THE IRRELEVANT CEO: The Case for Succession Planning

CORPORATE INDIA has been jolted yet again, this time by the tone-deaf remarks of L&T Chairman S. N. Sub-rahmanyan advocating a 90-hour work week.

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The subsequent backlash, capped by the company's attempt to wrap the controversy in the flag of "nation-building," demonstrated a deeper crisis in leadership. It is no longer about one misstep or an ill-judged remark, it is rather about the glaring irrelevance of many leaders who have overstayed their welcome, ignored generational shifts, and failed to adapt to contemporary leadership.

The CEO Echo Chamber

Most CEOs are excellent at what they know but remain oblivious to what they don't. They often surround themselves with echo chambers - friendly directors on boards, compliant executives, and sycophantic consultants - creating a bubble of self-congratulatory governance. In India, this phenomenon extends to boardrooms where independent directors often serve on multiple boards, creating a tight-knit cabal of familiarity. Governance, in such cases, becomes less about oversight and more about maintaining comfort and status quo. It's a well-oiled machine: search firms conduct superficial beauty parades for board appointments, only to crown the promoter's pre-selected candidate.

This insular culture fosters complacency. Leaders become trapped in their own mythologies, assuming their way is the only way. But as the backlash to Subrahmanyan's remarks shows, the younger generation - empowered by new values, technology, and sheer numbers - has little patience for this outdated mindset.

Work-Life Balance is Not a Luxury