Anisha Singh (Founder and CEO, mydala.com)

Continued...“We do not want our employees to feel that they are coming to office but want them to feel that they are a part of the family,” she says with a smile. She points out that there can not be any progress unless you challenge yourself. “I do not think there is any entrepreneur who has not had challenges and if you are not challenging yourself, you are not at the place where you should be.”

Buoyed by the success, Mydala.com plans to expand in the future and make its presence felt in 32 cities. “Besides increasing our presence in more cities, we are also working on creating zones in cities. We have been trying to incorporate customer feedback over last one-and-a-half-year and will come out with version 2 of our website soon,” says Mrs. Singh, who was recently conferred the ‘Leading Woman-Owned Innovative Project’ for 2010 by the Women Leaders in India Awards.

When it comes to her quality as a team leader, this enthusiastic businesswoman candidly describes herself as an “impulsive and impatient” person. “When I want something, I want it now,” however, she believes that there is a certain value system she goes by and likes to be the leader of the team while being a part of it.

On a concluding note, Mrs. Singh sends out a message to all new entrants: “Test the waters before you decide to jump in to it as the view from rose-tinted glasses may not always give you the true picture.” An advice worth its weight in gold! Click here to read more...

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Paras Ajmera (Director – Operations & HR, Financial Technologies Group) delves into The Nitty Gritties for Creating a ‘Trading Platform of Choice’ at this IP Company Powered by Knowledge, in a Q&A with Aditi Sharma Kalra

Q. With an 80 per cent market share, what has led to the Group’s rapid growth?
A. Technology is the common thread that binds all the Group companies. The Group has leveraged the advantages of exchange traded products and added value by creating new exchanges, new markets, new products and investing in strategic geographies, while focusing on promoting an interconnected and sophisticated marketplace. This allows us to build unprecedented shareholder value through a non-linear business model. It also helps us democratise global trade, transform economies, and drive inclusive and equitable growth, in India as well as globally.

Q. What kind of talent does the employee base here comprise?
A. We have a diverse employee base with myriad backgrounds and skill sets. Our financial and domain knowledge experts complement the efforts of the technology experts. We derive support from the repertoire of unmatched experience and expertise of our leadership, and members of our Board of Directors and Advisory Board. We believe that an organisation’s most invaluable resource is its people. Our intellectually-stimulating work culture and learning opportunities have helped us retain people. Over 50 per cent of our employees have been with us for over five years and our attrition rate is amongst the lowest in the industry. Click here to read more...

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Indranil Das talks to Professor Yash Gupta, Inaugural Dean of Johns Hopkins University, Carey Business School, Regarding The Changing Academic trends in B-Schools in The US

Q: Why is it happening only with the Indians, why don’t we see people from other countries such as China accomplishing the same, as they too stepped into academics when India did?
A: Well, that is correct. A large Chinese population has been residing in the US for generations but the problem is of language. The language barrier is a huge problem when it comes to leadership roles. Secondly, I think many Chinese want to go back home as there are better opportunities in their country. Perhaps, Indians do the exact opposite because leadership opportunities in Indian academia are less.  

Q: You have been a big champion of diversity in all spheres and business too. Any particular reason you see that diversity is important?

A: Diversity is a fundamental thing for any society, never mind the US because what it provides you with is an opportunity to learn from different perspectives. Last century what we saw was a specialisation of one kind. This century is different. You need a different kind of skill set for more creative solutions. When you look at America, the competitive advantage is of technology and we hold a monopoly on the same. Whereas, India’s competitive advantage is that it follows suit with the development of software et al. In short, there are three things which diversity teaches us: the ability to understand and adapt, two it gives you better understanding of global problems, third, it really prepares you for uncertainty in the market. Click here to Continue...

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Health is wealth !!

Continued...Since people’s goals are determined by their unique sets of circumstances, values, belief systems, family background, education, work experience, and personality styles, organisations need to understand these as well as their goals. For this, we have to return to the humanistic psychologists – including or perhaps especially, the much-maligned Maslow. He suggested that the needs at the bottom of the list were fundamental goals and that only about one per cent of the population would ever be self-actualising. Critical to Maslow’s ideas, and important to managers using his theory, is that no one stays at one level for a long time. One constantly strives to move up the hierarchy while, forces outside one’s control may try to push him/her down.

One of the most powerful things managers can do is ascertain where a person is located, to determine an effective motivator; in other words, to match horse with course. However, an organisation’s real goal is to help people obtain the skills and knowledge that will push them up the hierarchy permanently. People who have their basic needs met become much better workers. They are able to concentrate on fulfilling the leadership vision instead of worrying about making ends meet. Appealing as Maslow is, we should heed the words of Peter Drucker: “As a want (need) approaches satiety, its capacity to reward, and with it its power as an incentive diminishes fast.”

But of course, we cannot rule out that a person may be highly motivated to succeed but may not have the ability or role clarity to do so. These are important management issues to resolve. Read More...

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US OFFICIAL LIST OF TERRORISTS: AND AN ANALYSIS OF WHY YOUR NAME COULD FEATURE THERE

January 20, 2009, Bush leaves the White House; but before that, he ‘updates’ the ‘official’ US terrorists list. 

Corporation being preferentially allocated to China by the Chinese government.” That then “would weaken the ability of the US to influence the oil and gas supplies of the Nation through companies that must adhere to United States laws.” The CNOOC deal therefore threatens “to impair the national security,” and “the President should initiate immediately a thorough review of the proposed acquisition, merger, or takeover.” From Dubai Ports to Singapore’s Temasek, all investments by foreign countries have faced similar opposition in the US.

Clearly, when the US drains out oil from Iraq, then it’s not a problem the Pope should worry about, but if some other country goes in for a legal acquisition of a powerful US company, then Nostradamus inferences are redrawn to ensure that such moves are nipped even before the bud is born. If Iran is the latest to face the brunt of Mr.Bush’s rottweiler-like attitude – who wants the world to stop trading with Iran completely – what is not often told is the fact that there are several Israeli companies, like Medent [quoting Steve Rodan, Jerusalem Post Service] who do brisk business running up to hundreds of millions of dollars at the same time with Iran.

Bush might be leaving on January 20, 2009; but has ensured that NCTC stays in absolutely safe hands. The current NCTC Director, Michael E. Leiter, is pretty well qualified. One hears that just a few handful of years back, Mr. ‘well qualified’ Leiter served as the Dy General Counsel and Assistant Director of the US President’s Commission on “US Intelligence Capabilities Regarding Weapons of Mass Destruction!” Gotcha Elvis!!! Rock on!!!

Read more.....

Source : IIPM Editorial, 2012.

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

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Satyen Gupta, former Principal Advisor, TRAI

Telecom Regulatory Authority of India (TRAI) played a pivotal role in the great Indian telecom success story. The body keeps a close watch on the quality of services offered by the telecom operators to millions of wireless subscriber. However, there is little that the regulator can do when it comes to implementation of these norms on the ground level. Former Principal Advisor to TRAI Satyen Gupta spoke to Akhilesh Shukla about the MNP and regulators role in implementation of QoS norms.

B&E: How you will rate the present QoS of the telecom services in India?
SG: The QoS of the telecom operators has never been upto the mark. TRAI has not enough teeth to force the telecom operators to match the QoS benchmark laid by the regulator. Operators also did not see any incentive in investing in upgradation and maintenance of quality of services, due to the falling margins. Besides, issues related to building up a new base station were always there. Operators face several hurdles in putting up base stations, especially because of the rules and unrealistic taxes laid out by the local development bodies. Improper spectrum management has lead to a crunch leading to network congestion. But now MNP will force operators to improve QoS.

B&E: Some of the telecom operators do not meet the quality of service norms in some circles. What is the action that a regulator can take in that case?
SG: Telecom regulator TRAI has a very little role to play when it comes to implementation of QoS norms. The maximum that the body can do is to bring out the QoS report in public, making consumers aware of the telcos not meeting the minimum norms set by the regulator. It can also recommend cancellation of license, but the final call lies with the Department of Telecom, the body which issue licenses. TRAI can penalise the operators also, but it is a cumbersome process as the regulator has to court of law.

B&E: After 3G and MNP, what is the next step you see in Indian telecom?
SG: 3G spectrum auction and role out of 3G services by private and PSU operators was one of the biggest landmarks in the Indian telecom success story. Implementation of MNP would be another milestone in the second largest telecom market. Now, it is the right time for the country to look forward for Next Generation Networks and Next Generation Access technology. Both the technologies will provide better and faster internet speed to subscribers. It would also be helpful in bridging the digital divide between the rural and urban part of the country.

Read more.....

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.
 

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MOVIE PRODUCTION HOUSES: INVESTOR DISINTEREST

Soon after the Economic Liberalisation, It became almost Impossible to lose Money in the Movie Making Business due to The Rise of Multiple Revenue Streams. However, Despite Delivering Blockbusters, Dalal Street largely remains Disinterested in These Stocks.

 

One of the possible reasons for investors turning blind eye is the lack in consistency of cash flows. In the notoriously fickle business of movie making, consistency in profits is what would attract investors. However, our production houses have time and again failed to explain the exact nature of profits. Mahendra Swaroop, Vice President, Indian Venture Capital Association (IVCA), says, “Although listed, Indian movie production houses are mostly non-corporatised. They have no formidable approach of tracking profits except for box office performance because they are not present in the end to end value chain.” Compare this with the case in US and the US investors share an everlasting relationship with Hollywood. The combined market cap of Walt Disney, Time Warner and Newscorp stands at a staggering $150 billion. Walt Disney alone is valued at $64 billion, around 5 times the size of the entire Indian media and entertainment industry. Even the recent MGM collapse, despite its James Bond franchise, is purely because of visible fundamental debt and loss aggregation issues.

In fact, globally, media and entertainment is a relatively lucrative sector for all kinds of investors ranging from private equity to individual ones. But back home in India, the case is quite to the contrary. The total market cap of stocks listed on the BSE is $1 trillion. Out of this, the market cap of media and entertainment companies is roughly 1.1% amounting to a mere $11 billion. And this is where the opportunity lies for Indian movie production houses, which have a great future provided they decide to be present in the entire value chain (as against the present form where the distribution rights, music rights et al are dispersed). This will help investors too in understanding and realising the true worth of the scrip and the company– a traditional happy ending for both. Till then, our production houses will continue to languish in the forgotten alleys of Dalal Street.

Read more....

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.
 

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