Tuesday, July 10, 2012

“Compromise is good for politics”

Dr. Frank-Jürgen Richter has been monitoring the changing dynamics of Business, Economics and Politics for long now. Here he shares his views on the issues that have engulfed our world in these contemporary times

It’s not an easy task to act as an interface between developed and emerging economies, but Dr. Frank-Jürgen Richter, Chairman, Horasis: The Global Visions Community (former director of World Economic Forum) is cutting no corners to ensure that the world sits up and realises what nations like India, China & Brazil have to offer. His stint at the World Economic Forum has put him in a unique position to understand and decipher the state of global economy, business & politics. In an exclusive conversation with B&E’s Amir Moin, Dr. Richter speaks at length about responsible political leadership, the ongoing economic crisis and how world leaders can fix things up.

B&E: How important is responsible political leadership for sustaining growth? How will you define it?
Frank-Jürgen Richter (FJR):
It is extremely important. If a country does not have the right leaders, it can get in to a lot of trouble. Look at your neighbour Pakistan. Not just this government, but many before this did not have the wherewithal to come up with a leader who could take the country forward. Another example is Spain. We have an unemployment rate of more than 20%. Among young people, every second person is unemployed. Something was wrong and the leaders didn’t see it. As a result, it has ended up rendering a lot of people unemployed in the country.

B&E: We live in one of the most uncertain times. Crises have become a part of day to day life. So where did all this start and where are we headed? How much is the ruling class responsible for this situation?
FJR:
I think all this started not with the fall of Lehman Brothers but long before. We managed to live beyond our wealth and means. We just spent money and financed everything. We started thinking that anything is possible. We started believing that there is no risk any more and the western way of capitalism is taking over. In fact, I think this crisis might have happened much earlier. May be a decade back, but then 9/11 happened. And that, I think, is one event which overpowered the imbalances in the economic world. But then, with the Lehman crisis, the loopholes came out in the open. Now, as we started thinking that we are coming out of it, the second crisis started. To be honest, the Eurozone crisis is much more severe that the US financial meltdown and 2012 could well be an apocalypse. Countries like Greece, Spain and even Italy for that matter are having a hard time repaying their debt. This means that Europe is in very bad shape, meaning that it will also impact the rest of the world. On the other hand, US is also not going thorough the best of times. This is having a direct impact of economies which are somehow connected. For instance, China’s GDP has shrunk because it is dependent heavily on exports. India, on the other hand, is doing much better. Since the Indian economy is largely driven by domestic consumption, not being dependent on exports has come as a blessing in disguise. However, you might see India’s GDP shrinking by around 1% in the aftermath of what happens in Europe.

B&E: The European crisis cannot be attributed to miscalculations. There were intelligent people out there making decisions and implementing policies. What went wrong and who do you think is responsible?
FJR:
I think one issue which really contributed to this mess is leadership. In Europe – and I’m very blunt on that – we don’t have the best leaders. People who get into politics in Europe are usually the ones who have failed at business. And I am not pointing at someone in particular, I believe that there is no consensus among the leaders. Say for example, in Brussels and the commission, you’ll notice that there are a lot of compromised candidates. It’s not the strongest person who is the commissioner but someone who was appointed because some influential countries in Europe agreed to it. When the Prime Minister of India goes to Europe, who does he meet? Is he meeting the head of the commission, head of the council or is he going directly to the leaders in London, Paris and Berlin? Maybe he has to see all of them. So at the end of the day, he gets 10 different opinions, but not one single European opinion. Therefore the issue of malaise in Europe is the failure of leadership. And we don’t show an urgency for change. There is a lot of complacency in Europe.

B&E: What are you views on democracy as a political system?
FJR:
The beauty, and in a way, the failure of democracy, is that we are always debating and there is not enough action. But then, there is no choice. The alternative to democracy is an authoritarian system like that in Russia and China. In India, things take a lot of time to happen. It’s sometimes very tedious. But at the end of the day, I think India can only win by improving upon this decision making process because you have open dialogue and intellectual exchange, even sometimes too much of exchange. India produces great entrepreneurs. They are not the ones who come out with huge IPOs but the ones who actually contribute to the over all economy. The politicians are also great. But the problem lies two to three layers down. Bureaucracy is the bottleneck. In my personal opinion, you have too many people. The government should do something to streamline the governing machinery.



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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. 

IIPM Best B School
India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting





Monday, July 09, 2012

Now, your rights face inflation!a

New RTI rules introduced by the Chhattisgarh government come across as blatant misuse of power and undermine the very essence of the act

Once again, the much hyped Right to Information Act (RTI) has returned to the headlines. And this time, it is due to the outrageous hike in RTI fees by the Chhattisgarh government. While all states charge Rs.10 as fee and Rs.2 per print page of the RTI response, Chhattisgarh has increased the fees to Rs.500 and Rs.15 per print copy. The main reason cited is reduction of frivolous applications (interestingly, official sources have stated that the number of applications filed in Chhattisgarh since RTI got enforced is just around 50!). Furthermore, they have made it mandatory to cite reasons for filling applications, restricted the number of queries per applicant to one and also limited the word count to 150. The move has been taken after the Karnataka government took a similar step in 2008 with respect to number of queries and word count and the UP government hiked RTI application fees.

This fee hike would deprive people who seek information especially at a time when the Chhattisgarh government is undertaking face saving measures in the light of the paddy procurement scam. The Central government has given the power to revise fees. But as per sub-section (1) of section 6 and sub-sections (1) & (5) of section 7, “The fee shall be reasonable and no such fee shall be charged from persons who are of below poverty line as may be determined by the appropriate government.”




Saturday, July 07, 2012

“It players are expanding the reach”

Rohit Kapoor, President & CEO, EXL Services

B&E: Nasscom came out with a report that says that the IT-ITeS industry in India has crossed the $100 billion mark. What’s the next frontier for the industry in your view?
Rohit Kapoor (RK): It will continue to remain a growth industry, and will continue to grow in double digits. And it means that there will be terrific opportunities for the employees and the associated countries in the upcoming future as well, if we talk about EXL services. The BPO industry in India is still in its nascent stages, and I think growth over here will pick up in a gradual fashion. But it will take place for a sustained period of time. The reason for that is that it’s very difficult to extricate out processes, which are embedded in a client’s organisation. EXL has been growing very rapidly. For the last five years, our growth rate has been in excess of 35% CAGR. I think that the industry has quite a lot of things that need to be put in place. One, the customer is no longer looking for labour arbitrage, but is looking out for domain expertise and the ability of the provider to solve their pain points and business problems. And I think the investment that is required by the companies to make sure that they understand the client business and they can use different types of tools and techniques to help solve a customer’s problems (whether that be technology, a process, analytics, or some kind of a work flow) is really important.

B&E: How is the hiring process shaping up at EXL currently? Is the frenzy continuing as before?
RK: For the BPO industry, hiring continues to be fairly strong. Our headcount is around 18,000 employees, and last year, we hired around 3500 employees. We expect to hire in a similar fashion in 2012 and beyond as well. The hiring is being done in all the centres that we have; not only in Delhi NCR, but in Pune, Bangalore and Kochi as well. There is always a fair amount of hiring that we do for some of the knowledge processing work like decision analytics, operations and process excellence & risk and financial transformation. Those are higher skill set capabilities and we continue to hire there as well.

B&E: What’s your projected revenue, and how is inorganic growth helping your growth objectives?
RK: We expect to be at the top end of $354-358 million in revenue for the calendar year 2011. Certainly, there has been a diversification strategy that the BPO companies have gone for. Initially, they were purely India focused, but now they have got offices in multiple countries. For instance, EXL started its business entirely from India and now we have offices in more than 7 different countries. There are now multiple choices that our client has to access talent and to be able to get services. For EXL, we have always said that we would like to grow on an organic basis at a fast pace; and compliment that with mergers and acquisitions, preferably acquisitions. In 2011, we have acquired OPI, a financial and accounting BPO company for $100 million and also took over a portion of a business from Trumble for $250,000. We also acquired the captive operations of Life Pro, a life insurance business based in the US. Our objective ultimately is to run the customer’s back end operations. We have got to leverage that and apply that to any geography & any skill set and then provide that to our customers.

B&E: How do you see moving towards tier 2-3 cities as a viable business and growth option?
RK: I think you need to balance it out. There are certain advantages in terms of lower cost structure, but disadvantages as well in terms of non-availability of management talent and better infrastructure. Asking your senior members in the team to establish business in these cities is also one of the major challenges and what type of support you will get from the local government becomes critical. There are a number of tier 2 cities, which we find to be really attractive like Kochi, which is turning out pretty nicely for us in terms of the above mentioned points, as they largely govern the setting up of a center in the city.



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.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting

Tuesday, February 28, 2012

OUR DATA CUSTOMERS ARE OUR ONE BIG DIFFERENTIATOR

How MTS India is addressing the needs of today’s upload generation by creating product differentaition and offering innovative solutions.

You operate in a very competitive environment, with players like Tata Photon+, Reliance Netconnect, and other mobile service operators. In such a situation what is it that differentiates you as a brand and what is your USP?
Unlike the other brands, what really differentiates us is that we are not really a voice brand which is also in data; we’re a brand that primarily exists for data audiences. Therefore, our product, our network, our services, the structure of the company, and how we deal with customer service are tailored much more for data customers. Data customers are rather different from voice customers – that’s one big differentiator for us. Even from the branding point of view, we have some differentiators. Our brand, for example, is unlike other telecom brands in India, which are very collective in nature in terms of connections and strengths of the respective groups. We are doing completely the opposite, and we are focusing on individuals. So, even as 99% of the brands are talking about connectivity, we’re are talking about empowering an individual, making him influential, powerful and more secure. Apart from that, we build differentiation in the way we choose our media, the kind of sponsorships we have, the kind of market and imagery we are using.

Your data offering “MBlaze” is on the CDMA platform. Is it a better medium for data delivery?
Being on CDMA, we have some intrinsic advantages over the other operators, and that’s not just true for MBlaze but also for players like Tata and Reliance, which too offer their data on the CDMA platform. A CDMA network has two pipes, one for voice and the other for data, and therefore your data speed and throughput are faster, much more consistent and reliable. In GSM there is no such distinction in pipes, therefore, as there are more and more calls on bandwidth, they choke the pipes leading to poorer and poorer data connectivity. This is the reason why in India, and all over the world, when it comes to dongles and data, CDMA always has an advantage.

So the trend is that GSM in India will be used for voice and CDMA for data. Do you agree?
For now, definitely, no question about it. But it’s very hard to predict in this category what will happen 10 years from today, as technology changes rapidly. But for now that’s the trend and it shows in the market place. Three CDMA players dominate the dongle market. Collectively, the three players have captured almost 80% of the Internet dongle market. The remaining 20% is dominated by GSM players like Airtel, Idea, Aircel et al, with 3G offerings. While Vodafone is actually now using our dongle, called “NetCruise”, it’s basically a Vodafone branded product, but powered by MTS. Vodafone is only marketing it. The entire service experience is delivered from MTS network.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting

IIPM Proves Its Mettle Once Again.....

IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies

Tuesday, January 24, 2012

Project future leaders

From “Indian National Congress” to “Indian New Congress”

I nodded my head in disapproval. These days, this has become quite often with me, more like a habit. Well, you’d be curious to know that which invites this nod of disapproval. It’s our country’s prevailing state of affairs that bothers me and burgeons deep concerns over its future. The world is anything but like of yore. It has become incredulously faster, is changing at a rapid rate and is progressing by leaps and bounds. We as a country are progressing too and the world is watching us grow closely & keenly. However, this wave of proliferating corruption in recent times is not only pulling us back from our path of progress but perpetrating an air of cynicism within the entire country.
Stories of scams & bribes have become a common phenomenon these days and have led to a building negativity amongst people. Corruption has spread its wings from small bribes to wealth of epic proportions. The people of India have lost all kinds of faith in any authoritative leadership. Consequently, Anna Hazare has become a local, national as well as an international hero on fighting corruption. And India’s oldest political party is in the eye of such a storm.
So, how does the Congress deal with this daunting problem? Applying our logic to what we tell brands would be one way to tackle this. Let’s go back in time and look at the case of Bajaj Auto. Bajaj had not ventured into bikes and had been a powerful scooter brand of the country. Bajaj decided to relaunch itself in a new avatar. This is what Bajaj did – (a) Changed the leadership, from Rahul Bajaj to Ravi Bajaj; (b) Changed its product offering, from scooters to motorcycles and; (c) Ensured that the new product offering is good and lives up to the expectations of the people.
So what can the Congress learn from this? The Congress needs to take the following steps: (i) Create a new offering to reappraise people. Instead of having old leaders and party members, the party should have MPs under the age of 40 years; (ii) Bring changes in the leadership. The party should induce new, fresh faces. If Rahul Gandhi is going to be their next Prime Ministerial candidate then he should be projected as a leader. A young brigade will perhaps allow people to forget the past misgivings of the party and give it another chance. If you don’t have something new to offer, people will not even give you a second look.
What Congress needs to do is to project future leaders and give people a new ray of hope for a promising tomorrow rather than mull over past catastrophes. The Congress needs to transform the party into a young party imploring the young and old of India to offer them an opportunity to clean up the mess and present a new transformed India.
With the country’s frustrations surging to an all time high and hope having turned its back creeping into some tiny corner of their hearts, the party needs to give the people hope. Hope fraught with the above strategy is the only way for its redemption and victory. However, the choice is for the party to make. Either one will be significant in deciding its future.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting

IIPM Proves Its Mettle Once Again.....

IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies