Business Context and Culture Are Inseparable from a Company’s Talent Strategy
Guest article by Hari TN
While many would like to believe in universal formulas for attracting and retaining talent, the truth is: there’s no single “right” way. Talent strategies must align with a company’s unique business context and culture.
Let me illustrate this through two companies I’ve worked with—Bigbasket, where I currently work, and Daksh, my first in a series of five startups. Both adopted completely different, yet highly effective, talent strategies shaped by their respective realities.
Bigbasket: Building with Belief and Process
The essence of Bigbasket’s talent philosophy is rooted in the lessons the founders carried from their previous venture, Fabmart. One key takeaway: It’s easy to spend money to build large teams, but difficult to run a thin-margin business profitably. This mindset shaped how talent was viewed and nurtured.
At Bigbasket:
Many leaders rose through the ranks. The Head of Supply Chain started as an Inventory Controller. The Product Head began as a Tech Lead.
A core belief was to hire individuals—internally or laterally—who could punch above their weight class.
Support and coaching were prioritized over pressure when someone struggled to deliver.
Educational pedigree was never a screening filter. Even those with top-tier degrees had to pass the culture-fit test—especially the ability to work with humility alongside teammates from less privileged backgrounds.
Another foundational belief: average people supported by strong processes can deliver extraordinary results at scale. This translated into:
Centralized problem-solving and process design,
A focus on hiring regional talent with strong execution skills, rather than top-tier thinkers, to optimize costs.
Innovation at Bigbasket was often fueled through strategic acquisitions—not just for business expansion, but also to bring in young, entrepreneurial talent that kept the innovation engine alive.
That said, some decisions rooted in past experience led to challenges—for instance, delays in key hires due to conservative cost thinking, which arguably slowed growth and caused some harm.
Daksh: Talent Ahead of the Curve
Daksh was a very different story. A profitable business with a bold, growth-focused leadership.
Sanjeev Aggarwal, the Co-founder and CEO, came from a background of building at scale. His philosophy was clear: When the opportunity ahead is massive, you need to capitalize quickly.
At Daksh:
People were hired ahead of the curve, often based on education pedigree as a surrogate for brainpower.
Business units were led by strong, independent thinkers. Leaders were expected to solve problems without hand-holding.
Corporate functions didn’t call the shots—they were expert partners, available on demand.
Assertiveness was seen as a non-negotiable trait. If you couldn’t speak up when it mattered, it signaled a cultural mismatch.
Non-performers, including co-founders, were moved out without hesitation.
Closing Thoughts
Both Bigbasket and Daksh were success stories—yet their talent philosophies were radically different. Why? Because each was built on a different business context and culture.
Each approach had its upsides and trade-offs. But trying to copy-paste a talent model without understanding this context is a recipe for failure.
Talent strategy isn’t one-size-fits-all—it’s a reflection of who you are, what you value, and what you’re building.