The United Nations sadly has become more of a ‘blametransfer’ machine than a ‘problem-solving’ troupe

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And that is only the military aspect of the peacekeeping effort. Lebanon’s infrastructure, especially in the south, has been decimated. Homes and livelihoods have been destroyed. Who will build or re-build hospitals? How will communications infrastructure be rebuilt? Who will repair Lebanon’s damaged bridges and roads? The mandate gap reflects the way the world has conducted business with the UN for decades – big promises, small pay-outs and scapegoating if the UN fails. Today, the international community has a tremendous opportunity to secure a small but significant peace in the Middle-East along the volatile border of Lebanon and Israel. How member states respond now, especially those who believe in the purpose and value of the UN, may help shape the outcomes of other ongoing regional conflicts, notably with Iran and Syria, both of which support Hezbollah.

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

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Negotiations for peace in the island nation needs to look at them
In the ongoing internecine civil war in Sri Lanka, issues related to repatriation of thousands of displaced Tamilians residing in refugee camps (103 in total) in Tamil Nadu and Orissa are oft en ignored. While India bound under Indo-Sri Lanka agreements of 1964, 1974 and 1986 has accepted repatriation and granted citizenship to about 506,000 persons up to December 2005, the Sri Lankans remain non-committal to millions of their Tamil nationals that have crossed the Palk Straits illegally. Apart from causing severe pressure to local employment and demography, these migrations have been a severe drain to the economy. Officially, the Government of India has spent close to Rs.3.5 billion in providing relief.

It is important that the ongoing negotiations for finding lasting solutions for Sri Lankan crisis do not ignore core fundamentals related to the plight of these stranded nationals. They have been for long considered to be the part of the problem, it’s high time when their plight be considered for the solution.

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

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IIPM-PUBLICATION: Salt of the earth... the earth he freed

IIPM-PUBLICATION: Salt of the earth... the earth he freed

Salt of the earth... the earth he freed

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None, barring perhaps the great man himself, could have predicted the ebullient response to the civil disobedience movement. “From Calcutta to Mumbai and Madras to Peshawar, no one had dreamt of this unprecedented response” was the tidbit thrown my way. Buoyed by a vociferous support, Gandhiji and his entourage made their way to the villages of Aslali and Bareja, all the while never failing to emphasize the ubiquity of salt and in the same breath critiquing governmental policies. It was then that I realised that his objective was two-fold; he was not just freeing a race, but freeing its mind as well.

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

SECTOR RANK # 1 : RANBAXY

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As Ranbaxy confirmed to B&E, “We have a balanced business model... Ranbaxy’s US product pipeline is valued at over $40 billion (at innovator brand prices).” The company has now even joined hands with a number of international corporations for joint marketing and joint development activities, especially in the light advanced technologies and techniques not accessible solely to a particular company. Not only this, Malvinder M Singh, CEO & MD, Ranbaxy, has already acquired five entities since having taken over the top mantle last year from Brian Tempest. The acquisition drive has been built on strong foundations such as the $324 million acquisition of Terapia, a Romanian company, and the 2006 takeover of Glaxo Smithkline’s generic products businesses in western Europe.

Malvinder aspires to be “amongst the top five (global) generic players... and to attain a turnover of $5 billion by 2012!” With manufacturing bases in eight countries, with more than 10,000 employees worldwide, with many more countries being targeted for growing their businesses, and with increasing orientation towards having a passionate global vision, Ranbaxy qualifies at the numero uno position in the B&E Power 100 healthcare sector rankings... Undoubtedly ‘patiently’!

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

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Satyam gained a remarkable $316 million from its core IT servicing business; but continued to lose money in its BPO business

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Most critically, Raju has shied away from moving up the new-age tech value chain, and focused on consolidating gains in the contemporary technology spaces, like enterprise business solutions. Ramalinga Raju proudly admits that Satyam is one of the youngest Systems Integrators in the world, “Our leadership in the Enterprise Business Solutions space is well-known, and continues to anchor our growth.” Raju’s foresight in transforming the fortunes of Satyam back to its core competence – IT services – came to the fore when Satyam decided to get leaner. The exit from Sify last year signaled these very intentions of Satyam. To the horrors of many analysts, Raju has even moved away from the US market. “The performance during the previous year... demonstrates the strength of the company’s de-risked business model with dependency on the US market coming down considerably,” asserts Raju.

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

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So, what’s the score?

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The enfant terrible of Adland (raging bull in a china shop?!) gets spot-on instantly. “There are really only good and bad film-makers, the form and genres be damned!” A warmed up, Prahlad Kakkar, turns on the heat. “Do you know that many of the Bollywood directors – the younger ones – have cut their teeth in ad film territory, either assisting, choreographing, …whatever? Farah Khan, for example, must have choreographed at least fifty of my commercials. She was a fantastic talent whose contribution in terms of look and feel of a commercial was truly great. As a choreographer, she directs an entire song – from visualising it to breaking it down covering all the nitty gritties – which gives her a total knowledge of the medium.” Besides, Kakkar believes, making ad films is not a rocket science and any intelligent director will recognize and understand that it is neither art, nor self-indulgence, but an application- driven, hard-working piece of business communication created and designed to drive the brand towards the purchase-intent zone. Period.

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Hero of the day?

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With the government providing impetus to the growth of rural and semi rural areas, and as Bajaj still plans rural distribution channels, Hero Honda has gone way up – not only is it designing finance schemes and supply chains to tap the rural market, but the company is also looking ahead to increase its customer touch points to 3,000 (which span both urban and rural space) from a current level of 2,400 by the end of this running financial year. Further, the company is taking concrete steps to resolve recent labour crises (for example, by signing a three year wage agreement with workers at the Dharuhera plant). But with Bajaj selling 162,132 more bikes than last year to Hero Honda’s 80,920 additional, the “Hero” question still remains open!

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

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Women are shown in power

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Yes, women are shown in power settings, where they are dressed as commandos wearing thick protective attire. They land from a plane and search the entire locality, till they reach their destination – a germ infected toilet. Then comes the punch line – “Here comes the expert in cleaning toilets,” (Harpic!). Is this all she is capable of? With an increase in the number of father-headed single parent homes, men too are actively involved in the purchase of home products. However, even today the so called “liberated” women is expected to be the perfect home maker. So Videocon says, “You and Videocon, the perfect homemakers.” It’s time we moved on.

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