R Gopalakrishnan

From JRD to Ratan Tata to N Chandrasekaran, the Tata story shows how enduring institutions survive turbulence by renewing strategy while staying anchored to core values

Chanakya advocated scoring a decisive win whereas Sun Tzu advocated patient encirclement: India must learn to play Weiqi, not chess

The Constitution was enriched by ideas from diverse segments of the population, and its preamble is a brief statement that outlines its core values and philosophy

Outside clubs, cooperative societies, and politics, public criticism of companies is rare - but India is not immune to it

For leaders, what matters more - behaviour and mindset, or actions and practices? S Shivakumar's book argues for the former

India has its own long tradition of business doing social good. These are deeply embedded in family businesses, partially captured in the series The Story of Indian Business

Indeed, this is a Perry moment for India, but it is unlikely to be the last - unless we fundamentally rethink governance and adopt jana seva attitude toward citizens. Are people being ruled or served

Western management abhors ambiguity. Indians tolerate and thrive in it

This piece is not an elegy or an obituary. It is an intimate portrait of one of India's highly accomplished leaders

These are "hidden champions" of strategic research and innovation. They are worthy of emulation within Indian industry, and maybe even a Padma!

Deergha ayush must be both biological and operating with a deep purpose

If leaders read this book, reflect upon the contents, relate the lessons to their own experiences, and hold tight to their NI (natural intelligence), they increase their odds of success

Leaders must recognise the existence and urgency of the crisis or problem

Fulfilment presumes that there is some deep ambition and a personal purpose. It may be prosaic, like feeding your family, or philosophical, like providing music as soup for the soul

These are exceptionally turbulent times with developments in America, Europe, and Asia

What mental health is for young people, arrogance and ego are to boardrooms. Is the opposite, the quiet, low-profile performer, even possible?

Leaders who extract extraordinary efficiency from resources are lionised during their times and criticised later

The capitalist-enterprise model is broken. It focuses on shareholders, but those who aspire, dream, sweat and yearn are usually not the shareholders, but its employees and vendors

Politeness is to human nature what warmth is to wax.

Ratan was not the first group head to receive adulation. Archives show when Jamsetji died in 1904, the public was full of praise and love for him