kishor Jagirdar

It’s a long way to come along for dreams to be translated into reality.  Especially if it’s a dream that is being brought into reality that will in turn translate multitude of dreams into reality. Yes!! Isn’t that interesting?   14 years ago this dream was conceived to assist in the space of innovation where a)       Ideation can be translated into demonstrated services or products using an incubator. b)       To become an accelerator and a catalyst to entrepreneurs and organizations in sustaining . c)       To bring a change by innovating and changing the habits of people, thinking differently to excel. d)      Stimulating change by approaching things in Creative and Open space culture. e)       Creating a replicable viral effect at the grassroot level and impacting social Change After many years of various trial and errors; finally the wheel of life has come a full circle with this thought process.  Manthan 2013 promoted by FKCCI gave it a new meanin

I have been watching the debate around   “the case against CSR”   with interest. The fundamental point where we all seem to get stuck is around “the role of business.” Economists and many CEOs argue that the role of business is to  maximize  shareholder profits, whereas the CSR community talks about contribution to society for the greater good. I believe that the essential problem about the role of business cannot be resolved within our current framework of thinking unless we add another element – “The element of Trusteeship.” The TATA group of companies is based around this principle. Trusteeship is the model of responsibility that best describes the group founder – JRD Tata’s view of himself and his role in the world. It was a view that JRD essentially derived from Gandhi. Gandhi talked frequently about the role of business as being that of a trustee or a steward for what you hold. Gandhi’s view of trusteeship was based on the belief that we do not really ‘own’ our wealth but a

As shared by  Toby Rick  a change management specialist, a good communication strategy is at the heart of any successful change management process. It is important that an effective communication strategy is defined about the reasons, the benefits, the plans and proposed effects of that change. The communication strategy needs to address the key questions: What are the objectives? What are the key messages? Who are we trying to reach? What information will be communicated? When will information be disseminated, and what are the relevant timings? How much information will be provided, and to what level of detail? What mechanisms will be used to disseminate information? How will feedback be encouraged? What will be done as a result of feedback? The key to communicating is to use multiple platforms or media to communicate the same message. And you will probably have to communicate the same message three to six times, before the message is heard and understood. If you