Three decades ago, when I first stepped into the world of banking as a management trainee in a public sector bank in India, I encountered a simple yet profound principle that would go on to shape my professional thinking for years to come: “Peeche Dekho, Aage Barho”—look back, go ahead. Within the system, it was often referred to in shorthand as PDAB, but its implications ran far deeper than any acronym could convey.

At first glance, PDAB might appear to be a conservative doctrine—one that encourages reliance on precedent, perhaps even resistance to change. In a fast-evolving world, such an approach could easily be misunderstood as backward-looking. But as I grew through roles, responsibilities, and geographies, I began to see its true essence. PDAB was never about hesitation; it was about informed progress.

At its core, the principle advocates reflection before action. It asks a simple but powerful question: What has come before this? In the structured world of banking—where decisions are scrutinized, risks are measured, and accountability is paramount—this approach provides both anchor and assurance. Looking back at similar cases, past decisions, and their outcomes creates a layer of institutional memory that shields not just individuals, but the organisation itself from avoidable missteps.

However, reflection is often misunderstood. In many environments, especially those driven by urgency and performance metrics, looking back is equated with dwelling—an indulgence in hindsight that delays action. But that is not what PDAB stands for. Looking back, in its truest sense, is an act of learning. It is a deliberate pause to understand, to absorb, and to refine.

Think of it like revisiting a well-loved book. The story may be familiar, but each reading reveals something new—an overlooked detail, a deeper meaning, a connection that wasn’t apparent before. Similarly, when we revisit past decisions—not merely as records, but as experiences—we uncover insights that can fundamentally improve our judgment.

Yet, there is a delicate balance to be maintained.

In many organisations, especially where leadership transitions are frequent, the act of looking back can unfortunately devolve into an exercise in blame. New leadership may find it convenient to highlight the shortcomings of predecessors, using the past as a tool for justification rather than learning. This is where the spirit of PDAB is often lost.

Looking back is not about assigning fault. It is not about finding someone to hold responsible for what went wrong. Instead, it is about asking: What can we learn from this? What can we do better next time? It is a forward-looking exercise disguised as retrospection.

Over time, I developed my own approach to practising PDAB. Rather than relying solely on anecdotal experiences or informal recollections, I turned to structured documentation—inspection reports, audit observations, compliance reviews. These were often seen by many as procedural burdens, obstacles to swift action, or even irritants in the workflow. But to me, they became invaluable repositories of institutional wisdom.

Every audit note told a story. Every observation highlighted a vulnerability, a gap, or a missed opportunity. Together, they formed a map—not of failures, but of learning points. They offered clarity on what to avoid, what to strengthen, and what to rethink. In many ways, they transformed the abstract idea of “looking back” into a practical, actionable discipline.

This perspective became even more important as I moved into leadership roles. Decision-making at higher levels is rarely about clear right or wrong choices; it is about navigating shades of grey, balancing competing priorities, and managing risks that are not always visible. In such situations, the lessons of the past provide both context and confidence.

For those stepping into leadership—whether in banking, business, or any other field—the temptation to dismiss the past can be strong. There is often an urge to make a mark, to introduce change, to differentiate oneself from what came before. While innovation and fresh thinking are essential, they must not come at the cost of disregarding accumulated wisdom.

The past is not a constraint; it is a compass.

It does not dictate where you must go, but it helps you understand where you are coming from. It offers perspective, not prescription. And when used wisely, it allows leaders to move forward with both conviction and caution.

In the end, Peeche Dekho, Aage Barho is not just a professional principle—it is a philosophy for life.

It reminds us that growth is a continuum. That every step forward is built on lessons learned, consciously or unconsciously, from steps taken before. That reflection is not weakness, but strength. And that progress, when rooted in understanding, is far more sustainable.

So, look back—not with regret, not with resentment, but with curiosity and gratitude. Acknowledge the missteps, appreciate the successes, and absorb the lessons in between.

And then, move ahead—with clarity in your mind and purpose in your stride.