The Maoist movement's inroads into some 223 districts in 20 states — at last count—have the potential to not just stall big-ticket investments but also derail the great Indian growth story.

Goafest 2010 was a time to discuss strategies to keep ads—and ad makers—fresh.

By focussing on environment-friendly solutions, Thermax India has two Ps in the bag-Planet and Profit.

Godrej Consumer Products has always been an investor's delight-and it didn't disappoint during the downturn, either.

\"Carrot top\" Archie Andrews, the vivacious Riverdale teenager, is busy these days brushing up his Hindi.

On a lazy Thursday afternoon in December last year, surprised Mumbaikars spotted a helicopter hovering overhead with a huge banner display of Volkswagen's VW Beetle.

Train, create winners and then manage them-that's what Reliance hopes to do in its JV with IMG.

Who are these gentlemen who bid $333 million for an IPL franchise?

A tie-up with the NBA for a multi-city, community-based basketball league for players in the 14-18 age group is just what the sport needed in India.

Cricket-largely thanks to the IPL-is where the action is. But the big money sloshing around could go a long way in the creation of a broader sports ecosystem.

He started his career selling engineering equipment, excavators and cranes. Today, Karthik Sarma is the Chief People Officer of WNS—a talent scout and organisational catalyst.

His career in the media industry began not by choice, but by chance. A summer job, to be precise, at Prime Sports in 1996. Deepak Dhar, Managing Director of Endemol India, says: \"That summer hasn't gotten over yet for me.\" He joined Endemol in 2005 as creative director.

At a time when family soaps ruled, Ashvini Yardi changed the game at Zee by coming up with a serial —Saat Phere- Saloni Ka Safar. Photos of young executives

The bids for the two new Indian Premier League (IPL) teams may have come a cropper in the first round, but it wouldn't unduly worry Lalit Modi.

Here's a look at the people, places and products doing the rounds these days.

From the humble moped, to the then-trendy gearless scooter, to supplying critical components for the Tata Nano, the Kinetic Group has survived rapid changes and intense competition by reinventing itself.

Nisa, daughter of Adi Godrej, Chairman of the Godrej Group, would rather be known just by her first name as she helps transform the 113-year-old company.

Most of them started from the bottom, and today under the eagle supervision of senior family members, a whole host of inheritors is pulling out all stops to earn their spurs.

Pre-liberalisation they constituted the top tier of Indian business, only to flounder in a more competitive marketplace. Now their NextGen is attempting to come back by riding on new-found opportunities.

MTV converts its \"viewers\" into \"users\" by transforming its programming and, therefore, its business model.