Good morning. I am here at IIT Bombay and it is a beautiful campus out here and each time I come here, it is fascinating experience. My name is Ravi Kodukula. I take care of learning and organization development at JP Morgan Chase, the India Global Service Center.  When I talk about learning and organization development, I had this particular part of the business for the last about five years in JP Morgan and before that with equally worthy brands and corporate organizations for the last about 15 years in the learning and development space. Now, while learning and development is a very sacred space, obviously it is always a great place to be particularly when you stand up and deliver a package of knowledge. For example, to a good number of people who are at various stages of their own learning and doing and it is a great feeling whenever I impart some knowledge skills or process abilities and build those skills and knowledge and people that I lead in organizations like mine. The views that I am going to express over the next three and a half or hours are going to be through my personal experiences and professional experiences in organizations like JP Morgan, but the organization does not subscribe to some of these thoughts. So, the interactive dialogue that I am going to have with each one of us in this room and when I say this room, I am not referring to where I am sitting, but I am referring to a host of the classrooms, the theater rooms, wherever you are in your own institutions. So, that would be the mode of the conversation that I would like to have with us this morning. Now, I love my voice, but that does not mean everybody in this room really loves my voice because as a training professional we are trained to really use our voice to the best of our ability and communicate in a way that is convenient for me of course, personally and a host of others who are listening to me and trainers most normally love talking, but I am not going to do all the talking today.  In our terminology and I am going to throw a bit of a jargon, you may note down some of these things through the next kind of time that we are going to spend together. You may take down notes for whatever they are worth because I have this 224 and a half slide presentation, but I am not going to show that to you because it is going to be worthless because as these days are most normally a good number of you would say who needs a white head you know person from a corporate organization when we have Google. So I am sure whatever I am going to share with you you would always find on Google if you were to do some G-search. People stop doing research these days they do G-search. So once you start doing your Google search I am sure you would find much and more about what I am going to talk to you and share with you today. But what I am going to share with you is going to come straight from my heart and through my own experiences of having spent my kind of life with organizations, corporate organizations particularly. To start with I think it would be a good idea for me to share with you that I was not born in the training, learning, development, organization development and which is a larger part of what you would today know as in organizations as HR or human resources. But I was a person who started off with an organization called American Express and I am sure a lot of you would know the organization and the brand. It is a financial services company with a very large presence of being one of the biggest firms or biggest brands in credit cards and allied financial services. When I started off with American Express I was in card operations. I was not in training. I was not in human resources. I was in card operations. Perhaps even before we heard of call centers in India I think I was one of the first call center agents or call center executives or representatives or whatever you would want to call. Not exactly in the same form as we know the call centers today. Call centers the way we know them or if you want to ascribe a another name for this or another couple of names for this one definitely is BPO or business process outsourcing or business process offshoring and another name for many of the call centers the way they evolved and of course today we do not call them call centers anymore. We also call them contact centers for example and the other name that you could possibly see or have heard is called the ITES or Information Technology Enabled Services. So when you look at this industry which evolved or started evolving sometime during the early to mid 90s I was a part of the early story that evolved. So with American Express in the card operations at the call center we used to call that the telephone service center and from there on where I spent about two and a half years the next two and a half years I spent in American Express travel service. Now that was a big change for me and I am going to talk to you about change a little while later in a more detail way and what that could possibly mean to all of us. And the first change that I have had in my life was to really look at how do I move and really look at some of the different processes and completely different business within American Express from credit cards to travel service. But I was always fascinated during those times by the amount and the kind of training American Express as a company parted imparted to me and to a host of others like me. As a budding new young executive in a young economy which at that time Dr. Manmohan Singh had opened up as the finance minister in the congress government under P. Veena Simarov as the prime minister. So if you may not have been born at that time but I am sure you would know some of this history as how India really opened up in terms of wider economy. During those times we were opening up FDI or foreign direct investment in a small little way and many of these multinational brands had started coming into India and I would think quite fortunate to be able to be a part of this entire growing industry. When I look at the way I transitioned from operations into training or learning or development organization development or whatever you would want to call it. I would love to believe I had this knack of an ability to communicate and communicate well and obviously communicate is one of the bigger skills and it is an ocean when we talk about leadership skills and leadership qualities. I will talk about that as well a while later. So I am going to talk to you a little while later about change and communication and how some of these skills are going to stand us and qualities that are going to stand us in good stead as we progress into our own careers and corporate lives etc. As I was talking to you about my own journey at that stage it was I was very fascinated by the people who used to stand up and deliver a lecture for example just exactly the way I am trying to do this with a good number of you today. I was quite fascinated by the way they conducted themselves, the way they stood, the way they spoke, the way they used their entire persona and their style to be able to be impressive. That was one of the first triggers as to why I wanted to be in training, learning, development etc. Now it was not an easy journey or easy transition because my training head at that time would not believe that I can possibly do that job. But there is one quality that I thought I possessed apart from my own ability to communicate was persistence. And I am going to talk to you about persistence as one of the leadership qualities as well a while later. So I am going to talk to you, I am just adding this up in the list of leadership qualities that I am going to talk to you about. So I am going to talk to you first about change then about communication. I have said that a little while ago. I am just writing this for my own reference and if I forget which normally happens with whitehead folks like me, so please do remind me that I did tell you that I am going to talk to you about them. And if I do not, I would count on you the young folks to really remind me about this. And the third thing that I said I will talk to you about is persistence. I will come back to these three and host of other qualities of leaders and leadership in a while from now. But here is the deal, persistence. The reason why I say persistence for the quality that I thought I had practiced and possessed at that time was primarily because I had this dogged perspective that I can make a good trainer of myself and I am talking about almost 20 years ago. And I chased and chased my operations head and training head and finally about a year later he gave in. He said okay, I think you can be here. He put me through a series of rigorous tests like many of you in your technical schools go through a lot of tests to prove your worth, you prove to your faculty, to your teachers that you are capable of doing some of these things. One of the critical tests that I still remember that I was put through was for me to stand up in front of about 10 people and I was asked to deliver a training course for about half an hour. And I think I had tough competition but despite which I flew in through that particular test with flying colors and I was in the training space. Now when I look back at those 20 years that I have spent in the training and learning and development space and normally think about how people transition and change their careers and their lives and their roles. On a lighter note I always say when you cannot do your training what that means in English is I was probably a misfit in operations. So that is the reason they threw me out of operations into training. The next stage of training normally is when you cannot train you consult. So what that means is probably I am headed towards consulting sometime in the future. But the idea is in corporate organizations like mine I think we do a lot of consulting in our roles every day in and day out. Consulting in a role like mine for example is for me to be able to meet with my internal customers and look at what they need from a issue or a challenge or a problem that they are facing and then look at how I can possibly help my internal customers through that challenge and probably design and develop and deliver solutions that would be best fit for them. And the reason why I say I had learning and organization development is because learning is a fairly specific technical science whereas organization development if you were to really look at some very classical and very simple definitions is about how you identify an issue or a challenge that may that the organization may be facing and then try and design and deliver a solution to address that problem or an issue. Simply put organization development is two things number one fix what is not working through a solution that would be best fit in that situation or look at the future for the organization and prepare the organization to get to that stage. So let me give you an example a corporate organization might face a problem like hey I am not getting the right talent from technology institutions and what should I do about that. So a typical solution and I am not saying this is the only solution but a typical solution could be how do we put the right kind of tests or right kind of assessments for each of the technology schools or the technical schools where a corporate organization might go and select people. How do we devise those tests or assessments? What should go into those assessments? What questions should be asked? How do we prepare our questionnaires? How do we prepare the institutions so as that the students at institutions like yours for example are able to recognize some of these questions and are able to respond them the way corporate organizations would like to have those answers for example. The reason why I am talking about the questions and answers is because of two reasons number one you know what this means because you folks have been cracking examinations and test all your life and that is something that we in academic institutions really cherish. So when you look at any of these questions and the way you would respond to those answers is primarily because corporate organizations would want the best of the talent in the corporations. So the questions are designed and devised in a way that you are able to best respond and the best responses are of course then taken into account and the selection made on the basis of that. So the idea is how do you then know which questions or what questions are asked and how do you go about responding to them. So those might be some of your first set of leadership qualities or leader qualities or qualities of a leader the way you would want to build and that I refer to as subject matter expertise and that is one of the hard skills or qualities that I am going to talk to you about. So I have talked about four things until now I will keep adding to this list and I also know a good number of you would have seen the video that we circulated in which I talked about qualities of leaders. So the fourth thing that I talked about is subject matter expertise and I will come back to that in a while perhaps I may not talk about this the way I know it so I would love to have you ask me any kind of thoughts or questions that you have in your mind so that I know that I am responding to those questions to the best of how you like to receive those responses. The three things that I talked to about in my video and I am going to cursory refer to them a little while later not now in detail are integrity, proactiveness and taking responsibility or taking ownership. Now these are the three things that I talked about number one integrity, number two proactiveness and number three taking ownership. So those are the three things you would have heard me talk about in the video. So let us see what you remember of them and what do you mean by them through your own personal examples of having spent the 18 years that you have spent on the face of this earth 18 plus years I would love to believe I am 18 till I die. So don't go by what you see on my on my head. This is the new L'Oreal shade of a die. So I am 18 till I die. So I am going to be as responsive to you in your own language as much as possible hopefully. That's primarily also because I have a 16 year old son and a 14 year old daughter and at times I am able to be in tune with the language that they speak and but most of the time trust me I cannot understand what they talk about because their language is very cryptic in say for example I am sure this is a very stupid example but they say papa got lulled which essentially means I have been taken for a ride that's what I would like to understand but of course there are such abbreviations and acronyms that they use which I do not have a clue of but coming back here I think I was talking to you about subject matter expertise which is what you have learned in your technology schools and how that needs to translate into your responses to the questions that corporations might ask you at the stage of selection they will come back to that as well. So in this entire rambling of what I have said over the last about 15 odd minutes I would think the three or four qualities that I talked to you about leadership change communication persistence and subject matter expertise have held me in good stead over the last 25 odd years that I have been working with organizations. So I would like to take a pause here and see what thoughts do you have about what I may have discussed with you in the videos or what I may have spent time discussing with you over the last 15 minutes and then we will take this conversation on as I said I would love for this to be an interactive conversation I would see which institution or which school technology school is going to be asking me questions I have this in front of me so I know the first question is always the difficult question to ask and there are no chocolates for the first question. So here is the choice that I have if you do not ask me questions I will ask you questions. I see a few of you I see a lady in green Dupatta over her over her head and a few I see a yeah that's the one that's the one yeah don't hide behind the camera. So anybody who can respond to me what does leadership mean to you? I am Meghla of third year biotech from Mid-Kosheneng engineering college leadership is taking the entire responsibility if I am given some job as a leader and we are working as a team so the the role of the leader is that if in case the project we are not able to complete it is the responsibility of the leader to take the whole responsibility if in case it has failed then if it is also success then the leader should be someone who should give the entire credit to his team and that is what leadership to me. Wonderful, wonderful thank you very much okay Meghna I think what you are talking about is personal ownership and accountability this is something that I have talked to you about in my video as well did you see the video by the way? Yes sir I have seen the video. Okay wonderful so I'm sure your thoughts are also coming from the video so I'm glad you have seen the video and you have at least tried to recall some part of that video yes you're right the personal accountability is and ownership of a project that you take is critical is always important and to see to it that you whatever you have owned whatever you have taken as your job you completing that job is a very important thing to do as well and that tells people around you that you have been very diligent you have been persistent and completing your job that you have taken wonderful thank you what else so let's go over to another center one two nine two is our center and I see a lot of red chairs out there and of course a lot of people who have questions as well or thoughts yes gentlemen sir I think leadership is like something demonstration which is related to a country's society in which a man should play a role like I it took his own responsibility so that the society become a development okay there's there's somebody else who wants to say the person in that shirt according to me leadership is something if you work in a team you have a knowledge of equality of each and every person what's their strength and their weakness to fulfill the task of a company and other things okay wonderful so you have talked to me about two or three things the first person in blue who talked to me was about how you demonstrate some of the qualities in a society or for the betterment and development of a country so that I think definitely yes and what you talk to me anoop is a few qualities which are to do with how you know people in your team for example or the people around you wherever you are you could be demonstrating leadership not only in an organization or an institution like yours for example you could be demonstrating leadership there as well and you could be demonstrating leadership even in your society larger society or the family or the housing complex or wherever you live so those are a few of the situations where you can demonstrate leadership qualities and what I hear you saying is how you can possibly demonstrate leadership through knowing the people knowing the teams that you work with knowing their strengths knowing what they are good at knowing what they can be better at what is it that they do not possess what is it that they possess and use those strengths and qualities to the best of the benefit of your team as well as for the organization so very very good thoughts so my questions to the two of you then my next question so you know in the United States when they catch hold of a criminal they the first things that they say is whatever you say or do will be used as evidence against you so since you have responded to my question I am going to use whatever you said as evidence against you so I want from the two of you or from anybody else in that room what are some of the experiences that you have had in your school life in your college life about demonstrating the qualities that you just talked about for example if you worked in a project for example in the in the institution the hostel in the school in the college I am sure you would have worked on some projects maybe say coordinating the school annual event or the college annual festival so in some of these things how did you if you have an experience how did you put the qualities of knowing the strengths of your team members or teammates and how did that help you so I am going to go back over to you the person in the red shirt last time we were working on a project presentation visual electric material and we have five members we just I know one of my friend is good in searching in on that and I am weak in searching in that and I know his quality then I give him give him work to search the material and some of one of my friend is good in good in presentation and he can speak very clearly that then I then we take a part to give him to speak in front of a teacher. Wonderful thank you so you talked about two skills or two strengths one person is good at surfing the net even I am good at that I think everybody is good at that even my mother is very good at that these days in fact I recently gave her a smartphone and she now knows how to send me a WhatsApp message so which is a huge technological advancement in my family by the way so you talked about one person whose strength is to be able to serve the net but you know surfing the net is also a very technical skill everybody cannot do that effectively and efficiently because I can type what I want to type but do I know what to type and what are the right words to type how do I go about searching how do I go about filtering all that is a huge skill so I am glad you identified that strength in your team member the second quality that you talked about or the skill that you talked about is to put the presentation together that is another skill which many of us may not have at least I do not have very good ability to put a good presentation together because I used to do that when I was 10 years of age now I am 18 so I have lost some of those skills so I need to keep in tune with times but the idea is how do you identify somebody in your team who can do that better than you like putting the presentation together what should be the material that should go into the slides for example if it is a PowerPoint presentation if it is a flash presentation how do you then put the right set of images sounds and how do you mix all of that together how do you use multimedia to be able to put a very jazzy presentation together so that is again a skill so I knew I am glad you identified these two strengths in your team members so that helped you do what my friend what was your goal when you started off of the project do you think electric material short so for this the research on on the internet helped as well as the ability of your other team member to put the presentation together helped is that correct okay so my question to you is what did you do first of all I just convince all my members and then I am also working I collect all the information and just type there no it is this is right or this is wrong I don't think we put them so you know what you did what you just said is a very good leadership quality the ability to identify the strengths and weaknesses in team members is a huge leadership quality do you know that and that is what you have demonstrated as an individual now in your own team you know somebody is good at searching or research somebody is good at analysis somebody is good at presentation somebody is good at putting all of that together etc etc so that identification of strengths and skills and also to be able to influence and convince people to do what the goal is is a huge leadership strength that's a huge leadership quality did you just realize that you used what is called influencing ability or influencing skills that is a good quality of a leadership or a leader so I am going to put that as the next leader skill which is influencing and that is a leader quality as well and while I am noting these down I am sure you might want to note some of these skills down as well because when you step into organizations corporate organizations or even non-governmental organizations or government organizations or social organizations what are the organizations you would use a lot of these skills because the very definition of an organization means more than me did you ever give it a thought what is an organization an organization is a collection of members which have definite task to achieve this task they work together absolutely absolutely are you an MBA school or a technology school I am from engineering okay good so very correct the definition of an organization means how do I have an objective or a goal and I put together a lot of resources to achieve that objective and I do not do it alone the that is the essence of an organization organization means to put everything together it's like coming together of organisms living and non-living so as that you organize you coordinate you plan you deliver you execute you control you manage and you do all kinds of stuff to be able to get to that goal that is what an organization means now my question to you folks maybe not just your college we will go across to another college perhaps what is the first organization in your life that you come across any thoughts any idea what is the first organization my school and my family I think it's your family first because you were born into that family and your family is the first organization school comes later after school your technical school or a management school or your college or whatsoever the higher education comes next what comes next is a work organization a work organization could be various types you could be working inside an organization while you're still at a college you could be getting into a college into a work organization through a job that you would get at the campus that could be the next organization the colleagues that you work with the people that help you deliver your job how many of us think when we get into organizations we can actually work by ourselves and we can deliver everything is that possible in my organization for example I'll give you a very simple example to sit here in IIT Bombay there's a lot of team members of mine who have worked for me to make this happen and this is not just within my company for example it is also my colleagues at IIT Bombay for example in order for me to sit here there are at least four or five technicians or the people who know this technology I don't know this technology at all as to how I'm able to talk to you so there's a host of people who are sitting here right next to me and right with me who have made that possible so that is an organization there's a lot of people within my own team in my own company who have helped me put some of these things together so that I can possibly be here today so that is another organization so organization comes across we come across organizations at various levels family is our first organization and that is where we start knowing about leadership so let me ask you we'll go to another institution thank you Anoop and the person in the blue shirt if you could sit down you don't have to stand all the time thank you very much so let's go across to another institution and let's see yes 1061 so I would like to check with you I would like to ask you folks what is that first leadership quality that we see in our families and my father sir okay father what did you observe your father do which you think is a leadership quality why not mother why the other is also one of the media but not for my characteristic so only my father's leader okay and what leadership quality that did your father demonstrate okay anybody else my mother is having a good quality is leadership his distributors of work from me and my brother is get the work from me and my brother okay he's a good leader and good team leader I think he's having a you know wonderful wonderful so what would that leadership quality be the way you know it put a word to it if you can no sir what we know is my mother is no what I know what we do and my mother is know that know that my attitude know my I mean what I tell her mother knows everything that you that you do and the and your mother also knows what you're good at is that correct is that what you're saying yes okay wonderful so the quality that your mother demonstrates is called teamwork in my own words the way I see it your mother keeps the family together your mother ensures that everybody in the house in the family is able to get to what they do the best for example if you're good at maths for example I'm sure your mother would have helped you get to the right students or right schools or the right teachers so that you are able to do well in your studies for example my mother did that my mother was never she did not study beyond 10th standard and she is about 70 years old and what she demonstrated while I was growing up as a child is an immense amount of sacrifice an immense amount of understanding what the rest of the family members want that is a big leadership quality everybody cannot demonstrate that and a few of those skills that I wrote about this morning while I was thinking about my mother and my father is a very helpful attitude a very attitude of sacrifice for example a mother demonstrates this quality we talk about our fathers in a conventional traditional setup these days I'm sure many of you sitting in that room will have both maybe your fathers and your mothers working in some kind of jobs or roles or whatsoever in organizations but when I was growing up in many of the families the mothers used to be homemakers or as we used to call them housewives we call them homemakers now now the one of the biggest characteristics or qualities of a mother as a leader is sacrifice and that is something that I can learn from my mother that I put normally to use even in corporate organizations what does your father demonstrate in your family for example for any of you who may have seen some of those qualities what did you learn from your father motivational inspirations how to tackle without any unawareness wonderful so I heard you say three or four things inspiration motivation expressing yourself and problem-solving I can't hear you in unknown situations or situations where you do not know what you need to do but what you have learned from your father as I understand is how do you solve problems in situations where you do not know how to solve problems for example correct one so think about some of these qualities these are all qualities of leaders that we learn from home these are all qualities that we learn from our families you don't have to be in a corporate organization to learn these skills or traits or behaviors or characteristics or qualities you learn them in your first institution that you come across in life and that is called a family first organization what did you learn from your school let's go to another institution let's go to another school and see what leadership qualities have you learned from your schools okay maha kaal institute of technology Ujjain Madhya Pradesh I see a lot of people there so thank you very much the man in the white shirt I'm calling you man and not boys and girls because you're already in college and you're going to be graduating into corporate organizations very soon what's your name my friend good morning very good morning sir Gauri tell me Gauri what are the leadership qualities that you have learned from your school in my school life serve many time I showed my leadership quality like when I used to read in my school from 6 to 10 so many time I have become monitor of my class and many time when instructions come from my headmaster and he told me that you have to circulate this information in your class and you have to maintain the whole environment of your class anybody should know to do mischief in your class and any type of problem is arrived in your class so please inform me so this type of leadership qualities I showed in my school and many times I have recognized my friends which have some qualities in sports and which have some qualities in the academic so I have make two or three groups of students who are in strong in a sport and some are strong in the study and if anyone needed help in the study so they two or three persons group of students who are strong in the study help them and the student who need help in the sport activity that group help that student in the activity of sport so many times I have put my skills on these activities sure wonderful wonderful good so what I hear you saying is you were the monitor of your class because you demonstrated leadership qualities now obviously you are class may such as a sharati hota hain usko monitor banata hain I do not know all of you in South India institutions would not have followed me what I just said the most mischievous boy or girl in the class is always made the monitor so who is that you were you very mischievous in your class that's the reason they made you the monitor no sir I mean in my school life I was always serious and sincere and in my this quality life I am also in serious condition I'm just joking so don't don't don't worry I'm just joking so the quality that you learned by being a monitor is how to monitor and control it's a big leader and a manager quality in organizations why is that important because when you are managing a lot of resources which includes time money people energy a lot of things in organizations it is important to know how you are how those resources are getting utilized for example my budget to do a particular task or assignment or a project is say 200 rupees or 100 rupees I'm just taking an example it could be 100,000 rupees or 100 million dollars as well if I have a budget of 100 rupees and I need to complete that project in two months with five people as my team I have to make sure that I spend not more than 100 rupees if I spend less that's wonderful not ask for a sixth person in my team because more number of people means more cost I need to complete this in two months if I exceed even one day there is a cost to it do you agree or do you agree for example if a time is crossed timeline is crossed there is a cost to that for example if I have to pay my five people for two months I have the budget for 100 rupees for that but if I if the project extends to two months and five days or two months and one day or two months or maybe three months then I have to pay these five people for one more month and I do not have the money for that so if you really look at it monitoring controlling planning budgeting executing and delivering all of these are very good leader qualities that you have learned from your school do you agree or do you agree and agree with you sir yeah so we all are learning and demonstrating leadership qualities in our own lives both in the family at school and now in your higher education colleges etc so let me go across to another institution where I am I am going to ask you what are the leadership qualities like what we heard the first time with Anup and the other gentleman the kind of qualities that you have demonstrated as a leader is to be able to influence is to convince is to identify the strengths of people and how do you use those strengths to complete a project so in your colleges where you are right now what leadership qualities have you learned sir in my college I learned how to manage the difference kind of situations how to manage people who are not with us and how to know different people's abilities knowing their skills and how to use them efficiently to a particular task wonderful wonderful great so just as what we seen the first occasion or the first case first college where we had a project to do and one of the team members was good at research the other person was good at putting the presentation together the third person was good at analytics etc so likewise one of the leadership qualities that we demonstrate in our colleges is whenever we are doing a project whenever we are doing an assignment whenever we are submitting a project report we do that very often in our colleges in our subjects don't free so the idea is what kind of a technical expertise do I bring in what kind of a subject matter knowledge do I bring in how do I put all of that together and then work towards the project thank you very much you have a question my question is that is it required for a leader to be perfect in his skills sir it is required for a leader to be perfect in all these skills good you know everything about his skills sure so I will answer that question please sit down thank you how many of us have heard of Superman it's a stupid question I'm sure everybody would have heard of Superman how many of us have seen a Superman movie I can see some of us in this room at least I see a raise of hand so I'm assuming everybody has seen a Superman movie Superman means Superman can do everything Superman is the most perfect person or perfect being I don't know if he is human being is a cartoon character but at the end of the day a Superman is expected to know everything do everything learn everything and the most perfect creature on earth in order for us to be Superman we need to be wearing the red underwear over our blue suit and have the cloak at the back of our bodies and then do this fly can we do that okay maybe we can wear a red underwear over our blue suit that is possible put our cloak at the back of our bodies that is also possible but can we fly maybe like this what the Superman does so the thing is the reason why I'm talking about Superman is just in on the light of note but on a serious note everybody cannot do everything that is for sure and everybody even if we wanted to cannot be the most perfect in all the skills that are required for a leader or a manager in an organization that is the beauty the beauty is I do not know everything I cannot do everything that's the reason I have a team that's the reason I have a team both at my peer level peer means people who are at the same role designation grade may be taking more money home than I am but the beauty of that team is we all are experts in what we do the best for example in my team in my organization there is an HR head human resources head this human resources head is required to bring the people focus into the way the organization does the business is he the CEO of the organization no can he be the CEO of the organization perhaps yes we have a CEO the human resources head reports to the CEO what does the CEO do the CEO has the skills to bring all these resources together people finance marketing operations legal compliance risk controls and a host of other things that he is best aware of the CEO the CFO CFO chief financial officer he is the person who knows money CHRO or the person that I was just talking to you about chief human resources officer CMO chief marketing officer a CLO chief legal officer is a lawyer can everybody be everything I don't think so can the CEO be everything no what does the CEO do the CEO brings in the qualities of a leader where he's able to coordinate all these people because in an organization you need to have somebody who brings all these things together that is a quality that the CEO has the chief human resource officer is good at people chief finance officer is good at money chief marketing officer is good at advertising chief legal officer is a lawyer he's good at making the company work in the most legally productive way so to answer your question my friend can one person be good at everything never can one person be good at bringing all of these things together definitely why not does that answer your question my friend yes sir so the question to you then my friend is do you want to be the Superman wear your wear your red pants over your blue underwear or whatever or do you want to be somebody who can have a peripheral knowledge you can have a knowledge about all of these things and then you have these skills to bring all of these things together that is also an important thank you yes sir sir what should be an approach of a leader that if his or her teammates are not responding in a perfect cooperative way in a team and for example if I ever group of five people of which three are active members are participating in the event or the project or whatever we are working on and offer those five members to our inactive which are not cooperative or they're not helping the other members of the team as well so what should be my approach is a leader or someone separate so that the whole team functions in a very systematic way and the project to complete sure what's your name please I'm yes so yes have you faced a situation like this in your life until now sir I have not worked on such a project but I feel that if sometime in my life in future if some situation arrives then what should I be yeah okay so it's a more future-based question you haven't experienced a situation like this so in my life for example I have experiences multiple number of times so my question to you and the more questions you ask the more questions I'm going to ask you so the question that I have for you yes is why do people not cooperate what is the reason behind sir if they are not interested they may not be interested number one what else and if they don't have knowledge about that wonderful so they may not have the knowledge of the skill about doing that task what else yes they don't want to operate they don't want to cooperate is what you said but why would they not want to cooperate so you have told me two reasons one they may not have the interest and they may not have the skill what else and one more thing that they might not like to see me as a leader so they may hate you okay it is a very strong word so they may not like you yes they might be interested if they were the leader of that particular okay so they want to be the leader and they do not like you as a leader so that is one yes what else there is a very big reason why people do not cooperate you of course there are there's no skill there's no interest and they may not like you as a leader they want to be the leaders themselves what else the one of the biggest things that I have experienced in my life why people do not want to cooperate is also because they do not see an incentive what that means in English is I'm doing this job but what is in it for me why am I doing it what is the benefit what is the incentive am I going to get cash am I going to get money at the end of it am I going to get fame am I going to get motivation or promotion for example am I going to be if I cooperated with Yash in the next project will he give me an opportunity to you know get promoted to being a leader or being a team leader for example so people look at various things to demonstrate or cooperativeness or camaraderie or teamwork or whatever you would want to call it and as you rightly said people may generally not be interested and why would people not be interested because they do not see a benefit and because they do not have the right skill to be able to do it how many of us know how to drive a car for example let me ask this question yes do you know how to drive a car no sir I am not trained okay not trained trained means what you do not have the knowledge you do not have the skill but if you had the knowledge and if you had the skill would you be interested in driving a car of course so here's the deal now you do not know how to drive a car because or not of lack of interest because but a lack of skill and knowledge yes sir and the person at the back who's raising his hand so let me ask him this question so do you know how to drive a car my friend yes I can drive the car you can drive a car but when you started learning how to drive a car why did you start learning to drive a car in the first place what is that was that was my necessity and that was my interest so if I learn the car then I can complete loss of task wonderful so you learn the car because you saw an incentive you were motivated to learn the car because that would save you time that would save you money may be for all that you know and it takes you from point to point at your own comfort and convenience so yes to your question we all learn to do things or we all learn to cooperate in teams if we see an incentive that is the biggest motivation for people now the question is as a leader what do you do to provide that incentive to people and everybody may not want the same incentive in a team of five people somebody may want money somebody may want promotion somebody might just want to impress the girlfriend the next girl in the team for example or boyfriend for that matter so a lot of people work in teams and try and cooperate for various reasons or not cooperate for various reasons as well so the question as a leader is how are you able to identify what motivates what person the question is how do you know who wants friends I am from Delhi I have lived all my life in Delhi I speak absolutely chased Telugu at home that is my mother tongue because I am from Delhi I talk in Hindi I love in Urdu and I drive in Punjabi I can speak a bit of Tamil some bit of Kannada because I go to Bangalore very often Chilmadi, Enjoymadi so these are the words that have picked up from Bangalore auto rickshaws then I can speak obviously some element of Bengali I don't know if we have any colleges from the east but if we do I can try Bengali as well but the reason why I am talking about this is because English is not our native language all of us including me I started speaking in English only when I got into work even in college I was not very comfortable speaking in English so the reason why I am saying that is whenever we talk whenever we stand up speak in a language that you are comfortable with don't worry it doesn't have to be English as I said I only have started and maybe speak the English that I do only for the last 25 years while working with organization before that at home I speak Telugu I with my friends I speak in Hindi and when I am driving I speak to everybody else on the road in Punjabi do you do that as well in multiple languages so let me ask you the stupid question what language do you think in have you ever thought about that Hindi sir actually we feel comfortable in Hindi because the environment allow me to talk with others in Hindi so they also feel very comfortable in Hindi in India yes but it depends on reason to reason wonderful but on this forum in this room we have a lot of colleges in Tamil Nadu we have a lot of colleges in I think Andhra Pradesh in Mumbai as well as well as a host of other cities and towns I don't think everybody is comfortable thinking in Hindi or talking in Hindi as well so the thing is please be comfortable if somebody can translate that into English for me that's also fine but if you want to talk in Hindi or Tamil or whatsoever please feel comfortable don't worry so let me summarize or recap what we have talked about until now I introduce myself I took you through a bit of a journey of my own life initially in my career how I transition from operations to training then I talk to you about how that change is possible and I have not yet talked to us about change as a big quality of a leader I will talk to you about that I keep promising you that I will definitely do it second communication is what I said is we will talk about as a quality of a leader I just now just before I came back here into this room I said communication in any language is absolutely valid and important now obviously communication itself is a big ocean in communication there is a lot of other sub skills that one needs to learn for example listening skills this is the biggest of communication skills that we often ignore how many of us think we are good listeners we all think good communication is about talking of course it is a good communication skill but amongst other communication skills if you look at it listening is one of the biggest skills next week I will be married 20 years with my wife of course one wife two kids is what I have now the question is have I been a great listener whenever my wife talks for example and men learn this actually when they get married they become very good listeners all of you are students in colleges I am hoping you do not have you are not married yet and maybe you might have your boyfriends girlfriends in the same institutional elsewhere but test this skill out I am telling you just test it next time your girlfriend or your boyfriend or your partner when they talk to you are you really listening now the question is how do you listen it is always good to say listening skills are very good or it is important to have listening skills but how do you listen you listen with your entire body entire person what that means in English is I not only listen to the words I also listen to the facial expressions hand movements body gestures because a lot of people talk with their entire person they do not only talk in words so the ability to listen to what is being said and more importantly what is not being said is a very huge skill or a quality of a good leader good leaders often sit back step back stand back and listen so that is one of the biggest communication skills that you can develop not only talking but also listening the next part about communication and I often say this about communication is it does not have to be restricted by a language you can talk in any language communicate in any language you can still get your point across the point or the objective of communication is to get your point across and at the same time receive a response back it is like a message the message travels from the sender to the receiver so let me demonstrate this to you so this is the message there is a sender and there is a receiver and the message travels across through a medium you can see this I hope yes you can so when the message travels from the sender to the receiver the receiver receives that message and at the same time the receiver acknowledges the receipt of the message how does the receiver do that the receiver nods his head okay I can understand now the receiver is sending feedback to the sender so the sender understands that the receiver has received the message more often than not what happens in communication if the sender means something and the receiver receives something else often happens in marriages like mine I have been married for the last 20 years as I said and oftentimes I mean something and when I send that across to my wife she receives that to be a different message vice versa I'm just joking don't worry it doesn't happen in my life anymore we have married 20 years now so the thing is listening as I said is a very good or important communication skill and as you would normally see this is a skill which many of us do not really practice very or are not conscious about this so if one starts with developing that conscious consciousness about hey am I listening well am I getting the message am I sending the message back to these sender or the talker or the speaker that I'm listening intently listening to him or her that is a good quality there are many other communication sub skills that we can talk about and perhaps that might require about another 4 hours but the point is in leadership qualities communication to the best of my understanding is the topper it tops the list communication skills or an ability to communicate well is like an airline ticket I'm sure many of you would have flown in an airline or an aircraft the airline ticket allows you to get inside the aircraft but whether you travel business class first class or economy is determined by your ability to communicate well let me say this again communication skills everybody has everybody each one of us in this room it's like an airline ticket it allows us to get or board the flight but good communication skills are those which then differentiate between whether I fly economy business or first class Purima Buja chain understood so what I mean by this is if you are wanting to develop yourself as a good leader please develop and work or keep working on your ability to communicate well so that is a good quality of a leader I've spoken to you about communication so let me take this off and I'll of course take any questions that you might have about communication or any of these other qualities that I'm talking about the third thing that I talked to you about was persistence persistence is that quality of a leader where you have a very dogged focus. Always has this focus you have to do it so you have to do it come what may you will you will continue to be focused on that you will put all your resources skills on that and eventually you will emerge winner so that accountability that ownership that I talked about in my video comes from persistence the fourth quality that I talked to you about is SME or subject matter expertise which essentially means I'm good at what I bring to the table I'm good at my technical skills I'm good at the knowledge that I possess about the technology that I'm working in whether it is IT whether it is civil engineering whether it is mechanical engineering it just doesn't matter whatever the field that I have chosen I am the best at that today for example in my own life after having spent these 25 years or whatsoever I definitely would like to believe and obviously when I sit here in an institution like this is absolutely a testimony to the fact that I'm talking to a lot of biscuits like you and I'm here at an institution like IED Bombay it's an accomplishment for me personally and professionally so in my chosen space I definitely do think I would want to be counted in the top 10% if I can be top 5 or top 1% definitely that helps but the idea is if I believe that I am in my top 10% I would love to contribute a lot back to what I've gained from my professional experience today I teach in a lot of business schools I teach in I interact with a lot of young folks like you for example it gives me a lot of energy it also tells me that this white hair is only a L'Oreal dye and I can definitely be able to interact with a good number of you and perhaps your language and try and contribute through my own experience back to maybe how I can influence you how I can motivate you to take on good careers in life and progress on this career so that's my aim in life and I think the subject matter expertise that I bring to the table and that is the crux of what we were talking about please be good at what you do the idea is then take yourself from good to great if you are good at it obviously you are is that airline ticket that I was talking about if you are great at it you'll not fly economy you'll fly business class so think about whether you want to be good in your subject matter expertise or do you want to be great so that could be a differentiator in the leader quality that you can bring about for yourself the influencing one of my friends in one of the colleges added is one of the skills the first leader quality that I talked to you about which I said I'll talk about in detail in a while is called change now my question to us and obviously I will not be able to receive responses here but in your own rooms I would like for you to raise hands and I would like for some of the institutions tell me back how many people raise their hands to this question so that question is to this okay so okay sure so I have sent this question across to you who likes change so I would like to see you polar yes or a no to this one okay we will wait for some time before I get some results here so I love I request each of the institutions in each of the colleges to okay that's a resounding yes and nobody says no which is good okay I don't know which is good or bad actually let me not comment on this till I see some more perhaps 17 responses 20 responses 23 responses 26 27 will stop the poll at 30 29 okay good thank you so everybody likes change which is a good sign let me admit that 35 responses everybody okay so I will go back to these to you once we come back from the break but here is the deal here is the deal here is what happens normally in life you're all lying you're all lying because nobody likes change except a wet baby only a wet baby likes change you know why Susu Hogyah potty Hogyah so the mother has to come and change in happy so only a wet child or a wet baby likes change everybody else is lying that we like change I would like my today to be exactly the same as yesterday or my tomorrow to be exactly like today on a serious note nobody likes change perhaps I keep reading these WhatsApp jokes and also the only other person who likes change is the bus conductor because he doesn't have change you have to give him change so the question is if we don't like change now how can we make this change a much more positive and a productive way for us to deal with so here is a deal when change happens typically we all go through this beautiful curve is called the cubler Ross curve of change management I don't know if you any of you would have read about or seen this earlier but this pertains to every aspect of life whether you're working in an organization in a school or you're in a family when you get married when you have children so change is happening all the time and change is the only damn constant in this world is the only constant thing that keeps happening you may like it you may not like it your tomorrow will never be the same as today and particularly the pace at which change is happening for example I was just analyzing the other day my father on my father's generation my father is 80 years old he is probably the generation which has seen the maximum amount of change in life when he was born there was no electricity in his village then the the bulb the electric bulb came into his life after that he used to go walking to quite a distance to school and then eventually he discovered that there is a bus or a cycle or something that they can take as a vehicle for example then he discovered he moved to us the villages were changing into towns the towns were changing into cities and there was a lot of hustle bustle and lot of other shift or change kept happening and the biggest change I think he saw in his life was when he used to work on a Remington type writer he was a government servant and he retired about 20 years ago so his office told him from tomorrow onwards or next month onwards will stop typing on these Remington type writers and we will get Microsoft word or keyboard and whatever else not if you see this this is the keyboard that he probably started working which doesn't look like a typewriter at all so that was another big change that he saw then he suddenly started seeing these good old telephones going away and mobile phones coming in then he today sees internet and everything is at the tip of his fingers he doesn't have to go to the bank to update his passport anymore many of you would not even know that standing in huge queues to book railway tickets or airline tickets is something that even I have done in my life many of my my parents generation have done like maybe some of your parents would have done that in your in their lives as well so the thing is change is happening all around us and change is happening at a much faster pace today than it was ever in the past so what do you do about it the first thing that normally happens when you're talking about changes how many of us have experiences change is happening for Sharma ji not for me Sharma ji can deal with the change I do not have to deal with change it's not for me or maybe you say you are everybody is going through this change but I do not have to go through this change I will continue to be comfortable and convenient about how I used to deal with things yesterday or the third thing why me why do I have to deal with the change etc etc then eventually after you're done with that you you normally experience anger frustration why the hell do I have to deal with the new technology yesterday I was comfortable with Microsoft word why do I now have to deal with an Apple laptop or a computer Apple software for example then you start bargaining what happens in bargaining they could be positive bargaining or a negative bargaining negative bargaining would be hey if I have to deal with this I won't do that so in organizations typically this happens if somebody has to take on new responsibility or a new assignment or a task you end up saying hey you know what if I have to do that I will stop doing what I'm doing or a positive bargaining could be if I have to leave something or stop doing something how can I start doing something new so that could be a very positive bargaining and eventually you start accepting the change and when you accept the change you move on now the question is how long do you spend at each of these phases some of us may spend minutes some of us may spend hours some of us may spend days months together but then the question is how quickly do we move on from denial to really accepting that change and walking ahead in life so I'll leave us with this thought I'll leave us with this change management process thank you very much take care


Statistics obtained from the 2021 Multiple Indicator Cluster Survey, MICS indicates that between three and four children die within one month of delivery in Ekiti, Ogun and or your states. This is just as the survey also revealed that the prevalence of child marriage in Ekiti state, according to the National Bureau of Statistics, these are worrisome indicators. It's a robust data, you know, but we don't want it to end as just data on the shelf. So the media need to reach out to all stakeholders, including the right holders themselves, children, you know, to really understand where they are or where the government and other stakeholders, including their own members of household and parents, religious groups, civil society organizations, what other roles do they really have to play? Now across most of the indices, we're not doing very well. Even where we are not the New West, in the South West, we're still not where we're supposed to be. It's suboptimal. So we need to look at anti-natal care. We need to look at skilled better tendons. We need to look at immunization. We need to look at postnatal care. These are all things we need to look at. Now how do we get to that? We need to look at as they go. We need to sit and understand what are the drivers that are bringing our indicators down. Is it a demand issue? Is it a supply issue? This data is being used for by government. They will now know where the state or the community they are really is. They need to now tell them where they are going, what the community needs, and the condition they have. So that is the essence of using data for planning purposes. This data is me.


Well, hello everybody. John Wall is here on theCUBE. Great to have you with us as we continue our series here at the AWS Executive Summit sponsored by Accenture. And today we're talking about public service and not just a little slice of public service but probably the largest public sector offering in the UK. And for with us or with us now to talk about that is Leanne Anerton who was in with the Intelligent Automation Garage delivery lead at the UK Department of Work and Pension. Leanne, good to see you today. Thanks for joining us here on theCUBE. Hi, thanks for having me. And also with us is Amar Narayan who is a manager director at Accenture. He's the AWS business group for the lead in health and public sector, also UK and Ireland. And Amar, I think you and Leanne are in the same location, Newcastle, I believe, in the UK, is that right? Yeah, absolutely. Yeah, we're here in the North East of the UK. Well, thank you for being with us. I appreciate the time. Leanne, let's talk about what you do. The Department of Work and Pension, the famous DWP in England, you have influence or certainly touchpoints with a huge amount of the British population. In what respects, what are you doing for the working class in England and what does technology have to do with all that? Sure, so for the Department of Work and Pensions, I think the pension bit is fairly self-explanatory. So anybody who is over state pension age within the UK, for the work part of that, we also deal with people of working age. So these are people who are either in employment and need additional help through various benefits we offer in the UK. Those people who are out of work and we also deal with health-related benefits as well. And we are currently serving over 20 million claimants every year at this moment in time. So we're a huge part of the UK government. All right, so say that number again. How many? 20 million claimants every year. With an M, right, so and that's individuals. And so how many transactions, if you will, how many do you think you process in a month? How much traffic basically are you seeing? An extraordinary amount, I'm not even, I don't think I even know that number. Mind blowing, right? So it's a huge, huge amount. Mind blowing. Yeah, so basically we kind of keep the country going. So if the Department for Work and Pensions kind of didn't exist anymore, then actually it would cause an infinite number of problems in society. We kind of help and support the people who need that. And yeah, so we play a really vital role in kind of social care and kind of public service. So what was your journey to extension that? What eventually led you to them? What problem were you having? And how have you collaborated to solve that? So in terms of how we work with Accenture, so we had, in around 2017, DWP was looking at a projected number of transactions growing by about 210 million, which was an extraordinary amount. And I think as we've kind of covered everything that we do is on a massive scale. So we, as DWP as an organization, we had absolutely no idea how we were going to be able to handle such a massive increase in the transactions. And actually, after various paths and ideas of how we were gonna do that, automation was actually the answer. So, but the problem that we have with that is that we have like many governments around the world. We have really older legacy systems. So each of these benefits that we deal with are on legacy systems. So whatever we were going to develop had to connect to all of these. It had to ingest and then process all of these pieces of data, some of which, given the fact that a lot of these systems have a lot of manual input. You have data issues there that you have to solve. Whatever we did, as we've talked about in terms of volumes has to scale instantly as well. So it has to be able to scale up and down to meet demand. And that downscaling is also equally as important. So yeah, you've got to be able to scale up to meet the volumes, but also you've got to be able to downscale when it's not needed. But we had nothing that was like that that kind of helped us to meet that demand. So we built our own automation platform, the Intelligent Automation Garage. And we did that with Accenture. So Omar, I'd like you to chime in here then. So you're looking at this client who has this massive footprint and obviously vital services, right? So that's paramount that you have to keep that in mind. And the legacy systems that Leanne was just talking about. So now you're trying to get them in the next gen, but also respecting that they have a serious investment already in a lot of technology. How do you approach that kind of problem solving, those dynamics and how in this case, did you get them to automation as the solution? Yeah, sure. So I think one of the interesting things, as Leanne has described it, right? It's effectively like, the department has to be running all of the time, right?  It's effectively like changing the wheels of a jumbo jet while it's taking off, right? And you've got to do all of that all in one go. But what I think we really, really liked about the situation that we're in and the client relationship we had was that we knew we had to, it wasn't just a technology play. We couldn't just go all right, let's just put some new technology in. What we also needed to do was really sort of create a culture, an innovation culture and go, well, how do we think about the problems that we currently have and how do we think about solving them differently? And in collaboration, right?  So we very carefully thought about, well, actually, the unique situation that they're in, the demands that the citizens have on the services that the department provide. And as Leanne mentioned, that technology didn't exist. So we fundamentally looked at this in a different way. So we worked really closely with the department. We said, look, actually, what we ultimately need is the equivalent of a virtual workforce. Something where if you already, you know, all of a sudden had 100,000 pension claims that needs to be processed in a week that you could click your fingers and, you know, in a physical world, you'd have another building, all of your kits, a whole bunch of trained staff that would be able to process that work. And if in the following week, you didn't need that, you no longer needed that building, that staff or the machinery. And we wanted to replicate that in the virtual world. So we started designing a platform. We utilized and focused on using AWS because it had the scalability. And we thought about how are we gonna connect something as new as AWS to all of these legacy systems? How are we gonna make that work in the modern world? How are we gonna integrate it? How are we gonna make sure it's secure? And frankly, we're really honest with the client. We said, look, this hasn't been done before. Like nowhere in Accenture has done it. No one's done it in the industry. We've got some smart people. I think we can do it. And we prototyped and we built and we were able to prove that we can do that. And that in itself just created an environment of solving tricky problems and being innovative. But most importantly, not doing sort of proof of concepts that didn't go anywhere, but building something that actually scaled. And I think that was really the start of what has been the garage. So, and Leigh, and you mentioned this and you just referred to Amar about the garage, right? The Intelligent Automation Garage. What exactly is it? I mean, we talk about it, what the needs are all this and that, but Leigh, I'll let you jump in first that Amar certainly compliment her remarks, but what is the IAG? What's that? So, I think exactly what kind of Amar has said from a kind of a development point of view, I think it started off really, really small. And the idea is that this is DWP's Intelligent Automation Center of Excellence. So, its aims are that it makes sure that it scopes out kind of the problems that DWP are facing properly. So we really understand what the crux of the problem is. In large organizations, it's very easy, I think, to think you understand what the problem is when actually, you know, it is really about kind of delving into what that is. And actually, we have a dedicated design team that really kind of get under the bonnet of what these issues really are. It then kind of architects what the solutions need to look like. Using, as Amar said, all the exciting new technology that we kind of have available to us, that kind of sensible solution as to what that should look like. We then build that sensible solution. And we then, you know, as part of that, we make sure that it scales to demand. So something that might start out with, I don't know, a few hundred claimants or kind of cases going through it can quite often, you know, once that's been successful scale really, really quickly. Because as we have 20 million claimants that come through us every year. So these types of things can grow and expand. But also a really key function of what we do is that we have a fully supported in-house service as well. So all of those automations that we build are then maintained and, you know, so any changes that kind of need to be made to them, we have all that and we have that control and we have our kind of arms wrapped around all of those. But also what that allows us to do is it allows us to be very kind of self-sufficient in making sure that we are as efficient as possible. And what I mean by that is looking at, you know, as new technologies come around and they can allow us to do things more effectively. So it allows us to kind of almost do that, that kind of continuous improvement ourselves. So that's a huge part of what we do as well. And, you know, I think from a size point of view, as I said, they started off really small and the idea was this was a kind of center of excellence. But actually, as automation, as Amar alluded to, has kind of really started to embed in DWP's culture, what we started to kind of see is a massive expansion in the types of work that people want us to do and the volume of work that we are doing. So I think we're currently running at around 100 people at the moment. And I think, you know, we started off with a couple of scrum teams and Amar. So yeah, it's really grown. But, you know, I think this is here to stay within DWP. Yeah, when we talk about automation, you know, virtual and robotics and all this, I like to kind of keep the human element of mind here too. And Amar, maybe you can touch on that in terms of the human factors in this equation, because people think about, you know, robots, it means different things to different people. In your mind, how does automation intersect with the human element here and in terms of the kinds of things land wants to do down the road, you know, is a room for people, basically. Yeah, absolutely. I think fundamentally what the department does is support people. And therefore, the solutions that we designed and built had to factor that in mind, right? We're trying to best support and provide the best service we possibly can. And not only do we need to support the citizens that it supports, the department itself is a big organization, right? We're talking between sort of 17, 80,000 employees. So how do we embed automation but also make the lives of the DWP agents better as well? And that's what we thought about. We said, well, look, we think we can design solutions that be both. So a lot of our automations go through a design process and we work closely with our operations team and we go, well, actually, you know, in processing your benefit, there are some aspects of that processing that benefit that are copy and paste, right? It doesn't require much thought around it, but it just requires capturing data. And there's elements of that solution or that process that requires actual thought and understanding and really empathy around going, well, how do I best support this citizen? And what we tended to do is we took all of the things that were sort of laborious and took a lot of time and would slow down the overall process and we automated those. And then we really focused on making sure that the elements that required the human input was made as user-friendly and centric as we possibly could. So if there's a really complex case that needs to be processed, we're able to present the information in a really digestible and understandable way for the agents so that they can make a informed and sensible decision based around a citizen. And what that enabled us to do is essentially meet the demands of the volumes and the peaks that came in, but also maintain the quality and if not improve, you know, the accuracy of the claims processing that we had. So how do you know, and maybe Leigh and you can address this, how do you know that it's successful on both sides of that equation then? Because Amar raised a very good point. You have 70 to 80,000 employees that you're trying to make their work life much more efficient, much simpler and hopefully make them better at their jobs at the end of the day. But you're also taking care of 20 million clients on the other side too. So what's your measurement for success and what kind of like raw feedback do you get that says, okay, this has worked for both of our client bases, both our citizens and our employees? Yeah, so we can look at this both from a quantitative and a qualitative point of view as well. So I think from a, let's take the kind of figures first. So we are really hot on making sure that whatever automations we put in place, we are there to measure how that automation is working, what it's kind of doing and the impact that it's having from an operational point of view. So I think the proof of the fact that the Intelligent Automation Garage is working is that in its lifetime, we've processed over 20 million items and cases so far. We have 65 scaled and transitioned automations and we've saved over two million operational hours. I was gonna say that again, that's two million operational hours and what that allows us to do as an organization, those two million hours have allowed us to, rather than people as Amal said, cutting and pasting and doing work that is essentially very time consuming and repetitive, that two million hours we've been able to use on actual decision making. So the stuff that you need a sentient human being to make judgment calls on and kind of make those decisions, that's what it's allowed us as an organization to do. And then I think from a qualitative point of view, I think the feedback that we have from our operational teams is equally as great. So we have that kind of feedback from, all the way up to the director level about it's kind of, I said that freeing up that time but actually making the operational, they don't have an easy job and it's making that an awful lot easier on a day-to-day basis. It has a real day-to-day impact, but also there are other things that kind of the knock-on effects in terms of kind of accuracy. So for example, a robot will do as exactly as it's told, it doesn't make any mistakes, it doesn't have sick days, it does what it says on the tin and actually that kind of impact. So it's not necessarily counting your numbers, it's the fact that that then doesn't generate a call from a customer that kind of says, well, I think you've got this wrong. So it's all that kind of these kind of ripple effects that go out, I think is how we measure the fact that A, the garage is working and B, it's delivering the value that we need it to deliver. Robots probably ask better questions too. So we'll do that. Wow. Real quick, just real quick before we head out. So the big challenge next, Eureka, this works, right? Amar, you put together this fantastic system, it's in great practice at the DPW, now what do we do? So it's just in 30 seconds, Amar, maybe if you can look at, be the headlights down the road here for DPW and say, this is where I think we can jump to next. Yes, I think what we've been able to prove, as I say, is that it's scaled innovation and having the return and the value that it creates is here to stay, right? So I think the next things for us are, I can still expand the stuff that we're doing, keeping hold of that culture, like that culture of constantly solving difficult problems and being able to innovate and scale them. So we are now doing a lot more automations across the department, across different benefits, across the digital agenda. I think we're also now becoming almost a bit of the fabric of enabling some of the digital transformation that big organizations look at, right? So moving to a world where you can have a venture of an architectures and being able to sort of scale that. I also think the natural sort of expansion of the team and the type of work that we're gonna do is probably also going to expand into sort of the analytics side of it and understanding and seeing how we can take the data from the cases that we're processing to overall have a smoother journey across our citizens. But it's looking, you know, the future is looking bright. I think we've got a number of different backlogs of items to work on. Well, you've got a great story to tell and thank you for sharing it with us here on theCUBE. Talking about DWP, the Department of Work and Pensions in the UK and the great work that Accenture is doing to make 20 million lives plus a lot simpler for our friends in England. You've been watching theCUBE, the AWS Executive Summit sponsored by Accenture.


Ready to fire! Hold that note. Now you'll push it. Close with your right. Place on fire, say ready to fire.


Well, lawmakers representing Kogi West, Senator, District Senator Smart Adiyami has reacted to President Mohamed Buhari's comment on needing seven days to address the challenges occasioned by the Central Bank of Nigeria implementation of the narrow redesign policy. Speaking to correspondents in Abuja, Adiyami said, seven days is too long for the president to deal with the currency crisis. According to the lawmaker, Nigerians, especially the poor, we are now casting the CBN governor, Mr. Godwin Amirfele, over the current hardship faced.  Please go after them. But the poor people, the artists who live by the day, they are crying, they are cursing. And I want the government to get to know that some of us are not in policies to play games. I'm here to speed the truth, to power, so that you know the way people are feeling. People are very inconsisting. And when people came with the allegation or insinuation that is meant to stop the most formidable political party from winning the APC under Shiawaju and Shetima, we have reason to want to believe it. But let me tell you, this election is about two candidates. This election coming is just about two candidates for the peace, stability and survival of Nigerian nations. I remain in the APC because I believe that the APC is the best party. So those who are not in insinuation, the problem of currency was targeted at APC. Not by Buwari, but those who surround him. Behind this for sure, and I want them to get to know this, we are in a global village. No group of people, no session of Nigeria or any session of the world, for that matter, that can claim to say we overrun the other people. Let those who are playing with the future of Nigeria be warned. Listen to my letter. If you try to put this country into a war, your name and your children's children will not be forgiven here and hereafter. This election is purely between Shiawaju, Bola and Mehti Nubu and Bita B. Take it on the beach.


And now, tonight's presentation of Radio's Outstanding Theatre of Thrill's Suspense. Tonight, we bring you a story of a manhunt that ends in a church. We call it, The Lady in the Red Hat. So now, starring Mr. Vic Perrin, here is tonight's suspense play, The Lady in the Red Hat. Thanks. What's the trouble? Order is to stop those articles you're writing. Why? Well, it's not so much the 13th apostle as the way you keep harping on those theories you've got about him. Well, I think I'm right. I know, so does the chief. But you've got every woman in the city scared to death.  Look, five women have been murdered by the 13th apostle in three months. And they were all wearing red in their clothes. I say that means something.  This isn't me. We hired you to do the feature column in the Sunday supplement because you've got a big following. Psychology of murder. It's a great idea. Excuse me. Yeah. Mr. Banning, is Mr. Mitchell in there? Yeah? Will you tell him his housekeeper's on the phone? He says it's urgent. All right. Switch the call in here. Yes, sir. Use this phone, Mitch, huh? Thanks. Hello? Oh, yes, Mrs. White. Oh? Will you repeat the message, please? Thank you. No, don't worry. It's all right. Yes, I won't be home until after midnight, then. Yes. Goodbye. Anything wrong? I don't know. I'll find out, though. An anonymous note slipped under my door. Somebody wants me to meet the Avenger at midnight. Good evening. Oh, hi, Mitch. I thought you were going to wait downstairs. I was, but Banning wanted to see me. Naylor called him. And the police department wants me to stop my articles. Why? Oh, I'll tell you while we're eating. Did they say anything about my stuff? No, yours is straight reporting. It's theorizing the objective. Maybe I'm getting too close. Have you written anything on last night's murder? I'd like to read it. I won't be writing it now. But if I did, I know what I'd say. Have you got something new, Mitch? Something new? Maybe? I don't know yet. Meet the Avenger at 12 o'clock. And the Avenger could be anyone. We waited for the elevator. I watched. Tired faces drifting into boxes, lowering them to the street. And then outside, into darkness, growing cold with snow and night's wind. And she was there with me, a smile on her lips. We went to a place for dinner. You know, Mitch, I love this place. My favorite hangout after work. Well, that's why I brought you here.  Subdued lights and warmth. Is that it? In a way. You know, something else too. Mitch, tell me now. What do you think about it? It? The Avenger. You've read my articles. That's what I think. No, I don't mean what you write. I do that too. I mean you. What do you think? Well, I have to write about him. Must I talk about him too? Mm-hmm. All right. I think he's fantastic. Consider the name he or she has chosen for himself. The 13th Apostle. Probably wants to purge the world because of its sins. That's what you said in your article. Well, that's what I think. And all that stuff about the color red? It means something. Perhaps a sinful color. The obsession of red is a symbol. There's a tie-up. Listen, I want to tell you something. Something big. A story? Can I have another drink? Oh, I'm sorry. Mario? Coming, sir. I got an anonymous note this morning. A note? Well, that's odd. What do you mean? Because... Oh, uh, the same? Yes, please. Nothing, thanks. By the way, when a Lieutenant Dowell comes in, will you show him to this table, please? Of course, yes. Bill Dowell? He's on the Avenger case. Are you holding out on me, Mitch? You were speaking of a note, anonymous. Did it say anything about the Avenger? Yes. Yes, it did. If I wanted important information about the Avenger, I was to go at midnight to the community chapel on 7th. Have you got the note with you? No, I left it at home. Oh? Did it tell you to sit in the first pew and wait? You got one, too? This afternoon, under my door at home, the housekeeper called. The same thing. This square, isn't it? I've wondered. What? This isn't an ordinary tip, don't you see? I've been working on the story for the standard. You've been doing your series. Supposing... The 13th Apostle sent the notes. Well? Uh, Bill Dowell called me earlier. He wanted to see me. Oh? I said I was taking you out for dinner. I told him to meet us here. Why? The lieutenant claims he received a note like ours, too. Could she be the one? Or Dowell? Millions of people in a city and the person next to you, a killer. You just couldn't believe it was someone you knew. Was that, then, the ultimate stimulation? To kill a stranger was not enough. Now, seek out the danger, the extreme risk. Because there was emotion here. Emotion of friendship. That was different. And who might it be? The girl on the newspaper? Or the policeman?   Too much imagination. I still think it's a crackpot gag. Then why did you come? Well, because Mitch and I have been working together on this because we're all friends. I'm not taking any chances. There have been five murders already. She makes sense, though, Bill. Three of us, all vitally interested in the case. It would be very flattering to him if we turned up at the chapel at midnight. I'll be there. I can tell you that. I don't like it. He might be after one of us. Maybe you, Jeanne. Maybe he doesn't like some of the stuff you've been writing about him. Maybe me. Maybe. Or me. Or me. I'm the cop who's chasing me. Yes, I don't imagine he's particularly fond of you, Bill. Well, why not surround the chapel? No. Mind you, I still think it's a crank note, but if it isn't, this baby's too smart. If he sees anything wrong, you'll get away. If you use police cordons before to get a killer, there must be enough buildings around. I'm still not taking any chances. I think Billy wants all the credit for a dramatic capture. I have to share it with Mitch anyway. And me. Uh-uh, you're going home. Oh, that's what you think. Come on that list. I want to be there when something happens. Do you know where the chapel is, Bill? Yeah, it's the one on 7th, just around the corner there. It's funny. I must have passed it a hundred times. I never noticed it. Most people think it's vacant. It's not. In fact, it's open all night. How do you know, Ginny? I don't know. I guess I heard about it. You know, I always used to like the snow. I look forward to it. I don't like it tonight. I never like it. It's something smothering about the stuff. I was in a blizzard once. What happened? I was lost in the woods up north. I nearly froze to death. The snow kept coming down. It got in my mouth and my nose and my eyes. And after a while, things didn't look quite anymore. They were blurred and red. What frightens you more? Fear of being lost or fear of dying? I don't know. Why? Just wondered. Anybody got the time? It's 11 o'clock. Let's go in. Funny. What is? If one of us were killed here. I'm going to have a look around. Check any side doors. All right. You stay here. Yeah. The music's nice. There's the organist up there, you see? Have you ever noticed how, even in an empty place like this, one speaks softly? Yes. I wonder why it's always so quiet. I wonder. Why are you looking at me like that? Was I? Yes. Why? Perhaps I was thinking how strange it would be if one of us were the 13th apostle. Listening to the Lady in the Red Hat, tonight's presentation in Radio's Outstanding Theater of Thrills. Suspense. Every Saturday night, over most of these same stations, CBS Radio picks up the threads of a startling story of people who call the police, and often of people who call on police and the other way around, working out of 21st Precinct. There's fast-moving drama and an intimate glimpse into the human side of police work. Saturday nights on CBS Radio. When you're invited to hear the 21st Precinct. And now we bring back to our Hollywood soundstage Mr. Vic Perrin, starring in tonight's production, The Lady in the Red Hat. A tale well calculated to keep you in suspense. The Avenger? Or Midge? Well, it has to be someone. I believe you're serious. I am. We've all been on the case since the first death. Perhaps one of us enjoys the publicity, the thrill of killing. Are you trying to frighten me? No. I don't like this place. Better go home, then. For a jettestine? What did you find, Bill? One side exit. That's all.  What's the time? About a quarter past 11. Oh, I'm cold. I wonder if we could get some coffee. There's a place in the corner. I'll get it. You two stay here. I mean, I like yours. Just black. The same. Right. I'll be back in five minutes. Take it easy, Jeannie. It's not 12 yet. You want to sit down? Up in the front? No, not yet. All right, here, then. Midge. You weren't serious, were you? Yes. Midge. Well, you've read my articles. I've theorized about the apostle. The analysis could fit any one of us. Me? Well, why not? You're fairly strong. You could have done it. You like excitement, danger. You've often said you don't get along with women. You never have. Well, that doesn't mean I'd... It could be you. Or you, or Bill. Yes. Now, I've thought about him. It wouldn't be difficult for him to kill and get away with it. Easier than most people because he's a policeman. And you? Perhaps I'm in love. In love with a girl I can never have.  It's funny. I never thought of you in love. Why not? Because you're so alone, so... We sat alone with the music. It was everywhere in the chapel, solemn, accusing. The thoughts had been spoken. Fear was creating suspicion. And the girl with the red scarf tied about her head, sitting with folded hands beside me, looked in front of her, and her eyes were on the front pew. Sorry I was so long. It seems that half the cab drivers in there were getting confident. Did anything happen? No. Ginny. Thanks. No, it seems wrong. Drinking coffee in the chapel. Sinful, Ginny? Oh, stop it. It's not what I meant. Thank you. Thanks. What's the time, Bill? 11.30. Is that all? I see our friend at the organ is still there. It's a funny hour to practice. Mitch. Hmm? I, uh... I heard what you said to Ginny before. I mean about one of us being the Avenger. Are we kidding? No. It's crazy. Well, why it's got to be somebody? Why not one of us? Well, we've got brilliant reasons asking. We all feel it. It's not a joke anymore, Mitch. I know. The trouble with you, Bill, is you think you have to look for some poor devil frothing at the mouth, hands covered with blood. But... Must a murderer always look like a comic book conception of a murderer? Cut it out, you're not funny. I'm not trying to be. I think it more than probable that one of us could be the 13th apostle. We're normal, moderately attractive people, but one of us thinks differently. Which one? We drank our coffee. There was an animal awareness now, each of us watching the other, cautious, wondering. We spoke of Christmas of sailing, of next year's Dodgers. We spoke of everything but the 13th apostle, end of 12 o'clock. Look, there's been a lot of crazy talk tonight. Mitch, you started it. Now let's get things out of here. All right, Bill. I still think those notes we got were from a crackpot. But it's my job to investigate. I've gone along with the gag, Mitch, but this is serious. This talk about Jeannie or me or you... If you think it's a gag, why bother about it? What's the matter with you, Mitch? Why don't you stop? I'm sorry. Let's forget it. We'll leave Bill to sit it out and I'll take you home. I wish you would. No, I'm staying. What? I can figure it on that. Oh. The lights. There's only one up there now. The darkness must have turned the others out. It'd be hard to see anyone coming in from the front view. Well... I'm going to take a look. I'll see you when I find a chance. No, no. You're not afraid to be alone with me, are you?  If anyone comes in, stay in the shadows. It's nearly 12. You might as well get in your places. I'll be right back. I guess we'd better. The front view? Yeah. Yeah, those were the instructions. It's quiet without the music. It's too quiet. It was nice. There's so many shadows. Shadows in the chapel? They shouldn't be frightening. You'll be able to see us when he comes back? I think so. Do you think it's him? Do you? What's the time? About three minutes, too. I hope he finds the lights. I don't mind it. Strange. What? When I was very young, I was in a place like this, very much like this. Oh? I was taken every week. And every week there was a woman who sat across the aisle. She was beautiful. I was in love with her. Nobody ever talked to her. My mother hated her, but not my father. Do you know what I found out? No. It was after my father left us. He'd been in love with that woman all that time. They ran away together. How terrible. Yes, I thought so at the time. What tiny things one remembers. She always wore a red hat. She was beautiful, but she must have been very wicked. A red hat? Where I lived, they used to say it was the shock of his leaving that killed my mother. Poor Jeanne. I'm frightening you. Give me your hand, Jeanne. Oh, no. You're cold. Don't. Please don't. You're like her.  You even wear red because it's your favorite color. Mitch. Mitch. I'm in love with you, and it's so wrong. I've been in love with you ever since I met you, but it's wrong. You're bad. You're like her. Don't scream. Don't. Mitch, it's all right. I understand. I'm sorry. The music stopped. We've got to have music. There was always the organ playing at home. You come along, Jeanne. Where are we going? We're going upstairs to the organ lot. No. Don't scream, please. Merge. Jeanne. You're front. Don't you say anything? I won't. I won't. Mitch, you're not well. I'm glad you told me. Mitch. I love you, too. Jeanne. You must believe me. I love you, Mitch. Please. She was clever, trying to win me over with talk of love. I wasn't going to take any chances with her. We went up the narrow stairs to where the organ was. I closed the door behind us. I didn't need my knife anymore. I could smash her with my hands. I could pound the evil flat, stamp it out on the floor. The other five were bad. They had sinned, but she was like the woman at home, the woman in the red hat. And I knew what had to be done with her. I'd known it from the day I'd met her. With long legs, fresh face, masking wickedness. And that's... Mitch, Jeanne, where are you? Stay down there, Bill. Don't come up. I've got her. You stay there. I found her out. I've known all the time. She's got to die. You know that, Bill? I'm coming up, Mitch. It's okay. We'll take her in together. That's why I sent those notes, Bill. I had a trapper.  Sure. I'm right. I'm right, aren't I? That's right, Mitch. Open the door. We'll take her in together. No, you stay there, Bill. I don't need your help. I can do it. How do you turn this thing on? Now, there must be a switch.  Open the door, Mitch. Here's one. Mitch... In a minute. Don't worry. She won't hurt me. Not anymore. Mitch, please. Whatever I've done to you, I'm sorry.  You're always the woman in red. Now play. There was music at home at my mother's funeral. Now you play. I can't. Play it. I don't know how to. Play. You play louder. Louder. Louder. Bill. Suspense. In which Mr. Vic Perrin starred in tonight's presentation of a lady in the red hat. Next week, the story of a killer and the family which he held in a night of fear. We call it Strange for a Killer. That's next week on Suspense. Suspense is produced and directed by Anthony Ellis. Tonight's script was written by Clark Daly. The music was composed by Rene Garagin and conducted by Wilbur Hatch. Featured in the cast were Virginia Gregg, Larry Thor, Barney Phillips, Jack Carroll, and Jenny Stevens. In this second half of the 20th century, war could happen in a hurry. To help guard America enlist in the ground observer corps. Sign up for the silver wings that mean you're doing your share to man our vital aircraft spotter observation posts. Write or telephone your nearest civil defense center and volunteer. Stay tuned now for Douglas Edwards with the news followed by Disc Derby over the CBS Radio Network.


The results of this study suggest that the minimum dietary diversity score, MDDS, among lactating mothers in the pastoralist community, Ethiopia is low. This indicates that these mothers are not consuming a variety of foods which could lead to poor health outcomes for themselves and their children. Furthermore, the study found that paternal education, maternal meal frequency and ANC follow-up were associated with higher MDDS scores. Thus, interventions targeting these factors may help increase the MDDS among lactating mothers in the pastoralist community, Ethiopia.