IMA Insights

The use of consultants, towards the formation of business strategy, has had mixed results. Some companies claim they were a game changer, whilst others strongly disagree. It’s hard to conclude authoritatively with numerical evidence, either way. But what is clear is that they charge a lot. What is not clear though is whether what they do cannot be done internally. 

Companies have begun to internalise the strategy process, through the formation of a dedicated team, as this paper explains. For many, it has worked beautifully.

A retirement age of between 58 and 62 years, leaves a decade for active engagement. Some prefer to use this freedom, from regimented employment, to pursue personal interests and leisure. Still others seek to remain professionally involved by lending their skills and knowledge, acquired over decades, for the benefit of others. It is a win-win, where the individual monetises her experience and an organisation, gains from it in a cost effective manner. 

Lending time to boards of other companies is enriching both professionally and financially. CEOs and function heads could actively pursue these opportunities - not necessarily with large public listed companies, but rather with the mid-sized owner managed ones. The attached paper explains. I hope you would find it in order.

Forward premiums, play a critical role in foreign exchange markets. They are the difference between the spot rate and the forward exchange rate. They represent either a premium or a discount at which a foreign currency is valued in the forward markets, when compared to its current value. Premiums, consequently, provide insights into the market’s outlook, investor sentiments and the likely direction of exchange rate movements. 

Forward premiums are, in addition, influenced by market expectations and risk perceptions. When interest rate differentials between the United States and India narrow, it tends to reduce the attractiveness of holding rupee forward contracts, leading to a decrease in the forward premium. This podcast explains. 

Gen Z are different to their bosses. Their job is only a small part of their identity and they make that abundantly clear in the work place. They value empathy at work and frequently consider it a precondition. Their bosses, on the other hand, do not place as high a value on this attribute. 

They want to feel respected rather than solely measured for productivity, which is what most companies prefer to focus on. Contrary to popular perception, studies have shown that Gen Z do want job stability and financial security. Many are active investors in financial markets as the primary platform for wealth creation, as opposed to the brick-and-mortar investments in homes and real-estate, preferred by their parents. This podcast  explains. 

At our recent Q4FY24 India CHRO Forum Dialogue in Mumbai, Jaspreet Bindra delved into the influence of AI and Gen AI on business operations and societal dynamics. Following this insightful discussion, Rajesh Mani elaborated on the crucial role played by CHROs in shaping the organisational culture. This podcast summarises these discussions in greater detail. 

Driven by regulators, customers and investors, ESG represents a unique opportunity for businesses to transform themselves. Getting the ‘green transformation’ right involves building a comprehensive strategy that integrates sustainability into operations; and carefully evaluating the firm’s environmental impact, community engagement and governance beyond numerical targets. 

At a recent India CFO Forum session in Delhi, Abhishek Tripathi, Partner – ESG at Grant Thornton, shared insights on how ESG is becoming an imperative mandate for businesses and the Finance’s role in this transition.

This podcast summarises these discussions in greater detail. 

Our recent Q4 FY24 CHRO Dialogue in Delhi had sessions on diversity, equity and inclusion (DEI) led by Dr Abhishek Tiwary, Senior Vice President, Human Resources Tech Mahindra; and on Generative AI (GenAI), led by Jaspreet Bindra, Managing Director and Founder of Tech Whisperer and author of the bestselling book, ‘The Tech Whisperer: On Digital Transformation and the Technologies that Enable it.’ 
This podcast summarises these discussions. 

No more than a decade ago mental health sadly, carried a stigma which prevented patients from even discussing it within their own families. Fortunately, that has now begun to change. The issue gained recognition and importance during the extended lockdowns in the aftermath of the Covid 19 pandemic. Subsequently, employers acknowledge this as something that could no longer be ignored and needed to be grappled with. 

As our research report suggests, employers are taking corrective steps in the right direction to provide support and therapeutic assistance to workers, who suffer from this unfortunate ailment. The fact is, it is so easily treatable, only if awareness could be spread, symptoms recognised and medical intervention sought. Mental health has business repercussions, as the productivity rate of employees falls drastically and burnouts happen faster. This may not, as the usual impression goes, yet affect the overall business and the culture of an organisation, but the reality is quite different. The reason is the problem is far more widespread than many are prepared to admit or even recognise. Consequently, employers have a moral obligation in this regard.

 This podcast offers a perspective. 

The odds of a second Trump presidency are a little better than the outcome of a toss of a coin. It all boils down to 7 swing states, which have over recent history been pivotal. The real issues to grapple with are the likely policy shifts that may take place under a second Trump administration. This could be across the entire spectrum from geopolitics, energy, security, trade and investment, immigration amongst others. These will impact global supply chains (both manufacturing and services) , and consequently, business enterprise, even those operating in India. This podcast presents a perspective. 

What does it take to start and grow a business in a sector as challenging as civil aviation, with all its regulatory complexities, infrastructural constraints and price-sensitive consumers? What lessons can other industries draw from the experience of IndiGo, India’s largest and most profitable airline, which, through relentless innovation, managed to carve out a niche for itself? How is the entry of Akasa Air, the ‘new kid on the block,’ reshaping an already turbulent sector? 

Aditya Ghosh, a seasoned business leader with over 22 years of experience and Co-Founder of Akasa Air, who previously spent a decade on the Board of IndiGo, answered these questions at a recent session of the India CEO Forum in Delhi. This podcast summarises the discussion.