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The fundamental definition of warfare is ‘more contenders with less resources’. Interestingly enough, it is also the fundamental definition of a business. 
 <keyword id="208226" type="PERSON" weightage="100" keywordseo="Raghu-Raman">Raghu Raman</keyword> in his recent TEDx talk in Goa taught 7 lessons that a startup can learn from an army and succeed. He said there is a single tool to make this lesson easy. 
 
The tool is simple, the Z KIT bag that an army carries. This tool has been used worldwide to understand complex problems. 
 
“This framework can be used to write a term paper or used for your startup to scale up,” said Raghu. 
 
Here it begins with each alphabet. 
 
1. ‘Z’ stands for Zameeni Nishan (Environmental scan) means the lay of the land. Before you land a mission, you need to know what kinds of perimeter you are going to enter. 
 
So also a startup needs to know the entry barriers, the level of rivalry there out there and the market. 
 
2. The ‘K’ stands for Khabar (Intelligence). When you are launching a campaign, you need to know information and information is all about your competitor. Unless you are aware of your counterparts you will be blindsided by the competition in the market. 
 
3. The next alphabet ‘I’ stands for Irada (Strategic Intent). Irada has to be spelt out in crystal clarity so that the last person in your organisation should understand it without any ambiguity. A typical ‘irada’ would be how the platoon would capture this hill top no later than 0600 hours in the morning. In case the commander breaks down, they should be able to assume orders in the absence of orders. Everyone involved in the business should be able to handle any kinds of emergencies. 
 
4. ‘T’ stands for Tareeka (methodology). The methodology of execution should be clear to each and everyone. 
 
5. ‘B’ stands for Bandobast (Resources). Without resources, from any business is bound to fail. 
 
6. ‘A’ stands for Administration. Logistics and the team should be in place always. G stands for 7. ‘G’ stands for Ghadi Milao (timelines) which means that every soldier will have their watch exactly tuned to the same time. So also in a business every minds should be aligned in the direction of success of that business. 
 
See the full video<a href="https://www.youtube.com/watch?v=efbejjFZZr8"> here</a>. 
 
(Image credits: indiatimes, video credits: youtube/TEDx)

7 lessons start-ups can learn from the Armed Forces

<keyword id="208226" type="PERSON" weightage="100" keywordseo="Raghu-Raman">Raghu Raman</keyword>, ex-soldier, UN Peacekeeper and the former CEO of NATGRID and the current group president of Security and Risk, Reliance Industries Limited, is often critiqued for his very vocal thoughts about the Indian society. From blatantly stating the naked truth that<a href="http://www.businessinsider.in/Microsoft-Alum-Writes-Counterterrorism-Paper-That-Nails-The-Real-Threat/articleshow/22816991.cms"> terrorist attacks</a> cannot be stopped completely just by blaming and putting pressure on the organisations responsible to protect the country against it to accepting that Indian Security Forces is no God men, he becomes vocal again, in a chat with Business Insider India. 
 “We need to know the fundamentals of <keyword id="6358165" type="COMPANY" weightage="100" keywordseo="terrorism">terrorism</keyword> first,” he said. 
 
Raghu Raman will address at the TEDxGateway to be held in Mumbai on December 5. At TEDxGateway, TEDTalks video and live speakers will discuss and debate to spark deep discussion and connection in a small group. Attendees of TEDxGateway will include philanthropists, policymakers, industrialists, CXOs, entrepreneurs, creative heads, students, CEOs, scientists, artists, corporates and bureaucrats from across the nation. 
 
What are the challenges that Indian intelligence faces especially in the current trying conditions, given the emergence of organisations such as ISIS and constant threats coming in from Al Qaeda and LeT? 
 
If there should be a benchmark of how a terrorist attack should be dealt with, <a href="http://www.businessinsider.in/Terror-Strikes-Iraq-tops-the-List-Srinagar-and-Imphal-at-extreme-risk/articleshow/47382745.cms">9/11</a> should be it. The US have defence budget of close to $700 bn. We do not even have a fraction of that budget with population six times that of US. Besides that, our society is struck by far greater internal problems, communal riots, religious differences, goons and rapes. When we are faced with this multitude of challenges it is difficult to follow this benchmark. The scale, type and complexity of the challenges faced by Indian Intelligence and <keyword id="112134" type="ORGANIZATION" weightage="100" keywordseo="Indian-Armed-Forces">Indian Armed Forces</keyword> are so widespread that drawing a simile with anything else is foolish. Unless we start facing the reality, we are basically going to kill ourselves. The change we need is in our thinking. If people take AK-47 and shoot their way into Taj, they will enter into Taj. The story of having <a href="http://www.businessinsider.in/Pakistan-on-hanging-spree-Terrorism-still-remains-unaddressed/articleshow/46675568.cms">zero terrorist incidents</a> is over now. 
 In the <keyword id="39746" type="CITY" weightage="100" keywordseo="Gaza">Gaza</keyword> strip, for <keyword id="66869" type="ORGANIZATION" weightage="100" keywordseo="Hezbollah">Hezbollah</keyword> or <keyword id="39745" type="ORGANIZATION" weightage="100" keywordseo="Hamas">Hamas</keyword>, suicide bombers have a waiting list of two years for being recruited. In that kind of scenario, hoping to prevent every attack is a cuckoo. 
 
Are you saying it is a lost cause then? 
 
I am not saying it’s a lost cause. I am saying that when there is a proliferation of any phenomenon, collateral damage comes with it. 
 For example, sometimes safety measures can have their own collateral damage too. After <keyword id="43510" type="UNKNOWN" weightage="100" keywordseo="9/11">9/11</keyword> more people died of road accidents as there was a sharp escalation of road travel. This was because people were terrified to fly. The purpose of terrorism is to terrorize. If you choose not to get terrorised, then terrorist attack has no value. 
 
But it is not easy. Human being human will be terrorised if people start killing and kill without logic? 
 
Yes. I agree. 
 
Is enough being done by the Indian Intelligence and the Government to prevent a repeat of <keyword id="6426476" type="UNKNOWN" weightage="100" keywordseo="26/11">26/11</keyword> in 2015? 
 
It is a wrong question. Just 10 months before<a href="http://www.businessinsider.in/Is-India-better-prepared-for-an-ISIS-led-Mumbai-like-attack-The-answer-is-a-resounding-No/articleshow/49805008.cms"> 26/11</a>, France faced one of the most brutal terrorist attacks in its history. But that doesn’t mean we are to sack the entire France intelligence. 
 
If you want a guarantee, you buy a toaster. The Indian Intelligence is putting in best efforts. Out of 10 attempts, they will trap maybe nine. One will get through and that one will be a much more subdued version than the ones they have stopped. The government can take steps only up to a certain limit. As a democracy we should have certain checks and balances which would allow dissidents to express their dissent in private. But protecting one’s privacy would limit the access of data by the intelligence. These are prices we pay for being a democracy or for not being a police state. 
 
When you demand that we need better intelligence, you forget that better intelligence means access to more data. They are basically going to extend their tentacles into places where radicalisation is being done. 
 
They are doing more than they can do with the resources that they have. Every lakh rupee you take and put in combating terrorism, you are taking that rupee from healthcare, education, employment etc. A balance has to be made and in that balance terrorist attacks will happen and will kill every 100 people in a year. 
 
The Indian Armed Forces is often accused of being hypocrite, especially as it supports military junta in Myanmar. What is your say on this? 
 
In Myanmar, the Indian Government wants to support Aung-San-Suu-Kyi as her democratic values are like our democratic values. The Indian Armed Forces believes in democracy and yet they are supporting military junta. One fails to see the reason here. If they do not support Myanmar, she will seek help from China. Most of our neighbours have come under the influence of China and we cannot let Myanmar become another China. 
 
Personal opinion is often shaped by very shallow knowledge. What people do not understand is if you have an environment surrounded by hostile entities that is far bigger trouble. 
 
In the wake of the increasing Chinese incursions along our borders, the Indian Armed Forces is blamed. Where has the Indian army failed? 
 
It has not failed. It has areas, resource crunches and moral issues. They are doing their best. 
 
But for the Indian Armed Forces mistakes are permanent. How do they work in such an environment? 
 
No plan survives the first contact with enemy. Your plan is a general line of direction. Hence, plans have to be flexible enough and that is why the Indian Armed Forces need junior leadership who can make decisions and changes to the plans on the fly as per the situation changes. 
 
In such circumstances, sometimes the decisions fail and cost them their lives. 
 
The Indian Armed Forces faces death. From where do you get your courage? 
 
It is a mixture of many things. A sense of belonging to a regiment and rigorous training instil that within the people. There is a sense of nobility that pushes people to go beyond what their limits are. 
 
What made you join the army? 
 
You would find it funny but my story is quite similar to the movie ‘Lakshya’. I was in Delhi and I was in a fairly protected area. The first time world came crashing around us was 1984 riots. It was the first time we were exposed to an extreme kind of violence and mayhem. I had direct exposure and it racked me quite a bit. After three days of mayhem, the army brought order into the area. While I was still in that daze, I found that the army was the only institution that can bring order in complete chaos. I decided this is an organisation I want to join. 
 
It may sound like a corny Bollywood movie but I was actually standing in the crowd as a young boy and waiting for the army to bring some order to the chaos and to relieve the people who are so scared at that point of time. Just the sight of an olive green uniform was making people calm. 
 
Aren’t you scared of death at all? 
 
I think anybody who says that they are not afraid of death is a fool. It’s one thing to say I am not scared of death and it is another thing to see death coming. When you see deaths around you, there is no doubt that you are scared. 
 
Yes, the honest answer is, I am scared. And, I think any soldier is scared. But more than that, soldiers are scared of being handicapped. 
 
What are the things that you want to change within the Indian Armed Forces? 
 
More than the change within the Indian armed forces, I want a change in the fundamental thinking of the citizens. I want the Indian citizens to know more about their Indian Armed Forces. 
 
How accurate is the portrait of Indian Security Forces in Indian cinemas? 
 
I won’t say it is not in good light. It is not in an accurate light. Although ‘Prahaar’ was a good example. 
 
(IMAGE CREDITS: youtube)

EXCLUSIVE: Raghu Raman, an ex-soldier, UN Peacekeeper and the former CEO of NATGRID talks about combating terrorism in 2015: If you want a guarantee, buy a toaster

<ul><li>A group of veteran leaders, academics and bureaucrats committed ₹300 crore to build Masters’ Union School of Business (MUSB) — where classes would be taught by chief executives. </li><li>The institute will offer a <keyword id="525673" type="ORGANIZATION" weightage="20" keywordseo="Post-Graduate-Programme">post graduate programme</keyword> in technology and business management (PGP TBM) — which is a 16-month programme with live projects, <keyword id="771927" type="PERSON" weightage="20" keywordseo="internships">internships</keyword> and field tours. </li><li>Backers include the director of the University of Oxford, Karthik Ramanna, the former chief economist at the Reserve Bank of India; Narendra Jadhav and Arun Maira, the former chairmen of the <keyword id="136162" type="COMPANY" weightage="20" keywordseo="Boston-Consulting-Group">Boston Consulting Group</keyword> (BCG).</li></ul>A group of veteran business leaders, academics and bureaucrats came together to build a model business school. Here, the classes would be taught by chief executives and not lecturers. <div type="image" title="MUSB2" msid="75081496" hostid="261"></div> As many as 19 of them have already committed ₹300 crore to build — Masters’ Union School of Business (MUSB) — where classes would be taught by chief executives and other business leaders. “The element I am most excited about is that the curriculum will be developed dynamically with inputs from leaders in business, leaders from the government as well as leaders from the third sector,” Karthik Ramanna, director of the University of Oxford University and one of the members of the group, said. First-hand look into the day of a CXO The ‘industry-immersed’ curriculum will be led by the leaders to provide a hands-on learning experience. “Masters’ Union will run a CXO shadow programme that would enable students to have a first-hand look into a day of a CXO to experience how organizations are run and business decisions are made,” the institute said. The technology-focused business school aims to formulate an ‘internship style’ academic calendar which will entail boot camps in AI, blockchain, SAAS and cybersecurity. Each student will receive a one on one apprenticeship. “In medical schools, doctors teach students, practicing lawyers teach in law schools, but in business schools, faculty may not have experience with hands-on leadership in the industry. That’s a gap Masters’ Union addresses by getting CXOs, MDs and business leaders to teach and train students,” said Tathagata Dasgupta, founding master at MUSB and former chief data scientist at Viacom. Gurugram and its 600 MNCs Apart from Ramanna, the institute’s founding members include top leaders like Mukund Rajan, former MD of Tata Teleservices; Narendra Jadhav, former chief economist of Reserve Bank of India; and Arun Maira, the former chairman of the Boston Consulting Group (BCG). The institute will be built in cyber city in Gurugram— with over 600 multinationals in the vicinity. The institute will offer a post graduate programme in technology and business management (PGP TBM) — which is a 16-month programme with live projects, internships and field tours across industries like ecommerce, technology, product and banking. It will also establish a student-run venture fund worth ₹5 crore for investments in areas like real estate and capital markets and a research forum. “The Centre for New Business Models would be a research-based forum that will formulate business opportunities in newer technologies like blockchain, bio-tech, and machine learning,” the official release said. Here’s the full list of the founding masters at Masters’ Union School of Business and their teaching areas. <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Masters </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Teaching areas </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Arun Maira (Former Chairman, Boston Consulting Group) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Management consulting </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Mukund Rajan (Former MD, Tata Tata Teleservices) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Brand custodian </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Satish Krishnan (Former MD, Financial Markets, Standard Chartered Bank) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Financial markets and fintech </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Harsh Mishra (Former Group President, Adani Group) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Negotiations in the global economy </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Rajiv Gulati (Former MD, Eli Lilly and Company) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Business of Pharmaceuticals </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Tathagata Dasgupta (Former Chief Data Scientist, Viacom) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">AI, ML, Blockchain in Business </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Elkana Ezekiel (Former CMO, Samsung Electronics) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Building a successful brand </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Siddhartha Rastogi (MD, Ambit Capital, Asset Management) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Raising capital </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Malavika R Harita (Former CEO, Saatchi &amp; Saatchi Focus Network India) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Integrated marketing communications </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Karthik Ramanna (Director, University of Oxford and Former Professor, Harvard Business School) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Business and public policy </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Bhaskar Chakravorti (Former Professor, Harvard Business School and Former Partner, McKinsey &amp; Company) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">International Business </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Raghu Raman (Former President, Reliance Industries Limited and Former CEO, Mahindra Defence Systems) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Leading in a VUCA world </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Narendra Jadhav (Member of Parliament, Rajya Sabha and Former Chief Economist, RBI) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Economy </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">M.V. Rajeev Gowda (Member of Parliament, Rajya Sabha and Former Professor, IIM Bangalore) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Business decision making </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Mihir Mankad (Former Professor, Harvard University) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Communication </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Shailaja Chandra (Former Chief Secretary, Govt. of Delhi) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Influence of government on business </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Prem Das Rai (Former Member of Parliament, Lok Sabha) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Influence of politics on business </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">K Sujatha Rao (Former Health Secretary, Govt. of India) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Creating value in health </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Baba Prasad (CEO, Vivékin Group) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Business strategy for managers </td></tr></tbody></table>

A group of Indian veterans raise ₹300 crore to build a B-school where chief executives will teach

You Searched For "Raghu Raman" and got 3 results

7 lessons start-ups can learn from the Armed Forces

Usha Rani Das

EXCLUSIVE: Raghu Raman, an ex-soldier, UN Peacekeeper and the former CEO of NATGRID talks about combating terrorism in 2015: If you want a guarantee, buy a toaster

Usha Rani Das

A group of Indian veterans raise ₹300 crore to build a B-school where chief executives will teach

Prerna Sindwani

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