Thursday, January 17, 2008

Don’t tell us you didn’t see the movie Wild Hogs!

Still, let’s give the necessary quick run up to how the Wild ended up in Hogs-II. What was started as a trading company by Rahul’Wild Hogss grandfather, Jamnalal Bajaj, sometime in early 1900s, is today an estimated $3 billion group comprising no less then 29 companies in its manifold spread across automotive, industrial manufacturing, sugar, ethanol, electronics and insurance businesses. Bajaj Group’s flagship company, Bajaj Auto Ltd (with sales of $1.32 billion), followed by companies like Mukand Industries ($0.46 billion sales – managed along with the Shah brothers, focusing on steel and heavy industrial equipment), Bajaj Hindustan ($0.33 billion – one of India’s largest sugar and ethanol makers) and Bajaj Electrical ($0.20 billion – electronics and allied services) form the pillars of the group. But even though the ownership and management structures were clearly demarcated among the five Bajaj brothers, the once almost ‘invincibly united’ brothers have started playing truant!

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2008

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


Posted by at
Labels: , , , , ,

Wednesday, January 09, 2008

The BRIC and mortar of growth!

The Organisation of Economic Cooperation and Development (OECD) have revealed that the BRIC nations (Brazil, Russia, India and China) will experience aBRIC Nations much faster and consistent growth than the developed nations across the globe. The developed economies would however see moderate expansion, but BRIC has more in store. OECD has brought together the ‘composite leading indicators’ (CLIs) which helps summarising information contained in a number of key short-term indicators, known to be linked to GDP, for member-countries since the 1980s. It was designed to offer untimely indicators of turning points in the economy (like peaks and depression) between growth and turmoil.


For Complete IIPM Article, Click here

Source: IIPM Editorial, 2008

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


Posted by at
Labels: , , , , , , ,

Friday, December 28, 2007

There is a fair amount of investment in HR, especially in training etc...

The investments that Godrej makes in its employees is revealed by Sumit, “There is a fair amount of investment in HR, especially in training etc... The basic work of human resource is done by the people who manage the line. So I would say that we spare a fair amount of time.”

Hence, the company moved along a path that was ‘development’-oriented rather than being ‘control’-oriented (that was present earlier). The entire human resource functionary in GCPL stems from the top management as Sumit avers, “Adi Godrej, our chairman, is deeply involved with most of the HR initiatives. He holds a chairman tea once or twice a month, wherein, he meets up with new recruits, speaks to them, listens to their issues and also tries to outline the plans for the Group.”



For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

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

Read more:-

Home Campus Tour Contact Us Sitemap IIPM Think Tank IIPM National rochure IIPM in Media India Today & Tomorrow
Strategic Alliance / Consulting / Intellectual Tic-up Partners Arindam chaudhuri GIDF Planman Consulting Business & Economy 4Ps Business & Marketing The Sunday Indian The Daily Indian Kkoooljobs.com

Posted by at
Labels: , , , ,

Wednesday, December 12, 2007

The IAF has finally got a nod from the MoD to replace its obsolete fleet of combat aircraft

The MIG 21 procurement programme, which began in the 1960s, continued to the late 1980s (a vast majority was produced under licence by HAL), adding almost 1000 flying machines in the arsenal of the IAF. The situation began to change, when the ‘revolution in military affairs’ (RMA) was triggered by stupendous strides made by information and communication technologies. “Quality began to replace quantity as the concepts shift - ed from ‘platform centric’ to ‘network centric’ warfare. The Indian defence establishment was concerned with the poor quality of the avionics of the Soviet-era machines and the acquisition of F-16s by Pakistan (1983) made the defence establishment think afresh,” said Group Captain (Retd) Sukumaran, while talking to B&E. Although some inductions were made in the form of MiG 29s from Russia and Mirage 2000 from France, the numbers were too small to make any substantial difference. The purchase of Su-30 MKI was the only comprehensive acquisition since 1988. Furthermore, inordinate delays in procurement process coupled with political & economic hassles (during the Prime Ministership of Narasimha Rao in the early 1990s) prevented the IAF from upgrading its fleet. The old & obsolete MiG 21s (125 MiG 21s have been upgraded to Bison standard as a stop gap arrangement) still continue to be the mainstay of Indian air power, bearing testimony that the recent acquisition proposal announced by the Defence Minister is too little and too late.
For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative
Posted by at
Labels: , , , , ,
Subscribe to: Posts (Atom)