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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.)

Starlink’s India Entry: Strategic Move or Security Risk?

Updated: Mar 17, 2025


Starlink’s India Entry
Elon Musk

In a news-making announcement, London-based Bharti Global and Ahmedabad-based Jio Platforms Ltd confirmed that SpaceX’s Starlink has formal business ties with both major Indian telecom players to enter the vast Indian market—a sector with strategic implications. The move raised questions about broader national security concerns.


Before Starlink, India already had one of the world’s cheapest, densest, and fastest internet networks. Its 5G penetration is unmatched. By 2027, internet users in India are expected to exceed 1 billion, with over 90% of households online. India has developed its own telecom standard, 5Gi, to boost remote connectivity. Under BharatNet, nearly 2.64 lakh Gram Panchayat and non-Panchayat villages are being connected with optical fiber. The Bharat 6G Alliance and the government’s Multiplatform Next-Generation Networks Task Force are prioritising research into space-terrestrial integrated networks.


In the U.S., Starlink cannot sideline telecom giants like T-Mobile, AT&T, and Verizon. In February 2025, T-Mobile and Starlink launched a direct-to-device beta for low-coverage areas. In India, Starlink targets the premium segment with pricier services than BSNL, which is still rolling out 4G. So the question isn’t just about business—it’s why these tie-ups matter.


Telecom hardware autonomy is vital for India, a lesson learned during 5G development when Chinese equipment delays caused setbacks. Now, with Starlink, India risks relying on the U.S. for space integration with its domestic networks. The larger question: why aren't India’s space and telecom sectors collaborating more closely? Where is the spirit of Aatmanirbharta?


For 25 years, India and the U.S. have built strong ties. India modified the foundational military agreements—CISMOA, LEMOA, and BECA—to suit its needs. Notably, the India-specific CISMOA, COMCASA, signed in 2018, is relevant here.


Starlink is a monopoly backed by SpaceX, which uniquely combines satellite and rocket launch capabilities—an edge unmatched even by China or Russia. SpaceX’s dominance earns bipartisan support from the White House and Pentagon. India is now seeking collaboration with this monopoly. While COMCASA is military in scope, it also facilitates high-tech transfers. Starlink’s entry fits this second purpose.


Can India match SpaceX’s launch volume? For now, no. ISRO and New Space India Limited can build only 3–4 PSLVs a year unless more rockets are commissioned. The bar is high—SpaceX’s Falcon 9 had 134 launches in 2024 alone, carrying 22–23 Starlink satellites (about 17–18 tonnes) per launch. Even if Jio and Airtel build their own satellites, forming a full constellation requires frequent, high-capacity launches—something only SpaceX currently offers.


Concerns over Starlink’s entry into India are valid. So far, Starlink has been indirectly involved in gray zone warfare in the Russia-Ukraine conflict, partly due to U.S. government actions. Non-state actors and proxies have used Starlink for geopolitical aims. Black market sales of user terminals remain largely unchecked—one was even found with a secessionist group in Manipur.


Adding to the concerns is Elon Musk himself—a figure even Trump struggles to decipher. Musk has openly expressed his intent to support preferred national leaders via his X platform, echoing regime-change tactics once linked to covert U.S. operations—though he aims to do so publicly. Both Democrats and increasingly uneasy Republicans are growing wary of his overreach.


Indian public life values decency, respect, and decorum. No reputable leader or businessperson wants to hear something like, “Be quiet, small man, there is no substitute for Starlink,” as Musk told Poland’s foreign minister. India’s business and political leaders will tread carefully with someone trying to monopolise social media, telecom, and space—knowing monopolies rarely last.


Airtel still holds stakes in Eutelsat OneWeb, while Jio has partnered with Luxembourg-based SES to build a satellite constellation. Few know that BSNL already offers direct-to-device satellite connectivity via U.S.-based Viasat. Indian satellite firms are securing government contracts to develop domestic constellations. The PSLV is being privatised through a consortium of L&T and HAL. ISRO’s new Small Satellite Launch Vehicle is also up for private manufacturing by Alpha Design, Adani Defence, HAL, and Bharat Dynamics. Within a few years, India will have fully commercialised satellite launch and manufacturing.


More importantly, the case for large constellations like Starlink is weakening globally. Astronomers fear interference with observations, while scientists warn of heavy metal pollution from satellite burnouts. Environmental concerns in Earth’s orbit are growing, with France pushing sustainability talks via the Paris Peace Forum. Smaller constellations will emerge once viable technical and business models are available—and that day isn’t far.


The Jio and Airtel partnership with Starlink is likely temporary and will require geopolitical, political, and business resilience to succeed. Even if it falters, both telecom giants have contingencies. As for the Indian government, it plays like a seasoned centurion—respecting a good delivery and punishing a full toss with Rohit Sharma-style ease. This is one such good delivery from the US.


(The author is a Space and Emerging Technology Fellow at the Centre for Security, Strategy and Technology, Observer Research Foundation, Mumbai.)

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