Wednesday, October 31, 2012

Sir, you feed us, we won’t forget that

Bhutan has achieved progress that India (or any other nation) could well follow, from infrastructural development to energy sufficiency. Interestingly, it has done so with help from India as India is its largest partner to provide aid. In an interaction, Tenzin Rondel Wangchuk, the Counsellor at Bhutanese Embassy in India reveals issues, irritants, and much more:

“5 things Bhutan appreciates about India...”

RELATIONSHIP: Because of the historical and cultural ties amongst a multitude of other reasons, India and Bhutan share an extremely close and cordial relationship. This relationship exists not because of geographic and political compulsions but because there is a pervading goodwill and friendship which is remarkably genuine and honest.

SUPPORT FOR UN MEMBERSHIP: For Bhutan to advance as a modern independent state in the comity of nations, the single most important step in our modern history was joining the United Nations on September 21, 1971. India sponsored our membership to the United Nations and this is something all Bhutanese will always appreciate.

ECONOMIC COOPERATION: India is Bhutan’s largest trading partner and therefore shares a very close economic relation. Bhutan and India have a Free Trade Agreement in place which facilitates free and uninterrupted trade. An important initiative taken by them is concerning cooperation in the field of hydropower electricity. This agreement envisages development of 10,000 MW of electricity of 2020, much of which will be sold to India to the meet demand for energy to drive its booming economy.

NON-INTERFERENCE INTERNAL ISSUES: As our closest neighbour and friend, India has never interfered in our internal matters. In fact, Bhutan has gone through great political changes and economic advancement in the last five decades or so. Through all these changes, India has been one country and a true friend which has always supported Bhutan.

DEVELOPMENT PARTNERS: Bhutan is a developing country and heavily reliant on donor assistance. India is by far the biggest donor to Bhutan. The first two five year plans were completely financed by India.

“And the 5 things we dislike...”

BORDER SECURITY: We share our borders with four Indian states. The problem of militancy in some of these states does affect Bhutan in some ways and is also a security concern for both countries. The unmanned porous forested border has been used in the past by the militants from these states to get away into Bhutan and they had even established camps until they were flushed out in the military operation.


Source : IIPM Editorial, 2012.

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Tuesday, October 30, 2012

WORLD: GEO-STRATEGIC LOCATIONS

Why you have no idea what’s going on in the Arctic and the Antarctic!

The studies further reveal that the region may contain nine billion barrels of oil and 86 trillion cubic feet of gas. Extending this research, British Petroleum, Europe’s second-largest oil company, estimates the region to hold nothing less than 200 billion barrels of oil or up to 50% of the world’s undiscovered hydrocarbons. In September 2006, Gazprom completed drilling in a few areas of Shtokman field (estimated to have 3.8 trillion cubic meters of natural gas and more than 37 million tonnes of gas) and expects the gas production facility to be operative by 2015.

Add to it the newly discovered sea routes, which are saving huge amounts for shipping companies. Warming can take a walk, many companies use icebreaker ships to cut the ice, their cost and transit time. A fast-dedicated sea-lane is being planned between the Arctic port of Murmansk (in Russia) and the Hudson Bay port of Churchill (in Canada). Arctic routes are unbelievably giving substantial competition to Panama and Suez Canals; and their biggest selling point is that as of now – unlike the Suez or Panama – there are no fees for Arctic routes, unless of course polar bears attempt to fleece you. Talking business, even South Asia’s giant, China, is gearing up to exploit this business model. China has one large “research” icebreaker, the Snow Lion (Xuelong), which is being used in both the Arctic and Antarctic. Since China’s economy is highly dominated by exports and international trade, such low cost shipping route would add to its profit. Beluga Shipping, on September 12, 2009, became the first shipping company to travel through the Northeast Passage without an icebreaker ship as an escort. A few weeks later, even German merchant ships MV Beluga Fraternity and MV Beluga Foresight from Ulsan, South Korea arrived through the passage at Yamburg, Siberia.


Source : IIPM Editorial, 2012.

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Monday, October 29, 2012

“Kris is more of a consensus leader, a deep thinker...”

Girish Vaidya, director, infosys leadership institute

I actually worked outside in the industry for 23.5 years, in organisations like ANZ Grindlays – where I headed the investigation into the Rs.506 crores Harshad Mehta scam – before joining Infosys in 1999. I was lucky to have been there during the times of Murthy, Nandan and Kris, and headed our best selling Finacle till 2005, before finally becoming the head of the leadership institute. As much as I can recall, I’m the only one of two outsiders Infosys has taken directly into leadership positions. If I were to comment on the differences in styles of leadership of Murthy, Nandan and Kris, the fact is that Nandan’s style is always to give a long rope. He’ll trust the person to do the job, give him enough freedom. But Nandan is also phenomenal in connecting with people and networking. Not only is Nandan very articulative, but given a situation, he can fly 50,000 feet above the ground to get an idea of the overall perspective. Comparatively, Murthy regularly gives very valuable lessons. For example, once he told me that I have no right to criticise if I can’t praise. It remained with me. To an extent, Murthy is such a senior person you tend to accept anything he says as he is an iconic person – even he’s very much aware of that – but at the same time, he’s very down to earth. Kris, comparatively, is more of a consensus leader. He’s a deep thinker and in my discussions and interactions with him, he always gives me newer dimensions to the issues put forth. And I think it’s too early to talk about Kris’ successor.


Source : IIPM Editorial, 2012.

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Saturday, October 27, 2012

How the good became the greatest

ONGC has to still find a way to beat the oil volatility cycle without the help of subsidies, says ratan bhagat

To be number one on the B&E Power 100 list brings with it a crown of thorns embedded with huge responsibilities, high expectations, unexpected challenges, and continuous scrutiny, with a generous gift on the negative, from all stakeholders. And ONGC, this year’s leader on our list – with a profit of Rs.161.26 billion for the financial year 08-09 – is gifted with all the above embellishments that come with the throne.

But how did a company, which was pretty good previously, become the greatest in India, a jump that requires more than well implemented strategic intent? R.S. Sharma, Chairman and Managing Director, ONGC doesn’t play to the gallery and points to a straightforward fact, “ONGC’s story actually reflects the success of our well thought out strategy to focus on strengthening our core activity – Exploration and Production (E&P) of oil and gas.” In that order, we should say. The fact is that ONGC, in the past few years, has gone fanatically towards exploring newer positive fields in a manner never before seen in its history. The proof of the pudding comes in the fact that the figure of 28 fields discovered in the financial year ‘09 has never ever been achieved in the past. Moreover, by securing an in-place accretion of 284.81 MTOE (million tonnes of oil equivalent), an ultimate reserve accretion of 68.90 MTOE (both being the highest in almost two decades) and with a reserve replacement ratio of more than one for five consecutive years, ONGC has gone aggressive in a benchmark fashion.

But the truth is, the growth story of this PSU has had its fair share of luck – what with the crude oil price volatility from a never before high of $147 to its lowest at $37 per barrel, the ongoing economic downturn, the inflated subsidy burden of Rs.282.25 billion for the current fiscal and persistent bureaucratic interference playing their part in pulling ONGC down.


Source : IIPM Editorial, 2012.

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Friday, October 26, 2012

SPACE MISSIONS: RUSSIA

Russia becomes a space educator

In 2005, Russia’s federal space agency further declared their preparedness towards cosmic tourism. It will have moon visit programs costing $100 million. This announcement was in line with the launch of NASA’s space shuttle Discovery from Kennedy Space Station. In order to exploit this opportunity to the maximum, Russia is investing around $100 billion in their space stations (Soyuz capsule and Progress craft) and cosmonaut centres. Russia has opened up its cosmonaut centres to the common man to perhaps make the new age Russian take more pride in erstwhile glories of USSR.

Hopefully, these endeavours of Russia would revive the interest of youth in space with an emphasis on knowledge rather than on using the same for war. Space truly contains the final frontiers for mankind, an ‘enterprising’ voyage surely; and perhaps, just perhaps, one day, the urge to explore space will go beyond exhibitionism – on who reached Mars first – and reach the realms of exploration for the advancement of mankind.


Source : IIPM Editorial, 2012.

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Thursday, October 25, 2012

“No schemes! No gimmicks!!”

LG finally had it right the third time in india. now it is decisively upping the stakes

B&E: What factors have worked for you in India?

VT: We have been in the Indian market for 14 years now, and believe that our foresight and belief in the country and commitment to the telecom market, along with work with the government have helped grow the telecom industry. Nokia devices today straddle a comprehensive range of products at every price point for all segments. India is not only its second largest market globally, but is also one of the only three countries, where Nokia has an end-to-end presence, including a manufacturing unit, R&D centres and over 10,000 employees.

B&E: What strategy did you adopt in the initial days to help you penetrate the Indian market?

VT: Nokia had a holistic approach towards developing the market and growing its consumer base. Our strategy has hence been focused on investing before time, understanding different consumer needs, building a strong product portfolio that caters to all segments of the market and making our products and services relevant to the Indian market. We were the first to invest in setting up a robust distribution network, to understand the potential of having an effective after sales network. Today, our reach and scale is amongst the best in consumer durable industry, let alone handset industry.


Source : IIPM Editorial, 2012.

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Tuesday, October 23, 2012

Saam, Daam... a little more Daam

The legal environment reflects the larger shame of Indian venality

Were you feeling proud lately on how India’s banking system could teach US banks a thing or two about asset management? Well, the India growth story now also has lessons for the World Bank, but not in the manner you would be imagining. The World Bank initiated India Detailed Implementation Review (DIR) has exposed corruption in Indian health projects and has learned how to better tackle corruption in public procurement. Five out of five projects it studied in India (2006) were deemed to be extremely vulnerable to fraud. No wonder then that India ranks 103 out of 201 countries in the World Bank’s ‘control of corruption’ indicator for 2008.

Quite unfortunately, the malaise has spread wide and deep. Take, for instance, the entire arena of law enforcement. The country’s domestic investigating and law enforcing agencies are often accused of being sleazy, negligent, and flat inefficient. There is no dearth of shameful stories of negligence and corruption.


Source : IIPM Editorial, 2012.

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Monday, October 22, 2012

Slumdog millionaire: firangi style

One look at the First World reveals a much darker side to poverty

The earmarked poverty line in the US is $22,050 annually for a family of four. This figure is derived by a standard mechanism way back in 1960s, which quite naturally is outdated. A recent survey indicates that the figure will be twice as much today as compared to the one four decades ago. There are about 41 million families in the US, out of which 12.5% are below Poverty Line. The total count below the poverty line is a staggering 35.9 million people; a huge figure, yet better than the averages of 1980s and 1990s. Interestingly, there are over 73 million children in US; and 18% of them belong to the poor families. The poverty rate is 10.8% in the age group of 18 to 64 and 10.2% in the age group of above 64.

The worst off people in US are the unskilled illegal immigrants, a majority entering the country crossing the porous border with neighbouring Mexico. For a long time, the US government has made only a half hearted attempt to stop illegal immigration, as it is highly profitable for US employers to exploit them with less than minimum wages and facilities.


Source : IIPM Editorial, 2012.

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Friday, October 19, 2012

GENERAL MOTOR CO.: FAILURE

...and the shareholders get their pants walloped! 

Swing & Miss #3: GM’s premature focus on hybrids cost the company too much. Despite being in the news for over 15 years now, hybrids only contribute to about 2.15% of all vehicle sales! Then there are reports which prove how by 2020, oil production will cross a smashing 1,600 million barrels annually – 6667% more than what was produced in 2003! In other words, hybrids are not required in the near future year, but Wagoner still believes it, for he has to swing!

Swing & Miss #4: Wagoner’s confused branding strategies have ensured that high-end sports cars (like the Corvette Z01) & small cars (like the Spark) are sold under the same tag, Chevrolet? Apparently, he skipped branding management lectures too! Swing & Miss #5: During his tenure, this “easy-going” CEO destroyed a blood-freezing 98% of GM’s Mcap, shaving-off of a clean $90 billion of shareholder wealth. And just before he was booted-out by the Obama administration last month, he had the most wonderful gift for all at GM – a record $52.8 billion in losses for FY2008!

Well, today, Wagoner’s out, but GM has to live on. But will it? “A lot of things depend on the survival plan that GM will present but filing for bankruptcy makes sense as of now,” claims Christian Breitsprecher, Industry expert, Sal Oppenheim. Well, June 1 is not far away. Fingers crossed...


Source : IIPM Editorial, 2012.

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Thursday, October 18, 2012

MOTOROLA INC.: CEO PROFILE

As Motorola's fortunes continue to dip, the company waits eagerly for Sanjay Jha to deliver the 'goods'

"Motorola has an attitude problem. It thinks it is an amazing company with amazing products. The only problem is that it's customers don't agree," says telecom analyst, Jeff Kagan. Motorola, which was once the leader in wireless devices in the 1990's missed the beat when technology took a paradigm shift from analog to digital. To its credit, Motorola did develop the Moto Razr, which became an instant hit. Alas, that was the last successful product that Motorola launched. Since then, it's been more about promises and less about delivery. Even today, when the industry has moved on to smart phones, Motorola is struggling to become relevant again. But now the daunting question is will Jha (with his fattest paycheck) be able to save this troubled company?

A PhD in electronics and electrical engineering from the University of Strathclyde (Scotland), Jha had served as Chief Operating Officer of Qualcomm Incorporated prior to joining Motorola’s dying business as co-CEO with Greg Brown in August 2008. Jha was brought on board to lead Motorola''s cell phone division and to make progress in developing its new smart phones range. His expertise in chipset design and software platforms were particularly sought by the company to ensure that its troubled handset business saw some ray of hope. But critically the company is still focussing on its three pronged strategy – Windows Mobile, Android, and Moto''s own P2K for low-end phones. Jha is hoping that with the help of Google''s Android, he will be able to gain over rivals like Apple and Blackberry in the smart phones category. Android is quite cost effective, but they still have to develop true crowd pullers like the Moto Razr. Jha''s core competence is products, and if he doesn''t deliver on that front, that cheque could start shrinking pretty fast!


Source : IIPM Editorial, 2012.

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Wednesday, October 17, 2012

Hotel Riga (riga)

Overlooking the picturesque Opera Garden, this magnificent hotel is located in the heart of Riga, and is adjacent to the National Opera and Freedom Monument. Offering ease of communication, courtesy its prime location, the hotel is a short walking distance from most tourist spots. It’s probably one of the few elite hotels which cater to the need of those who love travelling with their pets. With its distinctive charm and hospitality, Hotel Riga would offer an unparallled experience of heritage, luxury and warmth.

The view: Hotel Riga provides a wonderful view of the city. It offers a beautiful sight of artistic buildings, which speak volumes about the city’s cultural heritage and a more than keen inclination toward art and architecture. Archi type: In the early days, the hotel’s building was destroyed during the war; it has since been refurbished and artistically done-up. The Latvians have restored the true essence of their art and have selectively depicted it through choicest furnishings throughout the hotel. Bon appétit: Fine dining and sumptuous meals can be savoured at the signature restaurant Palm Garden, which serves exquisite European cuisine. Other restaurants such as the Palm Terrace and the Lobby Bar are ideal for a drink and a light snack.

Around the corner: The hotel is well located and connected. It is no more than 500 meters from the central train station and even closer to the bus and tram stops. Paying a visit to a nearby art gallery or a museum would be the ideal experience. From under the carpet: People here are not very fond of outsiders and do not mingle a lot. The vacation would be a lot more fun if you go with a group of friends.


Source : IIPM Editorial, 2012.

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Tuesday, October 16, 2012

Infrastructural needs can at best be described as pathetic

UPA government’s record in augmenting its infrastructural needs can at best be described as pathetic, feels Sharad Gupta
 
However, the biggest blow that UPA government delivered to the infrastructure sector was to the roads. All the national highway projects have been running behind schedule – ranging from few months to five years – resulting in manifold cost escalation. And the Minister for Shipping, Road Transport and Highways, T. R. Baalu had busied himself with shuffling his officers if not kicking off controversy over the Ram Sethu.

He changed the ministry’s secretary five times, NHAI chairman four times and junior officials several times over, during the last five years. What he couldn’t change however, was the consistently falling progress of National Highway Development Programme (NHDP). It slid from 81% during 2004, the year he took over, to less than 20% in 2009, the year when he would quit office. In fact, no new projects have been awarded during the last nine months.

Things turned ugly last month when World Bank (WB) cancelled a Rs.31 billion grant for four-laning of 485-kms long NH-28 from Muzaffarpur to Lucknow. The loan was sanctioned in 2005 and the project was supposed to be completed by 2010. Even Committee on Infrastructure chaired by the Prime Minister pointed out that NHAI was taking 20 months to award a project against the scheduled time frame of five months and the project award rate is down from 70% in 2005-06 to 17% in FY 2007-08. Only 49% of work was completed under the first phase of NHDP-I in 2007-08. That is why, the first phase of the NHDP project, which was supposed to be complete by December 2007 (after several revisions), is still on. Similarly, contracts for four-laning of 811 kms were to be given in FY 2007-08 under NHDP-II but MoRTH could award contracts for only 43 km, a pathetic 5% progress. The NHAI, however, performed slightly better by achieving 51% of its target of four-laning 2,013 kms.

Contracts could be awarded for just 278 kms out of targetted 3,278 kms during FY 2007-08 under NHDP-III – a dismal 9% achievement. Progress of NHDP-V was slightly better as 882 kms work was awarded against a target of 2,995 kms – 29% achievement during FY 2007-08. The situation can be gauged from the fact that it took NHAI six years to complete a nine-kms stretch of Tumkur by-pass in Karnataka.
 

Source : IIPM Editorial, 2012.

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For Mankind. By Mankind

Continued...Mr. Juneja attributes their stupendous growth to the fact that, “sharing fortunes within the company amongst all employees is highly valued.” Citing an interesting and a heartwarming case he says, “We encountered a very unfortunate accident in the recent past. One of our managers succumbed to cancer last year. It was upon us to get his daughter settled. Compensation was immediately doled out and things were arranged for the mother daughter duo.”

Mr. Juneja also believes that the incentive policies are such that it makes his employees work hard. “We always think about the patients, the consumers and hence we have always lowered the price bands,” informs he. He also wants to build a charitable hospital in Meerut for the underprivileged.

Transparency is what Mr. Juneja firmly believes in. He says that following an open door policy at work has helped him connect better with his employees and since they are free to discuss issues with him there is harmony at work. “Ours is like a family working together,” says he.

Mankind subscribes to the equal opportunity principle and respects merit and empowerment of all professionals, regardless of their experience or socio-economic background. With that comes the special training for all employees. People are trained through development-oriented programmes.

The training programmes for employees exist at all levels of the organisation. These include, class room training, including a 25-day training programme for new members in sales; refresher courses to update the field force’s product knowledge; as well as, management development programmes to polish acquired skills. Click here to read more...

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Monday, October 15, 2012

EMBRYO STEM CELL RESEARCH: ETHICAL CONCERNS

Don’t play against nature, it will surely bite you back later...

Obama’s decision may revolutionise the medical research world but everything comes at a cost. US alone has 400,000 embryos in labs and it’s only a matter of time when selling embryos would become a vibrant business. Worse, some individuals have certain genetic uniqueness which make their body more resistant to chronic diseases than rest. Michael Crichton’s best seller named ‘Next’ precisely talked about how such people can be hounded by the research agencies for commercial cultivation of such blood. There are several instances where experiments with stem cell research created severe anomalies on those treated. Even if one keeps aside the religious reservation against stem cell research, if the objective is to create more healthy people then on any given day such artificial mutations are less effective than natural healing, something mankind has forgotten nowadays. Isn’t it better to do yoga to heal the body than tamper with genes? Think once..


Source : IIPM Editorial, 2012.

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Saturday, October 13, 2012

CUBA: RAUL CASTRO

Raul Castro is finally taking over in Cuba, US must now take notice

Strangely, US seems to be napping. Says Col. Lawrence, “For roughly 50 years, US policy vis-à-vis Cuba has failed – the most recent pointer being that while our administration talks of changing the command in Cuba, it appears to be ignorant of the fact that Cuba has already undergone regime transformation.” US needs to now do some signature moves towards improving relations with Cuba and lifting the nearly 50-year old embargo. US may find that its hopes of being a controlling force in Cuba, if and when Fidel Castro breathes his last, are mere hopes, nothing more...


Source : IIPM Editorial, 2012.

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Friday, October 12, 2012

INDIA INC: SHARE PLEDGING

Companies need to be proactive with disclosure of pledging

The more serious issue, again when we think about Satyam, is that the funds may be going elsewhere. “If the company is ploughing back the funds that promoters have borrowed by keeping shares as collateral in the company itself, then there’s nothing to worry...,” explains Ashok Jainani, VP (Research & Market Strategy), Khandwala Securities Ltd. Pledging as a practice is being exercised since ages to raise money.

However companies used to evade disclosure of their pledging details earlier. “These are notable corporate names, which people trust and expect them to make disclosures on their own. It’s done voluntarily by most global firms,” says a noted financial analyst on condition of annonymity. Many such companies claim to uphold the highest standards in corporate governance. But by responding to SEBI’s directive, these companies have done little to reassure investors of the honesty of their intentions (if their intentions are indeed honest that is!). It’s imperative for such companies to mend their ways, just as it is imperative for SEBI to ensure that no defaulters are spared.


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

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Thursday, October 11, 2012

Tata Motors chief

The new Tata Motors chief has to be a visionary, no less than Ratan Tata himself

Dube has been at the centre of all Tata Motors initiatives recently and has been the front man in almost all important events of the company. Dube is young, dashing and has the knowledge and the works necessary for selling cars. Clearly, this man knows what he is selling.

Out of these two probable choices, it is very difficult to pick; however options are not limited. C. Ramakrishnan, the current CFO of the company could be the person worth considering as well. The person is good with his numbers and could well be the finance guy who can get the volumes back. Ostensibly so, from the choices: the young car guy, the veteran and the number cruncher, only Tata Motors can decide on the best man for the job. These are not very encouraging times to follow tried and tested strategies and the new Tata Motors head has to be a visionary, no less than Ratan Tata himself.


Source : IIPM Editorial, 2012.

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Wednesday, October 10, 2012

Caneel bay, a rosewood resort

This exclusive hideaway turned low-key luxurious resort, encircled by the beauty of the Virgin Island National Park, was established by financier and conservationist, Laurance Rockefeller, over 50 years ago. The essence of its virginity is mirrored by the dearth of room phones and TVs. However, you'll be doing anything but just sitting in one of the 160+ guest rooms, outfitted in soothing untamed nature with slick contemporary furniture and personal patios or balconies, spread over 170 acres. With a Sunset Cocktail Cruise, healing volcanic stone massages, weddings-on-board and a mind-body-spirit rejuvenating centre overlooking the retreat, it is a paradise which craves to be explored, but is still determined not to be exploited.

THE VIEW: Idyllic Caribbean beaches with stark-clear water and sand as white and fine as grinded sugar; not one, not two, but Caneel Bay boasts of seven of such private heavens. Heady rum-tasting, underwater slide show, tennis, fitness centre, windsurfing, scuba clinic, Sunfish sailboats and kayaks; there are enough activities to help you completely forget about your monotonous lives.

ARCHI TYPE: Just a short stroll from the beach, are the pleasantly strewn rooms throughout the resort. Natural wood and native stone form the structures while hand-crafted furniture and richly woven fabrics lend more warmth to the ambience. Celebrities wishing to escape the paparazzi (including Brangelina, Angelina Jolie-Brad Pitt) often book Rockefeller's private beach house, Cottage 7. Air-conditioning and ceiling fans are standard for all rooms, but are free from telephones, televisions and other modern-day diversions.

BON APPÉTIT: Surrender to innovative American cuisine against a breathtaking view at Caneel’s classy Turtle Bay Estate House, or a fixed, seven-course menu highlighting selections from their wine collection in the Wine Room. A more laid back place, called the Equator restaurant, is situated amongst the stone and coral ruins of an 18th-century sugar mill, which specialises in fresh seafood and grilled meats.

AROUND THE CORNER: A short drive from the resort, Trunk Bay is one of the Caribbean’s most frequented beaches. The relics of 1870’s Annaberg Sugar Mill which has been refurbished, is the best allusion of the cultural history during the colonial and post-emancipation era. Even the remains of the first Moravian church, built in 1749, can be surveyed at Estate Bethany and of course the famous National park. FROM UNDER THE CARPET: There are very limited options for reaching the hotel, relying mainly on ferries and boats. Lack of modern civic amenities (namely TV and in-room telephone) may dampen the spirit of the average couch potato.


Source : IIPM Editorial, 2012.

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