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The Green Aluminium Alchemy

<p>Sandeep Agrawal, Senior President &amp; Head – Group Corporate Finance, Corporate Strategy &amp; Business Development, decodes deal-making, strategy, and the power of thinking ahead.</p><p>&nbsp;</p><div class="collapsible-content-wrapper" style="--lines-to-show:6;" data-testid="collapsible-content-wrapper"><div class="collapsible-content collapsible-content__disabled"><div><div class="ant-flex css-fga7g8 ant-flex-align-stretch ant-flex-vertical" style="gap:8px;"><div><div class="markdown message-container"><hr><h3>&nbsp;</h3><h3><strong>00:00 – Career journey and transition to strategy</strong></h3><p><br><strong>Host (Brian Telis): </strong>Hello and welcome to Leadcast, our leadership series under the Soundbox Initiative. My name is Brian Telis and I'm your host. In each episode we sit down with a leader from the Aditya Group for a conversation about the group and of course its businesses, and to find out what the future holds for us as an organization. In today's episode we will be speaking with Sandeep Agrawal. Now, Mr. Sandeep Agrawal holds the position of Head of Group Corporate Finance, Corporate Strategy and Business Development at the Aditya Birla Group. Sandeep is an alumnus of IIM Lucknow and is an electronics engineer. He is also a sports and fitness enthusiast. We speak to Sandeep about the world of business with a special focus on deal making and strategy at an organizational level. We also hear from Sandeep about his mantra for getting the job done and done well. So, Sandeep, you know — set the bar pretty high and for all the right reasons. But firstly thank you for joining us. It's an absolute privilege to be kind of chucking questions at you and I can't wait to hear your thoughts.</p><p><strong>Sandeep Agrawal: </strong>Now you had such a fascinating career at ABG in finance, strategy. Let's start at the beginning. I'm really intrigued to know what initially drew you to deal making and strategy – pardon the term – deal making, and how has your thinking evolved over the years?&nbsp;<br>So if I can take the liberty of going back a little bit more… You know, I did my MBA way back in 2001. I had a keen sense of numbers, so I wanted to get into finance, and I landed up a job with ICICI Limited – which was famous for corporate lending at that time, not investment banking. As it happened, within a year of me joining, it got merged with ICICI Bank. There was a bit of chaos as you’d expect when two large organizations merge, and I got thrown into a role which I didn't envisage when I started my career. I moved to Mumbai in Standard Bank and then for three or four years I did really well in that role which was transaction banking. But what I kept thinking about is that while these solutions are extremely important to the company I was serving with, I wasn't seeing the promoters and CEOs. At best you meet CEOs and CFOs. That got me thinking: why are promoters not keen on what I'm doing right now? And that's when I thought of investment banking and creating a huge difference. So as soon as I got the first opportunity in 2010, I moved to what was corporate investment banking, and had a great stint over the next eight years. I even handled Mr. Birla as my client—I used to interact with him all the time. There's one specific transaction I always remember: JP Cement acquisition. We were on the other side, Mr. Birla was there, and he went through such minute details on the acquisition. That made me think: as an adviser, as a third-party investment banker, you can do as much grunt work as you like, but when it comes to putting in your own money—he was the perfect example of how deep and detailed you could be.&nbsp;<br>In 2019 when I got a call from Aditya Birla Group—I had spent about 16 years in Standard Bank—I met Dr. Mishra and then Mr. Birla a few times. My mind was made up almost immediately. Being on the buy side, where you are putting in your own money, has been an extremely fascinating experience. Four or five years in M&amp;A, we did a number of transactions. Last year in August–September, Mr. Birla asked me if I'd like to run strategy as well, and I absolutely loved the moment he said this. With M&amp;A you construct the deal, you create the deal, but once it’s consummated your involvement ends. Strategy allows you to run through the full cycle of the transaction. For me, recommending something isn’t enough—I need to see through the fruition. That has been extremely satisfying and fascinating.</p><p>&nbsp;</p><h3><strong>02:30 – Strategic M&amp;A and leadership</strong></h3><p><br><strong>Brian: </strong>Interesting journey—sounds seamless. But were there challenges in the transition from banking to being part of the group?</p><p><strong>Sandeep: </strong>I joined the group in September 2019. There was no surprise — I had been handling ABG as a client for almost eight or nine years, so the corporate governance and culture were well-known. What surprised me was the vastness of the organization—hundreds of charitable activities, schools, hospitals, temples, all alongside the businesses. It was mind‑boggling. Culturally, it was extremely welcoming. One challenge: I joined in September ’19, and the COVID lockdown happened in March ’20—so many of the first few months were on Zoom. I dislike that. The first opportunity I got, I joined office back because Mr. Birla is not a fan of remote working either. Another piece: in a typical foreign bank there's always a shareholder and a board that sit elsewhere, so exceptions may be slow. At ABG, surprisingly, decision-making can be quite quick. We deliberate longer—especially when you’re putting hundreds of millions or billions behind a venture—but overall it's very positive.</p><p>&nbsp;</p><h3><strong>06:48 – Deal-making simplicity and clarity</strong>&nbsp;<br>&nbsp;</h3><p><strong>Brian: </strong>Over the last five years you’ve been with the group and many acquisitions and deals—what’s your secret sauce for cracking a complex deal and taking it to fruition?</p><p><strong>Sandeep: </strong>I live by the mantra of simplifying. In complex deals people tend to lump everything together, but you must break it down. If you break it into smaller pieces, usually only three or four are truly complex—and the rest is straightforward. So identify and solve those key pieces rather than tackling everything at once. Also, having a clear north star or objective is critical. You can get lost in the process. As long as you know what you’re solving for, it makes a huge difference.</p><p>&nbsp;</p><h3><strong>08:57 – Win-win negotiations and trust</strong>&nbsp;<br>&nbsp;</h3><p><strong>Brian: </strong>On large transactions, both sides have objectives—often conflicting. What's your negotiation style? Any tips?</p><p><strong>Sandeep: </strong>First, if a counterpart puts an untenable position, I’m comfortable walking away. They should know you're willing to walk out of the room if required—some things are non-negotiable. More importantly, establish a strong connection with the counterpart. They should feel they won as much as you did. That comes from being ultra-prepared—rational, layered arguments that counter theirs thoroughly. And remember: lose small battles to win the war. If you’re completely inflexible, you’ll lose on bigger issues. Be strategic.</p><p>&nbsp;</p><h3><strong>13:09 – Team dynamics and strategic space</strong></h3><p><br><strong>Brian: </strong>How do you balance long-term strategy with day-to-day demands?</p><p><strong>Sandeep: </strong>First, you need a best‑in‑class team. When execution gets intense, you cannot be in every meeting. Delegate to trusted team members who understand your thinking. That solves about 80% of the problem. Also, don’t fill your calendar every day—leave space to think, to read, to reflect. Focus on long-term objectives while staying aware of the environment and where value creation lies. And refine processes—like updating product manuals—so future transitions don’t get stuck in bureaucracy.</p><p>&nbsp;</p><h3><strong>15:10 – Golf lessons in decision-making</strong></h3><p><br><strong>Brian: </strong>You liken strategic thinking to golf. How has your passion for golf influenced your approach to business decision-making?</p><p><strong>Sandeep: </strong>In golf, what’s happened in the past stays in your head but what matters is what you can do in the present. Every stroke counts—small mistakes can cost championships—so focus anew every shot. Also, golfers like Tiger Woods make swing changes constantly—you’re always learning. I’ve played 10 sports at competitive levels; golf is the most difficult. There are 14 clubs, different shots each time. You continuously learn. Leadership is similar: you plan, but unexpected things happen. Failure can either consume you or teach you. Accept losses, learn, and move on.</p><p>&nbsp;</p><h3><strong>19:06 – Setbacks, resilience, and growth</strong></h3><p><br><strong>Brian: </strong>When something doesn’t go as planned in your career, how do you handle it?</p><p><strong>Sandeep: </strong>I've had setbacks but no major ones. Back in 2017 or 2018, when my boss moved out, I expected to take over but they brought in someone senior from outside. I was frustrated, but the next two years became my best performance‑wise. It felt like kayaking downstream—I knew the role, the new boss was excellent and supportive. Soon I got the call from ABG. That setback opened another door. Just like in sports: if you sulk after every loss, you'll never go anywhere. You must train harder, accept reality, and stay grounded.</p><p>&nbsp;</p><h3><strong>21:06 – Inspirations and inner strength</strong></h3><p><br><strong>Brian:</strong> Inspiration often comes from unexpected quarters. Who has inspired you in your career or life?</p><p><strong>Sandeep: </strong>Besides Tiger Woods in principle, my biggest inspiration has been Mr. Birla. For example, when a Supreme Court judgment went against us with a massive levy, I spoke to him that night—his voice was calm. No agitation. His humility and patience in crises taught me a lot. Another friend who runs a private equity firm is a fierce champion of excellence and also plays golf. I’m inspired by many: colleagues, my bosses, my wife and daughter—everyone brings sincerity. Also one subordinate who has been hospitalized multiple times but returns to work with unwavering dedication—that is truly inspiring.</p><p>&nbsp;</p><h3><strong>24:52 – Exercise, reflection, and clarity</strong></h3><p><br><strong>Brian: </strong>On a lighter note, what quirky or unexpected activity do you turn to for inspiration or recharge?</p><p><strong>Sandeep: </strong>When I’m mentally agitated or low on energy, the best release for me is an intense workout—an hour or hour-and-a-half burn. That caloric blast puts me in a different space—it’s almost meditative. Breathing becomes steady, mind shifts. I always increase workout intensity when I’ve had a tough week. It recharges me.</p><p><strong>Brian: </strong>I'll take that as a challenge! Most people think of relaxing when they're stressed—but pushing hard physically can reset everything. What a tremendous conversation this has been, Sandeep. If only we had more time to dive deeper—maybe we’ll trouble you again! A huge thank-you to you, the man himself, Sandeep Agrawal. We’ve reached the end of today's Leadcast conversation within ABG’s Soundbox podcast. It’s been a privilege. We hope you’ve enjoyed listening to this conversation. If you have any feedback, drop your comments below. We'll be back soon with another episode—another fascinating conversation. Until then, thank you very much for joining us.</p><p>&nbsp;</p><hr><p>&nbsp;</p><p>Watch Full Video on Youtube: <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/5Sgki4Onz0w?feature=shared"><a target="_blank" rel="noopener noreferrer nofollow">Leadcast | Mastering the Deal with Sandeep Agrawal</a></a>&nbsp;<br>&nbsp;</p></div></div></div></div></div></div>

Leadership

Sandeep Agrawal, Senior President & Head – Group Corporate Finance, Corporate Strategy & Business Development, decodes deal-making, strategy, and the power of thinking ahead.

Mastering the Deal

<p>In Part 2 of our leadership series, Rohit Pathak, CEO of Birla Copper (Hindalco Industries Limited), reflects on his silent mentor—his father—along with life lessons from embracing challenges and his time at McKinsey. He shares why structural thinking is critical to changing the game, why perfection isn’t the only path to success, and what he learned working closely with Mr. Kumar Mangalam Birla—especially the ability to zoom in and out across businesses while keeping a pulse on markets and people.</p><p>&nbsp;</p><hr><h3>&nbsp;</h3><h3>00:00 – Mentors and family influences</h3><p><br><strong>Brian Telis:</strong> Well, it's truly been a fascinating conversation with Mr. Rohit Pathak, talking about his professional journey, his professional endeavors, and how he is who he is. What's also intriguing about the man is how he balances the personal with the professional. And in our second part, we are going to dwell on the man that is Rohit Pathak and, like I said, how he draws the balance in life.&nbsp;<br>You know, this whole system that you speak about seemingly—and I think factually—dwells on the importance of learning. Yes. And, uh, in some cases, learning from leaders that you've encountered. And you had a quick chat with us on, you know, the generals in your family—your father, your grandfather. I mean, I'm sure you've had mentors outside of that as well. Can you share a story, maybe, to give kind of credence to that? Of a mentor or a moment of mentorship, you know, that profoundly shaped your own career, your own leadership style? Would be interesting.&nbsp;<br><strong>Rohit Pathak: </strong>So, uh, you know, yes, I've had a lot of mentors who have actively played a role in what I am today. Uh, but I, you know, I don't think there's a specific instance of mentorship, but I'll tell you two-three things that have had a profound impact on how I have evolved.</p><p>&nbsp;</p><h3>02:13 – The role of preparation and resilience</h3><p><br>I think first, the biggest influence for me was probably my dad. And it's not that he actively mentored me, but this was something that I learned just observing him. And apart from the military part of, you know, like I said, how he was involved with the frontline, how his operating style was—I remember, you know, there was an exercise going on, you know, where he was a Brigadier at that time. There were three brigades in the cantonment. And, you know, his two-level-up general was coming down to review them. And all the other brigades were busy working late night the previous night, and Dad was sitting home peacefully. And I asked him, I said, "Look, Dad, you're not preparing? Everyone else seems to be preparing for tomorrow." And he says, "No, we are always prepared. I don't need to do last-minute work." And, you know, that was the style he created.&nbsp;<br>And I think, to me, if you're doing the right thing and you're focused on the right approach, you don't need to put in that last-minute preparation for a meeting or a review, right? So, by the way, you know, hence typically today when I have our quarterly reviews, I don't spend too much time—I don't push my team to spend too much time—because I say, "Look, your story should be clear, what you're trying to do. And for the rest, the numbers are anyway there—you can't change them. So, it is what it is. Just ensure that you are able to communicate the story in the right way." So, I think that was one.&nbsp;<br>The second, you know, learning which I took away from my dad—again through observation and not through mentorship per se—was, look, life will throw a lot of challenges all the time, right? He had a tough life, but he never made us feel it was a tough life, right? So, I think, to me, that's something which has stuck with me—that, look, challenges will keep coming, and you keep doing what you think you can do best in that situation. Don't overthink, don't overworry—go on with life. And I think that's been a very important part of my DNA. Even here, there's enough things that can go wrong in a business, and if you start worrying about everything, you know, you'll panic, and it'll create panic in the organization. So, just, you know, go with the flow and do the right things.</p><p>&nbsp;</p><h3>03:49 – Embracing imperfection in leadership</h3><p><br><strong>Rohit Pathak: </strong>The second sort of mentorship experiences I had was at McKinsey. I think it was a very different kind of mentorship. But the one sort of thing that stuck with me from that journey was, you know, yes, you can do a lot of small, small things, but can you get the few big structural things right? And if you get that right, you get a bit of leeway. So, I have generally not been a perfectionist in my approach. I've said, "Okay, can you change the game? And then even if you're 90% or 95%, it's fine," right? Versus trying to stay, play the same game, and trying to get to 100%. So, I've generally been a bit of a, I would say, discontinuous type of leader versus going for perfection. I'm not the kind of guy you would want if you want to just hold on to things and get to perfection, right? That's not my style, and that is something that I may not be the best at, right? And that's something which I picked up at McKinsey and something which I've tried to do.</p><p>&nbsp;</p><h3>05:36 – Clarity, humility, and business simplicity</h3><p><br>And I think the third, probably again, by the way, through observation and not through mentoring, was my time with Mr. Birla. You know, I think the experience of just observing him and seeing how he operates was fantastic. You know, I think the few things that I picked up were, you know, his ability to zoom in and zoom out across businesses, which were so varied and diverse, right? And still be able to have his pulse on the right issues that need focus on was fantastic. Yes, he had a team working with him—all of us do—giving him analytics. But, you know, irrespective of that analytics, I could see that he knows the pulse of each of the businesses, right? And I think that was just amazing to see because, you know, having that clarity of mind was great.&nbsp;<br>The second one was his humility. You know, I think all of us who have interacted with him—you know, he makes you feel special when you meet with him. And come back, you feel, "Yeah, this is a person I would want to do and put in my best effort for," right? He's a great man. And I think that ability to connect and inspire in every conversation is something which has, you know, been very important for me.</p><p>&nbsp;</p><h3>07:21 – Observational learning and emotional steadiness</h3><p><br>And, you know, I think the third one is his ability to simplify decision-making. You know, he may ask you a lot of questions—you may wonder, "Where is he going with this?" But he has a very simplistic way of being able to then say, "Okay, this is what we should focus on," which is, I think, a great skill to learn from. And I think that's something which I'm still trying to pick up on. I remember in one of my performance appraisals, you know, he would take a lot of pains in writing down notes on the performance appraisal and then discussing with you. And in one of the ones, he had written, "You know, Rohit, learn to—or work on your skill to connect the dots better or more," or, you know, something to that effect. And, you know, when I first read it, I said, "Look, I've done 10 years of consulting. This is what, you know, I've been trained for—to connect the dots." But when I reflected on it, I realized what he meant. And I think in the last few years, not just creating more dots but also connecting them better is something that I've focused on, and it has helped me a lot.&nbsp;<br>So, I think some of these experiences are things that have shaped my journey. Like I said, I'm not a big reader. I've not had formal mentorship sessions which have been very intense. But a lot of observations and learnings from the leaders I have seen—and not just leaders, but even my colleagues and some of the subordinates who have taught me a lot of things which I cherish.</p><p>&nbsp;</p><h3>09:25 – Family-first leadership mindset</h3><p><br><strong>Brian Telis:</strong> Deep resonance you have created, you know, Rohit. And I've got to say, I so concur. In my own limited, small way, I've lived some part of the conversation you just kind of took us through. And it is amazing to see it kind of create the effective results, you know, that you've... I always say—and I said it earlier today to you as well—that meeting, you know, is a good fun thing, right? And I don't mean to make it sound flippant. You seem to have this ever-smiling, ever-giving kind of vibration to you, which leads me to my final question, really, because this conversation can go on and on and on. But given your extensive leadership responsibilities, let's say within the group—which are large, to say the least—I mean, how do you strike a balance between your professional life, which is there for everyone to see, as also your personal well-being, which is there to see as well? How do you draw that balance?</p><p>&nbsp;</p><h3>11:28 – Recharge through boundaries</h3><p><br><strong>Rohit Pathak:</strong> So, you know, I think one of the first things I would say to that is, look, there's a reason that I'm not an entrepreneur. I'm a sort of an employee, right? Because entrepreneurship has its own challenges. You know, your responsibility of what you are supposed to do is very, very different. And I have consciously stayed being an employee versus an entrepreneur—or now you can say an intrapreneur that I've evolved into.&nbsp;<br>For me, my family has been the core of almost all decisions I have taken in life, right? When I left McKinsey, it was, you know, the primary reason for that was balancing family life. And that was a commitment my wife and I made when we got married—that, look, when we feel we need to change the life we're having, I will switch McKinsey because we knew what McKinsey entailed in terms of lifestyle and work-life balance. And then we moved here to ABG. And, you know, it is not that I don't take my work seriously, but I have generally followed that, look, you know, I work to have a good life. I don't live to work, right? Work is part of life, but life is much, much larger than the work we do.</p><p>&nbsp;</p><h3>13:18 – Mentoring as a legacy</h3><p><br>Yes, I have a responsibility to the teams that I'm leading, a responsibility to the organization that I'm part of, and that I will do, you know, to the best of my ability. But my best of the ability is not going to be determined by the hours I work. It's going to be the impact that I create. And hence, you know, as we were discussing earlier, my way of working has changed, has evolved to ensure that I prioritize what I spend time on significantly. I give a lot of room to my team to, you know, grow and take on larger roles.&nbsp;<br>I'm okay looking away from small mistakes, you know, and not just waste time on going through everything like with the audit mindset. Because things happen, judgments will go wrong, and it's okay. I'm okay to turn away and say, "It's fine." As long as it's not a values breach or an integrity breach, it's okay. You know, things will go wrong. As long as you're broadly going in the right direction, it is fine.&nbsp;<br>And some of those things have helped me create the right balance at work so that I have enough time. And I think, to me, look, all of us need to be fresh at work. And for me, that recharging every day is my family and my family time. So, you know, I rarely do calls from home. I rarely do work from home. I don't open my computer too much at home. Yes, I respond to emails when they come whenever I have sort of time at home, but I don't really do too much at home because that's my recharge time. And I feel it's my duty that if I come back fresh to work, I can do much more than if I try to put in the long hours, which are then draining me out and draining everyone else in the organization.&nbsp;<br>So, it's a, I would say, it's a bit of an approach question on, you know, I don't think hours define the quality of work you do. And, you know, let's do the work right. And yes, there are times where you have to put in a lot of hours. It's okay. You know, those will come and go. But by and large, my style is, you know, it's a balance. Life is a balance. And as long as you are then living with that balance, you'll be happy, and people around you will be happy.&nbsp;<br><strong>Brian Telis:</strong> You know, Rohit, I've got to say this one more time, but conversations with you—formal or informal—always leave you thinking, leave you happy, leave you enriched. And today is certainly not an exception. I've got to say a heartfelt thank you for joining us today. And obviously, we have our way—we'll have you right back here in just a bit. But thank you for sharing. Thank you for being who you are. And thank you for being so giving in the way you live life.&nbsp;<br><strong>Rohit Pathak:</strong> No, pleasure. Thanks so much. Always a pleasure speaking to you, Brian. And, you know, one of the areas where I have been spending a lot of time in the last several years is just coaching and mentoring people across the organization, across tenures—a lot of the young folks who are just coming into the workforce. I spend a lot of time with them just to ensure that they get the right, you know, perspectives as they get into the work life. Because there are a lot of, I would say, wrong things being perpetuated in the work culture, which are, I think, not healthy. And I think that energizes me. It gives me a lot of new perspectives and thinking, and it's something that I enjoy doing.&nbsp;<br>So, I think, to me, the biggest service we can do—and, you know, business roles will come and go—but if I can make a difference to the lives that I come in touch with, that is the biggest, you know, thing that I can do and make a difference to. So, that's what I yearn to do. And so, pleasure talking to you, and thank you for this conversation.</p><p><strong>Brian Telis:</strong> Let me assure you that you are making a difference right here and now. And I'm very, very sure in the journey ahead, you'll continue to do so. Thanks once again, Rohit, for joining us. Much appreciated.&nbsp;<br><strong>Rohit Pathak: </strong>Thank you so much.&nbsp;<br><strong>Brian Telis:</strong> And that was the end of today's Leadcast conversation from the Aditya Birla Group's podcast initiative, Soundbox. We do hope you enjoyed listening to this conversation. I mean, do share your feedback by dropping in your comments on the Soundbox page. We, I promise, will be back soon with another episode, another fascinating conversation like the one we've just had. See you soon.</p><p>&nbsp;</p><p>Watch Full Video on Youtube: <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/S-xcanc6G9E?feature=shared"><a target="_blank" rel="nofollow noopener noreferrer">Leadcast | The CEO Reimagined | Rohit Pathak | Part 2</a></a></p>

Rohit Pathak, CEO of Birla Copper (Hindalco Industries Limited), reflects on his silent mentor—his father—along with life lessons from embracing challenges and his time at McKinsey. He shares why structural thinking is critical to changing the game, why perfection isn’t the only path to success, and what he learned working closely with Mr. Kumar Mangalam Birla—especially the ability to zoom in and out across businesses while keeping a pulse on markets and people.

Looking Beyond Perfection

<p>In the first episode, Ashok Ramchandran, Director – Group HR at Aditya Birla Group, reflects on how early challenges shaped his leadership journey, and how the fear of irrelevance fuels his drive to stay future-ready. He shares the importance of bringing one’s whole self to work and why two principles guide him: being prepared for opportunity and change with speed, and staying focused with authenticity—the ultimate “smell test” of leadership. Ramchandran also offers insights on navigating leadership’s highs and lows while maintaining resilience and purpose.</p><div class="collapsible-content-wrapper" style="--lines-to-show:6;" data-testid="collapsible-content-wrapper"><div class="collapsible-content collapsible-content__disabled"><div><div class="ant-flex css-fga7g8 ant-flex-align-stretch ant-flex-vertical" style="gap:8px;"><div><div class="markdown message-container"><p>&nbsp;</p><hr><p>&nbsp;</p><h3><strong>00:00 – Personal planning for workplace relevance</strong></h3><p><br><strong>Ashok Ramchandran:</strong> If you don't have a plan for yourself, you're likely to become redundant as you go along. In your own mind, you won't feel fresh. So my own learning agility had to keep pace with what was constantly changing. And if I didn't, I would get outpaced. I would become irrelevant. Focus on being prepared. I think the future is...</p><p>&nbsp;</p><h3><strong>01:41 – Learning agility and contextual leadership</strong></h3><p><br><strong>Brian: </strong>Hello and welcome to yet another episode of Leadcast. Today we are joined by a very special guest — Ashok Ramchandran, Director, Human Resources at the Aditya Birla Group. He has over 35 years of rich and varied experience in HR, spanning multiple sectors in companies such as Asian Paints, GE Capital, Tata AIG Insurance, and Vodafone Idea — prior of course to joining the Aditya Birla Group 9 years ago.<br>Now, in this exclusive three-part series, we begin by reflecting on his illustrious career, then talking about the changing workplace dynamics, and what the future of work looks like for all of us.<br>Ashok is a strong believer in talent and potential and of course, in building opportunities for people to make an impact. So let's dive right in. Ashok, thank you so much for joining us today.</p><p><strong>Ashok: </strong>Thank you for your time. Pleasure, Brian. I know that comes at a premium, but thanks again.</p><p><strong>Brian: </strong>Looking back on your career spanning well over three decades, I'm going to ask you a bit of a pointed one — what were some of the toughest challenges you faced? And importantly, how did you overcome them? Any leadership lessons that have stayed with you over the years?</p><p><strong>Ashok: </strong>I think as you span careers, as all of us navigate times and contexts, early challenges have been to first of all understand the context of the company I work in. Therefore, whatever role we are in — I was in an HR role and later in a business role — making sure what I do is relevant to the context and the pace that was needed at that time was one of the biggest challenges.<br>Second, as I've gone along, I've had to cope with the fact that change is going ahead of my ability to cope with it. So my own learning agility had to keep pace with what was constantly changing. And if I didn't, I would get outpaced. I would become irrelevant. So the fear of irrelevance — if you're not on the ball all the time on things that you should be — grips me and has been my dilemma and challenge as I've gone along. It keeps me awake at night, keeps me fired, keeps me energized.<br>I think I have used some of these as cornerstones to keep afresh, keep looking forward, being prepared for that future. That early learning, if I may call it, I suspect is true even today. It's true for me today. As I've transited over the last one year, there have been multiple times when I've had to step up to occasions, step into new things, galvanize new aspects of my own strengths and areas where I need to develop differently, and come to terms with it.</p><p>&nbsp;</p><h3><strong>03:07 – Authentic leadership in a hybrid world</strong></h3><p><br>Therefore, the second aspect is: coming to terms with the person you are has been a big learning. So I can't be somebody who I'm not. So how do I — in the context of my delivery — still be myself? Quite often I found that I'm at my best when I'm fully myself. And that melody gives the best of music for the company as well.</p><p><strong>Brian: </strong>That is so true and so well said, Ashok — that we need to be ourselves. Having said that, you'll be the first to agree with me that the way we work is evolving faster than ever. Be it hybrid models, shifting employee priorities, rising expectations... very importantly now, I mean with all of this change — is there any one leadership principle that has stood the test of time for you?</p><p>&nbsp;</p><h3><strong>04:34 – Preparation and authenticity for future challenges</strong></h3><p><br><strong>Ashok: </strong>A single leadership principle? I'll give you two. Two things which for me matter a lot, which I think will be relevant for all of us to consider:<br>One — be prepared. In many forums, as I go across the company, I talk about the importance and the need to be prepared. Prepared for what? Prepared for opportunities, prepared for delivery, prepared for change. Therefore, can we bring upon ourselves a certain velocity of change in terms of preparation? That readiness and preparation gives you that opportunity knock-knock. I think that's a big win.<br>Second — stay focused and authentic. Authenticity is a very sometimes misunderstood feature of our persona. And I think this is a smell test. You'll know who your managers are who are authentic — who are kind of "stripes on the shoulder, I'm senior" kind of a leader. You respect people who are authentic. So can each of us work on authenticity — to be ourselves and yet come through in a certain manner of preparation?<br>So if I'm a leader, I must exude that authenticity for my team to experience me. And by the way, my team will know me for being authentic or otherwise. That's why I call it a smell test. So if you focus on that — focus on being prepared — I think the future is yours. The two key words: authenticity and be prepared.</p><p>&nbsp;</p><h3><strong>06:01 – Emotions and discipline in leadership</strong></h3><p><br><strong>Brian: </strong>Leadership is high energy — and you'd be the first to validate that it's a high stakes game as well. Ashok, how do you personally stay energized? Easier said than done. How do you stay ahead of the curve? Any daily habits or mindsets that help you stay on top of your game?</p><p><strong>Ashok: </strong>I suspect, Brian, nobody's on a constant high all the time. So I'm sure all of us who are together today at the podcast will vibe with me when I say: there are high days and low days. There are fantastic moments and there are moments when you wonder what's happening around you. There are fantastic bosses and there are bosses who you wonder what's happened on a particular day.<br>So we do navigate, on any given period of time, a multitude of journeys, sentiments, our own emotions. A second bucket: we're also influenced by who we are as people, as individuals. All of us carry our precious personal stuff into work as well. So we are a thinking, feeling human being.</p><p>&nbsp;</p><h3><strong>07:30 – Passion for impact and team connection</strong></h3><p><br>If that be the reality, what keeps me energized is sometimes the focus and the discipline to complete something on time. So timeliness I use to ensure I am able to stay focused in spite of other distractions surrounding me. And the distractions could be personal, could be official. On a low day when I see things falling apart and not going as I expected — what diverts me back is possibly the discipline of timeliness.<br>Number one: I know that this has to be done in a particular manner. And fired up by a second important quality, which for me is a defining quality — I would like to kind of… I learned from my early bosses, and I would like to believe I emulate it in some form — is the passion to make a difference. And that's not a theoretical statement. If we keep that as a north point — that irrespective of the ups and downs of the day, the week, the month, maybe the year — if I have a passion to make a difference in spite of, right? I will make that difference.<br>And to me, that's the north point which fires me. And allied that with my timeliness and push for getting things done — big picture or small things — you know what? I stay focused. The level of distraction reduces to saying, "Stop that. Stay focused."</p><p>&nbsp;</p><h3><strong>09:11 – Career resilience through personal planning</strong></h3><p><br><strong>Brian: </strong>You mentioned, Ashok, authenticity. What comes through — and I have had the privilege of knowing you for a fair bit — is just being you, as you mentioned. One can feel Ashok Ramchandran beyond your designated role in the company.<br>Now this might be a tough one for you — but one piece of advice (and we all have this) that you wish someone had given you earlier in your leadership journey — is there that one thing that you kind of, not regret, but feel, "Had I learned this earlier, it would have augured well for me"?</p><p><strong>Ashok: </strong>Wow, I'm tempted to give a long list — but I won’t.<br>I would say two aspects at this point, Brian. A simple advice I would give to all of us — more than advice, simple sharing I would do to all of us — something which I could have done earlier in my career, I would have benefited more, which I stumbled upon and learned as I went:</p><h3><strong>10:31 – Investing in personal growth and development</strong></h3><ol><li><strong>Have a plan for yourself.</strong><br>It is such a simple thing to do — but we don’t.</li><li><p><strong>Have the resilience to stick to the plan.</strong><br>Why do I say that? Companies have annual plans, budgets, monthly reviews, weekly reviews, daily reviews, boss-based reviews — tons of reviews — more than what we possibly need at times. But we don’t have an individual plan for ourselves, which we hold ourselves accountable for.<br>If you want to take on larger roles — are we reading enough? Are we building a perspective? Am I taking on different assignments, different roles? Am I widening my thinking and impact? Or am I stuck to my pattern because I'm good at my pattern?<br>If you don't have a plan for yourself, you're likely to become redundant as you go along. In your own mind, you won't feel freshness. That’s the winning formula, which I learned rather late — after 7 years into my career, when my boss said, "Listen, you think you’re doing a good job. Good for you. But what further? How have you invested in yourself?"<br>And to my horror at that moment, I realized that I'm just running daily stuff. I had to re-recast. I think that lesson stayed with me all through. And today I do have a plan for myself. And I hope you do. And I hope all my colleagues on the podcast with me today do have a plan for themselves.<br>Yeah, my worry, Brian — my worry is this: all of us are very caught up in the routines and the rush of what we do. There will be days like that. But if I don’t have a plan, that is pretty much what I’m going to be doing the whole month. And the month melts into a quarter, and a year. And when I look back, I pretty much notice that I've been so busy. Now I can always tell you, "Oh, you know, it's been a busy year, I've been very busy." But the loss is mine when I don’t invest in myself.<br>True — my not having a plan is my loss. A plan which sets your north point clearly. A plan which says where do you want to go, what do you want to achieve — personally or professionally.<br>He's a holistic man.</p><p>&nbsp;</p></li></ol><hr><p>&nbsp;</p><p>Watch Full Video on Youtube: <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/ldmcJMPDUgs?feature=shared">Leadcast | Leadership Blueprint and the Future of Work | Ashok Ramchandran | Part 1</a><br>&nbsp;</p></div></div></div></div></div></div>

In this episode, Ashok Ramchandran, Director – Group HR at Aditya Birla Group, reflects on how early challenges shaped his leadership journey, and how the fear of irrelevance fuels his drive to stay future-ready. He shares the importance of bringing one’s whole self to work and why two principles guide him: being prepared for opportunity and change with speed, and staying focused with authenticity—the ultimate “smell test” of leadership. Ramchandran also offers insights on navigating leadership’s highs and lows while maintaining resilience and purpose.

Resilience and the Velocity of Change

<p>This is the First episode of a conversation with Mr. KK Maheshwari. The discussion centers around leadership styles, drawing on examples from sports and business, particularly within the Birla group. Mr. Maheshwari argues that while leadership styles may differ, the core substance—a drive to succeed and bring out the best in the team—remains consistent. He emphasizes the importance of continuous learning, humility, and respecting individual differences. He also touches upon work-life balance, acknowledging his own imbalance towards work and suggesting that finding an appropriate balance is a crucial life lesson. The interviewer expresses a desire to have Mr. Maheshwari back for future conversations due to the richness of his insights.</p>

Business

A conversation with industry stalwart and Aditya Birla Group’s Mr. K. K. Maheshwari on the What and How of Transformative Leadership

Metals