Showing of 1-20 result
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29-Nov-2021 | R Gopalakrishnan
Constructive dissonance essential for better neeti
Aberrant judgements occur often in institutions where constructive dissonance is absent
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10-Nov-2021 | R Gopalakrishnan
The humane factor
It is about how corporate leaders can create humane and passionate companies, which, as a byproduct, achieve impressive growth and great profits
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09-Nov-2021 | R Gopalakrishnan
Irrational exuberance and rational humility
I worry that the hard-earned savings of middle-class investors could be at risk
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12-Oct-2021 | R Gopalakrishnan
Companies need more neeti, less niyam
The key lies in training and aligning directors about the behavioural aspects of governance, not only about the laws
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14-Sep-2021 | R Gopalakrishnan
Good governance despite differences
Governance is perceived as an abstruse and technical subject, connecting the three dots of accounting, legal, and regulatory
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10-Aug-2021 | R Gopalakrishnan
Leaders should be changed periodically
When leaders linger long, warning signals of reduced effectiveness begin, often increasing in intensity
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15-Jul-2021 | R Gopalakrishnan
Making PSUs board-yukt and sarkar-mukt
PSUs have played a well-defined role in India's progress over 74 years. Some have delivered sterling outcomes that the return-seeking, capital-poor private sector would have been unable to do
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08-Jun-2021 | R Gopalakrishnan
Leading in a crisis
Denial of a mistake is a terribly diminishing action. The fact that many leaders rarely admit to their mistakes is no excuse for not doing so
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25-May-2021 | R Gopalakrishnan
Rules to judge leaders by
Book review of The CEO Test: Master the Challenges that Make or Break All Leaders
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12-May-2021 | R Gopalakrishnan
How social context influences human behaviour
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
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22-Apr-2021 | R Gopalakrishnan
Why managers must be coaches too
Ruchira Chaudhary places the burden of coaching, not on her ilk, but on operating managers. That is a laudable aim.
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15-Apr-2021 | R Gopalakrishnan
Legality versus morality
Law and morality are often not aligned. Apart from regulations, we must consider the difficult perspective of character versus morality by exploring "behavioural corporate governance"
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19-Mar-2021 | R Gopalakrishnan
Why our brain resists diversity
Although the brain resists variation, in contrast, variation is at the core of evolution and life forms
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18-Feb-2021 | R Gopalakrishnan
When CEO and board marriages fail
Boards and remuneration committees hesitate to engage with the behavioural and soft aspects of CEO appraisal. This is one important reason for such marriages failing
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21-Jan-2021 | R Gopalakrishnan
The gyroscope of corporate governance
Lessons from political governance are instructive even for corporations
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17-Dec-2020 | R Gopalakrishnan
The emerging future role of boards
Management needs new ways of thinking to make companies survive and grow for the long term, and to be sustainable companies in every sense of the word
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20-Nov-2020 | R Gopalakrishnan
Prodrome of a governance crisis - behaviour
Regulators and board directors should be sensitive to advance signals, usually manifested through behavioural aberrations before the failure
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10-Nov-2020 | R Gopalakrishnan
Boards and the human factor
Book review of On Board: The Insider's Guide to Surviving Life in the Boardroom
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16-Oct-2020 | R Gopalakrishnan
What a 'wise' board director is
Wisdom is born out of controlling lower ground thinking by the discipline of higher ground thinking-the word discipline is noteworthy
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18-Sep-2020 | R Gopalakrishnan
Myrmidons around the CEO
When you think of celebrities - CEOs, ministers, bureaucrats, actors and sportsmen - you note that they have a swarm of myrmidons around them
