He is Chairman of Bryok Systems and other companies and author of Talent Management 2 and Transforming Public Services is an experienced non-executive director and chairman of award winning companies, a member of the business school team at Greenwich University in the UK and an Adjunct visiting professor in the department of geopolitics and international relations at Manipal University in India. He has served on many private, public, professional and voluntary sector boards, including as chairman and president, and is the author of over 40 books and reports.

He is Chairman of Bryok Systems and other companies and author of Talent Management 2 and Transforming Public Services is an experienced non-executive director and chairman of award winning companies, a member of the business school team at Greenwich University in the UK and an Adjunct visiting professor in the department of geopolitics and international relations at Manipal University in India. He has served on many private, public, professional and voluntary sector boards, including as chairman and president, and is the author of over 40 books and reports.

Suresh Thawani is an accomplished and distinguished professional with rich techno commercial experience of over 41 years in Tata Steel and its subsidiaries, which includes 13 years of Board Room experience. At Tata Steel, was instrumental in designing, developing and marketing several special steel products and stabilizing the Strategic Sourcing Processes. At Neelachal Refractory Limited successfully managed the challenging task of closing down a running but loss making unit and then arranging change in management through BIFR. Doubled production capacity at JAMIPOL by indigenously designing & erecting 2nd green field manufacturing unit at Torannagalu in Karnataka (first unit is at Jamshedpur) and massive innovation in sourcing from China. Under his leadership, Tata Sponge made highest ever profit for straight six years with excellent results in innovation and employee engagement. Tata Sponge became first sponge Iron Company in the world to get TPM award.

Ms. Veena Swarup has more than 3 decades of experience in Public Sector. She has taken several Pathbreaking initiatives in EIL towards Talent Management, Training & Development, Employee Communication, CSR & Brand Building with a view to take EIL to greater heights. Mr. Veena has MBA from Lucknow, joined ONGC in 1983 and held various prestigious and challenging assignments in Industrial Relations, Project Management, Change Management & various other facets of management, such as heading the Performance Management & Benchmarking Group, which steered Performance Contracts & Service Level Agreements between Board Level and Unit Chiefs, Setting up the ONGC Energy Center, Head HR at various Units of ONGC, Policy making and Negotiations with Collectives. Ms. Veena was also deputed to Mangalore Refinery and Petrochemicals Limited as a change agent to initiate aligning the Company to Public Sector requirements. Ms. Veena is a member on several Committees of AIMA, NHRDN, SCOPE, CII, etc. and is actively involved in Development of the field of HR, especially with reference to Public Sector.

Today's corporate landscape is vastly different, than what it was two decades ago. The change is pushing companies to be more transparent and accountable for their actions, and open about engaging with stake-holders. The Business Excellence case for good governance and long term sustainability is well established. Today's business environment provides a multitude of new challenges, but also significant opportunities for those who can master it's dynamics. In a world, where knowledge is growing exponentially and products and services are fast becoming obsolete, the challenge of innovation is irresistible and restless. Innovation is no option. You either innovate or perish. Managing innovation is rooted more in leadership and organizational capabilities, than in technological prowess, who can build, embrace, and take advantage of the contradictions, inherent in ambidextrous organizations.

Today's corporate landscape is vastly different, than what it was two decades ago. The change is pushing companies to be more transparent and accountable for their actions, and open about engaging with stake-holders. The Business Excellence case for good governance and long term sustainability is well established. Today's business environment provides a multitude of new challenges, but also significant opportunities for those who can master it's dynamics. In a world, where knowledge is growing exponentially and products and services are fast becoming obsolete, the challenge of innovation is irresistible and restless. Innovation is no option. You either innovate or perish. Managing innovation is rooted more in leadership and organizational capabilities, than in technological prowess, who can build, embrace, and take advantage of the contradictions, inherent in ambidextrous organizations.