Building Digital Fluency: In Conversation with Carmistha Mitra, CLO, Axis Bank & Subsidiaries
KNOLSKAPE recently hosted a webinar on “Building Digital Fluency in Organizations” where we had speakers from several top-tier industries.
In this webinar, Rajiv Jayaraman, Founder-CEO, KNOLSKAPE spoke to leading industry experts who are pushing digital change in their organizations. The discussion moved around Digital Fluency-Knowing, Doing, Becoming, and Being Digital.
We had the pleasure of hosting the following industry leaders-
- Nathan SV. — Partner and Chief Talent Officer at Deloitte India
- Sainursalwa Sani — Group Chief Human Capital Officer at SME Bank Malaysia
- Amit Sharma — CHRO, Volvo Group India
- Carmistha Mitra — Group CLO Axis Bank and Subsidiaries
- Dr. Swatee Sarangi — Global Head — Learning, Leadership & Organization Development at Dr. Reddy’s Laboratories.
This is the first post in a series of interviews by KNOLSKAPE.
Every week, we will introduce a speaker who offers their insights into the current state of digital transformation and the challenges lying ahead.
This week, we have Carmistha Mitra- Group CLO Axis Bank and Subsidiaries.
Meet Carmistha Mitra:
With more than 25 years of experience in FMCG, IT, Consulting, Manufacturing, and Financial Services, Carmistha brings together an abundance of know-how from several different industries.
Carmistha presently works as Senior VP HR and Group Chief Learning Officer at Axis Bank and subsidiaries and has been a recipient of the CLO of the Year Award.
Previously, she worked with Tata Unisys, Hindustan Unilever, Coca Cola, to name a few.
At KNOLSKAPE, we had the pleasure to interact with Carmistha Mitra and learn about her standpoint on digital fluency. She lent her thoughts on how Axis Bank is addressing digital transformation, change management, digital culture and so on.
Rajiv: How do you define digital fluency in your organization? And how do you measure it?
Carmistha: For me digital fluency is, the whole thing flowing like water, right from shaping the future of the organization, bring in agility, shaping the new mindsets for the new world, as well as, helping us to collaborate and synergize better, it just permeates I think all parts of the organization.”
Rajiv: What impact does digital fluency have on your business? If you have to articulate in terms of business metrics? How would you articulate it?
Carmistha: For banks like us, it’s a huge impact on our customers. Say, for instance, digital banking, for us, is the way to go. It’s direct customer influence, and we being awarded as the number one digital bank in India celebrate that success a lot. It is also giving us an edge over the competition.
The other area of impact is the way it is being able to unite the organization even to have conversations through various platforms and also push decisions a lot faster. So I see these two impacts on the customer. Additionally, internet agility is also very important.
Rajiv: So what are you doing in your organization to build digital awareness with senior leadership? Is digital getting enough priority? Given how close it is to your business model of digital banking, can you shed some light on that?
Carmistha: Yes! It has gathered significant momentum in the last six months, especially when the 2019 pandemic hit us.
Even so, it happened and we’re quite surprised as to how it happened?
So, a lot has changed in the past 2 years. Things have changed and are changing even now. At this point, things are moving rapidly. I believe it starts with the leadership vision, and the momentum builds around that.
Three initiatives are in place at this point, one of which is bringing together manpower to learn what digital technology is? How do digital tools work?
Our second initiative involves partnering with a leading future thinking university and we’ll drive some agenda there, maybe next year.
Last, but not least, where 4000 plus leaders in the organization are coming together to design people’s readiness for the next few years. The good part is that our board is also taking active interest and investing time with us to understand and co-create this process.
And further planning some digital initiatives, etc. People have a lot to gain from organizations such as yours, as you know. Currently, we are creating a leadership playbook to help everyone understand new ways of life digitally.
And then finally, we are also planning to partner with major companies to drive the capability down the organization. So for us, it’s quite a comprehensive agenda.
Rajiv: What are some cultural aspects that we need to take care of mainly from an unlearning standpoint?
Carmistha: The first thing that we need to unlearn is to not fixate on our own mindsets. While it takes a while to get from a fixed to a growth mindset, it is extremely important. I think that’s the first cultural shift that needs to occur: from being fixated to growth-led.
The second shift is to realize that we’re all human at our core. Humanity at its core is the only way to get discretionary or exponential effort.
And the next is driving process excellence using digital. Automating the process or moving the physical training to VILT won’t do the trick. Only a holistic approach will work.
Therefore, we must make these three major changes.
Mindtree partnered with KNOLSKAPE to co-create and co-design a learning program called ‘Digital Reset’. This program was focused on bringing about a mindset shift in 50 of their middle managers while managing customers in the digital age.
Rajiv: What are some change management principles that you can share with the audience?
Carmistha: To begin with, we have to bring about change at the departmental level.
We have chosen 4–5 functions, the top one being digital mobile banking for the customer experience, followed by people management. So for the employee experience, everything that used to happen on the desktop is now happening on a single mobile app. That app has everything we need.
The third step is to define if it’s for people or customers; that’s a bit tricky since it involves innovation, decision making, and working with people.
To a large extent, cultural change is just a matter of adopting new technology. The actions have been executed, so I think that’s good. We now move on to innovation, experience, and other things.
Rajiv: How do you sharpen your learning quotient?
Carmistha: Reading, in general, is something I always look up to. I seek help from a variety of sources. For instance, I enjoy reading articles from digital experts. So much to learn from them, in terms of tools and technology.
Also, I am looking forward to getting mentored by my daughter who is now joining the digital consultancy. I hope she will be a good mentor to me. So, that’s going to be an addition to my current strategies.
In part-2 of the interview series, we will have Dr. Swatee Sarangi — Global Head — Learning, Leadership & Organization Development at Dr. Reddy’s Laboratories, insights on the topic.
You can also watch the live webinar recording here: (insert link)
KNOLSKAPE is one of the world’s best experiential learning platforms. Leveraging the world’s largest library of online business simulations, rich talent intelligence and a cutting-edge learning experience platform, KNOLSKAPE helps leaders and organizations build current and future capabilities to take their businesses from 1x to 10x growth. With direct presence in the US, India, Singapore, Malaysia, and partner offices in 45 cities across the globe, KNOLSKAPE serves a rapidly growing global customer base across 12 industries. More than 375 organizations across 25 countries have benefited from KNOLSKAPE’s award-winning new-age learning
methodologies. With a direct presence in the US, India, Singapore, Malaysia, and partner offices in 45 cities across the globe, KNOLSKAPE serves a rapidly growing global customer base across 12 industries. More than 375 organizations across 25 countries have benefited from KNOLSKAPE’s award-winning new-age learning methodologies.
A certified Great Place to Work® organization, KNOLSKAPE has also been recognized as a global top 20 gamification company and a leader in experiential learning by Brandon Hall, Frost & Sullivan and Bersin by Deloitte.