Helping the seedling grow tall

After 30 years in sales, marketing and management, Mr. Jonar Nader now chairs management consulting firm Logictivity Pty Ltd. Mr. Nader’s previous role was as IBM’s e-business software manager and network computing manager. At IBM he was also the consumer manager for Asia Pacific South, responsible for ASEAN member states. He is the author of the best-selling Prentice Hall’s Illustrated Dictionary of Computing (Pearson) now in its third edition. He is also the technology writer for Butterworths’ Legal Dictionary, and the Student’s Legal Dictionary. Mr. Nadar was the co-founder of Australian Information Technology Society.

Q. You started your journey from scratch and faced many hardships. Please share some of your experiences, and how you paved your success route.
A. Both my childhood and teenage years were unpleasant and unhappy. Yet, hardships showed me the reality of life, as most people endure it. It gave me an urgent reason to secure my independence of mind. It helped me become a better friend to people who suffer similarly, even as adults. This experience helped me soften my stance about human frailty, making people feel safe in my presence. I have a feeling that many successful people simply have no idea (or have forgotten) what it must be like for the less fortunate. A lack of empathy dulls any achievement. My colleagues are loyal to me because they know I share all the accolades with them. I pay my staff so much that many of them argue with me and some sneak the money back into the bank account because they feel they are earning too much. Many return the cheque and refuse to cash it. They also feel amply rewarded in many other ways.

Q. Who has been your inspiration?
A. People find joy in heart-warming stories of triumph over tragedy. I am not sure that adulation, hope or joy are the ingredients for inspiration. I am inspired by negativity and driven by stupidity. I am powered by disgraceful behaviour. When I see bad things, I think hard. When I see unfairness, I plan better. When I see greed, I press harder. These negativities fuel my passions. Click here to read more...

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Himanshu Sinha (AVP & Head – Human Resources & Admin., Infrastructure Leasing & Financial Services Limited) shares that in the public sector, challenges lie more in motivating and changing the mindset of people

Q. How can an organisation keep its talent motivated during a turnaround?
A. The biggest tool, I feel, is in the form of an open and transparent communication to all concerned regarding the plans, including sharing of vision, mission and desired business objectives. Apart from this, use of an external consultant for guidance, training and various other change management interventions, which help the employees to remain motivated during a turnaround, are also available. There are organisations and organised groups which help, firms seeking a turnaround, to carry a complete turnaround process along with taking care of employee motivational issues. A well-motivated internal team is able to help the desired turnaround quickly by nature of its participatory role through shared commitment.

Q. How do HR priorities undergo a change to support the turnaround?
A. HR has to act as a facilitator, guide, mentor, communicator, strategist, path- breaker, and torchbearer. HR should play this role during the various facets of a turnaround plan, strategy and even at the execution stage of turnaround blueprint, including implementation of the 3R turnaround strategy, retrenchment, repositioning and reorganisation. Read more...

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Human Resource department also needs to monitor and follow up to ensure employee morale does not take a beating, messages and policies are properly communicated and implemented - IIPM

Q. You believe: “It is abhorrent for companies to embrace a ‘hire-and fire’ approach in their human resource policy”. What do you advice, if not downsizing in order to improve the cash flow, at the time of depression?
A. It is not good to have a hire-and-fire management policy because the staff’s loyalty and trust are quickly eroded. Notwithstanding, there is a place for downsizing when the company has lost its monopolistic position, major client or during times of merger and acquisition when there is duplication of resources. The key principle to note is that downsizing is like amputation. The company needs to manage the negative side effect which is the erosion of morale. Most restructuring exercises require the support of the staff for it to be successfully executed. The CEO or HR department cannot do it in isolation.

The company has other options of improving the cash flow by resuscitation strategies, i.e., revitalise the business to increase revenue and profit. These may include re-inventing the business model, using the internet to reach out to new markets and customers, and identifying new and profitable market niche.

Q. In your terms, please prescribe some regular “check-ups”, which HR can take care of, to ensure the company’s internal immunity during turnaround.
A. It is quite ironical that many companies spend a lot of money on staff’s annual health checks but are quite negligent when it comes to their own corporate health check-ups. Early diagnosis is necessary, just as major diseases can be cured if diagnosed early. This can be done by engaging the turnaround experts because they are independent people and have less concerns to deliver bad news about the company.

An external turnaround specialist with the right expertise has no qualms in telling about the existing virus as he is commissioned to cure the sick business. Read more...

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“People are the most important assets an organisation has”,

Q. How can HR ensure a smooth relationship with the CEO?
A. Since the HR leader plays a critical role in coaching the leadership and facilitates critical decisions, a strong trust in the relationship is an absolute must. The HR leader needs to deliver consistently on commitments, have an organisational pulse and a balanced approach to decision making. A critical differentiator would be the ability to effectively influence decisions.

Q. How can the CEO understand his employees’ needs? 
A. The key to a successful HR strategy is the ability to drive the human equation while achieving business goals. HR issues cannot be considered in isolation in order to have sustainable solutions.

Q. Where do you want HR to transform its role?
A. Managing Change: move from being a change facilitator to driving change.
• Leadership Development: identify, assess and develop key talent.
• Workforce Planning: proactive efforts can help in managing growth and downturn effectively.
• Statutory Compliance: it can make or break the business, understand labour legislations and build systems to comply.  Click here to read more...

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'A seat at the table'

According to Ulrich and Brockbank, the future HR professionals will have to become more knowledgeable about internal operations and increase their knowledge of critical external factors such as customer requirements, supplier relations and competitive market structures, domestic and international regulatory issues, globalisation and the requirements of capital markets. HR professionals will also have to increase their focus on creating value for the external stakeholder. In creating value for the external stakeholder, HR professionals will have to design internal processes that have a direct impact on the customer. Compensation and performance management will be designed to influence consumer choices. In tune with the investment community, which has started to account for intangibles like human capital assets and leadership development, the CEO will expect HR leaders to design processes and organisational capabilities which will enhance the stakeholder value. This is though, not to suggest that HR can bring along this transformation alone. Business leaders and board members will also need to help HR integrate better with line functions and the organisational decision-making processes. Senior leadership will also need to project and position HR as a strategic function across functional borders to reap the benefits of a new and transformed HR system.

In the recruitment arena for HR professionals, we have already seen a significant demand for HR executives who are able to participate in discussions on business strategy from both an HR and a stakeholder perspective, translating the human capital ramifications of business into quantifiable results. Organisations now want HR leaders to be champions of business performance whose decisions and efforts in the HR arena are designed to positively impact business outcomes. It probably is the time to look beyond and start thinking like a CEO, and only then will HR be able to evolve from being a strategic business partner to a business leader. Read more...

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The Social Entrepreneur

Furthering this agenda is a dedicated team of 1,500 people. Mr. Gupta opines the biggest problem is to bring a sense of belongingness. He cites an example: if your kin wakes you up at 3 o’ clock in the night for a medicine, you would go and get it. Next day, if your boss calls you up and says it is an urgent call then you think why has he called me, am I the only person left. In the second case, the person does not have that sense of belongingness. This sense comes if an organisation is sincere with its employees. For this, “promise only what you can deliver,” is the mantra. At Kent, Mr. Gupta treats employees like a family. “Create a cascading effect of belongingness and you create a team of belongingness. This way the culture of an organisation is created,” he adds.

So how much does the engineer in him enjoys being an entrepreneur, ask him and he says, “I have created something and I am happy that people are enjoying it.” There is a difference between a professional and an owner, he says and adds that when he decided to quit IOCL his management asked him why he wanted to leave. His reply was “I have to create something.” He says all entrepreneurs are created from this urge of creativity. “Entrepreneurs who come just for creating money, are all gamblers.” True entrepreneurs come with a sense of social responsibility, he affirms and highlights that Kent is doing a lot as part of CSR activities. “I believe in the values of art of living and we promote a number of activities under this banner, for example providing clean drinking water to villagers. We have set up a plant in Kanpur and others are being planned.” Click here to read more....

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Demystifying The Corporate Trends

very organisation wants the best talent on-board, but how many of them actually succeed? Seminar Series in association with Human Factor Club organised ‘Talent Acquisition: The Art and Science of Getting the Right People’ in Bengaluru on May 14 to answer such questions.

The students of IIPM-Bangalore took the initiative to bridge the gap between the academic and the corporate world. In search of corporate excellence, the seminar’s aim was to demystify the trends in India Inc., which have even led conservative business houses to take note of the new phenomenon.

Prabhash Nirbhay (Regional Head – TA, Sabmiller), Vinod K (AGM – HR, Havells), Aji Arjun (TA – Director, Yahoo), Richa Dubey (Director – HR, Praxair), Deepa (TA – Head, ING Vysya) were some of the speakers at the HR conclave. Mr. Nirbhay said, “Panch-tatva or 5-Pillars of talent management for Sabmiller are talent acquisition,psychometric assessment, career development, talent engagement and talent optimisation. TA does not end with an offer letter, it begins with an offer letter.” Click here to read more...

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She Writes Story Contest winner: Yishey Doma

Yishey Doma is one of twelve winners of the MSN-Random House She Writes a Story Contest', as chosen by our judges. Her story 'Mantras of Love' features in the 'She Writes: A collection of Short Stories' published by Random House India and available at all leading bookstores.

A journalist and a poet, Yishey Doma was born in Martam in the east district of Sikkim. Her published works include the highly acclaimed coffee table book Sikkim: The Hidden Fruitful Valley and other books like Legends of the Lepchas: Folktales from Sikkim and Sikkim: A Traveller's Companion. Her work has also been anthologized in Strangers Notes and Other Essays. She is a recipient of the first North-East Poetry Award (Guwahati, 2007) from the Poetry Society of India. Yishey lives in Gangtok and works as a copy editor for the Sikkim Express.

read an extract from yishey doma 's story 'mantras of love'

Twenty-four years later when I returned to the monastery, it greeted me with a rainbow, concealing the gaping holes left behind by the cruel tenth December earthquake that had brought the little hill town to a standstill. But two things came to view instantly. The monastery had partially collapsed. And I had become old and frail.

Below the monastery, the emerald Teesta had vanished, despite the fact that it was July and raining. At yonder hill-the source of the river-a dam had been built in exchange for the 1500 megawatts of energy needed to light up the region. It had sucked all the water in. The caves where I offered my daily prayers had been blasted out and the stupas now seemed to mingle with the soil. My friends, a posse of yakherds, had already migrated to another village as a thousand calves, I was told, died prematurely, baffled by the sudden change. The monks too had fled. Only the cracked walls of the sanctum sanctorum and the leaking roof sheltering the deities in meditation remained. Spiders covered the sacred scriptures in cobwebs, worms wriggled about the brocades that adorned the masked gods, while clarinets and cymbals choked in dust and rust.

Once it had the power to kindle love. To change lives. My life. My man's life. Forever. Age has eaten into the alarm clock. A steady swish of tropical downpour wakes me up. Still half asleep, I reluctantly get into my trousers, carefully concealed by a flowing silk dress in order to maintain monastic etiquette, and walk out into the rains to a monastery in Dewachen, this time to witness its biggest summer festival. Within minutes, little frogs take charge of the dawn, cicadas tune up, and crickets are already in full cry. On the way, a cherry tree acknowledges me as its branches, bowed down by the heavy rain, suddenly rise and fling pellets of water on my face.

Atop a hill where the monastery stands, monks, decked up in colourful silk gowns with long broad sleeves, wait for the wind to chase away the clouds that has been blocking the humongous peaks of the Khangchendzonga. Two novice monks, dressed up in the style of jesters donning funnily contorted masks-one male and the other female-are engaged in crowd control that keeps swelling by the day. I am the first outsider to greet the jesters-Phuchung and his friend Utpal-before they conceal their Buddhist tenets behind the masks.

in her own words: yishey doma

Have you always been a writer? What made you start writing?
My day starts and ends with writing or reading. I wake up at five and read translations from Buddhist texts and at times dabble in poetry. I read a lot during daytime. Evenings are all journalistic stuff (since I work for a local daily). This - I've been doing ever since I passed out my high school and today if I skip any of these I find myself like a fish out of water.

Pain, a sense of loss at a young age, I would say, gave birth to my poetry. Pen was the last resort I could hold on then.

The peaceful environment where I grew up to some extent also inspired me to take up writing. For example the colours of the dawn and dusk, birds feeding on fruit trees, the shrill cry of cicadas in the afternoon sun, and the cry of the foxes in the monsoon rain....were enough to keep my pen dancing.

What inspired you to enter She Writes?
Of course, the big names - Random House and MSN. Moreover, I had a story to tell and the category fitted well.

Why did you choose the category you did?
As I said earlier, there was this story lurking inside me for quite a long. At the same time I wasn't too sure that the idea of a self-styled nun falling in love with a foreigner in a monastery would generate any interest. The contest came as sheer coincidence and the category 'the man in my life' fitted well. I changed a bit of the storyline and it worked.

Do you have a writing routine - e.g. do you have favourite places to write/favourite times of day/do you write longhand or on a computer?
Whether it is a news report, feature or petition letters for my neighbours, I have to... my profession demands. But it will be a short poem that I feel happy with. I write on a computer in my room-cum-shrine room - my power place that too in the morning hours after a night's good sleep. Strange as it may sound but I cannot write poems on a computer. I have to have the right pen and pieces of paper or a thin notebook.

Who is your favourite author?
There are many. I grew up reading Charles Dickens, PG Wodehouse and Ruskin Bond, still my favourites. I love Michael Ondaatje for championing simplicity and transparency in his poems. I read and like a lot of Indian authors - Khushwant Singh (especially for Delhi, a novel, and Train to Pakistan), Tabish Khair, Amitav Ghosh and Rohinton Mistry.

Which book has inspired you the most?
It is John Steinbeck's 'The Grapes of Wrath'. What makes this American novel set during the great depression in the 1930s in Oklahoma so powerful is the way it is written - the feel of the time, the story of struggle against despair and moments of hope - interspersed with poetic chapters - all perfectly captured. In fact, I was drowned in each sentence Steinbeck spoke. It still continues to inspire me. I don't think I have read anybody who has reached that level of genius.

Which key piece of advice would you give to any other budding writer?
Remove your TV and make space for a bookshelf. Just like your body require water, read and feed your mind and be healthy and rich. And if you think you have a story to tell, start writing. Do not procrastinate.

Taking Stock of The Situation

ASSOCHAM organised the National Banking Conclave in New Delhi on June 17. The one-day event focussed on the ‘Challenges and Opportunities in a Trillion Dollar Economy’. Top executives of leading public sector banks and high-ranking officials of government departments and other financial institutions were present. It was held at Shangri-La’s Eros Hotel, and Finance Minister Pranab Mukherjee was the Chief Guest.

The event aimed at taking stock of India’s position in the wake of becoming a trillion-dollar economy, and evaluating the measures it needs to take in order to consolidate its position. It also took stock of threats that India could face.

Mr. Dilip Modi, President of ASSOCHAM and MD, Spice Group, delivered the welcome address, and said that there has been a change in global financial dynamics. Unfortunately, there is a very low penetration of financial services in India, wherein lies a huge opportunity for banks and financial institutions.

The Finance Minister expressed confidence that India is in a position where it can sustain high economic growth and development in the coming years despite the problems it is up against. He informed that economies around the world are still coming up with policies to better manage globalisation and serve the collective well-being of people. He said that these measures need to be sustained and pursued to their logical end so that they bear the desired fruit.Read More

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Gas them all, we say!

The lethargy to move to alternative fuel seems almost insane...

In Japan, while Honda rolled out its first hydrogen powered car, another Japanese company, Genepax, has gone one step ahead in making a prototype which runs on water by extracting the hydrogen for fuelling the engine. This should be seen in the background that hell-raisers (economists, if we may) now claim that the price of oil could even touch $200 per barrel in months to come. And though it might be too early to prefigure the shape of things, one thing is for sure, that the short journey to a new world where the need to plead and live with a prayer for oil price to come down, has already begun.

Yet, the real question is whether the energy problem is really so grave or is it simply a result of inertia of developing countries to strive for alternatives. And especially so in developing economies like, say, India. A report by the Global Environment Facility of the UNDP on India’s Coal Bed Methane (CBM) extraction potential states, “It is estimated that in India, the largest coal producer in the world, there are around 20,000 sq km of area where CBM capture could be carried out and that the country’s recoverable reserves of methane are 800 billion cubic metres, with a gas production potential of 105 million cubic metres a day over 20 years.” Compare this with Saudi Arabia’s daily production of oil which stands at 9.5 million barrel per day.

Read more......

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

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When PIGS Come Out in The Open

Ireland’s Rescue has Failed to Stem off Market Tensions from Euro Zone. B&E talks to Experts, Including the European Central Bank, to Analyse who will be the next Victim of Sovereign Debt Crisis.

If you thought that the recent agreement to provide Ireland with $114 billion to deal with its banking and fiscal problems was the European Union’s (EU) last in the series of bailouts, which started with Greece ($147 billion bailout in May 2010), then you have definitely failed to estimate the fury of the financial storm engulfing Europe. In fact, considering the continously deteriorating strengths of the fiscal and banking systems in nations like Spain, Portugal, Italy, et al, several economists believe that the tornado doesn’t end here. If not, then whose is next?

Though Eszter Miltenyi, Sr. Press Officer at European Central Bank (ECB) finds an excuse to get away from revealing that big name by telling B&E that, “I am afraid we won’t be able to answer this question,” there are still many who are bold enough to speak the truth. Enam Ahmed, the London-based Sr. Economist at the Moody’s Analytics, tells B&E, “The contagion from the fiscal problems of Greece & Ireland is spreading beyond Portugal & Spain, which are clearly next on the market hit list to receive EU-IMF help.”

And why not? The signals sent by Portugal and Spain are almost similar to the ones propelled by Greece and Ireland just before the financial storm hit their shores. Like its distressed Euro-partners, they both have a fragile public finance. In fact, Portugal’s budget deficit is already around 9.3% (in 2009), which is an astonishing 6.3% higher than the standards set by EU. Even the country’s foreign liabilities are close to 108% of its GDP ($225.35 billion), much higher when compared with Greece whose foreign liabilities stood at 87% of GDP ($264.82 billion) at the time of the collapse. Ten-year government bond yields are too hovering just below 7%, a level that Portuguese policymakers too accept as unsustainable.

Considering this, the European Commission’s report on the 2010 fiscal deficits of the EU member states, which is due to be published in January 2011, will be closely followed by investors. If Portugal fails to meet its target to bring down its fiscal deficit to 7.3% of GDP in 2010 the interest rates will shoot up further complicating things for Portuguese policymakers. Though, the economy has a $13.5 billion financing requirement in April 2011, it could be forced to go to the EU-IMF before then. If it happens, a minimum of $67 billion bailout package would be needed to save the nation from defaulting on its debt. Even CMA DataVision, a UK-based research firm that tracks the riskiness of sovereign debt, rates Portugal’s performance during Q3 2010 to be the second-worst in the world after Ireland. As per it, the spread between the starting price of swaps in July 2010 and the end price in September 2010 has widened to 30.4%.

Read more.....

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
 

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THE GRAND OBAMA BEGGING GAME!

Barack Obama came, he spoke and he conquered. At least that’s what some of the biggest media houses would have you believe. Nothing could be more misleading for the Indian public. Here are the reasons why the trip was only of feel-good value, that too for dumb people.

1. Obama had a clear-cut mandate. And that mandate was to show Americans that he was taking back jobs for them. He took away business worth $10 billion and 50,000 jobs. These $10 billion could have been used in India to create 200 times more jobs, because for every American job we create in America, we can roughly create about 200 jobs in rural India. It was a classic game of begging that the new America is now seen playing in India and China. With India, it’s about access to its markets and deals with the government. And with China, it’s about the revaluation of the Chinese currency to reduce their foreign debt and make Chinese products uncompetitive in American markets! I would even say that it was indeed sad to see such a weak American President for the first time in history. An American President is expected to speak like a great statesman – whether he speaks to businessmen or to the Parliament. He is expected to talk about America’s role in global peacekeeping and poverty eradication, the latter more so since India has 65% of people below the globally defined poverty line of people earning less than $2 a day. It was a shame that his talks never touched upon any of it.

2. He did speak of the need for Pakistan to bring 26/11 criminals to justice... But that is purely lip service. He never spoke of access to Headley. Just before coming to India, he doled out $2.2 billion military aid to Pakistan. Talking about Pakistan supporting terrorism, yet giving them money to spread terrorism in India; both cannot go hand in hand. It’s typical American double speak. He did not utter a word about stopping aid to Pakistan. He only used cleverly worded stuff about Pakistan to gain brownie points in India without giving away anything.

3. He did not utter a word about China and its role in supporting Pakistan or its illegal occupation of Indian land. But a few months back, he did speak about the need for China to be the guardian of South Asia, including Kashmir.

4. It was really nice of Obama to be so appreciative of Gandhi. But as Americans prepare for a war on Iran – less for security issues and more to revive their economy – I doubt if Gandhi is what he really believes in... Loving Gandhi and bombing countries for financial gains don’t go hand in hand. As a person, I am very sure that he appreciates Gandhi, but as a world leader, he does not display the same in his actions. Signing a memorandum allowing poor African countries to use children for war certainly doesn’t speak greatly for a Gandhian.

5. The big Obama announcement is supposed to have been about his support to India for a permanent seat in the United Nations Security Council. It might be noted that what he said has been said in the exact words by Bush before him and Clinton before that. It’s a shame that as a nation, we get so excited by such lip service. We deserve to be in the Security Council, and without us the Security Council is a sham. Obama’s mentioning the same is not a favour. And there is absolutely no reason to be excited about it. A permanent seat is our due and it is the Security Council’s job to call us and give us this due with appropriate apologies for the delay. And we should then proceed to rip them apart for the delay.

Read more.....

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
 

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links

IIPM : The B-School with a Human Face

Tim, what are you doing?

Former Google key man Tim Armstrong is cutting deadwood, exploring new businesses and being trigger happy like how. But his current assignment at AOL could prove to be a career killer.

March 17, 2009: A crowd of 1000 employees has assembled in a large tent at the original Dulles, Virginia Headquarters of AOL. Tim Armstrong, Chairman & CEO, is about to make his debut speech. AOL founder Steve Case speaks briefly before him; without putting much stress on the bloodied past. Then, a 6 foot 4 inches tall Armstrong rises to the podium. The air is heavy with nostalgia with some employees wiping away tears, hoping that Tim’s speech would be enough to wish the bad years away. Armstrong gets a standing ovation; his speech does better. Happy days are surely here again...

Erm, not so fast. AOL has, after all, been a revelation in the manner in which it has managed to fall, from being an Internet giant to a firm that’s all but out of business. It started with the ill-fated AOL-Time Warner merger, and continued into regular strategic mistakes that the top management kept attempting despite warning signs. For all right reasons, Tim Armstrong, who is former head, Google Ad Sales, US, was the key figure responsible for driving revenues in the search engine’s bread and butter business. He took over the position of Chairman and CEO of AOL even as the giant began its demerger with Time Warner, which culminated in December 2009. For Tim, that time was perhaps one of the worst. Post the demerger, AOL has lost 20 million of its 26 million paid subscribers – even this remaining figure is consistently dropping at the rate of 3% per annum – and has been left with a market cap of $2.68 billion. Still, customer satisfaction has paradoxically increased. Foresee Results’ 2010 American Customer Satisfaction Index (ACSI) had AOL see a 6% y-o-y increase in customer satisfaction and a 32% increase in satisfaction since the same was first measured in 2002 (Foresee Results told B&E through its communiqué that their analysis “suggests that usually when an industry laggard reports increased customer satisfaction, its because all of its customers have left except for the truly loyal and satisfied base...”).

Although Armstrong has been trying hard to bring the beleaguered giant back on track, his various restructuring attempts are resulting in further reds in the balance sheet. For the quarter ending June, AOL posted revenues of $584.1 million, a drop by 26.54% yoy. AOL’s US display advertising was down by 7% and the international counterpart of the same went down by almost 52%. This was as a result of Tim shutting down AOL offices in Germany and France. But the more surprising blow came from the search and advertising business, which Tim is trying hard to not lose – the quarter ending June saw a business downfall of 27% yoy. This was despite the fact that Internet advertising revenues in the US during the same quarter were up by 14% (as per PwC). In all, AOL slipped to a loss of $1.6 billion compared to a profit of $153.7 million the previous year. The key factor was the goodwill impairment cost of $1.4 billion arising out of the $10 million sale of social networking site Bebo, which AOL had bought for $850 million! Armstrong still put on a brave face, as he said, “In the second quarter, we continued our efforts to successfully reposition AOL for growth and the company is getting healthier every day.”

Read more.....

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
 

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links

IIPM : The B-School with a Human Face

A content pretty woman

Eat Pray Love has been globally panned; the only little takeaway has been claimed by Julia Roberts, who was reportedly quite taken with Hinduism while filming for the movie about a woman’s journey of self-discovery. With her newfound belief in reincarnation, she is hoping for a “quiet” life in the next one. Anyone looking to trade places with the ‘Pretty Woman’?

Read more.......

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
 

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links

IIPM : The B-School with a Human Face

“Retail banking is dominated by customer satisfaction”

For IDBI Bank retail banking is a game controlled by the customers, which can only be won by satisfying them. In an interaction with mona mehta, C. S. Jain, Head – Personal Banking, IDBI Bank, talks about the growing importance of retail banking in India and discloses how the bank is planning to reach the pedestal by winning ‘the game’...

B&E: The BFSI segment in India and abroad is running after innovations in terms of products and technology. How is it helpful to the consumers? And, how is IDBI Bank planning to benefit from similar new trends?
C.S.Jain (CS): When it’s about retail banking, innovation is a trend in products. What is more important for a consumer is the easy accessibility to such products and services of the bank. On the other hand, consistent and smooth delivery of the same means a lot to the bank. And this is where technology comes into the picture. Fulfilling all the above requirements are the hallmarks of technology. So for a bank like us, which is already on its way to universalisation and thus is focussing on retail banking in a major way, innovative products with an efficient technological support plays a very critical role. It helps the bank in drawing a large number of customers. See for yourself. With only 700 branches, IDBI Bank today has almost 40 lakh retail customers. And the reason behind it is an easy guess keeping in mind that despite being one of the youngest commercial banks, IDBI Bank has won the award for Best Bank in technology.

B&E: While the country’s economic environment is still not very clear, how are you planning to embed technology in your core strategy to create a competitive advantage for yourself?
CS: Keeping the economic upheaval in mind, IDBI Bank is waiving charges on savings account and current account (CASA) services in order to attract more business and achieve goal in lowering costs of deposits. The services in which the bank has waived or reduced fees include account closure, ATM interchange, issuance, cash services, new cheque book, ECS, EFT, new card issue, outstation cheque collection, account statement, standing instructions, stop payment and so on. Under present circumstances this has proved to be extremely beneficial to the bank in strengthening the relationship with its customers.

B&E: This year has already witnessed IDBI Bank’s aggression in terms of marketing and promotional activities. What kind of return are you expecting from the same?
CS: In order to acquire substantial increase in customer base by March 2011, IDBI Bank is not only using advertising campaign and multi-media campaign, but also harnessing its staff strength to maintain a better relationship with the customers. IDBI Bank has asked its staff to build and upgrade relationship by enabling customers to open more accounts with their family and friends. Our ongoing advertisements with the theme ‘Friendship’ and the tag-line – “For us, customers are more precious than their money” – are taking off well.

Read more....

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links

“THIS BUSINESS EXPECTS YOU TO COMPLEMENT & COMPETE”

Manish Agarwal was hired to drive UTV’s ambitions in the mobile space. He defends some critical factors, including fall in revenues and employee retrenchment

“When I met Ronnie, I was surprised with his clarity of thinking and the sharpness of comprehending a situation and articulating it. It was a 45 minute chit chat session, wherein his whole concern was how I, coming from Microsoft, would fit into UTV,” says Manish Agarwal, who has spent one year as the CEO of UTV New Media. Excerpts:

B&E: The 3 year old UTV New Media is in a budding phase. What are the expectations from this vertical?
Manish Agarwal (MA): Broadly there are two expectations from us, one is how do we dominate the mobile screen; which has 500 million users and growing and secondly, how do we become the biggest player in that vertical like UTV Motion Pictures is in the movie space. This is the screen that is going to touch maximum number of consumers. So how do we create cutting edge innovative content and think of new products, which allow consumers to think of our content.

B&E: Who do you consider strong competition and what are you doing to stay ahead of them?
MA: This is a very interesting arena where we have competition from Hungama, Cerebrum, et al. This business requires you to complement and compete in the simultaneous phase. For instance, Hungama can partner with us on something and we compete in a different segment in the market at the same time. In the last one year, we have zeroed on a few business principles. We realized that we are not just in the business of content aggregation but creating content IP and at the same time we ought to add value to the content. So basically we are not looking at taking content from X and giving it to Y. Secondly, we aim to provide consumers innovative products that they can leverage on. Thirdly we need to create IP on the web point by building our own unique platform in social graph and consumer profiling systems et al.

Read more....

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links

COURSE CORRECTION

It was a stellar year for M&M, as the company saw sales & profits surge phenomenally. But M&M is now equally concerned about where its numbers come from, as it diversifies into new segments & geographies via M&As and alliances. by Pawan Chabra

Ever since the Mahindra Group initiated the process of bringing the renowned Jeep to the Indian market two years before the nation got independence in 1954, the brand developed a strong association with being a tough, rugged & quintessentially Indian jeep maker.

By the time I got to see a Mahindra product for the first time (in the 1980s), a lot had changed in the Indian automobile circuit (although small fry compared to the changes happening today). For instance, by that time, Indians were preferring the Maruti 800s over the Premier Padminis and the Ambassadors, Mahindra had became a market leader in the tractors segment (a position it retains). But the one thing that remained intact was the image of M&M. However, by then, Anand Mahindra, the current MD and Vice Chairman of the Mahindra Group, was all set to take the Group to the next leap of growth. In all these years, the Harvard graduate has taken the group to new fields like IT, hospitality, retail and more recently into aerospace.

Meanwhile, M&M posted standalone net profit of `20.87 billion for the year ending March 2010, a phenomenal growth of 150% yoy; which has catapulted it to rank 34 on the B&E Power 100 list (from 64 last year). The performance was buoyed by unit sales of 2,86,713 vehicles during the year, a growth of 30% yoy. Even as UVs and tractors continue to be its mainstay in the automotive sector, M&M is attempting to taken a more holistic view of its potential and trying hard to expand its portfolio and reach.

If one analyzes the moves made by the company, over the past few years, it doesn’t takes rocket science to figure out that the strategy to acquire companies to expand its presence into new segments within the automotive industry has been an integral part of its strategy. For instance, the acquisition of the Kinetic’s assets in 2008 was done to enter into the two-wheeler segment with the latter’s infrastructure, product brands and distribution network. While the deal gave a sigh to relief to Sullaja Motwani, who was trying her level best to save a sinking ship. “Mahindra acquired the assets of Kinetic with a view to get a lap ahead in the race in the Indian two-wheeler segment,” said Pawan Goenka, President – Automotive & Farm Equipment Sector, M&M. The recently announced acquisition of Reva Electric Car Company has given the company an entry into the nascent electric car segment. The latest buzz in the domestic circuit is that the company will deploy the electric technology in a couple of SUVs in its portfolio apart from incorporating it in its LCVs range. “Mahindra and REVA now have access to Mahindra’s vehicle development technology and distribution network, significantly enhancing its ability to launch a state-of-the-art electric vehicle for global markets,” said Chetan Maini, the founder of Reva, to B&E after the deal was signed.

Read more......

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links

INDIA’S 100 MOST PROFITABLE COMPANIES WHO’S THE NEW NO.1?

Is a corporation meant to look at the larger good or just at profit maximisation? the debate continues to catch the imagination of executives and academicians. Virat Bahri wonders whether the debate is relevant at all

“Corporate social responsibility is a hard-edged business decision. Not because it is a nice thing to do or because people are forcing us to do it... because it is good for our business”
Niall Fitzerald,
Former CEO, Unilever

A corporation’s primary goal is to make money. Government’s primary role is to take a big chunk of that money and give it to others.
Larry Ellison,
CEO, Oracle

Corporations are known to be in existence since the Roman empire. But as far as defining their role in society is concerned, it remains a work in progress. When the father of modern economics Adam Smith expressed his support for free markets, he wouldn’t have imagined that corporations would evolve to the extent that they have today. However, one does get a brief idea from his writings that he was against untethered power in the hands of companies, and advocated increasing competition. The debate on their role and relevance really took centre stage with Milton Friedman’s treatise on the virtues of free markets, when he proposed that the “social responsibility of a corporation is to increase profits.”

When we talk of present day corporations, we tend to have two extremely strong points of view – we dread their growing power and influence (like Smith) and also tend to wonder whether Friedman was actually justified in his simplistic assessment. As blatant misuse of power and influence, especially by the large MNCs came to light, the alternate view of ‘stakeholder responsibility’ gained ground; championed by academicians like Darden School of Business Professor R. Edward Freeman.

The debate rages on, in classrooms and corporate boardrooms alike. It’s visible in how BP continues to be penalised for the Gulf of Mexico oil spill, for ‘being the big bad corporate that compromised on safety systems (payout has reportedly reached $6.1 billion till date). One part of this debate is obviously the legal perspective – the fact that companies must not “be evil or unethical” in pursuit of profits; which could mean various practices like duping customers, engaging in unfair competition, harming communities or environment or exploiting employees. The second perspective is about companies being epitomes of nobility and contributing to the social causes as a responsibility. Now the question is whether investing time and money in such causes is right; especially in public listed companies, where the money belongs to a large group of shareholders. In other words, should CSR only be strategic in nature?

Read more.....

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links

2.8 bn still poor; 20% illiterate

The world is better today than 20 years ago; but not for all

Issues such as poverty, sanitation, illiteracy and health care don’t just plague developing or underdeveloped countries but also hold equal significance in the developed world. There is hardly any place in the world that is free of such social shortcomings. These words are extensively and effectively used on political platforms and in global summits. But lip service and the shorter end of the stick are all that the poor get all the time. This is despite the fact that non-government bodies and social watch organizations are working day in and day out across the globe to address these issues.

Going by present data available, as of 2010, there are still 2.8 billion people living on less than $2 a day. There had been many global policies designed to counter and address this problem in particular. One of the measures (under Millennium Development Goals aka MDG) taken by UN and like institution aimed to fight poverty and contain its growth through education initiatives. In the last one decade, illiteracy has seen a noteworthy fall. If the worldwide literacy rate was 73% in 1990 then today it is around 80% - a considerable achievement. But then, most of the development and upliftment has taken place in developed countries. The same trend can be seen with respect to access to health. As of 2010, around 2 billion people worldwide still do not have access to primary care or clinics. Contrast this with the WHO report in 2002, which reveals that 2.6 billion people lacked access to improved sanitation, which represented 42% of the world’s population.

Illiteracy, poverty and related issues are some of the key reasons many sections of the society have a higher probability of turning over to undertaking illegal activities simply for survival. 

Read more.....

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links