Start-ups aren't from Mars
Most large companies struggle to remain entrepreneurial while most small enterprises have a hard time trying to scale. It's time they learn from each other
Indrajit Gupta
Co-founder and Director
Founding Fuel
Indrajit Gupta is a business journalist and editor with over two decades of experience. He was the Founding Editor of the Indian edition of Forbes magazine. Within four years of its launch, Forbes India became the most influential magazine in its space.
He is the co-founder and director at Founding Fuel.
He has served in leadership positions at many of the leading media brands in the country. Before taking up the assignment to start up the India edition of Forbes magazine, Gupta was the Resident Editor of The Economic Times in Mumbai and before that, the National Business Editor of The Times of India.
Over the years, Gupta has built a reputation for grooming talent and creating highly energised and purposeful newsrooms. He has interviewed several leading global thought-leaders and business leaders including CK Prahalad, Ram Charan, Wayne Brockbank, Sumantra Ghoshal, Carlos Ghosn and Nitin Nohria, and also led cutting-edge joint research-based projects with McKinsey & Co, The Great Place to Work Institute, Boston Consulting Group, KMPG and Coopers & Lybrand.
He won the Polestar journalism award in 2010 and was awarded the Chevening fellowship by the British Foreign office in 1999. Gupta is an alumnus of the SP Jain Institute of Management and Research, Mumbai and a B.Com (Hons) graduate from St Xavier's College, Calcutta.
Gupta teaches a course on Business Problem Solving at his alma mater. He writes a column named Strategic Intent in Business Standard’s edit page. He lives in Mumbai with his wife and two young daughters.
My contributions
85 articles written
Revving up innovation
Nurturing an experimentative culture requires a new set of leadership tools that allow variance and controlled risk-taking to flourish
The end of training
The effectiveness of old-style leadership programmes is questionable. One way to reboot the training model is to take a more problem solving approach to learning
Technologies do not disrupt, business models disrupt
McKinsey's Erik Roth says any company can have one-off wins, but the real challenge is how do you do it on a continual basis?
Building consumer empathy
Why are consumers not buying your brand? Understanding end-users and empathy for them is much more effective in problem-solving than relying merely on gut or tonnes of data
Will Nikkei fuel FT's Asian ambitions?
Post the sale, there's every chance that the global business daily will expand its presence in Asia. Its market entry in India could depend on whether its new Japanese owner presses the right diplomatic buttons.
Why Reliance is struggling to launch its 4G service
Reliance's famed project management skills are being severely tested as its strains every sinew to roll out its mammoth broadband wireless network. At its core, questions are being raised about its centralised organisational model for managing its new ventures
Rajesh Patil is building a different kind of real estate firm - and reaping the rewards
The maverick chairman of leading Pune-based realtor Kolte-Patil Developers is scripting a transformation story that's turned every known precept on its head and made him an outcast in his own industry
Who's eating your lunch?
In the new world of digitization, if you don’t disrupt your own business, it could take a start-up with just 50 people backed by venture capital money to blow a huge hole in your business.
How to go global in a jiffy
It often took several years - and sometimes decades - for companies to spread their wings around the world. But now, the old globalisation model is set to change dramatically.