In part 2 of a series, the author says the challenge for an incoming CEO is to clean up the mess, if any, quietly and without blame
In the first of a two part series, the author explores the delicate relationship between a predecessor and a successor
Can the Indian manager be even more successful abroad?
Power affects all, though in India, professionals can exercise power only with the promoter's support
National economic benefit is not only about creating wealthy entrepreneurs, but also about creating long-living companies
Directors need to be alert about behavioural changes in a powerful leader - a situation that could require quiet intervention
Dual-class share structures hinder corporate performance, according to academic research
Transgressions by leaders are no more acceptable. What was alright in the past, may no longer be so at present
It is true that many Indians make startling innovations, but these innovators also need the equivalent of the RAF order.
Management should be efficient; board should provide dignity
There needs to be an international protocol for testing innovations
The non-availability of a successor is a failure of the predecessor
Could AIM replicate the swelling Dandi crowds as it develops momentum over the next 20 years?
All know the seven Ds but frequently fall prey to groupthink and fail to act
A proof of social acceptance of entrepreneurship would be when parents are delighted to have a start-up son-in-law