Crisis-to-Transformation Strategy and Change Management for Organisational Effectiveness
Siachen Glacier, 1998–99. Since 1984, no unit had completed a six-month tenure here without losing someone. My unit brought all 800 soldiers home, and that is still the benchmark.
18 Rashtriya Rifles, Lolab, 2006–08. I took over a 1,200-strong unit shaken by suicides by two soldiers and one by an officer. It won a unit award in January 2009. When I returned in 2022, the Lolab Valley needed two Army posts where it had once needed nine.
NCC Delhi, 2023–25. I took over a 36,000-cadet directorate run on habit. It finished second among 17 state directorates in January 2025, inside its existing ₹20 crore budget.
You stop spending on the wrong problem. The cause everyone was blaming turns out not to be the real one. Once the real cause is found, other problems tend to fall away with it.
Your people own the result. Soldiers who had been trained to distrust villagers began to trust them. Cadets who had been drilled, after being skilled, began to want to win for their own state directorate.
The result outlasts me. Years after I left, the posts stayed fewer. The NCC Voice of Red Hackle podcast the cadets started still airs, and the Siachen record still stands.
Boards and CXOs of companies in turnaround or carrying a legacy culture. Public-sector undertakings and government departments that should deliver more than they do. Large training, education and youth institutions. Trusts and temple boards with large frontline or volunteer workforces.
Board seat or independent director. Request a Board Advisory Conversation.
Advisory retainer. Initiate an Advisory Engagement