Mutually exclusive

IIPM BEST B-SCHOOL
A bird eye view on the buying pattern of MFs vis-à-vis the Sensex reveals the losing characteristic of MFs (see chart). Defying the golden rule of ‘buying low and selling high’, MFs bought heavily in May and September this year (when Sensex was at 12,000 level) and remained net sellers in June and July (when Sensex was down at around 9,000). K. K. Mittal, Vice President and Head, Escorts Assets Management, attributes such buying pattern to, “The cautious approach of the MFs due to the uncertainties prevailing in the market place at that period of time and the changes in various portfolio mixes.”

One may expect the MFs to crawl back to their highest levels. But, with markets tending to be volatile and the MFs reacting very cautiously, MF investors perhaps may not be able to see their NAVs at May heights in the near future.

Definitely, the MF managers have to be proactive in analysing the market trends so that they could act in line with the market swings and deliver what they are supposed to – maximum return on investors’ money. Their addiction to react late that seems to be taking away the cheese from investors needs to be changed.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Scam or no scam, I promise not to resign

IIPM PUBLICATION
He was again appointed the Chief Minister in 1995 and then again in 2001. He resigned as the Chief Minister in 2004 owning moral responsibility of Congress’s poor performance in Kerala. He has served in the Union Cabinet earlier also, as Civil Supplies Minister in P. V. Narasimha Rao’s cabinet. But he again resigned when a cabinet colleague indicated that he might have cleared the sugar import that had turned out to be a scandal due to charges of commission and embezzlement of government moneys.

In the meantime, he was twice elected to Rajya Sabha – from 1985 to 1991 and from 1991 to 1996. But the reality is that Antony had actually stepped into politics during his college days itself, by leading a number of agitations against the then E. M. S. Namboodiripad government in 1957. He anchored the students’ strike demanding lowering of boat charges for students of Kuttanadu; and then another agitation challenging eviction of some farmers by church authorities.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Undone by excesses of leadership!

IIPM BEST B-SCHOOL
The board must deliberate on company direction and monitor it with trips alone – without the CEO – to ensure that what is heard in the boardroom matches what people in the field feel. The board must decide if the CEO is delivering results and in the right way. If so, the board must redouble its support and if not, it must make the tough choice for change.

At HP, it was different; the board operated like a rogue cell, both meddling and forming factions, thus undermining the company that it should’ve been bolstering. If there had been one boss in charge in the person of CEO & chairman, coupled with a good lead director, thins would have been different. And perhaps it is time for companies and the governance police – with their misguided point systems – to confront that reality.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Trespassing again

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Bet every Indian thinks President Musharraf is pushing his luck now! Between his other bureaucratic bungles, he finds time to pen ‘In the Line of Fire’, and on that, almost schizophrenically, blames India for the Kargil misadventure! With such truancy of mind, the President may please be reminded about a coup in the neighbouring country.

Edit lead: Pooja Priyadarshini

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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