Shourov has had a very interesting and diverse career so far. Between working as an engineer in the corporate world, being a musician with an own band and finding his passion in Entrepreneurship, there is plenty to uncover.  Shourov co-founded Pongolabs. It's a great software solution that provides a unique visual way to make work simple, safe and social. You have to see it to get it: http://www.pongolabs.com/ In addition to Pongolabs, he also co-founded innovation in the wild. This is an initiative which brings together large corporates and start-ups. It is very successful and highly regarded.  Find out more here: http://innovationinthewild.com/ Find out more about Shourov here: https://www.linkedin.com/in/shourov-bhattacharya-77a4b211b/ Enjoy the session!  ...

Who wants a high-performance brain? Without a doubt, our brain is one of our most important organs to support our current and future success - and life for that matter.   What does today's fast changing world do to the brain? How do you create a brain that works and performs today and tomorrow? Fascinated by the question, I read Jenny's' latest book - see below. I then knew I needed to have her on the Disciplined Disruption Podcast.   In the book, she shares the 12 keys creating your high-performance brain. Who doesn't want that? And in our conversation, she shares her framework! Tune in and enjoy!   More about Jenny Dr. Jenny is a medical practitioner who specialises...

ARE YOU AGILE? Are you agile? This is one of the buzzwords of today’s business world next to disruption, innovation and a few more. Why does everybody want to become agile – both on a personal and organisational level? RATE OF CHANGE REQUIRES AGILITY Given the rate of the change in the world, the number of Unicorn start-ups and the predicted disruption of almost every single industry, this is no surprise. Agility is a key characteristic of succeeding in such a dynamic environment. Today’s “agile” term goes largely back to the “Agile Manifesto” signed by Jeff Sutherland and sixteen other leaders in 2001. It declared the following values: people over processes; products that actually work over documenting what that product is supposed to do; collaborating...