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Honoured to be the first recipient of the Asia Regional Leadership Award from @NPAworldwide .
Nothing compares to recognition that comes from one’s peers.
#allinadayswork
Before referring someone, ask them for three sentences:
The problem they can solve.
One result that supports it.
The role they want next.
Give the person making the introduction something specific to say.
India Inc wants AI talent that can actually move the needle in manufacturing - not just talk about it.
Hybrid leaders who combine ML/GenAI with plant operations, quality and supply chain are in short supply. Compensation is reflecting it, and companies are actively looking at Indian-origin executives overseas.
#return2India
#jobsinIndia
economictimes.indiatimes.com…
#AI #Manufacturing #Talent #IndiaInc
Infosys cut guidance and analysts named captive centres as a threat.
On the hiring side it's already visible: senior engineers and delivery heads are choosing GCCs over services firms.
What can a services firm offer a leader that a GCC can't?
🚨 AMERICAN CORPORATIONS ARE FINDING A NEW WAY TO MOVE TECH JOBS OVERSEAS.
And it’s becoming a problem for Infosys.
Reuters reports that companies are increasingly building their own offshore technology centers instead of relying on traditional Indian outsourcing firms.
Infosys just cut its revenue growth forecast.
Analysts specifically identified corporate-owned offshore centers as a competitive threat.
Think about the implications.
Washington can restrict H-1B visas.
It can suspend outsourcing companies from PERM.
But American corporations can still build permanent engineering, AI and technology teams in India.
Are we protecting American jobs, or simply changing who employs the workers overseas?
reuters.com/world/india/indi…
A voluntary buyout can pay someone to join your competitor.
Microsoft's exit offer raises a leadership question: what if the people most ready to accept are the ones you hoped would stay?
My take,..
lnkd.in/p/gz28CE6k
Or am i missing something 🤔?
Before accepting equity in an offer, ask:
When does it vest?
How could I sell it?
What happens if I leave?
What happens if the expected listing is delayed?
Put those answers beside the headline value before comparing offers.
#thread
Worth reflection
Microsoft just offered 60,000 employees the exact same severance check whether they're the best person on their team or the worst. You already know which ones are going to take it.
The good ones. If you're strong and you've got an offer from an AI lab sitting in your inbox, Microsoft is basically paying you to take the job you were about to take anyway. Every HR department on earth knows this is how buyouts go sideways, and Microsoft clearly does too, because a spokesperson said they may still try to hang onto top talent even after people say yes.
Now look at who's allowed to take it.
Microsoft let each business leader decide whether their team was in. The teams building Copilot and CoreAI, the AI products Microsoft has been pushing into everything you use, opted in. Sales opted out, and so did some of the folks who run the data centers.
This is actually the second buyout this year. Back in April it only went to US employees whose age plus years at the company added up to 70, which mostly meant long-timers. About 2,600 people took it, and Microsoft booked a $900 million charge, which works out to around $340,000 a head. This time there's no age or tenure cutoff, and Microsoft says performance doesn't factor in either. Somebody two years into the Copilot team qualifies exactly like somebody who's been in finance since Windows 7.
Meanwhile Microsoft told investors it'll spend about $190 billion this year, mostly on chips and data centers. Divide that by 223,000 employees and you get roughly $850,000 per person, just this year.
Their official line is that the offer isn't a sign Microsoft needs fewer people. Headcount already dropped from 228,000 at the end of last year to 223,000 in June, and the CFO told investors it keeps shrinking through fiscal 2027.
They're expecting way fewer takers than April's 30%. Even at 10%, that's 6,000 people out the door by New Year's Eve. At 20% it's 12,000, which is two and a half times the 4,800 jobs they cut in July.
What gets me is who signed up. The people closest to Microsoft's AI looked at their own teams and decided they'd be fine if a chunk of them walked. That's about as honest a forecast of what AI does to headcount as you're going to get out of Redmond.
#thread
hmm. the new avatar of the..Paramount WarnerBros, Discovery saga
This is textbook post-merger integration playbook in media and entertainment.
Large deals with aggressive synergy targets almost always produce meaningful headcount reduction.
Offering voluntary packages first, paired with a stricter RTO requirement, serves several purposes:
It lets people self-select out (especially those who value hybrid/remote or face logistical issues), which is cheaper and less contentious than forced layoffs.
It aligns the remaining workforce with the culture management wants (Paramount was already further along on RTO).
It buys time and reduces the scale of later involuntary rounds while still moving toward the savings number.
For employees, the choice is real but constrained. Those who can take the package and find other work (or who were already considering an exit) may benefit.
Others face pressure, especially if remote or hybrid was a key part of their arrangement, or if further cuts are expected later.
Creative and media roles have been under pressure for years; this adds another layer of uncertainty right after a massive combination.
SKYDANCE'S FIRST BIG MEMO: TAKE THE BUYOUT, OR COME IN 5 DAYS A WEEK
Similar to Microsoft earlier today, except this one comes with a Return to Office mandate (other silent layoff that doesn't always show up in headlines).
From co-CEOs David Ellison and Ynon Kreiz:
"we recognize that not everyone will see their future here" Those who qualify get "personalized details and terms" and "a window to decide whether to accept this one-time offer."
The target: more than $6B in annual cost savings.
As @Amanda_Goodall notes, huge layoffs are expected to be part of it.
Before treating a senior executive's departure as a verdict on the company, ask:
Was it one exit or a pattern?
Who replaced them?
Did the mandate change?
An exit is a reason to investigate. What would you want to know first?
A useful interview question for senior candidates:
"What did you decide against, and why?"
Ask about the alternatives, the tradeoffs and what happened afterwards.
Give judgement as much airtime as achievement.
I sense India's adversary's next target is India's IT sector - to hit India's economy, cause job losses, and use them to add to protests & anarchy to destabilize. Their network in India may soon start creating trouble for India's IT companies by creating local issues for them.
An exit cheque is easy to count. What comes next takes more thought.
@Microsoft voluntary exit offer prompted me to share four questions worth asking before accepting any such package.
Relevant if you are weighing a career change or a return to India.
Severance buys time. It does not buy a role.
lnkd.in/p/guwwUecE
Offered a voluntary exit in India?
Before you say yes, get two things:
1. The payout in writing, including gratuity, notice pay and unvested stock
2. One serious conversation with the market
Severance buys time. Know what you'll use it for.
What would you check first?
Planning a return to India?
Try two lists before a list of employers.
What must work for your family?
What must work for your career?
Then look for the overlap. Give the city as much thought as the company.
#allinadayswork
#whatsappgyan
It works.
Closing Bell: Market snaps 4-day fall; Nifty above 22,750, Sensex up 483 pts
#Amex is cutting about 5% of its workforce. Its CFO told @CNBC the aim is to "reduce layers and increase spans of control" before automating with AI.
For senior people: the layer that goes first is usually the one that reviews, not the one that decides.
Which one are you in?
cnbc.com/2026/10/23/american…
cnbc.com/2026/10/23/american…
Achyut Menon AK retweeted
When I launched Groupon in India in 2011, everyone in the US team believed it would be a crazy success.
India and Indians love discounts.
They are going to love Groupon.
Even I thought so.
We got the best deals from hotels, restaurants, spas, salons.
Incredible 30-50% off on the MRP.
Ready to launch the website.
We launched.
People came.
In numbers.
They saw.
And left.
Nothing moved!
I remember being confused. Perplexed at what was happening. Because this wasn't part of the plan.
I thought the discount would people go crazy.
And that's when I learnt my big lesson about the Indian consumer.
We are a trust-deficient culture.
We are told from our first days - daal mein kuch kaala hai (something is fishy!)
We are told that if someone is being extra nice to you, be on your guard.
Consumers felt the same way when they came to Groupon.
Instead of feeling "oh wow - my favorite restaurant at a 30% off", they felt "hmmm - why is this restaurant that doesn't need to give any discount ever suddenly giving a 30% discount. What's the catch?"
And that catch was what stopped them.
And that was the big lesson in consumer psychology - especially in India
If the purchase experience is uncertain, it doesn't matter how economical you are!
When a company announces a new GCC, my first question is:
What decisions will the India team own?
Headcount tells you the size of the centre. Decision rights tell you something about the careers inside it.
Before writing a job description, answer this:
What must this person achieve in the first year?
If the hiring panel gives three different answers, the first meeting you need is with the panel.
For Indians on H-1B weighing options: a policy headline isn't a career plan
Check your status timelines first. Then ask any India offer for grade parity, a fixed joining date, relocation support and no clawback if your move date slips.
🇺🇸Rubio insists new visa restrictions hitting Indian workers and students are global, not targeted.
“It happens to impact Indians that want to come to the United States and work, and that our businesses are trying to bring in.”
Last year Trump ordered a $100,000 H-1B visa fee that hit many skilled workers from India.
Writer: Bri










