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By:

Bharati Dubey

17 May 2026 at 1:38:10 am

After Don-3 controversy, Ranveer’s next film goes on floors

Mumbai: After months of attention surrounding his reported exit from Don 3, Ranveer Singh has finally moved on to his next major cinematic venture. The actor’s ambitious survival spectacle Pralay has officially gone on floors in Mumbai today, marking the beginning of filming on one of the most ambitious and scale-driven projects in Indian cinema. Headlined by Ranveer Singh and directed by Jai Mehta, Pralay is an original end-of-the-world action thriller that promises to take audiences into a...

After Don-3 controversy, Ranveer’s next film goes on floors

Mumbai: After months of attention surrounding his reported exit from Don 3, Ranveer Singh has finally moved on to his next major cinematic venture. The actor’s ambitious survival spectacle Pralay has officially gone on floors in Mumbai today, marking the beginning of filming on one of the most ambitious and scale-driven projects in Indian cinema. Headlined by Ranveer Singh and directed by Jai Mehta, Pralay is an original end-of-the-world action thriller that promises to take audiences into a world on the brink of annihilation. Produced by Ananya Birla’s Birla Studios, Hansal Mehta and Sahil Saigal’s True Story Films, and Maa Kasam Films, the film combines large-scale spectacle with a deeply human story of survival, courage and the instinct to fight for what matters most. The film marks Ranveer’s next major motion picture following Dhurandhar and Dhurandhar – The Revenge, which emerged as the highest-grossing film of all time. With Pralay, the actor once again ventures into unexplored cinematic territory, taking on a disruptive new concept that demands both physical intensity and emotional conviction. Ranveer will also serve as a producer on the film. The project comes at an important point in the actor’s career. His reported exit from Don 3 had generated considerable buzz, particularly as he was expected to carry forward one of Indian cinema’s most iconic franchises. With Pralay, Ranveer now turns the page with an entirely original story rather than stepping into another established universe. Joining him is Lokah breakout actress Kalyani Priyadarshan, who plays a pivotal role in the film and brings together another exciting performer from the new generation of Indian talent. For Ananya Birla, Pralay represents Birla Studios’ ambition to push the boundaries of mainstream Indian cinema by collaborating with contemporary creative forces. For True Story Films’ Hansal Mehta and Sahil Saigal, the project reflects their commitment to disruptive storytelling and content-driven cinema. Behind the camera, Jai Mehta leads the ambitious project. His work on Scam 1992: The Harshad Mehta Story, which he co-directed with Hansal Mehta, and Lootere has earned widespread acclaim. With Pralay, he steps into a significantly larger canvas, bringing together an ensemble of creative and technical talent from India and around the world. Set against the unmistakable pulse and landscape of Mumbai, Pralay follows a relentless journey of survival against the terrifying possibility of an end-of-the-world catastrophe. The film aims to marry breathtaking spectacle with an emotional core, exploring what people are willing to do to survive when the world as they know it begins to collapse. The makers are shooting extensively at live locations in and around Mumbai, embracing the physicality and unpredictability of real-world environments. The approach is designed to add scale, texture and realism to the apocalyptic world while creating an immersive theatrical experience. The film had already undergone several months of highly technical and intensive pre-production before cameras began rolling. Its ambitious mounting and unusual premise have made Pralay one of the most talked-about upcoming projects in Indian cinema.

The Culture Mirage: When Warmth Hides What Hurts

You don’t protect loyalty by freezing it in time. You protect it by giving it a future that still matters.


The Talent Mismatch: When Loyalty Outgrows Competence

Every growing company faces this moment … when gratitude becomes governance.


The oldest face in the room

“She was here before anyone else,” Rohit said softly.

The words sounded like respect, but also like a defense.

Across the table, Meera didn’t respond. She knew what that meant.

Asha, the company’s first hire, had been the soul of The Workshop (our composite case study of The People Paradox series) once.

Back when it was three people, one client, and a shared dream.

She did everything: vendor calls, billing, design feedback, even morale duty.

Her energy was contagious. Her loyalty unquestionable.

But now, three years later, the company had fifty people.Departments, systems, managers.And Asha, still just as loyal, was quietly becoming irrelevant.

No one said it aloud, but everyone felt it … the growing mismatch between what she meant and what the company now needed.


When loyalty turns into debt

Every founder meets this crossroad.

The faces that carried you through chaos now struggle to navigate structure.

They haven’t failed; the company simply changed shape faster than they did.

Rohit knew it too.

But gratitude is a heavy currency. Every time he thought of moving Asha aside, he felt like he was betraying history.

Behavioral economists call it sunk cost bias which is the tendency to keep investing in what we’ve already paid for, even when it no longer pays back.

In companies, that cost isn’t money. It’s memory. And so Rohit kept her close, gave her symbolic tasks, added her name to decisions she no longer drove.

It looked respectful. It felt kind. But slowly, it became expensive.

Projects slowed because people waited for her inputs out of habit.

New hires felt invisible.

And Meera, now a team lead, found herself caught between truth and tenderness.


Meera’s dilemma

Asha had once mentored Meera. Now, Meera was expected to manage her.

Every feedback conversation felt like betrayal. Every correction felt like disloyalty.

How do you tell someone who helped you grow that you’ve outgrown their way of working?

It was a strange kind of burnout… emotional, not operational.

The guilt of wanting progress without hurting anyone.

One evening, after another strained review, Meera told Rohit quietly,

“We keep saying we’re a family. But families don’t demote each other.” Rohit looked away. “That’s the problem,” he said. “We’re not a family anymore. We’re a company pretending to be one.”

That was the first honest sentence either of them had said in weeks.


Emotional economy of growth

Loyalty is emotional capital.

In the early days, it powers everything… speed, trust, belief.

But like any currency, it loses value if not reinvested into competence.

When a company scales, it trades on precision, not proximity.

It needs structure, not sentiment. And yet, most leaders delay that shift because they mistake gratitude for obligation.

That’s how the Talent Mismatch forms … quietly, under the weight of good intentions.

No one wants to fire the person who built the foundation. No one wants to admit that loyalty and relevance can drift apart. So, they stay polite.

And the system slows down, one kind gesture at a time.


Moment of truth

The reckoning came one Friday evening. The project deadline had slipped again.

Asha had promised an update that never came.

When Meera finally confronted her, Asha broke down. “I feel like I don’t belong here anymore,” she said. “I still love this place. But I don’t understand it.”

And in that confession lay the truth both sides had been avoiding. It wasn’t about competence or loyalty. It was about meaning.

Asha didn’t want power. She wanted purpose. Rohit didn’t need her old role, rather he needed her story to remain part of the company’s DNA. So they redefined her place: heritage, mentorship, training the next generation.

A new meaning without old weight.

That’s how you preserve loyalty: not by freezing it in time, but by giving it a future that still matters.


The quiet art of leadership

Growth doesn’t betray loyalty. It tests it. It asks whether we can love people without making them permanent.


Leadership, in the end, is this: to love people enough to evolve beyond them, and to respect them enough to let them do the same.


(The writer is Co-founder at PPS Consulting. He writes about the human mechanics of growth where systems evolve, and emotions learn to keep up. Views personal. Write to rahul@ppsconsulting.biz)

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