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By:

Rahul Kulkarni

30 March 2025 at 3:32:54 pm

Governance Is Modernization

By now, if you’ve followed this series, you’ve done something rare. You didn’t walk in and start “fixing” blindly. You understood the equilibrium. You reduced the fear of loss. You made the new way easier than the old way. You created rhythm. You built reputation and credibility. You learned to negotiate, build coalitions, digitize in small steps. And the previous article, Rahul spoke about the hidden requirement: psychological safety because without truth, every dashboard becomes theatre....

Governance Is Modernization

By now, if you’ve followed this series, you’ve done something rare. You didn’t walk in and start “fixing” blindly. You understood the equilibrium. You reduced the fear of loss. You made the new way easier than the old way. You created rhythm. You built reputation and credibility. You learned to negotiate, build coalitions, digitize in small steps. And the previous article, Rahul spoke about the hidden requirement: psychological safety because without truth, every dashboard becomes theatre. Now we close the season with the most grounded definition of “professionalization” I know. It’s not ERP. It’s not fancy roles. It’s not a new org chart. Because when power is unclear, everything else becomes unstable. Which seat are you stepping into? • Inherited seat: you may have formal authority, but decision rights are often still “family-managed”. • Hired seat: you may have responsibility without authority. That is the fastest path to frustration. • Promoted seat: you may have influence, but your boundaries are fuzzy, and that creates daily conflict. Different seats. Same reality: the business runs on invisible boundaries. The property boundary line Think about a property boundary line between two neighbors. When the line is clear, people may still argue but disputes are limited. When the line is unclear, every small thing becomes a fight: • “This is my parking space”. • “That tree is mine”. • “This wall belongs to who?” In a company, decision rights are the boundary line. If the boundary is not clear: • approvals become political • escalation becomes emotional • responsibility becomes a trap • people start bypassing • and “urgent” becomes the excuse for everything This is why modernization fails even after you digitize. Because digitization creates visibility, and visibility creates conflict if authority is still fuzzy. Governance sounds heavy, but it’s actually simple When people hear “governance”, they imagine board meetings and legal language. In MSMEs, governance is much simpler: Who can decide what, within which limits, and what happens when there is a conflict. That’s it. If you can answer those three questions, you’re already professionalizing. Why governance matters more in family-influenced firms In many Indian MSMEs, decisions are not purely operational. They are emotional and relational. A pricing exception may be linked to a relationship. A hiring decision may be linked to loyalty. A capex purchase may be linked to ego and legacy. This is not “wrong”. It’s just real. But when the company starts growing, this style doesn’t scale. It creates confusion: • managers don’t know what they can commit to • teams don’t know whose instruction to follow • the owner gets dragged into everything • and the new leader becomes the “bad cop” without any real authority There’s a light-touch academic way to describe this too: Jensen and Meckling wrote about “agency” issues … when decision-makers and owners have different incentives. The fix is not more control. The fix is clearer decision rights. The three decision rights that change everything If you do only three things in governance, do these: 1. Pricing authority Who can approve discounts? Under what limits? What is the exception path? 2. Capex thresholds Who can approve spending? Up to what amount? What needs owner approval? What can be delegated? 3. Hiring approvals Who can hire? Who can approve headcount? What roles require founder/family sign-off? These three create a surprising amount of stability. Why? Because they cover money, investment, and people … the three biggest emotional zones in MSMEs. What happens when these rights are not clear? You’ll recognize these symptoms: • people take decisions and later say “I thought it was okay” • approvals happen through WhatsApp messages that nobody can trace • the owner says “Why did you do this?” after the fact • managers get blamed for decisions they didn’t have the authority to make • teams bypass the system because “it’s urgent” • and your new “process” becomes optional again It’s not because people are undisciplined. It’s because the boundary line is not drawn. Field Test: Negotiate and document three decision rights This week’s field test is not a workshop. It’s a negotiation. If you try to enforce governance without safety, people will hide. If you try to digitize without governance, conflict will explode. This 12-articles season wasn’t about “fixing operations”. It was about how an incoming leader enters a legacy MSME without triggering immune response and then builds rhythm, credibility, coalition, safe digitization, and finally governance. Now that you can enter the system and steady it, the next macro-arc becomes obvious: How do you build the middle layer that sustains it … so the company doesn’t fall back into founder-dependence? That’s where real scale begins. (The writer is a co-founder at PPS Consulting. He is a business transformation consultant. He could be reached at rahul@ppsconsulting.biz.)

Choking Mumbai

For decades, Mumbai was perceived as a rare urban oasis, where the saline sweep of the Arabian Sea blunted the worst ravages of India's air pollution. That illusion has now been dispelled. A meticulous four-year study by Respirer Living Sciences (RLS), using data from its AtlasAQ platform, reveals the bleak truth that the city’s air is thick with pollutants all year round, with no ‘clean season’ left.


Mumbai’s annual average levels of PM10 (particulate matter ten microns or less in diameter) have consistently breached the national safety threshold of 60 micrograms per cubic metre (μg/m³). This is not merely a seasonal malaise tied to cooler winter months, as once assumed. Alarmingly, the city’s pollution levels persist even through the hot season, a time when improved atmospheric dispersion should offer natural reprieve.


Across the city - from Chakala in Andheri East to Deonar, Kurla, Vile Parle West and Mazgaon - pollution has become an unrelenting, ubiquitous presence.


The culprits are well known: traffic emissions from a burgeoning number of vehicles; unregulated dust from frenzied construction; industrial activity in and around the ports; and a conspicuous lack of dust control measures. Mumbai’s ceaseless growth now risks becoming a chronic liability.


Worryingly, the regulatory response remains sluggish. Mumbai’s urban planning continues to treat clean air as a peripheral concern, not a foundational necessity. Development plans rarely integrate environmental impact assessments in a meaningful way.


A sharper, citywide strategy is urgently needed. Dust suppression rules at construction sites must be enforced strictly, with financial penalties for violators and incentives for best practices. Traffic management systems should be overhauled to ease congestion and encourage the use of public transport. Expansion of clean, reliable mass transit network needs to be urgently prioritised. In addition, comprehensive real-time air monitoring at the ward level should be deployed, enabling authorities to respond to localised pollution spikes swiftly rather than relying on citywide averages that conceal dangerous hotspots.


Longer-term, clean air targets must be hardwired into the city’s master planning and transport policies. Green buffers along major traffic corridors, stricter emission norms for commercial vehicles and incentives for rooftop gardens and urban afforestation could all play a part. Industrial zones near port areas should be subjected to rigorous air quality compliance measures, not token self-certifications. Private developers and large infrastructure firms, often among the worst offenders, must be made stakeholders in the clean air mission through binding regulations.


Mumbai’s commercial dynamism - as a magnet for migrants, entrepreneurs and investors - depends not just on glittering skyscrapers but on something far more basic: the ability to breathe. Unless clean air becomes an unshakeable priority, the city risks suffocating its own future. For a metropolis that prides itself on its resilience against terror attacks, monsoon floods and economic shocks, the real test will be whether it can muster the will to fight an invisible, pervasive enemy slowly corroding the lives of its 20 million citizens.

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