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January 17, 2017

Large companies are accelerating the speed with which they adopt game-changing technologies artificial intelligence, sensors and other Internet of Things gear, big data and analytics, and much more. As a result, many of them are pulling ahead competitively. Why have they been quicker to embrace these new technologies and new ways of doing business? One of their unsung attributes is their top executives ability to continuously relearn what they know about what makes for a great-performing business.

In other words, these companies are steeped in continuous learning at the very top of their organizations the senior executives who devise strategy, control budgets, shape key business processes, and design the fundamental business model. Their ability to constantly learn new things is what is keeping their organizations ahead of the game.Gloryglobal_CIOinsight

A growing number of companies are investing in change at the top of their organizations in programs that bring top executives up to date on the latest advancements in technologies, applications of those technologies, and business practices. That has helped them become agile organizations companies that can keep up with the speed of change in their markets.

With digital competition forcing established companies to change their business and operating models, their executives must come up to speed with this new world much faster than in the past. The occasional offsite meeting to leading universities and companies no longer is sufficient. Continuous learning is in order.

Companies need learning programs that help executives let go of previously successful approaches that are no longer relevant and learn new ones. Often, the longer a leader has spent in a discipline and the further up the corporate ladder he or she has made it, the more difficult it is to change his or her thinking.

In our work with large organizations across the world, we see a number of leading learning practices going on at the top. Five are crucial, as I discuss in the latest edition of our consulting journal Perspectives:

  • Get the best educators from the best sources: Many leading organizations are attracting top-notch business school faculty to lead their executive learning programs.
  • Make learning immediately applicable: Content should draw on real-world examples and let executives apply their learning promptly.
  • Create education that is irresistible: Leaders must understand why the fastest learners among them outpace their peers, and how they learn.
  • Make learning illuminating: Executives have day jobs and short attention spans, so learning must have a wow factor to retain their interest.
  • Ensure its convenient: If leaders are to continually learn, the education must be highly accessible.

By putting in place high-quality executive learning programs and encouraging leaders to use them, companies can markedly improve their chances of success in a world that requires continual changes in business models and fresh thinking.

As President of TCS’ Service Lines, Krishnan leads Consulting and Service Integration, Cognitive Business Operations and Digital Transformation Services globally.

Krishnan drives forward the vision, direction and go-to-market strategy for TCS’ Services organization. In addition to fostering the development of new services and solutions, Krishnan and his leadership team, armed with expert skills and deep contextual knowledge of key industries, successfully guide complex global transformation initiatives for the world’s leading enterprises. 

Krishnan’s organization is focused on driving growth and transformation for TCS clients by spearheading and leading their evolution from IT-centric to customer-centric models which streamline and optimize business functions. Many of the world’s largest corporations rely on Krishnan and his teams to define and apply technology as the driver toward successful business outcomes. This, in turn, creates a path for TCS customers to create new business models and alternative revenue streams. By developing and leveraging best-in-class experts and offerings in Design Thinking, Consulting, Cloud, IoT, AI, Analytics and Enterprise Applications, Krishnan has successfully positioned TCS as the industry’s leading expert in enterprise transformations.

In addition to helping TCS’ clients transform their businesses, Krishnan is focused on upskilling and reskilling thousands of employees, building collaborative workspaces, enhancing the management of contracts and partnerships and improving customer service.  

This business transformation will allow TCS to reduce overhead and time to market, drive efficiencies, invest in people and skills development, focus on customers and deliver smarter, better solutions-- faster than ever before. 

With more than 25 years of business and technology consulting experience at TCS, Krishnan’s previous leadership roles include VP & Global Head of Consulting & Enterprise Solutions; COO of TCS Financial Solutions; Executive Director for the State Bank of India Group Core Banking Program; Head of TCS’ Global e-Commerce & Enterprise Application Integration practice; and CTO for Tata Internet Services.  

Krishnan, who earned a B.S. and an M.S. in Engineering, lives in Mumbai, India with his wife and their two daughters. He enjoys non-fiction books, movies and tennis, and he is passionate about promoting education in India’s rural communities.


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