Sudipta Bhattacharya is the CEO for the Adani Group—North America and looks after several of the Group’s global business development initiatives. He is also the Chief Technology Officer (CTO) of the Group. Prior to his current roles, he held the positions of CEO, Adani Ports and SEZ (APSEZ), and Chief Strategy Officer for the Group.
On August 15, 2024, Mr Sudipta visited the Dawoodi Bohras’ Qutbi Mazar in Ahmedabad, a sprawling mausoleum complex comprising tombs of various Dawoodi Bohra leaders. He was accompanied by his son Shorjoe Bhattacharya and Ayushi Arora. The trio were given a tour of the complex, delving into Dawoodi Bohras’ rich culture and history. In this blog, Sudipta takes inspiration from the Dawoodi Bohra custom of beginning and ending a meal with a pinch of salt and discusses what message it relays to him.
As I sat down on the floor for lunch, I was handed a small bowl of salt. Each of us took a pinch and placed it on our tongues before the meal began. It was a simple ritual, but it carried a weight of tradition and meaning that I had not known. This pinch of salt, shared by everyone, was a powerful equaliser, a reminder that traditions and culture are the primary winning force.
The Rise of Nimble Teams
In the vast landscape of business, where giants clash and titans fall, a new breed of champions may be emerging. These are not the behemoths of industry but the nimble, tightly-knit teams, fueled by a shared vision and unwavering spirit. They are the Davids to the Goliaths, proving that in the pursuit of greatness, unity and purpose eventually triumph over size.
Geographically Separated. Ideologically Bound
In a technology-infused world where it’s far easier to be geographically separated yet ideologically bound, the future may belong to small, agile communities and organisations knit together by a shared purpose and culture—rather than by scale or ego-driven leadership styles that measure success based on headcount. Think of the legendary Greek Spartan phalanx, a compact formation of warriors who, despite their small numbers, achieved legendary victories through their unwavering belief, discipline, and unity - case studies every organisation should draw from.
A Lesson in Unity and Entrepreneurship
I had heard of the Dawoodi Bohra community but knew little beyond the fact that there were just over a million of them worldwide, most of them entrepreneurs. So, when a close friend of mine arranged for me to visit the Dargah-e-Qutbi in Ahmedabad, I took the opportunity. Small agile teams had always fascinated me, and I was intrigued to learn that this small community had fostered a massive, thriving network of businesses - with 40% of the community engaged in entrepreneurship, creating millions of jobs in India.
The Sacred Grounds of Dargah-e-Qutbi: A Symbol of Peace and Power
I must admit that I was unprepared for what I saw. Located within a stunning green expanse of 60 acres, my visit coincided with a day when the overcast Ahmedabad sky seemed to cloak the Dargah's white, breathtaking mausoleums in a soft, ethereal light. As the mausoleums patiently awaited the sun’s embrace, the peacocks at the Dargah, too many to count, entertained visitors in the monsoon-kissed air, their feathers shimmering against the grey sky. It was a moment of pure serenity, where the simplicity of the surroundings revealed the profound peace and power of a community that I knew so little about.
This sacred site was not just an architectural marvel or a monument of historical significance; it was the beating heart of the Bohra community. Open to people from all backgrounds and faiths who wish to visit and pay their respects, the Bohra community’s story is one of quiet assimilation, where faith and identity coexist with a profound sense of belonging to the broader Indian narrative, having made their way from Yemen to India several centuries ago.
The Dunbar Number: Optimal Team Size for High Performance
Returning to the discussion on small, agile units knit together by shared responsibilities, the Dunbar number philosophy comes into play. British anthropologist Robin Dunbar, who studied primate brain sizes and social group sizes, hypothesised that there is a cognitive limit to the number of stable social relationships that the human brain can maintain. This theory estimates that the optimal size for high-performing teams should not exceed 150 people, implying that within this range, deeper, more meaningful connections can be maintained, built on trust and mutual obligation.
Thus, when applied to organisational design, Dunbar’s number supports the notion that smaller, tightly-knit teams are better equipped to perform at high levels. They can adapt and pivot faster, make swift decisions, and foster a culture of unity and purpose—qualities increasingly essential in today’s fast-paced business environment. In contrast, larger organisations often struggle with rigid hierarchies, faceless communication, and sluggish decision-making processes, stifling innovation and responsiveness. This rigidity is evident all around us as we see many large organisations getting disrupted once they lose their sense of purpose.
Cultural Strength as a Strategic Asset: Community Lessons
As I sat down on the floor for a shared lunch with my seven new friends, patiently answering my questions, I realised that customs hold us together as a community and that large companies almost always lose the sense of culture as a strategic differentiating asset. It became even more evident that culture cannot just be a backdrop; it must be the very fabric that holds the community together. Participating in the ritual of starting and ending my meal with a pinch of salt led me to understand that this simple act served as an equalising force, ensuring that everyone, regardless of status, begins and ends on the same note. It is a small but powerful reminder of the values that define a community. Leadership in small communities often involves a hands-on approach, and I was struck by how deeply knowledgeable about the community’s values and practises my lunch mates were and the clarity with which they communicated these and participated in community activities. The shared commitment to practices, including dress codes, dietary laws, and religious observances, creates a strong sense of identity and common purpose. This type of leadership ensures that the community remains connected and that its members are consistently aligned with its goals and values. I also realised that the hierarchical structure, led by their Syedna, helped maintain a consistent direction and shared values across the community.
The Winning Formula
As I left, I turned to look back at the Dargah, reflecting that the future belongs to those who understand that in the battle for business success, it has never been and will never be about the size of the army but about the strength of its spirit. Leaders may want to reimagine their organisations as collections of small, empowered teams, each driven by a shared culture and mission. Just as the mausoleums of the Dargah-e-Qutbi stand as a beacon of unification and purpose, small teams can become the driving force behind building the next generation of exponential organisations and communities.
