Role of values, culture in innovation stressed
Speaking at the third CII Andhra Pradesh HR conclave that focused on the theme 'building value and institution through values and culture' in Visakhapatnam on Friday, he said the modern workforce is diverse, dynamic and increasingly hybrid and presents unique challenges and opportunities. According to the World Economic Forum's 2024 future of jobs report, 68 percent of global employers identify cultural alignment as a critical driver of talent retention and organisational agility, he noted.
Founder and chief strategist of The Strategist K Srinivas Rao spoke on how to manage value and fine-tune global code to the local code of business, changing tenured employees to value champions.
Briefing about the theme of the conclave, Regional Provident Fund Commissioner, EPFO Amardeep Mishra emphasised the significance of values, culture, and ethics within organisations.
Deputy Director in-charge, ESIC SK Sahoo explained details of the SPREE (Scheme for Promoting Registration of Employers and Employees) initiative.
Chief operating officer, Oasis Fertility redefined the role of organisational culture for India's growth. He mentioned that culture is a standard to be upheld daily across all levels of the organisation.
Director, People and Culture, Warner Bros, Discovery Prem J emphasised that organisational culture must be considered as a core business asset.
A report on 'building value and institution through values and culture' was unveiled on the occasion.
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The Hindu
4 hours ago
- The Hindu
Chief Minister Naidu hails success of ‘She Leads Andhra' pilot project in Kuppam
Chief Minister N. Chandrababu Naidu has commended the success of 'She Leads Andhra' pilot project implemented in Kuppam Assembly Constituency. The project enabled 93 rural SHG women to generate ₹15 lakh in business in just 90 days through digital commerce, said Project Director, Kuppam Area Development Authority (KADA), Vikar Marmat. Speaking to the media here on Sunday (August 3, 2025), the official said that the initiative, led by Frontier Markets in partnership with the Kuppam Area Development Authority (KADA), leverages AI-driven 'Meri Saheli App' to equip rural women with the tools to become digitally enabled storefront owners. Based on the success of the pilot project, the Chief Minister announced an action plan to expand the project across the State. While the first phase of the project targeted 30,000 women in Chittoor district, the scheme is expected to cover over one lakh women across Andhra Pradesh during a three-year action plan, covering 50 lakh households, Mr. Marmat added. The project replicated the proven success of Frontier Markets' national model 'She Leads Bharat Udyam,' which has already empowered over 15,000 women in Rajasthan and Uttar Pradesh. It may be mentioned here that during Mr. Naidu's recent visit to Kuppam, he held an interactive session with the women beneficiaries and received inputs first-hand from the grassroots level as how the model changed the landscape of rural living conditions, particularly the women, through linkage with 200-plus market partners, coupled with doorstep delivery in tier-5 and tier-6 villages. The project took shape after Frontier Markets Founder Ajaita Shah and Chief Minister Chandrababu Naidu's meeting at the World Economic Forum in Davos. The initiative was later recognised by Prime Minister Narendra Modi as an effective move towards empowering rural women by grounding the strategic technology-enabled commerce modules, Mr. Marmat said.
Time of India
13 hours ago
- Time of India
The emotional animal meets the thinking machine
Advt Advt The World Economic Forum lists emotional intelligence, resilience, and leadership as top future skills. McKinsey's Asia study shows that emotionally attuned leaders lead more adaptable and innovative teams. In India, 77% of CXOs are investing in AI adoption. But fewer than 30% of employees feel their managers understand their emotional world. A team lead who notices that a high performer has stopped turning on their camera in meetings, and chooses to walk over and ask, 'Are you okay?' instead of marking it as disengagement. A department head who reads an AI-generated pulse survey showing 'team fatigue,' but instead of launching a new initiative, cancels two low-priority projects and tells the team, 'You don't have to prove anything this month.' A principal who receives a list of flagged 'at-risk students' from an academic algorithm, but asks the hostel warden, not the dashboard, 'Who do you see sitting alone in the dining hall?' A hiring manager who sees the chatbot score a candidate low on 'energy,' but still invites them for a conversation, because she knows introverts often lose in loud systems. A founder who reads a predictive attrition model showing a 70% chance of losing a key team member, and instead of offering a bonus, says, 'Tell me what would make you want to stay.' By , ETHRWorld Contributor Join the community of 2M+ industry professionals. Subscribe to Newsletter to get latest insights & analysis in your inbox. All about ETHRWorld industry right on your smartphone! Download the ETHRWorld App and get the Realtime updates and Save your favourite articles. For most of history, leadership was physical. The tallest warrior, the loudest voice, the one who could lift the heaviest stone or shout over the monsoon, this was the it became intellectual. The person who could decode policy, speak English without pausing, or reference Harvard or IIM in a boardroom was called 'strategic.' It was almost as if strategy became a function of pedigree, polish and something unusual is happening. Artificial Intelligence can write code, predict resignations, summarize employee mood, and even recommend managerial action based on sentiment patterns. It does not need rest, reassurance, or recognition. It learns at the speed of light, not forces us to ask:The answer may be disarming in its simplicity:Not just mood. Not sentiment. But the full, messy, glorious range of emotional intelligence viz empathy, ambiguity, compassion, fear, trust, and intuition. All those things that machines can detect but not feel. Analyse, but not hold.I recently sat through a demo of a meeting tool that analysed sentiments of participants in a video call. The tool offered a neat estimate of engagement levels. Recently, while analysing results of our organisational pulse survey, we deployed sentiment analysis on open ended responses and mood check quiz. The results showed engagement disparities across employee we asked AI tools to analyse the results, the solutions were logical on paper. In one case, the recommendation was to launch a motivational video series and introduce a rewards campaign. The solutions didn't land. They were misaligned with the emotional makeup and professional identities of the team. These were not employees disengaged by workload. They were responding to the quiet absence of a leader whose presence had offered psychological safety and balance. Someone who buffered them from hierarchy, who translated pressure into wasn't a problem of performance. It was a shift in emotional climate, something only a human could have sensed, and responded to with thousands of years, humans have survived not because we are the fastest or strongest species, but because we are the most emotionally can sense fear in a glance, navigate power in silence, and hold the fragile trust of a group with a single word. These are ancient skills, not modern philosophical traditions have long recognized this. The Upanishads tell us,or 'as is the feeling, so is the outcome'. Our inner states shape our outer in the age of AI must remember you try to lead people only with logic, while outsourcing all emotion to machines, you will not build a team. You will build a a corporate Mahabharata, unfolding in India's glass is your young team leader, conflicted, overwhelmed, facing targets he did not set and a team he did not is not an AI bot offering performance nudges. Krishna is the human mentor who listens, reframes, and helps Arjuna choose action with in the epics, guidance was emotional before it was why do we now expect employees to find courage in dashboards and culture in algorithms?The machines are doing their part. But guidance is still a human across the world echoes what experience already tells us:This is the new asymmetry. We are accelerating the machine but forgetting the an earlier age, we rewarded those who could calculate faster than others. Today, a machine can do that in we must reward those who can pause. Reflect. is what that looks like:These are not grand gestures. They are quiet acts of presence. And they will define the quality of leadership in an increasingly artificial have reached a moment where intelligence is no longer uniquely human. ButA machine can process speech, but not awkward silence. It can identify sadness but not respond with tenderness. It can optimize workflows but not rebuild broken India, we are not strangers to emotional wisdom. The future of leadership in India will belong to those who are technologically fluent, and also emotionally literate. Those who can use the machine, but not become as AI grows in power, our humanity must grow in as as a competitive necessity.
Mint
3 days ago
- Mint
Vedanta Q1 profit falls 11%; Co drops plan to tap strategic reserves
Mumbai: Vedanta Ltd's profit for the April-June period fell by over a tenth from a year ago due to higher tax expenses, even as it produced the most zinc and alumina ever for a first fiscal quarter. The metals and mining major has shelved its plans to transfer ₹ 12,587 crore from its strategic reserves to retained earnings, the total profits that a company keeps after distributing dividends to shareholders. The move was seen as an attempt by the company to free up cash by liquidating reserves to increase the dividend outgo to its shareholders, including its London-based parent company Vedanta Resources. Vedanta had earlier moved the Mumbai bench of the National Company Law Tribunal to seek its nod on the transaction. 'In view of evolving strategic priorities, the Board of Directors, at its meeting held today, has decided not to pursue the aforesaid Scheme at this stage,' the company said in a regulatory filing on Thursday. The company's board also approved an additional $84 million for the expansion of its zinc mines at Gamsberg in South Africa. Earlier, it had approved a $466 million plan to double the mine's capacity from 4 million tonnes a year. With the additional investment, the capacity will be ramped up to 8.4 million tonnes a year, making Vedanta Zinc International the largest Zinc producer in South Africa, the company said. Vedanta Ltd reported a profit of ₹ 3,185 crore, lower than ₹ 3,606 crore a year ago. The corresponding quarter last year had a deferred tax gain of ₹ 735 crore, which turned to a ₹ 206 crore outgo this year, impacting its bottom line. Its revenue for the quarter was 6% higher year-on-year at ₹ 37,434 crore. The company's stock closed 2.16% lower at ₹ 425.3 on the BSE on Thursday. The earnings were disclosed during trading hours. 'Our 1Q performance has set a strong foundation for the year ahead. Amidst global market volatility, we delivered the highest-ever first quarter Ebitda,' Anil Agarwal, chairman, Vedanta, said in a press statement. The company reported earnings before interest, tax, depreciation and amortization (Ebitda) of ₹ 9,528 crore, up 1% year-on-year. 'This strong performance alongside corporate initiatives, such as the HZL stake sale which generated ₹ 3028 crore cash, has enabled Vedanta to deliver a Net Debt to EBITDA ratio of 1.3x,' said Ajay Goel, chief financial officer of the company. 'Given our NCD (non-convertible debenture) issuance of ₹ 5,000 crore and other refinancing, the cost of our debt has reduced by around 130bps y-o-y to 9.2%. The recent reaffirmation in credit rating at AA by both Crisil and ICRA highlights our financial strength and market's confidence in Vedanta's growth story,' he said.
