For decades, geopolitical risk occupied the periphery of corporate strategy. It was discussed occasionally in relation to oil prices, elections or major conflicts, but rarely treated as a core operating variable for day-to-day business decisions. Most companies assumed that globalisation would continue deepening, supply chains would remain broadly stable and trade integration would steadily outweigh…
The End of Predictability For decades, many companies treated uncertainty as an occasional disruption rather than a permanent business condition. Scenario planning therefore became an annual offsite exercise, a workshop dominated by PowerPoint presentations, hypothetical discussions and broad macroeconomic assumptions that rarely influenced day-to-day execution. In stable economic cycles, that approach appeared sufficient. In today’s…
India Inc is entering a phase in which the demands placed on leadership have changed faster than the leaders themselves. The pace of technological interdependence, regulatory tightening, financial volatility and operational fragility has accelerated to the point where risk preparedness is no longer a matter of good governance. It is a prerequisite for survival. The…
In an era where information travels faster than strategy, reputation has become the most fragile yet most valuable asset an organization possesses. Whether in banking, insurance, manufacturing or technology, reputation defines stakeholder confidence, customer loyalty, and investor trust. For India’s 6.3 crore small and medium enterprises (SMEs), as well as large corporates, reputational capital often…
