In A Rapidly Changing World, Adaptability Is Key. Cultivate A Mindset Open To Change

What inspired you to join Accenture and what inspires you to continue growing with the company today? What is that driving motivational factor? 

I have been fortunate to work with some great organisations. In the 18 years before Accenture, I had the opportunity to see the transition of the industry from mainframes to client-server, leading to e-business. My first job at TCS gave me an opportunity to explore mainframes and artificial intelligence. Wipro gave me an opportunity to lead enterprise architecture, practices like portals and content management, core banking, and so on, and a focused approach to growing some mega accounts. While the experience was great, a question emerged: How could I be part of some of the most transformative work happening in the industry? During this time, I used to travel a lot for work and would constantly see Accenture’s “High Performance Delivered” tagline. That resonated with me and reinforced my desire to contribute to such an impactful company. When I joined Accenture, it was a shift to a different orbit. The first few years were formative. I was fortunate to be one of the very few leaders to create Accenture Digital in India. Building the foundational digital capabilities — interactive, mobile, data analytics — was a thrilling process. I had an opportunity to apply the entrepreneurial mindset acquired from Wipro and leverage the “execution at scale” mindset from Accenture’s collaborative ecosystem. Those were defining years. Currently, I focus on making Accenture Song at Accenture Technology Centres in India (ATCI) the best digital customer technology hub for our clients, Accenture, and the team. It’s about applying that entrepreneurial drive on a larger scale within this dynamic organisation, nurturing Accenture’s passion for transformation, and continuing to work with the industry’s best. That’s what has fuelled my journey here for the past 12 years. The journey continues.

How do you identify that a company’s culture will be collaborative and supportive, and that you’ll have the freedom to execute your ideas, before joining? 

In the past, company brand and reputation played a major role in these decisions. Accenture, for example, was and is known for its transformative work and has established credibility. These days, I recommend a more proactive approach. First, of course, is to research the company’s brand in the industry.

Actively seek opportunities to interact directly with the team you’d potentially be joining.

Even internships can be invaluable for this purpose. Remember, it’s a two-way conversation — organisations are evaluating you, and you should be evaluating them. Use the opportunity during internships to understand how the organisation works, the team dynamics, and the ecosystem. Consider whether your own philosophy and work style align with what you see. It’s about the feeling of being connected — do you feel excited about the work, and do you see the potential to contribute, get a sense of being heard, and feel that your ideas are welcome? Trust your instincts. If it feels like a good fit on a fundamental level, that’s a strong indicator. For me, those guiding principles have led to a fulfilling 12 years at Accenture. 

Throughout your 12 years at Accenture, how have you adapted to the company’s evolving landscape? Can you elaborate on changes in your role, actions, and contributions? 

Adaptability is essential in a dynamic organisation like Accenture. My transition from a more structured environment like Wipro warranted a significant shift. Accenture leaders are expected to build successful teams and take on hands-on responsibilities in critical client situations. This required me to quickly adjust from delegation-focused leadership to a blend of strategic oversight and ground-level execution. Another key adaptation was learning to navigate Accenture’s network-driven decision-making. Compared to a more hierarchical model, here the emphasis is on building consensus within a complex partnership structure. This meant developing strong persuasion and communication skills to move initiatives forward and at speed. Embracing a bold, entrepreneurial attitude was also crucial. In the early days of Accenture Digital, I championed capabilities and investments necessary at the time, such as our design studio and digital talent creation at scale. I learned to articulate a sharp vision, overcame challenges, and persevered to create the foundation for the organisation’s success. In more recent years, my focus has shifted to driving success on multiple fronts. This involves tackling complex transformative projects for clients, contributing to Accenture’s growth trajectory through initiatives like the innovation hub, and fostering an innovation-centric culture within our teams. Overall, I would describe my adaptability journey as follows: 

• Unlearn and relearn: Actively shed less applicable habits from previous roles and embrace Accenture’s priorities and methods.
• Build an effective network: Cultivate external and internal relationships. Learn to effectively persuade within Accenture’s collaborative framework.
• Embrace boldness: Become a champion for necessary change, taking calculated risks for the company’s growth. 
• Define your identity: Proactively shape your role and identity within the evolving company, aligning your contributions with strategic goals.
• Purpose-driven clarity and communication: Champion those conversations with clear and purposeful communication. 

Adaptability is an ongoing process at Accenture. Successfully navigating those changes is what has made these 12 years both challenging and incredibly rewarding. 

How would you define your leadership style? Can you elaborate on the attributes you assign to your style within the context of leading teams, contributing to Accenture’s growth, and driving Song and other technology initiatives?

 My leadership style has evolved throughout my career, but certain core principles remain consistent.

One philosophy that resonates with me is “one foot in the current, one in the future” — a balance between focusing on today’s execution and having a clear vision for what’s ahead.

I also deeply believe in aligning actions with promises: “Sell what you can deliver, deliver what you sell.” This underscores the importance of setting achievable goals while also pushing boundaries. In recent years, my primary focus has shifted to a more purpose-driven leadership. I’m less about metrics alone and more interested in asking whether an initiative has a lasting, sustainable impact. I see my role as leveraging not just my own team, but the broader Accenture network for maximum impact. This emphasis on collaboration is particularly important in times of uncertainty. To me, strong leadership means providing decisive guidance, crafting an executable strategy, communicating it clearly, and remaining adaptable through any necessary course correction. I’ve moved away from a traditional command-and-control approach. Instead, I work to build meaningful influence within complex networks. This style is key when handling cross functional roles like leading sustainability at ATCI, where I may not have direct control over all team members. I believe in empowering others and focus on creating leaders of leaders through coaching. I focus on understanding individual intrinsic motivations and drivers within my team, harnessing their potential and allowing leaders to explore their own leadership style. I believe in prioritising the collective growth of the team over individual growth. I think my team would describe my leadership as inspirational. I strive to foster a sense of shared commitment where motivation stems from a deeply understood common purpose. 

You mentioned connecting with people at an emotional level to motivate them. In a company as large as Accenture, how do you approach this? Is it one-onone, observation, or a combination?

 That’s a great question. Connecting emotionally with my teams is something I’ve made a conscious effort to develop over the years. I realised that technical expertise alone was not enough — I needed to better understand people’s motivations and how they felt about their work. One key for me is putting myself in the shoes of others and considering their stage in their career journey. What are their challenges and priorities? This helps me tailor my interactions and support them more effectively. I also believe that authenticity, honesty, and humility go a long way in building strong connections. I aim to be transparent about goals and acknowledge that success is a team effort. This open approach fosters trust and collaboration. In IT services, it is all about people. Investing time in people is not only crucial but also necessary. This means one-on-one conversations, focused sessions, and lunches with my mid-level team, town halls, and even responding to those who reach out unexpectedly. It allows me to understand their perspectives and challenges, not just to provide solutions, but to ensure they feel heard and empowered to find their own answers. True motivation stems from sensing opportunities and seeing room for individual growth. I strive to create meaningful work and work culture for the team that will push them and open avenues for their career development. So, it is a combination of direct interaction, active listening, and showing genuine care for people’s professional and personal journeys. In my perspective, even simple, informal conversations can make a significant difference!

In light of the increasing prevalence of remote work arrangements, there seems to be a growing trend towards individualism. Some people may question the value of teamwork when they perceive themselves as strong individual performers. How do you respond to this trend? 

You’re right about the challenges and the need for an approach to address this. The shifts caused by the pandemic and our increasing digital reliance have certainly made people feel more isolated, impacting their collaborative spirit. It is crucial to address this with empathy — individuals may be struggling with work-life balance, feeling overwhelmed by choices, and experiencing burnout despite being constantly connected virtually. To combat this, I have implemented several interconnected strategies. Creating teams with a clear sense of purpose is essential, even for tasks outside of standard project work. Assigning ownership of areas like cultural events and town halls requires collaboration for success. Publicly celebrating these team wins reinforces the positive outcomes of working together. At the same time, consciously emphasising the “we” over the “I” in all communications fosters a stronger team mentality. Recognising entire teams for successful projects, not just spotlighting individual stars, further demonstrates the power of collaboration. Instituting team awards serves the same purpose, reminding people that recognition, even more than monetary rewards, can be incredibly motivating. Importantly, we cannot underestimate the impact of mental and physical well-being on a person’s ability to collaborate effectively. I have been talking about physical activities, mental well-being, and work-life balance in group conversations to create a healthier and more open mindset. One other aspect that I am trying to inculcate is to express the vulnerable side of a leader in a large forum — that gives confidence that after all we are humans, and despite our roles, we deal with the same ecosystem outside work. It is a continuous and evolving process requiring both actions and open conversations. By implementing some of these strategies, we can create an environment where teams naturally rediscover the power and fulfillment of working together. 

Any advice that you would have for us b-school students?

 I’d be glad to share a few thoughts. First, remember to be grateful for the opportunity to be in b-school, especially a top-tier one like yours. It’s a privilege, and acknowledge the hard work — yours and that of those who supported you — that made it possible. Second, the plethora of options you will be presented with can be overwhelming. My advice is to choose with purpose, not just with material gain in mind. Money will come, but prioritise finding work that gives you genuine joy. Of course, factor in practical considerations, but do not let them be the sole determinant of your path. Remember the power of ‘We greater than I’. As an individual, one’s impact can often get limited. True fulfillment often comes from working collaboratively and finding satisfaction in giving to a team and seeing it thrive. In this rapidly changing world, adaptability is key. Cultivate a mindset of listening, learning, and being open to change. Finally, understand that the journey is as important as the goal. Results take time; embrace the process and focus on the steps needed for achievement. Do not get discouraged, keep moving forward! You belong to a bright and capable generation. While I believe in the value of certain fundamentals, I know you’re all far better equipped and informed than my generation was. To those joining Accenture as interns, make the most of this opportunity! Learn, observe, and gain insights about Accenture. And to your entire cohort, consider everything you encounter an opportunity. There are no ‘bad choices’, only ‘experiences’ that shape your path. Embrace this positive mindset, stay purpose-driven, and I’m confident you’ll make India proud.