One can simply compare our social, economic and political path with that of the rest of the world. In the 1930s, the globe was gripped by an economic crisis, also known as the Great Depression. Before this crisis, two main economic philosophies prevailed: a highly regulated, less market-based system where the state was heavily involved …
The Remittance-Driven Economic Paradox of Nepal The roots of Nepal’s labour migration lie in the historic Gurkha tradition, which began formally after the Treaty of Sugauli in 1815-16 between Nepal and British India, following the Anglo-Nepalese War. As part of this treaty, Britain gained the right to recruit soldiers from Nepal into the British Army, …
Entrepreneurship is increasingly recognised as a pathway to inclusive and sustainable development. Yet, in developing nations like Nepal, systemic barriers such as gender inequality, geographic remoteness, and socio-cultural exclusion continue to prevent large segments of society, particularly marginalised women, from fully participating in the entrepreneurial economy. This article tries to explore how an inclusive entrepreneurship …
Building an Inclusive Entrepreneurship Ecosystem Read More »
The Push for Corporatisation in Nepal Nepal’s economic landscape underwent a significant shift with the liberal economic policies of the 1990s, which created a fertile environment for the private sector. Before this, the country’s economy was predominantly agrarian, with a private sector limited to small-scale manufacturing, including handicrafts. State-Owned Enterprises (SOEs) were responsible for producing …
Reimagining use of Strategy with OCSM© as key qualifiers W alk the corridors of any organisation today, and you will encounter one of the most frequently uttered and least understood words in business: strategy. There are several other fashionable words too: transformation, digital, quantum leap, change management, IPO ready, differentiating approach, customer centricity, unique value …
Why Emotional Intelligence is the Leadership Skill You Can’t Ignore Anymore I n today’s fast-moving, often unpredictable work world, and high-pressure work environments, technical know-how, being smart or skilled and strategic planning alone are no longer enough to be a great leader. You may have the best strategy, tools, or experience but if you don’t …
Raveena Desraj Shrestha (Chapman) is a career banker with over three decades of experience in Nepal’s financial industry, rising from the grassroots to serve at the highest level of executive leadership. She has been recognised nationally and internationally for service excellence, transformation, and leadership. After taking voluntary retirement, she has devoted her second chapter to …
Tick-the-box training may fulfil audit trails but fails to shift performance or mindset Read More »
The culture of learning and development (L&D) in the workplace has been gaining momentum, yet the effectiveness of these initiatives is frequently called into question. Although a wide array of trainings aimed at developing employee capacity are being offered with increasing frequency, there is a notable lack of emphasis on evaluating their impact or making …
Tick-the-Box Trainings Undermine Real Capacity Building Read More »
Gaurab Hamal, Deputy General Manager of Marketing and Brand Management at CG Electronics, has served the company for over five years. He also lectures on management at Islington College. Hamal possesses diverse marketing experience across the automotive, spirits/liquor, telecommunication, and electronics/home appliance sectors. The HRM Nepal recently interviewed Hamal to explore various dimensions of sales …
A Journey of Challenges and Rewards Pravin Raman Parajuli, Chief Executive Officer, Nepal Life Insurance Company Limited I began my professional journey in 2003. Looking back, the job market was quite different from what it is today. The financial sector, particularly banking, was considered the dominant force in the employment landscape. It was a time …
