Ajita Shashidhar

ITC chairman Sanjiv Puri believes in the simplicity of strategy. When he articulated the ITC Next strategy in 2018, the idea was to identify

Puri says that teams should be structured in a manner that they have complete ownership around a particular product or market so that they have the capacity to take the decisions and execute the decisions. “Such teams have to be challenged, and need to be given goals that reflect a significant step forward.” For a high-performance culture in a large organisation, there also needs to be a strong value system that integrates the organisation. “For instance, excellence in quality. That is something that has to be ingrained in everybody that it is non-compromisable,” Puri further explains.

Leadership today is also about putting care and compassion at the centre, says Mehta.

Mehta also emphasizes the importance of governance. He says the founder may have the right ethics but for the game to become bigger, one also needs good governance. “Ethics are important in governance, but they are not similar. Your intent may be right, but you need to comply with regulations and the law of the land in letter and spirit. You need systems, processes and talent. That is how a great small business could become a great big business, else you would struggle.”

International accreditations help B-Schools join global rankings. The flipside: Over 89% are unable to meet the benchmarks.

B-schools have to ensure that at least 50% faculty members are research-active PhDs. This is hurting the student-faculty ratio.

From offering hybrid MBA and launching industry relevant online courses to internationalising its curriculum, IIM-A is looking at business education through a new lens.

Works on striking a balance between innovation and societal impact.

The bigger challenge for the bulk of the Kirana community is the lack of interest of the next generation to carry forward the business.

The rise in oil prices due to the Russia-Ukraine war created changes in demand and costs.