Latest Articles



Vigilant leadership for creating High Reliability Organizations (HROs)

Vigilant leadership is all about guarding against the expected. That is best done by expecting the unexpected. This trait, and accompanying organisational skills, is very useful for leaders in high positions.   Here are some examples or the unexpected that did happen in recent times – A terrorist managing to kill 49 CRPF personnel, a …

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Leadership is about responsibility

Leadership involves pissing people off. Your responsibility is to the group.

The culture of protecting our subordinates is a good one. However, it can easily be overdone. This point is very effectively made in the movie ‘12 O clock High’ starring Gregory Peck. In that, the de-briefing of an Air Force bombing mission reveals that the Bomber Group had suffered heavy casualties due to technical error …

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Complexity for good leadership & Innovation

Apply Complexity theory to the current issue between India and Pakistan

Let us apply complexity theory, which is the backbone of innovation and leadership, to the current issue of Ind-Pak relations.  As is known,  India and Pakistan are having perpetual problems over Kashmir. Of late, the issue has got exacerbated by an attack on a bus near Pulwama (J&K) carrying paramilitary forces of India, resulting in …

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Complexity management for leadership and innovation

Leadership and Innovation by dealing better with Complexity

Here are a few tips on how to lead better, or innovate better, by tackling complexity head-on. Better still, here’s just one core reason why most solutions we produce to deal with complex issues, mostly fail.  Also, you’ll find pointers on how to do better. A complex issue is one that has several actors, each …

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Innovation, Leadership,

Balancing Innovation and Stability through effective Leadership

Here are some pointers on how to break the vicious cycle of desire for improvement and factors that work against it. I am talking of the conundrum in which there is pressure for performance leading to change initiatives, which leads to disruption, which makes it difficult to change, which builds pressure for performance, which leads …

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