top of page

By:

Divyaa Advaani 

2 November 2024 at 3:28:38 am

When agreement kills growth

In the early stages of building a business, growth is often driven by clarity, speed, and conviction. Founders make decisions quickly, rely on their instincts, and push forward with a strong sense of belief in their methods. This decisiveness is not only necessary, it is often the very reason the business begins to grow. However, as businesses cross certain thresholds, particularly beyond the Rs 5 crore mark, the nature of growth begins to change. What once created momentum can quietly begin...

When agreement kills growth

In the early stages of building a business, growth is often driven by clarity, speed, and conviction. Founders make decisions quickly, rely on their instincts, and push forward with a strong sense of belief in their methods. This decisiveness is not only necessary, it is often the very reason the business begins to grow. However, as businesses cross certain thresholds, particularly beyond the Rs 5 crore mark, the nature of growth begins to change. What once created momentum can quietly begin to create limitations. In many professional environments, it is not uncommon to encounter business owners who are deeply convinced of their approach. Their methods have delivered results, their experience reinforces their judgment, and their confidence becomes a defining trait. Yet, in this very confidence lies a subtle risk that is often overlooked. When conviction turns into certainty without space for dialogue, conversations begin to narrow. Suggestions are heard, but not always considered. Perspectives are offered, but not always encouraged. Decisions are made, but not always explained. From the outside, this may still appear as strong leadership. Internally, however, a different dynamic begins to take shape. People start to agree more than they contribute. This is where many businesses unknowingly enter a critical phase. When teams, partners, or stakeholders begin to hold back their perspective, the quality of thinking around the business reduces. What appears as alignment is often silent disengagement. What looks like efficiency is sometimes the absence of challenge. Over time, this directly affects the decisions being made. At a Rs 5 crore level, this may not be immediately visible. Operations continue, revenue flows, and the business appears stable. But as the organisation attempts to grow further, this lack of diverse thinking begins to surface as a constraint. Growth slows, not because of lack of effort, but because of limited perspective. On the other side of this equation are individuals who consistently find themselves accommodating such dynamics. They recognise when their voice is not being fully heard, yet choose not to assert it. The intention is often to preserve relationships, avoid friction, or maintain a sense of professional ease. Initially, this approach appears collaborative. Over time, however, it begins to shape perception. When individuals do not express their perspective, they are gradually seen as agreeable rather than essential. Their presence is valued, but their input is not actively sought. In many cases, they become part of the process, but not part of the decision. This is where personal branding begins to influence business outcomes in ways that are not immediately obvious. A personal brand is not built only through visibility or achievement. It is built through how consistently one demonstrates clarity, confidence, and openness in moments that require it. It is shaped by whether people feel encouraged to think around you, or restricted in your presence. At higher levels of business, this distinction becomes critical. If people agree with you more than they challenge you, it may not be a sign of strong leadership. It may be an indication that your environment is no longer enabling better thinking. Similarly, if you find yourself constantly adjusting to others without expressing your own perspective, your contribution may be diminishing in ways that affect both your influence and your growth. Both situations carry a cost. They affect decision quality, limit innovation, and over time, restrict the scalability of the business itself. What makes this particularly challenging is that these patterns develop gradually, often going unnoticed until the impact becomes difficult to ignore. The most effective leaders recognise this early. They create space for dialogue without losing direction. They express conviction without dismissing perspective. They build environments where contribution is expected, not avoided. In doing so, they strengthen not only their business, but also their personal brand. For entrepreneurs operating at a stage where growth is no longer just about execution but about expanding thinking, this becomes an important point of reflection. If there is even a possibility that your current interactions are limiting the quality of thinking around you, it is worth addressing before it begins to affect outcomes. I work with a select group of founders and professionals to help them refine how they are perceived, communicate with greater impact, and build personal brands that support sustained growth. You may explore this further here: https://sprect.com/pro/divyaaadvaani In the long run, it is not only the decisions you make, but the thinking you allow around those decisions, that determines how far your business can truly grow. (The author is a personal branding expert. She has clients from 14+ countries. Views personal.)

Save Smarter with Savings+

In many Indian households, money lies idle in savings accounts. It feels safe to see a good balance, but interest rates are low - about 2.5–3% a year. After tax and inflation, the real value of money falls. What seems secure today may not be enough tomorrow. Keeping too much in savings make the future goals harder to achieve.

Across scheduled commercial banks, savings balances run into tens of lakh crore rupees, reflecting a deep habit of leaving cash where it works the least. Habit, not strategy, often decides where hard earned money rests.


How professionals park money

If you are a Chief Finance Officer (CFO), you are unlikely to leave large surpluses idle in a savings or current account. Instead, you use debt mutual fund options such as overnight, liquid and money market funds to keep cash accessible while seeking better risk adjusted returns. The same types of funds are available to individual investors, raising an obvious question: if India’s top CFOs rely on these vehicles, why should retail savers not consider them for at least a part of their own surplus?


Savings and investments are often used interchangeably, yet the intent is different. Savings focus on safety and ready access, whereas investments aim to grow wealth; there is no reason why savings cannot be structured to do a bit of both.

Bajaj FinServ Savings+ is designed as a bridge between the comfort of a savings account and the efficiency of short term debt funds. Surplus balances above a chosen threshold in a savings account can be channelled into selected debt funds of Bajaj Finserv Mutual Fund, typically a liquid or overnight fund. These funds invest in short-term, high-quality debt instruments and seek to deliver a return profile that may exceed a standard savings rate, though outcomes remain market linked.


Experience the daily convenience like a savings account - high liquidity, quick access, and flexible redemption. Up to Rs. 50,000 is processed within minutes, while larger withdrawals follow within two days as per scheme terms.

As Ganesh Mohan, Managing Director of Bajaj Finserv Mutual Fund, puts it, the idea is to “teach your money to be on its toes instead of sitting on the sofa,” so that cash is alert and active while risk remains conservative.


Inside the Savings+ structure

The underlying portfolios of the liquid and overnight schemes used in such a structure typically emphasise short duration and strong credit quality. In many cases, long term ratings are predominantly in the AAA category, with instruments often maturing within 91 days, aligning with the need for stability and rapid access. Investors are advised to stay for at least seven days in a liquid fund to avoid exit load.


This combination gives savers the potential to earn more than basic savings rates while continuing to enjoy high liquidity. As Ganesh Mohan notes, thoughtfully designed solutions in this space can change the way retail investors view their debt allocations, opening up a largely untapped category of disciplined, yet accessible, fixed income investing.


Who Savings+ may suit

A Savings+ type solution can be relevant for conservative savers who want low volatility but seek a modest step up from savings account returns on surplus balances. It may also appeal to new mutual fund investors looking for a straightforward, relatively low risk way to begin, with emphasis on capital preservation and quick access to money.


Households that maintain sizeable contingency funds or near-term expense pools in savings accounts, and are comfortable using digital platforms, might also find this structure useful. However, it is not a substitute for long term equity investing, retirement planning or growth-oriented strategies, as there are several schemes to address different goals.


In India, more than 50 crore people are estimated to have bank accounts, which almost always imply a savings or current account. In contrast, unique mutual fund investors number only four crore in a population of about 140 crore, indicating that the mutual fund segment is still a fraction of the banking universe. If even a small portion of the balances lying idle in savings accounts were thoughtfully redirected into suitable debt funds, it could significantly expand both investor participation and the effectiveness of household money management.


Bajaj Finserv Savings+ is one illustration of this concept; other asset management companies may offer similar structures with differing features, costs and risk profiles. Consulting a qualified financial adviser is advised before taking an investment decision.


Disclaimer: Mutual fund investments are subject to market risks, and scheme related documents should be read carefully before investing.


(The writer is a retired Bengaluru-based banker. Views personal.)


Comments

bottom of page