Thursday, October 18, 2012

A coup de grĂ¢ce

The paper that failed to adapt to the times

Amrita Bazar Patrika, like the freedom fighters, played a very important role in the country’s Independence. Launched in 1868 by Sisir Kumar Ghosh, the bilingual (English and Bengali) weekly soon became the apple eye for the masses and a pain for the British government. It became a full fledged English weekly in 1878. In 1891, Amrita Bazar Patrika became a daily newspaper and quite a revolutionary one. At the onset of the twentieth century, the newspaper kept igniting the Indian junta as the fight for freedom gathered pace and even post-independence. But they went into problems in the 1980s as the era of colour, entertainment, aggressive marketing and more coverage of social trends came in. They failed to adapt with the changing times, thinking that the brand would continue to carry them forward and thus lost audiences to new competitor Telegraph. This affected their financial health. They raised huge debts but failed to revive the paper and closed down in 1986. “The biggest blunder that Amrita Bazar Patrika did was that they suffered from the Ostrich in the sand syndrome.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

 
IIPM : The B-School with a Human Face

Wednesday, October 17, 2012

Recall & Repeat

It’s more like freeway. Come & go

Recall of candidates, be it elected or appointed, often creates mayhem, controversies and chaos among the populace particularly in a democratic setup. Norms and propriety notwithstanding, it continues unabated even in the best of democracies to honour the wishes of the people, and also to often settle personal score and vendetta. One cannot deny the pedigree of United States as a pioneer of the democratic system. Unlike in many developing nations, the recall in the US is a rarity (not permissible in most of the states) or if at all, is done through ballot papers of the electorate. Gray Davis, the Governor of California was unseated by popular mandate and the same elected Arnold Schwarzenegger for the job in 2003. Gray Davis was ousted by a margin of 55.4% to 44.6%. On the other hand, a court in Michigan dismissed a petition to sack a Republican candidate Walberg on the ground that laws of the state does not permit to axe an elected member of Congress. However, back home recall of candidates is rarely done through popular consent, but by unilateral decision of the party and the government. Most conspicuous example of that was the unceremonious recall of Dayanidhi Maran by the party provost M Karunanidhi, stripping him of his ministerial designation. In another instance of party’s influence over its appointed representatives is the recall of Somenath Chatterjee from his Speaker’s post when the Left withdrew support from UPA Government.

An unprecedented move was taken in National Electoral Council of Venezuela, which accepted the demand of recalling 28 governors, mayors and congressmen in 2007. Recall is and has always been there to weed out corruption.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

 
IIPM : The B-School with a Human Face

Tuesday, October 16, 2012

Alright, Hallelujah! What next?

How religious leaders can help the world for its betterment

A close scrutiny exemplifies the fact that be it the Pope in Christianity or Dalai Lama in Buddhism, Rabbis in Judaism or Imams in Islam, religious leaders do all have implicit and explicit influences in the lives of even non-devotees.

To start off with, Pope Benedict XVI. Given the current global scenario, each of the Pope’s visits, addresses to the common people, official statements marks history. For instance, his mind-boggling address to the youths of Germany, inter-faith talks with Jews and Muslims and many other similar visits to Brazil, Austria, Poland, Spain, Turkey and the US have been overwhelmingly successful in garnering more international attention than his religious designation should warrant.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

 
IIPM : The B-School with a Human Face

Monday, October 15, 2012

A growing family!

The onus of transforming Godrej is on GenNext & professionals

Last year was image makeover time for one of the most respected business houses of India, as the 113-year-old Godrej Group was perceived as being quite slow footed as compared to the competition. But when you consider recent developments, one gets the feeling that Godrej is not content with a change of image alone. Clearly, Adi Godrej and his senior management team have realised that the 23,000-strong Godrej ‘family’ has to be more tactful, aggressive and ‘with the times’. And change, as they say, starts at the top. That is why the recent changes in the top management in the company merit a discussion.

Interestingly, these changes are being implemented on the strategic tie-ups that Godrej has entered into. Godrej Sara Lee (GSLL) and Godrej Hershey’s (GHL) will now be managed by a team of senior executives coined as the ‘FMCG cell’, which will be headed by A. Mahendran. And to ensure double digit growth, these companies are being spearheaded by industry veterans; for instance, Vivek Mathur is now MD, Godrej Hersheys Ltd.

Professionals have handled core businesses of Godrej in the past as well; but in those times, it is alleged that the family called the shots. This has been cited as the reason behind earlier ‘heartbreaks’ with P&G and GE as partners, which led to lost opportunities in the FMCG and the white goods segment respectively. However, Chairman Adi Godrej vehemently denies the same in an exclusive e-mail to B&E, “Each of our businesses has been run by non-family professionals for many years.” Further investigation does reveal that Adi’s claim is credible.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

 
IIPM : The B-School with a Human Face

 

Sunday, October 14, 2012

Stuck in the Indian web!

After Cho’s failure to get the Orissa project up and running, Posco must look for an Indian CMD

A to-let signboard is hanging out side his rented house near Forest Park, his memorable words are still alive in the minds of his employees, but good ol’ Cho is not here to resound his words again. Soung-Sik Cho, the former Chairman-cum-Managing Director (CMD), POSCO India Private Limited (based in Orissa), a subsidiary of POSCO, has quit the coveted job out of the blue.

Indian business dynamics have often proven the nemesis for many globe trotting multi-national conglomerates. Failure to solve the riddle of the Indian work culture, government policies, people’s mind-set, et al has compelled many to give up on their ‘India’ dreams. Thus the obvious question that arises in corporate circles considering Posco’s travails in India so far, is whether Cho is the latest victim to succumb to the enigmatic Indian business environment?

Cho had been in the state since his company inked a MoU with the Orissa government for setting up of a 12 mtpa steel plant near Paradip with a whopping investment of Rs.510 billion (considered as the biggest FDI in India). “I hope we can swim with the positive tide and move closer to the shore with every stroke. If we diligently pursue our targets I am sure we can get our project well on its feet before this year end,” Cho had optimistically said to his employees on the occasion of the fourth foundation year of POSCO India on 23rd August 2008.

Optimism has been a scarce commodity, though, for Posco. The world’s third largest steel producer has been facing problems of all kinds from the very onset of its Indian journey. Currently reeling under delays in starting construction of the $12 billion plant, Asia’s biggest steelmaker by market value has been plagued with various issues, from irked environmentalists to tussles with the Oriya government over various land usage disputes. All these stand testimony to the South Korean steel makers’ India predicaments. Cho, who had earned name and fame across the globe for his acumen in setting up greenfield projects, was bestowed with the responsibilities of POSCO-India in 2006 to solve persisting problems, apart from ensuring smooth implementation of its various projects.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

 
IIPM : The B-School with a Human Face

 

Friday, October 12, 2012

WORLD: TRANSITION OF POWER

Who would’ve thought that the Third World would get to see this day

Not very strangely, the US and its allies are not in that comfortable a position to offset the additional amount after being severely affected by the global recession. Tier talk even goes of the US ‘guiding’ IMF towards Third World countries for its new loan requirements.

The hope of a more democratic and participative world where today’s influential countries are not necessarily the deciders of global policy, is becoming truer, strangely because of an extremely negative economic condition. The true emergence of multi-lateralism would perchance be proven only after the next few years are past and the IMF & World Bank’s cry wolf constitutional change is tested to the hilt. Till then, let them damn the recession!


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

 
IIPM : The B-School with a Human Face

Thursday, October 11, 2012

CPI(M): KERALA

CPI (M) is caught in an unsavoury fight over corruption in Kerala  

Things got so hot that the CPI(M) secretary general Prakash Karat himself had to broker a truce – with polit buro ratifying Vijayan’s conspiracy theory while issuing gang orders on Achutanandan. Citing CBI’s stringent indictment by the Supreme Court for frequently changing stance in Mulayam Singh Yadav’s disproportionate assets (DA) case, Karat said, “The Central government is fabricating a case against Vijayan only as a vendetta against our decision to withdraw support to it in wake of Indo-US nuclear deal. Looks like, the government hasn’t learnt from the court’s strictures against it in the Mulayam Singh case”.

There are no winners in this battle between the CPI(M) leaders, at least in the CPI(M)! With general elections so near, CPI(M)’s 'teflon-coated' image is likely be dented heavily.


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.

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