 "R Gopalakrishnan")
R Gopalakrishnan
R Gopalakrishnan
R Gopalakrishnan has been at top of corporate world in India for over three decades. He is former Director of Tata Sons and Vice Chairman of Hindustan Unilever. He has over 30 years of board experience and currently serves as an independent director of listed companies, Castrol India and one of Sri Lankan conglomerates, Hemas. He also worked as independent director of Press Trust of India. He has been appointed as Distinguished Professor of IIT, Kharagpur and Executive-in-Residence at SPJIMR, Mumbai. He studied physics at Kolkata University, engineering at IIT Kharagpur and attended Advanced Management Program at Harvard Business School.
R Gopalakrishnan has been at top of corporate world in India for over three decades. He is former Director of Tata Sons and Vice Chairman of Hindustan Unilever. He has over 30 years of board experience and currently serves as an independent director of listed companies, Castrol India and one of Sri Lankan conglomerates, Hemas. He also worked as independent director of Press Trust of India. He has been appointed as Distinguished Professor of IIT, Kharagpur and Executive-in-Residence at SPJIMR, Mumbai. He studied physics at Kolkata University, engineering at IIT Kharagpur and attended Advanced Management Program at Harvard Business School.
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Power alters a CEO's brain
Power affects all, though in India, professionals can exercise power only with the promoter's support
 "Power alters a CEO's brain")
Dual-class shareholding will take more time
Dual-class share structures hinder corporate performance, according to academic research
From conception to commercialisation
We fail to contemplate the innovation biography of the dry copier, an essential part of our lives
R Gopalakrishnan: The hazardous life of birth control
The contraceptive pill arguably qualifies as one of the biggest innovations in history
R Gopalakrishnan: Swachh Insaaf: A citizen's view of justice
It is better to be critical of our institutions of justice than to be cynical of the system
R Gopalakrishnan: The birth of an idea
Life cycle of an innovation begins as a concept in the brain. The concept becomes manifest only after it is articulated into an idea
R Gopalakrishnan: The life cycle of an idea
The metaphor is instructive and inspiring when applied to describe ideas, and subsequently, to chart the biography of innovation
R Gopalakrishnan: Not just a lack of toilets
Swachh Bharat Mission could focus on using technological innovation to eradicate the problem of open defecation
R Gopalakrishnan: Make in India by globalising wellness
In the Make in India drive, wellness products based on Indian knowledge will leverage the credibility of India as a source
R Gopalakrishnan: Five growth mantras for FMCG start-ups
Newcomers should focus on converting their big-bang entry into a sustainable, long-term business
R Gopalakrishnan: Thought leadership - the ancestor of innovation
Humans are the only species that think, reflect, act and discover in a cycle of incessant learning
R Gopalakrishnan: Start-ups must learn corporate ayurveda
Older companies can teach them five lessons that do not assure success but do not backfire either
R Gopalakrishnan: Shed apathy, embrace innovation
Huge gains can be made by giving agriculture disproportionate priority, even more than GST
R Gopalakrishnan: Intelligent farming
Farming and agriculture are crying out for a business model innovation
R Gopalakrishnan: Customer-centric innovations by hotels
Innovations such as room key cards and the right room temperature are more consumer friendly compared to fancy stuff like enhanced mobile interface
R Gopalakrishnan: Opposition to trials aborts innovation
If your child's life could be saved, or if your family could avert hunger, would you oppose experiments in genetic science?
R Gopalakrishnan: Getting trained to listen
The one quality that entrepreneurs should necessarily possess is the ability to listen
R Gopalakrishnan: Lessons investors and founders should learn from Housing.com fiasco
Many start-up ills can be traced to the founder's ego or the investor's greed, both of which are cases of desiring before deserving
R Gopalakrishnan: Innovators who succeed
Successful innovators often take a measured approach. They postpone gratification and focus on execution
R Gopalakrishnan: Innovators who strangle innovation
One of the greatest dangers to the promise of an idea is the innovator's obsession with himself or his idea