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Suren Kapse shared thisWe promote people because they're great at the work. Then we ask them to do something entirely different, read people, handle tough conversations, hold teams together through change. This is the gap most organizations feel but few address systematically. On 28 July, our CEO Dr. Rashmi Kapse is hosting a 60-minute executive briefing on building emotionally agile managers with Everything DiSC® and Agile EQ™. If you work in HR, L&D, or leadership development, this one's worth your time.Suren Kapse shared this“Our managers bring strong functional and technical expertise. What we need now is equipping them with the people leadership skills to bring out the best in their teams.” We’ve heard versions of this from several senior HR leaders recently. Many Indian organizations have scaled headcount faster than they have been able to scale leadership depth. Teams are larger, expectations are higher, and change is more constant. The pressure often lands on the people in the middle: managers. And here’s the challenge. Most managers are promoted because they are excellent at the work. But the role soon demands something very different: reading people, adapting their approach, having difficult conversations, managing tension, and holding teams together through change. That gap cannot be solved by hiring alone. It has to be built as a leadership capability. On 28 July, our CEO, Dr. Rashmi Kapse, is hosting a 60-minute executive briefing on how Everything DiSC® and Agile EQ™ can help organizations build more emotionally agile managers and teams in a practical, workplace-relevant way. If you lead manager development, leadership development, HR, L&D, coaching, or talent initiatives, we’d be glad to have you join us. Register here: https://lnkd.in/eBFeM4wb
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Suren Kapse posted thisA few years ago, I attended a sales leadership program. The goal? Improve deal closure rates. The program was well designed. Well delivered. Strong feedback. People found it valuable. (And yes, we all got a nice break from our inbox too 😄) Six months later, I asked: “So… what’s different?” The answer: “Honestly? Not much. That’s the gap many leadership programs run into. Not because they aren’t good. But because they aren’t designed for what happens after. What actually makes a program stick? • Clear definition of the specific shifts expected in the business • Alignment on what those shifts look like in everyday behavior • Space to practice in real situations (not just nod wisely in a workshop) • Structured follow-through, coaching, reflection, reinforcement Because behavior doesn’t change in a workshop. It changes in reality after it. Designing for impact is not about adding more content. (It’s rarely “one more framework” that was missing.) It’s about extending the experience beyond the event. The real question we need to ask is: 👉 What will be different 180 days after your program ends?
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Suren Kapse shared thisSUBHAJIT SINHA, wonderful to see this reflection. Programs like GEAR only work when participants lean in the way you did. The real test of any learning journey isn’t the 8 months, it’s what stays after the applause ends. Glad to see you’re still working on the tough parts. That’s where the transformation happens. Grateful to Deloitte’s L&D team for consistently investing in their people with intent, and proud of the AptCulture team for delivering with depth year after year, and refusing to get comfortable. Onward and upward - keep going. Aruna (Nair) Pawaskar Pavani Priyadarshini Dr. Rashmi Kapse Rainaa PritmaniSuren Kapse shared thisMy journey with Deloitte is going to turn 5 in less than month's time from now. And what a way to do that.. Deloitte organizes an upskilling training program for high performance employees under the name 'GEAR'(for all employees other than women) and 'DriWe'(for women employees). 8 months learning journey comes to an end today, with a small call from from our L&D team people and congratulating the batch. But the impact that it has on us is going to stay and show in the way we carry ourselves forward. First of all, I would like to show my gratitude towards my Deloitte leaders who thought me to be eligible and also supported me in this journey. Prakash Palanisamy, Anjan Banikya, Naveenchand G N, Ramakrishnan Narayanan Second, AptCulture - the program design and delivery has been top notch. Suren Kapse Sir you are someone whom I'll always remember you... I'm still working on few things that you have mentioned in the class and won't leave until I have achieved them. "Today is the first day of the rest of your life!" Third, to Deloitte - the way my organization invests in it's employees is amazing. I can surely tag it as an Employee‑centric organization which cares for an employees and also invests in them for their development. Saumya G, Pavani Priyadarshini - Thanks a lot for arranging such a wonderful session for us. Romal Shetty Sathish Gopalaiah #Deloitted #InvestInPeople #GEARFY26 #ProfessionalGrowth #EmployeeEmpowerment
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Suren Kapse shared thisThe org chart is the most widely distributed lie in any organization. I don't mean it's fiction. The boxes are real. The reporting lines exist. But if you think the org chart tells you how decisions are actually made in your company, you are navigating with a map that doesn't match the territory. In every organization I've worked with, across India, the US, Europe, there is a formal structure and an informal power network. The formal structure tells you who reports to whom. The informal network tells you: - Who actually influences the CEO's thinking. - Who has the relationship that unlocks the budget. - Whose opinion, never stated in a meeting, shapes what happens after the meeting. - Who can say no and make it stick. Who can say yes and have no one listen. In domestic companies, the gap between these two systems is manageable. You can usually see the informal network because you're inside it. In cross-border organizations, the gap becomes dangerous. Because the informal network at HQ is invisible to the India team. And the informal network in India is invisible to HQ. Both sides are navigating with half a map. If you're leading across borders and your only map is the org chart, you're not lost yet. But you may be.
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Suren Kapse shared thisWhen leaders rise internally to the C-suite, it looks like a natural progression. In reality, it’s one of the toughest transitions in leadership. I call it the 𝗣𝗮𝗿𝗮𝗱𝗼𝘅 𝗼𝗳 𝗦𝗲𝗻𝗶𝗼𝗿𝗶𝘁𝘆. Your biggest challenge isn’t capability. It’s the gravity of your own history. People still see you as who you were yesterday. And ironically, your past success becomes your biggest competitor. A few hard-earned shifts that matter: • 𝗗𝗶𝘀𝗿𝘂𝗽𝘁 𝘆𝗼𝘂𝗿 𝗼𝘄𝗻 𝗹𝗲𝗴𝗮𝗰𝘆 - what got you here can quietly hold you back • 𝗨𝗻𝗹𝗲𝗮𝗿𝗻 𝘄𝗶𝘁𝗵 𝗶𝗻𝘁𝗲𝗻𝘁 - let go of habits that once defined your success • 𝗥𝗲𝗱𝗲𝗳𝗶𝗻𝗲 𝘆𝗼𝘂𝗿 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗦𝗵𝗮𝗱𝗼𝘄 - your presence now shapes the enterprise, not just outcomes • 𝗠𝗼𝘃𝗲 𝗳𝗿𝗼𝗺 𝗮𝗻𝘀𝘄𝗲𝗿𝘀 𝘁𝗼 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 - from expert to architect • 𝗕𝗲 𝗮𝗻 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝘃𝗲 𝗰𝗿𝗶𝘁𝗶𝗰 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗼𝘄𝗻 𝗽𝗮𝘀𝘁 - honor it, but don’t be bound by it This is the real work of the Second Ascent. Tenure is not a cushion. It’s a platform for reinvention. To fellow leaders: How do you reset your executive presence when everyone thinks they already know your story?
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Suren Kapse posted thisI spent 31 years in corporate life across four continents before walking away. Not because I was done with organizations. Because I kept watching the same thing break inside them and very few could see it. Here's what 31 years actually taught me. Not the polished version. The real one. Year 1-5: I thought leadership was about competence. Do great work. Get promoted. Simple. Year 5-15: I realized competence gets you to the table. It doesn't keep you there. Something else does, and nobody talks about it openly. Year 15-25: I figured out what that something else is. It's not politics. It's not charm. It's the ability to read how decisions actually get made in a room, and position yourself inside that system, not outside it looking in. Year 25-30: I stopped watching and started thinking about doing something about it and helping other leaders see what I was seeing. The thing that surprised me most? The smartest leaders I worked with were rarely the most influential. And the most influential leaders were rarely the smartest. Influence doesn't come from being right. It comes from understanding the system you're operating in, who holds power, how decisions actually flow, what's said in the meeting versus what's decided after it. Four years ago I became an ICF-certified coach and joined AptCulture with Dr. Rashmi Kapse to focus on exactly this, helping leaders decode the systems they operate in, especially across borders. We groom leaders on how to lead. We rarely focus on how to read the room they're actually in. That's the gap. That's the work.
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Suren Kapse shared thisI've worked with leaders across continents for 30 years. The skill Rashmi describes here, translating leadership across cultures, is the single most undervalued capability in global business. This is where AptCulture started.Suren Kapse shared thisI had a PhD in my twenties. I used to sleep three or four hours a night to finish my research. I was teaching Master's students in India as a Senior Lecturer. I was confident in my work and comfortable in my own skin. Then I moved countries. My husband and I left India for the UK with our four-month-old baby. We wanted to experience the world beyond what we knew. A few years later, we moved again, to the United States in 1998. Before entering corporate America, I did my post-doctoral research at Rutgers University. By then I thought I understood cultural differences quite well. Until I walked into a corporate boardroom. In my first corporate role in the U.S., I spoke up in a meeting. And my voice didn't land. Not because people were unkind. Not because I was a woman. But because I didn't yet know how to make myself heard in that room. I spoke the way I had always spoken: "I feel..." "I think..." In India, credibility often grows through reputation and trust built over time. In the U.S., credibility often comes from clarity, evidence, and directness, in the moment. My language sounded uncertain to them. I had to rebuild my professional identity from scratch. My real turning point came later. Our company acquired a consulting firm. Many employees were immigrants - from India, China, Brazil. Attrition was high. I volunteered to lead the team. What I found myself doing, without ever planning it, was translating cultures. When someone sounded blunt to the point of seeming rude, I explained it was often transparency, not disrespect. When immigrant consultants hesitated to speak up, I helped them understand what American corporate communication expected. That work became the most meaningful work of my career. It led me to build AptCulture, where I now help global leaders understand what their leadership loses in translation and how to lead across cultures without losing themselves in the process. And sometimes I still think about that meeting where my voice went unheard. Not because it hurt. Because it was the beginning of everything I do today.
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Suren Kapse shared thisThanks Aditi Kumar for this thoughtful reflection. It’s especially rewarding to hear how theory from HR and psychology comes alive through practice—that bridge is exactly what we aim to build. Your curiosity, openness, and willingness to engage deeply add a lot to the learning space. Grateful to have you on the AptCulture journey, and looking forward to seeing you to grow as a people-centric leader.Suren Kapse shared thisAs part of my internship journey at AptCulture, I recently experienced the DriWe & GEAR Leadership Skill Development Workshops for the second consecutive year and it truly felt like unlocking a new level of understanding. Concepts I had previously studied in my HR and psychology curriculum came alive in the most practical way. The sessions seamlessly bridge the gap between theory and real-world application. What stood out for me was how leadership was not just taught, but humanised. Every module connected the dots between learning and implementation, making leadership feel less abstract and far more intentional. Beyond the frameworks, the real magic was in the room- shared laughter, honest conversations, and exchanging perspectives with fellow participants. Those moments added depth, warmth, and a sense of community that made the learning experience even more meaningful. Grateful to AptCulture Suren Kapse Dr. Rashmi Kapse and their team of coaches for creating such thoughtful learning spaces, and excited to continue connecting with leaders who are on the same journey of growth and self-awareness.
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Suren Kapse shared thisHow to attract good talent to your startup….creatively.Suren Kapse shared thisExcited to share Yuzu's entry into cinema's great oners starring Rachael Park and Nikhil Kapse showing off our office and team. We're hiring!
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Congrats and all the best Deepa!
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Suren Kapse liked thisSuren Kapse liked thisWe are excited to share that Deloitte has once again been recognized as the No. 1 Consulting Provider Worldwide by revenue in the latest Gartner Market Share: Consulting Services, Worldwide report. We believe Gartner's continued recognition underscores our commitment to delivering measurable business outcomes and creating a lasting impact for our clients. Visit, https://delo.tt/6043BEKHiB to learn more.
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Suren Kapse liked thisSuren Kapse liked thisIt’s strange how some people walk into our lives at exactly the moment we need them the most. A few years ago, I was navigating one of the toughest professional phases of my career. Like many of us do, I thought the problem was “out there” - a role, a situation, other people. That’s when I met Savita Mathai , she was my coach through SheLeads program of CFI . She had a way of listening beyond what was being said. With immense warmth, honesty, and humanity, she gently put her finger on the discomfort I was avoiding and helped me see what needed to shift within me. The work wasn’t always easy but it changed me in ways I could not have imagined then. Looking back, many of the professional relationships and outcomes that followed were transformed because I learned to show up differently. It was nothing short of a 180 degree turn. It is perhaps fitting that all our coaching conversations happened during Covid and we never got the chance to meet in person then. It took us four years to finally catch up in person. And yet, within minutes, it felt exactly like our coaching sessions had never ended - full of laughter, life updates, successes, failures, reflections and everything in between. Some connections simply pick up where they left off. Forever grateful for the lasting impact you have had on my life, Savita❤️
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Suren Kapse liked thisSuren Kapse liked thisIt was a privilege to host our Chief People officer Kristen Bruner during her visit to India —an experience that truly energized our teams. Her interactions reinforced the role of the People Team as true thought partners to the business—bringing clarity, honesty, and the courage to present the real picture, all in service of Worley’s sustainable growth. These conversations reaffirmed that meaningful progress is driven by transparent dialogue, grounded insights, and constructive challenge. Thank you, Kristen, for your authentic and inspiring perspectives—they have truly resonated across our teams. Now, the focus shifts to turning these insights into action—together along our leader Aanchal Singh#Leadership #PeopleStrategy #ThoughtPartnership #India Worley Soumya Joshi IIM-K eMDP, SHRM SCP Tanvi Kapadia MehtaRamya MandavaShalaka NagwekarShobhit SrivastavaShreyoshi Biswas KARTIK BODHANKAR 🚀Rajagopalan Thyagarajan Vasunarayanan R Pooja Sharma Perumal Raj Litty Chirayath Rovina Francis Shilpa Gandhle Swarna ShenoyManeesha Gupta
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Suren Kapse liked thisSuren Kapse liked this🚀 HR ASSOCIATION OF INDIA is honored to feature Kavita Kurup on the “𝗗𝗘&𝗜 𝗟𝗲𝗮𝗱𝗲𝗿𝘀: 𝗦𝗵𝗮𝗽𝗶𝗻𝗴 𝘁𝗵𝗲 𝗗𝗘&𝗜 𝗟𝗮𝗻𝗱𝘀𝗰𝗮𝗽𝗲” list! 🎉 Congratulations, Kavita, on this well-deserved recognition for a steadfast commitment to advancing diversity, equity, and inclusion and for fostering workplaces where every individual has the opportunity to thrive. 🌟 Leadership in driving inclusive cultures, championing equitable practices, and creating a strong sense of belonging continues to inspire organizations and professionals across industries. 🔗 Check the full list here: https://lnkd.in/dQk8K-vV (Names are listed in alphabetical order.) #DEILeaders #DiversityEquityInclusion #InclusiveLeadership #WorkplaceInclusion #BelongingAtWork #LeadershipExcellence #PeopleFirst #HRAssociationOfIndia
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Suren Kapse liked thisGrateful for the recognition and congratulations to the Deloitte Learning teamSuren Kapse liked thisWe are excited to share that Deloitte has been recognised with the “Gold Award for Best Soft Skills Program” at the “ET Future Skills Awards.” In a world where organisations are being reshaped by technology, the real differentiator is no longer just what our people know—it’s how effectively they apply, communicate and lead through that knowledge. This award represents just that. While technical expertise drives performance, impact is driven by human skills. We launched two focused programmes to ensure our professionals are client-ready and confident, and equip managers to lead with intelligence and drive measurable business outcomes. • “LAUNCH” was designed to accelerate workplace readiness: helping early-career professionals build the confidence, communication, collaboration and professional judgment needed from day one. • “GBS (Global Business Skills)” was built to strengthen the capabilities that matter most for managers today: leadership, influence, critical thinking, communication and business acumen. The key differentiator across both programmes has been our AI-powered learning experience, enabling learners to practice in real-world scenarios, reflect deeply and receive personalised feedback through immersive coaching interactions. Shoutout to the teams who brought this vision to life. #ETFutureSkillsAwards #FutureReadyTalent #LeadershipDevelopment #WorkplaceReadiness #LearningInnovation #AIinLearning #DeloitteIndia
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