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
Unfortunately, the narrative these days suggests that while winning is an all-important end, crushing the ‘other’ is equally crucial. Politics and business are really not the same as war.
15 Jul 2021
Transformation agendas need continuous recalibration based on signals. Apart from the court of law, the court of public opinion matters
18 Jun 2021
Execution requires constant review, failing which two risks arise: initiative overload and declaration of victory. A live example of both can be seen from India’s recent experiences
20 May 2021
When you are so intensely focused on the signals you are looking for, you are liable to miss the other
signs. How does one recognise this and avoid it?
22 Apr 2021
There is a delicate balance between the organisation’s capacity for change and the leader’s vision for it. The two must match for a transformation initiative to be successful
26 Mar 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