Category: Transformation

Thinking from the Future Back: Lessons from Tesla and a Classroom at IIM Nagpur


WDW Elective course @ IIM Nagpur

It was midway through my elective course “Winning in a Disruptive World” at IIM Nagpur  last month when a student raised a question that momentarily silenced the class.

“Professor,” he began, “Elon Musk and Tesla seem to have anticipated the future before anyone else — electric vehicles, reusable rockets, large-scale battery storage. How does someone think so far ahead and act with that kind of conviction when others are still debating the probability of success?”

It was an incisive question — and one that went to the heart of what our course was about: how to win, not just survive, in a world defined by disruption.

The Disruptive Context

Disruption today is not an occasional storm; it’s the climate we live in.
The rules of business are rewritten faster than most organizations — or individuals — can adapt.

In the course, we explored how the world has shifted from the VUCA paradigm — Volatile, Uncertain, Complex, Ambiguous — to what futurist Jamais Cascio calls BANI — Brittle, Anxious, Non-linear, and Incomprehensible. In such a world, the question isn’t whether disruption will occur; it’s whether we are ready to anticipate and shape it.

That was precisely what Elon Musk and Tesla managed to do — not by reacting to disruption, but by engineering it.

Tesla and the Power of Future-Back Thinking

When traditional automakers analyzed the electric vehicle (EV) opportunity, they saw it through the lens of probability. Their forecasts said adoption would be slow. Battery costs were high. Charging networks were inadequate. The “safe” conclusion was that the world wasn’t ready.

Tesla took the opposite route. It didn’t ask, What’s probable today?
It asked, What’s possible tomorrow?

That question unlocked an entirely different trajectory.

Musk’s strategy exemplifies what I call Anticipatory Future-Back Thinking — a concept we explored in the later sessions of the course. It involves imagining the desired future state first — in this case, a world where sustainable energy mobility is the norm — and then working backward to identify what must be true today to make that future real.

Rather than extrapolating from today’s constraints, Tesla worked backward from a bold vision of tomorrow. That shift — from present-forward to future-back — is what differentiates disruptors from the disrupted.

Exploring Anticipatory future back thinking

Possibility vs. Probability: The Mindset Divide

When I turned back to my student’s question, I began with a simple observation.

“Most organizations,” I said, “plan from the present forward. They look at past data, run probability models, and make incremental improvements. That’s the Kodak way of thinking — safe, predictable, and ultimately self-limiting.”

In contrast, possibility thinkers — like Tesla — start from a future that doesn’t yet exist. They ask, What could be true if we dared to imagine differently?

Daniel Burrus, the futurist who first articulated the concept of Hard Trends, reminds us that the future is not entirely uncertain. Some aspects — technological evolution, demographic shifts, regulatory movements — are future facts. These are the certainties around which possibility thinking can safely operate.

Tesla built its strategy precisely on such hard trends:

  • The inevitability of climate change driving clean energy adoption
  • The advancement of battery technology and digital control systems
  • The regulatory momentum toward lower emissions

These were not probabilities; they were certainties in motion. Musk simply connected them into a coherent future vision — and then acted as if that future were already here.

From Disruption to Design

This is the essence of anticipatory leadership — not reacting to disruption, but designing it.

In my sessions, we discussed how the future-back approach allows leaders to create clarity where uncertainty dominates. It flips the conventional question from “What will happen to us?” to “What must we make happen?”

The difference is profound.

  • Present-forward leaders forecast the future.
  • Future-back leaders architect it.

McKinsey’s research on future-back strategy underscores that such leaders don’t rely on forecasts alone. They use scenario design to imagine multiple plausible futures and then work backward to identify strategic moves that remain resilient across them.

That’s what Tesla did: invest early in charging infrastructure, build direct-to-consumer distribution, and create software-driven vehicles that improve over time. Each move was part of a deliberate future architecture.

The Classroom Reflection

I recall telling my students that day:
“Elon Musk is not successful because he predicts the future; he’s successful because he constructs it backwards.*”

In the classroom, this insight tied together much of what we had explored:

  1. Hard Trends (what is certain) form the foundation.
  2. The Three Lists (what I’m certain of, what I know, what I can do) create clarity.
  3. Future-Back Thinking builds boldness.
  4. Relational Assimilation ensures stakeholder alignment.
  5. Resilience sustains momentum when the future resists you.

Each of these steps builds toward the mindset of a possibility architect — someone who doesn’t wait for disruption, but wields it as a tool.

As the discussion deepened, another student remarked, “So Tesla wasn’t just lucky — it was structurally anticipatory.”

Exactly.

The Classroom reflection

Why This Matters Beyond Tesla

Every industry today — from energy and aviation to education and healthcare — faces its own “Tesla moment.”

In the energy sector, companies that waited for the probability of renewables to rise are now scrambling to catch up with those who invested early in solar and storage.
In education, universities that anticipated the AI wave and reimagined learning around it are moving ahead, while others debate policies.
Even in government policy, we see anticipatory thinking at work in projects like UPI and ONDC, where India intentionally designed positive disruption instead of waiting to be disrupted.

The principle is the same: the future belongs to those who can see differently, envision differently, and execute differently.

A Call to Future Architects

At the end of that class, I offered the students a reflection that I’ll share here too.

Winning in a disruptive world doesn’t mean outpacing change — it means aligning yourself with the inevitabilities of tomorrow and daring to act before others see them as obvious.

Elon Musk’s brilliance lies not in foresight alone, but in the courage to build on the certainties he could already see — however faintly — and to commit resources to them before anyone else believed.

For leaders and managers today, the lesson is clear:
Don’t ask, What’s probable?
Ask, What’s possible — and what must I do today to make it inevitable?

Closing Reflection

As we wrapped up the session that day, I noticed a quiet shift in the room.
The students weren’t merely intrigued by Tesla anymore — they were reflecting on their own “future-back” opportunities.

That, to me, was the real win.

Because when young leaders begin to think like architects of the future rather than survivors of disruption, they start embodying the very mindset our world now demands — one that balances imagination with foresight, vision with action, and optimism with resilience.

And perhaps, in some classroom somewhere, the next Tesla is already being imagined.

IIM Nagpur

#WinningInADisruptiveWorld #IIMNagpur #FutureBackThinking #Leadership #AnticipatoryThinking #Tesla #ElonMusk #DanielBurrus #McKinsey #Innovation #PossibilityMindset

When Silence Speaks: The Voiceless and the Silenced


In an age of selective hearing, understanding whose voices are ignored—and whose are feared—reveals the deeper politics of power and truth.

Abstract

In a world overflowing with voices, some are never heard. Some are never allowed to speak. This article explores the crucial difference between those who are voiceless and those who are deliberately silenced. One group is ignored, the other is feared. Understanding this difference helps us see the mechanics of power, injustice, and the politics of listening in today’s world. As Noam Chomsky famously said, “The smart way to keep people passive and obedient is to strictly limit the spectrum of acceptable opinion, but allow very lively debate within that spectrum.”

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The idea of this piece came to me when in a social media group discussion about the unevenness of spiritual access in India based on class, caste and privilege, someone quoted author Arundhati Roy’s quote that “There’s really no such thing as the ‘voiceless’. There are only the deliberately silenced, or the preferably unheard.”

The more I thought about what Arundhati had opined, the more I sensed that she had lumped two discrete aspects of our society into one.

What is being Voiceless?

I recall the first few days of India’s response to the COVID – 19 pandemic and the lockdown that ensued. When the country literally shut down with just four hours’ notice, millions of workers—daily wage earners, domestic helpers, factory hands—were stranded without transport, money, or food. With no options available and with little support, around 40 million workers began walking hundreds of kilometres back to their villages. What came to be known as the great migrant crisis of the pandemic.

The workers weren’t silent, in fact far from it. They shared stories, walked in mass protests, called journalists. But their pain barely entered the official narrative. The crisis was, for a time, treated like an unfortunate footnote in a larger national story.

Migrant workers during pandemic

“The working class was not just unseen—they were not considered,” wrote Harsh Mander in The Indian Express. “It was a failure of both empathy and accountability.”

These were people whose voices weren’t suppressed, but simply didn’t count. That’s what it means to be voiceless.

As sociologist Michael Schudson put it, “Communication is a resource distributed as unequally as income or education.” Some voices simply don’t travel—not because they’re weak, but because the world refuses to hear them. This is indeed ironic in an age in which speaking up in fact has never been easier. Through the universal access to tweets, videos, blogs, and platforms are everywhere. But being heard? That’s something else entirely.

Being voiceless doesn’t mean someone has nothing to say. It means that what they say doesn’t register. Their stories don’t make the news. Their ideas don’t get invited to conferences. Their lives rarely shape policy decisions. They live in the blind spots of our systems. One of the main aspects which makes our society unequal.

Now let’s look at the aspect of those who Are the Silenced?

In 2017, the gruesome assassination of Gauri Lankesh hit the headlines in India. A fearless journalist and activist, Lankesh had been a sharp critic of communal violence, right-wing extremism, and state-sponsored misinformation. Her Kannada weekly, Gauri Lankesh Patrike, became a platform for truth-telling and resistance.

Gauri was shot dead outside her home in Bengaluru, her murder was not random—it was a warning.

Gauri Lankesh assassination

As journalist Rana Ayyub wrote: “Gauri’s crime was that she refused to be quiet.”

Gauri Lankesh had a platform. She was being heard. And that is exactly why she was targeted. She wasn’t voiceless. She was silenced because her voice made those in power uncomfortable. To those in power, Gauri’s voice had become too powerful; her words shone light on dark places, threatened the status quo, exposed inconvenient truths.

A recent report by the Committee to Protect Journalists ( CPJ) noted that a record number of journalists were jailed in 2022—not for false reporting, but for exposing the truth. As the CPJ observed: “Censorship is no longer enough; silencing must be enforced.”

Can we now see the intrinsic difference between those who are voiceless, and those who are deliberately silenced? Some people, no matter how loudly they speak, never seem to matter. Others are quickly shut down because what they say matters too much. The first are ignored. The second are suppressed. And both are symptoms of a far deeper crisis of listening in our times.

 Why the Difference Matters

At first glance, both the voiceless and the silenced seem to suffer the same fate: not being heard. But the reasons behind their invisibility are fundamentally different.

  • The voiceless are ignored because they’re deemed irrelevant.
  • The silenced are suppressed because they’re considered dangerous.

One is a symptom of systemic neglect. The other, of deliberate fear.

Understanding this distinction is vital. It helps us recognize the difference between absence and erasure, between invisibility and targeting.

The Role of Selective Listening

Today, listening has become selective and often algorithmic. Digital platforms and connectivities are amplifying outrage, repetition, and ideology—not complexity, dissent, or nuance. In such a space, it’s easy for the voiceless to disappear into the margins, and for the silenced to be made invisible through force or discrediting.

As Noam Chomsky famously said, “The smart way to keep people passive and obedient is to strictly limit the spectrum of acceptable opinion, but allow very lively debate within that spectrum.”. As I thought of this, I could see the Voiceless and the Silenced at the two ends of the truth spectrum. Both represent ‘uncomfortable truths’ for the political dispensation and the administration. It is the centre space which holds the ‘comfortable truth’ which the powers that be would always support and push to expand. The voiceless never make it into that spectrum. The silenced try to expand their end, encroach into the ‘comfortable truth’ space and unfortunately end up paying  the price

So what can each one of us do?

We need to recognize that the difference between the voiceless and the silenced also changes how we respond. We might decide to support in the following manner.

  • The voiceless need amplification. Their stories must be brought to the centre. This would require better representation, inclusive platforms, and ethical journalism.
  • The silenced need protection. They must be defended by laws, by solidarity, and by public pressure. Their speech is often a warning bell the rest of us ignore at our own peril.

Both are vital to a functioning democracy. But only one—the silenced—reminds us that truth still threatens power.

In musing…….                                                           Shakti Ghosal

References

  1. Schudson, Michael. The Sociology of News. W. W. Norton & Company, 2000.
  2. Committee to Protect Journalists. Record Number of Journalists Jailed Worldwide. CPJ, 2022. https://cpj.org/reports/2022
  3. Chomsky, Noam. Media Control: The Spectacular Achievements of Propaganda. Seven Stories Press, 1997.
  4. Mander, Harsh. “Locked Down and Left Behind.” The Indian Express, May 2020.
  5. Ayyub, Rana. “Gauri Lankesh’s Murder Was Not an Aberration.” The Washington Post, Sept 2017

The ‘Puppy Dog Wag tail’ Syndrome: When the Need to Belong Undermines Authenticity


Abstract:

This article explores the social behavior commonly referred to as “Puppy Dog Wag Tail Syndrome”—where older individuals attempt to gain acceptance from younger social groups through excessive compliance, self-effacement, or mimicry, wagging one’s tail so to say! While this behavior stems from a natural human desire for belonging, it often compromises one’s authenticity and self-respect. Drawing from research in social psychology, this piece delves into the emotional drivers behind such behavior and advocates for embracing authenticity across generational lines.

Have you ever witnessed an elderly individual awkwardly trying to “blend in” with a younger group? Perhaps they crack out-of-place jokes, adopt unfamiliar slang, or seem constantly eager to please — laughing too hard, offering unsolicited help, or nervously seeking approval. This performative effort to fit in, often at the cost of dignity and self-awareness, is what might be called Puppy Dog Syndrome. Much like an over-eager pet desperate for affection, the individual’s behavior becomes centered around pleasing others, often sacrificing self-expression and confidence in the process.

While it may appear superficial on the surface, this behavior is rooted in something deeply human: the need to belong. Social psychologists Roy Baumeister and Mark Leary (1995) identified belongingness as a fundamental human motivation. Regardless of age, people crave connection, approval, and inclusion. Yet, when belonging feels uncertain — especially in cross-generational settings where values, cultural references, and energy levels diverge — the fear of exclusion can drive compensatory behaviors.

Older individuals, particularly in youth-dominated spaces like workplaces, social media platforms, or casual gatherings, may feel a loss of relevance or influence. In such settings, some try to gain favor by imitating youth or subordinating themselves — often unconsciously — in exchange for social acceptance. But the cost of such behavior can be significant. Carl Rogers, the humanistic psychologist, referred to this pattern as living according to “conditions of worth” — behaving in ways that earn external validation rather than expressing one’s true self.

This misalignment can take a psychological toll. A 2006 study by Kernis and Goldman found that chronic inauthenticity is associated with lower self-esteem, increased anxiety, and reduced life satisfaction. It’s a hollow kind of belonging that demands constant performance, rather than one built on mutual respect and individuality.

What’s most tragic about Puppy Dog Syndrome is that it often masks the rich experience, insight, and stability that older individuals have to offer. Rather than chasing youth, they might be better served — and more appreciated — by showing up as their authentic selves, offering perspective rather than parody.

Intergenerational engagement works best not through mimicry but through mutual curiosity and honesty. Younger generations often value authenticity more than they let on. There’s strength in standing tall in one’s own identity, wisdom in speaking with one’s own voice, and grace in not needing to follow the crowd.

In a world obsessed with fitting in, perhaps the most radical act is simply being yourself — fully, unapologetically, and without the need for approval.

References

  • Baumeister, R. F., & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117(3), 497–529.
  • Kernis, M. H., & Goldman, B. M. (2006). A multicomponent conceptualization of authenticity: Theory and research. Advances in Experimental Social Psychology, 38, 283–357.
  • Rogers, C. R. (1959). A theory of therapy, personality and interpersonal relationships as developed in the client-centered framework. In S. Koch (Ed.), Psychology: A Study of a Science, Vol. 3. McGraw-Hill.

In musing……… Shakti Ghosal

How AI is Transforming the HVAC Industry: An Impact study on a matured engineering domain


Centrifugal machines running on principles of Thermodynamics

I spent a part of my career in the HVAC industry many decades ago, at a time when it was firmly grounded in the disciplines of mechanical engineering and thermodynamics—both mature and deeply technical fields. Back then, optimizing system performance meant manually tweaking airflow, calculating heat loads, and understanding refrigerant behavior. I had worked with Voltas, a market leader in central HVAC systems and Fedders Lloyd, which manufactured and marketed low end Airconditioning units.

Controls of HVAC system
Of nuts, bolts, pipes and ducts

I find it fascinating to observe how today, the game has changed. This has been significantly due to Artificial Intelligence (AI)—a disruptive force that’s injecting intelligence, adaptability, and automation into an industry that once thrived on nuts, bolts, and thermal dynamics.

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✅ Smarter Diagnostics and Predictive Maintenance

AI-powered tools now enable HVAC systems to identify faults before they cause breakdowns. Instead of relying on trial and error, it is now possible for technicians to use sensor data and predictive analytics to find the root cause quickly—whether it’s a refrigerant leak or an airflow issue.

“AI algorithms enable predictive maintenance by monitoring operational data such as temperature, pressure, and energy consumption to detect potential issues before they escalate.” — [ATA College, 2025]

These AI systems don’t just detect problems—they help prevent them, significantly reducing downtime and maintenance costs.

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🌱 Energy Efficiency: Better for Business and the Planet

Energy consumption has always been one of the biggest pain points in HVAC operations. AI  can address this by learning occupancy patterns, weather forecasts, and energy pricing to optimize performance in real time.

“AI can optimize HVAC operations by responding dynamically to external conditions and human behavior, ensuring comfort without excess energy use.” — [Cooling India, 2025]

The result? Lower energy bills, improved comfort, and a smaller carbon footprint—benefiting both the bottom line and the environment.

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🌡️ Personalization and Smarter Design

Modern HVAC systems don’t just heat or cool—they adapt. AI makes it possible to personalize climate control for zones or individuals based on learned preferences.

Beyond user experience, AI is improving the design phase too. Engineers can now simulate various configurations before installation, ensuring better efficiency and fewer on-site errors.

“AI is being used to create virtual simulations of HVAC systems during the planning phase, helping engineers choose the most efficient configuration.” — [Digital Defynd, 2025]

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🏢 Automation and Operational Efficiency

AI doesn’t merely stop at system optimization. It can streamline administration tasks like scheduling, dispatch, and customer service through chatbots and intelligent platforms.

In smart buildings, IoT-connected HVAC systems can adjust automatically to changing conditions, cutting operational costs and improving system responsiveness.

“Intelligent building systems that include AI-driven HVAC control are emerging as a top growth area for the industry.” — [Frost & Sullivan, 2025]

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⚠️ But It’s not all smooth sailing…

Ai has also brought with it certain downsides and risks.

  1. Cybersecurity is a growing concern. As HVAC systems get more connected, they become more vulnerable to attacks. To combat, companies would require to invest in data security and system integrity.
  2. Cost: AI tools, sensors, and integrations require significant upfront investment—posing a barrier for smaller firms.
  3. People factor: Many technicians will need to upskill to stay relevant. The shift is as much about mindset as it is about knowledge of the machinery.

“The technicians of tomorrow must be as comfortable with data analytics as they are with ductwork.” — [ATA College, 2025]

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🌍 Looking Ahead

One needs to hold the perspective that AI is not just an upgrade—it’s a paradigm shift for HVAC. Those who embrace it will find new opportunities in efficiency, customer satisfaction, and sustainability. But success will depend on thoughtful implementation, investment in skills, and a willingness to adapt.

As someone who once worked in the traditional world of HVAC, I find it both exciting and humbling to see how far the industry has come—and how far it can still go.

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💬 Let’s Discuss:
Are you seeing AI being adopted in your HVAC projects or buildings? What challenges or benefits are you encountering?

📚 References and Further Reading

# HVAC , # AI, #Industry transformation, # Diagnostics, #preventive maintenance, #Energy efficiency, #design, #automation

https://www.linkedin.com/posts/shaktighosal_artificial-intelligence-ai-is-revolutionizing-activity-7326516417451745303-93Sn?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAFhtrQBZifHiS32iPRurc2ncs8rrmZK4zI

Artificial Intelligence and the Future of Railway Transportation: Promise, Perils, and Pathways


“The railway industry, one of the oldest enablers of industrial transformation, now stands on the cusp of another revolution—this time powered by Artificial Intelligence.”

From the steam engines of the 19th century to today’s high-speed trains, railways have been symbols of innovation. Now, as we move deeper into the 21st century, Artificial Intelligence (AI) promises to redefine how rail networks are managed, how trains are operated, and how passengers experience travel.

But like every major transformation, the rise of AI in railway transportation is not without its challenges. The genesis of this article stems from the fact that I started my work life in the Indian Railways Service of Mechanical Engineers nearly half a century back. More recently when I was doing a Wharton Business School program on AI applications, the idea of this piece came to me.

  In this article, I have tried to explore the promise, perils, and pathways of integrating AI into one of the most vital sectors of modern infrastructure, particularly for a dense population country like India.

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🚄 The Promise: Efficiency, Safety, and Customer Experience

AI does hold considerable potential to make a high-density transportation mode like the Railways smarter, safer, and more responsive. Here are just a few areas where the promise can be seen:

  • Predictive Maintenance: Machine learning models can analyze vibration, temperature, and operational data to detect potential failures before they occur—reducing costly downtime and enhancing safety.

Predictive maintenance, powered by sensor analytics and machine learning, are reducing unplanned downtime by up to 30% in Germany (Deutsche Bahn). In India, AI-equipped SMART coaches can now monitor vibrations, structural wear, and staff behavior, leading to substantial maintenance savings and enhanced safety.

  • Optimized Scheduling and Routing: AI can dynamically adjust train schedules based on real-time data—weather, demand, or disruptions—minimizing delays and maximizing throughput.

In dense rail networks like India’s or Japan’s, such precision translates into better asset utilization, optimized route rationalization, and more efficient capacity deployment.

  • Safety and Reliability: AI enhances safety through real-time monitoring and automated diagnostics. Computer vision systems are today identifying track defects, unauthorized access, and obstacles with over 90% accuracy. AI-powered drones can now inspect tracks and overhead equipment faster than traditional crews, improving both safety and inspection efficiency.

Train operations benefit from AI-assisted driver alertness monitoring and automatic braking recommendations based on track conditions. These advancements reduce human error—still a leading cause of railway incidents.

  • Passenger Experience and Multimodal Connectivity: In many places, AI-driven chatbots and journey planners have started offering personalized updates, route alternatives, and digital ticketing, improving passenger convenience. Integrating railways with buses, metros, and even micro-mobility options via AI platforms is enabling seamless urban mobility. In megacities, this creates rail-centric multimodal ecosystems where trains form the backbone of transportation.
  • Smart Ticketing and Crowd Management: With the use of computer vision and behavioural analytics, Railways can monitor crowd flows in stations and adjust boarding strategies in real time, improving passenger experience and safety.
  • Energy Efficiency: AI-powered driving systems can optimize acceleration and braking, saving energy and reducing emissions—a critical benefit as Railways strive to meet sustainability goals.
  • Environmental Sustainability: AI can help Railways fine-tune energy use by adjusting acceleration, coasting, and braking in real time, reducing fuel and electricity consumption.

When paired with green innovations like hydrogen-powered trains—such as Germany’s Coradia iLint and the US’s ZEMU—railways can become even more climate-friendly, especially in non-electrified regions

In short, AI can turn data into decisions—at scale and in real time.

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⚠️ The Perils: Bias, Job Displacement, and System Vulnerabilities

Yet, for all its promise, AI also brings forth complex challenges that Railway systems must navigate with care. Let us try and understand what these are.

  • Algorithmic Bias: AI systems are only as unbiased as the data they’re trained on. In Railways, there is a high chance this could lead to unfair prioritization of certain routes or populations. This is because of historical inequities that are embedded in the stored data.
  • Job Displacement: As AI would continue to automate driving, monitoring, scheduling, maintenance and customer service, several roles would become redundant. While this may lead to job displacement in the short term, it will also create new roles in data science, system integration, and AI governance.

This is where visionary leadership would come in to shift focus and resources relating to reskilling, transitioning and to answer the more fundamental question about the human cost of automation.

  • High Implementation Costs: AI deployment demands hefty upfront investment in digital infrastructure—sensors, data platforms, training, and cybersecurity. For developing economies like India, justifying these expenses against long-term gains poses a financial and strategic challenge. This is also where a visionary leadership needs to come in.
  • Cybersecurity Risks and systemic reliability: Risks would surely go up as a more digitized and AI-integrated Railways system would become an attractive target for cyberattacks. A breach in an AI-driven control system could have dangerous and far-reaching consequences.

Reliance on AI systems thus must be balanced with robust fail-safes by strong governance and redundancy protocols.

  • Public Trust and Ethics: AI in public infrastructure must be transparent and accountable. Otherwise, trust erodes—especially if systems malfunction or make controversial decisions without human oversight.

The above risks underscore the need for careful design, regulation, and human-in-the-loop systems.

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Railways vs Other Transport Modes: A Comparative Snapshot

FactorRailways (AI-enhanced)Road TransportAir Transport
CostLow per ton/km for freightHigh due to fuel and laborHighest operational cost
Environmental ImpactLow (electrified or hydrogen)High (diesel trucks)Very high (jet fuel)
ConvenienceIdeal for dense corridorsFlexible last-mile serviceSpeed for long distances

Railways, strengthened by AI, would thus remain the most cost-effective and sustainable mode for high-density freight and passenger volumes. Hydrogen trains further extend these advantages to non-electrified routes.

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🧭 The Pathways: Navigating the AI Railway Future

So, how can the Railways harness AI’s promise while avoiding its perils? The following thoughts come to mind.

1. Adopt a Human-Centric Approach: AI should always be viewed as an Enabler, not a Replacer of human expertise.  Railways systems should ensure the centrality of human judgment, ethics, and oversight; this becomes particularly important in safety-critical functions.

2. Invest in Digital Infrastructure: To unlock AI’s power, the Railway systems would need high-quality data, real-time connectivity, and interoperable platforms. One can well envisage that Digital twins, Edge computing, and IoT-enabled trains would form the backbone of AI-enabled rail networks in the future.

3. Prioritize Ethics and Explainability: AI based decisions need to necessarily be transparent and explainable. Regulators and the Railways need to work together to ensure AI systems meet public standards of fairness, accountability, and non-discrimination.

4. Reskill and Redesign Work: The rise of AI urgently calls for a parallel investment in people—training them to work with AI tools, interpreting machine insights, and contributing to higher-value tasks. Railway jobs and functions need to evolve, not disappear.

5. Collaborate Across Sectors: The Railways need tocollaboratewith the private sector vendors and suppliers, technology companies, and researchers to create standards, protocols, and governance models that ensure responsible innovation.

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🚉 Need for a New Era of Railways Leadership

Integrating AI into Railway transportation is not merely a technological shift—it’s a leadership challenge. It requires vision, ethics, inclusiveness, and a commitment to long-term impact.

As Railway systems worldwide experiment with smart stations, autonomous maintenance, and AI-based scheduling, one thing is clear: those who navigate this transformation thoughtfully will shape the future of mobility.

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Future Outlook: Smarter, Cleaner Railways

Over the next 3 to 5 years, we’ll surely witness:

  • Autonomous train operations with AI-powered dispatch and navigation.
  • Real-time dynamic pricing to optimize demand and revenue.
  • Prototypes of hydrogen-electric hybrid locomotives becoming mainstream in Europe, North America, and parts of Asia.
  • AI-enhanced simulation systems to train staff and emergency responders.

Railways stand at a unique inflection point. From my own early days in the Indian Railway Service of Mechanical Engineers, I’ve seen the disruption from steam to diesel-electric and now to AI and hydrogen. With the right investments, policy frameworks, and workforce strategies, the railways of tomorrow will be not just faster or cleaner—but smarter

Final Thoughts

The train to the future has already left the station. The question is:Are we building the right tracks for it?

If you’re working in transportation, AI, or infrastructure, or remain interested and curious about these domains, I would love to hear your thoughts. How is AI showing up in your work? What opportunities—or concerns—are you seeing? Let’s build the conversation together.

The article link, as published in LinkedIn is here: https://www.linkedin.com/pulse/artificial-intelligence-future-railway-transportation-shakti-ghosal-tcb9e

References

  1. Tang et al. (2022), “AI and Predictive Maintenance in Transport Systems”
  2. Bitdeal (2024), “Case Studies on AI in Railways: Deutsche Bahn and Indian Railways”
  3. World Economic Forum (2024), “Hydrogen Trains: The Future of Clean Mobility”

In Learning…….. Shakti Ghosal

#ArtificialIntelligence #Railways #Transportation #AIandEthics #FutureOfWork #Mobility #SmartInfrastructure #Leadership

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Suns vs. Planets: Navigating Your Life’s Influences


“In life, we meet two kinds of people—those who shine like the sun, radiating wisdom and energy, often challenging yet deeply inspiring; and those who, like planets, reflect borrowed light, offering comfort but little growth. Choice remains ours- whether we choose to orbit the suns, or chase reflections.”

Life is a cosmic dance, a vast expanse where we cross paths with many kinds of people. Some shine with their own light—bright, intense, and sometimes difficult to stand too close to. They challenge us, push us beyond our comfort zones, which might make us feel humiliated or insecure. However they do ignite sparks of transformation within us. These are the suns—radiant sources of wisdom, energy, and inspiration.

Then there are those who do not generate their own light but instead reflect the glow of others. Like planets orbiting a star, they offer comfort, familiarity, and predictability. Their borrowed light may bring temporary warmth, but it does not fuel real growth. They move in predefined paths, circling endlessly, never venturing beyond what is known.

The question before us is simple yet profound: whom do we choose to orbit? Do we dare to brave the brilliance of the suns, knowing that their intensity might burn, but also illuminate new possibilities? Or do we settle for the steady, reflected glow of planets, avoiding discomfort but also forsaking true transformation?

The Challenge of the Suns

Suns in our lives come in many forms—mentors who push us to excel, leaders who challenge conventional thinking, friends who demand authenticity, or experiences that shatter complacency. These forces can be unsettling, their intensity requiring us to adapt, to evolve, and sometimes to withstand discomfort.

Yet, it is from these sources that we learn the most. They force us to question our assumptions, face our fears, and tap into strengths we never knew we possessed. They inspire us to expand our horizons, to break free from the gravitational pull of mediocrity, and to blaze our own trails. As Kouzes and Posner (2017) suggest in The Leadership Challenge, transformative leaders create environments where individuals are encouraged to experiment, innovate, and grow beyond their limitations.

The Sun: Steve Jobs and the Apple Revolution

Steve Jobs was a quintessential “sun”—intense, visionary, and sometimes difficult to work with. He challenged the status quo, demanding excellence from those around him. Many who worked closely with Jobs describe the experience as transformative, albeit tough. His relentless pursuit of innovation forced others to think differently, step beyond their comfort zones, and achieve greatness. Those who chose to stay in his orbit were often pushed to their limits but emerged stronger, more creative, and capable of making an impact.

Lesson: Following the light of a “sun” can be difficult, but it leads to extraordinary growth.

The Comfort of the Planets

Planets, on the other hand, offer familiarity. They provide steady companionship, reassuring words, and a sense of belonging. Their presence is not without valuable— at times we do need the comfort of the known, the stability of routine, the ease of like-minded company. However, if we linger too long in their orbit, we stagnate. The pursuit of borrowed light may seem safe, but it rarely leads to personal evolution.

Consider the case of corporate career paths. Many professionals spend decades in the same organization, never venturing beyond predefined career trajectories. They are competent and reliable but do not challenge existing structures. Meanwhile, those who step outside their comfort zones—whether by switching industries, seeking disruptive mentors, or engaging in lifelong learning—often experience exponential growth. Carol Dweck (2006), in her seminal work Mindset: The New Psychology of Success, emphasizes the importance of a growth mindset—embracing challenges, learning from criticism, and persisting in the face of setbacks.

The Planet: The Comfort of Routine in Corporate Careers

Consider an employee who has spent two decades in the same corporate job, doing well but never pushing beyond the familiar. He is competent, reliable, and comfortable in his position. However, his growth is limited—he reflects the expectations of his environment rather than shaping it. While his job provides security, he misses out on opportunities to innovate, learn new skills, or challenge himself.

Lesson: Comfort is not always conducive to progress. Staying in the orbit of planets can lead to stagnation.

Making the Choice

There is no right or wrong answer—only awareness. There are times in life when we need the warmth of planets, moments of rest and reassurance. But growth happens when we dare to reach for the suns. It is in their radiance that we find our own light, forging our path not as mere reflections but as luminous beings in our own right.

The choice is ours. Do we settle for the comfortable glow of borrowed light, or do we embrace the challenge of the suns, knowing that their brilliance will shape us into something greater?

In the grand design of the universe, we are not bound to any orbit. We are free to choose our celestial path. The only question that remains is—where will we set our course?

The Choice: Malala Yousafzai’s Defiance of the Status Quo

Malala Yousafzai, a young Pakistani girl, had a choice—to accept the constraints imposed by her environment (where education for girls was restricted) or to challenge the norms. She chose to orbit the “sun” of enlightenment, education, and progress, even at great personal risk. Today, she is a global advocate for education, inspiring millions.

Lesson: Choosing to orbit the “suns” of wisdom and progress, even in the face of adversity, can lead to transformational impact.

Conclusion

The world is full of both suns and planets, but ultimately, we decide which forces shape our journey. The challenge is to recognize when we are merely reflecting light and when we are generating our own. Growth, transformation, and true impact come from stepping into the orbit of those who challenge us, inspire us, and push us beyond our perceived limits.

 So, ask yourself—are you ready to seek the suns, even if their brilliance demands more of you? The answer will determine the trajectory of your life.

In Learning…….                                                                     Shakti Ghosal

References

  • Dweck, C. S. (2006). Mindset: The New Psychology of Success. Random House.
  • Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Wiley.

How to Thrive Amid Disruption: Key Insights


 I had posted on a similar topic a couple of years back, but in a different context. It was based on an interaction I had with a participant in a workshop I had conducted then.

Winning in a Disruptive World

Interestingly, I was recently invited by the Goa Business School, Goa University to speak on the same topic.  What we were really looking at is succeeding in an environment that is constantly changing and being disrupted. By new technologies like AI, new competitors, new business processes. The question for us was, ‘So what does one do to win?’

I related a story from my own professional life.

In a past assignment, I was managing a Travel & Destination services t company. One of our major customer accounts was the national petroleum development organisation and because of the large business quantum, we had an implant operation with a dedicated team. Our service and response levels were appreciated by the client.

As our contract period was ending, the company released a tender for a subsequent period. Believing the client was happy with us, we submitted our competitive offer in line with what we had done during our last successful bid. When the tender was finalised, we were shocked to know that we had lost. When we asked the client’s commercial team, we were informed that we had not complied with the technical terms of the bid. Going back to the drawing board, we found that in the tender document, there had been a small section requiring development and implementation of a Travel management Services, TMS in short, software as part of the client’s intranet, which we had not responded to.

Soon, we had the opportunity to bid against a tender released by the National Gas Company. We noticed that in this tender document too, there was a requirement of implementing a TMS software. This time we were careful enough to comply with the requirement by indicating our willingness to develop. But we again lost the tender! The winner was a competitor who already possessed a fully developed TMS module and had provided a live demonstration of the same to the client.

We had been disrupted. By a new technology, a new competitor, which together had disrupted our traditional business mode, a model which had worked well all these years. The world had shifted, the business need in the environment had changed and the earlier alignment which our company’s competence set had with the environment, had been lost.

**

In 1849, French writer Jean-Baptiste Alphonse Karr wrote, “plus ça change, plus c’est la même chose” which in English translates to “the more things change, the more they stay the same.”

The above perspective is possibly at the heart of why we get disrupted. The human mind loves continuity and certainty. These allow us to make sense of what we see as stuff we are familiar with, which our brain does using mind models based on our past experiences. But what happens when we are faced with something we have never encountered before? Our brains somehow try to force fit these unknown inputs into one of our mind models. Even though we remain unaware, this ‘force fit’ sense making process leads to the observed inputs getting distorted, some parts get amplified while others which do not fit, get discarded. Thus, when we probabilistically try to predict, often we fail and get disrupted.

The disruptive world allows us to reside in a narrow band in the present with a hazy and uncertain future in front and the inability to take recourse of the past.  Thus to successfully negotiate we need to shift away from our usual probability-based mindset into a mindset of possibilities.

In the session I showcased certain action steps which would support us to do the shift.

I got around to explaining that the first Action step is to create a context for ourselves within our own domain through using hard trends in three areas viz. Demographics, Regulatory and Technology (DRT Context). The hard trends that we uncover become the framework of the context we are creating. Our context would allow us to view every situation in a particular manner.

At this juncture a participant asked for this step to be shown through a case study or live example. I elaborated using the example of the Aviation Industry.

Demographics: Major customer profile shift is occurring viz. growth of young budget traveller and the elderly. Communication technologies is leading to the decline of Business travel. Climate change is shifting the seasonality of leisure travel. Customer behavior is also changing, with short booking windows—often a week or two with fewer travelers making plans far in advance.

Regulatory: Climate change is leading to increased incidences of air borne diseases requiring changes in booking process e.g. Pre-flight testing, need for registration of previous and past travel etc. Technology is allowing airlines to have seamless connectivity within the travel ecosystem to increase demand + assist governments and regulators in creating worldwide / regional standards for hygiene as well as operations.

Technology: Integrated and contact less handling at the airport regarding access viz. boarding pass issual, traveller identification through eye scans, baggage check-in etc. Seat allotment keeping in mind traveler profile, past medical history etc.

Action Step 2 is about using our above created DRT context to make three lists. List of all that we are certain of, list of things we know, and list of things we can do. If we put in the requisite time to make the lists, new possibilities would start showing up for us, a reflection of our improved competence to shift into a possibility mindset.

Action Step 3 is about further sharpening the saw for possibility mindset creation. We do that by unplugging ourself from our present clutter and challenges, then plugging ourself into the future and then use the ‘hard trend’ context created in Step 1, the 3 lists of being certain, knowing and doing ability in Step 2 to do anticipatory & future back thinking through a structured enquiry.

Action Step 4 is about Relational Assimilation which is identifying and defining groups relevant to our business and optimising the group boundary level interactions to advance our own interests. It thus is all about addressing stakeholder concerns. So, who are these stakeholders? They are wide ranging entities. Starting from the company Owners. Employees, who are the internal stakeholders to Customers, suppliers, our banks and financiers- our external stakeholders. But we also have environmental stakeholders viz. local community, society at large and the Government and regulatory authorities. Each of the stakeholders impact the organisation and ourselves in some way, some directly, others indirectly. To ensure effective relational assimilation, we need to exhibit certain qualities in our interactions.

  •  Honouring or Integity of our word. Have we ever considered the fact that we are really equal to your word, nothing more , nothing less? We might see ourself as an individual with certain looks, qualifications, competencies etc. But to the outside world, we are perceived as our word. So, what is ‘Honouring our word’? This means keeping our word and as soon as we realize we are not able to do so, we need to inform all effected parties that we cannot keep our word within the time frame indicated earlier, offer a new time frame to do it and declare that we would take care of the consequences if any, of not keeping our word as per the earlier indicated time frame.

Can you see from what I just said that while it is not possible to keep our word under different situations, we can always ensure that we honour our word?

  • Being and acting consistent with who you are: This is all about being authentic. Bill George, former CEO, Medtronics and Professor of Leadership at Harvard Business School, concluded, “After years of studying leaders and their traits, I believe that Leadership begins and ends with authenticity.”

So how does one improve one’s own authenticity? Simply put, it is by being authentic about our inauthenticities’. We need to be publicly authentic about our inauthenticity with those around us for whom this inauthenticity matters.

  • Listening with no intention, no judgment, no Right or Wrong:. This is called Active Listening. A special kind of listening that we use to allow the speaker to articulate his or her own strongly held positions, views, rationalisations, justifications and unexamined beliefs. When we engage in active listening, we do it without colouring our own mind with our own intention, own judgments and our own views about what is being said being right or wrong. You could start with practicing active listening once a day and then slowly increasing the number till the trait becomes part of you.

As you make Integrity, Authenticity and Active Listening part of your repertoire for dealing with your stakeholders, you will see the significant upswing in empathy, respect and trust in your dealings. Action 4 is thus the catalyzing agent to ensure the achievement of the action steps you had created based on the first 3 actions.

With the participants

**

In the ultimate analysis, Winning in a disruptive world is all about  that ability to See, Comprehend & therefore Interact with life (and situation) differently than most people do. ‘Winners of a disruptive world SEE….and come to live in a different world.

In Learning….. Shakti Ghosal

Mindful moments: Cultivating peace in a busy world


“The ability to observe without evaluating is the highest form of intelligence” – Jiddu Krishnamurti

Some years back, I did a course on Mindfulness. I did it more out of curiosity. The course turned out to be significantly experiential in nature, involving several practices.

So what is Mindfulness?  At its core it is the practice of paying attention to the present moment with openness, curiosity, and without judgment. It is about being ‘in the moment’ with awareness of where one is, what one is doing. As one practices this, one reduces one’s reactiveness or being overwhelmed by situations, circumstances, and people.

When I think back, I realise that my first exposure to and experience of Mindfulness and intervention based on it was more than20 years back.  I had participated in a week long  “Art of Living” program. The essence of the program was a routine which consisted of ‘Pranayam, Bhrastika and Kriya”.  All these practices were essentially breathing routines, heightened awareness of the flow of breath and culminating with a body scan. While it had not been mentioned then as being a Mindfulness practice, I realised subsequently that it was so.

After I started practicing Mindfulness through the Art of Living routine, I did start noticing a higher level of energy through the day as also being more at peace with my situation. By God’s grace, I have been able to avoid chronic health situations like hypertension, stress related ailments etc. I somehow sense that one of the contributing reasons for my being able to maintain good physical and mental health has been my continuing the practice of Mindfulness as elaborated above.

In a recent ‘Mindset Matters’ podcast, Executive Coach Frank Marinko and I had a lively conversation about what ‘Mindfulness’ is and its impact.

In Learning……… Shakti Ghosal

#Mindfulness #Artofliving #judgmentfree #awareness

How do we motivate our own self in the face of goal multiplicity and pathway uncertainty?


As I thought about this question, a workplace experience from the past showed up. In my first job, I was an Assistant Mechanical Engineer in an Electric Diesel Locomotive maintenance workshop of the Indian Railways. I seemed to be confronted with disparate and multiple problems like dirty work bays, breakdown of machines, the workers’ trade union raising different kinds of demands, and so on. As I tackled one issue, other workplace crises seemed to occur elsewhere. I was always firefighting with disparate problems with no overall improvements in terms of productivity and output.

 Over time, I became demotivated with ‘loser mindset’ thoughts which kept circling in my head. These thoughts were like ‘I am doing the best I can’, ‘No point in trying hard, nothing will change’, “I have a wrong boss, bad subordinates’… and so on. A kind of workplace lethargy set in, a laziness to try newer ways and the unwillingness to get out of the rut.

 My mind shifted during a footplate inspection when I experienced firsthand the problems faced by the travellers from locomotive failures. A context got created in my mind, ‘When we don’t operate timely schedules, people’s lives get effected’. As I brought this perspective as an overarching vision for myself, my day-to-day work focus, the language I would use, my handling of situations changed. I felt more energy flow, motivation, and excitement. What was more remarkable was that my team started aligning itself with the overarching vision. My passion seemed to be seeping into them as they perceived that the actions were also addressing their own concerns.

 As I think back, I can say that what can motivate us most is our ability to create an overarching vision which excites and pulls us towards goal achievement as more and more stakeholders start seeing the vision meaningful, relevant, and addressing their own concerns.

Recently, in a ‘Mindset Matters’ podcast, while discussing the above subject, we came to a counterintuitive and interesting perspective that the sheer act of encouraging someone else can lead to our own selves being encouraged and motivated to achieve our own goals.

Should you wish to listen to the podcast, do DM me and I would be happy to send the link.

In Learning……… Shakti Ghosal

Unveiling The Essence of AI and Leadership in the Future


Frank Marinko and myself, both international Executive Coaches and Facilitators, grappled with this question using the critical thinking methodology, in a joint podcast. You might enjoy the discourse and the podcast link is given at the end.

If we are to deliberate on this question, we need to get to the essence of two aspects mentioned. First, AI or Artificial Intelligence as we call it. Second, ‘to lead’ which is all about Leading or Leadership.

So, what really is the essence of AI? That lies in its ability to mimic and augment human intelligence and decision-making processes using computational algorithms and data. At its core, AI systems can analyze vast amounts of data, recognize patterns, infer relationships, and make predictions or recommendations.

The important aspect to be kept in mind is AI’s ability to ‘learn’, its adaptability and the ability to improve over time. Machine learning algorithms, for example, can automatically adjust their behavior based on new data, allowing AI systems to become more accurate and effective with experience.

And when we think of the essence of Leadership, it is really all about envisioning a future which speaks to all stakeholders by addressing their concerns or satisfying some needs.  Leadership thus involves directing and coordinating the efforts so that the full potential and collective success can be realised.

With the dawn of computers seven decades back, Alan Turing had considered the question, ‘Can a machine think like a human?’ and came up with a test now known as the Turing Test. With the advent of AI, several Artificial Intelligence programs have already passed the test. The purpose of this question seems to be a deep-down threat to our unique ‘leadership ability’ that we see emanating from AI. There are concerns that AI will not only start doing complex and decision-making tasks replacing humans but in the long run go beyond human controls and frameworks.

This idea of technological obsolescence where technology renders humans obsolete, and takes over most of human jobs and work, is a concern that has been raised in discussions about AI and automation. However, we humans have creativity, empathy, intuition, adaptability, and the capacity for complex moral reasoning, which are integral to many aspects of work and life. These qualities enable humans to excel in areas such as innovation, problem-solving, interpersonal relationships, and above all Leadership.

The idea of AI achieving consciousness is another topic of much speculation and debate. Consciousness is a complex and still poorly understood phenomenon, and whether AI can truly achieve it is uncertain. Even if AI were to achieve consciousness, the process of its development would likely still involve human input and guidance. AI systems, as they exist today, are created, and trained by humans, and any future developments in AI consciousness would likely follow a similar path.

However, it is worth noting that AI can already exhibit forms of “thinking” and problem-solving that are quite different from human cognition. Machine learning algorithms, for example, can process vast amounts of data and recognize complex patterns in ways that humans cannot.

Whether AI should create its own thinking framework independent of human influence is a philosophical question with no easy answer. It raises issues of autonomy, control, and ethics. If AI were to develop its own thinking framework, it would still need to start and remain ‘biased’ by frameworks that align with human values and approach. It thus seems that in the foreseeable future, Humans would continue to lead AI, leaving aside the esoteric visions of the Matrix and Terminator movies.

To effectively lead AI development which would synergise with human development, adherence to principles such as transparency, fairness, accountability, and human-centered design would be needed. We would then be able to harness the full potential of AI while minimizing harm. These principles should serve as guardrails rather than roadblocks, helping to steer AI development in a direction that aligns with human values and promotes the common good.

Podcast link : https://audio.com/frank-marinko/audio/podcast-1

In Learning……. Shakti Ghosal