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By:

Rahul Kulkarni

30 March 2025 at 3:32:54 pm

Why the Majority Doesn’t Matter

Most change fails not from resistance, but from weak coalition design. Even if you negotiate well, you can still fail for a boring reason: You built the wrong coalition. This week we step into the third act of this series: modernize without backlash. Most leaders walk into an MSME thinking change is a vote. If most people agree, you win. That’s corporate thinking. In legacy Indian SMEs, the majority is usually passive. The people who matter are the ones who can stop the flow.   Which Seat...

Why the Majority Doesn’t Matter

Most change fails not from resistance, but from weak coalition design. Even if you negotiate well, you can still fail for a boring reason: You built the wrong coalition. This week we step into the third act of this series: modernize without backlash. Most leaders walk into an MSME thinking change is a vote. If most people agree, you win. That’s corporate thinking. In legacy Indian SMEs, the majority is usually passive. The people who matter are the ones who can stop the flow.   Which Seat Inherited seat: you may have authority, but you still need backing beyond the family name. Hired seat: you may have ideas, but you don’t have a home team yet. Promoted seat: you may have relationships, but you don’t automatically have permission.   In cricket, you don’t win because you have 11 batsmen. You win because the field is set right for the plan. A bowler can be doing everything right and still leak runs if the field leaves gaps. Singles become boundaries. The team blames the bowler. But the real issue was field setting. That’s how change fails in MSMEs.   Veto Players A small blocking group can stall you even if everyone nods in meetings. They don’t argue. They sit at gates: - Money release - Purchase approvals - Dispatch control - Owner access They can delay, create exceptions, raise “data doubts,” or ask for “one more confirmation.” And then they do the most effective thing of all: quietly wait for your energy to fade.   Own Work In one assignment, I thought I had the room. People smiled, agreed, even said, “Very good”. Two weeks later, nothing had moved. Two gatekeepers kept adding small speed-breakers. Every objection sounded reasonable. Over a month, the pilot died … no drama, just suffocation. That’s when I learned: in MSMEs, you’re rarely battling resistance. You’re battling veto power.   Coalition Math Political scientist William Riker had a simple idea: you don’t need everyone, you need a coalition that’s just big enough to win and hold. In a company, that means: enough of the right people so the new way becomes unavoidable. And people don’t jump alone. Most switch only when they see others switching because nobody wants to be the first person who looks foolish. So, your job is not “get buy-in from 50 people”. Your job is: 1. Build a small winning coalition 2. Neutralise the blocking coalition 3. Make it visible so the passive majority follows Politics Drama Name the gates Write the 3–5 gates your change must pass through (money, approvals, dispatch, data). Then write who controls them in real life. Pick your first five supporters Not supporters in principle. People who will act. Five is enough to cover gates without becoming a crowd. Pay the coalition cost upfront Each supporter needs one thing to stay aligned: respect, safety, credit, clarity, control of exceptions. Ignore this, and support disappears the first time pressure comes. Neutralize blockers calmly You have three moves: Convert: give them a dignified role and protect the interest they fear losing. Bypass: redesign the workflow so their veto reduces. Contain: limit their veto to exceptions, not the main flow. What you should not do is start a public fight too early. That creates camps. Camps create long wars. Wars kill modernization.   Field Test Name your first five supporters for your next change. Against each name, write ONE concession they need to stay aligned. Example: “You chair the weekly ritual.” “Pilot data won’t be used for appraisal.” “You control exceptions, but exceptions must be logged.” “Your method becomes the base standard.” “Your role is made explicit.” If you can’t name five, you don’t have a coalition yet. You have a hope.   In MSMEs, the majority is tired, busy, and risk-sensitive. They won’t lead your change. They will join it when it feels safe and inevitable. So, stop trying to convince everyone. Set the field properly. Build alignment with five. Neutralise the two who can block.   (The writer is a co-founder at PPS Consulting. He is a business transformation consultant. He could be reached at rahul@ppsconsulting.biz.)

Congress ditched us first: Sunil Tatkare

Mumbai: In a significant escalation of the ongoing friction within Maharashtra’s political landscape, Nationalist Congress Party (NCP) state unit chief Sunil Tatkare has squarely blamed the Congress party for the disintegration of the Maharashtra Vikas Aghadi (MVA) alliance.


In a candid interview with a Marathi television news channel, Tatkare asserted that the Congress was the first to "ditch" its partners, a move he claims fundamentally broke the trust required to sustain the coalition and forced the NCP to reconsider its political future.


Tatkare’s revelations come at a fragile moment for the NCP, which is still reeling from the sudden accidental death of Deputy Chief Minister Ajit Pawar in late January 2026.


The tragedy has sparked intense speculation about a potential "Ghar Wapsi" or reunion between the rival NCP factions. However, Tatkare has emerged as a lightning rod for criticism from the Sharad Pawar-led NCP (NCP-SP), with leaders like Shashikant Shinde and Rohit Pawar accusing him of being a "blockade" acting at the behest of the BJP to prevent the party from coming back together.


Addressing these allegations, Tatkare defended the party’s decision to remain aligned with the Bharatiya Janata Party (BJP) under the Mahayuti banner. “The BJP and the top leadership of NDA have given us a trust and the clarity that they would take us along ahead. We have even worked as part of the UPA earlier. I was the state president of the party even back then. We have closely experienced – and even suffered - the ill treatment mated to the allies there. We have also observed the BJP’s conduct since 2014,” Tatkare said while explain what went behind his party’s decision to go along with the BJP.


While elaborating on the specific incidents that led to the beginning of the end, Tatkare gave a specific anecdote from the seat sharing talks with the Congress. “I was the state party chief and we were in seat sharing talks with Prithviraj Chavan representing the Congress. We wanted some seats exchanged. We were asked to furnish the list. Despite my suspicion and hence opposition, we shared the list. My nightmares came true. The Congress declared their candidates on all the seats. That was the first fissure within the MVA,” Tatkare said.


He noted that unlike their experience with the Congress, the BJP has consistently followed "alliance conduct" and treated its partners with cordiality. He dismissed the reunification rumours as baseless, emphasising that the party is committed to carrying forward the ideology and political stand established by the late Ajit Pawar.


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