About Us
A Journey Shaped by Inquiry and Analysis.
Any professional journey leaves behind lessons at every stage of growth, at every turn. Mine also left behind a question, repeatedly. Why do some organisations consistently create value, adapt, and renew themselves, while others with similar resources, talent, and opportunities struggle to sustain momentum? The quality of strategic decisions is often determined by the quality of the questions, Socrates and Confucius said so centuries ago.
Experiences from Two Worlds: Industry and Academia
In industry, I worked across technology-intensive businesses, new product introductions and initiatives, corporate leadership, financial decision-making, and organisational transformation.
The Organisations included MNCs, Fortune 500 Companies, Top Industry Groups in India, Public Financial Institutions, Family Managed Businesses covering a wide range of Industrial sectors. These experiences provided first-hand insight into the realities of strategy, execution, growth, and change. My simultaneous work in leading management institutions as a Professor of Strategy and Chief Mentor helped me to engage with faculty members, entrepreneurs, and hundreds of aspiring young leaders. Teaching did not distance me from practice, it deepened my understanding of Mentoring.
Together, these two worlds offered a unique perspective: the opportunity to observe not only how organisations perform, but also how leadership thinking defines the future. This became the starting point for the ideas that now shape my work.
The Four-Lens Strategic Thinking Model encourages leaders to view strategy through four interconnected perspectives: Business, Industry, Organisation, and Leadership, insights that often remain hidden when viewed through only one lens.
As conversations evolved, they naturally raised another question:
How healthy is the organisation that must execute the strategy?
That inquiry led to the Corporate Vitality Index (CVI), a framework that looks beyond financial performance to examine leadership alignment, organisational capability, resilience, learning, and long-term vitality.Diagnosis, however, is only the beginning. Recognising organisational challenges inevitably leads to another question:
What thoughtful response is now required?
This became the foundation of Management Rx, an approach that encourages context-sensitive leadership responses rather than standardised solutions.
Why Mentoring Became Central:
Alongside strategy, another theme continued to influence my work.
Mentoring.
Whether working with senior executives, entrepreneurs, faculty members, professionals, or students, I came to appreciate that lasting organisational improvement ultimately depends on people.These convictions eventually led to my Book on The Science and Art of Mentoring, and today remain central to my approach as a Strategic Thinking Partner and Mentor in Residence. My second Book, Mastering Business Strategy Differently, provides the foundation for my Advisory and Mentoring.
My Work Today
I work with leaders, leadership teams, institutions and growing organisations facing important questions of strategy, organisational capability, leadership development, and renewal.
I do not see my role as providing ready-made answers.
Instead, I work through a Mentor-in-Residence approach that seeks to strengthen internal capability, leadership judgment, and strategic thinking. A voice that shares lived experience. An ear to hear different views, said and unsaid. A pair of eyes that sees differently.
Who This Is For
I typically work with:
- CXOs and senior leaders making high-stakes decisions
- Founders navigating growth, transition, or complexity
- Mid-career leaders preparing for larger responsibility within structured leadership pipelines
- Professionals seeking clarity at the starting point of professional careers