The Journey Beyond Learning: My Year at IIM Lucknow

A year ago, I embarked on a journey at IIM Lucknow, driven by the pursuit of professional growth. I sought knowledge, expertise, and a refined understanding of business dynamics. But as I stand at the end of this transformative chapter, I realize I am leaving with something far greater—a profound evolution of my spirit, character, and perception of life.

What began as a quest for professional excellence soon unfolded into a deeply personal and spiritual exploration. The structured curriculum, case discussions, and strategic frameworks were invaluable, but what truly shaped me was the realization that growth is not just about skills—it’s about resilience, patience, and self-discipline. And nowhere was this lesson more evident than in a simple yet powerful idea: “I can think, I can wait, I can fast.”

The Wisdom of Siddhartha: The Lessons We Often Overlook

Hermann Hesse’s Siddhartha tells the story of a man in search of enlightenment. When asked about his abilities, Siddhartha humbly states:
“I can think, I can wait, I can fast.”
At first glance, these may seem like ordinary statements. But as I reflected on them, I saw their profound relevance—not just in spiritual journeys but in our professional and personal lives as well.

Thinking: The Power of Deep Contemplation

In an environment as intense as IIM, quick decisions and rapid problem-solving are often celebrated. But I realized that the true power lies in the ability to pause, reflect, and analyze beyond the obvious. Critical thinking is not just about finding solutions—it is about questioning assumptions, challenging biases, and understanding perspectives beyond our own. The ability to think deeply is what sets apart great leaders from the rest.

Waiting: The Strength in Patience

Patience is an underrated virtue in a world that demands instant results. IIM taught me that waiting is not about inaction—it is about perseverance. There were times when ideas took longer to materialize, when failures felt discouraging, when the next step seemed uncertain. But waiting allowed me to develop resilience, to trust the process, and to realize that true success is not immediate—it is earned over time.

Fasting: The Discipline to Endure

Fasting is not just about food—it is about the ability to withstand hardships and resist temptations. In the corporate world, in leadership, and in life, there will be moments of struggle, of deprivation, of difficult choices. The ability to endure, to sacrifice short-term pleasures for long-term goals, is what defines true strength. At IIM, I learned to push beyond my comfort zone, to embrace challenges with determination, and to understand that true discipline is the key to transformation.

More Than an Institution—A Journey of Self-Discovery

IIM Lucknow was not just an academic experience; it was a crucible that shaped my mind, spirit, and character. I came seeking professional advancement, but I left with something far deeper—an understanding of what it means to be a better human being.

Beyond business models and strategy decks, I learned that the greatest asset is self-awareness, the greatest skill is patience, and the greatest success is inner peace.

A heartfelt thanks to Professor Neerja Pande, whose guidance in communication not only refined my professional skills but also enlightened us with a path of spirituality and wisdom, leading to profound personal and professional growth.

As we strive for excellence in our careers, let us not forget to nurture the qualities that make us better individuals—the ability to think, to wait, and to fast. Because in mastering these, we master not just our professions but our very existence.

This is not just my story—it is a reminder for all of us, and a lesson we must pass on to the next generation.

AI, ML, Data Science - frequent consultation advises to leadership

 In this current post I have tried to compile most questions, discussions and queries I come across while consulting Data Science road maps with leaders and managers. I am hoping this compilation will add value to the other leaders and managers too who may have at some point wondered about them but didn’t get the opportunity to have those discussions. Many of you may have a better response or more exposure to some of the questions, I have tried to compile it based on the best knowledge I have and how I go about explaining them.

Please reach out, if you think you have a question or point that appears a lot during consultation and is worth discussed upon.

1. Should we build this product or capability in-house or get it from a vendor?

A vendor product will always be a generalized one to cut across as many businesses as possible as they thrive on repeat-ability. While when you build in-house you can make it more customized to a smaller set of use cases or scenarios and may be create a better differentiation.

So please ask yourself –

· When partnering with a vendor what role do I play? What stops the vendor from partnering with the business directly in future? What is my value addition, is there any risk I may become insignificant.

· What kind of team I have? If you have a great engineering team may be you want to do more stuffs in-house and keep a bigger piece of pie for yourself.

· What is my core capability? Is the capability needed in line with our core skill or is it something we want to learn, then maybe we should do it in house, or it is something we just want to get done, then may be the best way is to get a vendor involved.

2. We have created certain Analytics use cases. But we see several other teams also creating similar use cases.

Differentiation of analytics product or use cases are driven by each and combination of below –

a) Deep domain knowledge

b) Combination of data from different systems brought together on a dynamic big data system

c) Deep or mature algorithm applied

If your use cases are easy to replicate it’s most probably on a shallow data, with very general domain knowledge applied with basic Data Science techniques.

3. Are we using the kind of AI that is used for technologies like Self Driving car?

Yes and No. Internally all these technologies uses combinations of neural net and reinforcement learning. We also for different use cases have used variation of same and similar technologies. But technologies like self-driving car works on image or vision data, which we generally don’t do. Our use cases are mostly based on numerical, text and language processing data.

4. Vendor says their product is being used by Amazon. So should we go ahead and buy it?

May be it is being used by Amazon or any similarly big companies, but ask the vendor if their product is being used for a mission critical process or for some PoC or to store or process data like click-stream data which is not business critical. This makes all the difference, if the logos vendors show you are using the vendors technology for business critical projects or some non-critical processes.

5. We are showing the use case to the business but it’s not making much of an impact.

Story telling needs to be improved. Every analytics use case must be associated with a story that should end with the business making or saving money. If the story cannot relate how the engineering will improve the customer’s financial bottom-line, the customer business does not care about it, irrespective of how good the engineering is.

6. Now we have a data scientist in our team. Can we now expect more insights from our data?

Data Scientists alone cannot ensure project success. Data Engineers, Big Data and Cloud Infra Engineers are equally important part of the technical team. Without the infrastructure in place and data being stored in the infra in proper format, Data Scientists cannot do his or her magic.

7. We are finding very difficult to hire data scientists and big data developers.

Though there is no dearth of CVs, finding genuinely talented people with actual knowledge and production implementation knowledge is difficult. And among the few, most are already paid well and on good projects. So whenever a decision is taken to hire senior data science talents, a 6 month time frame should be kept in hand.

8. What is the difference between ML and AI?

Though you will find several answers to this in the internet one good way I have found to explain it to a business person, without the jargons is as below. By definition ML comes within the broader scope of AI. But to understand better and remember, Ai is something that is built to replicate human behavior. A program is called a successful AI when it can pass a Turing Test. A system is said to pass a Turing test when we cannot differentiate the intelligence coming from a machine and a human. ML is a system which you create to find pattern in a big data set that is too big for a human brain to comprehend. On a lighter note – if you ask a machine 1231*1156 and it answers it in a fraction of a second it is ML and if it pauses, makes some comment and answers after 5 mins, like a human, it is AI.

9. Why aren’t we using a big data Hadoop architecture but using RDBMS like MSSQL. Oracle.

RDBMS products like MSSQL, Oracle are still viable analytics products and are not replaceable by Big Data tools for many scenarios. Deciding on a data store or a data processing engine involves a lot of factors like ACID-BASE properties, type and size of data, current implementation, skill set of the technical team etc. So doing an analytics project does not make Hadoop or NoSQL product default.

10. Here is some data, give me some insight.

This is the first line of any failed initiative. A project which is not clear about the business problem it wants to solve is sure to fail. Starting on an analytics project without a clear goal in mind and for the sake of just adding a data science project to the portfolio and no road-map how this will eventually contribute to company goal, is a waste of resource and will only end in failure.