Showing posts with label IIPM Think Tank. Show all posts
Showing posts with label IIPM Think Tank. Show all posts

Monday, June 03, 2013

Book Review: The Revenge of Geography

Reductionist scholarship

19th century American journalist and educationalist, Ambrose Bierce, in what was termed a bout of often frequent farsightedness, once quipped that “War is God’s way of teaching Americans geography.” Who would have known that even exactly 100 years after his demise, this man’s observation would still stand relevant.

By sheer coincidence, this also happens to be the year when American journalist Robert D Kaplan came out with his latest book, The Revenge of Geography: What The Map Tells Us About Coming Conflicts And The Battle Against Fate. As the title suggests, the book is an effort to know how geography has played its part in shaping geopolitics and how it does not plan to call it a day yet.

I am not exactly a fan of Kaplan’s writings or even thought process. I generally consider his previous works, including the better known Surrender or Starve: Travels in Ethiopia, Sudan, Somalia, and Eritrea and Soldiers of God: With Islamic Warriors in Afghanistan and Pakistan as a case of fish-out-of-water at the best and attempts towards utter reductionism at the worst. These books, although full of ingredients that make a non-fiction bestseller in the US, fared miserably at the Nielsen. In short, even average chest-thumping Americans took a very dim view of his writings. And that is quite low.

But still, these books tell a lot about how he constructs his arguments. Another book of his with the self-explanatory title Balkan Ghosts was again a non-starter. But somehow or other, President Bill Clinton got hold of a copy, and as legend follows, used the arguments put forward in the book to launch an attack on Yugoslavia. Kaplan’s star rose overnight, albeit for the wrong reasons. When George Bush was mulling an attack on Iraq, Kaplan supported the idea in a then secret meeting with Bush administration insiders. However, these days, he admits he made a mistake. This book is supposed to be the product of that learning curve. 

So, let’s look at the premise of the book. The book explores a new paradigm, or if we believe the author, an omnipresent but rather ignored paradigm, that geography has pipped ideology as the anchor-stone of geopolitics in a post-Cold War world. That essentially means that nations decide upon their bilateral and multilateral relationships driven by compulsions of geography and not ideology.

While this analogy is as fresh as any, there are works of other theorists that the author draws on. In fact, Kaplan dedicates a substantial number of pages exploring often debunked theories of these geniuses. So, at the very beginning, readers are thrown into the world of English geographer and academic Sir Halford J. Mackinder, who’s ‘Heartland thesis’ is pitted by Kaplan against the ‘Rimland thesis’ of Dutch geo-strategist and his contemporary, Nicholas J. Spykman. Kaplan explores these ideas for the benefit of the readers and helpfully illustrates why they failed. The problem starts when he presents some of his vague ideas and seeks to draw examples from the contemporary world.

While some of them do hold water, the others fall flat. Take for example Panama Canal. Kaplan maintains that it was the specific geography of Panama that led to the canal and dominance of the US in both Pacific and Atlantic. Had Panama not been there, it would have not been easy for the Americans to surpass Brits at sea. Kaplan theorizes that since Britain was positioned as an island west of mainland Europe, it was geographically well placed to outmanoeuvre Portugal and the Netherlands, which it eventually did, in the war of dominance on water. The US did the same with Britain with Panama Canal. This I concede is a remarkably fresh idea.

However, he fails when he  draws parallels between Saudi Arabia and Iran by asserting that these are loose conglomerations of ethnic groups, peoples and lands. And their political centres more often than not cannot hold their distant dominions. Anybody who knows the region will only laugh at this. Similarly, he concedes, rather miserably, that autocrats in Russia, from Stalin to Putin, were necessitated by its ruthless geography.


Saturday, June 01, 2013

Book Review: Cell Phone Nation

India without the wires

The cheap mobile phone is probably the most disruptive communicative device in history. In India its potential to stir up society is breathtaking, argue well known historian Robbin Jeffery and leading anthropologist Assa Doran.

The authors are familiar with the emerging landscape in India for more than two decades now. Jeffrey is a visiting professor at the Institute of South Asian Studies and Asia Research Institute, at National University of Singapore, and has also written on the rise of vernacular dailies in India. Doron, a research fellow in the College of Asia and the Pacific, Australian National University, Canberra, too has an earlier India book - Caste, Occupation and Politics on the Ganges: Passages of Resistance.

“Like shoes, mobile phones have become an item that almost everyone can afford and aspire to. Unlike shoes, mobile phones often get taken to bed,” the duo writes in Cell Phone Nation: How Mobile Phones have revolutionised business, politics and ordinary life. The authors explore this theme in the context of India to understand the impact of the cheap mushrooming of communication devices, a revolution for a country that until 1991 had only one phone for 165 people.

All this changed in the first decade of the 21st century and by 2012 mobile phone subscribers in India exceed 900 million out of the 1220 million population. It is ironic  that India had far more mobiles than it had toilets of any kind; 53 per cent of the country’s 247 million households still defecated in the open; but mobile phone density in 2012 approached 72 per cent.

The impact of the simple version of the device has been deep. Village councils continue to ban unmarried girls from owning phones. Families have debated whether their new bride should surrender them. Cheap mobile phones have become photo albums, music machines, databases, radio, flashlights… Religious images and uplifting messages continue to flood tens of thousands of millions of phones each day. On the other hand pornographers and criminals have found a tantalizing tool.

Each of the eight chapters is worth a book in itself. The canvas has been divided over the concept of three ‘Cs’. The first is ‘Controlling’, which examines how people struggle to control information, beginning with sub-continent’s Mughal rulers 500 years ago but quickly moving to radio frequency spectrum and nexus of big business, politicians and bureaucrats, and discusses the 2-G scam and infamous Radia tapes.

Second part of the book focuses on who did the connecting ranging from the fast living advertising women and men of Mumbai to small shopkeepers persuaded by their suppliers of the fast moving consumer goods to stock recharge coupons for pre-paid mobile services.

Also what made the cell phone revolution possible in the billion-plus nation conscious its caste and class hierarchy is that it developed the cheapest mobile call rates in the world and turned pre-paid mobile phone plans into a complex and much talked about subject. In 2010, a US dollar (Rs 50) bought more 200 minutes of talk time on an Indian mobile phone; in Australia, it often bought less than one minute. At one point of time, the cost of making an international call from India for three minutes was Rs 300. Today, it is as low as Rs 20.

With mobile phones invading every section of the society, authors tell us how masses became consumers. This occupies the third part of the canvas - consuming in a multitude of ways. “Mobiles were used for business and politics, in households and families to commit crime and foment terror. Some of the practices enabled by the mobile phones were new and disruptive,” the authors observe.

At the most phones brought fundamental changes in the lives of people at the bottom of the pyramid whether it was fishermen in Kerala or Banaras with tips on the rough weather on seas or marginal farmers with farm advisory or money transfer in unbanked areas.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
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

ExecutiveMBA

Saturday, May 11, 2013

KIDNEY TRANSPLANTATIONS: DELAYS

Stringent laws and complicated procedures are delaying the kidney transplantation process killing more people in the process

This amendment may have succeeded in controlling the kidney racket scandal to a certain limit but it has several loopholes. Mostly, it has been severally criticized as being an unduly elongated process to get approvals for unrelated kidney donation. Due to the lengthy procedure and absence of government nominees on the authorisation committee, transplants have been stalled or delayed in several hospitals. One nephrologist from a reputed hospital said, “We appreciate the move of the government but the procedure has been moving at a snail’s pace.”

In one example, in 2011, many transplants in Maharashtra got delayed for a few months in several hospitals due to delays in release of authorisation letters. Although there is no official data on whether any deaths took place due to delayed release of approval letters, there is no doubt that this may have been the case. Kidney transplantation on an average burns the pocket of an individual by almost Rs 400,000 (if the same is done legally!); post-operative expenses come to around Rs.10,000 per month! And in case the deal is illegal, then the recipient’s family has to conjure up another Rs.200,000 to Rs.400,000.

In reality, the stringent laws that have come into force have not been able to completely curb the illegal kidney racket – but worse, in some cases, have ensured that honest and emergency cases of transplants have not been processed in time. The need of the moment is for the government to now set a more stringent time-bound condition on the Authorization Committee to clear any pending case for kidney transplantation within 24 hours of them receiving the application. If such a time duration seems too less, then the government should immediately disband the concept of an authorization committee which does not understand the criticality of life and death situations.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
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

ExecutiveMBA

Saturday, May 04, 2013

The B&E B-SCHOOL PANEL MEET 2012-13

For three years now, B&E has been coming out with its critically acclaimed annual B-school rankings, which rank the top 30 B-schools in India uniquely based on the scores given by industry leaders to the top 30 B-schools (shortlisted on the basis of rigorous primary and secondary research by ICMR) on five critical parameters – course content, industry interface, faculty research & writing, global exposure and placements & packages.

The B&E B-School Panel Meet 2012-13 focused on whether ‘entrepreneurship’ and ‘social inclusion’ should be added to the five existing parameters to rank the top 30 B-schools. While there was widespread consensus on the need to inculcate an entrepreneurial spirit, panel members also expressed concern that B-schools were creating more employees rather than entrepreneurs. Dr. M. K. Chaudhuri, Founder-Director, IIPM, commented, “To be a successful entrepreneur, some experience is essential. Only after 3-5 years experience in some product/market, I can imagine that they can innovate on a new product and look forward to almost 100% success. A placement is absolutely necessary if you want to achieve some business objective.”

In terms of social inclusion, the debate centred on whether it is really relevant to corporate strategy, and consequently, to B-school education. Prof. Arindam Chaudhuri, Editor-in-Chief, Planman Media, asserted that it was an absolute necessity and stated, “At IIPM, we propagate the philosophy of ‘survival of the weakest’, as opposed to ‘survival of the fittest’, which is how the world runs. But if you want to change the society to a more humane society, you have to focus on ‘survival of the weakest’, which is also the philosophy that we follow in our families.” He further added that if the industry could lobby for purchasing power for the bottom 80%, they would be really lobbying for 20 years of profits.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

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
BBA Management Education

Saturday, April 20, 2013

International

HP’s bad run not over

The personal computer industry continues to struggle with consumers showing strong preference for i-Phones and i-Pads. Not surprising then that Hewlett-Packard, amongst the world’s biggest computer makers, is faced with its own challenges. Investor confidence in the company continues to tumble and the company’s present market cap has tanked to about $54 billion as compared to almost $104 billion a year ago. For the quarter ended January 31, HP’s profit dropped by 44% while revenue fell 7%. To make matters worse, the company’s forecast says it is up against weaker-than-expected results for the quarter ending April 31. Overall, HP posted fiscal first quarter net income of $1.5 billion, or 73 cents a share, compared with $2.6 billion, or $1.17 a share, a year ago. Revenue declined to $30 billion from $32.3 billion in the same period. Analysts say that the company’s supply chain is in a complete mess. Floods in Thailand have also hurt it badly. However, the company’s co-chief executive Meg Whitman is hopeful that her plans for cost cutting, investing more in areas such as online cloud computing, security, and tools that help businesses manage data, will help HP win back lost ground. Various analysts have also recommended investors to stay invested in the company for the long run. But to win back investors’ confidence, HP will have to try harder and race against time to make itself healthy again.

Apple hints at paying out dividend

Apple’s CEO Tim Cook has given hints that the company with about a $100 billion in cash may at last give in to its investors’ wishes and pay a special dividend. Under the regime of its legendary ex-CEO Steve Jobs, the company maintained a policy of not paying dividends and conserving cash for the purpose of reinvestment. The last time that the company paid dividend was in October 1995. However, this time around, though many are in favour of the company paying dividend, some investors are divided in their opinion about the type of dividend to be paid and even whether it should be given. Despite the uproar that Apple should spend its cash, the tech giant is not the only one sitting on a cash pile. Google and EMC, for example, are among the handful of big names eschewing dividend payment. At the other end of the scale, companies like IBM and HP are regular dividend payers, while Microsoft made its first payment in 2003, and Cisco announced its first-ever cash dividend last year.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
 

Monday, April 15, 2013

“We have reduced our guidance by 14%”

Seshagiri Rao, Group Chief Financial Officer, JSW

B&E: The second quarter results this year show a lot of drastic dips for JSW. Is the mining ban in Karnataka’s Bellary and Chitradurg region the only setbacks or were there other challenges as well?
Sehsagiri Rao (SR):
Well it had been a challenging quarter for us on account of unprecedented iron ore shortage in the state of Karnataka where we have large investments. In spite of these challenges, volumes grew by 11% and sales were up by 19%. Inventories are being operated efficiently and there are no concerns on that front. But the growth could have been much higher. Whenever we have approached the Supreme Court as an industry, they had been kind enough to give us relief. It has recognised that the steel industry is the backbone of the economy, and allowed some reliefs so far. So when the July 29 mining operations were banned in Bellary, on August 5 we were relieved to know that one million tonnes of ore would be made available by NMDC. There were delays to that and our operations had to be curtailed. During this time, we were supplementing some supplies from Chitradurg, and then again on August 27, the apex court banned mining in Chitradurg. We went back to the SC-appointed central empowered committee and the monitoring committee with representations that the industry requires three million tonnes of ore, which is dependent on Karnataka and one million tonne is not adequate. So we got some relief on September 2 when e-auctions of 1.6 million tonnes of iron ore were allowed.

B&E: So what are the major roadblocks that you are still facing despite the two interventions made by the apex court to improve supplies of raw materials for the steel industry?
SR:
The issues facing JSW or the steel industry in Karnataka region are that we are facing problems with the implementation of this order. When the auction was held, only 74% of the ore was sold and the rest had no takers due to high asking prices in the bid. So, there is issue as far as pricing is concerned. There are problems with certain procedural issues to avail this iron ore. Logistics and frequency of auctions are also of concern. These were the four major problems that have been identified and brought to the notice of authorities. As directed by the Karnataka High Court, we have made representations to the central empowered committee and to the monitoring committee. So based on that, we are hopeful they would offer us relief, realising that these are the bottle necks.

B&E: What is the notional loss that the company may have suffered due to these bottlenecks in the current quarter?
SR:
The loss of production on account of lack of iron ore amounts to about 450,000 tonnes of total finished steel. That is the loss we have incurred in the last quarter. Our cost of production too has gone up due to higher ore prices. We stood at Rs.2,700 weighted average cost for producing one tonne of steel, which has gone up by about Rs.1,500 per tonne. Inspite of these two issues, the Rs.13.33 billion of EBITDA is just about 2.5% lower than last quarter. The 450,000 tonnes in sales would have added Rs.6.75 billion to our EBIDTA. So you can imagine the kind of impact we could have had in this quarter itself. It is not bad at all given the challenges we been facing in the last two months of the quarter.

B&E: JSW has lowered its guidance of production and sale for the rest of the year. Do you see any hopes to revive your earlier levels any time soon?
SR:
This time, we had given a guidance of 8.75 million tonnes of steel production and 9 million tonnes of sales. This is primarily because of the low availability, frequency of auction and other reasons that I mentioned. We are hopeful that by the end of next quarter, the monitoring committee, which is taking a lot of interest over the issues the industry is facing will work to remove the bottlenecks. Till that happens, given the current supply situation of ores and our raw material position, we have reduced our guidance for production by 14% to 7.5 million tonnes and reduced total sales volume to 7.8 million tonnes. Our other projects involving capital expenditure are still under progress. Our phase II expansions at our Vijaynagar plant to fetch up to 12 million tonnes in production are still underway and we are continuing active implementation of all our other expansion plans as well. We have applied for permits to expand capacity to 16 million tonnes (from the current 10 million) and have the land for the same. We have also acquired 4,500 acres for a 10-million tonne steel plant at West Bengal, for which we hope to secure funding and commence by the end of this fiscal.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

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

Friday, April 12, 2013

Living on Presidential lethargy

Inordinate Delay in Deciding The Fate of these Mercy Petitions Raises Concerns over The Consistency, Transparency and The Very Objective of these Procedures.

Timely trial. Well, that sounds some sort of an oxymoron in the Indian judicial system. But 25 pending mercy petitions with the President with some since 2003 is certainly more than unbelievable. There is no doubt that the hype that surrounds sentencing of capital punishment to convicts and mercy pleas cause a lot of stress on the President’s ability to take an objective decision under Article 72 of the Constitution that empowers the President of India to grant pardon or commute the sentence of a convict found guilty by court. But holding it for as long as eight years, for sure, sets a bad example for the system as a whole.

Perhaps, this is exactly what the Supreme Court (SC) vacation bench comprising Justices G. S. Singhvi and C. K. Prasad might have felt when it expressed ‘surprise’ over the delay and sought an immediate reply from the Delhi government on the matter. “The counter filed by Delhi Government will clarify as to why the petition for pardon has not been disposed of for last more than eight years,” the SC bench said.

However, the subject of ‘inordinate delay’, which can amount to a ground for Court to commute the death penalty under section 433(a), has some other contours which also deserve ample attention. These include reasons behind what constitutes delay, the impact of delay on the death row convicts, applicability and scope of fundamental rights protection to death row convicts and whether death sentence can be commuted into life on account of delay. The inordinate delay in the execution of the sentence is one circumstance, which has to be taken into account while deciding whether the death sentence ought to be allowed to be executed in a given case.

Without going into the details of how prolonged delay in deciding on a mercy petition could translate for the case and convict in question, former Chief Justice of the Delhi High Court A. P. Shah speaks in favour of timely trials. “There should be no doubt that a reasonably expeditious trial is an integral and essential part of the fundamental right to life and liberty enshrined in Article 21,” Shah told B&E.

The issue has been a matter of debate for quite sometime and the politicisation of the case of Mohammad Afzal, who has been awarded the death sentence in the 2001 Parliament House attack case, only brought matters to fore. A. P. J. Abdul Kalam, as President, received Afzal’s mercy petition on October 4, 2006, and forwarded it to the Ministry of Home Affairs (MHA) for advice. Since then, the ministry has been examining the petition in consultation with the Government of Delhi. The MHA usually consults the state government concerned before submitting the mercy petition back to the President with its advice. The President’s powers under Article 72 are always exercised with the aid and advice of the Council of Ministers. The delay by the MHA to submit Afzal’s petition to the President with its advice indicates the dilemma the government faces in keeping the issue free of political considerations. Also, the apparent pick and choose policy adopted by the government (which is absolutely contrary to the stand maintained by the MHA) does not speak high volumes of the procedure in place as well. BJP has even termed the delay in deciding Afzal Guru’s petition (despite Guru himself asking for speeding up the process) as Congress party’s strategy to avoid a religious electoral backlash.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 

Monday, April 01, 2013

“Perhaps The US Navy Seals did Capture Osama Alive...”

Cairo-based Max Rodenbeck, Chief Middle East Correspondent, The Economist, discusses Osama Bin Laden’s death, The Involvement of Pakistan and US in The Capture, and The Effects of Osama’s death on other Terror Outfits, Pakistan’s Neighbours and The Middle East, with A. Sandeep, Editor, Business & Economy.

B&E: Recently, America celebrated the end of Osama bin Laden, as the end of the mastermind behind the biggest terror threats worldwide. Is it actually such a big victory?
Max Rodenbeck (MR):
Understanding that he was one of the biggest criminals in world history and the biggest threat to peace, the celebration was called for. But to hope that this would bring an end to all kinds of terrorist attacks like those masterminded by the al-Qaeda under bin Laden’s leadership, I think it is premature to think that such a thing will happen. Osama’s death is a big blow to al-Qaeda, The outfit has grown considerably weaker in the past ten years, and it is not clear as to who will be the successor to Osama. Whoever becomes the successor, he would not have the same profile or the ability to inspire such hatred or admiration amongst like-minded people.

B&E: While reacting to the news of Osama’s death, the British PM had said that there was a need for the West to be cautious of a backlash. Also, Taliban has vowed to launch an attack on US and Pakistan to avenge Osama’s death. How real are these threats?
MR:
More than considering them real or not, it is better to understand these as short-term threats. The most striking response to Laden’s death from the Muslim world has been the silence. There was not a great deal of comment at all. Besides the people who are on the fringe of Islamic radicalism – the Jihadist fringe, which is a very small fringe element in the Muslim world today – the rest are not upset about Osama’s death. There also remains some degree of disbelief in the truth about US’ story regarding the killing of Laden and the truth that he died. But in terms of an immediate backlash, it is pretty likely that some of those groups associated with al-Qaeda will feel the need to either express their anger or reassert the fact that they still exist by launching an attack.

B&E: Reports have claimed that Osama bin Laden, in recent times, was not as active as he was, say about 10-15 years ago. What are your views?
MR:
It is true that Osama’s leadership has not been that important in recent years. In fact, the central leadership of al-Qaeda has not been that critical. The work of al-Qaeda around the world over the last couple of years has been carried out by groups that are only remotely linked to al-Qaeda. There is no question that bin Laden’s leadership has been less important of late. I think this has also largely been because he has been unable to communicate. It has been quite some time now – I can’t remember how long – since we last saw some video or audio statement from him. His leadership position had weakened even before his death.

B&E: The growth of al-Qaeda also led to the corresponding formation and strengthening of several other similar but smaller outfits across the globe. With their agenda almost clear and certain, how big a deterrent is Osama’s death for these outfits? Or do you think other terror outfits will get stronger due to Osama’s death?
MR:
I don’t think we have anyone trying or planning to play the part of al-Qaeda in the same sort of manner. In an organisational sense, there are some people who follow the policy of global jihad, but this is a small minority which mostly exists on the Internet – in terms of being real and operative on-ground, there are really very few. Maximum, we are talking about a few hundred around the world. They are all very like-minded outfits that exist in many different countries. We are talking about small cells, of hardly two dozen people each. And a lot of them have the basic primitive training and have very limited goals and what they can achieve. So, in such a scenario, we will see terrorism on a very small scale, than on a global scale. al-Qaeda’s vision, over the last 10 years, has become increasingly difficult to sustain, because it broke into a franchise, with different branches that operate independently. There is very little central leadership. And it’s hard to see any organisation that will try to emulate a centrally-led terror outfit. It is likely that there will be constant mutations and change in all terror outfits. There is already a considerable amount of debate inside al-Qaeda itself about strategy and tactics – whether they were doing the right thing or not. In the jihadi circle as well, questions have been raised whether whatever they have been doing is right or not. Questions are being increasingly asked about this kind of terrorism and radical wrong action around the Muslim world. It can also be that the pool of recruits at schools of terror is actually getting smaller. All this was happening even when bin Laden was not dead, so I am not sure whether Osama’s death will have any impact on terror groups or on whether his death will make the smaller, lesser known groups stronger. Interestingly, even if you look at geographies, there are considerable differences between the countries. Pakistan is rather unstable and has its own domestically generated and caused sources of violent Islamic radicalism. And these are not often connected to the broader or global movement such as the al-Qaeda. So there could be different forms of local terror groups in different countries.


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

Tuesday, March 26, 2013

Steve, You just went too Soft there!

Ever since it began, Microsoft was Globally hailed for its Innovations, and even feared, Hated & Fined for its Anti-Competitive practices. But especially since Steve Ballmer took The Helm, Microsoft has only Moved Downhill, becoming a Pale shadow of its former self

Two childhood friends Bill Gates and Paul Allen, who had a strong passion for computer programming, started a company in 1975, which preliminarily developed interpreters for microcomputers. Since then, Microsoft has been the temple of innovation and a clear market leader under the leadership of Bill Gates. Great empires are built on foundations laid by great visionaries, and it is undeniable that Bill Gates and Microsoft were right up there among the harbingers of the software industry as we know it today. The magnitude of their contribution can be gauged from the fact that global IT spending touched $1.5 trillion in 2010 according to IDC.

But the true test of visionaries is the ability to create empires that last beyond them. In 2008, Bill Gates had declared, “We have achieved the ideal of what Microsoft wanted to become.” By this statement of Bill Gates, who stepped down as Microsoft CEO in 2000 (and Steve Ballmer took over) and as executive Chairman in 2006, one would like to believe that he crossed that rubicon as well. But is Bill’s statement a statement of achievement, or still one of wishful thinking? Well, they do say that time will tell. And to be frank, it has been doing so for quite a while, though we do not believe that Bill would exactly like to hear its verdict so far! To understand that, we need to look at what transpired since the time Gates stepped down and Ballmer stepped in.

It took Steve Ballmer 20 long years to become the top man at Microsoft, ever since he dropped out from Harvard to join the company. Incidentally, even his joining heralded a turning point of the IT industry with the dot com bubble bust, and ironically, the relations between Steve and Bill were also hardly the kind you would expect between a CEO and his succèssor. The Wall Street Journal reported the same and an internal source in the board clarified the entire issue. Steve was reported as having said, “Once Gates leaves, I am not going to need him for anything”. And he even reportedly added, “Use him, yes, need him, no.” In fact, Gates even stormed out of that meeting, according to sources. Two camps had been built since then, with respective allegiance to Ballmer and Gates.

With a start like that, the signs seemed quite ominous. In 2000, the company’s M-cap was recorded at a mammoth $586.2 billion, and was leading the list of top companies in the world. Even the conglomerate GE, which stood at second place was way behind with an estimate of $474,956 million. It’s almost a decade since then, and Ballmer’s leadership has come under scrutiny not once but on many occasions. The company’s M-cap in the fourth quarter of 2010 was only recorded at $238,784.5 million, almost one third of what it was in 2000 as reported by Financial Times Global 500. The decline is a clear indication of the pessimism of investors in the company. IT analyst Jeff Kagan comments to B&E on the company’s major problem, “Microsoft has happy customers and it is a natural for them to transform and lead the new industry. They have just not done that over the last decade”.


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


Tuesday, March 12, 2013

The Lara Workout

It’s fashionable to be fit, and after Shilpa Shetty and Bipasha Basu revealed their secret workout plans on fitness DVDs titled Shilpa’s Yoga and Love Yourself respectively, it’s Lara Dutta’s turn to enter the fray to become a fitness diva. Titled Yoga: Recovery and Rejuvanation, this is the first of a series of 3 DVDs she plans to launch. We wonder which Bollywood star will follow suit and try to rejuvenate their careers too!

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

Thursday, March 07, 2013

Ancient Remedies For Spinal Maladies

Ayurveda Stands-up to Support Paraplegic Patients denied Hope by Allopathic Doctors

Rajinder Johar worked in KG Medical Hospital in Lucknow. He, along with his wife and a daughter, lead a happy and content life. Little did they know that an unfortunate incident would change their lives, especially that of Rajinder, forever. The family still shudders on recounting the events of the day when some burglars entered their home and on encountering fierce resistance from the family, they fired gunshots at Rajinder. This was March 1986. Shot directly on his chest and cervical spine, Rajinder was at the mercy of medical assistance for the next six years. “Being a paramedic person myself, I knew that the injuries were severe, which could render me invalid. Even years of treatment couldn’t help, and I had to accept that I would be disabled for the rest of my life,” said Rajinder. Rajinder has been suffering from paraplegia (paralysis of two limbs) and today, runs a charitable trust called ‘Family of Disabled’ to serve those with disabilities.

A recent study done by the Indian Spinal Injuries Centre revealed that more often than not, spinal injuries in India result in paraplegia. Road accidents and falls from a height are the most common causes of spinal injuries, and the report stated that 65% of people end-up being paraplegic. Moreover, 69.25% are declared failed cases (ie, “they can’t be overcome neurologically”) as opposed to 39.8% in the US. In such cases, it has been observed that apart from the regular medical treatments, patients also turn to alternative ways of healing; Ayurveda being the most desired of them all. Owing to India’s history of Ayurvedic practices, people from across the globe visit our country to seek aid for various kinds of injuries. To make this practice popular and to encourage researches on treatments through Ayurveda, Maniben Sarkari Ayurvedic Hospital in Ahmedabad has been granted Rs. 5 crore by the government and declared as a centre for excellence, and is now aiming at becoming the best Ayurvedic hospital in the country. The hospital intends to set-up a research and treatment facility especially for neurological disorders, especially hemiplegia (half body paralysis) and paraplegia.


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

Wednesday, March 06, 2013

Deal with its chronic problem of lack of feedstock

After a decadal starvation of investments, Indian fertilizer industry is hot again in the books of investors and seems ready for a great run in the days to come. Before that, it will have to deal with its chronic problem of lack of feedstock.

Moreover, with the food price inflation still pricking the government and the demand for food grains increasing faster than ever, the government has now started taking keen interest in agriculture related sectors including fertilizers. One can understand the same from the very fact that in FY09 the government fully met its humongous subsidy obligation of Rs.1 trillion that accentuated due to a sudden and unprecedented rise in input prices. In fact, explains N. Raju, Analyst, Fitch Ratings India, that in order to keep fertilizer prices under control at the pick of the price cycle and check it from hurting the demand scenario by any means, the government paid for almost 90% of the cost of many categories of fertilizer recovering only 10% cost from the consumers. In a way such secured environment has also contributed to the resilience in the particular sector. As a result, apart from all plans for new plants and capacity expansion, the existing players have started operating at a higher efficiency level than what they were operating earlier. As per reports, on a cumulative basis (including private, public and co-operatives), the Indian fertilizer industry increased its capacity utilisation to 76.9% of installed capacity (84.1% in case of private sector) from 61.2% in the previous financial year (67.1% for private sector). This in turn has resulted in a total production of 16.3 million MT of fertilizer in FY10 (estimated), a surge of 14% over FY09.

Meanwhile, adding an impetus to the on going resilience, the government itself is attempting to revive 5 closed urea plants with an installed capacity of 2.2 million MT. Praising the move, Manoj Gaur, Executive Chairman, Jaypee Group, which has recently joined hands with Duncan Industries to revive the latter’s urea plant in UP, explains, “In order to ensure food security for the country’s 120 billion people, good agri-production has now become mandatory for us. And in this scenario, fertilizer will play a very critical role. Every year we import nearly an average of 7 to 8 million tonnes of urea, while our own plants here are closed. So, revival of these plants and their modernisation for better output is the need of the hour.”


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles


Monday, March 04, 2013

Ford's new outlook towards India

Ford India President & MD Michael Boneham has worked tremendously hard on his India basics since appointment. In an exclusive interaction with sanchit verma, Boneham talks about Ford's new outlook towards India

B&E: How is Ford applying its One Ford strategy; do tell me about the brief given to you about the strategy while coming to India?
MB:
The brief was all about ensuring that the products we are going to deliver to the Indian market are sourced through the global market platform, global product engineering, global development strategy that also meets local needs. And some of the local needs we see with Ford Figo are to provide outstanding value for money, great fuel economy, great technology available to differentiate the product from the competition. You must be seen in the 70% market in India because if you are not, you are not a major player in India. We utilized the resources of the Ford global team; the one team which we have had, to deliver an outstanding launch of Figo and put together a strategy that we use in the global platform as we move Ford. We are not going to have legacy brands any longer for India. We will have the V-car platform, C-car platform and we are going to utiize them across the globe, utilize the economies of scale to get the costs down so that we can price it efficiently and use outstanding engine technology to give outstanding class leading fuel economy. In India, that is a tremendous selling point and if you don't have fuel economy, you are not in the race. If we look at the Ford global strategy, it fitted beautifully with India's strategy plan. The better India plan!

B&E: With major players like Maruti, Tata already having a major share in market, what are Ford’s plans to become a major player?
MB:
Firstly, we are going to be 'in' the segment. Secondly, we will be delivering outstanding value for money. This is not something which happens overnight. It is something which grows when customers start to accept your products in this segment in which we have just got in. So you have to ensure that you have great value for money. Cost of ownership is a positive story where we needed to work and we have done a lot of work. Cost of ownership for Ford Figo is very light as compared to big players. We have worked very hard on component cost, part cost when there is replacement, we have worked very hard on what we call the ‘child part’ strategy in which you can buy one small part rather than buying the whole assembly. For instance, you can buy the skin of the door panel if you meet with an unfortunate accident and someone winches your door away. You can just change the skin without changing the whole door. It’s the 1st in the Indian market and no else does that. Unfortunately, accidents are a reality of life in Indian roads, so that was an unbelievable level of creative thinking. So we worked hard on that body strategy to ensure what could we do so that the vehicles were in the great quality range while retaining low cost of ownership.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

Tuesday, February 05, 2013

BPO INDUSTRY: EMPLOYMENT SCENARIO

Good ol’ B.O is worried that Indian (and Chinese) BPOs are taking away American jobs! His worries might actually be true, irrespective of whether he can do anything about it

Even Gaurav admits that his work pressure has almost doubled over the last one month, much to an extent that his company is contemplating options to add three new faces to his team. In fact, he is also expecting a 15-20% hike in his salary this year. And why not? As per Nasscom, the industry can achieve an export target of $60-62 billion by FY2011 employing 2.5-3 million professionals directly. Even as per IDC India estimates, the domestic BPO market is expected grow to $6.82 billion by 2013 at a CAGR of 33.33%. “But, to succeed, these companies will not only have to strengthen their focus on domestic outsourcing business, but will also have to expand their client base across industries while paying heed to process efficiency & service delivery through technology advancement. Companies should now look at Shared Services Center (SSC) design and execution as one of the key focus areas to deliver a more significant impact on their client’s business,” cautions Rajeev Sharma, Director, Osource India (an outsourcing service provider for BFSI, Telecom, Pharmaceuticals & Hospitality companies).

Even big wigs like TCS and Wipro are quite bullish on their hiring plans. While TCS plans to hire 30,000 employees in FY2010-11, HR managers at Wipro too are looking forward to add 7,500 people to the company’s payrolls and that too over the next six months. In fact, Wipro has just given a pay hike (8-15%) to its employees. However, the irony is that despite having an impressive track record (pre-recession) and remarkable future estimates, the outsourcing industry in India still suffers from hitches like lack of staff with right skills & high attrition levels. But, is there a solution? As per experts, the best way out for companies is to treat employees as their internal customers apart from following the Pyramid rule while infusing fresh talent in the company (so that a clear growth path is defined at the beginning itself). Also, cross training at all levels by domain experts is required in a big way. Moreover, the shared service functions (HR, Finance, IT Support, et al) should be made on fair parameters of performance, rewards & responsibilities.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.