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Directors and boards should work for the long-terms success of the companies for which they are responsible, but their views of what might constitute success may reflect their perspectives.
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While uncertainty is a constant, successfully tackling it requires strategic foresight and operational agility. When these qualities are built into the DNA of the company
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India has a long tradition of combining business and religious-ethical values. Ethical values cannot simply be taught in business school, and management training.
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The fact of the matter is that success follows those who can harness the energy of collective ambition and rally the troops to optimise both output as well as individual growth.
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Boards need to anticipate and innovate, confront vulnerabilities and possibilities, and act to initiate, enable, and support the required transition and transformation journeys.
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Prepared boards recognise that radical measures can arouse strong emotions. They identify and monitor supporters, opponents and potential allies.
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Directors face multiple challenges, imperatives, and stakeholder requirements. These can arise from internal business model and strategy drivers and/or external developments in the legal, regulatory, and geopolitical contexts in which companies operate.
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Artificial Intelligence has now gained importance in economic development in every sector, especially the business sector. The G20 Summit was organised in New Delhi on September 9–10, 2023, wherein the leaders emphasised that...
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According to the report on ‘Building Resiliency in Uncertain Times’ published by the EY Center of Board Matters, Navigating Uniquely Challenging Economic Conditions The top priority in 2023 This is the top...
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Boards of Directors should feel involved and committed to a company’s success. But traditions sometimes limit their possible contributions. Adhering to the long-standing view of “noses in, fingers out” relative to corporate...
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