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The Convention explored the evolving mandate of the global order through a series of discussions and the growing strategic imperative of Reputation & Trust. From prediction to preparation, from compliance to stewardship, and from authority to accountability, a compelling message emerged across the deliberations that effective governance must look beyond immediate performance to anticipate what lies ahead.
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In a multipolar world as middle ranking powers search for new relationships to augment their capabilities, big powers seem more willing to exert hard power and disrupt to demonstrate and exploit their ranking. The USA is led by a climate change denier who initiated a war of choice that has backfired.
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Drawing on IOD and Gallup's joint report, Rebuilding Indian Workplaces for the Future, and their own leadership journeys, the speakers explored how disengagement, managerial effectiveness, fairness and trust influence organisational resilience and sustainable performance.
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It was well past 6.00 pm, much beyond the scheduled closing time of the Board meeting. The Directors were beginning to glance at their watches, nervous about catching their return flights to their home cities. The Chairman looked through the agenda and announced, “We have completed the key items.
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Today's topic is the role of the regulator in growth, quality and transparency. I have added to it the role of leadership that makes these principles real. I believe that, in one sense, these values may already exist and may be expected in board meetings, company affairs and governance.
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For as long as boards have existed, they have operated at a structural disadvantage. Directors answer for a company they do not run, and most of what they learn reaches them through a single channel: the management team they are meant to oversee.
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The days have gone when Corporate Governance in Public Sector Undertakings (PSUs) was considered merely as a regulatory obligation. The era of limited autonomy for boards for decision-making, more inclined towards social obligations rather than a commercial approach and government control has gone with the passage of time.
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Over the past several decades, India has witnessed a remarkable transformation in its corporate landscape. Businesses across sectors have expanded significantly, contributing to economic growth and creating new opportunities. As organisations grow in scale and complexity, the importance of effective board leadership becomes even more pronounced.
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As we meet today, on 5 September, Maharashtra has surpassed Singapore, the UAE and several other economies in terms of economic scale. Our economy has crossed $660 billion, and we are among the world's 30 largest economies. We are now at the 29th position.
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Today, that table looks very different. More countries are bringing their own ambitions, priorities, currencies and perspectives to the discussion. Authority is becoming more dispersed, alliances are becoming more fluid, and decision-making is growing increasingly complex.
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Institute of Directors (IOD) is an apex national association of Corporate Directors under the India's 'Societies Registration Act XXI of 1860'. Currently it is associated with over 30,000 senior executives from Govt, PSU and Private organizations of India and abroad.
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