Introducing HighQscore: A New Metric to Measure Potential

I have been saying Having a good IQ helps but discipline, planning, and consistent hard work drive results for a long time. So I created a new metric – “HighQscore.”

What is HighQscore?

HighQscore is a new index designed to redefine how we measure potential. Unlike traditional intelligence metrics such as IQ, which only focus on raw cognitive ability, HighQscore captures the key factors that lead to real-world achievement:

Planning: Creating a clear, actionable plan for your future.
Hard Work: Consistent effort toward your goals, regardless of obstacles.
Discipline: Sticking to your plan even when the going gets tough.

Why HighQscore Matters

Success in life isn’t determined by intelligence alone. In a world that values productivity and results, the ability to stick to a well-thought-out plan and work hard is what sets high achievers apart.

HighQscore is for those who believe:

Discipline beats intelligence.
Consistency trumps talent.
A plan in motion outperforms potential.

This new index shifts the focus away from raw intellect and academic degrees and toward the actionable qualities that lead to real-world progress: determination, good habits, hard-work, discipline, and resilience.

HighQscore is more than just a number—it represents a mindset. Using traditional intelligence metrics to measure people’s potential has too many limitations and hence HighQscore embraces a measure that truly reflects paths to success. It is an index for achievers, the curious, and the doers who understand that life rewards those who plan, work hard, and persevere. In the future, HighQscore will be a more accurate measure of people’s potential and likelihood of success than IQ.

We don’t have to be smarter than others, just be more disciplined! – Warren Buffett

Business Education, Career Management, Entrepreneurship

Is China winning the battle of the brains?

China’s ascent in the AI domain is impressive—and in many ways, transformative. Tsinghua University’s emergence as a powerhouse of AI patents and research is a clear signal that the locus of global innovation is shifting. Tsinghua is better than MIT, Stanford, and Princeton? Could be. Because it’s no more about the battle of the infrastructures but about the battle of the brains. Read more about it here. Yet the true test of innovation is not just how many papers are published or patents filed, but whether they lead to breakthroughs, commercial impact, and global leadership in new domains. I sometimes take citation numbers with a pinch of salt. I don’t know how many of these citations are for the sake of citation is unknown.

China’s model—massive scale, strategic coordination, and talent mobilization—implements one path to innovation. But the question remains: will it produce the kind of disruptive, frontier-shifting breakthroughs that are born of risk, academic ferment, and open dialogue? For nations like India, and students seeking the AI-ready future, the lesson is twofold: quantity matters, but quality demands culture, openness, and creativity as much as resources.

In short, China is not simply chasing the numbers—it’s chasing dominance. But dominance will depend on more than scale; it will depend on the evolution of how research, education, talent, and creativity combine across society. It’s premature to conclude that China is winning.

Business Education, Career Management, CEO

Apple Needs a New CEO

‘Why? Tim Cook has grown its valuation from $370 Billion to $4 Trillion. Apple wasn’t a trillion $ company under Jobs! Apples launches new products quite often. What is your problem?’ you may ask. I look at this situation a bit differently. In the last 7 years, all you have heard from Apple is ‘better cameras,’ ‘better speakers,’ ‘larger screens,’ and ‘more storage.’ It’s all about making existing products better, not about creating new products. Tim, 65 has run Apple longer than Jobs did, and I thank him for his contribution. But Cook is an operations and supply chain expert, not an innovator. It’s time to bring someone who is. Apple needs someone who is driven, hungry, and has a AI strategy.

And, if Apple Pocket is Tim’s idea, he needs to be fired now! What was he thinking?

Please click on the URL for more details.

https://www.ft.com/content/0d424625-f4f8-4646-9f6e-927c8cbe0e3e

Business Education, Career Management, Vision

Predict, don’t be surprised by an oncoming layoff!

Can you foresee oncoming layoffs? Of course, but it takes efforts. I have been discussing this for a long time in my exec-ed classes. Here’s the gist.

Everybody gets fired! Well, almost everybody. But why? There is a multitude of reasons – technological evolution, M&A, management/ownership changes, demand fluctuations, and recessions among others. One way to foresee oncoming layoffs? Avoid complacency! Don’t get comfortable with mindless repetition. Autopilot kills progress. Most of us are creatures of comfort, not curiosity — unless we train ourselves otherwise. Remember ‘Fatal Euphoria?’

Begin by asking yourself why you shouldn’t be fired today. Why should the company continue your employment? If you were to leave, how would it impact the company? Are you well known in the industry trade groups? Because, employers ask these questions often. If you can’t honestly justify your your paycheck, be ready to be fired. Because if you need your employer more than your employer needs you, you are in danger.

Other question to ask: am I given mission critical projects? if you are sidelined often, you are most likely in the firing line. If you are not learning anything new, you have an important decision to make even if your position appears to be safe. Because with tech evolution (AI?), you not may be replaced by someone else but the job itself may vanish.

One more question to ask is this. Are you in a profit center or cost center? If you don’t contribute directly to bottom line or the topline in the balance sheet, you need the company more than it does you. And, that’s not a good position to be in!

Another question to ask is, “Do I have exclusive trade secrets/proprietary information that offer job security?” If the answer is “none,” you are in danger zone!

If you introspect this way, when you hear “you are fired!” you will rejoice, not despair. If you are a fresher, this post just a FYI. But then, some freshers launch startups that are valued at Billions of dollars. Nowadays, it’s hard to generalize.

Business Education, Career Management

So, you have been laid off! What now?

First, don’t panic. “Of course, it’s easy for me to say that,” you may say. Actually not. I have been laid off too. But I was always prepared. But those were pre-AI days. So things were a little different. But my first lay off was one of the my best life lessons. Here’s my playbook to manage “you are fired!” situation. First, take a deep breathe, smile, and tell yourself, “hiring and firing are routine in the business world. No surprise here fellas!” Second, take a long walk or go for a jog and relax. Next, call a friend and request a meeting. You need a friend to discuss your plan and ask for suggestions. Remember, even lawyers hire lawyers to plead their cases. They don’t self-represent. So, there’s nothing wrong in seeking your friend’s views. This is not the time to be reticent. Boldly ask for help from your contacts. You may be unemployed but there’s no shame in asking someone in your network about potential opportunities. Don’t assume you will be despised or derided. But expect to be ignored. Not many will help. It’s a numbers game. So, approach it methodically and be realistic in your expectation. Never blame yourself for getting fired. Companies fire intelligent, hard-working, loyal people everyday. Disassociate your ego from the process and keep pushing. You will succeed.

Business Education, Career Management, Google APIs, Machine Learning, Python

Levels of AI Agents by their Architectural Components

By Architectural Components, I mean, how the agent makes decisions. The levels describe the core components of an AI agent and how it processes information. These include agents like Simple Reflex, Model-Based Reflex, Goal-Based, and Learning Agents. Let’s just get familiar with these before we develop agents in the future blogs.

Simple Reflex Agents: Respond directly to current inputs without considering past experiences or future goals.
Model-Based Reflex Agents: Maintain an internal model of the environment to handle partially observable situations and make more informed decisions.
Goal-Based Agents: Use their models to search for sequences of actions that achieve specific goals, providing a sense of purpose.
Utility-Based Agents: Go beyond goals to choose actions that maximize a “utility function,” leading to more rational and optimal outcomes.
Learning Agents: Can improve their performance over time by learning from their experiences and interactions with the environment.

Business Education, Fintech, Personal Finance

Inflation: The Biggest Lie You’re Being Told? Or Sold?

The Players in the Inflation Game!

They tell you inflation is “cooling.” But your grocery bill, your rent, and your gas tank say otherwise. So who’s lying?

Politicians: Masters of Spin

Politicians love low inflation—on paper.
Why?

It makes them look like they’ve got things under control.
It hides their screw-ups.
And it keeps voters calm long enough to win the next election.

They don’t want you angry—they want you distracted.

The Ultra-Rich: Silent Winners

Guess who else loves “low” inflation? The ultra-rich and their corporations.

Stocks soar.
Wages stay flat.
Borrowing stays cheap.
And you swipe your credit card more often.

Every fake “inflation is under control” headline pumps their portfolios higher—while your paycheck buys less.

The Great Illusion

Official inflation numbers aren’t fake—they’re engineered. They exclude what really hurts: shrinkflation, housing, healthcare. The stuff you can’t escape.

So when they say 3%, and your life feels like 10%? That’s not bad math. That’s the system working exactly as designed.

The Ugly Truth

Low inflation headlines = political wins + billionaire profits.
Real inflation = your daily struggle.

And the gap between the two? That’s where the lie lives.

Because in this economy, the rich get richer, the politicians get re-elected, and you get the receipt.

Business Education, Career Management, Fintech, Options Trading, Personal Finance

US Equity Markets are at their Peak! So What?

So what? Really? The question should be, What now? I like ratios. Because, not many things in investing are absolute. That’s why PPP adjusted GDP is more meaningful than GDP. PE ratio is one metric that many pros and non-pros use before investing. But more interesting than ratios is their historic variations. So, I looked at the historic values of PE, Book-to-Price, and CAPE ratios of S&P 500. The charts are interesting and I concluded that the risk-reward is not what I’m used to and consequently, I’m reducing my exposure.

Firstly, the Book-to-Price is 5.3X and it’s the highest ever. Even during dotcom era, it was only 5.1X. You may say, so what, but I say, not for me.

Secondly, the PE ratio for S&P500 is at 22.5X while it was 25X during dotcom. In other words, it’s in the 95th percentile since 1988. Again, the message for me is, reduce exposure. So, I did.

Thirdly, CAPE is as high as it was during dotcom. I don’t like that either. For me, it’s one more validation for my decision to reduce exposure.

One more ratio that’s not used often but I find helpful is Buffett’s indicator. It’s the ratio of total US stock market cap against the GDP. “If the percentage relationship falls to the 70% or 80% area, buying stocks is likely to work very well for you. If the ratio approaches 200% — as it did in 1999 and a part of 2000 — you are playing with fire,” he said once and I like it. Today, it’s at 213%, much higher than dotcom levels.

So, I’m putting my trader hat on for a few weeks. When I’m in doubt, I tend to morph into a trader. This approach has worked for me. But you may say, the earning may grow into the high valuations and lower these ratios. It very well could happen, and you may get your ‘I told you so’ moment! However, I don’t mind giving up big profits for my sleep. But never the other way around! I really like my sleep people.

Business Education, Career Management

Colleges Never Learn!

Why? Because they don’t have to. I don’t say this lightly. Previously, students used to cheat. Now colleges do. Recently, Columbia University settled a lawsuit for $9 million over US News college ranking. Students complained that Columbia provided false data and artificially inflated its ranking. But why would a reputed university do this? Money! Isn’t it funny that these colleges teach ethics to students. Rather than teaching ethics classes, these schools’ management need to sit in them. The message that these institutions send is sickening. If you can’t reach the top by ethical means, do whatever it takes! Consequently, students think it’s OK to cheat in exams and plagiarism is acceptable. After all, what’s good for the goose is…! Click here to read further.

Business Education, Entrepreneurship, Fintech, Machine Learning

Should countries and incubators create affordable platforms?

In today’s economy, digital platforms are infrastructure. Just like roads and electricity powered the industrial era, platforms like Uber, ChatGPT, and Amazon power the digital age. But here’s the catch—most of these are privately owned and expensive to access.

For instance, Indian entrepreneurs, especially from Tier-2 and Tier-3 cities, platform cost is a barrier, not just a factor.

Startup failure rate in India is ~90% (IBM Institute).
API usage fees are pricing out early-stage innovators.
AI tools like ChatGPT are unaffordable for most students or bootstrapped founders.

But India has shown what’s possible. It has created platforms already. For instance, it has created UPI, a public payments infrastructure, open to all and ONDC is building an alternative to Amazon/Flipkart, enabling local sellers to go digital.

Why not extend this to:

AI (IndiaGPT?)
Mobility & logistics (open Uber-alternative)
Cloud & data infrastructure (sovereign stack)

By creating public digital platforms, the government can:

Lower entry barriers for startups
Democratize access to cutting-edge tech
Retain intellectual property within India
Fuel job creation and inclusive innovation

India has entrepreneurs. It needs platforms that empower them. Incubators should create them too.

Business Education, Career Management, Tech

AI could wipe out 50% entry-level white-collar jobs

Now that I got your attention, here’s what Dario Amodei, CEO of Anthropic actually said – AI could wipe out half of all entry-level white-collar jobs — and spike unemployment to 10-20% in the next one to five years. Some think he is probably right. Others opine he is absolutely right. What do you think? My suggestion? Assume he is on the dot. I have been using AI extensively and am stunned by the productivity improvements I’ve been getting. Here’s something I want all the fresh grads to understand. You need to prepare for the AI driven future much differently. Click on the URL below for an interesting read.

https://www.axios.com/2025/05/28/ai-jobs-white-collar-unemployment-anthropic

Business Education, Career Management

Congrats! But, Are You Employable?

Imagine this scenario. Why should we employ you?, asks the hiring manager. Mmm…because I have degree, you say. Others have the same degrees too, isn’t it?, the interviewer retorts. She adds: you haven’t given me a reason to hire you over others! Having a degree and being employable are not the same.

If you think I’m going to suggest that you should prepare well for the job interview, please think again. You need to prepare for the job, not for the job interview. If you graduated today, could you offer value from Day One? If the answer is not an emphatic yes, you need to start preparing now!

Here is how you prepare. Start by asking yourself the following.

How do I stand out? What have I created so far in addition to my academic learning? What do I have to show for it? Designs? Blogs? Data? Code? A track record? How do I demonstrate the progress I have made over the years? Why do I want that specific job?

Employability is not a one-time goal — it’s a mindset you build, step by step. Your future employers are not looking for perfect students — they’re looking for self-learners who take initiative to do things and contribute from Day One. Test-taking expertise is not a skill!

Business Education, Career Management, CEO

Here’s a Case Study for the CEO-2035 Class

Leadership in the Crosshairs

I often state in the class “Tomorrow’s CEOs Must Navigate Politics, Not Just Profits” and “the CEOs of the future are not just business leaders — they are a political actors, social voices, and resilience strategists too.” Some of you don’t like it when I say it. In recent months, corporations like Target and PepsiCo in the US have made high-profile retreats from their Diversity, Equity, and Inclusion (DEI) initiatives. Were CEOs reacting to political pressure, social media firestorms, and/or fear of backlash from a shifting political climate? I can’t answer without talking to the CEOs.

But, this is the world I prepare you for in CEO-2035:

A world where your commitment to equity will be measured not just by employees, but by consumers with camera phones.
A world where pulling back on promises made during pivotal social moments doesn’t fade quietly into a press release. It resurfaces, louder.

Future CEOs will not get to choose whether they participate in politics. They’ll only choose whether to lead with principle — or with panic.

The CEO of 2035 must be a narrative strategist, able to manage perception across polarized public, a coalition builder, not just internally but with communities, civil rights group, and policy makers, and a moral decision-maker, balancing profitability with credibility and long-term trust.

Because in the AI-driven, hyper-connected, politically-charged future we’re entering, a spreadsheet won’t save you.
But clarity, courage, and consistency might. Of course, I can hear some of you saying “you are wrong!”

Business Education, Career Management, CEO, Entrepreneurship, Fintech, Python, R programming, Tech

The AI Decade Ahead: Are We Ready?

We Better Be!

In his essay “Situational Awareness: The Decade Ahead,” AI researcher Leopold Aschenbrenner lays out a compelling—and urgent—vision for the future of artificial intelligence.

His core claim? Artificial General Intelligence (AGI) could arrive as early as 2027. Drawing from the rapid evolution of models like GPT-2 to GPT-4, Aschenbrenner argues that smarter-than-human systems are closer than we think. And when we get there, the world won’t just change—it could transform at an exponential pace.

He warns of a potential “intelligence explosion,” where AI systems begin improving themselves, compounding progress in months instead of decades. The result? Massive shifts in how we live, work, and govern.

But such breakthroughs won’t come without challenges.

To power this future, we’ll need industrial-scale computing—vast data centers, enormous electricity capacity, and multi-billion-dollar investments. And with that comes national security risks. Aschenbrenner emphasizes the danger of espionage from rival states and the urgent need to protect AI developments.

Perhaps most importantly, he highlights the alignment problem: how do we ensure superintelligent systems reflect human values and goals? Without careful oversight, even helpful AI could lead to unintended—and dangerous—outcomes.

While some argue his timeline is aggressive, few deny the core truth: AI is moving fast, and society isn’t ready.

Aschenbrenner’s message is a wake-up call. The next few years could define our century. Leaders, developers, and policymakers must prepare now—not later.

Because ready or not, the AI decade is here. We better be ready!

Business Education, Career Management, CEO

Timekeepers NOT wanted!

Many organizations often confuse structure with productivity. They add layers of management hoping to improve accountability, but what they often get is Slower decision-making, Diluted communication, Productivity bottlenecks, Increased bureaucracy, and Micromanagement instead of leadership. When you have too many managers managing other managers who manage other managers, it’s no longer a business—it’s a pyramid of pass-the-message. We live in an era in which even some director level executives need to be tech-savvy and hands-on, not merely check status and manage optics. My view is, never not be hands-on!

Amazon recently decided to eliminate many middle level positions. Amazon CEO said “managers want to ‘put their fingerprint on everything’ and rightfully so, many do. Click on the URL to read on.

https://finance.yahoo.com/news/amazon-ceo-says-cutting-middle-170605849.html

Business Education, Career Management, Fintech

“The Invisible Hand” is in Economics. But we have an “Invisible Mind” in action now!

The Invisible Hand is a concept in economics introduced by Adam Smith in his book The Wealth of Nations (1776). It describes the unintended social benefits of individuals’ self-interested actions in a free-market economy. Here’s an example. A baker produces high-quality bread to maximize their profits. In doing so, they satisfy consumer demand, create jobs, and contribute to the economy—all without being explicitly directed by the government.

AI, has been an Invisible Mind for sometime now. But why “invisible,” you may ask. Because it has been surreptitiously contributing in many ways and we haven’t been noticing. So, for young professionals entering the job market, here’s an observation.

AI isn’t just optimizing industries—it’s actively reshaping career paths by acting as an invisible mind, influencing the skills needed, job opportunities, and market demand across sectors. Here’s how AI is already shaping the future of work and what it means for you:

AI automates repetitive tasks, forcing professionals to move up the value chain. AI, as an Invisible Mind, is reshaping careers rather than destroying them. It’s pushing professionals toward strategic, high-value roles, automating low-value tasks, and making skill-based hiring the future.

In other words, AI will force a shift from degrees to skills. So, prepare accordingly.

Business Education, Career Management, Entrepreneurship

We Help you Cheat! Says a new startup, and it means business

Why be creative? Why struggle and learn? Things keep evolving anyway! So, take the easy way out, says a new startup. It helps you cheat in technical interviews using AI. Using any new technology to deceive, con, and exploit is nothing new. But launching a startup to help people cheat? That’s a new low!

Remember the “Invisible Hand?”

“It is a metaphor inspired by the Scottish economist and moral philosopher Adam Smith that describes the incentives which free markets sometimes create for self-interested people to accidentally act in the public interest, even when this is not something they intended.” But there is nothing accidental about using AI to cheat in interviews. This is by design and a good case study for the ethics class. Read on.

https://www.cnbc.com/2025/03/09/google-ai-interview-coder-cheat.html

Business Education, Career Management, CEO, Entrepreneurship

Buffett’s 2025 Report’s Out and Stanford and Harvard won’t be Happy!

https://www.aol.com/finance/warren-buffett-never-considers-where-184400728.html

In his 2025 annual letter to Berkshire Hathaway shareholders, Chairman and CEO Warren Buffett emphasized that educational pedigree holds little significance in his selection of company leaders. He recounted the 2005 acquisition of RV manufacturer Forest River, led by the late Pete Liegl, who earned his MBA from Western Michigan University. Buffett highlighted Liegl’s exceptional performance over 19 years, noting that no competitor matched his success.

Buffett stated, “I never look at where a candidate has gone to school. Never!” He acknowledged that while some great managers hail from prestigious institutions, many, like Liegl, have thrived without such backgrounds. Buffett cited his friend Bill Gates, who left Harvard to co-found Microsoft, as an example of success without completing an esteemed degree.

Reflecting on his own educational journey through the University of Nebraska-Lincoln, Penn’s Wharton School, and Columbia University, Buffett expressed belief in lifelong learning. However, he observed that innate business talent often outweighs formal education, describing Liegl as a “natural.”

Please read on https://www.aol.com/finance/warren-buffett-never-considers-where-184400728.html

Business Education, CEO

When the healthcare system is sick, what’s the cure?

When Frustration Turns Extreme: A Poll on Corporate Leaders and Its Meaning

Introduction A recent Emerson College poll revealed that four in ten young people believe the assassination of UnitedHealthcare CEO Brian Thompson was “acceptable.” This startling result highlights not only rising frustrations but also deeper societal issues. How did public sentiment reach such an extreme?

Why Healthcare Sparks Frustration UnitedHealthcare, one of America’s largest insurers, symbolizes a system many view as unaffordable and inequitable. For young people—often burdened by student debt and lacking access to affordable healthcare—these frustrations are particularly acute. Corporate leaders, like Brian Thompson, become seen as representatives of a system that prioritizes profits over people.

A Dangerous Line While public anger over systemic failures is understandable, endorsing violence is unacceptable. This poll reflects two critical issues:

Distrust in Institutions: Many young people no longer trust healthcare systems or corporate leaders to act in the public’s best interest.
Deep Inequalities: Rising costs, stagnant wages, and limited opportunities have fueled despair among younger generations.

Addressing Root Causes These extreme views reflect legitimate frustrations that need to be addressed constructively. Solutions include:

Corporate Transparency: Companies must rebuild trust by prioritizing social responsibility over profits.
Equitable Policies: Healthcare must be more accessible and affordable for all.
Productive Dialogue: Spaces for civil discussions are needed to channel frustrations into action, not extremism.

Conclusion This poll is a wake-up call. While anger is justified, violence must never be acceptable. Addressing systemic issues, fostering understanding, and rebuilding trust are essential steps to ensure hope replaces despair. Let’s focus on solutions that unite rather than divide us.

Business Education, Career Management, CEO

Asking for a raise? Here’s how you may do it!

Asking for a raise is more than a conversation—it’s a process that requires preparation, confidence, and persistence. By following these steps, you’ll not only make a strong case for a salary increase but also position yourself as a proactive and valuable team member. Remember, even if the answer is no today, these strategies will keep you on track for success in the future.

So, start collecting salary data, identify where you are in the spectrum, and discuss with your mentor or a fiend—your next raise could be just a conversation away!

Step -1

Before you ask for a raise, it’s essential to know your worth in the job market. Research the average salary for your role, experience, and location using tools like Glassdoor, Payscale, or industry-specific reports. This data not only provides you with a realistic target but also strengthens your argument by grounding it in factual market trends.

Pro Tip: Adjust your expectation based on your qualifications, skills, and the cost of living in your region.

Step-2

Numbers speak louder than words. To justify your request, compile a list of your accomplishments, focusing on measurable outcomes. Did you boost revenue, save costs, improve efficiency, or lead a successful project? Highlight the direct impact you’ve had on the company’s success.

Example: Instead of saying, “I’ve done a great job managing projects,” say, “I managed three key projects this year that collectively saved the company $50,000 and improved client satisfaction by 20%.”

Step-3

Once your research and achievements are ready, plan how you’ll present your case. Structure your points to emphasize:

Your contributions.
How they align with the company’s goals.
Why your performance merits a raise.

Additionally, research your company’s financial health and timing. Avoid asking during budget cuts or downturns.

Pro Tip: Schedule a meeting in advance and let your manager know you want to discuss your growth and contributions.

Step-4

Confidence is key, and practicing your delivery helps you stay calm and composed. Rehearse what you’ll say with a friend, mentor, or even in front of a mirror. Anticipate possible objections and prepare responses.

Example Script:
“Over the past year, I’ve achieved [specific accomplishments]. Given my contributions and current market trends, I’d like to discuss adjusting my salary to [$specific amount].”

Step-5

When asking for a raise, be assertive yet respectful. Avoid tentative phrases like “I think” or “maybe.” Instead, use confident language that conveys your value.

Weak: “I was hoping we could discuss a small raise if possible.”
Strong: “I’d like to discuss aligning my compensation with the value I bring to the team.”

Assertiveness demonstrates self-awareness and professionalism, increasing your chances of being taken seriously.

Step-6

Not all raise requests are approved immediately. Be prepared with alternative asks that still benefit you. These could include:

Additional vacation days.
Flexible work arrangements.
Professional development opportunities.

If your manager says no, ask for feedback on how to work toward a raise in the future and agree on a timeline to revisit the conversation.

Step-7

If a raise isn’t possible now, set the stage for future success. Collaborate with your manager to outline clear goals and metrics that will justify a raise down the line. Regularly update them on your progress to keep your contributions visible.

Pro Tip: Send a follow-up email after your discussion summarizing the feedback and agreed-upon steps.

Business Education, Career Management, CEO

Be like SQ31!

Recently, a friend and his wife visited us from Coimbatore, a vibrant South Indian city celebrated for its post-summer drizzles, people with polite demeanor, renowned colleges, and thriving entrepreneurial culture. His wife, an accomplished obstetrician, is highly sought after for her exceptional skill and compassionate care for expecting mothers.

Curious about their travel plans, I casually asked her, “How are you heading back to India?”

“We’re flying Singapore Airlines,” she replied, “to avoid multiple transits.”

“Oh…SQ31?” I asked.

“Yes. You remember the flight number?” she said, pleasantly surprised.

“Yes, it lands at 6:30 PM in Singapore, just in time for me to meet friends for dinner,” I said with a smile, “SQ31 is my first choice too to visit Coimbatore.”

As the conversation shifted toward her profession, I couldn’t resist asking, “How many babies have you delivered so far?”

“About 10,000,” she replied, matter-of-factly.

“10,000? That’s incredible! How did you reach such a number?”

“I’ve been practicing for 25 years,” she said with a modest smile.

“And how many hysterectomies have you performed?” I asked.

“Not too many—around 6,000,” she answered calmly.

I was floored. “6,000 isn’t too many? No wonder so many mothers choose you!”

She simply smiled, her humility shining through.

“Will you ever retire?” I asked, curious about her future plans.

“As long as I’m productive, I won’t,” she replied, embodying the spirit of a consummate professional.

At that moment, her career path struck me as remarkably similar to SQ31’s steady flight path. Who would have thought I’d take a career lesson from a nonstop flight from SFO to SIN?

SQ31 spends about an hour climbing to its cruising altitude, maintains that level over the Pacific for 16 hours, and then descends into Singapore. Her career mirrored this pattern, steadily climbing during her training and sustaining a high, impactful level of productivity – consistent, disciplined, and reliable.

This flight path offers an invaluable lesson. If we work relentlessly during the early years to reach our Peak Productivity (PP), and sustain that level through discipline and effort over decades, long-term success becomes attainable.

But how do we emulate SQ31? First, you must deeply desire it—it must become a priority. Discipline and focus are essential. Successful people reach PP by committing fully to their goals. And just like SQ31 doesn’t simply coast at cruising altitude, burning fuel to stay steady, we too must continually reexamine our progress and act relentlessly to maintain our peak.

Be like SQ31—consistent, enduring, and built for the long haul.

Business Education, Career Management, CEO, Entrepreneurship, Private Equity

Did Chegg get egged by AI?

“Video killed the radio star,” sang the Buggles in 1979. Fast forward to 2024, the British group formed in 1977 is still performing. Here’s a request for their next hit: how about “ChatGPT Killed Chegg”? After all, bassist Tom Horn foresaw this future, once predicting, “We had this idea that at some future point there’d be a record label that didn’t really have any artists—just a computer in the basement.” His prediction, it seems, was eerily accurate.

Chegg, once a dominant force in EdTech, revolutionized learning by offering affordable textbook rentals and subscription-based academic tools. Valued at over $12 billion during its peak, the company thrived during the pandemic, serving millions of students as remote learning surged. Yet, within just a few years, Chegg’s value plummeted by over 99%. The cause? The rapid rise of artificial intelligence.

Disruption by AI

The emergence of tools like OpenAI’s ChatGPT fundamentally changed how students sought academic help. Unlike Chegg’s subscription services, AI platforms offered instant, free solutions. By 2023, Chegg acknowledged losing subscribers, and by 2024, over half a million users had abandoned the platform. Although Chegg launched CheggMate, an AI-powered tool, it failed to compete with the widespread popularity of free alternatives.

Financial Struggles

Chegg’s financial performance deteriorated rapidly. In the third quarter of 2024, it reported a $212.6 million net loss and laid off 21% of its workforce. The company’s heavy reliance on a subscription-based model and slow adaptation to AI technologies left it vulnerable in a market transformed by innovation.

Lessons Learned

Chegg’s fall is a cautionary tale for businesses in tech-driven industries. It underscores the importance of anticipating disruption, diversifying revenue streams, and embracing innovation. Companies must stay agile and adapt quickly to new technologies or risk irrelevance.

The Path Forward

For Chegg to recover, it must focus on unique offerings, strategic partnerships, and rebuilding trust. Its future depends on its ability to innovate and redefine its role in education.

The story of Chegg is a stark reminder: in the age of rapid technological change, staying ahead isn’t optional—it’s essential.

Business Education, Career Management, Personal Finance, Vision

Introducing Butterfly Limit

I mentioned the Butterfly Limit in class in passing. I created this to explain a status. Here are the details.

I created this a few years back and I have written a chapter in my book on Butterfly Limit (BL).

BL is a status that affords you the freedom of your own hours and domain of work and thus, control over your time. It’s the hallmark of autonomy and flexibility we all long for. What are the essentials for BL? To achieve BL you need a blend of domain expertise, accountability, discipline, goal-setting, resilience, proactive relationship-building, and above all, self-discipline. See how you measure in the following criteria!

1. Self-Discipline: Manage your time and stay productive independently.
2. Goal Setting: Define clear professional goals and areas of focus.
3. Resilience: Be open to changes.
4. Expertise: Build strong knowledge in your domain.
5. Relationship-Building: Build trust and support for your autonomy.

Personal finance (PF) plays an essential role in achieving BL as financial stability is key to attaining the freedom and autonomy this status offers. Here’s how: PF allows you to build a strong financial foundation, reducing dependency on rigid job structures. Savings, investments, and an emergency fund give you the flexibility to prioritize fulfilling work over fixed hours or traditional roles. With sound PF, you’re better equipped to handle income fluctuations that might come with flexible or self-directed roles. A well-managed budget and diversified investments provide a buffer, allowing you to embrace autonomy confidently. The goal of PF is to achieve a steady flow of passive income. Check out my views on it!

Business Education, Career Management, Entrepreneurship, Personal Finance

Passive Income for an Active Life

The value of passive income has been recognized for years, but its importance was brought into sharp focus when a friend in his 50s confided in me. He admitted that neglecting to learn personal finance and build passive income streams is now holding him back from pursuing his entrepreneurial dreams. Despite decades of experience, he’s stuck. Why? He’s “paycheck dependent” and can’t afford to take risks.

Passive income isn’t just about money; it’s about time—the most valuable resource you have. Time, not money, is the real luxury. Ideally, one should start learning personal finance in their early teens. Data shows that the wealthy are more likely to invest in stocks, a key source of passive income. In 2020, 53% of the ultra-rich—the top 1% by wealth in the U.S.—owned stocks, compared to only 0.6% of those in the bottom 50%. Additionally, between 2006 and 2021, stock market indices in major economies such as the U.S., India, Brazil, China, and Japan appreciated by approximately 225%, 700%, 330%, 200%, and 160%, respectively. If we consider 2022 and 2023, the appreciation would be even greater.

The earlier you start investing and building passive income, the more control you’ll have over your time and your future. As I reflected on my friend’s situation, I realized: “The best time to learn personal finance was 35 years ago. The second best time is now.”

Business Education, Career Management, CEO, Entrepreneurship

Why do some CEOs hesitate to be entrepreneurial?

In a recent session in my CEO-2035 class, a student asked this question. Here’s how I answered it:

CEOs of established firms often hesitate to be entrepreneurial for several reasons:

Risk Aversion: Established firms typically have significant resources, reputations, and shareholder expectations to consider. Entrepreneurial activities often involve high levels of uncertainty and risk, which could jeopardize the firm’s stability and profitability.
Focus on Short-Term Performance: Publicly traded companies are often under pressure to deliver consistent, short-term results to satisfy shareholders and analysts. Entrepreneurial ventures can take time to generate returns, potentially affecting quarterly earnings and stock prices.
Organizational Inertia: Large, established firms often have deeply ingrained processes, cultures, and structures that can be resistant to change. This inertia makes it difficult to pivot or take on new, innovative ventures that require flexibility and adaptability.
Resource Allocation: Established firms often prioritize the allocation of resources to proven, profitable areas of their business. Investing in new, untested ideas may be seen as diverting resources away from these core areas, potentially diluting focus and performance.
Complex Decision-Making Processes: In large organizations, decision-making tends to involve multiple layers of management and bureaucracy. This can slow down the ability to act quickly on new opportunities, which is often necessary in entrepreneurial ventures.
Fear of Cannibalization: For companies with established product lines or services, there may be a fear that new, entrepreneurial products could cannibalize existing offerings, leading to internal competition and reduced profitability.
Regulatory and Compliance Concerns: Established firms are often heavily regulated, and entrepreneurial ventures may involve navigating complex legal and regulatory environments. The potential for regulatory challenges can deter CEOs from pursuing innovative, but potentially risky, opportunities.
Leadership Style and Experience: Many CEOs of established firms have built their careers on managing large organizations rather than on entrepreneurship. Their leadership style may be more suited to optimizing existing operations rather than fostering new, disruptive ideas.

These factors contribute to a more cautious approach, making CEOs of established firms less likely to engage in entrepreneurial activities compared to those leading smaller, more agile companies.

Business Education, Career Management

AIn’t AI fun? AIn’t AI scary?

Business Education, CEO, Personal Finance

How is this a positive for Tesla stock?

CNBC reported “Revenue declined from $23.33 billion a year earlier and from $25.17 billion in the fourth quarter. Net income dropped 55% to $1.13 billion, or 34 cents a share, from $2.51 billion, or 73 cents a share, a year ago.

The drop in sales was even steeper than the company’s last decline in 2020, which was due to disrupted production during the Covid-19 pandemic. Tesla’s automotive revenue declined 13% year over year to $17.38 billion in the first three months of 2024.

Capital expenditures rose to $2.77 billion, up 34% from a year earlier.

Free cash flow turned negative in the quarter, with the company reporting a deficit of $2.53 billion. A year ago, Tesla reported free cash flow of $441 million, a number that reached $2.06 billion in the fourth quarter.”

Despite such numbers, Tesla shares jumped 11% after Musk reported that he is planning to manufacture affordable models in 2025. Does this mean that the market is looking at the future rather than the past? Click the URL below to read the article in CNBC. Ram Subramaniam

https://www.cnbc.com/2024/04/23/tesla-tsla-earnings-q1-2024-.html

Career Management, CEO

Envisioning the role of a CEO in 2035…

Envisioning the role of a CEO in 2035 requires understanding the trajectory of current trends in technology, societal expectations, global economics, and environmental concerns. The landscape of leadership is transforming, suggesting that CEOs will need to navigate a world vastly different from today’s. Here’s how the job of a CEO might look in 2035:

Mastery of Technology and Innovation

By 2035, technology will be even more deeply woven into the fabric of business. CEOs will need to be adept at leveraging emerging technologies such as artificial intelligence (AI), machine learning, blockchain, and quantum computing. Understanding how these technologies can be applied to enhance business operations, product offerings, and customer experiences will be crucial. The successful CEO will be one who can anticipate technological disruptions and position their company to benefit from them rather than be sidelined.

Champion of Sustainability and Social Responsibility

The increasing urgency of climate change and social inequality will make sustainability and social responsibility core components of every company’s strategy. CEOs will be expected to lead their companies in a way that not only generates profit but also contributes positively to the planet and society. This could involve initiatives to reduce carbon footprints, ethical supply chain management, and efforts to address social issues through business practices. Transparent reporting on environmental, social, and governance (ESG) criteria will likely be the norm, and CEOs will be at the forefront of these initiatives.

Architect of Agile and Resilient Organizations

The pace of change will only accelerate, making agility and resilience key attributes of successful organizations. CEOs in 2035 will need to foster a culture of innovation, where experimentation is encouraged and failure is seen as a stepping stone to success. Building teams that can quickly adapt to changing circumstances, pivot strategies when needed, and remain resilient in the face of challenges will be a critical responsibility of future CEOs.

Builder of Diverse and Inclusive Workplaces

Diversity and inclusion will be even more critical in 2035, as companies recognize the value of diverse perspectives in driving innovation and understanding global markets. CEOs will need to go beyond superficial measures to create genuinely inclusive cultures where everyone feels valued and empowered. This includes ensuring diversity at all levels of the organization, from the boardroom to entry-level positions, and actively working to eliminate bias and discrimination.

Visionary Leader and Ethical Steward

The CEO of 2035 will need to be a visionary, capable of looking beyond short-term gains to see the bigger picture of how their company fits into a rapidly changing world. Ethical leadership will be paramount, as stakeholders increasingly hold companies to high standards of integrity and transparency. CEOs will need to navigate complex ethical dilemmas, making decisions that balance the interests of various stakeholders while adhering to core values.

Conclusion

In summary, the CEO of 2035 will be much more than a business leader. They will be technology-savvy innovators, champions of sustainability and social responsibility, architects of agile and resilient organizations, builders of diverse and inclusive workplaces, and visionary leaders who operate with the highest ethical standards. The CEOs who can rise to these challenges will be well-positioned to lead their companies into a prosperous and sustainable future. Ram Subramaniam.

Machine Learning, Python

Consuming Chatgpt API in Python

Here’s the Python code I used in the class. I’m storing my key in the environment variable ‘OPENAI_API_KEY.’ Ram Subramaniam.

from openai import OpenAI
import os
openai.api_key = os.getenv("OPENAI_API_KEY")
print ("\n")

client = OpenAI(api_key=os.getenv("OPENAI_API_KEY"))
mess = "beyond 120, any increment in IQ does not necessarily imply higher creativity"
prompt = "restate the following statement: " + mess
print ("Original Message : "+mess)
for x in range (0, 5):
 chat_completion = client.chat.completions.create(messages=[{"role": "user", "content": prompt}, ],model="gpt-3.5-turbo")
 print("Revised Message : " +chat_completion.choices[0].message.content)