NCLT approves recall of Zee-Sony merger order, allowing ZEEL to withdraw the scheme

Probe finds Amazon, Walmart's Flipkart breach competition laws in India

Microsoft lays off 650 Xbox employees; cites cost cutting, integration efforts

GenAI emerges as top priority for APAC C-Suite leaders, Salesforce study reveals

Google: Knowledge sets you free or deeper to monopoly?

Meet the female trailblazers at the top of the world's most famous ad agency - Ogilvy

Representational image via Unsplash

'Brand Tax': Experts urge for clear guidelines, say 'brand subscription fee' can hinder innovation, growth

Why are Indian brands advertising in NYC's Times Square?

What Herman Melville’s Moby-Dick teaches us about leadership

Advertising is in the position where tobacco was: IPG's Arun Kumar 

Biz Moves: Interactive Avenues, Verve Media, Foxymoron and Grapes

There is an opportunity for building a better agency, not just a different one: Manja's Prajato Guha

Virat Kohli-backed Wrogn’s revenue down 29% in FY24

Meet the executive team driving Ola's electric ambitions in post-IPO world

DPDP Act draft rules expected within two weeks; transition period likely to be restricted to 6 months

Tamil Nadu examining Australia-like gaming policy, video game industry tight-lipped

Piyush Pandey

Exclusive: Major leadership rejig at Nestle India; Rajat Jain to get significant role within group

Meghalaya becomes first Indian state to sponsor an esports team

Indian broadcasters' Himalayan challenge in Nepal

Big salary gaps in Indian communications: Freshers start low, women hit glass ceiling

Infosys, ITC, Titan, Biocon: Industry leaders join Storyboard18’s Share The Spotlight movement

Nobody’s Perfect Retro Porsche Ad

In Conversation With Raja Rajamannar, Mastercard

Shahid Kapoor And Varun Ganjoo Speaks On PokerBaazi's Campaign

In conversation with IHCL’s Puneet Chhatwal & GroupM’s Kate Scott-Dawkins

Why are brands including e-sports in their sports marketing itinerary?

Storyboard18 x The English Nut: How to pronounce these 10 brand names

Experts' Take On Reinvention Of Ad Campaigns Through Technology

Experts Speak On Key Emerging Trends In Cannes Lions Entries

Leaders of the future have to be outstanding human beings: Nestle MD

In conversation with VMLY&R’s Hari Ramanathan

Don’t fly into a rage. Don’t rant on LinkedIn. Don’t be passive aggressive. Neither, be manic depressive. Don’t comfort eat. Don’t hit the bottle. Don’t do drugs. Don’t kick animals. Don’t rage quit. Don’t unalive yourself. Don’t unalive your CD. Just, don’t. Simply, be. 



It’s not a personal attack. Yes, we pour ourselves into our work. But our work like our children, comes through us, and this is an important but, it is not us. 



Like our children, our ideas can be quite charming, alternatively, sometimes, they need manners taught. And here’s the thing. Unlike children, sometimes, no matter how good an idea is, it’s not the right one for the task at hand. 



This, is what separates the children, from the adults in the creative department. 



Yes, creativity is a thing that we worship at the altar of. And yes, ordinarily, a gorilla on a drum kit waiting to crash into the cataclysmic solo of Phil Collins’ ‘In The Air Tonight’ ought not to be anywhere near a brand. Least of all Cadbury. 



However, when it is and please frame this word, ‘relevant’ then it could be the only thing you need. 



A good creative leader knows when the bridge between a consumer and a brand can be crossed. And when it can’t be. And when the idea you have on the table, is magnificent from a purely creative point of view. And yet, it will simply not, Worli and Bandra, link. 



So when your creative director is saying no, even when you have a fantastic idea, see it from his or her eyes. Understand what they’re seeing and trying to show you. Anxiety is a thing among all generations in Creative, I don’t see why Gen Z alone should have the monopoly on it. Any creative endeavour by virtue of us offering up our work for scrutiny is enough to trigger the butterflies in the best of us. At any and every point in our career. So when they’re saying the work doesn’t work, trust their judgement. They’re trying to guide you to a better place. 



If you see it from your Creative Leader’s point of view, a few coffees later, you should automatically recalibrate and find a whole new horizon that leads into entirely new thoughts and ultimately, ever more powerful ideas on the creative scale and the perfectly working one on the ‘does it work for this brief’ scale. 



That’s the hardest one to swallow for most mid to senior creatives and the rejection has to be done with a fine mix of empathy, passion and inspiration. You can’t critique it randomly, you have to persuade the creator to see where it’s meandered off brief and simultaneously create a new flight plan for a new runway of possibilities . 



Junior to mid creatives have other issues on the way up. The most common fallacy is thinking what you’ve thought of, is the hottest thing since Bernbach. But, if your Group Head has spent any time at all in this biz, there’s nothing more humbling than realising most ideas were done way, way before you were born, on bigger budgets than you can dream of, with better execution skills than you can dream of (yes, even with AI) and because the trails of creativity are eerily similar from the same start points, your idea is up against every idea, every creative team has created from the 1960s onwards. 



And so, chances are you’ll hear this, ‘it’s been done’ phrase and I know it gets your goat especially for the young ones for whom there simply isn’t this thing called the past. 



Read More: <a href="https://www.storyboard18.com/advertising/inspiraytion-advertising-is-a-discipline-that-uses-many-mediums-37570.htm">InspiRAYtion: Advertising is a discipline, that uses many mediums</a>



But, there is. So be a student of what happened and when. Know that everything builds on continuity. Every campaign that wins at Cannes, builds upon the titans of the past and so jurors see it as a fresh new breath of air. And reward it accordingly. Use the past, to illuminate your future. Find new trails, or forge your own. Doctoral students push the boundaries of all human knowledge ahead one thesis at a time. Advertising practitioners especially creatives, push our collective stories ahead, one imaginative leap at a time. 



Tomorrow when you get into work, lighten up about rejection. One day, you’ll see it for what it is, a stepping stone to stardom. Help your creative leader help you. They want to be a ‘friend of the new’. Be a creative’s creative. You’ll realise ideas are infinite within you and automatically spout ever more where you think things have dried up. And that, will take you places. To the top generally. 



Caveat: I’m talking about the CDs who actually want to grow you, and make you the best version of yourself you can be. The ones who want to stifle you, the ones who are horribly insecure and political animals, tend to be present as well and sadly, that’s a level of pain to be endured for as long as it takes to find good people to work with. Recognising who’s who, will help you considerably in your career path and learning. 



And there’s something I’m going to leave you with. Never delete an idea. Put it in your file, stash it away in your cloud storage. Because one day, each and every one of those ideas will find the perfect brief to be presented for again. And on occasion, they will fly and soar into the world as they were meant to the first time around in your head. But, this time, they will be so so right for the brief. 


My best wishes for you to stick around long enough for that to happen. Enjoy the ride!


Rayomand J Patell is an advertising veteran and InspiRAYtion is a weekend column on everything about advertising and marketing.

InspiRAYtion Seven:  What to do when your creative leader rejects your work

Generative AI (GEN AI) has swiftly climbed the ranks of business priorities, with 83% of C-suite executives across the Asia-Pacific (APAC) region now placing it among their top three concerns, according to new research by Salesforce.

The study which surveyed 1,243 leaders from large organizations, highlighted that 54% of businesses already have a clear Gen AI strategy, while 40% are in the process of developing one.

The findings point to key drivers behind this AI push, with the desire to innovate customer and employee experiences (44%) and meet rising customer expectations for faster, more personalized service (44%) topping the list. Boosting productivity and efficiency also remains a central motivator, noted by 43% of executives. 

In terms of leadership accountability, CEOs are seen as most responsible for ensuring successful integration of Gen AI, according to 37% of respondents. Chief Information Officers (CIOs) and Chief Technology Officers (CTOs) follow closely at 25%, with department heads accounting for 19%.

When asked where Gen AI would create the most positive impact, APAC executives pointed to information technology (42%), operations(31%), customer service (30%), and research and insights (28%).

Despite its broad adoption, 93% of APAC executives acknowledged that significant barriers still impede Gen AI's full integration. The most common challenges include accessibility and inclusivity (37%), lack of skill-building opportunities (31%), incomplete customer or company data for AI training (30%), concerns over AI tools delivering inaccurate results (30%), and cost to implement Gen AI tools (30%).

Industry-wide Growth

The Salesforce study aligns with a broader trend revealed in Capgemini's "Harnessing the Value of Generative AI 2nd edition" report, which indicates that 80% of organizations are increasing their investments in Gen AI into business operations has surged, with 24% of companies having integrated AI across various functions - a significant jump from just 6% last year.

Retail, in particular, has seen a notable rise in AI deployment, with implementation growing to 40%, more than doubling the figure from 2023.

European Union privacy regulator has now opened an inquiry into Google’s artificial intelligence (AI) model, Pathways Language Model 2 (PaLM2). The regulator is probing whether the search engine of the tech giant is has adequately protected European Union users' personal data before using it to help develop its foundational AI Model.

Ireland's Data Protection Commission (DPC), the lead EU regulator for most of the top U.S. internet firms said that the probe concerned the Alphabet Inc (GOOGL.O), opens new tab unit's Pathways Language Model 2 (PaLM 2).

As Google's European operations are headquartered in Dublin, the Irish DPC serves as the tech giant's lead authority under the General Data Protection Regulation (GDPR), the EU's strict data privacy framework. The commission stated that the investigation will focus on whether Google properly evaluated whether PaLM2’s data processing presents a “high risk to the rights and freedoms of individuals” in the EU.

Similarly, Meta Platforms, the parent company of Facebook and Instagram, suspended plans to use content from European users to train its latest language model. This move followed extensive discussions with Irish regulators, highlighting the pressure tech giants face in ensuring compliance with EU data laws. 

Other countries in the EU have also taken action. Italy’s data privacy regulator temporarily banned ChatGPT in 2022 due to privacy violations, only allowing its return after OpenAI, the company behind ChatGPT, agreed to implement measures addressing the regulator's concerns.

EU regulators to probe Google over its AI model, raises privacy concerns

Uber, India’s ridesharing app announced the launch of its upscale Uber Black category, starting with Mumbai today. This new addition is a step towards addressing the growing preference of Indian customers towards premium offerings.

 
Uber Black offers a range of features designed to elevate the ride with unparalleled comfort, style and convenience, stated the company.

The features are:


● Brand new, higher end cars to ensure consistent vehicle quality

● Top rated drivers, trained by our fleet partners

● In-app experience while booking the ride to keep passenger comfort front & centre

● On-demand mobility for those who desire a well-appointed experience

 

Prabhjeet Singh, President, Uber India and South Asia, said, “We are thrilled to bring Uber Black back in an all new avatar to meet the evolving aspirations of Indian customers and introduce the business class of back seats on Indian roads. As the largest on-demand mobility network with industry-leading matching, routing, and pricing tech and scaled fleet operations - we are bringing the magic of consistent high quality service and premium comfort with Black. As India’s leading multimodal mobility service, Uber endeavors to cater to the full spectrum of riders, from those seeking affordable rides on two or three wheels to those who desire a truly well-appointed experience in premium vehicles.”



Read More: <a href="https://www.storyboard18.com/brand-marketing/uber-rewards-riders-with-high-ratings-in-latest-campaign-35548.htm">Uber rewards riders with high ratings in latest campaign</a>

Uber reintroduces its high-end category in India

McCann Worldgroup has been appointed as the global creative agency for Italian lager Peroni Nastro Azzuro. 


As stated by McCann Worldgroup, they will take on the task of delivering a long-term, global core creative platform that will serve as the foundation for Peroni Nastro Azzurro’s consistent brand narrative across multiple consumer touchpoints and markets. 

 
On the appointment, Nathalie Pfaff, Chief Growth Officer at Asahi Europe & International said, “Creatively and strategically, McCann impressed the team over the course of a rigorous pitch process and we’re excited to start this next chapter of growth together.”

 
Javier Campopiano, Global CCO of McCann Worldgroup and McCann added “To be entrusted with taking this incredible brand to its next phase has energized and inspired our entire team at McCann Worldgroup. Peroni Nastro Azzurro is the brew of choice in Italy, and we’re excited about ensuring that it captures the hearts of beer drinkers around the world.”

 
And McCann London CEO Polly McMorrow said: “There is a reality that some pitches just mean more. And this one means more. Peroni Nastro Azzurro is an iconic brand, led by a brilliant team of people. The opportunity to work with them to deliver an enduring brand platform that will not only honour the heritage of this brand, but also drive its future growth across key markets, is a unique one. We can’t wait to get started.”



Peroni onboards McCann Worldgroup as its global creative partner

Its curtains for Vistara. The airline is being merged with Air India on November 11, bidding goodbye to its many patrons and admirers. This move has been in the works for a while, so it's not exactly a surprise, but it's still an unusual step, one that would have given the Tatas much to think about before finally pulling the plug on Vistara.


Post mergers and acquisitions, it is not uncommon for companies to choose a single brand out of the options they have. It makes financial sense, lends focus, makes investment decisions easier, and simplifies the business. What stands out here is the fact that, in spite of being a younger brand, Vistara is a far more well-regarded brand than Air India.


Popularity of Brand Vistara


In an industry where building a good reputation is notoriously difficult, Vistara is seen by many as India’s best airline. One has only to look at Indigo to appreciate just how easy it is for a brand to lose lustre. Indigo started out extremely well, but the pressure of growth seems to have taken a toll if one goes. By the many tales of woe that passengers have been narrating of late. Vistara, on the other hand, is seen to have maintained its level of service; its food is unusually well thought of, going by airline standards, and overall it is seen as a premium and responsive brand.


Brand Air India Struggles 


Air India, on the other hand, is anything but. Plagued by decades of mismanagement at the hands of the government, this once prestigious carrier is in reputational tatters. It suffers from many of the problems that legacy public sector brands do: old infrastructure, ageing employees used to a culture of indifference, political interference at every step, and financial mismanagement. In terms of image, Air India is a brand that, barring a few diehard supporters, is not by means preferred. Its shortcomings have been exposed even more once the sector has seen the influx of private sector brands.

Even in the few years since its takeover by the Tatas, the brand is struggling. To be sure, improvements have been made, new aircraft are being added, and the food is getting some attention, but none of these have moved the needle significantly enough. To be fair, it is not easy for such a large organisation with such a long history to turn smartly on its heels and do an about turn. Change is going to be a long and arduous process, and no easy short cuts are available.


That makes this particular decision even trickier than it would have been otherwise.


Is Merger A Good Idea? 


Here we have a really popular and liked brand being sacrificed at the altar of another, which is old, frayed around the edges, and one that is difficult to change quickly. Wouldn’t it have been smarter to continue with both brands? After all, Air India Express and AIX (formerly Air Asia) already exist; couldn’t another brand have been kept in the portfolio? In theory, the idea of simplifying the business and achieving financial and operational efficiency makes sense, particularly since even Vistara was not making profits, but in reality, is a valuable asset being lost?


The problem with this argument is that it ignores the potential value of the Air India brand. It is not just another name, but one that carries with it the aspirations of the nation. It represents the country; owning this brand is not just a matter of profits but also one of pride and prestige. For the Tatas in particular, given that they built this brand at its inception and have been trying to regain control over it for a long time now, it is a matter of responsibility. At a certain level, having acquired the brand, they have no option but to back it fully, however onerous the task. The question of running both brands, with Air India being the lower-cost option, simply does not arise, not for practical reasons but for emotional ones.


Vistara, for all its premiumness, simply does not have the depth resonance that an Air India has. Yes, it is true that a lot of the early promise of the brand has been squandered away, but in the long run, it is a brand that needs to be revived and restored to its former glory. This seemingly perverse decision by the Tatas is rooted in the long term and is seen from the lens of promise rather than leverage. The smarter thing might be to retain Vistara, but letting it go might turn out to be wiser. In the long run, a vibrant and well-run Air India is an invaluable asset, however difficult the task seems at the moment.


While brands are business assets and need to be viewed from the lens of business metrics, that is not all that they are. They connect with us in deeper, more subterranean ways. They speak to our underlying needs and motivations and have the power to symbolise much more than what the product offers on the surface. Air India is potentially much more than an airline. As the nation progresses, it can be a tangible sign of the best that it has to offer.


The Tatas have taken on a challenge by backing Air India. As a business group, they are perhaps the most equipped to handle this, but all eyes will be on them. They cannot afford to get it wrong.


Santosh Desai is columnist, author and brand consultant. Views are personal, and do not represent the stand of this publication.

Ta-ta Vistara: With Air India-Vistara merger, it's curtains for the popular brand

The All India Digital Cable Federation (AIDCF) has written to the Ministry of Information and Broadcasting criticising Prasar Bharati for inviting private sector satellite TV channels to onboard its upcoming OTT platform.

The industry body for multiple system operators (MSOs), which has member companies including DEN Network, Hathway, and Hinduja Global Solutions, has said that the move is against its own uplinking and downlinking guidelines.

“Prasar Bharati vide its letter dated August 5, 2024, has issued a NIA (Notice Inviting Application) to all the linear satellite TV channels for on-boarding on their OTT platform. The above NIA by Prasar Bharati is promoting broadcasters to violate clause 11(3) (f) of the Uplinking & Downlinking guidelines dated November 9, 2022 and its subsequent amendment dated March 24, 2023,” the AIDCF said in the letter.

According to an ET report, the letter was addressed to Secretary Sanjay Jaju and urged the Ministry to provide clear directions to broadcasters to provide satellite TV channels only to licensed service providers including MSOs, DTH services, internet protocol television providers and headend in the sky operators.

The AIDCF also accused the broadcasters of misinterpreting existing regulations by stating that national broadcaster Prasar Bharati was outside the purview of regulator TRAI regulations and the federal law, Cable TV Act.

AIDCF alleged that as per law satellite TV channels cannot be part of Prasar Bharati’s proposed OTT platform and can only provide their channels’ signals to registered DPOs.

It further highlighted that many streaming applications were mushrooming due to absence of any regulation or guidelines and will, thus, escape any regulatory vigilance as they were neither registered with MIB nor are reporting their server details/subscriber details to the government.

In its Content Sourcing Policy, released on August 9, the pubcaster said, "Prasar Bharati may explore the possibilities of on-boarding the Linear Satellite Channels and FAST Channel (Free Ad-Supported Streaming TV) for the OTT Platform. The initial period of such on-boarding will be One year and Prasar Bharati reserves the right to modify It based on the learning and market feedback."

Read more: <a href="https://www.storyboard18.com/how-it-works/prasar-bharati-releases-content-sourcing-policy-for-linear-channels-digital-platforms-including-ott-39345.htm">Exclusive: Prasar Bharati releases Content Sourcing Policy; reveals policies for upcoming OTT</a>


AIDCF also noted that if private broadcasters were allowed to join Prasar Bharati’s upcoming OTT platform it would kill the distribution platform operators completely and urged the Ministry to direct the pubcaster to withdraw the office memo on onboarding satellite TV channels.

AIDCF criticises Prasar Bharati for onboarding private TV channels for its OTT; writes to MIB

Australia’s workforce is experiencing a significant shift following the introduction of the ‘Right to Disconnect’ law, a legislation aimed at promoting better work-life balance by empowering employees to disengage from work-related communications post working hours. This law marks a pivotal change in the Australian employment landscape, where digital connectivity had increasingly blurred the lines between professional and personal life. 


What is the 'Right To Disconnect' law?


Australia has implemented new legislation on August 26, advancing workers' rights by allowing employees the right to disconnect from work-related communications after their designated work hours. Employees are now protected from disciplinary actions for not responding to calls, messages, or emails from their employers outside of their regular working hours.

 
Storyboard18 reached out to a few working professionals in Australia for their perspective on the new law. 

 
A clinical research manager at Tigermed Australia, who requested anonymity, shared an enthusiastic perspective. “Australia’s new law is definitely a very positive step towards improving work-life balance and keeping our mental health in check. It is such a welcoming change and rightfully allows you to disengage from work-related communications,” she shared. The law acknowledges the importance of boundaries and personal time, allowing a healthier work environment with less burnout. Further praising the law, she stated, “The work culture in Australia, based on my experience, has generally encouraged employees to disconnect from work during non-office hours, but for the people who did not have this luxury, it will result in a happier work environment overall.” 

 
However, not everyone sees the law through an entirely positive lens. Mazher Mogul, a Senior Bank Officer, outlined both the benefits and drawbacks he perceives. He mentioned, “There will be a better balance between work and personal life. If anyone wants to pursue a hobby, or let’s say go for a physical well-being activity, this law rightfully lets them do it without them worrying about missing any important work-related communication.” 


But every coin has two sides. Mogul also underlined the not-so-good part about the law, “There could be an event when there’s unfinished work that could be carried over to the next day. There’ll be risks of failing to meet targets, eventually leading to a possible decline in client/customer satisfaction.” He also pointed out how the likelihood of missing deadlines could damage the brand and result in the loss of potential and existing clients. 

 
Mustafa Netterwala, Senior Manager at a leading consultancy services firm, emphasized the positive aspects of the law, “By allowing the employees to set boundaries and disconnect from work outside of their official hours, the law promotes a healthier and more sustainable work environment.” 

 
However, Netterwala also acknowledged potential pitfalls, “There may be challenges in defining what constitutes ‘reasonable’ contact outside of office hours, potentially leading to disputes between employers and employees.” 

 
As Australia navigates the early days of this new law, its success and the balance it aims to achieve will primarily depend on careful implementation and enforcement. Both employers and employees will need to adapt to these changes, which could redefine the nature of work in an increasingly connected world.

Unplugging Down Under: Working professionals react to Australia’s new law

Mark Green, who was the co-founder and chief executive officer of Australia based creative agency, The Monkeys and who currently leads Accenture Song's Australia and New Zealand operations as president, has been named the global CEO of Droga5. He will assume the role starting in October 2024 and will relocate to New York city. 


In 2017, The Monkeys was acquired by Accenture. And in 2019, Accenture bought Droga5. On December 1, 2024, The Monkeys will rebrand as Droga5. In his new role, Green will work closely with the global chief creative officer Pelle Sjoenell, as stated in a media report, to oversee all Droga5 creative offices around the world, which includes Dublin, London, New York, São Paulo and Tokyo.


Read More: <a href="https://www.storyboard18.com/brand-makers/cxo-moves-exec-movements-across-caratlane-apple-licious-and-more-41026.htm">CXO Moves: Exec movements across CaratLane, Apple, Licious and more</a>

Droga5 names Mark Green as its global CEO

At Intel, diversity, equity, and inclusion have been key drivers of success. To achieve greater gender representation, the company goes beyond global programs and initiatives by implementing a deliberate strategy in its hiring process. 

As Roshni Das, Vice President, Global Marketing Innovation and India Region Marketing, at Intel Corporation, explains, the company ensures that a woman is always part of the interview panel to eliminate bias and promote fair hiring practices for new talent.

Speaking at Storyboard18’s Share The Spotlight event in Bengaluru, Das also highlighted Intel's policy for gender and pay parity. 

"Since 2019, Intel has looked at that role for the number of years of experience, regardless of what your pay package is today, we pay what you should be drawing for that scope of job instead of looking at what you are currently withdrawing," she said.

Being a strong advocate for women in tech, Das also believes that "we (women in leadership roles) have the responsibility of paying it forward. We have to be the change we want to see."

Additionally, she suggested, "I tell most young women to focus on your right to education, focus on your right to economic independence. And then, find the right partner- to have the right support ecosystem and somebody that's always rooting for you."

Professionally, Das advised that as one evolves as a leader, one should also become a player and a coach for the team.

At the event, Das shared the spotlight with Shenaz Bapooji, founder of Skyful and Aditi Nanda, Chief of Staff at Intel India. 

Bapooji, who brings with her over 30 years of marketing and brand-building expertise, shared qualities that have helped her grow in her career. 

"I am a very passionate individual, very driven. I've never had to wait for people to tell me what to do. But what's kept me going is self-belief. And this whole idea that the world can be a better place. Leave your mark in whichever way you can and in the process, be kind. A lot of leaders lack compassion," she said.

Nanda, who believes in humanising tech problems, shared that breaking down problems into smaller bits really helps.

"As a technologist you see the problem for its bits but when you break it down to its lowest denominator, it's easy to kind of find the answer and move forward from there," she said.

Concluding the discussion on how to best operate in the tech space that has traditionally been male-dominated, Nanda said, "Say yes to all sorts of things that come your way. You learn on the way. I think it is also ensuring that you bring the best version of yourself to work. And that leaves behind the gender part of it completely."

<a href="https://www.storyboard18.com/tags/share-the-spotlight">Read more: Share The Spotlight</a>

Women at the top have the responsibility to pay it forward, says Roshni Das of Intel

Shekhar Kapur known for films such as ''Mr India'', ''Bandit Queen'', and ''Elizabeth'', has been appointed festival director for the International Film Festival of India.

Kapur will lead the 55th and 56th editions of the Goa-based festival, which is conducted yearly, according to a statement from the Information and Broadcasting Ministry.

"With the approval of the Competent Authority, it has been decided to appoint Shri Shekhar Kapur as the Festival Director for the 55th and 56th editions of the International Film Festival of India, Goa," the notification stated.

Kapur, 78, is an iconic name in Indian cinema and one of the first directors to make a name for himself in Hollywood with his films "Elizabeth" and "Elizabeth: The Golden Age."

He has directed films such as ''Masoom'', ''Mr India'', and ''Bandit Queen'' in India.

He most recently directed the British comedy ''What's Love Got to Do with It? Kapur was the chairperson of the International Competition Jury at the 54th IFFI.

He also chaired the Film and Television Institute of India in Pune from 2020 to 2023.

Shekhar Kapur appointed festival director for International Film Festival of India

Kapur will lead the 55th and 56th editions of the Goa-based festival, which is conducted yearly, according to a statement from the Information and Broadcasting Ministry.

Paytm founder and Chairman Vijay Shekhar Sharma on Thursday spoke about how Artificial Intelligence (AI) will revolutionize the fintech industry. Sharma, during the 24th Annual General Meeting (AGM) of Paytm's parent firm One97 Communications Ltd, said, "Companies and businesses that will start adopting AI at a very early stage will become successful," and added, "GenAI will have a profound impact on every industry across the country".

The Paytm chairman also mentioned, "Just like India has taken the lead in the financial technology, the same way it will do it in the AI space. Paytm will lead the industry with AI capability".

Talking about Japan's PayPay, Sharma said Paytm has adopted AI in Japan, supporting risk management and fraud detection.

"Our risk management and fraud detection systems not only enhance our payment solutions in India but also support one of the largest mobile payment companies in Japan (PayPay), where we are also a potential shareholder. There is strong demand and high expectations for us to continue advancing our AI-powered risk management solutions," Sharma added.

	
<a href="https://www.storyboard18.com/brand-makers/paytm-money-appoints-venkatesh-srinivasan-as-non-executive-independent-director-40670.htm">Paytm Money appoints Venkatesh Srinivasan as Non-Executive Independent Director</a>

He said that the company's goal right now is to harness AI in the fintech space.

"Our goal is to harness these technologies to improve our core business operations and drive down expenses," Sharma said.

Notably, the company laid off more than 1,000 employees from its operations, sales, and engineering teams in December after adopting AI in most of the operational work.

Apart from AI, the Paytm boss said he would reapply for a payment aggregator (PA) license to reserve Bank in due course.

Recently, the Centre allowed Paytm to invest in its payment services business.

<a href="https://www.storyboard18.com/brand-marketing/paytm-agrees-to-sell-entertainment-ticketing-business-to-zomato-for-rs-2048-cr-cash-40159.htm">Paytm to sell Entertainment Ticketing business to Zomato for Rs 2,048</a>

“We would like to inform you that PPSL has received approval from the government of India, Ministry of Finance, Department of Financial Services, vide its letter dated August 27, 2024, for downstream investment from the company into PPSL. With this approval in place, PPSL will proceed to resubmit its PA application. In the meantime, PPSL will continue to provide online payment aggregation services to existing partners,” Paytm had informed the stock exchanges earlier.

RBI had rejected Paytm’s PA licence permit application in November 2022 and instructed the company to reapply with Press Note 3 compliance under the foreign direct investment norms.

One97 Communications stock closed at 0.083% up at Rs 667.05 on the Bombay Stock Exchange (BSE) on Thursday.

AI will have profound impact on every industry: Vijay Shekhar Sharma, Paytm

In a traditionally male-dominated industry, Ogilvy is standing out by fostering an inclusive culture where women are not only thriving but leading the charge. From Devika Bulchandani to Maria O'Keeffe, these inspiring female leaders are at the helm of creative innovation, brand strategy, and agency growth, pushing boundaries and redefining what success looks like in the modern advertising world. From managing global accounts to steering ground-breaking campaigns, the top women at Ogilvy are paving the way for future generations, while contributing significantly to the agency's renowned legacy of creativity and impact.

Let's get to know the woman leaders at Ogilvy:

Devika Bulchandani - Global Chief Executive Officer

Devika Bulchandani (popularly known as Dev) is a globally renowned advertising leader known for her passion, purpose, and unwavering commitment to creating meaningful impact. As the Global CEO of Ogilvy, she oversees all aspects of the agency's expansive business, spanning advertising, PR, Consulting, Experience, and Health across 124 offices in 88 countries. Prior to joining Ogilvy, Bulchandani spent 26 years at McCann in various leadership roles including President of McCann North America. 

Bulchandani's leadership is characterized by her belief in creativity as a powerful tool for social good. She has championed several notable campaigns at the intersection of brand-building and social impact, including the iconic "Fearless Girl" campaign promoting female leadership, the "Morning After Island" initiative that helped overturn a Honduran ban on emergency contraception, and the "WOMAN CORP" effort in support of the Equal Rights Amendment in the U.S. She also led Ogilvy's work with Dove to combat race-based hair discrimination through the CROWN Act.

She was the driving force behind Mastercard’s long-running “Priceless” campaign as well as “True Name,” a first-of-its-kind feature launched in 2019 that empowers transgender and non-binary people to display their chosen name on their Mastercard. Known for ideas that capture the cultural zeitgeist, Dev also helped launch “Fearless Girl,” an iconic and beloved symbol of women’s equality; the campaign became one of the most awarded campaigns in the history of the Cannes Lions International Festival of Creativity. 

Born in India, Bulchandani earned her Bachelor's degree in English and Psychology from St. Xavier's College in Mumbai, followed by a Master's degree in Communications from the University of Southern California.

<a href="https://www.storyboard18.com/watch-listen/ogilvys-devika-bulchandani-liz-taylor-on-their-relationship-with-each-other-personal-goals-and-more-9786.htm">WATCH: Ogilvy's Devika Bulchandani and Liz Taylor on their relationship, personal goals and more, in conversation with Storyboard18's editor Delshad Irani</a>

Liz Taylor - Global Chief Creative Officer

Liz Taylor is one of the most-awarded creative leaders in the advertising industry, renowned for her championing of borderless creativity and ideas. As the Global Chief Creative Officer of Ogilvy, she oversees the creative output across 131 offices in 93 countries, guiding the agency's five business units: Advertising, PR, Experience, Health, and Consulting. Under her leadership, Ogilvy has achieved unparalleled success, being named CLIOs Network of the Year in 2023, Cannes Network of the Year in 2022, and WARC Creative 100's top-ranked Network in 2022 and 2023.

Prior to Ogilvy she was Global Chief Creative Officer for Leo Burnett and Chief Creative Officer for Publicis Communications North America where she was a Founding Partner at Le Truc, a new business model threaded across the Publicis Groupe. 

Taylor has an Emmy nomination to her credit for her ground-breaking campaign "Lost Class" with Change the Ref, which was honoured in the Outstanding Commercial Category.

Taylor's influence extends beyond her own work, as she has served on numerous prestigious juries, including Cannes Lions, The One Show, and D&AD. She is also an advocate for workplace equality, serving as an inaugural chair for the Athena Advertising Awards in partnership with the 3% Movement.

A graduate of the University of Wisconsin and Portfolio Center, Taylor is based in her native Chicago, where she lives with her husband and her two kids when they are home from college. When she’s not writing for work, she’s writing a memoir that she hopes will one day be published. And when she needs a break from writing, you can find her indulging in any number of her favorite things—whether binge-watching, fashion obsessing, pop culture devouring, vintage t-shirt collecting, mid-century modern furniture shopping or poker playing. 

Stacey Ryan-Cornelius - Global Chief Financial Officer

Stacey Ryan-Cornelius serves as the Global Chief Financial Officer at Ogilvy, where she oversees all financial operations across the company's global network. 

Prior to her current role at Ogilvy, Ryan-Cornelius was the Global Chief Financial Officer and Chief Operating Officer of Geometry Global. Before that, she held the position of Global Chief Financial Officer at WPP Health & Wellness.

Ryan-Cornelius first joined Ogilvy in 1999 and held several regional and global leadership roles, including Worldwide Controller, until 2018. Her career debuted at PriceWaterHouse Coopers, where she consulted on financial statement audits, mergers, and acquisitions, and IPOs for clients such as Simon & Schuster and Viacom's MTV Network.

Recognized as one of Black Enterprise Magazine's 75 Most Powerful Women in Business, Ryan-Cornelius is a vocal advocate for diversity and inclusion in the marketing and communications industry.

Fiona Gordon - Global Chief Executive Officer of Advertising

Fiona Gordon has been recently promoted to Global CEO of Advertising at Ogilvy. She will be responsible for ensuring the creative network's advertising, brand, and content capabilities are constantly adhering to meet the demands clients face in today's dynamic marketing landscape. 

Gordon will report to Devika Bulchandani, Global CEO of Ogilvy, and join the agency's Global Executive Committee. Previously, Gordon has served as CEO of Ogilvy UK since 2021.

Gordon has been with the Ogilvy Group and WPP across her career and previously led the WPP team for WBA in the UK for 4 years, leading on Boots and Global Brands. Prior to that she was Group Transformation lead at Ogilvy London. 

Gordon was in Asia for seven years, first in Hong Kong in a regional brand management role and then as Group Chairman of Ogilvy Singapore. Gordon also sits on the Advisory Board of Stella, WPP's Women's Network.

Sophie Hoffstetter - Chief Client Officer

London-based Sophie Hoffstetter is the Global Chief Client Officer at Ogilvy, responsible for working with leaders across the network to nurture and grow the agency's top 20 global clients. During her tenure, she has led two of Ogilvy's top five global clients, including Nestle and Unilever, to remarkable success. 

In addition to her client-focused responsibilities, Hoffstetter is a key leader in Ogilvy's Sustainability Practice, where she helps clients develop impactful sustainability strategies at both corporate and brand levels. She is also a passionate advocate for diversity, evidenced by her mentorship and recruitment efforts, as well as her commitment to building diverse teams.

Hoffstetter is an active member of Stella, WPP's female leadership group, where she champions female empowerment and leadership growth. With an international background that spans France, West Africa, Canada, and countries such as Morocco, Spain, and Thailand, Hoffstetter's global perspective enriches her approach to leadership and client partnerships. 

Maria O'Keeffe - Global Chief People Officer

Maria O'Keeffe is a seasoned executive leader specializing in innovative talent programs and inclusive workplace strategies. As Global Chief People Officer at Ogilvy since March 2022, O'Keeffe has been instrumental in reshaping the employee experience to be very modern and inclusive.

Before Ogilvy, O'Keeffe spent 25 years at Edelman, where she held various talent leadership roles, including Global Chief Talent Officer of Practices, Sectors & Clients, and CTO for the U.S., Canada, and Latin America regions. 

O'Keeffe is highly skilled in change management, mediation, and organization design. She is a certified trainer in Situational Leadership® II and the Myers-Briggs Type Indicator® and holds her SPHR certification. She has earned her Bachelor's degree in Management from Illinois State University.

Patou Nuytemans - Chief Executive Officer EMEA of Ogilvy

As Chief Executive Officer EMEA of Ogilvy, a post she has held since September 2021, Nuytemans is responsible for driving all aspects of Ogilvy’s business across Europe, the Middle East and Africa, spanning public relations, consulting, advertising, health, and experience. 

Nuytemans joined Ogilvy in Belgium in 1993, and has steadily risen through the ranks of Ogilvy, taking on management roles of increasing responsibility. She has worked on three continents across a broad range of disciplines, categories, and clients. Her multidiscipline expertise has helped her serve as a leading contributor to Ogilvy's global digital strategy, integrating the group’s digital capabilities across the network. Prior to being named CEO of EMEA, Patou was Global Chief Growth Officer of Ogilvy Consulting from January to September 2021. In the short period she was in that role, she made significant impact to that business, operationalizing the network and its marketing function for growth. 

Before bringing her talents to Ogilvy Consulting, Nuytemans served as CEO of the Middle East and North Africa region for four years, where she grew Memac Ogilvy financially, operationally, and reputationally. Prior to her move to Dubai, Nuytemans combined her role of EMEA Chief Digital Officer with that of CEO Ogilvy & Social.Lab Brussels. As Chief Digital Officer, a role she had for over 15 years, she played a pivotal role in developing and implementing the strategy that transformed Ogilvy into a digital-age agency group and led numerous digital transformation projects for some of the world’s leading brands, including British Airways, IBM, IKEA, Nespresso, Nestlé, Philips, Unilever, Vodafone, and many more.

Julianna Richter - Global CEO of Ogilvy PR

As Global CEO of Ogilvy PR, Richter oversees all aspects of Ogilvy’s earned, social and influencer communications which span brand, advocacy, media, corporate and employee experience. Richter also serves as Chief Communications Officer of WPP Open X where she helps to assemble and lead integrated global teams across the agency network and partners with global clients to scale their business. 

An industry veteran, Richter is a strategic communications and operations leader with over 20 years of experience. Most recently, Richter was a partner at Waypoint Partners, a global growth advisory and M&A firm, that works with high growth companies to scale their business by increasing capabilities, capacity and capital. 

Prior to that, she spent over 17 years at Edelman. Before departing in 2018, she served as U.S. Chief Operating Officer responsible for driving growth and operational efficiency of the largest region and had management oversight of US practices and business functions including human resources, diversity and inclusion, client excellence, marketing, innovation and learning and development. Prior to her role as Edelman’s U.S. COO, Richter was President of Global Client Management where she was responsible for strategic growth and market expansion of the firm’s global client portfolio. Richter has worked with leading brands such as AstraZeneca, Genentech, Paypal, Campari, Cigna, Starbucks and Taco Bell to develop PR and communications strategies, launch consumer campaigns and manage company-wide issues and crises.

Starbucks has onboarded Brian Niccol, a seasoned leader in the restaurant industry, as its new CEO. Niccol, who has been hailed as a "dream hire" and a "hall of fame restaurant CEO," credits much of his success to a simple yet powerful piece of career advice he embraced in his 20s: "Believe in yourself."

In a May 2024 commencement speech at Miami University in Oxford, Niccol, 50, shared insights into the mindset that shaped his career. "I know it's a cliché, but you absolutely have to believe in yourself and have the grit to not give up when it at first might not be going your way," he said. 

The newly-appointed Starbucks chief is known for carrying a "beat-up notebook" with him, a tool he uses to track his progress toward career goals. 

His message to young professionals is clear: "Whatever it is you need to do to keep yourself focused on your goal, do it, and believe you can do it."

Niccol has also emphasized the importance of trusting one's instincts. "There will be times in your career when your gut will be tingling," he told CNBC Make It. "Make space for that instinctive intelligence and take action. Trust your instincts."

What truly set Niccol apart during the Starbucks CEO selection process was a phrase that resonated with the company's board. Speaking to CNBC, former Starbucks chair Mellody Hobson, who recently passed her position on to Niccol, revealed that his confidence was captured in five simple words: "I know what to do."

"He said, 'This is a speed bump in the company's history. This is not something that I fear going into,' and that was something for our board that was extremely encouraging," Hobson noted. 

Starbucks' new CEO Brian Niccol's "beat-up notebook" and simple success mantras

Fiona Gordon has been promoted to Global CEO of Advertising of Ogilvy. In her new role, Gordon will be responsible for ensuring the creative network’s advertising, brand, and content capabilities are constantly adapting to meet the demands clients face in today's dynamic marketing landscape.

Gordon will report to Devika Bulchandani, Global CEO of Ogilvy, and join the agency’s Global Executive Committee. She has served as CEO of Ogilvy UK since 2021 and has led a resurgence for the agency in the market. In 2024, Ogilvy UK ranked as #1 creative agency in the UK on WARC's 2024 Creative 100 list, the definitive benchmark for creative success.

Bulchandani said, “Fiona is a proven champion of creativity, trusted partner to many of our top clients, and passionate steward of the founder culture that makes Ogilvy shine. She leads with both her head and her heart, inspiring those around her with her vision and her unwavering belief in the power of the talent she works with. That is what has propelled Ogilvy UK forward during her tenure as CEO, and now I’m thrilled that our global network will benefit from her leadership as she steps into this role.”

Gordon added, “I'm invigorated by the boundless potential of creativity to not only propel businesses forward but to leave an indelible mark on culture. Collaborating more closely with Dev, Liz, and Ogilvy’s Worldwide Creative Council to harness our network’s collective creative brilliance on behalf of our clients is a tremendous opportunity to create work that drives real impact in today’s ever evolving landscape."

Fiona Gordon promoted to Global CEO of Advertising of Ogilvy

India's dairy brand Amul has won a trademark infringement case against an Italian brand.

Gujarat Cooperative Milk Marketing Federation (GCMMF), owner of Amul filed a lawsuit arguing that the dairy company is a household name in India and has a global reputation, Times of India reported.


On the other hand, Italian company Terre Primitive "blatantly" copied the script, style, and manner of Amul packaging and only added "eti" as a suffix in its name, making it Amuleti, Singh contended.

	
<a href="https://www.storyboard18.com/advertising/the-butter-half-how-the-amul-girl-became-the-toast-of-india-41677.htm">The Butter Half: How the Amul girl became the toast of India</a>


Henceforth, the English daily said that the Delhi High Court granted an injunction in favour of Amul, the world's 8th dairy organization. Justice Mini Pushkarna passed the order restraining the Italian firm from using or dealing with any marks identical to "Amul" and directed them to remove infringing products from their website. 

"In the above said circumstances, the plaintiffs have demonstrated a prima facie case for grant of injunction and, in case, no ex parte ad interim injunction is granted, the plaintiffs will suffer an irreparable loss," an Informist media report quoted Delhi HC.

<a href="https://www.storyboard18.com/brand-marketing/amul-tops-as-the-worlds-strongest-food-brand-brand-finance-report-40143.htm">Amul tops as the world’s strongest food brand: Brand Finance report</a>

Additionally, Meta Inc. has ordered to block or delete the social media account of Terre primitive for promoting Amuleti.


GCMMF's managing director, Jayen Mehta, called the order a relief for Amul and an example of protecting indigenous brands from foreign infringement. GCMMF has used the trademark "Amul" for its products since 1958. However, the Italian firm created its website in 2020.

The next hearing of the case is scheduled for January 7, 2025

Amul wins trademark infringement case against Italian brand Amuleti

Godrej Consumer Products Limited has elevated Ashwin Moorthy to the position of global head of category direction and innovation. He will handle the responsibilities along with the responsibilities of his present role, which is head of marketing. 


Moorthy was also inducted into the GCPL Global Management Committee and will be part of the senior management.


He began his career at Mindshare as a media planner and went on to work at Unilever.


As the category head at GCPL, Moorthy was responsible for Indian Soaps & Aircare business. He leads category direction, Innovation, Equity & CMI teams for global categories across GCPL's operating countries. He has continued responsibility for India Marketing function, P&L performance and business delivery.


During his time at Unilever, as the brand manager of Taj Mahal and Lipton, Moorthy was responsible for managing mix deployment in market, P&L, media and promotion planning and expenditure, pricing strategy, in-market activation and distribution of the Taj Mahal and Lipton Tea Indian business.


<a href="https://www.storyboard18.com/watch-listen/bombay-is-the-global-mecca-of-advertising-gcpls-sudhir-sitapati-18114.htm">Read more: Bombay is the global Mecca of advertising: GCPL's Sudhir Sitapati</a>

GCPL elevates Ashwin Moorthy to Global Head of Category Direction and Innovation

Electric 2-wheeler manufacturer Ather Energy CEO Tarun Sanjay Mehta's annual remuneration has witnessed a 36.3% rise in annual remuneration to Rs 3 crore per annum in fiscal year (FY) 2025 from Rs 2.2 crore in FY2024. 

Chief Technical Officer Swapnil Babanlal Jain also saw a similar rise in his annual package in the current fiscal year. 

Both Mehta and Jain hold 10,841,418 equity shares and 37,074 preference shares each in the IPO-bound company. Mehta will be selling about 10 lakh shares as per the draft red herring prospectus (DRHP) of the company. Among investors, Tiger Global, GIC, and Binny Bansal's Three State Ventures will also sell their shares on the OFS window.

<a href="https://www.storyboard18.com/brand-marketing/ipo-bound-ather-energy-plans-aggressive-marketing-push-to-strengthen-ev-brand-41879.htm">IPO-bound Ather Energy plans aggressive marketing push to strengthen EV brand</a>

Mehta holds a bachelor’s and master’s degree in technology in engineering design from the Indian Institute of Technology (IIT), Madras under the dual degree programme. He has over 10 years of experience in the electric vehicles sector. 

Mehta has been associated with Ather Energy since October 21, 2013. He was re-appointed as the Executive Director and the CEO of the company for a period of five years with effect from May 30, 2024. 

Ather Energy is likely to debut in the stock market next year. The competitor of Ola Electric plans to raise Rs 3,100 crore.

Last month, Ather turned unicorn following $ 71 million in funding from NIIF. The company's valuation stood at $1.3 billion.

Ather Energy CEO Tarun Mehta's annual remuneration rises 36.3% to Rs 3 crore in FY25

Shares of Bikaji Foods International, Gopal Snacks, and Prataap Snacks jumped on Tuesday after the government cut GST on Namkeen. During the 54th council meeting, the Centre reduced the Goods and Services Tax (GST) levied on Extruded Namkeen snacks to 12% from 18%. 

Gopal Snacks Ltd shares closed at  Rs 348.35 up 6.82%, Bikaji Foods International Ltd shares closed at Rs 860.85 up 3.11% and Prataap Snacks Ltd shares increased by 0.17% and closed at Rs 815 on Tuesday, respectively.

The GST rate of extruded savoury/salted  (other than un-fried or un-cooked snack pellets), falling under HS 1905 90 30 has been reduced from 18% to 12% at par with namkeens, bhujia, mixture, chabena (pre-packaged and labelled), classified under HS 2106 90 label.

Earlier, the GST rate on chips, namkeen, bhujias, and other related snack foods attracted 12% of the GST. However, the Centre has now added the extruded snacks to the same GST tax bracket on 9 September.

Besides, the government also brought down the GST from 12% to 5% on cancer drugs this week.



Bikaji Foods, Gopal Snacks, Prataap Snacks shares jump after govt slashes GST rates on namkeen

The Board of Directors of Asian Paints has approved the appointment of Varun Berry as an Independent Director for a period of five years with effect from 23rd October 2024 to 22nd October 2029. 

A veteran FMCG leader Berry is Vice Chairman and Managing Director of foods major Britannia Industries Ltd. He joined Britannia as Vice President and Chief Operating Officer in January 2013. Berry has over 38-years of experience, including stints at companies like Hindustan Unilever and PepsiCo, both in India and overseas. He also has a successful track record in leading start-ups, turnarounds, joint ventures and growth businesses. He is also on the Board and Committees of the Board of several other leading companies. Berry studied engineering and Business Administration at Punjab University. 

<a href="https://www.storyboard18.com/brand-makers/storyboard18-visionaries-britannias-varun-berry-shares-leadership-lessons-24840.htm">Read more: Storyboard18 Visionaries: Britannia's Varun Berry shares leadership lessons</a>

<a href="https://www.storyboard18.com/brand-marketing/varun-berry-britannia-industries-rural-market-share-grew-at-a-faster-clip-than-urban-38718.htm">Read more: Varun Berry, Britannia Industries: Rural market share grew at a faster clip than Urban</a>

Britannia MD Varun Berry joins Asian Paints board as independent director

Narayana Murthy, co-founder of Infosys, is not just a celebrated entrepreneur but also a prominent voice on social and educational issues. 

His candid comments often stir debate and inspire discussions across various platforms.

Below, we explore some of the most provocative statements he had made over the years.

1. On Parental Responsibility in Education

During the launch of Paul Hewitt's 13th edition of Conceptual Physics in Bengaluru on September 9, Murthy emphasized the importance of parental discipline in children's education. He critiqued parents who engage in entertainment, expecting their children to study in a non-conducive environment. "If the parents are going and seeing movies and then telling 'children, no, no, you study' (that won't work)," he said.

Murthy highlighted how he and his wife, Sudha, would dedicate more than 3.5 hours each day to his children Akshata and Rohan Murthy during their school years, setting a personal example rather than merely instructing them.

2. The Coaching Class Culture

Addressing the high suicide rates in Kota, Rajasthan - a hub for coaching institutes - Murthy pointed out the inefficiencies in the reliance on coaching classes for competitive exams. "Coaching classes are the wrong way to help children to pass examinations. I don't believe in coaching classes," he stated at the unveiling of a best-selling book in Bengaluru. 

He expressed concern over students not paying attention in regular classes and the inability of parents to assist, leading to a cycle of dependency on these costly institutes. "Most people who go to coaching classes, they don't listen to their teachers carefully in the class and poor parents, they are not as competent to help them and therefore they see some value, Murthy said.

3. 70-Hour Work Week 

Murthy ignited a debate by suggesting that young Indians should work 70 hours a week to increase the nation's productivity and competitiveness on the global stage. "Unless we improve our work productivity... we will not be able to compete with those countries that have made tremendous progress," remarked Murthy on the first episode of 3one4 Capital's podcast 'The Record'. "So therefore, my request is that our youngsters must say, 'This is my country. I'd like to work 70 hours a week," he added.

His comments, which were perceived as promoting an extreme 'hustle culture,' drew backlash from various quarters on social media, with critics arguing that such demands could lead to burnout and were particularly insensitive to the challenges of working women.

4. Infosys COO Pay Controversy

In 2017, Murthy publicly criticized the substantial pay hike approved for Infosys' COO, Pravin Rao. He argued that the decision was "not proper" and would erode trust among employees, highlighting a discrepancy between top executive and average employees compensation. His stance reflected his ongoing concern for equity and fairness within corporate compensation practices.

5. Opposition to Remote Work

Following the COVID-19 pandemic, as companies worldwide were embracing remote work or 'WFH', Murthy expressed his opposition to this model for India. "I am not a great fan of work from home at all,", Murthy quoted. He further stressed that working from the office is crucial for productivity and advocated for a return to traditional work environment to boost efficiency and collaboration. 

Murthy also went on to say that a work from home system does not suit a country like India where people live in 'multi-generational households,' 'have poor Internet bandwidth,' and 'do not have a separate room to convert into a home office.' This comment was met with mixed reactions on social media creating a debate on the efficacy of a remote work system being picked by organizations.

Narayana Murthy's statements often challenge the status quo, pushing for a more introspective and proactive approach to societal issues. Whether it is education, entrepreneurship, or national identity, his words continue to provoke thought and debate among the public and policymakers alike.

Source: BBC, The Economic Times, Business Today, The News Minute, Moneycontrol, India Today

Shekhar Kapur appointed festival director for International Film Festival of India

Kapur will lead the 55th and 56th editions of the Goa-based festival, which is conducted yearly, according to a statement from the Information and Broadcasting Ministry.

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