By SGN | 21 Apr 2025
Waking up at 4 a.m. and starting work by 6:30 a.m. might sound extreme to some, but for those dedicated to long-term impact, discipline is second nature. Such is the mindset of Krishnan Anantharaman.
Krishnan’s career with Johnson & Johnson (J&J) began over 30 years ago. Starting as a Finance Executive in India, he steadily rose through the ranks and rotated across countries and sectors, from being the CFO for J&J’s Asia Pacific business, to being the Worldwide CFO for the Vision business, to his current role as global VP of Value Creation – his experience spans multiple geographies (Singapore, Malaysia, India, Japan, United States) and sectors (consumer, pharmaceuticals, medical devices).
When he is not travelling for work, Krishnan dedicates half his time to meeting talent and industry thought leaders. The other half is spent partnering with diverse cross-functional teams in driving sustainable growth, value and innovation for J&J. It’s a routine built not just on productivity but on the belief that innovation and leadership require both deep individual focus and consistent collaboration with the right partners.
Redefining Impact: Beyond Traditional Metrics
Reflecting on his 30 years at J&J, Krishnan shared several interesting stories that all had one thing in common—the real impact they made in people’s lives.
“While I was based in Japan, my predecessors and peers told me that it would be impossible for engagement scores to improve dramatically because it was driven by national culture and thus expected to be low”. Many a times, even a 40% score was considered normal.”
“But that isn’t good enough for me.”
Krishnan was determined to make a difference. He believes that employees across the world want the same things – “to feel wanted, to be given equal opportunities for advancement and better work-life integration”. He focused on these three things and in a year’s time, employee engagement scores in his function showed a stark increase to 90%.
He shared another memorable project that left a lasting impression on him – this time in India.
“In India, we worked with the government to provide highly subsidised sanitary napkins to underprivileged girls in school. This immediately made a real difference in their lives.”
When tasked with establishing the Centre of Excellence (COE) in Singapore, Krishnan recognized the power of partnerships. Collaborating with the Economic Development Board (EDB) and the National University of Singapore provided vital support and helped connect bright young graduates and MBA students with the centre.
“You can do anything you want, but not everything,” he noted. “That’s why seeking help, building partnerships, and embracing the power of asking fosters a culture of trust, collaboration, and success.”
Innovation and Culture: The Twin Pillars of Sustainable Growth
In today’s hyper-competitive environment, Krishnan highlights that achieving long-term, sustainable growth isn’t just about strategy—it’s about balancing innovation and culture. Innovation builds resilience, while a strong ethical foundation ensures growth that lasts and creates a positive impact.
Culture
Innovation: Attack is the best form of defense.
Between 2005 and 2021, Krishnan and his family spent 14 years based in Singapore, punctuated by stints in India and Japan. Over time, he’s witnessed the city’s evolution firsthand, with its culture of innovation playing a pivotal role in driving its growth.
“Singapore’s culture of continuous innovation is remarkable—from digital government services to Changi Airport’s AI-powered immigration clearance, from leading in urban planning to consistently ranking among the best in PISA scores,” he said. ” From digitalisation in government services to promoting research and development, Singapore has become a hotbed for tech-driven advancements.”
Going one degree more
Krishnan wraps up his sharing with a thought-provoking analogy he once read—about the toy in a McDonald’s Happy Meal. It’s just a small addition, but it never fails to bring a smile. More than that, it’s what sets the Happy Meal apart and keeps customers coming back.
In the same way, standing out in today’s world isn’t just about doing what’s expected—it’s about going that extra step. The leaders who truly make a mark aren’t just following the rules; they’re innovating, refining, and pushing boundaries. So, the real question is: Are you creating your own “toy in the box,” or just making do with what’s already there?
He had one parting piece of advice for young professionals.
“After working more than 30 years with the same company, have you thought of leaving? Are you still growing? I always get this question!” Krishnan laughs. In response, he likens his journey to that of Moso Bamboo.
For the first five years of its life, Moso bamboo appears stagnant, showing no visible growth. Then, almost overnight, it surges up to ninety feet in height.
Similarly, Krishnan spent his first ten years in the same role at J&J, building a strong foundation and absorbing knowledge to fuel exponential growth in the later stages of his career. “Be patient, don’t rush your growth,” he advised. “Often, success isn’t about going wide, but about going deep.” He wrapped up with a resonant reminder, “Let’s leave a little sparkle wherever we go.”
About Krishnan
As Vice President (Value Creation, Medtech) at Johnson & Johnson Vision, Krishnan is a key leader driving growth, value and innovation in eye health. He is a seasoned expatriate who has been based in India, Malaysia, Japan, Singapore, and the United States, and was named CFO of the Year by CFO Innovation Asia in 2016.
Connect with him here.
