Showing posts with label IIPM Best B School. Show all posts
Showing posts with label IIPM Best B School. Show all posts

Monday, September 9, 2013

Movie Review: The Great Gatsby

The best Gatsby...

F. Scott Fitzgerald's magnum opus, The Great Gatsby, has historically proven to be a tough beast to tame for the big screen. There have been four attempts previously and none of them were good. Try staying awake through the one made in 1974 , for example.

This time, Baz Luhrmann steps in along with an all star cast, takes a good shot at it and succeeds. Why does he succeed? Just by looking at the scenes, or his earlier work, you would understand that Luhrmann’s greatest strength is his style and flair with which he directs. And The Great Gatsby, desperately needed that to make it a success.

Talking about the plot, the film shows America in all its early 1900’s glory. The new rich made the country a place where everything was larger than life - the great American dream was beginning, and in such a setting the mega star cast was really well chosen.

Leonardo DiCaprio and his real life friend Tobey Maguire play the characters of Gatsby and Nick Carraway respectively, in a manner only they can. DiCaprio’s performance makes this the best Gatsby so far, delicately balanced by Maguire’s charmingly delicate performance. Speaking about charmingly delicate, Amitabh Bachchan, even in his small cameo, makes a hearty mark as Meyer Wolfsheim.

Overall, the film carries with it all the style of its director and cast. However, what made the story so popular and loved, was not the dazzle but its heart. That is where this film falls short and becomes just a feast for the eyes, not so much for the heart


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

Monday, July 29, 2013

The Mamata factor

Powerful state units of the Bengal and Kerala CPM are preparing for a showdown

While Trinamool Congress might have unleashed a reign of terror in Bengal against CPM leaders, the April 9 Delhi incident where CPM cadres decided to heckle and insult chief minister Mamata Banerjee and her Finance Minister Amit Mitra, has brought the Left party’s influential West Bengal and Kerala units on a collision course.

Following the Delhi attack, Trinamool has already launched a violent retaliatory campaign but more than anything else, it was the action of CPM’s Delhi unit that has further vitiated relations between the central leadership, read general secretary Prakash Karat, and the West Bengal unit. Tempers are running so high that the state CPM has accused Karat with ignoring the state unit before embarking on adventurism of this kind.

Veteran Leftist leader Ashok Ghosh, secretary of the Forward Block, openly sought a clarification from the state CPM leadership, particularly from CPM secretary Biman Bose, asking ``how long should we suffer for the blunders committed by your party?” Leader of another Left constituent RSP’s Khitij Goswami, too toed the same line and questioned the rationale of the Delhi action at a time when the Left was facing the Trinamool onslaught as well as trying to consolidate its position which was drastically eroded in the assembly and Lok Sabha elections.

The CPI(M) had traditionally thrown its weight around at its smaller partners and even the `historic’ defeat has not helped change this equation. While Left constituents are angry with big brother, within the CPM, leaders have questioned this so-called party programme of the Delhi unit directly under the control of Karat. The incident has revived the old battle lines between general secretary Prakash Karat and Buddhadeb Bhattacharyya, who is unhappy at Delhi’s unilateralism.  Bhattacharya’s anger is justified. For the first time since Mamata came to power, CPM had an opportunity to push the government into a corner and was brimming with the possibility of revival.

The Delhi episode has put paid to their plans. Biman Bose, sources say, had informed Karat of their displeasure. According to reports, people protesting in front of Planning Commission were all members of CPM’s local committee in West Delhi and not its affiliate Students Federation of India (SFI). The Delhi action was carried out by party full timers

Apparently to deflect peoples’ attention and to gain the confidence of state leaders, Karat wrote to President Pranab Mukherjee urging him to decide whether West Bengal Governor M K Narayanan’s ‘political intervention’ in seeking an apology from the party Politbureau for the Delhi incident was justified. To the utter dismay of Karat, this action has failed to mollify the state leadership with even front partners viewing it as a gimmick, a ploy to hide his own failures.

These leaders privately admit that Narayanan was right. After all the Chief Minister and Finance Minister were attacked. They do not feel it was highly improper for the governor of a state, who holds a constitutional post, to declare that a political party or its leaders have ‘forfeited their right to function within a democratic framework’. These leaders feel that Karat should have had the moral guts to confess his wrong instead of blaming the governor. The governor said that CPM was entitled to voice complaints, but could not resort to using rods against ministers. He even suggested that this ``premeditated” attack was “serious enough to warrant a public apology from the CPM Politbureau.’’

The anti-Mamata demonstration was planned to protest against the attitude of the West Bengal government towards the custodial death of SFI leader Sudipta Gupta in Kolkata.

West Bengal CPM leaders and Karat have been at logger heads for quite some time and state leaders blame the general secretary for this miserable state of affairs in its once strong hold West Bengal. They say Karat forced his dictates against the will of the state unit and eventually the party had to suffer huge electoral losses.

While CPM leaders do not intend to intensify their agitation against the Trinamool government for the moment as it would send a wrong message to the people, Karat and his associates want the state to embark on a militant form of agitation. Even secretary of Delhi CPM, Puspendra Grewal, a Karat protegee has come out justifying the action.


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

Thursday, June 6, 2013

Rising above revulsion

Sanjeev Sinha, one of the earliest breakout painters of Bihar’s 1980s generation, seeks reconciliation and harmony amid the disruptive and disturbing contrasts in contemporary reality by K.S. Narayanan, Photos by mukunda de
Life is not a dream. Careful! Careful! Careful! ……another day we will watch the preserved butterflies rise from the dead

As haunting as these immortal lines of 20th century Spanish poet and dramatist Federico Garcia Lorca, Sanjeev Sinha’s 23 new artworks titled Am I?, showcased in the Visual Art Gallery of India Habitat Centre in the national Capital early this month, provided a strong jolt. The opening saw a host of esteemed guests, including Raj Liberhan, Director, India Habitat Centre; art curator Alka Pande: Rajeev Lochan, Director, National Gallery of Modern Art; Kapil Chopra, President, Trident Hotels; Anurag Sharma, Director, United Art Fair, and the who’s who of the Capital’s  glitterati and chatterati.   
                
Am I? – the question in the title of the show suggests the turbulence and the array of thoughts struggling to find expression within the artist who seems to be on an endless search on the issue of existence.

One of Sinha’s paintings showed several speared teddy bears. They shake us out of complacency and compel us to instead act and take charge before there is nothing left. The innocent eyes of the bears tug at the heartstrings and urge one to reflect on matters of the contemporary world. By portraying such a picture by use of toys that symbolise innocence, the artist at the same time points out how society has remained a mute spectator to the murder of innocence and innocents.

Juxtaposing a fairy world akin to ‘Alice in Wonderland’ along with a world steeped in faith, Sinha places the innocence of a Barbie doll alongside the ferocity of Goddess Kali.

Another work carrying a pious Buddha is surrounded by various emotions like passion, romanticism and appreciation of natural beauty, implying the intrusion of different objects while you are in such a mystic position. In the work titled Gentle Bite, he has portrayed a Barbie doll inside a turtle surrounded by the butterflies. This seems to signify the artist’s craving for the pleasant and happy world of eternity.

The turtle, Sanjeev explains, is believed to be auspicious in mythology and one of the longest living creatures in the world. In the work titled Gentle Bite XV, he has made a cobweb and behind that there is a huge spider that has created the whole system signifying the world.

Says Shaji Mathew of Studios and Galleries who is engaged in promoting residencies for budding artists: “There is lot of violence. Too much of a contrast too and difficult to digest as well. Probably it is looking at present-day violence while peace loving variety of art work is far less.”

This is because besides treating his subjects with techniques of realism, Sinha uses stark colours, primarily black and red, to evoke an intense feeling of passion and radical approach towards this worldly issues.

Also seemingly banal devices like the use of a burning matchstick in several paintings make the artist relate to real situations.


According to Sinha, wood acts both as a saviour and a means that takes the stranded person to the safety’s shore, and also the carrier of fire that could destroy everything.

Though this was the popular feeling of those who viewed the exhibition, there were others and experts who had read both the artist and his art well.

Take for instance Vikash Nand Kumar, art historian and curator who curated Sinha’s work. He observed that at the very first instance the Am I? exhibition may sound radical and gloomy and shrink us with a feeling that it is not very pleasant or soothing. “But as the viewers go through the body of work and fathom its depth they would understand its gist. We must realise these works are in proximity to the reality of our contemporary lives and then might sense the cathartic pleasure of watching these works.”

No doubt these works carry the blend of thoughts that he wants to put on canvas using objects symbolizing philosophical implication, political mystification and spiritual assimilation.

Bihar-born Sinha is a globe- trotter has imbibed various cultures, traditions and art practices that have led him into a gamut of experiences. He has exhibited in galleries and museums in India, the Netherlands, France, England and Japan in group and solo shows.

Calligraphy, Korean clouds, Tibetan flags, Buddha’s head, the world of flora and fauna, mythology, et al, find a place in his compositions. They are the tools with which he expresses himself. Watching everything around him as an observer, his works give a peep through the lens that generally remains black in the foreground, thus being in direct interaction with his works and creating layers of depth on his canvas.

Some figures are of powerful women like Kali. Of a naked Kali and a Barbie in a bathtub. One is black. One, white. One is wild. One is innocent. But even in the wild one there is innocence.

What does Sinha hope for as an artist? “I hope people understand that my paintings are not decorative but symbolic. I’ve incorporated elements from arenas like politics and capitalism and the misuse of religion. But you have to look closely at them.”

At a time when art lovers look at Santiniketan, Kolkata, Mumbai and Vadodara as the centres of excellence, Sinha is the unspoken leader of the young Bihar art generation that emerged in the 1980s. He was the first artist from Bihar of his generation to have won the prestigious Lalit Kala Akademi award and create a niche for himself in Europe’s art centre. Since then, Sanjeev has bagged several national and global fellowships and honours.

Having closely watched Sinha’s artistic journey over the years, poet and art critic Vinod Bharadwaj says the exhibition depicted the creative pangs of that terrible phase when one has to look for the right names for objects in the wake of the violent gang rape of Nirbhaya or Damini in the glow of meaningful peace.

Recalling the words of German dramatist Bretolt Brecht, In the earthquakes to come, I very much hope – Bharadwaj says: “In Sanjeev’s artistic journey there is always the ray of hope amid violence, anarchy and assaults”.

Commenting on the artist and his art, Seema Bhalla, another art historian, observed: “Through his work Sanjeev Sinha seems to be asking himself, what is he? Is he a mere spectator or a participant? Or is he optimistic or pessimistic? He keeps pondering on many sensitive questions and asking himself “Am I…?” It is difficult to remain unaffected after watching his works as they force one to think”.


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

Sunday, June 2, 2013

Of Kingmakers and Emperors Without...

Nitish Kumar has been anointed as the new kingmaker by the media. he needs to be wary of hubris and the voter.
 

“He loves me, he loves me not, he loves me....".  There is many a Congress leader who could be playing this teen fantasy game while thinking about Nitish Kumar. Now that the DMK has done what it should have done about three years ago, Nitish Kumar becomes even more crucial. To borrow language from the ISI of Pakistan, Nitish Kumar and his party can provide "strategic depth" to the Congress when it faces an angry, frustrated and vengeful electorate in 2014 (if not earlier!). During his so called Adhikar rally organized in the capital, the Bihar Chief Minister gave enough hints that he, his vote bank and his allegiance could be up for grabs. So don't be surprised if the media keeps a relentless focus on Nitish Kumar and his future plans. In fact, his acolytes have stated a fantasy scenario that could called Nitish as Prime Minister. And why not, surely he has better credentials as a politician and administrator than Manmohan Singh, I.K. Gujral, H.D. Deve Gowda and V.P. Singh! If only a pesky upstart called Narendra Modi was not hovering on the horizon! But there is no mistake about this: Nitish Kumar is the favour of the season and the latest kingmaker of Indian politics.

But it might be instructive for the Bihar Chief Minister to read up on contemporary political history and learn some lessons. Kingmakers of Indian politics have a nasty habit of acquiring a common disease called hubris. And the Indian voter has a nasty habit of exposing kingmakers as emperors without clothes! Let's go back a bit to 1989 when V.P. Singh was riding the Bofors bandwagon towards power in Delhi. One of key charioteers of this bandwagon was the then Chief Minister of Andhra Pradesh N.T. Rama Rao who had acquired cult status as a film star, and who had humiliated the mighty Congress. He was the loudest and most vocal voice of an emerging anti Congress alliance across the country. And what happened then? V.P. Singh did manage to humble Rajiv Gandhi and the Congress to emerge as possibly the worst Prime Minister that India ever had (tough competition from Manmohan Singh!). But voters had something else in store for NTR. His party Telugu Desam was decimated and humiliated in the 1989 Lok Sabha and assembly elections. The kingmaker had lost his crown and throne.

In the tumultuous days of 1999 when a tea party enjoyed by Sonia Gandhi and J. Jayalalitha led to the collapse of the Vajpayee government which lost a no confidence motion by just one vote, Sharad Pawar emerged as the new kingmaker. Sensing an opportunity - something which he couldn't grab in 1991 when the Congress preferred a safe P.V. Narashima Rao to an ambitious Pawar - the Maratha strongman revolted against Sonia Gandhi and formed his own party called NCP. The calculations back then were quite clear. Kargil was yet to happen and not many expected the NDA led by Vajpayee to win a decisive victory. So there was every chance of a hopelessly hung parliament and who more qualified than Sharad Pawar to play kingmaker and dream of his own Kingdom? But the Indian voter had other ideas. Sharad Pawar was forced to eat humble pie and share power with the Congress in Maharashtra, failing to even have the NCP take the post of the Chief Minister. Vajpayee, of course, was voted back with a comfortable majority. Ever since, the halo around Sharad Pawar has been dimming consistently. Even his most loyal and die hard loyalist now knows that Pawar as Prime Minister is a fantasy.


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

Friday, May 10, 2013

Parties Play The Caste Trump Card

With national political parties finding themselves out on a limb in Karnataka, it’s the caste-based regional outfits that are calling the shots. Will the political cookie in this southern state crumble the way of Uttar Pradesh?

Karnataka is gearing up for Assembly elections in April. With the fortunes of the ruling BJP and the Congress hitting the skids in the state, caste-based regional formations are likely to gain in the post-poll scenario.

Karnataka is set to go the Uttar Pradesh way. UP is India’s largest state and is accustomed to electoral fragmentation on caste and community lines. Karnataka, only one third the size of UP, is not. So, if a hung Assembly is what the April elections yield, the development would mark a paradigm shift in Karnataka politics. Congress, BJP and Janata Dal are the three parties that have traditionally jostled for seats in the Vidhana Soudha. Two new forces have lately jumped into the fray. Former chief minister BS Yeddyurappa’s Karnataka Janata Party (KJP) and Badava Shramika Raitha Congress (BSR Congress), led by B Shriramulu, the right hand man of jailed mining baron Gali Janardhana Reddy, are likely to queer the pitch for the national parties by taking away a chunk of their votes.

While none of the five contenders are in a position to sweep the polls, KJP and BSR Congress could both wrest enough seats to give the principal parties a run for their money. But in the run-up to the elections, none of the political formations is keen to get into any alliances, preferring to wait and watch the for eventual outcome. For Congress and Janata Dal (Secular), the April polls could be just another electoral battle. But for BJP and KJP, it would be an acid test. The BJP would be out to demonstrate that it has the strength to live down Yeddyurappa’s exit. For the party leaders who have been instrumental in pushing Yeddy out of the BJP, the likes of KS Eeshwarappa, Ananth Kumar, Sadananda Gowda and Jagadish Shettar, the upcoming election would be an opportunity to prove a point.

Yeddy too, would be determined to make the BJP, a party he served for four decades, pay for the folly of neglecting a regional mass leader with the backing of the dominant Lingayat community.

The BJP will also have to contend with the BSR Congress. Yeddy’s mass support and the Reddy’s money power had catapulted BJP to power in Karnataka in 2008. With both now gone, it would be an uphill task for the party to retain power. BJP is unlikely to win more than 50 to 60 seats. In that eventuality, it would be back on the Opposition benches.

In the past, the Congress has had to suffer the consequences of sidelining Veerendra Patil, who was not only a mass leader but also had control over the party’s rank and file. This was something that Yeddy lost no opportunity to remind the BJP’s central leadership of.


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

Tuesday, May 7, 2013

Has BJP lost the plot in its entirety?

At a time when it should ideally have been gunning for the UPA government’s head for its failures, the saffron leadership finds itself busy dousing in-house fires. With just over a year left for the big elections, the BJP leadership looks surprisingly bent on giving the Congress another term on a platter.

The infighting within the country’s principal opposition party is certainly not a revelation. Neither is the fact that the BJP has failed to arrive at a consensus over its prime ministerial candidate. These are issues that could have been easily brushed under the carpet for a later day; had the timing not been so crucial for the party’s ambitions of coming to power, and if only the BJP had acted responsibly as the Opposition. However, a chain of events has exposed the absence of decisive leadership in BJP and the turmoil that it faces internally. As the country’s principal Opposition party, it was the BJP’s responsibility to expose the chinks in the Congress-led UPA government’s armour. However, unable to handle its own problems, that job was rather easily ceded to Arvind Kejriwal and his team. As Kejriwal and Co. went on an attacking spree against the who’s who of the Congress’ leadership, the BJP was left with no option but to be satisfied with merely reacting to the allegations levelled by India Against Corruption. The BJP’s inability to tend to its weaknesses has not only given the Congress a breather; it has also helped Kejriwal hijack the issues that were predominantly in the Opposition’s kitty earlier. Be it price rise, corruption or black money, Kejriwal has used these issues to position himself as perhaps the BJP’s biggest rival. What is worse is that the lack of decisive action against allegations of corruption made on both leading national parties has lent more credence to Kejriwal’s attempts to paint both the Congress and the BJP with the same taint brush.

The BJP’s reactions to the claims and the allegations made by Kejriwal have also put on display the conundrum that party strategists are reeling under. Soon after Kejriwal attacked BJP president Nitin Gadkari for receiving 100 acres of agricultural land in Maharashtra in what appeared to be a quid-pro-quo deal with the Congress-NCP government in the state, the party trashed the allegation as false and baseless; and borne out of Kejriwal’s attempts to hog prime time limelight. “A lot of hype was created about the press conference; as if some big bomb is being exploded... Kejriwal tried his best to dig out some scam but could not find anything,’’ maintained Sushma Swaraj, Leader of Opposition in Lok Sabha.

Contrary to the party’s understanding of what the press conference achieved, Gadkari now finds himself in the middle of a major controversy surrounding his dubious business dealings. Moreover, his refusal to step down from his post has rendered himself, and the BJP, extremely vulnerable to charges of being soft on corruption. This, until recently, was the BJP’s persistent agenda against the Congress!


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

Friday, May 3, 2013

“We seek to apply our solutions in multiple contexts & markets”

Meera Sampath, Director, Xerox Research Centre, India, asserts that Xerox would like to work on ‘locally inspired, yet globally relevant’ innovations

B&E: How important is the Xerox India Innovation Centre to the company’s emerging market strategy?
Meera Sampath (MS):
All our research centres support Xerox’s innovation needs across its different lines of businesses – be it our traditional documentation technologies-related research, which would be research related to our design and development of our devices, the works/ applications connected with that, et al as well as associated services in our existing lines of business, like management of large imaging centres, taking over and running infrastructure of large enterprises as well as SMEs and creation of customer communication material. Other lines of business that have recently been added to Xerox post the acquisition of ACS, have been innovation that supports the IT outsourcing (ITO) business and innovation in support of the BPO business. Two things were very clear from the outset when we set up the R&D centre here. The first was that the centre had to support innovation for expanding and rapidly growing Xerox’s businesses in emerging markets. The second was that given India’s unique set of skills and competencies and given Xerox’s need to expand its services over and beyond emerging markets, this research centre would endeavour to leverage the talent in India to significantly contribute to accelerating innovation in services delivery for our global customers. 

B&E: In your experience, how are needs for developed and developing markets different? 
MS: It depends on the vertical or market segment we are looking at. In terms of large enterprises, the needs and pain points may not be so significantly different as compared to developed markets. But in other segments, we may be significantly different. For instance, we are developing a smart banking solution to significantly improve costs and operational efficiencies and turnaround times for the banking industry. This leverages unique expertise in terms of the capabilities of our devices, document management or smarter document technologies and our capabilities in imaging, et al. This is a solution that we found – locally inspired but globally relevant. Interestingly, we have found takers for it in Brazil, Canada, Mexico and even US. We at our research lab consider that as the typical space we would like to play in. We develop fundamental technologies, fundamental concepts and solve research problems, which can be applied in multiple offerings, contexts and geographies.

B&E: How do you tackle the critical talent shortage issue in India?
MS:
It becomes important for us to form the right partnerships, rather than competing for talent. We work with partners to ensure that they become part of the Xerox research family and the Xerox research group without becoming ‘employees’ of Xerox. Every researcher has a mandate to not only work on internal research projects, but to also actively participate in open research projects in partnership with universities.


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

Tuesday, April 30, 2013

The war for ecosystems

As Apple continues to dominate the tablet market, other players are jumping in to make the most of this episode of device convergence. Despite popular belief, this time too, the war is not for dominance in the hardware business. The one who can integrate ecosystem (hardware, software and content) successfully will have the last laugh

At 660F, San Francisco woke up to a cool morning on June 27, 2012. Home to the most awaited tech conferences around the world, the city has witnessed some of the most significant announcements that have changed the world of computing. That day was important for tablet lovers and online advertisers alike. Google, the leader in online search and display advertising business [96.4% of its revenues came from this source in FY2011] had stepped into the room of tablet sellers. The company announced the launch of the Android OS-based Nexus 7 tablet [manufactured by ASUS priced at $199] during its annual developers conference. Just a week back, Microsoft had joined the race with the Surface tablet. The word was out. With Apple sitting pretty with a 66.5% market share (CY2011 as per Gartner) – with the new iPad launched in March 2012 helping Apple deliver yet another record quarter in Q1, 2012 – and Amazon on a new high already with its low-priced Kindle Fire (with a share of 14% in 2011), the war to rule the tablet zone had got tougher.

Study the numbers, and you realise why Google’s interest in the tablet market is easy to understand. As per IDC, 17.1 million tablets were shipped during Q1, 2012 – a 120% growth y-o-y. Another encouraging forecast exists. Gartner claims that in CY2012, the count of tablets that will fly off the shelves will hit the 118.88 million mark – double as compared to last year (98.08% more to be precise).

Tablets are also growing attractive in the enterprise space. With this segment predicted to account for 35% of total tablet sales around the world by 2015 and with many workplaces expected to implement a BYOD (Bring Your Own Device) policy, the search giant sure found a good reason to invest in hardware. But optimism surrounding the green bot isn’t the only reason why Google got drawn into this game.

What was perhaps a bigger reason is the slower than expected rise of Android-based tablets. Last year, these tablets accounted for a 28.8% share of the market. This year, their portion is only expected to swell marginally to 31.1%. The fact that shipment of Android tablets, after having risen from the sub-3% mark to 44.6% in a span of just fifteen months (Q4, 2011) fell sharply during the course of a quarter to 32.0% (Q1, 2012; as per IDC) is bad news for Android [and a good one for the iPad (whose share rose 13.3% q-o-q to 68.0% in Q1, 2012)]. The shocking revelation that the Kindle Fire (which accounts for 54.4% of all Android OS-based tablet sales; as per comScore between December 2011 to February 2012) lost 12.8% market share in a span of a quarter to account for just 4% of global tablet sales in the first quarter this year meant Google – despite its disaster-laden history with Google-branded hardware – had to jump into the ring. Sounds desperate, but throwing in the towel – luckily or not – wasn’t an option. Not with Android. Not with tablets.

Onlookers claim that the search giant wants a big share of the tablet market. Some say it is gunning for Apple. Whatever it be, stakes in this fight has just gone higher.


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

Wednesday, April 24, 2013

In knots over family & legal wrangles

The Hiranandani family has been in the news recently more for the wrong reasons than right. A running family feud and other legal travails could well put the skids on the family’s many business ventures, if not settled imminently and amicably.

Family feuds breaking out in well-known business houses are not uncommon. But the ongoing legal run-ins of the Hiranandanis and Mafatlals certainly take the cake, the plate and the trimmings. Often, at the core of the dispute is that hoary old chestnut, property, over which ties of blood and kinship have been known to fray and fall apart. The dispute between Mafatlal scion Atulya Mafatlal and his socialite wife Sheetal before the Bombay High Court and the legal battle between Darshan Hiranandani and his sister Priya Hiranandani-Vandrevala present unedifying examples of the public spectacles that family feuds in business houses commonly degenerate to. Another family drama to have spilled into the public domain in recent times was the rift between the Ambani brothers. The two siblings, with probably higher business stakes up for grabs in the course of their bitter feud than any other warring members of the business tribe in India, did eventually bury the hatchet, which gives rise to the hope that even the Hiranandanis and Mafatlals would prefer to settle for an amicable resolution of their problems rather than slug it out in the courts.

Of course, the Mafatlal case has become juicy fodder for the tabloids. Despite the efforts of the HC-appointed mediator to bring the estranged couple to agree on the contentious issues, media reports suggest that any conciliation in the matter looks improbable and not within easy sight. On the other hand, the tussle between construction magnate Niranjan Hiranandani’s two children – son Darshan and daughter Priya, a chartered accountant based out of London – came out into the open in 2009 after Priya accused her father and brother of violating a non-compete agreement signed among them in 2006. The agreement required that all business transactions to develop and acquire property be undertaken exclusively with each other for the first seven years. The profits were to be shared equally between Priya and the Hiranandanis. Priya claims that her father and brother entered into projects without her knowledge, either independently or with others in the real estate sector, despite signing the agreement to do business exclusively with her.

Does he feel bitter or disappointed at his daughter’s demeanour? “Younger people have high ambitions but little tolerance,” says Hiranandani, speaking to Business & Economy. “They want everything fast... Earlier, senior members of the family controlled affairs; now everyone wants to take their own call.” When asked about the rumours that the realty group started in 1978 by him and his brother Surendra, and known today for its realty projects in and around Mumbai, Chennai, Bangalore, Hyderabad and Dubai, could be headed for a split, he vociferously discounts any such possibility, “It’s natural to have differences between family members. But there is no such possibility of any split happening in the group’s realty business.”


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

Saturday, April 20, 2013

Can Japan break the deflation cycle?

With deflation the major drag on growth and the biggest long-run economic threat, pressure was growing on the Bank of Japan to respond. And it did – with yet another round of quantitative easing and by announcing an inflation target of 1%. But then, are these measures enough to bring the Japanese economy back on track?

At a time when major economies across the globe are finding it hard to rein in galloping inflation, the Bank of Japan (BoJ) has stunned the world by announcing its intention to hit a newly established (for the first time ever) near-term inflation target of 1%. Economic growth, currency devaluation, or drag on productivity: what’s the motive?

The reason is simple. To break the deflation cycle and a strong yen, both of which have been choking off Japan’s economic growth over the past 15 years. In fact, the two problems are interconnected. Typically when central banks pump liquidity into markets following recessions, businesses and consumers borrow, growth picks up and eventually inflation rises. This is not the case in Japan, where deeply entrenched deflationary expectations and other factors weigh on loan demand. The combination of deflation in Japan and inflation elsewhere pushes up the purchasing power of the yen relative to other currencies. A strong yen in turn weighs on exports, the main driver of growth in the Japanese economy. And that’s exactly what is happening in the “Land of the Rising Sun”. Japan’s economy shrank for the third time (between October & December 2011) in the last four quarters. The first estimate of Japan’s fourth quarter GDP showed the economy contracted 0.6%, significantly worse than consensus forecast of a 0.3% decline. This is equivalent to a 2.3% fall in GDP on an annualised basis. Further, while Japan’s monthly trade deficit widened to ¥613 billion in January, following December’s ¥569 billion shortfall, yen sits high at ¥80.30 against the dollar.

Sadly, deflation also adds to the real burden of public debt, which is a major problem for Japan. With a public debt figure to GDP ratio hovering around the 200% mark (The Bank of International Settlement projects that even under “a best case scenario” Japan’s debt could zoom past 400% by 2040!), its situation is worse than even the most recent citadel that fell – Greece. Interestingly, all the while the country’s GDP hasn’t moved an inch. Japan’s nominal GDP is almost the same as it was about 15 years ago ($5.58 trillion today as compared to $5.24 trillion in 1995). Unbearable debt amidst close to zero growth in over 15 years puts Japan in an awkward macroeconomic situation!

Thus, to get out of this status quo Japan is once again relying on a technique called quantitative easing (QE). As opposed to flooding the money supply with newly printed currency, the BoJ has announced to pump 10 trillion yen ($130 billion) into the economy through purchases of government bonds by the end of 2012. But while the QE will lift the supply of money, policymakers face a greater challenge in trying to get households and businesses to borrow. So, will the BoJ’s latest move succeed in breaking the deflation cycle?

Previous bouts of quantitative easing and currency intervention did not have a sustained downward impact on the yen, lift inflation, or provide a meaningful boost to the real economy. Agrees Matthew Circosta, the Sydney based Economist at Moody’s Analytics as he tells B&E, “These policies have been rendered useless because of the deflation mind-set embedded in Japanese consumers and businesses.” Excluding the oil-induced inflation spike before the 2008 crisis, core inflation hasn’t reached 1% since 1997.


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

Monday, April 15, 2013

Is there a CEO out there who can really run HP?

Three CEOs in six years and the inability to steady a concrete well set up business – this is what HP, one of the founding companies of Silicon Valley has to show. How can they put the house in order?

What do you do if you happen to be on the Board of a multi-billion dollar Fortune 500 outfit? Whatever it is, it shouldn’t be even remotely close to what the Hewlett-Packard (HP) board has been doing. In the past one decade, HP has perhaps done just two things right – acquiring Compaq and hiring Mark Hurd. The bad part is – it has done a lot more to undo and then outdo whatever has been undone. After kicking out Léo Apotheker from the position of President & CEO (who was just 11 months into the job), the board of HP led by Chairman Ray Lane has appointed Meg Whitman, Former CEO of eBay. No doubt she did a great job with taking the online portal public, but what the board didn’t perhaps consider is that she faltered once the company started growing. Moreover, she was heading a company that was 14 times smaller than HP in terms of revenues. In fact, if we were to go by Whitman’s political performance (she ran for the California Governor’s post and lost despite personally spending $141.5 million on the campaign out of her own pocket), then you can probably expect more boardroom drama and strategic mishaps in the months to come.

A brief study of the the company’s past decade suggests that HP’s failure has been twofold – its choice of CEOs and their respective strategies. But before we move on to how the company can be fixed, let’s see how the these two-fold blunders stack up.

Ever since the departure of Lewis E. Platt as President and CEO in 1999, HP’s talent hunt abilities have not been very encouraging. For instance, its obsession with hiring superstar CEOs from outside has not worked very well for the company. And since Whitman may also face quite a harsh reception, (as expected by industry experts), the HP board may well consider flicking through a gathering pile of academic studies for some help. In August this year, Richard Cazier of Texas Christian University and John McInnis of the University of Texas at Austin presented an unpublished paper at the annual conference of the American Accounting Association. The Professors studied 192 CEOs who had been hired from outside between 1993 and 2005. The paper shows that such CEOs are mostly hired at a premium from companies that have done well in the past. So far so good. Now here comes the catch. The pay premium of these CEOs is negatively correlated with the future performance of the firm that has hired. In other words, the bigger the CEO, the worst he performs in the new job. According to a study commissioned by Hay Group in 2007, around 80% of Fortune’s Most Admired Companies chose internal candidates as CEOs! In fact, Booz Allen’s benchmark 2008 CEO research documents that 80-83% of CEO recruits are insiders! The research further goes on to prove that operationally and statistically, ‘insider CEOs’ outperform ‘outsider CEOs’! Next time, it would be advisable if the HP board could look for a worthy suitor for the top job from a reservoir of 350,000 employees.
 

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

A farewell to nuclear arms – will that become a reality?

Mikhail Gorbachev, former President of USSR, writes about how we need to put aside all forms of procrastinations, and work towards a compelling plan for nuclear disarmament.

MOSCOW – Twenty-five years ago this month, I sat across from Ronald Reagan in Reykjavik, Iceland, to negotiate a deal that would have reduced, and could have ultimately eliminated by 2000, the fearsome arsenals of nuclear weapons held by the United States and the Soviet Union. For all our differences, Reagan and I shared the strong conviction that civilised countries should not make such barbaric weapons the linchpin of their security. Even though we failed to achieve our highest aspirations in Reykjavik, the summit was nonetheless, in the words of my former counterpart, “a major turning point in the quest for a safer and secure world.”

The next few years may well determine if our shared dream of ridding the world of nuclear weapons will ever be realised. Critics present nuclear disarmament as unrealistic at best, and a risky utopian dream at worst. They point to the Cold War’s “long peace” as proof that nuclear deterrence is the only means of staving-off a major war.

As someone who has commanded these weapons, I strongly disagree. Nuclear deterrence has always been a hard and brittle guarantor of peace. By easily failing to propose a compelling plan for nuclear disarmament, nations like US, Russia, and the remaining nuclear powers are promoting through inaction a future in which nuclear weapons will inevitably be used. But that catastrophe must be forestalled.

As I, along with George P. Shultz, William J. Perry, Henry A. Kissinger, Sam Nunn, and others, pointed out five years ago, nuclear deterrence becomes less reliable and more risky as the number of nuclear-armed states increases. Barring preemptive war (which has proven counter-productive) or effective sanctions (which have thus far proven insufficient), only sincere steps toward nuclear disarmament can furnish the mutual security needed to forge tough compromises on arms control and nonproliferation matters. The trust and understanding built at Reykjavik paved the way for two historic treaties. The 1987 Intermediate-Range Nuclear Forces (INF) Treaty destroyed the feared quick-strike missiles then threatening Europe’s peace. And, in 1991, the first Strategic Arms Reduction Treaty (START I) cut the bloated US and Soviet nuclear arsenals by 80% over a decade.

But prospects for progress on arms control and non-proliferation are darkening in the absence of a credible push for nuclear disarmament. I learned during those two long days in Reykjavik that disarmament talks could be as constructive as they are arduous. By linking an array of interrelated matters, Reagan and I built the trust and understanding needed to moderate a nuclear-arms race of which we had lost control.

In retrospect, the Cold War’s end heralded the coming of a messier arrangement of global power and persuasion. The nuclear powers should adhere to the requirements of the 1968 Non-Proliferation Treaty and resume “good faith” negotiations for disarmament. This would augment the diplomatic and moral capital available to diplomats as they strive to restrain nuclear proliferation in a world where more countries than ever have the wherewithal to construct a nuclear bomb.

Only a serious program of universal nuclear disarmament can provide the reassurance and the credibility needed to build a global consensus that nuclear deterrence is a dead doctrine. We can no longer afford, politically or financially, the discriminatory nature of the current system of nuclear “haves” and “have-nots.”


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

Saturday, April 13, 2013

What the downgrade means for the world?

The American ego has been shattered once again. And this time by the global credit rating agency Standard & Poor’s, which has stripped Uncle Sam of the highest rating for the first time in 70 years. So, what does it mean for the rest of the world?

Washington’s latest drama ended with an agreement to raise the federal government’s debt ceiling in exchange for yet-to-be determined cuts in federal spending of up to $2.4 trillion. But a brief wave of relief at the deal quickly faded as Fed data (released a few days later) highlighted the economy’s slow start to the third quarter of 2011, and Standard & Poor’s (S&P) lowered its rating of US sovereign debt (on August 5, 2011) one notch to AA+ from AAA, stripping Uncle Sam of the highest rating for the first time in 70 years.

The fact that the other two rating agencies, Fitch and Moody’s, did not downgrade US debt might take some pressure off its bond market, but then that does not change the reality that the US recovery has lost momentum. This implies that the global impact of the downgrade is bound to be heavy, if not in the near future then certainly in the long run. No doubt, the exact consequences of the downgrade are difficult to predict, but then considering the size of the US economy, its Treasury market, and the dollar’s status as a reserve currency, the cut to Uncle Sam’s credit rating is bound to spill over throughout the global economy. Reason: While the nation’s budget deficit (for FY2011 the federal budget deficit is estimated at $1.645 trillion, over 10% of GDP from just 1% in 2007) and debt load (as of August 16, 2011, the total public US debt stood at a whopping $14.618 trillion, about 103% of US GDP, and more than $1,30,000 per US tax payer) are out of control (the highest since World War II), President Obama’s recently released 10-year budget plan doesn’t generate the much-needed confidence that the economy’s fiscal problems will be resolved anytime soon.

Even the $2.4 trillion cut on government spending (agreed upon by the Congress on July 31, 2011) over the next decade will not take the US where it really needs to be. In fact, a recent analysis by the Congressional Budget Office (CBO) infers that if US wants to maintain a debt to GDP ratio at current levels up to year 2085 (to avoid scaring off investors), it would require this beleaguered nation to cut its spending, hike taxes, or a combination of both, by an amount that equals 8.3% of GDP each year for the next 75 years. That translates to $15 trillion over the next decade, way above what Obama and the Congress are considering. What’s worse? Lawmakers have agreed on just over $900 billion of the cuts as of now; the remaining $1.5 trillion will be determined by a congressional commission (made up of six Republicans and six Democrats) by late November. If the commission fails to recommend the cuts or Congress votes down their proposal, the federal budget will be reduced automatically by $1.2 trillion, with cuts evenly distributed across defense and discretionary non-defense programmes. This will further worsen the already deteriorating debt situation.


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

Friday, April 12, 2013

Walmart’s Wait & Watch Game

Wal-Mart is in no Hurry to up The Ante in India. The Retailer is Expanding and Strengthening its Wholesale Business, Hoping to Leverage those Strengths in The Future when Multi-Brand retail opens up.

These are interesting times for organised retail in India. Even more so for Wal-Mart, the world’s largest retailer and the largest listed company by revenue (roughly $422 billion in sales last year). The Bentonville, Arkansas-based Wal-Mart knows that India - which it entered in 2007 through a 50:50 joint venture with Bharti Enterprises - is critical to its ambition to further grow its lucrative global business. Already 26% of the company’s revenue comes from outside the US. Wal-Mart’s international business clocked more than $100 billion in revenue last year, expanding by more than 80% in the last five years.

Indubitably, India is a big pond for big fish Wal-Mart. But there’s a big catch. Wal-Mart’s strategy hasn’t really worked well outside the North and South American markets of Mexico, Brazil and Canada. In most major Asian and European markets like Germany, South Korea, Japan and China, Wal-Mart hasn’t exactly lived up to its formidable reputation as the world’s mightiest and meanest retailer. After entering Germany in 1997 through acquisitions, it exited the market in a jiffy in 2006 (less than a decade), owing to intense competition from the likes of Metro AG. Clearly, its brassy American ways failed to find favour with the Germans. A more or less similar set of circumstances forced it to close the doors on South Korea in 2006 (again, in less than a decade). In Japan, too, Wal-Mart has had a spotty performance so far, failing to live up to any lofty expectations. Its ELDP (Every day low price) scheme is not finding favour with the Japanese, who are ready to pay higher prices for quality. The story in China is not so happy either where its profits and sales are reportedly declining, creating survival issues for the company.

These developments have certainly dented Wal-Mart’s confidence, forcing a change in its strategy. The company is more cautious now about entering new markets. It has learnt its hard lessons. The aggressiveness - entering new markets by buying out local competition (like in Germany and South Korea) - is now tempered with a new-found mellowness and it now sees virtue in the wait-and-watch approach to new markets before taking the plunge.

Wizened to the ways of the new markets and armed with some hard-nosed learnings it entered India through an equal partnership. The logic was unimpeachable. A $1.3 trillion economy, with a 1.2 billion billion population, an expanding middle class (growing in riches and getting brand-conscious by day), India’s $450 billion retail industry is the fastest-growing sector of the economy with sales expected to grow at more than 30% till 2014. Yet, India remains one of the last untapped major retail markets (organised retail is less than 5%). In fact, among the 30 largest emerging markets, India ranks the third-most attractive, according to a recent report by consulting firm AT Kearney. Business Monitor International, a London-based agency in the field of industry research, says retail sales in the third-largest Asian economy might grow to $785 billion by 2015 from $396 billion in 2011 if FDI restrictions are eased soon. Currently, India limits overseas investment in single-brand outlets to 51% and 100% in cash-and-carry stores, which can only sell to other retailers and dealers. But most international retailers are gunning for opening up of the lucrative multi-brand retail, which the Indian government has vetoed so far fearing backlash from mom-and-pop store operators, who constitute 70-80% of the retail Indian market.


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