Shiv Shivakumar - Operating Partner Advent International, Ex Group Executive President, Corporate Strategy at Aditya Birla Group, Chairperson and Chief Executive Officer at PepsiCo Holdings Private Limited in India, MD & CEO for emerging markets at Nokia, CEO Philips Consumer Electronics Division

I would say culture in my experience is the only sustainable advantage a company truly has.
Every other advantage will go before time.
But culture evolves, as you evolve, it is also the only sustainable advantage. The trouble with culture is you cannot outsource it. You cannot do a BPO on it.
Number two, culture is not easy to build, but it is very easy to lose. The way most companies look at values is it's a poster somewhere in the CEO's office and the reception.
The way we should define value is something you would die for. That's a value.

Gautam Sinha - CEO SimpleO.ai , ex CEO Times Internet, ex COO/CTO Cash Edge, Entrepreneur, Mentor, Investor, Board Member, Bay Area , California

A strong culture is a force multiplier. It attracts and retains the right talent, keeps them motivated, and drives consistent performance while acting as the moral compass for the company.

Leadership is a continuous craft, not a destination. Purpose and empathy matter more than position.

Today’s leadership isn’t about copying models or playbooks—it’s about self-awareness, adapting to your environment, and staying authentic to your values and context.

Atul Dhawan - President TiE Delhi NCR, Independent Director, Former Chairman, Deloitte South Asia.

Values are what stay constant in any organization — they’re our foundation. But culture has to evolve, because that’s what shapes how people behave and think every day. When our strategy grows from our culture and purpose, it naturally defines how we do business and what success really means, measurements for which go far beyond just the financial numbers.

Saurav Adhikari - Tech Advisor & Investor, Founder & Sr. Partner, Indus TechEdge Fund, Former Chairman Vahanna TechEdge Acquisition I Corp, Independent Board Member, Board Member-Shiv Nadar University, Former President Global Strategy-HCL

Culture is the “forgotten frontier” in high performance firms. The traditional focus has been on operational and financial metrics, which are easier to measure. Culture more difficult to quantify.

I run a tech fund where revenue growth, EBITDA and valuation are critical metrics. However we focus as much on the softer dimensions of culture and leadership as that ultimately catalyses the quant metrics. We mentor young founders to focus more holistically on what creates great businesses.

Bhaskar Pramanik - Accomplished management leader and technology professional. Former Chairman Microsoft India. Board Member SBI.

I wanted to share some insights on the profound impact that leadership behaviors have on our organizational culture. It's fascinating how culture can either propel or hinder the speed at which a function operates. By pinpointing the areas where our organization is slowing down, we can rev up the engine that drives our innovation, growth, and ultimately, our financial success. This is the essence of how exceptional leaders craft and harness culture to achieve and sustain excellence.

Leaders play three pivotal roles: they create clarity, generate energy, and deliver success. This formula was masterfully applied by Satya Nadella to transform Microsoft into a 4 trillion-dollar powerhouse. He redefined the company's purpose, revamped its strategy, and altered leadership behaviors to shift Microsoft's culture from a fixed to a growth mindset. He placed a relentless focus on customer obsession, fostered unity across the organization, and leveraged the diversity within Microsoft to ensure everyone could contribute meaningfully.