Our Founder's Quirks
We love to introspect on the industry and our work. Our Founder Dhiraj leads the charge with his views on change, complexity, consciousness, and the business landscape of the future.
Digital Transformation, AI, Blockchain, Quantum Computing … Noise or Signal? What does it actually take to innovate and transform business? Do you want to be a catalyst for that change in your organization? We believe the keys to unlocking value lie within the 2nd law of thermodynamics.
Capitalism has a new denominator, it’s not capital, it’s time. It’s not about Economies of Scale anymore, it’s about Economies of Speed. Dhiraj Rajaram, Founder and CEO of Mu Sigma talks about how the nature of competition has changed and why the business world has to evolve with a ‘new denominator’ thinking.
Dhiraj Rajaram, Founder and CEO of Mu Sigma takes a trip down memory lane, reminiscing how the idea of Mu Sigma arose from a wandering mind.
Just as humans benefit from having consciousness, so too can organizations. But what’s the difference between organizational consciousness and the more commonly considered business intelligence? And is intelligence a pre-requisite for consciousness, or vice versa?
To decide where to allocate resources when solving business problems, we need to consider two factors – the frequency with which certain problems occur, and the potential business impact of solving those problems. Problems having neither very high frequency nor very high impact lie in the space called the River of Reasonable Return. Solving these problems require man and machine working in harmony with each other.
Just as in nature, organizations will at some point become extinct. We believe that an organization’s ability to scale and diversify will keep them alive and relevant for years to come. What they need is a state of flow, where entropy and innovation act in harmony with order and efficiency.
The pace of change in today’s world dictates that the facts of today will become the anti-facts of tomorrow, and the time taken for that to happen (what we call time to untrue) is shrinking. To survive this, organizations must fundamentally rethink their approach to problem solving.