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Our modern industrialisation, to some extent, has its roots in Westernisation, and it is from that tradition that we have drawn the parameters by which we now measure ourselves against the Western industrial world. Yet we must develop our own atmosphere and our own measures, for if our GDP is to have any real meaning, it must be connected to our roots and to our own way of thinking.
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Through its thought leadership, director development programmes, governance publications and national forums, it has been constantly encouraging responsible leadership and board excellence. I am particularly delighted that Chennai has been chosen to host the inaugural edition of the National Convention on 'Boards' Series.
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After my initial stint as a Sub-Collector, I was immediately given a very challenging opportunity. To be very frank, it was a newly created opportunity. It was not even a career post; it was a post created in Rameswaram as the Project Director of Palk Bay Fisheries.
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As a global integrated logistics and energy company operating across diverse geographies, we have witnessed first-hand how resilient governance enables organisations to navigate uncertainty, seize emerging opportunities and create enduring value.
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The winners of tomorrow will be those who can connect capabilities, build bridges, share knowledge, create ecosystems that are larger and more capable than any individual organisation, and this has an important message. The future of competition is increasingly the competition between ecosystems.
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To formally commence this crucial national endeavour, the Institute of Directors (IOD), on July 25, 2026, under the theme "Board Strategy for Driving Transformation and Global Competitiveness," was hosted where India's boardrooms were handed a blunt verdict: The Old Playbook is Over.
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The modern boardroom has evolved from a compliance-focused forum into a strategic nerve centre where judgment, ethics, and long-term value creation intersect. Directors today must navigate complexities of geopolitical shifts, digital disruption, ESG expectations, and heightened stakeholder scrutiny-often amid uncertainty.
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Companies often blame markets, competitors, or pricing pressures. But when we walk through the shop floor, review processes, and talk to the people doing the work, the real story emerges: inefficiencies, inconsistencies, and unmanaged variation quietly erode profits every day.
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I'm working toward this role myself someday, and the more I study what independent directors do versus what they're supposed to do, the more I see a problem nobody talks about: You're supposed to watch over management, but management controls almost everything you know about the company.
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Leadership exits, especially those that attract public attention, are among the most sensitive reputation events an organisation can face. They rarely remain confined to the individual. Almost instantly, they expand into questions around governance, culture, and oversight.
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Bringing a Silent Revolution through the Boardroom
Institute of Directors (IOD) is an apex national association of Corporate Directors under the India's 'Societies Registration Act XXI of 1860'. Currently it is associated with over 31,000 senior executives from Govt, PSU and Private organizations of India and abroad.
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