in most important ways, leaders of the future will need the traits and capabilities of leaders throughout history: an eye for change and a steadying hand to provide both vision and reassurance that change can be mastered, a voice that articulates the will of the group and shapes it to constructive ends, and an ability to inspire by force of personality while making others feel empowered to increase and use their own abilities.

The degree to which the opportunity to use power effectively is granted to or withheld from individuals is one operative difference between those companies which stagnate and those which innovate.

The difference between "winners" and "losers" is not whether they face obstacles and setbacks - we all do, and it is inevitable that plans do not unfold exactly as imagined or that unexpected events surprise us or that a few mistakes happen. The real difference is that "winners" bounce back from a fumble or a loss by refusing to panic, analyzing the situation and looking for positive actions they can take to correct the problem, and then go on to resume winning.

The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.

The very lack of opportunity the group faces creates a self-defeating cycle and puts pressure on members to limit their aspirations.

Nations need to understand their own strengths and weaknesses, and India's tradition of dissent and democratic debate is a positive aspect.

The best way for business to move out of the Hall of Shame is to demonstrate a commitment to social causes. This also makes business sense. A focus on solving social problems has motivational benefits in lean economic times.