Page 3 - Gopalakrishnan

SHE can coexist with enterprise

Unilever has successfully demonstrated how virtue can be sustained over generations in enterprise. Can the same be said about venerable Indian companies?

Is SHE enterprise an oxymoron?

History is replete with examples of when an enlightened business approach did not prevail, but even cynics agree it is worth striving for

India's exports growth momentum will have to come from its states

They can utilise opportunities for greater market access generated by free trade agreements

Tono-Bungay enterprise

Today, as in the days of HG Wells, the dilemma that society faces is one of the need for aggressive entrepreneurs, but not entrepreneurs who undertake spiralling risks, unfettered by ethics or nous.

The idea of a board coach

To improve governance, can a coach help by holding a behavioral mirror to a board?

Govt needs to complement intent with concrete roadmap to boost tourism

In order to attract more international tourists, India must increase investment and leverage public-private partnership models in healthcare at a faster pace

Union Budget 2023: An opportunity to boost investment and consumption

Easing of norms to set up and run enterprises will attract investments in a big way; however, the govt should also ensure that populist measures in the budget don't hamper economic growth

Timely response in governance

Commentary on misgovernance dwells on misdemeanour, but perpetrators often do not demonstrate malintent. There are plenty of smoke signals, however, before every episode

Revisiting international trade's role in domestic development

Unlocking trade-enabled economic development alongside tenets of development including gender equity, income inequality, infrastructure, and other SDGs is very much possible

The power of 'obliquity'

Corporate leaders aggressively pursue shareholder wealth creation. But companies that put more emphasis on profit are, in fact, less profitable

The mercurial should not trump the methodical

Mercurial founders get disproportionate public exposure, but nothing pulls down leaders with extra-gravitational speed than front-page coverage in the media

Expanding India's global stamp: FTAs are the way to go if gaps are plugged

The complexities of rule of origins may end up distorting trade instead of fostering it

Effective directors display the art of healthy scepticism

Independent directors add value to a company not only through their explicit knowledge and cognitive skills, but also through their experiential intuition and heuristic skills

Female entrepreneurship and the digital divide

The pandemic has witnessed rapid adoption of digital technology as a means of overcoming unprecedented economic shocks, like the ongoing Covid-19

How history remembers leaders

Leaders are judged in the short term by their rational accomplishments. What lingers are the qualities of heart

The real culture of stewardship

Authored jointly by a business leader, Chairman of IMC Pan Asia, Frederick Tsao, and an academic at Case Western University, Chris Laszlo, the book elegantly harmonises practice and theory

Bequeathing leaders' experiential wealth

The sharing of experiential assets requires one to upgrade that asset into a customer-friendly form

The new science of a lost art

Borrowing the term crux from mountaineering, Dr Rumelt argues that it represents the most critical challenge to the desired progress

Anthropology can help businesspeople

Applying the intellectual framework of anthropology could help a person see around corners, gain empathy for others, and derive fresh insights on problems

FMCG distribution legend Bhau Phansalkar passes away: An obituary

'Bhau Saheb' was not globally famous, but was among the pioneers who built HUL and the FMCG industry between the 1950s and the 1970s