Latest news with #Bhushan
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First Post
6 days ago
- Entertainment
- First Post
With Season 4 approaching 5 reasons why Panchayat has India hooked
Prime Video's Panchayat reminds us that stories rooted in reality, told with honesty and humour, can be just as gripping as any spectacle. read more Sometimes, the most powerful dramas unfold in the smallest of places — like a Panchayat office in Phulera, where a loyal Vikas, a fiery Sarpanch, a scheming Bhushan, and an often-confused Sachiv continue to capture the imagination of a nation. Produced by The Viral Fever, Panchayat S4 is created by Deepak Kumar Mishra and Chandan Kumar, written by Chandan Kumar, and directed by Deepak Kumar Mishra and Akshat Vijaywargiya. Returning to the screen are fan-favorite characters portrayed by a stellar ensemble cast including Jitendra Kumar, Neena Gupta, Raghubir Yadav, Faisal Malik, Chandan Roy, Sanvikaa, Durgesh Kumar, Sunita Rajwar, and Pankaj Jha. STORY CONTINUES BELOW THIS AD Who would've thought a show set in the quiet lanes of Phulera would go on to win hearts across the country? Without flashy action sequences or melodrama, Prime Video's Panchayat has steadily grown into one of India's most loved web series — sparking countless memes, striking emotional chords, and becoming a must-watch for audiences across age groups. With characters like Pradhan Ji, Bhushan, and yes — the ever-viral Binod — turning into household names, the show has earned both critical acclaim and fan devotion. As excitement builds for Season 4, here's a look at five reasons why Panchayat continues to be India's comfort watch: Simplicity is the secret sauce At a time when high-stakes thrillers and fantasy epics dominate the screen, Panchayat finds its strength in the small joys of life. The show doesn't rely on spectacle — instead, it captures life's everyday oddities with heart and humour. Whether it's the chaos around a missing goat, an awkward marriage proposal, or a battle over election posters, the narrative remains grounded and deeply human. This refreshing simplicity, paired with sharp writing and moments of emotional resonance, is what keeps viewers coming back. Characters you instantly connect with The beauty of Panchayat lies in how real its characters feel. Abhishek Tripathi, the city-bred engineer reluctantly posted as the village secretary, brings both exasperation and empathy to his role. Manju Devi and Brij Bhushan Dubey make for a formidable and endearing panchayat duo. But it doesn't stop there — even characters like Bhushan and Binod, who stir up mischief and meddle in village affairs, are impossible to ignore. Whether you love them or love to hate them, they make Phulera come alive. As Season 4 approaches 5 reasons why Panchayat has India hooked A stellar ensemble that feels effortless Panchayat boasts one of the most memorable ensemble casts in recent times. Jitendra Kumar captures Abhishek's internal dilemmas with subtle brilliance, while Neena Gupta and Raghubir Yadav ground the story with their effortless charm and chemistry. Chandan Roy (Vikas) and Faisal Malik (Prahlad) bring warmth and wit to their roles, becoming Abhishek's trusted confidants through thick and thin. Sanvikaa's Rinki adds a gentle presence that continues to evolve. Every actor fits into Phulera so naturally that you begin to forget you're watching fiction — it feels like you're just visiting the village next door. STORY CONTINUES BELOW THIS AD Meme moments That Were Meant to Be Some shows chase virality. Panchayat earned it organically. Whether it's Bhushan's fiery interruptions with his now-iconic 'Meeting! Meeting!' or his sarcastic takedown — 'Dekh raha hai na Binod, kaise angrezi bol ke baat ko ghumaya jaa raha hai' — the show has delivered meme gold with zero effort. Vikas's deadpan loyalty shines through lines like 'Sachiv ji, aap toh gajab aadmi nikle,' which fans now drop in everyday conversations. These characters don't feel written — they feel lived in. That's why Panchayat isn't just watched; it's quoted in DMs, forwarded in group chats, and shared across Instagram stories. The humour lands not because it's forced, but because it feels recognisable, relatable, and real. Phulera feels real — not romanticised Phulera isn't just a backdrop — it's a character in itself. The dusty bylanes, the Panchayat office with its creaking fan, the local tea stalls, and the electoral wall art all add to a lived-in atmosphere that feels authentic, not exaggerated. There's nothing stylised or overly aesthetic — it's the details that draw you in. This unfiltered portrayal of India's heartland is one of Panchayat's strongest assets, making it resonate with viewers everywhere — whether they've lived in a village or only seen it from afar. STORY CONTINUES BELOW THIS AD WATCH the trailer of Panchayat Season 4 here:
Time of India
14-06-2025
- Business
- Time of India
The Irresistible Manager, HR News, ETHRWorld
Advt Advt By , ETHRWorld Join the community of 2M+ industry professionals. Subscribe to Newsletter to get latest insights & analysis in your inbox. All about ETHRWorld industry right on your smartphone! Download the ETHRWorld App and get the Realtime updates and Save your favourite articles. Book Title: The Irresistible Manager : Managing, Leading, and Thriving in a Disrupted WorldAuthor: Bhushan KulkarniReviewed by: Tarana Kaushik, Head-Product & Partnership, ETHRWorld & ET EducationIn an age where headlines celebrate companies doing away with managers altogether—remember Bayer's April 2024 shake-up?—Bhushan Kulkarni's The Irresistible Manager arrives like a warm, insightful voice reminding us that managers aren't obsolete. They're simply drawing from 22 years of rich corporate experience across India Inc., offers something rare: a leadership book that's not preaching from the ivory tower, but walking beside you in the messy, complex, and often thankless corridors of middle is not just a guidebook; it's a leadership the very first chapter—'Why Do People Become Managers?'—Bhushan sets the tone for a refreshingly honest exploration of what it feels like to be a manager today. Not just what you must do. Using real-life workshop moments and reflections from legends like Satya Nadella and Peter Drucker, he peels back the reasons why many high performers stumble in leadership roles. Imposter syndrome, identity shifts, self-doubt—it's all here, handled with compassion and makes this book deeply relatable is its rootedness in Indian corporate life. Bhushan doesn't parachute in with Silicon Valley success stories alone. He brings the dosa stall from Andheri, the warehouse manager from Noida, and the onboarding rituals at some Indian companies into the same conversation as Dandapani's mindfulness, Netflix's culture code, and the Agile Indian managers and leaders, mid-to-senior roles, this book feels like someone finally wrote our 3 ('Focusing on the Being') is a standout. It argues that leadership isn't just about performance metrics but about who you are while chasing them. With mindfulness practices and narratives of emotional maturity, this chapter alone is worth the 10 ('The Gravy Called Culture') uses the metaphor of cooking to describe culture-building—a deliciously Indian analogy that works. Culture, Bhushan says, isn't built in boardrooms. It simmers during chai breaks, skipped thank-yous, and everyday 13 (Manager as Coach)Bhushan reframes coaching not as a luxury but as a leadership necessity, where every water-cooler chat or 1:1 becomes a moment of transformation. With tools like the Skill-Will Matrix, this chapter helps managers move from giving directions to developing direction in 14 (Facilitation: The Underrated Superpower)In a world of cross-functional chaos, Kulkarni makes a compelling case for facilitation as the quiet engine of leadership. This chapter equips managers to stop commanding and start co-creating, turning conflict zones into collaboration zones with empathy and 16 ('Managers and the Coming Wave of AI') provides one of the most human responses to AI disruption. Bhushan doesn't fear AI—he tames it. Managers, he insists, won't be replaced by machines, but by other managers who understand how to work with book is actionable without being a checklist. From the Eisenhower Matrix to ORID facilitation, BEI interviews to coaching frameworks like the Skill-Will Matrix—every chapter ends with tangible tools. But what sets Bhushan apart is how he breathes life into these frameworks with human stories, setbacks, and small victories.•If you're a first-time manager navigating uncharted waters, this is your compass.•If you're a seasoned leader feeling irrelevant amidst GenAI and GenZ, this is your reset button.•If you're an HR, L&D, or business head thinking about leadership capability building, this should be required Kulkarni doesn't just give us a playbook—he gives us a mirror and a a world rushing toward automation, The Irresistible Manager reminds us that it's still the human manager—with empathy, clarity, and courage—who builds teams, drives growth, and leaves that's the kind of leadership wisdom that lingers long after the last page.
India.com
08-06-2025
- Entertainment
- India.com
This family once sold fruits on streets, now worth Rs 10000 crore, richer than Bachchans, Khans, Kapoors, Chopras, their name is...
This family once sold fruits on streets, now worth Rs 10000 crore, richer than Bachchans, Khans, Kapoors, Chopras, their name is... Bollywood has been a home to wealthy dynasties, with Bachchan, Chopras, Kapoors, Johars and Khans considered among the richest families. However, a recent study has revealed that one family that surpasses all of them with a staggering net worth is the Kumar clan, led by Bhushan Kumar, owner of T-Series, India's largest production companies and music labels. According to the Hurun India Rich List, Bhushan Kumar alone holds 80% of the family's Rs 10000 crore net worth and the remaining of the wealth is attributed to Bhushan's uncle, Krishan Kumar, who co-owns T-Series. Whereas Bhushan's sisters, Tulsi and Khushali Kumar, who are also part of the T-Series legacy, are valued at Rs 250 crore and Rs 100 crore respectively. It all started when Gulshan Kumar, father of Bhushan, Tulsi, and Khushali, worked as a fruit vendor in Delhi. His destiny changed when he and his father started the business of music cassettes, which eventually led to the establishment of Super Cassettes industries, and it later became T-Series, a synonymous name with Indian music and film production. Following Gulshan Kumar's death in 1997, his son, Bhushan Kumar took over the legacy. Under his leadership, T-Series evolved into a multimedia empire. Today, the company, beyond music is extended into film production, distribution and other multiple subsidiaries. After Bhushan Kumar's staggering wealth, Aditya Chopra's family, thanks to Yash Raj Films, comes on the list, which is worth Rs 8,000 crore. Shah Rukh Khan too made his debut on the list with an estimated wealth of Rs 7,300 crore, largely driven by his personal fortune. Meanwhile, megastar Amitabh Bachchan and his family is valued at Rs 1600 crore as per ETimes, positioning lower on the list as compared to other leading Bollywood families.
Mint
03-06-2025
- Business
- Mint
Parliamentary panel to recommend fresh set of changes to insolvency code
New Delhi: India's insolvency regime is set for further reform as the Parliamentary Standing Committee on Finance will likely recommend a set of measures aimed at speeding up decisions and boosting creditor recoveries under the Insolvency and Bankruptcy Code (IBC), two people familiar with the matter said. The suggestions will follow the committee's ongoing review of the Code. The review comes amid growing demands for speeding up debt resolution and improving recovery rates, and legal complexities exposed by the recent Supreme Court ruling in the Bhushan Power & Steel resolution case. Read this | House panel to scan IBC functioning after SC's Bhushan order The House panel, led by lawmaker Bhartruhari Mahtab, met last week with officials from the ministry of corporate affairs and the Insolvency and Bankruptcy Board of India (IBBI), along with executives of three state-run banks, to assess the performance of the Code since its rollout in 2016. In the meeting, officials told the panel that the IBC has become the principal recovery mechanism for banks and financial institutions, accounting for nearly half of all debt recoveries, and has also helped reduce borrowing costs for distressed companies, one of the persons quoted above said. However, the process continues to suffer from persistent delays and subpar recovery rates in many cases, often due to protracted litigation among stakeholders. So far, creditors have realised ₹3.89 trillion from approved debt resolution plans and ₹9,330 crore from liquidated companies, according to data from the IBBI. Another ₹1 trillion was realised from cases settled directly between creditors and companies. The committee is expected to meet more stakeholders, including insolvency professionals and industry representatives, before finalising its report, one of the people cited above said. Among the concerns raised in last week's meetings were the challenges faced by homebuyers in ongoing insolvency cases, the person added. Queries emailed on Monday to the ministry, the Parliamentary committee and IBBI seeking comments for the story remained unanswered at the time of publication. Experts say that resolving these bottlenecks will require strengthening the judicial infrastructure supporting IBC. 'To improve the IBC process, we need faster court decisions. This can be done by increasing the number of judges, reducing adjournments, and using better technology for case tracking. The process should stick to strict timelines to avoid long delays that reduce the value of assets," said Ritesh Kumar Adatiya, director, NPV Insolvency Professionals Pvt. Ltd. Court ruling questions IBC operations The Supreme Court last month rejected the five-year-old resolution plan for Bhushan Power & Steel Ltd (BPSL), citing jurisdictional issues and violations of IBC provisions. The ₹19,700 crore successful bid by JSW Steel Ltd was overturned, and the court ordered the liquidation of the company. It later granted JSW time to file a review petition. In a landmark ruling, the apex court held that bankruptcy tribunals do not have powers of judicial review over statutory authorities such as the Enforcement Directorate (ED). It also struck down an earlier National Company Law Appellate Tribunal (NCLAT) order that had insulated BPSL's assets from ED attachment, saying the tribunal had exceeded its jurisdiction. Read this | Mint Explainer: The Supreme Court's Bhushan Power ruling that has stunned India's insolvency ecosystem That decision, along with other recent Supreme Court rulings on the priority of statutory dues and the Competition Commission of India's (CCI) clearance requirements for certain resolution plans, has introduced new legal complexities not originally anticipated in the Code. The Ministry of Corporate Affairs is now working on a draft amendment bill to clarify some of these ambiguities and streamline the process. The bill is expected to be tabled in Parliament later this year. Despite the recent judicial setbacks, the Code has a strong foundation and remains robust in ensuring debt resolution, though some glitches persist in areas where the law remains unclear, said the second person cited earlier. NPV Insolvency Professionals' Adatiya added that outcomes under IBC can improve significantly if resolution plans are filed earlier and by credible applicants. 'Proper background checks, faster approvals, and fewer legal hurdles after plans are approved can go a long way in protecting lenders' interests," he said. Also read | A series of court orders changed bankruptcy rules. Now, the govt is amending the law 'IBC has helped change the credit culture in India," he added. 'But to improve outcomes, we need quicker resolution, stronger checks on resolution applicants, and better coordination between regulators, courts, and professionals. This will boost confidence and improve returns for creditors."
Hindustan Times
03-06-2025
- Entertainment
- Hindustan Times
India's richest film family has no superstars, still a ₹10000 crore net worth; richer than Kapoors, Khans, Konidelas
It has been less than three decades since Hindi cinema earned the tag 'industry'. Earlier called the Hindi filmdom, Bollywood has grown exponentially in size and scale, producing films worth hundreds of crores each month. This has led to some of the biggest stars and producers becoming billionaires themselves. Over the years, as sons and grandsons have followed in their seniors' footsteps, wealthy film families have developed, from the Kapoors to the Chopras. Even down south, the Konidelas and the Akkinenis have extended their monopolies. Yet, none of them are as rich as this one film family, which started as fruit vendors and now lord over Bollywood. The Kumars of T-Series are the richest family in Indian cinema, according to the Hurun Rich List. The latest edition of the India list from Hurun, released last year, put the family's net worth at $1.2 billion (over ₹10,000 crore). This means that the Kumars are now the richest family in Bollywood, a tag once held by the Kapoors and, eventually, the Chopras. The Chopra family - owners of Yash Raj Films and BR Films - have a combined reported net worth of over ₹8000 crore, putting them in the second place after the Kumars. Shah Rukh Khan's family has a net worth of ₹7800 crore according to Forbes. The Kapoors, once the richest film family in India, are way below in the list with a combined net worth of just over ₹2000 crore. Some of the richest film families in India exist in the Telugu film industry, where some big clans operate, including the Mega Family (the Konidea-Allu family that includes Chiranjeevi, Pawan Kalyan, Ram Charan, and Allu Arjun), and the Akkineni-Daggubati family (includes Nagrjuna, Naga Chaitanya, Venkatesh, and Rana Daggubati). The Mega Family has an estimated net worth of ₹4000 crore, courtesy of their production companies and successful films, but the Akkineni-Daggubati family is ahead with an estimated combined net worth of over ₹5000 crore, largely due to Nagarjuna's massive wealth. Yet, these two families are much behind what Bhushan Kumar and his family have managed, building an empire worth ₹10,000 crore. And it has done so without any acting superstar in the midst. Bhushan Kumar runs T-Series with his uncle and co-chairman Kishan Kumar, an actor-turned-producer. Other members of the family in Bollywood include actor-director Divya Khossla (Bhushan's wife), actor Khushali Kumar (Bhushan's sister), and singer Tulsi Kumar (Bhushan's younger sister). The Kumar family draws the bulk of their wealth from T-Series, the media conglomerate that began as a music label and is now one of India's biggest film production companies. The company also owns several other subsidiaries and an acting school in Noida. Just one generation ago, their patriarch Gulshan Kumar (Bhushan's father and Kishan's brother) was a fruit vendor in Delhi. His career path changed after he and his father acquired a shop selling music cassettes in the 70s. From there, he graduated to start his own record label, Super Cassettes, which developed into T-Series.
