Wednesday, March 31, 2010

At the age of 95, and away from the land that inspires his art

At the age of 95, and away from the land that inspires his art, painter M.F. Husain has lost none of his legendary flamboyance and passion for life. Here, in an intimate, freewheeling interview with Parvez Ahmed in Dubai, he bares his heart. The artist talks about his early years, his decision to take up Qatari citizenship, his likes and dislikes, and the many things that still keep him going

You penned poetry, or rather shayri, wrote prose and made films. Was canvas and paints not enough to assimilate all your ideas?
I don’t think like that. I used the canvas and paint as my voice for long. But every art has its importance. In my heydays, I did stories and wrote shayri too. It was no more than a hobby. I adopted ‘Haya’ as my nom de plume. My friends used to say jokingly it should be changed to ‘Behaya’. I wrote poetry in English too. Octavio Paz organised a discussion on my poems in Mexico.

What poem was that?
It was titled ‘Landscapes: My Words born in you are yet unspoken’. But film is the most powerful medium to articulate your ideas with force. It has actors, dialogues, songs, music and yes, colours.

Indira Gandhi gave you some responsibility in Films Division and you did a movie. It was mute.
I am a man of paintings. There is no sound in my world. I did the same with the movie camera. Long ago, we did have silent films. The difference was, I did not allow any kind of sound in my film and not the human voice alone.

You have been so closely linked with the film world. Who has been your favourite actor?
The country is yet to see a better actor than Dilip Kumar. But he was a misfit in Mughal-e-Azam. So was Prithviraj Kapoor. Madhubala was the best in the film. I preferred Dilip Kumar in Devdas.

And among directors?
Every one of them stands pale in front of Satyajit Ray and Ritwik Ghatak.

And if you have to name a film…
I consider Ray’s Pather Panchali among the top ten films in the world.

You liked Madhubala as well as Madhuri. What parallels did you find?
I loved Madhubala’s smile. But Madhuri’s talent and beauty have no parallels. She can't be compared with anybody. No director used her talent well. Her career passed like that.

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IIPM Editorial, 2009

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Tuesday, March 30, 2010

As the people of Junglemahal drift close to desperation, it is the state that is to blame

Ask those ladies who are either already raped or are preys of the future; ask the children whose parents are behind bars and do not know why; ask those who have lost their generations-old possession to some security mercenaries. Do they care about how many borewells may be installed in some future time, or how many health centres and even schools? People have lived here on their own for millenniums. They expect nothing from the dikus (outsiders). So they do not appreciate their presence either. Adivasis have seen outsiders coming and going, and robbing them in every such new move and another thread of continuous stream of wealth outflow starts. These various streams of dikus of different races and people have now congealed into an all-powerful state. The state is now institutionalised diku. These people had to be subdued, imprisoned, strangled and dishonoured. “Development” follows the same track. The people of the rainforest and Junglemahal are fighting the war their predecessors had started millenniums back.

Dignity is all they want, dignity for the domiciled, dignity as human beings and dignity as producers. They are hardly swayed by the lollipops of jobs, doles, “development” and, least of all, bore-wells. Binayak Sen, Himangshu Kumar, Anuradha Ghandy, Narayan Sanyal, Jayanta Bhattacharya, Naba Kumar Biswas are not dikus. They are kakus. The STATE is, the uniform-clad BABUs are, the sahebs in the white car are and definitely the security authorities are. An Adivasi mother knows who to watch out against and who to go to as friends. The state comprises of the liberal soothsayers as well, the think-tanks, the academicians, the NGOs, and all other “individuals” in addition to the four existing pillars we had known. Castes after castes, sections after sections are joining the ranks of the rebels. Previously Mundas were the rebels, then came the Santhals, then all other denominations of Vanvasis, then the Mahatos (Koiris) and now the domiciled Biharis and Bengalis. Marx conceived of withering away of the state. The means were rather mundane: build up mass organisations and render the government-sponsored institutions irrelevant. Now it is the state that is blasting itself off by unleashing a backlash. The state is the anarchist and terrorist here, it is pushing the whole populace into rebellion, it is losing all iota of credibility as a provider and positing itself as a marauder.

The ruling establishment at the Centre is not bothered. The Congress has a long enough experience of wading through waters sullied by themselves. They know how to linger on without solving but creating more complex twists. Our Left parties have learnt how to parrot and even out-perform the Congress in their game. The people are now realising this. There are two ways of looking at the same thing – a state way, and a people way.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, March 26, 2010

How Pranab Da could travel from North Block to Writers' Building

A section of political analysts also feels that Mamata may opt for this arrangement as this will help her play the role of Sonia Gandhi in state politics. It will ensure that the Congress sticks to the alliance. On the other hand, Mukherjee’s wisdom and experience would come in handy in offsetting any situation of lawlessness that may arise out of the Left Front’ electoral defeat. Mukherjee’s proximity to CPI(M) can also help the matter.

“But, will Pranab Babu, No 2 in Raisina Hills agree to surrender that enormous power to become a mere chief minister,” questions eminent political analyst Siddhartha Sen. According to him, “Technically there is nothing wrong in sharing political power of the state. There has been instances of such sharing in other states. But for that a smooth understanding between Sonia Gandhi and Mamata Banerjee is most important. But, the problem is in Pradesh Congress itself. Pranab Mukherjee does not have much of a mass appeal. He will have to be dependent on his party leaders which may make Mamata Banerjee jittery.”

Eminent journalists like Dilip Ghosh Chowdhury and Amit Sarbadhikari term such an arrangement as ‘hypothetical’. According to Ghosh Chowdhury, “I don’t think this is possible. People of Bengal do not trust Mukherjee so much, not even leaders of his own party. Apart from that, Trinamool is gradually being dragged into conflicts with the Congress. Inner conflicts in Trinamool-ruled panchayats are also coming up. The two parties have virtually no floor coordination in the state Assembly. I will not be surprised if the alliance is over before Assembly polls.”
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, March 25, 2010

We must go through with the Women’s Reservation Bill for it’s an idea whose time has come

There are two ways in which the Women’s Reservation Bill will positively impact Indian society and even the Indian economy. It has been established throughout the world that the empowerment of women at the grassroots level leads to positive changes in social attitudes. I will give two concrete examples from India to illustrate this point. We all know that Kerala enjoys the highest literacy rates, the lowest maternal mortality and infant mortality rates in the country. While Kerala may not be as industrially advanced as states like Maharashtra, it boasts admirable human development indicators. This was possible primarily because women across the state were empowered through education. The second example comes from Rajasthan where volunteer ‘saathins’ have played a tremendous role in curbing social evils like child marriage. Imagine the difference women can make if they are similarly empowered all over India. The Women’s Reservation Bill will of course not have a direct and immediate impact when it comes to transforming Indian society. But it will matter a lot in the long run. Just as educated and empowered women improve the ‘social’ profile of a family, they will eventually do something similar with Indian society as a whole.

The Bill, when it becomes law, will also have a hugely positive impact on the Indian economy. It has been established through studies and research that the GDP growth rate of a country goes up by 1.5% to 3% when women become active members of the workforce. It has also been repeatedly proven in Third World countries that women, especially poor women, make a tremendous difference to the economic status of their family when they are economically empowered. The Grameen Bank concept pioneered by Nobel Prize winner Mohammed Younus in Bangladesh is a classic example of how economic empowerment can lift rural families out of poverty. In India, the body SEWA pioneered by Ela Bhatt is another example of how the active participation of women in economic and productive activities can create miracles for a poor family. Even in Andhra Pradesh, where so many farmers have unfortunately committed suicide due to crop failures and debt, micro credit institutions giving finance to poor women have literally lifted thousands of families out of the clutches of poverty. The Women’s Reservation Bill will not make an immediate impact on this front. But it will send a huge and powerful message across the country that the age of economic empowerment of Indian women has finally arrived. The sheer symbolic value of this message will be incalculable.

We in India have usually paid lip service to women and revered them as deities even while they were exploited and marginalised. The Bill will be a gigantic step towards changing this. It will possibly take one generation for the real impact of the Bill to be felt across India. But when change happens, even the critics and cynics will marvel at the power and success that empowerment of women can bring about.
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Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Tuesday, March 23, 2010

METHODOLOGY

This is one of the most exhaustive and comprehensive surveys done to rate the performance of state governments and chief ministers by their own voters. In all, 26,432 citizens and voters were selected through random sampling. The number of voters selected for each state was proportional to the number of Lok Sabha and Assembly seats. Rural and urban voters were selected on the basis of population in the region. Like the sample from Gujarat has proportionately more urban voters than the sample from Orissa. Each ‘voter’ was given a questionnaire to fill up. Team C-Voter identified 15 parameters on which the citizen voter was required to rate the government and the CM. The answer options were standard-ranging from much improved to remains the same to far worse. Positive responses on each parameter were aggregated and a final average performance measurement was done accordingly. It is important to note here that the ‘performance’ of the state government and CM is based entirely on the perception of the individual voter whose expectations differ. from state to state. Hence, Bihar scores over Karnataka in terms of voter perceptions for the parameter public transport. One interesting and exclusive aspect of the survey is a question asked to voters to rate the best CM outside their own state. It has thrown up interesting results! This is an ongoing survey and TSI, along with C-Voter will be conducting them on a quarterly basis and exclusively share the results with readers.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, March 19, 2010

DRIVING BEYOND WHEELS?

Over the years, Anand Mahindra has taken his group company to many territories uncharted by him; and his wishlist doesn’t seem to end. Is he treading on too risky a ground? B&E traverses inside his group and interviews the head honcho along with other group heads

It was celebration time at IIT Bombay. From students to teachers, all were gearing up for that big event – their Golden Jubilee Foundation Day. However, events didn’t unfold as smoothly as were anticipated and wished for, for the Indian Prime Minister, Dr. Manmohan Singh, the Chief Guest for the occasion, didn’t turn up. What followed was obvious disappointment at having missed the company of India’s top political leader. And then walked in Anand Mahindra, Managing Director & Vice Chairman of Mahindra & Mahindra (M&M) Group, inarguably one of India’s top corporate honchos. Singularly, with a brilliant speech that loquaciously and masterfully expounded various leadership aspects – from John F Kennedy to Jawaharlal Nehru – Mahindra was impressive not only in delivery, but also in the implicit arguments and pressing intent brimming explosively under his words. What stood out in that particular speech was Mahindra’s narration of incidents from The Mahabharata, drawing metaphors time and again to real life, enforcing upon the students the need to look into and rediscover their ‘dharma’ and to ever continuously strive for excellence without compromising with quality. Not many would have realised this, but what Mahindra spoke that day, was a summary of his most important lessons from life, and of the questions on growth and progress that he still is striving hard to answer; questions, that perchance are the very issues that his group is facing today, and at the most critical crossroads.

When Anand Mahindra started his journey with the Mahindra Group in 1981 as an Executive Assistant to the Finance Director at Mahindra Ugine Steel Company Ltd, industry watchers labelled his arrival as ‘yet another’ attempt by ‘yet another’ business family to strengthen its hold on ‘yet another’ business. But as the years rolled past, this young Harvard Alumnus proved his mettle, with his unparalleled understanding of both the consumer market and employees alike, and by 1997, had been elevated to the post of MD of the group. Quick climb up the ladder, but the real tale began right at that point when he assumed powers to make strategic decisions for the entire group! Over time, he not only effected a metamorphic transformation of the group into a more professionally-run organisation, but also expanded the group’s footprint beyond its core automotive and farm equipment businesses, thereby diversifying into sectors like IT, Hospitality and Financial Services, all of which have helped the group scale creditable heights. And his sweet tooth for the leadership slot has always compelled him to strive harder. Even experts believe that such big ‘diversified’ ambitions will continue to remain the driving force behind this group’s growth in the coming years.
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Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, March 18, 2010

What gives?

The preservation work of Jaipur’s renowned Amer Fort is stuck between an authority set up to look over preservations and high court orders. on The current status, Anil Sharma reports

The world famous Amer Fort has been losing its sheen over the years, partly because of lack of maintenance work, and partly because of the vagaries of nature and pollution. To be fair, this grand historical monument has undergone restoration and preservation work for several years in the past. Unfortunately, in the last six years, controversies with respect to preservation funds usage has given a grey layer to the issue.

Talking to TSI, Abhinav Sharma, ombudsman for the fort appointed by the high court, said, “The Amer Development Management Authority was constituted during the Vasundhara Raje regime. In the name of restoration and management, the only thing it did was to start all sorts of commercial activities in different parts of the fort.” While that could be an extreme view (given that tourists we met did tell that they appreciate buying typically royalty branded items from within the fort), the high court recently decided to cancel all the commercial arrangements and activities within the precincts of the fort, and even stopped the restoration work that the Authority had taken up. The court was of the view that allowing commercial activities was outside the purview of the Authority and hence the decision (to start commercial activities) stood null and void. Sadly, although the court's order might have been intended towards ensuring that the Authority focuses purely on restoration, the collateral damage was that commercial activities – which are an active source to earn tourism earnings for both the state and its citizens – were stopped.

The response of the present Ashok Gehlot regime has been neutral to the court order; but the fact is that the Gehlot government has been proactive towards the restoration work of the Fort. Before the elections, Gehlot had promised to investigate the issues haunting the Amer Development Management Authority. Post elections, in the case of Amer Fort, despite the fact that the authority was set up by the opposing Raje lobby, Gehlot gave the green signal to the work initiated by the previous regime and also restarted commercial activities in the interests of the future of the Fort.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Wednesday, March 17, 2010

Mum’s the word…

“Valentine’s Day” actress, Jessica Alba, who’s recently found motherhood is doing all she can to become the ideal mother to her kid. The star has put her foot down on nudity and has vowed never to shed clothes onscreen again. She says that she loves what she does and all the admiration that comes with the job, but “Honey” it’s not easy to peel-off on screen when you know soon your little one would have the remote control in his hand.

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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, March 11, 2010

Radical restructuring of SEBI is extremely imperative

SEBI might be the Indian counterpart of Security Exchange Commission or SEC of the US, yet SEBI rather has a long way to go to even become a shade of SEC in terms of stringency. SEBI at best is a watchdog which doesn’t know how to bite. SEC, on the other hand, doesn’t even care two hoots as to who has what political contacts or lobby when it comes to crushing fraudulent companies. Remember what SEC did to Enron and Arthur Anderson? The problem with SEBI is that it acts more as a prosecuting agency rather than an enforcing one. Whenever a scam happens, fingers are pointed at auditing companies and not at stock market regulators. Ironically all these manipulations do happen to take advantage of the lacunae in the legal systems that govern stock trading in India. Take for instance Satyam, where the blame went to PwC that had little role to play as it was bound by Non-Disclosure Agreement. However, the role of auditor can be enhanced if it is allowed to report to the regulatory body directly, which is now confined to just the company’s board. Alternatively, one can think of replicating France and Denmark’s model of ‘dual auditing pattern’ or a system of joint auditing. On this Sudhir Gupta, Consultant, Planman Group suggests, “SEBI should have some kind of moral responsibility. Whenever there is a scam or fraud, SEBI’s top brass should voluntarily go ahead and resign. The authorities in charge should do so taking a hint from our ministers and leaders who do the same whenever they are alleged with criminal or corruption charges”. At the least, SEBI should copy the way SEC functions & have power to raid, search and seize, if it senses any abnormal activities. Presently, SEBI does not have any such powers. But until the government endeavours to structurally change SEBI, it’s only a matter of time before the next Satyam happens.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Wednesday, March 10, 2010

big corporate sharks to be on the prowl

How rewarding it is for the people of America is a different issue, but here the objective is rescuing the financial system, in any way possible. US has seen a number of distress sales, like that of Merrill Lynch by Bank of America for $44.4 billion and Bear Stearns by JP Morgan for $236 million (later revised to $1 billion). As the credit malaise spread, other big ticket deals happened globally, including Lloyds TSB’s acquisition of HBOS ($21.9 billion), Commerzbank’s take over of Dresdner Bank ($14.4 billion) and Westpac Banking’s buyout of St. George Bank ($18.5 billion). UBS also sold off its subprime and Alt-A portfolio to BlackRock for $15 billion. India also saw a major banking deal when HDFC acquired Centurian Bank of Punjab for Rs.95.1 billion, and more could follow, but that has less to do with the credit crisis and more to do with the imminent consolidation in Indian banking.

Mining is another sector that seems ripe for consolidation. Coming back to the largest pre-marital break up of 2008; where BHP Billiton moved back, Chinalco is baring its fangs. The Chinese aluminium major is planning to double its stake in Rio Tinto to as much as 18% by investing $19.5 billion. Opposition to the deal has even led to Chairman Jim Leng resigning barely two months after his appointment! It is being speculated now that BHP Billiton could make a counter bid. Indian mining giant Sterlite has also completed its acquisition of Asarco at a lower price. Although deal making in mining dropped by 47% to $127 billion due to the severe hit on commodity prices, 2009 would see a boost due to an “eventual inevitable string of players who’ll go into bankruptcy,” as per a report by Ernst & Young.

The other sector where the spurt of M&As would have surprised many is pharma. Three big ticket deals and we are not even past the first quarter of the year yet! Pfizer has gobbled up Wyeth for a massive $68 billion, and then Merck has targeted Schering-Plough in a $41.1 billion cash and stock deal. Roche, meanwhile, plans to take full control of Genentech by shelling out a whopping $46.8 billion for 44% stake (it already owned 55.8%), for the latter has a terrific innovation culture that Roche wishes to own. Last year, we witnessed the acquisition of Ranbaxy’s promoters’ stake by Japanese firm Daichi Sankyo for Rs.150 billion. Did someone say that the downturn makes companies itchy when it comes to shelling out cash? It does, but for Big Pharma, it has been a do or die battle for quite sometime. As patent expiries loom, these companies are obviously looking for targets to secure their future.

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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, March 04, 2010

“We don’t believe in violence”

Mohan Raj
State Convener of and brain behind Blue Army

What inspired you to form such an army?

It was a three-year-old idea. On one hand Kambalapalli-like incidents are on the rise and on the other the police as well as governments repeatedly fail to protect us. There are 39 BJP MLAs in Karnataka who belong to our community; they only fight to become a part of the government rather than work for our well-being. We are sorely disappointed. Moreover, communalism has reared its head in the state after the BJP came to power. We thought we need a force like Mao’s Red Army. If the Sangh Parivar could have a disciplined army like RSS, why can’t we? But the difference is we don’t have any hidden agenda.

How is your ideology different from that of the Communists?

They (Communists) concentrate more on the working class, especially industrial workers. But our intention is mainly to build confidence among the youth of our community in the rural belt. The paradox of Communism in India is that Marxian theory went into the hands of the upper class. Had it gone to the suppressed classes, India would have witnessed revolutionary changes.

Don’t you think the Dalit movement failed more because of its own inner cracks rather than any external reasons?

Obviously, in fact, this Neeli Sene would not have been needed had we been united. We have a number of factions in DSS (Dalit Sangarsh Samiti). I don’t think these divisions are due to ideological differences. Some leaders have vested interests and personal agendas. I confess that there are problems within our community.

What do you say about Mayawati, chief minister of UP, who has disillusioned your people by spending money on her statues?

True, Mayawati’s recent policies are unacceptable. But when she took the reins of office the first time around, she did make a difference. More than 7.5 lakh acres of land was distributed to dispossessed people within three months. Poor Dalits were given houses. At one point, Mayawati was close to occupying the top post at the Centre. She has lost ground since then and the situation is of her own making.

Does weapon training for the Sene mean that you intend to run this outfit like a real army?

Yes, the question is valid. We hadn’t thought about that. But we should do something. But I assure you that there is no chance of violence here as we are followers of Ambedkar and the Buddha. Both taught peace.

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Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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