The satirical-serious decision lab run by two men who have been productively disagreeing for twenty years — on road, in life, and in business. The road provides the education. The Lab just moves it wherever you need it: boardroom, base camp, or open highway.
Some business decisions are made with the left brain. Some with the right. The expensive mistake is believing only one of them is correct.
Twenty years ago two men in Hyderabad were handed the same problem: a free emergency ambulance, the number 108, and no money to tell seven million people it existed. One painted the number onto the side of an auto-rickshaw. The other built the spreadsheet that proved, six months later, the calls were coming. Neither was enough alone. Together they installed a reflex in a city.
Since then they have ridden to Ooty, Bhutan, Leh and Shillong — and at a washed-out fork at 4:30am in Phuntsholing they learned the sentence that became a book and is now a lab: the left fork was correct, the right fork led to the better story, and both, held together, were right.
Every Lab is powered by a live disagreement performed in front of the room. One argues to ride before the map is read. The other argues that enthusiasm is only an anecdote until someone measures it. Watching a twenty-year partnership disagree and resolve — in real time — is the entire curriculum.
On stage, Vinod argues the right fork and Vamshi argues the left — and the room learns to build the third road for itself.
The humour is the anaesthetic; the rigour is the surgery. Six of the most validated ideas in modern management thinking, each saying the same thing in a different accent: the winning move is integration, not choosing a side.
Integrative thinking — holding two opposing ideas and generating a third that beats both.
Improv as a business discipline — you cannot build anything new by saying no first.
Four-quadrant thinking preferences — the Lab's diagnostic spine.
Diverge, define, develop, deliver — and the discipline of the groan zone.
The Visionary and the Integrator — why lopsided teams out-decide no one.
Do, reflect, conceptualise, apply — the loop under every waypoint.
The full curriculum follows the arc of the book and the structure of the Double Diamond — diverge, define, develop, deliver, then ride to the tea house. Each waypoint is a true story, a framework, an exercise you do on your feet, and a debrief. Stations are modular; you take the ones your team needs.
On the roadA three-digit number was planted in a city as a reflex, not delivered as a memo.
The exercisePaint the Auto — twenty minutes, zero budget, one message that has to travel the length of the venue.
On the roadPainted autos moved the number; a spreadsheet six months later proved they had.
The exerciseProve It — every pitch is paired, on the spot, with the single metric that would show it worked.
On the roadAn engine saved with a foil wrapper on a National Highway; a CRM built from open source.
The exerciseThe Foil Sprint — a timed crisis fixed with deliberately insufficient kit, then defended.
On the roadMomentum saved one rider on an edge and undid the other on a hairpin.
The exerciseRead the Terrain — sort your real decisions into highway, hairpin, and washout before you touch the throttle.
On the roadTwo hundred motorcycles, one wrong turn, and one unforgettable night — two separate events, each complete.
The exerciseThe Convoy — a physical relay where a single wrong turn ripples through the whole formation.
On the roadAt a washed-out fork at 4:30am in Phuntsholing, the correct road and the memorable road were different roads.
The exerciseThe Fork — a live decision your team is facing now, run left road / right road / third road in ninety minutes.
On the roadAltitude answered only to oxygen; an army officer knew more than confidence did.
The exerciseOxygen — a limits challenge that forces the room to hand right-of-way to the real expert, not the loudest voice.
On the roadA fifteen-day ride packed, correctly, in forty-five minutes. The decision came first; the plan caught up.
The exerciseThe 45-Minute Pack — commit first, plan under a running clock, ship the decision.
On the roadOne rider watched the route; the other looked up and found the sky. Navigating and noticing are different jobs.
The exerciseNavigator & Noticer — split the roles on purpose and discover who on your team is watching the horizon.
On the roadA Sunday service bay; an officers' mess at midnight. The crisis call is the one you invested in years earlier.
The exerciseThe Tea House — map the network you must tend long before the road washes out under you.
The closing instrument. Each person names their dominant gear, names the opposite they most need to cultivate, and commits to one pairing and one real decision to test before the next cohort. Yes — there is a certificate. You may leave Certified Mover, Certified Measurer, or, rarely, Certified Both.
Pick your intensity. Every tier runs on the same true story and the same method — the only question is how far off the map you want to go.
The Fork in the Road plus the live, on-stage disagreement — Vinod argues the right fork, Vamshi the left, in real time. For offsites, conferences and town halls. Maximum reach, minimum logistics.
The Left/Right Brain Audit, three core waypoints, and The Fork run on a live decision. For a single intact team that wants a working session, not a talk.
The complete Double-Diamond route — six to eight waypoints, outdoor challenges between them, the signature Fork, and the Partnership Canvas to close.
The full curriculum as an immersive outdoor offsite, optionally with a genuine ride component. Teams bring a real strategic decision and leave having made it — together. This is the one they remember.
A rolling membership: quarterly public cohorts, an alumni community, and the accreditation track for certifying Mover–Measurer facilitator pairs inside your own organisation.
Scope, group size, travel and customisation are shaped per engagement. The laminated certificate is included at no extra charge.
Not two people who read about partnership — one that has been arguing productively for over two decades, and has the motorcycles, the spreadsheets, and the one washed-out road in Bhutan to prove it. They met, fittingly, at 108.
Twenty-two years across enterprise IT, AI, real estate and healthcare — “idea to sale.” Ran retail innovation for Nestlé, Samsung and Nokia; marketed the 108 ambulance into a city's reflex at EMRI; was CMO at exit of Apollo Homecare; led ₹340-crore sales books across PBEL and Vertex. Today he keeps the room warm for a dozen teams and their incubated ventures.
Over twenty years in process quality, consulting and transformation across healthcare, IT and BPO. An ASQ Six Sigma Black Belt and ICMG Top Global Chief Architect, he was National Head of Quality at EMRI — the man who actually measured whether the city was dialling 108. He builds the replicable system behind the enthusiasm: QMS, audits, RPA, the contingency column that has been used.
Tell us a little about your team and what you're wrestling with. We'll come back with a short, honest note on whether the Lab fits — and, if it does, which road to take.
No obligation, no deck-bombing. Just two people who've made a lot of decisions, offering to help you make a better one.
The fastest way to understand the Lab is to watch two people who disagree get to a better answer than either would alone.