Showing posts with label Management Guru. Show all posts
Showing posts with label Management Guru. Show all posts

Wednesday, June 16, 2010

Time to act purposefully on cigarette makers

Out of 1.1 billion smokers across the world, a staggering 120 million live in India. In quick summary, raising taxes on cigarettes and bidis to internationally recommended levels would not only save millions of lives but also will generate additional revenues for the government to the tune of Rs.180 billion, according to American and Canadian economists and public health specialists. Reports point out that in spite of the fact that 51 million Indians alive today will have a premature death because of tobacco consumption, the taxes on tobacco are far too low compared to developed economies. The World Health Organisation recommends that taxes on cigarettes be 65 per cent to 80 per cent of the retail price. In India, the figure is as low as 40 per cent! However, if the figure is raised to 78 per cent, it can ward off 3.4 million premature tobacco related deaths and as well as raise the government exchequer by Rs.146.3 billion each year. The situation is the same with bidis. Though 85 per cent of Indians smoke bidis, the product is taxed at nine per cent of its retail price! Almost 15 million premature deaths can be averted even by raising the tax rate to 40 per cent of retail price and elevate government revenue to the tune of Rs.36.9 billion. One-tenth of all deaths in India are tobacco related – a shocking 1 million every year. The World Bank estimates that a 10 per cent price rise of cigarettes could ensure see a demand fall by 8 per cent in low or middle income countries. Even though a majority of tobacco consumers are poor and young, and very price sensitive, as the demand for expensive cigarettes falls, it is unfortunately offset by the demand rise for bidis. Therefore consumers merely switch to a cheaper priced bidis. This is one of the main reasons that with higher taxes on cigarettes in India, the demand never really dropped for tobacco related products, unlike in other middle income countries. One set of strategies adopted by the Indian government to reduce demand for tobacco products – imposing comprehensive ban on advertising and promotions; apart from restricting smoking in public places and ensuring prominent health warning labels on products – has contributed considerably to reduction in heart attacks. However, prohibition of advertising and promotions still contain certain loopholes – surrogate advertising being one example of the same. Things become more complicated when the company manufacturing the cigarettes is a conglomerate operating in many other business areas.

There is no ideal policy. A policy that works out, becomes ideal. Cuba may not be fully successful but there can be lessons from its policy. Its first aim was to portray "smoking is a socially unacceptable behaviour". This was followed by creating awareness about smoking’s harmful affects; and providing education, research to evaluate peoples' psyche about smoking and framing strategies towards changing that. Above all, strong political will is all the more important, considering that tobacco related illness and deaths cost India an incredible sum of Rs.300 billion a year!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Monday, June 07, 2010

Indian generic tribe

Explaining his company’s outlook in the generics space, Ramesh Adige, President, Ranbaxy tells TSI, “Ranbaxy is today well positioned in the global generics space and is amongst the top 10 generic companies globally offering products in over 125 countries. With over $80 billion of drugs going off-patent by 2012 and a higher generic penetration across developed and emerging markets, the generics market will continue to provide attractive growth opportunities in future.” Even Uday Baldota, VP – Investor Relations, Sun Pharma tells TSI, “In our view, generic drugs is a significant, growing and profitable opportunity, worldwide. We are working towards getting a meaningful presence in the worldwide generic industry over the longer term.” While Dr Reddy’s stands to gain the most, there are others like Ranbaxy and Sun Pharma which are amongst the top gainers. Even Cipla has filed for permission to market generic/low-cost editions of drugs that make over $45 billion annually! While 10 Indian firms have seeked permission to sell generic versions of the highest-selling Lipitor, in US alone, it is Merck’s Cozaar (anti-diabetic drug) and Astra Zeneca’s Arimidex (anti-cancer), which have received the maximum number of applications.

So how can Indian pharmacos leverage the opportunity? There are over 100 USFDA approved drug-manufacturing units in India that represent the swarm willing to strip all opportunities to the bone. Indian drugmakers have captured $23.6 billion of the $110 billion value of drugs that went off-patent since 2005, and if history is some proof, then of the $160 billion worth drugs that will lost patent rights by 2016, Indian drug manufacturers would at least be looking at a windfall of $34.32 billion over the next six years, making it the world’s third largest by value, at $63.42 billion and the highest by volumes by 2016 after the US and Japan. Says Adige of Ranbaxy, “The Indian pharmaceutical market will continue to observe double digit growth in the coming years. With increasing incidence of lifestyle diseases, rising disposable incomes, a growing middle class, greater penetration of health insurance and expanding medical infrastructure, India’s consumption of pharmaceutical products will go up.”

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Thursday, April 08, 2010

cave of the Blind Fish

This cave, situated merely 30 km from Jagdalpur, has a spooky air. The cave stands off a hill brook that suddenly disappears when it approaches the mouth of the cave. The cave has remained a geological mystery even for scientists because of the presence of blind fish there. Hundreds of researches have been done on these fish but these studies have remained inconclusive.

The stalagmites which emit musical sounds are another attraction in this area. The world famous Kotmasar caves are a perfect site for stalagmites and stalactites. Passing through its maze can be an unforgettable experience. It is, however, advisable to take a guide along while visiting these caves.

Call of the Jungle
The Kanger Valley National Park promises a satisfactory and unparalleled natural experience to very traveller. The place is merely 27 km from the tribal heartland of Jagdalpur. The place has caught the attention of famous naturalists and geologists from all over the world because of its vivid vegetation, fauna, flora, falls, lakes, caves and ravines.

And if you have a special intrest in archaeological sites, drive straight to Sirpur. One can also take a detour to Baranwapara where a wildlife reserve of 245 square kilometers has numerous leopards, tigers, bears, cheetal, sambhar and 150 other species. The tourism and forest departments of the state have made arrangements for overnight stays in the reserve. Guided tours are also offered on prior bookings.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Thursday, April 01, 2010

Why managing sports is critical!

Spectator sports are required to be marketed like any other product...

B&E: Why is that there are very few corporates wanting to sponsor (or atleast come up with an initiative to promote) sports other than cricket?

AR: Sponsorship of any event has a commercial angle to it, which therefore means that the sponsor should be able to derive commercial benefit in the form of brand building, lead generation et al. This requires professional running of sports by the administration. Cricket administration in India has shown the way by professional organisation of events. At the same time, attracting masses to any spectator sports would require heroes of international stature. In cricket, we have generations of such celebrities who attract people to the sport. There is a need to develop similar celebrities in other sports also.

B&E: What needs to be done in order to change the existing perception?

AR: Professional management of sports is critical & administrators have to think about the popularity of the sports in the long run...

B&E: How does MNYL associate itself to sports?

AR: Our association with “Education +” space will enable us in nurturing and supporting talent at a young age to make our coming generations multi-dimensional and look beyond education. Through I-Genius Talent, we are exploring associations with partners, which will enable us to promote sports like Soccer and nurture talent in the same.

B&E: How difficult is it to market a sport other than cricket?

AR: Spectator sports are required to be marketed like any other product. IPL is a very good example of how a sport form which has a high entertainment quotient has been positioned as that only, rather than on the purity of game and its technique. A sport like soccer or hockey, which has high adrenaline action in a short span of time, should be marketed to youngsters as a game with speed and skill. India needs to attract international stars to build interest in other sports. Hockey World Cup could well be an event that may turn the fortunes of hockey in India. It now depends on how well the administration handles the pressure...

For Complete IIPM Article, Click on IIPM Article

Source :
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.”
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Outlook Magazine money editor quits
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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.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Outlook Magazine money editor quits
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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.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Outlook Magazine money editor quits
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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.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Outlook Magazine money editor quits
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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.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Outlook Magazine money editor quits
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Monday, February 22, 2010

It’s how you look at it, finally

infosys has been definitely hit by the global slowdown, but it is also learning valuable lessons for its future, say virat bahri & arun roy of B&E

Endless sessions of yoga, meditation or spiritual advice would be all in vain. If you want long lasting success for your organization, worry, by all means. Worry, even if your doctor gets on your nerves! That’s not us, that was Andrew S. Grove, Senior Advisor Intel Corporation in his bestseller book on management and strategy – Only The Paranoid Survive. If you go by his logic, paranoia is a necessary trait for a leader; a trait which he must inculcate in his people too.

If we were to speculate on the name of the one Indian IT company where Andy Grove would feel quite well at home, we would suggest – Infosys. The company has traditionally been a believer in traits like conservativeness, ethics, succession planning, exceptional customer orientation, et al. And, although badly hit, they are fighting the recession better than their ilk.

September 15, 2008, the day Lehmann Brothers fell, Infosys realised some bitter truths. As Kris points out in an exclusive to B&E, “The first lesson we learned was that the world has become very unpredictable. The second was that when even large companies fail, you do become more paranoid.” According to him, speed is very critical now w.r.t. anything you do, so is the manner in which you manage risk.

Strategically, there was obviously little room for manoeuvre. And the biggest problem was that the failing of financial institutions was like a body blow for them, as that is their main bread and butter business. Within this backdrop, the company did credibly well by posting net profits of Rs.58.19 billion for the year ending March 2008-09, a stellar growth of 30.2%, with revenues at Rs.216.93 billion.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Wednesday, February 17, 2010

A good quality of life truly challenging

Medical facilities are another area of concern in an area so remote. NMDC has tried to ensure quality medical care to its employees. Combined together, the two hospitals in Bacheli (in collaboration with Apollo Hospitals of Hyderabad) and Kirandul have a total capacity of just 200 beds and 41 doctors, but the mass they cater to is much larger. The hospital in Bacheli alone has treated as many as 101,264 patients since the beginning of 2009. And this excludes the 5,000 odd patients that they have treated through their mobile hospital facility that started in June this year. But what is more intriguing about these hospitals is that they not only provide free treatment, medicines and food to NMDC employees, but also extend the same benefits to the tribal people of nearby villages. Even the mobile facility is entirely dedicated to villagers of the surrounding area who can not come to the hospitals. These hospitals do lack state-of-the-art facilities, but NMDC has ensured that they are prepared for any kind of emergency with a blood bank, semi-sophisticated ICU and modern equipment. Ravi Sekhar Rao, Chief Administrator of NMDC-Apollo Hospital in Bacheli explains, “We don’t have any good hospital in a radius of 400 kms. So, in case of emergency, patients either have to go to Raipur or Hyderabad. That’s why we always keep ourselves prepared with all necessary facilities.” Even though NMDC has ambulances to send patients to Raipur and Hyderabad if required, it is obviously a situation that they would dread; considering the distance.

Early next morning, while walking on the well cleaned up roads of the townships and enjoying the parks and the greenery, I come across an area with a number of demolished houses. When I ask the shop owner at the end of the colony, he tells me that the company got these houses demolished a few months ago. Later in the day, while talking to a newly employed executive trainee, I also come to know that demolition of these houses (and hiring of trainees recently) has now given rise to a housing crisis in these townships and many employees are at present accommodated on a sharing basis. However, while conversing with Rakesh Ranjan, Manager (Personnel) and Estate Officer, Kirandul, I get to know that it’s just a temporary phase. The 300-odd quarters demolished were all temporary old quarters and the company now intends to build new multi-storied houses to replace those. New constructions have already started, but our trainee friend complains that the process is quite slow.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Tuesday, February 16, 2010

“Managing the crisis”

By increasing CRR, the central bank has explicitly shifted its stance from “managing the crisis” to “managing the recovery” (as Subbarao puts it), but then at the same time one should not forget that amidst concerns about rising inflation, the recovery is yet to fully take hold. As such we shouldn’t be surprised if strong anti-inflationary measures, while addressing one problem, may aggravate another, particularly by deterring private investment and consumer spending. “A tightening of monetary policy when the economy is beginning to get out of its downturn and credit growth and investment demand are anaemic will surely have an adverse effect on investment demand even if banks maintain lending rates,” agrees Rajiv Kumar, Director & Chief Executive, ICRIER.

No doubt Subbarao’s worry is understandable as food prices are rising at their fastest pace in the last one decade. From a low of 1.2 per cent in March 2009 (in between it also turned negative in August due to the large statistical base effect), the wholesale price index (WPI) inflation has accelerated to 4.8 per cent in November 2009 and further to 7.3 per cent in December 2009. Even the consumer prices have been rising around 13 per cent from a year earlier for months. In fact, weekly WPI data on primary articles indicate that primary food articles prices have increased by 17.4 per cent (y-o-y) for the week ending on January 16, 2010. But then, one should know that the food inflation can’t be contained via CRR hike directly as it’s purely a supply side phenomenon (thanks to last year's drought and poorly managed distribution chains). Therefore, that makes RBI’s this fight against inflation a little different from the previous ones.

Further, the reversal of monetary accommodation cannot be effective unless the government reduces its fiscal deficit in order to make way for better credit growth and help RBI in the tightening process. In fact, the combined union and state deficit is projected to be around 10 per cent of GDP during this fiscal. However, if industry sources are to be believed then RBI doesn’t seem to get the much-needed support from the government on this front. As per them, the government is likely to bulk up expenditure in the national budget due this month, which means more money getting pumped into the economy in the form of infrastructure spending, food subsidies, et al. If these arguments are true, then the CRR hike, as several critics too believe, is only a political response to the expectation that RBI should do something, rather than a commitment on its part that there would be any real impact to this monetary stance.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Thursday, February 11, 2010

IPCC Chairman R. K. Pachauri’s credibility is under attack for glaring mistakes

When the western media broke the story of email leak of the data, did you try to brush things under the carpet?

I am not at all trying to brush anything under the carpet. And as far these allegations are concerned, I have already made my position very clear.

How is it possible that in the last two years, neither you nor IPCC did even bother to test the veracity and credibility of the report presented by Husnain?

Because it did not come to our attention. To be honest, few weeks ago when it came to our notice, we accepted our mistake. At the same time, it is not possible for me to go through each and every word of the fourth assessment report which is 3,000 pages long.

It is very difficult to carry out research project on glaciers. So, what will be the next deadline for complete melting of some another glacier?

You are right. It is unfortunate that in our country there is a dearth of experts on glaciology and we need to enhance our capability in this regard. Understanding glacial dynamics is very important for people.

You talked about ‘rational people’. But undoubtedly you have given an opportunity to climate sceptics to raise questions against global warming. What is your stand?

I do agree with you. But climate sceptics are looking at anything and everything by which they can demolish the facts of the climate change. Whenever new knowledge emerges, there is always a body of people which stands to fight it tooth and nail. Sceptics are very powerful and they have support all over the world. All I can say is that the world would ultimately realise the truth about climate change.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Friday, February 05, 2010

Intolerance & authoritarianism

Strange as it may sound, this is a trait that Marxists seem to share with Fascists. And like the Fascists, the Marxists have an uncanny way to ruthlessly weed out dissent and free speech even within their own ranks. Many of you know how Prakash Karat and comrades expelled fellow Marxist Somnath Chatterjee for behaving like the Speaker of the Lok Sabha and refusing to vote against the Manmohan Singh government. But much before Somnath Chatterjee became a victim of such classic Marxist intolerance, comrades like Jyoti Basu had set wonderful precedents. Senior Marxist leader Benoy Choudhury was ruthlessly sidelined during the hey days of Basu when he criticised the government for encouraging traders and businessmen at the expense of the poor. He died a forgotten man. Another Marxist leader and former MP Manoranjan Hazra had to leave the party after accusing fellow comrades of promoting “promoter Raj”. His daughter - despite several High Court orders - simply failed to get even a school teacher’s job in Basu’s Bengal. Some of you might have heard of Nripen Chakraborty, a Marxist who became the chief minister of Tripura. He was perpetually sidelined after publicly criticising Basu's policies.

If Basu and his acolytes could treat ‘family members’ so ruthlessly, imagine the fate of citizens and activists who were not Marxists. Police firings, custody deaths and ‘raids’ organised by party workers were actually the order of the day in Basu’s Bengal. One of the worst is the Marichjhapi massacre where more than 3,000 Dalit protestors were killed. It is only during the Singur and the Nandigram agitations that the sheer ruthlessness of the Marxists and their police machinery came to light and became the staple for media. But it was perfected during Basu’s regime when any villager daring to vote against the Marxists automatically became a target for the Marxist goons. That kind of authoritarianism is now coming back to haunt the successors of Basu. And ask yourself honestly: with so many grievances, injustices and inequity, will India survive if the State displays such authoritarianism?

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Monday, January 25, 2010

“I feel government now better understands needs of agriculture.”

Dr. Hari Shankar Gupta, Director, IARI talks about agriculture and what changes need to be brought in

Having been part of Indian Agricultural Research Institute, Dr. Harishankar Gupta, Director, IARI has seen agriculture in every possible aspect. Talking to Vikas Kumar, he shares his views about the sector

B&E: Green Revolution was a spectacular success but, challenges have taken different dimensions and imminent need is to feed a billion plus mouths. What can be done?

HSG: (Smiles and leans forward) In late sixties, Norman Borlaug introduced dwarf seeds from outside. Mr. Borlaug and MS Swaminathan also crossed these dwarf seeds with local varieties. From then on, there was no looking back. (Pauses). But in the process we resorted to indiscriminate use of fertilizers and indiscriminate use of ground water. Farmers started using more Nitrogen a+nd fewer amounts of Potash and Phosphorus. These two things upset the whole equation. Apart from that, there are other challenges of irregular weather and climate change. We now see spring coming in March in stead of April.

B&E: Even after six decades agriculture and farmer are dependent on mercies of Rain Gods. Where is the problem?

HSG: Last year government increased MSP of wheat by Rs 200/quintal and farmers were very happy. If we provide right price to the farmer then there is not much problem. But, cost of inputs has gone up significantly over the years and prices of agriculture commodities have not increased to that level. This is why farmers are suffering.

B&E: Agriculture growth rate has been sluggish and has hovered between 2-4%. Do you feel government has sacrificed the interests of agriculture for the sake of the service sector?

HSG: No, rather I feel government now better understands needs of agriculture. We do not have shortage of funding especially for research. However, it is true much more needs to be done. Had it been done 10 years back, things would have been certainly different. Investment is still required.

B&E: Private sector seed products are more popular than public sector seeds despite later are much cheaper?

BSN: The difference in quality of public sector and private sector seed brands is minimal. But, public sector seed companies lack aggressive branding and marketing strategies than their private counterparts. Public sector has mostly focused on research and they are really not good at marketing. Now, we have given license to 19 private sector companies of the variety Pusa Rice Hybrid-10.

B&E: There are certain agriculture products which are perishable in nature. We have not developed storage capacity for them. This has seriously affected economic health of farmers What is your view point?

HSG: This reference is about fruits and vegetable products. It is a shocking truth that 30% of these products are wasted due to lack of proper storage capacity. To solve this problem government is giving thrust to the food processing sector. Now, coming to field crops our storage capacity is much less than what we need.

B&E: One of the major problems of the farmers is the lack of proper advice at right time. Why IARI has not been able to move in this direction?

HSG: You are right. Agriculture is a state subject. While central government can only act as facilitator, the onus lies on respective state governments. Wherever, agriculture extension machinery has been good, there is good progress but wherever, state government has been inept, agriculture has suffered.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

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Friday, January 22, 2010

Delhi-Tel Aviv tech cooperation goes much beyond arms deals

The growth in bilateral tech cooperation is based on the principles of mutual interest. Indian company Jain Irrigation Limited has acquired a 50 per cent stake in Israeli firm Naandan Irrigation systems for an approximate $ 22 million. There are plans to introduce West Asian crops in India. Efforts are also underway to pick the best suited crops for Israel from India’s huge genetic pool. Partnership with and acquisitions by Indian firms not only means cash for Israel’s agro-tech sector, it gives it greater global market access.

One has reasons to believe that the agro-tech cooperation, in future, will overshadow the much-hyped Indo-Israeli defence deals. Induction of Israeli UAVs, advanced tracking and radar systems and plans to procure Barak and the under-development Arrow anti-missile systems are significant developments in the light of the fact that India needs force multipliers quickly and Israel needs a large market outside its domestic requirements to offset huge R&D and capital costs. There are as many 50 agents in New Delhi employed by defence firms in Israel. The push is yielding some results. Israel is today the second largest arms supplier to India. But Israel is unlikely to break the Russian stranglehold on the Indian arms market. The proposed entry of India’s private sector into defence manufacturing and growing indigenous research on missile propulsion system, guidance systems, advanced avionics and radar technology will further hinder the growth of Israeli arms business in India.

Indo-Israeli cooperation can also make its impact on the quest in both nations for uninterrupted flow of clean energy. At the vaunted Weizmann Institute of Science in Rehovot, Dr Boris Rybtchinski’s team is working on developing a dye that will tap solar power. On the rolls are two Indian post-doctoral research scholars from Chennai whom I meet. The Weizmann Institute specialises in research on fundamental science and there are more than 30 Indian scientists at work. I feel the Indo-Israeli technology cooperation is going to be a long story in which the people-to-people and business-to-business needs will far outweigh the government-to-government dealings.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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

Read these article :-

Saturday, January 16, 2010

The BJP has been in power in Gujarat for a decade and a half

The BJP has been in power in Gujarat for a decade and a half. But it has failed to defeat Congress in Borsad. It is difficult to dislodge the Chavda–Solanki clan here. Ishwar Chavda's mission was carried forward by his son-in-law, Madhavsinh Solanki. He was chief minister of Gujarat as well as a Union minister. Today his son, Bharatsinh, continues the family's political work.

Bhudhabhai Solanki, resident of Naman village near Borsad, says, “I have seen this family’s contribution since my childhood. Borsad, Bhadran and Petlad were suffering severe atrocities of dacoits mostly from Kshatriya, Thakor and Baraiya communities. Literacy rate was zero. Ishwar Dada reached out to these communities and spread education among them. He created special schools for farm labourers’ children. He always kept his promises and worked very hard work.”

Madhavsinh was a well-educated person and a journalist too. The Kshatriya community saw leadership quality in him and with consensus he was assigned the district Congress leadership. He became so popular that from 1976 to 1989 he was elected chief minister four times. Visaji Thakore of Petlad says: “Madhavsinh had created bridges named Gambhira and Umeta on the Mahi and paved the way for prosperity. Earlier they had no access to Vadodara city.” He adds “Madhavsinh started mid-day meal and women's educations schemes. These subsequently spread across the nation.”

Now Bharatsinh is building on the goodwill his family enjoys here. He was elected from Borsad assembly seat in 1995, became MP in 2004 and then became the state Congress chief. Amit Chavda says: “Bharatsinh has promoted youngsters. Today you will see young leadership in all major posts across Anand district. After he was elected to the Lok Sabha, workers and Congress committee members requested me to contest the Borsad seat. I was just 27. I have been elected twice consecutively from this seat.”

Anand district has 1,038 schools, the highest number in Gujarat. The school and hostel which were started by late Ishwarbhai Chavda still provide education, accommodation and food free of cost to students.

Amit Chavda follows the old style of working, battling for the betterment of the underprivileged sections of his constituency. He says with an air of confidence, “A day will come when Gujarat will see Bharatsinh Solanki as chief minister.”

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Source :
IIPM Editorial, 2009


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

Friday, January 15, 2010

Garo Hills of Meghalaya

Up in the Garo Hills of Meghalaya, ballots have for decades now been stamped Purno Agitok—and sons, and daughter, writes Pranab Bora

One does not need an alarm clock at the circuit house in Tura. Whistling through the deep valley, gliding over the smaller hills in between the high, and pondering, momentarily, at the impediments that man has raised in its path, it’s the cold gale that tells you day has broken, the rays of the morning sun having in the meanwhile streaked through the gaps in the flowery curtains. Arise and push them aside and the large grilled windows open out into an expanse of deep, mysterious green, of high hills dotted with tin-roofed houses and lazy roads that snake along their hillside, vanishing at the curve, and appearing again as it turns a few feet ahead. It is silent this morning, but for the gardener working quietly on his euphorbias and marigold. This is the season for these lovelies, he says. Hidden in the snowy mist that now gently rises is the valley of Tura in Meghalaya’s West Garo Hills. For decades, this is where the Sangmas have ruled: Purno Agitok, James, Conrad and now Agatha. They are the North-east’s foremost political dynasty.

Many a battle has been fought, won and lost on these slopes that are part of the Shivalik hills, the southernmost, and the youngest east-west mountain chain of the Himalayas. Songsarek, the religion the Garos carried in their hearts and minds when they first trekked here from Tibet some 2,400 years ago, was gradually displaced as Baptist missionaries who set foot here in the latter part of the 19th century set about spreading the word of Jesus Christ. Claiming their share of the matrilineal Garos later were the Roman Catholics—the congregation the Sangmas belong to—Seventh Day Adventists and Anglicans. Much, though, has survived and prevailed over the winds of change that have blown steady. Come November and the Achik Mande—the “hill people” as the Garos call themselves—still gather to dance the Wangala to the beat of a hundred drums, a rhythm that has reverberated far beyond these hills. This year, it was the turn of AR Rehman to send his team to capture the beat of the Wangala, which will form a part of his presentation at the Commonwealth Games in Delhi.

This is the gradual globalisation of Tura and Garo Hills, an amalgamation of tribes and tradition, of communities other than the Garo, of technology and mass media, of aspirations that now reach to the skies. Mintu Mazumdar, an employee of Doordarshan in Tura, gives us a wrap-up of life here: “We have everything that we see on cable here. ATMs, banks, autos, taxis, an airport…everything that Mumbai has, we have, except maybe filmstars. PA Sangma has brought us all that we have.” The electorate of Tura has responded with gratitude: Sangma has been elected to the Lok Sabha eight times; his sons James and Conrad are MLAs and daughter Agatha, currently Union minister of state for rural development, has also won from Tura twice. At a time when part of the NCP leadership had faltered, softening its stand towards the Congress, the Sangmas had held fort. In Shillong, where PA Sangma is stationed having just returned from a party campaign in Jharkhand, he explains the ‘secret’ of his success rather plainly: “Truthfulness and dedication.” Lal Bahadur and John F Kennedy, he says, are his idols—one the son of a poor school teacher and the other a member of the minority Catholic community in the US. “They tell me a tribal such as me can make it,” he says.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


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