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“Leading Through Turbulence: Strategic Insights - Fertilisers & Agri Inputs Sector”

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  The fertilisers and agri-inputs sector operates in one of the most unpredictable environments in the economy. Weather-driven volatility, policy announcements, energy price fluctuations, supply chain bottlenecks, and shifting farmer preferences can turn a stable business landscape into a high-turbulence zone overnight. In this sector, effective leadership is not defined by how organisations perform in normal times, but by how well they navigate uncertainty. The ability to manage chaos, build trust, and maintain continuity becomes a strategic differentiator. This article captures the most critical leadership insights from the fertilisers and agri-inputs ecosystem—insights that matter not just to this industry, but to any sector where volatility is the norm. 1. Crisis Begins at the Farm Gate: Leaders Must Stay Closest to the Ground In the fertilisers and agri-inputs business, the first signals of a crisis never come from boardrooms, dashboards, or Management Information System...
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“Board of Directors Under Turbulence Governance Lessons from the 2025 IndiGo FDTL Crisis”

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In December 2025, IndiGo—India’s largest airline with nearly 60% domestic market share—experienced an unprecedented operational collapse that crippled domestic aviation for several days. Thousands of passengers were stranded, hundreds of flights were cancelled daily, on-time performance fell to single digits, and refund liabilities ran into hundreds of crores. It exposed a deep governance lapse at the board and independent director levels, despite the presence of eminent members. The Directorate General of Civil Aviation (DGCA) revised FDTL norms in early 2024, with full compliance phased in by November 1, 2025. These stricter rules—mandating longer weekly rest periods, limiting night landings, and extending the definition of night duty—significantly increased the required pilot workforce. Yet, the airline failed to align its manpower planning, rostering, and operational buffers to the new requirements.  Government officials publicly stated that IndiGo “did not take necessary ac...
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Ancient Wisdom. Modern Leadership -Lessons from the Bhagavad Gita

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                  Ancient Wisdom. Modern Leadership -Lessons from the Bhagavad Gita The Bhagavad Gita is not just a spiritual scripture — it is one of the earliest leadership and management manuals. Spoken on the battlefield of Kurukshetra, it addresses high-stakes decision-making, emotional turbulence, ethical dilemmas, pressure, conflict, and responsibility — the same environment leaders face today in corporate boardrooms. Below are ten timeless principles from the Gita paired with modern leadership realities. 1. Clarity of Purpose ( स्वधर्म ) Gita Insight: “Better to live your own purpose imperfectly than to live someone else’s perfectly.” Confusion creates paralysis. Krishna reminds Arjuna that intention must come before execution. Modern Meaning: Organizations thrive when leaders communicate a simple, compelling purpose. Example: Steve Jobs' return to Apple in 1997 eliminated dozens of products and focused on a single purpose: to bui...
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Why Companies Fail: The Real Reasons Behind Corporate Collapse

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                       Why Companies Fail: The Real Reasons Behind Corporate Collapse Companies don’t collapse overnight. They decline slowly — through ignored warnings, cultural cracks, and leadership choices that compound over the years. Most failures are not caused by market conditions, competitors, or crises. They are caused from within . Here are the real reasons companies fail — and the lessons every leader must remember. 1. Lack of Clear Strategy: Speed Without Direction A company without a clear, evolving strategy is like a fast car without steering. It moves — but in the wrong direction. Typical signs: Trying to serve everyone Blindly copying competitors Entering new markets without understanding them Result: Resources scatter. Teams lose clarity. Identity disappears. Example: The Tata Nano — positioned as the “poor man’s car” — clashed with India’s aspirational mindset. 2. Leadership in an Echo Chamber: Blind Spot...
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