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.

PERT – Program Evaluation and Review Technique and CPM (Critical Path Method) are project management tools for scheduling and controlling projects by breaking them into smaller tasks and analysing their dependencies. PERT is used for projects which usually are run with uncertain activity durations. PERT charts are used using a probabilistic model with optimistic, most likely, and doubtful time estimates. CPM is used for projects with known, deterministic durations, focusing on time-cost by balancing  trade-offs to find the critical path. 

Kingfisher Airlines didn’t give importance to PERT charts. The airline’s eventual collapse was ascribed to a lack of proper PERT procedure in terms of delegation, scheduling of flights, food arrangements and other services in flights. Aircraft maintenance, pilot and aircraft staff duties, scheduling of their work, misbehaviour of staff, and a lack of attention from the owner, highlighting fundamental failures in project management that no planning technique could overcome without proper execution and governance.

A study of ten failed PPP highway cases in India cited issues such as unreasonable traffic and revenue estimates, inflexible contracts, unbalanced risk allocation, regulatory hold-ups, and limited oversight. These systemic flaws in planning and risk management directly relate to the potential pitfalls of relying too heavily on initial PERT estimates without continuous monitoring and adjustment. PERT requires regular monitoring. The projects include the Delhi-Mumbai Expressway, Nagpur Metro Rail, Navi Mumbai International Airport, GIFT City, and the development of Multi-Modal Logistics Hubs in Greater Noida. Other examples include the Operation, Management and Development (OMD) of Multimodal Terminal (MMT) at Varanasi, the development of the Indian Institute of Management (IIM) – Udaipur infrastructure, the Redevelopment of Gwalior and Amritsar Railway Stations, and the construction of Eco-Tourism Resorts in the Andaman and Nicobar Islands and Lakshadweep.

PERT requires detailed purpose. Projects with uncertain timeframes, such as research and development, by focusing on minimizing project completion time are dangerous. PERT timeline uses a probabilistic approach with three time estimates for each activity: optimistic, most likely, and pessimistic.  It is concerned primarily with time and risk assessment, allowing for contingency planning.  It is best for projects with a high degree of uncertainty and a non-linear or unpredictable flow of activities.

The Critical Path Method (CPM) is crucial in project management because it helps identify the longest sequence of dependent tasks to determine the minimum project completion time. This allows project managers to effectively prioritize tasks, allocate resources, track progress, and proactively mitigate risks to ensure timely project delivery. By highlighting critical tasks that cannot be delayed, CPM provides a clear roadmap and facilitates better communication, helping to avoid bottlenecks and schedule delays.

The Bullet Train Project (Mumbai-Ahmedabad High-Speed Rail project has been analysed using both CPM and PERT in research papers to examine critical activities, interdependencies, and estimated timelines, demonstrating the application of these tools in large-scale, high-value infrastructure planning. For construction of rail tracks, the general application of CPM and PERT in the construction of railway lines has been studied, showcasing how these techniques help optimize schedules, manage costs, and ensure timely completion of complex track-laying activities.

The purpose of CPM is to manage projects with predictable activity durations and focuses on balancing time and cost. It uses a deterministic approach with a single, fixed time estimate for each activity. CPM focuses and identifies the critical path—the longest sequence of tasks to ensure timely project completion and explores time-cost trade-offs. It is best for projects with well-defined tasks and durations, such as construction and manufacturing.

While working on large infrastructure and construction projects publicly detailed PERT charts are less common in general descriptions, the nature of India’s major infrastructure drives, such as the Bharatmala Pariyojana (a massive national highways program), the Mumbai Trans Harbour Link, and various other large-scale building and engineering projects, necessitates the use of robust project management methodologies like PERT/CPM for effective planning and execution. Software tools like Primavera P6 (commonly used for engineering and construction) are leveraged for such high-budget projects, which inherently integrate PERT-like functionalities for risk and uncertainty visualization.

Conclusion

Both tools of project management PERT and CPM are often used together because they are complementary. They both involve creating a project network diagram to visualize tasks and dependencies. They help project managers break down large projects, determine the critical path, make decisions, coordinate teams, and analyse if the project will be completed within budget.

Studying international business theories is essential to steer, strategize, and succeed in a globalized economy, enabling professionals to understand complex trade dynamics, manage cross-cultural risks, and identify international growth opportunities. These theories provide the analytical tools needed to optimize supply chains, enhance competitiveness, and formulate effective, sustainable global strategies.

The theories can be classified into: Classical Country-Based Theories: Mercantilism, Absolute Advantage, Comparative Advantage and Heckher-Ohlin Theory. Modern Firm-Based Theories: Country Similarity, Product Life Cycle, Global Strategic Rivalry and Porter’s National Competitive Advantage.

Mercantilism

It is a form of economic system and nationalist economic policy that is designed to maximize the exports and minimize the imports of an economy. It seeks to maximize the accumulation of resources within the country and use those resources for one-sided trade.

It is also known as “commercialism,” which is a system in which a country attempts to amass wealth through trade with other countries, exporting more than it imports and increasing stores of gold and precious metals. It is often considered an outdated system.

The biggest example being Passed by the British Parliament in May 1773, the Tea Act was a mercantilist policy designed to bail out the struggling British East India Company by granting it a monopoly on tea sales in the American colonies. It allowed the company to ship tea directly to America, bypassing merchants and reducing costs, while enforcing a three-cent tax to assert Parliament’s taxing authority. The Act aimed to save the financially troubled British East India Company by allowing it to dump 17 million pounds of unsold tea in American markets, creating a practical monopoly.  Ships carrying tea were also turned away or had their tea destroyed in New York, Philadelphia, and Charleston. The Tea Act was effectively the world’s first corporate bailout (often helping by paying money in difficult situation) the act was designed to save the East India Company from bankruptcy.

Mercantilist economic policies rely on government intervention to restrict imports and protect domestic industries. Modern-day mercantilist policies include tariffs, subsidizing domestic industries, devaluation of currencies, and restrictions on the migration of foreign labor.

Modern-day mercantilism in India is reflected in policies prioritizing domestic manufacturing, reducing import dependency, and fostering a trade surplus, often termed “neo-mercantilism” or economic nationalism. Key examples include the Atmanirbhar Bharat (Self-Reliant India) initiative, the Production Linked Incentive (PLI) schemes, high tariffs on imports, and the decision to stay out of the RCEP (Regional Comprehensive Economic Partnership)  trade agreement to protect domestic sectors.

Absolute Advantage

The ability of a country to produce more of a good with the same resources than another country is absolute advantage. India has an absolute advantage in the production of wheat over China and China has an absolute advantage in the production of cloth over India. Absolute advantage in international business occurs when a country can produce more of a good or service with raw material or technology which the country enjoys. It represents superior efficiency due to factors like better technology, climate, or lower labor costs.

Due to abundant oil reserves, Saudi Arabia can produce oil at a much lower cost and in higher volume than most countries, giving it an absolute advantage. China has historically held an absolute advantage in textile production due to a large workforce, lower labor costs, and efficient manufacturing capacity. Japan possesses an absolute advantage in high-end electronics manufacturing owing to its advanced technology and highly skilled workforce.

Comparative Advantage

It is the ability of a country to produce goods at a lower opportunity cost than another country by achieving  economies of scale. Reductions in average costs due to increased production levels. For example, China’s low labor costs give it a comparative advantage as a manufacturer over many Western trading partners. South Africa has a comparative advantage in mining because of its mineral wealth.

Brazil has a comparative advantage in coffee production due to climate, while South Africa holds an advantage in mining due to mineral abundance. Germany and Japan have a comparative advantage in automobile manufacturing and high-end machinery due to advanced technology and highly skilled labor, despite higher production costs. India has a comparative advantage in software development and IT services due to a large pool of educated, English-speaking, and cost-efficient professionals, which the U.S. imports.

Eli Heckscher and Bertil Ohlin Theory

It is also known as factor-proportions theory. Both prepared a theory explaining international trade patterns by focusing on differences in factor like cheap labor, raw material, and capital between countries, suggesting that countries export goods using their abundant, cheaper factors and import goods which are scarce.

Bangladesh specializes in clothing (labour-intensive), while Germany exports machinery (capital-intensive). A country with abundant labor (e.g., India) tends to produce and export textiles, while a capital-abundant country (e.g., Germany) specializes in automobile production. While South Korea was historically labor-abundant, it successfully transitioned to capital-intensive exports (electronics) by investing in infrastructure.

Modern & Firm based theories:

Raymond Vernon’s Product Life Cycle (PLC) theory

This explains how trade patterns shift as products evolve from innovation in developed nations to mass production and standardization in developing countries, moving through introduction, growth, maturity, and decline stages. The theory explains how a product’s production and trade patterns shift over time, eventually leading the original innovating country to become an importer of the very product it invented. As the name suggests, this theory talks about a product that goes through different stages. This theory only focuses on the developed nation, not on the developing nation.  According to this theory, when a product is in its early life cycle stage, all the raw material and the labor used in making and producing that product belong to the place where the product has been invented or produced. But when that new product is introduced in the world market, then its area of origin shifts to different places

PC Personal computer) were introduced to world by US; its mass manufacturing in low-cost Asian countries declined production in US. Now US purchases Pcs from Asian countries.

Country Similarity Theory (Steffan Linder)

Trade within similar development stages (intra-industry trade) occurs due to similar consumer preferences. states that countries with similar income levels, consumer habits, and industrial development trade similar, high-quality manufactured goods with each other (intra-industry trade). Key examples include massive trade in automobiles between Germany and France, or electronics between the US and Canada.

Global Strategic Rivalry (Krugman/Lancaster)

Firms gain competitive advantage through innovation, R&D, and economies of scale, influencing trade patterns. Competition for leadership in semiconductors, artificial intelligence, and 5G networks, often involving sanctions, export restrictions, and investments in critical infrastructure.

Porter’s Diamond Model

National competitive advantage stems from four interconnected factors: factor conditions, demand conditions, related/supporting industries, and firm strategy/rivalry. Germany’s automotive industry, showcasing strong national advantage through skilled engineers (Factor Conditions), demanding consumers wanting high-performance cars (Demand Conditions), a robust supply chain (Related/Supporting Industries), and intense rivalry between BMW, Mercedes, and Audi driving innovation (Firm Strategy/Rivalry).

The Easterlin Paradox, formulated by Richard Easterlin formulated in 1974, describes the evident contradiction between increased national wealth and increased average happiness levels. While individuals with higher incomes tend to report higher happiness levels within a specific time frame, a country’s average happiness does not necessarily increase over time as its overall income grows.  We apply common corelation between accumulated wealth and happiness.  People with higher incomes tend to be happier than those with lower incomes.

Despite the positive correlation within a point in time, the average happiness levels in a country do not consistently increase as the country’s overall income rises. This is the paradoxical part: while individuals may be happier at higher income levels, the overall happiness level of a country doesn’t necessarily follow fit as the country’s income grows. 

Richard Easterlin, then professor of economics at the University of Pennsylvania is the first economist to study happiness data. The paradox states that at a point in time happiness varies directly with income both among and within nations, but over time happiness does not trend upward as income continues to grow. Higher incomes don’t produce greater happiness over time. One explanation is that one’s happiness depends on a variety of other factors such as family and social connect, pollution less environment, hobbies of life, sufficient food, get together with friends etc.

In the short run, everyone perceives increases in income to be correlated with happiness and tries to increase their incomes. However, in the long run, this proves to be an illusion, since everyone’s efforts to raise standards of living lead to increasing averages, leaving everyone in the same place in terms of relative income. Various theories have been advanced to explain the paradox, but the paradox itself is solely an empirical theory. The existence of the paradox has been strongly disputed by other researchers.

Richard Easterlin has updated the evidence and description of the paradox over time. His most recent contribution is from 2022. This article is corelation between Easterlin’s Paradox and happiness index.  

According to the World Happiness Report and various other sources, Finland is consistently ranked as the happiest country in the world. In the 2025 report, Finland has been ranked number one for the eighth year in a row. Possibly, this happiness comes because Finns enjoy simple pleasures like clean air, pure water and walking around the woods, they enjoy their lives to the fullest. They enjoy a calm and peaceful life. it’s their appreciation for how things work and the ability to pause and admire the little things in life. In Finland, anyone can pick berries, collect mushrooms or fish with a simple fishing rod. It is part of  each citizen’s rights, which state that everyone is free to enjoy nature responsibly. Finland is cleanest in the world. The food that grows wild is delicious and fresh. Finding the luxury produce in the wild  like porcini mushrooms or cloud berries is considered a delightful moment and makes for an even more heavenly dinner. Finnish happiness is explained by the high levels of trust and freedom in its society, which research shows contributes to well-being and productivity.

In the 2025 World Happiness Report, Afghanistan consistently ranks as the unhappiest country in the world. Specifically, in the 2025 report, it is ranked 147th out of 147 countries. This ranking indicates that Afghanistan has the lowest happiness score and experiences the most frequent negative emotions, as well as the lowest frequency of positive emotions. 

The World Happiness Index Report is an annual publication of the United Nations Sustainable Development Solutions Network which contains rankings of national happiness and analysis of the data from various perspectives. The first World Happiness Report was released in April 2012. In a high-level meeting of UN well-being and Happiness were defined as new economic paradigms which drew international attention.

An Internet report suggested that if you want happiness, buy a scarf and gloves and head to Norway to experience real happiness.  Norway is well-known for its good public services and political stability. Denmark is another country which is famous for happiness nurtured in its culture. Danes have a stable government, little public corruption, and access to high-quality education and health care. The country does have the highest taxes in the world, but the citizens happily pay the taxes because they believe higher taxes can create a better society. Let’s understand what Happiness Index is.

What makes people of a country happy? Is it economy? Is it environment? Is it education? Is it government policies? We’ll all of these do contribute to people’s happiness in a country. But it is not necessary to be higher economic pace and growth always. People are happier when they don’t experience inequality in distribution of wealth; people don’t mind paying taxes when there is fairness in tax structure. People are happy when government practices transparency in the implementing policies. People want safety, people want welfare, people want gooinfrastructure, hygiene and people want good quality education.

Corruption undermines government revenue and, therefore, limits the capacity of the government to invest in productive areas.  Corruption distorts the decision-making in public investment projects. It’s been observed the higher the level of corruption in a country, the larger the share of its economic activity that will go subversive, beyond the reach of the tax authorities. Corruption discourages entrepreneurship and innovation; it only encourages inefficiency. It dislocates the human resources.  It creates uncertainty among the citizens. And it diminishes legitimacy in all walks of life and increases crimes.

In all countries there are rich and poor; but when the levels of inequality are low, and the welfare systems are strong, the citizens are happy. People don’t mind paying higher taxes for living a happier life.

The report primarily uses data from the Gallup World Poll. Gallup is a credible polling organization. It is respected highly in media. Nevertheless, all research including polling have some weaknesses which depend on the various methodologies and details of the poll and its questionnaires. Each research has few statistical limitations. Gallup ensures that each annual report is available to the public to download on the World Happiness Report website.

Happiness index is measured using parameters like Housing, Income, Work, Community, Civic Engagement, Education, Environment, Health, Life Satisfaction, Safety and Life-Work balance etc. Each report is organized by chapters that delve deeper into issues relating to happiness. The chapters also include mental illness, the objective benefits of happiness, the importance of ethics, policy implications which lead to subjective wellbeing. The report is based on how strong a country’s social foundation and social trust is.

Bhutan is one of the Buddhist Kingdoms in the World and so far, has preserved much of their culture since the 17th century. Even with globalization, Bhutan follows its Buddhist culture. It allows a certain number of foreigners into the country each year, and the two hundred dollars a day that must be paid by every traveller is a deterrent for many. Internet, television, and western dress were banned from the country up until ten years ago. But over the past ten years globalization has proved to be a challenge to this tiny nation. Things have begun to change, but they are trying to balance things in their own way.

Bhutan is the only country in the world that has a ‘GNH’ which is “Gross National Happiness.” The process of measuring GNH began when Bhutan opened to globalization. It measures people’s quality of life and makes sure that both material and spiritual development happen together in its citizen’s lives. Bhutan has balanced it rightly so far

Conclusion

Happiness is very important to both individuals and as a country. A happy individual is productive and creative. As human beings, although we possess cognitive abilities and are highly “thought” oriented, the quality of our lives is determined by our emotions. The Easterlin Paradox states happiness varies directly with income, both among and within nations, but over time the long-term growth rates of happiness and income are not significantly related. The principal reason for the contradiction is social comparison. A happy human is emotionally strong because happiness protects heart, it strengthens immune system, it helps in combating stress, it found that happy people have fewer aches and pains. The idea that “money can’t buy happiness” is a widely held belief, often attributed to the belief that true happiness comes from things like relationships, personal fulfilment, and a sense of purpose. .  In  the World Happiness Report 2025, India is ranked 118th out of 147 countries.

I love the song “Dil ka diya jala ke gaya” from film Aakashdeep (1965) The song is composed in Jaijaiwanti raga. Lata Mangeshkar has sung it in “half breath” which refers to a quick, shallow inhalation taken during a phrase to refill breath support without completely stopping the musical line. It is a subtle and controlled breath that allows singers to maintain momentum and phrasing, especially when faced with long musical passages. This sweet melodious song was composed by veteran Music Director Chitragupta and the lyricist of the song is Majrooh Sultanpuri. 

Jaijaiwanti is from the Khamaj family of ragas. In Carnatic Music, its equivalent is the Raagam Dwijawanti. Jaijaiwanti usage spans several genres such as Sikh Gurbani which were compositions of Guru Tech Bahadur. In Bollywood Shankar Jaikishan, Madan Mohan used Jaijaiwanti for composing some evergreen songs.

The Khamaj scale  is a foundational structure in Hindustani classical music, and several ragas are derived from it. Some prominent ragas within the Khamaj family include Khamaj itself, along with Rageshree, Jhinjhoti, Desh, Tilak Kamod, and Jaijaiwanti. These ragas share characteristics with the Khamaj thaat, but each possesses unique melodic contours and emotional nuances according to music archives. Raag Jaijaiwanti is typically sung during the second prahar of the night, from 9 PM to 12 AM.

Jaijaiwanti on sarod is a relative rarity, owing to the complex structure of the raga. When songs are composed in this raga, usually,  the music director, the singer, and the actor come together which portrays beautiful cooperation that makes a song a hit.

I wonder how Lata could sing the song so perfect, not a single note here and there, so precise and accurate in half breath. She sang in low notes with same power and clarity the way she sings in normal and high notes.

The heroine of movie Bani (Nimmi) has fallen in love; she is a mute girl  who plays a record to  express her feelings to the world. Her expressions are as soft and subtle.  Nimmi has acted beautifully experiencing the love she feels for the hero (Ashok Kumar).  How brilliantly the song has been composed in this context! Chitragupta has kept the tune subdued, and somewhat muted melody. A muted melody is one that is played softly, with a lower volume or intensity. It can evoke a sense of quietness, introspection, or melancholy.

Violins in the beginning give the account of thrill of love experienced by Baani. And then the soft melody takes over with the jal tarang. Lata Mangeshkar as if whispers the lyrics in your ears, letting out the secret of her feelings. The soft glow of love sparking Nimmi’s heart. Bringing up the feelings as a song, which were deep down in her heart which she expresses for the first time. Listen to this beautiful song.

December is always a cheerful yet busy time of year no matter where you are in the world. You see lot of activities and festivities taking place. It is the last month of the year; people just want to enjoy it. The streets, gardens, churches, shops, and restaurants are lit up. The cool breeze has joie de vivre in it. It’s a great time to get away from home and travel somewhere to a different destination. I also like Christmas because there is an aroma in the air. More than 70% of human emotions are based on the smells. In addition, the memories of smells are saved in mind longer than visual or auditory one. The Christmas cookies, cakes, fudges, pudding and pastries add yummy smacking energy in the air. Aroma-marketing helps in increasing sales.

The pleasant smell of baked cookies and fresh-baked bread is inviting. The scent of new shoe leather or new sneakers is unforgettable; the floating aroma of freshly brewed coffee and tea is so tempting. Aromas are nurtured longer in mind and memory that is why lately the aroma-marketing (in hotels, restaurants, shops) is gaining momentum and helps to popularize the location. Aroma-marketing has a direct effect on the increasing of sales. Many major hotel or restaurant chains even “fix” a particular smell for them, for which they can be recognized.

Obviously, aroma-marketing in Christmas holidays is in demand. Favorites are the familiar scents of tangerine, pine needles, frosty freshness, peppermint, delicious pastries, sweet ginger cookies or chocolate Christmas cupcakes, the smell of chocolate and cocoa. In addition to a pleasant mood, according to the statistics, the customer loyalty increases by 20-25%.  Aroma-marketing on different markets increases sales by 7-27%, return visit to the outlets increases by 15-20%.

Marketers try to create real experience and stronger connections especially during the festivity like Christmas.  Today technology is plentiful and influences our daily life.  We have everything we need at our fingertips; we need not even step out of our homes, we get everything on our cell phones, tablets, and laptops at a click of button. But, during this time of the year, people prefer getting out from their cozy zones and like to experience the real shopping experience.

Creating sensory signatures across multiple senses in an integrated way multiplies the effects of individual sensory elements to create a bigger impression.  This is known as the multiplier effect in marketing.  By incorporating a festive mix of music, visually appealing décor, and nostalgic scents shops and restaurants invite customers.  The holistic effect is an authentic feast for the senses invites and influences holiday shoppers. Research has found that shoppers’ evaluations of stores tend to be highest at the time of year when festive music is being played, this effect enhances when the music is paired with festive scent. The research found that when music and scent were matching it makes a very positive effect on sales.

During the magical holiday season, where consumers are seeking ideas for gift purchases, retail experiences can attract shoppers into stores, inspire purchases, increase dwell time and create brand affiliation.  The opportunity to enhance a retail environment is never more appropriate, available, accepted and even expected. Consumers expect the experience of Christmas long before from end of November.   They are in festive mood and like to be nostalgic, excited.  The right experience can be a hidden persuader to the consumer with gifts to buy.

Christmas is a time of giving and sharing. It is a wonderful time of the year. From kids to older people wait for this time of the year because there is so much each one plans to do; listening to Christmas carols with a cup a cocoa is one that is matched by very few other things in life. Snuggling in a blanket with family and friends, and humming these tunes can cheer one up immensely. It encourages a feeling of closeness, and leads one to feelings of joy no matter even if someone has experienced few bad things in life.

Fairy lights and pretty decorations: New lights and fresh decorations mixed with old ones give a feeling of warmth and happiness. When these are up, everyone knows that Christmas is near, and this is enough to brighten even the gloomiest of moods. Decorating a tree is a pleasure worth experiencing in life; from draping garland, avoid branches bulging between tightly cinched garland strands between each wave. This joy is compounded when you know there is a gift waiting for you under the tree. Everyone likes to be pampered with a gift.

Family get-togethers:  This is the time when all your favorite near and dear ones gather. It is a feast time. With all the traditional dishes and sweets, the house full of festivities, and we feel like one big happy family. Yes, there is the occasional family drama, but hey, that’s what Christmas is all about. Forget all grudges, get it out of system.

Nothing evokes the holiday season like the invigorating smell of an authentic white pine and birch. The scent of fresh evergreens and crisp pine needles is stimulating also, thyme notes clear the mind and sharpen one’s focus. Colorful and lovely Orchids along with a warm message on post it note are so uplifting and relieve depression.  Warm apple cider spiced with cinnamon, clove, and whole peppercorns topped off with a subtle hint of orange peel creates cozy and nostalgic aroma.  Do you know, a lot of people think that cinnamon is the best scent of Christmas?  Another scent is cool peppermint – when it is balanced with warm, frothy vanilla it creates a comforting wintry aroma. This Christmas enjoy the aromas, pamper your senses.

Merry Christmas & Seasons Greetings to one and all!!!

Corporate boundaries define the limits of an organization’s activities, responsibilities. It also limits to employee conduct, their physical and operational limits, communication rules, ethical considerations, and personal work-life balance. Organizational boundaries define the scope within which a company or entity operates, establishing the limits for responsibilities, control, and operations. These boundaries are crucial for effectively managing resources, implementing strategies, and ensuring regulatory compliance.

Organizational boundaries limit their capability to innovate. Lack of empowerment of employees, shortsighted leadership, resistance to change, procrastination and to adapt new technology  organizations carry on sluggishly their business. The world is changing every moment.   Innovation is needed for sustainability of organizations. Due to a combination of cultural, strategic, and structural barriers, such as a fear of failure, poor cross-functional collaboration, and a focus on short-term goals instead of long-term vision. Ineffective processes, inadequate resources, and a resistance to change also prevent new ideas from being developed and implemented.

Corporates face challenges such as market volatility, economic slump, intense competition, and challenges in securing funding and managing cash flow. Internal challenges include communication breakdowns, ensuring regulatory compliance, managing workforce dynamics, and the need to adapt to accelerated digital transformation and emerging technologies. Following are some common Factors:

Hierarchical Boundaries

These boundaries are defined by levels of authority and management within the organizational structure. They designate who reports to whom and the levels of decision-making power. Complicated chains of command which can slow down decision-making. Inconsistencies in management at different levels can hinder work, it can create delays in communicating vertically through the levels and horizontally between teams. At times the hierarchical boundaries are less flexible to adapt and react to environmental and market pressures. There is a disconnect of employees from top-level management which can strain the employee-manager relationship due to lack of autonomy.

Functional Boundaries

These boundaries separate departments based on their specialized functions, such as marketing, finance, or human resources. The intention behind these boundaries is to foster expertise and efficiency within each function. But it can create departmental rivalries that can sometimes lead to disruption in the company’s overall structure. An inability for employees within one department to understand how their work relates to the efforts of other departments, or the company.

Geographical Boundaries

For organizations operating across multiple locations, geographical boundaries define operational units based on physical location, whether regional, national, or international. These boundaries often impact logistics, communication, and cultural considerations. Geographical constraints are physical distances, transportation infrastructure, legal frameworks, and cultural differences that may limit the ability of e-commerce companies to conduct business in certain areas. companies face is transportation infrastructure.

External Boundaries

These are the boundaries that define the organization as a whole and separate it from its external stakeholders, such as customers, suppliers, competitors, and regulatory bodies. The significance of these boundaries lies in managing external relationships and adapting to the external environment. Businesses can’t control external factors but must respond to them. These political, economic, social, technological, environmental and competitive factors.

Control and ownership boundaries

This defines who owns the company, how that ownership is structured, and who holds control, typically by outlining the distribution of shares among different classes of shareholders like promoters, institutional investors, and individuals. As an organization expands quickly, its hierarchical structure may become inefficient, leading to bottlenecks and slower decision-making. Additionally, the sudden influx of new employees can create challenges in maintaining company culture and ensuring that all team members are aligned with the organization’s goals.

Open Innovation

It is an important component of the business world because it’s what drives professionals to create new products, methods, services and standards that may affect the economy positively. Business innovation also helps ensure that a business stays competitive and acts as a leader in its industry. Open innovation is a strategic approach where organizations use external ideas, technologies, and knowledge, along with their internal R&D, to drive product and service development. Organizations give priority for innovation by using a wider network of partners, such as universities, startups, and customers, to accelerate progress, reduce costs, and access a richer pool of expertise. Institutions such as IITs, IIS, Department of Science and  Technology, TIFR Etc.

Along the way, GE has invested heavily in open innovation and crowdsourcing as a tool for moving faster and smarter. They created a new system that breaks down the boundaries between their traditional businesses and target markets to create a connected and cohesive global knowledge exchange. More than ever before, each GE business shares expertise, technology, markets, and structure enabling more collaborative and meaningful research, innovation, and learning. Supporting this approach in a company as large, complex, and mature as GE was no easy task. Dyan Finkhousen was GE’s former Global Director of Open Innovation and Advanced Manufacturing, and Founder of GE GeniusLink and GE Fuse. She led this initiative through GE’s Centre of Excellence for open innovation and crowdsourcing, and in GLG’s Leading Learners video series she has discussed the impact of embracing new ways of learning on GE’s continued innovation.

Open innovation actively seeks external ideas, knowledge, and technologies to complement internal resources and capabilities. This model contrasts sharply with closed innovation, which relies solely on internal resources for product and service development. An innovation ecosystem is a combination of all the stakeholders that make choices influencing innovation-related outcomes and, consequently, the direction of innovation. An innovation ecosystem refers to a loosely interconnected network of companies and other entities that coevolve capabilities around a shared set of technologies, knowledge, or skills, and work cooperatively and competitively to develop new products and services.

At HUL,  Unilever Ventures, the company’s corporate venture capital arm, is a key driver of its innovation strategy. By investing in high-potential startups, Unilever secures early access to disruptive technologies that enhance product development, supply chain efficiency, and sustainability.

AI’s role in innovation

AI is no longer optional it’s a part and parcel of an organization.  if organizations want their business to innovate and compete, they must use AI. which  requires a strategic approach and deeply understanding its impacts.

Procter & Gamble’s (P&G) open innovation is primarily executed through its “Connect + Develop” program, which seeks external partners, including corporations, startups, and academic institutions, to co-develop new products and technologies. This strategy aims to source up to 50% of its innovations from outside the company and was famously used to develop products like the Swiffer cleaning system and Pringles Prints. P&G also uses a digital hub to allow partners to submit ideas for technologies and products in specific business areas. 

AI also improves sustainable business practices such as integrating renewable energy sources like solar and wind power by forecasting energy output based on weather forecasts and optimizing storage systems. By incorporating AI into your energy management strategies, not only can you improve operational efficiency and address climate risks but position your organization as a sustainability leader. AI is rapidly becoming an innovation driver in health care from diagnostic imaging to patient care management across hospitals, clinics, and research institutions.

Samsung categorizes its open innovation strategy into four parts: partnerships, accelerators, acquisitions, and ventures. As a partner, Samsung collaborates with other tech companies to find new opportunities within its existing product line. As an accelerator, Samsung looks for promising startups and provides them with an environment that will allow them to succeed. Samsung also acquires startups whose innovations align with the company’s focus areas.

AI is transforming retail and e-commerce by analysing browsing histories, purchase patterns, and demographics to better cater to customer needs. According to a McKinsey report, companies that excel in personalization generate 40 percent more revenue than competitors.

Flipkart demonstrates open innovation through various initiatives, including internal frameworks that encourage experimentation and the use of advanced technologies like AI for product discovery. It also collaborates with external partners, as seen in its Leap program for startups, and focuses on making detailed information accessible to empower teams to find new solutions, particularly in supply chain and logistics. The company’s approach is a combination of creating a culture that fosters internal creativity and leveraging external technology and talent. 

What is 30% role in AI?

The 30% rule suggests that in most complex roles, about one third of tasks can be automated today with AI. The remaining work requires human expertise, context, and oversight. In healthcare, the 30% might be anomaly detection in scans.

While there is no company-wide “30% AI rule” at Coca-Cola, the number 30% has been referenced in relation to specific, successful AI-driven projects, including 30% profit growth: In early 2024, Coca-Cola’s CEO, James Quincey, attributed approximately 30% of the company’s gross profit growth in 2023 to robust AI-driven innovation in products, packaging, and processes. 30% boost in sales: By using AI to personalize recommendations, Coca-Cola and its partners have seen a 30% increase in sales of recommended products to retailers and consumers. A shift away from 30%: In 2019, Coca-Cola spent less than 30% of its media budget on digital channels. By 2024, that figure had increased to about 65%, a major shift enabled by its AI strategy.

In healthcare, the 30% might be glitch while detecting scans. In finance, it could be fraud alerts or first-pass modelling. In education, auto-grading quizzes and drafting lesson outlines. These tasks are structured and repetitive, which makes them ideal for machine support.

For example, Apollo Hospitals announced a strategic push toward AI integration to reduce staff workload, and other major chains like Fortis, Manipal, and Max Healthcare have also invested in AI-powered tools.

Managing interdependencies among strategic business units (SBUs) is vital for a large organization to leverage synergies and maintain competitive advantage. While SBUs are semi-independent units, their success often relies on cooperation and alignment with other units and the corporate strategy.

Interdependencies can range from simple, linear relationships to complex, cyclical ones and generally fall into one of three categories:

Pooled interdependence

This occurs when two or more SBUs operate independently but draw from shared resources, such as a corporate cash reserve, technology platform, or brand reputation. Their success contributes to the overall corporate performance, but they do not directly interact with each other for day-to-day tasks.

Sequential interdependence

In this lined relationship, the output of one SBU becomes the input for another SBU. For example, a manufacturing SBU might produce components that a retail SBU then sells.

Reciprocal interdependence

This is the most complex form, involving a cyclical and mutual exchange of inputs and outputs between SBUs. For instance, a marketing SBU’s research could guide a product development SBU, whose new product is then sold by the marketing SBU in a continuous loop. This example is more than just a simple sequence of events. The interdependencies are high-intensity and cyclical, with continuous information sharing and mutual adjustments required to reach a complex, high-quality final product. A failure in one area, such as a software bug in the Operating System, will continue through the impact of the hardware, applications, and cloud services, forcing all SBUs to coordinate and adjust.

I am giving here below one the best examples of interdependence amongst the SBUs of Tata Group of Companies.

The Tata Group’s “One Tata” strategy emphasizes the interdependency of its Strategic Business Units (SBUs) to create comprehensive, group-level ecosystems. By leveraging the specialized capabilities of various companies, the group can develop holistic solutions for major initiatives, such as electric vehicles (EVs) and smart cities.

To create a complete EV ecosystem, multiple Tata companies collaborate to cover every aspect of the value chain. It’s a wonderful ecosystem created by Tatas.

Tata Motors designs, manufactures, and sells the actual electric passenger cars (like the Nexon EV) and commercial vehicles.

Tata Power establishes the charging infrastructure by setting up charging stations in public, semi-public, and residential areas.

Tata Chemicals manufactures lithium-ion battery cells for the EVs. It is building a dedicated plant for this purpose in Gujarat.

Tata AutoComp Systems: assembles the battery packs and other components for the EVs, localizing the supply chain.

Tata Technologies provides engineering and design expertise for the development of EV platforms.

Tata Consultancy Services (TCS) develops the payments and technology platforms, such as the mobile app for customers to find charging stations.

Tata Motors Finance: offers affordable financing solutions to make EVs more accessible to consumers.

Croma (Infiniti Retail) showcases the vehicles in its retail stores to provide a unique customer experience.

This fantastic interdependency of Tata Group of Companies is an excellent example of Pooled  Interdependence, Sequential Interdependence and Reciprocal Interdependence. In a pooled interdependence model, SBUs operate with relative independence but contribute to the overall success and reputation of the larger organization. This is the most common form of interdependence in a conglomerate like Tata. Tata has a brand reputation. A strong performance by any Tata company, such as Tata Consultancy Services (TCS), reinforces the “Tata” brand, which benefits all other businesses, including Tata Motors and Titan.  Tata Sons and other group entities provide centralized, shared resources that individual companies can access, such as talent management platforms, sourcing services, and financial controls. This is example of Pooled Interdependencies.

Sequential interdependence occurs when the output of one SBU becomes the input for another in a linear process. Within the Tata ecosystem, this often happens within business verticals. The manufacturing process for Tata Motors’ vehicles is an example of sequential interdependence. The assembly line requires components from a series of suppliers, including the group’s own automotive parts SBU, Tata AutoComp Systems. Tata Steel, one of the world’s largest steelmakers, supplies its products to other Tata companies, which then use the steel as a raw material for their own manufacturing processes.

Under Reciprocal interdependencies SBUs are mutually dependent and work in a back-and-forth manner to achieve a goal. This requires a high degree of coordination. The development of Tata’s EV ecosystem is a prime example of reciprocal interdependence. Tata Motors relies on Tata Power for the charging infrastructure network. Tata Power must coordinate with Tata Motors to ensure its charging solutions meet the needs of their electric vehicles. Tata Capital provides financing solutions for consumers purchasing Tata EVs, creating a feedback loop between sales, charging, and financing.

The four levers of strategy, also known as the “Levers of Control” is introduced by Harvard Business School professor Robert Simons. These are belief systems, boundary systems, diagnostic control systems, and interactive control systems. These levers are tools managers use to implement and adjust business strategies by inspiring purpose, setting limits, monitoring performance, and guiding future strategy development. These are important because they help managers balance the pressure between freedom and control, enabling them to guide their organizations toward strategic goals by ensuring commitment, defining acceptable behavior, monitoring performance, and stimulating future strategy. 

Belief Systems

These are the formal and informal values, such as vision, mission, philosophies and goals. The purpose of these values and beliefs define the organization’s core purpose and inspire commitment of all stakeholders. An organization’s belief system is a set of principles, values, and assumptions that guide its employees’ thoughts, behaviours, and decisions. It provides a framework for understanding the level of competition in the industry. It helps defining purpose, and conducting business, and is often expressed through mission statements, credos, and core values. These systems influence strategic direction and shape the organization’s culture.

I am giving here example of Marico Ltd for understanding the levers of strategies. Marico’s belief system is known as “The Marico Way,” centres on innovation, inclusivity, and sustainable growth to make a positive impact on all stakeholders. This ethos is built on a set of core values and a “people-first” philosophy that treats employees as valued “members”. The Marico Way guides the company’s actions and how it behaves in everyday business. It has enabled Marico to create a unique culture. For Marico, People and Culture have always been at the core of success.  Their purpose is the reason for their existence.

Marico is people-centric because it prioritizes its employees through initiatives like its “People First” ethos, focusing on a culture of trust, transparency, and empowerment, and by providing flexibility, investing in talent development, and linking employee growth to business goals through its GROW framework. The company’s strategies, such as the hybrid work model, are designed to enhance employee satisfaction, engagement, and productivity.

Boundary Systems

These systems establish the acceptable limits of freedom for employees, outlining what is not allowed to minimize risk and define the territory for experimentation and competition. A boundary system of an organization defines the limits of its operations and authority, whether they are internal or external. This can include management systems like rules and procedures to set limits on employee freedom, or specific systems that manage the interaction of the organization with its external environment, such as IT interfaces or a framework for environmental responsibility.

Marico’s “boundary system” is defined by its strong corporate governance framework, ethical code of conduct, risk management structure, and the policies and practices that promote a culture of decentralization, empowerment, and meritocracy. Instead of rigid, top-down control, the system is guided by organizational values and transparent processes that allow employees—whom the company refers to as “members” to operate with autonomy within clearly defined ethical and strategic limits.

Diagnostic Control Systems

These are traditional management control systems used to monitor, measure, and control costs, prices, and efficiency, aligning employee behavior with strategic goals. A diagnostic control system is formal system organizations used to monitor outcomes and correct deviations from performance standards. It involves tracking progress toward goals through metrics like budgets, key performance indicators (KPIs), and financial reports to ensure the business strategy is being effectively implemented. These systems are often used in a “management-by-exception” approach, where managers focus their attention on significant deviations rather than day-to-day operations.

Diagnostic control system at Marico is a traditional management control framework used to monitor and measure performance against pre-set goals and strategic plans. Drawing on Robert Simons’ “Levers of Control” framework, this system allows top management to ensure that employees are on track to achieve intended strategies without constant direct supervision. For example, quantifiable outputs are measured against a pre-determined standard. Results are compared to the standard to identify deviations. Actions are taken to correct the deviations and get the organization back on track. Marico implemented an integrated IT system, including SAP, to improve supply chain visibility and efficiency. This system provides real-time data to monitor key performance indicators (KPIs) like stock levels, order generation, and forecasting accuracy.

For its Bangladesh unit, Marico implemented diagnostics to identify and fix flaws in the sales and distribution network. This allows management to improve and align sales performance with business strategy based on specific insights.

Interactive Control Systems

These systems force managers and employees to focus on new strategic uncertainties, stimulating dialogue and learning to guide future strategy and innovation. Interactive control systems are management tools that managers use to directly and frequently engage with their subordinates on issues of strategic uncertainty. These systems are a key part of a company’s overall management control framework, focusing on tracking new ideas, triggering organizational learning, and adapting the organization’s strategy in response to changing circumstances. Examples include regular strategy meetings, innovation workshops, and cross-functional teams where managers challenge assumptions and employees are encouraged to propose new initiatives.

While a specific, public facing “Interactive Control System” at Marico is not detailed in the search results, the company’s annual reports and corporate governance documents reveal a control approach consistent with Robert Simons’ “Levers of Control” framework. In this model, an interactive control system is a formal management tool used to encourage learning and adaptation in response to strategic uncertainties.

Interactive control systems at Marico consist of digital tools and automation used across its supply chain, manufacturing, and consumer engagement, which promote dialogue and innovation rather than merely monitoring performance. These systems involve real-time data analysis and employee involvement to address “strategic uncertainties” and adapt to changing market dynamics, distinguishing them from simple diagnostic or automated systems.

Corporate restructuring is the process of significantly altering a company’s financial, operational, or ownership structure to improve performance, efficiency, and profitability. This can be a practical strategy for growth or a reactive measure to address financial distress, and includes actions like mergers, acquisitions, divestitures, and changes in management or debt. The goal is to stabilize the business, increase shareholder value, and better align the company with its current market needs. The process of corporate restructuring is considered very important to eliminate the financial crisis, employee distress, rejuvenate supply chain,  and enhance the company’s performance. The management of the concerned corporate entity facing the financial crunches hires a financial and legal expert for advisory and assistance in the negotiation and the transaction deals.

Corporate restructuring is an action taken by the corporate entity to modify its capital structure or its operations significantly. Generally, corporate restructuring happens when a corporate entity is experiencing significant problems and is in financial trouble. The 2018 merger of Vodaphone and Idea Cellular is an example of corporate restructuring. These two telecom companies created one of the largest operators in India to compete in a market with Reliance Jio.  Bharti Airtel acquired Zain Africa through a leveraged buyout, financed primarily by borrowed funds, to expand its operations into the African continent.

Usually, the concerned organization looks at debt financing, operations reduction, any portion of the company to interested investors. In addition to this, the need for corporate restructuring arises due to the change in the ownership structure of a company. Such change in the ownership structure of the company might be due to the takeover, merger, adverse economic conditions, adverse changes in business such as buyouts, bankruptcy, lack of integration between the divisions, over-employed personnel, etc.

Common reasons for corporate restructuring:

Financial distress

Organizations go in for restructuring to address ongoing financial challenges and improve stability. The State Bank of India’s merger in 2017 with its associate banks such as State Bank of Bikaner and Jaipur, State Bank of Travancore, State Bank of Patiala, State Bank of Mysore, and State Bank of Hyderabad  was to create a single large lender.

Underperformance

It means failing or defeat. To fix failing divisions or a lack of synergy between business units. Vodafone Idea faced crippling financial distress from declining revenues and massive statutory dues, known as Adjusted Gross Revenue (AGR) liabilities. To ensure business continuity, the company negotiated a debt-to-equity conversion with the government. This allowed the government to take a significant stake in the company in exchange for converting a portion of the dues into equity. This financial restructuring provided breathing room for the company by reducing its immediate debt burden. However, it led to a temporary dilution of existing shareholders’ stakes.

Market and economic conditions

To adapt to adverse economic situations or changing market demands. While Hero Honda dominated the Indian commuter bike segment, the market was beginning to see a rise in demand for premium motorcycles. Honda wanted to compete independently in this high-margin segment, and Hero sought to develop its own research and development (R&D) capabilities to enter the global market. The Munjal family bought out Honda’s 26% stake in the joint venture. The company was renamed Hero MotoCorp, signalling its independence. The split freed Hero to establish its own R&D centres and independently pursue its international expansion plans. This allowed the company to evolve its product portfolio to better address new market segments and global opportunities.

Strategic realignment

To align the company with new goals or a change in ownership structure. In 2018, U.S. retail giant Walmart acquired a 77% stake in the Indian e-commerce company Flipkart. For Walmart, the acquisition was a direct entry into the Indian e-commerce market, a crucial new goal for its global expansion strategy. The move positioned Walmart to compete directly with Amazon in India and leverage Flipkart’s established market presence and customer base. The acquisition initiated a period of corporate restructuring to integrate Flipkart’s supply chain, logistics, and technology platform with Walmart’s global operations. While Flipkart was allowed to operate largely independently, its back-end infrastructure and strategic direction were aligned with Walmart’s broader goals for the Indian market.

Improving efficiency

To streamline operations, cut costs, and optimize resource allocation. In 2025, Mahindra & Mahindra announced a plan to restructure its core business into three distinct units, though its automotive and tractor divisions would remain united. The proposed move is intended to improve operational efficiency, to enable more focused growth strategies, and enhance capital allocation by creating sharper business verticals. Likewise, Reliance Industry demerged its financial services arm to create Jio Financial Services in 2023. This strategic move was aimed at allowing each entity to focus on its core operations, thereby enhancing efficiency and shareholder value.

Management reshuffles

Changing leadership and reporting structures to improve efficiency and decision-making. In 2025 to create a more focused strategy for its Fast-Moving Consumer Goods (FMCG) ambitions, Reliance restructured its retail business. Reliance moved its FMCG brands, including Campa and Independence, into a new, separate subsidiary named New Reliance Consumer Products Ltd (New RCPL). This allowed the FMCG business to operate independently with its own management team and attract dedicated investors. The move allowed the management team for the retail and FMCG businesses to focus on their respective areas, refining strategies and accelerating growth in both competitive markets. Though not a direct result of this operational move, it followed broader leadership restructuring announced in 2023, where Mukesh Ambani appointed his children.  to the board and assigned them key leadership roles in the company’s different business verticals.