Embroidery of the turmoil: How great leaders convert challenges into opportunities

It was a room full of visions, each of which is a master in their field, gathered to discuss a topic that defines our time: disruption. During BT Mindrush 2025, where works today also revealed the best version of senior executives in India, the discussion episode, which includes leaders of Tata Power, KPIT Technologies, continuous systems, and Logitech, was not a conversation – it was a master’s degree in the extent of the great leaders of the leaders, the conversion of challenges to their chances, their leaders to the future.

When talking about Disruptors: How great leaders embrace change, “the conversation with Praveer Sinha, CEO of Tata Power, a deeper rooted company in Mumbai’s history. For decades, the strength of Tata was synonymous with coal -based energy, but Senha knew that the winds of change were blowing. “A few years ago, he started,” we saw that the world was turning. Carbon removal was not just the word tan. It was a reality. The climate change was here, and the reshaping of industries was. “

Sinha recalled the central moment in 2018-19 when Tata Power decided to mutate from coal to renewable energy sources. It was not an easy decision. Critics called it a fool. “Why do you give up the money raising work?” They asked. But Sinha and his team saw writing on the wall. “If we do not change, we will lose the bus,” he said. The company sacrificed short -term gains, intense invested in solar energy solutions, winds and other clean energy solutions. The market bonus is its courage – the profit has grown by 77 % in an annual incitement during the past decade, and stock prices have increased by 60 % annually in the past five years.

Sinha said with a smile: “We did not make the elephants dance.” “We have done what we had to do. Now, we are not only alive – we are flourishing.”

Next, the spotlight turned into Keshor Patel, CEO of KPIT Technologies. His story was the story of re -innovation. Five years ago, KPIT was a company for general information technology services, growing steadily but without a clear identity. Patel and his team faced an option: follow as they were or bet on one sector. They chose the latter, with a focus on the auto industry, which was going through a tremendous transformation.

“We have seen the future,” Patel explained. “The cars are no longer just machines; they have become a wheel computers.” Kpit renewed two -thirds of its business to focus on car programs, a step that seemed risky at that time. But it comes to its fruits. Today, Kpit is a pioneer in space, working directly with auto manufacturers and innovation driving such as independent vehicles and air updates.

Patel said: “The turmoil is nothing to fear,” Patel said. “It is something that must be built. When you see the wave coming, you do not escape from it – you are riding it.”

Sandeep Kalra, CEO of Percistist Systems, took the next stage, treating the elephant in the room: artificial intelligence. As for the manufacturer based on human talent, artificial intelligence asked a hard question – will it be replaced by engineers? The answer was confirmed. “No,” he said. “Amnesty International will create more opportunities, not less. But we have to adapt.”

Talk about the need for Upskill, to move from the input -based pricing forms to the platform solutions. Calra said: “The future belongs to those who understand technology and can harness it to create value,” Calra said. He urged engineers to learn the basics of coding while embracing artificial intelligence, while emphasizing that field experience will remain decisive.

Finally, Anand Lakshmanan, President of B2B-India in Logitech in Switzerland, participated in how the epidemic restored his company’s path. “When Kovid hit, the virtual world went overnight,” he said. “The meetings moved from the administration rooms to zooming, and Lujak was at the heart of this transition.”
Logitech devices have become necessary to work from a distance, and the company’s request books were full. But Lakshmanan knew that the changes were deeper. “The hybrid work is here to stay,” he said. “People do not return to the office five days a week. Our challenge is to make technology smooth, intuitive and productive.”

He drew a picture of the future – a world in which a simplification of life tools instead of complicating them, as meetings are hypothetical hypothetical, and where technology is able to work anywhere.
As the committee ended, a common thread appeared. Each leader has faced face to face, not a threat but as an opportunity. They made bold decisions, took calculated risks, and inspired their teams to embrace change. Their stories were a testament to the power of the mindset of holidays – a mental not only adapts to change but to push it.

In the end, the message was clear: the turmoil is not the end of the road. It is the beginning of a new trip. For those who have the courage to lead, the possibilities are endless.

https://www.youtube.com/watch?