The blogs of universe

- By Suhani Kumari 05/PGDMB/2026   Change has always been part of  organisational  life. What has changed is the speed at which  organisations  are expected to respond to it. Artificial intelligence, economic uncertainty, evolving employee expectations and changing customer  behaviour  are forcing  organisations  to make decisions faster than ever before. In such an environment, leadership cannot simply mean having all the answers. In fact, one of the most important qualities of a modern leader may be the ability to create confidence when all the answers are not yet available. Employees often experience  organisational  change differently from senior management. For leaders, a new technology may represent innovation and growth. For employees, the same technology may raise questions about job security, workload, skills and future responsibilities. If these concerns are ignored, resistance is likely to increase. This is why communicat...

- By Pratyansh Raj  37/ PGDMA /2026 When we think about an airline, we often think about the aircraft, the destination or the experience of travelling. But behind every flight is a complex operational system that has to work with remarkable precision. I recently found myself reading extensively about IndiGo and its operational model, and what fascinated me was how many management decisions are involved in something that passengers experience as simply “a flight.” Airline operations are essentially a race against time. An aircraft generates revenue only when it is flying, which makes efficient  utilisation  extremely important. Once an aircraft lands, several activities need to happen within a limited turnaround window—passengers have to disembark, the aircraft needs to be cleaned, baggage has to be handled, catering and other services have to be completed, passengers need to board, and the aircraft has to be ready for its next departure. A delay in one activity can create...

 -By Umama Mahmood 103/ PGDMB /2026 There was a time when completing a degree and gaining a few years of experience could provide a relatively stable career path. Today, that assumption is becoming increasingly difficult to sustain. Technology, artificial intelligence and changing business models are continuously redefining what  organisations  expect from their employees. The conversation around employability is therefore shifting from “What qualification do you have?” to “What can you learn, unlearn and apply?” The World Economic Forum and the IMF have both highlighted the growing importance of skills adaptation as technology changes the nature of work. The IMF notes that new skills and occupations are emerging alongside automation, making continuous learning increasingly important for both employees and  organisations . This does not mean that traditional qualifications have lost their value. Rather, qualifications provide a foundation, while continuous learning d...