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One pattern has become difficult for me to ignore. Organisations spend months refining strategy, but comparatively little time preparing the managers expected to bring that strategy to life.  Perhaps that’s why so many well-designed strategies struggle once they reach the real world. In my experience, execution is rarely where the

Lets pause and reflect. If someone became a manager for the first time today, would we train them differently from how we trained managers twenty years ago? Purely on instinct, the answer should be yes. But the reality is very different. The examples may have changed. The slides look more

For years, most organisations treated POSH compliance as a settled matter. You had a policy, you had an Internal Committee, you ran a session or two a year, and you filed your annual report. One national framework, one set of documents, done. That world has ended. Over the last eighteen

That first time managerial position, that is supposed to give many young Achievers a firm hold in the corporate ladder, is also the time when euphoria of a promotion turns into fear, dread and lack of confidence in a short span of time. It usually begins with congratulations. “You’ve earned

My garden is neither landscaped nor carefully curated. It is a glorious medley of more than 2,000 plants and varieties—and I love every bit of its untamed character. Because the garden receives very little direct sunlight, we have never had an abundance of flowers. For years, I tried to compensate

In June, Apple raised prices across almost its entire Mac and iPad range, with some of its most popular models costing twenty percent more overnight. The reason the company gave was telling: the rapid expansion of AI data centres has created such a surge in demand for memory and storage

We at Marching Sheep have always believed, and said, that the people managers are the key stakeholders and protagonists in the inclusion journey of any organisation. And yet, they remain the weakest link. To share a few examples that we have dealt with in recent times. An employee with Bowlegs

For years, too many organisations in India have treated POSH compliance as an annual ritual: constitute an Internal Committee, run one training, put up a poster, file the report, and move on. That approach was always thin. Today it is a liability. The ground is shifting. Maharashtra has reportedly moved

Let me start with something personal. I am pre-diabetic. Every time I am in a workshop or a client meeting, I find myself negotiating with the snack tray, and so I have learned to carry my own protein bars and fruit. With full-day interventions and roughly fifteen days of travel

July is about to begin, and is observed as Disability Pride Month. Its genesis lies in the fact that the supposedly gold standard act for inclusion- ADA, Americans with Disabilities Act (ADA), which was enacted into law on July 26, 1990. How much the act holds relevance in today’s time

The world of work is not changing incrementally anymore. It is being fundamentally rewritten. Over the last few years, organisations have dealt with pandemic aftershocks, economic uncertainty, geopolitical conflicts, inflationary pressures, AI disruption, changing workforce expectations, and rapidly evolving business models — all at the same time. And yet, many

Most Pride Month conversations begin with visibility. Who is represented. Who is included. Who feels seen. Yet as I reflected on a recent fireside chat hosted by NAB during Pride Month, alongside Yash Sharma , I found myself thinking about something deeper: belonging. Throughout the conversation, we explored lived experiences,