30th October 2019 BUSINESS STANDARDIn a previous column (BS, 25th Sep), I had described a progressive and happy society as one where enterprise, education and eudaemonia (=well-being) co-exist.
25th September 2019 BUSINESS STANDARDIndian CEOs should strategize on the fostering of business institutions rather than just running companies. Institutions are superior to companies, just like forts are superior to modern bungalows. India needs more forts.
02nd August 2019 BUSINESS STANDARDReading recent books on business—pharma, financial services, technology firms—it appears that we love to hate business. The truth is that we just cannot do without them. So we mock them, criticize them.
30th July 2019 BUSINESS STANDARDAlthough the group had showcased somany examples ofinnovations over thelastcentury, the prevailing perception internally and externally in 2005,...
27th June 2019 BUSINESS STANDARDMy father arranged a thread ceremony for me when I was eleven years of age. I felt important as I diligently followed the elders’ instructions to follow the priest all the time.
30th May 2019 BUSINESS STANDARDMany Indian startups, designed on Silicon Valley principles, appear to be aiming to ‘destroy the enemy’ and to grab the prize of ‘winner takes all’. In the process, they are drowning in a dangerous ocean of swirling losses.
24th April 2019 BUSINESS STANDARDBusiness and entrepreneurship are clearly promoted by fostering and advancing trust in a society. I came across two books, both of which emphasized trust as a social and behavioral ingredient in the spread of entrepreneurship--Rainforest:
1st April 2019 BUSINESS STANDARDThe cacophony and energy around Startup India and entrepreneurship has bypassed the agri-preneur. It is time to reverse this unfortunate and cumulative neglect. In economic terms, it is a bit like setting right traditional caste discrimination in social development!
27th february 2019 BUSINESS STANDARDThe narratives of super ego and toxic behavior among CEOs of large companies are disturbing and increasingly prominent. They have a pattern. After ascent, the CEO is powerful, power damages the brain, and the CEO’s behavior changes visibly.