The session began with a reflective question—“Do you think this is the Intelligent Age?”—that sparked diverse opinions among participants. Despite sharing similar educational and professional backgrounds, individuals held vastly different perspectives. Mr. Ajit Rangnekar emphasized that this ability to think differently is what makes humans unique, especially in comparison to artificial intelligence. Leaders, he argued, must embrace and leverage this divergence in human thought to make better decisions and lead effectively.
Drawing on his long association with ASCI, the speaker shared a personal turning point from the 1980s when, as a general manager at ACC, he attended a programme at ASCI. A challenge posed by Mr. Dharani Sinha—then the institute’s principal—urged him to move beyond his comfort zone. This eventually led to career-defining roles in Hong Kong and the United States. Such anecdotes highlighted the importance of purpose, ambition, and strategic risk-taking in leadership.
Throughout the session, Mr. Rangnekar outlined key principles for effective leadership in today’s data-rich but value-deficient world. He encouraged leaders to diversify their data sources, confront biases, and foster action-oriented implementation. He cautioned against over-reliance on FOMO (fear of missing out) and gut-feeling, advocating instead for data triangulation, situational awareness, and the courage to delay decisions when needed. He also underscored the death of traditional employer-employee loyalty and stressed the importance of demonstrating values through action, not mere declarations.
Finally, the session reflected on broader challenges of the era—such as technological dependence, declining communication skills, and climate change. Mr. Rangnekar urged leaders to re-anchor their purpose, look beyond profit, and find meaning that inspires teams. Drawing from examples like Toyota-Suzuki collaboration and HSBC’s employee engagement success, he reinforced that authentic, value-driven leadership is not just timely but timeless.
1. Recognize and confront your biases – Diversify your data sources and include a devil’s advocate in decision-making processes.
2. Loyalty is fading – Neither employees are loyal to companies, nor vice versa; leadership must adapt to this reality.
3. Leaders must be action-oriented – Implementation should be driven by leadership, not just strategy or planning.
4. Purpose-driven leadership – A strong purpose should be supported by values, data, and people to guide decisions and actions.
5. Values must be demonstrated, not just declared – Leadership is defined by what you defend and act on, especially during crises.
6. Agility and humility are essential – Be willing to sacrifice certain priorities, delay decisions for better data, and act with flexibility.
7. Use data wisely – Don’t take data at face value; triangulate and apply common sense before acting.
8. Avoid decision-making driven by FOMO – The myth of first-mover advantage should not replace sound judgment and timing.
9. Technology ≠ Intelligence – Over-dependence on mobile devices and data without wisdom is not intelligent leadership.
10. True leadership goes beyond self-interest – It's about finding a cause larger than yourself and inspiring others to believe in it.