·Organisational Culture, Transformation and Change
The Quiet Work of Branding
Five shifts shaping how organisations build clarity, continuity and trust in 2025
#Crisis Leadership
39 results
·Crisis Leadership, Reputation and Trust
When A Leader Stumbles
How an airline’s crisis became an industry’s test. The concluding part of a two part special series
·Crisis Leadership, Reputation and Trust
After the Crash: A Test of Leadership and Legacy
In the shadow of the Air India AI171 tragedy, the Tata Group faces a crucible moment—echoing a corporate crisis from four decades ago that still defines leadership under pressure
·Crisis Leadership, Reputation and Trust
FF Live: Managing Corporate Reputation in the Digital Age
18 takeaways on crisis management and trust-building
·Crisis Leadership, Reputation and Trust
How L&T completely muffed up a valuable teachable moment
Around the world, CEOs, even the smartest of the lot, are known to occasionally suffer from a foot-in-the-mouth disease. Yet there are playbooks in place on how to deal with such crises–something that L&T has chosen to ignore.
·Leadership Practice and Development
FF Insights #669: A leader’s job
June 9, 2022: Birla versus Adani; Sheryl Sandberg’s legacy; Never judge a post
·Crisis Leadership, Reputation and Trust
FF Insights #666: How to clean up a scam
June 6, 2022: SoftBank’s underbelly; The worrisome legacy of Jack Welch; Procrastination explained
·Organisational Culture, Transformation and Change
Rushing back to office
There are signs of growing impatience among CEOs to abandon the hybrid work experiment and return to office permanently. What’s driving this sentiment? And could it scupper change?
·Leadership Practice and Development
Changing times, enduring lessons
December 18, 2021 | FF Daily #552: FF Recommends 6 leadership lessons for all times
·Leadership Practice and Development
FF Daily #434: Living slow
July 27, 2021: Do women leaders fare better during a crisis?; Let’s count the grief; Feel useless?
·Crisis Leadership, Reputation and Trust
Building resilience: from fear to growth
May 1, 2021 | FF Daily #362: FF Recommends
·Leadership Practice and Development
FF Daily #284: The moral high ground
January 28, 2021: Kumar Mangalam Birla on the year that was; How to apologize; Allocate time wisely
·Crisis Leadership, Reputation and Trust
Be positive. Be kind. Be helpful.
Some reflections on leadership, thinking, what matters most now, gratitude, hope, renewal and more as I review 2020
·Leadership Practice and Development
Learning from The Best Business Books of 2020: A fireside chat
In Founding Fuel’s learning session, D Shivakumar, in conversation with R Sriram, discusses what’s different about his best books selection this year. He also shares some of his superpower secrets about how he is able to nurture the discipline to read in the midst of a busy professional life
·Leadership Practice and Development
FF Daily #231: The limits of freedom
November 17, 2020: Bertrand Russell on liberty and regulation; A lesson from Barack Obama on the art of leadership; The fourth man; Fast & furious
·Leadership Practice and Development
FF Daily #228: How to deal with criticism
November 12, 2020: Wisdom from Lee Kuan Yew; Pfizer’s new vaccine and open society; Five things businesses can do in the present crisis
·Leadership Practice and Development
FF Daily #216: Lessons from Aditya Puri
October 29, 2020: Fairness; How to lead in a crisis; Behind the scenes
·Behavioural Science, Mental Models and Decision Making
‘Trust is not a matter of morality, but of predictability’
Predicting behaviour isn’t rocket science, say Robin Dreeke and Cameron Stauth in their book, ‘Sizing People Up’. It is a social science, and requires you to apply the right equation of logic, strategy, scepticism, observational skills, and the ability to accept unwelcome truths
·Leadership Practice and Development
WFH Daily #148: Why are Japanese businesses so good at surviving crises?
August 18, 2020: The horses that control our lives; community over profits; saying “that’s all right”
·Crisis Leadership, Reputation and Trust
WFH Daily #101: Focus on what matters
July 2: Take responsibility, build scenarios, reset expectations
·Crisis Leadership, Reputation and Trust
Lessons in crisis leadership from four stories of survival
These leaders defied life-and-death crises. Their stories offer a beacon for business leaders on how to steer their teams out of this pandemic-induced crisis
·Crisis Leadership, Reputation and Trust
Stability in the storm: Reflections in challenging times
Finding the right path when all is murky is a special challenge today. Deep listening and deep conversations can throw some light. This facilitated conversation does just that
·Crisis Leadership, Reputation and Trust
Leadership in a crisis: How to bend without breaking
How can you deliver business continuity if you are churned up and anxious inside? More importantly, how can you use this crisis as a springboard to shape the future, instead of merely coping with it? A 7-day practical plan to cultivate resilience in a crisis.
·Crisis Leadership, Reputation and Trust
Stories from inside India’s corporate war rooms
Even as they grapple with the operational aspects of the crisis, many business leaders are bringing a beginner’s mind and experimenting. They are discovering slivers of opportunity and preparing for a post COVID-19 world
·Organisational Culture, Transformation and Change
How Zuckerberg dealt with a leak
How Facebook’s top leadership is dealing with the deeper issues of declining trust, why liberal studies matter, and building purpose-driven networks
·Crisis Leadership, Reputation and Trust
Behind Rajat Gupta’s dogged attempt to save his reputation
The former McKinsey chief’s tell-all book is an attempt to offer his side of a story that sent shockwaves around the world. But the book is unlikely to sway his detractors. In an interview, Gupta shares some of the lessons he learnt from the crisis—and a lot more
·Organisational Culture, Transformation and Change
The McKinsey case and consulting’s ethical dilemma
The case is symptomatic of a wider issue: in the race to generate wealth for their partners, are management consulting firms in danger of losing sight of their original purpose—to be trusted advisors to CEOs?
·Leadership Practice and Development
Why the worst may not be over for Chanda Kochhar
The inside story of how Chanda Kochhar let hubris and greed implode her trail-blazing career at ICICI Bank
·Organisational Culture, Transformation and Change
Yet another #metoo story and why it stinks
Anjuli Pandit’s life turned upside down after she levelled sexual harassment allegations against her boss Rakesh Sarna, then CEO of Indian Hotels. Why did the system fail to provide justice? Clearly, the Tata group has an opportunity to learn from this case
·Organisational Culture, Transformation and Change
#metoo: Searching for a silver lining
Three years after her sexual harassment allegations against then Indian Hotels CEO Rakesh Sarna, Anjuli Pandit has made her horror story public, signalling a complete breakdown of internal processes to prevent sexual harassment. Yet, Pandit shows the new Tata management a way to make amends
·Organisational Culture, Transformation and Change
Opinion is free. But is it trustworthy?
That those in the media are toast is now part of popular opinion. But the fact that an opinion is widely held is no evidence that it is not utterly absurd
·Leadership Practice and Development
The dilemma of being Nandan Nilekani
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?
·Leadership Practice and Development
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
·Leadership Practice and Development
Is Anil Kumble as good? Is Virat Kohli that bad?
The truth lies somewhere in between. There is merit in listening to a story from every perspective. Some lessons on leadership may just emerge
·Leadership Practice and Development
Two idiots and three pigs
How do generals win a war? By pacing themselves right even as they use idiots and pigs to protect their soldiers
·Organisational Culture, Transformation and Change
The Spotlight on Incest
Why it often takes an outsider to bring change and why everybody in leadership positions ought to put the movie ‘Spotlight’ on their list of mandatory viewing
·Leadership Practice and Development
Revving up innovation
Nurturing an experimentative culture requires a new set of leadership tools that allow variance and controlled risk-taking to flourish
·Leadership Practice and Development
Integrity versus high performance
Should you replace an effective but dishonest guy with an honest but ineffective individual?
·Organisational Culture, Transformation and Change
Volkswagen: The Difficulty of Being Good and the Ease of Being a Cheat
What the Volkswagen saga is telling us is this: We may get away with cheating for some time because of our good reputation. But we will get caught and the repercussions can be terrible
You've reached the end of the results.