7 Questions with Jabbar Ali Inamdar
Name: Jabbar Ali Inamdar
Current title: Executive Vice President business Head
Current organisation: Avtec Limited CK Birla group
Graduate Mechanical Engineer with post graduation in Management, 30 years rich experience in Automotive powertrain industry business, handling stability & sustainability with profitable growth of the India business in Top Leadership CXO roles from the last 10 years.
1. What have you found most challenging as a CEO or executive of a large enterprise?
During business setbacks due to external influencing factors ,to keep the business stable and manage the team intact , manage cash preservation and funds management, along with customer centricity , and keeping stakeholders interest sustainable.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
Having Engineering & development strong foundation, product management skills along with operational techniques & business acumen to take calculated risk n accurate business decisions in time , I could promote products to customers & technology transfers needed by customers , efficiently with building trust & confidence among customers through value proposition in customer delighting indicators , had multi fold top line & bottom growth in least time , turned around businesses, so climbed as Business Head , CTO & CEO .
3. How do you structure your work days from waking up to going to sleep?
Personal time of 2 hours in the morning for me, 4 hours in the evening for family , middle 10 hours for my business , bifurcating it into daily Management and Policy Management, monitoring controlling & reviewing every performance indicator critical to business with its periodic frequency predefined, dedicated reviews for short term & long term business strategies , objectives, initiatives and timely actions with their evaluation of effectiveness. Gemba visits operations daily and employees connect to evaluate their engagement and motivation level , adhering checks on all compliances.
4. What's the most recent significant leadership lesson you've learned?
Need for continuous transformation through change Management, for business stability and sustainability with profitable growth .
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
I feel it's not right to say ..
SEEING IS BELIEVING ..
I always say to my team...
BELIEVING IS SEEING.
I learnt to BELIEVE in the GOAL which we wish to achieve first in my VISION , then SEE that we will achieve it through precise mindset and planning , and thereafter achieve the GOAL without distraction, not as a TASK but as a MISSION....and SEE that we have achieved it..
6. How do you build leadership capacity in a large enterprise?
Team building , employees connect , engagement & motivation, customer centricity , stakeholders returns, business excellence techniques in every business function deployed
effectively and efficiently, change management , and compliance adherence..with business stability, sustainability and profitable growth.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
"I " can not bring the change & transformation in business....rather it is " WE " ...who can bring it...
Learning always to improve and excel for BETTER THAN THE BEST ...