Hewlett-Packard, Sunrun: Sonita Lontoh

IndustrialSage

Sonita Lontoh (Global Marketing Head at HP, Board Member at Sunrun) returns to share her leadership principles in light of the state of the industry.

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Danny:

– Well hello and thank you for joining me today on the IndustrialSage Executive Series. I am joined by Sonita Lontoh, who is the Global Marketing Head at HP and a board member at Sunrun. Sonita, thank you so much for joining me today on the Executive Series on IndustrialSage which, this is I believe your second time here on IndustrialSage.

Sonita:

– Yeah, and thank you so much for having me, Danny. It’s so good to be able to share some perspective today.

Danny:

– Well I’m excited to jump into today’s conversation a little bit more. I think the last time when you came on we were talking a little bit more about marketing and some other things. Now under the Executive Series, kind of excited to jump into a little bit more about you and learning a little bit more about some of your insights, what you’re seeing in the industry, and some different trends. Before we really jump into it, for those who are not familiar with who you are and what your role is and what you’re doing at HP, if you could share that, that would be fantastic.

Sonita:

– Yeah, great. And again, thank you for having me today. So yeah, just a little bit about myself, looking back at my career, about 25 years I’ve had the privilege to lead and advise at the intersection of innovation, digital transformation, and disruptive technologies. I’ve done that, Danny, both with new businesses within large Fortune 100 companies such as HP today and prior to that, also with Siemens with their new digital business but also with smaller, more entrepreneurial, Silicon Valley venture-backed technology companies. So pretty diverse, have seen the gamut, but the connecting thread is always new business. Usually there’s a disruptive technology involved, and then usually the disruptive technology is enabling some kind of digital transformation. So started that by focusing more on industrial IoT which, at the end of the day, as some of your viewers probably know, is about data and connectivity. And doing that prior to HP, focusing on energy and infrastructure.

And then I was at Siemens about three years ago that I got a call from HP, and to be honest with you, I never thought of HP as a place to go. Not because it’s not a great company; it is a great company, but it’s an area that’s slightly different than where I was focusing. But then HP said, hey, we are starting this new business. It’s going to disrupt manufacturing. And as I listened more to them, basically it’s this new 3D printing and digital manufacturing business, and it’s enabling digital transformation but for the manufacturing industry. I viewed the opportunity as attractive because even though at the time I was focusing on infrastructure and energy, but I saw this as an opportunity to enable digital transformation in another sector. Plus the opportunity to start a new growth business for HP, which is the birthplace of Silicon Valley, and as the company is trying to evolve for the next phase of growth, I thought that was a great opportunity. And so here I am. I’ve been here for about three years now, and so far the journey has been pretty fascinating.

Danny:

– That sounds super exciting. Well congratulations. It is interesting how you said that, when you were coming from Siemens going over to HP, the idea of them being involved in a little bit more of a manufacturing and industrial application was very interesting, and how they said, we are coming in, and we are going to disrupt the industry. It’s very exciting about 3D printing. It’s been very much of a buzz topic. What are some of the themes and some of the areas and the trends that you’re seeing in the space right now that are requiring companies to rethink and innovate?

Sonita:

– Great question. Yeah, so when you look at the industry, I think there are a few trends going on, and perhaps I can summarize those as 3D as well, mainly decentralization of manufacturing and democratization or personalization, and then last but not least, and I think this is happening in many industries is decarbonization or sustainability. So let me just go over them briefly, each one. In terms of decentralization, we see a trend, I think, around the world for manufacturing to become more distributed and basically what that means it’s this shift that certain types of manufacturing can actually happen closer to where the demands are and locally, so more distributed. Of course it creates both challenges and opportunities for manufacturers.

And then the second trend that we see is what I call democratization or personalization where there is also an increasing trend for customers, be it enterprise customers or end consumers to demand products and solutions that are more customized to their needs. The last but not least is this decarbonization or sustainability where we see manufacturers are always looking for ways to be more energy- and resource-efficient and looking for ways to improve their sustainability. But then when you take a step back, basically these trends create challenges for a lot of manufacturers because they have to be able to adapt not only their existing processes but also their people, their skill sets, the way they do business in order to be able to tackle some of these challenges. What we’ve seen, some of those companies that want to get ahead of the challenge, they adopt some digital technologies including 3D printing, digital manufacturing, in order to enable them to be more agile so that they can respond faster to customer demands. They can create new business models in certain cases, overall just turn the challenges into opportunities.

Danny:

– Yeah, absolutely. Relative to that, how have you seen companies adopting this new technology, whether it’s the 3D printing, digital manufacturing, and what do some of those use cases look like?

Sonita:

– Yeah, interesting. It has been definitely a journey for the past three years. I would say there is really no one-size-fits-all because the truth is I think each customer, like each company, is at a different stage of maturity with regard to their digital manufacturing maturity. Some, they’ve never tried it. They’ve never heard of it. Others, we see companies that have champions inside the company that have tried it, worked on it, maybe tried it on a few controlled applications trying to prove the business case before they scale it. And still others, and usually these are more for what I would call digital natives, well-capitalized startups, they don’t have legacy systems to deal with that they can just adopt the new technology and disrupt an industry. And so really as I explained, they’re at different stages of maturity, and they do it for different business reasons. But what we have seen is that as a solutions provider like HP, our goal is really to just partner closely with the customers regardless of where they are in their journey in order to be able to collaborate and work together with them to ensure that we are a trusted partner that can grow with them throughout their journey.

What is interesting, Danny, what we have seen is, it seems, especially for production applications, it seems that applications where there is a need for highly-customized or what we call mass customization, 3D printing technology seems to be a good fit from a business case perspective. Basically if every single thing that you make is slightly different, then using 3D printing makes more business sense compared to, let’s say, if you’re just producing millions of parts of the same thing. We see industries such as dental aligners, hearing aids, maybe customized glasses, customized orthotics and prosthetics, customized shoes where the item has to be customized in a sense then the 3D printing really makes sense. As I mentioned previously as well we’ve also seen, it’s different working with a customer that is a digital native, well-capitalized startups with no legacy systems. Then they can go big faster versus working with a customer that has a lot of legacy systems. They have to start somewhere that makes sense, and you have to be patient and working with them throughout their journey because it’s not going to be an overnight project for them.

Danny:

– Yeah, absolutely. I can see that younger, leaner startups are going to be—I love how you said companies that don’t have the legacy systems, there’s going to be a whole lot of heavy lifting, or less heavy lifting, and they can see things a little bit differently and boom, be able to adapt because this certainly is a disruptive technology. I think it’s amazing. Let’s talk about disruption a little bit more. We’ve had this crazy thing happen over the last year called Covid. It has completely disrupted and changed all kinds of things. Looking at the industry, what are the biggest disruptions or the changes that you’ve seen in your opinion?

Sonita:

– Yeah, another great question. I would say reflecting back, especially last year, I think the pandemic has actually proved to be—of course it was a challenge. It was a challenge for everyone. But it has also proved to be a positive moment, I think, for this industry because for the longest time the industry has talked a lot about the potential of 3D printing to enable, as I’ve mentioned, distributed local manufacturing where people can manufacture on demand closer to the point of distribution. But during Covid, as you remember Danny, a lot of just supply chain disruptions happening around the world because—

Danny:

– Still happening.

Sonita:

– Yeah, borders were closed, goods and people couldn’t move. And so there’s a lot of supply chain disruptions, and we saw it as an opportunity, and not just an opportunity actually. We seized it, and our customers and partners seized it as well. I’m really proud to be able to actually share with you that last year especially after the first few months after Covid hit, lots of supply chain disruptions around the world, HP together with our global partners and customers around the world, we quickly rallied and worked together to design and produce I would say more than 5 million mission-critical applications, so things like PPEs, face masks, face shields, ventilator and respirator parts, nasal swabs, and others to basically help the local healthcare workers battle the pandemic. And so with that moment, it really showcased the power that this new technology had, and for the longest time in theory you can really use 3D printing for distributed manufacturing, but during that Covid-19 situation the first few months, it just really provided it I think with a watershed moment that hopefully can help with the paradigm shift in thinking as government institutions around the world, many different industries around the world are rethinking their supply chain resiliency and manufacturing processes.

Danny:

– Absolutely, yeah, a lot of reshuffling, the resiliency, supply chain as you mentioned there, huge implications and driving a big need to—I like how you said there was a lot of talk beforehand about how we could implement it. Now is, we have to implement this. Wow, look at this. This is an actual viable solution to really solve a lot of these challenges and create a lot of new opportunities. Relative to that, what are you thinking looking forward now over the next three to five or ten years? What trends or what are you seeing in the future?

Sonita:

– Yeah, I see the next three, five, ten years, there are two things. I think from the customer perspective, I think as more and more people realize the benefits of 3D printing as they move up their journey and they can see how this new technology can help them to either reduce costs from an operational efficiencies perspective or, in some cases, be able to enable them to provide better customer experience through personalized products for their customers or end consumers and in some cases besides that, companies that are the most advanced have been able to leverage new technology to create new business models and new revenue streams that would otherwise not be possible. I think as more and more people and companies and customers see this, I think they will start adopting it more and more and making it part of their processes. Then from the industry perspective, I think as the industry itself continues to mature, a lot of us, the players, we will have to continue to collaborate with each other in order to be able to provide an end-to-end solution for our customers so that it is easier for the customers to route the inner means. We have to make sure that the hardware, the software, the services, the design, it’s all inter-operable with each other so that it is easier for our customers in order to be able to adopt it and to make it an integral part of their manufacturing process.

Danny:

– Well certainly a lot of opportunities and a lot of different things that we’re going to be seeing over the next few years for certain. Going back to where you mentioned with Covid, certainly yes, there were a lot of challenges, but also you could flip it a little bit and say there was a lot of opportunities. And I think because of those opportunities now that have been capitalized on, it’s opening up this whole new world for both, you mentioned your customers but then also looking at your partners to be able to open up new business streams and align between, you mentioned software and hardware and all the infrastructure. I think it’s going to be very exciting to see all the new applications over the next several years because I really do think that this is going to be a huge piece of it, certainly be able to respond from a flexibility standpoint. We’ve learned that is critical, especially when it comes to your supply chain. Fascinating stuff. I kind of want to switch gears a little bit. This is where I want to get to know about you a little bit more and some things. Let’s talk about your leadership principles. What are they? What are some of those pillars for you?

Sonita:

– Yeah, great question. I would say over the years my leadership principles have evolved based on the experiences and as I also continue to grow on my own journey. I would say in general my leadership principles can be summarized as follows: The first one I think, especially in my area where I’ve been a lot dealing with disruptive technologies, and I deal with a lot of very brilliant inventors, people who invent things, I think leaders have to be customer-focused. And by that I mean, especially in the world of technology and especially in the world of disruptive technology, I think leaders have to take the time to truly understand what the customer needs are and be able to articulate how this great technology that are being invented are actually helping to solve real customer problems. I think leaders will also encourage others to be customer-focused as well.

Then second, and again I think this is also related to new, emerging technologies, leaders have to be long-term focused because as I have mentioned it’s a journey for most companies from invention to commercialization to helping customers succeed; it’s a journey. So a leader has to have a very long-term view, and he or she should not be trading the long-term value for short-term gains. Then last but not least, this is more from a personal perspective. I think leaders develop other leaders instead of other followers, and there is actually this concept that I listen to from John Maxwell. You may know the leadership coach and guru where he says there are five levels of leadership, and most people are on the journey.

But what really resonated with me, he basically said that while most people start a positional leader because it’s the easiest, but it’s also the least rewarding. And as you continue to grow in your own leadership journey, you will focus more on developing others because when you develop others as leaders—and I found this myself—when you have more leaders in your organization, more of the organization’s goals can be accomplished. And when you’re being intentional in developing other leaders, I think not only you reap the benefits, but then these other people also multiply it to others. And so I would say, I don’t think I’m quite at the pinnacle yet because I think these five levels, they talk about how you start here and then eventually you go up to the pinnacle level five, and I don’t think I’m there yet. However, I think as I continue to grow in my own journey, it’s focused on developing others as leaders just become more and more important for me.

Danny:

– That’s fantastic. I love that. You mentioned being customer-focused, and then long-term. That’s very, very difficult versus switching to short-term. And then developing other leaders, I think that’s fantastic. You mentioned John Maxwell, coming from there. Over the last year, looking at leadership, obviously Covid, to go back to that again, created a lot of different challenges and opportunities. How did you say that you were able to keep people really focused, your teams focused on success and moving forward in so much uncertainty?

Sonita:

– Yeah, and I think all of us were dealing with that last year and everyone has their own ways of leading during times of uncertainty. What I found is, when you have good people in general, they want to do well. But of course during times of uncertainty, they can be scared because they’re not sure of what’s coming. And so as a leader, I think one of the things that you can do is you can be even more authentic. You can be more compassionate, and you have to be able to provide a realistic sense of hope. Some examples of how you can be more authentic is as a leader I think during times of uncertainty, you can more openly and honestly share about what you know and also what you don’t know because especially last year a lot of leaders, they didn’t know. They were kind of like, this is a new playbook. The playbook has not been written with regards to how to deal with the pandemic. So you just have to be authentic because I found that people appreciate the honesty and the openness more, rather than if you’re sugar-coating and promising things that you don’t know may or may not happen.

Then the second is, I think you can be more compassionate, and especially during the pandemic understanding that you have to give people the freedom to finish their work, and you don’t know how or when, and give them the freedom, trust them because sometimes your team members during the day, they might have to deal with their children who are homeschooled because of the pandemic, or they have to take care of an elderly family member, so you don’t know that. But as a leader I think you have to show compassion by giving them the space and the freedom to finish their work the way they see fit. Then last but not least, being able to provide a realistic sense of hope, basically giving people the sense that they are working in an environment that is safe and care about them. And you can do that by celebrating little things. I think last year we had some virtual birthday celebrations. We had some virtual happy hours. This was before people felt a little bit Zoomed out. We tried to really show the team members that, hey, we care. Let’s celebrate the little things. Let’s just make sure that people still feel that they’re part of a community, even though it’s virtual. So I think, yeah, during times of uncertainty, as a leader I think you have to be authentic, you have to be compassionate, and then you can provide this little realistic sense of hope.

Danny:

– Those are some great points. All of that makes a lot of sense. I love how you said, there was no playbook. Definitely there isn’t, and so I love the comment on authenticity. It’s like, we don’t have all the answers, and saying hey, this is what we know. This is what we don’t know. I certainly love celebrating…it’s kind of funny how you mentioned there before, people were Zoomed out because Zoom fatigue is a thing.

Sonita:

– Yeah. You know Danny, it’s funny because I think in the beginning everyone was, yeah, yeah let’s do virtual happy hour. And then I think after a few months, they’re like, oh, we don’t want virtual happy hour anymore because we’re Zoomed out. Yeah, exactly.

Danny:

– It’s real. So given your experience working with companies that are involved in disruptive technologies, how can leaders really inspire and foster a sense of innovation and creativity inside the workplace? What have you seen working, and how do you do that?

Sonita:

– Yeah, good question. I think at the end of the day, there’s no template for inspiring innovation and creativity. As leaders, we just need to create a safe space and environment for people to not be afraid to experiment and be able to fail fast, think outside the box. But there are a few guiding principles I would say that I’ve noticed in the past five, six years that seem to be working well. These are just guiding principles; again as I said, it’s not a template, and it really depends on the culture of your company and the culture of your people and what area of technology you’re working on. The first guiding principle I would say is to make it fun because I’ve found that when people are in a fun environment, somehow they become more creative. And so an example that I have on my own team every quarter we have this big planning meeting, and there will be a session where we divide all the people into different teams, and then they went their separate ways and think of one big idea that we might be able to implement for the next year. Then people came back and presented their ideas, so we did it in kind of a fun way, the Shark Tank way, and people become very competitive. It’s fun, and it’s competitive. And then you just got a lot of this very creative, great ideas.

So that’s one. Then the second—and we experienced this probably during the pandemic—is to make it part of your everyday life. I think some companies maybe mistakenly believe in order to have creativity and innovation, you have to have a separate thing, the innovation group because the day-to-day people, they’re just focused on operations. So it’s this big, separate, magical thing that will be more innovative and creative. And I think, as we experienced last year, that actually is not true because what you’ve found is sometimes the most creative things can happen just on your day-to-day because you are trying to, let’s say, solve a problem for a customer, or last year, trying to pivot your plan because whatever you were planning was not going to happen due to the pandemic, or people were trying to achieve more with less. There’s a lot of budget cuts all over the place because of the resources and just uncertainties of the pandemic. And then you found out that people came with all kinds of creative ways to deal with just their day-to-day problems.

And then last but not least, and I think this is very important especially for new businesses in categories that have not been created before. I think it’s very important to mix people from different backgrounds, and what I meant by that is not just diversity in terms of gender or race, but also people from different disciplines, people from different experiences, different industries. Here in this group at HP we have people who came from creative backgrounds, from engineering backgrounds, from big companies, small companies, from different industries. And what you found is when you mix people from different backgrounds you get what I call the value network. Basically what that is, is the interdependencies of these diverse thoughts and experiences contribute something that is much more informed and bigger than individual parts of the network. And so at the end of the day, Danny, I would say yeah, make it fun. Make it part of your everyday life. Then the third one is to mix people from diverse backgrounds that have different experiences.

Danny:

– I love that. That’s fantastic. I was just feverishly taking some notes. I really like those principles and those ideas because it can be particularly the second point where you said, make it part of everyday life. Where maybe if you’ve got a team that’s dedicated to innovation, well that’s kind of the point, I guess. But when you have a whole department and your whole operations team, they’re seeing things. They’re experiencing things. And a good idea can come from anywhere, right?

Sonita:

– Yeah, and what you don’t want is people who are working in, let’s just say ivory towers because there is a tendency for the innovation group, they are kind of their own group. They’re not out there in the real world. They’re thinking about all these things. But those are just theories, right? Until you actually try it out there, you don’t know whether it will work or not.

Danny:

– Exactly, 100% right. It’s like a lot of companies sometimes run into issues when it comes to product development. Oh, we think this is a great idea, but the reality is that when you get boots on the ground, it’s not a problem we’re solving. We think it’s cool because we can do it. That doesn’t necessarily mean it’s addressing a challenge in the market. And so I think it’s critical. So I love that, being able to incorporate that in there. I really, really love, as well, the whole, you’re bringing in your Shark Tank ideas, people going in and bringing in competing ideas. I love that, so we’re going to be doing that. That’s for sure. In the past, you’ve talked a little bit about having a growth mindset or being in this growth mindset. Can you share some ideas and perspectives on how to develop that, maybe where you might not have that?

Sonita:

– Sure. Yeah, okay, so first I think there’s already a lot of books and writings and thoughts about growth mindset out there. For me I think the core of a growth mindset is really about having the right positive attitudes and always looking for ways to improve yourself. What I’ve found is some people do this by actively looking for constructive feedback. I think certain industries, they’re more used to this. I think the consulting world, maybe because their main product is their people and their ideas, so they’re very into seeking constructive feedback, acting on feedback.

What’s interesting, Danny, is I’ve learned through readings, through real experience or meeting different people, the truth is a lot of people are not good with dealing with feedback. Research shows that most people are actually terrible at it. The reason for that is because, interestingly, physiologically feedback triggers certain reactions in human beings. The first is, they say feedback usually triggers, the first reaction is the person will try to look for what’s wrong with the feedback. It’s just this trigger that the feedback has on people. Then second is the relationship trigger, how you feel about the feedback will partly be determined by who’s giving you the feedback. Is it someone you respect? Is it someone you don’t respect? How you look at the feedback depends on who’s giving it. But then the most important is what they call the identity trigger, and I read this, I think, in a Harvard article a while ago. They said how you internalize and how you really act on that feedback really depends on the story that you tell yourself about the feedback.

Regarding this story, after the recent Olympics, it reminded me of, I went to a college a long time ago that had some kind of athletes. I remember at the time, my classmates were Olympic athletes. That was the first environment that I was in where I really observed firsthand how these people continue to look for feedback because they wanted to continue to improve themselves. And so I guess in order to have a growth mindset, I think you have to be able to continually look for ways to improve yourself. Most people get it through feedback, and most people are not good at dealing with feedback. But if you can overcome that, you can actually have a growth mindset because every, single—not failure, but every, single opportunity, you look for an opportunity to improve yourself.

Danny:

– Yeah, that makes a lot of sense. You’ve got to ask. If you don’t have any goals—it’s like taking a tennis ball and throwing it against a wall. If there’s not a wall there to bounce back, you don’t get. You don’t know; where am I? So it’s being open, really, and asking those questions and being vulnerable, really, and I think that’s maybe a piece where people sometimes get defensive or want to look—I love how you said, well we look at the negative in the feedback, like this is wrong. This can’t be right. I like it. No, I love it. It’s fantastic. I can see that being critically important especially in your background, being involved in all these disruptive technologies because it’s constant feedback. You constantly have to look at it and adjust and make improvements, not just, I imagine, from your leadership standpoint, but even just from a business model and from a product standpoint. It’s a constant feedback loop. That makes a lot of sense.

Sonita:

– Totally.

Danny:

– So as we’re closing, do you have any—share some wisdom, I guess, with some other professionals who are looking to continually want to grow themselves and really develop more leadership capabilities. What would you tell them?

Sonita:

– Yeah, great as a closing. I think the first thing all of us know, I think, is to just accept that it’s a journey. It’s a marathon. You’ll continue on your journey. It’s not a destination. But there are again, Danny, just a few guiding principles that I felt, at least for me personally, it has helped me throughout my journey. The first one, especially given my area and the things that I’ve been dealing with is to have a growth mindset. Have a growth mindset; embrace change. And sometimes you have to even disrupt yourselves before others disrupt you.

Then the second one is to learn from mistakes. This is about getting feedback. This is about not being afraid to try new things because at the end of the day, if you keep waiting until it’s perfect, then you may never grow or learn. And I think if you’re not making any mistakes, you’re actually not growing because you’re not stepping outside of your comfort zones. And then the third one, again because it’s a journey, I think you should celebrate little victories. Some people, they wait for a big thing before they celebrate, but I would say it’s much better if you celebrate little milestones, little accomplishments, achievements, just to remind you that you’re on the right track. And then, I guess this is for some people, especially in the corporate world: always find mentors and sponsors, both men and women because, again, it gives you that diverse perspective. Seek out people who are not from your industry so that they can give you perspectives. What are the challenges and opportunities that they’re facing in their own industry?

Then last but not least, and this is just for me personally because I also talk to a lot of rising stars. A lot of people these days, especially young people like millennials and Gen Z, really focus on their passion. Sometimes I think they get very impatient; that they go into an industry, they’re there for a couple of months, and then they say oh, my God, this is not what I want to do. I want to do something else. It’s not my passion. But what I would encourage people, especially people who are younger in their leadership journey is to think about how you can combine that passion—sure, it’s great to have a passion—but what’s most important is to be able to combine the passion with your skills because hey, you might be passionate about something, but are you good at it? So combine the passion with the skills, and most importantly with the purpose. I think these days I notice a lot of young people, they are seeking this purpose, so that is good. They want to work for companies whose mission and values are aligned with their own values, which is very important. But yeah, combine the passion with skills and purpose, and I think you will feel confident and good throughout your journey.

Danny:

– That’s some gold right there. That’s some fantastic advice. I really appreciate that, especially there at the end you were mentioning passion plus skills and purpose, aligning that in there. That makes a lot of sense. Passion, sure, you can only go so far with that. Got to match up the skills, and then if you can get the purpose, great. Sonita, listen, I have all kinds of notes that I’ve taken here, so I appreciate you spending some time with us and sharing your insights and sharing your experiences. You have quite the list of experience, especially with these disruptive technologies. Thank you for sharing what you’re seeing in the industry. Things are moving forward relative to 3D printing and digital manufacturing. Obviously there’s a lot of amazing things going there, and also just sharing with us a little bit about your own, a little peek behind the curtain there about leadership and how you view things. I think this is some very, very valuable information. I think a lot of people are going to enjoy watching this.

Sonita:

– Great, thank you so much. Thanks again for having me.

Danny:

– Well always. Well you know, maybe we’ll do a follow-up here in a year or so and see how things have progressed. We’ll continue the conversation.

Sonita:

– Certainly. Thank you so much, Danny.

Danny:

– Thank you. Alright, well that wraps today’s IndustrialSage Executive Series. I’ve really enjoyed it. I’m not lying; I have a bunch of notes that I took here. This is fantastic. Thank you for listening or watching. If you are not subscribed, I highly recommend you go to IndustrialSage.com if you’re not there right now, and go ahead and subscribe because you’re missing out on great content like this so you can take a whole bunch of notes and say, hey, this is how I’m going to learn. I’m going to get that growth mindset. I’m going to continue to get feedback and go from there. That’s all I got for you today. Thank you. I’ll be back next week with another episode on IndustrialSage. And I’ll see you then.

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