Rakesh Wadhwa:

Most organizations are not used to self-destruction right. They are not used to breaking down processes and systems in the normal course of time. And you spoke of the need for fresh thinking. So what should be the starting point for these organizations? And for individuals also how might they kick start this process?


Rishad Tobaccowala

I ask boards to think about not their category but in another category. Or I ask the leaders to think about a category that's not theirs but another category that has been disrupted in some way. The second thing is this, I basically tell people to have a couple of drinks. So I do this like in the evening And then I say now let's imagine that you had all the assets of your company, every asset, any asset you want and none of the disadvantages of your company, build a new company. Right. And they do. And then I say why can't you actually build that company? You just showed me how a competitor can beat you. Because your competitor has none of your liabilities. Right? But on the other hand they have none of your assets.

You are so fixated on your liabilities as constraints to change that you don't understand the wonderful thing you've got in your assets that you can leverage for change. But as long as you don't do that, your next generation competitors are going to basically without those liabilities try to find ways to come with your assets!