State of

Managers
Report 2025
Editors’ Note
The State of Managers Report 2025, derived through data from the Great People Manager Study® 2025, offers an in-depth
exploration of the people management landscape in India. Amid a rapidly evolving business environment, characterized by
technological disruptions, generational shifts, and the growing need for adaptability, this report presents a research-backed
analysis of the essential role people managers play in shaping organizational success.

In today’s ecosystem, knowing how to manage people relationships is one of the core requirements for any working professional,
as business impact metrics are driven by behaviours of people managers.

AI-powered analysis of around 10,000 managers, through assessment with around 50,000 employees, across 10 prominent
industries, in 2024, allows us to examine the behaviours, challenges and opportunities the people managers of India face. Through
this report, we identify that increasing Attrition, Burnout and Toxicity are the concerns India needs to be prepared for, in the
coming years. We find out various demographic groups that may need special focus, along with actionable insights on how to
coach them towards the right behavioural evolution, to minimise the impact of the predicted challenges.

This report demonstrates the solution to these impending challenges is “Great Manager to Work With™”. By creating a profile of
such leaders, and speaking about their appreciated actions, this analysis shows how organisations need to work on creating a
culture of greatness in people manager effectiveness. Today’s managers need to listen to their teams, care for them, guide them
in their work and life, treat them fairly, and recognise the ones who deliver, while applying empathy, on their path to greatness.
Table of Contents

1. The Changing Definition of a People Manager 1-4

2. People Management Trends of India 2024 5-17
3. What should India focus on in the coming years? 18-21
4. India Inc. needs Great Managers to Work With™ 22-29

5. Profile of an Indian Great Manager to Work With™ 30-33

6. Profile of a Top CEO of India 34-37

Conclusion 38-41
The Changing Definition
of a People Manager
Section I
The Changing Definitition of a People Manager

Let’s set the record straight—being a

People Manager isn’t just about having
“Manager” in your job title.
In today’s evolving workplace, every professional who manages relationships to
create meaningful business outcomes is, in fact, a People Manager.

This report reveals how managers, whether frontline, mid-level, or senior leaders,
or those working in domain-heavy functional roles; need to work on their
behaviour with people in order to influence business metrics such as attrition or
managerial performance. For example, a technology manager performs better
when they involve their teams in decisions thus controlling their attrition.

Through our comprehensive research, we explore the diverse behaviours that

people managers must adopt to lead effectively in today’s complex work
environment.

Page 2
The Changing Definitition of a People Manager

Why is a People Manager Critical in today’s world?

The "new world" we're in—characterized by rapid technological change,
remote/hybrid work, generational shifts, and heightened expectations around
inclusion and well-being—has transformed the workplace. In this context, the role
of a people manager has become more significant than ever. Following being some
significant roles:

1 Being the Human Connection in a Digital AI-first era

2 Keeping employee well-being and mental health at focus

3 Talent retention in a competitive market

4 Enabling employees to navigate uncertainty and maximise potential

5 Promoting growth and development through everyday interactions

Page 3
The Changing Definitition of a People Manager

Behaviour of a people manager drives an employee’s intent to stay.

Top behaviours shown by managers across functions, to increase retention

Customer Relations: HR & Finance: Sales: Other Functions involving Domain
Expertise (e.g. Technology, Legal, etc):
Accountability Investing Time Demonstration
of competence Involvement in Decisions

Top behaviours shown by managers across levels, to increase retention

Frontline Managers: Mid and Senior Level Managers: Top Management:
Expectation Setting Guidance Expectation Setting

Footnote:​
1.We evaluated 8783 number of managers across levels and functions in this cycle of Great People Manager Study® 2024
2.Through ML models, we identified the behaviours that significantly impact their team’s intent to stay at the organisation
3.The top (most significant) behaviour in each group is mentioned
4.This displays how behaviours associated with people management is important across functions and levels, and there is no choice for every type of manager, but to be an effective people manager Page 4
People Management Trends of India
2024
Section II
People Management Trends of India 2024

Diverse groups, Diverse challenges

Managers across industries, locations, tenure, age, gender, generations, working
environments, functions, showed unique challenges, and this report brings to you
the most significant groups and their challenges along with solutions to be applied in
2025 and beyond.

1 Organisations should reconsider their work from home policy for

managers, as this group is generally not good at strategic delegation

2 Hybrid working environment is not helping older managers with their

readiness for AI-era innovations

3 Mid-level managers in industries with large field workforce need to do

extra, with respect to care and support, if they are working from office

4 Middle aged top management leaders need to check if they are causing burnout
and toxicity in their teams

5 Young frontline managers can control attrition in their teams, if

they reduce micro-management and work on team dynamics

Page 6
People Management Trends of India 2024

Industry Wise Manager Effectiveness

Manufacturing and BFSI sectors are better than national average, but lower
than what they were in 2023. Being the largest employers, these sectors need
special focus.

Manufacturing 85.5

Education 85.3

Internet & Software 84.9

BFSI 84.9
Overall - 84.3
Electronics 84.0

Consulting 83.4

Media and Entertainment 82.3

Footnote:​
Average People Manager Effectiveness Scores (out of 100) across Industries, compared with overall average Page 7
People Management Trends of India 2024

The Year of Burnout in India

Burnout has been an

epidemic in 2024,
showing significant concerns in large states
like Maharashtra and Tamil Nadu, while
showing low numbers in other large states
like Rajasthan and Madhya Pradesh.

National Heat Map For Burnout

Footnote:
Burnout is measured through a combination of AI-powered analysis of comments of employees for their managers, weighted average of scores of perceptions of team members across selected statements, and additional
analysis through special research statement. Burnout index for each manager is thus calculated. This heat map reflects the distribution of managers who induce burnout in their teams. The areas in grey are the ones where we
did not have statistically significant data for 2024. Page 8
People Management Trends of India 2024

Biggest Differentiators between Managers causing maximum and minimum Burnout

Fun and Celebrations

Difference Value 8.30

Care for Individual Low High

Difference Value 8.15

Fair Treatment
Difference Value 8.10

Managers who encourage fun and celebrations in workplace lead to 10% decrease in burnout levels among their team members

Footnote:
1.Burnout Index is normalised to a base of 100
2.These behaviours show the maximum difference between top and bottom quartile scorers
3.These are the behaviours of Indian managers that should be under special focus to tackle burnout
Page 9
People Management Trends of India 2024

Which managers need support to tackle Burnout?

Manufacturing Industry
Manager Top Management Leaders in Mid-level
managers in the age group
Group the age group of 45-54 years
of 35-44 years
Sales Managers

Behaviours Listening Recognition Guidance

to Improve Involvement in Decisions Listening Listening

Enhancing Team Engagement

Enhancing Managerial Emotional Supportive Leadership and
Team and Accountability Through
Intelligence and Support for Collaborative Development
Suggestions Team Development Initiatives
Regular Assessments and
Meetings

Footnote:​
1. Burnout Index is calculated for all managers
2. The groups have been identified through an algorithm that scans various demographic group combinations, and selects the highest ones, with statistically significant count
3. The behaviours that impact the burnout index for these groups are calculated through ML models used in identifying significance of impact
Page 10
4. The suggestions are captured through analysis of comments, followed by ML-based grouping of various comments
People Management Trends of India 2024

How Toxic are Indian Managers?

Toxicity displayed by
managers has been an
epidemic in 2024,
showing significant concerns in large states
like Kerala, while showing exemplary data in
states like Rajasthan and Karnataka.

National Heat Map For Toxicity

Footnote:
Toxicity is measured through a combination of AI-powered analysis of comments of employees for their managers, weighted average of scores of perceptions of team members across selected statements, and additional
analysis through self assessment of the manager. Toxicity index for each manager is thus calculated. This heat map reflects the distribution of managers who induce toxicity in their teams. The areas in grey are the ones where
we did not have statistically significant data for 2024. Page 11
People Management Trends of India 2024

Biggest Differentiators between Managers displaying maximum and minimum Toxicity

Fair Treatment
Difference Value 9.17

Care for Individual Low

High
Difference Value 8.34

Guidance
Difference Value 8.28

Managers who ensure fair treatment in their teams lead to 11% decrease in perception of toxicity for them
Footnote:
Toxicity Index is normalised to a base of 100
These behaviours show the maximum difference between top and bottom quartile scorers
These are the behaviours of Indian managers that should be under special focus to reduce toxicity

Page 12
People Management Trends of India 2024

Which Managers need support to reduce Toxicity?

Managers in Customer
Manager Top management leaders in the Mid-level managers with tenure
Relationships function, in
Group the age group of 35-44 years
age group of 35-44 years in the company of 2-5 years

Behaviours Recognition Intra-team Collaboration Care for Individual

to Improve Care for indivodual Fair Treatment Listening

Effective Mentorship and Improved Approachability Enhancing Decision-Making and

Team
Team Unity with Areas for and Supportive Feedback Team Collaboration through
Suggestions Strategic Discussion from Management Transparency and Support

Footer:
1.Toxicity Index is calculated for each manager
2.The groups have been identified through an algorithm that scans various demographic group combinations, and selects the highest ones, with statistically significant count
3.The behaviours that impact the index for these groups are calculated through ML models used in identifying significance of impact
4.The suggestions are captured through analysis of comments, followed by ML-based grouping of various comments Page 13
People Management Trends of India 2024

Which managers need support to increase People Manager Effectiveness?

Managers in functional
Mid level Managers who
Manager Managers whose teams domain-based roles, in the age
work from office, in the
Group BFSI industry
work only from home group of 35-44 years, and in the
consulting industry

Behaviours Care for individual Care for Individual Involvement in Decisions

to Improve Recognition Listening Opennesss to Ideas

Enhancing
Improved Approachability Empowerment through
Team Communication and
and Supportive Feedback strategic delegation and
Suggestions from Management continuous feedback
Regular Check-Ins for
Team Development

Footer:
1.People Manager Effectiveness Score is calculated through survey of team members containing 24 statements
2.The groups have been identified through an algorithm that scans various demographic group combinations, and selects the ones with lowest scores, with statistically significant count
3.The behaviours that impact the index for these groups are calculated through ML models used in identifying significance of impact
4.The suggestions are captured through analysis of comments, followed by ML-based grouping of various comments Page 14
People Management Trends of India 2024

Which managers need support to increase intent to stay?

Managers from the

Managers in the Customer
Manager Internet and Software Front Line managers in the age
Relationships function, in the
Group industry, in the age group
age group of 35-44 years
group of 26-34 years
of 35-44 years

Behaviours Care for Individual Recognition Recognition

to Improve Involvement in Decisions Care for Individual Listening

Improving Team Dynamics

Enhancing Leadership through Strong Managerial Support
Team through Supportive
Empathy, Recognition, and with Room for Emotional
Suggestions Team Building Intelligence Development
Leadership and Reduced
Micromanagement

Footer:
1.Intent to stay is measured through a survey statement
2.The groups have been identified through an algorithm that scans various demographic group combinations, and selects the ones with lowest scores, with statistically significant count
3.The behaviours that impact the index for these groups are calculated through ML models used in identifying significance of impact
4.The suggestions are captured through analysis of comments, followed by ML-based grouping of various comments Page 15
People Management Trends of India 2024

Which managers need support, to become more innovative

and get ready for the Artificial Intelligence era?

Manager in age group of 45-54 Manager in domain-expertise

Manager Managers from the HR
years, with hybrid working based functional roles, in the
Group and Finance functions
teams age group of 45-54 years

Behaviours Intra-Team Collaboration Listening Guidance

to Improve Fair Treatment Intra - Team Collaboration Listening

Enhancing Active
Improvements in Clear Empowering Leadership
Team Listening with Open
Communication and Goal and Transparent
Suggestions Setting Communication
Communication and
frequent conversations

Footer:
1.Readiness for innovations and AI-era is measured through a weighted average of selected statements and analysis of comments (continuous improvements are ongoing for this algorithm as the technological environment
around us is volatile)
2.The groups have been identified through an algorithm that scans various demographic group combinations, and selects the ones with lowest scores, with statistically significant count
3.The behaviours that impact the index for these groups are calculated through ML models used in identifying significance of impact
4.The suggestions are captured through analysis of comments, followed by ML-based grouping of various comments Page 16
5.Hybrid working means the team works from both home and office
 Partnering with Great Manager Institute® helped us
reduce attrition by 23%-24% at AVP and VP levels.
Santanu Banerjee
CHRO, Bajaj Allianz Life

Great Manager Institute® has been a valuable partner in assessing and enhancing our
leadership development practices at Apollo Tyres. Their expert insights, data-driven
frameworks, and customized approach have enabled us to identify strengths, address
gaps, and build a robust leadership pipeline. With their support, we are fostering a
culture of continuous growth, inclusivity, and excellence across our organization.

Sunam Sarkar
Chief Business Officer, Apollo Tyres Ltd.

Page 17
What should India focus on in
the coming years?
Section III
What should India focus on in the coming years?

Businesses are going through

a people transformation,
Driven by advent of AI-technology, changes in the age range of the dominant
workforce, expected growth in non-metro cities of India, and more. Looking
ahead, the role of people managers will evolve to meet the demands of AI, hybrid
work, and increasing employee expectations.

This is combined with a complex macro-economic environment, with high

attrition levels, increased toxicity, and a boost in burnout being experienced.

Our Study identified 24% of the managers surveyed as Great Managers to Work
With™. The behaviours that these managers display, while the others are
significantly away from, can help us predict the future of India, with warning
bells on what it should focus on.

Page 19
What should India focus on in the coming years?

Top differentiating behaviours between

Great Managers to Work With™ and Others*
Average People Manager Average People Manager
Effectiveness Score for the Behaviour Effectiveness Score for the
Behaviour (in Great Managers to Work With) Behaviour (in Others) Difference

Fair Treatment 93.95 83.83 10.12

Recognition 93.47 83.71 9.73

Care For Individual 93.03 83.45 9.59

Guidance 94.21 84.73 9.48

*Greatness across behaviours is on a rise, and yet there are gaps! These areas with largest gaps can be used to predict the major challenges India may face in the coming years.
Page 20
What should India focus on in the coming years?

Attrition, Toxicity and Burnout:

Predicted by Behaviours

Behaviours that Behaviours that Behaviours that

need focus to need focus to need focus to
reduce attrition reduce toxicity reduce burnout
Expectation Setting Information Sharing Care for Individual
Guidance Fair Treatment Recognition

Footnote:
1.Using ML model based algos, behaviours that showed the maximum difference between great managers and others were used to predict challenges
2.The behaviours given here show how to tackle these challenges

Page 21
 India Inc. needs
Great Managers to Work With™
Section IV
To create a better future for businesses, and reduce
the chances of these predicted challenges.
India Inc. needs Great Managers to Work With™

Great Managers are more likely to Reduce Attrition

Teams working with
Great Managers to Work With™ are

2.77x times more

likely to stay
Footnote:​
1.Likelihood is measured through odds ratio
2.Intent to stay is captured through an overriding statement in Great People Manager Study® 2024
3.A score of 4 or 5 (on a scale of 1-5) is considered as display of intent to stay, and those scoring 1 to 3 are on the radar of attrition
Page 23
India Inc. needs Great Managers to Work With™

Great Managers to
Work With™ are

12.56x
times more

likely to be recommended as
effective managers, than others.
Footnote:​
1.Likelihood is measured through odds ratio
2.Rating on perception of overall managerial performance is captured through an overriding statement in Great People Manager Study® 2024

Page 24
India Inc. needs Great Managers to Work With™

Great Managers to Work With™ are

1.88x
times more

likely to create a culture of care within their teams than others.

Footer:
1.Care for individual is a predictor for burnout. In the turbulent times faced by the employees of India in 2024, we witnessed the impact of burnout reflecting itself in dangerous forms. The need for the culture of care is
more than ever before.
2.Likelihood is measured through odds ratio
3.Culture of care is measured through a special statement that is asked in the people manager effectiveness survey, asking each team member the dominant symptoms demonstrated in the teams of the manager
Page 25
India Inc. needs Great Managers to Work With™

Great Managers create Great Managers

The multiplier effect created by

Great Managers to Work With™
leads to creation of more such

3.46x
managers in the organisation.

times more

Great Managers to Work With™ are 3.46

times more likely to nurture Great
Managers to Work With™ in their teams.

Footnote:​
1.Likelihood is measured through odds ratio
2.For this analysis, only those managers are considered for likelihood analysis, who have managers as their team members
3.If the team has one or more Great Manager to Work With™, their manager is considered as someone who can nurture and create great managers
Page 26
 India Inc. needs Great Managers to Work With™

Top behaviour across functions that differentiates

Great Managers to Work With™ from others

HR & Finance Customer Relations

Listening Involvement in Decisions
Difference Value: 15.6 Difference Value: 11.4

Other Functions involving Sales

Domain Expertise
Fun & Celebrations
Fair Treatment
Difference Value: 11.4
Difference Value: 9.8

Footnote:​
1.Scores are calculated on a base of 100 and difference between behaviours is calculated
2.The behaviour with highest difference is selected
Page 27
 India Inc. needs Great Managers to Work With™

Top behaviour across levels that differentiates

Great Managers to Work With™ from others

Frontline Managers Mid-Level Managers

Recognition Listening
Difference Value: 10.2 Difference Value: 10.4

Senior Level Managers Top Management

Fair Treatment Fair Treatment
Difference Value: 9.8 Difference Value: 9.2

Footnote:​
1.Scores are calculated on a base of 100 and difference between behaviours is calculated
2.The behaviour with highest difference is selected
Page 28
 The Great Manager Certification Program in collaboration with
Great Manager Institute®, helps us mentor and aid our managers
to propel their careers and their people management practices.
Balfour Manuel
Managing Director, Blue Dart

I am delighted with the insights provided by the Great Manager Survey conducted in partnership with
the Great Manager Institute®. This comprehensive study has shed light on the exceptional leadership
qualities of our managers and their commitment to nurturing a culture of growth, collaboration, and
inclusivity. The survey's findings have been instrumental in guiding our efforts to further enhance
our leadership development programs and ensure that our managers continue to inspire and
empower their teams. I am incredibly proud of the positive impact our leaders have on our
organization, and I look forward to seeing how we can build on this success in the future.

Sanoj Kumar
CHRO, Quinnox Consultancy Services Limited

Page 29
 Profile of an Indian
Great Manager to Work With™
Section V
 Profile of an Indian Great Manager to Work With™ in 2024

Superpowers of a
Great Manager to Work With™

Sharing constructive feedback

Promoting other’s professional development

Managing and resolving conflicts

Footer:
Assessment data of all great managers were combined and averaged out to arrive at the profile
Top strengths of great managers were identified based on the behaviours where they have the highest difference from
the benchmarks
Page 31
Profile of an Indian Great Manager to Work With™ in 2024

Most Appreciated Action Areas by

Great Managers to Work With™
Provides Consistent Support and
Leads with Empathy and Team-Centric Support
Empowerment

Communicates Clearly and Recognizes

Solves Problems Effectively and Proactively Contributions

Footer:
1. Assessment data of all great managers were combined and averaged out to arrive at the profile
2. Comments from team members appreciating the managers were collected
3. AI model was used to identify the most significant areas
Page 32
Profile of an Indian Great Manager to Work™ With in 2024

What should other managers do

to get closer to becoming a
Great Manager to Work With™?
They should design action plans, based on their own superpowers and derailers,
while including employee empowerment interventions driven by empathy, with a
focus on identifying and solving team problems with strong and clear
communication.

E.g. "Challenging Visuals", a structured yet informal weekly forum: Weekly

business challenges are selected, and then each team member visualises the
challenge in their own way, thus capturing their unique behaviour and thought
process, and having multiple visualisations of the same challenge. This is
followed by team discussions around all the different forms of the challenge.
The most engaged participants are recognised.

Page 33
Profile of a Top CEO of India
Section VI
The top 50 CEOs/MDs/Founders, as recognised through the
Great People Manager Study® 2024, are considered for this profiling
Profile of a Top CEO of India

Superpowers of a
Top CEO
Promoting other’s professional development

Managing and resolving conflicts

Sharing constructive feedback

Promoting work-life balance

Promoting fun and celebration

Footer:
1. Assessment data of all top CEOs were combined and averaged out to arrive at the profile
2.Top strengths were identified based on the behaviours where they have the highest difference from the benchmarks Page 35
Profile of a Top CEO of India

Most Appreciated Actions Areas by

Top 50 CEOs
Provides clear vision and drives team growth Demonstrates effective decision making
around this vision through rituals with team members

Creates a supportive and empathetic culture that

focuses on employee empowerment

What should other CEOs do to get closer to becoming a “Top 50 CEO” of India (in the context of people management)?
They should design action plans, based on their own superpowers and derailers, while demonstrating effective decision making,
showing how it is aligned with a clear vision, and empathetically engaging their team members in this process.

Page 36
 I got the opportunity to take part in Great Manager Institute®'s Great Manager Program
last year. As a people manager, I valued the one-stop learning platform that allowed me to
record my action plan, make any adjustments to it, as well as view my feedback. I
wholeheartedly suggest this class to any working line manager who wants to learn
practical methods for people management.

Viktória Lődör-Martinecz
Learning Partner,
Tesco Business Services & Technology (Hungary)

The leadership journey program designed by Great Manager Institute® was

insightful, engaging, and impactful. Their facilitators brought in-depth
knowledge and practical wisdom, equipping our leaders with the skills to lead
with resilience and agility. The program was appreciated by our leadership
team, fostering a culture of continuous learning and growth.

Vinod Mehta
CHRO, Teleperformance

Page 37
 Conclusion of Research
The future of work is shaped by the behaviours of people managers.
By fostering great managers today, organizations will build the resilient,
high-performing teams of tomorrow.
Conclusion

Key Takeaways
Attrition, burnout and toxicity are expected to increase. But, focused interventions
on certain behaviours by the people managers can control the same.

Create a culture of care and burnout will be reduced. Great Managers excel in the
same.

Great managers are significantly more likely to create more great managers. Build
a team of high performing great managers and they will create an organisation
with great managers.

Managers need to include “empathy” and emotional connect in the actions they
do to improve their effectiveness. Empathy is a common tool deployed both by
great managers and top CEOs, and required by the team members too.

Fair treatment, guidance, recognition, listening, and care for individual stand out
as behaviours that great managers currently excel in, while others don’t. They also
stand out as the most significant behaviours that Indian companies need to focus
on.

Page 39
 Conclusion

Measurement of people manager

effectiveness is critical
We recommend that organisations start focusing on the following actions, that will
make them ready for a changing future:

Create a credible profile for all their managers, thus knowing their
effectiveness in people management, and in turn their readiness to create
business impact using people relationships

Combine all profiles of their managers, to understand unique challenges of

their employees and of different groups within the organisation

Identify the behaviours that different managers need to display to positively

impact various business metrics

Design real time development interventions based on these identified

behaviours
Page 40
Glossary of Great People Manager Study® 2025 41.33%
BFSI

Consulting 16.3%

Others 14.35%

Total Managers: ~ 10000 Education 10.43%

Total Team Members: ~ 50000 Manufacturing 7.5%

Internet & Software 6.64%

Industry Distribution
Electronics 3.4%
0 10 20 30 40 50

Manager Age Manager Level of Seniority Team Work Location

55 years or above
26 - 34 years Top Management Front line manager
4.3%

47.07%
16.9% 7.1% 15.9%
All working from office

45 - 54 years
25.3%

Hybrid Working 44.81%

8.12%
Senior manager
42.2% All working from home

Mid level manager 0 10 20 30 40 50

34.8%
35 - 44 years
53.5%

Page 41
 Our Framework
About Great People Manager™ builds an environment
Great Manager Institute® of High Trust-High Performance consistently
Great Manager Institute® is dedicated to building great
people leaders across organisations and society. Our goal
is to redefine people management globally, ensuring that Connects
with employees by listening to them, showing
every individual has the opportunity to work with a Great care, and keeping them informed.
People Manager™. Through advanced analytics, we
identify improvement areas and provide actionable
recommendations for developing exceptional people Develops
management skills. Our platform enables organisations to employees by nurturing their growth, enhancing
their skills, and actively involving them at work.
measure, develop, and recognise great people leaders. Join
us in revolutionising people management, creating a world
where everyone benefits from the guidance of outstanding
Inspires
managers, leading to enhanced work experiences and employees by serving as role models, celebrating
organisational success. achievements, influencing positively, and fostering
accountability.

Page 42
 Our creative team

Dhanashree Parab Jitendra Vishwakarma Shehbaz Sayed ⁠Prem Londhe Sheshraj Naik
Data Scientist Data Scientist SDE II (Research Team) Graphic Designer Marketing Head
Our Prasenjit Bhattacharya
CEO and Co-Founder
Dalreen Patrao
Co-Founder and Director
Ashwin Srivastava
Co-Founder

leadership
team

Rachana Vyas Bhavishya Sharma Sreemoyee Sengupta

Chief People Officer VP Growth & Customer Success VP - Client Servicing
 1 2
We help organisation develop people leaders at
scale using our AI powered leadership analytics Reduce Improve
and development platform. attrition by engagement by

27% 3X
3 4
Improve sales Create a
by leadership
pipeline

14%
Contact us
For partnering with us in your leadership
analytics and development journey

[email protected]

+91 81066 99366

greatmanagerinstitute.com
Leading Through Change:
The Power of Adaptive Leadership
In today's dynamic business landscape, adaptive leadership has become
essential. It is not about whether to prioritize people first, skill first, or digital
first, but about integrating all three to drive sustainable success. Adaptive
leaders prioritize agility, adjusting strategies swiftly while maintaining clarity
and purpose. They cultivate adaptive teams where people feel valued and
equipped with the right skills, supported by digital tools that amplify their
capabilities. This holistic approach creates workplaces that are resilient,
innovative, and future-ready. Emotional intelligence and ethical responsibility
are also vital—ensuring every voice is heard, respected, and included in
decision-making.

In essence, adaptive leadership is about staying

ahead of disruption, turning challenges into
opportunities, and leading with purpose and
clarity. It’s this mindset that enables organizations
not just to navigate change—but to lead it.

Shrinivas Rao
CEO, Vestian Global Workplace
Services Private Limited
Founded on January 16, 2014,
ThoughtSol is a leading IT system
integrator and cloud services provider.
As a pure B2B company, ThoughtSol operates across five key areas: Cloud Services,
Cybersecurity Services, Data Center Solutions, Digital Solutions, and NextGen Services. It is a
dynamic IT company offering a comprehensive range of services, including IT strategy,
deployment, and management, with a specialisation in Cloud Computing and Cybersecurity.
ThoughtSol is dedicated to providing innovative solutions for businesses of all sizes, from
startups to large enterprises. Headquartered in Delhi, ThoughtSol boasts a team of certified
professionals and experienced engineers who are well-versed in the latest technologies.

ThoughtSol has a proven track record of delivering successful projects across various
industry verticals. ThoughtSol distinguishes itself through its unwavering commitment to Vinet Kuumar
customer satisfaction and service excellence. The company places a strong emphasis on Founder & CEO,
delivering high-quality services, exceptional support, and leveraging its renowned strategic ThoughtSol Infotech Private Limited
alliances.
Cultivating Excellence: FNFI’s Four
Pillars for a Future-Ready Organization
In today’s volatile business landscape, FNFI is more than a workplace-it is a dynamic
ecosystem where every individual is empowered to thrive. Our future-ready ethos is anchored
in four strategic pillars -

Visionary Leadership empowers leaders through programs like Embark, Apex and
1 Leaders’ League mentorship, enabling them to anticipate market trends and champion
sustainable growth.

Transparent Communication fosters trust with initiatives such as Hi-fidelity townhalls

2 and CEO Connects, achieving a 94% individual engagement rate and reducing attrition by
9.5%.

3 Strategic Talent Development - With 97% of leadership roles filled internally, our Strategic
Architecture program provides personalized growth pathways.

Agility and Resilience - Adaptability is embedded in our DNA. In 2023-2024, we responded

4 to industry headwinds not with layoffs, but with strategic talent redeployment,
transitioning over 600 employees.
Michael Andrew Giddings
Together, these pillars embody FNFI’s commitment to excellence, innovation, and a thriving CEO,
workforce poised for the future. FNF India Private Limited
Noventiq – Delivering Digital Possibilities.
“At Noventiq, we don’t follow digital trends – we create real outcomes
for our customers with purpose and a people first approach” – Vinod
Nair, President, Noventiq Services India Private Limited

Transformation isn’t just about systems.

It’s about people, possibility, and progress – built together. It's our secret sauce that helped us
create a Billion Dollar company in a span of a decade.
In a world where technology evolves by the minute, Noventiq stands as a constant – an
enabler of future-ready transformation. Our portfolio spans the full spectrum of digital
acceleration – making Noventiq your one-stop digital transformation partner. From multi-
cloud and cybersecurity to AI, data, modern workplace, intelligent data centres and managed
services – we design, implement, and manage end-to-end solutions that help businesses
modernize IT infrastructure, secure digital assets, empower hybrid workforces, and unlock
value from data and AI.

At Noventiq, we don’t just digitize operations – we humanize transformation. Vinod Nair

We help organizations not just keep pace with the future but shape it. President,
Noventiq Services India Private Limited
Because true transformation starts with people – and leads to progress that lasts.
All we need is a
© Great Manager Institute ® 2025