45 articles
Anuradha Maheshwari explores how intellectual property law, AI, data privacy, and innovation are reshaping ownership, creativity, and accountability. Through her work at Lex Mantis, she examines why legal systems must evolve with technology, protect human creativity, simplify access to rights, and balance innovation with ethics, empathy, and institutional trust.
Ajay Srinivasan’s career offers a rare study in how financial institutions gain real strength: through disciplined judgment, coherent design, aligned incentives, cultural seriousness, and leaders who stay calm when certainty disappears. His thinking turns finance into something larger than scale or markets. It becomes a test of stewardship, institutional quality, and the ability to build organizations that can hold their shape through pressure, complexity, and change.
Money may be created quickly, but managing it well is a slower, more complex discipline. Swati Saxena argues that real wealth is not defined by returns alone, but by structure: how capital is allocated, how it holds under pressure, and whether it can survive transition. In a landscape of concentrated founder wealth and fragmented decision-making, her approach shifts the focus from portfolios to architecture: building systems that keep wealth coherent, liquid, and governable long after it is created.
As AI accelerates, intelligence is scaling faster than the judgment needed to contain it. Dr. Brindha Jeyaraman argues that the real leadership test is no longer technical capability, but institutional maturity: whether organizations can embed governance into design, preserve human judgment, and deploy AI without creating hidden fragility. In a world eager to move fast, the advantage will belong to those who build systems that can be trusted at scale.
As India ages, care is no longer a private family matter; it’s an economic system in need of structure. Navneet Gupta is building where the system breaks: trust, continuity, and coordination.
Family enterprises dominate capitalism but are still governed by instinct. Dr. Mita Dixit argues their real challenge is governance, separating emotion from ownership and designing clarity into decisions. Enduring families institutionalize dialogue, align values, vision, and voice, and treat conflict as a signal, not a flaw. In this shift, ownership becomes stewardship, and continuity is designed, not inherited.
Competitors are launching battery aircraft in 2025 with 150-kilometer range. Ratandeep Tripathi launches hydrogen in 2028 with 600 kilometers. The difference is physics: lithium-ion batteries offer 250 watt-hours per kilogram; hydrogen delivers five times that. In aerospace, energy density determines whether urban air mobility becomes a category or remains a curiosity. Ratandeep is betting on physics over first-mover advantage.
Global education is expanding at record speed, yet confidence in graduate readiness remains fragile. Shawrya Mehrotra believes the problem is not access to knowledge but the absence of credible proof. Through Metvy, he is building a learning ecosystem where mentorship, outcomes, and verified capability replace traditional credential signals. His work reflects a deeper shift in the global economy: from education as information to education as demonstrated competence.
Data explains what happened. People explain why. For Sameer Kaul, former CMO and Business Head at Dr. Lal PathLabs and COO at Metropolis Healthcare, leadership lives in that gap. His philosophy is simple: simplify before you scale, build predictability before persuasion, and treat trust as operating capital. When judgment is clear, growth follows.
For Satyam Roychowdhury, education is not a service but national infrastructure. Through the Techno India Group, he built an integrated system designed to turn regional talent into economic strength. His belief is simple: access, agility, and accountability must align. When education produces capability, not just degrees, it becomes the engine of competitiveness.
As productivity growth weakens despite technological investment, Shilpa Bhagat identifies a deeper constraint: unmanaged human capacity. From finance to founder-operator, she built a framework measuring stamina, focus, and recovery as strategic variables. Her thesis: organizations institutionalizing capacity management will outlast those optimizing only output. Sustainable performance is competitive advantage.
After building Dineout into one of India’s most successful startup stories and leading its acquisition by Swiggy, Ankit Mehrotra shifted from scaling a consumer venture to global healthcare. As co-founder of The Medical Travel Company, he is building systems that make trust, continuity, and access the foundation of cross-border care. His second act reflects a deeper thesis: the future of growth depends on institutions built for reliability, empathy, and global credibility.
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