If your company still operates like an Indian ministry with layers of approvals, ritual meetings of nodding heads, and performance reviews that measure compliance rather than creativity, it’s already living on borrowed time. The bureaucratic corporation, that grand relic of the 20th century, is fast approaching extinction.

In an HBR article, Rita McGrath (with Ram Charan) has argued that the future belongs to the “permissionless organisation”, one that thrives not on hierarchy but on autonomy, not on control but on trust. In such organisations, decisions move at the speed of technology, not the pace of paperwork. Bureaucracy is outdated and is actively corrosive to innovation, speed, and employee morale.

Nowhere is this more relevant than in India, which has become the global laboratory for organisational reinvention. With over 1600 global capability centres (GCCs) employing more than 17 lakh professionals, India houses some of the most advanced innovation and analytics hubs for global corporations. Yet even within this ecosystem, many operate less like idea accelerators and more like administrative annexes, still shackled to the slow grind of head-office approvals.

Gary Hamel and Michele Zanini, in their study of over 7,000 HBR readers, found that bureaucracy is most despised where value is actually created: at the edges. Customer service agents, engineers, and product teams feel it most acutely. In contrast, those in HR, finance, or planning see bureaucracy as a necessary safeguard. The irony is that the very people hired to ensure “organisational........

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