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May 24, 2021
Many crises are leadership failures rather than technical ones. Leaders focus so intently on an agenda that they fail to factor in their team’s social context. A dose of healthy humility and empathy can mitigate the resultant humiliation.
May 24, 2021
Transformational leaders chart the four stages of start, roadmap, time plan, and end point. The former are planned, while the latter are flexible.
May 24, 2021
I reviewed three transformation risks—demyelination risk (28th January), subsonic sounds (25th February) and capacity for change (25th March 2021).
May 24, 2021
Recently, there have been some commentaries on legality versus morality. The Securities and Exchange Board of India Chairman Ajay Tyagi bemoaned that the regulator and independent directors have failed to mitigate the influence of promoters.
March 24, 2021
Life’s complex issues have an origin in something simple—the swirling waters of human emotion and feelings. Whether it is to do with family relationships or national Farm Acts, the Gangotri appears to be similar. If the players do a root cause analysis, they will find solutions also in those swirling waters: an admission of error, an apology, some give and take and so on. Here is an allegorical story to illustrate.
February 26, 2021
Corporate governance depends on checks and balances among four institutions--Board, Management, Stakeholders and Regulators—just as political governance depends on the four estates of Legislature,
January 27, 2021
Corporate governance depends on checks and balances among four institutions--Board, Management, Stakeholders and Regulators—just as political governance depends on the four estates of Legislature,
December 20, 2020
Directors on boards have two distinct roles: a ‘map’ role and a ‘compass’ role. The former is the traditional role. It is about overseeing the short-term with a horizon of a few years.
December 9, 2020
In four articles so far about ‘Shaping Institutions’, we outlined Bhavan’s SPJIMR research findings on the mind-set, behaviour and actions that institutional shapers adopt.
