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Three learnings from the annual conference of the Society of Human Resource Management: Who do you hire, why space for dissent is an important part of dialogue, and knowing what you are not working on
What are the models of engagement and the challenges of such a partnership in India? A panel discussion with Qualcomm India’s Larry Paulson, Kellogg School of Management’s Prof Mohanbir Sawhney, True North’s Haresh Chawla, Anunta Tech’s Ananda Mukerji, and SPJIMR dean Dr Ranjan Banerjee
Large organisations can infuse the energy and agility that startups bring. Future Group, Nestle and Star TV are good examples of how a large firm can be constantly innovative. At the same time, there is a new breed of startups like TeamIndus that have an audacious goal and seek exponential growth
As Walmart muscles into Indian e-commerce, the global war for retail dominance has a new battleground
The management thinker Prof. Mohanbir Sawhney on why it is important that large businesses partner with startups. And Dean Ranjan Banerjee of SPJMIR on thought leadership that can emerge when industry and academia engage
What colleges and business schools teach is becoming outdated rapidly in a dynamically changing world. They need to include systems thinking and deep listening as foundational disciplines to prepare students to be life-long learners
The nature of truth; China’s battle for telecom dominance; publicity lessons from Gandhi; the nature of half-life
There is an old saying that goes, when the facts change, I change my mind. What will you do when you get obsolete? Or when everything changes, overnight?
What you can learn about communicative agility from the salt satyagraha
China and the US are locked in a furious battle for control of the next generation of wireless internet networks. The winner will gain a big economic advantage for years to come
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