals. Retaining Top Talent in a Fast-Growing, Competitive Industry Recruiting and retaining top talent is a critical aspect of any successful business, and it is especially challenging in the fast-growing mobile development industry in India. Building a reputable brand and establishing trust with employees and clients is essential for attracting and retaining top talent. In his case, Shamit knew he needed to improve the agency's hiring process, which they did after participating in a program at MIT that focused on top grading. This program introduced a more objective and process-oriented approach to recruitment, reducing subjectivity in the hiring process. Another positive influence in improving their process has been studying the best practices in the industry and other verticals. However, when it comes to retention, Shamit admits it's been a tricky and challenging aspect. The IT industry is still in turmoil post Covid and what worked in the past seems to have no effect now, which meant it was time to get creative. At his agency, they offer loyalty leaves and loyalty bonuses, providing employees with additional time off based on their years of service. They also incentivize employees to take paid holidays and provide incentives for significant life events such as anniversaries, birthdays, and the birth of a child. These initiatives have proven successful in retaining employees and creating a positive work environment. They've also moved to using new tools like ChatGPT for copywriting and being overall less people-dependent. Proactive Systems, Outsourced Non-Essentials & Other Keys to Effective Leadership Shamit credits peers for leadership lessons that enabled growth. Chief among them - continuously evaluating processes, systems, and technology. Every 5 years as they expand, he reviews which processes must evolve. It was this proactivity that ensured a smooth remote transition during the pandemic. He also delegates non-core tasks through outsourcing. Why let yourself get distracted on these tasks when focus fuels success? External partners handle catering and other tangential activities. This liberates resources to deliver mobile mastery. And fun fosters engagement. Annual retreats including families strengthen bonds and morale. At work or play, Shamit's priority is a supportive culture. The whole person thrives when work has meaning and teammates feel like family. Do You Want to Transform Your Agency from a Liability to an Asset? If you want to be around amazing agency owners that can see what you may not be able to see and help you grow your agency, go to Agency Mastery 360.  Our agency growth program enables you to take a 360-degree view of your agency and gain mastery of the 3 pillar systems (attract, convert, scale) so you can create predictability, wealth, and freedom.

The Limitless Podcast goes international this week as Shawn welcomes Jugaad and Jinnie to the show for a fascinating discussion about life in India as a person who is blind or partially sighted. They discuss the cultural differences in how blindness is viewed as well as how day to day life as a blind or partially sighted person can differ from daily life in Canada.  Blind Beginnings' mission is to inspire children and youth who are blind or partially sighted and their families through diverse programs, experiences, counseling and peer support, and opportunities to create fulfilling lives. Visit us online at www.blindbeginnings.ca to find out more.

It is both Halloween and the last week of Blindness Awareness Month, so this week we've decided to do a bit of a monstrous mash-up of the two (kind of like a Reese's Peanut Butter Cup)! It's a full house on this episode as Shawn welcomes Jinnie, Acacia, Ishita, Jugaad, and Clement back for each to share what they would do if they each were “sighted for a day”. It's a fascinating conversation that you won't want to miss, and some of their answers may surprise you! Happy Halloween! Blind Beginnings' mission is to inspire children and youth who are blind or partially sighted and their families through diverse programs, experiences, counseling and peer support, and opportunities to create fulfilling lives. Visit us online at www.blindbeginnings.ca to find out more.

Vedant Rusty sits down with Anubhav Dubey ( @ChaiSuttaBar ) to dive deep into a wide range of topics Anubhav's unique take on life, including his surprising preference for a hectic lifestyle and his views on political figures like Modi Ji. The conversation then delves into Anubhav's entrepreneurial journey with Chai Sutta Bar (CSB), touching on the controversy surrounding its name and its expansion into global markets, particularly London. They also discuss the challenges of opening a store abroad and the competition with Chai Tapri. Food business enthusiasts will find valuable insights as they explore the idea of selling chai without sutta, CSB's plans for London, and the structure of the CSB team. Anubhav shares his thoughts on whether CSB still qualifies as a startup and his unique marketing strategies. The discussion takes intriguing turns as they delve into Anubhav's army of employees, controversies with political leaders, and his preference for hostels over hotels. They also explore Anubhav's business ethics and how CSB trains its employees. You will gain a deeper understanding of CSB's approach to standing out in a saturated market and the lessons learned from failed and successful experiments. Anubhav's perspective on market saturation and his take on Starbucks offer valuable insights. Towards the end, Rusty and Anubhav touch on Anubhav's upcoming premium business venture, Kafila, and how he effectively reaches his audience. They discuss the impact of COVID-19 on CSB, issues of betrayal and trust, and Anubhav's views on family, relationships, and marriage. The conversation wraps up with a glimpse into Anubhav's non-negotiables and partner compatibility, his philosophy on satisfying customers' egos, and how he manages his finances. Anubhav's commitment to working on an NGO adds depth to his character. Don't miss this thought-provoking and informative episode of "Stories with Rusty." #chai #storieswithrusty #anubhavdubey -- In this episode: 00:00 // Coming up 01:21 // Wait... Anubhav doesn't drink tea? 03:15 // Anubhav loves a hectic life 04:34 // Modi Ji 06:07 // CSB is a controversial name 07:40 // Street shops might not be good inspirations 08:53 // CSB going global 12:14 // How hard is it open a store abroad? 14:54 // Competition with Chai Tapri 16:30 // Food Business is easy? 17:27 // Why just sell chai not sutta? 19:00 // CSB plans for London 20:49 // What's Jugaad-in-Chief : CSB team structure 22:19 // Is CSB still a startup? 24:41 // Anubhav has an army 25:29 // Controversy with a political leader 27:51 // How does Anubhav manage his outlets? 28:30 // Why Anubhav prefer hostels over hotels? 30:43 // Indore might just be the best Indian city 32:23 // Clubbing is not for Anubhav 35:28 // Why to do business with childhood friends? 38:35 // What is against Anubhav's morals? 41:41 // How employees are trained in CSB? 42:47 // Anubhav's sneaky marketing 44:25 // How CSB plans to stand out? 47:28 // Failed and Successful experiments: Research and Development 49:10 // Market Saturation is good actually 50:24 // Problems with Starbucks 51:39 // Kafila : Anubhav's upcoming premium business venture 54:20 // How Anubhav reaches his audience? 55:40 // How COVID-19 was like for CSB? 57:00 // Betrayal and Trust issues 1:00:28 // Family, Relationships and Marriage 1:05:10 // Anubhav's non-negotiables and partner compatibility 1:06:40 // Satisfying customer's ego is necessary 1:07:38 // How Anubhav spends his money? 1:09:10 // Working on a NGO 1:11:47 // Wrapping up __ // Let's Connect If you're the Instagram type, https://instagram.com/storieswithrusty If you're the Twitter type, https://twitter.com/rustystories

J'ai découvert l'innovation Jugaad (alias innovation frugale) et Navi Radjou il y a tout juste 10 ans. Je dois avouer que j'avais été intrigué par ce concept. Il m'avait séduit par son bon sens et l'optimisme qu'il véhiculait. Un optimisme intact, que Navi est venu partager avec nous dans les studios de Visionary Marketing. Innovation Jugaad : … The post Français, REdevenez ingénieux ! appeared first on Marketing and Innovation.

When the guest is as sorted as mine has been in this episode, he shoots off answers as quickly as I can manage to think of questions. It is interesting to have a Mumbai-type conversation: Short, quick, to-the-point, yet making many questions light by being pragmatic instead of spouting philosophy - and it is not easy questions either - he talks about shifting businesses, how to manage client expectations, learning to adapt in these fast-changing times. A good peek into a good mind. Check it out. For the video, check www.youtube.com/c/thevaluesworkshop

An episode about misadventures like the unfortunate journey of the janky Titan sub & an ungrateful Everest rescuee. Alex has a couple of tales for the Jungle News section like how to get rid of annoying Monkeys & a thieving CIA doggo! Also, if you can't have onions..why even eat right? What's your fav Jugaad btw? 

Mohnish Pabrai's Q&A with members of the Finance and Investment Cell at SRCC, Delhi on June 14, 2023.   (00:00:00) - Introduction (00:02:25) - Investing basics in school curriculums (00:05:58) - Investing in improving yourself (00:12:21) - Dhandho investing; Jugaad (00:15:30) - Employment opportunities in India vs the US (00:19:55) - Moving from passive investing to active management (00:23:33) - Handling investing mistakes (00:24:39) - Nvidia (00:26:30) - Microsoft (00:31:51) - Democratizing investing (00:33:56) - Better off focussing on the micro versus the macro (00:41:46) - Quality is more important than quantity (00:44:08) - ESG (00:47:28) - Venture Capital (00:52:27) - Bill Gates

Quand j'étais petit, on disait que les innovations arrivaient toujours des Etats-Unis. Ca mettait parfois plusieurs années mais force était toujours en train de constater que les américains étaient toujours en avance d'une innnovation par rapport à la France ou à l'Europe. Et puis sont arrivées les startups de la Silicon Valley avec suffisamment de créativité pour concevoir de nouveaux joujoux numériques et nous faire saliver par des salves d'innovations toujours plus attractives les unes que les autres. Et puis, et puis, un beau jour, on s'est aussi rendu compte que la créativité venait aussi d'Asie. Les férus d'innovation ont donc fait cap à l'Est pour saisir le vent des nouvelles technos et des nouveaux usages. Et puis, et puis, un beau jour, on se rendra compte que les innovations les plus intéressantes proviendront peut-être du Sud, là où l'innovation Jugaad, l'innovation ingénieuse sans grands moyens est probablement la plus belle car elle demande beaucoup beaucoup de créativité. Quand on n'a pas d'argent, il faut avoir encore plus d'idées, non ? Mais avant de faire le tour de la Terre, quelles sont les nouvelles tendances dans la Silicon Valley ? Que nous préparent les startups de San Francisco, Palo Alto, Mountain View, Cupertino, Santa Clara ou San José ? Pour en savoir plus sur ce qui se prépare, j'ai invité dans ce nouvel épisode du podcast

Zowat de hele wereld is op zoek naar manieren om te leven, te werken en te groeien met minder negatieve impact op onze planeet. De SDG's (de duurzame ontwikkelingsdoelstellingen) bieden een routebeschrijving en houvast om dat te bereiken. De SDG's zitten ook diep verankerd in het dna van B-tonic, de dochteronderneming van Baloise. In hun trendrapport "Wellbeing & Sustainability, fast forward naar duurzame groei" zoomen ze uitgebreid in op 5 van die 17 doelstellingen. En dat is de insteek van deze podcast met Siviglia Berto, General Manager B-tonic, en trendwatcher Herman Konings.Over wandelmeetings, een sta-secretaris; over de schadelijkheid van eenzaamheid en bonden van 'gepassioneerden', over 360° leren en creatief & kritisch denken; over paradoctrine en intellectuele ongehoorzaamheid; over the 'betterverse', Jugaad innovatie en more for less for more; over coöperatie in plaats van competitie; over duurzaamheid & welzijn en over de SDG's als kompas voor en betere wereld.Net geen 60 minuten kijk- en luisterplezier!Enjoy...

Dr. Simone Ahuja is the founder of Blood Orange, a global innovation and strategy firm headquartered in Minneapolis, USA. She is co-author of the international bestseller, Jugaad Innovation, called “the most comprehensive book yet on the subject” on frugal innovation by the Economist. This practical innovation playbook makes clear how and why leaders must support the passionate and purpose-driven “intrapreneurs” inside their organizations to drive innovation and achieve sustainable growth. Dr. Ahuja has served as an advisor to MIT's Practical Impact Alliance and Judge Business School at the University of Cambridge. She provides innovation and strategy advisory and consulting services to organizations including 3M, UnitedHealth Group, Procter & Gamble, Target Corp, Stanley Black & Decker, and the World Economic Forum. Dr. Ahuja is a regular contributor to the Harvard Business Review, a member of the Board of Trustees of the Walker Art Center in Minneapolis, and a practitioner of improvisational comedy. In this podcast, she shares:Why severe resource constraints often activate intrapreneurship and innovationThree things you need to put in place to unlock greater levels of internal innovationWhy bottom-up innovation is so important to include in your portfolio of innovation approachesThe mindset shift leaders and intrapreneurs should make to unlock greater levels of internal innovation__________________________________________________________________________________________""-Simone Ahuja_________________________________________________________________________________________Episode Timeline:00:00—Introducing Simone + The topic of today's episode2:05—If you really know me, you know that...3:14—What is your definition of strategy?6:24—Simone's biggest pet peeve6:54—Where do you see the link between strategy and innovation being broken?9:28—Could you talk about your idea of intrapreneurship?11:50—Could you explain the concept of "juugad"?15:06—Can you give us examples of these internal intrapreneurs who practice juugad innovation?18:33—What is something I haven't asked you'd like to talk about?22:02—How do you solve for intrapreneurial experience to encourage their abilities?24:32—Where can people follow you and keep learning from you?__________________________________________________________________________________________Additional Resources: Personal Page: https://simoneahuja.com/Linkedin: https://www.linkedin.com/in/dr-simone-ahuja-6b93a52/Twitter: https://twitter.com/simoneahuja?lang=en

Dr. Simone Ahuja is the founder of Blood Orange, a global innovation and strategy firm headquartered in Minneapolis, USA. She is co-author of the international bestseller, Jugaad Innovation, called “the most comprehensive book yet on the subject” on frugal innovation by the Economist. This practical innovation playbook makes clear how and why leaders must support the passionate and purpose-driven “intrapreneurs” inside their organizations to drive innovation and achieve sustainable growth. Dr. Ahuja has served as an advisor to MIT's Practical Impact Alliance and Judge Business School at the University of Cambridge. She provides innovation and strategy advisory and consulting services to organizations including 3M, UnitedHealth Group, Procter & Gamble, Target Corp, Stanley Black & Decker, and the World Economic Forum. Dr. Ahuja is a regular contributor to the Harvard Business Review, a member of the Board of Trustees of the Walker Art Center in Minneapolis, and a practitioner of improvisational comedy. In this podcast, she shares:Why severe resource constraints often activate intrapreneurship and innovationThree things you need to put in place to unlock greater levels of internal innovationWhy bottom-up innovation is so important to include in your portfolio of innovation approachesThe mindset shift leaders and intrapreneurs should make to unlock greater levels of internal innovation__________________________________________________________________________________________""-Simone Ahuja_________________________________________________________________________________________Episode Timeline:00:00—Introducing Simone + The topic of today's episode2:05—If you really know me, you know that...3:14—What is your definition of strategy?6:24—Simone's biggest pet peeve6:54—Where do you see the link between strategy and innovation being broken?9:28—Could you talk about your idea of intrapreneurship?11:50—Could you explain the concept of "juugad"?15:06—Can you give us examples of these internal intrapreneurs who practice juugad innovation?18:33—What is something I haven't asked you'd like to talk about?22:02—How do you solve for intrapreneurial experience to encourage their abilities?24:32—Where can people follow you and keep learning from you?__________________________________________________________________________________________Additional Resources: Personal Page: https://simoneahuja.com/Linkedin: https://www.linkedin.com/in/dr-simone-ahuja-6b93a52/Twitter: https://twitter.com/simoneahuja?lang=en

Synesthesia is the term for when you experience one of your senses through another. For example, you might hear the name "Alex" and see green, and people who have this ability are called synesthetes. This week Shawn welcomes Jugaad, Keisha, Jinnie, and Monty to the show, all of whom are synesthetes. They discuss the various different types of synesthesia, how it manifests for them and describe what it's like and the various ways it impacts their daily lives. If you've never heard of synesthesia or ever wondered what colour Tuesday is, you won't want to miss this fascinating episode! Blind Beginnings' mission is to inspire children and youth who are blind or partially sighted and their families through diverse programs, experiences, counseling and peer support, and opportunities to create fulfilling lives. Visit us online at www.blindbeginnings.ca to find out more!

n this episode, Himani and Shivam talks about the inside story and struggle about the Indian Celebrities, and Himani tells us "How to get your DREAM JOB" by doing JUGAAD!!

What do you do when you're tasked with solving a big problem using only the resources you already have? Dr. Simone Ahuja makes the case that with a growth mindset and a simple toolkit of strategies you can generate high-value solutions. Dr. Ahuja is the founder of Blood Orange, a global innovation and strategy firm headquartered in Minneapolis, and the co-author of the international bestseller, Jugaad Innovation. During the AFP 2022 Certification Keynote Breakfast, sponsored by PNC, Dr. Ahuja will share her five-step process to innovation that will help you gain support for new ideas and create greater impact. Want to hear more? Register for AFP 2022, October 23-26, in Philadelphia: https://conference.afponline.org/registration

A Jugaad is like a hack that combines a new thing that doesn't work anymore with an old thing that sorta worked, as a temporary solution. Now do it for Ethics. (note: due to technical issue, the last 3 minutes … Continue reading →

You will learn the meaning of Punjabi words ਮਾੜਾ, ਜਮਾਂ ਈਂ, ਕਬਾੜ, ਜਗਾੜ mada, jma ee, kbaad, jugaad. And will learn how to use them in conversation. The main purpose of this podcast is to teach you conversational Punjabi and things about Punjabi culture. I'll tell you the difference between textbook type Punjabi and real conversational Punjabi. I'll interpret the Punjabi language step by step. If your goal is to learn conversational punjabi then subscribe/follow the podcast If you wanna support me or want extra Punjabi stuff then check out my patreon Support the podcast on Patreon https://www.patreon.com/amrinder69 Get my free Punjabi pronouns ebook https://mailchi.mp/40bd16240e52/untitled-page Support through PayPal https://www.paypal.me/amrinder69 Youtube https://youtube.com/amrindermk #learnpunjabi Email: amrinder.s.shergill@gmail.com Follow me on clubhouse https://www.clubhouse.com/@amrinder_mk Clubhouse community https://www.clubhouse.com/club/learn-punjabi-like-a-native Facebook Group https://www.facebook.com/groups/2832332600381383/?ref=share

नमस्ते दोस्तों! The Ranveer Show हिंदी के 81st Episode में आप सभी का स्वागत हैं। आज के Podcast में हमारे साथ जुड़ चुके हैं Anubhav Dubey जी जो Chai Sutta Bar के Founder हैं। उनके Crazy Business Mindset को जान कर आप दंग रह जाएंगे। अगर आप भी बिना MBA किए Buiness कैसे करे? ये जानना चाहते है तो ये Podcast आपके लिए ही बनाया गया है। इस Podcast में हम बात करेंगे ढ़ेर सारी बातें Anubhav Dubey की Early Life, Chai Sutta Bar की शुरुआत और Business Bootstrapping के बारे में। साथ ही साथ हम Discuss करेंगे How To Run A Business, Why MBA Is Not Important, Key Learnings For Business, ज़िंदगी का सबसे बड़ा Mission, Work-Life Balance, Time For Relationship और Customer की Psychology के बारे में और भी ढ़ेर सारी बातें। मैं आशा करता हूँ कि ये Video आप सभी Viewers को पसंद आएगा। खास तौर पर उन सभी को जिन्हें Business और Entrepreneurship के बारे में जानने में Interest है। Chai Sutta Bar की Success Story, Reason Behind This Name, Product Placement, Product Designing और Kulhad Chai बेच कर कैसे कमाएँ 100 Crores जैसी चीज़ों के बारे में हम Discuss करेंगे इस Hindi Podcast में सिर्फ और सिर्फ आपके Favourite BeerBiceps Hindi Channel Ranveer Allahbadia पर।

On this episode of Say Hi to the Future, host Ken Tencer chats with Siva Muthukrishnan about diversity and the art of jugaad, also known as frugal innovation. Follow Spyder Works Inc. on LinkedIn, Facebook, Instagram, and Twitter to learn more about Say Hi to the Future and #jointheconversation in the comments below! #podcast #ingenuity #business #jugaad #creative #inventive #original #education #learning #jointheconversation **Content provided in this podcast/radio show is for general information purposes only. The views and opinions expressed in this podcast/radio show are those of the guest and do not necessarily reflect that of Spyder Works Inc.**

Claudia talks to Yamini Narayanan about the concept of informality and how it can be used to unpack, complicate and understand urban-animal relations. With a focus on urban-cow entanglements, they discuss how informality is related to urban infrastructure and mobilities that help to bur some of the often dichotomous ways we've come to understand not only intra-human relations, but inter-species relations too. Date recorded: 28 April 2021Yamini Narayanan is Senior Lecturer in International and Community Development at Deakin University, Melbourne. Her work explores the ways in which (other) animals are instrumentalised in sectarian, casteist and even fascist ideologies in India, and how animals are also actors and architects of informal urbanisms. Yamini's research is supported by two Australian Research Council grants. Yamini's work on animals, race, and development has been published in leading journals including Environment and Planning A and D, Geoforum, Hypatia, South Asia, Society and Animals, and Sustainable Development. With Kathryn Gillespie, she has co-edited a special edition of the Journal of Intercultural Studies on the theme “Animal nationalisms: Multispecies cultural politics, race, and nation un/building narratives” (2020) . In 2019, Yamini was awarded the Vice Chancellor's Award for Mid-Career Research Excellence. In recognition of her work, she was made Fellow of the Oxford Centre for Animal Ethics (FOCAE), a distinguished honour that is conferred through nomination or invitation only. Connect with Yamini on Deakin University's website or on Twitter (@YaminiNarayanan).   Claudia (Towne) Hirtenfelder is the founder and host of The Animal Turn. She is a PhD Candidate in Geography and Planning at Queen's University and is currently undertaking her own research project looking at the geographical and historical relationships between animals (specifically cows) and cities. Contact Claudia via email (info@theanimalturnpodcast.com) or follow her on Twitter (@ClaudiaFTowne). Featured: Street dogs at the intersection of colonialism and informality: ‘Subaltern animism' as a posthuman critique of Indian cities, Jugaad and informality as drivers of India's cow slaughter economy; Animal nationalisms: Multispecies cultural politics, race, and nation un/building narrativesby Yamini Narayanan; ‘Posthuman cosmopolitanism' for the Anthropocene in India: Urbanism and human-snake relations in the Kali Yuga by Yamini Narayanan and Sumanth Bindumadhav; Colonisation and Urbanisation by Clare Palmer; The War on Animalsby Dinesh Wadiwel. The Animal Turn is part of the  iROAR, an Animals Podcasting Network and can also be found on A.P.P.L.E, Twitter, and Instagram

A ticking bomb, an empty room with a hanger from the dry-cleaners, a radiator, two in captivity with their hands tied behind their backs, and that's it. With less than 60 seconds left on the clock, only MacGyver can stay focused and optimistic, get himself untied, get his companion freed and flip the trick back on the assailant at the speed of lightening. That takes incredible problem solving and grace under fire that only a character on a TV show has. Or is it?In celebration of the 150th episode of the Full PreFrontal Podcast, Sucheta will talk about applying strong Executive Function to daily problem solving using a "MacGyvering" mindset and Jugaad principles. Human ingenuity is the antidote to "functional fixedness” and is the resource that acts as a catalyst for personal evolution through which each of us can go beyond our personal or circumstantial constraints. About Host, Sucheta KamathSucheta Kamath, is an award-winning speech-language pathologist, a TEDx speaker, a celebrated community leader, and the founder and CEO of ExQ®. As an EdTech entrepreneur, Sucheta has designed ExQ's personalized digital learning curriculum/tool that empowers middle and high school students to develop self-awareness and strategic thinking skills through the mastery of Executive Function and social-emotional competence.Support the show

Home is build with love, emotion , senses and dreams. Smart Home is build using sensors,wifi and controllers. This episode is all about the Home automation, its history, Home security, Contact Sensors,Motion Sensors, Vibration Sensors and many More Listen the episode on all podcast platform and share your feedback as comments here Do check the episode on various platform follow me on instagram https://www.instagram.com/podcasteramit Apple https://podcasts.apple.com/us/podcast/id1544510362 Huhopper Platform https://hubhopper.com/podcast/tech-stories/318515 Amazon https://music.amazon.com/podcasts/2fdb5c45-2016-459e-ba6a-3cbae5a1fa4d Spotify https://open.spotify.com/show/2GhCrAjQuVMFYBq8GbLbwa

To survive in the US, one needs to be "Jugadoo" and must have confidence. Bas.! Let's find out how to interview in the US.

नमस्ते दोस्तों! The Ranveer Show हिंदी के तीसरे Episode में आप सभी का स्वागत है. आज के Podcast में हमारे साथ जुड़ चुके हैं Aayush Tiwari जो कि Monk-E यानि Monk Entertainment के Chief Talent Manager & Music Head हैं. Aayush Tiwari Monk-E Organization के Superstar हैं, वो ना सिर्फ एक बहुत ही Hardworking और Talented इंसान हैं बल्कि उनकी कहानी भी काफी Inspiring है, आज Aayush की खुद की एक Music Company है जिसे हम सब "High Pitch" के नाम से जानते हैं. आज के हमारे Podcast में हम आपके लिए लेकर आ रहे हैं एक बहुत ही Motivational और Inspiring Conversation जहाँ हम बात करेंगे Growth, Business, Startup, Entrepreneurship, Talent और Hardwork जैसी चीज़ों के बारे में. साथ ही साथ हम Discuss करेंगे हमारे Engineering College Life के बारे में, हमारे Life के Goals और Challenges के बारे में. मैं आशा करता हूँ कि ये Video आप सभी Viewers को ना सिर्फ Inspire करेगा बल्कि आप सभी में कुछ कर दिखाने का जज़्बा भी भर देगा और Unlimited Motivation भी देगा. ये Video हर उस इंसान के लिए एक Inspiration है जो अपने Life में कुछ कर दिखाना चाहता है, जो अपना खुद का Startup या Business Start करना चाहता है. Business, Business Growth, College Life, Engineering College, Engineering College Life, Life Goals और Passion के बारे में हम Discuss करेंगे इस Hindi Podcast में सिर्फ और सिर्फ आपके Favourite BeerBiceps Hindi Channel Ranveer Allahbadia पर.

Professor Rishikesha Krishnan is the Director of Indian Institute of Management Bangalore. He has been listed in the Thinkers50 India list of most influential management thinkers from India and written two books: 8 Steps to Innovation: Going from Jugaad to Excellence (co-authored with Vinay Dabholkar) which won the Best Book Award for 2013-14 from the Indian Society for Training & Development and From Jugaad to Systematic Innovation: The Challenge for India. Prof. Krishnan was a member of the expert committee set up by the Government of India in 2017-18 under the chairmanship of Justice BN Srikrishna to propose a data protection framework for India. He has been on the jury of the Economic Times start-up awards. He is currently on the advisory board of YourNest Investment Advisors. He is a strategist, innovator and teacher.   This episode is packed with his bold beliefs that is deeply linked to the belief that each one has the right to their own beliefs. If you are in University years, this episode is great for you! It's also wonderful for you as a parent!  In this episode, we dive into:  “University Life & Sleep” Professor Krishnan's origin story and how did he reach this space of being Director at IIMB? Upto 60% of college students suffer from poor sleep quality. As someone who is an integral part of so many people's formative years in college, what does he see are sleep challenges among them? Does it need to be that way? From 2010-2018, sleep disturbances significantly increased in college students with 25% of them having difficulties. This can have short term and long term cognitive and behavioural repercussions.  Research has found 60% of them having insomnia. This can impact academic performance. Do universities need to bring in sleep quality and mental health screening programs? Is counselling a part of IIMB? By supporting students in improving sleep, it can contribute to helping them with better memory, improved grades, less health challenges, decreased risk of falling sick, improved mood, better performance and less mental health challenges. Do universities in India have support in place for helping their students to sleep better? How would he advice students that supporting themselves with better sleep and improved health is actually beneficial to them? For more on Professor Rishikesha Krishnan, you can follow him: Website: https://www.iimb.ac.in/director-message Facebook: https://www.facebook.com/rishikesha.krishnan -For more on Deepa, The Sleep Whisperer, be sure to follow her on Instagram https://www.instagram.com/mysleepwhisperer/  and https://www.instagram.com/phytothrive_yogini/ and on Facebook https://www.facebook.com/groups/sleepwhisperer and you can also mail Deepa at deepa@phytothrive.com or find her at www.phytothrive.com and www.sleepwhisperer.pro

Dr Simone Ahuja is a global expert on innovation strategy, a HBR columnist, author of Disrupt it Yourself and co-author of the bestselling book Jugaad Innovation. Dr Simone Ahuja will help you: Explore how to grow internal innovation even during a crisis Understand what Jugaad and Frugal Innovation is How to Innovate more with less Create Trust and a Permissionless society Why compassion in innovation is so key   Follow us and explore our social media tribe from our Website: https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Find out more about Dr Simone Ahuja and her work below: Jugaad Innovation – The Book Disrupt-It-Yourself – The Book Blood Orange Website Simone on LinkedIn Simone on Twitter FULL TRANSCRIPT BELOW ----more----   Introduction Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you. On the show today, we have Dr. Simone Ahuja. She is the founder of Blood Orange and Innovation and Strategy Consulting Group. She is also a selling author and public speaker but before we get a chance to speak with Simone, it is The Leadership Hacker News.   The Leadership Hacker News   Steve Rush: The global pandemic has turned many of us into home teachers, filmmakers, entertainers and inventors. Making use of what we have and being innovative with our time and our resources. The times we now live in has never been more relevant for innovation and creativity. One innovative CEO of an Italian 3D printing start up learn that hospital, nearby the town he lived in. Her suffering dreadfully through the coronavirus outbreak was running short of a small but critical component that connect respirators to oxygen masks. Other supplies just could not keep up with demand, and doctors were in search of a solution. Christian Fracassi, who told Reuters recently when he heard about the shortage, they got in touch with the hospital immediately. They then printed some prototypes. The hospital tested the following day and they worked. They then printed 100 vowels and delivered them personally to the hospital and this is now created a new thriving business for the start up. Similar efforts have popped up around the world where firms are now printing 3D face shields and other items to help with the crisis.   3D printing is relatively new technology that most manufacturers are now aware of, and some indeed are using quite readily and you can build anything from tiny components right the way up to houses. What this does demonstrate, though, is that in a crisis, this disruptive situation we find is in can correct disruptive thinking and innovation in us all. There is a global hackathon-taking place right now online.   A hackathon is where a group of people get together, including developers, subject matter experts, where they come up with quick ideas, build and prototype products super quick. This new global initiative, or hackathon is called CoVent-19, ironically, and it is hosting an online moon-shot competition to develop and deploy a mechanical ventilator. The CoVent-19 challenge is fostering innovation of rapidly deployable minimum viable mechanical ventilators for patients with COVID-19, and the ventilator dependent requirements and injuries. Their goal and mission is to close the gap between the actual resources available and those that are in need around the world and distribute that product as quickly and as efficiently as possible and only four weeks in from start of the competition and the moon-shot thinking. There are already three prototypes that are being tested live with patients around the world. This just goes to show that if we throw away those assumptions, new thinking can flourish and new innovation and new ideas can be born and developed really quickly. That has been The Leadership Hacker News. If you have any insights, news or stories you like our listeners to hear, get in touch with us through our social media or our website.   Start of Interview   Steve Rush: Dr. Simone Ahuja is a bestselling author, speaker and founder of the innovation strategy firm Blood Orange, is our special guest on The Leadership Hacker Podcast today, Simone. Welcome to the show.   Simone Ahuja: Thanks, Steve. Great to be here.   Steve Rush: So innovation and strategy is not where it all started for you, isn't it? You start off in dentistry? If I am right.   Simone Ahuja: That is exactly right.   Steve Rush: So how did you end up going into dentistry then pivoting to doing what you are doing now?   Simone Ahuja: Yeah, People often ask me what is the connection between dentistry and innovation strategy, and I will tell you that one of the greatest skills I learned through dental trainings, I didn't practice dentistry for very long, but a long enough to understand how to manage anxiety. You know, there is obviously, there is a lot of that when folks come to the dentist. Ironically and interestingly, there is a ton of anxiety around innovation in some ways, because often when you are going into an organization, you are talking about innovation. It sounds like change and frankly, it is change and that change manifests as anxiety. So I think that, some of that training actually crossed over but it was actually a bout of Typhoid that left me pretty, pretty sick and hospitalized for 10 days. Some hallucinations, and high, high spiky fevers and maybe think that, you know, life is pretty short. This is not my path forward and I started to shift into a few other areas. I had been practicing improvisational comedy. I had been doing some filmmaking in addition to practicing dentistry very early on and I dove into those a little bit deeper. Ultimately, as I was making documentary films about emerging markets like India, I became kind of a market expert. We have a lot of Fortune 500 companies in Minneapolis, St. Paul, the area where I live and this was about the early mid-2000s.   Folks were saying, well, what can you tell us about these emerging economies? What is happening there? And as I became more of that market expert. I ended up making a documentary for PBS that was funded by Best Buy, the consumer electronics company. As they were thinking about not how to enter the market, but how do you look at a mind-set where if you don't have a ton of resources, like in an emerging market, but you still have to solve big problems, there's got to be a way to do that. What can we learn from that? So that really is where I first started diving into innovation, and that's where I realized that I love the anthropological piece of this, where I was diving in the market and talking to people, understanding what makes them tick and kind of putting different ideas together. Then that documentary led to a concept that I learned about called Jugaad. Jugaad Innovation I later called it with my co-authors and Jugaad is this way of doing more with less, so I don't have a ton of resources, but I've got to still solve these problems. How do I do it? And so, you know, we started writing about that in the Harvard Business Review and literary agent then pinged us and said, would you like to write a book about this concept? And that is it. That is how it all got started. Back when I did this, I think it was probably thought of as a little bit more atypical. I think now we just call it a multidisciplinary background of these experiences in your hat.   Steve Rush: Exactly, right.   Simone Ahuja: But that is how it all started.   Steve Rush: It is a really neat and interesting backstory and often what I find through working with lots of entrepreneurs is there is often a moment in their lives where something has happened. In your case, it was not being very well. Created that inner self-thought of, “I got to do something different” and that's really neat. And you know, I never made the parallel between going to the dentist and innovation but I can see it, I can experience it. I work with a lot of organizations and you go through that same nervous in-trepidation that comes through, of “I don't know if it's going to work and will I be safe?” All of these same emotions really that happen in dentistry. What a neat parallel to have.   Simone Ahuja: It is and sometimes anticipation is the worst of it. Right? So if you can help people navigate that and have some compassion and understanding the why, I think, you know, I would say even younger in my innovation career. Well, I think I understood the anxiety. I probably was not as compassionate about it as I should have been. It is something that I have learned as I have kind of matured in my innovation strategy practice is really understanding the why? Why the fear? Why the anxiety? Why the push back? And helping people work their way through that.   Steve Rush: Jugaad Innovation has often been referred to as frugal innovation and Jugaad is the Indian word for frugality, is that right?   Simone Ahuja: Yeah, Jugaad is a Hindi term. It actually originated in Punjab. A northern state in India, and what it originally was like a jury-rigged farm vehicle. So take any parts that you have available to you. Make a vehicle that will serve multiple purposes. It could be tilling soil. It could be hauling things. It could be transporting people and, you know, these were not always the safest vehicles, but they were vehicles that would get the job done and everybody unfortunately does not have the choice to have the safest, most luxurious vehicle. But the concept was one of taking things that were readily available to use, so not thinking about what I don't have, but rather what do I have that can help me get these jobs done, right. All of us are familiar with that phrase jobs to be done. That vehicle is what the original Jugaad was and it became more of a colloquial term, so if you say I am going to do some Jugaad, it means I am going to fix this in some kind of way. Maybe it is a quick way to do it. Maybe it is an improvised way to do it and a lot of times those solutions are not the end all be all solution but there's something that can get you to the next step.   And there's actually some controversy in India. People who really understand the meaning of this word about, well, is it really valuable or not? And what I will say is when I worked in India for eight months doing my on the ground research for the book Jugaad Innovation. I learned about that practice of leveraging ingenuity and leveraging improvisation and thinking about what you have rather than what you don't have. For me, having been trained as a scientist and the empirical approach, you know, which is actually a kind of a good discovery process, it's still much more linear and so I was managing two teams, one team in India, one team in the United States and it was very interesting. All of them were so bright and putting forward great ideas, but they were different, so we learned a lot from each other. Where in the US the teams were putting forward a great ideas in a more linear fashion that were really valuable. The teams in India were… I will give you an example. We were filming some case studies about what is Jugaad or Jugaad Innovation look like? And we went out to look at some micro small energy like windmills that salt farmers had created in this desert called the Rann of Katch and we were literally in the middle of nowhere.   I mean there was and is still no G.P.S. in that area. And our guide was a man with a very long white beard and if he went down, we may go down with them. There was nothing, nothing really in sight, and we were trying to capture some of this story. The ground became kind of craggy and it was interesting because my team, we didn't have a Steadicam. Right, so we were filming this and we needed a better picture as we were driving along and we could not go and rent something. But my team immediately said, well, we'll do some Jugaad and that's when I remember thinking, like, What is that? Whatever it is, let's do that. Because we are going to run out of time. We are going to run out of water. We are going to run out of fuel and that is it. Shows over and so what they do is they just sort of fashion something out of whatever we had in the van, so we had pillows. We had some pipes. We had some twine and they put something together that allowed us to capture a more steady image that was good enough for us to continue forward and that's when it kind of dawned on me that this is a different approach.   And I think, you know, this is where I started really thinking about striving for perfection, which is really a kind of a myth in many ways. It is not to say you don't want to have excellence or safety and thinking about how do we improvise solutions. And that's the thing that I wanted to really bring back and share here in the United States and Europe and the U.K. What does it look like to have more of that improvised mind-set? And to be sure, you know, we have a ton of that in our entrepreneurial communities and if we look back further, our farmers, if we look at the way that small farms used to operate, those are the ultimate Jugaad innovators.   Steve Rush: It is a super story and if you think about the principles of Jugaad and being frugal, probably the environment that we are in now has never needed Jugaad more. Global pandemic organizations having to be really thoughtful about how they use their money, their resources. How do you think that the environment that we have been forced into now is going to change the lens as to how we might approach innovation in the future?   Simone Ahuja: So I love this question. I have been thinking about this a lot and I think Jugaad Innovation has never been more relevant than it is right now. In the face of a pandemic, in the face of a crisis like the one that we're in and we're seeing this in real time. So the priorities are getting very crystal clear, the simplicity. There is a lot of complexity in terms of things like, well, who is doing what? But in organizations that I am working with right now, everybody's peeling back all the fat. Let's get really focused on what our problem is. Let's identify that and let's address that in the best way possible, so the simplicity is coming forward. The idea of leveraging ingenuity is happening in a way like I've never seen it in a lot of organizations, and you'll see that, too, right? We see that in a lot of digital platforms that are getting quickly created. The way that, you know, there are teams working from home where they did not before. Organizations are starting to have to flex that way.   Steve Rush: Right.   Simone Ahuja: Which is, you know, creating an environment where we need to trust more, which is something we could talk about a little more as well. But ventilators are being created in a way that they weren't before. By organizations who never created them before or maybe, two people have to use two ventilators. Maybe these are things; we have to start thinking about so it is really creating a time when we have to leverage a more flexible mind-set. And this idea, you know, it's interesting. I was working with one organization where, you know, the senior leader came to me and said, look, we want you to help us think about how do we fend off external disruption and when the COVID crisis struck, there was sort of this question mark of should we continue with this? And, you know, the answer is you have to continue with this, because this is the disruption. It is just taking a different shape than we thought it would. It is not a start-up or another large organization. It is taken the shape of a pandemic. This is disrupting your business. This is disrupting the way you work and now you have to respond to it using these different principles. You know, you have to do more with less. You have to leverage ingenuity. You have to make sure you are addressing your customer needs, whoever they are, whether they are internal or external. Now I think is the best time to apply the principles of Jugaad Innovation to fend off this external disrupt.   Steve Rush: Got it and also, I think mindset is something you talked about, quiet a lot and this is something that you write about quite a lot in terms of the mindset around innovation and having a pandemic forces people into doing things. Creates that disruption at discomfort. How much of a mindset though, as to what you then do next plays out here.   Simone Ahuja: This is a really important question, so what I'm observing in real time with clients right now. Is that this pandemic is demonstrating what is possible. You know, there is an Oliver Wendell Holmes quote that says, “A mind once shifted or changed shape, can never return to its original shape.” And I believe that's true, so now what we have to do is make sure that there isn't…you know, there might be another shape shift that occurs in mind-set.   The question I have for the leaders who have seen this shape change is, now that you've seen people operating in a different way, now that you see people, for example, a person in one area going to another area, because that's where they're needed, not because they're worried about their title, because that's how they have to address the problem, the real problem at hand. The question for the leader is now, now what are you going to do? How are you going to make sure the shape is maintained or even accelerated? What are you going to model? What are you going to reward? What are you going to support? What systems will you put in place so we don't go back to the way it was? Nobody wants to stay in a state of heightened fear forever. It is exhausting; people are getting tired at the same time. There is a ton of good that is coming out of this. Leaders have to think about, what are the systems we put in place to support this? And I think what's really interesting about what we're seeing in real time in almost every organization is, you know, it's extracting more value out of organizations, out of people and stretching their limits. Even if they were pushing back against changing, it is showing them what they can do. It is a way that had to happen, so I think that's the piece that's really interesting, is now you're seeing it. It is not that some leader is saying, well, this is part of an innovation initiative. You have to do it, It is actually happening.   Steve Rush: Having a leadership mindset of innovation also is not just about you dictating the pace and creating the environments, set to the strategy. This is about how you unlock the capacity for innovation within the teams you work with, right?   Simone Ahuja: Yeah, that is right.   Steve Rush: Internally, most leaders who have more of an innovative mind-set will start to think about how they develop intrapreneurship in their teams and how do we create that entrepreneurial spirit internally. In your latest book, Disrupt It Yourself. You take that to another level don't you? You call them DIY wires, disruptive it yourselves. Tell us a little bit about that.   Simone Ahuja: So intrepreneurship is gaining a lot of popularity right now. You know, as we see more and more start-ups that are potentially able to disrupt big established players. As we see that in only 14 percent of new graduates want to work in large organizations, large organizations are saying, well, hey, how can we embody some of that spirit and energy so that we can actually sustain ourselves? We know that the big companies are falling off the map, whether it's S&P 500 or other, you know, other indices, they're just not there as long as they used to be. So intrapreneurs were more higher ranking. They were really thinking more about the kind of existing products or enhancements or kind of related services, they were the lone wolf. They were kind of looking more at the past, whereas the deal DIY wires are more democratic. It is everyone.   You know, one of the first things that we do when we go into organizations is do kind of a check in on who is actually coming up with the ideas and if it's only people who are as senior leaders and corporate, we know that probably they don't have a really complete spectrum of ideas. Right, so it is about being democratized and being more inclusive. It is about altogether new ideas and to be very clear, it is not about chasing shiny objects. I think it is really important for organizations to think about how do we advance our existing business priorities using innovation as a tool, a leveller methodology. All right, so it is not that we are just going off on tangents here. We are still meeting needs. We are just doing it in a completely different way, and I think DIY wires are more collaborative.   You know, if the intrapreneur of, you know, 30 years ago, it's kind of the lone wolf in their garage, the DIY wire rather, is kind of someone who is more collaborative. They are able to enlist people. They understand that, you know, they are not going to have all this problem-solving prowess at their fingertips and not just the problem solving, but also how do you socialize and evangelize ideas? How do you keep ideas going? And then moreover, how do you keep the energy moving through the organization so it doesn't die out early? Those are some of the fundamental differences between an intrapreneur when the term was first coined 30 plus years ago and a DIY wire.   Steve Rush: Given, many folk listening to this will be leading organizations and teams. They will be used to processes and systems that helped create the outcomes for innovation and thinking, things like Six Sigma and agile transformation. How do you move away from the control as a leader in holding onto these processes and give control to the teams to really kind of allow that flare an innovative flair and entrepreneurship and DIY wire is to come to the fore?   Simone Ahuja: So if we think about what Six Sigma is, it is really all about optimization and that is kind of a code word for sameness. Right, but that is tough, especially in today's environment. Things are changing really fast and we've especially seen that now in the midst of the COVID crisis, and you can't really schedule creativity and ideas and say, well, I'm going to have, you know, eight creative ideas on Wednesday at 3 p.m. So that is a huge challenge of the linearity and the sameness that Six Sigma Drive, so, you know, my sense is that is a discipline of the past, not of the future. Whereas, of course, if we look at, you know, agile, not as a software development approach, but as a management or a business approach, it makes a ton of sense because it really is one that kind of inspires organizational fluidity. All right, so we are thinking about. What are our requirements and how do our solutions evolve over time? You know, through the collaboration that we do, how do we think about not only what we are doing, but what we're not doing? And I think that's the power of agile. Right. You are updating along the way and removing things that are no longer needed.   Now, the thing that is interesting about this from a leadership perspective is this requires rapid change and this requires trust and I think that trust is so fundamental to innovation, and we see this over and over again. You know, we have seen this out of Google when they looked at their teams that were the most effective.   They were not the teams with the best pedigrees or the most experienced. They were the teams that built the most psychological safety and I think we have to hammer that message home. I recently with my team did some deep dive research with a team of leadership about this idea of safety. You know, what is working innovation? What is not? And psychological safety came up as a top barrier. However, out of, you know a handful of leaders; 80-plus percent said that is not true for my team. But we had the data in front of us, so it's a disconnect because nobody wants to feel like they're not fostering that safety and that trust in their teams, but it's happening all the time. And when you don't have the trust, you're not setting up an environment for new ideas. You are setting up an environment that is going to only do something safe. Something that we done before. You know, Adam Grant had a great tweet that he put out recently. You know if you are having issues trusting your folks who are working from home right now. Right. As everyone is shifting to most people working from home, you either should not hire them in the first place. You are not doing a good job motivating them. You are protecting your own core work at home habits or all of the above and I think that is actually quite true. So, you know if we think about is the old management paradigm, the old management paradigm is how do we keep people on the rails? And that's why Six Sigma made a lot of sense. That is exactly what Six Sigma is. How do we keep people on the rails? How do we keep things the same? How do we optimize?    Today if we think about what the new management paradigm is in the 21st century, it is about creating space. It is about creating a permissionless environment and disrupt it yourself. I talk about the value of .What does it mean to be a permissionless environment? How do we build trust? How do we provide air cover and remove barriers for intrapreneurs rather than trying to keep them really kind of fine? So I think that that concept of trust. What I have realized is sometimes it is about the systems in place. Right, so if people come up with big new ideas or try something different, forget about not even rewards or incentives. They are actually penalties that is actually really true but what I've come to realize as I work with innovation teams, mostly in Fortune 500, is that it also can be a leadership issue. It also comes down to your own ability to lead and trust, which is connected to the broader culture but it's also connected to self. I would encourage any managers and leaders who are listening to podcasts to really look internally about why they may not be as trusting as they want to be.   Steve Rush: And to create a permissionless society you absolutely need trust, so for the folks listening to this, where would they start? What would be the kind of one place you would encourage them to think about or to take some action first to start the journey towards the permission less society?   Simone Ahuja: When we think about being permissionless, there are a couple of things that leaders can do. The first thing we talked about, the most important thing is how do I create air cover for my intrapreneurs? And I do that if I trust them, if I trust that they're working towards the greater good. Let's say we come to an agreement or they've identified a pain point for whoever our end user is and they're trying to solve it in a new way. How do I create space and how do I remove barriers that are coming up for them? And, you know, this is connected to having a more sort of decentralized approach to innovation. This means that even if somebody does not have innovation in their title, you are still supporting them and you are still allowing them and giving them that permission. Right. To be permissionless, and this is something that I see leaders butting up against very often where they, you know, the word permissionless. This is actually a title of one of the principles in my book. Make it permissionless; I got to tell you, if I've ever seen hackles go up. Permissionless is a big one.   Steve Rush: I bet.   Simone Ahuja: You can imagine. You have seen this in so many of the organizations you have worked with. Right, Steve?   Steve Rush: Right, I have for sure. It is a control thing, isn't it, really?   Simone Ahuja: It is.     Steve Rush: I am now having to give away control to something I had control of when I was a leader. I am now giving it to you and I am saying you have the ability and the permission to go ahead and you do not have to ask.   Simone Ahuja: That is right. That is exactly right and, you know, I think there is so much inside of it. It is about ourselves. It is about trust. It is about our mob. It is about the various metrics that we have. It is about not knowing necessarily what is that path look like? So if we think about, you know, how do we quickly and easily create a more permissionless, environment? There some simple things that you can do. The first thing is you have to start signalling this, so when people act in a permissionless way, you have to hold it up and say, look, this isn't exactly how all always did it. Here is someone who tried a different approach. Here is what we learned from it and I think it is important that it is not always, quote, “success”. Share the learning so that people understand…permissionless environment is also one where learning is valued as a currency. And it's not just the so-called wins are value. Right. By the way, you know, there is so much talk about failure. That is the other problem, so much risk aversion and there is a concern about failure. From childhood, there is a lot of shame around this word of failure and in our practice; we just don't use that word anymore. I know a lot of people like to, and I think it works for some organizations but what we've found is that if we prove a hypothesis out, it's learning and then if we disprove a hypothesis that's also learning and it helps people reframe their path forward.   And if you're experimenting and trying new things, invariably a lot of things aren't going to work out. What leaders can do is talk about it, signal that it is okay. Reward people who are acting in this way. You know, for some organizations, we have had to establish baby steps and that looks exactly like this. Instead of being broadly permissionless, you go to your manager. You agree on the problem that you are going to solve. You agree that there is a need for that. You kind of make your case about here's this pain point. I want to solve this problem. I don't know exactly how I'm going to do it, but I'm going to check in with you every so often. And maybe you establish a cadence of when you check in and hopefully that check in is more about updating idea sharing and barrier removal than it is about you shouldn't do that. You are off the rails and you are not going to hit your mark and, you know, this is going to affect our P&L. Right, so there are two different ways you can go. So the idea is, you know, create that kind of a system between individual contributors and managers, because sometimes you have to get that granular and it has to be a little bit more permission in the permissionless. To be realistic in some organizations.   Steve Rush: And you are so right about the whole principle of failure verse learning, and the reason that is so important for people to get their heads round. Is that failure goes to a different part of the brain than learning does. Failing goes to a part of a brain in the limbic system, and it can create responsiveness that is really unhelpful, whereas learning is a positive outcome and it triggers the right thinking but more importantly, keeps the front of our brain working, which is where we make executive decisions. It is absolutely important that people reframe in that way, isn't it?   Simone Ahuja: That is so true; Steve and I think this kind of winds back to what we were talking about earlier about the psychology and the neuroscience and so in a way, it is sort of like how are we compassionate around this? You know, why are people risk averse? Why is their perfectionism? Why are we not interested in failing? And a feeling is way too hard. Let's just call it learning because it literally….   Steve Rush: Right.   Simone Ahuja: Creates a different chemical response in our bodies.   Steve Rush: So true. If people are thinking now of a permission less society, got people running in different directions or doing crazy things. They have a wrong view wouldn't they?   Simone Ahuja: Right.   Steve Rush: Because that is not really what that means.   Simone Ahuja: That is right. It is not about, you know, I am going to intentionally run into walls over and over again. I have carte blanche to do whatever I think without really being thoughtful about the, best way forward or enlisting others or making sure I stay really connected to my customer or we're mitigating risk by, making the steps that I take or the experiments that I do really small. It is not at all about that. It is very much about, you know, testing your way forward and, and learning and in small steps and frankly, it is actually quite the opposite, right? And you know this from your practice. If we experiment our way forward and we take these tiny little bets over and over again, we'll get to a better outcome than if we make a couple of massive bets and one of them goes wrong or it doesn't work out in the way we want to.   Steve Rush: It de-risks the situation, doesn't it?   Simone Ahuja: It sure does. It de-risks the situation. That is exactly right.   Steve Rush: So if we have created more DIY wires as and they are running around now with this mind-set that says I have permission to be innovative and we're creating more disruption in our organizations. In your experience, is this ultimately going to lead to more disruptive behaviour and a lack of discipline? Simone Ahuja: No. it isn't, I think what it leads to is it leads to more engagement. Now, while I don't think that, you know, we should hold up innovation only as an engagement tool. I think if that happens, that might be a little dangerous. We know that innovation is really imperative to sustain in today's environment. But what I've seen very clearly is that operating in this way and giving people…Dan Pink, you know, phrases and the research he has done that mastery and giving them the autonomy and often a sense of purpose that comes with, you know, solving problems about something that you care about. You identified that need is you create a tremendous amount of engagement. You provide more creative outlets, you get better ideas and it's not that everybody goes rogue. It is again comes back to this idea of trust.   And so it's about putting those people together in a way that you still have a system. You are still systematically connecting the intrapreneur. The DIY wire with their colleagues and the resources they need internally and externally. You might put formal functions in place, you might have something like a chief innovation officer, you might not, you might have more cells of innovation across your company but what you do have. As you have systems that work hand in hand with these creative outlets, so I would say the biggest thing that this approach leads to and very clearly is engagement. And I think the beauty of this for large corporations is they have a lot of talent in their ranks that's under-utilized. You can bring this out; you can retain the people who have this kind of entrepreneurial sense in them. You can retain them and then they talk to their friends and in a way, they become kind of a recruiting tool and I think that is really crucial as we know that, you know, a lot of Grads don't want to work with these big organizations.   Steve Rush: I love that principle. I think the whole kind of mindset around it differentiates some organizations in some teams and therefore, you become a walking advert. Because you are allowed to perform. You are allowed to be innovative. You can demonstrate flair and creativity.   Simone Ahuja: That is exactly right and what we know is that a lot of these folks talk to each other, right? It is so easy to do that, you know, nationally and internationally. So it really does become a network. Well, this organization is actually embracing you know, being a DIY wire an intrapreneur. Okay, let me check that out, you know, because I think there is a lot of lip service to this kind of approach, but the companies that are actually enjoying it are attracting some really strong talent from the outside. Steve Rush: So as a leader, in order to create disruption but also maintain discipline, that is part of the system, isn't it? So how do I go about doing that?   Simone Ahuja: I think that is an important question because we have to understand that creativity and driving disruption and having discipline are not at odds, in fact, that they are complimentary, right. When we put systems in place, systems that have flexibility. Systems that have guardrails and not sharp delineations, they are actually highly, highly complementary. So one of the most important things that people can do. If you want to start off really small, have an ideation session, have something like a hackathon, ask people to add in. That is a very simple starting place, you know, but just make sure you don't have an idea box where nothing gets executed on. That's the probably the biggest thing I would say the biggest don't have innovation. That is all way to create a kind of a structure. You know, companies like Intuit, if you read and, disrupt yourself. Do a great job of, of having things like hackathons and having places for people to add an idea.   But then they also have places for intrapreneur to connect to each other outside of there. They also have coaches, so these are people inside the organization who've been there. They have been the intrapreneur, they understand the passion behind the idea, they understand the challenges and the barriers that might come up. So you have these internal support system and then of course, if you have incentives and other metrics that support entrepreneurship, you have this discipline but you still get the creativity. So I was just talking to someone yesterday, in fact at a manufacturing organization where they have incentives that change every four months because the things that they're doing are changing very quickly and the incentives have to be changed a month in advance. Because if you are having incentives based on what you do over the course of a year, they may not be relevant over the course of year, so rapidly changing metrics I think are a part of that.   And that's where, you know, I think that this is where smaller teams can be really useful or again, that trust of asking a team, well, what do you think your metrics should be? You would help define the new KPIs. You are embedded in this more than we are. How many of these things should bring forward? How many of these ideas are going to come to fruition? How many of them are going to go to market and so on. So let the teams become involved in that and that co-design even of the metrics, KPIs, etc. Is a part of how you fostered the disruptive shifts without disruption in the system, it's a really beautiful marriage of creativity plus some structure because if you don't have any structure, what we find is then things just go off the rails. It is not going to really be effective.   Steve Rush: And it is a myth, isn't it? That, you know if you are creative and innovative, that it is mutually exclusive from execution. And of course it's not and that's where that leadership discipline comes in. Right?   Simone Ahuja: I think that is exactly right. So what I will say is, you know, after writing Jugaad Innovation and bringing these ideas back, what we've seen over the course of the last, let's say 10, 15 years, is that ideation has really changed. There will always be smart people in these organizations. But the ideas are getting broader, you know, these methodologies like lean and design thinking very parallel to Jugaad Innovation. Being divergent before your convergent, that is starting to become much, much more common. What is challenging is to bring the new ideas forward if you have to put them through a sieve of the existing system. Think about it this way, it is sort of like, are you building an executing for your end user or are you not doing that because of your existing business model? Right? So that is the trap that organizations get into and that is why, you know, we write about, you know, organizational agility and fluidity in addition to the mind-set of the innovators. If your organization has no space to shift in its structure, if you have no shift in metrics, you have no shift in the ability of teams to move around to some extent. You know, the ability to drive big innovation starts to become more limited.   Steve Rush: It is fascinating and I could spend all day talking about this with you, but our guests are also going to want to extract some extra top tips and ideas. I would like to ask you what your top leadership or innovation hacks would be?   Simone Ahuja: Yeah, I love giving people a quick starting points because sometimes it is just hard to get started. In terms of seeding an idea, one is just keeping the user at the centre. Who is your end user? And what is their real problem? Are you solving the right problem? And for an innovation crowd, that's old news, but what I'm here to say is it's still a massive problem. I see it every day in almost every organization. The user is not at the centre. We are still operating on a ton of assumptions. You know, another thing that folks can do is if there is pushback, you know, if people are trying to think about new ways to bring ideas forward, there is pushback. Enlist those people, those very people into your process. That is something I learned pretty early on. So, for example, we would often get pushback from legal and we learned as we sort of ate our own cooking and did our research is legal would be irritated and frustrated because they would always be brought in on the back end, not the front end.   And to be clear, it can't be anybody from legal, just anyone. It has to be the right person with the right mind-set but there are folks in legal out there who love helping you navigate the grid and they will finely do it. If you bring them in early, they can become an internal champion and advocate rather than sort of an adversary or someone who is pushing back on you on the backend. I think innovation is happening organically in every organization. Hold it up put it out there. Simple things like a leader, putting out an email saying. I think now's a great time to do this, to start cataloguing the innovation that is happening in your organization right now. Probably directly as a result of the COVID crisis. Sharing that, holding it up. And asking people what else is happening?   What have you seen? Send me a note let me know about it, and then asking the question, well, how do we make sure this really continues? That is really powerful to people, for people to see what's already happening in their organization and understanding shift is occurring, that we can do this here, and then finally I would say do more with less. You know, there is a chapter in my book Disrupt it Yourself that is a nod to Jugaad Innovation. It is called keep it approval, so this is really about how do we deliver high value at low cost? How do we do more with less? So I think that is a part of it is thinking about, well not what don't I have? Like I need a giant room with whiteboards and a lot of posted notes or I can get started right now. If I have a lunch and learn with a couple of people who have some big ideas and we just kick some things around. Doing more with less also means do less talking and get into action.   Steve Rush: Right.   Simone Ahuja: I think I will, end up there. I mean, if there is one thing that people should do is just, get into action, take a tiny little step, something that a third grader could understand. Your phrase starts with a verb; you know, research something for 15 minutes or call this person to ask them about how I might solve this problem. It start very small and get into action.   Steve Rush: I love those and they are super hacks. Thank you for sharing those with us today. Simone.   Simone Ahuja: My pleasure.     Steve Rush: This part of the show also, we want to think about how you've used something that may not have worked well for you in the past or a time in your work or your life where things have not planned out in any way, shape or form. We call this Hack to Attack. So what would be your Hack to Attack?   Simone Ahuja: I will go back to this piece about compassion. So I've learned that if you try to push innovation on people because it's the right thing to do, even if it really, you know, no matter, what you feel or think, if someone's not ready for it and you use a stick approach, it's not going to work in any meaningful and long-term way. And so I have become much, much more conscious and much more compassionate in my approach to innovation and teaching innovation in guiding leaders to have compassion. So for example, even if we think about the metrics, we might say, you know, it is important for everyone to bring ideas forward. Everybody has to bring five new ideas forward to this meeting. Which is a great way to start some meetings; by the way, that is another hack, but what happens is the people who are introverted. The people who are not comfortable speaking in a group environment get left out, and so an example of that kind of compassion is maybe those people are identified and, you talk to them separately and you make sure that they are not excluded because they don't fit a certain mould of what innovation looks like. So I would say that is one of my biggest learnings of the last several years. Push does not work. It is not effective for anyone. It does not lead to lasting impact. I think a compassionate approach to innovation is the way forward.   Steve Rush: I could not agree with you more, and the last thing I wanted to unpick with you is we do a little bit of time travel. At this part of the show is where we take you back to bump into Simone at 21. Now, if you could speak to Simone when she was 21 and give her some words of wisdom and some advice, what would that be?   Simone Ahuja: Follow your heart. Follow your heart. You know, as you get older, hopefully you come into your own. You start, you know, we talked about trust a lot today, and as you get older, hopefully you trust yourself more and more. You know, there is a kind of a balance in a way of what you learn. You know, there is a difference between knowledge and wisdom and part of that wisdom is understanding what intuition is and why there is intuition. So I would say those feelings that you have where you know something is or isn't the right thing, follow those earlier on and don't worry about what others say is, I think that's a very common thing we hear entrepreneurs say is there are lots of naysayers. That does not mean you don't take anyone else's opinion into consideration, but I would say follow your heart.   Steve Rush: It is clear that over the last 15 years. Having followed your heart, you've now driven not only something that helps others get into the principles of frugal innovation and Jugaad, but actually you can see in everything that you do Simone, and having watched some of your talks and having read Disrupt It Yourself, you know, compassion is a key theme that runs through that. So thank you for sharing that. As folks have been listening to you today, I am pretty certain that they'll want to know a little bit more about you. Where would you like my daily to go to find out a bit more about the work that you do and how they might want to connect with you?   Simone Ahuja: Thanks Steve. I am glad the compassion piece comes through. It is definitely something that is a high priority for me and for Blood Orange right now. If folks want to reach out or learn more about us. They can to blood-orange.com and if they want a tool that they can use, they can go onto contact and just drop in their email and write innovation action plan in the title and we will drop them out. A very simple plan that they can use to get started. We talked about getting into action so we can send them something like that. We've also got an innovations kind of StrengthsFinder assessment that folks can check in about as well.   Steve Rush: Great stuff and really practical help and advice through your website too, and it's just goes without saying Simone. I have really enjoyed chatting with you; I have studied your work for the last few years and had a ball having the opportunity to speak with you today. Thank you ever so much for joining us on The Leadership Hacker Podcast today.   Simone Ahuja: Thanks, Steve. This is a great podcast and I have enjoyed listening and being a part of this. Thank you.     Closing   Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers.   Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler their @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.      

I had a chat with Brunda and Ambica, the co-founders of Scentora - a vegan, zero-waste, cruelty-free and eco-friendly handmade personal care products brand based in Bangalore. With the new “Support Small Business” sticker on Instagram, people can now easily show their love for businesses on their Instagram Stories. Besides already having done that, with this episode, we go one step further and talk about the story of one of my favourite small businesses. The Scentora girls walk us through the journey of their small business of making personal care products sustainable - environmentally, socially, and financially. From the KR Market glass jars to Indian jugaad, join us as we "suss-out" Scentora's journey. This is the third episode of Suss It Out! with Riddhi Dutta. --- Support this podcast: https://podcasters.spotify.com/pod/show/suss-it-out/support

John Spence is recognized as one of the top business thought leaders and leadership development experts in the world.  As a consultant and coach to organizations worldwide, from start-ups to the Fortune 10, John is dedicated to helping people and businesses be more successful by “Making the Very Complex… Awesomely Simple.” You can learn the following from John in this episode: It is not just what did you read and learn, action steps you take as a result How to create the reader to leader habit The discipline of reading and application of learning The four “P” of expertise and expert performance AQ - your adaptability or agility quotient Knowledge, Network and Love Lifelong reading and learning gives you competitive advantage Join our Leadership Hacker Tribe and connect with us: Twitter Instagram Facebook LinkedIn (Steve) LinkedIn (The Leadership Hacker) Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Find out more from John Spence Below: https://johnspence.com/ https://blog.johnspence.com John Spence on Twitter @awesomelysimple Full Transcript Below     ----more----   Introduction Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you. On the show today, we have one of the leading business and leadership consultants in the world. He is a multiple author, a TEDx speaker, and he has an unquenchable thirst for knowledge. It is John Spence But before we get a chance to speak with John; it is The Leadership Hacker News.    The Leadership Hacker News Steve Rush: The global pandemic is forcing companies to adapt quickly into change, to redesign their products and services or even create completely new propositions to meet the demands of its clients, customers and its workforce and what is apparent is. Organizations are rushing to the needs of their customers and their workforce readily and now is absolutely the time for innovation and new ways of working. We have restaurants and cafes and small shops that are turning to deliveries and providing doorstep delivery services and vital community services. We have vacuum cleaner manufacturers who are now retooled to provide ventilators for people who are suffering ill health. We have alcohol firms and beer manufacturers who have now pivoted, making hand sanitizers. So whilst this is a time of challenge and stress, anxiety for most businesses and I get that part of that journey myself and our business is suffering the same thinking and behaviours, too. It is also the time for innovation and change and by thinking outside the box and thinking differently, we are able to create new and emerging opportunities in amongst this crisis, and here's the thing. If we look at our language over time in Chinese, the word crisis means both danger and opportunity and in India, the word Jugaad, which we may be familiar with around innovation and frugal innovation also means joining or union where from adversity we can find opportunity. And even in English, the word adversity represents a difficult or tricky situation, but not catastrophic. As leaders, it is our role to lead new thinking and new ways of working. So join with me and congratulate those organizations who are pivoting and showing innovation and join me and congratulate the great work of all those who are working through adversity. That has been The Leadership Hacker News. If you have any news, insights, information you think would be great to share on the show. Please get in touch on our social media sites. Start of Interview Steve Rush: Today's guest is recognized as one of the top business consultants and leaders in the world. He was named by American Management Association, one of America's top 50 leaders to watch in that list alongside Larry Page of Google and Jeff Bezos of Amazon to name but a few. He has gone on to write five books and has also featured in TEDx Speaker. I am delighted to welcome to the show, John Spence. John Spence: It is a pleasure to be with you, my friend.  Steve Rush: John, thank you for taking time out of your busy schedule. Just to give the folks who are listening some backstory, one of things that first intrigued me about you when we met is that you have been in leadership roles and leading teams for a long time. In fact, at age of 26, you were already a CEO of a Rockefeller Foundation. How did that come about? John Spence: It is a twisted tale, but I will go through it quickly. I grew up in Miami, Florida, and a very wealthy family. My father was an attorney and went to one of the top prep schools in America and when I graduated; I got admitted to several different colleges. And I chose the University of Miami in Miami, Florida, because it was close to my boat and my girlfriend, which is not why you should choose university, which is also why about a year later, I failed out and was kicked out of the university. I won't go through the whole thing, but I moved to another town where I live now, Gainesville, Florida, where there's another University. The University of Florida and I applied there and they refused to accept me, so I went to a tiny little college, restarted over completely and graduated there, got into the University of Florida and graduated number three in the United States in my major. That is when I was hired by the Rockefellers. I was twenty-three years old, after about six months or so, the current CEO picked me as his right hand man and I would go into all meetings with him, board meetings, follow me around, do things like that. And a few years later, he faltered pretty dramatically and they put me in place to just sort of hold the place down for a little while, and things went so well that they left me in. I was at twenty-six; I was running a Rockefeller Foundation, International Rockefeller Foundation, with projects going on in 20 countries around the world and I had no idea what I was doing, but it seemed to turn out okay Steve Rush: And I guess it is not just being in the right place at the right time. That got you noticed. If you maybe single out one or two of those things. What do you think it was that gave you the edge at that time? John Spence: There were there were three things. Number one is I said yes to pretty much anything. If they needed someone to go to Costa Rica to negotiate a deal. Before I was CEO, I put up my hand, and go. If they needed someone to take on a project that no one else wanted, I would take it. So I pretty much said yes to everything to learn as much as I possibly could. Number two, I was very, very, very lucky to get a mentor. Charlie Owen, who was Mr. Rockefeller's right hand man, would come into my office every Monday, put a book on my desk, and on Friday he would take me to lunch and I would have to make a book report. And he would not only say, what did you learn? But what will you apply? And I think that was the big differentiator. It is not just what did you read and learn, but what are three specific action steps you are going to take as a result of what you just read? And then he would hold me accountable for doing that in my job. And then the last one was asking for help. I had a really good team around me. I had some very brilliant board of directors. I had three billionaires on my board. Everybody else was worth one hundred million dollars and I was not afraid to pick up the phone or send them a note and say, I need some help, I need some guidance, because I realized I failed out of the University of Miami because I did not ask for help. I did not go to the other students. I did not have a study group. I did not talk to professors. I tried to do it all by myself and that got me failure. When I got to be CEO. I realized I need all the help I could humanly get from everybody around me. Steve Rush: Thinking about the discipline of book on your desk, reading that book. In the time that we have known each other, I think I describe your office as a library of leadership. How many books do you reckon you have read over that time? John Spence: I have read a hundred to one hundred and twenty books every year since nineteen eighty-nine. I've got a little over two thousand books in my office, but I also have a private library at home. My office is just business books and then my home is history and classics and things like that. So yeah, I see that is a big part of my job. How do you read so much? Part of the reason is, this is what I do for a living is taken information to help other people. Steve Rush: Right and I guess information comes from that whole foundation you created from learning and listening to other people. Right? John Spence: Well, it comes from a lot of places asking for help, mentors, coaches, colleagues. But for example, when I was at the foundation very, very young before they named me CEO, we would be sitting in a board meeting and one of the billionaires would say, well, anybody have an idea on this? And I raised my hand. I would say, well, I read over here in Tom Peter's book not this but the other but I think this all starts with Jim Collins book on this, and then I got one more idea I read from Chester Elton, and I think those three things apply and I still remember one of the billionaire, I love John's ideas. He is one smart kid, let's do that stuff. I am thinking none of those were my idea but yeah, so it's personal experience and the reading, study and learning. I am not a genius. I just have more access to ideas and information than most people. Steve Rush: That is a great question. Do you though, do you have more access or do you have more discipline? What do you think it comes from? John Spence: I have more discipline. Anybody can buy books, which lots of people have lots of books. It takes the discipline to read them and apply them. I mean, again, there is that step. There is always that second step of not just what did I read and learned, but how will I use it. Steve Rush: So how do you go about creating that discipline, the time to be able to read hundred books a year? John Spence: I read a minimum of one hour every morning. That is the way I get my day started. Up until the Corona virus. I would take myself to a local restaurant and sit down and for a minimum of an hour or still to this day, I read Fortune Forbes Inc. Harvard Business Review Strategy in Business and part of a book. Also I usually travel again. We are at an interesting time right now. I usually travel about 200 days a year, so I am very disciplined that the minute I get to the airport, to the minute I get home, I read at every spare moment I have. I don't watch TV, believe it or not, as a professional speaker who has spoken to audiences large as twenty six thousand. I am a very, very introverted, so when I am on the road, I stay in my hotel room and read and study. And then also when I read a book, there's a couple of things that are important to me and I read a lot on Kindle now but if I can get 50 or 60 pages into the book and I haven't underlined anything. I just closed the book and put it away because I figure if the author can't teach me something in the first twenty/twenty five percent of the book, they're probably not going to teach me anything spectacular in the last hundred and fifty pages. I might have missed an idea but I don't want to waste my time. Steve Rush: It is a good strategy and a disciplined strategy that makes stuff get done, right? John Spence: Yeah, and then I also I have all kinds of symbols that if its hardcover book, I put a pound sign for numbers; I put an R circle it, which is reread. I underline it. What I will do is I read all the way through the book. Then I go back and reread just my highlighting, and I make notes off that and then I am sort of a freak. I read, I dictate my highlighting into a word, doc, and then I have all those saved so I can take a book of two hundred and fifty pages and get it down to maybe three pages of notes of the key ideas and I have literally thousands of pages of those. Steve Rush: Wow, that is amazing, and I think for anybody listening to the show today who does not have this as a foundation in their life, what would be your recommendation? How would you get them to start? John Spence: Twelve minutes a day during the week. That is an hour a week. To give you an example. The average college graduate in most countries. Yes, average university graduate only read half a book a year. For self-improvement or to get better at their job. What I call a skills based book, a half a book a year. If you were to read one book every other month, six books a year, you would be in the top one percent in your country. If you read twelve books a year, you are in the top 1 percent in the world. Nobody needs to read 100 or 120 books I am a freak. It is my job, it's part of what I do because I see this foundation for my career. But if you just took twelve minutes a day during the week, that's an hour a week. That probably four or five books a year. If you are a semi-good reader, that just puts you in the top almost in the top 1 percent in your entire country for self-learning. If you're consistent in doing that in three or four years, you've now really piled up some interesting information, ideas, things that when combined with your real life, what I call the adjacent new with your real life experience, what you've been doing in business, everything you've done up to then. You take this interesting new idea you read out of a book, you put the two together and that becomes a new idea. You know, this is a new innovation, a new idea, a new strategy that didn't exist before the book ideas and your personal experience, and if you were to read, you know, 20 minutes a day, you can see the numbers. It is not really that challenging. Again, it just takes discipline. Steve Rush: I guess ideas breed ideas and innovation breeds innovation, doesn't it?  John Spence: Absolutely. Steve Rush: Great advice, John. John Spence: My pleasure. Steve Rush: One of the things I was really intrigued about when I was to TED talk was around the whole principle of AQ. Our listeners will know the principles of IQ, the intelligent question. They probably be familiar with the emotional quotient. So the EQ and how we can respond and use our behaviours to respond to behaviours. Tell us a little bit about what AQ means and how leaders might apply them. John Spence: Well, let's look at the other two quickly. IQ is another word that I use for competence. You've got to be good at your job. You don't have to, you know, be a NASA rocket scientists and have 48 advance degrees. You just got to be really competent at your job. EQ, emotional quotient, which I see as sort of self-awareness and empathy put together. An area I struggle in traumatically is now actually more important than IQ. If you've got a modicum level of competence, your EQ, will be more important. I have done tons of workshops with organizations where it is usually three or five to one EQ over IQ is important to have a leader. However, AQ, which is your adaptability, or agility quotient I see as the most important one going forward and the amount of turmoil we are facing in the world. Technology, things are moving so fast. Only people who are agile, adaptable, nimble can embrace new ideas. Let go of old ideas that don't work, try new things. Take a prudent business risks and be fast and not just embrace change, but drive change. That is what I believe is going to be the main driver of leadership success. If you are competent and you can get along with other people, but you are not nimble, you are in trouble. If you add the three together. To me, you've got the foundation for being a highly successful leader moving forward.  Steve Rush: And what do you think are the key components of that? AQ, what will be one of the things that I might want to focus on first? John Spence: Well, AQ almost all comes down to what we have been talking about is exposing yourself to new and different information and not just business information. Go outside of your normal realm. Like I read physics and astronomy to try to expose myself to ideas that are so big and so challenging that it stretches my mind. I look at art; I do other things, music to try to understand the craft behind those. And all these other ideas and other people, you know, going and meeting people that do things that you don't do and asking about what are their, best ideas, how did they learn what they do. So the more information and ideas you take in. Now, the other thing that is really important and it's one of the foundations of becoming an expert at anything is I'll give you the four piece of expertise. This comes from a book called The Cambridge Handbook of Expertise and Expert Performance, a one thousand eight hundred-page book written by experts about how to become an expert, and they say there is four Ps. The first P, Passion, which just stands to reason you're not going to become truly world class if something if you're not passionate about it. The new the next one is persistence, and we've seen from Malcolm Gladwell's work and others that that's about 10 years or ten thousand hours of being persistent. The third P, which is practice but it is a special kind of practice called deliberate practice, and what deliver practice said. If you've got a coach, a trainer, a colleague, a friend, someone pushing you to keep practicing and practicing on the hardest stuff. The most challenging stuff, which leads to the fourth and final P. Which I think is the foundation of AQ, which is pattern recognition. Once you study your subject deeply, you have studied it for years, you have you read, you ask questions, you've got a mentor, a coach, all the sudden it becomes clear to you and you see patterns that other people don't see. Those patterns are what allow you to anticipate things that are coming down the pike. So someone that's nimble, agile, adaptable, part of the reason they can adapt so quick is because they have identified the pattern before it fully unfolds and that time between when they've identified it and other people see it is their competitive advantage. Steve Rush: I love that John. I think it is a great example of a simple model but actually help us just understand the underlying all of this is the lifelong learning that curiosity, that in order to get that pattern recognition, you've got to have the foundations, right? John Spence: You said the word, curiosity. You've got to constantly be interested in things, looking at things, learning things, being curious and wanting to understand things deeply. Nailed it. Nailed it. Steve Rush: Now you have come renowned for making the very complex, awesomely simple. In fact, that was the title of your last book. How did that come about? John Spence: That is exactly what we were discussing, pattern recognition. I was looking at businesses. I have had the great fortune of working with companies all over the world, from start-ups to Apple and Microsoft and Fortune 500 Companies, and every time I got in a company, I looked for the patterns, the patterns of what they were doing really well that allowed them to be the leader in their industry. Also the patterns of what I saw in companies that were struggling, dysfunctional and failing and after years and years of looking at that. Also while I was doing that, I found this really cool software program called Wordle. And what Wordle allows you to do is to put the text of a document in there and it finds the pattern, it takes out the ands the does and oh's and all that stuff, and it looks for the words that appear over and over again and then it creates a word cloud. And that word cloud shows you the pattern of the book, so I loaded my book Awesomely Simple in there to help me understand the draft of it. And then I went to a bunch of my friends who are authors and asked for drafts of their book or a copy of their books. I won't drag you through it, but I put about two hundred and seventy thousand pages of the top leadership literature, the top articles, everything I could find in there, and it spit out a pattern and that pattern is what became the foundation of not only my book, but what I teach today to companies I worked with. Steve Rush: What a great idea in using technology as well to help us find the thematic approach to how we lead. So in your book as well, you call on a certain number of characteristics or strategies that will help business leaders. John Spence: Yes, and there nothing surprisingly new. There again, fundamental, but there is a big thing called the knowing doing gap. A lot of people know these things, but they don't actually do them every day. They don't implement them and take action on them. So part of the book and I'm not plugging the book is I've got lots of questions, workshops, things to think about, because, again, it's not just reading it, it's reading it, learning it and applying it. And these things I teach people, they go, oh, yeah, and I going now. On a scale of one to ten with ten-world class and one being terrible. Where would you currently rate yourself and or your organization? And when they raided a three or a five, they look at me and go, oh, I know this, but I'm just not doing it effectively every day. Steve Rush: And in order to create some of the activity that expedites actions, one of the things you talk about in your book is that kind of creating urgency and I think most people would recognize the urgency is an incredibly important part of shifting behaviours and creating some shift in status quo. How do you do that without creating panic? John Spence: Super, super, good question. I looked at a lot of the research and writings on change management and change theory. And then again with what I've seen in companies I've been working with for. Now, I am in my twenty-eighth year. There is three steps to this, two steps and the third one is creating urgency. Step one is you have to create what I call an irresistible case for change and irresistible is isn't liking chocolate cake. Irresistible is you cannot resist this. It is happening you have no choice. Again, we are recording this during the pandemic. People are being sent home to work for their homes. We are doing social distancing, and by a voluntary isolation, you have no choice. You are not allowed to leave your house. So this is going to break a lot of people's patterns. This is going to make them adopt new ideas, new ways of working, new things happening, whether they wanted to or not. In any organization, to create a sense of urgency, step one is to let people know that change is mandatory you have no choice. Now, after you have done that, the next thing to do is to immediately tell them about the amazing future that will be there. We are going to do this for the company. This new software is going to allow us to do these things. Being able to serve this customer quickly is going to allow the company to make more profit, but whatever it is, but you need to take that irresistible case for change and balance it with a vivid, compelling, exciting vision of what the change will lead to, we do the change. Here is the new future. Here is the better future, and then quickly, you want to tell people we need to move to the new future, we got to get there. We can't go back and that's what creates a sense of urgency because it takes too long. People sort of say, oh, this too, shall pass and they get resistant and you get a big group of people that just don't want to change, and that will slow everything down. And one other thing that adds to that, that allows or motivates that sense of urgency is getting what's called a guiding coalition in your organization, and that should be your entire senior team. Whether it is two or three or five or twelve being ten thousand percent committed to the change, and being the leading example of embracing the change, and driving the change, which you also want to look for sort of the influencers in your organization. The people who may not have a fancy title, but they have been there for 5 or 10 or 15 years and everybody looks up to them. Know if Steve thinks it is a good idea, I am on board. You know, if John thinks it is a bad idea, I ain't doing it. You want to get that handful of people also, your change agents, your change cheerleaders to create and let everybody know. We got to go, we got to go right now. Steve Rush: So I recognize the patterns you just share and very familiar and experienced those in terms of how I help my clients through that change. One of things, I also find John is that when we are creating the urgency with providing that vision for the change in the future. We have the right people around us. We still find that there are natural pockets of resistance. What is the most common thing that you notice as a resistance or a big resistance to change? John Spence: It is fear. People like stability and safety and when people are faced with what they perceive as negative change, they go through a cycle of fear, denial, anger, begging, trying to negotiate. And they go through all these emotions, and actually they're the same emotions that people feel when someone close to them passes away. To some person, we are changing the software company. Some people you gave me a new desk. You move me to a new desk. You actually as far as you gave me a new chair. I love this chair. I have had this chair for five years. It is in the shape of my butt. I don't want anyone to take my chair away, and you have to, as a leader, understand that change drives lots of emotions, fear, depression, sense of overwhelm, sense of optimism. At first you have uninformed pessimism, people don't know what's going on with a change and they're scared and eventually you start to get informed optimism until finally you get adoption. And that's when people say, okay, the changes, okay, I like it. It is great. Then, of course, right after that, it is time to change again. Steve Rush: And the one thing that is going to be constant in everybody's world is change and even by sometimes just labelling it change, we create an intentional fear, don't we? Because it is a label, it is a thing versus it is just going to happen. We are always going to evolve, but we may not be able to connect the dots forward, but when we look back, we certainly can do that, can't we? John Spence: Yeah, hence the reason that AQ now is so critical and we will become more critical going forward because the pace of change is going to continue to speed up and be dramatic. I think that we're seeing this worldwide right now and it's going to overwhelm a lot of people, but it's also going to give other people's strength and courage to understand that I can do this, that if I stay focused and I stay calm and I'm persistent, that I can handle this level of change. And I believe when we come on the other side of this, other changes up until now would have seemed pretty dramatic, will seem pretty mundane and easy to handle. Steve Rush: And it will create a new foundation of resilience, I think, for us all, won't it? As we come through the other side and I think without AQ, we probably won't be the cope. John Spence: Agreed and I love the word you just use, resilience. We are going to need courage, vulnerability and resilience to get through this. Extremely well said, Steve. Steve Rush: Thank you, John. This part of the show, we are going to ask all our guests to share their golden nuggets, the secrets. Now, when you have read thousands of books and as you have, I should imagine to narrow that down to three is going to be a massive challenge but I am going to set you the task, so if you could identify. What will be the top three Leadership Hacks? What will they be? John Spence: Number one, which is the most important thing I have ever learned. I have done two TEDx talks…. is dedicate yourself to lifelong learning. You have seen a theme through all that but if you study successful leaders through time, they were avid learners, not just readers, but they were curious. You use that word earlier, curious. So stay curious, be I like say, addicted to learning. That would be my first nugget. Number two is ask for help. You can't do this alone, which leads to the third one, which is a combination of the two and the single most important thing I've ever learned in my life. Which is you become what you focus on and like the people you spend time with, whatever your studying, whatever your reading, whatever you're learning, whatever you fill your mind with and whoever you choose to spend your time with will directly determine which your life will look like a decade from now. Steve Rush: I love those top three hacks. Thank you. I remember when I was in San Francisco, was talking to a seed fund investor, and his little nugget was your net-worth equals your network.  John Spence: Exactly. There is a good friend of mine, Tim Sanders, wrote a book called Love is The Killer App and he broke it down to these three things, K, N and L. To be successful in your career. You must be bright, sharp, smart and talented is something that is highly valuable in the marketplace that is the K, Knowledge. Network is the N. A lot of the right people need to know that about you and by right people, that's what I call hubs. People that if they are really impressed with how much you know and how valuable it is, they don't tell two or three people. They will tell 20, or 30 or 200 or 300 or 2000 through their giant networks. As long as you have the last one, the L, which is love. If you are a kind, loving person of integrity, a lot of the right people know that about you. And they also know that you're really good at something that's highly valuable. You have the foundation for a World-Class career. Steve Rush: We've got a double bubble on our Hacks, thank you so much. The next thing I would really love to explore is that having the extensive career and indeed learning from all of the things you have experienced there bound to a time where things have not worked out so well. Maybe we screwed up. We call this Hack to Attack in The Leadership Hacker Podcast, what would be your Hack to Attack that you could share with our listeners? John Spence: This is one that took me twenty, twenty-five years to learn. I am a very, very logical, data driven person. I like information, ideas, research numbers, blah, blah, blah. And I was really against the idea of leading with your gut but what I've learned over the years, and it's because I have entered into partnerships or business arrangements are hire people that there were red flags and I felt a little uncomfortable. I felt a little easy but I would be like, I don't feel decisions. I make decisions on facts. I realize now that when I see a couple red flags and I start to feel like something is wrong, that I will listen to that and more often than not, that should be a major determinant in my decision making, which is very hard for me to say. I have made many failures because I did not listen to my emotions, and my feelings and my concerns and my worries. Steve Rush: It is really fascinating. Thank you, John. I have done lots of research on this, too. And this is comes from a neurological response to the pattern recognition that we unconsciously aware of, so we're scanning thousands and thousands and thousands of situations we may only be present all. Identify with one or two things in front of us but the unconscious mind is scanning millions and millions and millions of experiences for our life and our work, and it's giving that both meaning our brains a little nudge to say, pay attention to this. And of course, while we can't use our gut as the defining, it's definitely true. We should absolutely pay attention to it.  John Spence: That was a very hard lesson for me to learn. Steve Rush: But you have learned that and as a result of learning from it, it's now paying dividends for you in your life and your work, so well then thank you. And then the last thing we want to explore with you would be that if you're able to turn the clock back and give it a time travel and you bump into John at 21, what would be the one bit of advice that you would give him? John Spence: Wow, that is really hard. I think it would be to stay really curious and ask for help. And we've covered those because they've been so fundamental to me building a great career and early in my career, I was very confident I was right. I would argue with people, no, I am right. I got this. I understand it better than you do. I would argue with people 30 years older than me and then one day I woke up and realized, I'm not right. I have an opinion; I have a way that I see things from my perspective. And it's a well-thought out, a well-reasoned opinion, but it's just an opinion, so I would have said to myself, you know, you're not right, stay curious ask for help. Lots of other people have other ways to look at things and they're just as right as you are. So calm down, just calm down, John. Steve Rush: Thank you John that is super. So as folks listening to us talk today. I am fairly sure that they'd be thinking John mentioned TEDx and also books and information. How can people get to learn a little bit more about what you are doing now and find some of the content that you have been able to create over your career? John Spence: My Web site is JohnSpence.com but I am going to really encourage folks I've got to sign up for my blog slash newsletter. I've got a newsletter that comes out every two weeks and it is based on all of the stuff I'm reading. When I read a really good article, something fantastic that I am impressed with. I tweet it and my newsletter grabs all those tweets, but here is the cool thing. It is driven by AI, It's got an algorithm there when you open, my newsletter and you start to read stuff that watches what you open, how long you read it and it figures out what you're interested in. And it continues to customize your newsletter more and more and more on the things that are of the most interest to you. So as you as it continues to go, it gets smarter and smarter, and I learned probably 300 articles in a month and it will only pick the top dozen or so that it knows that you're going to be most interested in. And then I only write a blog when it's something, again, I feel strongly about. I don't put one out every week. I just put one out when there is something that I feel is valuable for folks to read, so if you get to my Website, sign up for the newsletter, just sign up for the blog you get both and that will give you direct access to everything I'm reading and studying right now.  Steve Rush: And machine learning doing all the hard work for us. What could be better? John, that's kind of bought us to a natural conclusion for us spending some time together today. I just want to say it has been super, super useful. There is some great models, some great thinking in there that are going to help our listeners go away and reflect on their approach to reading and commitment to lifelong learning. And I'm hopeful this podcast will also help create the energy and excitement around the foundations for AQ. John Spence, thank you for joining us on The Leadership Hacker Podcast. John Spence: Absolutely my honour and my pleasure. Thank you.   Closing Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler their @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.  

Vincent Nicollet, avec son épouse Clémence, est l'animateur de la Bastide, une maison Lazare au cœur de la Provence : Sept colocataires qui assurent une mission d'accueil pour des personnes abîmées par la vie et pour les membres de la grande famille Lazare sur de courts séjours (repos, vacances, rencontres, formations…). Une colocation qui pratique l'écologie intégrale au quotidien, tant dans la relation humaine que dans la relation avec la nature. Une vocation pour Vincent Nicollet, depuis déjà de longues années engagé dans l'économie solidaire. À ce titre, il est également le fondateur de Commun Lundi, son entreprise de coaching où il accompagne des dirigeants de PME pour une entreprise vivante et inclusive. Une belle manière de faire connaître le Jugaad, concept qui nous vient de l'Inde, synonyme de créativité, qui incite à faire mieux ou aussi bien, tout en privilégiant la sobriété et l'ingénierie frugale. Vincent Nicollet témoigne d'une humanité, d'un optimisme et d'une énergie qui illustrent une nouvelle fois le changement en cours de notre société par cette génération d'acteurs aussi nombreux qu'efficaces… Pour en savoir plus sur la Bastide, la maison Lazare animée par Vincent et Clémence Nicollet, cliquer ici.

Listen NowNine in 10 prescriptions are today filled using a generic drug saving Americans tens of billions annually.   A significant amount of generic drugs, along with active ingredients in all drugs, are manufactured overseas.  However, how safely or to what quality standards are these ingredients and generics produced?   Bottle of Lies, published in May, tells the story of appalling practices foreign generic manufacturers use to produce these drugs at the most minimal cost.  The work moreover provides a detailed account of Ranbaxy, the former India-based generic manufacturer that after eight years of investigation was fined a then record amount,$500 million, for significant fraud.  The work questions or brings to serious doubt the FDA's ability to adequately inspect overseas generic manufacturers ensuring these drugs are safe for consumption in the US or around the world.  Listeners may recall I interviewed coauthor Paul Weinberg in September 2017 concerning his related work, Blood On Their Hands, How Greedy Companies, Inept Bureaucracy and Bad Science Killed Thousands of Hemophiliacs and Rosemary Gibson this past December concerning her related, China Rx, Exposing the Risk of America's Dependence on China for Medicine. During this 37 minute interview. Ms. Eban provides an overview of Ranbaxy's manufacturing practices revealed by former employee and whistleblower, Dinesh Thakur.  She explains the mindset, termed "Jugaad," used in India to produce generics.  She discusses the adequacy of the 2013 US settlement with Ranbaxy , the role the Japanese firm, Daiichi Sankyo, a  major Ranbaxy stakeholder, the FDA's ability to adequately inspect Ranbaxy and other generic manufacturers around the world, e.g., Cipla and Mylan, recent and future related Congressional action, how poor or inadequate manufacturing practices complicate remedying the drug shortage problem and what precautions consumers or patients can take before consuming generic drugs.  Katherine Eban, an investigative journalist, is a Fortune magazine contributor and Andrew Carnegie fellow. Her articles on pharmaceutical counterfeiting, gun trafficking, and coercive interrogations by the CIA, have won international attention and numerous awards.  She has also written for Vanity Fair, The New York Times, Self, The Nation, the New York Observer and other publications. Her work has been featured on 60 Minutes, Nightline, NPR, and other national news programs.  She lectures frequently on the topic of pharmaceutical integrity.  Her first book, Dangerous Doses: a True Story of Cops, Counterfeiters and the Contamination of America's Drug Supply, was named one of the Best Books of 2005 by Kirkus Reviews and was a Barnes&Noble Discover Great New Writers pick.  Her account of reporting on 9/11 was anthologized in At Ground Zero: 25 Stories From Young Reporters Who Were There. Her work has also been awarded grants from the Alfred P. Sloan Foundation, the Fund for Investigative Journalism, the Alicia Patterson Foundation and the McGraw Center for Business Journalism at CUNY's Craig Newmark Graduate School of Journalism.  Educated at Brown University and Oxford, where she was a Rhodes Scholar.   Information on Bottle of Lies is at: https://www.harpercollins.com/9780062338785/bottle-of-lies/.  Ms. Eban's FAQ regarding how to learn about generics or best to consume is at: https://www.katherineeban.com/faqs.  This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.thehealthcarepolicypodcast.com

The first podcast in a series of lectures covering the entire explanation of Jap ji Sahib by Guru Nanak Dev Ji. Taught at weekly classes at Slough, UK. This talk covers: Jap Aad Sach Jugaad Sach Hai Bhi Sach Nanak Hosee Bhi Sach