Boardrooms must not be caught dozing over risks: The IndiGo fiasco ought to splash them awake
In India, corporate scrutiny often stops at the CEO’s office. In promoter-led enterprises, it often stops earlier. In such structures, the management rarely has full strategic authority and independent directors have less of a say anyway. Boards may exist in form, but their role in shaping risk mitigation plans, questioning operational design and preventing an over-concentration of power is limited.
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