Amit Singhal visits INKtalks : “Beliefs make organizations…”

Amit Singhal

As we were winding down our week on a Friday, we had a visitor who brought a fresh dose of energy and enthusiasm for Team INK. Amit Singhal, Senior VP at Google, Inc. and the man behind Google’s ranking algorithm, dropped by at the INKtalks office in Bangalore. What followed was a spirited discussion on topics ranging from internet penetration in India and China, to what makes Google the company it is.

He was pleased to meet all our Google-INK ambassadors and felt that what the Google-INK Project aims to do ( to bring the next billion Indian people online ) is one of the most important things that need to be done in this day and age.

He spoke about how people use search differently in different countries and his observations on how the online population in India has a lot of potential to grow. So what is keeping many Indians from coming online, when we have such a large middle and upper class population with access to affordable devices and Internet service?

We explored the possibility that the reason might be in the deep rooted beliefs of the people. One of our young staff members said she observed that some older generation Indians treat their gadgets as sacred, fragile showpieces to be touched and operated by the man of the house. They are mostly kept covered to protect from dust, and the opportunities and possibilities of the internet are never explored. A growing number of teenagers are online, but the older generation just doesn’t feel the need to be online. Those who can afford have their secretaries or office-help do the work online for them.

Amit talked about how in the India he grew up in, each town used to have an indispensable post-man who would read out and write letters for everyone. He fears that we might see a time when each town will have a computer-operator-person who sends emails for everyone, because people are not comfortable with using computers yet.

We all agreed that something has to be done and people, old and young, must be made aware of how they can be benefited, empowered, and more informed by using the web.

The most fascinating part of the conversation was when Amit talked about how values and beliefs shape organizations. And how beliefs and convictions continue to define and shape organizations and even countries in the long term.

As a part of his job at Google he has to make big decisions every day.He said that at crucial moments, alongside data, their beliefs help them in making the final decision. For Google, the priority is to provide fair and just information to everyone, profits and market share come second.

So even when under intense pressure form groups who would like to see Google results changed because they don’t like the results for a query, Google stands its ground and refuses to change search results under pressure.

In the early years of Google, they had an opportunity to earn a large sum by placing an ad on the homepage. The question that they asked themselves was if an ad on the homepage would make the user experience any better and when the answer was “no”, they turned down the amount even though they needed the revenue. Profits and money were never the motivator; it was giving the users a great search experience and building innovative and intuitive products. This might be the reason why Google has the trust of millions of users and are generally perceived as the ‘good guys’.

Amit Singhal is also an Inner Circle member of the INK conference. And when asked about what he feels about the INK conferences, he talked about how in life we are constantly struggling each day, and for those 2-3 days of the conference or even 15 minutes of watching a talk online, we slow down, expand our minds and are refreshed with new ideas.

Amit Singhal at INKtalks with Lakshmi Pratury , Google-INK ambassadors and INK staff.

by Vaibhav Mathur, 
Intern 

Talking to Itay Talgam

I’ve always wanted to be a leader. I think most people would agree. That word has an appealing zing to it. Nina Gannes: Leader of…it almost doesn’t matter what comes next. Almost no noun is as equally coveted in the English language.

Which is why, at some point over the course of your life, I’m sure you’ve asked yourself the question: “How do I become a better leader?” Are you nodding your head, yes? Good. Once you’ve realized that you really don’t know where to start, the follow-up question is “Who the heck can tell me what I need to know?”

In comes INK2011 Speaker Itay Talgam. Talgam uses the orchestra—yes, the classical music kind of orchestra—as a metaphor for business organizational leadership. Let me explain a little.

The only way an orchestra will sound good is if every member is attuned to a clear plan (i.e., the musical score) and the conductor’s vision to interpret that plan. It’s the conductor’s responsibility to connect the musician’s disparate musical statements to create a relevant flow of musical expression. And because each time the orchestra plays a piece the notes are uniquely expressed, the conductor must be always open to changing his perspectives and preconceptions about the directional flow the music might take. In essence, Talgam sees the job of the conductor as creating one storyline of an overarching interpretation of the music from the endless number of small choices the musicians are making each second about Mozart. Sounds a lot like shaping the complexities of business, don’t you think?

Talgam agrees with you exactly. And so by watching videos of expert conductors who are geniuses at crafting musical storylines, we can take tips on how to manage our businesses better. Every conductor has established a leadership style that clearly defines the boundaries of the expected relationship between conductor and orchestra. They could be leading from within—or leading from without. The conductor establishes rules and expectations about the type of control he will assume, and within those guidelines he creates space for the musicians to listen and react to one another. The genius of the best conductors is that they don’t assume total control. By knowing when to step in—and when to step back—they create opportunities for the musicians to lead and interact with one another to create music that is more than the sum of its parts.

In essence, this is exactly the point of great leadership—to enable ideas to blossom. So to become a leader yourself, establish a culture of interactive dialogue, enable exponential collaboration to occur daily, make a coherent storyline of it all, and then get yourself season tickets to the New York Philharmonic.

By Nina Gannes, INK Staff

March  6, 2012

To watch Itay Talgam’s INKtalk, click here, or see below.