Indian boards are planning CEO succession and improvising the CFO
Finance chairs turn over faster than chief executives and are planned for less. The gap shows up two quarters later, in disclosure quality.
Ideas shaping the corner office.
Arguments about leadership, capital, technology and people — from the ClubCXO desk and from executives themselves.
Analysis & Perspectives
8 insights
Finance Technology For Indian enterprise software, the audit file is the product
Selling into regulated industries rewards documentation over benchmarks. Most engineering roadmaps are still built the other way round.
ContributedMarketing Quick commerce is quietly dismantling thirty years of price-pack architecture
Indian FMCG built a ladder of pack sizes households understood. A channel where every pack is one scroll apart does not preserve it.
People India can commission hospital beds faster than it can staff them
Capital is available and construction is quick. The binding constraint on hospital expansion is a nursing pipeline nobody is funding.
Leadership The first mistake internal successors make is being good at their old job
Promoting from within removes the learning curve and introduces a different failure: two jobs, one person, six months.
People “Culture fit” is not a hiring criterion, because nobody has written it down
A criterion that cannot be stated precisely cannot be assessed consistently. In practice it resolves to familiarity.
ContributedLeadership Indian mid-cap governance is compliant where it needs to be informative
Related-party disclosure clears the listing requirement and tells a reader very little. That gap is a choice, not an oversight.
Leadership Average length of stay is a cost measure wearing a clinical costume
Hospital scorecards are full of numbers doctors do not believe. Removing one changed how a fourteen-hospital group measures itself.