Connected vehicle software refers to the technology and applications that enable vehicles to communicate with each other, infrastructure, and external systems through wireless networks. This software plays a crucial role in facilitating vehicle connectivity and enabling various features and functionalities for enhanced safety, convenience, and efficiency.
Here are some key aspects and capabilities of connected vehicle software:
Vehicle-to-Vehicle (V2V) Communication: Connected vehicle software allows vehicles to exchange information with nearby vehicles. This communication can provide real-time updates on road conditions, traffic congestion, potential hazards, and other relevant data to enhance safety and improve traffic flow.
Vehicle-to-Infrastructure (V2I) Communication: Connected vehicles can also communicate with roadside infrastructure, such as traffic lights, road signs, and toll booths. This enables vehicles to receive important information, such as traffic signal timing, roadwork alerts, and toll payment instructions, improving efficiency and convenience.
Vehicle-to-Cloud (V2C) Communication: Connected vehicle software facilitates the transmission of vehicle data to cloud-based platforms. This data can include vehicle diagnostics, maintenance information, location tracking, and other relevant metrics. The cloud-based platform can process and analyze this data to provide various services like remote vehicle management, predictive maintenance, and personalized user experiences.
Over-the-Air (OTA) Updates: Connected vehicle software enables OTA updates, allowing manufacturers to remotely deploy software updates to vehicles. This helps keep vehicles up to date with the latest features, bug fixes, and security patches without requiring physical visits to a service center.
Telematics and Fleet Management: Connected vehicle software incorporates telematics systems that collect and transmit vehicle data. Fleet management solutions utilize this data to monitor vehicle performance, track location, manage fuel consumption, optimize routing, and enable efficient fleet operations.
Advanced Driver Assistance Systems (ADAS): Connected vehicle software supports ADAS features like adaptive cruise control, lane-keeping assist, collision avoidance, and automated emergency braking. These systems utilize vehicle-to-vehicle and vehicle-to-infrastructure communication to enhance safety by providing real-time alerts and assistance to drivers.
Infotainment and Connectivity: Connected vehicle software offers various infotainment features to enhance the in-car experience. This includes integration with smartphones, access to streaming services, navigation systems, voice commands, and other entertainment and communication functionalities.
Overall, connected vehicle software plays a crucial role in transforming traditional vehicles into intelligent, data-driven platforms capable of communicating and interacting with their surroundings. It opens up opportunities for improved safety, efficiency, convenience, and future innovations in the automotive industry.
Many years ago I remember watching Alan Sugar, a British billionaire entrepreneur, saying what he would do if lost all his money.
His response, which I’ll never forget, was that he knew he could make it all again. He said it with such confidence and conviction.
I feel the same way. Once you’ve done it once, doing it again is easy.
I’ve seen many people lose everything, often in their 40s or 50s, only to bounce back as fast as Ben Johnson on steroids.
What I’d do is as follows:
1. Forget the US$10 and focus on getting an investor. 2. I’d want around US$1m. Start a lean tech startup. I could do it on as little as US$10k but I can get more done and have bigger plans if I have some money to play around with. 3. As long as I’m lean, work hard, and listen to customers, I can’t really go wrong.
Leaders and managers are being asked to adapt and evolve like never before.
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Are you in the pro-office camp, believing that sustaining high levels of productivity and collaboration as well as a strong and healthy corporate culture demands that employees work under the same roof? Or do you envision a world where your home is your office, and you only make periodic guest appearances at a smaller corporate office?
Whichever side of this debate you favor, pandemic protocols will likely continue to require many organizations to extend operating in a work-from-home (WFH) or hybrid work environment throughout 2022. It’s no longer a short-term exception to tolerate until returning to your more comfortable set of leadership working conditions. It is the new normal. Embracing this new normal requires leaders to choose new approaches, evolve mindsets, and develop heightened interpersonal skills.
As if this transition is not challenging enough for leaders, the world has collectively decided that reducing burnout and improving well-being are organizational imperatives. The data shows that employees are leaving organizations in droves and will make some dramatic life changes to find work-life alignment. This movement alone will likely tip the scales to prioritize a more flexible work environment and keep employees’ wants and desires as the driver of many important organizational business and HR decisions.
As we begin the new year, leaders and managers are being asked to adapt and evolve like never before.
To emerge with an evolved culture, an engaged workforce, and a strong talent pipeline, leaders at all levels will need to engage their personal authenticity. In a world full of mistrust and uncertainty—in institutions, science, information, and people—employees need a leader they can trust. A leader who is honest about themselves, creates conditions that allow their employees to be who they truly are, and provides an environment that brings some calm and comfort to an otherwise chaotic world.
What does it mean to be authentic from a leadership perspective? Turning to Merriam-Webster for clarity, we find three parts to the definition: being real or genuine, being true and accurate, and being made to be or look just like an original. Let’s consider how each part of the definition plays out in today’s leadership landscape.
Leaders who show their real and genuine selves to others at work build stronger bonds of trust. This provides the fuel to power their teams to tackle thorny issues with openness and transparency. Navigating times of change requires faith in others that are guiding them through unknown waters. Said another way, to retain your staff and lead a WFH workforce, leaders cannot be seen as just blindly accepting the company’s rhetoric. They need to find their own voice.
Second, being true and accurate has always been important. But today, in the absence of corporate messages communicated on physical bulletin boards, an employee’s leader becomes their most important communication vehicle. Leaders need to prioritize communication and take time to provide true, accurate information in a timely way.
The last element of authenticity, being seen as original, refers to being true to one’s own personality, spirit, or character. Leaders must know themselves and be comfortable in their own leadership skin. Only then can they relate to others with a trustworthiness and credibility that leads an employee to follow, despite uncertainty, unpleasant working conditions, or other corporate culture challenges.
Research shows that authentic leadership is a significant predictor of an employee’s job satisfaction, organizational commitment, and workplace happiness. So how do you tap into the power of your own authenticity, regardless of what others are doing in your organization?
GET TO KNOW YOURSELF
Get clear on your core values and leadership style. Authentic leaders embrace their unique leadership style that comes. All styles can be effective. I know successful CEOs from each DISC and MBTI type. Whether naturally extroverted and charismatic or introverted with low-key charm and grace, leaders are most successful when they own their style and build a team around them that complements it.
It’s also valuable to reflect on your own life story. Journaling and mindfulness can help you process your experiences and discover who you really are. As Brené Brown said, “When we have the courage to walk into our story and own it, we get to write the ending.”
CONSISTENTLY SHOW UP AS YOUR TRUE SELF
When you dive into deeply understanding yourself and get comfortable with your own humanity, you’re better able to consistently be yourself and let others see your true colors. Many leaders have been taught to hide their weaknesses, cover up their mistakes, and keep a wide distance between their personal selves and their employees. This doesn’t work any longer, and it probably never worked. We want to see the real, true person in our leaders, flaws and all. This is the only way to establish a real connection with the people we lead. When you believe in yourself and your ability to positively impact those around you by using your natural talents, it’s easy to establish a culture of trust with the people you lead.
SEEK FEEDBACK AND KEEP EVOLVING
Finding your authentic self is a journey, not a destination. It takes time and practice. It evolves. The more you show yourself to others and signal that it is safe for others to do the same, the more your conversations become less transactional and more transformational.
Seek input by asking others to share when your words and actions don’t appear to be in alignment. Practice humility by accepting that you may fall short time and again. Learn from it, give yourself space and grace to tap back into your values and natural style, and begin again.
And let’s not forget the imperative of finding more well-being at work. This may be the greatest legacy authentic leaders leave behind. Once you get comfortable showing up as your authentic self, finding more of your own inner peace and well-being in the process, the more others will stop, breathe, reflect, and follow your lead.
_ख्वाहिश नहीं मुझे_ _मशहूर होने की,_ _आप मुझे पेहचानते हो_ _बस इतना ही काफी है._ _अच्छे ने अच्छा और_ _बुरे ने बुरा जाना मुझे,_ _क्यों की जिसकी जितनी जरूरत थी_ _उसने उतना ही पहचाना मुझे._
_जिन्दगी का फलसफा भी_ _कितना अजीब है,_ _शामें कटती नहीं और_ _साल गुजरते चले जा रहें है.__एक अजीब सी_ _दौड है ये जिन्दगी,_ _जीत जाओ तो कई_ _अपने पीछे छूट जाते हैं और_ _हार जाओ तो_ _अपने ही पीछे छोड़ जाते हैं._
_बैठ जाता हूँ_ _मिट्टी पे अकसर,_ _क्योंकी मुझे अपनी_ _औकात अच्छी लगती है._ _मैंने समंदर से_ _सीखा है जीने का सलीका,_ _चुपचाप से बहना और_ _अपनी मौज मे रेहना.__ऐसा नहीं की मुझमें_ _कोई ऐब नहीं है,_ _पर सच कहता हूँ_ _मुझमें कोई फरेब नहीं है._ _जल जाते है मेरे अंदाज से_ _मेरे दुश्मन,_ _क्यों की एक मुद्दत से मैंने न मोहब्बत_ _बदली और न दोस्त बदले हैं._
_एक घडी खरीदकर_ _हाथ मे क्या बांध ली_ _वक्त पीछे ही_ _पड गया मेरे._ _सोचा था घर बना कर_ _बैठुंगा सुकून से,_ _पर घर की जरूरतों ने_ _मुसाफिर बना डाला मुझे.__सुकून की बात मत कर_ _ऐ गालिब,_ _बचपन वाला इतवार_ _अब नहीं आता._ _जीवन की भाग दौड मे_ _क्यूँ वक्त के साथ रंगत खो जाती है ?_ _हँसती-खेलती जिन्दगी भी_ _आम हो जाती है._
_एक सवेरा था_ _जब हँसकर उठते थे हम,_ _और आज कई बार बिना मुस्कुराये_ _ही शाम हो जाती है._ _कितने दूर निकल गए_ _रिश्तों को निभाते निभाते,_ _खुद को खो दिया हम ने_ _अपनों को पाते पाते.__लोग केहते है_ _हम मुस्कुराते बहुत है,_ _और हम थक गए_ _दर्द छुपाते छुपाते._ _खुश हूँ और सबको_ _खुश रखता हूँ,_ _लापरवाह हूँ फिर भी_ _सब की परवाह करता हूँ._
_मालूम है_ _कोई मोल नहीं है मेरा फिर भी_ _कुछ अनमोल लोगों से_ _रिश्ता रखता हूँ._
सख्त रास्तों में भी आसान सफ़र लगता है, ये मुझे मेरी माँ की दुआओं का असर लगता है। इक मुद्दत से सोई नहीं मेरी माँ जब… इक बार मैंने कहा, “माँ मुझे डर लगता है…।”
Sakht raaston mein bhee aasaan safar lagata hai, Ye mujhe meree maan kee duaon ka asar lagata hai. Ek muddat se soee nahin meree maan jab… Ek baar mainne kaha, “maan mujhe dar lagata hai….”
– Visibly committed to diversity. – Humble. – Aware of their on bias. – Curious about other. – Culturally intelligent. – Effective collaboration.
Pradip Sah
Summary : Companies increasingly rely on diverse, multidisciplinary teams that combine the collective capabilities of women and men, people of different cultural heritage, and younger and older workers. But simply throwing a mix of people together doesn’t guarantee high performance; it requires inclusive leadership — leadership that assures that all team members feel they are treated respectfully and fairly, are valued and sense that they belong, and are confident and inspired. Research involving 3,500 ratings by employees of 450 leaders found that inclusive leaders share six behaviors — and that leaders often overestimate how inclusive they really are. These are the behaviors: visible commitment, humility, awareness of bias, curiosity about others, cultural intelligence, and effective collaboration.
__Companies increasingly rely on diverse, multidisciplinary teams that combine the collective capabilities of women and men, people of different cultural heritage, and younger and older workers. But simply throwing a mix of people together doesn’t guarantee high performance; it requires inclusive leadership — leadership that assures that all team members feel they are treated respectfully and fairly, are valued and sense that they belong, and are confident and inspired.
Often, it’s easy to “call out” people when we notice their microaggressions or biased behaviors. But it can be equally challenging to recognize and acknowledge our own unconscious biases. That said, becoming aware of your shortcomings can help you hone your leadership style, especially when you’re a new manager.
The first step is to acknowledge that you have biases and educate yourself to do better. Ask yourself: Do I hold stereotypes or assumptions about a particular social group? As a manager, do I acknowledge and leverage differences on my team? Use your answers to help you unlearn your unconscious assumptions.
When someone calls out your unconscious biases, try not to get defensive. Rather, assume positive intent and use their feedback as an opportunity to learn.
Reach out to a diverse group of peers to understand how they perceive you, and seek continuous feedback. These peers can also become “accountability buddies” who help you stay on track when you decide to change your behaviors.
Embrace diverse perspectives. If your close circle “looks” just like you, it’s time to build a more diverse network. Join an employee resource group or look to connect with colleagues whose backgrounds are different than your own.
Where your work meets your life.
When I became a manager for the first time, I had a clear vision of my leadership style: I wanted to value my team and treat everyone with respect. Once I took charge, I learned that leadership wasn’t as simple as I’d first imagined it.
A direct report, Bob, had joined the team right after high school (and before I’d joined). He had no college degree or certifications to his credit. Unconsciously, I assumed Bob was less capable than others on the team and began to assign him less challenging projects, because certifications show expertise, right?
“Why aren’t you assigning Bob on that new project?” a peer asked me one day. The more we discussed it, the more I realized that I’d assumed others to be more capable than Bob merely because they had a college degree. I was inadvertently discriminating against Bob and treating him differently.
As I worked to correct my behavior towards him, I realized how much I’d been unaware of his skills because of my biases. He was the to-go person for anyone who needed help in solving the most complex challenges, he was an avid learner, and he knew his stuff.
What I learned from this experience was that our intentions are worthless without thoughtful action. While I “intended” to create a team where everyone felt equal, I had failed to put that intention into practice. Recognizing I had biases unknown to myself but visible to others pushed me to investigate the other ways in which I might have been unintentionally undermining or holding back my team.
Often, it’s easy to “call out” people when we notice their microaggressions or biases. But it’s challenging to recognize and acknowledge these behaviors in ourselves. When we choose to become aware of our shortcomings, we can use what we discover to inform our leadership style and correct (or avoid perpetuating) discriminatory behavior.
Here are a few strategies that have helped me on my journey to becoming a more inclusive leader.
1)Acknowledge that you have biases. Then, educate yourself to do better.
It’s important to become aware of our unconscious biases and work towards change.
I grew up in a privileged environment where attaining a “higher education” was considered the path to success. For most of my life, I believed thatexpertise and capability were strongly correlated with your level of education. That harmful and limiting assumption clouded my judgment of Bob and his skills.
To become aware of your unconscious biases, start by educating yourself.
Paying attention to your thoughts and examining your beliefs can help you identify the assumptions you currently hold. For example, do you believe that people will always speak up when they disagree? Do you think that showing your emotions — or crying at work — is a sign of weakness? How do you feel when someone misses a deadline? Do you automatically assume that they are unproductive or incapable, or are you able to extend empathy and listen to their reasons?
The key is to slow down and investigate your beliefs and assumptions so that you can see the other person for who they truly are. As a leader, it’s easy to think that you don’t have time to pause. But taking a few minutes to question yourself can make all the difference to you and your team. Here are some other questions you can reflect on:
What core beliefs do I hold? How might these beliefs limit or enable me and my colleagues at work?
How do I react to people from different backgrounds? Do I hold stereotypes or assumptions about a particular social group?
As a manager, do I acknowledge and leverage differences on my team?
How would my team describe my leadership style if they were sharing their experience of working with me to others?
Do my words and actions actually reflect my intentions?
Do I put myself in the shoes of the other person and empathize with their situation, even if I don’t relate to it?
When you pay attention to your answers, you’ll find patterns of thinking that will help you become aware of other biases that you may have.
When I did this exercise, I realized that I was undervaluing people who were quiet in meetings because I assumed that they didn’t have anything to contribute. But the truth was that I wasn’t creating an inclusive environment for them to open up or share their thoughts. To overcome this bias, I started sending out meeting agendas in advance. I also checked in with my quieter team members during our one-on-one meetings to assure them that I valued their contributions and brainstorm ways to help them speak up.
2) Let others challenge your assumptions.
Our view of ourselves is made up of our life experiences and the lessons we learn along the way. We typically develop unconscious biases as a result of the things we were taught and the observations we made throughout our childhoods and adolescence — at home, at school, in conversations with friends, and through the media we consumed (and still do).
When someone challenges these long-held beliefs and values, it can be uncomfortable. Instead of getting defensive, pay attention to your immediate reaction. Before acting, take a breath and try to shift your mindset. Approach the situation from a place of curiosity and positive intent. Here are some ways to have a conversation when someone points out your microaggressions or problematic behaviors.
“I really appreciate you sharing that with me. What else did you notice that I should be aware of?”
“I hadn’t thought about it this way until you shared your views. Would you say more?”
“Thank you. I didn’t realize that. I’m committed to growing my leadership and am aware we all have unconscious biases. What else can you share with me about the impact of my actions?”
Your mistakes are not dead-ends. Every confrontation is an opportunity to learn and improve your leadership. These discussions will open you up to seeking feedback from others, who can become the catalyst to help you uncover your biases.
3) Be open to feedback.
It’s human to crave affirmation, especially when you’re a leader. But doing right by people requires that you constantly look at how your behaviors, actions, and words impact your team.
Reach out to a diverse group of peers to understand how they perceive you and what you can do better. People whose perspectives and opinions differ from yours are more likely to provide you with insightful feedback. You could say, “I value your opinion and am curious about the impact of my leadership style. Would you be willing to have a conversation about this? Is there something I can improve upon that will have a positive impact on the team?”
Then, listen with the intent of learning something new. Remind yourself that honest feedback will help you grow and develop self-awareness.
This is a situation I have personally faced at various points throughout my career. On one occasion, for example, I had a particularly strained relationship with a direct report. Once we discussed the issue privately, I learned that she felt I was micromanaging her and diminishing her experience. From my perspective, I thought I had been helping her overcome challenges. While the feedback was hard to hear, I had to remind myself that it wasn’t personal. My goal was to enable my direct report in the ways that worked best for her.
Once you identify your own weak areas and decide what changes you’d like to make, you’ll likely need support to help you follow through. In my case, my direct report and I scheduled a fortnightly check-in during which she could share updates and concerns. You can similarly hold yourself accountable by sharing your goal with a mentor or a trusted colleague. Chooses someone who will encourage you and push you to re-commit when you are struggling.
4) Embrace diverse perspectives.
You shouldn’t just receive feedback from people whose world views vary from your own, you should make an effort to regularly interact and build meaningful relationships with them. Even if you end up engaging in healthy debates, the experience will broaden your mindset and encourage you to become a more inclusive (and creative) person. Cultivating a diverse network is a great way to do this.
When I originally looked at my network, I found that many of my friends and colleagues “looked” like me. They came from similar backgrounds, levels of privilege, and social capital. These kinds of networks can often turn into echo chambers where people share similar thoughts and opinions.
I encourage you to take a critical look at your network as well. Do you need to expand it? If the answer is “yes,” try joining an Employee Resource Group (ERG) that will help you connect with people from different backgrounds who may share your interests. Similarly, you can seek out community groups on LinkedIn to meet professionals from around the world.
If you want to expand your circle of friends at your current job, try to be more intentional about who you reach out to. Invite people outside of your immediate team for a coffee break or virtual lunch. This could be other leaders in your company, peers in other departments, or any colleague with who you have yet to connect with. Use the time to get to know them — ask about their work and their lives. Go in with the expectation that people are going to be different than you (in all kinds of ways) and appreciate those differences when they show up.
Finally, keep in mind that there are simple ways to expand your perspective outside of networking with other people. One thing that has helped me diversify my thinking is the media I consume: the books I read, the podcasts I listen to, and the people I follow on social platforms. In my early career, for example, I’d only read — and was only encouraged to read — leadership books written by white, male authors (not surprising). Now, I intentionally search for and pick up books by authors of all races, genders, and nationalities to expand my outlook.
Learning to embrace diverse perspectives may feel challenging at first, but making a conscious effort will help. Change – of any kind – is uncomfortable. The most important thing you can do as a leader is prepare for that discomfort. Every phase of your leadership journey will require that you take time to introspect and emerge more self-aware. That is what will allow you to grow and flourish.
Pradip Sah 
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