So, how was the conference so far? I have a better question for all of you can answer in one shot. How is the Josh? How is the Josh? This is what we are going to talk in the next 45 minutes. So, my challenge is, next 45 minutes, nobody will yawn, nobody will sleep. And my request is, if you can get inspired by this, I think I have met my objective. Because the length and breadth of this country, if you look at one organization that has constantly adapted to the changing environments, that is almost incorruptible, always delivers business value every day and lives agility every day, I think undoubtedly all of us would accept it is our Indian Armed Forces. Yes? So, the next 45 minutes, I am going to teach you some principles what they apply, which were completely forgotten here, and we are trying to do agile, be agile, do agile, all about agility. Right? Okay. So, this presentation is highly inspired by this person. He had a very unique career. After he finished his graduation, 10 years he worked for the Indian Army. Another 10 years he worked for the corporate, Tecma Mahendra, and another 10 years he worked for the Indian government. So, he has a unique flavor of working with the corporates, working with the army, and working with the government sector. Right? So, he repeatedly tells in his presentations and books that any problem that we see in the business world, there is an answer back in the military world, in some or the other form. So, my try today is to tell you some principles what they apply to see how to seek problems to what we have today in the corporate world. So, why did I choose the Indian Armed Forces? One of you can sit here. Why did I choose the Indian Armed Forces? Because it provides selfless service to the nation. I don't think anybody can say no to this. They have a selfless service to the nation. They are highly disciplined. At the same time, they are ordered. So, when it comes command and control, they are highly command and control, but they are highly agile. In the corporate, the agile world, we try to say let's get rid of command and control, but here you see they are highly command and control. One of you can sit here. First sit. They accomplish any tasks given to them with perfection. Whether it is aggression with external forces, whether it is internal security problem, whether it is earthquake in Gujarat, whether it is floods in Uttarakhand, whether it is rain in Chennai, or whether it is floods in Kerala, or even a child going into the borewell, they are called and have not been trained for all of these things. None of these trainings are given to them. Yet, given an opportunity, they always take it up, welcome the challenge, learn the job on hand and deliver business agility every time and every time and every time they have given the opportunity. Diversity is their strength. If you look at the Indian Army, it is based on caste, the Sikh Regiment, the Gurkha Regiment. It is based on states, the Assam group, the Jammu Kashmir Rifle group, the Madrasappas. Uniform is different. Dewey's salute is different. The Army salutes this way. The Navy salutes this way and the Air Force is at 45 degrees. The words what they use in their communications are different. But when the commander says 45 degrees to the north, there is no question in anybody's mind. We also have silos in our organization. When the CEO says, let's do agile, there is lot of what is agile is different for every silo. At an operational level, we are completely misaligned. But there, at an operation level, we are completely aligned. There is no difference between war and business. What's the fundamental definition of war?  You have lot of contenders going to capture that land. What is the definition of business? You have one customer, all of us trying to capture the customer. There's no difference between, at a 35,000 feet, there's no difference. We do CI, CD and CT. Continuous integration, continuous delivery, continuous testing. They also do CI, CD and CT. Counter insurgency, continuous deployment and counter terrorism. Effectively, the jargons are also the same. So, lot of people ask Captain Raghuraman a question. You have worked in the army, you have worked in corporates and you have worked in government. Which is difficult? And he says, I'm still figuring out which is difficult, but I know which is very easy. He says, the army is very because at least you know where your enemy is. In the corporate world, it's very difficult. In the other two, it's difficult to find where your enemy is. In the army, they enjoy a lot. They fight less. They fight less. But in the corporate world, we always firefight every day. We have forgotten what is enjoyment. For us, an enjoyment is a quarterly team lunch. They do team lunch every day. They have their food every day with their team. So, if you try to compare what's common between the two, every job the army sent is full of chaos. There is no order. You can't plan anything. Everything is highly disorganized. You can't expect what happens in the next moment. The situation keeps on changing every moment. That's what we call as the WUKA world. Troops are transient all the time. In the agile world, we say that we have to have the same teams. But in the army, the special action group or the special groups, the leaders are rotated, the teams are rotated every three months. Maybe at any given point of time, when the 26-11 attack happened, when the group of 120 people were called, they probably worked only with one-third of them before. Yet, when they come and start working, it looks like as if they have a brotherhood relationship from a very long time. But their mistakes are very costly. Mistakes in the army come in body bags. You don't have an option to say that we did not do good in the last quarter. We'll make it up in the next quarter. A woman becomes a widow. She's a widow for the rest of the life.  Mistakes are very costly. They don't have anything called incentives, pay hikes, spot powers, bonus, anything what most of our corporates offer us. Even a hundred rupee hike cannot be given to anybody. A person or individual had done an extremely great job. Yet, leaders have to take them to the battlefield knowing that only 20% can come back. So, there is a little bit of different way of how they motivate people. They know that there is no plan that will hit the first, that will work. Every plan can only work till the first contact with the enemy. After that, all your plans go for a six. Similar conditions to what we work. None of our designs work as long as they're pushed into production. After you push into production, you'll resign. The design doesn't work. If you look at these pictures, you see the first picture in Kashmir, in the Kargil area, where you have ice till the knee. Many of them have frostbites. The second one is the Nuxalite operation. If you've gone into the forest, you'll realize that the forest is not the same when you see in one direction and when you turn back, the forest looks a completely different place. The third one is the floods in Chennai, where they were never given any training on how to deal with floods, how to help people in the flood conditions. It is this border that they guard 24 bar seven without any rest at the temperatures of minus 40. It is in the northeast near Chirapunji, where you get the maximum rainfall in the world. There is so much of mosquitoes that they completely mask themselves and they still protect the nation. Nobody creeps about any challenge there. And the last one is a child going into the borewell. They come, they remove the child and you don't even know who the guy is. The guy goes back. I've seen a lot of people telling I'll work from home when the temperature is 18 degrees in Bangalore. So how is it possible? What are some of the coaching commandments that I thought that which are very relevant, which were missed in the corporate world? The first is every soldier should know the commander's intent. Gone are those days where we were giving instructions to people. You can't give instructions. In the fog of war, you don't have an opportunity to repeat an instruction. It has to be a commander's intent. As anybody know what was the commander's intent during the 26th level operations that had about 10 years and four months back. It was zero civilian casualty. The whole operation was said that it was zero civilian casualty. The objective is so less. You go to organizations and ask what's your organization objective? It is six lines. People struggle to read it once. How will they really understand the objective? In order to understand and deal with commander's intent, why is commander's intent important? Because you have to assume orders when orders are not there. Many a times there is communication problem or commanders are not there to give orders. When you do not have people to give orders in absence of orders, you need to assume orders and continue the operation. In order to do this, everybody in the team should understand the strategic intent of the operation. I go to a lot of teams for the retrospective and ask them, did you make a release? They say, yes. You want to celebrate? Yes. There's only one celebration lunch. Then I ask them a simple question. What customer's problem did you solve? Most of the time the answer I get is, I don't know. The product owner gave us the requirement. We deliver it. We have no idea of what customer's problem you're trying to solve. We talk about self-organizing, working as one team, customer focus. You really don't know what is your customer's problem. In order to deal with this kind of a team formation, you have to know how to operate one level up. You have to train yourself to this level. You also have to train one level up. That means a section commander of 10 people should be able to lead a platoon of 40 people. A platoon commander should be able to lead a company commander of 180 people, a company of 180, a company to battalion, battalion to brigade, brigade to division, division to cops and cops to command. You should be able to perform one level up. That's when you will be able to assume orders when orders are not given. Every soldier is a leader. Leadership is leadership at all levels. I see this concept coming from a lot of the western part of the world since the last 60 years. Leadership at all levels, especially after Toyota revolutionized the art of lean product development. But my army is doing this since the last 150 years. They do this in the last 150 years. They follow this principle. In order to focus further, let me take you to the 2611 operations, what happened when those bloody terrorists attacked my city called Mumbai. They attacked Mumbai. They went into the Taj hotel and indiscriminately started killing people. After the Mumbai anti-terrorist squad did a fantastic job. Who was command? Who was called for the operation? The national security guards, the NSG was called for the operations. Now let me give you a context of what happened that day. The NSG commanders were already on a high alert after the incident had happened. The moment they were called, they packed all their ammunitions, their bags, their ammunitions, everything from Delhi. They took from their vans, they put it onto the Delhi aircraft. The Indian Air Force flight flew from Delhi to Mumbai. They unloaded all their equipment in the palm in the palm airport. From the palm airport, they loaded into the BST buses. From the BST buses, they were brought into the operational side. And then they were told that you cannot have to do one operation at a time. You have to do three operations at a time. Now this is what enabled them to take to identify new quick leaders and start working on it. This is called business agility. Not doing agile and scrum is not agility. Making your business agile is more important than following the framework. So on that day, remember the NSG is designed to work with one operation at a time. But on that day, they had to split themselves at three different places and go with three operations at a time. Now they were put on hold for 14 hours. What do you mean by put on hold for 14 hours? Assume there is a life-breaking presentation you have to do today in the office. You come back at nine o'clock. They tell you it's at nine five, nine ten, nine fifteen, nine twenty.  They literally put you on hold for 14 hours. No coffee, no tea, nothing. And then after 14 hours, they were launched into the operation. The operation completed in 72 hour flat. 72 hours flat. No coffee, no tea, nothing. Whatever they found in the hotel, they had to eat. And after the NSG took over, there was not even one single collateral damage. Not even one person was injured after the NSG took over. It's considered to be a textbook operation. 25 countries, special action group of 25 countries visited India and asked our guys, how did you do it? Unfortunately, media doesn't talk about it because it doesn't give them any TRP rating. So, if you have to lead your teams in order to do this, you have to focus on the drills and battle procedures till they become your muscle memory. So, if you join the Indian Military Academy with an ambition of becoming a great soldier, taking a gun and start fighting, you'll be asked to go into the boxing ring. So, you'll have to do boxing. You have to hit the sandbag ten times. If you hit the sandbag ten times, you'll come to know you can't lift your hand for the 11th time. When you can't lift your hand, you're asked to fall on the ground. You have to keep this finger on the ground, rotate ten times. Get up, hit ten times. Fall, put your finger, rotate ten times. You do this.   You don't need alcohol to get that kick. You can try this. It's called Indian Military Academy Whiskey. Even the police cannot catch you. You can try it.  Unless you get into a personal combat, when your enemy hits you, when you're about to fall down, your muscle memory comes into picture. Keep your hand, rotate ten times. Get up, hit this guy 20 times till you knock this guy out. This becomes your muscle memory. The way how you code, the way how you test, the way how you design, all should become a part of our muscle memory. As leaders, this is the jargon they use in the armed forces. As leaders, they say, make your team sweat in peace, sweat in peace so that they don't bleed in the war. Let us test our code in peace. Let us test our code in peace so that it doesn't bleed the production servers. We hardly do testing. We skip testing. Improvisation and innovation is always on the fly. You can't plan for innovation. You can't put a two-year plan for innovation. It is on the fly. The market needs. There are countless examples during 2611 how improvisation happened on the fly. I'll give you a couple of examples. So, what happened on that day? 120 people were squad came to the Mumbai. They were divided into three groups and if you think that there were 40 groups in one group, it was wrong because there is bomb squad, there is dog squad, bomb disposal squad, dog squad and then these guys. So, it was this set of guys who started clearing the room. In the fear, all the guests had locked their room. So, they have to do something called room opening drill for not less than 1,000 rooms to be opened in the same way. In the room opening drill, there are two types of room opening drill. One is called the hostile room opening drill. The other is called the benign room opening drill. In the hostile room opening drill, you put a bomb. The bomb goes off. The door goes off. You put a grenade inside. The grenade goes off. They go inside, start shooting people. This is something you can't do it in Taj, Oberoi or Cheval. Because in every room, there could be a tourist. In every room, there could be a terrorist and in every room there could be a tourist and a terrorist. So, I have to use something called the benign room opening drill.   Now, people who are trained in warfare, they close their earbuds to prevent the ear canals from bursting and they sit in fetal position. Now, this gives a clear indication who is trained in warfare and who is not trained in warfare. On that day, many guests were sitting in fetal position in the bathroom and our soldiers had only split second to decide whether to shoot or not. That is not the time to call up your manager and ask, shall I shoot or not? It doesn't work that way. Right? So, that's one thing. The other challenge they had was they didn't know whether the walls would are bulletproof. They didn't know whether the AC ducts could carry the weight of a man. They didn't know how to go to the third floor. They didn't know how many stairs were there. All the floor maps, everything were there in the head office, 100 meters from the hotel, but it was not available on that day when they wanted. So, everything had to be invented on the fly. Now, if you look at the Taj, what is Bang Opposite to Taj? It's the sea. So, during the evacuation operation at the ground floor, you have to keep the terrorists engaged. That's called suppressing fire. You have to start firing at them and keep them engaged so that the army could remove the people from the floor. But on that day, there is no building outside to give suppressing fire. So, the NSG created an innovation. They used fire engines. They created mobile porches and started giving suppressing fire while the evacuation operation was happening at the bottom. And I said, all this thing happened in 72 hours flat. In the entire operation, there were two commanders who died. One was a commissioned officer. One was a non-commissioned officer. Who was the officer who died? Maybe we should forget our name. We can't forget these names. It was Major Sandipunni Krishnan who died. On that day, it was Major Sandipunni Krishnan. He is an officer who died. And whether you know it or not, the Indian Army has the highest ratio of officers to non-officers death ratio. That means to say that our officers lead from the front. They don't hide behind the teams when there is an escalation. They lead from the front when they have challenges to face. Ladies and gentlemen, leadership is a contact sport. You can't look with Mackenzie to come and give you advice or look at Gartner's four quadrant to deal with problems. This is called GEMBA. You need to be in the place of action. The world has separated management and engineering. If you think of lean product development, both are the same. In Toyota, the product is accepted by the VP of the organization. So there is no difference between management and engineering there. But we've created separate branches here. So leaders must love chaos. This is the new mantra of today. You can't always get to certainty. Leaders have to love chaos.  Everything comes in the fray only with these leading opportunities. So if you are a leader who does not want to look at chaos as an opportunity, we better redefine our roles. Enable your teams. You can't learn with giving instructions model anymore. You need to enable your teams to perform in the WUKA world. And finally, if you all think that there is no change management happening in the army, you're all very wrong. Look at the way how the concept of warfare started. It started with two people holding each other and fighting where the proximity was zero. They were holding each other and fighting. So the skills required, the SOPs, the procedures, the process of the warfare was completely different. Then they started pelting stones at each other. The gap became more. Then they started hitting arrows and spears. The gap became more. Then they started using guns and rifles. The gap became more. Then it was missiles. The gap became more. Then it was ballistic missiles which will go from one country to the other country and then hit it. The gap even became more. Then they said, land has a problem. Let's go to the sea. It became sea warfare. There is the gap became more. Then they said, let's go to the air. Air warfare. The gap became even more. Every point in time when there was a change in your warfare, you have to redefine the way of training your people, understanding the technology, the new rules of the game and then adapt yourself. What kind of war are we facing today? Today is cyber warfare. As of today when we talk, there has been a shooting in Netherlands. There has been a shooting in tram in Netherlands. Today it is cyber warfare. We were hiring John Rambos before. Probably we'll have to hire more data scientists now. So there's a complete change in not only the skill, even the physique of the person is also getting changed. So we are moved away from what you call battle of swords to the battle of minds. So change is constant even in warfare. So how do we make a leader then? What's the art of making a leader in the army? This is the art of making leader in the army. In the x-axis, in the x-axis you have the scaling factor. You have from section, platoon, company, battalion, brigade, division, corps and command. In the initial part of your leadership, you have been taught on how to remember this, how to train for certainty. Training for certainty is the part of your tactical leadership. After a tactical leadership, you move into something called as an operational leadership. After you move from operational leadership, you move to something called a strategic leadership. As you make a transition from a tactical leader to a strategic leader, you will have to learn how to deal with uncertainty. And the training what you have given is educate for uncertainty. You can't train for uncertainty. The biggest mistake we are doing in corporates is to come up with a plan in an uncertain world because we are training for uncertainty. So if you look at the initial part, it's more of physical strength, physical courage, doing, reacting, touching. Whereas if we go to the education for uncertainty, it's more of intellectual strength, moral courage, thinking and planning. It is not thinking and planning. It is thinking and planning, continuous strength, anticipating, thinking in time. Then it is influencing indirect leadership, cultures, value in people. So you are moving from a training for uncertainty to education for uncertainty. Training for certainty to education for uncertainty. This is how they build leadership skills over a period of time. So I'm going to give you some examples that has happened in our history of this country, which actually depict some of the aspects what we have spoken today. 1965, September 25th, the Third Jat Regiment was given an important assignment to go and capture a place called Dogre.  It was very pivotal because the Pakistan army was coming taking over Dogre. Had they taken over Dogre, probably Punjab would have not been in our map today. It is because of this team that Punjab is still a part of our map. So on that day, the leader, Lieutenant Colonel Desmond Heights, an Anglo-Indian leader, was given an assignment to go and capture Dogre. If you Google, you'll find this statement. It says, in a brilliant and a gruesome assault, what he and his men achieved that September 50 years ago had never seen before. It was one not to consider to be the most fierce battle in 1465. So this leader decides that he has to run to Dogre by evening. They were 30 to 40 kilometers away from Dogre. They have to run. He gives them the instruction and then asks them two important questions. The first question he asked them in his typical Hariani language. He asked them, where will the Third Jat Army be tonight? And everybody shouted Dogre. Well, he wanted to understand, was there something else? He wanted to understand one more question. So he asked them, if I get shot today, what will you do? If I get shot, what will you do? Before even even he could blink his eyelid. There was an answer which said, sir, if you get shot today, we'll run to Dogre. And in fact, they ran to Dogre the day. And he was very clear that his teams understood that mission is more important than the leader. Today, if you see the corporate world, if a leader quits half the organization will go with the leader. Where is the mission? Where is the customer focus? Leadership is always at crisis. When things are fine, you don't need a leader at all. But when things go wrong, that's where you need a leader. Let me take you back to 1962, when India fought a war with China. When that then Prime Minister was talking about Hindi, bye-bye. When he was talking this language, China started building up its troops to take over the lay Ladakh army. It's called the Razungla Strait. It was on the Razungla Strait that this man, Major Shaitan Singh, and his 120 people were guarding the border. They were guarding the border on a November 6th night around 8 p.m. Suddenly, they started seeing lots of lights coming towards them. They started firing. But immediately they stopped because there was no counterfire. When they came here, they realized that it was lights that was put on Yaks neck and scent. They sensed something is wrong. The next day morning, they saw troops of Chinese soldiers coming in the form of waves. The land was like this. So, it was like waves coming in the Chinese soldiers. 120 people, 3000 Chinese soldiers were coming in. To give you a context of what it was, our soldiers did not have proper cloth to deal with the temperatures of minus 40. Chinese had better cloths. Shoes, the shoe what they wore was cotton shoes. The shoe what they wore would wear, could withstand ice. They could walk in ice. And the ammunition what you used, the tools and techniques of the infrastructure what they had were all outdated. They were all second world war equipment whereas the Chinese had modern equipment. So, 3000 people with so much of advantage started attacking them. Well, our major shaitan Singh said, guys we have three options.  Or the second option is we fight and die. The third option is we fight and throw them out. Everybody said we go for the third option. Knowing that they were outdated in everything they said we'll go for the third option. So, he divided his team into three groups because there were only three rocks to protect. And then they started firing in. Believe it or not, 120 people eliminated 1300 Chinese soldiers. And this man as a captain was giving, was motivating people to take things on. At one point in time he realized he had only 60 of them alive. At one point he realized only 20 of them alive. At one point he realized only two of them were alive. And even he was shot. That's not what I want to tell. What I want to tell was this. After the war the entire the Indian 120 bodies were there. It was actually 119 bodies. One person had the courage to go back and inform the headquarters. Because the the the major asked him to go and he followed the order. But they thought that he had run away from the army and he was thrown thrown into the, he was suspended. He was suspended because they thought he was covered. So, what happened the day was this is what they had put. They put all the they put all the ice on the body. They put the gun. They put the cap. And this is what they had written on the cap. They said, here lies a brave Indian soldier salute. An enemy puts this statement. Just imagine how fierce they should have fought. There was so much of ice. There was so much of ice that the entire body was filled with ice. After three months when the ice receded this is what happened. Some of the shepherds who were taking care of their yank found somebody behind the rocks. Only to find that it was the frozen dead body of the soldiers. When they looked at, when he looked close at them the hands were locked at the trigger. He informed the army all 120, 220 dead bodies were exhumed from the ice. A post-mortem was done. And this is something very interesting. All of them had killed. All 120 had killed because of bullet shots. Not even one bullet had entered from the back. It had all pierced the body from the front. So that's why I say, jung har gai lekin dil jeet gai. We might have lost the war but we won the heart of the whole country that day. China looking at the way how these people fought unilaterally asked for a ceasefire next day and stopped the war. Even today Chinese is afraid to talk to us because of this man. Leadership is only at crisis. When things are fine everything looks good. We don't need a leader. At leadership when you stand in the front and motivate your people 120 people can eliminate 1,300 people. We don't have to eliminate anybody. If we are given the right motivation we can we can outperform our innovation. What we do on a daily basis. 1965 this is the example of how decentralized decision-making can work. 1965 there's a place called Asal Uttar in Punjab where the Pakistan army started coming in with something called patent tanks. This is a patent tank. The Americans had given the patent tank to Pakistan telling them that no bomb no external bomb can destroy this. As usual Pakistan believed everything is true and they purchased 300 patent tanks. So they came with 300 patent tanks only 40 people to guard the border and this leader was given the order to protect and prevent them from entering Asal Uttar. Only 40 people. They stood like this in a harsh shape which is full of sugarcane fields hiding to hit the army and the major and the commander said guys I'll leave it to you you decide how do you want to take it forward from here. It was a decentralized decision-making. Now this man did something amazing. He's not highly experienced. He's only 10 years. His rank was only Havaldar. The lowest rank in the army is Havaldar and he was the Havaldar. What he did was he took this jeep. He took this jeep. It's called as jeep with recoilless gun. There were only six missiles in it. He took the jeep. He stood inside the instead the sugarcane field. He was waiting till they come to the firing range. He fired the first bullet. This is what happened to the tank. It was completely destroyed. They were shocked. These 39 people were also shocked and then somebody said He did not keep quite after that. He destroyed the second tank. He destroyed the third tank. He destroyed the fourth tank. He destroyed the fifth tank. Sixth tank he destroyed. When the Pakistan army realized something is coming from this side. They indiscriminately fired there. He was completely full of bullets but he did not keep quiet. He took two hand grenades in a hand, kept it to his chest, ran towards two tankers and destroyed those two tankers. So on that day he destroyed eight tankers and the team said if one Abdul Hamid can destroy eight tankers we are 40 Abdul Hamid here. We can destroy at least 240 tankers and on that day believe it or not 97 tankers were destroyed. 97 it's a world record even till today that maximum number of tankers destroyed in a day was that day. If you believe your people one of the agile principle says build project around motivated individuals give them the environment and trust them to get the job done. That's exactly what was applied here and that day this man changed the battle theater of the 1965 war. Even today even today a fair is held on every year to respect this man and they also renamed a small place called Peter Nagar. If you go to Bangalore, if you go near behind the behind the Kempegauda road near the AC canteen, you can see one of the tankers the nose of the tanker is down indicating that they lost the war. How many of you know this guy? Vikram Batra.  He said, either I'll come back hosting the tricolor or I'll come back wrapped in the tricolor but I'll come back for sure. He kept up both his promises. It was a day in the morning during the Kargil war when he was about to capture the 0.5140 rupee also known as Tiger Hill. He was giving an update to his commander when the Pakistan soldiers intercepted the call and said by the way they were calling him Sher Shah. Sher Shah means the king of the lions. The enemy calling one of our soldiers as king of the lion Salavosa Githade. And this guy said and he said come we will eliminate you and we will take over all the Bollywood heroines. So he said let me see who will take over what. Generally in a mountain warfare attrition is 80%. In order to deal with a group of 10 people 100 people is launched and only 80% 80 will only 20 will see the end of the day they'll see the light. 20 will that's called attrition. It's not the attrition what we say nobody will quit the Indian army and join the Pakistan army. That is not the attrition they see there right. So he went he started the attack in broad daylight to give you certain conditions 80 degrees was the peak. The Pakistan army never thought anybody could climb that peak. Temperature is minus 40 you can't even move your fingers at that cold weather. Absolutely no oxygen there and after seeing the eyes for about two to three days your vision will have a problem. White color if you see two to three days your vision will have a problem. In these conditions this man goes up eliminates nine people and captures the Tiger Hill. This is one of the most pivotal point which changed the battle theater of Kargil war.  As I said they don't care for money. The reward he gets is a call from the commander and the commander asked him Vikram how do you feel? You know what was the answer? A little manger more. That became a jargon for him. That became a jargon. So when you ask them how do you motivate people they give this example.  They have 10 minutes to write letters to their loud ones. They write the letters they come back they turn to the left they turn to the right they do the war cry put the bag and run. So as them we get motivation when we turn to the left and turn to the right. What happens when you turn to the left when you turn to the right? What do you see? You see the shoulder of your buddy. What is written on the shoulder is your pulton's name. They don't care for the name on the chest. What is written on the chest? Their name. They care for the pulton's name. They know if I turn to the left turn to the right there are two people who will protect me till the end. They just run. This is what he said motivates them. How many of you remember this guy? I hope you don't forget this guy. Do you know what happened in that 86 seconds? There is something called the dogfight at 86 seconds. Now what happened was 24 aircraft from Pakistan which was of which consisted of a few F-16s took off. As they entered the Indian airspace eight planes from Indian Air Force took off. F-16 is Generation 4 aircraft. We had MiG-21 Bison which is Generation 2 aircraft. Generation 2 aircraft. The moment they saw eight half of them went back and this guy the last recorded sentence is I am going behind F-16 at 36,000 feet at 900 kilometers per hour speed he started chasing the F-16. Before he could hit he was hit but he did not give up. He hit an F-16. All of this happened during 86 seconds when he had to eject out when his fire crashed in the Kashmir occupied by Pakistan place not POK. So what happened? So he said if you can decide if you can decide on your own you can even take an F-16 with a MiG-21. Nobody can stop you from taking an Generation 4 aircraft with a Generation 2 aircraft. In the entire operation what did he do? He had focus, respect, openness, commitment and courage. What are these? These are scrum values. If you respect the scrum values you can take an F-16 with a MiG-21. You will definitely win the war. How do they do this? How do they do this? What do the leaders do to do this? The leaders always focus on this. They say, don't depend on your destiny, don't depend on your luck, depend on your abilities. So just don't read a book and say I know everything about it. Go to the depth. You will have to learn in your training to the depth in order to become an expert in a subject. By reading at the top level you really cannot understand anything. I have only a little time so probably I'll just talk about a little bit of one story of this and move forward. A ground of tactical importance in warfare is that is that place that when you capture when you capture it's the enemy cannot fight a battle further. What do you think is this ground of tactical importance in our world? I feel it's motivation. So how do they motivate people? We have a problem motivating people to come at 10 30 a.m. day to Daileys Krum meeting every day and they have to motivate people to give up their lives every day. So what's the science behind this motivation? Do you think soldiers are not afraid? We have not seen a bullet. They've seen bullets passing next to their eyes and ears. They're also afraid. They follow a three eye model. It's called individual motivation, institutional motivation and introspective motivation. I don't have time to talk about all this. I spent a couple of minutes on the individual motivation. 26 year old man, 26 year old man was shot during the Kargil war and he died. His name was Captain Manoj Kumar Pandey not Chilbul Pandey. His name was Captain Manoj Kumar Pandey. He said, if death strikes before I prove my blood, I'm sure I'll kill the death. 26 year old boy makes the statement and then he goes on to take soldiers on the top of this Kalbughar ridge. 120 soldiers are caught here and another 200 soldiers are caught here and there is an SOS call. The general, the army general, general Malik flew from Kargil to this place and said do something, save 120 people and this man said and somebody asked him during the interview, why did you join Indian army? He said, I want Paramveer Chakra award. That's why I'm joining the army. But why army? Because you're the only company who can give that award to me. There's no other institution who's giving that award. That's the individual motivation. He went, he destroyed, he was completely hit full of bullets but still he made a statement. He said, in the training we have been told a soldier dies only when he's shot on the forehead. He fell and he killed a few enemies. The next day morning, the Indian tricolor flag was fluttering at the top. Unfortunately, the dead bodies were there. When his dead body was brought, mothers play a very important role in creating motivation.  And many people signed up to join the army on that day. So the individual motivation is very important. I don't have time to talk about this but I'm going to talk about the learning postulates in the army. You can't give these four answers in the unit. It's banned to give these four responses. First one is, I had told you already, I have sent you a mail, didn't you see it? You can't use that statement. It's accountability. The second one is, it was happening like this before. Challenge the status quo, learn, innovate, relentless improvement. The third one is, I thought about it. What's the point in thinking and not telling? You're not adding value to the organization. And the last one is, I don't know. You can't say I don't know. If you don't know, learn about it. We have all heard about customer satisfaction. We all about customer satisfaction, right? This is the board that we as Indians have put in the North India, in the Cargill sector. This is the board. I challenge every CEO if they can ask their customers to put a board like this in front of their office that we can do business peacefully. Our IT is working with us. Every day in the night, a soldier goes to the top of the mountain and starts seeing the whole country and he says, don't worry, sleep, I am guarding you. Still, there are a few people who will get up at night and start doing walking and creating problems. They don't sleep. These are the guys who come to parliament next day and sleep. Any questions? If you want to build organizations, if you want to build organizations, it has to be only people. When I told my CEO and the founder of my company that I'm going to talk, they flew from Netherlands to listen to this talk. It's all about people. Any questions? So thank you. There are two words in this country, irrespective of the caste, creed, financial situation, anything for that matter will unite the whole nation. I want each one of you as leaders to go back, find those two words that can unite your organization and that is Jai Hind.


It's my pleasure to be speaking with you today about the Chopin Concert No. 1. It's a favorite, not only for me, but of pianists and students everywhere. And it's a welcome addition in any concert hall and in many international piano competitions. From the very first chord, it's a lot about the preparation, this upward motion. Leading always with the pinky in the right hand. Here, I use the thumb, thumb, sliding. For a little bit more stability. Going into the theme, I take the lower E with the right hand to avoid unnecessary movements in the left. Now this whole section, we begin a kind of interaction with the orchestra, which we will be following for the entire piece.