Building a corporate brand other than based on a family name is a different challenge. We have seen in India over the last 2-3 decades the emergence of successful corporate brands built out of a single business with a product/business brand that does not mention a family name. Some of them rose above their origins by reducing themselves to a set of alphabets. Slippery and nebulous and constantly reminding you of the six visually impaired men and an elephant, brands are an alluring field of exploration, especially corporate brands.

In changing and unsettling times, dynamic leadership takes centrestage, in business and society. What does that mean and how many leaders can be truly dynamic?

Using Galileo’s idea of nature as a book, and drawing the corollary of reading from it, it is arguable that techniques of reading (taught in many universities) might offer more promising results rather than the traditional models and frameworks used in businesses. Taking a leaf out of Formula 1 racing, we take an exploratory look

Sajjan Jindal’s decision to enter the EV market is the immediate context to emphasise the irrelevance of intellectual cobwebs such as the idea of core competence. In a world abundant with multiple opportunities, within the same or different lines of businesses, a different set of questions need to be asked.

Fools rush in where angels fear to tread. So they say. Yet, I have decided to be a fool and revisit the contentious debate over net neutrality, which was disguised as a battle for democracy and equality when it was in fact a battle between different businesses. There is a context to this revisiting – the dawn of 5G and the investments made by telecom companies in acquiring spectrum. In the interest of full disclosure, I have no business interest in this matter!