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"It was a wonderful experience interacting with you and appreciate the way you have planned and executed the whole publication process within the agreed timelines.”
Subrat SaurabhAuthor of Kuch Woh PalBorn in Chennai and based in Kuala Lumpur now, Rohit Chandrasekharan Nambiar has spent more than two decades leading insurance and fintech businesses across Asia. He has served as Group CEO of Tune Protect and CEO of AXA AFFIN Life Insurance, and led multiple industry firsts in Malaysia — the country’s first telematics motor product, first digital health insurance proposition, and the first insurer to migrate all key systems to the cloud. He is currently Co-Founder of SabaiHealth, an AI-powered care companion. He sits on the Advisory Board of an InsurTech and several AI organisations, and Read More...
Born in Chennai and based in Kuala Lumpur now, Rohit Chandrasekharan Nambiar has spent more than two decades leading insurance and fintech businesses across Asia. He has served as Group CEO of Tune Protect and CEO of AXA AFFIN Life Insurance, and led multiple industry firsts in Malaysia — the country’s first telematics motor product, first digital health insurance proposition, and the first insurer to migrate all key systems to the cloud.
He is currently Co-Founder of SabaiHealth, an AI-powered care companion. He sits on the Advisory Board of an InsurTech and several AI organisations, and was recently a member of UNICEF’s Expert Advisory Panel on Fintech and Children. He is a Fellow of the Malaysian Insurance Institute.
The Simplicity Trap is his first book.
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Most organisations don’t suffer from lack of ideas. They suffer from lack of courage.
Complexity in business is almost never accidental. It accumulates because the people who could remove it are not willing to bear the cost of doing so. The product nobody can explain stays in the portfolio. The process that exists out of habit stays in place. The system everyone defends is the system that never gets questioned.
The Simplicity Trap makes
Most organisations don’t suffer from lack of ideas. They suffer from lack of courage.
Complexity in business is almost never accidental. It accumulates because the people who could remove it are not willing to bear the cost of doing so. The product nobody can explain stays in the portfolio. The process that exists out of habit stays in place. The system everyone defends is the system that never gets questioned.
The Simplicity Trap makes the case that simplicity is not the absence of sophistication. It is the hardest thing a leader can choose — and the most important.
“If you want to innovate, you must never be afraid of being fired.”
Most organisations don’t suffer from lack of ideas. They suffer from lack of courage.
Complexity in business is almost never accidental. It accumulates because the people who could remove it are not willing to bear the cost of doing so. The product nobody can explain stays in the portfolio. The process that exists out of habit stays in place. The system everyone defends is the system that never gets questioned.
The Simplicity Trap makes
Most organisations don’t suffer from lack of ideas. They suffer from lack of courage.
Complexity in business is almost never accidental. It accumulates because the people who could remove it are not willing to bear the cost of doing so. The product nobody can explain stays in the portfolio. The process that exists out of habit stays in place. The system everyone defends is the system that never gets questioned.
The Simplicity Trap makes the case that simplicity is not the absence of sophistication. It is the hardest thing a leader can choose — and the most important.
“If you want to innovate, you must never be afraid of being fired.”
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