Thinking. The Core of Engineering

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My Sustainable Encounter with Swati Devi

by Albert Schiller

The How

An engineer's daily work often focuses on the "how" of problem-solving. Swati Devi's journey, however, underscores the profound importance of first understanding the "why". Her experience in Japanese corporate culture revealed a philosophical tension. She observed that "there was not a lot of questioning", as individuals often "just accepted what the seniors had said". This reluctance partly stemmed from a perception that questioning could lead to "a little chaotic, it might become a little kind of egoistic also". This ingrained cultural trait contrasts with the proactive inquiry essential for true innovation. For Devi, this presented a critical observation: efforts risk being misdirected without understanding the fundamental reason.

Cultivating Curiosity in Constraint

Despite this cultural norm, the specific team Swati Devi worked with provided an elaborate environment. Their engagement with global customers introduced a different dynamic, subtly challenging the traditional Japanese approach. Her Japanese colleagues, exposed to international interactions, actively encouraged Devi and other Indian hires to ask questions. They aimed for Japanese personnel to "become aware" and "accept that it's okay to ask questions". This environment provided Devi a crucial space to cultivate a more inquisitive approach, even if initial language barriers sometimes hindered her ability to fully articulate or receive comprehensive answers. This period cemented her belief in the power of fundamental inquiry.

The Uncompromising Why

Upon returning to India, Swati Devi fully actualized this inquisitive mindset in her startup role. Here, the "first principle approach" became a foundational methodology. She ensured her team understood "why they are working" before simply focusing on the "how". This clarity, she believes, is the core motivator. Without grasping the fundamental purpose, work risks becoming a mere task, lacking the drive to innovate. Devi applies this rigorously as a leader, stating that if a problem's clarity is lacking, "it might not be with the person" or their skillset, but with the initial understanding of "why we are doing it". This dedication to root cause clarity drives her team's effectiveness.

Innovation Through Deconstruction

In an innovation-driven environment, particularly a startup where "not a lot of research has already been done", questioning preconceived notions is paramount. Devi emphasizes going to "the fundamentals, questioning it till we cannot further decode it". This involves "removing all the preconceived notions, removing all the biases" and focusing solely on "the first principles, on the fundamentals". This relentless pursuit of the underlying "why" enables teams to adapt pathways and "take those hard decisions" when initial approaches fail. Devi's objective is always "to solve the problem, not stick to a particular pathway".

Alignment

This culture of fundamental inquiry means decisions are made based on what makes sense for the future, rather than adherence to existing methods or individual biases. Devi ensures her team is "aligned on the clarity part of, and they are aligned on. Why, we are doing it". This approach minimizes micromanagement and fosters an emotional connection to the mission. Her experience illustrates how a disciplined, first-principles approach, even when culturally challenging, becomes the very engine of innovation. It guides teams through uncharted territories by continuously validating their ultimate purpose. This proactive mindset is crucial for generating competitive advantage and sustainable solutions in dynamic environments.

So what can we take from her approach?

Questions for Audience

1. Swati Devi highlights that "questioning preconceived notions is paramount" in innovation. How can established corporations, which often rely on defined processes, effectively integrate this fundamental questioning without creating internal friction or perceived insubordination?

2. Devi emphasizes that team alignment on "why we are doing it" fosters emotional connection and minimizes micromanagement. What strategies can leaders implement to ensure their teams genuinely internalize this "why" beyond a superficial understanding?