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7 Questions with Ravi VS
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7 Questions with Ravi VS
Name: Ravi VS
Current title: Architect | Curator | CEO
Current organisation: Invictus School of Future Foresight
I help to empower people & organizations to think, learn, innovate & perform. High proficiency in observation, deduction, forensic thinking & logical reasoning.
My work is renowned for authenticity and at times hard-hitting and provocative.
Through my insights-driven conversations and foresight mentor coaching, I help organizations, diversity and inclusion leaders, and high achievers appropriately disrupt the status quo to invite the art of possibilities, foresight cognitive agility, and the diversity of thought necessary to achieve their goal.
My experience in a range of emerging technologies, data science, AI, cognitive psychology, behavioral economics, and anything that provides insights into how people think, behave and change. This helps in my assignments on blended learning strategy & solutions that impact performance; deliver keynotes, panelist & workshops on learning agility, hacking leadership, adapting to culture change, talent hacks & the future of work and work from anywhere; and a whole lot more on insights of emerging technologies.
I have co-designed foresight talent competency, performance learning solutions & process for some of the largest global companies and gained global reputation, for my work in futures & foresight learning, creative & innovative thinking, business foresight and futures thinking.
My goal is to build a new kind of organization, society, community & to rewrite the textbooks on leadership & management that are relevant for the 21st century and not which is outdated and based on success models for a world that was, not to the world that is but for that is coming.
1. What have you found most challenging as a CEO or executive of a large enterprise?
Getting your people to work with you rather then for you.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
My partners and I come from diverse industry. Back in 1988 we got together and having a conversation and in the conversation one of the partners uttered "what are we going to do with all these knowledge , skills and experience that we have gained". There must be away that we can impart this. So we decided to open a leadership and management consulting company called "Impart Consulting Group" ...it was more of a hobby nothing serious and I was in between jobs became the CEO. We did quite well more than we imagined because it's more of passion rather then a business per say. We changed name to Invictus Leader, it's been 32 years going strong. It's still passion.
3. How do you structure your work days from waking up to going to sleep?
Since we started the business it has been work for anywhere. Very flexible no structured working hours. When we get a project then things become serious. We never advertised per say most of the assignments has been based on word of mouth.
4. What's the most recent significant leadership lesson you've learned?
The pandemic has been a great reflection. has given a deep insights and self realization. Leadership and management learning and development needs to be democratized. We need to build a new kind of organization, society, community & to rewrite the textbooks on leadership & management that are relevant for the 21st century and not which is outdated and based on success models for a world that was, not to the world that is but for that is coming.
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?
Future Shock by Alvin Toffler. It's not your leadership style, trait or characteristics that makes you a leader it's how you THINK with possibilities and RESPOND.
6. How do you build leadership capacity in a large enterprise?
The early stages of the business you look at new ideas and innovations but as you grow, it's about nurturing and growing your team to evolve, discover, learn, think explore and lead. I use real conversations technique to look for new ideas, solutions and innovations for the products and services that we offer. It's not about its about your people and how they they grow and indirectly you build the leadership capacity and capability.
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 were running a program for a client to develop blue collar employees to white collar. English language was a barrier. They can understand but unable respond proficiently. Over the course of journey apart of teaching them about supervisory skills we helped them in their English proficiency. They went back to their home and community teaching English and cultivate reading habit.