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This paper aims to recommend an approach which can help ensure the fast-track career progression of employees.

The paper uses data from a larger study on leadership development practices in the context of rapid growth organizations. This was based on semi-structured interviews with 43 senior managers from medium-sized organizations in the Indian software services industry.

The study suggests that many respondents, who were from a pool of fast-track employees, had experienced some kind of success early on in their careers or particular roles. This was due to various reasons such as exciting opportunities, proximity to top management, a supportive boss, or challenging assignments.

The paper can be of immense help to organizations by helping them to plan their induction and onboarding activities more effectively, so as to provide new recruits with early success experience of some sort, which in turn will help them to fast-track their career growth.

This paper highlights the role of an individual’s early life experiences (formative years’ experiences) in the learning and development (L&D) journey of their careers. Hence, it is useful for the individual managers as well as organizations to better understand and improve the effectiveness of their L&D processes.

The paper draws insights from a small subset of the data collected as a part of a larger study on leadership development processes in the context of medium-sized rapid growth organizations in the Indian software services industry.

The respondents, i.e. senior managers in the software services firms, shared some of their experiences in their formative years (family/school/university/career) which they felt had a huge impact on the way their careers had shaped up. These stories spanned across diverse experiences like values instilled in childhood by parents/grandparents, influence of schoolteachers, friends and peers during growth years, academic performance during college/university days, and successful or positive experiences during early career years.

The paper can be useful to managers in their career development, as well as to organizations in making their L&D processes more effective. It provides a more nuanced understanding of how the experiences in formative years can help improve one’s development and performance in organizations; while the organizations allow, and create, conducive environment for the managers to harness these experiences gained early in life.

This paper aims to provide a framework which can help to improve the learning and developmental potential of the popular SWOT analysis and make it more effective.

The paper conceptualizes the LISA framework where L, I, S and A correspond to S, W, O and T, respectively, of the traditional SWOT analysis framework. Each linkage is discussed to provide some insights as to how the understanding of the SWOT analysis can be further extended to improve its learning potential and effectiveness.

The Strengths identified through the SWOT analysis should be “Leveraged”, the Weaknesses should be “Improved upon”, the Opportunities need to be “Seized” and, finally, the Threats can be mitigated if there is “Awareness” about the same. Thus, the LISA framework, i.e. leveraging the strengths, improving upon the weaknesses, seizing the opportunities and being aware about the threats, can help an organization gain more out of its SWOT analysis exercise.

By applying the LISA framework to the SWOT analysis undertaken at various levels, an organization can improve the learning outcomes for its employees as well as top executives. Quite often, SWOT analysis is performed at an individual and the group level, and hence the linkages discussed in the LISA framework here can be useful to individuals as well as groups (teams). They can take their development to the next level.

The LISA framework provides a more refined approach, as well as new linkages, to improve and increase the utility of the standard SWOT analysis framework.

The purpose of this paper is to empirically explore the influence of independent directors (non-executive directors) on the market risks of the Indian banks.

This paper is based on the data collected over a period of seven years (2009-2016) for a set of 29 Indian banks that are the constituents of the National Stock Exchange 500 Index. The data for independent directors of the sample banks are extracted from the annual reports of the banks, whereas the data relating to the dependent and control variables are compiled from the Ace equity and the Reserve Bank of India databases. The study uses the panel data method for analysis of the collected data for the sample banks.

This study concludes that independent directors increase the market risks for Indian banks (measured through equity beta).

This is, perhaps, the first paper to look into the impact of independent directors on the market risks of Indian banks. The policymakers and banks may need to be aware of the risk implications of the findings of the study in the Indian context, such that the independent directors enable their banks in reducing the market risks.