Very rarely does one get an opportunity to interact with Professionals who have the experience and humility of Mr. Ashish Das. Mr. Das is currently associated as Director-India site, with General Mills. One of the world’s leading food companies, General Mills operates in more than 100 countries and markets more than 100 consumer brands, including Cheerios, Häagen- Dazs, Nature Valley, Betty Crocker, Pillsbury, Green Giant, Old El Paso, Progresso, Yoplait, Cascadian Farm, Muir Glen, and more. In his interaction with CULT, Mr. Ashish opened up on his experience in the corporate world since he passed out of The Indian Institute of Planning and Management in 1998. A rare combination of high strategic orientation and proven Leadership abilities, Mr. Das lives by the credo that ‘Leadership is nothing but common sense followed by disciplined execution.’ He has been associated with some of the top organizations of the world including Lehman Brothers, Hewitt Associates, HCL, GE and Nomura. The most challenging decision in Mr. Das’s career was to take a step back and go on a sabbatical when he was at the top of his career. He applied for and was offered a Fellowship at the MIT Sloan School. This was an opportunity for him to join a hundred other Fellows from twenty-seven countries and Mr. Das’s family decided to relocate to Boston along with him and the experience has been very enriching. He shares “If you are authentic, people will know. If you truly care, people will care and if you follow through with action, people will lend you their support. At the end of the day, you and I function and live in a society by building relationships. In each relationship you get only what you give!” Mr. Das has fond memories of IIPM’s campus at Lodhi Road. Some of the best times he spent there were at a roadside stall started by a very poor but “always happy” man – whom he just knew as “Anna”! He has a group of friends who care about the economic progress of India and in particular solutions that can reduce poverty. Mr. Das takes us through different and endearing shades of his personality and it is a complete pleasure to know a person like him who stands for values such as honesty, ethics and compassion. He has proved his mettle not only in the industry but on a personal level also.
In our discussion, he shares with us the simple rules that have allowed him to scale the heights of the corporate world. A simple and courteous individual, CULT is proud to share with you the wonderful experience of interviewing Mr. Ashish Das. The excerpts:
Q. From GE (GE Capital Intl. Services) to GMI (General Mills), it must have been an interesting journey, please take us through the different milestones?
A. My journey has been very enriching. I have worked with some of the best companies in the world and have learnt important lessons, both personal and professional, in interacting with some of the best people in India and abroad. The environments that I have worked in, have been very entrepreneurial; with GE Capital International (now GenPact) I started from the first office in DLF Corporate Park in Gurgaon. At that time, we did not know that this industry would become so large. The much talked about McKinsey- Nasscom Report which said IT/ ITES could become a US$17 Billion industry had not been written then. HCL BPO and Lehman Brothers were pure start-ups. With HCL, we just had a small conference room and the germ of an idea; and with Lehman, we had a business center in a Mumbai hotel and a small, conservative plan to begin with. Both became very large initiatives. The energy was exhilarating and the breadth of exposure I got has been immensely valuable in my professional growth. In addition to the startup experience, I’ve been through two acquisitions and managed through Lehman’s bankruptcy. While I don’t wish these circumstances on anyone, I recognize that these difficult times lend me an uncommon perspective in managing in companies, from start-up, growth, stabilization to decline and re-starting.
I have just started with General Mills in India and am very excited with the opportunity to work with very talented people here.
Q. Please elaborate on the Operations domain in context of your time spent at Hewitt. And, what was your leadership style during the initial stages of your career?
A. In the outsourcing / off-shoring space, companies come to India for the cost advantage but then they stay and grow for the quality and value that we add back to the business. Over the years, Operations and Service delivery from India have become very mature and the days when new companies were marketing their capabilities which existed only on the power point presentations are gone. The challenges that we continue to face in operations are common across the industry i.e. developing talent and then retaining them. Some of these issues are a result of the relative young age of the industry in India and the fact that demand for talent is more than supply. In the industry, middle management today does not yet have the necessary experience or exposure to manage the careers of their employees in high performance teams and environments. Inexperienced managers or employees self-select out of tough situations rather than face the challenges and convert them into opportunities. Having said that, MNCs and mature Indian companies bring a wealth of leadership expertise and are investing heavily in their employees. I do see that the general attrition rates in the industry are decreasing; and while some say it has to do with the economy being difficult, I think it has to do with Companies getting more invested in their people practices. I think we will continue to see the service delivery capability from India become more mature and focused on higher value work as people begin to stay longer within their Companies and grow their expertise and careers along with the growth of the businesses.
In terms of my leadership style, I learnt some key lessons very early on. First, I have learnt that as a leader, my primary responsibility is to provide an environment where people can be the best they can be. Leadership, to me, was never about taking the high chair and being the Boss. I sincerely do not believe that people can wake up in the morning and want to do a bad day’s work! I believe that people want to do well and just need an environment where their contributions are valued and where they are respected as individuals. Second, I have learnt that leadership is about common sense followed by disciplined execution. Please understand that I am not trying to over-simplify the concept of leadership. As leaders, we work in circumstances, which are ambiguous ‘today’ and require a lot of forward thinking followed by a disciplined approach to adapt peoples’ world-view and their behavior to organizational imperatives for the future. The challenge lies in overcoming the inertia of today’s thought patterns which by the way will be common sense tomorrow. This may sound like a cliché, but this is what makes common sense uncommon. Perhaps the most popular book written on this subject is ‘Who Moved My Cheese?’. Therefore, I have understood the value of being connected within the organization across all levels. Many of these connections and conversations have given me insights that I would otherwise never have been able to dream upon on my own. This knowledge, when combined with disciplined execution, go a very long way in being effective as a leader. Lastly, I have learnt that general management (leadership in this context) is a job that requires immense stamina. One has to come in energized every day, be engaged and constantly add value. You’ve got to do everything that’s on your plate and yet find time to make the meetings, engage with people in a meaningful manner and take time out for yourself. It takes a lot of personal discipline to manage the long hours and stress, while balancing personal commitments and health. All along, I have been fortunate to have had good mentors and great team players. As I take on the more diverse responsibilities I continue to build on my leadership style guided by these central themes.
Q. How has the Indian Market reacted on bringing in global brands and technology and adapting these to the local market requirements?
A. Urban India is a very brand conscious society. We are also increasingly becoming more technology savvy. I think the Indian market has reacted very positively to global technology and brands coming here. In that sense India is not very different from other emerging countries including Taiwan, Malaysia or China for that matter. Having said that, brands and technology are (today) playing a much larger role in expediting the development of our small and medium manufacturing base and opening opportunities for entrepreneurship through technical know-how, communication tools and ease of doing business. This is facilitating change at a very rapid pace. The ‘India Shining’ we talk about is a result of this rapid growth over the last 20 years. India is obviously a huge market, and this growth starts a virtuous cycle where more and more consumers can afford these products and technologies. This cycle is helped by the various local adaptations by global brands and companies that suit our market. Innovations like the Mc Veggie Burger at McDonalds and GE’s health-care products which are being sold and used in Rural India are perhaps, prime examples of creative solutions. I believe in responsible capitalism and think that better products and technologies will help improve our overall standard / quality of life in India.
Q. Statistics like 72% of India’s population is below the age of 40, 47% of Indians are under the age of 20 and 10% of the world population is an Indian under 25 is a common assessment of India by all countries now. How does the “youth power positioning” work for the image of India Internationally ?
A. The fact that more than 60% of India’s population survives on agricultural income and has little or no means of education; when combined with the fact that today’s service industry, which contributes to nearly 60% of India’s GDP, is unable to employ a large part of this youth makes me wonder if we really will have a youth advantage 10 years from now. It behooves the Government and the Private Sector to invest in education across levels and create opportunities for employing this youth in the future. At the same time India needs to invest in substantial infrastructur e, manufacturing and agricultural reform. It is a tall order but I am hopeful on India’s ability to be able to implement the necessary steps in the coming years. The pre-packaged food industry is still very small. There are various government incentives but this industry has not yet taken off in a large way due to the market structure in India. Our retail market is largely unorganized and the food supply chain has potential for considerable improvement. A simple example is that while we produce the widest range of fruits and vegetables in the world (India is the second largest producers of vegetables in the world and third largest producers of fruits in the world) – we process only 2 to 3 % and waste 35 to 40 % due to inefficiencies in the supply chain. If we make reform in this area – we will see this industry boom and employ many youth. It has the potential to be the next sunrise industry for India.
DIFFICULT TIMES LEND ME UNCOMMON PERSPECTIVE FROM START-UP TO GROWTH TO DECLINE TO RESTART …
Q. As you have worked in various Industries ,can you please elaborate the pre-requisites for entry into the respective domains you have worked in and what are some of the facts that an aspirant should be aware of ?
A. I think the most important prerequisite for someone starting their career, is a willingness to learn and a ‘can do’ attitude. If you have already made up your mind on which industry you want to join, it is important to research the Company that you would like to start your career with. In doing so you must assess if you would fit within the culture of the organization and the learning opportunities that you can get through exposure to major projects. We look for people who have an opinion, which is backed by research or facts, and are willing to voice their opinion in appropriate forums. Sound financial analysis and the ability to read a Balance Sheet and Profit & Loss Statement, combined with a commonsensical approach to solving problems is always an asset. Having said that, Companies today lay a heavy emphasis on attitude, ability to work in a team and the right cultural fit.
Q. What has been the most challenging decision in your career?
A. The most challenging decision in my career was to take a step back and go on a sabbatical when I was at the top of my career. I applied for and was offered a Fellowship at the MIT Sloan School. This was an opportunity to join a hundred other Fellows from twenty-seven countries and as a family we decided to relocate to Boston. We have come out very well and the experience has been very enriching for us as a family. This, perhaps, has been the best decis ion that we have taken so far.
Q. What factors do you attribute your success to? How can the young professionals craft their career graph in order to succeed?
A. If there was one recipe for success I think we would all have known it by now. The very fact that many management and life style gurus continue to offer different solutions for success is evidence that success is a very personal journey. I use the word journey to describe success very consciously: To me success is not an end; it is not a goal to reach and there is no one way to reach that. Each individual must find success ‘along’ his or her own path. Personally I believe that success is based on three things, first, you must have a dream and you must believe in it, with all sincerity. Second, you must act on the dream; Third, one needs luck! Again, I believe luck comes to those who have done what is needed to be done and have therefore put themselves in the right place and at the right time. I am a firm believer that an opportunity is never wasted; it just goes to the right person. If you are ready, your opportunity will come to you. In summary, these are very personal to me and by no means a recipe of success for anybody else. Success is a personal journey for each and every individual and I wish anyone reading this, the very “Best of Luck”.
Q. You are referred as an “affectionate professional” in the industry what does it take to win the hearts of people at work? How important it is in changing times where materialistic things are valued over people?
A. If you are authentic people will know. If you truly care, people will care and if you follow through with action people will lend you their support. At the end of the day, you and I function and live in a society by building relationships. In each relationship you get only what you give! Just like the colors that you and I see, i.e. if we see something as red it is because it reflects red and not any other color; same way if we see something as blue it is because it reflects blue. So if you really care and you reflect your genuine true-self you will get back the same care and love from people. I think the debate on today’s times being more materialistic, is over rated. My elders say their time was better and their elders say the same to them. This debate is a bit like ‘fashion’, what worked then, does not work today. I know and work with people who even “today” genuinely care about people and the relationships we create.
TO ACT, YOU NEED TO COMMIT TO YOUR DREAMS, TO COMMIT TO YOUR DREAMS YOU NEED COURAGE…
Q. When not working, how do you spend time with your family?
A. My wife ‘Charu’ is an English teacher. My daughters “Anjali” and “Suhani” are 11 and 7. We have a simple life and I try to spend as much time as possible with family. We play outdoor sports together, watch movies and spend time at the local library. We travel a lot even in India and abroad.
Q. What are your other passions / interests?
A. I like Bollywood music and I make time to meet up with friends for lunch or coffee. I check-in with people whom I have not spoken to in a long time when I am travelling to and from the office; and we have a group of friends who care about the economic progress of India and in particular solutions that can reduce poverty.
Q. Please share some sweet memories with faculty / friends at campus?
A. My memories go back to nearly 15 years. We had a small campus at Lodhi Road. Some of the best times I spent there were at a roadside stall started by a very poor but “always happy” man – whom we just knew as “Anna”! He was given a small room by the local church and we got him a gas-stove and fridge. After that, we spent countless hours there having coffees, idlis and great conversation.
With the great victories already on platter, we at Cult wish the achievements and joys always multiplies for Mr. Das in his trails.
