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7 Questions with Neiha Joshi
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7 Questions with Neiha Joshi
Name: Neiha Joshi
Current title: Chief Operating Officer
Current organisation: Neema Education Foundation
Neiha Joshi is the Chief Operating officer at Neema Education Foundation where she is responsible for designing and implementing full business operation, developments and strategies, establishing policies that promote company culture and vision and Oversee daily operations of the company and the work of executives. On a mission to digitize the education sector, she is focused on improving the standard and quality of education and creating a digital education ecosystem.
Prior to taking on his/her role at Neema Academy, Neiha gained experience in fintech in SouthEast Asia and Business operations as the Regional Sales Manager for Mekong Area at Rosebay Consulting.
Neiha has been featured in Edutech Asia 2019 and has spoken at several industry events, including Digital learning Day 2019, 2020 and 2021
• Strategic Thinker: Proficient in creating Corporate Strategies that translate into product plans & roadmaps with a business focus
• Digital Technology Transformation Program Execution
• Defined next generation e-learning platform ,simplifying development, reduced time to market, and eliminated redundant efforts
• Collaborative Leadership: Achieve objectives through collaborative teamwork with multi-functional, multi-cultural & multi-corporate teams
• Ability to bridge the gap between technology & business
• Directly responsible for the company's strategic business direction & vision
• Strategic alliance and partnership
• Account Planning and Strategy
• Strategy & Operations – Sales, Marketing and Delivery
• P&L Management
1. What have you found most challenging as a CEO or executive of a large enterprise?
The most important in today’s fast-moving world is change management and to adapt with the fast-changing digital space which is the only way to bring competitive advantage. This year and last year have brought many changes in our working lifestyle and in our business as well. I have learned to adapt with the customer's needs and requirements. Introducing new features/ services such as live classroom, live test, assignment tracking and leaner progress analytics during the lockdown has made a huge impact on customer buying behavior.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I was a business and IT sector before I reached the leadership position but always kept organization interest at the top and customer at the center. I have handled diversified portfolios over the last 8 years which included sales, business development, operations and P&L responsibility for the MEKONG region. I have always had passion for self-learning and development . In my current role, I am responsible for the Nepal market and plan for the business expansion in South-east Asia.
3. How do you structure your work days from waking up to going to sleep?
I prioritize my daily tasks, make a to-do list, and plan my day accordingly. Two things I ensure that I do every day - Networking with my professional groups and connecting with my team daily. Get the updates on where we stand, what challenges the team is facing, how far are we to achieve our goal. After work, I prefer to spend time with my family and surf new things online as I am fond of learning new things.
4. What's the most recent significant leadership lesson you've learned?
A true leader is the one who drives the team along with him/herself and believes in the diverse workforce. A good teamwork is understanding individuals’ strengths and weaknesses and capitalizing/ harnessing those to get better results. Leadership lesson that I learned recently is that a person without a good team is not a leader. A leader is someone who motivates themselves and their team to achieve their goal going hand in hand.
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?
“Google” made me realize that we must adapt to change and change management is one of the most challenging things for the company. Taking a calculated risk with timely decisions can bring a huge impact in your life as well as in your business. And yes, I realized that it is especially important to be transparent and share information among your colleagues as needed.
6. How do you build leadership capacity in a large enterprise?
Leadership is all about mentoring, guiding, and helping others rise along with yourself and the company. I believe in fresh and creative ideas and try to involve my team to provide new ideas. Including the team members in decision making not only motivates them but they feel appreciated as an important member of the family. I believe everyone has a leadership quality but not able to identify it timely and always tried to create a culture of learning and innovation
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
We often forget how important our team members and colleagues are to us and the company. We are so much focused on developing strategies and generating revenue that we forget to ask the people working for us and what matters to them the most. I am proud that I have the right team for the right product and have been able to implement the right retention solution by being in touch with each one of the members and guiding and mentoring them in the right part. Listening to their ideas, problems, and solutions that they have come up with allows for open conversation. I always ask my team to come up with solutions/ ideas if they face any problem rather than whining about the problem. I think this has helped everyone in my team to become a problem solver.