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Rana Beteille

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Rana Beteille

Program Manager

Larsen & Toubro Infotech Limited

Rana Beteille is a member of:

Leadership qualities

Courage - to take risk, Confidence - to succeed and Connect - to mobilize opinions, interests and efforts. Two other important qualities required to lead are, Wisdom - to manage situations and Professionalism - to avoid emotions while on call of duty.

Team Management

Team with freedom of thought, respect for protocol, comradeship in crisis and passionate about objectives

My views on India Technical development

We have multiple Technical products coming out from Indians, but less from India. We need an environment of "Trust" in India - that promises reward commensurate with talent and effort. This change needs not only a change in mindset about 'Offshore" working or coming out of 'low self esteem' it also calls for a socio-political change in our judicial, administrative and revenue systems

Influenced by

My reading (if that can be identified as a body) from an early age has exposed me to Indian and western literature, global history, lives of note-worthy individuals and various arguments of philosophy. This has helped to find out-of-the-box solutions in numerous occasions, connect events with possibilities and read reasons from outcomes. The "knowledge" gained from curriculum, I feel, have converted to "wisdom" through my reading beyond the curricular

Handling Grievances

First - a patient hearing, second - an internal analysis, third a validation and fourth - an action. In most cases, the grievance is non existent and a hearing with suggestions can resolve the matter. In 10 to 15 percent of the cases - action is needed. However - it is important to give genuine feedback to the employee during the hearing and live up to any promise of action, made to the employee. Addressing grievance may require mobilizing other dependencies and it is important to be transparent, to some extent, about the possibility of success - this helps in building the confidence of the employee, in the earnestness of the leader. Finally - grievance addressal is one of the most poignant ways to establish oneself as a leader.

Ensuring Growth

First - open the horizons and own up additional responsibilities, Second - encourage team members to grow and take your position and responsibilities. Third - demonstrate team's achievements to all, Fourth and most important - collaborate with those who support and those who dont

Current Job description

I manage multiple global engagements and is apart of senior management in my Business Unit. My Business Unit is one of the largest Horizontals in our company and is growing at a rate, above the industry average.

Excellence in Management

One - Added large global net-new customer to the portfolio, Two - Achieved more than 100% of revenue target Three - recorded margins well beyond Profitability target Four - developed multiple products and represented the organization in global forums to present papers and Fifth and most importantly - stood as an example to emulate - before my team.

Family background

My Grandfather was Mayor in a French Occupied territory of India (Chandernagore), my father was an Engineer, my youngest uncle is a Padmabhusan awardee - educationist and my older uncle is an ex Beighton Cup player. My wife is an educationist and ex citizen-journalist of CNN-IBN. I was born in Calcutta and there after worked across India and 16 odd countries across the globe. My only son is a student in St. Xavier's College, Mumbai

Managing personal and professional life

First - weekly meeting with my teams, Second - regular feedback from my first line of subordinates, Third - daily interaction - formal and informal with my superiors, Fourth - regular interaction and visits to my customers at informal and formal occasions and Lastly - spending quality time for interacting with my wife, son, mother and childhood friends (yes, I have many, still at 47).

More about me

- Leaders in India need to absorb Indian wisdom and interpret global knowledge to make them executable in India.
- We have multiple success stories around us, that we can replicate in Indian conditions
- Reduction of cost is not a point with which 'Offshoring' can be sold for long - we need value additions also
- We need more Indian companies that are more focussed on 'niche' market, than volumes
- Innovation can not be a time-bound target, it takes a longer vision than the depth of a pocket and the numbers in a calender
- quality of leadership matters, no matter how small is the target
- decision-making is not about agreeing with all
- subordinates are in office to sell their skill, not their self-respect
- gender equality in workplace is not about creating special favorable provisions in office rules, it is about creating an office environment where anyone can function without a favourable rule
- Without followers, you don't have a 'leader'

My advice

One - have confidence in self and courage in ability. Two - respect everyone for his condition, earnestness and contribution. Three - be honest with your judgement, Four - choose with the vision of possibility, Fifth - challenge yourself with every crisis, Sixth - no one is bigger than the team but the smallest section of interest - also looks at the leader for equality.

Tech Management matters more on

Management, I think, is not dependent on the stream. Technical or non technical - a manager needs to understand the job at hand, have a clear vision of the outcome and take a non biased approach. As teams achieve objectives - the confidence of the team is of absolute importance where the leader is expected to be trustworthy and non-biased. Technical knowledge is important but with the increase in project and team size - it slowly looses significance. In big teams, the leader, primarily, needs to motivate and inspire a team-mate and stand by the team in crisis.

Important career decisions

One - Leave a secured Navaratna Public Sector job to join a private employer. Two - Change my line of activity from a hardcore accountant (I am a Chartered Accountant by education) to an IT professional (Certified ERP Consultant) and then to Management (Certified in Project management), Three - Left European assignments (after working in EU for around 4 years) to work from India, Four - to leave my native Calcutta and settle in Mumbai,

Awards and Recognitions

Best Managed Project from Customers - since last 5 years in a row, Best Innovation, since last three years