Years ago, when I was at Diageo, some of us from different parts of the world were pulled into a creative setting in Chicago to deal with a problem statement. At that point in time, we found that we were losing a significant number of high-potential employees – those the company had nurtured, moved across markets, and given higher roles, etc. And yet, they were either fired or left. So the Diageo exec asked the group of us in Chicago, What do we need to do to keep people? It

Companies ostensibly trying to drive a performance culture with calibration and forced ranking systems end up with serious, negative unintended consequences. The result? Mismatched and unmet expectations, demotivated employees and a process where everyone including leaders are relieved that its done with for the year . How did we get it so wrong? Let's examine this at 3 levels : 1. Context of Calibration 2. Pay for Performance 3. Organisation Performance 1. Isn’t calibration

Are Longer Working-Hours Reforms Sliding into Worker Fatigue? - - Several states are advancing labour-law reforms to relax daily working-hour caps and raise overtime limits for certain sectors. Governments and employers promote these changes as steps toward greater flexibility, competitiveness (China+1), and ease of doing business. However, this push has ignited sharp criticism over the overshadowed consequences-escalating fatigue, health hazards, safety risks, and the erosio

The workplace of today moves at unprecedented speed. Technology advances daily, market dynamics shift rapidly, and the knowledge that made us experts yesterday may become obsolete tomorrow. The traditional model of knowledge flowing downward from senior to junior employees is not just outdated—it's counterproductive. The future belongs to organizations that harness collective intelligence and create fluid exchanges of expertise across all levels. The Cost of Knowledge Hoardin

What the rise of contract labour reveals about the health of India’s factories — and the future of India Inc. The latest Annual Survey of Industries (ASI) for 2023–24 carries a statistic that should stop every business leader in their tracks: 42% of the workforce in India’s organised manufacturing sector is now on contract. This is the highest level ever recorded — and it’s a number that will almost certainly grow in the years ahead. Yet, despite its significance, this govern

-- Scaling an organization is often romanticized as a thrilling ascent—more customers, more revenue, more impact. But beneath the surface lies a complex web of tensions, trade-offs, and transformation. Leaders navigating this terrain must do more than manage growth—they must evolve the very DNA of their organizations while preserving what made them successful in the first place. First, what is scaling and how different is it from growth? Two of entrepreneurs’ favourite topics

In high-powered organizations, one lesson shines above all: rule number one—protect the boss’s ego. Disagree you may, but disagree gently. Words must be weighed like gold, and always leave space for the boss’s decision to stand as final. We like to believe that careers are built on talent and hard work. Yet often, they are shaped by the temperament of the person we report to. Employees do not leave organizations; they leave their bosses. And bosses can wound in many ways—the

Trust is the bedrock of any relationship, and this holds true even in a professional setup. The emotional and professional needs of...

Digital Transformation is one of the defining themes of today – impacting industries, consumers, and society at large. It encompasses...

Fairness, compliance, and dignity of labour The Executive Committee of a listed company was in the midst of its annual review meeting....