- Forbes describes him as “one of the most interesting Globalists”.
- LinkedIn voted him as a must know writer. More than 700,000 followers on LinkedIn and Twitter follow his short form articles and sketches. SHRM describes him as the No 1 influencer on social media in 2018.
- SAP describes him as a “Digitalist” thought leader. He has led teams for Microsoft, Colgate, and PepsiCo across different countries in the world. For seven years he was the Chief Learning Officer of Wipro, a $7-billion-dollar firm with more than 175,000 employees of more than 90 nationalities across 54 countries
Abhijit Bhaduri is a talent management and leadership coach to CXOs and senior business leaders. He advises organizations on talent development and strategy. His book The Digital Tsunami is a must read for leaders who are driving digital transformation in their business. His book “Don’t Hire The Best” tells leaders how to improve their rate of success in hiring.
For seven years he was the Chief Learning Officer of Wipro (Revenue $8bn, 170,000 employees in 54 countries). At Wipro he designed the Global 100 program to create a pipeline of future leaders. He has been known for his innovative approaches in creating a learning culture and improving business outcomes through talent management initiatives. He has voted among the top ten learning professionals in the world and the top one in Asia. Prior to this he led HR teams at Microsoft, Pepsi, Colgate-Palmolive and Tata Steel.
With more than half a million followers, Abhijit is one of the most widely read business leaders from India. SHRM has voted him to be among the top social media influencers. He is on the Advisory Board of the prestigious Chief Learning Officers program run by the University of Pennsylvania and on the Governing Council of MICA Business School.
Abhijit is a popular Keynote speaker. His keynotes and master classes at TEDx, INK Conference, The Conference Board, SHRM and NASSCOM have been much appreciated. He has been regularly addressing top management teams in organizations such as Asian Paints, Unilever, Mahindra, Reliance etc. He has taught B-School students at IIMs, XLRI and IMD, Lausanne.
He writes for Harvard Business Review (Ascend); The Economic Times; People Matters; Your Story and blogs every week for The Times of India. His writings have appeared in Forbes and Wall Street Journal.
1. Managing Self
2. Managing Others – Leading Teams & Collaborating:
• Giving & Receiving Difficult Feedback – 1 Day
• Leading without Authority – Collaborating Across Functions – 1 Day
He is a popular keynote speaker. His talk - The Digital Tsunami has been a big draw with corporates.
1. Crafting an inspiring vision of the cultural wing of the UK government.
2. Helping the CHRO of a consumer goods company to undertake a digital transformation journey of Human Resources
3. Working with the CHRO of a global food major to future the HR team
1. A global media conglomerate: The new CEO wanted to get the Indian business revived. It had lost money and employee morale was an issue. After a detailed diagnostic journey, a plan of action was proposed. I have been working with the CEO and his leadership team now for a year. They have been declared as the only profitable business outside of US this year. The parent company has given the responsibility of the South Asia business to the same leadership team.
2. One of the largest pharma companies in the world: The parent company had acquired a new business unit. The challenge was to create one culture that ran through the two units. This has been done by defining one common vision and articulating the values through the process of storytelling. The cascade of the vision and values is underway.
3. A start-up in healthcare: Working as a coach to the CEO and the C-Suite to understand how to build a culture of speed and accountability.