An insightful session on: ISRO – Karmayogi at Work (Case Study) & Team Building delivered by Shri Paparao Chintalapudi. He initiated the session by asserting, "We learn together from each other, not just from the teacher". He highlighted the three methods of learning wisdom: Reflection, Imitation, and Experience, encouraging participants to "LET GO of old Certainties and Play with New Ways of Thinking" and cultivate "A Spirit of Enquiry".
The session delved into evolving Leadership Styles: "Eroding" (command & control, micromanagement), "Enduring" (clear vision, customer-centric, leads by example), and "Emerging" (purpose-driven, empathetic, inclusive, humble, working across boundaries), aligning with the Karmayogi mindset. A "4D leadership framework" was also mentioned, including "workplace intelligence" and "system thinking". The core discussion centered on "The ISRO Way," defined by Leadership, Culture, Innovation, and Execution. Participants identified vision, teamwork, and motivation as crucial elements in their own organizations.
Shri Chintalapudi presented key Leadership Truths at ISRO:
• Purpose Over Position Principle: Leaders prioritize the mission over personal gain, exemplified by Dr. Satish Dhawan giving full credit to his team after SLV success.
• Resilience Through Vulnerability Principle: Authentic leadership includes admitting failure, seen in Shri K. Sivan's emotional response after Chandrayaan-2, followed by immediate team rebuilding.
• Innovation Through Constraint Principle: Limitations spark creativity, not compromise, evident in the Mars mission's remarkable $74 million budget and the launch of 104 satellites in one go.
• Collective Over Individual Principle: Institutional excellence transcends personal glory,
reflected in ISRO's low 5% attrition rate and robust multi-generational mentoring culture. Audience
responses added collective ownership, compassion, and expertise as enablers.
Innovation-Execution Excellence Enablers at ISRO include a "Dual Operating System, " a "Portfolio Approach" with a 70-20-10 resource allocation discipline, a "Learning Organization" that systematically conducts "failure analysis without blame," and a "Values-Driven Culture" emphasizing purpose beyond profit. ISRO was positioned as an organization with High Innovation and High Execution on the Innovation-Execution Matrix. Improving innovation, as suggested by the audience, could involve "more focus on basic research".
Teece's Dynamic Capabilities—Sensing, Seizing, and Reconfiguring—were highlighted. ISRO's "Sensing" is seen in Sarabhai's vision for satellites and Antrix's establishment; "Seizing" in indigenous cryogenic engine development post-MTCR sanctions; and "Reconfiguring" in the evolution of entities like Antrix, NSIL, and IN-SPACe.
The session emphasized the profound impact of organizational culture, with the statement: "CULTURE EATS STRATEGY FOR BREAKFAST". ISRO's culture embodies "humility in action" (e.g., rocket parts on bicycles), minimalistic work environments, team-centric celebrations, "purpose-driven retention," and "frugal innovation as a norm". This culture promotes "collective intelligence over individual genius" and leverages resource constraints. Recruitment in ISRO considers attitude alongside merit, followed by a rigorous four-month induction.
The session concluded by encouraging participants to find their "ISRO Moment"—aligning actions with purpose. Reflections centered on leadership accountability (taking public responsibility for team failure, giving credit while staying invisible) and building "failure learning" systems. Shri Paparao Chintalapudi's personal view is that "Leaders are not born," and leadership should be complementary. Lt Gen K Surendra Nath raised the idea that the ISRO model could be replicated in other institutions.