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Peter Drucker, the management guru said, "Strategy is important, but culture is what captures the heart." Even today, no matter how many brilliant plans you have, "culture will eat strategy for breakfast." 

To delve deeper into this topic, we spoke with Dr. Nobhojit Roy, Chair, Centre for Leadership in Global Health Equity to understand the role of culture in creating lasting and successful organizations.

As India marches towards its 100th year of independence, the vision of a Viksit Bharat (Developed India) by 2047 takes center stage. A crucial aspect of this vision is nurturing strong and sustainable institutions fortified to drive India's growth and development. Organizational development plays a pivotal role in shaping these institutions, ensuring they are aligned with our nation's aspirations and equipped to navigate the challenges of the 21st century.

To truly understand an organization, we must explore the philosophies, values, and beliefs that drive it. By doing this, we can rediscover and help reinvent certain norms that will help it sustain and grow. By immersing ourselves in its culture, like anthropologists studying a community, we seek to understand the values that drive its success.

Among the various types of leadership we see today, is there one that is truly ideal? Is it that charismatic leader who will make your eyes turn or perhaps the one who can assert a strict deadline with empathy?

At Tutul, we help aspiring leaders embark on high context journeys, elevating them to a position of ‘leadership in action’. Deep diagnostics combined with comprehensive assessments have helped us partner phenomenal results in leadership development.

In the last year, I have been involved with HR teams for coaching, visioning, development initiatives, and change agendas. In the process, I have realized that there are four critical aspects that HR leaders need to aim towards building.

Excerpts from Sujata's speech at a day-long convention at National HRD Network South Gujarat organized by Himanshu Bhatt and the #NHRD team

Excerpts from Sujata's speech at a day-long convention at National HRD Network South Gujarat organized by Himanshu Bhatt and the #NHRD team

“It is the resistance to change and not the change itself that is difficult.” And where does this resistance come from? It stems from our past experiences and personal perceptions—what we prefer or dislike, and who we believe ourselves to be.

The much-celebrated phrase "Change is the only constant" resonates deeply amidst this reflection, enveloping us in the realization that we’re all in a perpetual state of transition.

How does one’s personality and way of operating eventually predict how one initiates, manages and copes with change as a manager/ leader?

A chance meeting can lead to new beginnings and creations.

When we moved to the UK in the Spring of 22, I remember my badminton racket being cabin baggage, carried safely from Mumbai to Kochi to Delhi as we prepared to set off across the oceans.

Both UK and India are in the final stages of reforms in the Employment Laws or Labour Laws. One necessitated by moving towards the future (with India becoming a growth hub because of its population dividend) (1) and the other necessitated by breaking from the past (with the Brexit, UK wants to be different from the EU; maybe not too different).