Happenings in the corporate world in the form of the resignations of Vishal Sikka from Infosys and Cyrus Mistry from the Tata group once again highlight the issue of ‘unwanted interference’ from supposedly retired ‘mentors’. There is no doubt that these stalwarts have given their life and blood in bringing their respective companies to their present stature but at the same time find it difficult to ‘let go’. Their all-pervasive personality looms large over the company stifling the working style of the incumbent heads, ultimately paving the way for their destruction.
Sharada Sivaram,
Kochi
In view of the strident stand taken by Mr. N.R. Narayana Murthy on issues relating to corporate governance, transparency and compensation, the resignation of Vishal Sikka was something only waiting to happen. No executive of his stature and background would stand the strong criticism unleashed on his style of functioning for long, and done in the open. With the company board solidly behind Mr. Sikka, Mr. Narayana Murthy was isolated. A newcomer would be wary of taking up a position in the company given the monitoring by the founders. The generational gap brings in a lot of change in administering an organisation. One saw it in the case of the Tata Group. The issues raised by Mr. Narayana Murthy could have been discussed across the table. Had wiser counsel prevailed, also factoring in the point that it is also shareholder value that is at stake, the sordid happenings would not have reached such a point.
V. Subramanian,
Chennai
