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The Right Choice: Resolving 10 Career Dilemmas for Extraordinary Success
Should money be the primary factor in picking a job? When do I pursue an MBA or a second MBA? Should I switch industries to move ahead?The Right Choice delves deep into the ten frequently faced dilemmas in a person's career, such as the ones listed above. The author shares his wisdom and experiences from his illustrious career as one of India Inc's longest-serving CEOs. In his trademark straightforward and lucid style, he shares lessons and learnings on each of the ten dilemmas. The book also contains insights and perspectives from twenty-four highly experienced professionals.A successful career is not a straight line; it has many twists and turns where you are faced with difficult choices. Practical and inspiring, The Right Choice will help you navigate these difficult situations-and win in your career.ANUSHA SHETTY - BHAVYA MISRA - CHANDRAMOULIVENKATESAN - DEBJANI GHOSH - HARI MENON -HARISH DEVARAJAN - KIRTHIGA REDDY - M. DAMODARAN -MEENA GANESH - PAVITRA SINGH - PIYUSH PANDEY -PRAKASH NEDUNGADI - PRIYANKA VIJAYAKUMAR -RAKESH KUMAR - RAMA BIJAPURKAR - ROHIT KALE -R.R. NAIR - RUCHIKA GUPTA - SONNY IQBAL -SUDHANSHU VATS - SUJATHA DUVVURI - BALARAMAN V. -VANI GUPTA DANDIA - VIVEK GAMBHIR
- GenresBusiness
255 pages, Kindle Edition
Published February 15, 2021
54 people are currently reading
220 people want to read
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Displaying 1 - 30 of 45 reviews
March 30, 2022
While the title and index looked appealing, I could not take away much from the book.
March 8, 2021
The Right Choice by Shiv Shivakumar is a self help business book which delves deep into the ten frequently faced dilemmas in a person's career, such as the ones listed above. The author shares his wisdom and experiences from his illustrious career as one of India Inc's longest-serving CEOs.
The book is very practical in it's approach and inspiring. The book is going to help you navigate through difficult and achieve goals in your career. It explains/answers simple questions like - Should I do a double MBA? Should I take up an overseas job? Should I do a job or an entrepreneur?
The book testimonials and examples of 11 different real life CEOs6 HR Leaders and 6 Entrepreneur who have either faced these issues and helped others pass through these situations. The book has various charts and stats to explain the lessons in a better way. The examples are all from different professional and career backgrounds.
The book is very practical in it's approach and inspiring. The book is going to help you navigate through difficult and achieve goals in your career. It explains/answers simple questions like - Should I do a double MBA? Should I take up an overseas job? Should I do a job or an entrepreneur?
The book testimonials and examples of 11 different real life CEOs6 HR Leaders and 6 Entrepreneur who have either faced these issues and helped others pass through these situations. The book has various charts and stats to explain the lessons in a better way. The examples are all from different professional and career backgrounds.
November 28, 2021
If you are struggling with a career decision then in the most likely scenario this book won't help. The book caters to people in FMCG or corporate setup with more than 10 years of professional experience who are struggling with career choices.
This is not a book for you if you are any of these:
- Person working at a non-director level role at a startup
- Anyone who has less than 7-8 years of experience
- Anyone whose primary need is either learning or earning (the author says nothing about these as primary parameters which is mostly the case if you are in your entry-level job)
- Non-FMCG or Non-Corporate culture
This is not a book for you if you are any of these:
- Person working at a non-director level role at a startup
- Anyone who has less than 7-8 years of experience
- Anyone whose primary need is either learning or earning (the author says nothing about these as primary parameters which is mostly the case if you are in your entry-level job)
- Non-FMCG or Non-Corporate culture
April 4, 2021
Will share the review shortly.
March 2, 2021
This book is definitely relatable to veteran professionals. There are many instances which they would have gone thru in their careers and they can reminisce about them. Other than that, the book doesn't break new ground nor offer any fresh perspective. As a read, its average, reads more like a collection of PR interviews than a well knit book.
It's definitely not for the millennials or for those who have started working in the last decade. There are many changes to how careers are viewed by both professionals and employers and this book is well rooted in the past.
If you're looking for something new in management or leadership, give this a miss.
It's definitely not for the millennials or for those who have started working in the last decade. There are many changes to how careers are viewed by both professionals and employers and this book is well rooted in the past.
If you're looking for something new in management or leadership, give this a miss.
September 20, 2025
Mostly talks about careers involved with the corporate workplace so I feel those in other fields would not relate cent per cent so I feel you will gain a lot out of this book if you are in the corporate world or planning to join it. Discussion on why money matters first for the young generation, when is a second MBA or another degree required, when couples have to stay apart because of career opportunities, Highlights would be the interviews from various CEOs on their experiences on such issues.
March 28, 2021
'The Right Choice' by Shiv Shivakumar is an incredible guide on the many dilemmas we grapple with while making career decisions. Switching jobs, switching functions, switching industries are some of the most common ones. Along with it, defining choices like a second MBA, overseas jobs, plunging into entrepreneurship are addressed. It also offers a view of dilemmas in the world of CEOs and board members.
In a world of myriad opportunities, what is missing is guidance to comprehend these options correctly and effectively. The Right Choice changes this equation, it brings seasoned guidance and knowledge to the reader's fingertips. Ideas , real-life anecdotes, & data-backed perspectives are stitched together with the author's wisdom and experience from an illustrious career over many decades. This makes the book robust, practical and magical.
This is a great read for anyone looking for robust guidance on the questions we inevitably face in the course of our professional and personal journeys. This book can equip one to navigate career choices with greater clarity, and help someone else do so too!
In a world of myriad opportunities, what is missing is guidance to comprehend these options correctly and effectively. The Right Choice changes this equation, it brings seasoned guidance and knowledge to the reader's fingertips. Ideas , real-life anecdotes, & data-backed perspectives are stitched together with the author's wisdom and experience from an illustrious career over many decades. This makes the book robust, practical and magical.
This is a great read for anyone looking for robust guidance on the questions we inevitably face in the course of our professional and personal journeys. This book can equip one to navigate career choices with greater clarity, and help someone else do so too!
July 4, 2021
Shiv provides a very balanced and definitive views on various career delimma that we all face / have faced on various stages of our career. Insights and interviews from various experts provide an interesting view and counterview based on the context.
A simple and breezy read.
A simple and breezy read.
October 31, 2022
A great book on the Indian career landscape, & other pressing career dilemmas.
A good career is one where you learn at the start, then go on to contribute at the end when you multiply that learning, coupled with all the experience and wisdom garnered along the way. Most people have a fund of youthful energy early on in their careers, while older people have the gift of wisdom gained from experience and a few knocks sustained over the course of the journey. The right balance comes at the age of around forty-two, when a manager typically has an optimal proportion of energy and wisdom. Becoming the best in your field and being acknowledged as such is a good marker of a successful career for many.
career is much like a marathon; you need to pace yourself. There are bound to be twists and turns, and your determination and persistence are what will get you to the finish line. The finish line, of course, is what you define it to be. For many people, it is becoming a CEO or the head of an institution in their field, be it as a dean or a director, a college principal or an army general
### Dilemma 1: Is Money the Most Important Variable in a Career?
My advice to young managers, that is, to anyone below the age of thirty, is to maximize their learning and work at a place where they can multiply their capabilities rather than choosing money as the variable to maximize. This choice will not hurt them
So, if millennials are, more or less, the same when it comes to money, how are they different from previous generations at the workplace? Millennials value the total experience at work. They want the company to be tech-savvy, have the latest tech gadgets or platforms or software to work with. They want their work to be noticed, but they want to be rewarded for their talent and not just noticed for their success or failure. And they want that recognition immediately. As evidence, see the number of millennials posting their awards and recognitions on LinkedIn. They value breaks. They quote examples from Finland and New Zealand to make their case. They want to give unvarnished feedback to their staid bosses. They want less seriousness, less fuddy-duddyness at work. They don’t think much of ‘dog work
India is home to the highest population of millennials in the world, but also accounts for nearly half of its working-age population. We will be the millennial capital of the world by 2040.
Do Millennials and Other Generations Stay in a Company if Paid Well?
This question throws up a funny dichotomy. Money is the top reason to pick a company, but it is not the top reason to leave a company.
Let’s start with tenure. Half the millennials in the world plan to quit their jobs in a year’s time; this is up from 36 per cent in 2017. The corresponding number in India would be similar. That’s why the millennials are called the ‘job hopping’ generation.
The primary reasons for quitting are: dissatisfaction with career path (43 per cent), work-life balance (36 per cent) and low compensation (33 per cent). No doubt, they leave a job for these reasons but money again is the basis on which they accept the next job offer!
From 2019 data, we see that job security (45 per cent) is the most important parameter, with work-life balance and salary and benefits (40 per cent) coming in second.
We came to a clear correlation. Any executive who had an EMI (Equated Monthly Instalment payment) of more than 25 per cent of the take-home salary was constantly in the job market. The objective of the job hunt was to bring that EMI down to 10 per cent of take-home salary; at 25 per cent, they were worried. I think this is valid even today.
In the COVID phase, what people have not had control over is repayments. Repayments as a percentage of monthly household expenditure has dropped by 200 basis points in the second half of 2020.
In India, household debt has more than doubled since the start of the decade, going from $120 billion in 2008 to around $300 billion in 2018. While debt boosts consumption and GDP growth in the short run (one-year period), it has a negative impact on growth in the long run. India’s household debt-to-GDP ratio is still quite low (around 11 per cent) compared to other BRICS nations, but it can become a cause for worry if India gravitates towards being an EMI nation
I don’t think any company can commit to job security today. The business itself is not secure. It’s more about how companies can provide a sense of stability to the individual. Quite a number of organizations have processes and systems in place saying that anybody can apply for any job, but they are not released because their immediate boss needs them in that particular position. These are things that make longevity for an individual difficult.
This is a topic I am interested in. There are two different kinds of cultures. There is a culture or value which is core and another culture or value which is transactional. So, when people talk about culture, sometimes they talk about the core culture which is really intrinsic and which is a signal element of that organization.
The Tatas, as an organization, symbolize integrity and trust. That is their core culture. On the other hand, we have the culture of action orientation. That is not necessarily an intrinsic culture; it is more a culture brought about by leaders at that point in time. And this transactional or transient culture may appear as an island within an organization. So, if you have a hundred leaders, some of them are action-oriented while some others may be very considered and plan-oriented instead. Now that is not the culture of the organization.
HR needs to be clear in terms of what they are touting as the culture of the organization. So while those intrinsic things are important, leadership styles are often mistaken to be culture. The intrinsic culture needs to be imbibed by people across the organization, by leaders, departments and units across the organization, for which a lot of communication, preparation and support is required.
Now, how do people judge cultures? Employees are able to judge cultures based on what they experience—not once, not twice, but on a continuous basis. Not in any one or two places, but across the organization. That will be possible only if there is a plan and an efficient way of making sure that people are aware of the culture, that leaders actually live the culture and develop their successors in such a way as to follow the same culture. For this to happen, HR needs to look carefully at the appointment of leaders, their development, and at holding them accountable for continuance and upkeep of the culture.
### Dilemma 2: Should I Do a Second MBA?
There are only 20 business schools in India where the starting salary post-placement is higher than the fees the student has paid for the two-year course. When they realize that they haven’t got much out of studying in a second-tier business school, students think about pursuing another MBA in a better school. Towards this end, the priority now is to study at one of the top-ranked business schools in the world. These are expensive, costing an outlay of about $133,000 for a two-year course. In the past, students chose this route to migrate to a western country via an MBA. Visa rules and hiring patterns have changed and this is no longer an option now
Today, competitive test prep coaching classes and consultants say they are getting more enquiries regarding a second MBA than ever before. Professionals armed with MBAs from Indian B-schools, including premier ones such as ISB (Indian School of Business) and the IIMs (Indian Institute of Management), are looking at international institutes and weighing their options, hoping it will help them leapfrog into the big league. The trend is prevalent across industries and sectors. You have area managers from FMCG (fast-moving consumer goods) companies, vice presidents from banking and senior managers from IT vying to go back to business school. At INSEAD, which offers a ten-month management programme, roughly 10 per cent of Indian students already hold MBA degrees from a business school back home, including the IIMs.
Reasons to go for a second MBA vary across the population but the motivations are largely the same. The first group is composed of management graduates who went to lower-rung business schools and are looking at better opportunities, roles and compensation. The second group, at the higher end of the spectrum, comprises professionals who harbour global ambitions or want to switch careers. Students also choose schools in Ireland because they obtain a time-bound work permit following the degree. Their choice is between a one-year executive MBA programme and a full-time two-year MBA programme
ot so long ago, Indian B-schools earned the sharp rebuke of ASSOCHAM, which declared that, barring IIM graduates, ‘only 7 per cent of the pass-outs are actually employable in India’. Things haven’t gotten much better since. According to the India Skills Report 2019, the employability of MBA students has gone down from 41 per cent in 2014 to 36 per cent in 2019.
The three key variables in a good MBA course can be categorized thus:
The presence of rock star faculty in the institute (the best of the best in their fields) in the subject you want to major in
The quality of campus experience, i.e., student/peer group quality, extracurricular activities, industry interaction, etc.
The quality and pedigree of companies which recruit from the business school
we look at the data, less than 50 per cent of students who graduated from 5,500 B-schools in 2016 found campus placement. The statistics reflected by ASSOCHAM are even bleaker when it comes to ROI (Return on Investment). ‘On average, each student spent nearly 3 to 5 lakh rupees on a 2-year MBA programme; their monthly salary is a measly Rs 8000 to Rs 10,000, or 1–2 lakh rupees per annum.’ These abysmal standards led to the closing down of over 250 B-schools in major cities. Even more are in the process of shutting down as Tier-II and Tier-III B-schools face yet another tough placement season with the slowdown in the economy
It’s not all bad news, though. The leading B-schools across India remain strong, with a range of recruiters visiting their campuses and good placements and job offers to show for it. Four Indian B-schools continue to be in the Top 50 of FT’s global rankings. ISB leads the pack at No. 24, followed by IIM Bangalore, IIM Ahmedabad and IIM Calcutta.
Yet, the solution, as ASSOCHAM has prescribed, lies in re-training the faculty. ‘The need to update and re-train faculty in emerging global business perspectives is practically absent in many B-schools, often making the course content redundant.’ I feel that industry can play an important role in raising the bar when it comes to faculty capability through live projects and short-term assignments.
Another rationale underlying the second MBA is that industry practices evolve and there’s pressure to not be left behind. Professionals with sector expertise go this route to update skills and competencies with niche courses. These are invariably new-age capabilities: from business models to data analytics and insights to customer management.
An MBA from an Indian B-school gives a good ROI but is less known globally. There’s the perception that the Indian B-school branding is at best confined to the Asia-Pacific level. While IIM and ISB graduates do move out of the country, the numbers are still small, and this will need to multiply if the IIM brand is to have global reach and relevance in the future. I think the IIMs and their alumni have a lot more to do towards achieving this global objective.
Today, regardless of the size of the company, managers need to be equipped with global capabilities to perform across geographies. In such a scenario, an Ivy League school puts you on a global career trajectory, not just in terms of money but also exposure. These schools dominate global rankings, which are based on employment numbers, quality of faculty and diversity of the class. FT’s 2019 rankings throw up the same mix of names in the Top 10. Stanford and Harvard are the top two, followed by INSEAD, which is the highest-ranked MBA provider in Europe.
The dilemmas that crop up for Indian professionals in making this choice are aplenty. For those based in India, an international MBA opens up new horizons. Sometimes, Indian managers on international assignments may feel that, after a point, their progress is restricted if they don’t upskill. Even managers who are earning good salaries may feel like they are stuck in their roles or that their field of work is too narrow and may grow obsolete. For others, it may be scaling their business or building one from scratch
For long, the USA has been the top destination for Indian students, but geographical preferences too are evolving. GMAC’s data shows that the number of GMAT scores sent by Indians to US schools declined by 18.6 per cent from 2017 to 2018 testing years (1 July 2017 to 30 June 2018). Meanwhile, the number of Indians who sent GMAT scores to German schools rose by 29.5 per cent in the same period; for Canadian and European programmes, it rose over 15 per cent.
The dip in applicants to the US is not restricted to the Indian student community alone. According to a GMAC survey, 70 per cent of two-year, full-time MBA programmes in the US saw a decline in application volume in 2018. Harvard Business School saw a 4.5 per cent decline in applications, Stanford’s Graduate School of Business a 4.6 per cent drop, and Wharton a 6.7 per cent slide.
Immigration, visa issues, work permits will continue to drive the conversation when it comes to a global MBA degree. Despite its rising popularity, a second MBA is not for everyone. There are plenty of variables to consider in order to chart out how it fits in with your aspirations.
On the other hand, today, India does have the opportunities and the compensation for high-value talent.
Do you see yourself as a global leader or are you happy with a good position in India?
This is where you assess your long-term goals. If you see yourself in India for years to come, it may be a good idea to stick to the top-tier IIMs. If you are hoping to make a career switch to strategy consulting, investment banking or private equity with top firms such as McKinsey and Goldman Sachs, or get into a Silicon Valley company, then a second global MBA makes sense.
Are you prepared to devote at least two years to the entire process, including preparing for the GMAT, researching good schools, writing essays and then actually attending school?
There is going to be a significant chunk of time involved in the whole process. You have to devote time to this while pursuing your current job. Not all B-schools abroad accept candidates with a prior MBA degree. Dartmouth (Tuck), Haas (UC Berkeley), Owen (Vanderbilt)—these are some of the top business schools in the US that do not admit applicants who have done an MBA before. Wharton and MIT Sloan are among the few who do. Almost all schools will ask you to address the elephant in the room: Why a second MBA? And what are you hoping to gain from it?
An MBA degree doesn’t come cheap. An MBA from a premier Indian business school costs between $25,000 to $33,000 for a two-year course. One from a top-five global B-school abroad costs about $110,000 to $116,000. The salary on graduating from a top-three IIM will be between $25,000 to $50,000, while that from a top-five global school will be about $166,000 to $225,000. So, in terms of multiplier, the Indian top-three business school pays back better. You must also calculate the broad opportunity cost you will bear when you are out of the workforce for a year or two. If you have a family to support, or have loans to pay off, this calculation is even more serious. According to a 2016 GMAC report, it takes about four years, on an average, for graduate business alumni to recoup their investment, depending on the programme
The business school and curriculum need a dramatic overhaul if they are to stay relevant to a future world. Till that happens, I think the MBA degree will be under challenge and scrutiny.
An MBA from a top-notch school will always be of value. However, that value is not lifelong; it will have diminishing returns if you are not constantly upskilling yourself or not performing well. All businesses want top-performing managers, not managers with top degrees. A top-class degree with below-average results is the worst combination in the business world.
I think we will see a higher emphasis on skills as opposed to degrees in the next decade. This will accelerate in a few industries to start with, before going mainstream. So, I predict that people will choose skills over degrees.
### Dilemma 3: Living Apart
The Indian family structure is changing. The perception of India as the land of giant joint family structures is no longer true; government data indicates entirely otherwise. In 2011, in urban India, 52.3 per cent of families were nuclear (husband, wife and unmarried children living together under one roof), whereas, in the same year, in rural India—hold your breath—the corresponding number stands so close at a whopping 52.1 per cent and the number of joint families stands at 16.1 per cent of households. Joint families showed much higher pooling of resources and offered immense benefits, including the fact that one’s spouse didn’t have to work to contribute to the joint family coffers
Yet, there’s no denying that the number of mobile employees is on the rise. Having access to talent continues to be a challenge for CEOs and companies—a situation that drives mobility. Research firm Strategy Analytics predicts that 1.87 billion people will be mobile employees in the next 4 years, comprising 42.5 per cent of the total global workforce. It sees a larger number of mobile workers in Asia, given the changes in technology and a younger workforce.
This bodes well for millennials, who are more open to international assignments. Eighty per cent of them expect and want an overseas assignment during their career, according to PwC’s Talent Mobility 2020 report. From which stems another dilemma—keeping up with their aspirations while mitigating costs. The solution? Companies are changing the nature of assignments. Traditional, fixed mid- and long-term assignments remain important, but only for senior management. HR managers acknowledge the shift—for managers or professionals, companies want mobility at a more affordable price. This translates to short and frequent business trips instead of assignments, short-term projects, or a work-from-anywhere policy.
Countries are getting tougher on expatriate appointments.
A good career is one where you learn at the start, then go on to contribute at the end when you multiply that learning, coupled with all the experience and wisdom garnered along the way. Most people have a fund of youthful energy early on in their careers, while older people have the gift of wisdom gained from experience and a few knocks sustained over the course of the journey. The right balance comes at the age of around forty-two, when a manager typically has an optimal proportion of energy and wisdom. Becoming the best in your field and being acknowledged as such is a good marker of a successful career for many.
career is much like a marathon; you need to pace yourself. There are bound to be twists and turns, and your determination and persistence are what will get you to the finish line. The finish line, of course, is what you define it to be. For many people, it is becoming a CEO or the head of an institution in their field, be it as a dean or a director, a college principal or an army general
### Dilemma 1: Is Money the Most Important Variable in a Career?
My advice to young managers, that is, to anyone below the age of thirty, is to maximize their learning and work at a place where they can multiply their capabilities rather than choosing money as the variable to maximize. This choice will not hurt them
So, if millennials are, more or less, the same when it comes to money, how are they different from previous generations at the workplace? Millennials value the total experience at work. They want the company to be tech-savvy, have the latest tech gadgets or platforms or software to work with. They want their work to be noticed, but they want to be rewarded for their talent and not just noticed for their success or failure. And they want that recognition immediately. As evidence, see the number of millennials posting their awards and recognitions on LinkedIn. They value breaks. They quote examples from Finland and New Zealand to make their case. They want to give unvarnished feedback to their staid bosses. They want less seriousness, less fuddy-duddyness at work. They don’t think much of ‘dog work
India is home to the highest population of millennials in the world, but also accounts for nearly half of its working-age population. We will be the millennial capital of the world by 2040.
Do Millennials and Other Generations Stay in a Company if Paid Well?
This question throws up a funny dichotomy. Money is the top reason to pick a company, but it is not the top reason to leave a company.
Let’s start with tenure. Half the millennials in the world plan to quit their jobs in a year’s time; this is up from 36 per cent in 2017. The corresponding number in India would be similar. That’s why the millennials are called the ‘job hopping’ generation.
The primary reasons for quitting are: dissatisfaction with career path (43 per cent), work-life balance (36 per cent) and low compensation (33 per cent). No doubt, they leave a job for these reasons but money again is the basis on which they accept the next job offer!
From 2019 data, we see that job security (45 per cent) is the most important parameter, with work-life balance and salary and benefits (40 per cent) coming in second.
We came to a clear correlation. Any executive who had an EMI (Equated Monthly Instalment payment) of more than 25 per cent of the take-home salary was constantly in the job market. The objective of the job hunt was to bring that EMI down to 10 per cent of take-home salary; at 25 per cent, they were worried. I think this is valid even today.
In the COVID phase, what people have not had control over is repayments. Repayments as a percentage of monthly household expenditure has dropped by 200 basis points in the second half of 2020.
In India, household debt has more than doubled since the start of the decade, going from $120 billion in 2008 to around $300 billion in 2018. While debt boosts consumption and GDP growth in the short run (one-year period), it has a negative impact on growth in the long run. India’s household debt-to-GDP ratio is still quite low (around 11 per cent) compared to other BRICS nations, but it can become a cause for worry if India gravitates towards being an EMI nation
I don’t think any company can commit to job security today. The business itself is not secure. It’s more about how companies can provide a sense of stability to the individual. Quite a number of organizations have processes and systems in place saying that anybody can apply for any job, but they are not released because their immediate boss needs them in that particular position. These are things that make longevity for an individual difficult.
This is a topic I am interested in. There are two different kinds of cultures. There is a culture or value which is core and another culture or value which is transactional. So, when people talk about culture, sometimes they talk about the core culture which is really intrinsic and which is a signal element of that organization.
The Tatas, as an organization, symbolize integrity and trust. That is their core culture. On the other hand, we have the culture of action orientation. That is not necessarily an intrinsic culture; it is more a culture brought about by leaders at that point in time. And this transactional or transient culture may appear as an island within an organization. So, if you have a hundred leaders, some of them are action-oriented while some others may be very considered and plan-oriented instead. Now that is not the culture of the organization.
HR needs to be clear in terms of what they are touting as the culture of the organization. So while those intrinsic things are important, leadership styles are often mistaken to be culture. The intrinsic culture needs to be imbibed by people across the organization, by leaders, departments and units across the organization, for which a lot of communication, preparation and support is required.
Now, how do people judge cultures? Employees are able to judge cultures based on what they experience—not once, not twice, but on a continuous basis. Not in any one or two places, but across the organization. That will be possible only if there is a plan and an efficient way of making sure that people are aware of the culture, that leaders actually live the culture and develop their successors in such a way as to follow the same culture. For this to happen, HR needs to look carefully at the appointment of leaders, their development, and at holding them accountable for continuance and upkeep of the culture.
### Dilemma 2: Should I Do a Second MBA?
There are only 20 business schools in India where the starting salary post-placement is higher than the fees the student has paid for the two-year course. When they realize that they haven’t got much out of studying in a second-tier business school, students think about pursuing another MBA in a better school. Towards this end, the priority now is to study at one of the top-ranked business schools in the world. These are expensive, costing an outlay of about $133,000 for a two-year course. In the past, students chose this route to migrate to a western country via an MBA. Visa rules and hiring patterns have changed and this is no longer an option now
Today, competitive test prep coaching classes and consultants say they are getting more enquiries regarding a second MBA than ever before. Professionals armed with MBAs from Indian B-schools, including premier ones such as ISB (Indian School of Business) and the IIMs (Indian Institute of Management), are looking at international institutes and weighing their options, hoping it will help them leapfrog into the big league. The trend is prevalent across industries and sectors. You have area managers from FMCG (fast-moving consumer goods) companies, vice presidents from banking and senior managers from IT vying to go back to business school. At INSEAD, which offers a ten-month management programme, roughly 10 per cent of Indian students already hold MBA degrees from a business school back home, including the IIMs.
Reasons to go for a second MBA vary across the population but the motivations are largely the same. The first group is composed of management graduates who went to lower-rung business schools and are looking at better opportunities, roles and compensation. The second group, at the higher end of the spectrum, comprises professionals who harbour global ambitions or want to switch careers. Students also choose schools in Ireland because they obtain a time-bound work permit following the degree. Their choice is between a one-year executive MBA programme and a full-time two-year MBA programme
ot so long ago, Indian B-schools earned the sharp rebuke of ASSOCHAM, which declared that, barring IIM graduates, ‘only 7 per cent of the pass-outs are actually employable in India’. Things haven’t gotten much better since. According to the India Skills Report 2019, the employability of MBA students has gone down from 41 per cent in 2014 to 36 per cent in 2019.
The three key variables in a good MBA course can be categorized thus:
The presence of rock star faculty in the institute (the best of the best in their fields) in the subject you want to major in
The quality of campus experience, i.e., student/peer group quality, extracurricular activities, industry interaction, etc.
The quality and pedigree of companies which recruit from the business school
we look at the data, less than 50 per cent of students who graduated from 5,500 B-schools in 2016 found campus placement. The statistics reflected by ASSOCHAM are even bleaker when it comes to ROI (Return on Investment). ‘On average, each student spent nearly 3 to 5 lakh rupees on a 2-year MBA programme; their monthly salary is a measly Rs 8000 to Rs 10,000, or 1–2 lakh rupees per annum.’ These abysmal standards led to the closing down of over 250 B-schools in major cities. Even more are in the process of shutting down as Tier-II and Tier-III B-schools face yet another tough placement season with the slowdown in the economy
It’s not all bad news, though. The leading B-schools across India remain strong, with a range of recruiters visiting their campuses and good placements and job offers to show for it. Four Indian B-schools continue to be in the Top 50 of FT’s global rankings. ISB leads the pack at No. 24, followed by IIM Bangalore, IIM Ahmedabad and IIM Calcutta.
Yet, the solution, as ASSOCHAM has prescribed, lies in re-training the faculty. ‘The need to update and re-train faculty in emerging global business perspectives is practically absent in many B-schools, often making the course content redundant.’ I feel that industry can play an important role in raising the bar when it comes to faculty capability through live projects and short-term assignments.
Another rationale underlying the second MBA is that industry practices evolve and there’s pressure to not be left behind. Professionals with sector expertise go this route to update skills and competencies with niche courses. These are invariably new-age capabilities: from business models to data analytics and insights to customer management.
An MBA from an Indian B-school gives a good ROI but is less known globally. There’s the perception that the Indian B-school branding is at best confined to the Asia-Pacific level. While IIM and ISB graduates do move out of the country, the numbers are still small, and this will need to multiply if the IIM brand is to have global reach and relevance in the future. I think the IIMs and their alumni have a lot more to do towards achieving this global objective.
Today, regardless of the size of the company, managers need to be equipped with global capabilities to perform across geographies. In such a scenario, an Ivy League school puts you on a global career trajectory, not just in terms of money but also exposure. These schools dominate global rankings, which are based on employment numbers, quality of faculty and diversity of the class. FT’s 2019 rankings throw up the same mix of names in the Top 10. Stanford and Harvard are the top two, followed by INSEAD, which is the highest-ranked MBA provider in Europe.
The dilemmas that crop up for Indian professionals in making this choice are aplenty. For those based in India, an international MBA opens up new horizons. Sometimes, Indian managers on international assignments may feel that, after a point, their progress is restricted if they don’t upskill. Even managers who are earning good salaries may feel like they are stuck in their roles or that their field of work is too narrow and may grow obsolete. For others, it may be scaling their business or building one from scratch
For long, the USA has been the top destination for Indian students, but geographical preferences too are evolving. GMAC’s data shows that the number of GMAT scores sent by Indians to US schools declined by 18.6 per cent from 2017 to 2018 testing years (1 July 2017 to 30 June 2018). Meanwhile, the number of Indians who sent GMAT scores to German schools rose by 29.5 per cent in the same period; for Canadian and European programmes, it rose over 15 per cent.
The dip in applicants to the US is not restricted to the Indian student community alone. According to a GMAC survey, 70 per cent of two-year, full-time MBA programmes in the US saw a decline in application volume in 2018. Harvard Business School saw a 4.5 per cent decline in applications, Stanford’s Graduate School of Business a 4.6 per cent drop, and Wharton a 6.7 per cent slide.
Immigration, visa issues, work permits will continue to drive the conversation when it comes to a global MBA degree. Despite its rising popularity, a second MBA is not for everyone. There are plenty of variables to consider in order to chart out how it fits in with your aspirations.
On the other hand, today, India does have the opportunities and the compensation for high-value talent.
Do you see yourself as a global leader or are you happy with a good position in India?
This is where you assess your long-term goals. If you see yourself in India for years to come, it may be a good idea to stick to the top-tier IIMs. If you are hoping to make a career switch to strategy consulting, investment banking or private equity with top firms such as McKinsey and Goldman Sachs, or get into a Silicon Valley company, then a second global MBA makes sense.
Are you prepared to devote at least two years to the entire process, including preparing for the GMAT, researching good schools, writing essays and then actually attending school?
There is going to be a significant chunk of time involved in the whole process. You have to devote time to this while pursuing your current job. Not all B-schools abroad accept candidates with a prior MBA degree. Dartmouth (Tuck), Haas (UC Berkeley), Owen (Vanderbilt)—these are some of the top business schools in the US that do not admit applicants who have done an MBA before. Wharton and MIT Sloan are among the few who do. Almost all schools will ask you to address the elephant in the room: Why a second MBA? And what are you hoping to gain from it?
An MBA degree doesn’t come cheap. An MBA from a premier Indian business school costs between $25,000 to $33,000 for a two-year course. One from a top-five global B-school abroad costs about $110,000 to $116,000. The salary on graduating from a top-three IIM will be between $25,000 to $50,000, while that from a top-five global school will be about $166,000 to $225,000. So, in terms of multiplier, the Indian top-three business school pays back better. You must also calculate the broad opportunity cost you will bear when you are out of the workforce for a year or two. If you have a family to support, or have loans to pay off, this calculation is even more serious. According to a 2016 GMAC report, it takes about four years, on an average, for graduate business alumni to recoup their investment, depending on the programme
The business school and curriculum need a dramatic overhaul if they are to stay relevant to a future world. Till that happens, I think the MBA degree will be under challenge and scrutiny.
An MBA from a top-notch school will always be of value. However, that value is not lifelong; it will have diminishing returns if you are not constantly upskilling yourself or not performing well. All businesses want top-performing managers, not managers with top degrees. A top-class degree with below-average results is the worst combination in the business world.
I think we will see a higher emphasis on skills as opposed to degrees in the next decade. This will accelerate in a few industries to start with, before going mainstream. So, I predict that people will choose skills over degrees.
### Dilemma 3: Living Apart
The Indian family structure is changing. The perception of India as the land of giant joint family structures is no longer true; government data indicates entirely otherwise. In 2011, in urban India, 52.3 per cent of families were nuclear (husband, wife and unmarried children living together under one roof), whereas, in the same year, in rural India—hold your breath—the corresponding number stands so close at a whopping 52.1 per cent and the number of joint families stands at 16.1 per cent of households. Joint families showed much higher pooling of resources and offered immense benefits, including the fact that one’s spouse didn’t have to work to contribute to the joint family coffers
Yet, there’s no denying that the number of mobile employees is on the rise. Having access to talent continues to be a challenge for CEOs and companies—a situation that drives mobility. Research firm Strategy Analytics predicts that 1.87 billion people will be mobile employees in the next 4 years, comprising 42.5 per cent of the total global workforce. It sees a larger number of mobile workers in Asia, given the changes in technology and a younger workforce.
This bodes well for millennials, who are more open to international assignments. Eighty per cent of them expect and want an overseas assignment during their career, according to PwC’s Talent Mobility 2020 report. From which stems another dilemma—keeping up with their aspirations while mitigating costs. The solution? Companies are changing the nature of assignments. Traditional, fixed mid- and long-term assignments remain important, but only for senior management. HR managers acknowledge the shift—for managers or professionals, companies want mobility at a more affordable price. This translates to short and frequent business trips instead of assignments, short-term projects, or a work-from-anywhere policy.
Countries are getting tougher on expatriate appointments.
February 25, 2021
Quite a quick read this one. I'm not sure if it had any insight my overthinking mind didn't already know/hadn't already read somewhere, so I found the reasonings obvious and redundant.
The style of writing quite dry/listless, and by the end I just ploughed through cause I was procrastinating on other tasks.
Overall, wouldn't recommend. Maybe useful for a college student? But otherwise this book is an easy skip.
The style of writing quite dry/listless, and by the end I just ploughed through cause I was procrastinating on other tasks.
Overall, wouldn't recommend. Maybe useful for a college student? But otherwise this book is an easy skip.
February 27, 2021
Quick read. Well positioned for young graduates and wish I had this when I was just starting my own journey.
October 16, 2021
The Right Choice is a guide for navigating key career dilemmas faced by MBAs as they climb the corporate ladder from a Management Trainee to the Managing Director. The book is authored by Shiv Shivakumar, one of Corporate India’s most prolific CEOs.
The book is divided into 10 chapters each of which focus on a particular career dilemma. The early chapters focus on dilemmas faced by young Executives - factors to consider while choosing a job, pursuing a second MBA, living apart from the family, and, rejoining a previous organization. The dilemmas become more complex as the Executive climbs the corporate ladder - switching industries, turning entrepreneur. The last few chapters focus on the factors to consider while joining a Company Board and serving as a CEO. Each chapter analyzes the career dilemma from multiple perspectives. The analysis is supported by anecdotes from personal experience, interviews with 24 top Corporate Honchos, and, data from reputable Human Resources consulting firms. The book contains interviews with 11 CEOs, 6 Entrepreneurs, 6 HR Practitioners, and, 11 Women Leaders.
The Right Choice is one of those rare career guides that eschews current management fads. Each career advice is rooted in rationale and pragmatism. The book provides clear and concise insights to help Executives make informed career choices.
Visit link to read the full review of the book.
https://www.sylviagrace.in/books-for-...
Visit link to discover more such AMAZING books!
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The book is divided into 10 chapters each of which focus on a particular career dilemma. The early chapters focus on dilemmas faced by young Executives - factors to consider while choosing a job, pursuing a second MBA, living apart from the family, and, rejoining a previous organization. The dilemmas become more complex as the Executive climbs the corporate ladder - switching industries, turning entrepreneur. The last few chapters focus on the factors to consider while joining a Company Board and serving as a CEO. Each chapter analyzes the career dilemma from multiple perspectives. The analysis is supported by anecdotes from personal experience, interviews with 24 top Corporate Honchos, and, data from reputable Human Resources consulting firms. The book contains interviews with 11 CEOs, 6 Entrepreneurs, 6 HR Practitioners, and, 11 Women Leaders.
The Right Choice is one of those rare career guides that eschews current management fads. Each career advice is rooted in rationale and pragmatism. The book provides clear and concise insights to help Executives make informed career choices.
Visit link to read the full review of the book.
https://www.sylviagrace.in/books-for-...
Visit link to discover more such AMAZING books!
https://www.sylviagrace.in/
June 15, 2021
What I liked
* Unique format in which 10 career dilemmas faced by professionals are discussed.
Dilemmas include:
1) Is money the most important variable in a career?
2) Should I do a Second MBA?
3) Living Apart
4) Re-joining an organization you had quit earlier
5) Switching Industries in a career
6) Should I take a Sabbatical?
7) Taking up an overseas job
8) Should I turn an Entrepreneur?
9) To join or not join a board
10) Dilemma of a CEO
* Perspective from seasoned executives who have made different choices for each dilemma.
* Shiv adding his learnings and insights on each dilemma as a takeaway from each chapter
* The book does not prescribe "The right choice" for each dilemma, but helps you navigate the journey from dilemma to decision
Some decisions we take are reversible and some are not. For example, if you decide to not do a second MBA, you can revisit it at a later point in time. If the perspective of executives who have made a choice, and after a period of time, revisited it to make the opposite choice is added it would be great. A suggestion for the next edition of this book
If you have a dilemma of whether to buy this book or not, 'The Right Choice' is to buy it :)
* Unique format in which 10 career dilemmas faced by professionals are discussed.
Dilemmas include:
1) Is money the most important variable in a career?
2) Should I do a Second MBA?
3) Living Apart
4) Re-joining an organization you had quit earlier
5) Switching Industries in a career
6) Should I take a Sabbatical?
7) Taking up an overseas job
8) Should I turn an Entrepreneur?
9) To join or not join a board
10) Dilemma of a CEO
* Perspective from seasoned executives who have made different choices for each dilemma.
* Shiv adding his learnings and insights on each dilemma as a takeaway from each chapter
* The book does not prescribe "The right choice" for each dilemma, but helps you navigate the journey from dilemma to decision
Some decisions we take are reversible and some are not. For example, if you decide to not do a second MBA, you can revisit it at a later point in time. If the perspective of executives who have made a choice, and after a period of time, revisited it to make the opposite choice is added it would be great. A suggestion for the next edition of this book
If you have a dilemma of whether to buy this book or not, 'The Right Choice' is to buy it :)
February 22, 2021
Shiva Shivkumar's book The Right Choice is a guidebook for all the people who need some help with career problems. I read the book to find out if I can get some enlightenment with my offbeat career, and see here I am to share my words with you. Experimental wisdom is what I name the book, all the points are verified with a lot of research, examples, and graphs. I also got a chance to read the interviews of some successful people in the book at the end of each chapter.
Simple questions to complicated ones are answered with generous solutions and words. Timing, money, success, education, and everything else being talked about here in the book, I find it worth reading till the end.
We go through a lot of dilemmas when careers are at stake, and so it is important to read and research before making a choice for oneself. And I am happy to say here, in this book we can find a lot of help. I find it worth reading at least once especially for all the people who are working in private sectors or are looking for other career perspectives.
Simple questions to complicated ones are answered with generous solutions and words. Timing, money, success, education, and everything else being talked about here in the book, I find it worth reading till the end.
We go through a lot of dilemmas when careers are at stake, and so it is important to read and research before making a choice for oneself. And I am happy to say here, in this book we can find a lot of help. I find it worth reading at least once especially for all the people who are working in private sectors or are looking for other career perspectives.
March 21, 2021
I picked up this book with great anticipation but in the end I was quite disappointed. After reading the 5 chapters that I thought would be most relevant and interesting, I gave up on it.
It doesn’t offer anything useful or interesting. Especially for people like me, who started working in this Millenium and have made very different career choice from the ones made by the generations which came before us.
The writer went to the best colleges of this country, had long stints in the best of traditional companies and is a highly successful CEO and business leader. A lot of his advice is based on his own career and should be extremely relevant for people who want to follow that same academic and professional career path. That’s a very small minority. But for those who don’t or can’t, there isn’t much to take away.
I mean no disrespect for Mr Shivakumar. I pre-ordered this book because of his legendary status and he is a person I respect and admire based on everything I have read and heard about him.
It doesn’t offer anything useful or interesting. Especially for people like me, who started working in this Millenium and have made very different career choice from the ones made by the generations which came before us.
The writer went to the best colleges of this country, had long stints in the best of traditional companies and is a highly successful CEO and business leader. A lot of his advice is based on his own career and should be extremely relevant for people who want to follow that same academic and professional career path. That’s a very small minority. But for those who don’t or can’t, there isn’t much to take away.
I mean no disrespect for Mr Shivakumar. I pre-ordered this book because of his legendary status and he is a person I respect and admire based on everything I have read and heard about him.
September 17, 2021
Shiv kumar, a veteran in the corporate world, has used his experience to address 10 dilemmas which a person may face in their career viz, importance of money, need for second mba, living apart, joining a previous organisation, sabbatical, switching industries, overseas job, entrepreneurship, becoming a Board Member and CEO dilemmas. Each section has a special personal experience of various leaders in the industry. With a personal touch, Shiv describes each section in detail ending with things to remember. The only feedback would be if the author would have spoken about how to get rid of inherent bias related to decision making during these dilemmas. The book tends to be generalistic but some sections especially related to importance of money, living apart and overseas job were value adding. Of course, the later dilemmas may become relevant at later stages of your career, so a book that needs revisiting.
March 7, 2021
An interesting book that acts as a guide when it comes to a successful career. The thoughts we have the dilemmas that we face, the author tries to resolve such dilemmas with some amazing examples.
The author answers each of the questions that we may have or ever had. It has insights and perspectives from twenty-four highly experienced professionals that will give us clarity.
With an engaging and lucid writing style, this book will help us in analysing the difficult situations and win in your career. The author shares his wisdom and experiences that will help us to resolve the ten dilemmas.
It has lessons and learnings, with charts and things to remember, I loved the way this book is. It's a practical book that you will help us grow.
Overall, it's a well-researched book full of insights and experiences. A must read book.
The author answers each of the questions that we may have or ever had. It has insights and perspectives from twenty-four highly experienced professionals that will give us clarity.
With an engaging and lucid writing style, this book will help us in analysing the difficult situations and win in your career. The author shares his wisdom and experiences that will help us to resolve the ten dilemmas.
It has lessons and learnings, with charts and things to remember, I loved the way this book is. It's a practical book that you will help us grow.
Overall, it's a well-researched book full of insights and experiences. A must read book.
March 11, 2021
The author attempts to resolve a series of dilemmas that management professionals face in their careers. Each chapter has the authors take as well as opinions of a series of professionals. The scope of the subject is narrow as it focuses only on people who have done their mba's and are in corporate companies. The author himself having had a conservative career path doesn't help the cause. In the present scenario, with careers being more adventurous, lateral and opportunities being far wider, the 'takes' mentioned in this book are outdated. It is also a monotonous read where the author tries too hard to back his findings with data. After the first two chapters, I skimmed through the rest of the book.
February 22, 2021
Definitely a must read for everyone who aspires a c suite !
Definitely a must read for everyone who aspires a c suite !
This is not a to do list for success, this is a referral code for tie breaker
All of us will go thought hese dilemma, I personally have seen two of these dilemmas, wish this book could have been released earlier
A great read, more like a tea time interactions with the whose who of business world give strength to the reader through their personal life learnings
Where did the one star go???
They didn't put up an obituary or Late before Chandramouli's name
Definitely a must read for everyone who aspires a c suite !
This is not a to do list for success, this is a referral code for tie breaker
All of us will go thought hese dilemma, I personally have seen two of these dilemmas, wish this book could have been released earlier
A great read, more like a tea time interactions with the whose who of business world give strength to the reader through their personal life learnings
Where did the one star go???
They didn't put up an obituary or Late before Chandramouli's name
March 14, 2021
Good book if you're facing a few dilemmas discussed in the book. Otherwise, it is more like reading statistics around behaviours and changes in the recent past. Nevertheless, anything that has come from Shiv has always been driven by data and this book is no different. There are a few eye-openers and a few mundane, commonsensical things discussed at length.
The author does present a framework for resolving the dilemmas and it might be helpful to resolve any of these dilemmas.
The great thing about this book is the interviews of different people related to the dilemma and their experience-driven comments.
The author does present a framework for resolving the dilemmas and it might be helpful to resolve any of these dilemmas.
The great thing about this book is the interviews of different people related to the dilemma and their experience-driven comments.
April 4, 2021
The Right Choice is a guide to navigate one's professional life. The book delves deep into ten very common dilemmas faced by professionals at various stages of their career. For each of the dilemmas, the author brings in his own experiences as well as other industry veterans and entrepreneurs' perspectives to get a clear idea about resolving these dilemmas. The book very clearly explains the best way to tackle any problem is to weigh in all pros and cons and make an informed decision. It's a good book for everyone starting from someone who is just starting out in the corporate world to entrepreneurs, middle level and senior-level managers.
May 3, 2021
Shiv has the rare ability to teach without preaching, and enrich his views with those of experts across fields and geographies.
No matter what career stage you're in, this is highly recommended reading. Early- or mid- career people will realize that there are different ways to frame a dilemma, each leading to very different decisions. More experienced people such as I will find ourselves nodding in agreement every few pages, sometimes chuckling at how difficult these dilemmas seemed a few years ago, and how we solved it in our own ways.
Shiv, I'm looking forward to a follow-up book that helps us navigate a very different world from the one that we were in when you started this book.
No matter what career stage you're in, this is highly recommended reading. Early- or mid- career people will realize that there are different ways to frame a dilemma, each leading to very different decisions. More experienced people such as I will find ourselves nodding in agreement every few pages, sometimes chuckling at how difficult these dilemmas seemed a few years ago, and how we solved it in our own ways.
Shiv, I'm looking forward to a follow-up book that helps us navigate a very different world from the one that we were in when you started this book.
May 22, 2021
This book talks about dilemmas of corporate employees and attempts to offer solutions. While the intention of the author might be genuine, the directions are quite obvious. Once you're a couple of years into your working life, the answers many questions are self-evident. Some of the questions are also so person-dependent that it cannot have a universal solution. So does a book need to be written about them? My frank opinion is No. Given the experience of the author, I was also looking forward to things which can inspire you to do better in a job and things which can build your knowledge, but couldn't find either.
February 1, 2022
If you have drifted in your career and want to take control, these could be the exact dimensions you could be thinking of. A lot of stats and perspectives from different people who have made the decisions in the past.
While a lot of things were obvious to me, having thought about 'what next' quite often, there were a few things that will take some time to digest. For example, the comment that your 40's is when you have the best mix of energy and wisdom. Or your 50's is when you should ideally peak as a CEO. I wonder if there is a factual, structural basis to these - and will be sure to factor these in my career plan!
While a lot of things were obvious to me, having thought about 'what next' quite often, there were a few things that will take some time to digest. For example, the comment that your 40's is when you have the best mix of energy and wisdom. Or your 50's is when you should ideally peak as a CEO. I wonder if there is a factual, structural basis to these - and will be sure to factor these in my career plan!
August 1, 2021
A very good book written in context of the Indian manager. Shiv Shivakumar has covered so many aspects that keep one wondering as one goes ahead in his/her corporate journey.
Each aspect dealt with real world examples of business leaders, analysis and research and the author's personal opinion from his own vast experience as a business leader himself.
I enjoyed the audio version which is also a rendition by the author himself.
A must read.
Thank you, Sir!
#leadership #thankyou #management #careermanagement
Each aspect dealt with real world examples of business leaders, analysis and research and the author's personal opinion from his own vast experience as a business leader himself.
I enjoyed the audio version which is also a rendition by the author himself.
A must read.
Thank you, Sir!
#leadership #thankyou #management #careermanagement
December 16, 2023
I would suggest reading this book every 3 years once. Every time you read you may come under one of these dilemmas and it will add more clarity to your decision.
The key takeaway for me in this year's reading.
1. Rehire will eliminate the wrong hiring.
2. The company or at least your manager and team members should regret your leaving.
3. Always keep touch with head hunters in your industry.
The key takeaway for me in this year's reading.
1. Rehire will eliminate the wrong hiring.
2. The company or at least your manager and team members should regret your leaving.
3. Always keep touch with head hunters in your industry.
April 19, 2021
I have heard most of the nuggets here and there during the past 5 years of my life. Nevertheless it helps to have all things useful in one place. Was expecting more from this book for some reason. A good read for people who are entering into the workforce or people who have just started with their careers. Would definitely be suggesting this to my younger siblings.
April 25, 2021
Discusses 10 common career dilemmas. And discusses different perspective of leaders who have gone through it. Not all may be relevant to everyone. But it has a few gems relevant to each individual. The book is more specific to Indian readers.
Shiv Shivakumar was a popular Exec and thought leader serving Nokia and Pepsi.
Recommended.
Shiv Shivakumar was a popular Exec and thought leader serving Nokia and Pepsi.
Recommended.
May 1, 2021
"Career is lived forward but is always understood backwards once you have lived through it" - Probably the best way to set up this book with this quote..! All the dilemmas are fully relatable and most people would have experienced the same in the corporate world! Some of the real time examples are very monotonous but it doesn't fail to hold the reader's interest through out!
June 7, 2021
For someone whose LinkedIn posts are something I appreciate, this book was a let down. It is no more than a collection of articles written in any daily newspaper's career section and a bunch of interviews without much of punch.
I found the book Catalyst to be a far better book than this for career guidance and something to identify your own career path with.
I found the book Catalyst to be a far better book than this for career guidance and something to identify your own career path with.
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