A PASSING PHASE?

Driving digital transformation - Resilient businesses use digital technologies, data, and analytics to create long-term customer value.

Myth Buster: Redefining Philanthropy

Kris Putnam-Walkerly, philanthropic advisor and author of Delusional altruism: Why Philanthropists Fail To achieve Change and What They Can Do To Transform giving, lays out five myths surrounding philanthropy and explains why buying into them thwarts the impact of giving.

The End Of Paper Money?

COVID-19 has given the cashless society a big impetus, but digital money has hurdles yet to be jumped.

PRODUCTIVITY: Best of both worlds?

A new school of thought suggests that workers can increase their productivity by working four days a week. But is it truly feasible?

FAMILY BUSINESS: Shared conversations

The best future takes shape when the different generations of a family business come together and talk about their needs, values, and expectations with openness.

Point of no return

COVID-19 has accelerated the rise of digital innovation, and organisations that adapt to this shift will be better equipped to navigate the unknown waters that lie ahead.

ORGANISATIONAL CULTURE: Strong connect

Organisational culture may rest in an intangible realm, but it has an undeniable impact on employee engagement and productivity, and thereby business growth.

Digital divide

With the disruption that has come about in the workforce paradigm, people management will be the most important part of a leader’s task.

LEADERSHIP: Choose the right language

For modern-day organisations, success will depend on whether the right balance can be struck between ‘thinking work’ and ‘doing work’.

EDUCATION: Break the mould

Management research in India should evolve along new paths, maintaining a high degree of synergy with industry.

A PASSING PHASE: Driving digital transformation

Resilient businesses use digital technologies, data, and analytics to create long-term customer value.

Venture forth

Tales of adventure often belie the leadership capabilities demonstrated by explorers, but they offer rich lessons for business professionals, opine Amy Posey and Kevin Vallely, co-authors of Wild Success: 7 Key Lessons Business Leaders Can Learn from Extreme Adventures.

Through a new lens

When caught in the flux of change, the best bet for those at the helm is to liberate their thinking from well-entrenched patterns and prejudices and view things from a different perspective.

Get Rid Of The Box

Removing the boundary conditions that limit our thinking can lead to entirely different outcomes.

Too important to leave to chance

“Hard work, diligence, persistence, and a positive attitude are all very useful if you want to succeed. They’re essential… But they’re insufficient. None of them will deliver success unless you also harness the power of opportunity.” Richard M Rothman talks to Indian Management about his latest book, The Power of Opportunity.

The intangibles

Workforce rationalisation can lead to immense gains—many of them seemingly unrelated to the aspect of sheer ‘numbers’—but only if carried out with strategic diligence.

On a new path

COVID-19 has posed an unprecedented challenge to humanity.

Turning the tide

Marketers have managed to turn the COVID-19 crisis into an opportunity through their innovative approach vis-à-vis generating demand and staying connected with consumers.

The meta-leader

True crisis, those incidents that threaten the viability of an organisation or where lives are on the line, are among the most vexing challenges for executives.

Stay connected

In times of uncertainty, leaders must foster a genuine culture of care to engage with employees.

Seize the opportunity

Rapidly changing consumer patterns during a crisis require a dynamic strategy aligned with the pulse of the market.

Diverge, Disagree, Dissent

Contrary to popular perception, productive conflict can create true value. Specific techniques can be used to make organisational teams embrace this idea.

UNLOCKING POTENTIAL, ADDING VALUE

In safe hands - “In a psychologically unsafe climate, people think positivity and agreement is what managers want to hear; dissent feels like rebellion or disrespect. And so, because the truth does not simply disappear, it goes into hiding instead.” Amy C Edmondson dissects the psychology behind successful workplace environments and why we all need to fail, intelligently.

Lead the way

Leaders who harness the power of conflict create a cultural context that liberates the creative impulse of their teams—like Satya Nadella who brought about a productivity spurt in Microsoft by increasing intellectual friction and decreasing social friction.

BLUE OCEAN THINKERS

Des Dearlove and Stuart Crainer offer a peek into the ‘blue ocean’ concept and its shaping by 2019 Thinkers50 #1 duo W Chan Kim and Renée Mauborgne.

Walking a tight rope

Effective leadership demands empathy, but make sure it is used in the right measure.

‘IT IS KEY TO ESCHEW MARKET-COMPETING LOGIC FOR A BLUE OCEAN SHIFT'

In an exclusive interview, W Chan Kim and Renée Mauborgne speak at length about ‘blue ocean’ strategy, why businesses need to shift from the familiar waters of red oceans to the uncharted depths of blue oceans, and the prospects such a move holds.

Cost of avoidance

The absence of conflict means missed opportunities. Leaders can play a seminal role in shaping cultures that encourage constructive conflict.

Brand truths

Popular perceptions about successful brands may not always reflect the true picture, observes Luis Pedroza, author of Lean Brands: Catch Customers, Drive Growth & Stand Out In All Markets.

Beyond definitions

Leaders should follow a multistep process to convey the true worth of dissent and to shape a culture that values its merits.