How to do what matters most and raise your productivity quotient? Developing three habits-having a written personal vision, setting roles and goals, and doing pre-week planning-will lead to a transformation, both personally and professionally.
The post-COVID world, with its new paradigms, has necessitated reimagination and reset of industry operations. Management schools too need to rethink the future of management education and curate a new programme which is skills-based and develops graduates employable and who know how to be at peace with themselves and society.
A special initiative by organisations, typically set up when they are scaling up or going through a phase of transformation, Program Management Office (PMO) is a focused, high-impact effort to solve a burning issue such as accelerating sales or turning around profitability.
Summary: It is not a compulsion that you should look for a purpose to hitch your brand to. Sometimes your brand comes with a well-infused purpose. In India, you can think of Tata, Amul, FabIndia and a few more.
Summary: As a company, you must be seen to be taking your responsibilities seriously and making a contribution towards relieving one or more of these worries. It may only be in a very small way that affects your local community, but you will be helping to make the world a better place.
Summary: Your customers want you to save the world. People have many different, and very real, worries about the future, including health, climate, technology and more. As a company, you must be seen to be taking your responsibilities seriously and making a contribution towards relieving one or more of these worries.
Summary: Most training and development solutions do not last or even solve the real issue hindering your business’s success. Kickstarting a successful trust-building effort across your organisation requires attention on both the initial impact and the ongoing reinforcement.
Summary: The breadth of change for leaders and their teams during the global pandemic has been dramatic: what we are doing, how we are working, when, and of course, where. Leaders need to build resilience—their teams’ as well as their own—in order to thrive in today’s times.
Summary: Busting the following myths-MYTH 1: Whew. Glad that’s over! Let’s get back to normalMYTH 2: The future is limitless, abundant, amazing!MYTH 3: All dreams and aspirations matterMyth 4: We’re on top of thisMyth 5: The future is created by leaders, disruptors, innovators
Summary: The pandemic has become a modern-day kingmaker, bestowing record profits and growth in some industries. However, it is not just mere luck. The best companies are innovating faster than their peers, investing in their people, and making the most out of their data. Combine this with a little bit of luck, and you end up in a fantastic place.
Summary: Indian two-wheeler giant TVS Motor Company has evolved through the ages as not just one of India’s biggest two-wheeler manufacturer but also a responsible and ethical corporation. As the world grapples numerous man-made crises—climate change, air and water pollution, and their resultant repercussions—TVS’ policies and innovative approaches can prove to be a role model for its industry as well as others.
Summary: Looking around, one will find that some people are able cope with problems that little bit better than others. The primary explanation for this is that such people are simply ‘made of stronger stuff’. They are more resilient. You build a workforce for resilience, and you would have built them for success.
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