Many years back, his company had brought in an eminent Japanese professor as a consultant for an ambitious and critical product line introduction. As the professor landed in India, Bajaj went to the hotel to welcome him. 
After pleasantries were exchanged with the eminent but terse academic, the conversation went something like this:
Eminent Japanese Professor: “So, what do you do?”
Business Leader: “I am the Vice President of Products.”
“That is your designation. I want to know what you do.”
“Well, I make motorcycles.”
“So, how many did you make today?”
“I do not make the bikes myself, I have people who do.”
“Okay, so what do you do?”
“Well, I sell bikes.”
“So, how many did you sell today?”
“I do not sell bikes myself, I have people who do.”
“Okay, so what do you do?”
“I design the bikes.”
“So, how many have you designed today?”
After an uncomfortable silence, Mr. Bajaj spoke
“So, what do you think I do?”
Well, you have only one job: helping people be better at their jobs.”
This was an eye-opener which gave the business leader great clarity about his role. The next day, the professor visited the company office and ran into the business leader at lunch.
“So, what do you do?” asked the professor once more.
“I help people become better at their jobs.”
“So, how many people have you helped today?”

Let the managers of the world ask this question to themselves everyday. This will help us not getting redundant in this artificially intelligent future.