With over 250 delegates and curated travel-tech sessions, the one-day summit highlighted India’s rising stature in global business travel, powered by SKIL Events’ on-ground expertise
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From concept to execution, SKIL Events anchors GBTA India Summit with production excellence
The GBTA India Summit 2025 brought together more than 250 leaders from the business travel and mobility sector for a landmark gathering at The Leela Ambience in Gurugram. Organised by the Global Business Travel Association, the summit created a focused platform for discussions on enterprise travel, payments, sustainability, automation and future-ready mobility solutions.
The day featured keynote addresses and discussions led by GBTA leaders from across global and regional offices, highlighting the scale and significance of India’s business travel potential. The summit covered everything from AI-led travel solutions and expense management tools to the evolving role of sustainability in mobility design. Attendees included travel managers, suppliers, technology providers and thought leaders, all engaging in conversations that underscored the need for localised strategies and cross-sector collaboration.
SKIL Events’ involvement went beyond logistics. Their creative approach to experience design made it possible for delegates to focus on content, networking and strategic dialogue. From immersive branding to spatial planning and audio-visual flow, every detail reflected precision and intent.
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Ten Years, Five Cities, One Vision: ESCP’s Bachelor in Management Celebrates Global Growth
From a single London cohort in 2015 to over 3,000 students across Europe, ESCP Business School reflects on a decade of cross-border learning, career outcomes, and curriculum innovation
Launched in 2015 at the London campus of ESCP, this innovative programme quickly established itself as an international benchmark in higher education, attracting students from around the globe.
Since its inception, ESCP’s Bachelor in Management has experienced remarkable growth, expanding from a first cohort of 47 students to over 3,000 students from 107+ nationalities. This success highlights the programme’s global appeal and the school’s commitment to offering education tailored to market demands. This unique multicultural programme spans three countries over three years and offers numerous opportunities for students to personalise their learning experience through specialisations and internships.“Our Bachelor in Management programme has become a benchmark in international business education, reflecting ESCP’s mission to educate purpose-driven leaders prepared for a world that is digitised, inclusive, sustainable, rapid, ultra-connected, polarised, transformative, unpredictable, and flexible,” said Léon Laulusa, Executive Director and Dean of ESCP Business School. “By fostering adaptability, innovation, and a global mindset, we equip our students to navigate societal, ecological, and technological transformations with confidence and purpose.”
Graduates of the programme pursue diverse and successful career paths. Nearly 48 percent begin their professional careers immediately after graduation, with an employment rate of 98 percent within three months of completing the programme. Graduates have obtained their first positions in companies such as Bloomberg, Amazon, Bank of America, Goldman Sachs, JP Morgan, Porsche, Procter & Gamble, L’Oréal, and Nestlé.
About 47 percent of alumni choose to continue their studies at the Master’s level in prestigious institutions such as ESCP, Imperial College, London School of Economics, Bocconi, Sciences Po, and many more.ESCP’s Bachelor in Management stands out for its multilingual and multicultural pedagogical approach, offering students the opportunity to study across the school’s five European campuses: Berlin, London, Madrid, Paris, and Turin. The programme takes place across three campuses over three years and combines theoretical modules, group projects, and professional internships, providing students with a well-rounded education.
To meet current market needs, several innovations have been introduced in recent years. Recent developments include specialised majors, allowing students to tailor their third-year experience with tracks such as luxury, investment banking, entrepreneurship, sustainability, and consulting. Core courses, which already address critical topics such as sustainability, are evolving to include teaching on AI.ESCP has strengthened its ties with international institutions through dual-degree programmes with Carlos III University in Madrid and KU University in Warsaw, providing students with additional opportunities for educational excellence.
For more information about the programme, please visit ESCP’s website: ESCP Bachelor Programme.About ESCP Business School:
ESCP Business School was founded in 1819, making it the world’s oldest business school. Throughout its 200-year history, ESCP has remained committed to educating accountable, bold, and creative leaders who launch trends, bring new solutions, and initiate the codes of tomorrow.
ESCP’s six campuses in Berlin, London, Madrid, Paris, Turin, and Warsaw are the stepping stones that allow students to experience ESCP’s European approach to management grounded in multiculturalism.
Every year, ESCP welcomes over 11,000 students and 6,000 managers from 136 different nationalities. Its strength lies in its many business training programmes, both general and specialised (Bachelor, Master, MBA, Executive MBA, PhD, and Executive Education), all of which include a multi-campus experience.
With innovation as the cornerstone, ESCP is accelerating academic research and business education to forge new pathways for a better future for all.At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTub
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Astitva: Meena Yadav’s Abstract Meditations on Identity and Inner Rhythm
Through layered abstraction, the artist invites viewers into a sensory exploration of presence, memory, and quiet resilience By Smruti Bhalerao |
The Visual Arts Gallery opens its doors this week to Astitva, The Essence of Being, a solo exhibition by Gurugram-based contemporary artist Meena Yadav. On view from December 4 to 7, 2025, the exhibition presents a series of abstract works that explore the delicate yet powerful currents of identity, resilience, and emotional topography.
Rooted in an intuitive response to nature and the internal world, Meena’s practice moves beyond visual representation into a terrain of emotional resonance. Her paintings evoke shifting landscapes, not as they are seen but as they are felt mutable, layered, and alive with quiet urgency.Each canvas offers a moment of contemplation. In The World in One Breath, gentle transitions of colour fold into one another like seasons passing in silence, creating a suspended sense of time. A Meadow in Motion uplifts through vertical movement, echoing the energy of land rising to meet light. In contrast, A Realm in Rupture introduces a charged emotional vocabulary with restless strokes, unresolved textures, and a palpable sense of fracture that speaks to survival and instinct.
Meena’s use of abstraction is not an escape but a return to what is elemental, unspoken, and enduring. Her compositions, while silent, are far from still. The textured layers and nuanced tonal shifts in each piece ask the viewer to look slowly, listen inward, and rediscover the rhythm of presence.
“The essence of being is not a fixed identity,” Meena says. “It is a field in motion shaped by memory, nature, and experience, always becoming.” This thought is felt throughout the exhibition, where each work functions as a quiet threshold into emotional space rather than narrative.The show also highlights Meena’s ability to balance tension and harmony. In The Sky Opens Elsewhere, soft veils of blue and lilac evoke an atmosphere just beyond perception, as if gravity itself has loosened. The result is a space where boundaries dissolve and stillness becomes expansive.
Astitva does not seek to impress but to invite. In its restraint lies its strength. Through pigment, space, and texture, Meena Yadav constructs a visual language that encourages viewers to slow down and return to their own essence, not through answers but through quiet recognition.
The exhibition is on view at the Visual Arts Gallery from 11:00 AM to 8:00 PM daily until December 7, 2025.At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTube.
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PFRDA’s Shri S. Ramann Calls for Pension-Led Capital Reforms at IVCA Forum 2025
In a strategic dialogue with TVS Capital’s Gopal Srinivasan, Shri Ramann outlined how India’s long-term growth depends on well-governed AIFs, credible selection frameworks, and broader participation of retirement funds in private markets
The Indian Venture and Alternate Capital Association (IVCA) hosted its Domestic Institutional Investors (DII) and Exits Forum 2025 in New Delhi, bringing together leading voices from policy, investment, and regulatory sectors. The forum focused on mobilising Indian institutional capital and strengthening long-term domestic investment strategies.
A central voice at the event was Shri Sivasubramanian Ramann, Chairperson of the Pension Fund Regulatory and Development Authority (PFRDA), who addressed the role of pension capital in shaping India’s financial future. His participation included the formal report launch and a fireside chat with Gopal Srinivasan, Chairman and Managing Director of TVS Capital Funds, on the theme “Enabling Patient Capital: The Pension Fund Perspective on India’s Growth Story.”Speaking to a hall of policymakers and asset managers, Shri Ramann outlined the critical need for structured pension participation in private markets. “India’s next phase of capital formation must be built on strong domestic pools of patient capital,” he said. “Pension assets, by design, are long term and stable. Our effort at PFRDA is to create a framework that allows these funds to participate meaningfully in India’s private market growth.”
Shri Ramann detailed the development of a centralised and transparent fund-of-funds platform under the National Pension System (NPS) to evaluate and select AIFs with both rigour and accountability. He emphasised that trust in governance, not just returns, will determine the pace and breadth of participation by pension and retirement assets.“We fully recognise that risk capital comes with cycles. But a well-diversified AIF portfolio, backed by robust oversight and long-term horizons, can still deliver outcomes that are beneficial for subscribers,” he said. He also highlighted the limitations of traditional seven to ten-year fund structures. India must embrace longer-tenor and perpetual vehicles that reflect the nature of retirement savings.
The forum took place against the backdrop of sharp growth in AIF participation. The joint IVCA–360 ONE CRISIL report, titled Unlocking Domestic Capital: Key to India’s AIF Growth, 2025, showed commitments to AIFs rising from ₹0.84 lakh crore in 2017 to ₹13.49 lakh crore in 2025. However, domestic institutional investor participation continues to lag global benchmarks, underscoring the need for more enabling regulation and improved exit pathways.Shri Ramann called for a shared focus on aligning incentives, enhancing selection transparency, and establishing credible long-term frameworks that can deepen domestic capital’s footprint in India’s private market space. “If India is to unlock the full power of domestic institutional investors, we must align incentives, deepen trust through process excellence, and enable wider participation from pension, insurance, and retirement assets,” he said.
The IVCA DII & Exits Forum 2025 served as a timely reminder of the opportunity that lies ahead. As India seeks to become a global hub for innovation and capital formation, patient domestic capital, led by pensions and governed by strong frameworks, could prove to be the bedrock of its economic future.At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTub
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The 8.2% Question: Turning Point for India or Temporary High?
By Rohit Kumar Singh, Ph.D. (Eco), PMP®
India’s latest GDP release has injected a sense of uplift across policy circles, boardrooms, and markets. An increase of 8.2% in the second quarter of FY26 is not something that can be brushed off. Rather, this rate forces the debate beyond mere tracking. The larger question is this: Does India’s 8.2% growth print mark a structural inflection point or a cyclical peak? The honest answer is that it is a bit of both. With manufacturing reviving, services roaring, and digital payments accelerating, the signals are strong. Yet lurking beneath is the reality of rural-urban divides, external shocks, and fiscal limits. The number is impressive, but does it signal durable transformation?
What stands out immediately is how broad the momentum appears. Manufacturing has come back in a way that many had stopped expecting, posting 9.1% growth, helped by better capacity use, softer input costs, and a more confident corporate sector. Yet, the October IIP numbers landed with a quieter tone. Manufacturing barely managed 1.8% that month as the extended festive holidays and unusual rainfall patterns disrupted power generation, dragging electricity output down sharply. It is a reminder that one quarter’s strength does not automatically settle the longer-term pattern. The underlying story is improving, but it is not immune to fits and starts.
Services, meanwhile, continue to be the economy’s most reliable engine. A 9.2% expansion is impressive even by the sector’s own high standards. BFSI has been particularly energetic. Credit growth remains brisk, asset quality is steady, and banks have been lending across retail, MSME, and corporate buckets with more confidence than seen in years.
Importantly, this financial-services strength now shows up in everyday digital payments as well. According to the latest data, UPI processed over 19 billion transactions in November 2025, with a total value of ₹ 24.58 lakh crore, up from 15.48 billion transactions worth ₹ 21.55 lakh crore in November 2024. That represents a 23% increase in transaction volume and around 14% growth in transaction value on a year-on-year basis.This surge in digital payments is more than just statistics: it reflects deeper consumer comfort with electronic payments, growing trust in digital wallets and UPI apps, and more widespread merchant acceptance. These are all signs of formalisation and structural change within the economy.
Consumption, which for all practical purposes still anchors India’s growth, has had an exceptional run this quarter. The combination of cooling prices, headline inflation at 0.25% and negative food inflation, and a long festival window created unusual buoyancy. Households spent with a level of comfort not seen since before the pandemic shock. Auto showrooms, jewellery retailers, electronics stores, travel portals, everyone had a good quarter. Yet, the caution remains: the revival is heavily tilted towards urban India. Rural demand, though improving, does not yet carry the same confidence. If that gap stays wide, it will eventually show up in the composition of growth.Investment numbers look respectable on paper. Gross Fixed Capital Formation rose by 7.3%, with public capital spending exceeding 32% in the first seven months of the year. Spending on roads, railways, airports, renewable energy, and urban infrastructure can all take credit. However, despite this background, there is still a limit beyond which one draws little satisfaction. With revenue growth below expectations, particularly with fiscal goals approaching, the government simply cannot spend this much on capital. A slowdown in the second half is likely. Private investment is showing early signs of warming, but it is still too sensitive to global volatility, tariff disruptions, and financing conditions to call it a cycle turning point.
The strain on the external side is more difficult to gloss over. U.S. tariff hikes, some as steep as 50%, have knocked the wind out of several export categories. Textiles, engineering goods, pharmaceuticals, auto components, gems and jewellery, all have suffered. India’s exports to the U.S. fell sharply between May and October. Services exports have held firm, and in some pockets even grown, but they cannot fully carry the weight of the merchandise slump. The trade numbers are not catastrophic, but they do expose how dependent India still is on a narrow mix of markets and product lines.There are also the usual macro pressures: a rupee hovering around ₹90, unpredictable commodity prices, capital outflows that still have not stabilised, and global financial conditions that remain tight. These may not make headlines every day, but they shape the economic mood more than quarterly GDP prints do.
Monetary policy now sits in a delicate space. With inflation at record lows, the Reserve Bank of India (RBI) has the room to cut rates, and the market is almost positioned for it. But the narrowing gap between credit growth and deposit growth complicates the picture. Banks are lending faster than they can mobilise savings. A hurried or aggressive rate cut could widen this mismatch further. So while the headline inflation numbers look like a green signal, the plumbing of the financial system is flashing amber.The fiscal situation faces a similar balancing act. The government has invested heavily in infrastructure, and it has worked. But the deficit target will be difficult to meet without some moderation in spending. A slippage to around 4.5 to 4.6% of GDP is not unmanageable, but it reinforces the need for broader tax reforms, a more predictable GST structure, and a steadier disinvestment schedule.
So where does that leave India after a headline-grabbing 8.2% quarter?
In a stronger place than many expected a year ago, but not yet in a place where momentum can be taken for granted. Manufacturing’s revival is real but uneven. Services are steady. Consumption is buoyant but split. Investment is improving but still leaning heavily on the state. Exports are under stress. And the macro environment remains uncertain.
The number is impressive. But the direction is still being written.
India has delivered a strong quarter. Endurance will depend on choices made from here.At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTub
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As birth asphyxia persists, Johnson’s Baby scales neonatal resuscitation with training across India
With over 2 lakh nurses, midwives and paediatricians trained through a leading paediatrician association, Johnson’s Baby’s initiative focuses on the first minute of life and the importance of neonatal resuscitation
In a country where 1.25 lakh newborns die within 24 hours of birth every year, largely due to preventable complications like birth asphyxia, timely intervention has never been more critical. Responding to this challenge, Johnson’s® Baby has quietly supported a transformative public health initiative over the last 16 years: the training of more than 2 lakh healthcare professionals in Neonatal Resuscitation Protocols (NRP).
Partnering with a leading paediatrician association, the brand has helped strengthen neonatal emergency response across India. Nurses, midwives and paediatricians trained through this initiative are now equipped with life-saving skills to manage asphyxiated newborns in the first moments of life. The program aims to reinforce one powerful message that every breath matters.Neonatal resuscitation is a globally recognised, evidence-based practice that provides healthcare professionals with standardised training in assessing, supporting and reviving newborns facing difficulty breathing at birth. Despite its proven efficacy, the lack of formalised training at scale had previously limited access to such interventions in India, especially in remote and underserved regions.
“The survival of a newborn depends on correct interventions provided at the first minute of a baby’s birth. Unfortunately, these critical interventions are often compromised due to insufficient knowledge, training, and resources available to healthcare professionals,” said Manoj Gadgil, Business Unit Head – Essential Health & Skin Health and VP Marketing, Kenvue, India.He continued, “At Johnson’s® Baby, we promise to protect babies not only from their first day but from the first moment. From providing high-quality products to partnering with social impact organisations, we are passionate about helping improve the lives of babies.”
The scale of this training initiative makes it one of the largest neonatal-focused skill-building efforts in the country. Over 2 lakh healthcare workers have participated in hands-on, expert-led sessions on neonatal emergency care, intervention techniques, and structured response systems under the NRP framework.One of the standout aspects of the 2025 campaign is its culturally sensitive public engagement strategy. The latest awareness push includes a digital short film titled Pahila Saans, conceptualised by creative agency DDB Mudra. Set in a small-town hospital, the film illustrates the dramatic moment when a newborn, unable to breathe, is revived by a healthcare worker following resuscitation protocols. The emotional core of the film is the traditional Indian cradle song Sohar, reinterpreted to celebrate the power of timely medical action.
All streaming revenues generated by this musical tribute will be donated to scale the neonatal resuscitation initiative further, extending training to new regions and healthcare institutions.Malini Awasthi, the renowned folk singer who lent her voice to the project, remarked, “As a folk singer, I have always believed that music has the power to connect hearts and inspire action. The first cry of a baby is a song of hope, and through this initiative we celebrate the birth of life. It is my humble effort to ensure that no parent has to endure the heartbreak of losing a child due to a lack of timely intervention.”
The campaign’s core theme Project Golden Minute highlights the first 60 seconds after a baby’s birth as the window during which immediate care can determine life or death. In India, where healthcare disparities persist across states and regions, strengthening medical response in that one minute could significantly reduce neonatal mortality rates.Siddhesh Khatavkar and Harshada Menon, Executive Creative Directors at DDB Mudra, described the creative process as an exercise in honouring both maternal courage and the healthcare workforce. “Through this project, that precious first minute is being safeguarded by thousands of trained doctors, midwives, and healthcare workers. Saving a newborn isn’t just a medical intervention; it is an act of love,” they noted.
Johnson’s® Baby also plans to scale public outreach through multi-platform engagement including social media influencer collaborations, cinema advertisements with PVR Cinemas, and on-ground activations in maternity hospitals and community health centres. The campaign will tap into both emotional storytelling and health literacy to amplify awareness about the preventability of birth asphyxia.Over the last decade and a half, the brand has supported a paediatrician-led training framework that includes curriculum development, clinical mentoring, assessment, and ongoing feedback. These efforts have created a growing network of trained professionals who now serve as regional champions for neonatal safety.
This long-term approach distinguishes the program from short-term CSR interventions. By embedding the training within a credible institutional partnership and funding its continuity, Johnson’s® Baby has contributed to systemic change in newborn care.The program also aligns with broader national goals under initiatives such as the India Newborn Action Plan (INAP), which seeks to reduce preventable newborn deaths and stillbirths through high-impact interventions at scale. By focusing on the first minute of life—a critical, often overlooked interval the initiative addresses a gap in implementation within the healthcare delivery system
Importantly, the impact of such a program also goes beyond neonatal units. It influences policy conversations around birth preparedness, maternal training, emergency response standardisation and equitable access to skilled care. These ripple effects can help create a more resilient, inclusive public health ecosystem.As Johnson’s® Baby continues to honour its promise of supporting babies from their very first breath, the success of its 16-year partnership with India’s paediatric leadership offers a compelling example of what private-public collaboration can achieve.
In the words of a midwife in rural Maharashtra who participated in the program: “When I heard the baby cry after using what I learned in training, I felt like I had been given a superpower. That cry will stay with me forever.”
For Johnson’s® Baby, that sound is not just a milestone, it is a mission fulfilled.At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTub
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India’s future of work takes shape at Asana’s Work Innovation Tour in Mumbai
Held at Courtyard by Marriott in Mumbai, the event featured sessions with Asana leadership, industry experts and enterprise users exploring connected workflows and decision clarity
Against the backdrop of a fast-changing enterprise landscape, Asana’s Work Innovation Tour arrived in Mumbai with a clear agenda: to examine how teams can navigate complexity, scale clarity, and use AI without losing the human core of work. Held at Courtyard by Marriott Mumbai International Airport, the India chapter of the tour brought together enterprise leaders, platform architects, and practitioners to explore the role of connected workflows in driving decision-making.
Hosted by Asana, the event placed a spotlight on the need for structured collaboration systems that go beyond simple automation. The sessions and keynotes focused on how Indian organisations are experimenting with hybrid work environments, integrating human judgment with AI tools, and rethinking work from the ground up.The day opened with a keynote by Jo Gaines, Head of Channel APJ at Asana, who outlined the difference between automation and intelligence. Gaines emphasised the value of AI in reducing friction, identifying risks early, and creating decision-ready environments. Rather than displacing human thought, AI, she noted, is most powerful when used to enhance context, not replace it.
Vishnu Prasad, Head of South Asia at Asana, underlined the central challenge: “As AI becomes embedded in how work gets done, clarity becomes the competitive advantage. The most effective human and AI collaboration amplifies judgment and execution.”A recurring theme throughout the tour was the idea that technology should eliminate “work about work” the repetitive tasks, redundant updates, and communication silos that sap productivity. Asana positioned itself not merely as a task manager, but as a connective platform that brings together people, tools, and information in real time.
The event featured live demonstrations led by Shannon Tjang, Solutions Engineer at Asana. Her sessions walked attendees through real-world use cases across marketing, operations, and product teams. These demos highlighted how cross-functional workflows, once siloed or misaligned, can become streamlined through Asana’s unified structure.
In one demonstration, she outlined how marketing teams can track campaign assets, review timelines, and approve deliverables within one platform. In another, product launches were visualised with integrated dependencies, clear task ownership, and automated status updates all in real time.One of the day’s most discussed segments was the customer panel, which brought in voices from Artha Group and 99acres. Leaders from both organisations offered ground-level perspectives on their digital transformation journey. Key concerns included lack of task visibility, duplicate efforts, and misaligned accountability. Since adopting Asana, both firms reported measurable gains in delivery speed, cross-team alignment, and transparency.
Beyond software, the event also explored cultural readiness for AI-integrated work environments. A fireside chat between Vishnu Prasad and entrepreneur-author Ankur Warikoo delved into what leadership looks like in a digitally augmented workplace. Their discussion covered everything from psychological safety and adaptive learning to the limits of AI and the enduring relevance of human judgment.Warikoo, known for his focus on behavioural science and startup ecosystems, underscored that “clarity is not a feature, it’s a mindset.” His comments resonated with attendees navigating the balance between scaling operations and preserving team trust.
For Asana, the Work Innovation Tour India reflects a long-term commitment to enabling structured transformation. India, said Jo Gaines, is among the most dynamic markets globally, not just in adoption, but in redefining how modern work is designed.Throughout the day, attendees explored how clarity of roles, ownership, timelines, and context are essential to executing complex projects at scale. Whether in large multinational teams or mid-sized Indian enterprises, the shared takeaway was clear: disconnected tools and processes slow progress, while platforms like Asana offer a unified layer of visibility.
Sessions also acknowledged the limitations of technology. Multiple speakers noted that while AI can accelerate, it cannot replace the frameworks of trust, empathy, and shared goals that define sustainable teams. The emphasis on human and AI working together, rather than in sequence, marked a distinct shift in how organisations are framing productivity.As the tour concluded, it left behind a blueprint: one where AI is not a bolt-on but a partner to human systems. For Indian enterprises balancing speed with structure, and innovation with inclusion, the Mumbai chapter of the Work Innovation Tour offered more than answers, it sparked new questions about the future of connected work.
Asana’s presence in India continues to grow as companies seek adaptable tools that scale. With the focus now shifting from automation to alignment, the company’s platform is positioned not as a passive tool, but as an active participant in how work gets imagined, assigned, and completed.
The event reaffirmed that while technology continues to evolve rapidly, the fundamentals of work clarity, communication, and collaboration remain human at their core.At Prittle Prattle News, we honor your dedication and inventiveness led by showcasing you in a positive light. Under the direction of Editor-in-Chief Smruti Bhalerao, our platform is committed to disseminating powerful narratives that raise awareness and motivate change. For more important stories, follow us on LinkedIn, Instagram, and YouTube.