H aving worked through different stages of the HR profession in Nepal, I have witnessed its evolution across four distinct eras: (a) Personnel Administration, (b) Institutionalisation of HR, (c) Strategic HR, and (d) the current Digital and People & Culture era. Personnel Administration Era (Until Around 2005): Until the early 2000s, HR in Nepal was…
SUCCESSION PLANNING I n today’s volatile business environment, organisations are increasingly realising that their greatest competitive advantage is not technology, infrastructure, or capital — it is people. While companies invest significantly in attracting talent, many still overlook one of the most critical aspects of long-term organisational sustainability: succession planning. For Nepal, where industries are undergoing…
DEVELOPING FUTURE HR LEADERS T he workplace is evolving faster than ever. Technological commotions, the rise of hybrid work models (e.g. Mission Directed Work Team), shifting employee expectations and increasing global competition are transforming how organisations operate. In this changing environment, human resources is no longer just a support function: it has become a strategic…
During a town hall meeting, an employee stood up and asked the Managing Director, “Sir, I have been working in this company for the last three years. I have consistently delivered my targets, received good performance ratings, yet I have not been promoted. Why?” The Managing Director smiled and replied, “It’s possible.” The employee looked…
NEPAL’S UNTAPPED COMPETITIVE ADVANTAGE T he landscape has changed tremendously! While digital transformation, AI, and global competition have been discussed widely, challenging topics like economic uncertainty, labour migration, and changing employee expectations have also been in the limelight. Digital transformations have taken a large space, knowingly and unknowingly. Somehow, we appear to be evolving towards…
I n management, antifragility describes an organization’s ability not only to withstand disruption, but to improve because of it. The term, introduced by Nassim Nicholas Taleb, goes beyond familiar concepts like robustness and resilience. A robust organization resists shocks. A resilient one recovers and returns to normal. An antifragile organization does something more interesting: it…
SPEAK WITHOUT FEAR W hen the outcome matters, good communication depends less on perfect words and more on sound judgement. During one pitch preparation, I watched an entrepreneur explain his business to me effortlessly for nearly 20 minutes. He knew his customers, his numbers and his product inside out. Then we changed the setting. I…
Economic pillars for FY 2083-2092 N epal’s future will be decided not by remittances, but by the courage to confront corruption, reform political party governance, and unlock its immense endowments in energy, tourism, farm forestry-livestock, education and digital innovation. Only through transparent institutions and accountable leadership can Nepal shift from dependency to resilience, transforming potential…
T he business world has changed dramatically. Technology has transformed the way we work, artificial intelligence is redefining productivity, markets are becoming increasingly interconnected, and organisations are constantly adapting to uncertainty Yet, despite all these changes, one element remains at the centre of every organisation: the human being. Behind every strategy is a mind. Behind…
I n today’s highly competitive environment organisations are under constant pressure to achieve growth, maximise profits, and outperform competitors. While technological advancement and strategic management have contributed significantly to business success, modern organisations are also facing serious challenges such as employee burnout, ethical failures, workplace stress, and declining trust among stakeholders. Artificial intelligence (AI) has…