Showing posts with label IIPM Info Planning and Entrepreneurship Programme. Show all posts
Showing posts with label IIPM Info Planning and Entrepreneurship Programme. Show all posts

Saturday, October 06, 2012

Jointly till The End of Time

JPC for 2G Scam is Illogical, Considering The Past Record of JPCs in India

Opposition parties including CPI () and BJP are strongly demanding a Joint Parliamentary Committee (JPC) to investigate the 2G scam, which is estimated to have cost the nation Rs.1.76 lakh crore. But the JPC may not be the solution, considering the track record of JPCs conducted before.

There have been four JPCs conducted. The first ever JPC was instituted to investigate the Bofors contract on August 6, 1987 after a 45 days logjam of Parliament. The scale of the scandal was to the tune of Rs.400 million. The committee, under the leadership of B. Shankaranand, held 50 sittings and gave its report on April 26, 1988. Opposition parties rejected the committee saying that most members were from the Congress party. The second JPC was conducted to inquire into irregularities in Securities and Banking Transactions in the aftermath of the Harshad Mehta scandal involving over Rs.6 billion under former Union minister and senior Congress leader Ram Niwas Mirdha on August 6, 1992. It took nine years to prepare a report in 2002 but it was tabled in Parliament in 2005. Still, the recommendations were neither fully accepted nor implemented. The third was on the Ketan Parekh scam involving money worth Rs.30 million on April 26, 2001. The committee did present the report in 2002 and Ketan Parekh was arrested (then got bail too), but a lot of recommendations including sweeping changes in stock market regulations were ignored. The fourth JPC was on the pesticide residues in soft drinks, fruit juice and other beverages and to set safety standards. While the result was found positive, no productive actions were taken. The fact of the matter is JPCs only recommend, but cannot force governments to take action.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Monday, September 10, 2012

HEWLETT-PACKARD: NEW CEO

The New CEO is a Software guy and has Prior Experience only in Enterprise Sales – A clear mismatch with the current philosophy of HP – The largest IT company in the World. Is he the right choice? 

From ethics to business. While at SAP, Apotheker helped build a global software enterprise sales unit. B2B was his frontier. He headed various divisions and revived SAP’s R&D platform, and kicked-off a glorious run of 18 quarters of double-digit software revenue growth, which ended in 2009. The agony for the hopefuls is that, at HP, none of these credentials will play the cushion. He is not known to be a people’s man – a fact which will not help inspire HP’s 30,000 employees, who have not been in the best of spirits under Hurd’s reign. To prove this, as per Thomson Reuters, HP’s revenue and net profits per employee for FY2009 stood at $406,335 (97.11% less than that the industry’s) and $28,405 (93.08% less than the industry’s) respectively. Says Sturm of EMA, “The immediate challenge facing Apotheker relates to employees. It is imperative that he takes immediate steps to improve employee morale & control key employee turnover. If he cannot do these, then his tenure with HP will be brief.” While HP is known for its hardware, distribution and B2C business, software is more of loose change (accounting for 2.8% of HP’s topline for Q2, 2010). And this is precisely what Apotheker has set out to repair. Expectedly, under him, HP’s focus on software will increase manifold. But with software, comes innovation. And Apotheker’s SAP files prove him a failure at it. Also, he has earned a reputation for establishing an environment at SAP, which focusses on high-cost and low return maintenance and support pricing, rather than profitable applications, despite the billions spent on innovation. The fact that he has also presided over product delays and has demonstrated ill-sense of pricing techniques (he angered SAP’s customers by increasing prices during the slowdown), also does not ensure better days ahead for the mass-pleasing HP; the foreboding danger being a repetition of what happened to SAP – HP might soon find competitors chiseling away its PC market share, a process which has already started. (HP’s global share during Q3, FY2010, stood at 17.5% vis-a-vis 19.3% in FY2009).

So what should Apotheker do? He has options. The most irresistible one will be not to tamper with HP’s pride – its hardware business – which he will, despite knowing that Hurd tried to give HP a software and enterprise business edge with its acquisitions of EDS, 3Com and Palm. But neither did the $13.9 billion EDS acquisition help HP make waves in the consulting & services business (where IBM is #1), nor did the $2.7 billion 3Com buy manage a dent in the network arena where Cisco rules. And as for the $1.2 billion Palm buy, everyone knows what an HP smartphone looks like (!).

Many claim that Apotheker might do to HP what Sam Palmisano did to IBM. But the truth is – the very imagination lacks logic. HP is not IBM. When IBM chose to go the software way, it was being sucked into a black hole, with its hardware business collapsing. It was then that IBM decided to shed the deadweight of its hardware unit. HP is in not in a similar situation by lightyears! It is the #1 IT company in the world (having made $114.55 billion in revenues in FY2009) and sells the largest numbers of PCs and printers in the world (claiming 37% of global market share in the printer segment as of Q3, 2010). What makes Apotheker believe that HP needs a makeover?

Whether he will take a dig on cloud computing is a wonder (as he has had his share of expensive failures in this regard while at SAP, burning $5 billion in two years), but what is inevitable, is that HP under Apotheker will join the battle to capture the enterprise space from the likes of Oracle and IBM. This would call for expensive acquisitions of players like SAP, Salesforce.com, et al, which will put big question marks on the ROI figure of HP, that is already lower than the industry’s (12.36 and 15.56 respectively).


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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Saturday, October 11, 2008

The more we are, the harder we...

Did you say ‘fall’? India’s population grows, and JSK is the new tactic
Art Hoppe had once rightly said, “We all worry about the population explosion, but we don’t worry about it at the right time.” With the population of India hovering at around 1.3 billion, this sure is a time to deter the exponential growth of the Indian inhabitants. Well, isn’t that something people knew already? But what people do not seem to know is that India has managed to attain this burgeoning population figure despite the incorporation of various Population Stabilisation Programmes. In fact, India was very much a signatory to the Improved Pyramid Construction Design programme, by the virtue of which various family planning programmes were implemented, and consequently imploded and destroyed.

One forgets that India was supposed to be a nation of 1.26 billion by 2015; a figure we’ve crossed already. And now, there’s a new initiative round the block, the Jansankhya Sthirata Kosh (JSK). This programme, which is an outcome of Government and civil society put together, seeks to achieve its goals through different social sectors. Interestingly, JSK has already undertaken many initiatives, like the National Rural Health Mission, Janani Suraksha Yojana, GIS Maps, call centres, virtual resource centres and workshops for adolescents and youth....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
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Tuesday, November 13, 2007

“India, with over a billion souls is the largest market in the world and there is enough for every DTH player to survive and grow”

Even Zee which though has a pan-spectrum presence (in TV channels, print, DTH, Cable, et al) and does qualify for the conglomerate tag to a large extent is also not willing to tune into radio. Instead, the group which has recently restructured itself is concentrating its energies on other things. Top on the agenda is ensuring the success of the Indian Cricket League, the brain child of Chandra which will run parallel to BCCI. Also, maintaining Zee TV’s current position and taking it back to the position from where it started – No.1, features high on the list. Moreover, Zee’s DTH service Dish TV which is the market leader in the space is facing tough competition from the newly launched Tata Sky (a 80:20 JV between Tata and Star) and has posted huge loses of Rs 2.51 billion for the fiscal ended March 31, 2007. Moreover, competition in the DTH space is all set to go through the roof. Sun TV (along with Malaysia based Astro), Reliance (Bluemagic) and Bharti all have huge plans for this space which is considered to be the future of Indian television. “India, with over a billion souls is the largest market in the world and there is enough for every DTH player to survive and grow,” says Ashish Kaul, Executive Vice President, Essel Group. Even the Phase II of CAS is nearing and unlike 2003, things seem to be moving pretty smooth this time. “Generally, a GEC doesn’t get to monetise more than 35 odd percent of the total subscriber base due to non-declaration by the local cable operator. Which is where new technologies like CAS and DTH will help streamline market and also bring in transparency thus aiding higher yield in subscription revenues.” While CAS and DTH will definitely ensure more profitability for the broadcasters, media houses like Zee and Star have been smart enough to have a presence in both, DTH (through Dish TV and Tata Sky) and CAS (through cable operators – Siti Cable and Hathway). This way, they will get the best of both worlds.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative
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Thursday, November 01, 2007

Mush & monarch

She may not have been as beautiful as Cleopatra and Nefertiti; yet she was one the most powerful pharaohs in ancient Egypt. She was a woman in a man’s likeness- Mush & monarchsporting a false beard. Queen Hatshepsut ruled Egypt from 1473-1458 BC, and was an able administrator and builder Pharaoh. After her death, her tomb was opened and her mummy moved into the tomb of her wet-nurse, In-Sitre, by her successor Thutmose III, due to his desire for personal aggrandizement, so that he could claim all the achievements of their joint reign for himself.

The recent archaeological findings related to the discovery of Hatshepsut’s mummy in Egypt have opened a new chapter in archaeological studies. In an exclusive chat, Professor Salima Ikram of the Dept. of Sociology, Anthropology, Psychology and Egyptology, American University in Cairo, told B&E, “The potential identification of the mummy of Hatshepsut is extremely interesting, as it will fill a huge gap in our knowledge concerning the final resting place of the queen and will help us understand the burials of royalty, both male and female.”
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative
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Thursday, October 11, 2007

SEBI hands over PAN-India identity

Sock market watchdog SEBISEBI hands over PAN-India identity has decided to cease the process of quoting Unique Identification Number (UIN) and has made Permanent Account Number (PAN) the only recognition for transactions in the securities markets. This rule is irrespective of the transaction amount. SEBI also asked stock exchanges to notify brokers, market participants and clearing members about the new rules. This move is expected to check malpractices noted in public offers by companies while ensuring compliance with tax norms.
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative
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