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From India to Italy: Exploring countries with the most cultural attractions

<keyword id="19902762" type="General" weightage="100" keywordseo="Google" source="keywords" meta.keywordsubtype="org" meta.entityname="Google" meta.hostid="261" meta.entityid="Google">Google</keyword> laid off thousands of employees in 2023 and many found their lives turned upside down with just an email notification. After all, when you have given your heart and soul to an organisation, it is never easy accepting the fact that you are being asked to leave at a moment’s notice. The situation becomes even more complicated when you have been with the company for more than a decade. Something similar happened with <keyword id="23300967" type="General" weightage="20" keywordseo="Nicholas-Whitaker" source="keywords">Nicholas Whitaker</keyword>, who had been working with the company since 2010 and found out about his <keyword id="20118388" type="General" weightage="20" keywordseo="layoff" source="keywords">layoff</keyword> abruptly. <h2>The 3 am email bringing bad news</h2>“My layoff experience was traumatic. I got an email at 3 am to my personal email, that I only found because a colleague pinged me on Linkedin in the DMs to ask if I was ‘Ok’ and if I was ‘safe’,” Whitaker told <keyword id="21390875" type="General" weightage="20" keywordseo="Business-Insider-India" source="keywords" meta.keywordsubtype="org" meta.entityname="Business Insider India" meta.hostid="261" meta.entityid="Business Insider India">Business Insider India</keyword> in a conversation. He added that when his colleague enquired about his safety, he thought it was a “shooting or some natural disaster.” In other words, he didn’t even imagine that he was being laid off from Google. He then revealed that when he checked his work email, he discovered that he was locked out of his laptop and phone. He then checked his personal email and there it was, the “short and impersonal email” that told him that his role at Google was being eliminated. <h2>The layoff process was uncomfortable</h2>When Google announced large-scale layoffs last year, the company made a lot of headlines for handling them in an unprofessional manner. In March 2023, several Google employees had even written an open letter to Google CEO Sundar Pichai, asking him to deal with layoffs in a better manner. Whitaker, narrating his own experience, shared with Business Insider India that after receiving the dreadful layoff email at 3 am, he spent the next few months completing formalities to get his payments that were due. He said, “It took all of the next several months for me to mail back my laptop, badge and any gear that I had that was Google property. (I also had to) navigate unemployment, health insurance and get all of the documentation I had to submit to "self Offboard" and to receive payments that I was supposed to get.” “Along the way there were multiple errors and miscommunications from the team that made it all even more uncomfortable,” he said. Whitaker also noted a complete lack of communication and empathy from his old team at Google. “I got a single text message from my prior manager asking how I was doing a few days after I was laid off, but otherwise no one reached out to check on me or offer assistance from my old team. Overall I found the process to be brutally impersonal and inhumane,” he said. <h2>Experience at Google</h2>But was Google always “inhumane” in his experience? Not really. There were some amazing days too and Google, according to Whitaker, was a different company when he had joined. “My initial experience working at Google was like it was a completely different company. I started as a temp, contractor and then a vendor for Google back in 2010, and at the time I think it was something like 40,000 employees. It had a real startup feel to it. Teams were agile and collaborative, and there was a lot of room for growth. It may have been specific to my team and org, but it felt like you had a lot more room for experimentation and autonomy to make decisions, and failure wasn't seen as a bad thing, but a necessary part of innovation,” he said. Whitaker also said that a “class system” was there at Google, especially since he was a TVC (Temporary, Vendor and Contractor). “As a TVC you wouldn't be included in many of the activities and learning opportunities that full time employees had, and didn't get invited to extracurricular activities. There was a real bias towards culture at the time, and words like Don't be Evil, and be Googly were often used.” However, in general, he added that the atmosphere was positive and full of possibilities. “Colleagues generally were very supportive, collaborative and encouraging to work with. I was excited as this was my first time working in big tech, or Corporate America and I saw that period of time as a real coming of age for me. I learned how to be a professional at Google and appreciated all of the early guidance and support that I got from colleagues and leaders.” <h2>Helping others</h2>It has now been over a year since Whitaker was laid off. He now has his own venture and helps other people navigate their careers. Talking about what motivated him to kick-start his own venture, he said, “After 13 years in big tech, the last few years in particular being particularly difficult due to toxic teams and leaders, I didn't want to jump right back into that kind of experience again. A year before getting laid off, I had experienced a bad <keyword id="19956983" type="General" weightage="20" keywordseo="mental-health" source="keywords">mental health</keyword> crisis that was the result of workplace bullying, gaslighting and toxic leadership. "I wanted to help others avoid and recover from similar situations and create a community where people can find mutual support and coaching on how to best navigate their careers in a conscious way. My severance after working so long at Google allowed me to fund the launch of my coaching business, and eventually ‘changingwork.org’." <keyword id="23300968" type="General" weightage="20" keywordseo="Changing-Work" source="keywords">Changing Work</keyword>, Whitaker explained, is his way of addressing a deep need in corporate life — helping people rediscover their sense of purpose and alignment in their careers and finding ways to build more conscious leaders and businesses. He added, “What makes this so transformative for me personally is that it allowed me to step into a role where I could integrate all the lessons from my own career—especially the parts that were hardest for me. During my time at Google, I saw firsthand how high-pressure environments can lead to burnout, anxiety, and a disconnect from our true selves.” The recent tragic death of a young CA at Ernst &amp; Young (EY) employee in India has turned the spotlight on toxic work cultures prevalent in many high-pressure industries. Broader debates on burnout, mental health struggles, and unrealistic expectations in corporate environments in the workplace have occupied social media platforms. This incident serves as a painful reminder that companies must prioritize <keyword id="21050364" type="General" weightage="20" keywordseo="employee-well-being" source="keywords">employee well-being</keyword> and mental health to foster sustainable, humane workplaces. And makes the work that people like Whitaker are doing all the more important. “I’ve spoken publicly about how mindfulness practice, coaching and therapy literally saved my life during some of my darkest times at Google. Changing Work is the culmination of that journey. It’s not just about helping others find balance and fulfillment—it’s about creating a space where I can live those values every day,” he concludes.

Fired from Google after 13 years of service, he used his severance to build a business around helping others with their careers

<ul class="summary-list"><li>The death of a 26-year-old EY employee has triggered a conversation about India's work culture.</li><li>The employee's family says that she was overworked — and that it reflects a wider problem.</li></ul>Fourteen-hour work days, meetings during vacations, and no overtime.To some, this may sound like a job from hell. But for many employees in India, it's just another working day.India has one of the toughest work cultures in the world. In 2022, according to the most recently available data from the <a target="_blank" href="https://ilostat.ilo.org/topics/working-time/#">International Labour Organization</a>, the average employee in India worked 46.7 hours a week, compared to about 38 in the US.Not only are employees in India working long hours, but many are also doing it under intense pressure."The pressure is very, very high," Jennifer Hephzibah, a senior HR professional in India, told Business Insider. "If you don't deliver it at a particular time, you either lose your bonus, or you lose your job. It doesn't matter what you're going through otherwise."A Boston Consulting Group <a target="_blank" class="" href="https://www.google.com/url?q=https://www.bcg.com/publications/2024/india-hr-revolution-building-workplaces-for-the-future&amp;sa=D&amp;source=docs&amp;ust=1727195342438866&amp;usg=AOvVaw366N6_QMHZIy6fbfnMv__Y">survey</a> of 11,000 workers in eight countries in October 2023 found that 58% of Indian respondents reported feeling burned out — the highest share of any of the countries, including the US (50%), the UK (47%), and Japan (37%).<h2 id="56dd16d5-8f41-4ab5-aad1-efb517f1a780">'Glorifying overwork'</h2>This always-on culture has come under the spotlight recently following the death of an EY employee, Anna Sebastian Perayil, in July.Peryail's father, Sebastian Perayil, told<a target="_blank" href="https://www.thenewsminute.com/news/what-action-will-ey-take-anna-sebastians-father-speaks-to-tnm"> The News Minute</a> that he believed his daughter died of a combination of health issues, including work stress and acid reflux which triggered a lack of sleep. The official cause of Perayil's death, however, remains unclear."Anna was unable to sleep on most days and couldn't eat on time," he told the publication. "After a whole night of work, she would have to wake up at 7:30 the next morning and repeat the same cycle."According to<a target="_blank" href="https://www.thehindu.com/news/national/maharashtra/mother-pens-letter-following-death-of-26-year-old-daughter-due-to-work-stress-urges-ey-chairman-to-reflect-on-toxic-work-culture/article68656957.ece"> The Hindu</a>, Perayil's mother emailed Rajiv Memani, the chairman at EY India, in the wake of Perayil's death, saying her daughter had collapsed four months into the job after struggling with "the workload, new environment, and long hours."She also accused EY of "glorifying overwork."EY told BI it was "taking the family's correspondence with utmost seriousness and humility" and called Perayil's death an "irreparable loss."<h2 id="0e580f7b-a1b5-40de-bcd5-4c5e1cd9f1da">A 70-hour workweek</h2>Concerns about India's workplace culture are not new.Last year, the software billionaire and Infosys founder Narayana Murthy sparked controversy after saying that young people in India should be willing to work 70 hours a week to help the country progress."India's work productivity is one of the lowest in the world," he told<a target="_blank" href="https://www.youtube.com/watch?v=ES8ZNSTswrs"> The Record</a>, going on to say that unless India improved several factors including its work productivity, "we will not be able to compete with those countries that have made tremendous progress.""So, therefore," he continued, "my request is that our youngsters must say: "'This is my country. I'd like to work 70 hours a week.'"The comments appear to reflect wider expectations in India, even among employers with head offices elsewhere.Kavach Khanna, a former EY analyst in India, told BI that he believed he was expected to do more work than his US colleagues."We used to talk to colleagues in the US in the same roles, and their experience was completely different from ours," Khanna said. "They would get to go for client meetings, leave the office on time, no stretched workdays, and they weren't overburdened like we were."EY did not immediately respond to a request for comment.<h2 id="c34411b0-4cf7-4ac6-b8b5-d828d78369df">Cost centers and cheap labor</h2>Huge multinational companies, such as EY, Google, Microsoft, Salesforce, and Accenture, have set up cost centers in India.These centers, also called Global Capability Centers (GCCs), manage everything from cyber security to product development. They can also manage human resources and accounting.They are cheaper to run in India due to lower labor costs, and they help companies tap into a wide and hungry pool of tech-savvy, English-speaking talent.An <a target="_blank" class="" href="https://assets.ey.com/content/dam/ey-sites/ey-com/en_in/topics/consulting/gcc/2023/06/ey-future-of-gccs-in-india-a-vision-2030.pdf">EY report in 2023 </a>projected that India is set to host at least 2,400 such centers by 2030, with a market value of more than $100 billion.An associate at the Indian office of a multinational banking and advisory firm told BI that even at his Western company, he believed Indian employees were expected to work longer and harder.He said 16- to 18-hour workdays — including some weekends — were normal in his job."A lot of multinational corporations use India as a cost center because of the cheap labor," said the associate, who wanted to remain anonymous for fear of retaliation. "Offices in other countries have boundaries and then dump their extra work on us."Jeanie Chang, an executive coach who specializes in workplace mental health, said she had noticed such a trend, too. "It definitely exists that multinational companies tend to think, 'We love that the Indians work hard, so let's keep doing that.'"Chang also noted that some Asian communities place a cultural importance on work ethic that can lend itself to exploitation."There's a word in Japanese and Korean," Chang said, "that literally means 'overworking yourself to death.' That should say something."<h2 id="799c5726-4028-4993-85d3-1175f4f96f4d">Fear of replacement</h2>So what is stopping employees from demanding change?Part of it might come down to competition. In 2022, <a target="_blank" class="" href="http://www.indiaenvironmentportal.org.in/files/file/India%20Employment%20Report%202024.pdf">according to the India Employment Report 2024</a>, India's youth made up nearly 83% of the country's total unemployed population. With <a target="_blank" href="https://www.thehindu.com/business/budget/68432023-Economic-Survey-2023-24-Complete-document">India's workforce</a> thought to number well over 500 million, each job counts.Hephzibah, the senior HR professional, said that the sheer number of available workers has contributed to a feeling that employees are expendable, and has held them back from saying no to unreasonable demands for fear of losing their jobs.Perayil's mother's email, for instance, said her daughter "did not know how to say no.""She was trying to prove herself in a new environment, and in doing so, she pushed herself beyond her limits," the email said,Hephzibah said this was especially true for younger workers, who may not have enough experience to become critical within the company yet."In the bigger companies," she said, "if you don't deliver, that's it: You're replaced."<h2 id="76d9e66d-7e50-4929-bb3f-86da08d669dd">Cultural differences</h2>Chang told BI that she's had Indian employees point out their lack of resources compared to international peers in the same company."They tell me, 'Jeanie, we don't have effective mental-health resources, but we hear the US does,'" she said.In a<a target="_blank" href="https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx"> Gallup State of the Global Workplace report</a> published in 2024, only 14% of the roughly 2,262 Indian employees surveyed said they were thriving at their workplace, compared with 34% of the 128,278 employees surveyed globally.Hephzibah, who has worked in both Indian-owned and multinational companies, told BI that multiple colleagues had left or requested transfers outside India in recent years — mainly because of the work culture.She also found cultural differences when conducting training sessions for employees in India and the US.When implementing the Indian training schedule for one company's American employees, Hephzibah faced pushback on issues like late session timings."They said, 'We're not going to work after 6 and they could clearly call it out without feeling bad," Hephzibah said. "The problem in India is that people get scared to speak up because their jobs might be impacted."<h2 id="c1e23a63-b3a5-4dfe-9fda-a228d77f5f16">The way forward</h2>In Hephzibah's opinion, overtime and vacation policies need to be strictly enforceable in India."Outside, we're very careful to communicate that we care because they have legal backing to sue," she said. "Over here, that entire system is missing."She agreed with Chang that effecting systemic change would also be up to the leaders and middle management, and not just down to a country's laws."What is the leadership believing in? Is leadership overworking?" Chang said. "Because if they are, they're going to overwork their employees."

The death of a young EY employee is raising questions over India's 'always-on' work culture

There are nearly 60 properties in <keyword id="19895063" type="General" weightage="20" keywordseo="India" source="keywords">India</keyword> that find a place in the Tentative List for further inclusion in the <keyword id="20413005" type="General" weightage="100" keywordseo="UNESCO-World-Heritage-List" source="keywords">UNESCO World Heritage List</keyword>, according to information shared by the government in Parliament on Monday. A Tentative List is an inventory of those properties that each State Party intends to consider for nomination as a <keyword id="19908797" type="General" weightage="20" keywordseo="UNESCO" source="keywords" meta.keywordsubtype="org" meta.entityname="UNESCO" meta.hostid="261" meta.entityid="UNESCO">UNESCO</keyword> <keyword id="20989756" type="General" weightage="20" keywordseo="world-heritage" source="keywords">World Heritage</keyword> Site. The 46th session of the World <keyword id="19960510" type="General" weightage="20" keywordseo="heritage" source="keywords">Heritage</keyword> Committee (WHC) is being held in New Delhi from July 21 to July 31. India is hosting the key event of UNESCO for the first time. The mound-burial system of the Ahom dynasty in Assam -- '<keyword id="22553829" type="General" weightage="20" keywordseo="Moidams" source="keywords">Moidams</keyword>' -- was, on July 26, inscribed on the UNESCO <keyword id="22552065" type="General" weightage="20" keywordseo="world-heritage-list" source="keywords">World Heritage List</keyword>, making it the first <keyword id="22477662" type="General" weightage="20" keywordseo="cultural-property" source="keywords">cultural property</keyword> from the Northeast to get the coveted tag. 'Moidams' was submitted as India's nomination for inclusion in the UNESCO World Heritage List for the year 2023-24. The site was put in the Tentative List of the UNESCO World Heritage Sites in 2014. In a written response to a query in Lok Sabha, Union Culture Minister Gajendra Singh Shekhawat said, "There are 57 properties in the Tentative List for further inclusion in the World Heritage List. However, as per the Operational Guidelines 2023, only one property can be submitted for the World Heritage inscription process each year. As of now, 42 properties have been inscribed on the World Heritage List." The updated list for India, after the inclusion of centuries-old 'Moidams', is now 43 sites on the World Heritage List and 56 properties on the Tentative List, according to the website of UNESCO, which adds that out of the 195 States Parties to the <keyword id="22589969" type="General" weightage="20" keywordseo="World-Heritage-Convention" source="keywords">World Heritage Convention</keyword>, 189 have submitted a Tentative List. Shekhawat was also asked whether the government has formulated any scheme for the protection of cultural heritage in compliance with the guidelines of the United Nations Educational Scientific and Cultural Organisation (UNESCO). "No, sir, there is no such scheme formulated for the protection of cultural heritage in compliance with the guidelines of UNESCO. However, India has ratified the 1972 UNESCO World Heritage Convention. All the World Heritage properties, along with other sites and monuments under the jurisdiction of the <keyword id="19946002" type="General" weightage="20" keywordseo="Archaeological-Survey-of-India" source="keywords" meta.keywordsubtype="org" meta.entityname="Archaeological Survey of India" meta.hostid="261" meta.entityid="Archaeological Survey of India">Archaeological Survey of India</keyword>, Ministry of Culture, are protected and conserved by funds provided by the Government of India based on their requirements and Annual Conservation Plan (ACP)," the Union minister replied. In response to another query, he said the Archaeological Survey of India (ASI) takes up conservation and maintenance work of protected monuments and sites throughout the country, including 286 in the state of Maharashtra. "Conservation and maintenance of monuments and archaeological sites is a continuous process and is taken up as per the need of monuments and availability of resources," the minister said. Shekhawat, in his response, also shared details of expenditure incurred on conservation, preservation and environmental development of protected monuments during the last three years and till July 15 of the current financial year. The figures stand as follows -- Rs 269.57 crore (2021-22), Rs 391.93 crore (2022-23), and Rs 443.53 crore (2023-24), while it was Rs 73.36 crore (2024-25) till July 15 of the current financial year.

Nearly 60 properties from India on Tentative List for inclusion on World Heritage List, says govt

In a startling development, officials within the Securities and Exchange Board of India (SEBI) have voiced deep concerns over a “toxic” work culture under the leadership of Chairperson Madhabi Puri Buch. These allegations, formally communicated to the finance ministry, depict a troubling work environment plagued by unattainable demands, unprofessional conduct and mental health crises, according to a report by the Economic Times. In essence, a <keyword id="21410642" type="General" weightage="100" keywordseo="toxic-work-culture" source="keywords">toxic work culture</keyword> is an environment that fosters negativity, dysfunction and a lack of trust among employees and management. This type of culture can manifest in various ways that are often harmful to both employees and organisations, severely impairing organisational growth and employee well-being. Identifying a toxic work culture is crucial for both employees and organisations. Recognising signs and symptoms of toxic work culture can often be the first step toward addressing and improving <keyword id="20346862" type="General" weightage="20" keywordseo="workplace-culture" source="keywords">workplace culture</keyword>. Below are 10 indicators that may indicate a toxic environment. High <keyword id="21462876" type="General" weightage="20" keywordseo="employee-turnover" source="keywords">employee turnover</keyword>: A persistent pattern of employees leaving the organisation often signals dissatisfaction with the work culture. When turnover rates are high, it reflects a breakdown in the employer-employee relationship, typically due to a lack of respect or support from management. <keyword id="14609778" type="General" weightage="20" keywordseo="Quiet-quitting" source="Orion">Quiet quitting</keyword>: This phenomenon occurs when employees disengage from their roles, doing only the minimum required. It highlights a lack of motivation and connection to the organisation's goals, often stemming from a toxic atmosphere. Bullying and harassment: Any form of bullying or harassment, whether verbal or psychological, creates a hostile work environment. Such behaviours not only undermine morale, but also instil fear among employees, leading to increased stress and anxiety. <div type="Article" hostid="261" msid="111982335" title="Employees lack trust in HR’s ability to address workplace bullying effectively—and for good reason, says study" mstype="2" mssubtype="0"></div>Constantly changing goals: Frequent shifts in priorities without adequate communication can leave employees feeling disoriented and frustrated. This lack of clear direction can hinder productivity and contribute to a sense of futility in their efforts. <keyword id="23035059" type="General" weightage="20" keywordseo="poor-leadership" source="keywords">Poor leadership</keyword>: Ineffective or toxic leadership can significantly impact workplace culture. Leaders who exhibit favouritism, lack consistency or disregard employee welfare contribute to a negative environment that can drive talent away. Lack of transparency: When communication is poor and information is not shared openly, it breeds distrust and uncertainty. Employees may feel left in the dark about important decisions, which can exacerbate feelings of insecurity and disengagement. <keyword id="19954076" type="General" weightage="20" keywordseo="micromanagement" source="keywords">Micromanagement</keyword>: Excessive oversight from management can create an environment of fear and anxiety. Employees who feel constantly monitored may struggle to perform at their best, leading to decreased morale and productivity. Inadequate support systems: Employees who lack sufficient resources or support may feel overwhelmed and undervalued. A toxic environment often sets unrealistic expectations without providing the necessary tools for success. Toxic gossip: While some office chatter is normal, pervasive negative gossip can create a divisive atmosphere. This behaviour undermines teamwork and can lead to a culture of distrust and hostility among colleagues. Poor <keyword id="19901232" type="General" weightage="20" keywordseo="work-life-balance" source="keywords">work-life balance</keyword>: A culture that prioritises work over personal well-being can lead to burnout. When employees are expected to sacrifice their personal lives for work, it can result in high stress levels and diminished job satisfaction.

Is your work culture toxic? Look out for these 10 signs

In Greek mythology, Prometheus, a wise Titan whose name means "foresight," defied Zeus by gifting fire to humans, an act that revolutionised our civilization. Fire became a symbol of progress, providing the tools for growth and the spark for <keyword id="94495" type="General" weightage="20" keywordseo="innovation" source="Orion">innovation</keyword>. This ancient tale mirrors the modern concept of <keyword id="3946833" type="General" weightage="100" keywordseo="intrapreneurship" source="Orion">intrapreneurship</keyword>—the process of fostering innovation within established companies. Intrapreneurship encourages an entrepreneurial mindset by providing staff with resources, mentorship, and collaboration opportunities, enhancing innovation in ideas, products, and processes. While startups are often seen as the hub of groundbreaking ideas, some of the most transformative innovations come from within the walls of larger organisations. These corporations, however, often face bureaucratic hurdles that slow progress. Intrapreneurship breaks down these barriers by giving employees the freedom and resources to experiment. Under strong leadership, companies can foster a culture of trust, empowering teams to solve problems creatively and drive growth. <h2>Nurturing the intrapreneurial spirit</h2>One of the key components of successful intrapreneurship is providing employees with a sense of ownership and autonomy. This approach taps into the vast potential within the workforce, unlocking creativity that might otherwise remain dormant in a traditional corporate structure. It encourages risk-taking and creative problem-solving, boosting innovation and enhancing employee engagement and satisfaction. Take 3M for example, Spencer Silver’s discovery of a unique adhesive led to the creation of the iconic Post-it note, despite initial skepticism.Yet, the company’s intrapreneurial environment allowed for exploration, leading to the development of a product that revolutionised communication. Similarly, Lockheed Martin’s ‘Skunk Works’ is a division that operates with the agility of a startup within the larger organisation. Skunk Works’ autonomy has resulted in numerous aerospace innovations, including stealth technology and fighter jets. These examples underscore the transformative potential of intrapreneurial freedom, where exploration leads to groundbreaking products and industry-shifting advancements. By giving employees space to explore ideas beyond their day-to-day tasks, organisations tap into a wealth of innovation, allowing intrapreneurs to flourish. <h2>The essence of intrapreneurship</h2>Innovation requires trial and error, and not every idea will succeed. The best environments for intrapreneurship are those that embrace failure as part of the learning process. Companies like Intel and Tesla have thrived by viewing setbacks as growth opportunities. In the 1980s, Intel faced a major crossroads when internal innovators identified a larger market opportunity and advocated for a shift from memory chips to microprocessors. They embraced potential failure with this pivot, which though risky, propelled Intel to become a leader in the tech industry. Tesla, known for its continuous drive for innovation, encourages its teams to experiment and push boundaries. Elon Musk’s willingness to accept failures along the path to innovation has led to significant breakthroughs, like the development of electric vehicles and space exploration technology. <h2>Collaboration: The key to creative synergy</h2>Intrapreneurs don’t work in isolation. True innovation happens when employees collaborate across departments, combining different skills and perspectives to tackle complex challenges IBM’s Watson, a cognitive computing system, is a prime example of what can happen when cross-functional teams come together. Engineers, data scientists, and non-technical staff worked collaboratively to create a groundbreaking technology that has since been used in fields ranging from healthcare to finance. Facebook’s famous "hackathons" foster cross-departmental innovation. These 24-hour events allow employees to work on passion projects outside of their usual responsibilities, resulting in successful product features like the "Like" button. The melding of expertise has led to breakthroughs that might not have been possible within traditional silos. <h2>Intrapreneurship: Driving growth from within</h2>Innovation is more than generating ideas—it’s about bringing those ideas to life. Intrapreneurship provides a framework for turning creative concepts into reality. Just as Prometheus defied convention to give humanity the gift of fire, intrapreneurs challenge the status quo to drive progress within their organisations. By fostering a culture of risk-taking, collaboration, and continuous learning, companies can ignite the innovation that fuels long-term growth. Continuous support in the form of funding, mentorship, and resources is crucial for intrapreneurship to thrive. In today's <keyword id="6355515" type="General" weightage="20" keywordseo="business" source="Orion">business</keyword> landscape, nurturing the intrapreneurial spirit is essential for companies striving to remain competitive and relevant. Encouraging collaboration across departments and providing autonomy to explore new ideas can lead to breakthroughs that fuel an organisation's success. As Prometheus’s fire illuminated the path to human progress, so too can the spark of intrapreneurship light the way toward a brighter future for businesses. Disclaimer: This article is authored by Manoj Nair,AVP &amp; Global Head of Marketing, Corporate Strategy &amp; Risk, Infosys BPM. The opinions expressed are those of the author and do not necessarily reflect the views of Business Insider India. This article is published by the Insider Studios team. You can get in touch with them on <a href="mailto:insiderstudios@businessinsider.in">insiderstudios@businessinsider.in</a>.

Ignite the fire of innovation: The intrapreneurship advantage

Veteran actor <keyword id="19913288" type="General" weightage="100" keywordseo="Mithun-Chakraborty" source="keywords">Mithun Chakraborty</keyword>, who has left an indelible mark on <keyword id="20060213" type="General" weightage="20" keywordseo="Indian-cinema" source="keywords">Indian cinema</keyword> with iconic roles in films like <keyword id="20344695" type="General" weightage="20" keywordseo="Disco-Dancer" source="keywords">Disco Dancer</keyword>, has been named the recipient of the prestigious <keyword id="19981516" type="General" weightage="20" keywordseo="Dadasaheb-Phalke-Award" source="keywords">Dadasaheb Phalke Award</keyword>. The award, the highest honour in Indian cinema, recognizes Chakraborty’s extraordinary contributions to the industry over several decades. In his reaction, the actor expressed disbelief and deep gratitude, saying, "I never imagined that a boy from the footpath could receive such a big honour." Chakraborty’s journey from humble beginnings in <keyword id="19896626" type="General" weightage="20" keywordseo="Kolkata" source="keywords">Kolkata</keyword> to becoming a celebrated <keyword id="20201560" type="General" weightage="20" keywordseo="Bollywood-star" source="keywords">Bollywood star</keyword> has inspired millions. Speaking about his achievement, he said, "I'm literally dumbfounded, trust me. I can't smile, I can't cry with happiness because a man from literally nowhere, a nobody, made it. This also proves what I always tell my fans and those who aren't financially strong: if I can make it, then you can do it too." Mithun Chakraborty, who is affectionately referred to as 'Mithun Da' by his fans, first made his mark in 1976 with his debut film Mrigayaa, for which he won the National Film Award for Best Actor. His portrayal of a Santhal rebel in the film captivated audiences and set the stage for a stellar career. Over the years, he earned two additional <keyword id="19981513" type="General" weightage="20" keywordseo="National-Film-Awards" source="keywords">National Film Awards</keyword> for Tahader Katha (1992) and Swami Vivekananda (1998), cementing his legacy as one of India's finest actors. The announcement of the Dadasaheb Phalke Award was made by Union Minister <keyword id="19904138" type="General" weightage="20" keywordseo="Ashwini-Vaishnaw" source="keywords">Ashwini Vaishnaw</keyword> on social media, where he praised Mithun Da's "remarkable cinematic journey" and its impact on generations. The award will be formally presented to the actor at the 70th National Film Awards ceremony on October 8, 2024. Prime Minister Narendra Modi also extended his congratulations, calling Mithun a "<keyword id="22805725" type="General" weightage="20" keywordseo="cultural-icon" source="keywords">cultural icon</keyword>" who is "admired across generations for his versatile performances." Beyond his acting prowess, Mithun Chakraborty made a lasting impression on India's music and dance culture with electrifying performances in hits like "I Am a Disco Dancer," "Jimmy Jimmy," and "Super Dancer." These songs, along with his signature dance moves, have become timeless, beloved by fans across the world. In recent years, Mithun Chakraborty continues to take on significant roles, with his most recent appearance being in Vivek Agnihotri's critically acclaimed film <keyword id="20421478" type="General" weightage="20" keywordseo="The-Kashmir-Files" source="keywords">The Kashmir Files</keyword>. Despite his countless accolades and success, Mithun Da remains humble and deeply connected to his roots. As he graciously accepted the Dadasaheb Phalke honour, he dedicated the award to those who have supported him on his incredible journey. "I can only say that I dedicate this award to my family and all my fans around the world," he said in a heartfelt message. For millions of fans and aspiring actors, Mithun Chakraborty’s story is a testament to perseverance, talent, and the belief that dreams, no matter how distant, can come true. (With inputs from agencies)

Mithun Chakraborty on receiving Dadasaheb Phalke: "A boy from the footpath could receive such a big honour"

<ul class="summary-list"><li>Kate Stockinger grew up in the UK and met her now-husband in New York.</li><li>The couple raised their two daughters in five cities across four continents before deciding to settle in Minnesota.</li></ul>Two truths and a lie. My daughter Freya was 10, it was the <a target="_blank" class="" href="https://www.businessinsider.com/providing-stability-for-kids-after-moving-frequently-2024-8">first day at her new school</a> in Minnesota, and it was her turn to share: "I've lived in 5 countries and 4 continents; I like cheese; I lived in India when I was 2 years old," she said.The classmates debated between whether the lie was the number of countries or that she'd lived in India until she shouted out that it was the cheese — she'd never been a fan.In Minnesota, new kids rarely show up, and when they do, they're usually coming from nearby. My <a target="_blank" class="" href="https://www.businessinsider.com/what-parents-need-to-know-before-moving-their-family-abroad-2022-5">family moved</a> to Minnesota in July, and it's taking time for my two daughters and me to settle down.I grew up in the UK. I met my now-husband Andy during a <a target="_blank" href="https://www.businessinsider.com/college-students-fight-hunger-games-style-for-top-banking-jobs-2024-4">college internship</a> at a private golf club in New York. He had recently moved to the Big Apple from Minnesota.We fell in love, got married, and he soon started getting job placements working at different golf courses around the world. Over the next 10 years, we had two daughters, moved five times, and lived in five cities across four continents. After our time in Egypt, and with our eldest daughter not getting what she needed from her <a target="_blank" class="" href="https://www.businessinsider.com/international-baccalaureate-enrolled-american-program-uk-2024-8">international school</a>, we decided to hang up our expat life and move "home" to Minnesota.We decided that this was where our <a target="_blank" class="" href="https://www.businessinsider.com/mother-moves-family-bali-children-green-school-alternative-education-2024-7">kids needed to live to get the education</a> we wanted for them. Taking this leap has been our scariest decision. My husband quit his job, and we moved to the US with nothing lined up. We were lucky to have the support of family and friends — both in the US and back in the UK.Of course, with all of this change, there have been some high highs and some low lows.<div type="image" title="Family picture in front of pyramids in Egypt." height="1281" width="1708" msid="115397304" hostid="261" sizebytes="81316"></div><h2 id="ddda6d7c-a4c7-49b8-8e4f-b64c2d6d4cc2">Culture shock started at Target</h2>Stores in the US really do have everything — but sometimes there's too much to choose from.<a target="_blank" class="" href="https://www.businessinsider.com/trader-joes-vs-target-grocery-shopping-which-is-better-review-2024-10">Target</a> is somewhere I have to be in the right mood to go, as the variety of chips, yogurt, and out-of-season fruit they have is mind-blowing. In countries we have lived in before, it's always been seasonal and a treat to have berries that were not frozen. Recent <a target="_blank" class="" href="https://www.businessinsider.com/shopping-for-school-supplies-target-vs-walmart-which-is-better-2024-8">trips to Target with my kids</a> can take at least an hour, as my daughters want to peruse every inch of the store,I appreciate that I no longer have to pay crazy amounts of money for skincare or shampoo, but now my daughter has discovered a whole aisle dedicated to <a target="_blank" class="" href="https://www.businessinsider.com/sephora-kids-gen-alpha-tiktok-trend-explained-2024-1">kids' skincare and makeup</a>.<h2 id="941c6e48-f34c-462c-ba8c-dac948440b7d">Kids struggling to fit in</h2>The statement "Minnesota Nice" holds up. Everyone here is so friendly and willing to help. It's a stark and welcome contrast compared to some of the communities where we previously lived.Despite this, my kids have had trouble settling in. Freya has found it hard to fit in with kids at school, as the majority of children in her class have been together since Pre-K.Hearing her tell me that she played on her own during recess has been heartbreaking. When we lived abroad, it was easier, as there were always new kids, and the schools tended to deal with it a little better.<h2 id="70e50b80-2739-4c92-90d6-ab38899bf063">Winter is coming</h2>In the past, our vacation visits to Minnesota typically took place in the summer. I have never experienced a proper Minnesotan Winter.In <a target="_blank" class="" href="https://www.businessinsider.com/how-disney-frozen-2-was-animated-2019-12">Anna and Elsa's </a>words, my daughters and I are absolutely buzzing to be able to say, "Do you wanna build a snowman?" But my husband, his family, and our friends are waiting for our attitudes to turn when those daylight hours become less, and the damp, wet reality of that snow hits. As I am forever the optimist, I hope to see the positive even when we have to face the dull, dark days.We are proud that our kids started their lives as global citizens and hope to continue their experience by enjoying <a target="_blank" class="" href="https://www.businessinsider.com/family-travel-tips-for-road-trips-international-vacations-2024-1">family vacations</a> once we have our feet firmly on the ground. This is the fastest we have settled into somewhere, proving to ourselves that we are done with expat life and ready to have neighbors in a cul-de-sac.

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