Hindustan Unilever or Tata succeeded in the transformation largely because of their strategies but if someone else followed the same actions, can success be assured?
21 Apr 2022
A company is prone to virus-like attacks like employee disengagement, inconsistent leadership behaviour, festering grievances and negativity in the workplace.
24 Mar 2022
Imagine you are a shareholder of a company, whose leaders criticise predecessors for every malaise & blame media for negative reportage. Company’s results are not glamorous. Would you vote for change?
24 Feb 2022
Unfiltered CEOs are recruits from outside the company. Both filtered and unfiltered leaders have their value, depending on the circumstances of their recruitment.
27 Jan 2022
Does the company need major organisational change? How does the board identify the ideal leader who can successfully supervise the transition?
06 Jan 2022
The external impression was that Tata was less nimble than others, more resistant to change and extremely set in its ways.
01 Dec 2021
Studying Hindustan Lever’s efforts to steady the boat after liberalisation shows how far Indian management has moved in terms of strategy in the last three decades
04 Nov 2021
The odds were loaded against the Tata group at the start of Ratan Tata’s leadership. Bound by a slower functioning style, there was much to be done to face the fast-paced competition of the future.
07 Oct 2021
Hindustan Lever had to completely reorient itself. It developed an enormous appetite for organic growth, something that industrial licencing had thwarted till 1991
09 Sep 2021
The most efficient path between two points is the straight line. But since effectiveness is more essential, leaders might choose a path that is inefficient to accomplish the task
11 Aug 2021
Each organisation has a unique geology, conditioned by its history and culture. The leader must understand these and listen to the infrasound to make good decisions
25 Feb 2021