The culture that led to Isro’s world class capabilities
Isro’s achievements in earth observation are one outcome of this culture of working without silos
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Consent isn't enough to protect data. We need accountability: Rahul Matthan
The Bengaluru-based lawyer who specialises in technology, says Big Data and machine learning have broken the decades old consent model, and there is a need for a new paradigm
Fintech Special Report Part 4: A fine balance
Fintech must contend with inherent conflicts with what the regulators want. Fintech’s push for rapid scaling needs to balance with the regulators’ push for financial stability and consumer protection. Part 4 in this 4-part series
The leadership paradox
It is impossible to achieve one’s leadership ambition or leverage diverse resources without pooling power. And power pooling cannot be achieved without negotiation—or power trading and trade-offs
Flipkart, Snapdeal and the next phase of evolution for Indian e-commerce
This Week: Softbank’s $2.5 bn investment in Flipkart, Isro’s innovation-oriented culture, Aadhaar and a new model for data protection, and the leadership paradox
Chinese companies in India: Fighting for the next big market
For decades, China has been considered the biggest and most important emerging market in Asia. But now India is stepping into the spotlight, as opportunities for foreign companies grow
Gorakhpur tragedy: Why we haven’t been able to win the war against mosquitos
The public debate around the recent tragedy has been far too simplistic. The fact is that India hasn’t been able to root out vector-borne diseases for centuries. And simply blaming the government of the day won’t cut ice
A tryst with insanity, encephalitis and apathy
Much is being reported about an epidemic. Some say it is par for course in a country as large as India. But how would they cope if it drove them into madness? A first-person account
The unfolding Infosys leadership paradox
We rarely get a live case study to engage with and test a proposition. The unfolding Infosys saga offers us a ready-made case to test my last week’s essay, ‘The leadership paradox’
Why Narayana Murthy needs to relearn the rules of the Murthy Doctrine
The Infosys founder has always claimed the high moral ground on good governance. But by taking on the current board in a high-pitched boardroom battle, he may have violated his own tenets and weakened the institution
