एषा तेऽभिहिता साङ्ख्येबुद्धिर्योगे त्विमां शृणु |बुद्ध्या युक्तो यया पार्थकर्मबन्धं प्रहास्यसि || 39||

Let’s transition into Karma yoga… “Nishkaam Karma”

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यदृच्छया चोपपन्नं स्वर्गद्वारमपावृतम् |

सुखिन: क्षत्रिया: पार्थ लभन्ते युद्धमीदृशम् || 32||

कृष्ण अर्जुन से कहते हैं - धर्मयुक्त संग्राम को नहीं करेगा, तो स्वधर्म को और कीर्ति को खोकर पाप को प्राप्त होगा।

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स्वधर्ममपि चावेक्ष्य न विकम्पितुमर्हसि |

धर्म्याद्धि युद्धाच्छ्रेयोऽन्यत्क्षत्रियस्य न विद्यते || 31||

जीवन की परम धन्यता—स्वधर्म की पूर्णता में… Let’s understand this aspect in detail

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देही नित्यमवध्योऽयं देहे सर्वस्य भारत |

तस्मात्सर्वाणि भूतानि न त्वं शोचितुमर्हसि || 30||

जीवन की परम धन्यता—स्वधर्म की पूर्णता में… Let’s understand this aspect in detail

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आश्चर्यवत्पश्यति कश्चिदेन

माश्चर्यवद्वदति तथैव चान्य: |

आश्चर्यवच्चैनमन्य: शृ्णोति

श्रुत्वाप्येनं वेद न चैव कश्चित् || 29||

Sankhya Yog in the words of Shree Krishna is what we will understand in this verse.

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अव्यक्तादीनि भूतानि व्यक्तमध्यानि भारत। अव्यक्तनिधनान्येव तत्र का परिदेवना || Sankhya Yog in words of Shree Krishna is what we will understand in this verse.

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अथ चैनं नित्यजातं नित्यं वा मन्यसे मृतम् | तथापि त्वं महाबाहो नैवं शोचितुमर्हसि || Shree Krishna’s Empathy reflects strongly in these verses…

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Kaya kya hai Keval hai Maya, dhalti jaye aisi hai chaaya!! Let’s understand this aspect in detail in these verses.

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Kaya kya hai Keval hai Maya, dhalti jaye aisi hai chaaya!! Let’s understand this aspect in detail in these verses.

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Kaya kya hai Keval hai Maya, dhalti jaye aisi hai chaaya!! Let’s understand this aspect in detail in these verses.

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Kaya kya hai Keval hai Maya, dhalti jaye aisi hai chaaya!! Let’s understand this aspect in detail in these verses.

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न जायते म्रियते वा कदाचि नायं भूत्वा भविता वा न भूय: | परिणामस्वरूप आत्मा के स्वरूप को छः श्रेणियों में विभक्त किया गया है-"अस्ति, जायते, वर्धते, विपरिणामते, अपक्षीयते और विनिश्यति" अर्थात गर्भावस्था में आना, जन्म, विकास, प्रजनन, हास और मृत्यु। ये सब शरीर के बदलते स्वरूप हैं न कि आत्मा के। Let’s understand this aspect in detail

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न जायते म्रियते वा कदाचि नायं भूत्वा भविता वा न भूय: | परिणामस्वरूप आत्मा के स्वरूप को छः श्रेणियों में विभक्त किया गया है-"अस्ति, जायते, वर्धते, विपरिणामते, अपक्षीयते और विनिश्यति" अर्थात गर्भावस्था में आना, जन्म, विकास, प्रजनन, हास और मृत्यु। ये सब शरीर के बदलते स्वरूप हैं न कि आत्मा के। Let’s understand this aspect in detail

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य एनं वेत्ति हन्तारं यश्चैनं मन्यते हतम् |

उभौ तौ न विजानीतो नायं हन्ति न हन्यते || 19||

Chapter 2 verse 19 is the essence of whole life… let’s deep dive into this Verse and see how beautifully Shri Krishna is weaving the fabric of SAT.

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य एनं वेत्ति हन्तारं यश्चैनं मन्यते हतम् |

उभौ तौ न विजानीतो नायं हन्ति न हन्यते || 19||

Chapter 2 verse 19 is the essence of whole life… let’s deep dive into this Verse and see how beautifully Shri Krishna is weaving the fabric of SAT.

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अन्तवन्त इमे देहा नित्यस्योक्ता: शरीरिण: |

अनाशिनोऽप्रमेयस्य तस्माद्युध्यस्व भारत || 18||

Shree Krishna tells Arjun, “Within that material body is an eternal imperishable entity, which is not made of mud. That is the divine soul, the real self.”

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अन्तवन्त इमे देहा नित्यस्योक्ता: शरीरिण: |

अनाशिनोऽप्रमेयस्य तस्माद्युध्यस्व भारत || 18||

Shree Krishna tells Arjun, “Within that material body is an eternal imperishable entity, which is not made of mud. That is the divine soul, the real self.”

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God’s Language is Maun… but He spoke with Arjun,

अविनाशि तु तद्विद्धि येन सर्वमिदं ततम् |

विनाशमव्ययस्यास्य न कश्चित्कर्तुमर्हति || 17||

In this verse, Shree Krishna establishes the relationship between the body and the soul, by saying that the soul pervades the body. Let's deep dive into this verse 17

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God’s Language is Maun… but He spoke with Arjun,

अविनाशि तु तद्विद्धि येन सर्वमिदं ततम् |

विनाशमव्ययस्यास्य न कश्चित्कर्तुमर्हति || 17||

In this verse, Shree Krishna establishes the relationship between the body and the soul, by saying that the soul pervades the body. Let's deep dive into this verse 17

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नासतो विद्यते भावो नाभावो विद्यते सत: |

उभयोरपि दृष्टोऽन्तस्त्वनयोस्तत्त्वदर्शिभि: || 16||

The depth of Gyan Yog and Vedanta is experienced in this Chapter… Breathe in this verse and realize the Truth.

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नासतो विद्यते भावो नाभावो विद्यते सत: |

उभयोरपि दृष्टोऽन्तस्त्वनयोस्तत्त्वदर्शिभि: || 16||

The depth of Gyan Yog and Vedanta is experienced in this Chapter… Breathe in this verse and realize the Truth.

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नासतो विद्यते भावो नाभावो विद्यते सत: |

उभयोरपि दृष्टोऽन्तस्त्वनयोस्तत्त्वदर्शिभि: || 16||

The depth of Gyan Yog and Vedanta is experienced in this Chapter… Breathe in this verse and realize the Truth.

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नासतो विद्यते भावो नाभावो विद्यते सत: |

उभयोरपि दृष्टोऽन्तस्त्वनयोस्तत्त्वदर्शिभि: || 16||

The depth of Gyan Yog and Vedanta is experienced in this Chapter… Breathe in this verse and realize the Truth

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नासतो विद्यते भावो नाभावो विद्यते सत: |

उभयोरपि दृष्टोऽन्तस्त्वनयोस्तत्त्वदर्शिभि: || 16||

The depth of Gyan Yog and Vedanta is experienced in this Chapter… Breathe in this verse and realize the Truth

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यं हि न व्यथयन्त्येते पुरुषं पुरुषर्षभ |

समदु:खसुखं धीरं सोऽमृतत्वाय कल्पते || 15||

In the previous verse, Shree Krishna explained that both the sensations of happiness and distress are fleeting. He now encourages Arjun to rise above these dualities through discrimination.

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मात्रास्पर्शास्तु कौन्तेय शीतोष्णसुखदु: खदा: |

आगमापायिनोऽनित्यास्तांस्तितिक्षस्व भारत || 14||

In this verse, Sri Krishna said: As the senses contact the objects of the senses, feelings of heat and cold, pain and pleasure arise, Arjuna. These sensations come and go; they're impermanent.

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देहिनोऽस्मिन्यथा देहे कौमारं यौवनं जरा |

तथा देहान्तरप्राप्तिर्धीरस्तत्र न मुह्यति || 13||

In this verse, Shree Krishna establishes the principle of transmigration of the soul from lifetime to lifetime. Lets deep dive further into Chapter 2 Bhagwad Gita verse 13

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देहिनोऽस्मिन्यथा देहे कौमारं यौवनं जरा |

तथा देहान्तरप्राप्तिर्धीरस्तत्र न मुह्यति || 13||

In this verse, Shree Krishna establishes the principle of transmigration of the soul from lifetime to lifetime. Lets deep dive further into Chapter 2 Bhagwad Gita verse 13

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न त्वेवाहं जातु नासं न त्वं नेमे जनाधिपाः |न चैव न भविष्याम: सर्वे वयमत: परम् || 12||

Never was there a time when I did not exist, nor you, nor all these kings; nor in the future shall any of us cease to be.

In accordance with the scripture above, the universe was created by a union of three everlasting entities: God, the soul, and Maya. According to logic, there must be life after the death of the physical body if we hold the idea that the soul is everlasting. Let's get deep dive into this verse 12.

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न त्वेवाहं जातु नासं न त्वं नेमे जनाधिपाः |न चैव न भविष्याम: सर्वे वयमत: परम् || 12||

Never was there a time when I did not exist, nor you, nor all these kings; nor in the future shall any of us cease to be.

In accordance with the scripture above, the universe was created by a union of three everlasting entities: God, the soul, and Maya. According to logic, there must be life after the death of the physical body if we hold the idea that the soul is everlasting. Let's get deep dive into this verse 12.

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न त्वेवाहं जातु नासं न त्वं नेमे जनाधिपाः |न चैव न भविष्याम: सर्वे वयमत: परम् || 12||

Never was there a time when I did not exist, nor you, nor all these kings; nor in the future shall any of us cease to be.

In accordance with the scripture above, the universe was created by a union of three everlasting entities: God, the soul, and Maya. According to logic, there must be life after the death of the physical body if we hold the idea that the soul is everlasting. Let's get deep dive into this verse 12.

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श्रीभगवानुवाच |अशोच्यानन्वशोचस्त्वं प्रज्ञावादांश्च भाषसे |गतासूनगतासूंश्च नानुशोचन्ति पण्डिता: || 11||

Arjun, even though you might think you're saying words of wisdom, you're actually speaking and acting ignorantly, says Krishna. There is no possible justification for lamentation. Pundits, or those who are wise, never weep for the living or the dead.

Hence the grief you visualize in killing your relatives is illusory, and it proves that you are not a Pundit.”

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श्रीभगवानुवाच |अशोच्यानन्वशोचस्त्वं प्रज्ञावादांश्च भाषसे |गतासूनगतासूंश्च नानुशोचन्ति पण्डिता: || 11||

Arjun, even though you might think you're saying words of wisdom, you're actually speaking and acting ignorantly, says Krishna. There is no possible justification for lamentation. Pundits, or those who are wise, never weep for the living or the dead.

Hence the grief you visualize in killing your relatives is illusory, and it proves that you are not a Pundit.”

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In response to Shree Krishna’s call for action, Arjun presents his confusion. He states that Bheeshma and Dronacharya are worthy of his respect and adoration. Bheeshma was the embodiment of chastity and remained a lifelong celibate to fulfill the vow he had made to his father. Arjun’s military preceptor, Dronacharya, was a genius in the science of warfare, and it was from him that Arjun mastered the art of archery.

To treat these men of high merit as enemies now seemed abominable to the noble-minded Arjun. If even arguing with these venerable elders was improper, then how could he ever think of attacking them with weapons? His statement thus implies, “O Krishna, please do not doubt my courage. I am prepared to fight. But from the perspective of moral duty, my duty is to respect my teachers and to show compassion to the sons of Dhritarashtra.”

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In response to Shree Krishna’s call for action, Arjun presents his confusion. He states that Bheeshma and Dronacharya are worthy of his respect and adoration. Bheeshma was the embodiment of chastity and remained a lifelong celibate to fulfill the vow he had made to his father. Arjun’s military preceptor, Dronacharya, was a genius in the science of warfare, and it was from him that Arjun mastered the art of archery.

To treat these men of high merit as enemies now seemed abominable to the noble-minded Arjun. If even arguing with these venerable elders was improper, then how could he ever think of attacking them with weapons? His statement thus implies, “O Krishna, please do not doubt my courage. I am prepared to fight. But from the perspective of moral duty, my duty is to respect my teachers and to show compassion to the sons of Dhritarashtra.”

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Shree Krishna said, O Parth, you should not submit to this lack of manliness. O conqueror of enemies put an end to such meek heart weakness.

in this verse, Shree Krishna is encouraging Arjun not to yield to this impotence, which does not befit his illustrious parentage. Again, He addresses Arjun as Parantapa, or conqueror of enemies, indicating to him to vanquish the enemy that has arisen within him.

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The Supreme Lord said: My dear Arjun, how has this delusion overcome you in this hour of peril? It is not appropriate for a person of honor. It results in shame rather than the higher abodes.

Shree Krishna explains about two different kinds of men in the universe first wise and second the ignorant. Those who follow the righteous path seek out light and purity, and are courageous and active. This is how Aryans live their lives. The other group of men lives in ignorance, are driven by sinister desires, walk in the path of the devil, and experience sadness and hopelessness. This is how Aryans live their lives.

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Taking Journey of Bhagwad Geeta Forward. The second Chapter is the crux of the whole teaching of Lord Krishna. We will cover this important chapter.

Sanjay said: Seeing Arjun overwhelmed with pity, his mind grief-stricken, and

his eyes full of tears.

In this verse, shree Krishna explains beautifully about "दया" (compassion) & करुणा (Karuna) which leads to a different direction and tries to destroy the demon of doubt and weakness that has crept into Arjun's mind and now ruling over him.

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Chapter 1 of Bhagavad Gita portrays Arjuna's despair on seeing the army of Kauravas. The thought of killing his relatives makes him numb. Arjun contemplates in his mind the advantage and disadvantages of the war and becomes bewildered as to what would be the right decision at this point in time.

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Chapter 1 of Bhagavad Gita portrays Arjuna's despair on seeing the army of Kauravas. The thought of killing his relatives makes him numb. Arjun contemplates in his mind the advantage and disadvantages of the war and becomes bewildered as to what would be the right decision at this point in time.

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Chapter 1 of Bhagavad Gita portrays Arjuna's despair on seeing the army of Kauravas. The thought of killing his relatives makes him numb. Arjun contemplates in his mind the advantage and disadvantages of the war and becomes bewildered as to what would be the right decision at this point in time.

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Chapter 1 of Bhagavad Gita portrays Arjuna's despair on seeing the army of Kauravas. The thought of killing his relatives makes him numb. Arjun contemplates in his mind the advantage and disadvantages of the war and becomes bewildered as to what would be the right decision at this point in time.

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Chapter 1 of Bhagavad Gita portrays Arjuna's despair on seeing the army of Kauravas. The thought of killing his relatives makes him numb. Arjun contemplates in his mind the advantage and disadvantages of the war and becomes bewildered as to what would be the right decision at this point in time.

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Let's begin our journey of Bhagwad Gita in an absolutely fresh manner and add a new perspective to life.

Chapter 1 of Bhagavad Gita portrays Arjuna's despair on seeing the army of Kauravas. The thought of killing his relatives makes him numb. Arjun contemplates in his mind the advantage and disadvantages of the war and becomes bewildered as to what would be the right decision at this point in time.

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Lord Shiva performed a fierce and rapid dance.

With his neck consecrated by the flow of water that flows from his hair,

And a garland (a snake) which is hung on his neck,

And the Damaru drum that emits the sound “Damat Damat Damat Damat”,

Lord Shiva did the auspicious dance of Tandava. May he give prosperity to all of us.

Let’s see the tandava from ravanan’s eyes.

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Mind is in a wandering state, consciously observe this mind and you will find that there is a cycle.

Repetition is the nature of this mind. The same thoughts are manifested in your mind.

Effort is the seeker who tries to break out of this cycle.

‘Sidh hai jo bahar nikalta hai, sadhhak jo usse bahar nikalne ki prayatna karta rehta hai’.

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The preacher whose preaching's matches with his behavior can be called as Acharya.

Unlike preaching, behaviors are visible. Jesus Christ followed what he preached. He is Arihant, siddh and a perfect example of acharya. So we must follow what we teach.

A heartfelt welcome only to all those acharya whose preaching are his behavior i.e., Acharan.

One who silently accepts death, is lost in ‘Nirakar’ i.e., the universal spirit.

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The union of heart and purpose gives birth to desires. On the contrary if you break that union, desires fades away.

The moment you leave your desires behind, you are reborn. This sate is called “dwich” i.e. one who is born again.

Henceforth ‘’you will be caught in the thread of eternal life”

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Let's take an example of waves. Waves which are part of the ocean also signifies the ocean itself. Even if the waves seem small from above, there is still an ocean underneath it.

In finite, Infinity is hidden.

Therefore look into yourself to find out who you are. Never separate yourself from Parmatma as Parmatma is your mind, your chitya.

‘Tum hi Parmatma ho’

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The moment You ignite the power of truth and righteousness, the darkness of your soul will vanish and ‘Prem’ will come to being. Your eyes will then be able to see Parmatma, ie the divine being.

‘Khak mujhe koi kamal rakha h, mere data mujhe to tune sambhal rakha h’.

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The way you are, your true nature will guide you to get a similar glimpse of this World.

Your vision about this world is actually a vision of your mindset. You can only choose to see the world, in your own way.

Swami Prabuddhananda once said ‘Whole Existence is game of Consciousness. You can Experience it, in deep Meditation..’

And only then,

‘ Shristi and shrestha will unite to become one’

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External knowledge come to existence, the moment you open the eyes of your soul.

‘Dhyaan, Gyaan and Prem’ coincides to become one powerful aspect of your existence.

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1. One who never admits their mistake.

2. One who feels everything is the result of their wrong doings.

3. One who finds mistake in themselves.

No one is wrong. If anyone is wrong that is “You”. Everything around you is a reflection of yourself. It’s a reflection of your ‘Karam’.

If you feel you are treated wrongly, look inside yourself. You will realize others are not wrong instead you are wrong, and from there Your journey for endless questions begins. Moreover this will lead you to the ocean of ‘Prayaschit’.

Interestingly, this is the beginning of the ultimate journey of Purification.

‘Mein galat hu yeh important nhi hai, mein hu wohi galat hai’.

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Where Smriti is recollection of your daily activities pratikaran is remembering the entire smriti and then Punar Jeevan where one relives each moment of the day spend in Mind and reflects upon themselves.

And then you will experience Akhanda Samadhi, a state of mind who is awake, a mind where the conscious is always aware about the outside environment.

“Saans dekhte dekhte satya prakat ta jaye, satya dekhte dekhte param satya dikh jaye”

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Present is the real GOD. Worshiping what you have now in present is basically worshiping God.

Thinking about the fruitful desires of your future is Adharma.

Today, right Now, at this moment, is your time to work and worship your present for giving you the opportunity to work in future.

‘Karam hi Prasad hai’.

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Agyaan, which is the primary reason of your suffering, will be persistent as long as there is ignorance in your life. Agyaan gives birth to characteristics of ignorance. So now to understand Anant we need to 1 st understand the nature of Agyaan.

The greatest power lies in the manifestation of Avarna and Vikshepa and accepting the truth about the existence of your life.

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What is MOH?

The first and foremost affection is “me”. I want to live, and this affection is deep.

All other affections lie around this attachment of being alive. The struggle is against death. This is the circle of life and this cycle will continue.

“Death after life and life after death.”

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Vinay is accepting and respecting your existence without any condition. One who has achieved Vinay to the fullest, is the one who can now conquer the world with his infinite knowledge.

“Badal hatao Akash dekho”

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During the commencement of life, you should be able to free yourself from ego and take a step closer towards the utmost precious aspect of life, Love. As the basis of your existence starts from Love and end with it.

If you live your entire life only thinking about yourself, then even while loving others you are actually fueling your ego.

The sarcasm lies in the fact that even the air that we breathe in is shared by others. Whatever you have now, is basically borrowed from others and it will definitely get returned to the rightful owner.

The irony is in fact thinking only about yourself which is the ultimate lie that you tell yourself and deceive your life.

Treat Everyone As Your Own.

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Don’t SEEK God SEE God.

You just need to build an eye to see GOD everywhere.

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In a state of wonder you go to an imaginative state, it forces you to travel the inner journey. Until the ego is not demolished from your soul the truth cannot take place, wonder helps you to do that. Once the doors of wonder are opened, you become a pure soul.

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Dhundta tha tuzhko har jagah in nigaho se…

Par to inmai hi niha tha yeh pta nahi tha!!!

You don’t need to go anywhere to find GOD, your power is in your Devotion it is within you.

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• Ability to invoke any emotions from inside.

• Ability to let go of any flavour at will.

• Ability to form habits.

• Power to drop off any habit that is already formed.

• Power of focus.

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You must understand the Revenue Model to create an effective Pricing Model.

There can be 2 Parameters for determining the revenue:

• Price it high and earn on perception.

• Price it low and earn on volume.

Organizations have to change their old pricing model to the new one by making it from one time to flexible which means being connected to the customers by changing episodic interaction to more frequent and should spot opportunities for the improvement.

The pricing model is based on some strategic questions:

• What is paid for?

• When is the payment required to be done?

• Who will pay for this?

• Why do customers pay?

• What is the currency that customers pay in?

Listen to our complete track on the Importance of the Pricing Model in the New World to build the most effective Pricing Strategies.

The only thing that can sustain forever is not an organization, it's an organism.

Organization: Is supposed to organize a set of activities to achieve the desired objective.

Organism: Is a living and conscious entity that achieves desired objectives forever.

Some of the properties of an organism:

1. Every part of an organism is absolutely aligned (zero misalignments).

2. Organism continuously recreates itself.

Organization → Organism → Alignment + Recreation

An organization or organism needs 2 operating systems → Alpha OS (Alignment) → Beta OS (Recreation)

The objective of Alpha OS → Make profits, Retain customers, and remain aligned to our purpose.

The objective of Beta OS → Look for signals and structurally work towards creating a sustainable future/improving existing processes, systems, and products./ Understand completely what are the new needs of the customers and then work towards those needs/ new technologies and see if we can become more efficient.

The common thing between Alpha and Beta systems is why we do what we do, the purpose of our existence. Any input coming from Beta should not be in misalignment with Alpha.

Beta OS is a combination of:

1. Insights that you pick from the market. → Insights picking process/system.

2. Insights are to be put in a Prototype. (Prototype creating floor) → Opportunity/ model creation mechanisms

3. People from the Alpha system run the prototype. → needs skilled operators.

4. Well-defined process manual. (Under the supervision of process + creating functional process) → process manuals

5. Dashboarding → great monitoring mechanism.

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Metaverse in 2 dimension

• Immerse

• Collaborative working

For any technology you need a problem statement:

We have 2 layers in Metaverse:

Outer layer: Technology

Second layer: Problem statement: what are you trying to solve.

The problem statement is divided into 3 sub-layers:

• Functional layer, what is the functional problem you are solving.

• Emotional layer, once you are solving a functional problem you can’t ignore the emotions attached to it. Taking care of emotions.

• A conscious layer means a layer where you have to be conscious of the social dilemma you are solving.

Metaverse 2.0

Metaverse is a Seamless conversion of the physical and digital world, where we can work, transact, socialize, and many more.

It allows you to create one virtual world and enable people to extend their social interaction digitally. It is a digital projection of your real self.

Causing the inflection of metaverse:

• Companies and celebrities are already entering the metaverse and announcing their presence.

• Virtual reality and augmented reality headsets are becoming easily available, cheaper and they are more advanced.

• Blockchain has enabled digital currencies and NFTs. they allow the transactions to happen. Creators are more interested as their creations can be monetized using NFTs.

• Democratic, as it becomes.

Layers of Metaverse:

Collaborative Technology: Creating collaborative mechanisms of working together.

Immersive Technology: While you're entering this space you create an absolutely new world.

Inflection Of Metaverse: Companies and celebrities are already entering the metaverse, they are announcing their presence also.

Virtual reality and augmented reality headsets are becoming easily available and cheaper and they're much more advanced. Blockchain has enabled transactions happening there to currencies like digital currencies and NFTs. These transactions are allowing creators to monetize whatever they are creating over there. It is becoming more democratic, as it becomes more and more democratic it becomes easier for us to not just own space but interact between the space.

Era’s of Business:

First Era: Transactions and products were important.

Second Era: Relationships and retention were important.

Third Era: Collaboration and making this world a better place is important.

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1. Can you re-imagine your business? → The old one will not work, keeping scope, eco-system, and business model in mind.

2. Re-evaluating value chain→ What R&D, Operations, and distribution is needed.

3. Re-connecting with the customers. → what is the journey and how do I engage and manage with the customers?

4. Rebuild your organization. → Rebuild the structure, capabilities, and learning.

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I. Thinking about Pain Solving

1. How do we think about business in a new way?

1. What is the social tension that exists in today’s world that I am truly resolving? Do we digitize everywhere or only in pockets?

II. Connect to the Customer Journey

1. Draw a comprehensive customer journey

2. Mark the Moments of Truth on that journey

3. Tabulate those moments

4. Identify where those moments stand on

   1. Propensity to use multiple channels (High and Low)

   2. Importance of that journey step in the customer journey (High and Low)

Mechanism of Digitization

5 Essential/ Important Components of Digital Transformation

1. People – Consumers, Employees, Primary customers/ Clients (distributors, suppliers, etc)

Digital Transformation starts with people, not technology. Technology

There are always humans at the end of valuable data.

Data is basically sitting on the heads of these people. Transforming the minds of these people to start thinking that it is not important but urgent to transfer the data into something savable, retrieval and usable.

1. Data – Digitizing/ Datafying the human behavior, conversion into 0s and 1s

Data is digital records you have.

Accessible and retrieval records of interactions with consumers, employees, clients, primary customers, is Data Capturing

1. Insights – meaning behind Data

Data can be the new oil, but it needs to be clean and refined.

Analytics – science that helps give meaning to data, turns data into insights

Point is not to be right but to find better ways of doing the same thing.

1. Action is taken based on Insights – Planning & Doing

Insights are useless if I don’t create actions from there.

The most important part after insights is the action. Curious, captivating insights will go waste, without our risk aversion to work out what to do.

To unlock insights into workable actions, people, processes, and culture play a very important role.

1. Results – evaluating the impact

Enhance, develop people skills, become more risk-averse, processes become smarter and there is synergy between humans and technology

Adapting to changes cannot happen overnight by collecting more data or buying technology. The shift in the mindset, talent hiring, upskilling, and reskilling the workforce to be future-ready

The new version of the same task

The time has come for every individual to start asking am I a new version or the same old version. Without this transformation, you will not be at peace. Version 2 people find it difficult to work with version 1.

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1. Who is my customer?

2. How does he buy? → Customer mind mapping

3. What is the exact journey of buying and how does he behave post buying? → You really need to map the journey of how the customer is buying your product. You need to map the exact strategy.

Steps in the journey of buying:

1. Make the customer buying journey.

2. At every journey point, ask a question.

• Will the customer use multiple channels at this point? → if yes, what are the channels and will they be proactive or reactive?

• Is this point important in the customer journey? X-axis- Importance of the journey point. Y-axis- Propensity to use multiple channels.

*HH- I need to focus on that point.

*HL- Steer my customers to the most efficient channel.

*LL- Basic functionality.

*LH- Outstanding functionality of my primary channel → creates a moment of delight for the customer.

*HH- Tremendous effort of transformation has to go. (the point where he tends to go on the different channels, the customer’s cross channel experiences.)

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1. What is your business strategy?

How am I addressing the pains faced by the customer?

1. How am I relooking at my value network operations?

2. How do I engage my customers?

3. How should my organization be restructured to address the above points?

Different strategies:

Traditional strategy, Make it cheaper or better (single product, single customer) make it cheaper or make it better. Automobile industry. Focus: Product

Razor Blade strategy: (Multiple products, single customer): the concept of compliments, razor on low cost and making money on the blade. Focus: Customer Benefit.

Network effect: (Single product, multiple customers): eg, amazon marketplace. It's because there are more sellers on amazon, more sellers and more buyers.

Network effects and complements (Multiple products, multiple customers): Eg: amazon with growing networks and with a razor blade strategy.

DT is a combination of being able to answer the following questions.

1. Can you re-imagine your business? → The old one will not work, keeping scope, eco-system, and business model in mind.

2. Re-evaluating value chain→ What R&D, Operations, and distribution is needed.

3. Re-connecting with the customers. → what is the journey and how do I engage and manage with the customers?

4. Rebuild your organization. → Rebuild the structure, capabilities, and learning.

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For innovation the elements which are needed are:

1. The mindset to leave old Raw material & re-evaluate new raw material.

2. Strategic Coherence matrix.

For every innovation we need to answer 2 questions:

1. How is this Innovation going to benefit my customer?

2. How will I (as an org) capture/share the value that is created?

Any Innovation will pass through 3 zones:

1. Routine Innovation: Where you are addressing your core markets i.e. serving existing markets and existing customers.

2. Adjacent Innovations: Where you add incremental personal assets by entering new markets or acquiring new customers.

3. Transformational Innovation: Where you create new markets and a new product.

The framework of innovation:

X-Axis: Technology

Y-Axis: Business model

1. Routine Innovation: Using existing technology & leveraging an existing business model.

Eg: iPhone 13, BMW 5 Series.

1. Disruptive Innovation: Using existing technology but new business models.

Eg: Video on Demand, Voice free charge for Data (Jio)

1. Radical Innovation: Using different technology (Advanced) but using an existing business model.

Eg: Genetic Engineering, Bio-Technology.

1. Architectural Innovation: Adopting a new technology & a new business model. These are transformational in nature/behavior shifts/ new habits of consumers.

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If delivery time is long or beyond expected almost 50 % of your customers will shop somewhere else. Therefore speed is almost becoming one very important part of the value proposition.

Challenges are increasing because consumers are not willing to pay for it because everybody is providing it free of cost.

“Speed is a demand which is a part of your value creation. If you charge for it you'll be failing in it.”

Product features: value proposition ---> Delivery time

Value network for a retailer:

1. Manufacturer

2. Distributor

3. Sub distributor

4. Retailer

5. Consumer

9 important elements a retailer is worried about:

1. The breadth of product selection.

2. Value for money.

3. Delivery speed and cost for that speed. → Game changer

4. Precision on delivery (My control on delivery) → Game changer

5. Product Quality.

6. Return policy (frictionless) → Game changer

7. Product pricing

8. Product availability

9. Return to the store

Capabilities required:

1. Data analytics

2. Good Technology

3. Good talent

4. Continuous innovation

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It has the power and energy to move the organization in the right direction and can unleash tremendous power to steer the organization.

Culture is residing in 2 primary dimensions:

1. How people interact with each other: How the activities are performed.

Orientation of the activities can either be highly independent or highly interdependent. Independent culture promotes standing on their feet.

Interdependent culture promotes people to help each other.

1. How do we respond to change: Some cultures will emphasize flexibility, adaptability, and deceptiveness.

Those who face stability tend to follow rules.

Those who favor flexibility tend to prioritize innovation, diversification.

Culture has 2 attributes:

(On x-axis)

Highly interdependent on the flexible side (Caring): They focus on relationships and mutual trust. Work culture is Warm, collaborative, improves teamwork, engagement, trust, sense of belongingness. Employees here are united and leaders have sincerity.

Overemphasis on slow decision making, less competitiveness.

Eg: Disney

Highly interdependent on the stability side (Order): They want to maintain order. It will ensure improved official reduction of conflict, overemphasis of the rules. Order side is basically Rule abiding, respectful, and corporative.

Eg: GVK, Satyam

Highly independent on the flexible side (Enjoyment): More focus on enjoyment. It is expressed through fun and tends to do what makes them happy. Playful, instinctive, fun-loving.

Eg: ZAPPOS

Highly independent on the stability side (Result): Result-oriented cultures. Tends to Believe in goal focus, capability building. Achievement driven.

Eg: Goldman Sachs

(On Y-axis)

Highly flexible on the interdependent side (Purpose): They are purpose-driven, tolerant, idealistic. helps in social responsibility, sustainability.

Eg: Amul, Body shop.

Highly flexible with independent side (learning): They are Open cultures, invention driven, exploratory.

Eg: 3M

Highly stable with interdependent side (Safety): It is Safety driven culture. Being realistic, being prepared, good stability, all plans set. Believe in managing risk, business continuity plans. Tends to be extra careful.

Eg: GOI

Highly stable with independent side (Authority): It is Authority driven, Decisive, dominant, It improves the speed of decision making, responsiveness is usually better.

Eg: Hawaii

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Culture: It is a tacit social order of an organization that shapes attitudes and behaviors in multiple ways.

It has the power and energy to move the organization in the right direction and can unleash tremendous power to steer the organization.

Cultural norms define what is encouraged, what is discouraged, what is accepted, and what is rejected. It is defined by the values you hold.

“It's not the people that make an organization. Great culture is the one that makes an organization.”

What are the attributes of culture:

1. Shared: Culture is not an individual phenomenon. It resides in shared behaviors, values, and assumptions.

2. Pervasive: It will permeate multiple levels. It will manifest in stories, gossip, physical environment, symbols. It has the ability to modify the mindset of people. It enters the mind and defines the mindset.

3. Enduring: It can direct the thoughts and actions of group members over a period of time. Through multiple actions in the group, the culture is formed.

It will start attracting people of its kind. It is like an immune system. It is reinforcing.

4. Implicit: The whole organization system gets hardwired to the set culture. It is so strong that every aspect is defined by this.

Culture is the key to every aspect that happens in an organization.

Pillars of culture:

1. Massive Transformative Purpose (Vision): This is the first part of the funnel which needs to be visualized. It has to be deeply authenticated and prominently displayed. A great culture starts with an image of what you want to do.

2. Values: these need to be displayed and lived every day. They become building blocks of the culture. which will become a building block. Offer guidelines on behavior and

3. Practices followed: These practices must be in sync with the values I stand for. whether you are actually living your values.

4. People: They are the true pillars of any organization.

5. Narrative: narrative what do you really stand for?

“Organizations don't take birth in the place it takes birth in the narrative.”

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In today’s world of organizations, which is addressing the customer needs the moment they arise and even earlier than that is taking it to an altogether new level.

“The more connected you are with your customer the chances of owning him forever multiply.”

Eg: Disney Band, Nike

To become a customer-centric organization you don’t need to be a large organization, the only thing which is required is just a mindset and belief.

Two buckets of customer-centricity:

1. Amount of energy that you expend while you are engaging with the brand (lesser the better)

2. While we are working with the brand what is the experience that we get functionally, emotionally, spiritually (more lasting the better)

“Buy what we have'' is a traditional approach which the majority of companies have already implemented. Here organizations Interact with customers episodically. After the customer is seeking out a product/service.

Stages of “Buy what we have”

1. Recognize

2. Request

3. Respond

4. Repeat

The second approach is when you are good at the first approach.

4 Customer-centric strategies:

1. Respond to the desired strategy- In this strategy responding to its customers as quickly as possible by providing them the services and products which they have requested.

Capabilities required: fast delivery, Flexibility, frictionless experience, precise execution.

Speed plays a crucial role in this strategy. Eg: Amazon

2. Curated offering- Where the offerings are designed for the customer. Here the organizations are actively involved in helping the customers at an earlier stage of the customer journey.

Capabilities required: Personalized recommendation model, Data analytics will provide insights.

Eg: Trivago, Google

3. Coach offering- Here the organization Works with the customers who like nugeding. In this organization, they should have to watch over their customers.

Capabilities required: understanding precise needs of customers, ability to gather & analyze rich data.

Eg: Nike

4. Automatic execution model- Without the involvement of customers providing them the service when they really need it. Works with the customers who are ready to share their personal details.

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It is an important element of our life to be digitized.

4 dimensions

• Strategy - Do you think in a digital frame or in a non-digital frame?

• Investment - Are you willing to invest in digital capabilities?

• Adaptability - Do you have an adaptive mindset? This is a must for Data analytics to surprise you

• Alignment - Are you willing to realign your skills with the digital era?

  DQ has a Multiplier effect on each one of these dimensions.

DQ= Score (S) X Score (I) X Score (AM) X Score (A)

DQ primary means that you have an existing business and need to realign your existing one to a digital frame.

Buckets:

1. Strategic Framework:

• Important to answer these 3 questions-

  1. Where is the most interesting digital opportunity or threat opening up?

  2. How quickly and on what scale is the digital disruption likely to occur?

  3. What are the best responses to embrace these opportunities proactively and reallocate my resources from the biggest threat?

• Paths:

  1. Path 1: {Redefining}: Small scale disruption of your own business to enter new space or redefine the existing one.

  2. Path 2: {Fast following}: The way that is created because of industries evolution.

  3. Path 3: Aggressively allocating the assets from digitally treated assets to more digitally interesting ones.

  4. Path 4: Boosting the effectiveness of the existing model through digital approaches.

2. Capabilities at scale

3. Fast and agile Culture

4. Organization and talent

Business is a set of activities with the objective to generate value in the lives of the ecosystem.

There is Perfect alignment b/w organization strategy and execution.

Important questions:

1. Are you clear about how you choose to create value in the marketplace?

2. Can you articulate 3-5 capabilities that describe what you do uniquely better than the others?

   1 & 2nd questions (Reflection directly outside)

3. Did your strategy documents reflect these capabilities and how they interact with each other to generate that unique value to customers? (internal analysis)

4. Have you specified your product or service “sweet spot”?

The intersection of three circles is the sweet spot:

• Your core offering.

• How is the product relevant to the customer?

• How is it differentiated from the competitors?

5. Do you understand how to use/leverage your capability system to operate in unexpected times/territories?

6. Can everyone in the organization articulate these differentiating capabilities and can they give coherent answers to the question “How do you create value”?

7. Is leadership reinforcing these capabilities?

8. Are you letting the culture to get formed or guiding the desired culture to be formed?

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Digitalization: Digitalization basically identifies the digital pathways available in the world and transforms your traditional methods through a walkable medium.

Relooking and reimagining your business value is how to convert your existing business model into digital.

4 important elements that carry X factor of digital quotient:

• Strategy: Do I think in a digital or a non-digital frame?

• Investment: Am I willing to invest in digital capabilities?

• Adaptive Mindset: This is a must for data analytics to surprise me.

• Alignment: Am I willing to realign my skills with the digital era?

Strategy falls into 5 categories:

• Evolvers: Take actions to defend and exploit current advantages and then evolve their business model. Can be tactical and strategic.

• Market Matchers: They tap existing assets to evolve their operating model, focusing on building capabilities to move into new markets.

• Digital Strivers: Utilize their existing capabilities and then apply digitalization on the existing one and disrupt their own model. They provide the same product/service at a lower cost and at a scale.

• Pure play Digital disruptors: Enter new markets and redefine how to experience the product/service. Like Uber.

• Ecosystem Shapers: They redefine the entire value chain. Like Airbnb.

Six Steps To Build A Digital Organization:

• Define your strategy: Cornerstone for digital organization.

• Creation of the pathway to the customer: Need to understand customer’s decision journey. Customer mind maps in the new context need to be studied. This study will reveal where he is and in what form has his need changed keeping the context in mind.

• Create the path (Business process transformation): Relooking at your processes and automating them. First, deny and then reimagine and automate.

• Re-Organize: Structure should follow the strategy and align your people to process mapping. The organization is now agile, flexible, and collaborative.

• Technology: Need great technical expertise.

• Outstanding data Literacy: You must be a great Navigator and analyst.

Know more about Building a Digital Organization by subscribing to the below link and enroll for the course @ Rs 100/-

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Promoter Driven 🡪 People Driven 🡪 Process-Driven 🡪 Data-Driven 🡪 Culture-Driven 🡪 Tribe Driven

Distinctive Vs Expansive

Mcdonalds, Coke are examples of expansive brands. Tesla for example stands out of the crowd and avoids direct competition, is an example of a distinctive brand.

Distinctive brands are chasing a specific mind share of the buyer.

Distinctiveness Vs Expansiveness Matrix (2x2)

1. Crowd Quadrant (Peripheral positioning) – Low on Both dimensions. The unique proposition in this quadrant is price.

2. Unconventional Quadrant – High on distinctiveness but low on expansiveness. Your position is a unique proposition.

3. Mainstream Quadrant – Low on distinctiveness but high on expansiveness. The unique proposition here is the volume.

4. Aspirational Quadrant - High on distinctiveness as well as expansiveness. Position and volume form the unique proposition.

Peripheral brands act as substitutes to unconventional or mainstream brands. These will eventually die.

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The shift is not merely on how customers are consuming the products, it’s a large-scale shift. A complex transformation is just beginning, it is driven by the tension in the old and the new power.

Old power

Old power works like a currency, held by a few. The powerful have a substantial store of it to spend. It is guarded, it is inaccessible by anybody else, and is dictator/leader-driven. Downloaded by the few who have access. It was driven by the thought of consumption, forcing its customers to buy.

New Power

It is like a current. Made by many, open, participatory, and peer-driven. It uploads and distributes. The goal with new power is not to hold yourself but to channel it.

The participation level of customers with organizations:

• Level 1 (Consumption) – The customer relationship with the brand is only up to consumption.

• Level 2 (Sharing) – Higher than the consumption level. Facebook, YouTube are examples of sharing.

• Level 3 (Shaping) – the character of sharing will shape the kind of participation expected.

• Level 4 (Funding) – At this level organizations become even inclusive with their customers. People start investing money where their mind and heart is. E.g. crowdfunding. Customers move from being contributors to investors.

• Level 5 (Producing) – Customers start producing with you. It goes beyond sharing content and ideas. E.g. Airbnb

• Level 6 (Co-owning) – The customers co-own the business. It happens when you are producing using something else. E.g. Open source software’s like Linux.

Sharing and shaping to even strengthening some old power players, giving birth to an inclusive economy. People can go beyond passive consumption to a collaborative consumption of goods, ideas, and content. E.g. Nike uses Facebook and YouTube to further enhance their brand.

The majority of the businesses today, across the world are sitting at the consumption level.

Know more about the consumption pattern of customers by subscribing to the TransGanization campus.

Closed Structure

A closed organization structure is a structure of the past. In closed organizational structures, people join departments that operate in silos, leading to a silo culture. These organizations introduce technology to break these silos and make a seamless flow of information leading to data democracy, making the closed organizations efficient.

This was the Era of Closed Organizations and Open Technology. Where we used open software to run closed organizations.

We have entered a world of Open Organizations and closed software.

Open Organization

• Has >96% of the talent agile

• Has crowdsourced R&D

• Crowdsourced labor

• Crowdsourced accounting

• Crowdsourced compliance

• Having customers have open conversations and participate in production also.

The new world is a world where there would be:

• No competition and only collaboration

• Everyone’s benefit is the only parameter of success

• A world of abundance and not scarcity

Know more about Open & Closed organizations by subscribing to the TransGanization campus.

Questions for checking the robustness of your business model:

1. Business model needs to understand what needs is it serving

2. Is the business model designed such that people are willing to pay for it?

3. Are enough people out there who are willing to pay for it?

4. Is there a mechanism in which this model is possible to replicate and grow?

5. How many years do I need to wait for the business model to start seeing sustainable cash flow?

Elements of Product Triangle:

1. Desirability – Whatever you wish to do must be desired. You should be able to solve the complete problem of the customer in a way they would desire.

2. Viability – Should be able to sustainably and scalable provide the product to the customer. Your capability should be up to the mark to deliver the product at the right time, in the right form and at the right place.

3. Feasibility – Should be able to pass the time and money feasibility test. Should have profitability at the right time, valuation done and agreed at the right time, should know when internal rate of growth matches internal rate of expenditure.

How to meet the 3 elements of the product triangle:

1. Desirability can be met by doing Customer Mind Map.

2. Viability can be met by being capable which can be achieved by having the right resources, processes, systems and policies.

3. Feasibility can be met by doing time & money tests

Time & Money tests for checking Feasibility:

1. Time to cash break even with the existing model

2. Investment to be done to grow the business

3. Time to Cash break even

4. Time to Break even and the cycle continues

Check whether your organization is passing the product triangle test or not by subscribing to the TransGanization campus.

In case of crisis situation:

1. Formally created organization structure becomes non-existent

2. Emotional Fabric (Sense Structure) takes over. Therefore, a strong emotional bond will help the group survive and a weak emotional bond will cause a Death Trap.

Steps for developing an emotional bond:

1. Common Story – that will help us win as an organization

2. Communication – The only thing that will help to build trust. Once trust is developed, only thing that remains once in crisis is Communication.

3. Respectful interaction – builds trust, culture of honesty, creates an ecosystem for self-respect.

4. Wisdom of the organization

5. Improvisation

Organizational wisdom is developed when it has:

1. Curiosity

2. Openness

3. Ability to solve complex problems

Know more about Organizational Structure by subscribing to TransGanization campus.

An economy which is led by the majority of the offerings available to you on-demand. Today we can avail anything you want just by a click of a button. Phones are no less than a genie that grants your wishes. On-demand economy is about identifying the wastes and trying to reduce it.

Mindset shifts required to adapt to the On-demand economy

1. Mindset of creating abundance

2. Mindset of complete process transformation

Questions to be asked to the business model to search for the opportunity of on-demand

1. Are you delivering a product or a service that would otherwise expire?

2. If you delivering a product or a service that would otherwise expire, can you think of how much of it can be saved?

3. Will it fundamentally change the execution or production process?

4. If I produce the same product in a different way, will it reduce my cost or create value?

Impact of Speed of Expiry and Process shift:

1. Low speed of value expiry and a low shift requirement in process calls for aggregating the wastes and charging premium for them

2. High speed of value expiry and low shift requirement in process calls for aggregating it to reduce overall cost through economies of scale

3. Low speed of expiry and high shift requirement in process calls for aggregating the waste given that you have a cost advantage

4. High speed of expiry and high shift requirement in process calls for aggregating it to provide cost advantage as people would give up waste as the expiry is fast.

   In this Darpan session let’s learn the concept of on-demand economy which helps to avoid waste and try to reduce it as much as possible.

1. Owners: Define the governance of the platform’s ecosystem

2. Providers: Serve as the platforms interface

3. Producers: Who create offerings

4. Consumers: Who consume offerings

Shifts across the pipeline model to platform model:

1. Resource control to Resource orchestration

2. Internal optimization to External Interaction

3. Customer value maximization to ecosystem value maximization

Shift in roles across two models:

Roles in Traditional departments of a Pipeline business:

1. Marketing – Creating internally managed outbound messages

2. IT – historically, focused on managing internal enterprise system, increasing support to internal employees

3. Operations – Traditionally focused on Just in time

In the Platform model, competitive threats may come from:

1. Established platforms with superior networks

2. Distinctive overlapping customer bases

Listen to our complete episode to know "Platforms which are causing Inversions".

Value creation is about organizing value agents in the environment in such a way that they create value.

Agents of Value Network

1. Downstream firm

2. Upstream Supplier

3. Production Partners

4. End Users

Agents work towards increasing the value to the network called aggregate economic value, bringing a greater goodness in the network.

Value pie = Aggregate end user willingness to pay – economic cost of materials and resources

One with the maximum bargaining power will be able to extract maximum out of the value pie.

One needs to contribute to the value pie and let people take from it, you won’t be able to appropriate the network value unless this is done.

Steps for Organizational Growth:

Step 1: Capability Building

1. Resources

2. Processes

3. Leadership

4. Framework

5. Regulating the speed

Step 2: Re-energize

1. Getting and ensuring right elements and core elements are identified and preserved

2. Cutting off all those functions that are not adding up to your core elements

Step 3: Now identifying your value network

1. Identify what value you are creating

2. How can you enhance this value

3. Find value creators and keep adding them to the network

In this Darpan session learn how to recreate your value creation agents to create more value through “How to Reimagine Value creation”.

Stages in a S-curve:

1. Innovation stage - Need to have patience, perseverance, persistence. At this stage growth is slow but gradual.

2. Growth Stage - Rapid growth in a short period. Cash flow is good, entrepreneur tends to commit mistakes here, think of starting something new.

3. Maturity Stage - At this stage growth is not depleting, either you are stagnant or falling.

Three Muscles of S-curve:

• S-curve 1 st muscle - Basis of competition

Whenever your revenue is surging, whenever your profits are increasing, the basis of your competition has already shifted.

• S-curve 2nd muscle – Reinventing your capability

Reviewing your capabilities to meet the needs of changing S-curve.

• S-curve 3rd Muscle – Muscle of Talent

  Work from anywhere is reality

  Health first is reality

  Tech Savvy talent is reality

  Agility is going to be future of work

Do you have the capability to meet these requirements, is the question organizations need to answer.

Reasons why S-curve breaks:

• Core S-curve was left as entrepreneur was busy doing something else

• Entrepreneur being busy, was not able to reinvent the wheel at the right time.

In this Darpan session learn “the magic of S-Curve”.

Three important elements of strategy:

• Defining the framework – comes from the customer mind map.

• Defining the perception – comes from competitive advantage.

• Defining the personality – comes from positioning.

Organization Pyramid (Bottom to Top)

• Cosmic Purpose

• Organization Theory – Energy of cosmic purpose goes into this.

• Organization Culture – Vehicle in which every strategy can travel.

• Organization Strategy

• Value Proposition

Organization theory provides 3 strategic sights (vision):

• Foresight – how far and how clearly can one see the future.

• Insight – how deeply does one understand the organization. It is about being clear on “Rare, Valuable and Distinctive” assets that the organization has.

• Cross-Sight – It is being clear about complementarity. It is about ensuring that you walk on a path by acquiring complementary assets and creating enhanced value by combining them with yours.

Organization Theory of Walt Disney:

• Foresight of Walt Disney - Family, friendly, visual, fantasy world.

• Insight of Walt Disney - Recognizing the value of organizations' early investments in animation and capacity to create timeless, unique characters.

• Cross-Sight of Walt Disney - Broad array of complimentary entertainment assets.

In this Darpan session learn “Organization Theory” to be followed for a sustainable organization.

Exponential organizations are formed on one of the three roots:

1. Algorithm – Amazon/Google are a clear example of an Algorithm model. We are using these because of their unbeatable algorithm.

2. Crowd and Community – TED Talks is a clear example of community. It is a community where ideas and thoughts are spread across the members of the community.

3. Engagement – Tesla is an example of engagement. We are engaged with Tesla at a spiritual level citing the environmental impact. In the future, given an option we would prefer to buy Tesla over any other brand because of this engagement.

Dashboards

Need to have the right dashboards to monitor the growth of the exponential organization. Dashboards provide a control framework to keep people aligned and the growth on track. Dashboards need to be real-time, adoptable and adaptable; they need to be transparently accessible across the organization.

Interfaces are required to automate the transactions involved, at the same time dashboards are required to make visible all the key metrics needed by people (within and outside the organization) to make right decisions.

Why are Dashboards needed?

1. Enhance Visibility and transparency

2. Shorten the feedback loop

3. Track if moving in the direction of the objectives or require course-correction

Things required to build a great Dashboard:

1. Identify and clearly articulate your objectives

2. Identify the metrics that tell if you are moving towards the objectives (Lead Indicators)

3. Identify the points of data collection

4. Create an auto mechanism to channel the data from location to “Spreadsheet”

5. Identify the Lag indicators that are impacted by a group of Lead indicators.

In this Darpan session know more about how a dashboard is made and why it is needed.

Exponential organizations are formed by thinking not only about economic benefit but world benefit. The thought has to come from a collaborative point of view.

1. For this the entrepreneurs need to have exponential mindset

2. The organizational processes must be scalable

Features of Scalable Processes:

1. Processes which keep up with the exponential workload.

2. Sustains the quality, maintains the value proposition and keeps the bad actors out even when the increase in workload

3. Costs next to nothing to serve an additional customer

Symptoms of Non-Scalable Processes:

1. Process works manually well but buckles when load increases

2. Each transaction is time consuming and difficult to speed up

3. 10x workload means 10x the cost

4. Current process is difficult to adapt to different markets. Not scalable to markets you wish to enter.

In this Darpan session learn the techniques of Dashboarding your organization.

Flywheel: Once given momentum by applying external force, it starts capturing the force within it and continues to move on its own. It does so by storing and releasing the energy at the right time.

3 Core Elements of a Shared Narrative

1. Shared Purpose – Why you exist. It is a journey that you are on with your customers.

2. Great technology

3. Great system

Extraordinary capabilities (5 Capability elements also known as Panchabhuta)

1. Resources – Should be empathetic and solve problems of the customer.

2. Systems & Processes – Should solve needs and problems of the customers

3. Leadership – Should have a fast decision making

4. Policies – Must be customer centric

5. Speed of action – Must be exponential

Areas to work on to create a Frictionless organization:

1. Attract the customers

2. Engage the customer

3. Delight them

In this Darpan session let’s move forward with Flywheel organization and see how the external force is applied in the organization.

• Strategic Frame - What are the set of assumptions based on which we view our life and our organization's strategy.

• Lifestyle - The way we do things or the processes

• Relationships - How are your relationships with the people everybody who is around you, like shareholders, stakeholders, drivers.

• Value of Mindset - Set of shared values that we hold as a corporate as a person and as the member of the family, as a member of the country or as a member of the human kind

Inertial will be stored on the above mentioned 4 points.

If we really want to make a transformation, we have to make a transformation on these four points.

Listen to our complete episode to know "how to overcome inertia"

Motorola, Sony Ericsson, LG and Nokia controlled 90% of global industry profits. By 2015 Apple generated 92% of global profit whereas none of the first three were close by. Within a span of 7-8 years, things changed completely.

Classic Advantages that Motorola, LG, Sony Ericsson and Nokia had:

1. Strong product differentiation

2. Trusted Brands

3. Excellent Logistics

4. Fantastic Operating system

5. Protective Regulations

6. Huge R&D Budget

7. Massive Scale

Model 1: Capitalist World V/S

Model 2: Sharing World

A platform is a combination of 4 major players:

1. Owners: Define the governance of the platform’s ecosystem

2. Providers: Serve as the platforms interface

3. Producers: Who create offerings

4. Consumers: Who consume offerings

Shifts across models:

1. Resource control to Resource orchestration

2. Internal optimization to External Interaction

3. Customer value maximization to ecosystem value maximization

In this Darpan session learn what are the new rules of organization in the new world

· AI (First layer) is something which is intelligent but artificial. AI is an application that solves a problem without manual intervention.

· Machine learning (Second layer) is a mechanism in which you help the brain of the AI machine to learn for a specific problem so it is fed with the algorithm and actually given with the data to learn.

Machine learning are of two types:

1. Supervised ML: It means we feed data which has both the problem and solution and feed millions and millions of data so that you apply those data to the situation.

2. Unsupervised ML: It means where we feed just the data and we expect the machine to figure out the pattern.

· Deep learning (Third layer) is basically the structure of the brain. It is a place where data and intelligence is stored using a neural network.

1. When data is stored in numbers it is called artificial neural networks .

2. When it is stored in images it is called convoluted neural networks .

3. When it is stored in time series it is called recurring neural networks .

In this Darpan session learn how Artificial Intelligence works and why it is required.

So lean startup methodology starts with an idea, creating the hypothesis, testing the idea with the data.

There are certain steps which constitute an experimentation mind set.

1. Detox by unplugging and disconnecting with everything that you are doing.

2. Empathize and submerge in the ecosystem where you see an opportunity.

3. Boil ideas down to the creative brief.

4. Agitate to drive ideation and shake up the solutions.

5. Prototype the solution in such a way that you can enable the user experience as fast as possible.

To create a continuously evolving organization you need to create an uninterrupted process of experimentation.

In this Darpan session learn how to implement the science of “Experimentation” in your organization to get customer focus towards yourself.

Factors:

· Let go of inertia

· Force

· Friction

To customer interaction with customer Frictionless continue to give great experience

· Technology mind-set

· Understand customer Interaction points

· Shift from specialist to hyper specialist employees

It is the tendency of a physical body to remain at rest or motion until an external force is applied to it, same goes with the organization. Customer delight in today's era means intertwining customers along with you.

For this 3 elements of a shared narrative must be followed:

1. Shared purpose

2. Great technology

3. Great system

"By having a shared purpose, the relationship with customers shifts from being a customer to a co-creator."

Customer delight in today's era means intertwining customers along with you. With a good relationship the customer is not only the person who is consuming goods and services but becomes a co-creator in the organization.

Listen to our complete track on FLYWHEEL ORGANIZATION to build a sustainable and a scalable organization.

In this Darpan session learn how to store and release the energy at the right time the same as a Flywheel does, implementing the same logic in your organization by attracting, engaging and delighting your customers.

You must understand the Revenue Model to create an effective Pricing Model.

There can be 2 Parameters for determining the revenue:

Price it high and earn on perception.

Price it low and earn on volume.

Organizations have to change their old pricing model to the new one by making it from one time to flexible which means being connected to the customers by changing episodic interaction to more frequent and should spot opportunities for the improvement.

Pricing model is based on some strategic questions:

What is paid for?

When is the payment required to be done?

Who will pay for this?

Why do customers pay?

What is the currency that customers pay in?

Listen to our complete track on Importance of Pricing Model in the New World to build most effective Pricing Strategies