Showing of 1-25 result
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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
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20-Aug-2020 | R Gopalakrishnan
Perils of the CEO
Who knows how present leaders will be regarded by history!
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23-Jul-2020 | R 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
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02-Jul-2020 | R Gopalakrishnan
Be strategic rather than opportunistic
The "long game" should be the new face of business strategy
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23-Jun-2020 | R Gopalakrishnan
Neeyat, nyaya, niti to enhance trust
The aggregate machinery of government seems to be failing our citizens
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04-Jun-2020 | R Gopalakrishnan
Leading with empathy, humility and dialogue
To an extent, leaders do sell dreams to their followers but that should not become a litany of unfulfilled promises
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27-May-2020 | R Gopalakrishnan
Invest in trust to promote entrepreneurship
What we observe currently is a dilution of the formal channels of communication, while there is not much evidence of the informal ones evolving
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07-May-2020 | R Gopalakrishnan
"There is a divinity that shapes our ends..."
The complete denial of luck or coincidence in leadership success/failure seems misplaced
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29-Apr-2020 | R Gopalakrishnan
Immunising a corporation from invisible attack
Managers must reflect on ways to unleash passion, a purposeful culture and positivity within the organisation
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10-Apr-2020 | R Gopalakrishnan
How to build institutions
In the concluding part of the series, the author talks about the mindset, behaviour and action of 'shapers'
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09-Apr-2020 | R Gopalakrishnan
Mitigating the bullying effects of power
To win in life, you don't require ambition for its own sake. Leaders need to think of humility as being in the service of ambition
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27-Mar-2020 | R Gopalakrishnan
Build to last
In the second part of a series, the author notes down some lessons for start-ups
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25-Mar-2020 | R Gopalakrishnan
Wisdom for startups from grown-ups
Startups add value only if they build a sustainable business model. When will Indian startups understand this?
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12-Mar-2020 | R Gopalakrishnan
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
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10-Mar-2020 | R Gopalakrishnan
No shortcuts in a dynamic world
In the first part of a series, the writer talks about the prerequisites to starting up
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26-Feb-2020 | R Gopalakrishnan
Business with purpose: Real or fluff?
A story of hunter-gatherers, planters and rainforests
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13-Feb-2020 | R Gopalakrishnan
Successful CEO transitions
Board, not a committee, is accountable for selection of chief executive
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14-Jan-2020 | R Gopalakrishnan
Fallout of acrimonious leadership disputes
Disputants must always try to find, directly or through well-wishers, a way to arrive at a compromise
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02-Jan-2020 | R Gopalakrishnan
Judgement + character + humility = Board wisdom
Not just decisions but their implementation should also be wise
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17-Dec-2019 | R Gopalakrishnan
Building trust is a process...
...and to be able to do that you need transparency and public scrutiny. A tough call but valuable nonetheless
