Indian - Businessman | 1961 -
In exceptional boardrooms, the intellectual rigor generated by a challenging question is both an accepted norm and a precursor to reaching informed decisions. This is the crucial edge that sets apart boards that lead from boards that follow.
Punit Renjen
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I grew up in India. From my childhood, I remember the great reverence that people held for our national hero, Mahatma Gandhi. He galvanized millions to march as one, disarmed the empire that had ruled his country for nearly a century, and enabled India to become a free and independent nation.
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Gandhi held no formal position of authority. Nor was there an organized army standing behind him. What he did have were his core beliefs and the audacity to speak truth to power.
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For millennials, conducting business with a purpose that goes beyond making profits is critically important in determining the kind of company they want to work for - and the kind of company with whom they are willing to do business.
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The more a business is able to develop and articulate a core purpose and engage with millennials, who equate purpose with business excellence, the greater chances for long-term success.
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Exceptional firms have always been good at aligning their mission or purpose with their execution and, as a result, have enjoyed category leadership in sales and profits.
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I had this scholarship, two pairs of tight jeans, and a couple of hundred extra dollars, and I showed up in Oregon and went to school there.
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While I was in school, a local magazine picked the 10 best students, and they picked me and profiled me in the magazine.
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I'm good at what I do. I'm really, really good at what I do, and I'm not saying this with any level of arrogance.
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For acquiring companies, the excitement is almost always about where they are going - that is, their strategy for gaining greater growth and productivity. But when mergers fail, it's often because no one focused on who they are - that is, their culture, which is critical to successfully bringing different groups of people together.
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Many businesses find their culture organized around a dangerous fault line known as 'us and them,' with executives on one side and employees on the other. The divide is both real and expensive.
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Defining, embedding, and living core beliefs set the stage for executives and employees to connect. Through actions that consistently convey who we are and how we act, executives can inspire employees to believe in the organization's values and buy in to its brand.
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