Sujay Saha

A hundred percent. A hundred percent, Lauren. In fact, I was in one of the masterclasses where Indra Nooyi, who I admire quite a bit, she was she was talking about how she ran like such a big company across the board. And she would go all the way down to the level of like understanding why is why are we not making enough money about like the bottles that we are manufacturing?

A hundred percent. A hundred percent, Lauren. In fact, I was in one of the masterclasses where Indra Nooyi, who I admire quite a bit, she was she was talking about how she ran like such a big company across the board. And she would go all the way down to the level of like understanding why is why are we not making enough money about like the bottles that we are manufacturing?

A hundred percent. A hundred percent, Lauren. In fact, I was in one of the masterclasses where Indra Nooyi, who I admire quite a bit, she was she was talking about how she ran like such a big company across the board. And she would go all the way down to the level of like understanding why is why are we not making enough money about like the bottles that we are manufacturing?

And bring it all the way up to talking about do we really have the right set of products across the board?

And bring it all the way up to talking about do we really have the right set of products across the board?

And bring it all the way up to talking about do we really have the right set of products across the board?

Yeah. I completely agree. And if you would see, I would say from a purpose of a CEO, from the vantage point of the CEO, high ground is looking at purpose at all times. There are times when you are, hey, I have a meeting with the shareholder. I have to talk about why my bottom line is not looking that great. Yes, you have to get to the low ground of explaining in the moment of

Yeah. I completely agree. And if you would see, I would say from a purpose of a CEO, from the vantage point of the CEO, high ground is looking at purpose at all times. There are times when you are, hey, I have a meeting with the shareholder. I have to talk about why my bottom line is not looking that great. Yes, you have to get to the low ground of explaining in the moment of

Yeah. I completely agree. And if you would see, I would say from a purpose of a CEO, from the vantage point of the CEO, high ground is looking at purpose at all times. There are times when you are, hey, I have a meeting with the shareholder. I have to talk about why my bottom line is not looking that great. Yes, you have to get to the low ground of explaining in the moment of

A moment of like what is happening, what are some of the choices that you have made that has turned into what the numbers are, but quickly connected back in the high ground to what is the impact that you have created or what is the loss of impact that you could have created for which you need an investment even in a pandemic. bad times, right? Like, and make some bets in those certain areas.

A moment of like what is happening, what are some of the choices that you have made that has turned into what the numbers are, but quickly connected back in the high ground to what is the impact that you have created or what is the loss of impact that you could have created for which you need an investment even in a pandemic. bad times, right? Like, and make some bets in those certain areas.

A moment of like what is happening, what are some of the choices that you have made that has turned into what the numbers are, but quickly connected back in the high ground to what is the impact that you have created or what is the loss of impact that you could have created for which you need an investment even in a pandemic. bad times, right? Like, and make some bets in those certain areas.

So I completely agree with you around the sense of purpose and how do you translate that down below so that everybody gets to feel it. Otherwise, it's just like a great art piece in the headquarters and doesn't translate into something very effective across the organization.

So I completely agree with you around the sense of purpose and how do you translate that down below so that everybody gets to feel it. Otherwise, it's just like a great art piece in the headquarters and doesn't translate into something very effective across the organization.

So I completely agree with you around the sense of purpose and how do you translate that down below so that everybody gets to feel it. Otherwise, it's just like a great art piece in the headquarters and doesn't translate into something very effective across the organization.

I completely agree with you. And what you said, the word around obsession, that in itself, I know Amazon at one point of time started to talk about like customer obsession and

I completely agree with you. And what you said, the word around obsession, that in itself, I know Amazon at one point of time started to talk about like customer obsession and

I completely agree with you. And what you said, the word around obsession, that in itself, I know Amazon at one point of time started to talk about like customer obsession and

Obsession became a thing because a lot of companies sort of like follow Amazon as like the place where they want to create, not in terms of everything, but in terms of like that obsession to create products and solutions and everything around it and everything. How do you make obsession a reality? And I think you said it around repeating over and over again, which I would classify as definition.

Obsession became a thing because a lot of companies sort of like follow Amazon as like the place where they want to create, not in terms of everything, but in terms of like that obsession to create products and solutions and everything around it and everything. How do you make obsession a reality? And I think you said it around repeating over and over again, which I would classify as definition.