High performance isn't a destination. It's a decision.
It's a bold statement for someone only six months into a new role. But Jishu Majumdar, Nestlé's Human Resources Director for East and Southern Africa, isn't here to maintain what's built. He's here to stretch it.
“We need to create a high-performance culture, and that work is imminent and urgent.”
From trainee to transformation leader
When Jishu joined Nestlé in 2014 as a management trainee, he rotated through factory floors, head offices and sales teams across India. Where others saw assignments, Jishu asked questions: why does this machine break down daily? Why do sales spike here but not there?
That curiosity carried him through Switzerland over four and a half years, then to Johannesburg to lead HR for a region spanning multiple countries, markets and realities.
What ties his 12-year journey together? Relationships that outlast roles.
“People I worked with three years ago still reach out for consultation or advice,” he shares. “The work we did together mattered, and the trust didn't end when I moved on.”
I've been able to make an impact in each role the organisation has entrusted me with. And a big part of that is the relationships I've built across geographies.
High performance in practice
Last year, the focus was thriving culture. This year, it's high performance. Strategic evolution, not rebrand.
“Culture is not finite,” he says. “You evolve, you adapt, and it takes time. But you can't wait. The work has to start now.”
For Jishu, high performance starts with clarity. “People need to see the connection between what they're doing and tangible outcomes. That's where performance accelerates.”
It also means evolving leadership. “You're creating conditions for people to do their best work. You're removing barriers.”
Curiosity and empathy as tools
Jishu's approach rests on curiosity and empathy. Not abstract concepts, but operational tools.
“I was into quizzing and trivia growing up. There was a point I could tell you every Best Picture Oscar winner,” he admits. “That curiosity helps me understand teams across an unfamiliar region. Like asking: what's the real reason this project stalled? What aren't people saying in meetings?”
The other half is empathy. “Even in difficult moments, if I can hold my empathy flag up, the conversation is done with respect.”
A moment that moved him
One month in, something unexpected happened at the Senior Leadership Team gala dinner. When the DJ played a local song, colleagues from South Africa, Kenya, Zimbabwe, Mozambique and Mauritius spontaneously gathered on the dance floor. The rhythm was infectious, and they moved as one wave.
“The dance floor and I are like chalk and cheese,” he says. “But that moment gave me hope for the work we need to do around inclusivity. I got to see it in action.”
“That inclusivity, people coming together, I got to see it in action. It's one of the most moving moments of my career and I just felt an overwhelming sense of gratitude for having had the privilege to see that live.”
Building the future
The transition to South Africa has been smooth. “The kindness with which people receive you here, I've loved it,” he says. “It's so easy to start a conversation.”
The agenda ahead is clear: shape a high-performance culture, remove barriers and build alignment across diverse markets.
“What motivates me is working with my team and helping them grow,” he reflects. “You're pulling together people who work in different ways and helping them move toward one direction. That's where transformation happens.”
Twelve years in, three continents deep, Jishu has learned that performance is built on trust, relationships that outlast roles, and leaders who create conditions for people to see how their work connects to something bigger.
And on the willingness to say, clearly and urgently: thriving is no longer enough. In his office, a colleague reaches for a cookie that always seems to be there. The conversation begins.
You evolve, you adapt, and it takes time. But you can't wait. The work has to start now.
