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

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

Tuesday, June 4, 2013

Movie Review: Django Unchained

Is that a nigger on a horse?

Welcome to Tarantino’s history lesson number 2. In our last outing, Inglourious Basterds, we learnt that Hitler didn’t commit suicide but was assassinated by French revolutionaries.

Now we get to know that in the antebellum era, a time when black slavery was at its heights, a black slave called Django, gets to ride a horse, eat white cake and shoot white people.

Tarantino makes you fall in love with cinema once again. He truly shows what this art form is capable of. Django Unchained tells the story of a freed slave who treks across the United States with a bounty hunter on a mission to rescue his wife from a cruel plantation owner.

Jamie Foxx plays Django; a role which has to be played with just the right amount of hesitation and steadily growing confidence as Django’s mentality slowly evolves from that of a slave to a man who bows to no one.

 Dr. King Schultz, the bounty hunter who frees Django, played by the amazing Christoph Waltz is the star of the film. Having played an impossible role earlier in Basterds, Waltz returns to sizzle the screen with an impeccable performance as the bounty hunter who trains Django to live his life as a free man.

Leonardo DiCaprio appears as Calvin Candie, the plantation owner with a hell lot of charisma but with a deviant streak of cruelty. Having been warned by his house slave Stephen (Samuel L. Jackson) of Django and Schultz’s plans, Candie is killed by Schultz before all hell breaks loose. Django is finally confronted with an epic western shootout, which he finally wins and takes his wife safely away.

The word “nigger” is sprayed around as if it was running out and Tarantino often crosses the line with bloody slave fights and gruesome revenges. But hey, it wouldn’t be a Tarantino film otherwise. Go watch it. It will be one of the best films you see in your lifetime…


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

Tuesday, May 28, 2013

Movie Review: Lincoln


Portrait of America
The phenomenal Daniel Day-Lewis plays Lincoln with the immersive, invested method acting, only he is capable of. This is acting at its finest.

It is chilling to find an actor play a character with such impeccability where every little mannerism is taken into account and every little run of words carefully practiced.

Stephen Spielberg’s Lincoln is one of his most audacious projects till date. The expectations about such a film are just too great. Spielberg simply ignores those expectations and in doing so transcends them.

Lincoln covers the final four months of Lincoln's life, focusing on the President's efforts in January 1865 to have the Thirteenth Amendment to the United States Constitution passed by the United States House of Representatives.

For those who find politics too boring, this film isn’t much about politics. Even though, it talks about bills and amendments, the film ultimately shows the inner nature, flaws, weaknesses and workings of democracy’s greatest defender.

In adapting just a small part of Doris Kearns Goodwin's Team of Rivals, the 2005 bestseller about Lincoln and his Cabinet, screenwriter Tony Kushner blows the dust off history by investing it with flesh, blood and indomitable spirit.

Lincoln doesn’t spend time in flashbacks and backstory. It is all about forward thrust and urgency; verbal fireworks taking over visual stimulation. It is remarkable to see Lincoln using every single twist and turn in the book to pass the amendment and abolish slavery once and for all.

Spielberg, Kushner and Day-Lewis dare greatly in giving us this complex, conflicted portrait of a great American leader. The result, glitches and all, is a great American movie.


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

Monday, May 27, 2013

Global Left is changing

successful experiments in Europe and Latin America are proof that the Left is not just alive, but has shun dogmas writes Saurabh Kumar Shahi 
In the slew of bad news coming out of European economies, readers can be forgiven if they missed a couple of good news. While relatively sound economies like Germany and Poland have started showing signs of slowdown, as the bad apples, Italy, Spain and Greece, show no signs of recovery; Ireland and Iceland have come up with alternative treatments that have stunned the world. Discarding the capitalistic and liberal economic measures, both the countries took some stringent measures and have bounced back. Ireland is expected to post a growth rate of 1.8 percent whereas Iceland is expected to grow at 2.4 percent.

So what is the remedy? Some stringent Leftist policies. Unlike the US and other economies where corporate giants and banks were bailed out when common people suffered from raised taxes and austerity measures, Iceland did exactly the opposite. It paid off loans for consumers and threw bankers in jail for corruption. Let homeowners wipe out debt up to 110 percent of the property value. It is not only declared loans indexed in foreign currency illegal and allowed middle-class debtors to pay back in its local currency, it went after the bankers responsible for the collapse and brought them to book. So, what appeared as a vicious cycle in other nations was effectively managed by the Icelanders.

Ireland too took some stringent steps. In contrast to the neighbouring Britain where an ‘export led recovery’ was grossly undermined by the chauvinistic view that people in developing countries were desperate to purchase British goods because of the so-called inherent prestige, the Irish held no such pretensions and instead adopted the basic comparative advantage road towards recovery. Who says Global Left is dead?

If European examples are unbelievable, the experiment in Latin America has shown miraculous results. The personal charisma of leaders like Hugo Chavez, Lula and Evo Morales, and their experiment with enlightened Socialism has borne results that are undeniable and incomparable. Even if you compare some basic indices in these countries to the pre-socialism days, the contrast is stark. And the best part of it all that it has been achieved without capitulating financially or politically to the First World. So what is it that has led to this revival?

First, unlike the Left in India, the Global Left has not been shy in reinventing itself and its message. There appears to be little appetite for dogma and every country has adopted the local ethos in the message of Socialism. So, for example, an ardent Communist in Latin America can be a regular Church-goer. The idea is neither to get stuck up with dogma neither  to let religion rule one's senses. As long as it is in the private sphere, it is ok. This has helped Left parties expand their base.

Even in France where the Socialist Party won the election, the leader Francois Hollande tried to achieve maximum maneuverability that can be achieved within the European Union system and managed to send the message to the masses that an alternative economic system is possible.


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 24, 2013

Who rules next?

Prahlad Kakkar (Ad Film Director)

Ranbir Kapoor will be the next big star because he has the charisma, he has the pedigree, he has the talent and girls love him! Until now, it was the Khans who ruled because of their talent and charisma. Also, they were very different from each other. Shahrukh was a romantic hero, Salman was the maar dhaad type and Aamir was into very serious roles and very strong story lines. Right now, Salman is on a winning streak though.

To be a superstar, one has to have a very strong female following. That’s it! Women are very particular about whom they like and whom they don’t like. If there is a ‘female’ side to an actor then that’s the part that keeps him alight and that’s the part that makes him likeable because that’s what women look for. These days it’s not about roaming around flexing your biceps and saying ‘mere dole feel karoge?’ Women will any day go for a guy who would say ‘give me five minutes and I’ll change your life’. And Ranbir has that!



Anupama Chopra
(Author, Journalist and Film Critic)


There has to be something special in an actor for him to be a superstar. The Khans have been ruling the industry for over two decades now and each one of them has a special quality. Salman has the ability to project a larger-than-life character and he does it effortlessly. Aamir is a great actor and has this incredible instinct when it comes to choosing films. Shahrukh has been the greatest romantic hero. So, special qualities about them made them superstars. And talking about the next one to take over, I think it will be Ranbir Kapoor. He is exciting and is talented and everyone has huge expectations from him. He will be the next one to rule the industry. 

Arbaaz Khan
(Actor, Director and Producer)


There is no question about the fact that Salman is the most bankable actors now. It’s all there for everybody to see that, today, the gap between him and his contemporaries has also widened a bit. He is clearly and surely head and shoulders above the rest in terms of box office success. From any point of view, he is the star.

Rakesh Roshan (Director and Producer)

I don’t agree with this concept of superstars. All the actors are there in this race, which has no finishing line. Sometimes one is ahead and sometimes it’s the other. Yes, some actors have ruled the industry for many years and that is not only because of their acting, but because of their charisma. Some actors have a personality or something to do with their appeal that immediately attracts the audience. And that’s why The Khans, Hrithik, Akshay have got so much love. Now who will rule the industry in 2013 will really have to do with the box office success of movies, but among the new crop of actors, I think Ranbir Kapoor is the one who has a lot of potential and will make it big.


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

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

Friday, May 3, 2013

"We'll stick to what has made us a winner globally"

Vikram Bakshi, MD, North & East, McDonald’s India, on the chain’s aggressive strategies to meet its 2015 goals amidst intensifying competition among QSRs

B&E: What has been the core strategy responsible for McDonald’s good show over the last few years?
Vikram Bakshi (VB):
Our main strategy has been to get closer to customers in a meaningful way. So we have been experimenting with formats like drive-thru’s. Since we can’t operate all these formats in cities, we have opened on national highways and satellite towns. Then we have been very successful in working in tandem with retail development. We ensure that we get the corner space in big malls, and it has worked really well for us. Also, we are moving into newer places with our brand extensions. Like opening our restaurants at gas stations, at Metros and cinema halls. We’re also getting aggressive with home deliveries; it’s doing very well for us. Then we have 24-hour open format restaurants on national highways. So for every standalone restaurant, we are doing three brand extensions, which can be anything from a 24-hour format on national highway to a kiosk, a delivery or a drive thru.

B&E: So what is your expansion target over the next three years?
VB:
Currently we are doing about 257 restaurants. In three years we will reach about 500 restaurants, and another 700 brand extensions, which we are not counting as separate restaurants. So I would say I will have over 1,000 customer touch points.

B&E: You have cut down prices of some products. What’s the strategy behind it considering that almost every FMCG company is hiking prices due to rising input costs?
VB:
It’s a very clear strategy aimed at attracting more consumers to our restaurants. So I would not say it’s cutting down prices, but more of a rationalization of prices of some items. What we are doing is what any smart brand will do in a market like this. We want to sell more at a time when people are pulling back on spending due to rising inflation. So we’re making our products affordable for them. I never look at money in percentage terms (e.g. bottom line or profit) but more in the absolute value of it, as we are still in a growth and expansion phase here. Next year is important for us, as we plan to grow far more aggressively than we have grown this year.

B&E: What has been your growth rate in the last fiscal and what’s your target for the ongoing one?
VB:
We have grown in excess of 40%, and expect to grow by more than 50% in this fiscal year. We have doubled the number of restaurants in the last three years, and our target it to double it again in the next three and a half years, by the end of 2015. If you look at it, this means we aim to achieve by 2015, what we have achieved in the last 15 years. It’s a tough target and we need to stay focused and on course.


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

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
 

Friday, April 19, 2013

The agony & hope for India’s domestic airlines: call it ‘FDI’

B&E analyses the outcome of allowing foreign carriers to invest in India’s domestic airlines. Finally some good news, many presume. The reality is actually quite the opposite.

If North American carriers have set standards of growth over the years, so have airlines in India. Only difference is – for India’s domestic industry, growth has always come in a package of losses. And over the years, despite optimism galore, all we can discuss aloud are the canyons of losses which have been etched into their financial books. Exaggerated? Turn the clock back to 2006, when airlines around the world returned to their profit-making ways after half-a-decade-long patch of drought. Since then (leading up to FY2010), global airlines have recorded profits amounting to $18.70 billion. Of this, North American carriers contributed $5.7 billion. The Indian carriers on the other hand, have been living on a prayer. Despite a 48.83% jump in total passengers carried (in FY2010-11), a 64% increase in the number of operational airports (to 82), and a 158.13% jump in fleet size, their losses have only escalated. During a five year period, when global airlines made billions, India’s domestic carriers lost $5.43 billion.

The carnage on Indian airstrips for years now, has been visible. Woebegone tales of the big three – Air India (AI), Kingfisher (KFA) and Jet Airways (Jet) – requiring urgent cash infusion have become a daily back-fence talk in the aviation circles. [A fast fact: since FY1997-98 the big three have recorded losses and debt to the tune of $3.186 trillion – roughly three times India’s GDP in FY2010.] So have strikes by pilots and other staff, winding up of operational arms to reduce losses, and problems with ATF prices and taxes levied on it by various States. The big domestic airlines got into a mode of unceremonious self-slaughter by trying to outdo each other played against them. The stifling environment did the rest.

So what is the Ministry of Civil Aviation’s (MoCA) last resort to keep the industry afloat, especially the big three? Attract investments by foreign carriers through the FDI route – MoCA suggests the limit should be 24%, while the Department of Industrial Policy and Promotion (DIPP) recommends that it should be anywhere between 26% to 49%. A piece of smile-winning news after long. But will this prove manna to the ailing Indian carriers?

Many suggest that this move could open up the gates for dollars to flood the Indian aviation space. And if ever foreign airlines would require any convincing, it should not be more bothersome than a tiny gastric event in a marathon. Let us not get befuddled. Forecasting the outcome of allowing FDI in an airline industry that is – to say the least – battered, is no easy task. Forget India, this has been true even in a liberal, transparent environment like US. There was much hope that foreign airline participation and their involvement in the strategic decision-making process would make life easy for ailing US carriers when times got tough. It was not to be. Between 1975 and 2010, US carriers lost a total of $273 billion, and 44 filed for bankruptcy. And how many foreign carriers did we see come to the rescue? For the sake of a 25% ownership – zero!


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

Monday, April 15, 2013

Is two-tier eurozone the answer?

The ongoing sovereign debt crisis has revealed major cracks in the foundation of the single currency area. France and Germany feel that one way to consolidate the eurozone and avoid future crisis is to move towards a new club of ‘core’ euro countries, and abandon the rest. But, is it really the solution?
Issue Date - 08/12/2011

The sovereign debt crisis has just claimed two of Europe’s most venerable leaders – George Papandreou, the third member of the Papandreou family to serve as the Greece’s Prime Minister, and Silvio Berlusconi, the famous Bunga Bunga organiser who dominated the Italian political scene for nearly two decades. The reason is simple. Markets have lost faith in policymakers’ ability to do what it takes to carry out serious structural reform, bring down debt, and stimulate growth in their respective countries.

. In fact, this lack of political ability to deal with the escalating debt crisis has not only increased the investors’ nervousness, but has also put a question mark on the future of the eurozone. The truth is that risks of the EU splintering have really mounted, to an extent that the German Chancellor Angela Merkel and the French President Nicolas Sarkozy have already acknowledged at the recent G20 summit (in Cannes) for the first time that they might abandon Greece to its fate, a devastating shift from leaders who had always insisted for the eurozone to remain intact at any price. There is more. Talks are doing the rounds that they are even contemplating a new club of core euro countries – abandoning the rest – that can live within the rules.

No doubt, European policymakers are certainly under tremendous pressure to bring growth back on track without compromising on austerity measures. But then, is it logical to support creation of a two-speed Europe and shun the development of the single currency area which supports heterogeneous nations?

A closer look at the numbers and one can easily understand the real problem. While yields on 10-year government bonds in the eurozone’s third largest economy, Italy, have officially crossed the breaking point of 7% (the highest in the eurozone history and above the level at which the fiscally troubled Greece, Ireland and Portugal were forced to seek bailouts), interest rates remain above 3.6%, 4.51% and 3.58% on French, Spanish and Austrian bonds respectively. This makes the situation really worrisome as credit rating agency Moody’s analysis suggests that borrowing costs even above 6% could endanger the sustainability of public finances. For instance, while in Greece, it took less than a month to seek an international bailout once the yield on 10-year government bonds passed the psychological 7% level, in Ireland, the yields moved from 7% to 9% in about four weeks before the country sought external help after its yields breached that level.


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

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 LĆ©o 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

Monday, April 8, 2013

B&E Indicators

Private charity contributions rise in India
Although the human conditions in India remain difficult for many, the attitude towards giving has certainly started to change. In fact, as a percentage of GDP, private charitable giving in India has increased 50% since 2006. Today private giving totals 0.3-0.4% of GDP in India. However, the country still lags behind when compared with the developed world. For instance, private giving in US accounted for 2.2% of GDP in 2009.

But, it’s still below the global standard
A prime reason for the disparity is that individual donations in India still constitute only 26% of all private contributions, way below the global standards. While in US individual charitable donations total as much as 75% of all private giving, in UK, it’s 60%. Moreover, the wealthiest Indians are still donating much less than (1.5-3% of annual income) their US counterparts, who contribute about 9% of their annual incomes.


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

Tuesday, April 2, 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.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist). For More IIPM Info, Visit below mentioned IIPM articles