Authored by Prashant Kumar– Senior Program Director, Digital Bharat Collaborative

What keeps me satisfied and happy in life?

This question has followed me over the years. I’ve tried answering it through various lenses—career goals, finances, organizational roles, and personal objectives—often without arriving at the essence of it.

My nearly three-year journey with Piramal Foundation (PF) has brought me closer to the answer. It has been transformative, not only professionally but personally. Coming from a different background and stepping into an unfamiliar domain has been both challenging and enriching. Beyond technical and domain-specific knowledge, it’s the tools, values, and cultural principles I’ve encountered here that have left the deepest impact- shaping my work, relationships, and family life.

One of the most meaningful experiences has been contributing to the digital transformation of Bihar’s health system. We’ve implemented an ABDM-enabled ecosystem across a wide spectrum- from outreach services and government facilities to premier institutions like Indira Gandhi Institute of Medical Sciences (IGIMS) and All India Institute of Medical Sciences (AIIMS).

Building Systems, Understanding Change

One key observation I’ve made is that IT projects are often misunderstood in government systems. They’re frequently treated like physical infrastructure projects (roads or buildings) because there’s a lack of dedicated project management frameworks or professional teams to handle IT in a way that reflects its dynamic nature. As a result, contract management tends to follow a rigid approach. Contracts are filled with checklist-style items that don’t fully reflect the project’s real goals. In civil projects, this model works: a vendor is brought on board to build exactly what’s specified, with third-party consultants verifying quality and bills.

But IT projects aren’t that straightforward: they require flexibility, ongoing problem-solving, and a strong focus on user needs.

So, can this model work for IT projects? I leave that to your analysis. My time here has deepened my understanding of government IT project management and, more importantly, change management. Change is inevitable, but success isn’t. Studies show that nearly 70% of change efforts fail. Why? Because we often focus too much on processes. Change doesn’t fail due to flawed procedures; it falters because people resist, leaders fail to communicate its importance effectively, and the human element is overlooked. In truth, we don’t resist change- we resist the uncertainty that comes with it.

Purpose at the Core: Creating Value for Society

That’s why I believe change management is not merely process-driven; it is people-centric. Communication must go beyond announcements; leaders must embody the change. Training and learning materials matter but only when supported by trust, consistency, and visible leadership.

Back to the question of what truly brings me satisfaction. Years ago, I left my job as a coder to prepare for the civil services, driven by a desire to contribute meaningfully to people’s development. Since then, I’ve focused primarily on government projects in Bihar. In my previous role, I helped enable systemic transformation. At PF, I continue that journey, working in a different domain but with the same commitment to lasting impact.

I’ve realized that I feel most fulfilled when my work creates tangible value for society. It’s this sense of purpose that keeps me going. I’m grateful to be on a journey that’s not just about transforming systems but also about evolving myself along the way.