Everyone seems to be talking about tokenisation these days. At conferences, in LinkedIn posts, inside fintech webinars — it’s being described as the next big upgrade to how assets move around the world. Real estate, bonds, private credit, even gold… everything, apparently, will soon live on a blockchain. But walk into an actual Indian boardroom, and the mood is very different. Instead of excitement, you’ll hear careful questions: Is this legal?   Who regulates it?   What happ

The Directors’ Institute – World Council of Directors proudly celebrates another distinguished group of alumni from Saïd Business School, University of Oxford, recognised through the International Corporate Directorship Programme.

The Directors’ Institute – World Council of Directors proudly celebrates ten distinguished alumni from Saïd Business School, University of Oxford, recognised through the International Corporate Directorship Programme. This recognition is not merely ceremonial. It represents readiness — the kind shaped by experience, sharpened by academic rigour, and strengthened by responsibility.

Why Share Pledging Is No Longer a Technical Footnote When promoters pledge their shares, they are not merely unlocking liquidity — they are quietly reshaping the company’s risk architecture. For years, promoter share pledging was treated as a technical disclosure item. A line in quarterly filings. A percentage figure analysts would glance at and move on. But in today’s environment — marked by tighter credit cycles, volatile equity markets and increasing governance scrutiny —

Corporate Power Is No Longer Self-Justifying Big companies have a lot of power these days. They affect how people do their jobs and what they buy. They even influence how cities are built and how we use resources. The decisions they make can have an impact on people's lives, just like the government does. Now that companies have so much power, people expect them to use it in a good way and be honest about what they are doing. Corporate power is a deal, and companies need to b

The level of complexity a boardroom director has to face in his or her professional life has always been a subject to decipher. Nevertheless, of late, it has become more intricate, given the expanding scope of Company Directors' Responsibilities. The rise of precariousness is no longer a one-off occurrence but a regular state of affairs. Accelerated technological transformation, compliance overhauls, environmental pressures, geopolitical tensions, and shifting social expectat

The Artificial Intelligence bill by the European Union has been passed and is a law now. Some provisions made by the act are in the process of being rolled out, some in the refinement phase through secondary guidance and parallel reforms, while some are already in practice. This brings about a governance moment that is familiar yet uncomfortable for boards of directors. Directors have to take matters like digital systems and artificial intelligence seriously at the oversight

Boards used to meet, nod politely at the numbers, and think they were safe. ESG? That was “CSR’s problem,” something you put in a report no one read. Fast forward to today, and that casual shrug could cost you millions — and your reputation — because ESG failures are now triggering real Director Liability . Imagine this: a company releases a glossy sustainability report. Big headlines, bold promises, fancy charts. “Net-zero by 2030!” the CEO beams. Investors are impressed. Em

Most directors don’t wake up thinking about insolvency law. They think about cash flow, customers, employees, deadlines, and keeping the business running. Insolvency only enters the picture when things start going badly. Sales drop. Bills stack up. Banks stop returning calls. That’s usually when legal duties suddenly become very real. Under normal conditions, the rules are strict. When a company is close to failing, director's duties in insolvency shift. The focus moves away