Hear about them fighting and tearing their kingdom apart... but did you also take note of the aftermath?

IIPM PUBLICATION
With more than twenty Indian business families breaking apart in the past twenty years, a relevant question pops up in the minds of the masses – “Is globalization tearing the Indian business family ties apart”? Well, add to the abovementioned observation the very recent Ambani split or the much discussed Ranbaxy and Apollo splits, and the question turns more into a statement. But surely, even though family feuds continue to characterize the longstanding social structures, the reality is far from obvious. Post-termination of the ill-famed License Raj and the onset of liberalisation, a host of professionally managed systems of governance came to surface. But does this mean that family-fortunes are being dragged over the edge?

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Source : IIPM Editorial, 2006

Dean of IIPM :- Pofessor Arindam Chaudhuri (Renowned Management Guru and Economist)

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...the group failed to acknowledge it, and is today paying the price for ignoring it

IIPM BEST MBA INSTITUTE
They came; they blossomed and then... just faded away! That has been the story of the Siyaram Poddar group. Once praised for its achievements in paper, rubber (tyres) and textile industries, the Poddars are now battling-out against the toughest competitors they could have ever faced. With a brand like Siyaram’s, the group had been a household name for every Indian during the 1980s, but with India opening up its markets to the global players, the Poddars are continuously under tremendous pressure of competition in the textile industry, and not only from global players, but from the Indian players as well, with global nexus. Although its BKT brand of tyres – made by the group company, Balkrishna Industries Ltd.– still enjoys a good reputation in the European markets, the overall picture (for their rubber and paper industries), when all markets are considered, does not paint a very rosy picture. Incorporated in June 29, 1978, and with 66 indigenous looms, Poddar group’s flagship company – Siyaram Silk Mills Ltd. took the group to new heights. The company managed to achieve a landmark turnover of Rs.1 crore in the very first year. In the year 1980, the company went public with an initial public offer of Rs.5 million, which was oversubscribed. The next decade also marked a dream-run for the group with newer plants, expansions of older ones and exports. But, liberalisation in the early 1990s and change in fashion trends towards ready-made garments spelt trouble for the company and the group as a whole.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

IIPM : Maruti’s latest ‘Big Esteem’ quotient...

IIPM PUBLICATION
Remember that beautiful ad which leaves nothing but a smile on your face, where an inquisitive, little girl shouts in her squeaky voice, “My Daddy’s bigggggg car” on seeing a brandnew Esteem? And you thought it can’t get bigger and better for the ‘big’ car manufacturer Maruti? Well, they are back and this time completely redefining the meaning of ‘Esteem’ & with quite aplomb.

And once again, you will appreciate the concept. A little girl examining her daddy’s car – an Esteem of course – with a trademark curiosity asks the meaning of Esteem. “Esteem means what?”, she quizzes. To this the father replies “Esteem means honour, pride.” Not satisfied with the answer, the girl probes further. The father makes her comprehend, “Pride means feeling good inside.” Follows an almost instant naïve reply from her, “Like ice-cream?” Amused, the father answers, “Esteem ka matlab andar se you feel big.” As the word ‘big’ registers in her mind, she explores it throughout the journey – “Esteem tree, esteem road, esteem mountain!” Meanwhile, the Voice Over calls out: ‘The easy to own big car. Big on power, big on mileage.” And the commercial ends with the girl explaining to her pal, “I am more esteem than you.”

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

Is it possible for a leader to be a top performer and attain work-life balance?

Christy Dobbs, Philadelphia

IIPM BEST MBA INSTITUTE
Not only is it possible, it happens all the time. Look, top performers are top performers for a reason. They’re usually very talented, smart, creative, productive and loaded with energy. And those qualities don’t tend to confine themselves to work. If they’re in a person, they suffuse everything he or she does. That’s why we all know plenty of successful business people, who also have successful lives outside work, filled with family, volunteering and hobbies. They’ve figured out what they want and how to make it all happen, usually with the help of well honed “home processes”, like meticulous scheduling, online shopping and backup childcare. We understand your question, though. We’ve heard it dozens of times. In a global economy where job challenges are constantly escalating, it is easy to feel overwhelmed by conflicting demands. And technology complicates matters. With your Blackberry in hand, you can constantly be on call to everyone. But feeling swamped is really just a default mechanism; it’s what occurs when you don’t face into what “achieving work-life balance” really comes down to – making choices and living with their consequences.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative