Organizational structure shape how companies coordinate work, make decisions, and create value. Value creation is the process of making something helpful or better. Companies use time, tools, and labor to build items. Customers buy these items because they solve real problems. A company cannot last if it does not offer value; buyers will go for substitution.

A flat organizational structure is characterized by few or no layers of middle management between employees and senior executives. By reducing hierarchical levels, organizations can shorten communication channels, accelerate decision-making, improve coordination, and encourage greater employee involvement. A flatter structure can therefore enhance organizational agility, innovation, responsiveness, and employee engagement, particularly in rapidly changing markets.

As competitive and market dynamics have evolved, several established Indian companies have sought to make their organizational structures leaner and more responsive. Companies such as Cipla, Dr. Reddy’s Laboratories, and Apollo Tyres have undertaken initiatives to reduce hierarchical layers and simplify reporting relationships. In some cases, organizations have moved from traditional structures involving eight to ten reporting layers toward considerably leaner structures of approximately three to five levels. The objective is to improve organizational agility, reduce bureaucratic delays, control costs, and strengthen competitiveness in domestic and international markets.

Apollo Tyres: An Illustration of a Flatter Structure

Apollo Tyres provides an interesting example of how a traditional manufacturing organization can move toward a flatter organizational structure. Under the leadership of Managing Director Neeraj Kanwar, the company sought to reduce conventional bureaucratic layers and create a more streamlined operating model. Its high-technology manufacturing facility at Oragadam, Chennai, has been cited as an example of a highly streamlined, four-tier organizational structure.

The reduction of hierarchical layers can have important cost and operational implications. Maintaining multiple levels of middle management involves expenditure on managerial salaries, benefits, offices, administrative support, and other overheads. When unnecessary layers are removed, organizations can potentially reduce these administrative costs while simultaneously improving the speed of communication and decision-making.

However, the principal advantage of a flat structure is not merely the reduction of managerial salaries. Middle managers can perform important functions such as coordination, mentoring, performance monitoring, conflict resolution, and implementation of organizational strategy. Therefore, the objective of flattening should be to eliminate unnecessary bureaucracy rather than eliminate management itself.

The resulting savings and productivity improvements can be redirected toward strategic areas such as research and development (R&D), employee development and incentives, technology adoption, process improvement, and competitive pricing. At the same time, faster communication between employees and senior management can enable organizations to respond more quickly to customer needs and market changes.

Thus, a flat structure can create value through a combination of lower administrative overhead, faster decision-making, greater employee autonomy, improved communication, and organizational agility. Its effectiveness, however, depends on the organization’s size, technology, managerial capabilities, employee competence, and the nature of its operations.

Horizontal Organization Sturcture

A horizontal organizational structure emphasizes teamwork, cross-functional collaboration, and shared accountability rather than a tall hierarchy with multiple layers of management. By reducing hierarchical barriers, organizations can accelerate decision-making, increase employee autonomy, improve responsiveness, and reduce certain administrative and operational costs.

Unlike traditional functional structures, where employees are organized into specialized departments such as marketing, finance, production, and human resources, a horizontal structure organizes work around core cross-functional processes and customer outcomes. Employees from different functional areas work together in self-managed or empowered teams, with a shared responsibility for delivering a specific end-to-end outcome to the customer.

Reduction of Inter-Departmental Friction: Horizontal structures can significantly reduce inter-departmental friction and delays. In traditional organizations, a project may move sequentially from one department to another—for example, from Design to Engineering and then to Marketing. Each transfer can create communication gaps, duplication of work, delays, and conflicts over priorities.

In a horizontal structure, specialists from these functions can work together as one integrated team. This reduces unnecessary handoffs and enables problems to be identified and resolved collectively at an earlier stage.

Customer-Centric Focus: A major advantage of horizontal organization is its emphasis on customer value rather than departmental performance alone. Teams are evaluated according to the quality and effectiveness of the outcome delivered to customers.

For example, instead of measuring a technology team primarily by the number of lines of code written, the organization may evaluate the team on the quality of the customer onboarding experience. This encourages employees to look beyond their individual functional responsibilities and understand how their work contributes to the complete customer journey.

Continuous Skill Progression: Cross-functional teamwork also promotes continuous learning and skill cross-pollination. Employees work closely with colleagues possessing different professional expertise and consequently develop a broader understanding of the organization’s activities.

Over time, this can create “T-shaped” professionals—employees who possess deep expertise in one area while also developing a working knowledge of other functions. Such employees are better equipped to collaborate, solve complex problems, understand the wider business ecosystem, and adapt to changing organizational requirements.

Example Mahindra & Mahindra provides an interesting illustration of the movement toward cross-functional product-development teams in the automotive industry.

In a large automotive organization, vehicle development traditionally involves several specialized functions, including research and development, sourcing, manufacturing, engineering, design, finance, and marketing. If these functions operate primarily as independent vertical silos, coordination can become complex and product-development cycles can become lengthy.

Mahindra’s approach to vehicle development has increasingly emphasized integrated, cross-functional collaboration, bringing different areas of expertise together around specific vehicle-development objectives. Such an approach supports closer coordination between engineering, design, sourcing, manufacturing, and marketing teams.

The development of products such as the XUV700 and Scorpio-N, as well as Mahindra’s expanding electric-vehicle portfolio, demonstrates the importance of integrating diverse capabilities around a common product and customer objective.

The broader lesson is that horizontal organization does not necessarily mean removing functional expertise. Rather, it means connecting that expertise through cross-functional teams so that employees work collectively toward a common outcome. A horizontal structure shifts the organizational emphasis from “Which department owns the task?” to “Which team is responsible for delivering the outcome?” This shift can improve speed, collaboration, innovation, employee empowerment, and customer focus.

Vertical organizational structure

A vertical organizational structure is a traditional, hierarchical structure in which authority flows from the top management downward through clearly defined levels of management. It is characterized by a formal chain of command, specialized roles, centralized decision-making, and clearly established reporting relationships.

Vertical structures create value primarily through control, accountability, specialization, consistency, and operational stability. They are particularly appropriate for organizations that operate on a very large scale or in environments where precision, regulatory compliance, risk management, safety, and standardized procedures are critical.

A major advantage is the clear chain of command. Employees know whom they report to, what their responsibilities are, and who has the authority to make final decisions. Decisions may pass through several levels of supervision, allowing organizations to review risks, maintain quality standards, and ensure that established procedures are followed. This can reduce operational errors, strengthen regulatory compliance, and provide greater consistency in execution.

Vertical structures are also valuable when an organization has tens of thousands of employees. Without clearly defined roles and reporting relationships, such large organizations can experience confusion regarding authority and responsibility. A hierarchical structure establishes boundaries, simplifies performance evaluation, and creates accountability at every level.

Another important source of value is functional specialization. Employees generally work within specialized departments such as finance, human resources, marketing, operations, or technology. They are guided by managers who possess deep expertise in their respective functions. This enables organizations to develop specialized knowledge and maintain professional standards.

Example: State Bank of India: A prominent Indian example of a large-scale organization using a hierarchical structure is State Bank of India (SBI). Given its enormous scale, extensive branch network, large workforce, and responsibility for managing financial transactions and risks, the bank requires well-defined authority, standardized procedures, regulatory controls, and accountability.

For example, a branch manager cannot independently alter fundamental banking policies, risk parameters, or regulatory procedures. Such matters are governed through established organizational and regulatory hierarchies. Decisions therefore move through appropriate levels of authority, ensuring that risk, compliance, financial control, and accountability are maintained.

Matrix Structures

A matrix organizational structure combines the advantages of functional and divisional or project-based structures. Employees typically report to two managers—a functional manager responsible for technical expertise and professional development, and a project or product manager responsible for achieving specific project objectives.

The matrix structure creates value by integrating specialized expertise with project flexibility. Instead of keeping employees within isolated functional departments, organizations can share specialized talent across multiple projects according to changing strategic priorities. For example, a senior software developer may work on Project A for several months and subsequently be assigned to Project B, allowing the organization to utilize scarce expertise where it creates the greatest value.

The major value-creating features of a matrix structure includes: Better utilization of specialized talent across different projects. Greater flexibility in allocating employees according to business priorities. Cross-functional collaboration between technical and business teams. Faster response to changing customer and market requirements. Balance between technical expertise and project outcomes. Reduced duplication of specialized resources, which can improve cost efficiency.

However, the matrix structure also creates challenges. Dual reporting can produce role ambiguity, conflicting priorities, and managerial tension if the functional and project managers do not coordinate effectively. Therefore, clear authority, communication mechanisms, and performance expectations are essential.

Example: Tata Consultancy Services (TCS): Tata Consultancy Services provides a useful example of how matrix-like arrangements can operate in a large global IT-services organization. Its scale requires employees with specialized technological expertise to work across different industries, clients, and projects.

For example, a technology specialist may remain connected to a technology or functional community while simultaneously being deployed to a client engagement or industry-focused project. This enables TCS to combine deep technical expertise with industry and customer knowledge. Thus, the fundamental value proposition of a matrix structure can be expressed as: Functional expertise + project flexibility + shared resources = higher organizational adaptability and resource utilization. In simple terms: a functional structure asks, “What are you an expert in?” A project structure asks, “What project are you working on?” A matrix structure asks both questions simultaneously.

Asset specificity refers to an investment in assets whether tangible or intangible that are specialized and valuable only for a transaction or relationship, making them difficult to redeploy to alternative uses without losing value. Investments with high asset specificity create a “lock-in effect.“ For example a multispecialty hospital’s investment in MRI machine which costs one crore twenty-five lakhs; this investment makes the organization feel vulnerable, as switching costs become substantial.

Key Types of Asset Specificity are Site Specificity in which equipment or resources are installed at a specific geographic location that cannot be moved without losing massive value. An excellent example of site specificity in project management is installing a commercial MRI machine in a hospital’s radiology department. Site specificity refers to project requirements, constraints, and risks that are entirely unique to the geographic, physical, or operational location of the project. You cannot change the machine installation plan because the physical environment dictates the execution.

Physical asset specificity

Tools, machinery, or software customized and designed for a single, unique task or product. An example of a physical asset site specificity in a beauty parlour is a custom-installed shampoo station with specialized plumbing and built-in drainage basins. Once installed, this equipment cannot be easily moved or repurposed for another business without losing a massive amount of its value due to high uninstalling, relocating, and remodelling costs.

Human asset specificity

Specialized skills and knowledge that workers gain which are valuable to a specific employer or task, but less transferable elsewhere. A team of senior research scientists hired by a pharmaceutical firm to develop a proprietary cancer treatment using a unique, patented gene-editing platform owned exclusively by the company. Over the years, these scientists spend countless hours mastering the nuances of the company’s proprietary lab equipment, internal data tracking systems, and specific molecular compounds. Their deep expertise is deeply tied to this specific firm’s infrastructure and project.

Dedicated Assets

Investments in general plant or capacity made for a specific buyer cannot easily be repurposed if that buyer leaves. Dedicated fibre-optic cables or hardware assigned strictly to one enterprise client. Dedicated fibre-optic cables or hardware assigned strictly to one enterprise client.

What is asset deployment?

Asset deployment is the process of making a new or developed asset, such as software, hardware, machine, or financial capital, available for active use or investment to achieve a specific business objective. The process involves planning, logistics, installation, configuration, testing, and monitoring to ensure the asset is efficiently integrated into a live environment and effectively supports the organization’s goals.

The deployment process consists of Identification of Requirements – understanding what the asset needs to do in its active state. Planning – developing deployment routes, schedules, and types (e.g., online, batch, or detached). Execution – the physical or digital process of installing, configuring, and making the asset operational. Testing which means verifying the deployed asset works correctly with test data or other methods. Monitoring which includes tracking the asset’s performance in the live environment and adjustments as needed.

The deployment process is a complex process. It consists further of preparation and assembly – unboxing physical hardware, checking for defects, and setting up initial configurations. Tagging and Tracking – attaching barcodes, asset tags, or digital serial numbers to record the item in your asset management system. Software Provisioning – installing required operating systems, security tools, and authorized applications. User Assignment – allocating the asset to a specific employee, department, or cost centre, and updating ownership records. And, inventory reconciliation.

Fungibility of assets

Fungibility is the quality of being interchangeable, where individual units of an asset are identical in value and can be readily substituted for one another without loss of utility or value. Key characteristics include interchangeability, equal value, and identical units.

For example, gold is generally considered a fungible asset, meaning each unit of pure gold (by weight and purity) is interchangeable and has the same value as any other unit, regardless of its origin or shape.

Crude oil is a fungible commodity, meaning oil of different grades and origins is largely interchangeable.

Relationship-specific Investment

The distinctive feature of relationship-specific assets is the fact that their value is specific for maintaining a relationship than outside it.

Asset specificity is a term related to the inter-party relationships of a transaction. It is usually defined as the extent to which the investments made to support a transaction have a higher value to that transaction than they would have if they were redeployed for any other purpose.

Example, HUL hiring a lawyer for arguing a case about one of its patents is very much a relationship-specific endeavour, as a strong and trusting client-lawyer relationship built on open communication and compatibility is essential for a successful outcome. You need to feel comfortable being completely open with your lawyer, and they must be able to explain complex legal matters clearly and keep you informed throughout the stressful litigation process.

A component manufacturer buying a machine specifically for a client can be described as a Make-to-Order (MTO) or strategy, where the machine is an investment to fulfil a specific client’s requirements. This scenario involves procurement of equipment based on a needs analysis to ensure the machinery meets the client’s technical and performance needs.

Conclusion

Asset Specificity helps explain whether a company should buy a service/component from the open market or build it internally (vertical integration), as high specificity creates risks of supplier exploitation. When an asset has little to no value outside a specific partnership, the investing party becomes vulnerable to “hold-up,” where the partner alters terms knowing the investment is a sunk cost. Firms with high asset specificity face lower liquidation values during bankruptcy, which restricts their access to traditional debt and drives up external financing costs. Specialized investments allow firms to differentiate their products and build competitive advantages, though they also require specialized relational governance like long-term contracts to ensure stability.

A corporate entity is a legally recognized organization such as a corporation, limited liability company (LLC), or partnership that exists separately from its owners or shareholders. As a distinct legal person, it possesses its own legal rights and responsibilities, enabling it to enter into contracts, own property, incur debts, sue or be sued, and pay taxes independently of its owners. One of the primary advantages of this structure is limited liability, which protects the personal assets of shareholders or members from the debts and obligations of the business.

In the Indian context, corporate governance is guided by the Companies Act, 2013, particularly Section 166(2), which requires directors to act in the best interests of the company while considering stakeholders such as employees, the community, and the environment. This provision reflects a stakeholder-oriented approach to corporate governance. However, in practice, many large Indian corporations those are especially promoter-driven firms operate within a hybrid governance model, where shareholder value often remains a dominant priority alongside broader stakeholder considerations.

Insider ownership refers to the percentage of a company’s outstanding stock held by its officers, directors, and major stakeholders (typically those with >10% ownership). It acts as a key corporate governance metric indicating how aligned management’s interests are with shareholders, generally suggesting confidence in the firm’s future.

Companies such as Adani Enterprises and Adani Ports and Special Economic Zone indeed have high promoter ownership, often above 60–70%. High promoter shareholding generally implies strong alignment between promoters and shareholders, because promoters’ wealth is tied to company performance. However, governance scholars note that very high promoter concentration may also reduce minority shareholder influence, which can create governance concerns. Thus, these firms are often cited as examples of promoter-driven shareholder value models, where growth and market capitalization are strongly emphasized.

The governance structure of the Tata ecosystem is somewhat different. The holding company Tata Sons is majority owned by philanthropic trusts such as Tata Trusts. This structure traditionally promotes a stakeholder-oriented philosophy, balancing shareholder returns with social responsibility. In Cyrus Mistry v. Tata Sons, the Supreme Court of India emphasized that directors must act “in the best interests of the company”, which legally includes but is not limited to shareholder value. Therefore, Tata companies are usually described as hybrid or stakeholder-oriented rather than purely shareholder-centric, even though listed companies must still deliver returns to shareholders.

Azim Premji and the promoter entities historically held very high ownership stakes in Wipro. Promoter control exceeding ~70% can create strong alignment with shareholder wealth maximization. At the same time, Wipro also has a strong ESG and philanthropic orientation through the Azim Premji Foundation, showing that high insider ownership does not always mean a purely shareholder centric approach.

High promoter ownership in companies such as Adani Enterprises, Adani Ports and SEZ, and Wipro reflects a governance structure where promoters retain significant control, often aligning managerial decisions with shareholder value creation. However, corporate groups like the Tata Group illustrate a hybrid model where shareholder interests coexist with broader stakeholder considerations due to trust-based ownership structures.

High Promoter Ownership: More than half of the firms in the Nifty Index have insider ownership of over 50%, with 21 private-party promoters and 6 government-promoter companies in this category as of 2013, creating a, structure where shareholder interests (specifically promoters) are dominant. Banks and insurance companies, such as SBI Life Insurance Company (55.4% ownership) and HDFC Life (50.4% ownership), often focus on maximizing investor returns.

Shareholder primacy is a shareholder-centric form of corporate governance that focuses on maximizing the value of shareholders before considering the interests of other corporate stakeholders, such as society, the community, consumers, and employees.

Insider ownership refers to the percentage of a company’s outstanding stock held by its officers, directors, and major stakeholders (typically those with >10% ownership). It acts as a key corporate governance metric indicating how aligned management’s interests are with shareholders, generally suggesting confidence in the firm’s future. Includes shares held by executives, directors, founders, and entities with significant control over the company. High insider ownership is often viewed positively, suggesting that management has “skin in the game” and is invested in the company’s long-term success, potentially leading to better performance.

The debate between a shareholder approach and a stakeholder approach has been going on for a long time. Advocates of the shareholder approach stress that corporations should focus on shareholder wealth maximization, while proponents of the stakeholder approach highlight the importance of corporations as employment resources, sources of higher-quality products for consumers, and for social responsibility improvements within the general community.

Shareholder Primacy Issue

One of the primary issues in the shareholder primacy debate revolves around the idea of who owns these corporations and whether corporations are capable of being “owned.” The generally accepted view is that corporations are owned by their shareholders, who ultimately could control the company. Therefore, employees, directors, and executives are part of the corporation that must produce work to maximize shareholder wealth.

A shareholder-centric model, while providing a clear metric of success through shareholder wealth maximization, has also been widely criticized for several inherent limitations. One of the most significant concerns is that corporate decision-making may shift toward the pursuit of short-term financial gains rather than long-term sustainability. When management is evaluated primarily on stock price performance or quarterly earnings, there is a strong incentive to prioritize immediate results. This can lead to hasty decision-making, excessive risk-taking, and the adoption of strategies driven by short-term incentives such as performance bonuses or stock-based compensation.

Such short-termism attitude may discourage investments in research and development, employee training, environmental responsibility, and long-term innovation, as these initiatives often require significant upfront costs and produce benefits only over an extended period. As a result, companies may sacrifice sustainable growth and long-term value creation in favour of meeting immediate financial targets.

Another limitation of shareholder primacy is that it may overlook the interests of other important stakeholders, including employees, customers, suppliers, communities, and the environment. Corporations operate within a broader social and economic ecosystem, and decisions that solely prioritize shareholder returns may negatively affect these groups. For instance, cost-cutting measures aimed at improving short-term profitability may result in layoffs, reduced product quality, or environmental harm.

Furthermore, excessive emphasis on shareholder value can increase pressure on corporate executives to manipulate earnings or engage in aggressive accounting practices to meet market expectations. This pressure has been linked to several corporate scandals and financial instability, which intensified criticism of shareholder primacy following the 2008 global financial crisis.

In response to these concerns, many scholars and policymakers now advocate for a stakeholder-oriented approach to corporate governance, where companies balance the interests of shareholders with those of other stakeholders. This approach emphasizes long-term value creation, corporate responsibility, and sustainable business practices, aiming to ensure that corporations contribute positively to both economic growth and societal welfare. Lack of willingness to take on risks and invest in new technologies may limit the growth of corporations and the potential to improve overall well-being with better products.

More dividends paid out by corporations to provide income to shareholders instead of using the generated cash to make more and better strategic investment decisions, e.g., research and development.

Looking forward

Although numerous suggestions have been put forth to implement more of a stakeholder approach from corporations, in the end, it is a change that can only start from within. A few recommendations include reforming the countries’ codes of corporate governance and stewardship to focus more on the long-term success of companies, overhauling legislation to enforce the social and environmental duties of corporations or improving the diversity of board members. However, no matter how many regulations and laws are put in place, a genuine change away from the shareholder primacy approach can only start from within a company through its internal culture, environment, and overall business strategy. The external stakeholders of a company are customers who rely on the company for products or services and are impacted by quality and pricing. Suppliers/Vendors who depend on the company for business, revenue, and partnership. Creditors are institutions that lend money and require repayment. Community/Public at large who get affected by the company’s environmental impact, job creation, and local economic influence. Government/Regulatory Bodies are interested in tax compliance and adherence to laws and regulations.

Faith has been one of the most enduring and influential forces in human civilization. Across cultures, regions, and historical periods, faith has shaped individual beliefs, social institutions, moral values, cultural traditions, and economic systems. In India, a country celebrated for its spiritual diversity and religious heritage, faith occupies a unique position that extends beyond personal devotion into the realms of society, culture, governance, and economic development.

This book explores the multifaceted relationship between faith and the economy, a phenomenon increasingly referred to as the “Faith Economy.” While religion is often viewed primarily through theological or sociological lenses, its economic dimensions have received comparatively less attention despite their significant impact on livelihoods, tourism, philanthropy, employment generation, social welfare, and community development. Temples, mosques, churches, gurudwaras, monasteries, pilgrimage centres, spiritual organizations, and religious festivals collectively contribute to a vast ecosystem that influences economic activities at local, regional, national, and global levels. India offers a particularly fascinating context for studying the faith economy. The country is home to some of the world’s oldest religious traditions, most visited pilgrimage destinations, and largest spiritual gatherings. Religious institutions have historically served not only as centres of worship but also as providers of education, healthcare, charity, cultural preservation, and social cohesion. In contemporary India, the expansion of religious tourism, digital donations, spiritual entrepreneurship, and faith-based organizations has further strengthened the economic significance of religion.

The purpose of this book is to provide readers with a comprehensive understanding of the evolution, structure, and impact of faith-driven economic systems. The chapters examine the historical development of religious economies, the role of temples and religious institutions in community development, the contribution of pilgrimage tourism to economic growth, the influence of gurus and spiritual leaders, the emergence of religious markets, and the growing interaction between faith, technology, and globalization.

While discussing faith as an economic force, this book does not seek to evaluate religious beliefs or spiritual doctrines. Rather, it aims to analyse how faith-based institutions function as socio-economic entities that mobilize resources, create employment opportunities, influence consumer behaviour, preserve cultural heritage, and contribute to national development. The discussion is grounded in historical evidence, academic research, policy reports, and contemporary examples from India and around the world.

Special attention has been given to the Indian context, where religious traditions continue to shape social life and economic activity in profound ways. From the ancient temple economies of South India to the modern transformation of pilgrimage destinations such as Ayodhya, Varanasi, Tirupati, Shirdi, and Vaishno Devi, the faith economy demonstrates how spiritual motivations can generate tangible economic outcomes. At the same time, the book also examines challenges relating to governance, transparency, commercialization, sustainability, and inclusiveness within faith-based economic systems.

This work is intended for students, researchers, academicians, policymakers, tourism professionals, economists, sociologists, religious scholars, and general readers interested in understanding the dynamic relationship between faith and development. It seeks to bridge the gap between spirituality and economics by presenting faith not merely as a matter of personal belief but also as a powerful institutional and economic phenomenon.

This Book has been published by Kabdawal Book International Publisher.

The Swedish people believe in the Lagom Philosophy which means to have just enough of everything; not too much, not too little. In Sweden, people follow ‘lagom’ which is a uniquely Swedish concept that embraces balance, moderation and contentment.

While there’s no direct English translation, ‘lagom’ roughly means “just the right amount”. It’s about finding harmony in everyday life whether decorating your home, planning your meals, travelling, amusement, leisure, social life or managing your workload. For Swedes, ‘lagom’ isn’t about doing less  but it’s about doing things mindfully and avoiding excess.

The word ‘lagom’ stems from an old form of ‘lag’, meaning “law” or “common sense law”  hinting at what’s appropriate or suitable. A more colourful (though debated) theory traces ‘lagom’ back to the Viking (sea pirates) expression ‘laget om’, meaning “around the team” a nod to passing on the robbery to everyone so that each one gets a fair portion. Swedish people are practical, polite, and well mannered.

That Lagom spirit of balance explains Sweden’s custom of serving exactly seven types of cookies at social gatherings. They call it “Sju sorters kakor” tradition features classics like melt-in-your-mouth Drömmar, jam-filled Hallongrottor, pink-sugar-coated Brysselkex, crispy oat Havreflarn, chocolate-drizzled Chokladsnittar, spiced Finska Pinnar, and buttery Syltkakor, all often made from a versatile shortbread base for elegant fika (coffee breaks).  Fewer types would be stingy, and more would be showing off. Fortunately, most of these traditional Swedish cookies are made from the same dough which is perfect for a ‘lagom’ baking session.

‘Lagom’ in modern life

‘Lagom’ runs through Swedish society so much ingrained that Swedes often refer to their country as “the land of ‘lagom’  often affectionately. Importantly, ‘lagom’ isn’t a strict rule. It’s more of a compass guiding daily decisions from parenting styles to office dynamics. Examples are taking one cinnamon bun, not two so there is enough for everyone. And if there’s one left over, you split it. Hanging out just enough to enjoy each other’s company, without overdoing it. Decorating with simplicity and function, rather than flashiness and conspicuous. Working hard enough to be productive, without burning out. It also includes wearing just the right amount of clothing for the weather.

A mindset for well-being

Science backs up what Swedes practice. balance is good for you. Studies show that cultures valuing moderation and sustainable rhythms report lower stress levels and higher life satisfaction. A ‘lagom’ approach to life can help with emotional regulation, reduce the risk of burnout and promote a more profound sense of well-being. Rather than chasing extremes, ‘lagom’ invites you to find joy in enough. It’s a shift in focus  from outward achievements to inner contentment.

Conclusion

A lifestyle based on moderation and balance is associated is good for healthier emotional regulation and reduced risk of burnout. Internal peace comes with resilience, real happiness in small things, self-awareness, self-growth and not by not showing off to external world with wealth and status. This Swedish ideology applies to health, work, home, relationships, money, respect for nature, consumption habit, leadership, punctuality, responsibility and charity.

Sweden holds a strong global position as a highly developed, prosperous, innovative, and stable nation, consistently ranking high in quality of life, for innovations among top three, social welfare, democracy, and environmental sustainability. It’s known for its advanced welfare system, strong economy  with a high GDP per capita, trusted brand image like world-class companies like IKEA and Volvo, H&M, Atlas Copco, Ericson, Fjällräven. Lagom has made Sweden prosperous.

RBI Treasury Bills (T-Bills) are considered a good investment primarily because they offer an exceptional combination of safety, high liquidity, and predictable, short-term returns, making them ideal for risk-averse investors and for managing short-term financial needs.

Treasury Bills (T-bills) are short-term money market instruments issued by the Government of India through the Reserve Bank of India (RBI) to meet the government’s short-term funding requirements. Considered one of the safest investment options in the financial market, T-bills are backed by a sovereign guarantee and offer high liquidity with predictable returns. These instruments are issued at a discount to their face value and redeemed at full face value upon maturity. The difference between the issue price and the redemption value represents the investor’s return.

This article explains the meaning of treasury bills, their types, features, benefits, limitations, and working mechanism.

Treasury Bills Meaning

Treasury bills are short-term debt instruments issued by the RBI on behalf of the Government of India in the form of promissory notes. They do not carry any coupon or interest payments and are therefore classified as zero-coupon securities.

The primary objective of issuing treasury bills is to meet the short-term financial requirements of the central government. For investors, T-bills are among the safest investment avenues, offering the highest level of liquidity among government securities.

Types of Treasury Bills in India. Treasury bills in India are issued in four fixed tenures:

1. 14-day Treasury Bills
2. 91-day Treasury Bills
3. 182-day Treasury Bills
4. 364-day Treasury Bills

While the tenure of each category remains fixed, the issue price and yield fluctuate depending on factors such as total bids received, prevailing interest rates, RBI’s monetary policy stance, and the government’s funding needs.

Features of Treasury Bills:

1. Zero-Coupon Instruments

Treasury bills do not offer periodic interest payments. Instead, investors earn returns through capital appreciation—the difference between the discounted purchase price and the face value received at maturity.

2. Short-Term Tenure

With maturities ranging from 14 days to 364 days, T-bills are ideal for investors seeking short-term parking of funds with high liquidity and minimal risk.

3. Low-Risk Investment

Backed by the Government of India, treasury bills carry virtually no credit risk. They are considered safer than fixed deposits and often provide better post-tax efficiency for similar tenures.

4. High Liquidity

T-bills can be easily sold in the secondary market before maturity, making them highly liquid instruments.

Who Issues Treasury Bills? In India, treasury bills are issued by the Reserve Bank of India, which has been conducting T-bill issuances since 1917. These bills are issued through periodic auctions held on RBI’s electronic platform known as E-Kuber. Participants in these auctions include banks, primary dealers, financial institutions, mutual funds, trusts, and individual investors.

Banks also use treasury bills to: 1. Raise funds through repo transactions with RBI 2. Fulfil their Statutory Liquidity Ratio (SLR) requirements 3. Minimum Investment in Treasury Bills 4. The minimum investment amount for treasury bills is ₹10,000, and additional investments must be made in multiples of ₹10,000. Upon maturity, the maturity value is automatically credited to the investor’s linked bank account.

Conclusion

Treasury bills are an excellent investment option for conservative investors seeking safety, liquidity, and predictable short-term returns. With sovereign backing, flexible tenures, and ease of access, T-bills play a crucial role in both government financing and investors’ short-term financial planning.

The combination of a product and a service is a product-service hybrid. For example, the iPod and iTunes were a famous example of this approach. Yet, they were complementary hybrids – it was possible to use an iPod without iTunes and vice-versa.

Goods are the material items that the customers are ready to purchase for a price. Services are the amenities, benefits or facilities provided by the other persons. Goods are tangible items i.e. they can be seen or touched whereas services are intangible items.

The Service Quality Model or SERVQUAL Model was developed and applied by the American marketing gurus Valarie Zeithami, A. Parshuraman and Leonard Berry in 1988. It is a method to capture and measure the service quality experienced by customers. They developed it to provide a structured way for businesses to assess and understand potential problems in service quality. The core idea of the model was built on the concept that service quality is a function of the gap between what a customer expects and what they perceive to be delivered.  The model was conducted across four different service industries: Banking, Credit Cards, Repairs and Maintenance and Telecommunications.

The reliability depends on to what extent the service is accurate and honest. Responsiveness is about promptly and adequately responding to customer questions or complaints. Competence relates to the expertise an organization has, and the access determines if a customer can quickly and efficiently contact the right department.

The first studies according to the SERVQUAL Model, were carried out exclusively for the services of a telecommunications, a banking and a maintenance company. The previously mentioned researched surveyed consumers and their perceptions of the experienced service quality of these three organisations. The model was later refined to the five dimensions commonly known by the acronym RATER (Reliability, Assurance, Tangibles, Empathy, and Responsiveness). The application of SERVQUAL to electronic commerce and online services (e-service quality) occurred much later, with researchers developing adapted scales like E-S-QUAL in the 2000s to address the specific characteristics of the electronic service environment. To clarify the model I am giving hereby Indigo Airlines example.

Five Dimensions of SERVQUAL Model:

Reliability

The ability to perform the promised service dependably and accurately. Indigo Airlines’ reliability is a mixed bag, with opinions divided on its punctuality and service quality. The airline’s focus on punctuality is a key operational attribute, which, while a process, provides a consistently reliable, almost “tangible”, result for customers in the form of on-time arrival. IndiGo has a reputation for a solid safety record with well-trained pilots.  While recent reports suggest a decline, some travellers have experienced on-time flights. IndiGo also claims a strong record in this area. The airlines have maintained its operational efficiency. Their domestic check-in and boarding are efficient. It’s a no-frills, low-cost airline.

Assurance

The knowledge, courtesy, and competence of employees that instil trust and confidence. Indigo Airlines’ assurance includes optional add-on services like Domestic TravIensure insurance for medical emergencies and trip cancellation and Delayed and Lost Baggage Protection for compensation if checked-in bags are delayed or lost. However, “assurance” can also refer to the airline’s overall commitment, which, according to some consumer reports, has led to recent legal action due to service deficiencies and broken promises, particularly concerning flight cancellations and compensation. Assurance in aviation services is a continuous process of monitoring, evaluating, and verifying that safety and quality standards are met across all operations, including flight operations, maintenance, and ground services. It involves activities like audits, data analysis, and corrective actions to ensure that safety management systems are effective and that the organization complies with regulatory and internal requirements. The goal is to ensure consistent safety and quality to protect passengers, maintain customer trust, and drive continuous improvement.

Tangibles

The physical appearance of facilities, equipment, and personnel. Tangibles are the physical elements of a service, providing visible cues about its quality. IndiGo Airlines, like any service-based company, uses tangibility to provide physical evidence of its service quality and brand promises. This helps customers evaluate the intangible service they are purchasing (air travel).  Key tangible elements of IndiGo’s service include modern and well-maintained fleet. IndiGo is known for operating a single, modern fleet type (primarily Airbus A320s and A321s, with A350s on order). The physical aircraft, their clean interiors, and consistent appearance provide a strong tangible cue of reliability and professionalism. Appearance: Staff wear neat and professional uniforms, which contributes positively to customer perception of the airline’s tangibility and service quality. Every physical touchpoint is consistently branded, from the airport counters and boarding passes to in-flight materials like seat headrests and air sickness bags. This consistency reinforces the brand image and promise. The user-friendly website, mobile app, and self-check-in kiosks are considered tangible aspects of the service, providing a seamless and efficient experience. On ground facilities include clearly identifiable check-in counters, baggage handling systems, and other airport facilities that help manage the physical process of travel.

The airline’s focus on punctuality is a key operational attribute, which, while a process, provides a consistently reliable, almost “tangible”, result for customers in the form of on-time arrival.

Empathy

The degree of caring, individualized attention provided to customers. Indigo Airlines’ reputation for empathy is mixed, with recent viral stories highlighting positive customer interactions, particularly with differently abled staff members, while other passengers report negative experiences of inflexibility and lack of compassion in difficult situations. While some customers and observers have praised the airline for employee empathy, a 2024 study also found empathy to be a contributing factor to their service quality, suggesting a perception of empathy is present, even if inconsistent. A passenger shared a heartwarming experience with a hearing and speech-impaired staff member who provided an exceptionally smooth check-in and went above and beyond with extra perks, leading to praise for the airline’s “true inclusion in action”.

Responsiveness

The willingness to help customers and provide prompt service. IndiGo Airlines’ responsiveness is a mixed picture, as it is known for its strong on-time performance but receives criticism for its customer service responsiveness in areas like communication and handling complaints. While the airline emphasizes its commitment to punctuality and customer satisfaction, some studies have highlighted gaps between customer expectations and the airline’s responsiveness, particularly regarding keeping passengers informed and resolving demands promptly.

How is the model used?

Questionnaire

A survey is used to ask customers about their expectations and perceptions of a service.

Gap analysis

The difference between the perception score and the expectation score for each dimension is calculated. A negative gap indicates that the perceived service is worse than expected, while a positive gap indicates it is better. Actionable insights are studied by analysing the gaps across the five dimensions, businesses can pinpoint specific areas that need improvement, such as investing in customer service training (to improve empathy) or updating physical facilities (to improve tangibles). The gaps are based on following parameters:

Knowledge gap

A gap arises when an organisation’s knowledge of customer expectations is lacking, preventing them from approaching consumers in the right way.

Standards gap

The organisation has already formed its own idea about what the customer expects from their service. If this idea is wrong from the start and does not correspond to what customers expect, there is a significant risk that the organisation will translate it wrongly into a quality policy and corresponding rules.

Delivery gap

A gap can also occur when the organisation offers service that is different from what the consumer had expected. This also involves an incorrect implementation. For instance, in the way employees carry out policy.

Communications gap

Sometimes, the external (marketing) communication that the organisation sends out, can create the wrong expectations among customers. It also happens that the organisation communicates and promises things that are not in line with what they can deliver.

Satisfaction gap

Dissatisfaction results from a (significant) difference between the service a customer expects and the service they experience. Eventually, this will lead to the biggest gap in the experience of quality.

Olfactory Marketing (or Olfactory Branding) is the strategic use of fragrance to define and enhance the identity of a space such as a hotel, home, restaurant, banquet hall, theatre, clinic, or retail store. It is an immersive and multisensory marketing approach, where brands create deeper connections with consumers by engaging the five human senses—sight, sound, smell, touch, and taste. Among these, smell is the most direct pathway to the human psyche, as it is closely linked to memory and emotion.

A carefully designed fragrance can bypass rational thinking and act as a powerful emotional language, instantly triggering feelings, associations, and memories. Because of this unique ability, olfactory cues can strongly influence perception, mood, and behaviour. Olfactory branding harnesses the emotional weight of scent to communicate a brand’s personality and values, making the brand identity more memorable, enchanting, credible, and persuasive. When used effectively, it transforms ordinary spaces into distinctive experiences that customers subconsciously recognize and trust.

The aroma of freshly baked cookies is a classic example of scent marketing in a bakery or restaurant, while floral fragrances are commonly used in women-oriented service environments such as salons, spas, and clothing stores. Hotels strategically diffuse different aromas in various areas to create a sense of luxury and relaxation, improve guests’ comfort, and motivate them to return. New cars are also associated with a distinctive “brand-new” smell. Dealerships and manufacturers use artificial, long-lasting fragrances so that buyers can experience this sensation when purchasing a vehicle. The brand Rolls-Royce owes part of its success to the introduction of a signature fragrance in the Silver Cloud model in 1965, which is still sprayed under the seats today to recreate the original aroma and convey a sense of luxury to drivers. Similarly, in-store aromas at Café Coffee Day and the world’s first registered smell trademark for rose-scented tyres demonstrate how scent is used as a branding tool. These methods aim to evoke nostalgia, enhance premium experiences, and create immediate, Pavlovian emotional responses to products.

While visual merchandising primarily appeals to the sense of sight through elements such as colour, lighting, and spatial layout, integrating scent (olfactory merchandising) significantly enhances the retail atmosphere, influences consumer behaviour, and strengthens brand identity. Scent directly interacts with the limbic system; the part of the brain responsible for emotions and memory making it a powerful subconscious driver of shopper responses.

Increased dwell time

Pleasant, mild, and relaxing fragrances such as lavender, vanilla, or citrus encourage customers to remain in the store longer. A well-calibrated aroma can elevate mood and shopping enjoyment, with several studies suggesting that scent marketing can increase impulse buying by up to 40%.

Reduced anxiety

Calming scents help create a comfortable shopping environment, lowering stress levels and motivating customers to explore the store more freely. Perhaps one of the best examples of marketing scents whether the mark is Starbucks, which aromatizes its cafes with the aroma of freshly brewed coffee to the people passing outside what they perceive and feel the urge to go for a coffee and to live the experience of the brand.

Choosing the right business aroma requires aligning scent with brand identity

It’s for target audience, and desired emotional response to create a memorable customer experience. Key steps include defining the intended mood. The business must determine how they want customers to feel e.g., relaxed, energized, luxurious, or nostalgic. This scent becomes a non-verbal communicator, a sensory logo that evokes emotion, communicates quality, and strengthens brand loyalty. For example: A wellness brand might lean into herbal, spa-like aromas to promote tranquillity. A luxury retailer might use warm, musky notes that evoke exclusivity and sophistication.

Five-star hotel brands use olfactory marketing to create a lasting, emotional, and memorable brand identity, often boosting guest loyalty and enabling higher perceived value. They deploy custom, branded scents through HVAC (heating, ventilator and air-conditioning) systems in lobbies, spas, and corridors, designed to evoke specific emotions such as relaxation or energy and enhance the overall sensory experience. Hotels curate unique fragrances that align with their brand identity (e.g., modern, luxurious, or tranquil). Examples include: Taj, Westin, Sheraton, Leela,  they use a white tea and cedar scent for a refreshing, calming, and consistent brand experience globally. Westin uses “Bliss,” a citrusy, energetic, and modern scent to match their, high-energy, boutique, “always-on” brand. Sheraton uses bergamot, jasmine, and freesia to foster a calm and relaxing environment. Bulgari Hotels & Resorts uses a specialized green tea fragrance for a healing, luxurious atmosphere.

Restrooms maintain with consistent, high-quality, and often, automated scent systems to maintain a high-end feel throughout the property. Consistent Brand Experience: Brands use technology to ensure a uniform scent experience across all locations, reinforcing, and extending, the brand, and encouraging, return, visits. A luxury brand might use rose or jasmine , while a youthful brand might prefer fruity scents.

Conclusion

Olfactory marketing, or scent marketing, has indeed become a common and highly effective strategy across various industries to boost brand recognition, enhance customer experience, and drive sales. It’s become a strategic tool in modern movie theatres, flights, trains to enhance the audience experience, and create memorable brand associations. While popcorn scent is the most classic example, theatres now use advanced technology for broader, more immersive scent strategies. By leveraging the fact that the sense of smell is closely linked to the brain’s limbic system which manages emotion and memory. Brands use tailored fragrances to create lasting impressions.

I had the pleasure of teaching Mr. Noman Aziz Khan during his MMS – Masters of Management Studies (2010–2012 batch) at Anjuman-I-Islam’s Allana Institute of Management Studies, where I served as Professor and Director for a long tenure. Recently, during my visit to Babasaheb Ambedkar University in Lucknow, I had the opportunity to reconnect with him. When I informed Noman over the telephone about my visit, he organized a touching and unexpected commemoration in my honour. I was deeply overwhelmed by his warmth, humility, and affection.

Today, Mr. Noman Aziz Khan serves as Regional Director (Uttar Pradesh, Telangana & Delhi NCR) at LuLu Group International and plays a pivotal role in managing LuLu Mall Lucknow, one of India’s largest and most influential retail destinations.

I still vividly remember Noman from his student days. He was lively, cheerful, and playful, bringing positivity into every classroom he entered. Beneath his easy-going personality, however, lay a sharp academic mind, curiosity for learning, and excellent communication skills. He consistently participated in classroom discussions with enthusiasm and intellectual engagement. Even when assignments were challenging, he displayed effort, discipline, and consistency. Noman often emerged as the presenter in group activities because of his natural communication abilities and confidence. More importantly, he possessed emotional intelligence, teamwork, and interpersonal sensitivity — qualities that are difficult to teach but invaluable in leadership.

Seeing him today as a sincere, disciplined, and innovative retail leader fills me with immense pride. His journey reflects dedication, growth, perseverance, and the ability to transform potential into meaningful success.

LuLu Mall Lucknow spans approximately 2.2 million square feet and is situated on Amar Shaheed Path in Lucknow. Developed across nearly 45.9 acres, it has emerged as one of India’s largest shopping malls and North India’s premier organized retail destination. The mall houses more than 300 national and international brands, including major anchors such as Decathlon, Nykaa, PVR INOX, and the massive LuLu Hypermarket. It also features the Funtura indoor entertainment zone, advanced VR-enabled gaming spaces, multiplex cinemas, extensive food courts, and modern family-oriented leisure infrastructure. The mall is not merely a shopping centre; it is a symbol of Lucknow’s transition into a modern metropolitan city.

Having taught Retail Management for several semesters, I have always believed that successful retailers are distinguished not merely by commercial performance, but by human-centric leadership. Outstanding retailers demonstrate customer-centric thinking, strong communication abilities, product knowledge, ethical behaviour, adaptability to changing consumer trends, team-building capabilities, operational efficiency, calmness under pressure, and strategic thinking. I witnessed many of these qualities in Noman even during his student years.

During my recent visit to the mall, I observed him closely while he interacted with employees, monitored operations, and supervised customer engagement across various sections. His towering leadership presence was visible throughout the establishment. Yet, despite managing nearly 5,000 on-roll employees and over 3,000 off-roll staff members, he remained approachable, calm, and deeply connected with his workforce. Great retail leaders do not merely delegate tasks from offices; they remain visible on the sales floor, coach employees in real time, solve problems directly, and lead by example. Noman embodies this philosophy.

Interestingly, his professional journey began on the sales floor itself at LuLu. His rise through the ranks demonstrates the power of commitment, operational understanding, and leadership earned through experience rather than entitlement.

M. A. Yusuff Ali, Chairman and Managing Director of LuLu Group International, is globally recognized as a visionary retail entrepreneur and philanthropist. His leadership combines business acumen with humility and strong human values. It is evident that Mr. Yusuff Ali identified exceptional leadership potential in Noman Khan and handpicked him to lead the Lucknow operations. Visionary leaders possess the ability to recognize future leadership in others, and this appears to be one such example.

Under its leadership framework, the mall has introduced several operational and marketing innovations. LuLu has adopted aggressive digital branding and omnichannel promotional strategies targeting younger consumers. Through festive campaigns, social media engagement, online promotions, and collaborations with local cultural and devotional programs, the mall has created deep emotional integration with society.

The inclusion of Funtura entertainment zones, VR-enabled gaming, multiplexes, and extensive dining areas transformed the mall into an all-day family destination rather than merely a shopping venue. This experiential retail model has significantly enhanced customer engagement. The mall also introduced sophisticated multi-level parking systems and integrated traffic management connected to all floors — an important operational innovation for a rapidly expanding city like Lucknow.

The hypermarket brought global retail presentation formats into one integrated ecosystem, including imported food sections, modern bakery concepts, electronics zones, and fashion integration. The mall further adopted prefabricated construction methods to reduce environmental impact and later earned an IGBC Gold Rating for sustainability initiatives involving waste management, water conservation, energy efficiency, and reduced fossil fuel consumption.

Community discussions among Lucknow residents frequently mention the extensive product variety, aggressive discounts, efficient billing counters, and the convenience of obtaining everything “under one roof.” These factors have significantly strengthened customer loyalty and repeat footfall.

The impact of LuLu Mall Lucknow on the city extends far beyond retail. The mall has created thousands of direct and indirect employment opportunities across retail, hospitality, logistics, food services, maintenance, entertainment, and security sectors. Local youth have especially benefited from these opportunities.

Its establishment accelerated infrastructural development around Amar Shaheed Path and nearby townships. Improved roads, enhanced transport connectivity, parking infrastructure, and rising commercial activity transformed the surrounding urban landscape. Property prices and commercial rentals in adjoining areas witnessed significant appreciation following the mall’s development. The project stimulated further residential and commercial investment in the region.

Being one of India’s largest malls, it attracts visitors not only from Lucknow but also from neighbouring districts and states. This inflow benefits hotels, transport operators, restaurants, and local businesses. Apart from global brands, local suppliers, artisans, food vendors, and service providers have also benefited from the increased commercial activity generated by the mall.

The mall has also influenced lifestyle patterns, leisure activities, and social culture, particularly among the middle class and younger population. It introduced international retail standards, organized shopping culture, multiplex entertainment, and global consumer experiences, thereby strengthening Lucknow’s identity as an emerging metropolitan city. Indeed, LuLu Mall Lucknow represents a classic case study of how a hyper mall can contribute to city branding, urban modernization, and socio-economic transformation.

As a teacher, nothing brings greater satisfaction than witnessing the success of one’s students. I feel immensely proud of Mr. Noman Aziz Khan. His journey from a cheerful MMS student to a respected retail leader demonstrates how dedication, humility, discipline, and vision can shape extraordinary careers.

He possesses the inherent qualities required for enduring leadership — resilience, customer orientation, ethical grounding, communication excellence, and strategic thinking. With the right opportunities and continued perseverance, I firmly believe he has the potential to become one of the most respected names in Indian Retail history.

People seek validation to feel accepted, secure, and to measure their self-worth which is  often rooted in basic human needs and past experiences. It’s a natural inclination stemming from the desire for social connection and fear of seclusion, but excessive reliance on external validation hinders personal growth and well-being. Constantly seeking validation can lead to an “approval addiction” when individuals prioritize the opinions of others over their own feelings and needs. When we seek approval from others, and depend on it, to feel a sense of worthiness, we build our self-esteem on a shifting, temporary foundation. 

When individuals stop seeking external validation, it generally signifies an egoless person. Such people shift towards self-acceptance and self-reliance. It leads towards increased self-confidence, less anxiety, and a stronger sense of self-worth. Instead of relying on others’ opinions, they prioritize their own values and beliefs, making decisions based on internal scope rather than external pressures. People who depend on external validation are weak individuals.

Pandit Madan Mohan Malaviya who is best known for founding the Banaras Hindu University (BHU), one of Asia’s largest residential universities. He was also a prominent figure in the Indian independence movement and a strong advocate for modern education among Indians. Additionally, he was a key leader in the Indian National Congress and founded the Hindu Mahasabha. He is best known for popularizing the slogan “Satyameva Jayate” (सत्यमेव जयते), which translates to “Truth alone triumphs”. He actively promoted this slogan, particularly during his presidency of the Indian National Congress in 1918. 

 it’s true that Madan Mohan Malaviya famously used a “begging bowl” to collect funds for the establishment of Banaras Hindu University (BHU). He travelled intensively, seeking donations from various individuals and organizations to realize his vision of a world-class educational institution. When Malviya visited the Nizam of Hyderabad, Mir Osman Ali Khan, for fund raising for BHU, Nizam furiously flung his slippers at Malviya because Nizam did not approve the word “Hindu” for the university. Malviya then auctioned the slippers within the Nizam’s own estate. This unconventional method, while initially met with anger from the Nizam, ultimately led to the Nizam agreeing to build the staff quarters for BHU and later making a cash donation. 

By recognizing their own worth and abilities, individuals don’t care for getting criticized and they become more confident in their choices. The constant need for external validation can be a source of anxiety. When this need diminishes, such people do great societal work. They are more confident, resilient, and respectful of themselves and others. This inner sense of worth is not dependent on external validation, but rather a deep-seated understanding of their purpose of life. Such people are helpful to others around them.

Ishwar Chandra Vidyasagar is renowned for his pivotal role in social reform, particularly concerning women’s rights and education during the Bengal Renaissance. The Bengal Renaissance was a period of significant social, cultural, and intellectual reform in 19th and early 20th century Bengal, particularly in Calcutta. It was characterized by a revitalized interest in indigenous traditions alongside the adoption of Western ideas and practices, leading to a flourishing of arts, literature, science, and social reform movements. The renaissance involved a questioning of traditional social structures, including the caste system, Sati (widow immolation), and child marriage, and a push for women’s rights and education. his period saw the rise of influential thinkers, reformers, and writers who engaged with both Indian and Western philosophical and scientific ideas. 

Vidyasagar is celebrated for advocating for widow remarriage, challenging child marriage and polygamy, and promoting female education, thus leaving a lasting impact on Indian society. Vidyasagar’s life was evidence to his commitment to social justice and progress. He saw education as the key to societal betterment and worked tirelessly to make it accessible to all, regardless of caste or gender. Vidyasagar believed that education was the foundation for individual and societal development. He established schools, including the first for girls in Calcutta, and advocated for a blend of Eastern and Western educational philosophies. He also worked to simplify Sanskrit grammar for Bengali students.  His purpose was to bring about positive change in society through education and social reform, leaving behind a legacy of progress and enlightenment. He never sought validation, he wasn’t primarily driven by external validation in his work, particularly in his social reforms and educational initiatives. He was motivated by a strong sense of social justice and a desire to improve the lives of others, often going against popular opinion and facing significant opposition. 

Jyotiba and Savitribai Phule were pioneers in advocating for girls’ education in Maharashtra, India during the 19th century. They established the first school for girls in India in 1848 in Pune, challenging prevailing social norms that restricted education for women. Their efforts expanded to include establishing multiple schools and educational trusts, impacting marginalized communities and fostering a more inclusive approach to education. Svitribai Phule became India’s first female teacher, she taught in the girl’s school.  Without seeking validation from society. They challenged societal norms by establishing schools for girls, including those from lower castes, and fought against practices like child marriage and sati. Their work was driven by a belief in education and empowerment as tools for social change, rather than by a desire for societal approval. 

Conclusion: In the pre-independence era formal education was largely inaccessible to girls, with societal norms often dictating that they be married off at a young age, making education seemed unrelated. There were many social restrictions on girls. Many families considered education for girls to be unnecessary or even harmful, fearing it might make them ambitious or discontent with their prescribed roles. Thar era saw lack of educational institutions. There were fewer schools for girls, and those that existed often focused on practical skills like needlework rather than broader academic subjects. During such setting social reformers such as Madan Mohan Malviya, Ishwar Chandra Vidyasagar and  Mahatma Jyotiba Phule and his better half Savitribai Phule contributed to educate girls to make them independent. Individuals who don’t seek external validation tend to have a clearer understanding of their own values, beliefs, and goals. Without the pressure to conform to others’ expectations, individuals can be more genuine and truer to themselves.  Because are less concerned with the opinions of others they can face challenges of societal norms and advocate for change.