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<p>For organizations today, it is challenging to keep up with the pace of rapidly evolving technologies; but it holds powerful business opportunities. In this scenario, it becomes imperative for companies to embark on an upskilling revolution that encourages employees to train across departments, learn skills, and equip themselves with new and exciting capabilities. <b>What is Upskilling?</b> For the uninitiated, "upskilling" is acquiring new knowledge, skills, or abilities to enhance one's professional development and effectiveness in the workplace, often for future career advancement. Upskilling can take many forms, such as attending workshops or training programs, taking online courses, pursuing advanced degrees or certifications, participating in mentoring, and coaching programs, or simply building skills in the course of your daily work. Employers may encourage upskilling among their employees as it offers so much more in this highly competitive terrain. <b>Why should you Upskill? </b> <ul> <li style="font-weight: 400;" aria-level="1">Staying Relevant: Rapid technological advancements and changes in industry practices mean that skills that were once highly valued, become obsolete faster than we think. Upskilling allows you to stay relevant, and adapt to changes, if not stay ahead of the curve.</li> <li style="font-weight: 400;" aria-level="1">Career Advancement: Most of us look at adding value to our work as it sets a path to personal career growth. Upskilling increases the chances manifold in career advancement by making you an asset to current or potential employers.</li> <li style="font-weight: 400;" aria-level="1">Increased Productivity: Learning new skills can help you become more efficient and productive in your current job. This can result in increased job satisfaction and even higher pay as you are able to deliver better results.</li> <li style="font-weight: 400;" aria-level="1">Personal Growth: Upskilling can work wonders, you may discover newer prospects. You may develop new interests and passions, which can even lead to a career change or entrepreneurial endeavour.</li> </ul><b>How can leaders encourage employees to Upskill?</b><ul> <li style="font-weight: 400;" aria-level="1">Provide Training and Development Opportunities: Leaders can provide employees with training and development opportunities that are directly related to their job roles and career aspirations. This can include workshops, conferences, online courses, and mentoring programs.</li> <li style="font-weight: 400;" aria-level="1">Offer Incentives: Leaders can offer a multitude of incentives to employees who upskill, such as bonuses, promotions, or salary increases. These incentives will motivate employees to take the initiative to upskill and show that the company values their learning & development.</li> <li style="font-weight: 400;" aria-level="1">Set Clear Expectations: Leaders can set clear expectations for employees to upskill and make it a priority for their career growth within the company. This can be communicated to the employees during performance reviews, goal-setting sessions, and regular check-ins.</li> <li style="font-weight: 400;" aria-level="1">Create a Culture of Learning: Leaders can foster a culture of learning within the organization by promoting a growth mindset, encouraging curiosity, and providing opportunities for employees to share their knowledge and skills with one another.</li> <li style="font-weight: 400;" aria-level="1">Lead by Example: Leading by example is a sure-shot way to make your employees or team follow suit. Leaders who upskill themselves by demonstrating the importance of lifelong learning and personal development inspire employees to consider upskilling as an organic step up in their career journey.</li> </ul><img class="aligncenter wp-image-140670 size-full" src="https://admin.purplequarter.com/storage/posts/67fdd6ab810d6-1200_800-02.jpg" alt="Ways to upskill workforce" width="2500" height="1667"><b>Upskilling a necessity in 2023</b><p> With the pandemic, high-scale digitization, great resignation and now the layoffs, we have experienced tremendous turbulence in just a couple of years. The need for upskilling couldn’t have been more crucial than now: </p><ul> <li style="font-weight: 400;" aria-level="1">The pace of technological change and disruption in the workplace continues to accelerate, making it essential for individuals to keep up with the latest skills and tools in their industry.</li> <li style="font-weight: 400;" aria-level="1">Ongoing impacts of the COVID-19 pandemic have led to shifts in the labour market, with many workers needing to reskill or upskill to remain employable in the changing landscape.</li> <li style="font-weight: 400;" aria-level="1">The demand for skilled workers in emerging fields such as artificial intelligence, cybersecurity, data science, and renewable energy continues to grow. Upskilling in these areas can open up new career opportunities and increase earning potential.</li> <li style="font-weight: 400;" aria-level="1">Upskilling can help individuals remain competitive in the job market, advance their careers, and adapt to the changing needs of their employers. It can also lead to increased job satisfaction, productivity, and personal growth. </li> </ul><b>Upskill strategies for employees</b><ul> <li style="font-weight: 400;" aria-level="1">Employee L&D Plans: An employee development plan that incorporates certain skills into the employee's learning objectives and annual goals is an ideal way to implement upskilling strategies. By adopting these development plans, the employer is able to prepare for their employees’ futures by providing them with the skills they need in the workplace. Organizations can enhance their bottom line by providing them with the knowledge and skills they need to be proficient and productive in their roles. Any goals set for employees should be specific, attainable yet challenging, and time-bound. Ensure that your employee development plans to support the overall company's objectives and also meet each employee's individual development needs.</li> <li style="font-weight: 400;" aria-level="1">Skill Gap Analysis: HR teams conduct skills gap analyses to determine whether their workforce's current skills match the company's overall needs. The outcome of a skill gap analysis is a list of skills employees already possess, need to develop, and need to improve. Using online/offline courses and training programs, you can fill in the skill gap and build a skilled workforce that can meet your company's goals. </li> <li style="font-weight: 400;" aria-level="1">Employee Training Method: People learn in different ways - some are visual learners, some need hands-on experience, some need guidance from an instructor, while some learn by practice and so on. Identifying the best employee training method requires L&D teams to understand their employees' learning styles and take into account other factors such as training objectives, goals, costs, and timelines.</li> <li style="font-weight: 400;" aria-level="1">Use Technology: Implement effective upskilling programs using employee training software. Through these tools, you can create engaging training modules, ensure compliance and security, track employee engagement, analyze performance, and gather feedback. HRTech has evolved immensely over the past years to accommodate innovative and interesting training, learning & development ways for the employees. </li> <li style="font-weight: 400;" aria-level="1"><span style="font-weight: 400;">Continuous Follow-Up: To determine if the entire upskilling program met its objectives, the final step is to evaluate it. Using various employee training software, you can measure the effectiveness of your training and development programs. Tracking KPIs such as course completion, training progress, assessment scores, lowering skill gaps, and improving proficiency or productivity. By the end of your upskilling program, your training effectiveness and knowledge or skill acquisition can be determined.</span> <h3><strong>Authored by Richa</strong></h3> For more information, please reach out to the <a title="This contact has been encoded by CleanTalk. Click to decode. To finish the decoding make sure that JavaScript is enabled in your browser." href="mailto:ma*******@pu***********.com" data-original-string="kaI6eq8rq398qgTZYy7BpgMCi4Ug5NeuXxEIQwTPOH4=">Marketing Team.</a></li> </ul></p>
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<p>Being able to inspire and motivate others is a hallmark of great leadership, along with the ability to think strategically and see the bigger picture both in life and in business. However, to effectively maintain leadership roles in today's world, great leaders must prioritize being present & resilient and maintain their physical and mental well-being. Thanks to technology, today's workplaces are more dynamic than ever, and traditional boundaries are being expanded. The concept of <b><i>mindful leadership</i></b> has emerged as a powerful tool for leaders to navigate the challenges of the 21st century. <p>Becoming an exceptional leader demands more than just a profound understanding of strategic intricacies. While intelligence and confidence are essential to lead a team toward success, possessing thoughtfulness and intuition can distinguish one. A team needs a leader with strong mental fortitude as well. “<i>Mindfulness”</i> is the human ability to be fully present, aware of where we are and what we’re doing and not overreact or be overwhelmed by what’s going on around us. Implementing mindfulness in the workplace can mitigate feelings of burnout and can help leaders foster a culture of collaboration, creativity, and resilience.</p><h2><b>Who is a Mindful Leader?</b></h2><p>A mindful leader is attentive and engaged in the current moment. The mindful <a href="https://www.purplequarter.com/styles-and-frameworks-of-leadership/leadership-advisory/">leadership style</a> involves managers intentionally developing their ability to be present, open-minded, and compassionate in their interactions with team members, as well as extending the same level of care and consideration to themselves. They recognize the importance of diversity and inclusivity in the workplace, as it forms a big chunk of company culture. A mindful leader understands that employees may face varying levels of access to opportunities based on factors such as gender, neurodiversity, and visibility. Mindful leaders also approach problem-solving with a sense of curiosity and openness, maintaining a "knowing what to do when you don't know what to do" mindset that allows them to remain calm and effective in challenging situations. </p><p>By acknowledging and addressing these challenges, mindful leaders create a workplace culture that promotes recognition, self-esteem, and mental well-being among all employees. A leader who follows the mindful approach doesn't need to expend precious time and energy motivating their employees through fear, as their employees are largely self-motivated. This is due to the leader's ability to cultivate a culture of respect and trust, where employees feel empowered to take ownership of their work and are intrinsically motivated to perform at their best. </p><p>They create an environment that values open communication, ongoing learning, and personal growth, which further promotes a sense of self-motivation and engagement among team members. This approach leads to higher job satisfaction, increased productivity, and better overall outcomes for the organization.</p><p>Mindful leadership shares similarities with situational leadership in that it involves adapting to the specific circumstances at hand. </p><h2><b>The Importance of Self-Awareness</b></h2><p>Self-awareness is the foundation of mindful leadership. It is the ability to understand one's strengths and weaknesses, values, and beliefs. Self-awareness is essential for leaders to make conscious decisions, manage their emotions, and communicate effectively with their teams. It enables them to clearly understand their impact on others and adjust their behavior accordingly. By being aware of their own emotions, thoughts, and behaviors, leaders can better understand how their actions may be perceived by others and take steps to address any negative impact. This helps them build stronger relationships with their team members, promote a culture of trust, and create an environment where everyone feels valued and heard. Additionally, self-awareness allows leaders to identify areas for personal growth and development, and to continuously improve their leadership skills over time. Ultimately, self-aware leaders are better equipped to lead effectively and inspire their teams to achieve their goals.</p><h2><b>Qualities of a Mindful Leader</b></h2><h3><b>Emotional Intelligence:</b></h3><p>Emotionally intelligent people recognize and manage one's own emotions and the emotions of others. They are empathetic, compassionate, and respectful. Leaders who strive to create inclusive and supportive work environments must possess a high level of emotional intelligence. By cultivating emotional intelligence, leaders can build stronger relationships with their team members and lead high-performing, cohesive teams.</p><h3><b>Present in the Moment:</b></h3><p>Being aware minus any judgement is a key requisite. Mindful leaders are fully engaged in the present and are not distracted by the past or future. They are all ears for their team’s ideas and concerns and give their undivided attention with conscious intent.</p><h3><b>Authenticity:</b></h3><p>The quality of being genuine, honest, and transparent without doubt are revered qualities in leaders. Mindful leaders are authentic and act with integrity. They tend to give honest opinions and inputs and share their emotions freely. Humility also goes a long way in building authenticity. A humble leader has the strength to acknowledge their limitations and seek help when needed. They recognize their successes as well as their failures, which builds trust within the team.</p><h3><b>Compassion:</b></h3><p>Mindful leaders are compassionate and show empathy towards their team members. They are aware of their team members' emotions and concerns and provide support and guidance when needed. A mindful leader recognizes the interconnectedness of team members and values their unique strengths and contributions.</p><h2><b>Mindful Leadership for Organizations</b></h2><p>Mindful leadership is a powerful approach that can help leaders navigate the complex and fast-paced business ecosystem. The implementation of mindfulness programs in the workplace can yield significant benefits, but their success largely depends on the commitment of organizational leaders. While not a quick fix, a long-term investment in leadership development can yield significant benefits for organizations and individuals alike. The practice of mindfulness requires continued dedication and commitment, as it involves developing the capacity to be present, open-minded, and compassionate in diverse situations. Leaders who are dedicated to promoting mindfulness and well-being within the workplace can set the tone for a culture that values self-awareness, focus, and resilience. When leaders prioritize mindfulness, they can inspire their teams to embrace these practices and experience benefits such as improved emotional regulation, reduced stress, and greater job satisfaction.</p><p>As a bespoke CTO search firm, <a href="https://www.purplequarter.com/">Purple Quarter</a> has a deep understanding of the qualities that make an effective leader, especially in the technology domain. For years now, Purple Quarter has been profiling and closely interacting with potential tech leaders to understand their unique capabilities using the scientifically-proven IP, Behavioural Metrics Model (BMM). This approach has been crucial for tech-first companies in varied stages, as the requirements for leading technology teams vary widely. With Purple Quarter’s partnership, organizations find the right tech leaders who embody the principles of mindful leadership and are equipped to drive their teams forward in the fast-paced world of technology. </p><p>If you too are looking for an able and mindful leader to drive your organization, let us find you the right one - <a href="mailto:interact@purplequarter.com">interact@purplequarter.com</a></p><h3><strong>Authored by Shloka. N</strong></h3><p>For more information, please reach out to the <a href="Marketing@purplequarter.com">Marketing Team.</a></p></p>
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<p><p>In a podcast with Vishal Krishna on UpStreamLife Media Pvt. Ltd, Founder & Group CEO, Roopa Kumar talks about Purple Quarter’s niche business model and women in tech. She also discusses other pressing issues in the startup ecosystem.<p><strong>Roopa Shares,</strong></p><h2><b>Ingraining mythology in tech hiring </b></h2><p>Back in 2017, we noticed that tech leaders were coming down to India and stayed on for less than a year which led to a notion that India was at that time not ready for tech. We at Purple Quarter decided to do a case study to figure out the cause of the issue. After surveying and conducting 200+ tech-leader interviews, we figured that there are over 83 parameters to look at while locating the right leader fit. Inspired by mythology and after considerable brainstorming, we decided to put the leaders into three different cohorts. </p><p>The first cohort is <b>Brahma</b>, the <b>Creator</b>. These types of leaders come into a company with a product market idea but want to take the business to a Product Market-Fit technology. Brahma technologist is a founder who can survive in this ecosystem and build a company from the ground up. They bring in talent and help the company grow to a million-dollar company. </p><p>The second cohort is <b>Vishnu</b>, the <b>Nurturer</b>. Companies that are already million dollars but aim to become billion-dollar companies require a Nurturer. A technologist who can empower the company at this stage to become a billion-dollar organization with ease is essentially a Vishnu technologist. </p><p>The third cohort is <b>Shiva</b>, the <b>Reconstructor</b>. In a billion-dollar company, this technologist is the innovator, thinking of new product lines, he opens avenues for new lines of business while shutting down the ones that are not functional. A reconstructor helps turn a billion-dollar company into a multi-billion-dollar organization.</p><p>Placing these leaders into the three different perspectives made it easy to identify and categorize tech leaders. As a value-led business, Purple Quarter takes ownership of the company along with the candidate’s success. We were the first search firms in India to offer a one-year CTO warranty because we are certain that the person will stay longer than a year. </p><p>We realized that search is like the fast food industry. Once we close a role, people forget Purple Quarter and move on to “what next”. Hence, we also needed to move from one celebration of success to the next search. We could not forever bask in our past glory, we had to move forward. We quickly realized that arrogance is not going to get us anywhere because it did take the company downwards for a short period. Luckily, an organization has financials to tell you what is happening with the company. </p><blockquote> <p>Money does not change you, money just makes you more of who you are.</p> </blockquote><p>Purple Quarter’s DNA is to never give up; we will not be apologetic or embarrassed. As a company, you will always go through ups and downs but we collectively look at it as learning. It is important to us at Purple Quarter to understand the business than the role. With almost six years in the industry, we deal with a lot of domains and understand most of them in and out. When we go meet a founder, we are at par with them and ask them specific questions about their business model, which leaves less room for long discussions on why they need a CTO. Using that premise, we can figure out if they need a CTO, a Head of Engineering or a Vice President of Engineering, or any other role that fits their tech team. </p><h2><b>Gender disparity in tech, CTO Circle and navigating through turbulent times</b></h2><p>Female CEOs are not taken seriously even in the US, so it’s not just a glass ceiling to break in India. Only 2% of our audience is female, it all has to do with conditioning at home. Even internally, at certain points, when men have to report to me, I sometimes find them to be a little stiff. At the end of the day, multiple things can have a bearing on a person. As a lady, I am expected to be nice, sweet, and submissive, so if I am firm, it gets misconstrued as being rude. I don’t think society has changed all that much, and at certain times I am perturbed. But I am hopeful that Gen Z will bring a change and we’ll get to see a lot more diversity in terms of technologists in the next decade. </p><p>The difference between founders in India and founders in the Bay Area is that the latter talk to each other, even if they are in a similar domain. They share their rights and wrongs so that it's easier to correct course from time to time. But in India, we are insecure about sharing information amongst our domains. Purple Quarter is trying to curb that gap with its flagship event - <a href="https://www.purplequarter.com/cto-circle/">CTO Circle</a>, a community for technologists. We’ve invited a select set of CTOs from industries to come and be a part of an all-tech group. It is a closed-door community where Purple Quarter takes ownership of setting up the event and bringing these people together under one roof. </p><p>In my opinion, founders must continue to learn, and my learning lunches with founders allow me to apply what I've learned at Purple Quarter. Having a mentor is highly important because you may fall in love with your idea but that idea may not be the right one to execute at that time. Clarity is what takes a company forward. Purple Quarter is grateful for the first set of clients who put their faith in us. Some of these founders have been kind to us and that’s why we are here today.</p><p>COVID did change a lot for Purple Quarter. In the first three months, our positions went on hold and the revenue suffered. But regardless of market turbulence, COVID, or recession, companies can’t stop hiring the key roles. Some of those key roles are in technology because most companies are moving from offline to online, a shift that we witnessed within a quarter. That is how we were able to evolve.</p><p>2023 is going to be super exciting for Purple Quarter. We have been selected for the Stanford Transformation Program which will help us steer the course for the next three years. We aim to become an 87.5 million USD company by 2025. Another step that we wish to take is to build a tech product.</p><p>Watch the entire podcast, here:</p></p><!-- wp:paragraph --><!-- /wp:paragraph --></p>
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<h2><b>What makes a good leader?</b><p> A <a href="https://www.purplequarter.com/technology-leader-in-the-digital-era/leadership-advisory/">good leader</a> is someone who inspires and motivates others to achieve their goals. Vision, emotional intelligence, integrity, adaptability and decisiveness are some of their key characteristics. They lead by example and are trusted by their team, and they have a clear vision of what they want to achieve. Leadership is a complex and multifaceted concept that can be approached from different perspectives. One way to categorize the different styles and frameworks of leadership is by looking at the different approaches that leaders take when leading their teams or organizations. Here we will look at the frameworks and various styles of leadership. </p><h2><b>Frameworks in Leadership</b><b></b></h2><p> One common framework for understanding leadership styles is the <b>transformational leadership</b> model. This model suggests that leaders can inspire and motivate their followers to achieve a shared vision or goal. Transformational leaders focus on creating a sense of purpose and meaning for their team members, and they work to empower and develop their followers. They are often charismatic and passionate, and they can inspire others to take ownership of their roles and responsibilities. Another popular framework for understanding leadership styles is the <b>situational leadership</b> model. This model states that the most effective leaders can adapt their leadership style to the specific context or situation they are facing. For example, a leader may use a more directive style when working with a new team that needs guidance but may adopt a more participative style when working with a more experienced team that is capable of taking on more autonomy. A third framework for understanding leadership styles is the <b>trait theory of leadership</b>. This theory posits that certain personality traits or characteristics are commonly found among effective leaders. For example, leaders who are confident, resilient, and optimistic are more likely to inspire and motivate their followers. However, critics of trait theory argue that leadership is not solely determined by individual traits and that situational factors also play a critical role in leadership effectiveness. Another essential aspect of leadership is the ability to create a culture of innovation and creativity within an organization. This is often referred to as "<b>innovative leadership</b>." Innovative leaders are able to create an environment that encourages creativity, experimentation, and risk-taking. They can build teams that are agile and adaptive, and develop a sense of ownership and accountability among their team members. <b>Transactional leadership </b>is yet another framework that views the leader-follower relationship as one of exchange. The individual agrees to obey the leader by accepting a position as a member of the group. In most cases, this is an employer-employee relationship, and the transaction revolves around the follower performing required tasks in exchange for monetary compensation. The main advantage of the following leadership is that it clearly defines roles. </p><h2><b>Styles of Leadership</b><b></b></h2><p> Leadership styles refer to the different ways in which leaders interact with and direct their followers. Understanding different leadership styles are important because different situations call for different types of leadership. A variety of leadership styles exist, but autocratic, democratic, and laissez-faire are among the most common. In <b>Autocratic leadership,</b> the leader makes all the decisions and gives all the orders. This style is often used in situations where quick decisions are needed, such as during a crisis. Autocratic leaders are typically seen as strong and decisive, but they can also be seen as controlling and unresponsive to the needs and opinions of their followers. Some experts argue that this type of leadership style, which resembles that of a dictator, can be harmful rather than beneficial in the long run. It results in low employee morale, which in many cases leads to attrition. <b>Democratic leadership</b> has leaders involving their followers in the decision-making process. This style of leading is often used in situations where input from multiple perspectives is needed, such as in a team setting. Democratic leaders are typically seen as collaborative and responsive to the needs and opinions of their followers, but they can also be seen as slow to make decisions and lacking in decisive action. Some businesses also operate with a democratic management style, offering a participative leadership approach. Google is one, with its founders likening their leadership style to being "proud parents—offering advice and love, but not daily nagging!”. Jack Dorsey, the former Twitter CEO, was also often credited with having the characteristics of a democratic leader. <b>Laissez-faire leadership</b> is a style in which the leader gives their followers a high degree of autonomy and freedom. This is often practised in settings where the followers are highly skilled and capable, such as in a research setting. Laissez-faire leaders are typically seen as hands-off and non-interfering, but they can also be seen as disinterested and uninvolved in the direction and progress of the team. This style is particularly effective in situations where group members are more knowledgeable than the group's leader. The laissez-faire style allows them to demonstrate their deep knowledge and skill surrounding that particular subject. Another popular leadership style is <b>servant leadership </b>where the leader focuses on putting the needs of their followers first and developing a passion for helping people grow. Servant leaders lead by example by prioritising the needs of the team above their own. These are people who love to teach others, who willingly take on a mentorship role and who try to make the path easier for new hires or junior staff. This can be seen in some primary industries, for instance, as medical practitioners work to benefit their patients and assist their peers and teammates in providing that care. In the business world, this means seeing that employees, customers, and all other stakeholders thrive through their service. </p><h2><b>Evolution and Adaptation of Leadership</b></h2><p> The digital age has transformed how we live and work, and leadership is no exception. Leadership in the digital age is multifaceted and requires a new set of skills as well as a different mindset. Leaders must be able to collaborate with team members, be agile, demonstrate emotional intelligence, and have a strong understanding of technology. While each leadership style has its strengths and weaknesses, most experts believe that successful leaders are those who adapt their style to the situation at hand. As a bespoke <a href="https://www.purplequarter.com/chief-technology-officer/">CTO</a> search advisory, <a href="https://www.purplequarter.com/contact-us/">Purple Quarter</a> has been instrumental in profiling the right tech leaders for years now closely interacting with and understanding potential leaders’ capabilities based on the scientifically derived IP - <a href="https://www.purplequarter.com/identify-the-right-tech-leader-with-behavioural-metrics-model-purple-quarter/leadership-advisory/">Behavioural Metrics Model</a> (BMM). This has been crucial for tech-first companies in varied stages as the requirements for leading technology teams widely vary. Along with their core expertise, it is the leaders’ ability to make things work as the situation demands. The key is to understand and evaluate different leaders’ capabilities and styles in the scheme of the company’s culture and set vision. A good leader shapes a culture of innovation and creativity within their organization. Leaders who have honed their skills and adapted their leadership style to meet the demands of their industry will be able to successfully guide their teams through challenges. Ultimately, the goal of leadership is to create a positive, productive and innovative work environment that enables employees to reach their full potential and contribute to the success of the organization. Only effective leadership can accomplish this. </p><h3> <strong>Authored by Richa</strong></h3><p> For more information, please reach out to the <a href="Marketing@purplequarter.com">Marketing Team.</a></p></h2>
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<p>In a fireside chat at YourStory's TechSparks 2022, entrepreneur, advisor and angel investor Roopa Kumar delves deep into the art of hiring and retaining the best tech talent. The emergence of technology and mass layoffs have been the dominant themes at both startups and corporates. Roopa Kumar, Founder and CEO of CTO-recruitment platform Purple Quarter, has observed that since 2018, talent is moving back to India. This is not due to being laid off, but due to the tech opportunities in the country. “India has actually gone much ahead of what people think. As far as the layoffs are concerned, there have been unfortunate people who have gotten into this entire complex. I would still want to predict that in another 10 years, all this will get sorted out and you won't really have so many layoffs happening after 10 years because you'd be able to predict the curve ahead of time,” Roopa said at the 13th edition of YourStory’s TechSparks, India’s most influential startup event. Talking about attracting and retaining talent, she says that attraction happens when there is a lot of excitement or interest from the prospect. “If you look at technologists predominantly, they love to create an impact. They want to be part of a startup or a journey where they're able to touch our lives seamlessly, whether you're a B2C or a B2B does not matter. So the storytelling part becomes key for founders when you're actually attracting talent. When you're telling that story, you need to be clear about how you want to go about it and what you want this person to do. And if the candidate is able to do that, well, manoeuvre through that very well, then attraction becomes pretty easy,” she adds. Meanwhile, retention is all about outworking yourself from the competition by working and growing as a team, she added. “Wealth creation is another way to retain talent, the founder says. “This includes the ESOP policy, liquidation events, and how this will be useful in case the person needs,” Roopa said. <strong>Gender disparity </strong> Roopa said that across the world, women have low representation in tech. For the percentile of women in tech to grow, the CEOs of companies should get invested and advocate for greater gender diversity. ”It is more like, you're getting a tick mark and saying, ‘hey, we try it, but there are no women. That's how it works in the real realm of the world. And it's a shame. As a woman, I can say that there are multiple women out there who have been brilliant at what they do. But we want to encourage a lot more women in technology and this is what we have planned to do going forward,” she concluded. <h3><strong>Authored by Richa</strong></h3><p> For more information, please reach out to the <a href="Marketing@purplequarter.com">Marketing Team.</a> Read the entire article here: <a href="https://yourstory.com/2022/11/techsparks-india-more-opportunities-tech-than-we-think-roopa-kumar">https://yourstory.com/2022/11/techsparks-india-more-opportunities-tech-than-we-think-roopa-kumar </a></p></p>
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<h3>Strategy<p> The CPO is responsible for the “why” of the product — the strategic approach to what will be built. The CPO ensures the product direction is serving the overall company vision and adjusts as necessary to changing conditions. The CTO is responsible for the “how” of the product — the strategic approach to development and delivery. The CTO determines how the team incorporates technology to improve products and services. </p><h3>Innovation</h3><p> The CPO studies customers and the market and analyses primary and secondary data from research to know the direction of product design. The CPO also uses reverse product thinking to come up with creative ideas for the product. The CTO studies technologies to make recommendations for enterprise architecture and how work should best get done. The point is not to invest in emerging technology because it is newer than what is currently being used. </p><h3>Customers</h3><p> The CPO has a thorough understanding of customer desires and behaviors because they spend a lot of time with them with reverse product thinking and the people internally who serve them (e.g. sales & support teams, AI/ML, and analytics teams). The CTO must understand the customer too — although they often rely on the CPO’s research and learnings. The CTO must also apply their technical know-how to ensure technology applications reflect the way customers want to interact with the product. </p><h3>Metrics</h3><p> The CPO looks at metrics from a product experience standpoint. They track a wide variety of product KPIs to measure how well the company is delivering a CPE, such as revenue and customer growth, engagement, and retention. The CTO looks at metrics from a product performance standpoint. They want to know how well the product does what it is supposed to do. They also want to look at customer interactions with the product to understand its use. </p><h3><strong>Authored by Pratheek. V</strong></h3><p> For more information, please reach out to the <a href="Marketing@purplequarter.com">Marketing Team.</a></p></h3>
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