Staying Relevant - Lessons in Adaptability and Team Building

In supply chain, real success is built on more than processes—it’s shaped by people and perspective. In this edition of Rendezvous with the Supply Chain Leaders, Shailendra Bobhate, Senior Advisor, KPMG Assurance and Consulting India, reflects on lessons from decades of experience: building demand-driven networks, leading integration projects, and balancing operational priorities with team development. His insights underscore why adaptability, calm thinking, and continuous learning remain at the core of resilient leadership.

What has been your passion project till date?

Looking back at my career spanning over three decades, I feel fortunate to have worked on several projects that became true milestones for me—each shaping me as a professional and as a person.

The first project that stands out was almost 30 years ago, when the term “supply chain” itself was relatively new to India. Setting up a demand-driven supply chain from scratch was an exciting challenge because there was little reference or precedent. We had to build processes, educate teams, and change mindsets—all at once.

The second major project came as part of a merger and acquisition (M&A). Here, the challenge was very different: rather than building something new, it was about integrating and rationalising existing supply chains into one cohesive system. This involved understanding different cultures, legacy processes, and bridging gaps, which was both complex and immensely rewarding.

The third project was on a larger scale but somewhat similar to the second—another M&A integration. This time, however, I could apply the hard-earned lessons from the earlier integration, which helped me navigate the complexity with more confidence. These three projects, each unique in its way, are closest to my heart because they reflect growth, adaptability, and learning.

How do you unwind yourself after a tough day at work?

One of my favourite ways to relax is by listening to old romantic songs—melodies that I’ve loved for years. There’s something deeply calming about familiar tunes and heartfelt lyrics; they take me back to moments and memories that instantly put me at ease.

On other days, I prefer to watch a light-hearted comedy show on TV. No matter how serious or stressful the day has been, a good laugh has its own unique way of dissolving tension. It helps me regain perspective and reminds me not to carry the weight of the day into the evening.

How do you manage the pressures and challenges that come with the job?

Over the years, I’ve realised that no matter how tough things get, panicking never helps. My guiding principle has been: “Never panic, come what may.” When faced with problems, I consciously take a step back, breathe, and reflect on possible solutions rather than reacting immediately. Alongside this mindset, practical approaches like careful planning, setting clear priorities, and delegating effectively—while keeping an eye on progress—are crucial. Trusting your team and maintaining open communication channels also helps to diffuse pressure and keep everyone focused on solutions rather than setbacks.

What’s your success mantra?

In my view, real and lasting success is rarely the product of individual brilliance alone. It is, fundamentally, about people—how you bring them together, inspire them, and help them grow. Over the years, I’ve learned that investing time and effort in building cohesive, motivated teams pays off far more than any individual effort could.

When team members feel valued, empowered, and trusted, they don’t just perform—they innovate, collaborate, and often exceed expectations. They become stakeholders in shared success rather than mere contributors.

Equally important, this process of nurturing talent ensures that organisations don’t just meet today’s goals, but are also future-ready, with leaders emerging organically from within. To me, this is the most sustainable and fulfilling path to success: investing in people so they thrive—and in turn, help the organisation thrive.

What’s your leadership style?

I believe effective leadership lies in striking the right balance between being task-focused and people-focused. Delivering on targets and ensuring operational excellence is non-negotiable—but equally important is how you engage with your team, understand their aspirations, and create an environment where they feel supported and heard.

Early in my career, I attended the Managerial Grid workshop, which left a lasting impact on how I viewed leadership. It helped me see that you don’t have to choose between achieving results and caring for your team—you need to do both. Since then, I’ve consciously practiced this balance: being approachable and empathetic, while maintaining clarity about goals and accountability.

Leadership, in my experience, isn’t about authority; it’s about influence—guiding a team to work not because they have to, but because they want to.

One tip to survive & sustain in unforeseen situations…

The world of supply chain is in a constant state of evolution, influenced by emerging technologies, shifting consumer expectations, and global disruptions that can appear overnight. My advice to the next generation is simple yet powerful: never stop learning.

Stay curious and proactive about new trends—whether it’s AI, sustainability practices, digital platforms, or risk management strategies. The willingness to continuously upskill, question old ways of working, and adapt to new realities is what will keep you relevant and resilient.

Remember, it’s not the most experienced or the smartest alone who thrive—it’s those who keep an open mind and embrace change as an opportunity rather than a threat.

A book that has helped you at work…

One book that has truly shaped my professional journey is Managerial Grid. What resonated most with me was how it presented leadership as a thoughtful balance between two critical dimensions: concern for people and concern for production. Early in my career, I often found myself leaning too heavily in one direction—either being too task-focused or, at times, overly accommodating. The Managerial Grid helped me understand that sustainable success requires leaders to consciously balance these aspects: to care for their team’s well-being and growth while staying firmly committed to delivering results.

A movie you can watch any time…

For me, movies like Hera Pheri and Bhool Bhulaiyaa have a timeless charm. No matter how often I watch them, they never fail to lift my spirits. There’s something about the clever humour, memorable dialogues, and light-hearted storytelling that makes them perfect stress-busters. After a demanding day, revisiting these classics is almost like catching up with old friends—they remind me not to take life too seriously and to always find space for laughter.

What is the best and worst advice you have received?

The best advice came early in my career, from the HR head of the company where I had my first job. He told me: “Never run after money in your formative years; focus on learning, and money will chase you.” This advice guided my choices and helped me focus on growth, not short-term gains.

I can’t pinpoint a single piece of ‘Worst Advice’, but over the years, I’ve learned to be careful of suggestions that emphasise shortcuts or quick wins over long-term value—they rarely end well.

What’s the best way to build a high-performing team?

At the heart of every high-performing team is trust and empowerment. I believe in giving people enough elbow room to make decisions and even mistakes—without the fear of reprimand. Mistakes are part of learning. Recognising and appreciating good work is equally important, as it keeps the team motivated.

Finally, focusing on their growth—providing opportunities to learn new skills and take on new responsibilities—helps the team stay engaged, ambitious, and ready for future challenges.