Mala Ramakrishnan Teaches Operations

Leadership Masterclass - CEO with Prithwi

This is the last episode of the leadership masterclass podcast and the office is the one with highest responsibility: CEO. I speak with Prithwi Dasgupta, CEO of SmartKarrot, who has risen from the normal ranks of leadership to becoming a co-founder and CEO of SmartKarrot: Five key takeaways from this episode are: 1) What a lot of candidates that apsire to become a CEO miss - is the grind, the sacrifices and the risk/uncertainty. Glamorous from the outside, absolutely demanding on the ground. 2) A CEO needs to shed the ego and be ready to proven wrong again and again, pivot and move ahead with speed. 3) Hiring for the C-Suite is based on the challenges that a company needs to solve at that point in time and to pick the relevant candidates. Ofcourse getting into the C-suite (for other positions) requires some familiarity with the leadership because it gives a head start.  4) A CEO cannot be an all-rounder. However, if critical metrics can be defined for each function , the COE's job is therefore to they  measure them based on those metrics. Breadth definitely helps. 5) When it comes to handling opposition from the board, investors,  internal team, fellow leadership - a CEO always needs to take a balanced decision and not give in to any one pull. Now let us talk Customer Success, as SmartKarrot is about CS: Lightning Talk: In the long run, the success of CS will be measured by tangile outcomes and hence, CS needs to own post sales revenue. And SmartKarrot was born out of this vision and helps CS to achieve this specific GOAL. SmartKarrot also offers plenty of playbooks, tools, conversational AI and some custom built tools that bring tremendous benefits Customer Success managers. Check it out!

Mala Ramakrishnan Teaches Operations

In this episode on Operations, Mala Ramakrishan decodes the office of Operations:   1) A COO stands hand in hand with a CEO holding equal responsibilities for the overall achievement of the company's goals 2) Operations is all about execution of the stated strategic vision 3) A COO is responsible for Operations of all kinds, business, IT, program and revenue.  4) A COO needs to have a good understanding of almost all aspects of the business to be able to drive the results for each 5) Usually a COO holds dual responsibilities - Such as of Product or Sales (Sheryl Sandberg in Facebook) 6) AI is compelling and evolving for Operations to make better decisions and to eliminate manual labor. This and a few of her best and not so best moments in her career and ofcourse the rapid fire round! Listen in!

Dr. Michelle Teaches Strategy

In this episode on Strategy, Dr.Michelle talks about one of the newest and evolving topics at the C-suite, which is Strategy. Traditionally, strategy has been defined to be something: a) That helps an organization retain its market share b) Prevent competition from capturing its market share. However, strategy is much more. It is culture, it is product, it is product evaluation, competitive analysis and much more. It is an entire framework for growth and goes beyond just revenue. Listen to this and a lot more in this very informative podcast!

Leadership Masterclass - Diversity with Eugina Jordan

Hello All, In this episode of leadership masterclass, I speak with Eugina Jordan, a champion for diversity and the voice of women in leadership. - In her early days, when she attended the MWC conference, what shocked her was a lack of waiting line in the women's restroom which made her realize there are so few women in tech/leadership roles and also made her write the book "UNLIMITED" - Depending on the size of the organization, it is good to setup an exclusive Diversity office under Chief People officer ; For smaller organizations, make every leader accountable for diversity by setting clear goals. -  There definitely exists a system (a biased one) which does not favor the under represented. The only way to overcome this is through persuasion and grit. - Women need to build their confidence and go after every coveted job and leadership roles - Instead of asking women to "Lean In", why dont we ask men to "Lean out" and sponsor a women for leadership roles? - Women need to understand that building a career takes the support of a village - Network, Community, Family and friends. Lean on them to grow in your career. - Find mentors and sponsors actively instead of waiting for the diversity office to find sponsors for you! This and a lot more in this episode. And do not forget to check out on her book "Unlimited" which is topping the charts in Amazon and is already a best seller!

Jay Nathan teaches Customer Success

In this episode of Leadership Master class, Jay talks about: How a simple zoom call (GTM plans based and customer outcomes, automation) started to serve the CS community grew up from 30 people on call to 75 and 150 and now a thriving and one of the largest CS communities How the community takes a wholistic approach to not where CS is going but where SaaS is going and to be able to ride the wave There is no one size CS fits all - depending on whether you are a product led growth, SMB/inside sale, Enterprise organization, follow the best practices of CS for each of these GTM models.  Organizations that were measuring results and focussed on their current customer outcomes, had 6 times longer LTV On how to structure a CS org, assign resources based on the needs of the problems you are trying to solve rather than following blueprints. Testimony for CS having an impact on GTM - By the time SaaS 60/70M most of new bookings come from existing customers.  A contract is the foundational element of a relationship. If you don’t understand contract, you don’t understand the business. Want reference customers? Dont try to wow them. Just try to deliver on the brand promise.  Try and make things simple for the customer! Onboarding must be a separate Ongoing , separate support from CSM which ties closely to product One big unspoken Digital CS/Scale CS - Building a central community hub where customers go for everything, is a form of scale CS and customer enablement CSMs should maintain focus on the ongoing customer issues and deliverables and not really focus on selling as it involves a different skill. AI will eat CS? No. AI is going to make us more efficient and effective at what we already do