The “Why, What, and How” of Digital Leadership: Lessons from Mr. Abhijit Bagool

Introduction

In a world of constant transformation and customer expectations changing by the second, leadership is not only about decision-making—it's about creating alignment, empowering teams, and developing a resilient strategy.

Mr. Abhijit Bagool, a veteran digital transformation leader with an international presence at Capgemini, ING, and Accenture, gives us a masterclass in contemporary leadership as he shares his FaceTime with Leaders podcast conversation.

Infographic: Abhijit Bagool’s Key Leadership Milestones

• 19+ years in global financial services

• Technology leadership at Capgemini, ING Bank, and Accenture

• Delivered Digital 2.0 integration for ING across Belgium & Netherlands

• Managed multi-million-dollar portfolios with CXO-level advisory

• Winner of Zenith Award for Mentorship & Best Engagement Manager

His breakthrough came at ING Bank, where he played a key role in unifying digital operations across Europe—a bold move that boosted efficiency and customer experience. At Capgemini, he now oversees offshore delivery and contract management while leading legacy tech modernization.

Abhijit believes in purpose-driven innovation. His style blends governance, agility, and customer-centric thinking, making him not just a tech leader but a boardroom asset.

From streamlining complex systems to coaching future leaders, Abhijit Bagool is shaping the future of digital transformation—one decision at a time.

Setting the Foundation: Begin with “Why”

At the core of Mr. Bagool's leadership approach is a seemingly simple but potent model: begin with why, allow the team to clarify the what, and then, with experience, shape the how.

“Once the team understands why something needs to be done, the rest becomes a shared mission,” he explains.

By positioning purpose at the center of the process, he fosters alignment from the ground up—creating not just compliance, but conviction.

Team Empowerment Through Participation

Another of the themes that kept repeating itself during the discussion was participative leadership. Mr. Bagool is a believer in setting boundaries, not blueprints—enabling teams to chart their own path of action in a collective vision.

This trust-based methodology not only ensures buy-in, but also improves execution. He's clear that autonomy doesn't equate to lack of supervision—it equals the creation of a culture of collective trust, retrospection, and accountability.

Navigating Complexity Across Borders

From consolidating operations across Western Europe to aligning tooling platforms for multinational banks, Mr. Bagool has directed through some of the most advanced digital transformations. His top tools?

• Cross-cultural representation on delivery teams

• Shared coaching support to standardize agile practices

• Shorter delivery cycles to ensure validation constantly

• A culture of early failure and fast learning

Honest Leadership in Challenging Moments

Whether handling team escalations, managing client expectations, or restructuring delivery for accountability, Mr. Bagool’s approach has remained grounded in transparency.

“You’re not expected to be the ‘know-it-all’. You’re expected to be honest.”

By acknowledging limitations and encouraging feedback, he turned conflict into collaboration—often identifying politically motivated resistance with the help of data-backed insights and KPIs.

The Role of Technology: Not a Panacea, But a Partner

Mr. Bagool believes in digital transformation as an ongoing process of customer delight creation rather than an endpoint. From Gen AI to RPA, he has observed how technology helps businesses improve efficiency—assuming the data feeding it is bias-free and implementation is deliberate.

“Technology is forcing humans to upskill and climb up the value tree unless they'll become irrelevant.”

He warns against mindless imitations of trends without grasping their fit, promoting instead reflective experimentation and deliberate upskilling.

Governance as the Strategic Compass

Corporate governance, to Mr. Bagool, is not compliance—it's a decision-making framework that unites stakeholders and produces consistent outcomes. From the boardroom to agile teams, he sees governance as an architecture with layers:

• At the team level: task reviews and retrospectives

• At the program level: checkpoints and progress metrics

• At the board level: strategic direction and risk management

Looking Ahead: Purpose-Driven Aspirations

With his eyes set firmly on larger geographies and more advanced engagements, Mr. Bagool's motivation is deeply human: to elevate customer experiences and ignite his teams.

"You first get to your team, try and understand what they are saying … your role is to understand the truth between A and B because neither B is completely true nor A is completely true."

He's also driven by a higher purpose—nation-building. Through building his own capacity, he aims to create greater waves of positive influence.

Abhijit Bagool Directors’ Institute Journey

In his closing remarks, Mr. Bagool mentions his recent enrollment in the Directors' Institute programs. Having the appetite to develop his knowledge of ESG frameworks and broader governance strategies, he considers this learning journey a way to enhance his leadership for uncertain times ahead.

He views preparation as a strategic edge—and that’s what led him to join the institute. For him, the program is not just a course but a tool to sharpen leadership judgment and guide organizations through complexity. With a keen focus on ESG, governance, and peer-level learning, Mr. Bagool is bridging knowledge gaps and translating them into real-world strategies. This enables him to not only build resilient teams but also contribute greater long-term value in board-level roles.

Final Thoughts

Mr. Abhijit Bagool's story exemplifies a compelling mix of purpose, participation, and pragmatism. His remarks remind us that digital transformation is not necessarily about technology—it's about people, alignment, and leading with clarity.

In an age where everyone is racing against time, he presents the elusive sense of strategic patience—posing the appropriate questions, forging trust across borders, and continually questioning how we work, why we work, and where it all points.

Let’s not just lead teams—let’s align missions.

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