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At times, we tend to over-glorify the tendency to blur lines between professional and personal life. However, people today are realising the importance of <keyword id="19901232" type="General" weightage="100" keywordseo="work-life-balance" source="keywords">work-life balance</keyword> and there have been ample studies that show how important it is to balance work and professional life for your overall wellbeing. But for some people, the concept of work-life balance doesn't exist and they are ardent followers of the '<keyword id="21227403" type="General" weightage="20" keywordseo="hustle-culture" source="keywords">hustle culture</keyword>'. A recent <keyword id="20313396" type="General" weightage="20" keywordseo="LinkedIn-post" source="keywords">LinkedIn post</keyword> featuring <keyword id="23468345" type="General" weightage="20" keywordseo="Casey-Mackrell" source="keywords">Casey Mackrell</keyword>, co-founder of the <keyword id="20129288" type="General" weightage="20" keywordseo="AI-startup" source="keywords">AI startup</keyword> Thoughtly, has once again sparked the debate about work-life balance after it showed him working on his laptop during his own wedding. The post, shared by his fellow co-founder Torrey Leonard, aimed to highlight Mackrell’s dedication to his work. Leonard explained that the company had just landed a new client with a two-week deadline for a project, coinciding with Mackrell’s wedding day. “So, here he is wrapping up a pull request. At his own wedding. Congrats Casey—now please, go take some time off,” Leonard wrote, seemingly applauding Mackrell’s commitment. However, the reaction from internet users has been far from celebratory. Many found the scenario both shocking and concerning, suggesting it reflects a troubling trend in modern work culture. One commenter quipped, “Divorce papers being sent to his LinkedIn inbox so he actually sees them,” while another remarked, “If this isn’t satire, this work ethic should neither be publicised nor applauded. It doesn’t say much about the company either if he was the only person that could deal with this that day.” People were quick to label the situation as a glaring example of poor work-life balance. “This is actually sad and not a flex to be applauded,” one user noted and added, “To me, it shows very poor work-life balance and wrong priorities.” Another user commented on the post, “Utterly bizarre to post this. This is nothing to brag about. This guy is at his wedding working on his laptop, and you’re congratulating him?” The mixed reactions have sparked discussions on social media about the pressures many professionals face in high-stakes environments. As deadlines loom and expectations rise, some feel compelled to prioritise work over personal moments that matter. As more people share their thoughts, one thing is clear: work should never come at the cost of life’s most significant moments.

‘Wrong priorities, nothing to brag about’: Internet reacts to LinkedIn post showing startup founder working on a laptop at his wedding

Zoho to Zerodha, here are the 10 most valuable bootstrapped companies in India

10 start-up incubators to kickstart your venture in India

New Delhi: <keyword id="20845764" type="General" weightage="100" keywordseo="Indias-startup-ecosystem" source="keywords">India's startup ecosystem</keyword> experienced a surge in <keyword id="19913965" type="General" weightage="20" keywordseo="venture-capital" source="keywords">venture capital</keyword> (VC) funding during the first seven months of 2024, raising a total of USD 6.3 billion through 672 deals. This marks a 42.1 per cent year-on-year (YoY) increase in funding value, despite a modest 1.2 per cent rise in deal volume, according to a report by <keyword id="19910824" type="General" weightage="20" keywordseo="GlobalData" source="keywords" meta.keywordsubtype="org" meta.entityname="GlobalData" meta.hostid="261" meta.entityid="GlobalData">GlobalData</keyword>. The uptick in funding underscores investor confidence in India's <keyword id="21354516" type="General" weightage="20" keywordseo="startup-landscape" source="keywords">startup landscape</keyword>, even as global market conditions remain cautious. An analysis of GlobalData's Deals Database reveals that during the same period in 2023, India saw 664 VC deals with a disclosed funding value of USD 4.4 billion. Aurojyoti Bose, Lead Analyst at GlobalData, commented on the findings and said, "The massive jump in funding value, despite a modest 1.2 per cent growth in deal volume, can be attributed to some of the big-ticket deals announced during the review period. This also proves that even though VC investors remain cautious there is no dearth of money for promising startups." Some of the most notable <keyword id="20948843" type="General" weightage="20" keywordseo="VC-funding" source="keywords">VC funding</keyword> deals in India during January-July 2024 include USD 665 million raised by Zepto, USD 300 million by Meesho, USD 216 million by PharmEasy, USD 150 million by Radiance, USD 148 million by Kogta Financial, and USD 120 million by Rapido. India continues to stand out as a key player in the Asia-Pacific (APAC) region for VC funding, trailing only China. It is also among the top five global markets in terms of both VC deal volume and value. During the January-July 2024 period, India accounted for 7 per cent of the total VC deals announced worldwide, while its share of the disclosed funding value was 4.3 per cent. Bose concluded, "Despite global economic uncertainties, India remains a pivotal market for VC activity, driven by a robust pipeline of promising startups that continue to attract significant capital. This trend reinforces India's position as a critical player in the global venture ecosystem, demonstrating resilience and growth even amid cautious investment sentiment."

First 7 months of FY25 see significant surge in VC funding to India's startups: GlobalData

<ul class="summary-list"><li>After a two-year market slowdown, IPOs are rebounding and set to surge in 2025.</li><li>Morgan Stanley has partnered with cap-table firm Carta to reach founders before they get rich.</li></ul>After a two-year dealmaking drought, IPOs are mounting a <a target="_blank" href="https://www.businessinsider.com/wall-street-q3-investment-banking-boom-could-be-upended-2024-10">comeback</a>, enriching their founders and employees in the process. To land these desirable clients before their big windfall, Morgan Stanley has partnered with Carta, a platform for startups and investors to track company ownership, Business Insider has learned.Silicon Valley firms widely use Carta's financial software for tasks like issuing stock options and administering executive compensation. With this new partnership, Carta will refer clients looking to go public to Morgan Stanley at Work, a division that caters to businesses and their employees. Carta told BI it has nearly 2,000 clients that have raised up to a series C and are on the pathway to IPO. "The likelihood of the pipeline materializing is higher than it has been in a very long time," the bank's wealth boss, Jed Finn, said in an exclusive interview. He said investors have been waiting to cash out and favorable conditions are on the horizon, such as the future Trump administration cutting red tape for megamergers.Morgan Stanley uses workplace services like employee financial advice and executive compensation to get clients in the door while they're building wealth and hopefully convert them into fee-paying financial advisory customers. Over the past three years, the $6 trillion wealth business has added $250 billion in assets from individuals who started either as workplace or brokerage clients. This partnership is part of Morgan Stanley's effort to reach $10 trillion in client assets between the wealth arm and its smaller $1.6 trillion investment management unit.Since companies are staying private longer and growing larger before going public, their employees are more likely to need financial advice before and after a mammoth IPO, Finn said. Potential dilemmas include whether to put their shares in a trust or how to diversify their newfound wealth."We're uniquely situated to be able to address that complexity and to provide the advice these employees need as the companies embark on their next wave of growth," he said.<h2 id="acbbb492-dd88-44fa-85c7-3862302f80a4">How it works</h2>The referral deal fills gaps for Morgan Stanley and Carta. It gives the bank access to a broader customer base of private companies than its in-house stock planning administrator, Shareworks, and allows Carta customers to go public with less hassle. Carta stopped <a target="_blank" href="https://www.businessinsider.com/startup-unicorn-carta-eliminating-equity-software-public-companies-2023-3">managing employee equity for public companies</a> last year, but now customers can swiftly transport their data from Carta to Shareworks before they go public and stay on the platform after their IPO."This really works for making it easier for Carta clients to get that second part of their existence, the public part, in the hands of somebody who has the experience to deliver it," Finn said. "It takes a lot of the risk, the stress, the data security issues out of the process because we have a seamless and protected mechanism to make that transition."<div type="image" title="Headshot of Morgan Stanley wealth boss Jed Finn" height="744" width="1024" msid="115216958" hostid="261" sizebytes="18792"></div>Carta clients can access Morgan Stanley services before moving to Shareworks. For instance, clients considering going public can meet with a Morgan Stanley investment banker to walk through options.From there, companies can access the same offerings as other Shareworks customers, such as IPO prep and valuation services. After going public, they can tap Morgan Stanley for other services, including 401(k) management and financial reporting.Before and after the IPO, employees can get financial advice from Morgan Stanley. Advisors even visit company campuses to hold webinars and office hours. Ideally, these conversations lead to employees becoming wealth management clients, Finn said.<h2 id="a88b4676-48a0-4139-a4a0-72d1bbdd9d16">It has been a rocky year for Carta</h2>Finn had known Carta CEO Henry Ward since 2019 when the bank was looking to expand its stock management business. That year, Morgan Stanley bought a Carta competitor, Solium, now known as Shareworks. In 2021, the bank also acquired the cap table business of Silicon Valley law firm Wilson Sonsini.The partnership caps off a tough year for Carta, which was accused in January of <a target="_blank" href="https://www.businessinsider.com/carta-backlash-silicon-valley-startups-2024-1">misusing client information</a> to solicit startup investors to sell their shares without the client's consent. Ward said in a post on <a target="_blank" class="" href="https://henrysward.medium.com/how-we-handle-captable-information-c98d85d79277">Medium </a>that it was an isolated incident by a rogue employee, and Carta shuttered its <a target="_blank" href="https://www.businessinsider.com/carta-gives-up-dream-of-being-nasdaq-for-private-markets-2024-1">secondary trading business</a>.Finn declined to confirm whether Morgan Stanley considered buying Carta. "We regularly evaluate every company in the space we're thinking about," he said. "In this particular instance, we thought the partnership made the most sense since it addresses their needs, addresses our opportunity, and, importantly, it serves the clients most effectively."

Morgan Stanley partners with Carta to serve startup employees after lucrative IPOs

For Saumya Bhatnagar, being the only woman in a room is far from a novel experience. An engineer by training and currently the co-founder and chief product officer at AI sales rep startup Jeeva, she remembers being the sole girl in her high school's 170-person <a target="_blank" class="" href="https://www.businessinsider.com/5-tips-women-career-coding-twilio-2020-8">coding class</a> — and that none of her male peers would sit next to her."I had to make space for myself, and there were plenty of micro and macro aggressions in the grand scheme of things that I had to talk my way through," she told Business Insider. "At the end of the day, <a target="_blank" class="" href="https://www.businessinsider.com/women-left-out-of-the-ai-investment-boom-risks-bias-2023-10">it's a man's world</a> in the VC, startups, and AI space."Bhatnagar isn't alone in her journey. Although the number of women-founded startups has increased, less than 3% of venture capital funding went to <a target="_blank" class="" href="https://www.businessinsider.com/venture-capital-decline-hurts-female-founders-gender-gap-startup-funding-2023-12">female-only founding teams</a> in 2022, according to PitchBook.A handful of women who are well-known as leaders in the AI space — including "Godmother of AI" <a target="_blank" class="" href="https://www.businessinsider.com/vcs-like-khosla-and-a16z-backing-robotics-that-use-ai-2024-7">Fei Fei Li</a>, Anthropic president and co-founder Daniela Amodei, and OpenAI's former chief technology officer Mira Murati. But others building startups report facing various gender-related obstacles to success, including bias in the fundraising process, limited mentorship opportunities, and difficulty building meaningful business relationships with men.In the AI sector specifically, which has surged in popularity since the release of ChatGPT two years ago, the challenges for female founders are even more pronounced. <a target="_blank" class="" href="https://www.businessinsider.com/meet-18-women-who-made-partner-vc-firms-in-2023-2023-11">AI continues to attract significant VC interest</a>, but women in the space face additional barriers compared to their male counterparts, starting at the education level.While a degree in engineering or computer science isn't a requirement for launching an AI company, it's often a prerequisite for techies building foundational models to tackle complex machine-learning problems. Women accounted for just 22% of AI and computer science PhD programs in the US in 2019, according to a Deloitte study.Women in 2020 made up an estimated 26% of data and AI positions in the workforce, per a World Economic Forum report. And <a target="_blank" href="https://www.uktech.news/diversity/ai-funding-women-founders-20240319">recent data from the UK </a>shows that only about 4% of AI startups in the country have women founders.Although Bhatnagar is among the small group of women in the space with advanced technical chops, she says she still notices the gender imbalance in the AI world — and that it, at times, has led to her feeling impostor syndrome and burnout.Developing relationships with other women working in the AI space has become a vital lifeline, she said. An active member of online and in-person groups, including <a target="_blank" href="https://www.womenandai.com/">Women and AI</a> and <a target="_blank" href="https://thewomenweadmire.com/">Women We Admire</a>, Bhatnagar said that she's made connections that support her in navigating difficult business dynamics, connecting with female investors, and finding solace in shared experiences."Women are not comfortable asking for help, and there's this idea that perfectionism needs to be showcased at all times," she said. "Finding a community of women has helped me take risks and realize that I'm actually doing okay," she said.Vivien Ho, a partner at early-stage fund Pear VC, has watched the meteoric rise of buzzy AI startups during the last two years and noticed that many are run by men, she said. But as a longtime community builder in the Bay Area tech scene, this didn't jive with what she was seeing on the ground. There were plenty of women interested in building AI companies, she said. Many just didn't know how to start.This observation was the catalyst for the Female Founder Circles, a community for women engineers interested in building AI startups. Each FFC cycle welcomes a cohort of around 50 women for two months of programming that includes fireside chats with existing female AI founders, company-building workshops with Pear investment partners, and other in-person events designed to help women build meaningful relationships with one another, such as pitch competitions, spa days, and public speaking practice.Demand for FFC has exploded, Ho said, with more than 500 women applying for the most recent cohort that kicked off last month. And the program has already been a success: more than 70% of participants end up incorporating their startups, and at least five women have matched with another female co-founder in their cohort, she said."Three of our FFC founders have already raised Series Bs, which is pretty incredible," Ho told BI. "We first meet them, and they're really shy, and then three years later, they're running a 100-person company and making eight figures. It's incredible to see how we can build a community that makes a difference."As women in AI create opportunities that could help them succeed, their work parallels women in another once-white-hot subsector of the startup world: at the height of the crypto craze, female-led blockchain startups earned about 6.4% of venture dollars in the third quarter of 2022, <a target="_blank" class="" href="https://www.bitget.com/blog/articles/bitget-report-the-gender-gap-in-blockchain-startup-funding-press-release">according to data from Bitget</a>.Funding in the space has dropped off dramatically during the last two years, and women continue to struggle when it comes to connecting with investors and closing rounds, <a target="_blank" class="" href="https://www.forbes.com/sites/digital-assets/2024/08/29/what-web3-data-reveals-about-gender-inequality-in-the-crypto-industry/">Forbes recently reported</a>.For Shreya Rajpal, Pear VC's FFC was one of the first times she felt genuine, positive support from the people around her. As a software engineer who cut her teeth in startups and on Apple's machine learning initiatives, she was accustomed to being the only woman whose work was judged with more scrutiny than that of her male coworkers."There are a lot of men who aren't very supportive, and being the only woman on a team means that they're often an undue level of attention on your work, so you stand out, for better or for worse," Rejpal told BI. "Pretty early on, it was obvious that I kind of needed to justify my space in the room a lot more compared to other folks."Fast forward to today, and Rajpal is the CEO and co-founder of Guardrails AI, which builds risk and reliability systems for generative AI programs. As she's progressed in her career, she's made an effort to build community with other women in tech. It's work that takes significant time, but it's been "life changing" in terms of succeeding as a founder and well worth the effort, she said.Guardrails earlier this year raised a $7.5 million seed funding round led by Zetta Venture Partners with participation from Pear, Bloomberg Beta, and GitHub Fund.In addition to participating in bigger groups like FFC, Rajpal has sought out mentorship opportunities with other women in engineering, machine learning, and project management."I became friends with a woman who is five to six years older than me and in the industry for that much longer, doing the things that I wanted to do," she said. "Hearing from her and what worked for her, in terms of changing jobs and talking to her about how she made those decisions, was the stuff that ended up being really impactful for me."Stephanie Guo, a partner at Sapphire Ventures based in San Francisco, is constantly iterating on community events for women interested in AI that strike the right balance between informational – think fireside chats and panel discussions – and informal ways for women to form connections that turn into mentor relationships.These events aren't just for would-be founders: Guo says that while the number of female-funded AI startups can sometimes seem "abysmally small," she's encouraged by the number of women who hold leadership positions at AI startups, funds, and bigger companies."We're creating both the space to have dialogue, but also a networking opportunity," Guo told BI. "These relationships stick, and there are business opportunities that actually form from them."

For women building AI startups, finding community has been the key to success

<div type="image" title="Founder Mode is the new buzzword in town" msid="113456356" hostid="261"></div> Silicon Valley is usually buzzing with new catchphrases every now and then. Earlier this year, the phrase “unbossing” captured corporate America’s imagination. The trend seems to be spreading in India as well with a few examples of companies firing middle managers. You can read more about the ‘unbossing’ trend in India here: <a href="https://www.businessinsider.in/business/article/whats-with-all-unbossing-talks-are-indian-companies-also-embracing-this-global-trend/articleshow/113395706.cms">What’s with all “Unbossing” talks?</a> Now, lo and behold, we've got a new trend straight from the minds of Silicon Valley's finest: <keyword id="23219793" type="General" weightage="100" keywordseo="founder-mode" source="Orion">Founder Mode</keyword>. It's like a superhero cape for CEOs but without the spandex. <keyword id="20064348" type="General" weightage="20" keywordseo="Y-Combinator" source="keywords" meta.keywordsubtype="org" meta.entityname="Y Combinator" meta.hostid="261" meta.entityid="Y Combinator">Y Combinator</keyword> co-founder <keyword id="20555672" type="General" weightage="20" keywordseo="Paul-Graham" source="keywords">Paul Graham</keyword>, inspired by Airbnb CEO Brian Chesky’s talk at an event, penned a blog post about Founder Mode and it got the entire startup world talking. According to Graham, when Chesky scaled Airbnb, he initially followed the widely accepted strategy: hiring skilled professionals and giving them autonomy. However, this approach felt like running a marathon in flip-flops, it simply didn’t yield the desired results. So, he decided to go full-blown "Founder Mode," which is basically being the CEO, the janitor, and the motivational speaker all at once. <div type="image" title="Paul Graham’s blog post went viral" msid="113456577" hostid="261"></div> Graham’s post points out that this experience is not unique to Chesky — many other founders have faced similar challenges and come to similar conclusions. The result is a growing recognition of ‘Founder Mode’. <h2><keyword id="23219794" type="General" weightage="20" keywordseo="what-is-founder-mode" source="Orion">What is Founder Mode</keyword>?</h2>Founder mode is a mindset that allows entrepreneurs to remain deeply involved in their companies’ day-to-day operations, even as they scale. As we have seen in many Hollywood movies and real-world examples like Jobs, Musks, Zuckerbergs, and Murthys, founders operate (a bit too) differently from trained executives and managers. They're like the kids who built their own fort and refuse to let anyone else touch it. On a serious note, anecdotal evidence does support that founders focus on the vision, processes, and details of the business in ways that managers typically do not. Graham's post suggests that it’s a different way of running a company — one that involves a hands-on approach to leadership, where founders engage with more than just their direct reports. <div type="image" title="Founders are different from managers" msid="113456522" hostid="261"></div> Unlike traditional corporate structures, where the top management is expected to delegate and step back, Founder Mode requires more personal involvement. Basically, when the CEO of a company is in Founder Mode, where founders bypass layers of management to interact directly with lower-level employees, they can just walk over to a junior employee and ask “What’s up?”, something that <keyword id="19903807" type="General" weightage="20" keywordseo="Elon-Musk" source="keywords">Elon Musk</keyword> reportedly has been doing for a while. One of the core aspects of Founder Mode, according to Graham, is that founders can make decisions with a level of intuition and insight that professional managers often lack. This is largely because they’ve built the company from the ground up and have an intimate understanding of its operations, culture, and customers. In contrast, professional managers are typically brought in to optimise and scale systems that are already in place, which might often lead to decisions that feel disconnected from the original vision of the company. <h2>Steve Jobs and Apple: The classic example of Founder Mode</h2> <div type="image" title="Many experts agree that Steve Jobs is a peak example of Founder Mode" msid="113456730" hostid="261"></div> A key example that Graham used is Steve Jobs, who famously ran Apple with an almost obsessive focus on product and design. Jobs didn’t simply delegate these responsibilities to his team; he was known for being involved in the minutiae, often directly challenging decisions and leading initiatives that others might consider too detailed for a CEO. Graham drew a parallel between this approach and what Chesky realised at Airbnb — that stepping back too much can actually harm the company. Founders, Graham wrote, are often “gaslit” into believing that they should adopt a more hands-off style, only to see their businesses suffer as a result. However, many experts also believe that Founder Mode is often disastrous for companies, except for rare examples, and a balance between founder and manager modes is necessary. <h2>Founder Mode VS Manager Mode: Experts weigh in on the debate</h2> <div type="image" title="Debates around Founder Mode have been rampant across social media since the beginning of this month" msid="113456800" hostid="261"></div> Debates around Founder Mode have been rampant across social media since the beginning of this month when Graham’s blog post came out. The philosophical divide between Founder Mode and Manager Mode often compels people to choose sides, while industry veterans and experts say that it’s important to understand both approaches and companies must try to achieve a balance between them. Sonica Aron, Founder of HR advisory firm Marching Sheep, recognises the importance of managers and says that it is important to have good people in the team and empower them. Talking to Business Insider India, she says, “As a founder, I find myself to be very purpose driven and passionate about my firm. As a result, sometimes decisions tend to get driven by the heart rather than the mind. Therefore it is essential to have bright and committed people in your team, empower them, involve them in decision making. Also, as the founder, I am responsible not just for the health of my business but overall well being of my team. If they do well, we all do well.” On the other hand, Mr. Srinivasa Addepalli, founder and CEO of GlobalGyan Leadership Academy, feels that the debate of Founder Mode vs Manager mode shouldn’t exist in the first place. He told Business Insider India that according to him, “all good leaders, whether startup founders or corporate executives, must be capable of both modes and switch between them depending on the context.” He added, “The Founder Mode leader tackles problems with passion and ownership, without concern for hierarchy, precedents, or due process. However, founders must remain humble about their fragility. To ensure sustainability, the Manager Mode—focused on developing others, building structures, and codifying knowledge—becomes essential, even as it requires them to relinquish some control and accept inefficiency. For instance, Steve Jobs’ decision to set up Apple University was a classic Manager Mode action by one of the best-known founders.” Ayush Singh, Founder of MaplePods, a smart-technology business, says, “Founder Mode may inspire new entrepreneurs, but seasoned founders know building something meaningful and scalable requires more than motivation—it's about solving problems, staying resilient, and seeking real support along the journey.” <h2>The downsides of Founder Mode</h2>While there are many people who believe that entering Founder Mode is healthy, some experts argue otherwise. They say that since founders are deeply connected to their vision, staying too hands-on can lead to micromanagement and hinder the growth of a leadership team. This creates a culture of dependency and can cause chaos when a founder steps into too many areas, leading to inefficiency and fear among employees. Mr. Ankit Aggarwal, founder and CEO of Unstop, told Business Insider India, “While Founder Mode can foster an entrepreneurial culture and drive rapid growth, it comes with significant challenges related to scalability, accountability, and founder burnout. As companies scale, Founder Mode can lead to bottlenecks, as founders may find it difficult to delegate. This limits the development of a strong leadership team and may stifle creativity from other employees.” Further, he adds that intense involvement can lead to founder burnout, negatively affecting both the individual and the company. “In the long run, while Founder Mode may work for early-stage <keyword id="6362513" type="General" weightage="20" keywordseo="startups" source="Orion">startups</keyword>, founders must recognise when to step back and 'devolve'. Devolving to allow the company to grow through more traditional structures, without succumbing to excess hierarchy. Balancing innovation with scalability is key to long-term success, allowing founders to focus on strategy while empowering their teams.” Meanwhile, Aleksandr Yampolskiy, cofounder and CEO of SecurityScorecard, said in a LinkedIn article that the Founder Mode has both pros and cons. He highlighted the value of founder mode in providing visionary leadership and empowering CEOs to challenge their teams and boards when necessary. However, Yampolskiy also wrote that overstepping and micromanaging can create chaos and a culture of fear. He said that founders must learn to evolve with the company’s growth, delegating and making themselves dispensable over time. <h2> Why are people talking about Founder Mode now?</h2> <div type="image" title="Why are people talking about Founder Mode?" msid="113456851" hostid="261"></div> So, why did Graham’s blog post go viral and why are people talking about Founder mode? Discussions around Founder Mode vs Manager Mode might have been around for a long time, but Graham’s post helped a great deal in popularising the confusion that millions of founders go through. Risa Mish, a management professor at Cornell University’s Johnson College of Business, told Observer that it is “no surprise that Graham’s message has resonated with founders for whom the conventional wisdom hasn’t worked.” “It comes down to something very basic, which is that one size never fits all.” Do you have insights or personal experience to share on start-ups or latest corporate buzzwords? Contact us at businessinsider@timesinternet.in.

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