Part 2 of Built to Hold — the mindsets that determine whether any framework actually runs. -- E X E C U T I V E S U M M A R Y The context. Part 1 of this perspective laid out the seven-move framework for Boards and CEOs navigating the Structural Decade. Two enterprises with the same playbook and the same capital end up in different places when the environment turns structural. The variable that explains most of the variance is not the framework. It is the character of the l

-- Why accountability, leadership ownership, and culture—not just regulation—will define India’s safety outcomes India’s industrial accidents are not isolated operational failures—they are reflections of deeper gaps in accountability, culture, and leadership focus. As the country accelerates its manufacturing ambitions and positions itself as a global supply chain hub, one uncomfortable truth remains: workplace safety has not kept pace with industrial growth. Every industrial

Every leader talks about culture. Yet many of us struggle to answer a simple question: How exactly do we create the culture we want? Culture often feels intangible. We can sense it when we walk into an organisation, but it can be difficult to describe. A useful way to think about culture is that it is simply the collection of relevant behaviours you see in the workplace. As the saying goes: Culture is the behaviours you want and recognise, and the behaviours you don’t want, b

-- SpaceX began trading on Nasdaq on June 12, 2026, after pricing at $135 a share and a valuation of $1.77 trillion — roughly 94 times its 2025 revenue of $18.7 billion. That multiple has no precedent in the public markets. It exceeds Nvidia, dwarfs every cloud infrastructure company, and makes the dot-com era look conservative. Analysts will spend months debating whether the number is rational. But the number is not the point. The point is that SpaceX could not have been bui