Let me briefly dwell on the contradictions inherent in the way entrepreneurs function and thrive and the way large organizations function. Entrepreneurship is all about creativity, agility, speed of response, passion, flexibility, the willingness to take risks, and, above all, a sense of deep personal involvement and ownership. Organizations, on the other hand, are constrained in many ways—by structure, hierarchy, collective decision-making, well-defined and institutionalized systems and processes. These are the contradictions one has to resolve. I believe one can and must work out the right balance, one that blends the free form of entrepreneurship with the positive attributes of the organizational form. We have done quite a bit of thinking along these lines and I would like to put forward a few thoughts about how organizations can be infused with the entrepreneurial mindset.

The visionary entrepreneur behind the success of Gujarat Ambuja Cements, exhorts younger people to compete fairly and with due consideration as that is the only route to sustainable growth and profits.

Professor of Organizational Behavior at University of North Carolina’s Kenan-Flagler Business School, David Hofmann, talks about the changing contours of risk management.

People are always the starting point of the process at Philips Design. The Singapore Learning Center was conceived as Philips flagship training facility in the Asia-Pacific region. The design team was asked to create a distinct space that reflected the Philips brand value as well as encouraged interaction between participants.

If you have used Mumbai airport in the last couple of years, you would be forgiven for thinking that what you saw is permanent. Well thought through. Nicely built. But in reality only work-in-progress. Five years from now, something else will replace it. Here is a glimpse into the designing of Chhatrapati Shivaji International Airport.

"You have to believe that there is a purpose in life, you have to hope that the world will be a better place, and you will have to love," says Charles Handy. In this exclusive interview with Gay Haskins he talks about his most recent book The New Philanthropists.

Kumar Mangalam Birla, Chairman, Aditya Birla Groiup shares his nine important learnings in the transformation of the group from the commodity based organization to an aggressively modern transnational.

As companies adopt web based, work force automation software, Jet Airways finds there is nothing to beat face-to-face interaction. In this article Saroj Datta, Executive Director, describes the WRM process at Jet Airways.