The PERFECT Startup Guidebook - Step by Step Explained by Toshan Tamhane | FO 66 - Raj Shamani

strategy officer has to make sure that. the long-term plans of the company and. the short-term execution are aligned. okay that is the only thing you have to. make sure and second very critical thing. is capital allocation Capital. very important because everybody will. want more and more money yeah everybody. will have a favorite initiative which. will become the next billion dollar. thing yeah and uh because.

capital is always going to be finite. yeah yeah so how do you prioritize. today is one of the most special. episodes of figuring out because I get. to speak to one of the first Angel. Investors of my new startup he invested. in me and why did he invest in me is. something which you're gonna get to know. by the end of this episode because I've. asked him exact questions about what. does he look for in a startup founder. before he invests he was one of the. senior most Partners at McKenzie India.

and he's right now the chief strategy. officer at UPL toshan is one of the. finest brains I've ever hosted on. figuring out we spoke about kick. startups. startups. [Music].

we've spoken about so many any of these. things from the lens of somebody who has. worked on multiple startups but not only. from the lens of the business we've also. spoken about every business analogy in. regards to sports sports. you need to watch this episode till the. end because this is one of the genuine. hidden gems of India you must have not.

heard about him but I promise you once. you hear him you'll never stop speaking. about him so make sure that you watch. this episode till the end and please let. me know in the comments during the. podcast itself that what are the points. which stands out for you. so.

the most successful. you know Sports person in Olympics. take a guess one people say Michael. Phelps yeah. Michael Phelps has 28 medals yeah like. he has more medals than most countries. yeah together and so on but Michael. Phelps won most of those medals you know. two Olympics okay so very short span of. like you know eight years Usain Bolt one. in three Olympics yeah so all his uh uh.

triple that he used to win. but there is somebody who's won in five. Olympics. five five five. Olympics so he started Year One. then. okay so the kind of. effort consistency discipline that. require a different level that's her. Steven Redgrave he's a British rower. okay most successful depending on how. you measure success of an Olympian this. guy is like at a different level now.

he said with the third time when he won. the for the British team he and there. was another record Matthew pin sent okay. with steam Redgrave both of those were. they were being Partners so Matthew was. not there for the fifth Olympic but. Steve went on to also do that. they were discussing. you know we won three times they were. still pushing very hard and others. around them were saying here.

why are you saying let's look at you. know how the rowing technique will be. your boss is. we would not even have been fifth. in the third Olympics that he won so the. levels are going up so he said what I. want to do for the fourth Olympic is. let's assume Murphy's Law.

strikes at its worst. everybody write down what can go wrong. people wrote things like because there. were four of them in that event at. coxswain or whatever that event is. called so all four of them wrote things. like my mother dies one day before the. Olympics. hmm. Alec. okay because if you're such a close. death is happening then uh mentally you. won't believe. and somebody said food poisoning last.

night. there were like several excuses they ran. into like 20 pages. now what we will do is you'll say this. is Murphy's Law it's best. possible moment pay. your girlfriend is going to tell you. honey it's over yeah something is going. to go wrong. let's simulate everything. and they literally step by step they. said tomorrow is the event. your win told your mother is dead he.

made a funeral happen in a sense and but. every it was everything else was real. except there was no that person but the. emotion thing with that emotion that. your mother is dead your breakup has. happened how do you perform and he was. they tried to measure the impact of. everything that goes wrong vomiting. that's the only way and they won the. fourth time and the fifth time. so Murphy's Law is is going to happen.

every time they have but this is. this is Extreme level of uh Championship. behavior in a person so I think why. would you not uh. then don't let's not make half measures. around uh. uh something went wrong and the Chinese. did this and that another then don't be. a victim he's like we have to be a. winner mindset and it's Steve liker's. point was I have won three Olympics I.

can retire I can do motivational. speaking I can write a book I can do. whatever I can do whatever but fourth. Olympics. because that is the most important thing. for me thing for me now but for five. views I mean they said 20 years the guy. was a champion 24. he was um.

at the top of the game. in incredible okay how did you get to. know about the story I'm just curious. I just like to read sports okay. biographies I actually feel that you. know some of the best Role Models come. from sports sports who's your role model. there were many just give me one like. random. I think. more motherly and Lance Armstrong okay. what what's one story about Muhammad Ali.

which you feel like. it may it makes him your role model. there has to be something about it. so when he decided that he will not go. to. the Vietnam War okay because everybody. was being drafted and it was a national. cause. but he said look I don't feel like it. because I don't believe that they are. the enemy just a complete outro against. him in those days it was not like he was. trying to be a contrarian and said.

he didn't need that face yeah to do it. and it was not as if and they told him. and you have to go in the Battlefield. Vietnam. and so you want to be completely safe. yeah just you have to follow the rules. no I will make my rule. and they stripped him off the boxing.

title and he took him like eight years. after he was like reinstated back to and. he started at the bottom again. start at the bottom Challenger. Challenger Challenger again get it back. resilience and this establishment was. completely against him because they. wanted him to fail. is. till a point in time was the most. successful cyclist okay even Tour de.

France like I think seven times. consecutively which is like the toughest. cycling race to win in the world. but they were always doping allegations. against him doping okay and cycling was. completely hit by doping for a long time. and Lance Armstrong being the number one. everybody used to say. timings okay. and he admitted it after several years. so he was stripped of everything.

all Fame is gone everything is gone but. he wrote a book before he was still uh. he said every second counts. and he wrote a part two which says it's. not about the bike okay same like what I. mentioned about ready grave now. if you have to win a Tour de France the. small small things that you have to take. care of a massage. people try to optimize the weight of a.

bike with a bike. trousers. because every additional thing is a. existing yeah so are using the attention. to detail that he had. his organization even sometimes the. Goofer happens not because the senior. guys are. the senior leaders are always on top of. things. and everything falls yeah I've seen. organizations.

that has been the cause litigation may. use and so on so the weakest link will. sing the. shipling. the attention no it makes sense in fact. like when I was I think I I took my. first business conference or something. like that where I wanted to learn about. business uh I think I was 17 something. like that okay the manic FedEx Key story. would put sunidhi and since then that. story stuck with me so FedEx Cup they.

promised that we're gonna do one day. delivery or something like that around. the world everything right and they're. like joined like giant Factory which. three four can wear belts here and there. everything is everything with. interlinked like there was no human. intervention at all wow the completely. big John okay and automatically the the. conveyor belt one conveyor belt stops. wow but because one stops the first. thing cannot go to second second cannot. go to third the whole operation stops.

everybody is going they call the top. Engineers sorry whatever Engineers. they called outside. like there was entire Factory standing. the warehouse standings or it went on. like eight to twelve hours. so everybody was just like maddening the. top senior levels. we have made such big promises I know.

stamina campaign was at Peak. s. very seriously like India you can still. you know turn around few things and be. like America. so everybody was like here and there. Haywire so one guy like the factory. labor he said yeah I know mechanic. nearby he was there when the factor is.

getting built yeah okay why don't we. call him everybody started laughing. about engineers. but the manager was Furious managers. like whoever you want to call call try. Absa he comes. he comes he sits around he checks just. AG around for 10 minutes. and he tightens one screw and then. remove another screw that's it there was. this one screw okay and the Machine. starts working.

everybody started like like you know. everybody started again celebrating this. and that people thanked him the next day. the guy sent him the bill. the guy sent in the bill was one. thousand dollars so the manager got. Furious and be like dollars. and that like detailing attention and it. was just crazy that it you can you can.

have like a biggest of the biggest team. but one job but listen uh. and because of that and I was like. and because an automated system. this was also there was a uh you know. this Japanese this is the 80s when a lot. of American Industries were being hit by. Japan and automotive and so on so the.

Japanese thing was Six Sigma. Six Sigma which is six parts in a. million can be defective and so. Americans signed a contract with the. Japanese saying Six Sigma Japanese. nine hundred thousand whatever uh no. five million uh X5 whatever. um.

so which is six parts we thought you. wanted those defective parts so none of. these other parts are defective only the. six parts are defective so Americans are. like oh [ __ ] Americans. said no when we give our parts there is. no defect in those defective parts are. these we thought you wanted so we said. okay no parts the same attention to. detail and that's what Japanese. engineering uh Toyotas and so on and.

there's there's a lot of Japanese. engineering things that's it I'm just. thinking about all these stories before. we actually get down to the Crux of I. want to pick up your brain. I wanted to ask her I think okay now you. what is your role you're talking about. so I look at. um corporate Venture Investments digital. new businesses carbon sustainability. okay. okay and what technically a strategy. officer has to do so again in one two.

lines if you have to tell me how about. the strategy officer has to make sure. that the long-term plans of the company. and the short-term execution are aligned. okay that is the only thing you have to. make sure and second query critical. thing is capital allocation capital. capital. very important because everybody will. want more and more money everybody will. have a favorite initiative which will. become the next billion dollar thing. yeah and uh.

because. capital is always going to be finite. yeah so how do you prioritize. very interesting. in fact let's do you wanna do you mind. like if I go if I go really dumb and. like want to understand like the Layman. things about it so I want to understand. the roles of the senior Physicians now. because when you talked about strategy. right so let's just talk about one by. one role by road because I want to. understand so first strategies done by.

CSO that's the position Chief strategy. okay the CEO. like I'll talk about everything okay you. tell me about every position so I think. see you again see I feel and this is my. CEO is the first and last Port of Call. okay first and last board so he is the. face of the organization externally. buck stops with the CEO okay okay and. especially in two days a day and age. CEOs biggest role is also stakeholder.

management because CEO has to deal with. regulators. Capital markets employees investors. competitors suppliers media. and everybody can say yeah their. decision somebody else should do it CEO. does not have that leeway he cannot say. he's like passing the parcel games. so CEO has to be the first so to me CEO.

is also the chief crisis officer because. everybody and CEO will have the best. uh what should I say. support but end of the day my decision. it's like the general in the Army right. you can listen people will inform you. the missile will be ready but but. chief executive officer okay CEO now. follow up to that what do you think is.

the most important skill for a CEO to. learn. I think to me the most if I have to take. one. I think it will be storytelling. people have to believe in him. because you're following right. organizations are going to develop over. time Rome was not built in a day neither. will a company. vision and most of the times.

yeah so how do you get people to believe. in you. and especially if you say I cannot pay. you the most but I should believe in you. culture responsibility CEO. responsibility. so how does he tell the story because. and I always say this CEOs whisper.

becomes a scream. I am worried. foreign. so even if the CEO is worried he can't. be stressed. interesting very interesting because. this is something I told him yesterday. about he's like he what is gonna be your. role in your startup okay he's he was. asking me because I was telling her how. I'm assembling like the best team in the. world and in my head I'm like Avengers.

assembled like that kind of thing I'm. trying to build I'm trying to best team. in the world right and he's asking. what's going to be your role I was like. in Idols. I like the startup right start but in an. ideal situation. my job would be CSO and CVO and what do. I mean by that Chief supporting officer. yeah and I'll just be there absolutely. boss you are the Ops guy you're handling. it but if you have a problem I'm there. to support you how will I be able to do. that I don't know but I'll help you.

right I'll figure out CVS Chief. Visionary officer brilliant it's like. I'll be the one I'll be like boss I'm a. dreamer we have the vision let's go. achieve it because if I won't. communicate that Vision in the company. nobody will be excited to work and like. go get that Vision because everybody's. jacket and working trying to solve their. own problems I am the only one who has. to look outside the problem and be like. this is the moonshot which you want to. make think about it no this was said. Steve Jobs okay what was Steve Job the.

best coder no no he was not the best. coder was he the best designer Johnny. Ivey was the best designer yeah was he. the best supply chain finance and I know. he was not but whose Vision was it Steve. Jobs Steve Jobs kept saying wait why was. the iPad built. you know iPad cube first original use. case of an iPad was not anybody telling. Steve Jobs. Steve Joseph sitting is in his toilet. and he had newspapers so newspaper that.

toilet if you're like if I can have a. device. which I can use in the toilet to read. and get efficient and get ready. that will be on it but that was his. dream. and then making sure everybody believes. in it because you will always have. naysayers yeah there are more critics. than supporters generally if you are. successful there will be more critics. always and as somebody said you are. measured by the size of your problems so. Steve Jobs was fired was almost bankrupt. and all of those things but he he led.

him because of his vision now usme bhi. there is another thing like. again my favorite analogy Sports the. most successful football manager. statistics aside is Alex Ferguson yeah. Manchester United Okay 13 times and. European leagues and all was he the best. football player or Scottish Rangers they. were not a best football player but why. he was the CEO of Manchester United he. knew which players to pick whom to bet. on how to build a Next Generation Team.

how to manage the owners of Manchester. United how to make sure fans come how to. think about merchandising how to. monetize Manu as a franchise he's. thinking of all of that he's connecting. on field and off field who's playing now. of course he needs an Eric Cantona he. needs the Paul Ryan gigs and Paul. scholes of the world to be playing for. him but he has to be tough yeah when. they were almost at the last. none of the players even believed.

players were like shocked so his vision. was jaw-dropping I mean as you rightly. said Chief Visionary because often times. all of the dots that are happening the. CEO is in the best position because the. CEO is meeting people outside he's going. and seeing somebody he's connecting the. dots everybody else is siled.

where does it all come together yeah. very very fascinating I'm getting it's. it's going at a good phase I'm liking. how we just started it feels like this. is a common question or a common. conversation which most of the people. have but they don't have Clarity around. it and we're just uncovering that and I. want to go deeper on this okay so. quickly tell me what are the what do you. think are the top three books as I see. like somebody who aspire to become CEO. or is a CEO should read as for you. complete perspective.

raid Alias principles okay the. phenomenal book because he really was. one of the most successful hedge fund. managers in the world more importantly. Ray dalio writes what makes him. successful and what he's failed very few. people write about them when they are. still doing it because you're very. worried your retirement you can always. look back and say I was so successful. because I did the 40 things he's still. there and he's still writing what makes. me uh successful I think raid alios. principles is one.

um you know Ray values is one thing. which I heard it in a podcast is like. I've completely eliminated the choice of. food in from my life have you heard that. no I haven't he's like I eat the same. breakfast forever. and I've been eating that since forever. but you know this is called a paradox of. choice. and if you see like Einstein. wore the same suit every day he had like. 20 same suits.

because I think there is a whole thing. of saying your brain power. that you can actively use now effort is. limited yeah okay don't waste it on. stupid choices. and I'm like oh should I eat this should. I have carbs no just simplify Tim Cook. does that same thing I know we go back. to Apple. or whatever that salad and uh grilled. chicken uh thing. just only does that is there is no don't. complicate life yeah exactly like so.

this way is again this is done by again. one of the billionaires I think Elon. Musk said it that key every human being. has the ability to take decisions daily. you can only focus on the decisions. which are really important so stop. worrying about what you're wearing the. in the office what you're eating how.

you're going what what's going to be. like just eliminate little things which. you can right and his point was not on. like not eliminate everywhere in life. eliminate when it's not important if you. want to go to a party and you want to go. with someone go dress up think about. where you're gonna date and because. that's in that moment that's an. important decision yeah right but if. you're just going to office and your. most important thing is to talk to your. investors who cares whether you're. wearing black or white or gray yeah and. I think there was a whole thing of. eliminate if not automate most of us.

always also say here yeah. you can always go back and check it but. there is always like eliminate what you. can rest at least automatically so that. whatever you're spending time on is by. far most critical yeah. uh issues that you are focusing I know I. know. which says that if you. if you're not actively using your.

creativity to take decisions then. eliminate delegate or automate yeah. absolutely. it's a cool like a tell me second book. the first book was Ray value Sprints uh. principles I think second one. sort of philosophical is uh Marcus. aurelius's uh meditations I was just. gonna say this okay really yeah it was. phenomenal I mean. the that time's most powerful person. emperor of Rome is writing about so many.

things which I think are relevant to a. CEO because as an emperor he had a. certain. you know Public Image Persona a lot of. decisions and he was writing it down but. he was also writing down as a father. as a husband. and CEOs have a role to play they are. the Chief Executive Officer of a company. but they are also they have other. relationships other things which are. important to them and Marcus Aurelius I. think did a great balance between uh. between these two things.

and third would be life imitates chess. by Gary Kasparov okay where actually. Casper because he was first a grand. master and then he got into like he. would have almost become the Russian. president and he took on Vladimir Putin. oh oh yeah yeah he was standing as an. independent and trying to Galvanize but. again very difficult to uh you know take. on uh put in in I mean the world hasn't. been able to do that but what he says is.

he says look as a CEO or he's in life. all of us have resources okay it could. be money it could be our talent. capabilities and chess is also about how. do you Marshal resources. okay and at the start of the game you. may be whoever you are you may be Gary. Kasper or Magnus Carlsen but you also. have the same number of pieces I also. have the same number of pieces yeah you. are also going to your pieces will also. follow the same rule so it's like in. life you are also going to have 24 hours. I am also going to have 24 hours.

Maxima is what you can now of course. Gary kaspora then says you know how life. is all about building a positional. advantages. sacrifices it's a very important thing. he says life may be like in chess. sometimes you have to give up something. to gain something to gain some bigger. Advantage like you may have to give a. personal life if you are going for. professional success sometimes you may. have to say I might have to compromise. my. you know something which was important. in the medium term for something which. is near term like you cannot get. everything yeah okay and that's what he.

said to Grand masters of Chess and of. Life know what their end game is except. for a Grandmaster to win he doesn't need. between two grand Masters it's a very. equal position always because. everybody knows today's day and age. Sicilian defenses and also in today's. DNA he says as a CEO you know everything. about all the companies around you you. know everything about your consumers you.

know everything so data is available. track record is available I know. everything about your investors you know. everything about mine so when we are. competing or in the market information. is not a thing but then how do you start. building small small small advantages. because a Grand Master One Pawn. Advantage is enough for a win because. you will exchange all pieces your king. miking I have one Pawn left I'm going to. win broadly at a Grand Master Level so. that's what life is and he explains. beautifully how. as a CEO you need to think about risks.

that you take risk in business you take. risks on people. he explains very importantly the biggest. CEO stake is not in business they know. their business very well you take a risk. on people every single day. will he fit in with my existing team. yeah but I'm hiring because he's spiky. or special hey that's why I'm hiding him. sometimes it's I'm hiring him because. he's different and then I'm wondering. whether what will the rest of my team. say about the different. so how will the integration work so the.

biggest risk see your stake is on people. and that's what you're saying how was it. from the principles of Chess to the. principles of business and life so. that's probably my third book for it's. very interesting what's again what's the. full name of the book life imitates. chess. I'm I'm intrigued to read it honestly. and I I'm not like a big reader like I. I've read like I think I think 200 books. still know or something like that but. um I don't like reading I force myself. to read for a problem which I'm going.

through in life because I feel problems. get solved through books no problem I. mean this um. the Harry Potter lady JK Rowling says if. you think you don't like reading you. just haven't got the right books huh I. know but. it's just I felt the same thing. my point is it's not like that I don't. like reading I love watching more that's. how different yeah right so I feel like. let's say if I want to let's say read. about Steve Jobs I would rather watch. his movie so that's the whole idea if I.

have also a podcast yeah yeah audiobooks. so some formats are very different it's. more somebody has spent so much time. doing something. yeah or you have those apps which tell. you the summary of a book summary. I'm not a big fan of somebody's honestly. like I just feel like somebody's a good. it's like trailers. I will go deeper in that book that it's. a good way for that but I don't think. that should be a primary source of. information for XYZ thing what are the.

three most. phenomenal books you've read wow that's. a good one one is contagious again okay. so it's about uh you know story and what. sticks around and how the how everything. how people talk about your stuff like. how can you make it contagious. contagious one second is influence which. I really like influence have you read it. no I haven't so it's a it's about. psychology of persuasion that's one of. the best best and the most common thing. I've read in the book the most common.

thing but it's so good that if you. understand that so many things like you. know so many things get solved for you. and the thing is. people like people who are like them or. people like people who like them. people like people who are like them or. people like people who are like them no. who like them who like them so yeah who. like if I like you you'll you'll. probably like me or if we both are. similar then also you're like me wow. it's so very powerful it's so simple but.

it just gives you everything to build. relationships with people with strangers. instantly so that's a second influence. what's the third so first is contagious. second is influence third it's a tough. one let me they do three and four yeah. like no I'm thinking of two three so. I really like the almanac by Naval. ravikant okay it's a very simple one but. I like it I like it so it's like I don't. want to go like I can give you one more.

but I wanted to specifically give this. one because this is like the basic which. people can read it's a feel-good book it. just goes on life. and that one I've read I haven't read. the other two no you should I will have. it you hate your sound influence if you. if you believe storytelling is something. which you like absolutely so first two. books are really good okay the other the. I was gonna say 48 Laws of Power but. also good it sounds so good again but I. think it has a channel Machiavellian.

feel too. especially the examples are um very much. like devious manipulators so it has some. connotation you have to like be able to. do that yeah okay let's go to the second. position CEO we talked about what's the. role of a CFO when when you said that CA. Soca Capital allocation rule is a CFO. okay. setting. CFO the financial officer Chief. Financial Officer I think there are two. three things first is there is. operational Finance.

Finance system. the first Riot will happen because if. salary gets delayed the CF was to make. sure nothing goes wrong vendor payments. suppliers and the operational Finance I. think the second one is really there is. a compliance role for CFO audits. uh you know frauds risk management. legal because most of the time legal. also gets into the CFOs department and. Regulatory there is so much that a CFO. has to do because.

the larger the company the more the. amount of entities and laws that you. have the CFO really is like the first I. mean you will you some companies may. have a chief risk officer who may also. report to the CFO but CFO really has to. understand all the laws regulations see. the line of defense first is operational. he's almost like a line of defense. against fraud air comp risk investor. Capital markets. and I think the third one and which. again.

sometimes blurs between Chief strategy. officer and CFO is things like mnday. Capital again some people put it under. CFO some people say no that is a lot. more for lack of a pan unintended a lot. more strategic okay and CFO may not have. the bandwidth because there are a lot of. operational things. treasury daily you are going to be. borrowing lending money you have to do. hedging activities and larger the. company each one of these activities are. like billions of dollars so you cannot. afford and by the time you get to. quarter end numbers close.

Provisions to think about year end if. you're a listed entity then you will. have hundreds of uh conferences investor. Road shows and uh MLS and also CFO is a. very very tough I actually empathize. with CFOs a lot because you have. operational issues and you have very. strategic issues yeah yeah this is so. true uh I was just having a conversation. or co-founder and uh. so he's like.

real meaning with the chief firefighting. officer firefighting positions. and if you look at you know historically. how did a CFO role evolve you should. just take your see it was earlier meant. to be like sorry. foreign.

audit and then you said no this guy is. actually responsible for a lot more. higher value stuff also because over. time software has took over now. everybody has like Oracle or tally and.

so on so yeah basic stuff is not done by. the cf4 by a person machines have taken. that over yeah you may sometimes need. like reconciliations. then you said no no maths and English. needs to marry I mean CFO is a person. yeah maths or English Mario say foreign.

this is what we are reporting this is. what we are signing off on you may think. you are doing a great job but it is not. reflecting in the numbers often times. hundreds of times we have a pilot. project launched successfully. and CFO is actually the custodian who's. saying guys is money being well spent.

which I have money. how we're able to prove it and you see. this you see our name entities but. accounting fraud is we can talk about. the past satyam yeah a company which was. flying high destroyed in one day Enron.

so that's why you know CFO is also very. trusted role yeah because you that's why. the whole bar on you know whenever a CFO. is fired or say CFO changes. so it's a very very trust responsibility. for your positions and fire fighting. crisis so it's a it's a that's why the. chartered accountancy Institute you. insist on Keys. you should be knowing the basics of. accounting law taxation.

is it happening right or not is is. everything okay. um. you know this thinking of the I thought. just uh. finding someone like that and then. trusting is good is so difficult right. it's very difficult and that's why some. of the most successful companies are. always built when you have a CEO and CFO. whom they trust and you will see that.

large companies when they grow the CEO. and CFO will have grown together because. the CEO is the growth and vision it was. you know get into that was CEO will have. no time what numbers CFOs person wants. to go through every line of that. contract and say bosses. he is painting the next bold growth. stories painting the next bet CFO is his.

counterfei very important role perfect. so now we covered CEO we covered CFO was. the CEO role what the Ops guys because. I've heard that every time you talk to a. spoken to like at least five seven. uh Chief Operating officers in the. country because I was finalizing the. position for my company right all the. Ops guys had that find someone who can. replace you. yeah and why do they say that the COO in.

many ways now is the second in command. Chandra livo because CEO has to is one. level about us both external CEO key. thing is his role is very much General. Internal operations day to day. you can the title can be Chief growth. officers Chief Operating Officer Chief. Revenue officer Chief business officer. titles. I think it is the joke uh but CEO is the. guy who's making sure.

conceptualize. Beyond a certain level CEOs don't do. that CEOs what they do is it typically. will pick on something which is either. exciting or difficult yeah okay because. difficult. exciting is. we have launched the businesses. foreign.

everything is going fine customers are. happy product is manufactured quality. defection so he's making sure that it's. happening there and at some stage. because he understands the business. in case the CEO wants to step out they. go to Chairman the role because. everybody has some other stuff the CEO. May step in into that role may I mean. not all organizations have CEOs. sometimes because you may have a.

head of sales and you may have heard of. manufacturing now sales and. Manufacturing may never report together. with a very different kind of things. they merge only at CEO level sometimes. you say. operations has sales operations are. sourcing Logistics everything in which. case the CEO role becomes critical. essentially it's a Spam breaker between. CEO and separates out mundane stuff. which is no longer in Pilot innovation.

make sure it works Clockwork Orange. that's the CEOs CEOs. okay so is there I missed the book on. the finance as well what's the best book. of the finance and the best book of. operations if you can think of any ah. I cannot uh you finance and Ops Galaxy. Ops a lot of the books I read are. typically around you know this is. the professor who created this theory of. constraints okay you know Factory and so. on so in Ops that's considered to be.

like the. Bible. theory of constraints books but I don't. I cannot think of like a CEO equivalent. thing the only thing I would say for a c. or CFO is eventually they either retire. or they have to become CEO. um. so how does a CFO really develop that. skill set and it happens I mean just now. if you see lakshman narasimhan who's the. who's begun the CEO of startups yeah. lakshman is a very good friend and he.

was the CFO at Pepsi before so he was a. regional CFO of one of Pepsi's. businesses then Global CFO then become. CEO at record and then see you at. Starbucks so. that is one trajectory that you often. take is CFO external attire he. understands enough about the business he. can ask the right questions he knows how. to handle the board members how to. handle investors does the CFO know. enough about operations.

[Music]. does he have the passion for numbers. will he be very comfortable or does he. really need to you know can numbers are. very difficult Accounting Standards. cross-border stuff mnday see. but that's the essential uh. difference between but I couldn't tell. one book for for those number theory of. constraints if people want to read and. go yeah the state of conscience is a. it's a very good one it's a very good.

one and there are like a series of books. there by the way for any copyright no I. would any person Dilbert is the Bible. Scott Adams wrote a series of books. called Dilbert it's a satire on. corporate life okay okay for whatever. Dilbert says and does is like phenomenon. okay I want to pick this up because you. said cooperate okay and we don't use. this word very often these days it's all. startups right but what is the startups.

so when a established entity starts a. new thing it becomes like a incubation. it becomes like a department or it. becomes a new business when somebody who. is fresh. starts up it's a startup there is. nothing no difference. we are hiring people you are doing. business you will raise money so there. is no kind of the same thing is there. like any difference there's no. difference people say I will come to the. difference but uh see.

people say we are a startup um. no what has happened no lot of. traditional companies have understood. that startups. funding okay from private investors when. you are a listed entity you have tons of. constraints yeah reporting public money. it's important when you're a private. which leads to speed.

a corporate sometimes faces a lot of you. know you need approvals you have a. process startups. so let's do it now that is what and. Steve Jobs also talks about it saying. garage okay or Facebook. the flexibility Facebook had the speed. at which Facebook could move today. Facebook cannot move even like 1 000 of. that speed yeah regulation meta they. will be 400 regulatory will come other.

people will come and put a spoke in the. middle their own employees will say. think about it it's size it's just a. matter of size when you scale up no. scale requires processes and systems. which kills the reason why the startup. was fast in the first place which was. flexibility agility so I think startups. in that word need to adopt some of the. systems and processes of the larger. entities because you cannot you cannot. be in multiple countries you cannot have. thousands of employees if you don't put.

some basic processes and systems in. place you everything cannot be a new. problem to solve yeah. you cannot to break some of these so. and often and of course uh Travis. kalanick had said this is innovation. happens in the gray area between what is.

legal and illegal okay yeah. and sometimes what happens is Regulators. realize. so let's change the law yeah. otherwise taxi unions taxi lobbies. yeah yeah he operated in the gray area. but if all the phenomenal paytm Vijay.

shekar Sharma phenomenal again. fundamentally why should a wallet have. existed passage tomorrow. but agility when demon happened.

foreign foreign.

billionaires okay which talks about the. story of uh the Winklevoss brothers how. Facebook. they became the world's first Bitcoin. billionaires and he talks there about. all of the saying he. should Bitcoin have gone the root of no. idea of sort of not regulated by any. country but moving to start becoming big. regulated in every country comes after. you yeah so better how do you balance.

between. regulation systems procedures and. Agility of a startup. very interesting point and now I want to. get deeper in this particular by the way. just quickly Buddha temps mean temporary. people temporary people yeah temporary. because. a part-time contractual hierarchy. that's the ambition of Vijay shekha. Sharma that's the speed he can he could. uh do it afford to do that now he can't. now he has to be used to think.

interesting do I ask for approval or do. ask for forgiveness. what is the penalty to be paid so very. important and some regulators and some. people always approach it with the. forgiveness mindset forgiveness. forgiveness.

what is right what is wrong depends on. context depends on the individual. say it. I liked it forgiveness approvals this is. this can be true for every startup. operating in every field if you come. with the right context it can just. change the whole thing and Spotify I. mean Napster what's the different. Napster and Spotify the Napster uh. legalities were not there over time you.

pushed push pushed you lobbied all the. actors in the music artists and said. record company they are making money off. you why are you not going to do record a. company and it but unfortunately Napster. had to shut down yeah because the first. Innovative. of course it happens and that person is. a martyr but somebody has to be willing. to be that martyr and even in the. startup system people have been uh the. marketers yeah yeah yeah that it has.

happened like in in fact if you look at. in a country uh e-com or d2c again. that's so many martials keep talking. about and then it's just gone I don't. even want to name them but it's just we. all know. it just says difference. the heroes of today which we see they. were not the first innovators not at all. and sometimes they they learned from the. first guys or they didn't make the same.

mistake and they didn't make the same. mistakes. okay that is there's a lot of I mean. with a lot of stuff there's a lot to do. with timing as well absolutely timing is. everything. timing here sometimes you are just like. at the right most of the times when. you're at the right place at the right. time and you were there when it. took off like Infosys. took off 1991 Infosys was there ready. when India opened up and allowed you. know. 45 days Infosys was there when the the.

liberalization happened. in fact there's a with the startup. context Peter Thiel says this that don't. chase for a bigger market like don't be. I don't look at the time total. addressable marketing. I care about an industry which is. growing is.

because. somebody the reason it's thousand X. because somebody has made a thousand x. correct right absolutely so that's and I. really like that analogy. foreign.

[Music]. try to swim against it and say. people may. give me uh give me a quick your note. thank you we will come down to that I.

just wanna. for a thread what do you feel starting a. business in a trend is more like should. be the logical thing to do or starting a. business in something which you are. passionate about or fundamentally it. speaks to you is more important. yeah I think this is always a dilemma. saying Tailwind have already. let me know Rising tide will lift All. Ships yeah yeah versus you know I'm the. contrarian.

how do you do that it is my simple angle. there is you know. opportunity. is where passion meets pragmatism. okay what do you mean passion. you will never be good at something you. don't like okay so you cannot be forced. to like something because it is a trend. okay. but you're not passionate about it you. are not passionate about Fitness so. Fitness Revolution people will do keto. people will do gym. you are not passionate.

authenticity. second is pragmatism okay I I think. Warren Buffet or I think it's Warren. Buffet. markets can remain irrational a lot. longer than how much your wallet will. allow you to sustain. okay so pragmatism. today for example I believe for whatever.

reason I'm just making this a point key. uh I don't want to do sustainability. say tobacco I want to now start a. tobacco company okay people are saying. cigarettes. I'm very passionate but I have to be. pragmatic he's saying how am I going to. sell this Vision the best investors are. going to say about sustainability ESG my. employees who may smoke themselves but. they don't want to be promoting lung.

cancer and so on people are putting. companies on Blacklist and red list and. also I may believe that tobacco is the. biggest generator of revenues because. alcohol and tobacco vices from a. government standpoint why don't we make. it zero yeah it is it's always us may. the biggest uh thing is you know us made. the number one cause of death is gun. violence. why don't they ban it completely no.

because the NRA is a very very powerful. Lobby they have their reasons they have. the Second Amendment everything but. taxes Alcohol Tobacco these are all the. biggest tax generators and revenue China. if you make them zero personal income. tax will go up and how many people have. personal income tax in the first place. so you need the right balance this is. not a easy. um fix so it should coming back to your. point I have to be pragmatic. are there enough of a trend line I don't.

want it to be over a crowded space yeah. or recorded race. you are too late to the party yeah okay. you need to know has the party started. is the party in full flow yes. also what happens sometimes is. it your main thing or is this a second. thing that you are doing because if it's. your main no you definitely need you're.

putting a lot of eggs into that bus yeah. from an investor standpoint it's a. different team because what investors do. portfolio they will back three things. which are going to be part of that tail. event one or two things which are going. to be completely. contrarian yeah because. foreign.

popped up so Warren Buffett says this. Warren Buffet says that key I will never. back the founder I'll back the market.

because his his way of saying it he's. like you can change the founder you. cannot change the market. so focus and invest in the companies. which are in the right Market operating. in the right way Founders can be. replaced correct right. and he's made significant wealth of life. and then there's another guy Peter Thiel. Peter Thiel says that I'll back the. founder I don't care because this person. will be the contrarian he will make his. own way and he will serve against the.

wave also and he'll find it if he has. the like potential to do it he do it and. they both are significant so both the. ways work thing is but but also remember. that Warren Buffet a thus primarily. listed large cap okay and he stays. invested for 20 years 25 years in Coke. so he he just doesn't budge because he. says markets may go up down. it's going to be throughout and it's. listed yeah Peter doesn't do listed. entities no he's backing very early.

stage he's backing Concepts he's backing. concept and he is willing to wait for. the founder to really and he's like. earlier the better yeah so it's a very. different stage in early business. if the founder is right and see again. there is a very interesting thing which. I have found in my own personal Angel. Investing is if somebody has given up a. very high paying job awoke. unless the guy is crook. or he gets every bet of his wrong.

opportunity cost for that founder. personally is very very happy the. investor you are only you are not. investing like 100 of your net worth two. percent credibility. he will make something because his. opportunity cost his failure. he's like. I'm going to stay backing this company. yeah I will keep changing Founders I.

have got the market right because that's. where he says the markets can remain. here so he's backing like Mega Trends. Peter till he's not he's like founder. will figure out a way broadly if that's. why the referencing forensics. chemistry I think the founder really. will I be able to help the founder will. you listen to me yeah all the importance. I'm not interfering performance time. after time so it's a very different. philosophy because they are very diff. they invest into very different asset.

classes I love it I love how you give. context to everything and it makes so. much sense if you if you actually look. at Peter Thiel is kind of a carrier who. drops his Founders to to a position. where Warren Buffett can even look into. it you're right from zero to then he. takes it and then 10 say Warren is like. okay maybe maybe not Warren is never. going to look back to zero he's never. going to be the carrier he's always. going to be Peterson is willing to take. the risk of saying I don't understand. the business fully but I understand the.

trend I understand the person yeah. Warren Buffet will never never do. something which he doesn't understand. really well he's like mostly Trends can. come and go uh this the stock Coca-Cola. will continue because people will still. need uh drinks or Amex will still be uh. required and still that's why he's uh. like you know he's missed like a couple. of opportunities like apple of course he. was so late in apple and he says that. like I was late about Apple because he. never believed in it he's like never. believed in it and you know there was.

one interesting fact about a Peter Sila. founder the Thiel Fellowship yeah I know. yeah right it's crazy the guy is funding. school students to not go to college and. build something he's like yellow boys. don't let you universities interfere. with your education that's what his. premise obviously like Jack Dorsey all. the dropouts. vitalik butyrin okay and then like.

everybody became yes all his bets are. like no I think he basically his. philosophy is conventional education and. group think will spoil a gem yeah yeah. and your thoughts and your uh I think. Peter understands this thing this. teenage years where you're going to. college and where you're being molded to. fit in into society he says no. disruption will happen from people who. are not fitting in they are sticking out. but those are the gems which he's. backing yeah okay I've understood one.

thing in my life I don't know maybe. tomorrow I can be wrong but today I've. understood that. every human being we all develop a gut. feeling or a way of doing something. which works out right for us okay we. don't necessarily know how this works. out right but we just know how to do it. right for example it can be just about. picking the right podcast guest it can. be just about asking the right question. it can be just about hiring the right. person you don't know the real reason. behind it but just because you've done. it over or maybe external factors are so.

many you just know for you what works. correct and how organizations are built. how do you take that one thing which is. your gut feeling or which works for you. into a process which can be replicated. by 20 more people. that is how organizations are built. because there's a CEO or there's a. salesperson who comes and sells but if. you want to build like 500 people sales. Army to do the same kind of thing you. need to extrapolate the entire that one. minute. in a process of 10 days and then give.

that Playbook to somebody else and. that's what you have to do so that's. what I keep doing optimizing for that. like I found out for example there were. like two three things which worked out. well for me that's why maybe we grew. that's why people love us that's why. people watch this I was like what is. that thing I'll spend endless nights in. us what is that thing I'll extrapolate. I'll put that I'll put that entire. process once I've built that process and. Playbook I try to hire right people and. give that Playbook to them and then if. for six months without me they're able. to give me the same growth wow then I'm.

like it's done now what's the next thing. for me because now I've given the. Playbook of something which I knew which. I could do it nicely there are 20 more. people who could do it nicely and if if. they are willingly like they are hungry. enough they will train another 200. people right so I'll be replaceable I'll. get replaced in like another six months. so for me it gets very important to. evolve into a new thing which again. becomes the next big thing for me to. solve it like in next three four years.

which will give me a leverage to. understand something in one minute and. again then extrapolate the process wow I. think it reminded me of two very. phenomenal uh things first one was you. know Howard shells Starbucks he said. look he used to no I don't know but. earlier I would want and everybody in. the senior leadership should go and be a. server in the shop Because unless you. know that environment you can never. whichever leadership position doesn't. matter and many companies have taken.

that and said was day in the field. pingan uh not sping on sorry. Jessica tan is the uh one of the largest. Chinese insurers and life insurance and. all and we don't see what she does is. pinga has a lot of call centers and like. China's scale is always like twenty. thousand two hundred thousand two. million so some gazillion number of. people I spend a day like just at the. call center because I know my first Port. of Call is all of those guys so and they.

don't know I'm listening but I listen. and sometimes you know what he said I. also join and participate and be the. customer service representative because. then I know and if I'm doing it three. more people will do it they do it then. more people will do it so that's how I'm. seeing you're setting the thing I know. the customer I have to do it but then. everybody else then follows and how I'm. replicating it uh let's just disseminate. the entire startup okay you tell me what. are the most important functions on the. broader perspective for a good startup.

to run and effectively in the function. what I mean like like I mean sales they. can marketing they can be operations. what are the top seven or eight what do. you feel like how the organization is. divided I'm talking from the startup. point of view. it's very difficult very small company. people are just getting started what all. they should need to be like. there has to be journalists but. Specialists so you definitely on the. tech side and Tech can include digital.

analytics data development there's a. tech yeah domain uh if you may and you. sometimes include product in it. sometimes it depends on the nature of. the startup but there is a tech which is. for sure there there is somebody who has. business Revenue growth okay and that. business may have backend in it or not. but it depends on size and scale but. there is a dhanda um. and you can do that and there is. something which has.

oftentimes separated as customer okay it. could be customer support customer care. Delight it could be customer analytics. and so on but and then there is all the. control functions because you will need. admin office. there is a Control Function so. essentially you have a tech you have a. business you have customer a customer. can have like user experience and all of. those things and you have control.

functions that to me would be the okay. and if you look at these functions. primary context is I feel like a good. Problem Solver energy because there are. like fundamental problems at the edge. like it's not like very if you look at. in today's world this is a common joke. between me and my co-founder I say this. okay boss. great Point yeah right so that's the. thing great point we need analytical.

thinkers we need problem solvers who can. approach a particular problem and solve. it correct that's why that's why the. range concept works out really well and. you need a generalist in this world of. Specialists. I feel the fundamental things one of. them is creative thinking one of them is. problem solving the other thing is and. uh first principle thinking right. so how do we develop problem solving. skills or Analytics.

wow. so I think. there are some. schools of thought about problem solving. fundamentally. so for example there is a Socratic. method of problem solving which is ask. questions so you say customer is not. happy why product is not reaching on. time why. root cause analysis root cause so it. then distills into many things but. you're just asking why who what why why. you go deeper and deeper and deeper and.

deeper so it's like deep dive into it. but it is always a I don't know the. answer to that you may also not know the. answer but I'm just pushing pushing. pushing to say. then you may say information yeah. but essentially you are just going the. Socrates used to solve most problems. that way and that has given the rise to. various tools from the socratic style so. that one tool is like issue tree okay we. want to disrupt the car industry okay. issue one what is the current problem in.

the car industry what have others done. about the problem so far what are other. industry learnings we can do so you can. just draw in issue tree and keep going. deeper and deeper into it the root cause. RCA method the trashing method the. fishbone uh your diagrams all of them. are actually a function of Socratic. school of thought okay one but there is. a different method which Edward de Bono. basically I think pioneered I have not. seen anybody else before him do that. that's why I'm just attributing it to.

him when he said you know six hacks of. thinking six hacks hats you said. whenever you're a problem solver now six. hats. tomorrow. [Music]. let's get all the facts so the first.

hack of problem solving aspirotism is. the white hat white is a plain cousin a. white canvas. okay let's get the facts clear is it. your opinion that this is happening or. is there a fact behind it because. oftentimes people confuse Ki I think we. are winning they think I feel that. feeling. you know. in God we trust everybody else needs to. get data.

School. then the next hat he says is green green. is the color of freshness. opportunities let's be what are the new. things green when we and when advertible. when we are wearing the green hat no we. don't apply things like is this even. possible no. possible. possibilities.

new ideas we are just let's just put new. ideas to the table so green hack what if. I fly while a situation what if you. could do this what if you had no. constraints let's just do green hats. okay then is our favorite. I want to generalize for a country or. anything but black hat. problems that's the style where you said. Devil's Advocate yeah okay let me differ. with you let me challenge you on this I. think there are these three things wrong. yeah.

is a very important hat yeah if you just. have possibilities ideas facts things. will go wrong let us figure out what are. what things can go wrong. there's a black hat then he says. red hat. concerns. what will people think what it's not. about what will go wrong it's about. concerns fears it's emotions. emojis are also like you know red it.

could be like extreme emotion so what. are the emotions involved in it. okay. then there is a blue hat and there's a. yellow hat I'm not getting I'm never but. the point is. a Socratic method was a lot about logic. okay and logic is a very important tool. so lots of tools are about logic but he. says logic will not solve and should not. solve all the problems. you should use possibility thinking you.

should use concerns fears emotions uh. you should use all other facts because. Socrates was not concerned so facts. yeah okay so he was so that's the second. another school of thinking and many. people you will see is. over time. become very good in certain hats so we. will see some of the founders are very. good in possibilities. don't tell me all these these are all. restraints and shackles and constraints.

I don't want all of those but you need. to put those. that's how you will Spar I know and what. the bonus point was the way to problem. is always either a given problem. everybody wears the same hat at the same. time right now please keep your concerns. out of the room when we are looking at. concerns let's not look at facts let's. say facts are not saying my product is. not doing well it's okay. some people feel the product is not. doing well let's understand the feeling. level yeah.

let's behave your emotions let's get. into it okay and that's what he and he. said everybody wear the same hat or he. said in a room assign roles. and he said sometimes you give the. strongest hat to that guy. or deliberately.

what will you do with this problem so. another school of thought. there is a third school of thought which. is what was pioneered in military. CIA and all which is simulations and war. games. okay okay doesn't matter what the facts. are let's assume we go down the school. of thought let's simulate it. that's what war gaming is.

the resources of military resources of. spy agencies that phenomenal resources. you cannot compete with those because. they're defense budgets can be Limitless. they can simulate they will actually. demo. what will be the reactions of different. people geopolitical analysis but. companies also do that see what if this. happens let's assume we've done this war. gaming we play a role you are the. competitor you are my customer here what.

would you do with X5 now let's take it. to the next level yeah. it's a very different uh kind of thing. sometimes you will allocate resources to. people. we are forcing people you're creating. war games and that's also all many of. these games what are people also doing. when you get into a game you're actually. simulating some of this and people the. military has been very smart and if we. are building up our bin Naval Base here.

some countries what will happen three. years from now basis will continue what. is so using all the information and data. you are simulating the future and then. you're working backward from it see. seven different scenarios. ity how do I maximize the probability. this is almost like this Multiverse yeah. Spiderman Theory and saying yeah. Multiverse. let's uh but that's what war gaming is. all about that's what simulations are.

all about it's a very different School. of problem solving damn it's a. you. you know you give me such oh. like you give me. to just solve any problem in such a. specific way okay I don't know whether. if this prob like every problem will get. solved this by this or no but it just. sounds so big is it gives me so many. different perspectives about just one. thing which I was looking at just from.

one lens. yeah and then you can it may never solve. the full problem but what it does know. initials. to get to a certain because many of the. times you have a judgment on what the. real answer is you just need either. confirmation validation Challenge and so. on. you can to Fast Track that process yeah. Fast Track that process I don't know. what what also would happen in this is. sometimes as a leader or as someone. who's a data person they feel that they.

know everything yeah and in this process. you're just you're just being open for. everybody to participate and challenge. your notion absolutely like you can in. fact in the same way if you feel like. you're the one who has all the answers. wear the green hat and give someone else. the black hat and just understand what. goes on or just reverse the rules so. that's what the process of problem. solving is as important because if the. guy who if the junior most person. actually is a talented guy but you never. create an atmosphere and environment. where you say boss.

how many years have you been in the. company I've been running this business. for 20 years come on okay if you create. that so you need to create so that's why. I read alio retailer says boss I want. criticism and challenge to my ideas. should come from anybody. you challenge me I will not take it. badly later on you say no I felt it I. was thinking about it then I will just. really butcher the person because. but it says that it's on the leaders to. create that culture.

can prob can we have effective problem. solving or not yeah because the best way. not to have problem solving is to call. for lots of meetings. create subcommittees problem will never. get solved people will be busy. doing lots of things lots of document. lots of PowerPoint lots of excel. phenomenal everybody will you know it's. called mafa mistaking activity for. achievement activity. that's why this fastest users basically. saying decision will we will not go out.

of the room till the decision is solved. toilet that's taking it to an extreme. but but sometimes the. the first nuts to crack will be cracked. when everybody is under time pressure. very very interesting and this gets me. to a question like why do you feel okay. so you have this school of thought and. you're very very articulate about how to. solve problems and I'm sure you must. have seen a lot of people who you must. have hired that they're exceptionally. good at problem solving and there are a.

lot of people who are not no matter how. many things you do it they're good at. other things they're not good at like. approaching problems like why do you. think like what's the difference between. some people who are good problem solvers. versus people who can't solve problems I. think the big biggest difference is I. would say openness okay openness to. admit key I may not know this. I may not know this but I am 20 years. but possible enough I may not know this. and am I willing to accept it mentally I. may not openly say but am I willing to.

openness is the openness and then the. corollary of that is curiosity do I. really want to know more and solve it in. the best possible manner or I say. three times it has worked for me in the. past Before Time. and I think what it leads to know is. biases I think it's a very important. yeah I've never gone to this yeah. because people who are not problem. solvers have a bias sometimes the bias. is a Superman bias it hasn't worked for. seven people. it's worked for me in the past I will do.

it. and there are many types of biases which. go into decision making and problem. solving and decision making but if I. have so for example one of the biggest. biases lost aversion key yeah we it's. like saying you and I are very good. friends you trust me for most things I. know your preferences very well my name. is. okay and I come back and say Raj bakwas. movie don't waste your time your money. to go there and whatever you eat is a.

waste do it elsewhere. most of us will be like boss. tickets. but it's a lost aversion companies once. a decision is done you know it's not. working but you will flog the dead horse. because you don't want to stop. so much has gone in it's not just about. money it's like I have put my name to a. project how do I stop it very difficult. so loss aversion bias it's like that's.

why and then this selective hearing. I hear what I want to hear when I'm. trying to solve a problem selective. Amnesia facts two facts which I want I. will use those to solve the this thing. whatever I don't know that's an outlier. data. um. that's exclude that. I didn't and like I really don't. understand. how and when. this entire session went from me trying.

to understand a perspective to roasting. Raj. [Laughter]. your podcast and said right let's start. roasting now you started doing it you. were telling me because obviously not. every time you go through this but I. feel as a human being when you're just. trying to become a new specifically when. you come from a place where you have. tried to understand and get in an. industry where there were no presidents. to follow like you were trying to do.

everything by yourself you tend to form. certain biases even though you would. realize that hey I'm very open hey I am. the best guy and now I take like. feedback from Lords and you will do that. you can't like but. there are certain times I think let's. say 80 times you're you're open and. you're ready to feedback 20 times you. have these biases and then these are the. biases which when people like you just. come over and then tell us it just. haunting me right now that [ __ ] why did. I do that what did I do but you know. biases are also not wrong okay it is.

that you need to be aware that there. could be a bias because yeah sometimes. you have a proven model of success. though that will be a part of your bias. because you know it's worked for me. three times boss and it's a success now. are you enlightened enough. aware enough or you create a process. where at least for a period of time you. can be challenged on it yeah because. otherwise be and you know the it's. ironic that the most successful people. over time start becoming bad at problem.

solving because. you know it's always like saying every. time I know I'm going to play tennis I. always bring a tennis bracket tennis. rackets. I'm good at using the tennis racket for. solving a problem. I always so so that's that's the. complication and because I'm so. successful I know that this is the. answer. um I know this is the answer this is the. way to operate this is the way and so in. Elon Musk when he started Tesla one of.

his core things was don't get higher. from the Auto industry as far as. possible it's like no Auto indices. now of course the time will come when. for the engine I am not going to say. well let me hire a creative guy from. Something no no no there is a there is a. right balance but if I hear more and. more from the same industry how am I. ever going to innovate. and what did he know about uh cars and.

Automotive right even he had a Paypal. and all of that uh space it's okay. if you get the right kind of people. together put the right problem solving. frame in mind and the right governance. for decision making. can you see what happens damn. I like this because now you're giving me. unknowingly or knowingly you're giving. me lessons on hiring on mixing building. the right mix of Team not only just. problem solving okay I wonder like let's. just go back to a Mackenzie Journey sure.

okay it's a McKenzie journey and there's. a question which I asked as well okay. he's like why what's the reason. that in India there are so in U.S. there's one Mafia called PayPal Mafia. yeah in India there are two mafias. Flipkart Mafia McKenzie Mafia yeah right. and what do I mean by mechanism Affairs. all these people who are of course. McKenzie people they all went out went. out and started their big ass businesses. or our CEOs in the best of the best. companies in the country absolutely what. is the reason why there's like people.

like you there's people like Anan. there's Ashish what's the reason what is. this thing about Mackenzie which is. which is building these kind of leaders. earlier in India there is to be CEO. Factory should be you used to be. Unilever unit level right everybody used. to be Unilever ended up becoming CEOs of. XYZ XYZ companies right now it's. changing now this Flipkart Mafia there's. a sort of Founders uh McKenzie Mafia the. founders and the CEOs why what is the. reason so I think if you go back in.

India also I think you had a Unilever. liver's Mafia PNG less so because PNG. had a very good way of retaining people. and you got a Citibank okay so all the. banking guys used to be like City. bankers and a lot of the fmcg Pharma. used to have the levers because in these. companies teach you many things okay now. McKinsey alums have gone on across. Industries unlike levers on like City. Bankers most City Bankers or most ex. ICICI guys would be the CEOs in.

different mbfcs and microfinance. because they learned a lot and you're. groomed for leadership okay now in. McKinsey you were of course groomed but. you were never groomed for sectors you. have groomed for problem solving room. for communication stakeholder management. now these skills are invaluable when it. comes to going outside so and different. people leave McKinsey at different. stages I mean people don't some people. stay on for long and it's a phenomenal. institution I mean I have the you I.

spend 18 years. I was almost a part of the furniture. there and I really love but what. McKinsey did was it said no problem is. too difficult to solve okay and I have. worked in more than 65 countries so you. land up in Tanzania and you're working. with a client you like you will. instantly pick up the basics of problem. solving basics of communication basics. of stakeholders management why are. people thinking what they are thinking. basics of influencing what you said. earlier from the book of influence and. so on stays the same around the world.

wherever you go you can go into. Argentina you can go into Africa you can. go into the most developed financial. markets of London where I uh interact. with most U.S you go to China the basics. don't change and what McKinsey gives you. is the confidence to say what problem. doesn't matter cultural context and. National context doesn't matter you. should be able to apply those same. skills and McKinsey forces you to really. work with different kinds of clients. different countries so by the time you. say you know what I think I'm confident.

you can work in any country you can work. in any context and uh you know you're on. your own Flipkart also Flipkart did that. in a slightly more localized Ecom. startup because Flipkart was one of the. earliest yeah and hence people realize. what e-commerce is what does it mean to. really have app and digital engagement. and Logistics sourcing so all of the. elements of a product a tech platform. Logistics and Supply Chain management. Finance all of those for a class which.

is changing yeah what's done by Flipkart. yeah so it is rare to fly in Flipkart. CEOs like in. Financial Services or you will you will. not find them in outside India as much. yeah but you find McKinsey guys the. McKinsey Mafia you're seeing in India is. there around the world it's there. everywhere the U.S will have like. Fortune 100 will have like 30 CEOs will. be ex McKenzie the Starbucks. McKinsey let's say Morgan Stanley was ex. McKinsey at some time you had so many by. the way.

but globally if you look at consulting. firms BCG Bain we'll also have that so. although I love McKinsey and I would say. McKinsey has more. uh it is just that McKinsey has been in. India longer than BCG and Venus okay so. it takes time for people to actually. either you know you have cohorts you. need 10 years you have been then you. leave you do something so shantan will. left after six years Anand left after 15. years. the C of Tata AIG left after 12 years so. different people live at different.

stages and will do phenomenal stuff. whether they do their own companies be. with larger companies and do amazing. stuff being investor because McKinsey. also teaches you to look at across. Industries so you'll have many investors. yeah who will have uh you know because. investing is not yeah you need to. specialize but you the problem solving. Financial modeling rigors of that you. learn in McKinsey. so how okay before I go to the next. question I want to understand like how. people were normal they're just starting.

up how can they get these kind of. groomings is there a way for them to get. groomed because it's you know I tell you. earlier entrepreneur used to like. entrepreneurship was out of situation. now thought of choice that's a. phenomenal point right phenomenal Bond. so it was the earlier like you would not. you don't decide to become an. entrepreneur now you decide I was like. oh I want to do this I want to do that. and that what is happening you're the. molding years when you actually get.

molded in a certain industry or. somewhere those are eliminated. completely so you're fresh absolutely so. how do you get groomed because there's. no way as long as we can debate but. there are exceptions but if you look at. the average and if you look at the. probability people who have molded in. XYZ industry and they're excelled. somewhere their chances of success in a. new startup is much higher than a person. who's just starting out right absolutely. right there are exceptions of of. the world. they're all like exceptionally well.

absolutely yeah right but these are. exceptions apart from and they are also. by the way they all are successful. because if you look at the real reason. why they're successful is it in the. leadership team yeah you look at zepto's. leadership team they they're so. experienced people that like the they. they groom those two boys right if you. look at Zuckerberg's uh you know. leadership team you look at oyo's. leadership team you find out that so how. a normal person can just get into this. grooming because now we're choosing and.

same going back to your point how you. said like passion right now people feel. that that's their passion and because. they like it they want to do it they. because if because what they want to do. they can't do anything else so it's very. difficult for them to go start and be in. McKenzie for six years and try to do. this no I think see earlier as you. rightly I mean that's a phenomenal thing. you said is entrepreneurs or people who. like 50s 55 you have made money you have. a downside protection is there let me. say okay let me not work for somebody. else let me work for myself and you had.

many people who started entities that. way today. risk taking has become a lot more. acceptable you can get financed people. other people will join you people other. people will also look at you very. differently yeah earlier it was like. so you had like government jobs or the. safest then you had private sector jobs. with the tatas and birlas then you had. new age companies then you have you know. you join a startup and then you're like. start your own startup yeah after two. three startup students you can start. your own thing so the ecosystem has.

played a very important role in what you. said which is entrepreneurship by choice. and as my first option and not as like. yeah. so I think it's a great thing now what. Founders can do is. I think they need to be. willing to learn some of these skill. sets so I think they need to be aware. I'm passionate about an area but there. are a business needs like six other. areas to come together yeah okay now. that can be through a team okay am I. like complimenting myself because for a.

Founder to learn everything is not even. desirable and will not even happen yeah. because you want the founder to stay. special at what he or she is you don't. want him to start learning. law and bookkeeping and this and that. that's not yeah it's nothing leave it to. do my next question Leave It to The. Domain expert also then you have mentors. you will now have people who will say. you know what you're doing something. exciting let me help you so finding the. right mentors being open and saying I. need help you have investors the. investors also realize this that you.

know when a young founder you need to. supplement and complement it so don't go. for the check check in India I think. Founders today are in a great position. where you know money exceeds. entrepreneurship. okay so you have a lot more people. chasing yeah okay so how do you select. your cap table and so on you know people. who will also support you in different. areas many firms have this you know they. will have some grooming programs they. will have some accelerator programs they. will say by the way you know what back. office.

firms have Consolidated back offices for. their investing companies because they. don't want a Founder to now run around. and find a tax firm and an audit firm. and a legal firm and uh you know add. them in for real estate and also I'm. cuddling yeah those are not evaluated. activities so long as a Founder is. willing to create an ecosystem whether. his own team whether his own mentors his. investors his personal advisors. and then depending on some people also. go and say look I want to take a course. in X let me listen to a podcast or let.

me do a short course in either an online. uh University or some place and many my. some one of the founders was telling me. he went to the U.S and he heard from. like 10 different phenomenal individuals. Singularity universities there where. many Founders go and for two weeks and. so on so I think the founder has to be. open to know what he or she does not. know and willing to ask and get help. because if you say name help me. it's the worst return on that Founders.

time. Fair now what do you again like another. question of the same thread. as a we're talking about McKenzie Mafia. we're talking about Founders and what. they learned in McKenzie and stuff right. what do you think what are the. like what are the top three things you. have learned in McKenzie I think problem. solving very clear like go deeper I want. to know about like the mental model or.

something because I feel like mental. models are. are something which you operate on and. that is the reason one of the one of the. biggest reasons why people are. successful in their Journeys right. should we talk about the the broader. perspective let's say problem solving. but. which was a hat model which you said six. ads like something like that so. everybody has that it can be creative. thinking it'd be approaching it can be. multiple things. sure so I think uh I think within. problem solving I think the. issue analysis okay how do you analyze.

issues and and how do you use a. combination of. facts numbers. primary research secondary research. creative collisions experiments okay so. it could be experiments with real. consumers experience in test cases. design thinking simulation so the the. analysis of issues what are the all the. tools that you can actually throw to. make sure your issue tree analysis issue.

trees are a very very common thing which. everybody in McKinsey will say okay. and at any given point of time you need. to have an answer. okay okay you know whatever you know. about a problem but we were always told. yeah and the companies the client CEO. walks in and he says he has only 10. seconds or 30 seconds and says. ocean what's the answer. you should be able to tell him. so you are constantly synthesizing you. are summarizing what do I know end of. the day I have three more days to solve.

the problem I have one more week but. based on whatever I know today whatever. is my analysis today if I've told you. tell the answer and execute it what is. my answer because sometimes things. change you have to say. what will your answer be so I was always. trained to say if I have one month I. will use one month to formulate the best. answer but even on day two day two yeah. answer.

accuracy will build up let Perfection. not be the enemy of good. them so that was a very important thing. the second thing which is not a. no it would be like communication me. Clarity of thought drives Clarity of. communication okay don't worry about. communication are you clear in what you. want to communicate. okay.

you know your analogy stories but be. very clear and you always you would be. told at the end of a meeting at the end. of a presentation. imagine teen Sal bad why would people. remember that meeting and all of us. remember a conversation a meeting that. made it memorable so what is it that you. are going to communicate today one year. later people will remember. are you clear about it. okay that's the second thing our store. and the third thing is not a mental. model it was like a survival model I. would say because we were always.

traveling you were always like going. from meeting to shower Conference next. flight and train and this and that so it. was a very thing it was like. eat while you can sleep while you can. [ __ ] while you can. it's very. sounds very crass but it was like you. know. balance you're eating. because you can you know people burn. themselves out no eat sleep okay people. would like you're working across time. zones okay how will you and even today. you know I have to work across times as.

a part of my job teams in America teams. in Brazil teams and India teams in China. sleep is so important. and then bodily functions because that's. the worst thing that can hit you. and you were always told guys you have. to manage because nobody's going to come. and manage it for you yeah okay because. you are in the and adrenaline is the. worst enemy you know when you are going. gung-ho project yeah you don't realize. the harmful effects of things. and it's all life is a marathon it's not. a Sprint it's not a marathon you need to.

have done your fueling hydration. nutrition training all of that you pace. yourself out for it and that's the key. thing I learned here McKinsey may you do. pace yourself. pace yourself is very important in every. aspect of your life every because that. whether you're in McKenzie whether. you're not whether you're a startup. founder a content creator or just a. regular guy who is hunting for colleges. or maybe going to jobs whatever pacing. yourself.

is I think one of the most important. things if you can master that you'll. have a very good life and most of the. people actually struggle to just Pace. their life according to what they need. and what they want. absolutely because it's so difficult. right okay like a basic two three. questions and then we can wrap this up. okay so basically it's like. a why do people need Consulting. companies and because if they have like. exceptionally good teams yeah right. isn't it if like the first flaw of.

organization is your team is not good. enough that you need an external help. sure right so why do they need it and. when do they need it because there are a. lot of I feel there's a lot of small. business in India there's exceptionally. good but in their regions in their areas. and they're so good they're they are at. a place where they can afford it where. they can even afford a consulting firm. they can they want to go beyond but. they're stuck. right they're stuck they don't know so I. feel like when should they get it and.

why do they need it. so I think if you look at Consulting. form I'm just using management. consulting as a thing because you have. HR Consulting supplies see if you look. at. history of management consulting. McKinsey was founded in 1926 80 also in. like maybe 1930 BCG bains where I think. in the 60s and 70s okay. Consulting has always fulfilled a. certain Arbitrage need that is there. earlier it was like Geographic Arbitrage. U.S companies.

some of the best practices of the best. so you had a geographic Arbitrage you. had people who said okay but somebody in. Brazil has already launched this is. Uber of X and uh zomato of why. somebody somewhere. but you did not know what was the best. thing in that specific area function. expansion and so on he also needed like. if a company wanted to expand from U.S. to Europe you needed somebody who would.

help you to understand the European. market so Geographic Arbitrage was a. very important reason for a long time. second thing we can then at Talent. Arbitrage consulting firms are hiring. the best talent. who would go at a problem like a very. sharp painter whereas you with the many. of the large companies which hired. Consultants had people in their late 50s. who would say look you know they were. very set in their ways they would not go. for data whereas these younger people. who did not have the 35 years experience. but data they would interview customers.

they would travel in the field and they. would come back with what was a very. very independent hard-hitting. perspective so you had a talent. Arbitrage which you tell the top. management the reality yeah which. sometimes they were vested interests you. did not want to understand reality or. you did not have the time effort so that. was the second. third became information Arbitrage. because large companies often till the. 90s and till internet and all became. prolific you couldn't even have. information about many things what's the. market share of eggs there what is the. pricing there and consulting firms.

fulfilled that need yeah information. Arbitrage. over time what has happened is there is. no Geographic Arbitrage remaining you. know sitting over at your house what is. happening whereas you can get all the. information. companies are hiring the same talent. pool whether in India on the iits or. iims or Chartered Accountants and best. schools so all of these three arbitrages. are old yeah okay then what's remaining. I think. what is remaining is there is a. still you know because internally. sometimes you are not able to resolve.

problems okay so you say look we need. somebody outside in to come and look at. us and say guys what should we be doing. because people have their biases a very. important reason why Consultants aren't. should be hired is you just feel you. know we have all our biases. it's a very valid reason yeah there is a. not so good reason to hire also. sometimes is you need a rubber stamp. I don't want to take that tough decision. of firing you.

okay that's the wrong reason to hire. sometimes you know you also there are. also sometimes investors needed you know. you need an independent report but that. is I ignore all of that so there is a. reason of Independence sometimes yes. your own team can do it in six months. but consultant who's done that thing. three times over who has uh you know who. knows what companies are doing will get. it done in three weeks. so you save time and your resources are.

also very expensive so getting them out. of their day jobs and putting them on a. project. Outsource acting you will save time. okay so that's the second reason why you. would hire a consultant if you feel time. is saved a Time of Your Precious. resources is shared so hire a consulting. firm yeah and third is many consulting. firms are not just stopping at strategy. they are saying execution. if they can deliver it faster they may. not may not delete better but oftentimes.

the Consulting from Cut Across the. organizational bureaucracy they can like. get everybody together they can reach. the CEO they can reach the chairman. faster. meeting. so they can get it done faster so on the. execution side also there are lots of. advantages so there are right reasons to. hire there are wrong reasons to hire. also and you need to figure out you know. you need to make sure that you are. hiring for the right reason then you. make the Consulting home accountable for. the results and not just like say it is. their problem no whenever you hire a.

consultant they have a role to play. final responsibility up here. very interesting okay tell me like when. do they need it when as in like is it. like. I think there are some always. no no no revenues and all our artificial. cutoff because of course some you cannot. pay if you do not have that good Revenue. yeah but consulting firms often do like. 100 variable fee projects where they say. fee will only come if sales have. happened.

but I think more than size there is a. certain size where you will hire like a. Ernst and Young PWC versus you would. hire a BCG McKinsey Bane size is an. important threshold but I also think you. will hire them at certain critical. junctures okay where the cost of getting. a decision the wrong is very high okay. but let's just make sure we have got. everything right okay hire them at. Junctions where you have irreversible. decisions to make.

very important thing because that's the. time when you can hire them as an. insurance and it's like an insurance. policy was yeah I know but let me make. sure I haven't left anything Unturned or. sometimes you hire a consulting firm. because you don't want individual. agendas to color. your decision you say what is the right. answer of course I will tweak it adjust. it for my company but I cannot take the. chance of individual bias hurting my. answer. Fair those two times were the times yeah.

I like the I like the. I like this answer like I think I like. the first point more when like higher at. the irreversible decisions what decision. when it's very difficult to do it okay I. wanted to touch the last topic of the. day and it's about. building and scaling companies right. it's very because we the first call we. had it was about you told me you know. startup banjata but scale the processor. systems right that's her and that's.

that's something I agree on and I. believe in it because obviously I've not. been in a position where I had to scale. it Blitz scale it but I've seen a lot of. people have read about a lot of thought. of that right so. how let's for a moment let's just stop. thinking about fast growing startups. okay okay let's start thinking about. small businesses sure okay small. businesses would be someone. fifty thousand one lakh two lakh five.

lakh 10 lakh Kamara per month correct. every right there's a good small team. there are no departments there are no. functions everything is driven out of. one boy one guy one girl everybody's. doing everything. so what. even they have aspirations to grow. absolutely. and the common the common reason when. you ask them like why are you not. growing faster why are you not doing. this and that typically you will get to. listen about three reasons number one. because I don't have that much capital.

okay there's like I don't have enough. money to just like do XYZ I don't have. right resources because. that is the second third is. so lack of time lack of people and lack. of money is usually what people give you. the excuses of like how do you want to. grow but typically this is the excuse. for large corporations also startups. also everybody correct so I don't feel.

this should be an excuse what do you. think like then what should people do in. order to scale their business. so I think the. all of it begins and ends with the. founder okay in this because if the. founder has no ambition. a lot of people have crazy ambition but. driven intent is different from ambition. um. I have an intent I want to scale up with. a problem here. you know it's like you know I I want to.

learn French okay my ambition is to be a. great friendship. foreign. foreign. [Applause].

before dying I wish I would have done. that okay I am going to put everything. at stake. you know rather than like binge watching. something you know people have worked. like at nights and done it there is no. clock. uh there is no watch there is no time. what's time what is time is an.

artificial concept no yeah 24 hours was. not God given sun rises sunsets you. could have divided into 48 hours in a. day you decide man decided to create a. 12 hour cycle yeah so yeah I have two. hours in a day what no no you have a. certain time. you choose not to do that so why do you. say you have two hours you could I may. as well say just 20 hours time is an. artificial concept yeah okay so. that's why when they say. [Music]. um.

have you gone out have you really made. the effort so the founder has to change. it in his mind saying what is ambition. second is you know I have the ambition. am I putting the hard work okay there's. a famous thing in the um. when the Sun rises in the African prayer. you know the cheetah and the gazelle. both of them have to get up in the. morning and start running.

gazelle knows that if the gazelle does. not run the cheetah will eat it. cheetah knows if you don't get up and. run you want to stay hungry and die so. whatever happens you have to get up and. run that is not an excuse so you have to. put in the work you to reach out find. the founder you know the right Talent. work with them and see what it is if you. fail then you can discuss nobody if you. have never tried. then how can you say ambition so.

you know this is again I we started with. the socratic thing so I'll go back to uh. so one young person maybe 2500 years. back went to Socrates and said Socrates. you know what is the secret of I want to. really be successful teach me success I. want success yeah. and you know I want to be successful. what do I need to do I want to be. successful like I want to find a startup. I want to scale my startup what do I do. I said relax relax I will teach you the.

secret of success. when he was looking around let's see the. scenery suddenly soccer is caught him. from behind and put his head in the. water. because gasping gasping gasping one. minute one and a half minutes two. minutes. suddenly he. yeah so what do you want. the air you want successor you want air. like air air [ __ ] success right now I. air I want air this is the time you will. want success or you want something as. much as you wanted that air that is the.

time you'll be successful yeah that's. the secret of success so he explained it. to me in a very poignant manner so if. you are saying I don't want to disturb. myself I don't want to get rejected big. thing no I'm making you an offer you. reject me second by 10 20 people I don't. want to be rejected. you will be rejected 40 times yeah yeah. so it goes back to the resilience. because this is a quote I've also heard. but I heard it from some other guy and. the same thing about the Socrates it's. like when you want to succeed as bad as.

you want to breathe that's when you get. successful see JK Rowling was rejected. 29 times for her first Harry Potter. 29 times rejection like nine times. rejection boss you will go into massive. depression and you will uh therapy and. so on 29 times for a single mother. trying to make ends meet in a London one. room studio flat for her daughter. 29 times creating the world's largest.

book franchise most successful 25. billion dollars plus book. yeah but think of it not 29 publishers. they were like most successful. publishers. so. so many of those startups or so many. writers will never have their stories. told because they just didn't want. success that desperately. very interesting very it's it sounds.

very cliche but that's the core of. everything. it's it is the core of everything it is. the core of like do you want it bad. enough or no yeah okay it's it's let's. end the loop of how we started okay and. you were explaining about the. agriculture you were explaining about. role of UPL and you were explaining. about how you know the one of the. biggest. biggest mismanagement and happenings. happen in the agriculture world right.

where. because we there's that we don't have a. problem of food we have a problem of. food management we have a problem of and. because of food management we have. problem of farmers management that. because we have Farmers management we. have problem of storage because of. storage and goods we have a problem of. global health and climate climate change. right you're explaining me all of this. go deeper on that tell me like what. exactly you meant with that Loop so what. I meant was say agriculture is so. critical because food is critical none. of us can survive next to air and water.

okay you need food okay and uh who grows. the food the farmers grow the food now. think about a life of a small farmer. like in India most Farmers have one and. half acres Brazil my Farmer will have 4. 000 Acres small farmer okay that's like. the scale of difference. but all of them many problems are. exactly the same like. you know you have counterfeit products. being sold to Farmers farmer has to buy. stuff up front.

then you will repay pay the guy he'll. repay the money lender repay the bank. then have some stuff left for him so 30. to 40 percent of the farmer's Network. goes is tied up and then rainfall can. happen or no rain can happen. insects can come and eat it mice can. combinate it but when he goes to the. Mandi to sell the Mandi guy May squeeze. him because there is too much produce. onions work phenomenal. what will you do so he's a vulnerable.

and I think that's why you know we. should not forget that till 1700 no wars. were fought our food that time there was. food scarcity today we have food. mismanagement that's why we need all of. these chains to become like really go. deep in this but also agriculture. generates 25 of the greenhouse gases. globally so if we do not agriculture. we have solved a problem on the EV side. we have solved a problem under renewable. screen energy side green power solar.

power but 25 percent of the GSG gases. are agriculture till we solve. agriculture's problem till we solve the. farmer's problem climate change so what. is given is we need to keep feeding 8. billion people what is very clear is. climate change and agriculture will give. out those gases how do we help farmers. to do carbon sequestration for example. how do we reward the farmers for doing. the right practices we cannot increase. the price of food was food inflation. food. price.

increase governments get toppled over it. it's a front page issue so you cannot. Inc consumer cannot pay more. farmer needs more income Planet needs. lesser greenhouse gases how do you solve. that triangle to me that is a problem. that UPL is willing to solving which is. problem which I am focusing a lot of my. time to see how can you solve how can. you have carbon credits being generated. how can you make sure that the full. value chain the storage is being managed.

you're using technology fall of it and. you have so many startups doing. phenomenal stuff around the world where. you are getting information aggregating. it and delivering it so something I. really feel about it the problem of. Agriculture is a problem which we've. tried to brush away saying with a farmer. we are the ones eating food they are not. doing it uh you know to earn just income. they're doing it because they have to. feed us. nobody is giving us nobody's if you're. not saying air by earnings.

God has given us our Nature has given us. that we are not fighting for air water. broadly we are okay but food tough. is there any anything which we could do. as a common person as an individual. which. where we are not directly linked to the. food chain is there anything we could do. to make it better two things first never. waste food on your plate please I think. whatever food you take please don't. waste it because the amount of it has so. many people have worked hard in very.

high temperatures and worse conditions. to put the food on your plate at least. you can don't waste food and second. whenever you see a farmer you can see. them in different places okay please uh. acknowledge the unsung heroes very. interesting this is a deep conversation. I really loved what we talked about and. like so many topics you know in fact. I thought that I'll I'll discuss a lot. of startups with you I thought like I'll. discuss fintech I'll discuss edtech and. then I'll discuss so many things now.

there are so many topics I want to talk. about it's it's in insane when are you. free next time because we definitely. need to do part two I told you this is. one of the Hidden gems of India and I'm. sure you must have realized it by now. because I see conversations. and the kind of information and the. perspective which they give you about. businesses across domains is invaluable.

and you know what's invaluable for me is. your engagement your like your comment. your share your subscribe everything is. super super valuable for me so make sure. that you do all of it and just share. this episode with one person. who can be benefited from this episode. the most. idea they take you from 0 to 10 or maybe. 10 200 or 100 to 1000 or million. one idea can actually change your life.

it can be spark to your billion dollar. Journey as well so please share this. with your friends your family members. your strangers in fact your enemies as. well let's help this country grow. together by sharing the right. information the right education and the. right perspective with the people who. have the power to change the nation. [Music].