@SURINDER KUMAR THAKUR

  “Building Agrochemical Brands in Rural India: From Awareness to Trust” India’s rural market is not just a distribution zone; it is a partnership between science, soil and people. In this partnership, one truth stands tall: farmers don’t buy products; they buy trust. Building a strong agrochemical brand in rural India isn’t about flashy campaigns or aggressive sales targets. It’s about credibility, education, and long-term relationships 1. Stop Selling, Start Partnering Brand building in rural India is not about pushing products — it’s about sharing outcomes. When farmers see your brand as a partner in their prosperity, loyalty follows naturally. The shift must be from sales to support, from transactions to relationships 2. Let your Product Speak the local Language India’s diversity is its complexity. R&D and marketing teams must collaborate closely to develop region-specific formulations that are tailored to loca...

Once, India was a land drenched in sunlight, its seasonal rhythm defined by clear skies and golden fields. But scientists now warn that India is losing its sunshine—quite literally. Over the past few decades, the country has experienced a measurable decline in the solar radiation reaching the ground—a phenomenon known as solar dimming . The Culprit: A Vast, Diffuse Umbrella The primary cause is a thick blanket of aerosols, soot, and industrial smoke. These microscopic particles, collectively known as atmospheric brown clouds (ABCs), act like a vast, diffuse umbrella. They reflect and absorb sunlight, drastically reducing the solar energy that crops require for efficient photosynthesis. Between 1988 and 2018, studies showed sunshine hours declined by over 13 hours per year in the northern plains and approximately 8.6 hours/year along the west coast. This dramatic loss is heavily concentrated across the Indo-Gangetic plains...

  “From Executive to Boardroom: Transitioning to an Independent Director Role” After years of driving quarterly results, managing crises, and leading from the front, many senior leaders step into the boardroom thinking it’s a continuation of leadership. In truth, it’s a reinvention. You still lead — but now through insight, not instruction; through influence,   not authority. The transition from doing to overseeing is one of the most profound professional shifts any senior leader can experience. It demands not only strategic wisdom but also emotional intelligence, restraint, and a deep understanding of corporate governance ethics. It’s no longer about running a business — it’s about ensuring it’s run right. “From Leading to Guiding.” As a CEO or senior executive, your role was to decide and act. As an Independent Director (ID), your role is to guide, question, and ensure. You’re no longer accountable for operational results — you’re responsible for governance outco...