-- As leaders, what is our primary responsibility? Growth? Performance? Delivering results? But in a world defined by AI & technological disruption, shifting business models, and changing workforce expectations, one could argue that mere performance is no longer enough. I guess the real job of leadership today is simpler—and perhaps harder: build teams that know how to learn. Because skills expire. Strategies shift. Only learning endures. Yet despite lakhs spent on training,

- - Introduction As corporate governance evolves from being just a statutory necessity to becoming a true driver of value creation, Human Resources (HR) has steadily found its rightful place on the agenda of corporate Boards. Today , Boards devote significant attention to HR matters not merely as compliance issues but as strategic levers that shape long-term performance and sustainability. The HR-related areas that regularly feature on the Board’s agenda include: Leadership—

-- Global trade is undergoing a fundamental reset. While the tariff issue is still relevant, it is no longer the primary determinant of market access. Today, credibility on sustainability determines who supplies, who scales, and who is trusted over the long term. Given this shift, Indian companies can benefit from it by treating Environmental, Social, and Governance (ESG) as a lever for global competitiveness. This is already visible in the trade agreements that our compan

- - The post-COVID business environment has ushered in what many commentators describe as a “polycrisis” world—one characterised by the simultaneous occurrence of multiple, interlinked disruptions. Social instability, economic uncertainty, climate events, and geopolitical tensions no longer appear as isolated shocks. Instead, they emerge in clusters, compounding complexity and demanding immediate managerial attention. Recent global developments illustrate this clearly. In Apr