News Broadcasting
K Madhavan: From God’s own country to leading Walt Disney’s Indian mousehouse
MUMBAI: When The Walt Disney Co international operations and direct-to-consumer chairman Rebecca Campbell was scouting for an executive to fill the big shoes of former Star India, Disney India and APAC head Uday Shankar, she did not have to look far. Though the announcement took some time a-coming, K Madhavan, country manager of Star & Disney India, was the obvious choice. As the overseer of the media conglomerate’s television and studios business in India, Madhavan had worked closely with Uday, until the latter departed in late 2020 to concentrate on an entrepreneurial venture with his former boss James Murdoch.
An unassuming executive from Kerala, K Madhavan is known to be a hard core numbers man with an extremely razor sharp financial mind. He did well in academia as well; he holds a post graduate degree in commerce, and is a certified associate of the Indian Institute of Bankers. He cut his teeth as an investment banker, when he was roped in as a director to help turn around ailing Malayalam network Asianet in 1999. Within a year, he fortified his position and was elevated to MD & CEO of Asianet Communications.
His keen understanding of what Malayalam viewers want to watch facilitated the growth of Asianet’s viewership and made it the favourite of those who live in God’s own country. The network was turned around and it soon became a dominant player in Kerala. He did this even as ownership of the network changed hands, more than once – from promoter Reji Menon to the-then BPL and now BJP top shot and venture financier Rajeev Chandrasekhar. In fact, K Madhavan, ended up owning a tidy piece of it as well, as he grew the network’s footprint in Kannada in concert with Chandrashekar as chairman.
Until, of course, it landed in the hands of News Corp supremo Rupert Murdoch’s Star TV in 2008. Star acquired a majority stake in Asianet’s general entertainment channels (separated from the news business) for a handsome $235 million and an assumption of $20 million in debt. Madhavan pocketed a neat sum for his efforts even as he was appointed as Star India’s south head in 2009.
From thereon, there was no looking back. When Star India took control of Asianet, its portfolio consisted of Asianet and Asianet Plus (Malayalam GECs), Asianet Suvarna (a Kannada GEC) and Telugu channel Sitara. To that was added Star Vijay from the Star India network. Several other channels followed: Asianet Movies, Star Maa (through an acquisition of MAA Television network). Today, it has more than 13 pure play southern language channels, covering general entertainment, movies, in Malayalam, Kannada, Tamil and Telugu. Of course, Star India itself has many other regional language channels covering Marathi and Bengali. At the helm of this dizzying growth was Madhavan with Uday, and the Murdochs giving him total freedom. Observers today value the southern language business of Star at around $3 billion (valued at $1.33 billion in 2013 at the time of its acquisition by Star).
When The Walt Disney Co acquired Twenty First Century Fox a couple of years ago for a massive $72 billion, along with it came all of its Indian assets including the southern language business. Uday, used to working in the maverick style of the Murdochs, quickly had K Madhavan hoicked as country manager of Star & Disney India, leading the media conglomerate’s television and studios business, while he was bumped upstairs to look after the APAC business and Hotstar directly.
When Uday decided to turn entrepreneur in 2020, day to day operations were left in the hands of K Madhavan, who worked closely with Campbell at the worst of times when the media and entertainment industry – and Star and Disney India – had to face lockdowns courtesy the pandemic and an acceleration towards digital video consumption. The way he steered the company impressed the Disney headquarters in Burbank.
“A skilled leader with an extensive background in media, KM has taken our vast Star networks and local content production businesses to new heights,” said Campbell on his elevation. “I have seen first-hand how he has adeptly managed our India business, which has been and will continue to be critical to our global and regional strategy.”
With the leadership issue for Star India and Disney India settled, it should lead to some clarity on the road ahead for the company which did an estimated top line in excess of $1.7 billion last year. K Madhavan will now be able to steer the network and make it future ready in a country where many homes have antiquated CRT TV sets, many have yet to buy one, while a small fraction have high-end 4K sets even as some are graduating to HD, and the young are increasingly consuming video content on their handsets.
Like Uday, he has the respect and attention of Burbank, Disney's and Star India's senior leadership who hold his strategic decision making and vision for the group in high regard. Like Uday, he has an entrepreneural streak, combined with a strong systems approach which should bode well for him in an organisation which thrives because of its processes-driven environment. And of course his deep understanding of what the Indian video viewing consumer wants to watch. His success at Asianet bears testimony to that. The only difference: the canvas is larger and wider now and covers a swathe of demographics, languages and platforms, right from TV to movies to digital.
To his advantage, K Madhavan has the track record and the wherewithal to take the right steps. After all, not every executive can make the transition from heading a small network in God’s own country to leading India’s largest media and entertainment network.
News Broadcasting
Induction cooktop demand spikes 30× amid LPG supply concerns
Supply worries linked to West Asia tensions push households and restaurants to turn to electric cooking alternatives
MUMBAI: As geopolitical tensions in West Asia ripple through global energy supply chains, the familiar blue flame in Indian kitchens is facing an unexpected challenger: electricity.
What began as concerns over the availability of liquefied petroleum gas (LPG) has quickly evolved into a technology-driven shift in cooking habits. Households across India are increasingly turning to induction cooktops and other electric appliances, initially as a backup but now, for many, a necessity.
A sudden surge in demand
Recent data from quick-commerce and grocery platform BigBasket highlights the scale of the shift. According to Seshu Kumar Tirumala, the company’s chief buying and merchandising officer, demand for induction cooktops has risen dramatically.
“Induction cooktops have seen a significant surge in demand, recording a fivefold jump on 10 March and a thirtyfold spike on 11 March,” Tirumala said.
The increase stands out sharply when compared with broader kitchen appliance trends. Most appliance categories are growing within 10 per cent of their typical demand levels, while induction cooktops have witnessed explosive growth as households rush to secure an alternative cooking option.
Major e-commerce platforms including Amazon and Flipkart have reported rising searches and orders for induction stoves. Quick-commerce apps such as Blinkit and Zepto have also witnessed stock shortages in major metropolitan areas including Delhi, Mumbai and Bengaluru.
What was once considered a convenient appliance for hostels, small kitchens or occasional use has suddenly become an essential addition in many homes.
A crisis thousands of miles away
The trigger for this shift lies far beyond India’s kitchens.
Escalating conflict in the Middle East has disrupted shipping routes through the Strait of Hormuz, one of the world’s most critical energy corridors. Nearly 85 to 90 per cent of India’s LPG imports pass through this narrow waterway, making the country particularly vulnerable to supply disruptions.
The ripple effects have been swift.
India currently meets roughly 60 per cent of its LPG demand through imports, and tightening global supply has already begun to affect domestic availability and prices.
Earlier this month, the price of domestic LPG cylinders increased by Rs 60, while commercial cylinders rose by more than Rs 114.
To discourage panic buying and hoarding, the government has also extended the mandatory waiting period between domestic refill bookings from 21 days to 25 days.
Restaurants feel the pressure
The strain is not limited to households. Restaurants, hotels and roadside eateries are also grappling with supply constraints as commercial LPG availability tightens under restrictions imposed through the Essential Commodities Act.
In cities such as Bengaluru and Chennai, restaurant associations report that commercial LPG availability has dropped by as much as 75 per cent, forcing many establishments to rethink their kitchen operations.
Some restaurants have reduced menu offerings, while others are rapidly installing high-efficiency induction systems, creating hybrid kitchens where electricity now shares the workload with gas.
For smaller eateries and roadside dhabas, the shift is less about sustainability and more about survival.
A potential structural shift
The government has maintained that there is no nationwide LPG crisis and has directed refineries to increase production to stabilise supply.
Nevertheless, the developments of March 2026 may already be triggering a longer-term behavioural shift.
For decades, LPG has been the backbone of cooking in Indian households. However, recent disruptions have highlighted the risks of relying on a single fuel source.
Increasingly, households appear to be hedging against uncertainty by adopting electric cooking options to guard against price volatility and delivery delays.
If the current trend continues, the induction cooktop, once viewed as a niche appliance, could emerge as a quiet symbol of India’s evolving kitchen economy.
