Discover what's capturing attention across the Founding Fuel network this week.
Ahead of Tata Sons’ pending AGM, the fight over leadership and listing is widening. A lasting settlement must resolve who decides, how capital is used and whose interests count.
Satish Pradhan
Independent Consultant
India’s school system was built to educate at scale. Its classrooms, exams and incentives reveal what that design rewards—and the individual child it struggles to see.
Nandita Abraham
Founding Dean | BITS Design School, Mumbai
A leader can light the spark. The harder question is what happens to the fire afterwards?
Satish Pradhan
Independent Consultant
Eight listed Indian companies show why a growing market doesn't guarantee durable value—and how some are finding ways around the difficult economics of water infrastructure.
Bharti Krishnan
Founder | Finetrain
The struggle inside Tata Trusts is exposing a question that goes far beyond personalities: can an unusual compact between philanthropy, ownership and corporate power survive the loss of the steward who held it together?
Indrajit Gupta
Co-founder and Director | Founding Fuel
The most customer-centric companies know when to listen, when to engage—and when to get out of the way.
S. Ramakrishna (Rama) Velamuri
Strategic Growth & Innovation Expert | Visiting Professor
Every KPI carries a strategic hypothesis. The real work of governance is to preserve that reasoning and create a trusted path for evidence to travel back.
Debleena Majumdar
Entrepreneur & business leader | Author
India has spent eight decades bringing healthcare within reach. But roads, trust, gender and the freedom to be sick still determine who can actually use it.
Nandita Abraham
Founding Dean | BITS Design School, Mumbai
The debate is not simply about an IPO. It is about whether patient capital, stewardship and social purpose depend upon privacy, or can be protected through a different institutional architecture.
Indrajit Gupta
Co-founder and Director | Founding Fuel
Can India build a new compact between the state, science, industry and entrepreneurs?
S. Raghotham
Journalist and strategic analyst
Indian companies are more alert to geopolitics. The task now is to turn that awareness into capability: map dependencies, protect what matters, adapt the enterprise, and find competitive advantage in fragmentation.
G Venkat Raman
Professor, Humanities and Social Sciences | Indian Institute of Management, Indore
A generation of Indians appears to be shifting from inherited faith in institutions to a running audit of their performance. That change could outlast any government—and reshape the risks facing anyone making long-term bets on the country.
Arjo Basu
Systems thinker & technologist | Entrepreneur
When incumbents buy, partner or outsource the capabilities demanded by each new disruption, they may solve today’s problem. The harder question is whether the parent company itself is still learning.
Indrajit Gupta
Co-founder and Director | Founding Fuel
The things we learn outside our fields may sharpen how we see the world. But perhaps they matter most when we stop asking what they are useful for
Kavi Arasu
Works at the intersection of people, systems, and organisational change
A Danish startup wants to take a faster road to thorium and manufacture nuclear reactors by the thousands. Its audacious bet raises a question for India: what happens if the nuclear world changes before Homi Bhabha’s long-term vision is complete?
S. Raghotham
Journalist and strategic analyst
