top of page

By:

Rahul Kulkarni

30 March 2025 at 3:32:54 pm

The Boundary Collapse

When kindness becomes micromanagement It started with a simple leave request.   “Hey, can I take Friday off? Need a personal day,” Meera messaged Rohit. Rohit replied instantly:   “Of course. All good. Just stay reachable if anything urgent comes up.”   He meant it as reassurance. But the team didn’t hear reassurance. They heard a rule.   By noon, two things had shifted inside The Workshop:   Meera felt guilty for even asking. Everyone else quietly updated their mental handbook: Leave is...

The Boundary Collapse

When kindness becomes micromanagement It started with a simple leave request.   “Hey, can I take Friday off? Need a personal day,” Meera messaged Rohit. Rohit replied instantly:   “Of course. All good. Just stay reachable if anything urgent comes up.”   He meant it as reassurance. But the team didn’t hear reassurance. They heard a rule.   By noon, two things had shifted inside The Workshop:   Meera felt guilty for even asking. Everyone else quietly updated their mental handbook: Leave is allowed… but not really. This is boundary collapse… when a leader’s good intentions unintentionally blur the limits that protect autonomy and rest. When care quietly turns into control Founders rarely intend to micromanage.   What looks like control from the outside often starts as care from the inside. “Let me help before something breaks.” “Let me stay involved so we don’t lose time.” “Loop me in… I don’t want you stressed.” Supportive tone.   Good intentions.   But one invisible truth defines workplace psychology: When power says “optional,” it never feels optional.
So when a client requested a revision, Rohit gently pinged:   “If you’re free, could you take a look?” Of course she logged in.   Of course she handled it.   And by Monday, the cultural shift was complete: Leave = location change, not a boundary.   A founder’s instinct had quietly become a system. Pattern 1: The Generous Micromanager Modern micromanagement rarely looks aggressive. It looks thoughtful :   “Let me refine this so you’re not stuck.” “I’ll review it quickly.”   “Share drafts so we stay aligned.”   Leaders believe they’re being helpful. Teams hear:   “You don’t fully trust me.” “I should check with you before finishing anything.”   “My decisions aren’t final.” Gentle micromanagement shrinks ownership faster than harsh micromanagement ever did because people can’t challenge kindness. Pattern 2: Cultural conditioning around availability In many Indian workplaces, “time off” has an unspoken footnote: Be reachable. Just in case. No one says it directly.   No one pushes back openly.   The expectation survives through habit: Leave… but monitor messages. Rest… but don’t disconnect. Recover… but stay alert. Contrast this with a global team we worked with: A designer wrote,   “I’ll be off Friday, but available if needed.” Her manager replied:   “If you’re working on your off-day, we mismanaged the workload… not the boundary.”   One conversation.   Two cultural philosophies.   Two completely different emotional outcomes.   Pattern 3: The override reflex Every founder has a version of this reflex.   Whenever Rohit sensed risk, real or imagined, he stepped in: Rewriting copy.   Adjusting a design.   Rescoping a task.   Reframing an email. Always fast.   Always polite.   Always “just helping.” But each override delivered one message:   “Your autonomy is conditional.” You own decisions…   until the founder feels uneasy.   You take initiative…   until instinct replaces delegation.   No confrontation.   No drama.   Just quiet erosion of confidence.   The family-business amplification Boundary collapse becomes extreme in family-managed companies.   We worked with one firm where four family members… founder, spouse, father, cousin… all had informal authority. Everyone cared.   Everyone meant well.   But for employees, decision-making became a maze: Strategy approved by the founder.   Aesthetics by the spouse.   Finance by the father. Tone by the cousin.   They didn’t need leadership.   They needed clarity.   Good intentions without boundaries create internal anarchy. The global contrast A European product team offered a striking counterexample.   There, the founder rarely intervened mid-stream… not because of distance, but because of design:   “If you own the decision, you own the consequences.” Decision rights were clear.   Escalation paths were explicit.   Authority didn’t shift with mood or urgency. No late-night edits.   No surprise rewrites.   No “quick checks.”   No emotional overrides. As one designer put it:   “If my boss wants to intervene, he has to call a decision review. That friction protects my autonomy.” The result:   Faster execution, higher ownership and zero emotional whiplash. Boundaries weren’t personal.   They were structural .   That difference changes everything. Why boundary collapse is so costly Its damage is not dramatic.   It’s cumulative.   People stop resting → you get presence, not energy.   People stop taking initiative → decisions freeze.   People stop trusting empowerment → autonomy becomes theatre.   People start anticipating the boss → performance becomes emotional labour.   People burn out silently → not from work, but from vigilance.   Boundary collapse doesn’t create chaos.   It creates hyper-alertness, the heaviest tax on any team. The real paradox Leaders think they’re being supportive. Teams experience supervision.   Leaders assume boundaries are obvious. Teams see boundaries as fluid. Leaders think autonomy is granted. Teams act as though autonomy can be revoked at any moment. This is the Boundary Collapse → a misunderstanding born not from intent, but from the invisible weight of power. Micromanagement today rarely looks like anger.   More often,   it looks like kindness without limits. (Rahul Kulkarni is Co-founder at PPS Consulting. He patterns the human mechanics of scaling where workplace behavior quietly shapes business outcomes. Views personal.)

Chasing Trillions and the Mirage of 2047

Updated: Jan 30

Part 2:

India’s economy is growing, but will it grow fast enough to reach its ambitious targets?

India’s economy

Ahead of the Union Budget 2025, India’s economic outlook remains a mixture of promise and caution, with key indicators pointing to both resilience and areas of concern. To fully grasp the state of India’s economy, one must look beyond the headlines and into the numbers. At its core, Gross Domestic Product (GDP) serves as the most common yardstick, measured in two forms: Nominal GDP, which reflects the total value of goods and services at current prices, and Real GDP, which adjusts for inflation to enable meaningful comparisons over time. While the GDP growth rate usually refers to the latter, the size of the economy is expressed in terms of the former.


After an impressive GDP growth of 8.2 percent in FY 2023-24, India’s economy slowed to roughly 6 percent in the first half of the current fiscal year. Opposition parties have been quick to seize on the downturn, but the broader context is less grim. The OECD’s December 2024 outlook pegged global growth at 3.2 percent, with India projected to expand by 6.8 percent in FY 2024-25 - more than double the pace of developed economies, which are expected to grow at a mere 3 percent. By that measure, India’s resilience is undeniable.


Digging deeper into the components, Private Final Consumption Expenditure (PFCE) grew by 6.7 percent in the first half of FY 2024-25, bolstered by robust rural demand even as urban consumption softened. Meanwhile, Gross Fixed Capital Formation (GFCF), which represents investment in fixed assets, expanded by 6.4 percent in the same period. However, GFCF growth faltered in the second quarter due to a slowdown in government capital expenditure and a cautious private sector wary of election-related uncertainty, geopolitical risks, excess industrial capacity, and the threat of cheap imports flooding the market. The tremors were felt in lacklustre corporate earnings, which in turn dragged down stock indices.


Government Final Consumption Expenditure (GFCE), after contracting in the first quarter, rebounded with 4.1 percent growth in the second. The election-induced slowdown in public spending was inevitable, as the Model Code of Conduct put a temporary freeze on policy decisions. By August 2024, with a new government in place and a fresh budget passed, the wheels of expenditure began turning again. Public investment, particularly in infrastructure, is a crucial driver of economic momentum, and its revival could well determine the trajectory of the coming quarters.


Trade figures presented a mixed picture. Merchandise exports grew a modest 1 percent, driven by non-oil shipments, while merchandise imports climbed 6.2 percent, with non-oil, non-gold/silver imports rising by 3.9 percent. A $0.5 billion current account surplus in Q1 turned into a $21.4 billion deficit by Q2, reflecting a widening trade imbalance that weighed on GDP growth.


The third quarter, however, was marked by a buoyant festive season and an uptick in government spending. Large capital-intensive firms saw their order books swell by 23 percent in FY 2024, far outpacing the compound annual growth rate of 5 percent seen in previous years. As these projects move from planning to execution, industrial activity is already showing signs of revival, setting the stage for stronger numbers in the second half of the fiscal year.


By sheer scale, the Indian economy remains formidable. In the first half of FY 2024-25, its nominal GDP stood at Rs. 153.91 lakh crores—approximately $1.8 trillion. Projections from the Ministry of Statistics and Programme Implementation estimate nominal GDP for the full fiscal year at Rs. 324.11 lakh crores, or roughly $3.8 trillion. Yet, for all the talk of economic milestones, the dream of a $5 trillion economy, championed by Prime Minister Narendra Modi, remains just that - a dream, at least for now. Even breaching the $4 trillion mark by 2025 appears increasingly unlikely.


Beyond sheer numbers, the bigger challenge lies in India’s long-term goal: achieving ‘Vikasit Bharat’ - developed nation status by 2047. One benchmark for this transformation is a per capita GDP between $12,000 and $15,000. India’s current figure? $2,939 in FY 2025. To meet the 2047 target, annual growth must sustain a minimum 6.5 percent trajectory. So far, the economy is holding steady but will it be enough? The next wave of high-frequency indicators may provide the answer.


(The author is a Chartered Accountant and works at Authomotive Division of Mahindra and Mahindra Limited. Views personal.)

Comments

bottom of page