A rigorous discipline of planning and pursuit of talent excellence is weak or even absent in Indian companies.
19 Apr 2023
The activity reserved for the natives in India, West Indies, Guyana, Fiji or African colonies was unskilled labour.
16 Mar 2023
A corporation is part of an ecosystem. Its very existence and its fate are linked with that of its stakeholders. It has a much larger role to play for the community.
16 Nov 2022
Leaders must adopt a regime of ‘corporate ayurveda’. The need manifests when the company enters a phase of steady decline or suffers an enterprise ‘heart attack’.
08 Sep 2022
With the deep impact of technology on productivity and ways of working, executives rely on rationality in change management, maybe to a fault.
11 Aug 2022
Leaders tend to forget self-evident lessons during transformation management. They must observe, listen, record, and reflect without any judgement.
14 Jul 2022
An intellectual nomad is a leader who approaches the transformation challenge with empathy, an open mind, a determination to listen, and a will to relearn old truths.
16 Jun 2022
For many grown-up companies, ‘creative destruction’ is essential to survive and prosper in the long term. The transformations of The Gap, Netflix, etc,. are worth reading.
19 May 2022
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
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