Executive perspectives, market intelligence, and thought leadership from India's premier C-suite network.
GIFT City is evolving from regulatory curiosity to genuine financial centre. The implications for CFOs, treasurers, and boards are more immediate than many realise.
The audit committee was never designed to carry the full weight of enterprise risk oversight. A growing number of sophisticated Indian boards are recognising this — and acting on it.
The first ninety days in a new C-suite role are among the most consequential of a career. The executives who navigate them best are not the quickest to act — they are the most systematic about learning.
Capital markets are more selective than at any point in the past four years. Understanding the investor mindset — and what it means for how companies position themselves — has never been more important.
The Gulf region has become a meaningful destination for both Indian capital and Indian leadership talent. Understanding the dynamics of this corridor is increasingly important for boards and executives.
The boundary between the CFO's office and the CTO's domain is dissolving. Finance leaders who have not prepared for this expansion of their mandate will find themselves sidelined by it.
A growing number of Indian companies are establishing meaningful operations in Southeast Asian markets. The lessons from those who went first are worth the attention of boards considering the move.
AI agents that operate with genuine autonomy across complex workflows are arriving faster than most enterprise leaders anticipated. The strategic and governance implications are significant.
The executive consensus on hybrid work has shifted considerably in 2025 — and not entirely in the direction that employees hoped. CXO India examines what changed and why.
Finance professionals with listed-company experience are finding that independent directorships represent a genuinely valuable second act — and boards are actively seeking them.
The structures that work brilliantly at fifty people become serious liabilities at five hundred. Understanding when and how to redesign is one of the highest-leverage decisions a founding team makes.
As traditional deal metrics compress and valuation gaps widen, Indian M&A practitioners are deploying structures that would have seemed exotic five years ago.
Cost pressure is a permanent feature of the competitive landscape, not a crisis response. CFOs who have institutionalised strategic cost management are significantly outperforming those who treat it as a periodic exercise.
Chief Technology Officers and Chief Data Officers with enterprise-grade experience are among the scarcest people in India's leadership talent pool. The compensation consequences are significant.
Regulatory requirements on listed Indian companies have multiplied dramatically. The compliance infrastructure needed to manage them well is more sophisticated than most boards realise.
Employee disengagement is well-studied at the individual contributor level. At the senior leader level, it takes a different form — and the consequences for organisations are significantly more costly.
Venture capital deployment in India shifted meaningfully in Q3 2025. CXO India Research breaks down the data and what it means for founders and growth-stage leaders.
Organisations that have been running digital pilots for three years are not transforming — they are experimenting. The distinction matters, and the path forward is harder than most leaders want to hear.
A generation of founders who experienced ESOP disappointment firsthand are designing equity programmes that actually deliver. The implications for talent strategy are significant.
Succession is the most important governance function a board performs. It is also the one most consistently deferred, delayed, and done badly.
India's listed companies have made genuine progress on women's board representation, but the data reveals that much of this progress is concentrated at the surface rather than embedded in governance structures.
Going public is a transformation, not a transaction. CFOs who treat it as the latter are the ones who struggle most in the critical months before and after listing.
Indian companies have become more confident buyers of international assets. The integration challenge — cultural, operational, and financial — is where value creation too often stalls.
CXO India's annual compensation analysis reveals widening gaps between listed company practices and what growth-stage companies must pay to compete for talent.
A combination of high-profile incidents, regulatory pressure, and growing director liability awareness has shifted cybersecurity from IT department concern to board priority. The governance response is still catching up.
BRSR reporting has arrived, but the harder task — embedding ESG accountability into board oversight — is still work in progress for most Indian companies.
The most sophisticated private equity firms operating in India's mid-market are moving well beyond leverage and multiple expansion. Here is what genuine operational value creation looks like.
Generative AI is reshaping strategic decision-making at the top. Here is what boards actually need to understand — and what they can safely ignore for now.
SEBI's tightening governance norms are forcing a rethink of how boards are built — and the demand for qualified independent directors has never been higher.