Much is being reported and celebrated on the return of one of the original co-founders of Infosys to its helm as chairman. But is that what he may have wanted? Is it desirable? What kind of lessons emerge?
Category : leadership
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
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’
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
Two kinds of leaders exist: mercenaries and missionaries. Both can win battles. But when it comes to fighting a war, whom would you go with?
He was destined for greatness. But tragically, many like him stay wedded to their ideas. Somehow, they did not learn when it is time to let go
If the only reason to do the work is to enjoy its fruits, there would be no motivation for leaders to undertake missions that cannot be completed in their own lifetimes
The truth lies somewhere in between. There is merit in listening to a story from every perspective. Some lessons on leadership may just emerge
In his book ‘Managing in the Gray’, HBS ethics professor Joseph L Badaracco presents a framework to arrive at the best possible decisions in a hard situation
In their book ‘The Founder’s Mentality’, Chris Zook and James Allen, partners in Bain & Company, talk about what leaders can do for sustainable and profitable growth