Dr. Raghu Krishnamoorthy

MIT Sloan Management Review article on #RetroInnovation. Smart companies unlock value by reviving the past and reinventing it for today. Tojin Thomas Eapen Gautham Vadakkepatt Chahat Mishra Jayshree Seth Atanu Ghosh TV Rao Anup Srivastava Mahesh Sriram Phil Barta Kaushik Viswanath

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Business Summit 2025 panel discussion, Vice President Ms. Vinita Rohera shares her insights on: The importance of AEC (Ability Enhancement Courses), VEC (Value Enhancement Courses) & SEC (Skill Enhancement Courses) 📘 How electives shape a student’s holistic learning journey 🎓 The role of an innovative curriculum in bridging the gap between academia and industry 🤝 Her perspective highlights how a well-designed curriculum, with the right blend of electives, empowers students with skills, values, and employability for a brighter future. 🌟 👉 Watch this insightful discussion and discover how Gandhinagar University prepares students for tomorrow’s challenges. #BusinessSummit2025 #AEC #VEC #SEC #SkillEnhancement #CurriculumDesign #GandhinagarUniversity #VinitaRohera #SkillDevelopment #Employability #IndustryAcademia #FutureReadyStudents #universityeducation

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I'm pleased to share my latest article, "The Strategic Imperative: Harnessing Technology for Education," now featured in BusinessTalk magazine In this piece, I explore how business leaders and educational institutions can move beyond simple digitization to truly integrate EdTech for measurable results—boosting efficiency, improving skills development, and preparing the workforce for tomorrow's challenges. Read the full analysis here 👇 https://lnkd.in/gSM9YHhj #EdTech #BusinessStrategy #FutureOfWork #DigitalTransformation #InnovationInEducation #LearningAndDevelopment

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Case studies have always been a core pillar of management education. But today, understanding real industry dynamics, live workflows, and operational nuances has become equally critical. For faculty, replicating an authentic industry environment inside a classroom has traditionally been challenging. With AI, this barrier no longer exists. Imagine teaching logistics and being able to generate a fully simulated virtual airport—where students can observe passenger movement across every node, analyse queue times, understand bottlenecks, and experience the entire operational flow firsthand. This is the future of experiential learning. Below is an AI-generated virtual airport queue-management simulation created right inside the classroom. Dr. Nitesh Kumar Adichwal Dr. Syed Shahzeb Pradeep Chauhan, PhD Prof. T. Bangar Raju Phd,DBA IILM University, Greater Noida

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New data from Gallup on span of control are striking: • 37% of managers oversee fewer than 5 people • ~66% manage fewer than 10 • 22% have 10–24 direct reports • 13% oversee 25 or more employees At first glance, this seems like a reasonable way to estimate managerial responsibility. But does span of control really tell us much about what leaders are responsible for? #KayleeSomerville and I suggest not really. Leaders don’t just manage individuals. They manage the relationships between individuals. Consider a simple analogy. A single parent with three children — Charlie, Morgan, and Skyler — is not responsible for just three people. They are also responsible for the relationships between Charlie and Morgan, Charlie and Skyler, Morgan and Skyler — and the dynamics that emerge when all three interact together. Leadership works the same way. Managing five employees doesn’t mean managing “five units.” It means managing five "unit" AND nine dyadic relationships, plus the group dynamics that emerge from them. This raises some uncomfortable questions: Are leaders prepared for this level of relational complexity? Do organizations equip them with the training, time, and support this work actually requires? And should we really be surprised by the scale of mental health challenges leaders are currently facing? If we want healthier, more sustainable leadership, we need to move beyond counting heads — and start accounting for relationships in the developmental activities and resources leaders receive from their organizations https://lnkd.in/gyxUPass

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 I recently read a thoughtful piece by Bala Sathyanarayanan in Forbes on how expecting more from employees must start with caring more. He introduces the 3C Model of High-Impact Leadership. Clarity, Care, and Commitment. It struck me how simple yet powerful this framework is. Clarity reminds us that expectations should never be ambiguous; people deserve transparency and precision. Care calls us to mentor, to listen, and to lead with empathy. Commitment challenges us to model the behaviors we want to see, consistently and authentically. In my own journey, I’ve seen that when leaders get this balance right, the workplace transforms. People don’t just meet expectations, but they choose to stay, grow, and contribute their best because they feel valued as human beings first. As leaders, our legacy is not measured only in results achieved but in lives impacted. When clarity meets care, and commitment underpins both, that’s when we create environments where teams can thrive and not just survive.

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