Former IAS official with 30 years of government service, 64-year-old Mr. Sharma sips coffee in a busy co-working environment in Bengaluru while looking over the regulatory compliance strategy of a startup.
Sitting on his recliner drinking tea, 62-year-old retired Indian government official Ramesh stared at the early sun. He had overseen major public projects, negotiated bureaucratic complications, and precisely guided teams for thirty-five years. His days were calm now, perhaps too quiet.
Sitting on his recliner drinking tea, 62-year-old retired Indian government official Ramesh stared at the early sun. He had overseen major public projects, negotiated bureaucratic complications, and precisely guided teams for thirty-five years. His days were calm now, perhaps too quiet.
Rahul Malhotra, the CEO of a rapidly growing infrastructure company, found himself deadlocked. Although his company had landed a big roadway project, regulatory slowness was stifling development.
A mid-sized manufacturing company was battling operational inefficiencies and regulatory compliance in a busy Mumbai corporate office.
A rising software company called Risetech was once looking for a “perfect” applicant to cover a senior developer post. The recruiting team had a checklist: a top-tier university degree, more than ten years of experience, knowledge of several programming languages, and a track record of managing sizable teams. Months of searching turned up someone who checked all the boxes at last. But they quit six months later, alleging mismatched expectations and a poisonous workplace.
One of a top corporate company was having problems with decision-making and compliance. The absence of organized problem-solving and policy knowledge was costing them time and money even with new people hired.
For many retired Indian government officials, retirement is a phase meant for leisure, travel, and appreciation of one’s efforts. Though, it can also be a chance to stay cognitively engaged, explore uncharted territory, and even significantly help society. Reskilling and upskilling have become crucial strategies to remain relevant even after retirement as the employment market is changing fast due to technological developments and shifting economic environments.
Most people find themselves at the end stage when it comes to their retirement, but is retirement really an end? Well, no, retirement can be an end of a formal career but not an end of someone’s possibility to contribute meaningfully. Transitioning to a second career for ex-officers is a new phase of life where their wisdom, decision-making expertise and leadership skills hold the utmost value. In their 60 years of service, they have navigated multiple complex challenges, led teams, and shaped policies. These experiences make them exceptional assets in various industries, from corporate governance to consulting, academia, and entrepreneurship. Unlike in physically demanding professions where capabilities may diminish over time, the intellectual and strategic acumen of ex-officers matures with experience.
For decades, retired government officials have served as the backbone of the nations. They shaped society by steering policies, driving governance, and making critical decisions. After giving years of dedication in their journey, a retirement feels like a huge shift. However, retirement is not a full stop, instead, it is the beginning of a new journey post-retirement filled with new opportunities. With your wisdom and expertise, you can leverage the power of leadership in impactful and meaningful ways.
