Regime of discipline & progress brings innovation in an organisation: Vipul Sabharwal
Thought leadership is, put simply, a way to build transparency and credibility with your audience as a resource and expertise in your chosen topic or industry. In a world massively disrupted by the global pandemic, thought leaders are whom the industry is looking up to, to provide some direction in charting out the road ahead. These unprecedented times have required a lot of reworking of strategies, some out-of-the-box thinking and a huge dose of innovation. A well-planned thought leadership campaign can help in heightening brand awareness, boost traffic and generate sales. It also helps in building the brand and strengthening its equity in the market.
Coming as a timely beacon in these challenging times is Adgully4m’s latest endeavour – THOUGHT LEADERSHIP SERIES – which is designed to engage with some of the best leaders from the industry in the business of Marketing, Advertising and Public Relations.
Held on Saturday, August 21,, 2021, the third edition of the Thought Leadership Series saw Vipul Sabharwal, Managing Director, Luminous Power Technologies, and a highly skilled Sales and Marketing leader, with over three decades of experience spanning across FMCG, Telecom and White Goods industries in a scintillating conversation with host R Sridhar, where he highlighted the strategic direction and marketing skills required to become a thought leader. The warm camaraderie between the two industry leaders was evident throughout the conversation as the back and forth banter between the two kept the audience engaged.
On being asked by Sridhar to share his experience on working with different companies, Sabharwal replied, “Companies like Whirlpool, Johnson & Johnson are actually a creation around World War ll. They have people who have worked in the army, and have built a strong culture. They had a great structure in what they wanted to do, good leadership, appetite for risk, and hierarchy at points which brought them a phenomenal result. Their core aim was to lead for technological advancement and have always built a regime of discipline, regime of process not to change it, but to learn the process, master it and then make the tweaks of one degree turn around the organisation and bring innovation into place.”
“The world of Nokia was a new age company coming out of Finland and there was a meeting held to discuss what should be the values of the company and what they built from the bottom. From every country there were a certain set of people who went up to this global meeting to discuss what should be the value of the company. They were more open, more engaging and their dimensionalisation of engagement was very different from other companies. It also depends on where you are starting from, what you want to do, what is the culture today and their adaptation power,” he observed.
This is an edited excerpt. For this and more interesting insights, catch the full conversation here: