Sujay Saha

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.

Definition to the level of crispness of the purpose that people can relate to it. So defile. Second is measure. Don't just leave it at definition. Like, calculate that impact that you're creating. Come back and share it. Share the examples of how folks are creating it at different points in the organization, different parts of the organization, at different levels of the organization.

Definition to the level of crispness of the purpose that people can relate to it. So defile. Second is measure. Don't just leave it at definition. Like, calculate that impact that you're creating. Come back and share it. Share the examples of how folks are creating it at different points in the organization, different parts of the organization, at different levels of the organization.

Definition to the level of crispness of the purpose that people can relate to it. So defile. Second is measure. Don't just leave it at definition. Like, calculate that impact that you're creating. Come back and share it. Share the examples of how folks are creating it at different points in the organization, different parts of the organization, at different levels of the organization.

And third is implication. If you see somebody or a part of the organization is doing that really well and connecting it to the sense of purpose,

And third is implication. If you see somebody or a part of the organization is doing that really well and connecting it to the sense of purpose,

And third is implication. If you see somebody or a part of the organization is doing that really well and connecting it to the sense of purpose,

implications create recognize that right and if there are parts of organizations that are not getting it have certain implications that actually help the organization see how important that is you can't just otherwise you may be saying certain things over and over again which has no connection down to anything that you ever do it's a

implications create recognize that right and if there are parts of organizations that are not getting it have certain implications that actually help the organization see how important that is you can't just otherwise you may be saying certain things over and over again which has no connection down to anything that you ever do it's a

implications create recognize that right and if there are parts of organizations that are not getting it have certain implications that actually help the organization see how important that is you can't just otherwise you may be saying certain things over and over again which has no connection down to anything that you ever do it's a

Both of us have seen many organizations where the leader is talking about all of these big things that they want to accomplish, but all they talk about is profitability and not talk about impact. And candidly speaking, I, as the leader of my own organization, I have to keep myself almost like on a check at all times because it's easy to get distracted.

Both of us have seen many organizations where the leader is talking about all of these big things that they want to accomplish, but all they talk about is profitability and not talk about impact. And candidly speaking, I, as the leader of my own organization, I have to keep myself almost like on a check at all times because it's easy to get distracted.

Both of us have seen many organizations where the leader is talking about all of these big things that they want to accomplish, but all they talk about is profitability and not talk about impact. And candidly speaking, I, as the leader of my own organization, I have to keep myself almost like on a check at all times because it's easy to get distracted.

Even though I talk about it and I do this for my living, I have to myself think about like, hey, when I talk to my team, am I talking about impact? Am I talking about the amplification? Is that evident in a lot of my decision making? Am I always thinking about profitability or I'm thinking about how do I have a really happy client who leaves even if we don't end up making any money in that one?

Even though I talk about it and I do this for my living, I have to myself think about like, hey, when I talk to my team, am I talking about impact? Am I talking about the amplification? Is that evident in a lot of my decision making? Am I always thinking about profitability or I'm thinking about how do I have a really happy client who leaves even if we don't end up making any money in that one?

Even though I talk about it and I do this for my living, I have to myself think about like, hey, when I talk to my team, am I talking about impact? Am I talking about the amplification? Is that evident in a lot of my decision making? Am I always thinking about profitability or I'm thinking about how do I have a really happy client who leaves even if we don't end up making any money in that one?

Absolutely. As AI comes in, I mean, one very clear one that comes to our mind, one point that comes really clearly in our mind is around ethical AI, thinking about like, how do you leverage AI in an ethical way so that you do it right? But more than that, I will try to focus my response to your question around how do you drive more value using AI?

Absolutely. As AI comes in, I mean, one very clear one that comes to our mind, one point that comes really clearly in our mind is around ethical AI, thinking about like, how do you leverage AI in an ethical way so that you do it right? But more than that, I will try to focus my response to your question around how do you drive more value using AI?

Absolutely. As AI comes in, I mean, one very clear one that comes to our mind, one point that comes really clearly in our mind is around ethical AI, thinking about like, how do you leverage AI in an ethical way so that you do it right? But more than that, I will try to focus my response to your question around how do you drive more value using AI?

There are a few myths in the organization, and I'll classify those into five myths that we see typically. Organizations battling with saying, let's do the basics first. We'll take care of the AI later. Well, AI is an accelerator, and it can help you in taking care of even the basics very quickly and fast. So don't completely ignore the trend.