Saturday, February 27, 2010

A space treatise

Russia becomes a space educator

America’s Neil Armstrong being the first man on moon notwithstanding, what has not got much publicity – albeit aided by the Russian style of shrouding everything in secrecy – has been Russian endeavours and achievements in space. These, incidentally, much before Neil Armstrong and Edwin Aldrin even put their feet on the moon. Typical to the western style of functioning, the disintegration of the Soviet Union brought a seat of the pants sense of jubilation among the Americans who assumed that this would draw curtains on Russian competition against NASA. However, soaring oil and minerals prices in the international market was all that Russia needed to resurrect itself; and once again to pose a challenge to its bete-noire, the NASA.

Russia’s exports of gas and minerals has not only rejuvenated a dying economy to be a trillion dollar GDP giant now, but has also given enough impetus to fund their federal space programs with a handsome 305 billion rubles. The trend has been continuing throughout this decade with the space budget doubling by 2009. And changing times however have taught Russia the art of marketing and minting money out of its space exercises. In 2005, Russia’s federal space agency further declared their preparedness towards cosmic tourism. It will have moon visit programs costing $100 million. This announcement was in line with the launch of NASA’s space shuttle Discovery from Kennedy Space Station. In order to exploit this opportunity to the maximum, Russia is investing around $100 billion in their space stations (Soyuz capsule and Progress craft) and cosmonaut centres. Russia has opened up its cosmonaut centres to the common man to perhaps make the new age Russian take more pride in erstwhile glories of USSR.

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

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Source :
IIPM Editorial, 2009

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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The Sunday Indian:- B-SCHOOL RANKING SCAMSTERS EXPOSED!


Outlook Magazine money editor quits
Don't trust the Indian Media!

Friday, February 26, 2010

It’s a business deal. They have your asset (son) and you have the consideration (Rs.60 lakh)…

Perhaps Naresh Gupta of Adobe was lucky or smart enough to follow these golden rules once he knew Anant was kidnapped. Still shaking his head at the trauma, Gupta, while recalling those torrid days of November, 2007, says, “Of course, there were troubled faces all over, and there were many people in the house; but I simply told them to take care of themselves, as I had to spend more quality time thinking about the next step, rather than waste time in grief, thinking about what had happened!” Nor did Naresh agree immediately to whatever the kidnappers demanded. Back in Delhi on late Monday night, Naresh exchanged anxious phone calls at least five times a day with the kidnappers on Tuesday, Wednesday and Thursday. All this, while putting up a brave front in front of Noida cops and the hordes of journalists who were providing round the clock coverage of the ‘sensation’. Of course, Naresh also took the help of a Philippines based security professional who has handled numerous cases of abduction. “He told me”, Naresh recalls, “It’s a business deal. They have your asset (son) and you have the consideration (Rs.6 million)… No harm will come to the child if you give them what they want.” After three days of negotiations, Naresh paid the ransom on Friday and Anant came back home safe on Saturday, November 17, 2007, almost six days after he was kidnapped. Contrast this with the tragic experience of Sanjay Chawla and his family. His son Ribhu was kidnapped at about 2.45 PM on July 28, 2009. The advance ransom amount of Rs.1.5 million was paid the same day. And yet, Ribhu was killed and his body discovered the next morning. While explaining the uncertain acts of the abductors, former CBI officer Pandit avers, “It is virtually impossible to predict how criminals react...”

The Anant and Ribhu kidnapping cases also reveal another emerging and disturbing trend: more and more of such cases are now the handiwork of first time, petty or even ‘amateur’ criminals while most abductions till a decade or so ago were done by organised crime syndicates. Two cases reveal how kidnapping was a more focussed and ‘organised’ operation in those days.

Back in 1998, Ahmedabad was in a tizzy when rumours spread that up and coming entrepreneur and budding industrialist “Gautam Adani has been kidnapped” by gangsters. Recalls a veteran journalist Jayesh Gadhvi, “I was covering some small crime bits here and there but at large, there was not a single interesting news in the city that could raise my eyebrow. But late that evening, I was informed that Adani had been kidnapped and that alert had been declared in the city.” An FIR was registered in Ahmedabad and Jayesh and fellow media professionals furiously chased the story for the next week or so. According to him, though there were many rumours and distortions, his informal interactions with the police convinced him that the kidnapping was indeed genuine and had been done by Fazl-Ur-Rahman, a member of the notorious Dawood Ibrahim gang. Nobody knows how much money, if any, exchanged hands; nor is anyone willing to talk about the ‘case’ at the moment. Even the cops shy away saying that “the case is too old to be discussed.” That is understandable, given Gautam Adani’s stature and profile as a billionaire entrepreneur. In fact, dozens of entrepreneurs and tycoons in Mumbai have quietly paid ransom demands to organised crime syndicates to avoid being kidnapped or killed; though no one is willing to go on record with their names. Bombay is “off the record” replete with stories of how real estate magnates, owners of restaurants and bars, movie producers, directors and stars and even blue blooded industrialists routinely receive menacing phone calls from Dubai and Karachi. But then, even cops are not willing to take names except admitting that Dawood Ibrahim and his henchmen are still active.

While nobody want to talk about the alleged Adani abduction, family members of Partha Roy Burman are far more forthcoming. A director of the closely held Khadim Shoes was abducted from near his factory in Kolkatta in July, 2001. Police investigations revealed that the kidnapping was carried out by a gang called Asif Reza Commando Force which had Dubai based gangster Aftab Ansari as the head. Ansari is also known to be former henchman of Dawood Ibrahim is now facing trial in Kolkatta for the brutal murder of 22 policemen in a terror attack in Kolkatta in January, 2001. Family members and friends insist that crores were exchanged for the safe recovery of Roy.
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Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Outlook Magazine money editor quits
Don't trust the Indian Media!

Thursday, February 25, 2010

The 3 who made it!

through the inveterate glass ceiling, that is. india inc.

Out of 543 members in the Lok Sabha, 59 are women – 10.8%. The percentage sure beats the B&E Power 100 representation of women CEOs, 3%! Interestingly, all three – Chanda Kochhar (CEO, ICICI Bank, ranked 12), Shikha Sharma (MD and CEO, Axis Bank, ranked 31) and Renu Challu (MD, State Bank of Hyderabad, ranked 81), as is obvious, belong to the banking sector. But interestingly again, the ‘3%’ lady CEO representation benchmark of B&E Power 100 is exactly the same as Fortune 500’s comparative figure. In the Fortune 500 list (2009), there are just 15 companies which are led by women CEOs. On the contrary, the total participation of women in managerial, professional and related positions in the US has actually been a healthy 50.8% in 2008. So does India Inc. currently have a ‘Glass Ceiling’? That question was answered decades before Wall Street Journal invented the term in 1985.

So what’s the solution? Globally, some countries have gone the reservation way: In 2008, the Norway Government introduced a quota which necessitated the top 500 publicly traded companies to fill 40% of their boardroom seats with women or get delisted. France has introduced a 20% quota for women in the corporate world, while Spain has opted for a preferential treatment of companies that have more women in top management. In India, the Department of Company Affairs has suggested a 20% reservation for women in the board room, though the idea has been rejected since. Well, a 2006 Wharton study did show that even the mere announcement of a woman CEO being appointed results in more shareholder value destruction than the announcement of a male CEO being appointed. So much for empowerment, emancipation, and equal opportunity employment :-)
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Outlook Magazine money editor quits
Don't trust the Indian Media!

Wednesday, February 24, 2010

India’s 100 MOST profitable companies

Outliers! When Malcolm Gladwell released his book last November, he did not expect it to debut at the number one position on the New York Times bestseller lists. It did, and did better – Outliers made the “10,000 hour rule” common parlance in business circles, at least in the West. Gladwell compared case studies of various successful and not-so-successful lads and hypothesized that the most critical success factor to surpass in any area was simply practising a particular task for around 10,000 hours. That’s three to four years, in normal circumstances. You could buy that argument when it comes to analyzing individual performance, but businesses? We suspect that’s another ball game altogether.

But Gladwell’s premise surely throws up a correlation in business that forwards the supposition that the more a corporation perseveres in a particular area/function/location/market, the more the probability of the entity’s success. Or the older an organization is, the better its performance.

We ran the test on B&E Power 100’s top ten companies. Leave two companies (Bharti Airtel, rank 5, set up in 1995; Reliance Communication, rank 9, set up in 2004), all other companies are a quarter of a century to two centuries old – from the youngest Infosys (rank 7, 28 years old) to SAIL (#6, 55 years) to Tata Steel (#8, 102 years old) to State Bank of India (#3, 203 years old), Gladwell’s rule, albeit moderated to suit us, seems to be rocking business proficiency too well.

You can shout – we did too – what about the Googles, the fresh-off-the-blocks who can beat the world at the blink of an eye? Exceptions, dear, exceptions do exist even in well tested homogenous statistical groups, and technically, those exceptions are called outliers...
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Monday, February 22, 2010

Can India be Mine?

Global leaders have somehow found it difficult to crack the indian market. can the 'quality' icon find a way to emerge as a powerhouse in one of the fastest growing auto markets? By pawan chabra

When the going gets tough, the tough gets quirky! Don’t believe us? Check out the New ‘special red’ colour of the Toyota FT-86 coupe. It is a special red, called shoujyouhi red, and is inspired by the traditional red colour of a Japanese monkey’s… err... backside!

With General Motors filing for bankruptcy under Chapter 11 and registering falling sales numbers month after month, it paved the road for Toyota Motor Corporation to become the world’s largest automaker. But humbling Detroit is passé. In the midst of recession, Toyota itself is looking for a generous dose of inspiration. It’s new President Akio Toyoda has in fact been extremely self critical of the manner in which his company seemed to have lost its ability to put some excitement into its products. He even went on record to state, “It is us – the automakers – who have abandoned our passion for cars (refusing to blame the customers for the decline in sales and profitability in US).” The FT-86 coupe perhaps is an interesting effort in terms of re-igniting that passion!

Year 2008 saw major ups and downs in the global standings of automotive companies. In fact, the year gone by saw many giants literally on their knees. Be it GM, Chrysler or Ford, all three Detroit leaders drove through the bumpy road with a lot of hiccups. However, the scenario was equally bad at Toyota, Japan as the company was also moving forward in a state of discomfort; accounting for negative growth month after month on a yoy comparison. In fact, the company has already forecasted a net loss of $5 billion (Rs.232.5 billion) for the year ending March 2010 after it posted a loss of $4.4 billion in 2008-09, its first in 71 years. Nevertheless, experts still swear by the company’s quality standards and its ability to fight back.

Besides re-igniting a passion for great cars, Toyota seriously needs to re-ignite its passion for futuristic markets like India. The company’s Indian arm, Toyota Kirloskar Motors (TKM) is the most trusted brand for quality in the Indian automotive industry.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Saturday, February 20, 2010

Farewell to alms? Not so soon...

A change in plans, and not in intent, is the need of the hour for companies sceptical of CSR

Life for the laymen, after the collapse of Lehman Brothers, has been rife with troubles. From being handed the pink slips by their bosses to seeing prices of their homes plummet, no one from New York to New Delhi has been left untouched by the financial meltdown. Almost like a domino effect, charities and nonprofit organisations have begun to receive fewer donations and sponsorships; companies that until a few months ago boasted about their CSR activities, have mostly chosen to do away with the same.

Arya Samaj Gandhidham is one charitable organisation reeling under the pressure of the present credit crunch. “Our project Jeevan Prabhat is for rearing earthquake orphans, whom we are rearing like our own children without distinction of caste, creed or religion,” says Vachonidhi Arya, Hon.Gen.Secretary of the organisation. “We are totally dependent on donations for the rearing of these children and are already facing hardships since October 2008 and the situation is worsening day by day. At present our expenses per month are Rs. 3.5 lakhs and our income has come down to Rs. 2.5 lakhs per month. We just don’t know how we will be able to meet the shortfall.”

HelpAge India though is positioned at the other end of the spectrum. “HelpAge India is not affected by recession. In fact, we are looking at this year as our best year in fund raising,” said a jubilant Kapil Kaul, Country Head (Advocacy, Resource & Communications), HelpAge India.

Community Friendly Movement (CFM) is a social enterprise trying to better the lives of artisans by giving them a fair share of the profits earned by selling products made by them. Rahul Barkataky, Co-founder and CEO of CFM, is confident about tiding through this rough patch. “As of date, we have not felt the heat of recession. But yes, in the coming financial year 2009-10 we are looking at flat sales for our export initiative. To compensate for this we have focussed on Indian retail sales. There has been no impact as such on sales since our major product categories are alternatives to expensive accessories for both personal and home use. And yes, we have sufficient cash in hand unlike a lot of major corporations. And during recession, cash is king!” says Rahul.

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Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, February 19, 2010

Damn that rose!

A party is a party, by whatever name you call it, right? Yeah, right...

25 June-9 July ‘09 issue


We wanted this one to be a frivolous piece (aren’t all of our articles?). It started with a strange trivial piece of history that took quite a lot of us quite a lot more double checks to confirm; but when we did, it put us on to something more trivial, something that possibly can’t add to your intellectual base this century – or the next. But given the irresistible urge we regularly have in bringing to you facts that generally can make even electricity (used here as a noun) go off to sleep, we decided any which way to present to you this trivia.

First, the curious historical fact playing shamelessly to the famous Shakespearian rose (...is a rose). During the regime of Richard M. Nixon, the 37th US president, finding Republican economic policies ineffective, Nixon borrowed all Democratic policies shamelessly, including Keynesian management theories. But that’s not where we come from or even half as eye opening as what happened next. Nixon, shockingly, went on to the extent of proposing that the Republican party name be changed to Conservative!! And why? Polls ostensibly showed, then, that a majority of the voters identified themselves as conservatives. Not that Nixon was known for thinking straight – but to imagine that you can fool masses with just a change in the party’s name... well, might probably be right. And it motivated us to look at all the Einsteins globally who have got it brilliantly right, seemingly!

Leading the butcher’s dozen is the State Peace and Development Council. Guess which country this peace loving party rules? Burma. It’s the name given by the ruling army to its own so-called party. Next in line is the People’s Front for Democracy and Justice, the ruling party of Eritrea, which strangely – or perhaps not so strangely – doesn’t allow any other party, and doesn’t seem to be that much in love with democracy either.


So what if Vladimir Putin has been accused by various observers and political bigwigs of operating Russia in a Mafia-like manner by not allowing civilians have their fair, democratic and free say? His political progeny Medvedev is not far behind when it comes to understanding Shakespeare. If United Russia is Putin’s ruling (rightist?) party, Medvedev supports various other interestingly named ‘opposition’ parties like Fair Russia (supposedly leftist, has recently shallowly repledged allegiance to Putin/Kremlin) and Civilian Power (used to claim that “freedom for every civilian” was their highest value; in 2008, once the sham was over, they supported Kremlin openly).

And how can we leave the Brits out of the discussion? If anyone can tell us how labour-friendly has been UK’s famously ruling Labour Party, we’ll tell them how supremely patriotic has been Robert Mugabe’s National Union Patriotic Front. And if you had an issue with the name that the former Soviet dictator Saparmurat Niyazov gave to the only autocratic party existing in Turkmenistan – the Democratic Party of Turkmenistan – then you perhaps forget that there’s a wonderful li’l country down south somewhere run by the loving, harmonious and modestly impressive Kim brothers; it’s known as the Democratic People’s Republic of Korea. Well, Shakespeare could never have understood his own statement as well as we did. For a dictator, is a dictator, is a dictator, by whatever name you call his party...

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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Wednesday, February 17, 2010

A glorious history that’s now set to repeat itself

First impressions of the bhel bhopal township are anything but encouraging. but as Manish K. Pandey delves into the details, he finds that bhel could well be on its way to bringing back the good old days

It was a cold winter morning in the capital, foggy like any other. Though I somehow managed to reach the New Delhi Railway Station on time, it took me a while to board my train to Bhopal, as I had to cross several platforms on the way. And by the time I could settle down in the train, it was the onset of dawn. The sun was rising and so was a brisk wind that every now and then blew its way through the still dark station. However, I was quite warm inside the train, as it grudgingly commenced its journey towards the city of mosques and lakes … and of course, home to one of the most well known Navratna PSUs – the mother plant of Bharat Heavy Electricals Limited (BHEL), the largest engineering and manufacturing enterprise in India in the energy-related and infrastructure sector.

The train was still in the outskirts of Delhi and the middle-aged, smartly dressed gentleman sitting beside me had already introduced himself. His name was Shyam Bora. Call it my sheer luck or a plain coincidence, he turned out to be a supplier of raw materials (for the last 30 odd years) to BHEL!

“The condition of the township has deteriorated over the last few years. Roads, streetlights, houses, et al, happen to be in bad shape. However, the BHEL management seems to be doing nothing about it,” he told me. This really surprised me, as according to several observers, the township (that spreads over an area of around 20 sq km) was well known for its greenery and for providing facilities like parks, community halls, library, shopping centres, schools and banks to its residents. “While old employees are retiring at a fast pace, new recruitments still take a backseat...” added Bora. But that was where the bad news ended, in Bora’s opinion. On the professional front, he was more than happy supplying to BHEL. Apart from BHEL, he had been supplying raw materials to other corporate houses as well. But the bond that he shares with BHEL Bhopal is perhaps special. “Despite the fact that they have a credit period of 90 days, which is far greater than other companies, it has always been a growing relationship with them,” said Bora.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Tuesday, February 16, 2010

Turn the music to... Hard kaur

Turbulent times didn’t shake her; instead she chose to shake ‘em up with her power rap and hep hip-hop. The "Glassy" gal shares with Aakriti Bhardwaj how to have fun ‘Hard Kaur’ style…

What was Taran Kaur Dhillon’s childhood like?

Taran Kaur Dhillon was very, very, very quiet. We used to live in Kanpur, Uttar Pradesh, and my grandparents were quite strict. I was really good at school; did no mistakes. I was like ‘the golden child’ as they called me; quite different now (laughs). That is because life changes, times change... I am Hard Kaur because people made me ‘Hard Kaur’. In a way, bhagwan jo karta hai, acha hi karta hai. I lost my dad when I was five-years-old in the 1984 riots. My mom was a single parent and she had to remarry a man 25-30 years older to her for the security of her children. Then we left for England…

How did you decide to be a singer, a rapper on that?

I went to UK when I was 10 and by the time I was thirteen, I had an accent, and I picked up how this country works and how the people are. I couldn’t fit into any of the groups in school. The Indian kids would bully me all the time because I didn’t know English properly, but my teachers used to love me. Only the black girls’ table liked me and admired my dance. They would all listen to hip-hop, reggae, jungle and I just fell in love with hip-hop music! On our way back from school those girls would sing the normal song and I would rap. They gave me the confidence…

When I started college, I told my mum I wanted to be a rapper. She agreed. I started in 1991 – hip-hop had started in 1979 – so I had to do a lot of homework. I had to learn where it came from, how many albums and artists were there, what happened in their lives, basically everything. For ages, I just hibernated in my room, writing and listening. There is no school which teaches this; you have to teach yourself. I released my first single at 16. The Indian community went crazy. At least 60 per cent people were like ‘wow!’ But the remaining 40 per cent were like 'kya kalon ka music kar rahi hai!' But my mum believed in me and I kept going.


How do the audiences in UK react to an Indian female rapper?

It’s amazing. When a non-Asian person hears your rap they go “wow, I can’t believe you are Indian and you are that good” and Indian people would go “Oh, ok”. Now they understand this music, but 20 years back they didn’t like it. I used to do real music, which nobody wanted to buy because it’s not party music. It talks about conscience and real issues. Once my mum went like ‘Indian logon ke liye bhi to kuch banana’. And then I wrote “Glassy..”

What about the professional move from UK to India?

Professionally it was not that bad because "Glassy" was such a big hit, though I didn’t expect it. I went on to do shows and Shankar Mahadevan called me; I played my new album “Supawoman” for them. They claimed to love "Glassy". When I came back, Mr Sriram called me for “Johnny Gaddar”. I did “Move Your Body” with Shankar Mahadevan… The rest of course is history.

You have also collaborated with Eminem's group D12 for your next album. You hope to make it into the big league internationally?

It was largely for my own satisfaction; I wanted to do some Hard Kaur thing anyway, more like real hip-hop. If no company released it, I’d release it myself. There are a lot of schemes in UK for artistes. You can put your songs on white label, or put them on iTunes; the radio will play it and the more downloads you have, the more you’ll go on charts and the record company will take you. I only wanted the song released because people are dying to hear real hip-hop and dance to it.

Any plan to enter into Bollywood?

Yes. My debut film is called “Patiala House” and is directed by Nikhil Advani. He approached me to play a character, which reminded me of my younger days. It’s a family film that talks about second generation Indians in UK. I’m having a blast doing it! I’ve also done two tracks for the film with Shankar-Ehsaan-Loy.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Monday, February 15, 2010

Elusive justice

Policemen and lawyers were involved in a clash in the Madras high court premises on February 19 last year. In the wake of a controversial CBI chargesheet, the advocates are up in arms and the case drags on, reports N. Asokan

K. Angayarkanni, a woman advocate of Madras high court, is livid. Her name figures in the chargesheet filed by the CBI investigating the infamous clash between policemen and lawyers on the Madras high court premises on February 19 last year. “I was grievously injured in the police action and had to be hospitalised. It is unfortunate that CBI has included my name while it has refused to name the senior police officers involved in the incident,” she says.

Angayarkanni is not alone. Many Chennai advocates were aghast when CBI, entrusted with the task of probing the incident, filed its chargesheet on January 12.In the incident in question, scores of advocates were brutally attacked by policemen. A police station inside the high court complex was set on fire. Even judges were not spared. AP Adityan, a sitting high court judge, was injured in the clash. Government property was damaged. All this happened in the full glare of TV cameras. In fact, some journalists were also attacked by the police. It all started when lawyers hurled eggs at Janata Party president Subramanian Swamy inside the court complex in the presence of judges. He was targetted for his anti-Tamil stand on the Sri Lanka issue. Two days later, when the police entered the court to arrest the advocates, an altercation ensued. It quickly snowballed into a full-fledged clash. The pitched battle lasted several hours.

A three-member division bench, headed by the then acting Chief Justice SJ Mukhopadhyay, ordered a CBI probe into the incident. Even ailing chief minister Karunanidhi offered personal apologies to those affected. Advocates filed scores of petitions in the high court.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, February 12, 2010

Inconvenient Truths?

Lord Christopher Monckton, British politician, policy advisor and prominent climate change denier vents his spleen on Glaciergate...

The UN’s climate panel, the IPCC, is now doomed. Not a word it or its chairman says can any longer be taken seriously. The news that it is at last abandoning its entirely false claim that the glaciers of the Himalayas will disappear entirely by 2035 is one of the last nails in the coffin of this unlamented corpse.

A few weeks ago, I e-mailed Professor MI Bhat, of the Indian Geological Survey. Professor Bhat is an entertaining, courteous and always profoundly knowledgeable scientist. I asked him how his glaciers were getting on.

Professor Bhat is particularly fond of the 9575 glaciers that debouch from the high plateau of the Himalayas into India. He seems to know each of them personally – which are advancing, which are retreating and which are doing nothing much at all.

His report in response to my question was to the point. The glaciers were doing just fine, he said. Nothing unusual, compared with what could be found in the records going back at least 150 years.

What about Gangotri? I asked. He knew the answer at once. It has been receding, but not really because of “global warming”. Instead, local geological instability – common in the Himalayas– was the chief culprit.

Overall, he said, there was nothing to indicate that the glaciers were going to melt away on account of “global warming”. He was baffled by the IPCC’s contention that the glaciers would all be gone within a quarter of a century. As far as he was concerned, there was not the slightest basis in science or observation for any such notion.
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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Thursday, February 11, 2010

General gets lost in electoral labyrinth

Though the wily politician has outsmarted the war horse in the battle of democracy, rajapaksa has to handle acute ethnic polarisation. Saurabh Kumar Shahi explores other probable fallouts of the sri lankan polls from Colombo.

Sympathy and an army general do not cut a very feasible combination. However, you can not actually help but sympathise with General Gardihewa Sarath Chandralal Fonseka. Imagine his plight. Less than six months ago, he was riding on the euphoric wave that erupted following the annihilation of LTTE. He was venerated along with President Mahinda Rajapaksa. The then Indian NSA, in one of those moments where Indians are known to let their tongue and not the mind do the talking, proclaimed he was the best army general operating in the Milky Way. Then Fonseka did what many, who don’t know how to handle veneration, do; he decided to take on the President and his political family in hubris.

Six months later, filing my story from the media centre at the Department of Information Building in Colombo, I can’t help but extend my sympathy. He has lost the election, the veneration and much of his face all in one go. On the sites displaying minute by minute results, comments are pouring in. One T P Ranadheera writes from Pennsylvania, “You lost everything General: serves you right. Come to Pennsylvania with your Green Card; I might help you land a job at some filling station.” Ouch. That should hurt.

The final results are out and the incumbent Rajapaksa has scored a landslide victory, garnering 57.88 per cent of the votes polled. The General has tallied 40.15 per cent. As expected, the incumbent has done marvellously in South and Central South areas where most of his constituent — Sinhalese rural and semi-urban class — resides. Similarly, as expected, Tamils, Muslims and Christians; as well as the urban middle and upper middle class among Sinhalese have solidly been behind Fonseka. The General has won the Northern districts of Jaffna and Vanni as well as Tamil and Muslim-dominated Trincomalee & Batticaloa in the east. He has also managed to win in Mannar, again Muslim-dominated, and Nuwara-Eliya, which has a sizable population of Plantation Tamils (different from Jaffna Tamils).

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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Wednesday, February 10, 2010

Murder most fowl!

After the national animal, is it the turn of the national bird to give up in the battle for survival against man? Looks like it is, reports Anil Sharma, after a spate of peacock deaths in Rajasthan

The near-divine sight of a peacock dancing in the monsoons may soon be a thing of the past. Peacock population is dwindling fast due to habitat loss, contamination of food sources and poaching. In great demand for their feathers and meat, these pretty birds are being mercilessly hunted down in thousands all over Rajasthan.

Poaching is currently the most vital cause for the plummeting peacock population across the desert state. Four peacocks were recently found dead in an agriculture field in Karoli village in Rajsamand district of Rajasthan. Police suspected it to be the handiwork of poachers. Similarly, a couple of months ago, 13 peacocks were found dead in Haleda village in Bhilwara district and another 9 in a small village in Chittorgarh district. In fact, a recent survey by People for Animals (PFA) showed that as many as 10 peacocks were being killed daily in Rajasthan! Thirty-six villages in 14 districts are marked to be the most dangerous places for peacocks in the state. “Maximum deaths are taking place in Ajmer, Bharatpur, Bhilwara, Chittorgarh and the Shekhawati belt of the state and, according to the available information, over 250 peacocks have been killed in these places in the last few months,” said Babulal Jaju, PFA's Rajasthan head. PFA feels that most of the times the incident goes unreported as peacock poaching takes place outside the forest territory due to which officials are reluctant to probe the issue. The survey alleged that the tribals, who eat the white meat of birds, are the biggest culprits. “Tribals eat the meat of the bird assuming it makes them physically strong; it is absolutely absurd,” the PFA head added.

Export of male peacock feathers fuelled by increasing demand is also a grave cause for concern in the conservation of the national bird. On an average, a peacock feather is sold at six to eight dollars in the international market. It is little wonder that large-scale poaching continues unworried.

Peacocks are also targeted for their fat which some consider a cure for arthritis. The poaching modus operandi is simple. Poisoned food is first offered to peacocks and before they are dead, they are beheaded, the crest ripped off, and then the tail feathers plucked. Some poachers, even more brutally, trap the bird first, break its legs, pull out the feathers and then kill it, just to avoid making the feathers messy with blood! According to wildlife experts, most peacocks are killed during the mating season, when they are most vulnerable as they dance around in the open and are easily targeted. Sleeping in the same tree every night is also a trait that makes them easy prey.

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IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Tuesday, February 09, 2010

Communists’ faith questioned

A former MP quits CPM over party’s anti-religion stand

Months ahead of the crucial panchayat elections in Kerala, the VS Achuthanandan government is in deep water. One of its former MP has quit the communist party over its anti-religion stand. The controversy is centred on Dr. K.S.Manoj, a Latin Catholic youth leader baptised into the party during 2004 Lok Sabha elections against Congress bigwig V.M. Sudheeran in Alappuzha. Manoj resigned his party membership, accusing the party in Kerala of taking double stand on issues related to faith and religion.

Earlier, A.P. Abdullakkutty, former MP from Kannur, had raised a similar issue, but he was expelled from the party. This time the party has changed its strategies. Rather than criticising Manoj the party has defended its stand because it desperately needs minority vote to win seats in panchayat polls.

“The party has nothing against any religion and we have many members who follow their religion,” says CPI(M) state secretary Pinarayi Vijayan. Fiercely disagreeing with Manoj, he said: “Manoj was a half-priest even when he contested the Lok Sabha poll. Nobody said anything against his faith or religious activities. Later, he was given party membership as per his request.

Now, after losing the seat he is trying to malign the party’s image by raising false allegations.” Looking at the seriousness of the whole issue, national general secretary Prakash Karat too joined in. He elaborated party’s stand on religion through party mouthpiece Desabhimani. He drew a distinction between ordinary party worker and a leader. There is no bar on religious practice for ordinary worker, but leaders should shun religious observance, he observed. The row is raging.
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Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Monday, February 08, 2010

Arms and the men

Mayank Singh goes beyond the Sukna scam and says that the country’s armed forces will do well to adhere to the principle of ‘United we stand, Divided we fall’

A 30-km drive from Siliguri on the way to Darjeeling will bring you to the forest area of Sukna. Famous as a crossing point for wild elephants, the area is home to a large Army establishment. Of course, by now, it has already been made infamous by alleged actions of top officers of the Army. But beyond the scam and the sham, it has brought to the fore a more important matter - possible rift between two senior-most officers of the Indian Army, who are supposed to be brand ambassadors of the institution. In the light of the recent developments, it is necessary to analyse the repercussion of such divides.

Our Armed Forces have always been viewed as highly professional, combat-rich and disciplined. For a common man, a soldier is a man of high morality and many virtues. No wonder, news of officers selling subsidised items meant for soldiers to make money, faking encounters by smearing ketchup to appropriate gallantry medals or, for that matter, colluding with civilians to usurp benefits in cash or kind evoke a feeling of betrayal. The news of two generals, working with a feeling of vendetta, and targeting officers because one is deemed to be close to the other, has far-reaching effect.

An officer, who starts serving a unit and works under the command of various officers, is exposed to different styles of leadership. This adds to his skill set in man management and tactical planning. The new officers not only learn professional skills but they also pick up nuances of managing expensive and important resources at their discretion. At this stage, if officers are seen or, for that matter, even heard of using the resources for their personal benefits, they are despised by the lot. Manipulations come out not just in form of tents, clothing, ration being sold in the open market but also in the form of buying substandard weapons.

Selling soldiers’ due and compromising on weapon quality hurts preparedness and national security. This vice gets compounded when an officer is under compulsion to please factions of superior officers. When TSI spoke to senior serving and retired officers, they expressed sadness. One retired lieutenant general narrated an incident where Lieutenant General S. K. Sinha was overlooked even after being the senior-most officer in the line to become the Army Chief. He said on the condition of anonymity, “A situation of infighting between two different groups had come up when Lieutenant General Sinha was overlooked. We could openly witness different groups talking ill about each other.”

Such situations land officers in uncomfortable situations and some are compelled to confirm to a particular group. Lieutenant General Raj Kadyan, who retired as the Deputy Army Chief, believes that incidents of rifts send a bad message down the line and it affects the morale of the force. Another retired general, who is now a defence analyst, blames it on wrong appointments in senior positions. Speaking on the condition of anonymity, he said, “Once wrong people reach senior positions, their actions and priorities lead to a loss of camaraderie. This also sets wrong examples for junior officers down the line.”

The senior officers also pointed out to rift between the various arms of the force, termed inter-arm rivalry in the forces’ parlance. Promotions in the Army happen after exhaustive consultation and recommendation of senior officers and past reports

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Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Friday, February 05, 2010

Warming? Where?

Is the phenomenon of global warming really that serious? Does it even exist? Do we even care? We answer all those questions and more...

Southern India: in the state of Andhra Pradesh, temperatures reached to as high as 120°F (48.9°C) resulting in the highest one-week death toll on record – the state has experienced a warming trend at the rate of 1°F (0.6°C) per century. Bangladesh: rising ocean levels have flooded about 18,500 acres of mangrove forests in Chokaria Sundarbans during the past three decades due to the global sea-level rise at 5.5 mm/year. China: in the Qinghai province, more than half of the 4,000 lakes have disappeared due to droughts. Siberia: large expanses of tundra permafrost are melting.

Horrifyingly, melting permafrost has already damaged 300 buildings in the cities of Norilsk and Yakutsk. The average temperature of the permanently frozen ground in Yakutsk has warmed by 2.7 °F (1.5°C) in the last three decades. Canada: the Athabasca Glacier has retreated about 0.5 km in six decades and has thinned dramatically since the 1950s. In British Columbia, the Wedgemont Glacier too has retreated hundreds of meters since 1979, as the climate has been warming at a rate of 2°F (1.1°C) per century, shockingly at twice the global average.

Does all this really point towards global warming to such an extent that we should start panicking? Well, the issue has gained popularity in the developed world (Europe specifically) but has not gone down so well in the third world as food and shelter are of greater importance than a 1.5°C rise in temperatures.

That is not to discard the factuality that certain environmental changes are becoming more severe with each day passing. Global temperatures are surely on the rise. Incidences like Arctic shrinkage, Arctic methane release, and release of terrestrial carbon from permafrost regions are being observed. The sea level is rising at 0.2 cm/year. From 1961 to 2003, the global ocean temperatures have risen by 0.1°C. The temperature of the Antarctic Southern Ocean rose by 0.17°C (0.31°F) between the 1950s and the 1980s.

More dangerous implications include transnational migration of epidemics like malaria, plague. In addition, economic costs can be easily gauged from the example of the 1926 Miami hurricane which cost a whopping $157 billion. What is more appalling is that around 25 million people are estimated to have been displaced in the 1990s due to environmental changes; shockingly, the number is estimated to reach 150 million by the end of 2050 (as per the Intergovernmental Panel on Climate Change). WHO reports that as of date, around 150,000 individuals are dying every year due to climate change.

If climate change is a realistic possibility, then the current response in the form of UN-FCCC seems too luxurious. While a country like China today accounts for 19% global emissions, India is not far behind. Yet, none of these countries seems open to a legally enforceable regulation that ensures that emitters fall in line – the argument being that while the developed countries have already exploited the world in the past so many years (and so have become developed), the developing countries still have their share of exploitation left to do. If that is the argument, we are all lost. For a start, so is the UN. They don’t even have a separate body looking after climate control...
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Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Tuesday, February 02, 2010

And it all began with a wish, minus the genie!

B&E’s Pawan Chabria meets up with some individuals who opted to go barefoot in search of success, rather than lazily stepping into the comfort of guaranteed, cushioned golden shoes offered by well set organisations...

Often labelled as the land of agriculture and farmers, India has also surprisingly achieved many a milestone when it comes to churning out new-age entrepreneurs. If truth be told, then gone are the days when every fresh MBA-labelled individual was found salivating for those temptingly fat pay packages offered by multinationals; rather these days, many are much more enthusiastic about registering a start-up, and moulding it into a new capitalistic force. B&E presents a handful of such real-life tales of MBA entrepreneurs who either shunned the very sight of a 9-to-5 job from a distance or those who grew tired of the luxury and convenience offered by a follow-the-clock-to-the-hilt profile.

Anuj Guglani, CEO of Ace Associates, worked for auto majors like Honda (for 3 years) and GM (for 4 years) after completion of his MBA course from IIT Delhi, before starting his own venture. He was involved at various middle-management levels during his stint with Honda, and was handling the showroom workforce training for GM before he left his job, only four months after his marriage. That was of course not an easy decision to make. Anuj smilingly recollects, “There was a lot of pressure... but my family supported me all the way.” When asked about how much his management education had helped him in his venture, he explained that those two years played a critical role in ensuring the success of his company today. “MBA education is very important for starting or handling a business today. It cultivates a vision and completely changes the way your thought-process operates,” he adds. Anuj started his dream run with little money (as he had spent almost all his savings on a Switzerland trip with his newly-wed wife), but immediate success within a short interval greatly improved his cash-position; he explains, “Since I was lucky to get a client like Mitsubishi just days after the launch of the business, it really took no time to break-even.” In fact, Anuj has today diversified into areas like social networking portals with the newly launched World Auto Forum (for auto-lovers).

So what’s the latest offering from Ace Associates? Well, it comes in the form of a mobile service called, ‘Top five points’ through which a particular salesperson is provided with five reasons for justifying why a certain brand of automobile is preferable over a competitive brand whenever he feels a need to convince his customers. As Anuj claims, he has already roped-in two big auto brands as potential customers for this new service venture. At present, he is also on the lookout for new talent who can take care of his new ventures. And this too isn’t posing any problems to Anuj, “Surprisingly, the response to a start-up venture like ours, has been more than expected, which proves the fact that new-gen MBAs are more than willing to work with start-ups...”

Udit Bhandari, CEO of Indimoto.com, an MBA (with specialisation in Marketing) from The University of East London, UK shares some similarities with Anuj. He too joined the auto sector after his management education, where he worked in GM for about six months. As he says, his MBA education made it easier for him to establish his online second-hand car & bike portal in the country. “The MBA programme helped me in increasing my understanding of business and its various modalities. While setting up Indimoto.com, the learning received in management school helped me to realise various value propositions and to create a strong full-time team, a business plan and a marketing strategy,” he explains. Indimoto.com caught people’s attention via its carpooling initiative, which encouraged commuters to share vehicles to save fuel; clever enough an advertising strategy! Rashmi Vaswani, Founder, Rage Chocolatier, is also one of those who are following their passion with a purpose to strike gold; the only difference was that she couldn’t wait to get started and got down to business right after she completed her post-graduate diploma in management. Her passion was manufacturing chocolates, which she took up as a business opportunity in 2005, and success for her has been sweeter than the product itself.

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Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-