Dmitry Shukov 45 CEO, MTS INDIA
Dmitry Shukov 45 CEO, MTS INDIA
THE BACKGROUND
It was in 2013, as the chief executive officer for MTS Uzbekistan I became restless as I desired to learn more and approached my HR team in Uzbekistan.This was flagged within the company and an opportunity in India was identified. I was thrilled as I could see a lot of potential for my career growth.
THE BREAKTHROUGH
Before agreeing to this opportunity, I made three to four visits to India. I studied the market and the people here. On all occasions, I found that the country was huge and had immense potential for a company like MTS. I also discovered that Indians were always enthused with energy. This is what prompted me to come to India and take up the leadership role.Though the competition is very intense in the telecom sector, backed with a strong team, I am going about it like a true fighter.
ROLE MODELSMENTORS
I was greatly influenced by Vladimir Evtushenkov, Sistema JSFC chairman (the parent company of MTS India) and Vsevolod Rozanov, my predecessor in India. They apprised me of challenges, opportunities and tricks to succeed in this market.LESSONS Speaking directly with team members, customers and employees has helped me throughout As long as I have a strong team by my side, I can fight all the tough battles Prachi Verma
`Be Open to Change'
Vikram Subrahmanyam 48
HEAD OF OPERATIONS AND TECHNOLOGY, CITI SOUTH ASIA
THE BACKGROUND
I took over as the head of operations and technology for South Asia on August 15, 2013. Prior to this, I was the executive officer, head of operations & technology division of Citibank Japan. I started my career with Citigroup in 1991 in Credit Card Operations in Chennai.
BREAKTHROUGH POINT
“What got you here won't get you there“. Fairly early in my career, I was sitting through what I though was a great performance appraisal and career discussion, when my supervisor said those words to me. I was taken aback. I thought I was doing well, and I just told him how focused I was to get to the next level in my career. And then he continued, “You are technically strong, you are well respected, but to be a true leader, you need to make some changes“.
Interestingly, my boss did not tell me what those changes were, but asked me to reflect on what I needed to do. In short order I realised building stronger networks, being a better listener and being more self-confident, were among the key priorities.
ROLE MODELSMENTORS
The person who shared those words of wisdom is now very senior in the organisation, and probably does not even realise what an impact he had on me, and my career.
LESSONS
Today, when I have these same discussions with others, I often say the same and add one more piece of advice “No one cares about your career as much as you“.
It was in 2013, as the chief executive officer for MTS Uzbekistan I became restless as I desired to learn more and approached my HR team in Uzbekistan.This was flagged within the company and an opportunity in India was identified. I was thrilled as I could see a lot of potential for my career growth.
THE BREAKTHROUGH
Before agreeing to this opportunity, I made three to four visits to India. I studied the market and the people here. On all occasions, I found that the country was huge and had immense potential for a company like MTS. I also discovered that Indians were always enthused with energy. This is what prompted me to come to India and take up the leadership role.Though the competition is very intense in the telecom sector, backed with a strong team, I am going about it like a true fighter.
ROLE MODELS MENTORS
I was greatly influenced by Vladimir Evtushenkov, Sistema JSFC chairman (the parent company of MTS India) and Vsevolod Rozanov, my predecessor in India. They apprised me of challenges, opportunities and tricks to succeed in this market.LESSONS Speaking directly with team members, customers and employees has helped me throughout As long as I have a strong team by my side, I can fight all the tough battles Prachi Verma
`Be Open to Change'
