I n every organisation, leaders invest si gnificant effort in designing strategies, implementing technologies, and introducing new policies to achieve growth and transformation. Yet, despite the best plans and intentions, many change initiatives fail to create lasting impact. The reason is simple and often overlooked: strategy may initiate change, but culture strongly influences whether it…
UNLOCKING HUMAN CAPABILITY æcdGqdIf/+ gfl:t, gfl:t d”ndgf}ifwd\ . cof]UoM k’?ifM gfl:t , of]hs:tq b’n{eM.Æ There is no alphabet that is not a mantra; there is no root that is not a medicine. There is no human who is incapable; rare then, is the facilitator. T his timeless Sanskrit shloka reminds us that potential exists everywhere;…
RE-ENGINEERING DEVELOPMENT INITIATIVES IN A CHANGING AID CONTEXT INTRODUCTION The global development landscape is undergoing a profound transformation. Across the world, foreign aid budgets are shrinking as donor countries grapple with domestic economic pressures, geopolitical realignments, competing humanitarian crises, and changing political priorities. Recent trends indicate that global development assistance is declining significantly with reductions…
A PARADIGM SHIFT IN MANAGEMENT EDUCATION IN NEPAL M anagement education plays a critical role in developing the human resources required for the economic and social development of a country. In Nepal, management education has traditionally focused on theoretical knowledge, examinations, textbooks, and classroom- based instruction. While this approach has provided students with fundamental concepts…
TIME, SPACE, AND RESPECT I n today’s competitive business environment, organisations invest heavily in attracting experienced professionals – leaders who bring maturity, industry exposure, market understanding, and people wisdom. These senior-level professionals are expected to stabilise systems, guide teams, mentor younger talent, and contribute strategically to organisational growth. Yet, a common paradox exists across many…
THE KNOWLEDGE WE CANNOT KEEP T he statistics that we all have learned to applaud, and I have started to mistrust. Last year the Department of Foreign Employment issued around 839,000 labour approvals, the most we have ever recorded. About 3.5 million Nepali workers migrate for work, i.e. approximately 1 in 7 of us. The…
The only certainty going forward is uncertainty T he world order set up after WWII is being dismantled. But this dismantling is not coming from new challengers. It is in fact largely coming from the country that set-up this world order – the United States of America. US economic policy and military actions are now…
Introduction Human resource development (HRD) is the foundation of economic growth, innovation, and social progress. Technical and Vocational Education and Training (TVET) lies at the core of the HRD as it is a system designed to equip individuals with practical skills, industry-specific knowledge, and employability competencies. Globally, TVET has proven to be a transformative force,…
N obody expects an emergency or disaster will affect them, their staff or their business operations. But the truth is that emergencies can strike anyone, anytime, anywhere. A workplace emergency is an unforeseen situation that threatens your employee, customers, the broader public, shuts down your operations, and causes physical or environmental damage. How hard a…
O ver the past 75 years of modern Nepal, the country has undergone four epoch-making political shifts: the abolition of the Rana regime in 1950, the royal coup in 1960, the establishment of multiparty democracy in 1990, and the abolition of the monarchy in 2006. Presently, we face the ‘Gen-Z change’. Each time, citizens were…