Leadership through history, human behaviour, and hard miles
Herman Miller has been an iconic furniture company for over a century. Its creations—the Eames lounge chair, Noguchi table, Marshmallow sofa, and Aeron chair—are cultural artefacts. More than 40 museums display their work, and over 100 pieces are part of the permanent collection at the Metropolitan Museum of Modern Art. The modern office “cubicle” also
The Boeing Dreamliner crash in Ahmedabad was one of the most devastating tragedies in aviation history. Air India, which operated the aircraft, is a Tata company—valued for its image of trust and care. In situations both relatively minor and deeply grave like this, leaders owe apologies. Etymologically, the word “apology” in Greek means a speech
Managing change in an organization is one of the hardest things to do. While we often get the basics right—like communicating a vision, setting milestones, and tracking progress—we also tend to miss a few crucial elements. First, even scientific revolutions only happen when paradigms shift. Culture—or prevailing paradigms—ultimately determine what can change and what won’t.
Geopolitics is endlessly fascinating. Some countries have flourished for a long time, while others have faltered. Some have enjoyed periods of growth only to later decline. Many have tried to explain these patterns through geography, history, culture, education, or access to resources. Economists Daron Acemoglu of MIT and James Robinson of Harvard explored these questions