Page 5 - Gopalakrishnan

Cheer in Covid times

Here's the backstory of Biocon's Alzumab which has been approved by the CDSCO for the treatment of Covid-19 in India

Be strategic rather than opportunistic

The "long game" should be the new face of business strategy

"There is a divinity that shapes our ends..."

The complete denial of luck or coincidence in leadership success/failure seems misplaced

Immunising a corporation from invisible attack

Managers must reflect on ways to unleash passion, a purposeful culture and positivity within the organisation

Build to last

In the second part of a series, the author notes down some lessons for start-ups

Wisdom for startups from grown-ups

Startups add value only if they build a sustainable business model. When will Indian startups understand this?

Beware of competence without humanity or humility

A cardinal principle in succession planning by boards is to scrutinise the "wake" of a candidate and not rely only on performance metrics

Judgement + character + humility = Board wisdom

Not just decisions but their implementation should also be wise

Building trust is a process...

...and to be able to do that you need transparency and public scrutiny. A tough call but valuable nonetheless

Debates about entrepreneurship & growth

This is a crucial issue at a time when global business leaders are committing themselves to stakeholder interests rather than only shareholder interest

Building ethical assets

Managers must learn to teach business ethics and values

Building startups and companies that last

The tendency to announce near-victory is a pervasive disease. This is exemplified by the reports on ease of doing business

Enterprise, education and eudaemonia

India needs and welcomes short-term fixes like the tax cut, but we must remember that this is jugaad economic planning

Directors must act on signals

Every recent case of corporate governance failure had developed through a trail of early signals

Listen to kibitzer

Smart leaders know nobody is too small to make an impact

We need more business institutions, not just companies

There is an art that 'shapers of institutions' deploy compared to 'leaders of companies'

Leadership mindset hazards

The only solution is for CEOs to behave at exemplary standards, well above the legal prescription

Competitor obsession promotes hubris

Cycles of human folly have played out for centuries, so why would people not continue withe their foolish acts?

The concept of 'promoter' is dead

It is as credible as a biological mother who thinks that she can intervene (or interfere) in the marriage choices of her 30-year-old son

When a director senses smoke

Act, talk, share, counsel, but don't sit around and keep thinking