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<ul><li>By 2024, the private data of almost three fourths of the world’s human population will be covered by stringent privacy regulations. </li><li>The rising demand for <keyword id="149953" type="General" weightage="20" keywordseo="privacy-rights" source="Orion">privacy rights</keyword> and transparency will create a centralized privacy user experience (UX) and enterprises will drive their own effective privacy programmes. </li><li>Over the next one year, a large number of organizations will include a Data Privacy or Protection Officer in its <keyword id="14297933" type="General" weightage="20" keywordseo="CXO-suite" source="Orion">CXO suite</keyword>.</li></ul>A recent report by Gartner, <a href="https://www.gartner.com/document/4014350">Top Trends in Privacy Driving Your Business Through 2024</a>, has set the path for trends in data privacy and protection for the <keyword id="6356323" type="General" weightage="20" keywordseo="enterprise" source="Orion">enterprise</keyword> over the next two years. The report works on the fact that <keyword id="6715869" type="General" weightage="20" keywordseo="data-regulations" source="Orion">data regulations</keyword> will cover information about 75% of the global population over the next two years. “By year-end 2024, Gartner predicts that 75% of the world’s population will have its data covered under modern privacy regulations. This regulatory evolution has been the dominant catalyst for the operationalization of privacy,” said Nader Henein, VP Analyst at Gartner. “Since most organizations do not have a dedicated privacy practice, the responsibility for operationalizing these requirements is passed onto technology, more specifically security, under the umbrella of the CISO’s office.” In this period, companies will need to budget for data privacy at an annual average of more than $2.5 million. This would include privacy programmes, technology, and skills to ensure compliance with increasingly strict regulations. The focus will need to be on these aspects: Data Localization This will be a critical focus since privacy laws seem to be heterogeneous, and the context of privacy will need to be relevant to the country of operation. Since the launch of GDPR in 2018, over 60 jurisdictions globally have enacted or proposed privacy and data protection laws; countries that include Argentina, Australia, Brazil, Egypt, India, Indonesia, Japan, Kenya, Mexico, Nigeria, Panama, the US, Singapore and Thailand, and counting. Data localization will allow for the laws to be enforced as applicable in any particular region. This will increasingly become the priority for data privacy planning. Use of Privacy-Enhancing Computation (PEC) With the increasing proliferation of AI models and the complexity of data gathered through these channels, a tool for safer data processing and analyzing data will be desirable. This would help overcome the challenges due to multiparty data sharing, working with data from risky origins or doubtful bases. Gartner states that PEC will be commonly used over the next two years in large companies for business analytics, intelligence, or computing analytics. Adoption of AI Governance AI-based modules have been found very efficient for data analytics but research has shown an increased risk of data privacy breaches through them. Most of the AI processing in companies today takes very little cognizance of the data leakages it might inadvertently allow. The need of the hour is strict AI regulations and governance, and enterprises are becoming aware of this need very fast. Over the next two years, companies will bring together all aspects of data privacy and integrate them into a single, easily manageable, and transparent UX portal for data and consent management. By 2023, a third of all organizations will have adopted this strategy. One of the basic tasks of enterprise infrastructure will be a platform that will be handling the requests and the processes for consent and preference management (CPM). CXO Reshuffle in the New Normal As the world opens up after two years of the pandemic, the surfeit of data-driven by rapid and urgent digital transformations across the board- will need a whole new paradigm to handle privacy. In addition to the CPM and PEC, there will be the Chief Privacy Officer (CPO) or the Chief Data Privacy Officer, to manage the entire nine yards of data privacy- compliances, tools, technologies, customer connections, and safe business analytics. The new role is now beginning to take shape over the next two years, it will be a normal designation. The Advent of Data-protection-as-a-Service (DPaaS) Leveraging the panic around the gargantuan volumes of data being generated by unplanned and in many cases, knee-jerk digitization, many companies are now offering a Ready-to-go Data Protection Kit, as a service model. The market for DPaaS is expected to touch USD 19 billion by 2026. The demand for this service will burgeon in the coming months, because of its inherent ability to offer scalable, flexible, agile data privacy and management tools, at optimized cost. With privacy and security now taking the same path, there will also be rapid adoption of Data and Privacy management services. As workplaces become hybrid for a much longer-term than earlier anticipated, the risks of data proliferation, as well as privacy of market or consumer data, have become much higher. Over the last two years, companies have created their solutions to meet the challenge of data privacy and secure access, and over the next two years, they will reap the benefits of this foresight. SEE ALSO: <a href="https://www.businessinsider.in/business/news/ola-shuts-it-used-car-and-quick-commerce-businesses/articleshow/92480954.cms" style="">Ola shuts it used car and quick commerce businesses</a> <a href="https://www.businessinsider.in/tech/enterprise/the-third-phase-of-analytics-is-in-vogue-and-how-is-it-working-for-organizations/articleshow/92482821.cms" style="">The third phase of analytics is in vogue and how is it working for organizations</a> <a href="https://www.businessinsider.in/tech/enterprise/digital-twins-market-to-surge-as-e-tailers-enhance-their-offerings/articleshow/92483249.cms" style="">Digital twins market to surge as e-tailers enhance their offerings</a>

Three fourths of human population will be covered by data regulations

<ul><li>Recruitment experts believe that there will be 15-20% increase in hiring at the CXO level in 2019 in India. </li><li>From Indigo’s Aditya Ghosh now leading Oyo’s operations to <keyword id="7345771" type="UNKNOWN" weightage="20" keywordseo="Ajit-Mohan-Heading-facebook">Ajit Mohan heading Facebook</keyword>, 2018 already saw a shuffle in the top management of many of India’s leading businesses. </li><li>The adaptation to technology is one of the reasons behind increased CXO hiring.</li></ul>While the many sectors of the Indian economy cope with expected job losses, it appears that hiring in the top rung is set to see a sharp jump this year. Recruitment experts <a href="https://economictimes.indiatimes.com/jobs/cxo-hiring-on-full-steam-as-poll-impact-limited/articleshow/67596357.cms">believe</a> that there will be 15-20% increase in hiring at the CXO level in 2019. In India, <keyword id="7345773" type="UNKNOWN" weightage="20" keywordseo="Hiring-at-the-c-suite-or-CXO-level">hiring at the c-suite or CXO level</keyword> has seen an upward tick with multiple new hires across companies during the past year, with management reshuffles and executives jumping ship between companies and startups. From former Indigo president Aditya Ghosh joining Indian unicorn <keyword id="2550719" type="COMPANY" weightage="20" keywordseo="OYO-Rooms">Oyo Rooms</keyword> to Ajit Mohan of Hotstar going on to head Facebook India, there have been multiple <a href="https://www.businessinsider.in/Some-of-Indias-marquee-industry-execs-have-changed-jobs-heres-a-roundup/Abhijit-Bose-Securing-WhatsApp/slideshow/67550453.cms">rejigs </a>in the Indian business world in recent months. In 2019, the sectors that will contribute to the rise in CXOs are BFS, Consumer/FMCG, Retail, e-commerce and Fintech, according to executives of head-hunting firms. “The general elections may change this trend slightly depending on the results, but domestic demand is expected to remain bullish and hence, we will see a similar trend in the latter half of the year as well,” said Agamjeet Dang, Managing Partner, Executive Access. Another executive search expert K Sudarshan managing partner for India, EMA Partners International had told <a href="https://economictimes.indiatimes.com/jobs/cxo-hiring-on-full-steam-as-poll-impact-limited/articleshow/67596357.cms">ET</a> that with banks having cleaned up their books and the credit cycle turning positive, companies plan to augment capacity with considerable fresh capital expenditure. Tech expertise One of the reasons behind the growing demand for CXO-level hiring has been the turnaround of Indian companies to embrace technology and adapt to digital at a fast pace. Many of them lack in-house expertise, prompting demand for strong leadership with technology experience. “This will also result in shifting of job skills, with more low-end jobs moving out, and getting replaced with above skills at mid to senior levels. Even at CXO levels, this skills will continue to remain in demand and drive growth,” said Dang. And It’s not just companies that are hiring tech-driven top management, but also startups are keen on <a href="https://m.economictimes.com/small-biz/startups/newsbuzz/cto-hiring-precedes-funding-in-a-3rd-of-fintech-companies/articleshow/66874937.cms">bringing</a> on board experienced chief technology officers. India still remains an important outsourcing hub for many global companies, requiring experienced top professionals. India’s cost competitiveness, part reason that Dang cites for the increasing number of CXOs in India is the country’s cost competitiveness in providing IT Services, which is approximately three to four times cheaper than the US. “With global economies continuing to struggle with growth rates, attractiveness of India as a outsourcing hub should continue to remain bullish,” he said. Even roles requiring global leadership exposure is also drawing executives from India. In the last year, many Indians took over CXO level positions in companies across the world. Nikkon appointed Sajjan Kumar while Sony put Sunil Nayyar in charge of their local operations both positions which were earlier held by Japanese professionals, reported <a href="https://economictimes.indiatimes.com/jobs/indians-are-top-picks-for-cxo-jobs-at-asian-firms/articleshow/64913965.cms">ET.</a>

Amid job crisis, India’s C-suite hiring set to grow significantly this year, say recruitment experts

<ul><li>The average pay of a <keyword id="5645" type="General" weightage="20" keywordseo="ceo" source="Orion">CEO</keyword> is around ₹10-11.2 crore – higher than the pre-pandemic levels.</li><li>The risk component constitutes 51% of pay for a CEO, on an average.</li><li>The average compensation of a CXO is more than ₹3 crore, and almost 40% of total pay is at risk.</li></ul>The CEOs of <keyword id="51318" type="General" weightage="20" keywordseo="indian-companies" source="Orion">Indian companies</keyword> seem to be doing well. According to a Deloitte report, the average CEO pay is around ₹10-11.2 crore, and it’s higher than what it was before the pandemic. However, more than half of the total compensation is ‘pay at risk’, says the 2022 Deloitte India Executive Remuneration Survey report. Pay at risk is the portion of an employee's compensation that is variable – meaning it is at risk of not being paid out. The report says that this risk component constitutes 51% of pay for a CEO, on an average. “The realized earnings from this component could drop to zero in case of poor share price or fundamental company performance,” says the Deloitte report. Risky or otherwise, organizations seem to be keen on hiking compensation for its top brass. However, they want to ensure that the health of their company is good enough to afford it. The report surveyed over 470 companies in India on quantum and structure of executive compensation. The report has used a consistent definition of pay and approach to value long term incentives like stock options. <cmsannotation type="cmsannotation" annotationid="C-suite pay rises too but with riders" comment="subhead" text="C-suite pay rises too but with riders">C-suite pay rises too but with riders</cmsannotation> The pay for the C-suite has also improved as the CXO pay bounced back from the 2021 levels. As per the report, the average compensation of CXOs is more than ₹3 crore and almost 40% of total pay is at risk. Other than CEOs, chief operating officers and business heads are the highest paid CXOs. For CEOs, 84% of short term investment (STI) is dependent on company performance, whereas, for CXOs this percentage is 50%. “Almost 80% of companies prefer a target-based approach for determining STI. We find that 60% of companies use long-term incentives. ESOPs continue to be the most prevalent type of LTI instrument used,” the report says further. <cmsannotation type="cmsannotation" annotationid="Companies changed their LTI plans post IPO" comment="subhead" text="Companies changed their LTI plans post IPO">Companies changed their LTI plans post IPO</cmsannotation> According to the report, one in three companies who have recently listed changed their LTI plan when transitioning. In the last one year many tech companies like Zomato, Delhivery, Nykaa and Policybazaar. A drop of almost 50% is also observed in the annualized equity burn rate of companies that have recently listed when their pre-IPO grant patterns are compared with their post IPO LTI patterns. Two out of five companies in India had at least one CEO change since 2016, while one in three companies hired new CEOs externally. Out of every three externally hired CEOs, two were at a CXO level role in the previous company, the report said. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/careers/news/one-in-four-organizations-plan-to-make-variable-a-part-of-the-wages/articleshow/92388801.cms">One in four organizations plan to make variable a part of the wages</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/science/health/news/long-covid-symptoms-can-last-up-to-two-months-in-children-says-lancet-study/articleshow/92400864.cms">Long Covid symptoms can last up to two months in children says Lancet study</a>

CEOs are paid more now but half of the earnings are 'at risk'

<ul><li>The edtech company will be <keyword id="6357342" type="General" weightage="20" keywordseo="hiring" source="Orion">hiring</keyword> 800 people across tech, product and marketing teams this year.</li><li>It claims that out of 800 people, 20% or 160 would be freshers and college graduates.</li><li>In the coming months, it will also be recruiting a CXO, vice president, and a senior vice president both for India and the US.</li></ul>Bengaluru-based edtech <keyword id="1309724" type="General" weightage="20" keywordseo="simplilearn" source="Orion">Simplilearn</keyword> is expanding its workforce by 800 people this year. It will be hiring across tech, product and marketing teams. “The ongoing hiring is a part of our company's expansion plan, in India and abroad, as we look to substantially invest in our workforce by the end of 2022," said Krishna Kumar, founder and CEO of Simplilearn. It claims that 20% of its hiring or 160 employees would be freshers and college graduates. In the coming months, it will also be recruiting a CXO, vice president, and a senior vice president both for India and the US. In the US, it aims to appoint various C-suite level executives who will assist in strengthening and structuring the team present in the country. Kumar believes that the demand for upskilling and reskilling will prevail in the industry. “Over the past couple of years, the shift to online training and education led to a growth spurt in the number of providers in the industry. The industry is currently witnessing a transition phase with hybrid models of work and study,” he added. Founded in 2010, the company claims to conduct more than 3,000 live classes, with an average of 70,000 learners who collectively spend more than 500,000 hours each month on the platform. Its peers like Unacademy, Vedantu are laying off its workforce due to lower funding. Overall, the edtech industry has reportedly laid off 8,000 people due to economic slowdown. While, Indian startups have collectively laid off 6,000 people in the last five months and <a href="https://www.businessinsider.in/business/startups/news/60000-jobs-in-startup-companies-may-lose-their-jobs-this-year-in-india-experts-say/articleshow/91804572.cms">may lay off another</a> 60,000 this year. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="http://www.businessinsider.in/careers/news/not-just-money-lack-of-flexi-working-is-making-software-developers-quit/articleshow/92179884.cms">Not just money, lack of flexi working is making software developers quit</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="http://www.businessinsider.in/business/corporates/news/nearly-four-lakh-fliers-are-thronging-airports-every-day-and-indigo-is-flying-half-of-them/articleshow/92179593.cms">Nearly four lakh fliers are thronging airports every day and Indigo is flying half of them</a>

Edtech startup Simplilearn bucks the trend — to hire 800 people this year

<ul class="summary-list"><li>79% of <keyword id="12110853" type="UNKNOWN" weightage="60" keywordseo="executives" source="Orion">executives</keyword> say we're at a tipping point for climate-change response, a Deloitte survey found. </li><li>Executives are well-positioned to advocate for climate-change action. </li></ul>Executives are often the voices of their organization, with the ability to influence their ecosystems and magnify impact beyond their own operations. This makes them inherently well-positioned to lead and advocate for climate-change action. Business leaders have a platform readily available to support their own organizations' <keyword id="12002886" type="UNKNOWN" weightage="60" keywordseo="climate" source="Orion">climate</keyword> transformation efforts, engage their employees in meaningful action, and help further external organizations' steps to fight <keyword id="11896311" type="UNKNOWN" weightage="60" keywordseo="climate-change" source="Orion">climate change</keyword>. When these leaders collectively use their voices, they can effectively collaborate and innovate on <keyword id="11896309" type="UNKNOWN" weightage="100" keywordseo="sustainability" source="Orion">sustainability</keyword> solutions across industries and disciplines.The <a href="https://www2.deloitte.com/global/en/pages/operations/articles/deloitte-cxo-sustainability-report.html?id=gx:2pm:3ad:4cxosurvey2022:GC1000053:6oper:20220118:">2022 Deloitte CxO Sustainability Report: The disconnect between ambition and impact</a>, which polled more than 2,000 C-suite executives across 21 countries, revealed that CxOs — defined as the range of roles across the C-suite — appear to show much higher perception of, exposure to, and concern for climate change than the general public.In fact, 81% of CxOs surveyed said they've been personally affected by climate-change events (e.g., extreme heat, more frequent and powerful storms, flooding), compared to a<a href="https://www2.deloitte.com/global/en/pages/public-sector/articles/the-world-is-ready-for-climate-action.html"> survey</a> of the general public, which found that only 49% reported recently experiencing a climate-related event. This intimate understanding presents leaders with a unique opportunity to share their personal experiences and normalize the view of climate change as a very real and consequential force.Deloitte's research also showed that almost 79% of executives see the world at a tipping point for responding to climate change, but there is a prevailing sense of optimism, as 88% agreed that with immediate action, we can limit the worst impacts of climate change. So how can CxOs become climate changemakers and help tip the scales in favor of our planet's life span?<h2>Clearly communicate the organization's climate change strategy, how it was developed, and why it's the right one for the organization </h2>Communicating the organization's climate strategy to stakeholders — including regulators, shareholders, consumers, and employees — is almost as important as determining which climate actions to take in the first place. And with CxOs reporting feeling increased pressure from these stakeholder groups around climate action, transparency on measuring progress and meeting goals are even more crucial. Leaders should involve and engage the whole ecosystem — suppliers, clients, peers, governments, and more — to collaborate, share leading practices, and inspire greater commitments. They can show how the business's climate strategy is both good for the planet and good for the company with credible action plans that use widely recognized frameworks and include tangible, measurable goals and incentives in the short term to help ensure long-term goals stay on track.<h2>Identify the hierarchy of climate actions that affect the greatest change</h2>Early insights into Deloitte Global's 2022 Millennial and Gen Z Survey show respondents ranked sustainability measures such as reduction of plastics and recycling in the workplace as being most important to them. While these actions are highly visible, they are not the actions that make the most impact. CxOs should amplify communication around the "needle-moving" actions they're deploying that demonstrate they have embedded climate considerations into their culture and have the senior leader buy-in and influence to effect meaningful transformation. <div type="image" title="Kathy Alsegaf, Global Internal Sustainability Leader, Deloitte" height="800" width="800" msid="90232861" hostid="261"></div>The less visible needle-moving actions — such as requiring suppliers and business partners to meet specific sustainability criteria or developing new climate-friendly products or services — are less likely to be widely recognized within an organization. However, CxOs should find a compelling way to communicate these less obvious but highly effective sustainability actions. <h2>Make it personal </h2>Leaders should openly discuss the steps they're taking to protect the environment. Whether it's composting, reducing travel, or eating less meat, leading by example may inspire others to follow suit. Given the number of CxOs who indicated they've been personally impacted by climate change, they can seize the opportunity to share insight into their own experiences, normalize it as an issue impacting people at all levels, and reinforce that no one is immune from the effects of climate change.<h2>Be optimistic but realistic</h2>CxOs need to infuse optimism into workplace culture to catalyze action. While recent reports show the current environment can lead to defeatism and inaction, leaders with a positive mindset will help to motivate employees and challenge the notion that it's too late to make a difference. Clear, authentic, and frequent communication — backed up by real commitment and progress — is central to all four steps in becoming a climate changemaker. CxOs that increase transparency and prioritize climate change by voicing their personal experiences can prove that collective action outweighs inaction, tipping the scales in favor of a more prosperous and prolonged existence for the Earth and its inhabitants. Kathy Alsegaf is the Global Internal Sustainability Leader at Deloitte

4 steps climate-conscious executives can take to become changemakers

<ul><li>86% of employees have plans to resign in next six months in <keyword id="3658" type="General" weightage="50" keywordseo="india" source="Orion">India</keyword>, as per a <keyword id="14163499" type="General" weightage="50" keywordseo="michael-page-report" source="Orion">Michael Page report</keyword> </li><li>Digital transformation-related IT skill shortages will affect 90% of global enterprises by 2025-IDC </li><li>CIOs must focus on employee engagement and reskilling to address the challenge </li></ul>COVID-19 has changed the nature of work forever. Things that were once considered privileges – like flexible working hours or the ability to work from anywhere on any device – are becoming the new normal. Along with these tectonic changes came the least-anticipated <keyword id="12242899" type="General" weightage="50" keywordseo="great-resignation" source="Orion">Great Resignation</keyword> – the phenomenon that describes large numbers of workers leaving their jobs in the post-pandemic era. The term, coined by Professor <keyword id="14495514" type="General" weightage="50" keywordseo="anthony-klotz" source="Orion">Anthony Klotz</keyword> of Texas A&amp;M University, has become a major concern for every CXO in the world. Overstressed employees and the leaders’ inability to empathise with their employees are contributing to this mass work exodus. As the trend continues well into this year, <a href="https://www.weforum.org/agenda/2022/06/the-great-resignation-is-not-over/">one in five workers</a> globally are planning to quit in 2022, according to PwC’s Global Workforce Hopes and Fears Survey of more than 52,000 workers across 44 countries and territories. Pay was held to be the main factor that decides a change in job, with 71% employees in the survey indicating that they expect to be ‘fairly rewarded financially’ for the work they do. But there is certainly more to it than that. <cmsannotation type="cmsannotation" annotationid="What does it mean for tech leaders?" comment="subhead" text="What does it mean for tech leaders?">What does it mean for tech leaders?</cmsannotation> Right from the onset of the Great Resignation, tech and healthcare industries have been witnessing the highest levels of attrition. This, coupled with the latest figures on attrition – about 86% of people are planning to resign in the next six months in India, according to a <a href="https://timesofindia.indiatimes.com/life-style/relationships/work/86-indian-employees-are-expected-to-resign-in-6-months-recruitment-agency/articleshow/92105254.cms">report by recruitment agency Michael Page,</a> – it’s evident that we are going to see the Great Resignation in all its intensity in 2022. The key reason for this trend, according to the <keyword id="1637808" type="General" weightage="80" keywordseo="michael-page" source="Orion">Michael Page</keyword> report, is how employees are re-evaluating what constitutes quality work, and they want it to be purposeful. A significant 61% of respondents in India are willing to accept a lower salary or forgo pay rise and/or promotion for better work-life balance, overall well-being and happiness. For the chief information officers (CIOs) who are in charge of leading ambitious digital transformation initiatives for their organisations, this presents unprecedented challenges. Several CIOs are already reporting that they find it increasingly difficult to attract and retain skilled developers needed to drive digital transformation (DX). DX-related IT skill shortages will affect 90% of global enterprises by 2025, <a href="https://www.idc.com/getdoc.jsp?containerId=prUS48395221">according to IDC</a>. Hiring and retaining workers was cited as <a href="https://sapinsider.org/how-the-great-resignation-is-impacting-cio-priorities/">the second-biggest challenge by CIOs in 2022</a>, while it was not even among the top 4 till 2021, according to a <keyword id="14495515" type="General" weightage="50" keywordseo="sapinsider" source="Orion">SAPinsider</keyword> survey. CIOs must now work with fewer resources to meet their strategic goals around digital transformation, innovation and agility. Worse still, this throws teams into another vicious cycle of employee burnout and dissatisfaction. <cmsannotation type="cmsannotation" annotationid="The way forward" comment="subhead" text="The way forward">The way forward</cmsannotation> If CIOs are to succeed in retaining talent, it’s time to relook at strategies. Most employees are looking at exciting and fulfilling roles and holistic work culture, with fair pay being the foundation. Tech leaders who have been successful in managing talent are focusing on offering more flexibility, improving employee engagement and training/upskilling existing team members. Working closely with employees with niche skills, who are more likely to quit, helps them retain critical talent in the long run. The most important thing to do, according to <keyword id="14495516" type="General" weightage="50" keywordseo="olly-riches" source="Orion">Olly Riches</keyword>, senior managing director at Michael Page, is to entice talent passion. “...Candidates are increasingly less interested in moving within the same industry and more interested in new ideas, beyond their current role, department and industry even. There’s a hesitancy to simply change business cards for a 20% increase. Which is good news — if they’re going to move, it needs to be very, very enticing in order to take that leap. But that puts the onus on their current employer to entice them through passion,” he says. <keyword id="13185080" type="General" weightage="50" keywordseo="sharath-srinivasamurthy" source="Orion">Sharath Srinivasamurthy</keyword>, research director at IDC, believes that solving the skills equation has become a C-suite issue, and Indian enterprises are moving to create a culture of continuous learning and collaboration that will support their digital resiliency efforts in the future. Clearly, employees in the tech sector are in an advantageous position, with a clear understanding of their potentials and future options. The onus is on the CXOs to change their focus and create a win-win situation.

How CIOs can navigate the Great Resignation

If someone laughed at your idea of launching a startup and gave you an economic lesson that the Indian <a href="http://www.businessinsider.in/searchresult.cms?query=startup">startup</a> bubble would burst soon, this is going to come at you rescue. 
 
The startup fad is going to last quite longer as <a href="http://www.businessinsider.in/searchresult.cms?query=executives">top-level executives</a> are giving fuel to new ventures. 
 
In a poll of randomly selected <a href="http://www.businessinsider.in/searchresult.cms?query=executives">C-Suite</a> occupiers across companies, it was revealed that as many as six in 10 CXO-level executives in India have invested a portion of their wealth in startups. 
 
The names of the executives have been concealed as the information was revealed on the condition of anonymity as the CXOs don’t want to reveal their personal investments. 
 
The first-of-its-kind poll asked executives from different sectors like banking, finance &amp; insurance, FMCG &amp; retail, manufacturing, technology and consulting. 
 
The survey revealed that 60 out of 100 CXOs had invested sums ranging from a few lakhs to several crores in startups. 
 
As the promoters have a risk of launching a startup, even investors see it as a risk but are undeterred. 
 
As many as 79 CXOs said they would recommend <a href="http://www.businessinsider.in/searchresult.cms?query=investment">investing</a> in startups to others, with a word of caution. 
 
A formal financial skeleton for such investment has to be evolved and till then executives are investing in startups founded by friends and acquaintances. 
 
(Image: Thinkstock)

You Searched For "CXO suite" and got 7 results

Three fourths of human population will be covered by data regulations

BI India Tech Bureau

Amid job crisis, India’s C-suite hiring set to grow significantly this year, say recruitment experts

Sanchita Dash

CEOs are paid more now but half of the earnings are 'at risk'

Vaamanaa Sethi

Edtech startup Simplilearn bucks the trend — to hire 800 people this year

Vaamanaa Sethi

4 steps climate-conscious executives can take to become changemakers

Kathy Alsegaf

How CIOs can navigate the Great Resignation

BI India Bureau

If you thought the new players would soon go bust, Indian startups are here to stay!

BI India Bureau

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