Techfastly March 2022

MAR | 2022

w w w. t e c h f a s t l y. c o m

Technology Leadership TECHNOLOGY LEADERSHIP EDITION

Stories of some leaders and how they lead the tech giants

In conversation with

Dr. Jonah Berger Best Selling Author of 'The Catalyst: How to Change Anyone's Mind'

Satya Nadella: The Man Who Brought Back Microsoft’s Lost Charm

How Are Technology Leaders Using Data and Machine Learning to Help Identify New Business Opportunities?

Technology Leadership in PostPandemic Times

by Toulika Das

by Yash Modi

by Goutami Garuda

What’s Inside p.4

Technology Leadership in Post-Pandemic Times

p.38 Satya Nadella: The

Man Who Brought Back Microsoft’s Lost Charm

by Goutami Garuda

p.10 Technology Leadership:

Principles, Responsibilities, and Challenges

by Toulika Das

p.46

by Utsav

p.18 How Are Technology

Leaders Using Data and Machine Learning to Help Identify New Business Opportunities?

by Yash Modi

p.30 How Sundar Pichai

Leads Google?

by Umar Nabi

p.60

In Conversation with Dr. Jonah Berger, Marketing Professor at the Wharton School at the University of Pennsylvania Leadership Lessons to Learn from Mark Zuckerberg – A Transformational Business Magnate

by Saipriya Iyer

p.72 The Story of Elon Musk,

The Genius Who Became the Richest Man in The World

by Bharggavi Ssayee

p.80 How Technology can

be used to Empower Leadership- 21st Century Perspective

by Rehan Hussain

p.90 The CIO Confront:

Enterprises Require a New Type of Technology Executive

by Srivani Mandapaka

Editor’s note

Dear Readers, Business and technology are tightly linked. Nobody can truly discuss one without also discussing the other -William H. Gates.

Information technology is bridging sectors and industries to enable the emergence of new enterprises based purely on technology, such as Airbnb's rental marketplace and Amazon's e-commerce space. Along with external disruptions, internal disruptions are occurring due to technology advancements, which are dismantling functional silos and compelling businesses to work end-to-end.

Rapid technological advancements, particularly in Industrial Revolution 4.0 (IR 4.0), clearly affect every facet of our lives, including leadership and educational settings worldwide. Advanced technologies in IR 4.0, like artificial intelligence and the internet of things, are transforming the role of leaders across various sectors. According to a new analysis, learners' requirements are changing, technology is advancing, skills are improving, automation is transforming processes, and globalization is increasing our reach.

In this issue, we talked about the stories of some leaders and how they lead the tech giants. We have talked about how Satya Nadella brought back the lost charm of Microsoft with his strategic leadership, the amazing qualities that helped Sundar Pichai lead his organization, the visions of Elon Musk, and Mark Zuckerberg's journey from Facebook to Meta. A special interview with Jonah Berger will enrich your knowledge-no matter what your core understanding of the topic is.

Technology leaders must leverage technology to change, affect learning, and foster collaboration around a clear vision for how technology may best fulfill the needs of all learners. Thus, leaders need to envision and encourage technology usage in this digital environment. However, according to a World Economic Forum analysis, ineffective leadership may be the most significant impediment to a successful fourth industrial revolution plan.

Srikant Rawat

Chief Operating Officer, Techfastly

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Technology Leadership in

Post-Pandemic Times

by Goutami Garuda

"Work takes on new meaning when you feel you are pointed in the right direction.

Otherwise, it's just a job, and life is too short for that."

– Tim Cook, CEO of Apple.

The New-age Technology Leaders Leadership has been traditionally defined as having the ability to look differently at situations, seek out ways to make them better for everyone, and influence others to adapt to the change in a positive way. Leaders have an almost intuitive feel for innovation – whether it is thinking of new ways to do the same things or doing new things. From the stone age man who started creating tools from stones or the man who invented the wheel, every new idea has come from a deep wish to make a situation better or easier.

In the modern age, technology leadership is all about having the knowledge and the vision of technology to envisage a way to promote better ways of working. It entails determining how best to use the huge data overloads, the super processing speeds, the Cloud-based data, technologies like Artificial Intelligence and Machine Learning to envision new opportunities and risks.

New technology leadership is more about balancing technology and cultural challenges.

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Redefined Roles of the C-Suite Leadership roles within organizations have thus metamorphosed into specialized and district domains based on technology. New technology leadership is more about balancing technology and cultural challenges. Technology leaders need to have an understanding of digital domains like engineering, security & privacy or data & analytics in the role of a business owner and not just as a user. Every technology leader has an obligation to derive business value, protect stakeholders, and influence the organization's overall culture.

The years between 2010 and 2020 have seen an explosion in the way technology can be used in business. Some businesses which have withstood civil wars, famines, and economic depressions couldn't withstand the technology disruption by new-age companies (Eastman Kodak, Polaroid Corp, Blockbuster Inc. etc.).

The most obvious reason for this was that these companies' leaders failed to have a future vision that involved technology.

Lesson learnt – create leadership roles that are driven first and foremost by technology.

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What are the New Expectations from Technology Leaders?

Value-based Technology Leadership Values-based leadership is the idea that leaders should draw upon their own and others' values—including those established for your organization— for direction and motivation. At its core, values-based leadership philosophy asserts that people are mostly motivated by values and live according to these beliefs.

Developing a personal leadership philosophy that is based on core principles and values is crucial for young technology leaders. As the scope of technology expands, so does the urge to implement it at all levels of the organization.

However, having a strong sense of accountability is also important for leaders as it reflects on the next managerial level of leadership. Having a value-based culture will attract like-minded individuals who will further enhance the culture and drive it towards a unified goal.

Examples of Value-based technology leadership: • Customer-centric products and services • Building a culture of gender inclusiveness • Facilitating culture dialogues • Creating a culture of accountability • Developing culture metrics on an organizational level • Improving systems for easy communication across the organization at all levels • Updating HR practices as per new values

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Strength-based Technology Leadership Strength-based technology leaders adopt a "Laissez-faire" approach to organizational performance. By building a system of delegation, they can stimulate a culture of innovation, creativity, and confidence for everyone to express their own ideas. Leaders can use technology to derive ideas from their team members by using collaboration tools effectively. They can create R&D departments that encourage knowledge sharing. Continuous education and learning can be easily adopted across the organization, regardless of where the team members are placed, by providing them with online tools.

Strength-based leadership can be built in four areas: execution, influence, strategic thinking, and relationship building. In a technology-based organization, these can be adopted in different ways:

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EXECUTING Clearly defining roles and responsibilities, using tools to monitor performance, setting up mechanisms for feedback or updates.

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INFLUENCING Strong mentoring programs, two-way performance reviews, and competencybased interviewing.

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RELATIONSHIP BUILDING Clearly defining project goals, creating tools to update the project status real-time, clear collaboration channels, adhoc teaming, transparency.

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STRATEGIC THINKING Innovation and leadership programs focus on strengths and passions rather than loopholes, intellectual knowledge sharing through programs like Hackathons.

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Decision Making Skills for Technology Leaders Technology leaders are more scientifically oriented in the sense that their decisions are more data-and facts-driven. Today's leaders have to constantly upgrade their decision-making capabilities in order to move with the changing times. Technology has significantly increased the number of variables in the decision-making algorithm, and with the increasing use of knowledge workers, several other human-centric variables have also found their way into the equations. Every decision made by technology leaders is a combination of strategic, tactical, and operational.

Re-engineered decision making is all about: 1

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Being more inclusive by gathering and optimizing multiple stakeholders and giving consideration to different data perspectives.

Being more transparent by making decisions more auditable and explainable for others, establishing clear accountability.

Being more accurate by using advanced modelling capabilities and automated decisions that are more consistent and repeatable.

Being more personalized by taking specific circumstances or conditions of people into account.

Being more scalable by expanding the management span of control with automated decision making and appropriate routing.

Being more flexible with re-engineered decisions that respond to changing contexts.

Influence and Motivation The most important skill for technology leaders that work with Gen Z is motivational skills. Millennials are constantly seeking excitement. They are easily bored, have high energy levels, and constantly look for change. They don't relate with the "security" culture which motivated their previous generations.

Technology leaders of the modern era must create a "flowing" culture – flexible timings, open workspaces, flat organization structures, informal dressing culture, openness to innovation, and divergence in the workforce. Roles too cannot be fixed. Rather than assigning a team to a project, leaving the project open to whoever is most motivated, most interested, and best suits the skillsets required will work better.

Technology leaders should also encourage unconventional ideas and risk-taking. Keeping the teams curious and bold and welcoming feedback of all kinds is the best way to guide new-age teams.

Technology Leadership is a Dynamic Skill As the world moves more and more towards digital culture and global connectivity, there will be new challenges that leaders will face.

Using technology to solve a problem is an old game – the new game is using technology to create a better now.

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Technology leadership

Principles, responsibilities, and challenges

by Utsav Mishra

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nformation technology is breaking down barriers between sectors and industries, allowing new technologybased businesses to rise, such as Airbnb in the rental sector and Amazon in the e-commerce sector. In addition to external disruptions, technology breakthroughs are causing internal disruptions by dismantling functional silos and forcing companies to operate end-to-end.

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Most firm transformations involve digitization and technology, from entirely new innovation modes to the changing nature of business procedures resulting from the pandemic. Today, technology is at the forefront of the agility and flexibility agenda, and it is driving business objectives.

Executives and strategists face a difficult task in achieving perfect alignment between technology and company strategy.

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Technology Leader Amidst all this, there was a realization that for technology to prosper and set its feet in the growing market trend, there is one essential thing, and that's how we got introduced to the term "Technical Leadership."

A tech leader is a person in the technical world who knows how to delegate support functions aimed at shaping people, recruiting them according to projects, and shaping the skills of people around them. Their mission is to act as a collector of the team's thoughts in order to reach a unified understanding. Problems will inevitably develop if a team does not work towards a common goal. The leadership that is exerted must be diverse; each subject and event necessitate distinct positions. As a result, Emanuele talked about "situational leadership," or the ability to overcome obstacles as quickly as feasible.

Typically, a tech leader delegates support activities such as learning and development (L&D), hiring and subcontracting individuals, and mapping people's abilities and competencies. However, because of the rapid pace and scope of technological change and scarcity of skilled workers, tech leaders are stepping up to "in-source" these.

Technical leadership is often confused with a similar term called technology stewardship. But they are not identical; technical stewardship is an entirely different term altogether.

Technical Stewardship Technical data stewards are IT professionals who play a critical role in data governance. They provide support and are associated with specific systems, applications, data stores, and technical processes such as Identity Resolution (for Master Data Management), data

quality rule enforcement, and extract, transform, and load (ETL) jobs. In contrast, business data stewards are associated with data domains or specific data elements and represent a particular function of the business.

When it comes to an understanding of how data is created, manipulated, stored, and transported in technical systems, technical data stewards are the individuals to consult. They can provide answers to questions regarding how data came to be in the format it is now. The IT application or technical processes that the Technical Data Stewards help connect Technical Data Stewards and Business Data Stewards.

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Principles of Technical Leadership To successfully perform the new role of tech leader, there are seven fundamental criteria for taking control of the operational requirements.

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Make a list

IT staff is more than just a number on a spreadsheet. This information is valuable, but it does not tell the whole story.

We'll also need to know about your team's project history, current (non-hired) CV, and the skills and positions they have—and want to have.

If we are to obtain this degree of information on our employees, they must be sufficiently involved in the idea of improving their abilities.

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They must be given the time and resources to do so.

When we can see a path—a role—that we can follow and grow into, we respond well.

Assist your employees in moving in the right direction by requiring at least one unique path for each individual to ease skill growth. Make them aware of the new opportunities that will become available to them once they have acquired new talents.

The most reliable strategy to gain confidence in somebody is to endorse and test their abilities.

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Boost your self-assurance

Have you ever encountered someone who claims to be an expert and wondered, "How can I be sure they're right?"

One of the reasons relationships are so crucial is because of this. We earn trust through time and then pass it on to others by endorsing them.

However, the inability to scale relationships in large companies, open recruiting markets, or

gig economies prompts us to wonder, "How can we acquire confidence in the capacity of others when we don't know them?"

The most reliable strategy to gain confidence in somebody is to endorse and test their abilities. For social skills, endorsements are appropriate; testing is a preferable option for distinct technical skills.

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Technical expertise

Technical leadership encompasses a wide range of roles and responsibilities.

One of the first skills that a leader must possess is a thorough understanding of his field. Every member of the team looks to the leader for help when they have a problem thus, the tech lead should always be ready to analyze the code, scrutinize the associated papers, and finally, code - because one learns

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best by doing. Knowledge of PHP, JavaScript, and C++ is also essential.

Because the technical leader is also active in the organization's hiring process, he should consider introducing diversity and inclusion into the team while simultaneously employing the best minds.

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Proactiveness

As the team's leader, you're responsible for a lot of the work's clearance and progression. As a result, leadership must be highly responsive and quick to make decisions.

The current condition of the project should ideally be available to you at all times, i.e., you should always be informed of each small step taken by your team. Any potential stumbling block should be brought to your attention ahead of time.

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Techniques of distinction

The tech lead should set an example for everyone on the team because everyone looks up to them. Part of the work includes providing incentives in the form of utilitarian approaches and acting as a guide to any resources that require assistance.

Responsibilities of a Technical Leader The following are the responsibilities of a technical leader: 1

Recruiting and training technical staff

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Creating long-term objectives for their group

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Delegating tasks and responsibilities to team members

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Verifying that all software and applications are updated

Working together with their team to discover and resolve technical issues

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Monitoring changes to the system

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Conducting security audits to identify places that can be improved

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Identifying the needs of consumers and then developing applications to meet those needs

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Challenges in Technical Leadership While a position of such responsibility may appear to be problematic in every way, it is vital to be aware of the most pressing issues from the start.

Team building

The Transition

Finding and retaining talent that is appropriate to one's needs is a challenge that any technical leader will face. Technology evolves at a breakneck pace, yet relevant skills and a workforce do not arise out of anywhere. As a result, the team should include personnel who are at least proficient in areas where fast change is expected in the near future, such as AI, data science, analytics, or software engineering. Members of the team must be kept motivated and engaged for reasons other than monetary gain.

Although the change may appear natural, being in the role of a technical leader is certain to overwhelm someone who has previously worked as a team member. The shift from travelling alone to leading the way, from being responsible for yourself to shouldering a large amount of responsibility, is anything but natural.

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Managing virtual teams Managing remote teams has become more relevant than ever, and it has proven to be quite a puzzle. Even the most seasoned players will find it difficult to persuade the team to move together when each member is set up in a different area. As a result, a technical leader plays a more evolutionary role, requiring the individual to be able to adapt to and implement changes regularly.

Project management Short project cycles and rushed schedules are well-known in the tech industry. The tech lead must be prepared to deal with serious burnout among the team on a frequent basis. In the

case of severe workloads, outlets for letting stress out must also be properly discussed and practiced. As a result, a technical leader must also possess a certain level of emotional intelligence in order to keep the team's spirits high during these trying times.

Conclusion Because of how dynamic the work of a technical leader is, it's nearly hard to describe everything that might be required to fully comprehend it. Having said that, in such a working environment, a curious hard worker with a passion for education is sure to become a wonderful head.

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How Are Technology Leaders

Using Data and Machine Learning to Help Identify New

Business Opportunities?

by Yash Modi Businesses need to be ultravigilant in the contemporary world embodied by cutthroat competition to stay ahead in the race. Adopting, employment, and mindful dissemination of upcoming technologies like AI, big data, and machine learning can help companies stay afloat. Data science and machine learning have impeccable impacts on businesses all over the globe, and they are rapidly turning critical for the differentiation and survival of technology bigwigs. The big claims about big data and machine learning as transformative instruments in the hands of businesses have accuracy and honesty in them. So, let us analyze the role of big data and machine learning in helping technology leaders to help identify new business opportunities.

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The Implication of

Big Data

in Gauging New Business Opportunities

The valuable data insights that help a company or individual understand their target audience and anticipate their preferences are known as big data. In 2020, 44 zettabytes of data were generated. Large-scale companies are incredibly valuable because they have the ability to merge diverse data sets into useful sources for AI algorithms to affect and comprehend human behaviour. Thus, there is no question as to why technology leaders use big data in various ways to elevate their businesses and identify novel business opportunities. Experts believe that big data can help technology leaders outperform their competition through innovation. A myriad of companies is co-opting big data to discover their flaws.

By 2017, the adoption of big data in companies had reached 53 percent. In 2022, data will play a huge role in enabling companies to understand their target demographics and preferences. Every entry point in digitalization and modernity is inundated with new data that describes human behaviour more accurately. Even more importantly, audio-visual mediums such as videos and phone calls are being used to collect more meaningful data. An indepth examination of these data points can shed light on consumer habits, personality traits, and significant life experiences. Technological giants have leveraged such strategies for product improvement, business strategy, marketing campaigns to cater to their target clientele.

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Since its proliferated use in 1997, big data has helped businesses and technology giants pave out new growth opportunities. Some of the veritable ways through which big data can help enterprises to include:

Creation of New Revenue Systems Big data provides companies with invaluable insights that are premised on the market and consumer analysis. Technology giants and leaders have used big data to make additional revenue by selling non-personalized trend data to massive corporations operating within the same domain. Thus, big data provides an ideal additional route for revenue.

Technological Innovation One of the best parts about adopting and scrutinizing big data is the plethora of backup technologies available at the company's dispense. For instance, a relatively simple cloud-based phone system enables companies to easily store and retrieve extensive communication-related data such as call logs, customer information, client conversations, feedback, and the like. The availability of costeffective ancillary digital mechanisms such as Office 365 for extensive data collection and storage makes its utilization even more feasible for businesses. Likewise, the ample presence of analytical tools can help companies at various stages of their functioning. For example, technological pioneers combine big data and analytic tools to understand the most viable way to spend money on customer tacquisition, determine how much each customer is spending on the services, and so forth.

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Data Safety and Risk Analysis Technology leaders appropriate big data tools and technologies to map out a company's complete data landscape and use it to analyze all the internal and external threats to their business model even before they materialize. Knowledge is one of the most potent weapons businesses have to ace within their domain. The much-needed knowledge can be derived from big data and its various tools, making a company better equipped in all aspects, including safety. More and more industries are now focusing on big data, making attaining security more doable and within reach.

Automation Through robotic process automation, Big Data has the incredible ability to solve internal shortcomings and operations.

Companies may create a highly automated and efficient decisionmaking system using enormous data sets. Automating data collection and storage and data security are now possible thanks to scalable IT infrastructure and declining cloud computing prices.

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How to Harness the Power of Big Data Since 2012, a whopping 40 percent of the large global corporations led by technological leaders have made considerable investments in big data strategies. However, for newbies, the utilization of big data can be overwhelming and perplexing. Nevertheless, fret now as we have a few tips to share. Companies need to evaluate the following factors before finalizing big data solutions.

Putting Together an Experienced Team The first step in being successful in the precarious game of utilizing big data is to put together a team of expert data collectors, analyzers, and strategists. Going by the example of technological leaders, curating a diverse group that is equipped to deal with the nuances of modern analytic methods, manipulate big data sets, and understand overarching business goals is essential.

Identification of Tangible Goals Identifying new business prospects with the help of big data necessitates a well-defined goal. Data and analytics should be used to support the company's overall objectives, such as increasing profit margins, building brand recognition, and gaining market share.

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Machine learning extends insights into the market movement, allowing a company to know the global trends well in advance. www.techfastly.com

Machine learning tools enable organizations to identify profitable opportunities and potential risks.

Capturing the Right Data Once the underlying business goal is identified, the next step is to have a concise and lucid understanding of the data itself before its application. Identifying, capturing, and tracking the correct data is the backbone of the entire big data mechanism.

Consequently, relying on inaccurate data can wreak havoc and push the company to an abysmally new low.

Application of Proper Analytic Methods Pioneer data analysts are skilled in translating big data into valuable insights with mind-blowing efficiency and accuracy. Visual summaries and crisp data reports that are easy to understand by laypersons facilitate the supporting teams to process the data and make meaningful business decisions quickly.

Now that we have discussed the intricate relationship between big data and business opportunities, let us move towards machine learning and observe its impact on new business avenues.

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The Significance of Machine Learning The nearly-infinite quantity of data available to humankind coupled with factors like affordable data storage, growth of less expensive and more powerful processing tools, and so forth have propelled the development of machine learning or ML. Technological leaders and novices worldwide are compiling more innovative ways of analyzing mammoth-sized complex data with faster delivery, better accuracy, and seamless results. Machine learning tools enable organizations to identify profitable opportunities and potential risks. So, let us look at the top advantages of machine learning in the business sphere.

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A 2018 research reveals that 80 percent of Netflix viewers follow the recommendations extended by machine learning.

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BETTER CUSTOMER EXPERIENCE

Machine learning helps companies attract more people to their products and services and help increase conversions. In other words, machine learning facilitates an organization to better understand their customers' browsing experience and behaviour so that the company can provide them with precisely what they need. For example, the recommendation engine in the renowned OTT platform Netflix helped the steaming site attract a vast audience and increase profits by effectively encouraging binge-worthy shows. A 2018 research reveals that 80 percent of Netflix viewers follow the recommendations extended by machine learning.

In a nutshell, some of the benefits of personalized customer experience by machine learning include:

More extensive revenue generation, courtesy of higher customer engagement and retention

More pronounced customer satisfaction that facilitates brand loyalty

Less time invested in research through traditional methods

Costeffectiveness by erasing office staff and pieces of equipment from the process

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EFFECTIVE AUTOMATION

Delegating mundane and repetitive tasks to the machine increases production speed. Moreover, opting for machine learning also eliminate manual data errors data duplication and ensures a higher quality of work. Furthermore, the company does not even need a hi-tech developer to reprogram the systems repeatedly whenever there is a change in the workflow and process. Thus, the combination of machine learning and automation has various advantages for a business, including –

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• Faster service • Reduction in spending on software management • Saving money by distributing repetitive tasks to machines • Use human resources for more critical jobs • Removal of manual error • Reduction in mundane administrative tasks

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ROBUST PREDICTIVE ABILITIES

ML predictions have two significant advantages to help a business identify new avenues. The first is customer choice predictions that are premised on customer data. The machine learning system recognizes typical and atypical behaviors using customer data, which is then utilized to predict the changing demand for a company's products and services. Likewise, large enterprises can tweak their ML systems to process enormous amounts of market data to arrive at unique and insightful forecasts. Thus, a company will identify trends faster and attain the fat-mover advantage.

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REASONABLE RESOURCE PLANNING

Through predictions made via machine learning, a company can estimate the resources needed to meet changing demands for its products and services.

Advance knowledge can help a company in inventory and process management. As such, a company can viably have enough products during high-demand periods, decrease the risk of wastage, save money by knowing the optimal type and amount of product to keep on hand, and likewise.

BETTER INTERNAL COMPANY CHANGES

The scope of machine learning is not just limited to customer acquisition and marketing campaigns. Machine learning is a tool that can help a company set and manage workflow, follow staff progress, and maintain internal corporate values. Few of the fundamental merits that machine learning offer in terms of internal adaptability include : • Wiser task prioritization and work distribution • Higher transparency of work among employees • Heightened productivity • Seamless integration of new technologies into the existing systems

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BETTER ADAPTATION TO MARKET FLUCTUATIONS

Technology leaders like Google, Amazon, and Apple are always a step ahead of the rest because they adapt quickly to market changes. As we have already discussed, the ML predictions provide a company the opportunity to veritably improve its business model and a competitive edge over peers.

Some of the advantages include

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• Machine learning extends insights into the market movement, allowing a company to know the global trends well in advance.

• ML ensures the basis of efficient sales and marketing stratagems in the future • It helps companies save money, time, and human resources in advance.

• Lastly, machine learning allows a company to adapt to changing environments faster.

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EFFICIENT DATA MANAGEMENT

Big data means that manual collection and data usage is complex and nearly impossible. In such a challenging context, machine learning comes into the picture. Machine learning helps a company distinguish relevant data from peripheral and ancillary information and spam. Through this mechanism, Gmail was able to eliminate 100 million spam messages per day in 2019. Some of the benefits of machine learning for extensive data management include –

• Saving of time by dividing important work from subsidiary work for employees • Increase in productivity as employees can focus on higher priority tasks • Heightened user engagement by offering customers only relevant information

End Note In conclusion, we can safely assert that machine learning and big data can help technology leaders and novices identify new business opportunities. The provision of an efficient automation solution coupled with other phenomenal advantages like saving time, money, and resources, predictive competencies, and so forth are undeniably advantageous for businesses of all types and sizes.

A wide assortment of industries such as the healthcare sector, manufacturing sector, and so on are co-opting the combination of machine learning and big data to avoid mistakes and better cater to their customers. Thus, machine learning and big data are here to say. The key is to understand how machine learning and data can be appropriately used to meet each challenge and goal.

H OW

SUNDAR PICHAI LEADS Google?

by Umar Nabi

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People of every generation underestimate the potential of following one, but the progress of one generation becomes the foundation premises for the next.

– Sundar Pichai

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Sundar Pichai was born into a middleclass family in Madurai, India. He once revealed that he received a' C' grade in one of his papers at IIT Kharagpur.

In 2004, Pichai joined Google. He was appointed as Google's CEO in 2015.

Pichai was named the CEO of Albhabet Inc., the parent company of Google, in 2019.

undar Pichai, a computer engineer, is the current CEO of Google's parent company, Alphabet Inc. In 2015, Google, a technology company specializing in Internetrelated services and products, underwent a major reorganization, with Alphabet Inc as its parent company, Larry Page as CEO, and Sergey Brin as President. Pichai, a former Google vice president of products and engineering, was appointed as the company's new CEO. Pichai joined Google in 2004 as a product manager and oversaw the launch of several successful Google products, including Google Chrome and Chrome OS. He later moved on to Google lists, eventually assuming control of other Google products like Gmail and Google Docs. Pichai, who was born in Chennai, India, has always been a bright and resourceful youngster. Before joining Google, he worked at Applied Materials in engineering and product management, as well as consulting with McKinsey & Company. He received his education at one of the most prestigious universities in the world, the University of Pennsylvania. Pichai is well-liked by his coworkers, who refer to him as "the man behind Google's most important products."

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Google's Sundar Pichai's Leadership Qualities Before we get into how Pichai used this pivotal moment in Google's history to propel Google into completely new markets—and himself up the corporate ladder—let's take a look at a few qualities he possesses:

DEVELOPING

SUCCES SFUL TEAMS

Pichai recruited, mentored, and retained a fantastic team that produced great products. His team is regarded as the best among all Google employees. One former Google employee said,

"He encourages very good people rather than the most political and opportunistic people" while talking about Pichai.

HARD WORK

To reach where he is today, Pichai worked extremely hard. A leader should have the quality not to ignore hard work. It's a way that makes you grow, just like it did with Pichai.

C O M PAS S I O N

He is known for being compassionate and concerned about the people he works alongside.

He became one of Google's most popular seniors as a result of this quality. Caesar Sengupta, Google's VP and general manager for payments, said, "I would challenge you to find anyone at Google who doesn't like Sundar."

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EMPOWERING YOUTHS

Another thing that Pichai values is empowering young people. He thinks that there is a lot of pressure on today's youth; he discovered that 8th graders are working hard to get into IIT – Indian Institute of Technology. Pichai revealed in an interview that he hasn't been at the top of his class in school, he was a brilliant student, but history and geography used to let him down.

"Focus on education is a big strength," says Pichai.

"I'd like to see more young people focusing on creativity and taking risks", he added.

Pichai recognizes the hard work that young people put in and the dream that drives every action they take; additionally, Google provides numerous opportunities to empower school students.

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GOOD LISTENER

He's known for sitting during meetings and then offering suggestions after everyone has finished speaking. He listened to everyone's point of view before putting his foot forward.

AV O I D DAMAGES AND ENEMIES

Google, like any other large corporation, has internal politics. Pichai handled the politics in such a way that his team's success was ensured while causing the least amount of harm to the opposing team.

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BE HOPEFUL FOR TOMORROW Life's greatest sword is hope. This will help you stay motivated to pursue your dream. He didn't have a phone until he was ten years old and didn't use a computer until he moved to America for graduate school. But there's always hope for him; he'll get what he wants one day.

The Indian-born Alphabet CEO drew from personal experience and the challenges he faced during his early years in the US. He said that he grew up with minimal access to technology and his first time on an airplane was when he came for higher education to Stanford.

"My father spent the equivalent of a year's salary on my plane ticket to the US, so I could attend Stanford. It was my first time ever on a plane," Pichai said, adding that a bright spot for him during that time was computing.

It is not an option to lose hope; always be hopeful.

Even though his love for technology was undeniable, he didn't lose hope because he lacked all the necessities.

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TAKING THE RISK There are many opportunities for you to reinvent yourself. Make an effort to do something you enjoy and are enthusiastic about.

Pichai simplifies, "if you believe you can do it, you must be willing to take a chance and remember that the universe is not so cruel that it will not reward you for your efforts.

Sometimes the circumstances aren't in your favour, whether it's the risk you're taking or the outcome. If it doesn't work out in your favour, it'll be a disaster, but who knows what the future holds?

"Focus on education is a big strength. I want to see young people focus on creativity and take more risks" – Sunder Pichai

C O M M U N I C AT O R Emotional intelligence is reflected in one's ability to communicate. Emotional intelligence is not widely regarded as a dominant quality in science or engineering (or many other fields, if we are honest).

Pichai clearly possesses this in his leadership skill set, making him an excellent choice to lead the science company known as Google into a future in which they advance every life, from the billionaire to the rural farmer.

Wrapping up Sundar Pichai was set up for great success as the leader of the new Google by founders Brin and Page, but only time will tell how successful Pichai will be in this role in the long run. If history is any guide, Google is in good hands and will perform well in years to come.

Brin and Page took a risk by transforming Google from a traditional tech company into a diverse holding company with lofty ambitions. However, as the new company grows, they know that they will always have Google as a steady source of profits with Pichai at the helm.

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SAT YA

NADELLA The Man Who Brought Back

Microsoft, in the run-up to 2014, was dying on its tracks.

From hot-headed company leaders and disgruntled employees, not to mention the profits being at an all-time low, Microsoft was a sinking ship. However, with Satya Nadella on board, everything started changing from Day 1.

Microsoft’s Lost Charm

by Toulika Das

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One of Nadella's first moves as Microsoft's third designated CEO was to encourage every one of the company's senior managers to go through author Marshall Rosenberg's Nonviolent Communication, a book on how to communicate and work successfully using empathy and understanding rather than rivalry and criticism.

What were the reasons behind Microsoft's downward spiral?

Any business which fails to grasp its spirit or essence, finds itself struggling and stalling.

The company will be struggling since there is a lack of understanding about the customers it supports and the distinct service it provides.

When they lack a shared vision or relevant aspirations, this leads to uncertainty within the ranks of the company's executives. A similar thing happened at Microsoft, in the pre-Nadella era.

place the company in their minds. They stop trusting the company because they fail to understand what you're talking about or the reason behind your actions.

Bill Gates, the company's long-serving CEO, had a long-standing reputation for heavily criticizing Microsoft's employees. With his on-stage screams and sweaty-faced theatrics at business product debuts, Steve Ballmer, who replaced Gates, became a cringeworthy YouTube clickbait. Both of these previous Microsoft CEOs advocated for tough commercial techniques that rivals dreaded and appreciated, but customers despised.

This practice began raising doubts about where to invest and where to concentrate innovative efforts. And this internal lack of clarity about the company's heart or soul leads to consumer and market misunderstanding.

Customers find themselves unsure where to

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Satya Nadella’s strategy that helped in bringing Microsoft back on track Nadella began by establishing a clear vision focused on recognizing and reinforcing what made Microsoft renowned in the first place. In an internal memo, he stated, "We will reinvent productivity to empower every person and every organization on the planet to do more and achieve more."

With his 'mobile-first and cloud-first’ approach, Satya Nadella had a difficult time turning around Microsoft's fortunes. The proof came in the form of the findings. Microsoft's market capitalization has risen from a little over $300 billion when he took charge to $2 trillion.

Nadella had to make some difficult but necessary decisions to shut down operations that were diverting Microsoft's attention away from its primary business.

For instance, he declared a $7.6 billion writeoff on Nokia, Steve Balmer's ill-fated endeavor to expand Microsoft's stand-alone Windowsbased cell phone technology.

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Microsoft's acquisition of LinkedIn for $26 billion in 2016 demonstrates the refocus on corporate productivity. Under Microsoft's leadership, this firm has continued to develop, with sales rising 37% to almost $400 million in the most recent quarter.

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The Values That Redefined Microsoft’s Outlook Nadella made it plain as a boss and a leader that the previous, confrontational practices were no longer acceptable. Without ever raising his voice or expressing open displeasure at employees or managers, Nadella worked tirelessly to make the workplace more pleasant. He never sent heated emails and would not allow screaming or hostility in corporate meetings.

Simultaneously, he created a culture of inquiry and learning. In contrast to Microsoft's conventional ‘know-it-all’ attitude, he encouraged the company's 120,000+ employees to embrace a ‘learn-it-all’ curiosity.

The soul of a corporation reflects its ideals.

Inclusion is one of Satya's key beliefs.

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This philosophy is mirrored in Microsoft's culture. When it comes down to it, a business's environment embodies its ideals. These ideals reflect the values of the leader at the company's helm.

Nadella's endeavors have yielded exceedingly extraordinary results. Microsoft's market valuation has increased by a significant order since Nadella's appointment as the company's CEO. It has risen from around $300 billion to around $2.5 trillion today, making it the leading corporation in the world, outshining Apple and Google. Numerous breakthroughs have contributed to this economic approval.

Initially, Microsoft has become extremely prosperous in transforming desktop Office and Windows licenses to subscription services to the Office365 suite of online productivity products.

This move has helped the company in adequately discarding the financially rewarding license model in favor of the much more financially rewarding and reliable Software-as-a-Service (SaaS) business model.

Furthermore, Microsoft Azure is progressing nicely against Amazon's cloud assets.

Microsoft is also seeing an excellent spike in business of a variety of more valuable SaaS solutions, such as its CRM and business analytics tools.

This clearly suggests that diverting money away from older products with long development timeframes may not have had a significant impact on their revenues.

At last, despite all of this, the sales of Windows operating systems for PCs and Windows Server keep on increasing modestly but profitably.

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Refreshing Microsoft’s core and diversifying its distribution There is a driving force behind all the software that binds Softies together under the canopy of Microsoft. It's all about empowering individuals. And there, in a nutshell, is Microsoft's essence.

Microsoft has updated its Office suite of productivity tools by switching from distributing software licenses to offering a cloud-based subscription plan. This reduces immediate earnings but ensures a continuous stream of revenue in the long term. It also offers the advantage of establishing a longterm client connection, ensuring that the user receives the most recent software. This strategy appears to be working, as Office Commercial profits were up 10% to $598 million attributable mostly to an increased number of subscribers.

By boosting up distribution, Microsoft has increased the availability of its goods. After failing to establish its own mobile platform and being trapped in a specialization, Nadella shifted gears by releasing Office for Android and Apple iOS. His key emphasis was once again on Microsoft's productivity gains. "I'd like to call it the 'iPhone Pro,' since it has all of the Microsoft software and applications on it," he remarked during a 2015 demo.

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The Final Milestone Achieved It was in March 2018, approximately four years since Nadella took over as CEO, that he made his biggest visible and most crucial move. Nadella addressed the division of the former Windows Development Group into two new technical organizations, one dubbed "Experiences and Devices" and the other called "Cloud + A.I. Platform”. He stated this in an email to all his employees under the headline "Embracing our future: Intelligent Cloud and Intelligent Edge."

This action solidified the company's determination to shift away from Windows and invest the majority of its resources in programs that promote innovation rather than stagnation. This was a risky decision that drew a lot of criticism from insiders and former Windows team members. Nevertheless, Nadella was convinced that this was the right course for Microsoft. In fact, it was the last crucial milestone in Nadella's reorganization plan, freeing him and the rest of Microsoft to confront the future.

Microsoft's mindset has effectively flipped 180 degrees.

It not only accepted open source software, but enthusiastically proceeded to embrace it, to the point that Nadella's acquisition of GitHub was one of his most noteworthy gestures.

At first glance, even when everyone is ready to applaud Satya Nadella for economic gains that he may or may not have had a hand in, we should acknowledge his most glorific contribution: converting decades of competitive aggressiveness into a collaborative approach.

The new culture of humility, an attitude of embracing change, and openness to unique ideas was what permitted these tremendous transformations at Microsoft under Satya Nadella.

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In conversation with

Dr. Jonah Berger Marketing Professor at the Wharton School at the University of Pennsylvania Dr. Jonah Berger is a marketing professor at the Wharton School at the University of Pennsylvania and a world-renowned expert on innovation, word of mouth, change, and why products, ideas, and services catch on. He is an internationally bestselling author of The Catalyst: How to Change Anyone’s Mind, Contagious: Why Things Catch On, and Invisible Influence: The Hidden Forces that Shape Behavior. He has published over 50 articles in toptier academic journals, teaches Wharton’s highest-rated online course, and popular accounts of his work often appear in places like Wall Street Journal, The New York Times, and Harvard Business Review.

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AN INTERNATIONALLY

BESTSELLING AUTHOR OF THE CATALYST HOW TO CHANGE ANYONE’S MIND,

CONTAGIOUS WHY THINGS CATCH ON

INVISIBLE INFLUENCE THE HIDDEN FORCES THAT SHAPE BEHAVIOR.

He was named one of the American Management Association’s

“TOP 30 LEADERS IN BUSINESS.” He often delivers keynote lectures at major conferences and events like SXSW and Cannes Lions. He consults for companies like Apple, Google, Nike, Amazon, GE, 3M, Kaiser Permanente, and The Gates Foundation.

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With his latest book, The Catalyst, he provides a powerful way of thinking and a range of techniques to catalyze change, revealing that it’s not about pushing harder or exerting more energy but instead removing barriers and lowering the hurdles to action.

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Q|

Change is hard, be it within the person, organization, or business model. Most of the time, people took the approach of ‘pushing’ multiple times.

In your book, Catalyst, you introduced a revolutionary approach to change.

You mentioned that there are five key factors/barriers that prevent change.

Can you talk about those factors?

Everyone has something that they want to change. Marketers want to change consumers’ minds; salespeople wish to change customers’ and potential customers’ minds; leaders want to transform organizations; start-ups want to change industries; non-profits wish to change the world. But change is really hard. Often, we push, pressure, or control, yet nothing happens. So, the question is, could there be a better way.

Simply, when we think about change, we think about pushing, adding more pressure, reasons, facts, figures, but that doesn’t work.

As I talked about in Catalyst, what we really need to do is identify their barriers to change and mitigate them. If you think about a good analogy, imagine you have parked your car. You get in the car, stick your key in the ignition and put your foot on the gas, and if the car doesn’t go, we think, well, we just need more gas. If people don’t change, we think we just should push them a little bit harder, add more facts,

more figures, more reasons, and then they will come along. But often, pushing doesn’t work. Going back to the car idea, if the parking brake is engaged, we can step on the gas all we want. But nothing’s going to happen. What one has to do is, find the parking brakes and remove them, and that’s what the Catalyst is all about.

There are five common barriers that come up repeatedly: Reactants, Endowments, Distance, Uncertainty, and Corroborating Evidence and put them together in a framework, and they spell the word ‘REDUCE,’ which is exactly what a great catalyst does.

They don’t push harder; they don’t provide more facts, figures, or reasons. They identify those barriers and reduce them.

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Q|

As a team leader who is driven to implement a change within the team, one has identified these barriers. What would be the next steps to ease the adoption of change? Also, can you provide some suggestions for upcoming leaders to identify the structural changes?

I think we have to start by understanding the organization’s people that we are trying to change. Too often, we do know what we want to change and the outcome we want to achieve. But we know less about the people of the organization that we are trying to change.

I often work with companies or individuals and ask, ‘why didn’t someone adopt the change initiative you had in mind’. The usual response is, ‘I don’t know.’

They often know about what they want to achieve but not a lot about the people of the organization that they are trying to change.

My suggestion to them is: Identify the root, figure out why somebody hasn’t already done what you want them to do, what are the barriers or obstacles that are getting in the way, and how by mitigating those obstacles can you can make change more likely.

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Q|

In an insightful chapter, you gave an example of how formal interventions can provide addicts with persuasive evidence of their need to change. How important is selfpersuasion in accepting or initiating a change?

I often say that “we should not persuade them, but encourage them to persuade themselves, not sell them, but get them to buy-in.” But the way to do that is by understanding them. Self-persuasion is key, but we have to guide people. We don’t want to be completely hands-off; because people won’t necessarily change, and we have to encourage them to go down a journey towards changing with us. I think questions are a really powerful tool to do this.

Asking people, the right question can encourage them to come to a decision themselves if they want to change without us forcing them. Great questions could be a powerful way to self-persuasion.

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Q|

You discussed each barrier to change with case studies. You chose broad examples, such as public health campaigns and interpersonal interactions, with particularly illuminating sections on eliminating teen smoking and cultivating mentorship habits within sales teams. Do you believe that the examples of case studies will help your readers identify and mitigate the barriers?

Yes, certainly. In writing a book like this, one powerful thing I saw was that the same tool seemed to come up again and again. Whether parenting experts are talking about changing kids’ behaviour; whether salespeople are talking about convincing clients; whether leadership gurus are talking about convincing teams; the same tactics come up repeatedly.

I think the case studies most certainly would help people identify and mitigate barriers in their own lives.

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Q|

How can a leader/catalyst start the change-oriented conversation effectively?

I would start this answer with a question for yourself. Why hasn’t that person changed already? What are the obstacles/barriers getting in the way? What information do you need to collect to understand them and their challenges better? That’s also why questions could be so great. Rather than assuming we know the answer, ask people for help in figuring out the answer, and it can help us get there.

Q|

In an interview, you said that the idea of being a ‘Catalyst’ came to you while you were talking to your friend, who is a chemist. Can you tell us how you thought of relating a chemistry principle to human behaviour?

When we hear the word ‘catalyst’; we often use it socially: someone was a catalyst, or someone is a catalyst for change. But in chemistry, catalyst has a particular meaning.

In chemistry, a catalyst is something that creates change. But not just create change; they do it with less energy, not more. Often change requires a lot of energy, temperature, and pressure to create an outcome. A catalyst lowers the barrier to change and identifies a way to make the change happen with less energy. The same thing is true in the social world. Rather than asking what we could do to make someone change, we should ask, ‘why haven’t they changed already’. Identifying those barriers would make change more and more likely.

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Q|

With change comes the fear of the unknown. What is the best strategy to keep the people engaged and help them overcome the fear of the unknown as a leader driving change in your organization?

In the ‘uncertainty’ chapter, I talked about the ‘fear of the unknown’. Not only do the old things feel safe, but new things seem risky.

Not only are you attached to old things, but new things are uncertain. If I stick with what I’m doing already, it might not be perfect, but at least I know the outcome I will achieve.

Whereas, if I do something new, it’s less clear; it might be better or could be worse. I don’t want to do something if it might not be better, so I am lowering the chances of trials. You can read more about it in the uncertainty chapter.

But the key is allowing people to experience the value of change themselves rather than it coming from us. Encouraging it to come from within, guiding them and helping them see what we are suggesting is actually valuable for them.

Q|

Since the outbreak of the pandemic, most of the work has shifted to virtual platforms. Do you think that persuading team members/ others is more challenging now?

Yes, you know, in some ways, you could argue that change is harder. We are not interacting with team members face-to-face, and so in that sense, sure, change can be harder. But I think change is always hard; it’s not harder because we are not face-to-face. If we don’t understand them, it is going to be difficult. I don’t think it has necessarily gotten worse.

Q|

You are a professor, and now you are also working as a consultant with many Fortune 500 companies and other B2B organizations. How do you manage to work and find time to write these fantastic books?

I think when these things work, they work all together. So, research helps me with my consultant clients, where I learn exciting new things and given challenging problems, then I try to bring research to solve those problems.

It helps me find new techniques to address those problems.

The books are really an outpouring of that beneficial cycle, the learnings that I get from working with my clients and research and hoping to help a broader set of people.

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Leadership Lessons to learn from

Mark

Zuckerberg A Transformational Business Magnate

by Saipriya Iyer

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The greatest success comes from the freedom to fail. The challenge of our generation is to create a world where everyone has a sense of purpose – Mark Zuckerberg

The Facebook founder’s train of thought about dealing with failure and finding a higher sense of purpose in life certainly rings a bell. The iconic leader and media magnate, on his 36th birthday, spoke about finding one’s purpose and working toward it, in a video compilation by StartUp Stories.

A true millennial and one of the unparalleled leaders of Gen Y, Mark Zuckerberg has been a remarkable success and inspiration story over and over again.

Zuckerberg started Facebook in the beginning of 2004, and within a month, more than half the undergraduates in Harvard had registered on the site. By the end of March, the website expanded to include members across most universities in the U.S. and Canada. With merely a few members in tow, Zuckerberg confidently led his team to success, as Facebook received its first investment in June 2004 from PayPal co-founder Peter Thiel. Then began a journey filled with remarkable successes and occasional failures and Zuckerberg’s ardor to deal with them with determination and dignity.

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The Beginning By the end of 2004, Facebook already had the makings of a success. Since its inception, Zuckerberg insisted that members be transparent about their identities. He believed that refraining from adopting false identities and being honest and open is what will form strong social relationships and encourage sharing of ideas and information. Zuckerberg’s insistence to remain transparent is a notable quality that has hugely contributed to Facebook’s success.

Another factor that has made Zuckerberg an outstanding leader is his excellent vision and far-sightedness.

By 2006, Facebook opened up to everybody above the age of 13 having a valid email address.

By next year, the site had hundreds of pages where various companies started promoting themselves actively.

As Zuckerberg had predicted, advertisers were able to increase their social network and forge new customer relationships. His life’s goal is thus, to create a more connected world and his commitment to the same is steadfast.

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The Facebook Era – From 2006-2014

Up until 2012, Facebook enjoyed a string of successes, from winning the ‘People's Voice Award’ from the Webby Awards and the Crunchie ‘Best Overall Startup Or Product’ award for the third year in a row to surpassing Myspace as the most-visited social media website and becoming the third largest web company in America after Amazon and Google.

The company had its first IPO in May 2012 and was valued at USD 104 billion. Although remarkably famous ever since the inception of FB, Zuckerberg became a household name after the IPO, which at the time, was the biggest in the technology domain and one of the biggest in Internet history. The success of the IPO proved that he was indeed a transformational leader, one that encourages 64

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and motivates employees and has a very clear idea of his goals. More than just setting up a vision, Zuckerberg demonstrated that it is essential to define every step along the road to success, with infectious confidence and disruptive ideas that encouraged his team to happily follow his lead.

“Move fast and break things. Unless you are breaking stuff, you are not moving fast enough.”

— Mark Zuckerberg As is evident from the aforementioned statement, he also demonstrates a level of www.techfastly.com

focuses on things that are more important for the success of the company, rather than encouraging pointless traditions. At an investors’ meeting post the IPO, he raised controversy for having worn a hoodie, as opposed to regular formal attire. But that’s what he is popular for – through these actions, he proves that it is the work and the ideas that matter, not attire or otherwise.

Zuckerberg encourages a similar attitude at his workplace; he measures the quality of work his employees are engaged in, rather than focusing on what they wear or how their desks are decorated.

aggressiveness in his leadership style, a trait that has made him who he is. Reportedly, he is someone who dislikes monotony; consistent innovation and growth are what define him.

He loves debates and challenges and always expects people around him to deliver more than what is required. He is also stubborn – in the sense that he knows what his ideas are worth and he is unafraid to stand up for them. Take the IPO for example; instead of mispricing his shares, Zuckerberg priced his shares correctly, scoring a home run over other known Internet billionaires, who had underpriced their IPOs, costing their firms enormous amounts of money.

The next couple of years post the IPO was a period of rapid change and new projects, as Facebook launched the Facebook Graph Search, Facebook Home, and clickable hashtags to encourage users to follow trending discussions. A setback that the company faced during this time was the withdrawal of 15 major advertisers, including Nationwide UK, Nissan UK, and House of Burlesque, on account of a campaign that highlighted content promoting sexual and domestic violence against women. In response, the company immediately agreed to update its policy on hate speech.

It is pivotal to mention here Zuckerberg leads his company with a sense of extreme responsibility. Many young entrepreneurs usually fade away in the face of criticism, but Zuckerberg held his head high, took ownership of his mistakes, and went on to correct them, proving that user experience is valuable and above all else.

A rather forgettable yet significant trait to be noted about the iconic FB CEO is that he 65

The Period between 2015 and 2020 A Time of Constant Setbacks The period between 2015 and 2020 saw Facebook witnessing a series of consistent fluctuations and accusations. With the popularity of social networking websites increasing by the day, circulation of fake news became a major issue. Accordingly, Zuckerberg had Facebook revise its algorithm to filter out misleading content and fake stories. However, accusations poured in about the algorithm maintaining a ‘filter bubble’, where posts with few likes and the material users disagree with were deprioritized.

The year 2016 saw the company face one of its biggest controversies – the U.S. Presidential Election. Post Trump’s win, a company executive alleged that he became President only because of Facebook. The internal memo also noted many of the company’s high-profile scandals, including Russian interference in the election. Massive accusations began to pour forth against Zuckerberg, alleging the company’s influence on the election, as the social media site was noted to disseminate fake news stories, 66

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specifically in support of Donald Trump, in the weeks leading up to the election.

“Of all the content on Facebook, more than 99% of what people see is authentic. Only a very small amount is fake news and hoaxes.

The hoaxes that do exist are not limited to one partisan view, or even to politics. Overall, this makes it extremely unlikely hoaxes changed the outcome of this election in one direction or the other.” - Mark Zuckerberg At the time, the Facebook CEO confidently announced that under no circumstances is the company involved in spreading fake stories. He was also quoted to state that the company’s fake stories problem was a minor issue and not specific to any political party.

Within a few months however, in the middle of 2017, Zuckerberg expressed regret about the aforementioned comment, and stated that he shouldn’t have dismissed public concerns about Facebook impacting the Presidential campaign as crazy. His post came sometime after Trump tweeted that Facebook has always been against him. Claiming that he only intends to bring people together and build a community as a whole via Facebook, Zuckerberg said that the greatest role the company played in the election was to give a voice to each and every U.S. citizen.

The 2016 Presidential scandal and its aftermath brought to light several of the FB CEO’s admirable qualities – the ones that make him a transformational leader. Firstly, he is not afraid to fight for what he believes is right. Whether the social media site was actually involved in the election or not,

defending his company against bad press was of utmost importance in the face of that situation, and that is what he did, he believed in his vision and ideas and attempted his best to safeguard his entrepreneurial venture, no matter what it cost. Leading his team with this tough-as-nails personality is what has made him so popular among this generation.

Secondly, he is someone who adapts to situations very quickly.

He was at the receiving end of criticism since 2015 regarding privacy allegations and hoax media stories, but he took it all with a pinch of salt and adapted his decisions to suit the public opinion while also taking a stand for his company.

Thirdly, and most importantly, he takes accountability. It takes a true leader to hold ownership of what they have done, try to resolve it, and then move on. Even as the company received a barrage of criticism from all sides, Zuckerberg led his team with panache, and accepted that he regretted his initial statement pertaining to Facebook influencing the election. Despite having to backtrack on his actions several times, he kept his enthusiasm alive and was consistently eager about taking risks and innovating to the best of his ability.

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Alongside the U.S. Presidential Election scandal, the company also faced heat for several other similar controversies for the next few years, including the hate speech on Facebook, the Russian meddling, and the mishandling of user data by Cambridge Analytica. Additionally, it was under scrutiny for poor handling of the Christchurch mosque shootings episode in New Zealand and its role in vaccine hesitancy. Juggling several major controversies within the span of a few years would’ve been nightmarish for most leaders; Zuckerberg however, is known to be extremely solution-oriented. In the middle of 2019, at F8, Facebook announced its new vision with the tagline – ‘the future is private’. Alongside, a website redesign and a mobile app were introduced as well.

Zuckerberg’s quest for looking up and implementing new projects consistently is one of the key reasons he is popular as a leader that many aspire to follow.

He is consistently aiming for newer innovations and encourages his employees to do the same. As he led his team at Facebook to deal with widespread controversies, he has also brought forth new ideas and experimented with them fearlessly.

This is evident from the fact that through 2019 and 2020, the company was involved in several projects – it signed a partnership with 68

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the University of California, San Francisco for building a wearable, non-invasive device.

It launched Facebook Dating in the United States that enabled users to integrate their Instagram posts in their dating profile. It also launched Facebook News that featured selected stories from news organizations. In September 2020, Facebook announced the launch of a climate science information center to promote authoritative voices on climate change.

Enter Metaverse – From 2021 and Beyond The year 2021 also witnessed a few more appreciable moves by the company, such as the Facebook BARS app for rappers and the Facebook Bulletin, a new platform for independent writers. In November 2021, the company claimed that it plans to stop targeting ads based on data related to race, ethnicity, sexual orientation, religion, health, and political beliefs.

Being open to change and implementing it in actionable steps is something Mark Zuckerberg has been popular for. To that end, toward the end of 2021, he announced that as a part of a major rebranding strategy, Facebook’s parent company name has now been changed to Meta. The name represents Facebook’s move into the metaverse – a virtual world where people will be able to experience a parallel life alongside their real-world existence. Under the Meta umbrella, the firm will now try to create a platform where users can ‘work, learn, socialize, shop, and create’, across various applications.

What’s more, Meta users will be able to connect with others virtually and use products sans a Facebook account.

Facebook’s move seems to be a part of a major revamp in response to the continuous spate of criticisms it has been facing since a few years. In the face of what happened in the past, Zuckerberg’s idea for the relaunch may be quite a refreshing move. While unveiling plans to build the metaverse, Zuckerberg announced that the current brand was not totally capable of representing everything the company is doing presently, let alone the future, which is the reason for this massive change. Once again, he proved that he is truly a visionary leader – one that motivates his team to build a vision and do what it takes to make it a reality.

There is more to Mark Zuckerberg than meets the eye. Time Magazine, in 2010, named him as one of the most influential personalities in the world, and rightly so. It isn’t every day that a young whiz starts a company from nothing and turns it into a billion-dollar business within a few years. By and large, he is known to use 3 styles of leadership as and when required – democratic, autocratic, and laissez-faire. He commands his employees to work hard and consistently innovate, but also treats them equally and asks for their feedback. Part of why he is so loved by his team is because he’s broken conventional workplace norms and hires people because they are talented, not because they fit into a specific group of age or experience.

Zuckerberg’s resilience to handling the failures of Facebook can be credited to his largerthan-life, unwavering vision for the company, on the grounds of which he has constantly pushed himself and his team to pour their creativity into their work. Having said that, he cares deeply about his employees – as per reports, post training at Facebook, employees are not assigned projects, but are encouraged to choose them on their own. This gives them the freedom to choose what they are interested in and the courage to complete the project with complete determination and confidence.

Zuckerberg also ensures that the company’s workplace culture remains friendly and comfortable. He is known to give out excellent perks – Facebook interns apparently make a lot more than their peers. Once a year, the company organizes a collective birthday party for their employees. The firm’s café

provides excellent meals worthy of a fourstar hotel. In addition, Facebook ensures that there’s an on-site doctor, physical therapist, and chiropractor on the premises.

Having understood that employee happiness is paramount for them to work creatively, Zuckerberg has pushed the envelope when it comes to providing a comfortable work environment.

Despite adopting autocracy when needed, Zuckerberg is not a control freak and does not micromanage anything. This autonomy

is the reason why his team remains happy and motivated – he gives his employees all the right to voice out improvements for the company. Another trait his team may have imbibed from him is his unfailing intention to build strong relationships and maintain the right connections. Indeed, even when he was just starting the company, he worked to forge good relationships with the Who’s Who of Silicon Valley. His tries his best to effectively communicate with his subordinates and encourages interaction within the team, placing himself in a situation closer to his

employees than above them.

Over the years, Mark Zuckerberg has led his team at Facebook with pride, courage, confidence, and perseverance. With every success and failure, he has attempted to learn something and move on, while encouraging his team to do so as well. His transformational leadership style will continue to push Meta to great heights. Nonetheless, irrespective of whether Meta succeeds or not, Zuckerberg will continue to remain a force to reckon with.

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The Story of

Elon Musk The Genius Who Became the Richest Man in The World

by Bharggavi Ssayee Elon Musk was born in 1971 in Pretoria, South Africa. However, he did not wait to reach the age of 50 to obtain the title of the richest man in the world. Briefly surpassing Amazon founder Jeff Bezos, his fortune reached $185 billion in January 2021.

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His life consisted of his school lessons in his hometown of Pretoria in South Africa and hours of reading science fiction books. He started learning to code as an autodidact on his Commodore VIC-20. His talent for IT and entrepreneurship was revealed from childhood.

He launched his own video game at the age of 12, named Blastar, which he sold to the South African specialized computer magazine, PC and Office Technology. The latter published it in December 1984 for the equivalent of 500 USD. Then, in 1988, Elon Musk obtained a Canadian passport and left South Africa.

He had only one idea in mind at the time: to conquer business and economic opportunities in the United States.

But beyond money, Elon Musk is a visionary who prides himself on humanistic goals, principles he puts into practice with the companies he leads: Tesla, SolarCity and SpaceX in particular.

The Beginning of Elon Musk's Entrepreneurial Adventure Elon Musk graduated from Queen's University in Kingston. He obtained a bachelor's degree in physics and economics in 1995 from the University of Pennsylvania, Philadelphia, USA. He later enrolled in materials science and energy physics postgraduate studies at Stanford University in California. Two days later, he left the benches of the university believing that the Internet had much more potential to have a tangible impact on society than physical work.

As the Internet bubble began to grow, Elon Musk and his brother Kimbal embarked on an entrepreneurial adventure with the Global Link Information Network project, Zip2. The project would allow advertisers to communicate online with customers via fax, in other words, a first version of "web-marketing".

One of the most ingenious functions of this concept is "Auto-Guide". It consisted of sending business information to subscribers of magazines and online newspapers. In February 1999, Zip2 was acquired by computer maker Compaq for over $300 million.

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Zip2 Then PayPal, The First Significant Shots of Elon Musk Elon Musk's first entrepreneurial adventure was called Zip2, a software publishing company he co-founded, before seeing it bought out for the staggering sum of $341 million by a Compaq subsidiary, AltaVista in 1999.

Elon Musk then decided to create an innovative online banking project: X.com. Renamed PayPal in 2001, it was sold to eBay for 1.5 billion dollars – this transaction allowed Elon Musk to collect a profit of 180 million dollars in the process.

Elon Musk leaves the ship with a nice sum in his pocket: around 170 million greenbacks. However, instead of buying an island in the tropics and taking it easy in the sun, he decides to reinvest the entire sum and launch not one, not two, but three companies that will determine the rest of his career and revolutionize the world at the same time.

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Elon Musk: Conquering Space with SpaceX Elon Musk firmly believes that the survival of humanity is highly dependent on the fact that human beings must become multi-planetary species. But the fact that rocket launchers are very expensive displeases him greatly. So, in 2002, he founded the aerospace engineering company, Space Exploration Technologies (SpaceX), to manufacture more affordable rockets and solve this problem. The initial investment was $100 million.

Its first two rockets were the Falcon 1, launched in 2006, and the larger Falcon 9, established in 2010. They cost significantly less than competing rockets.

In addition, Elon Musk has achieved the feat of creating rockets that are reusable and therefore pollute less.

This is why NASA has called on Elon Musk and SpaceX for specific missions to the ISS and the Moon.

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When Tesla Revolutionizes Electric Vehicles Renewable energy and electricity are subjects that fascinate Elon Musk.

So, it is no coincidence that Tesla and Solar City (a company for solar panels and solar energy utilization systems) have the same founder.

The entrepreneur has invested between 50 and 70 million in Tesla, of which he became CEO in 2008 and invested 10 million dollars in the creation of Solar City.

Towards the end of the 2000s, Tesla's first sedan was born: the Tesla Model S. It has been on the international market for twelve years.

In 2010, the number of electric cars sold worldwide did not reach half a million. But the arrival of Tesla on the market has the effect of a bomb.

In 2013, Tesla's share price skyrocketed to $160. Its capital reached 20 billion dollars. Three years later, the automotive industry exploded and exceeded one million electric vehicles sold worldwide.

2017 was the big year for Tesla, recognized as the world's secondlargest electric car manufacturer.

The least we can say is that Tesla has revolutionized the world of electric vehicles.

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Elon Musk and the Hyperloop In 2013, Elon Musk proposed a high-speed rail system in California: the Hyperloop. Even though Tesla was at its peak at the time, the entrepreneur did not rest his brain and was interested in shortening the travel time in transport. So, he invented a pneumatic tube in which a gondola carrying 28 passengers could travel the 350 miles (560 km) from Los Angeles to San Francisco in just 35 minutes, going at a top speed of 760 miles (1,220 km) per hour, almost the speed of sound. Elon Musk assured that the Hyperloop would cost only 6 billion dollars in his forecasts. In

addition, the system would accommodate 6 million passengers per year, departing every two minutes.

Elon Musk leaves the realization of this futuristic idea to the two start-ups that still compete in the Hyperloop race: Hyperloop Transportation Technologies (HTT) and Virgin's Hyperloop One. At present, both companies are still in the study and testing phases. However, in October 2017, Hyperloop One experienced the operation of its prototype for the first time.

Beyond Wealth, Militant Values If he is a successful entrepreneur, Elon Musk is also following a trajectory in line with his commitments: space conquest with SpaceX, ecology with Tesla and SolarCity, the economy with his resounding bias for Bitcoin.

The brilliant entrepreneur creates and participates in projects that tend to change the face of the world. And so far, these all seem destined to be successful.

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How Technology can be used to

Empower Leadership - 21st Century Perspective

by Rehan Hussain The COVID-19 epidemic has wreaked havoc on both the public and private sectors worldwide. It has compelled businesses to embark on digital transformations that the majority of them would have ignored for several years had it not been for the epidemic.

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“ Management

is doing things right; leadership is doing the right things.

– Peter F. Drucker

It is all about doing the right things at the appropriate moment that defines leadership. It's about encouraging people to perform at their best and work toward a shared goal despite obstacles. It entails fostering a climate in which people feel empowered to produce solutions in the most effective manner possible. Over the last decade, a variety of leadership styles and methods

have developed. Delegating, recognizing, and encouraging others has become the new credo for all leaders and managers.

Technology leadership will continue to be critical as this crisis evolves, particularly as organizations and associations grapple with the significant income loss associated with in-person conventions and other events. While virtual event technology has been around for some time, just a few businesses have adopted it.

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At the executive level, technology may be one of the most beneficial tools for developing into a stronger leader. Without a doubt, technology is the driving factor behind the new leadership style, particularly in these strange times. This leadership style embraces change and places a premium on increased productivity, communication, and cooperation in order to build effective teams, all while developing a robust learning process for continual skill development in response to changing market demands.

Leadership and Technology No sector of business has been left unscathed by ever-evolving technology.

Technology has now permeated all spheres of existence, transcending all boundaries.

Regardless of the organization's size, technology may be seen cheerfully waving at us from all directions. Technology has also enabled bosses to govern from a distance.

Leaders can monitor the number of tasks completed by team members in real-time with the use of technology. Additionally, it enables them to express any changes in the duties they are performing regardless of their location. It has altered the way leaders communicate with and interact with their workforce significantly. Leaders' social media presence also elevates their appeal to unprecedented heights.

In sum, technology has spawned a new leadership style, one that enables and motivates individuals to seize the most compelling business prospects through the use of the most advanced technology.

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Empowering the Workforce with the help of technology

With remote employment, there has been a sea change in how we work, and employees are more linked to their bosses digitally than they have ever been.

Expectations of individuals have never been greater, as they must balance a plethora of factors, including health problems, caring for children and the elderly at home, and domestic duties, in addition to professional deliverables at work. Leaders bear a greater obligation to comprehend these issues and navigate this scenario more prudently and carefully through the use of intelligent technologies. The capacity to use technology is contingent upon people's willingness to accept it and their understanding of how it might improve their lives.

This is where leaders can shine by proving that technology is a critical resource, not just a tactical solution to a problem. This perspective creates an infinite number of options for how technology may

be a strong enabler of transformation for every single employee across the firm. When multiple companies offer similar benefits packages to their employees, what truly differentiates them is the work/life balance they can expect. The commercial environment of the present day is decentralized. Teams no longer need to be confined to the same office building or meeting place.

Whatever innovative technology you use, at the end of the day, people are the most valuable asset your business can have.

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This enables teams to collaborate more effectively than ever before and businesses to expand their reach into new areas throughout the world.

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Optimizing the Productivity with changing nature of Technology

A practical asset in technology is assisting businesses in maximizing their advantages since this strategy enables leaders to train their employees to accept and feel comfortable with technology, resulting in technology becoming organically integrated at a basic level in an organization. We have successfully adapted to working with minimal interruption thanks to the proactive investments we made many years ago, whether in secure virtual platforms or AIdriven due diligence procedures that assist in automating how we finish our contracts.

The most significant asset has been our people's spontaneity in adapting to this transformed scenario of working from home, as a result of their prior high level of familiarity with using technology platforms and processes at work over the last several years, ensuring our ability to optimize productivity. Connected gadgets, artificial intelligence, and secure cloud business solutions comprise the new corporate environment.

This enables teams to collaborate more effectively than ever before and businesses to expand their reach into new areas throughout the world.

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Enhanced Teamwork Through Collaborative Platforms Effective cooperation is critical to longterm success, as wise leaders have long recognized. The difficulty caused by the COVID-19 epidemic was the fast and widespread move to work from home. This is likely to have taken many individuals by surprise, as they are not accustomed to working from home. Apart from any physical pain that people may have working from home as a result of their dependency on the office environment and its conveniences, such a change can also result in mental confusion as

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a result of being unable to engage physically with coworkers. This has made a significant difference in terms of facilitating the formation of successful teams.

With technology making virtual engagement simpler than ever, it enables continuous communication between team members and lets them stay on the same page, preventing them from becoming disengaged and less accountable. Not only can online chat tools and virtual meeting platforms facilitate the

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transmission of critical information, but they can also foster camaraderie, which remote-based teams sometimes struggle to establish and maintain. We've seen a high level of participation among our employees in using virtual collaboration platforms such as Microsoft Teams, which has not only helped foster strong collaboration among colleagues and has also enabled seamless work with clients and other external stakeholders.

Technology is not limited to modern computing and information technology solutions.

Additionally, it refers to social media and the emerging notion of social leadership. A leader today has the most extensive communication channels possible. They may use social media to influence their workers, encourage their sales teams, establish consumer loyalty, and connect with peers. Only in retrospect can a dramatic movement toward a new way of doing things be rightly described as a revolution. Technology's penetration of our environment is a matter of progression.

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21st Century Perspective Technology advancements are enabling us to communicate more rapidly, cooperate more effectively, and be more productive in our daily lives. Individuals and corporations, meanwhile, continue to struggle to keep up with the rapid rate of change—and at times, actively fight it. Consider the case of artificial intelligence (AI). Employees may use machine learning to automate routine processes and swiftly mine and evaluate data in order to make better-educated decisions. However, many individuals continue to struggle to comprehend how AI will assist them and their teams. Human resources have a chance to advance the discourse and emphasize the potential advantages of AI and other disruptive technologies. CHROs and other human resource professionals may alleviate tensions by demonstrating how technology can benefit—not hurt—employees.

Cloud computing offers the potential to automate and standardize company operations, resulting in increased worker productivity. However, even the greatest instruments are incapable of repairing faulty processes. To enable individuals to accomplish their best work with technology, the processes that support work habits must serve employees without impeding them.

While CEOs may have the last say on whether tools are appropriate for certain teams and people, human resources play a critical role in these decisions. By analyzing and exploiting data, human resource directors may connect more capable workers with cutting-edge technologies and empower these individuals 88

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to establish standards and best practices for the use of technology in specific jobs and processes. Thus, users gain not just essential technological tools but also the skills necessary to use these technologies to enhance their daily job.

Today's organizations face a number of challenges. Employees are expected to work more efficiently while still contributing to www.techfastly.com

and interact. This is where cloud-based reasoning comes into play. For instance, integrating human resources and finance enables team members in both domains to have a more thorough understanding of the organization. This single view of data enables teams to better plan for and prepare for new business trends and disruptions, as well as facilitates cross-departmental communication and cooperation.

Organizations may begin to reap the growth and other benefits of the cloud with more agility and insight.

Conclusion

the business's differentiation and growth.

Disparate teams and systems, on the other hand, impede employees from gaining access to the tools, knowledge, and people needed to perform at their best and find these new prospects.

By moving HR and other critical activities to the cloud, firms can break down these walls and rethink and reinvent how they work

Technology has a big influence on leadership, and the positives are numerous. However, one thing that continues to be a difficulty for leaders worldwide is utilizing the appropriate technology at the appropriate time and in the appropriate manner. The goal should be to deploy technology for the appropriate activities and to minimize human effort. The deployment of technology should enhance rather than completely replace human interaction. It should result in enhanced decision-making and people management results.

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The CIO Confront

Enterprises Require a New Type of Technology Executive

by Srivani Mandapaka

Technology evolves, and the changing business dynamics call for a strategic business operation.

There is a pressing need for a business leader rather than a functional leader in any business.

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CIOs are the ones capable of taking this process forward efficiently. With CIOs being in a tough spot right now, let's understand the need for a tech leader to meet modern business needs.

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Modern Business Needs

The Three-Dimensional Shift

Several trends have emerged in the last few years, as the rise of mobile shopping and artificial intelligence have disrupted business models and reshaped competitive landscapes. In today's business environment, CIOs are expected to do more than simply manage IT; they must harness it to generate value for the organization.

Making this a priority is now a business imperative. As a result, companies must be technophiles: technology is what drives business today.

The new CIO's responsibilities must be understood in the context of technology transformations. The majority of IT transformations are fragmented initiatives.

Because of this, promising trends can fail to materialize.

Tech transformation has to be all-encompassing to work. The ability to track and understand customer behavior, for example, is necessary to create powerful customer experiences. To hire top-notch engineers, it is essential to revamp hiring methods for modular platforms. Therefore, a CIO must understand the scope of the transformation before embarking on the journey.

The below verticals help to start on this transformation:

Nevertheless, of the organizations that have digitized, 79 percent of them have not yet fully transformed, according to a McKinsey survey. Whether it's the magnitude of the change or the complex legacy systems, a host of factors are impeding progress. However, one of the biggest problems is that many CIOs aren't willing to go beyond cost-cutting and performance to turn IT into a driving force.

HOW DOES YOUR BUSINESS

USE TECHNOLOGY? Revisit the organization's use of technology.

It includes: 1 Blending technology with business and innovation 2 Creating a tech-forward business strategy 3 Incorporating technology across organizational barriers 4 Delivering exceptional user experiences.

A CIO must understand the scope of the transformation before embarking on the journey.

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HOW CAN YOUR BUSINESS

ADOPT NEW TECHNOLOGIES? Rethink the delivery of technology. The IT department must transform It includes: 1 By embracing agile methodologies 2 Next-generation IT services led by automation 3 The cloud and platform as a service 4 Building small teams around top engineers 5 Collaborating with flexible technology partners.

An effective CIO must also possess new competencies that represent a more expansive role as IT becomes a game-changer.

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IS YOUR PLAN

FOOL PROOF? Ensure the foundation is future-proof. As technology advances rapidly 1

2 3

An organization's architecture needs to be flexible enough to encourage modular platforms Make data ubiquity possible Advanced cybersecurity to protect systems

After answering these questions, they reveal the top traits owned by transformative CIOs.

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What Are the Characteristics of a Transformative CIO? An effective CIO must also possess new competencies that represent a more expansive role as IT becomes a game-changer. With hundreds of CIOs working on tech transformations, we've identified some characteristics of successful CIOs.

BECOME A BUSINESS LEADER CIOs who understand business strategy can help technology generate business value. Most IT-successful companies have the CIO actively involved in developing their business strategies. A commitment to performing well on core IT jobs allows companies to progress faster toward their digital goals.

The best CIOs tend to do the following.

Get a DEEP UNDERSTANDING of the business CIOs will need to interact with the business in several different ways due to the scope of an IT transformation. This goes beyond attending strategy meetings with the C-suite. To obtain a nuanced and detailed understanding of customer issues, they should spend time with functional and businessunit leaders and managers. It involves reviewing customer satisfaction surveys, monitoring customer support calls, or visiting user forums to receive direct feedback.

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Contribute to REVENUE-GENERATING initiatives Taking responsibility for business-impacting initiatives can help CIOs get better at it. A few strategies in this scenario include setting up an online store, launching a digital product in partnership with a business-unit leader, and measuring success according to business KPIs (KPIs), not technology metrics. CIOs can benefit from these efforts by gaining a deeper understanding of what technology means for the business.

Join THE TEAM CIOs often need to expand their networks outside their organizations to gain more business knowledge. Taking on a board position at another company is one of the best ways. Today, one-third of Fortune 500 firms have a former CIO or CTO serving on their boards.

A commitment to performing well on core IT jobs allows companies to progress faster toward their digital goals.

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TAKE ON THE ROLE OF A CHANGE AGENT Adopting new IT technologies or moving to the cloud does not constitute a complete technology transformation. A true change infuses technology into every aspect of the company's strategy and processes.

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Join forces with BUSINESS LEADER For business leaders to support transformation, CIOs need to build partnerships. These partnerships take place through shared goals, responsibilities, and accountability.

Clearly define THE 'WHY' The success of a transformation depends on stakeholders realizing that real change requires a strategic, interrelated approach. In other words, the business strategy must outline the goals and how they will be achieved.

Identify the risks beyond IT in your INTEGRATED PLAN CIOs who have an eye for business ensure that their transformation plans incorporate external factors, like marketing and legal. Instead of static planning, they use a dynamic approach, allowing transformation teams to work more efficiently, removing roadblocks, and allocating resources where they are needed.

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BE AN EXPERT IN SPOTTING TALENT A successful digital transformation is hampered by the skill gaps on traditional teams. Therefore, CIOs need to refine recruitment and retain top talent. Here are two effective strategies.

Invent new ways to attract the BEST TECH TALENT Outsourcing offers tremendous benefits to companies. However, this needs to change, particularly regarding the most vital capabilities. CIOs need high-caliber engineers, specifically the best, to redefine technology's role. Hiring the right tech people can help companies reduce their technology costs by 30%. So give them the correct answers of why they should join your firm and what they gain or learn in return.

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Develop internal talent Getting good people isn't worth much if you can't keep them. The best CIOs design career opportunities to advance employees while still focusing on their strengths. Allowing an employee to excel in their field and nature of work rather than pushing them into people management. Also, pay revisions yearly, rewarding the hard work, flexibility in work are other things that help retain talent.

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BRING A CULTURAL REVOLUTION A culture that supports talent is essential to a successful talent strategy.

Building a community Pay is significant, but top talent wants to work for a company that values them. To create such an environment, engineers should be given more autonomy. Trim down unnecessary management, bureaucratic processes, arduous reports, and endless approval processes. By bringing together cohorts with similar skillsets, we can share best practices and foster a sense of community.

Create a collaborative environment and support it For a successful transformation, the business and technology teams must work together.

Collaborations, when enabled seamlessly, help CIOs relinquish control.

TRANSFORM TECHNOLOGY CIOs play an essential role in educating business leaders about technologies and how they can benefit the business to address this issue and build trust. Historically, IT transformations have been costly, time-consuming, and unsuccessful. Consequently, some companies are wary of undertaking them in the future. So, ensure that tech decisions have business implications.

Finally, as the business landscape brings in new challenges, so is the need for leadership to evolve to embrace them. Today, CIOs are more than information officers. They need to gauge the potentials at every corner of business operation and leverage technology to transform. Skills such as those mentioned above enable CIOs to transform IT. As the business landscape becomes increasingly tech-driven, CIOs become legitimate candidates to lead businesses.

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