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7 Questions with Shubho Chatterjee

helps you in your leadership.

 

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Jonno White

7 Questions with Shubho Chatterjee

Name: Shubho Chatterjee

Current title: Business Advisor

Current organisation: Independent

Shubho Chatterjee is a dynamic, global, growth leader privileged to lead Fortune 500 and emerging companies for Digital Transformation, Strategy, Technology, and Operations. He has served as the Global Vice President Quality Management at Tiffany and Company, as Chief Information Officer at Miami Jewish Health Systems, as Business Transformation Head at Independence Blue Cross, and as Chief Information Officer at IKS Health. At each of these organizations, he has led with a strategic vision enabling deep transformation and competitive differentiation with sustained revenue growth, operating margin improvements, and superior customer experience.
He holds a PhD, Masters, and Bachelors degrees in Engineering, has received numerous industry awards, presented widely in professional forums and conferences, and has published in numerous technical journals and industry magazines. He was also Member of Technical Staff at Bell Laboratories (Lucent/Alcatel/Nokia) and Manufacturing SME at Toyoda-TRW. He also served as a faculty member, Department of Industrial Engineering, at The University of Tennessee and at Western New England University.
Shubho is a hands-on leader, equally comfortable mapping a process for improvement, writing business requirements, collecting data and running analysis, or testing apps and checking code. He is curious, an avid practitioner of six sigma and lean principles, a mentor and coach, a change agent, change manager, and influencer.
Shubho is also a sports and fitness enthusiast, a world traveler, an avid reader, and a terrific cook!

7 Questions with Shubho Chatterjee

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1. What have you found most challenging as a CEO or executive of a large enterprise?

To be able to consistently earn trust, motivate and influence associates, and keep focus towards the common goal.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I started my industry career at Bell Laboratories (now part of Nokia). I moved to a start-up and then progressively grew my career in Healthcare, Luxury Retail, and Technology. I believe that work is worship and customers and employees are the most important reasons for the business.

3. How do you structure your work days from waking up to going to sleep?

After waking up I complete the usual personal grooming chores. I prefer public transportation and have consistently used the captive commute time to read customer emails from the previous night. This gives me an insight into short-term and foreseeable issues, and long-term planning. At work, I will go through the regular and exigent commitments. Usually it is a mix of items that will require my attention. This is also interspersed with business travel. At some point during the day, I will devote time for physical exercise, both cardio and strength training. After I leave work, I contemplate on what I accomplished that day and plan a short list of priorities for the next day. After reaching home and cleaning up, we sit down for a family dinner. Usually I cook on weekends for parts of the week to help out. Late evenings are for brief catch-ups and relaxation.

4. What's the most recent significant leadership lesson you've learned?

It is to be transparent and truthful when making decisions, when assigning work and responsibilities, and earning trust by living and practicing one's beliefs everyday.

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?

The Speed of Trust by Stephen Covey. I realized that trust is earned by one's consistent actions and an atmosphere of trust speeds business decision making and performance.

6. How do you build leadership capacity in a large enterprise?

I build leadership capacity by identifying where leadership is needed, what type, the extent of it, and inter-dependencies with other parts of the enterprise, and who they serve. It is identifying and installing the "right people on the right seats with the right driver".

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

During the presentation of the introduction and roll-out of the next generation product platform, the leader presenter went into so much technical detail that he lost the senior executives on what it would do for the customer and the business. This was a learning experience for me; that is, to communicate with simplicity for the lay person's understanding.