The Long Game: Making Decisions That Outlast You
How does a leader commit resources to decisions whose outcomes will play out over years, not months? It’s one of […]
Leading Teams
The Boeing Lesson: Why Leaders Must Learn to Apologise
The Boeing Dreamliner crash in Ahmedabad was one of the most devastating tragedies in aviation history. Air India, which operated
Change and Innovation, Leading Teams
The Missing Link: Why Most Change Initiatives Fail
Managing change in an organization is one of the hardest things to do. While we often get the basics right—like
Culture and Values
Why Organisation Fail: Lessons from Geopolitics
Geopolitics is endlessly fascinating. Some countries have flourished for a long time, while others have faltered. Some have enjoyed periods
Strategy and Decisions
Darwin In The Boardroom: Adapt, Evolve or Die
Darwin’s theories reshaped our understanding of life, explaining how species evolve, inherit traits, and adapt to their environments. These principles
Leading Teams
Stop Training, Start Learning: Building Teams That Grow
As supervisors and leaders, we inherit teams and must achieve results with them. The common belief is that skills are
Strategy and Decisions
No Guessing: The Science Behind Better Decisions
Leading an organization is inherently complex, requiring a constant balancing act between legacy and future uncertainties while navigating the cultural
Leadership and self
How Achievements Propel Individuals Into Leadership
How does one transition from an ordinary individual to a leader? There are many paths. Some rise through excellence in
Communication, Leading Teams
Lead Like Socrates: The Art Of Asking Instead of Telling
If leadership is about showing the way, then Socrates was the ultimate master of the art. In his time, the
Culture and Values, Lessons from History & Lives
The Matsushita Way: How Authentic Values Built A Global Empire
When leaders craft values that resonate with authenticity, they become even more powerful. Konosuke Matsushita, deeply influenced by Japanese culture,