Topic: Navigating Career Uncertainty, Scaling Leadership & Preparing for an AI-Driven Future
Event: Global CXO Accelerator Summit 2025
Host: Mudit Saxena, Global CXO Leadership Coach
Guest: Ramkumar Narayanan, Former Leader at Microsoft, Yahoo, eBay, VMware | EVP at FIS (India & Philippines)
Mudit Saxena
Ram, we’re in uncertain times. Some companies post great results but still lay off people. What’s your take on this uncertainty, and how can leaders cope?
Ramkumar Narayanan
Thank you, Mudit. Uncertainty has always existed — it’s part of life. But how we respond matters. I first experienced this professionally in 1987, when the US stock market crashed. Job offers disappeared overnight. More recently, during COVID, we faced uncertainty both personally and professionally. And yet, we made it through.
Uncertainty isn’t going away. The key is to develop flexibility, build resilience, and reflect on how we’ve managed past challenges. That reflection gives you the confidence to face what lies ahead.
Mudit Saxena
Today, people say they only get salary hikes when they switch jobs. There’s little loyalty. What’s happening to careers?
Ramkumar Narayanan
One of my mentors told me, “Your career is your responsibility.” It’s not your boss’s job or your company’s job. In the old days at Microsoft, we’d say: “We give you the rope. Whether you climb it or hang yourself is up to you.” Crude, but true.
That doesn’t mean loyalty doesn’t matter. But growth comes from identifying the gaps between where you are and where you want to be — at every stage. The first 10 years of your career are very different from your next 10. And we’re all living longer now. I’m 60 — my father retired at 58. He lived until 88. That’s a 30-year runway I must plan for.
So beyond financial success, ask yourself: What’s my purpose? What’s next? Fill those capability gaps so that you remain valuable and fulfilled.
Mudit Saxena
What advice do you have for mid-career professionals in the room?
Ramkumar Narayanan
Mid-career is a discontinuous shift — like changing gears in a car. Moving from middle to senior leadership requires letting go of tactical execution and stepping into strategic thinking.
In your early years, it’s all about the “how.” But as you rise, the “what” and “why” matter more. You must understand market dynamics, customer needs, and connect those dots to your organization’s strategy.
Leadership becomes about enabling others. Delegation isn’t just offloading work — it’s coaching, setting context, and building capacity in your teams. Only then can you free yourself to operate at the next level. If you attend every meeting your direct report does, you’re not leading — you’re micromanaging.
Mudit Saxena
What about certifications? Many in our community pursue them heavily. Are they enough to get to the next level?
Ramkumar Narayanan
Certifications are helpful, but they’re just part of the story. I use the 70-20-10 rule:
- 60% comes from formal learning (certifications, programs)
- 20% from hands-on practice
- 10% from collaborative learning and peer interactions
As you grow, the emphasis shifts. Formal learning tapers off; what matters more is understanding other functions — HR, finance, operations. That horizontal awareness helps you become a T-shaped leader: deep in one area, broad across many.
For example, though I’m a technologist at heart, I now lead a 20,000-person GCC across India and the Philippines. I had to develop sensitivity to other business functions to lead effectively.
Mudit Saxena
How do you see AI, especially generative AI, impacting jobs and careers?
Ramkumar Narayanan
AI is here to stay. It’ll disrupt specialized roles and create new expectations. We’re moving toward a world of “deep generalists” — where the ability to explore multiple domains and learn fast becomes a competitive advantage.
AI accelerates how we gain knowledge. But the new value lies in judgment, context, human insight. The question is: What do you bring that AI can’t replicate?
We also face societal implications. Recent grads from top global schools are struggling to find jobs. If the entry layer disappears, who becomes your next generation of talent? We need to reflect deeply and prepare for this shift — individually and as a society.
Mudit Saxena
You’ve led large teams at eBay, VMware, and now FIS. How do you spot mid-career leaders ready to grow?
Ramkumar Narayanan
Great question. I use a framework centered on four horizontal growth areas:
- Innovation & Portfolio – Are they rethinking how work is done, improving processes, or creating new value?
- Talent & Capability – Are they developing others, creating learning opportunities, and scaling their skills?
- Ecosystem & Brand – Are they shaping our brand internally and externally? Are they demonstrating thought leadership?
- Governance & Compliance – Are they contributing to how we run the organization sustainably?
At FIS, we launched voluntary communities across these pillars. Over 400 employees stepped up. This gave us new leaders from unexpected places — including finance leaders running innovation streams. It’s not titles that reveal potential; it’s people stepping beyond their day job.
Give people space, and they’ll show you what they’re made of.
Mudit Saxena
Looking back, what advice would you give your younger self?
Ramkumar Narayanan
Start building your network earlier — and not just for favors. Build genuine relationships. Talk to people unlike you. Learn from them. Give before you take.
In hindsight, those who helped me most weren’t always the ones I had helped. Karma works in mysterious ways. Like a bank account, deposits and withdrawals don’t always match. But when you invest in people, the returns often come when you least expect them.
Closing Reflections from Ramkumar
- Uncertainty is the norm. Flexibility and reflection help you navigate it.
- Career growth is self-driven. Look for gaps, build skills, and define purpose.
- Strategic mindset and people development are essential for upper management.
- Learning evolves — shift from tactical expertise to cross-functional empathy.
- Invest in people without expectation. It always pays off.
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