IN INDIA MAXIMUM NUMBER OF HUMAN TRAFFICING LIKE (CHILD & WOMAN) DONE IN THESE FOLLWING STATES
Andhra Pradesh
Bihar
Delhi
Goa
Karnataka
Maharashtra
Meghalaya & Assam
Rajasthan
Tamil Nadu &
Pondicherry
Uttar Pradesh
West Bengal
Friday, October 30, 2009
Tuesday, October 27, 2009
FACTS
IN DELHI EVERY DAY 2.5 L LITRE PETROL AND DISEL WASTE,DUE TO TRAFFIC JAMS AND ON RED LIGHT.MAXIMUM WASTE BY TWO WHELLERS AND IN SECOND BY CARS
Sunday, October 25, 2009
INDIA
Every year 1.4 lakh pepole Die in road accident,
And
In
Australia only 100 are maximum
now u can emagin indian road condition and traffic rules which are not obey by the peoples
And
In
Australia only 100 are maximum
now u can emagin indian road condition and traffic rules which are not obey by the peoples
Friday, October 23, 2009
The World’s Top Thinkers of 2009
F
ew management thinkers have the ability to come up with one winning idea after another. C.K. Prahalad is a rare exception. He has the remarkable ability to be ahead of the times. Look at any of his key ideas — be it core competence, co-creation or the bottom of the pyramid — Prahalad’s influence on the study and practise of management has been immense.
It is no wonder then that for the second time in a row, the Indian-born management guru has earned the distinction of being the most influential management thinker alive according to the Thinkers 50, a biennial ranking of the top 50 business and management thought leaders in the world, brought out by the UK-based Suntop Media. Prahalad first topped the Thinkers 50 in 2007, unseating the formidable strategy don Michael Porter. Malcolm Gladwell, the author of Tipping Point, Blink and the more recent Outliers, came in at No. 2, while Nobel Prize winning economist Paul Krugman came in at No. 3.
Ratan Tata, surprise entrant in The Thinkers 50 ranking at No. 12
The 68-year-old Prahalad is on an exciting new journey these days. Having been an avid researcher for almost four decades now, Prahalad is looking for new knowledge at the intersection of various themes he has dealt with. “My research [these days] is focussed on innovation opportunities that lie at the intersection of inclusive growth [i.e. the bottom of the pyramid], sustainability, connectivity [a theme explored in the books The Future of Competition and The New Age of Innovation] and globalisation [again, a theme explored in The Multinational Mission]. This intersection will provide opportunities for new governance systems, and an ability to manage volatility,” says Prahalad. He believes that emerging countries like India can take a leadership role here if we focus on this new frontier.
Prahalad’s ascendance to the top of the list signals the growing influence of Indian management thinkers, a trend that first showed up in the 2007 ranking when four Indians — Prahalad, CEO coach Ram Charan, Tuck School of Business’ Vijay Govindarajan and Harvard Business School’s Rakesh Khurana — made it to the top 50.
This year, Indians have more to cheer about with a total of six Indians on the list. Apart from the original four, the two notable additions this year are senior leaders from India Inc.: Ratan Tata, CEO of Tata Industries, who makes his debut at No. 12, and Infosys co-founder Kris Gopalakrishnan, who comes in at No. 15. From the original lot, Ram Charan has moved up several slots from No. 22 to No. 13 while Govindarajan came down to No. 24 from 23 last year and upcoming leadership expert Rakesh Khurana moved up one slot to No 44.
The Indian brigade is making waves globally. For two years, Govindarajan handled the role of Chief Innovation Consultant at GE, a prestigious assignment for an academic. Says Govindarajan, “The GE assignment will shape my research agenda going forward. I want to push the thinking on the concept of reverse innovation — developing products in countries like China and India and marketing them globally.” His next book on reverse innovation will be out in 2010.
Khurana, on the other hand, after having explored the disastrous consequences of hiring “superstar CEOs” (the research that catapulted him to superstardom himself), is now focussing on the reform of MBA education, an area that is dominated by stalwarts like McGill University’s Henry Mintzberg and Stanford’s Jeffrey Pfeffer. His latest book, From Higher Aims to Hired Hands, explores the lacuna in management education. “My second area of focus is in the area of large institutional change, with a focus on leadership, globalisation, and addressing society’s most pressing global problems through the construction and reform of a new type of institutional leadership,” says Khurana.
Another Indian — London Business School’s Nirmalya Kumar — features in the list of ‘Thinkers shaping the future’, a bunch of people who aren’t on the ranking yet but have great potential going forward.
Apart from the growing influence of Indian thought leaders, this year’s Thinkers 50 shows some other interesting trends. This year’s ranking has 14 notable new entrants like Grameen Bank founder Muhammad Yunus (an impressive No. 6), Google’s Eric Schmidt, Nobel Prize winning economist Joseph Stiglitz, Rotman School of Management’s Roger Martin, Wired’s Chris Anderson, Black Swan author Nassim Nicholas Taleb, economic historian Niall Ferguson and Wikipedia co-founder Jimmy Wales.
The economic turbulence has had a bearing on the ranking, bringing to the forefront people such as Krugman and Stiglitz whose ideas now have even more takers. Also, as the ranking points out, “caring capitalists are the new heroes”, be it Prahalad’s idea of the Bottom of the Pyramid, Bill Gates’ concept of creative capitalism which borrows from Prahalad’s ideas to some extent, or Muhammad Yunus and the micro-credit revolution in Bangladesh which has spawned several new innovations.
Interestingly, 26 percent of the top 50 have entered the ranking for the first time. While people like Tom Peters, Jim Collins, Henry Mintzberg, Warren Bennis, Charles Handy and John Kotter still figure in the ranking, the newcomers are a welcome change. The world of management research could do with a fresh infusion of new ideas.
ew management thinkers have the ability to come up with one winning idea after another. C.K. Prahalad is a rare exception. He has the remarkable ability to be ahead of the times. Look at any of his key ideas — be it core competence, co-creation or the bottom of the pyramid — Prahalad’s influence on the study and practise of management has been immense.
It is no wonder then that for the second time in a row, the Indian-born management guru has earned the distinction of being the most influential management thinker alive according to the Thinkers 50, a biennial ranking of the top 50 business and management thought leaders in the world, brought out by the UK-based Suntop Media. Prahalad first topped the Thinkers 50 in 2007, unseating the formidable strategy don Michael Porter. Malcolm Gladwell, the author of Tipping Point, Blink and the more recent Outliers, came in at No. 2, while Nobel Prize winning economist Paul Krugman came in at No. 3.
Ratan Tata, surprise entrant in The Thinkers 50 ranking at No. 12
The 68-year-old Prahalad is on an exciting new journey these days. Having been an avid researcher for almost four decades now, Prahalad is looking for new knowledge at the intersection of various themes he has dealt with. “My research [these days] is focussed on innovation opportunities that lie at the intersection of inclusive growth [i.e. the bottom of the pyramid], sustainability, connectivity [a theme explored in the books The Future of Competition and The New Age of Innovation] and globalisation [again, a theme explored in The Multinational Mission]. This intersection will provide opportunities for new governance systems, and an ability to manage volatility,” says Prahalad. He believes that emerging countries like India can take a leadership role here if we focus on this new frontier.
Prahalad’s ascendance to the top of the list signals the growing influence of Indian management thinkers, a trend that first showed up in the 2007 ranking when four Indians — Prahalad, CEO coach Ram Charan, Tuck School of Business’ Vijay Govindarajan and Harvard Business School’s Rakesh Khurana — made it to the top 50.
This year, Indians have more to cheer about with a total of six Indians on the list. Apart from the original four, the two notable additions this year are senior leaders from India Inc.: Ratan Tata, CEO of Tata Industries, who makes his debut at No. 12, and Infosys co-founder Kris Gopalakrishnan, who comes in at No. 15. From the original lot, Ram Charan has moved up several slots from No. 22 to No. 13 while Govindarajan came down to No. 24 from 23 last year and upcoming leadership expert Rakesh Khurana moved up one slot to No 44.
The Indian brigade is making waves globally. For two years, Govindarajan handled the role of Chief Innovation Consultant at GE, a prestigious assignment for an academic. Says Govindarajan, “The GE assignment will shape my research agenda going forward. I want to push the thinking on the concept of reverse innovation — developing products in countries like China and India and marketing them globally.” His next book on reverse innovation will be out in 2010.
Khurana, on the other hand, after having explored the disastrous consequences of hiring “superstar CEOs” (the research that catapulted him to superstardom himself), is now focussing on the reform of MBA education, an area that is dominated by stalwarts like McGill University’s Henry Mintzberg and Stanford’s Jeffrey Pfeffer. His latest book, From Higher Aims to Hired Hands, explores the lacuna in management education. “My second area of focus is in the area of large institutional change, with a focus on leadership, globalisation, and addressing society’s most pressing global problems through the construction and reform of a new type of institutional leadership,” says Khurana.
Another Indian — London Business School’s Nirmalya Kumar — features in the list of ‘Thinkers shaping the future’, a bunch of people who aren’t on the ranking yet but have great potential going forward.
Apart from the growing influence of Indian thought leaders, this year’s Thinkers 50 shows some other interesting trends. This year’s ranking has 14 notable new entrants like Grameen Bank founder Muhammad Yunus (an impressive No. 6), Google’s Eric Schmidt, Nobel Prize winning economist Joseph Stiglitz, Rotman School of Management’s Roger Martin, Wired’s Chris Anderson, Black Swan author Nassim Nicholas Taleb, economic historian Niall Ferguson and Wikipedia co-founder Jimmy Wales.
The economic turbulence has had a bearing on the ranking, bringing to the forefront people such as Krugman and Stiglitz whose ideas now have even more takers. Also, as the ranking points out, “caring capitalists are the new heroes”, be it Prahalad’s idea of the Bottom of the Pyramid, Bill Gates’ concept of creative capitalism which borrows from Prahalad’s ideas to some extent, or Muhammad Yunus and the micro-credit revolution in Bangladesh which has spawned several new innovations.
Interestingly, 26 percent of the top 50 have entered the ranking for the first time. While people like Tom Peters, Jim Collins, Henry Mintzberg, Warren Bennis, Charles Handy and John Kotter still figure in the ranking, the newcomers are a welcome change. The world of management research could do with a fresh infusion of new ideas.
ICICI Venture Wants More Bank for its Buck
Under its new chief Vishakha Mulye, ICICI Venture is learning to strike a difficult balance between building an entrepreneurial culture and also tapping ICICI Bank’s vast network of relationships. The fate of the country’s biggest private equity firm could well depend on it
I
t has been six months since Vishakha Mulye took over as the CEO and managing director at one of India’s largest private equity fund, ICICI Venture. Things have kept her occupied. She is in the middle of raising a new fund. This is a Rs. 2,500-crore fund with an option to add another Rs. 1,500 crore if investor interest is strong. Then she has the task of rebuilding the team that was left weakened by the exit of senior executives like Renuka Ramnath, Shailesh Pathak and Shweta Jalan three months ago; and Bala Deshpande and Aluri Srinivasa last year.
Then there is the minor task of refining the investment strategy of the fund as well. But that’s one thing Mulye will find the easiest to tackle. “We will continue doing buyouts but we will also add growth investments. We think infrastructure will be big and then there will be opportunities when corporates hive off non-core assets,” says Mulye.
Image: Dinesh Krishnan
Vishakha Mulye, CEO and MD, ICICI Venture
But her most challenging task will be to recover the satellite of ICICI Venture that was trying to gather escape velocity and dock it firmly with the mother-ship of ICICI Bank.
No, ICICI Venture wasn’t trying to break away — not a chance. It is just that when ICICI Venture made a transition — sometime in 2004 — from being a venture capital firm to a large private equity investor, perceptions changed. Investors in the fund thought they were now dealing with a local heavyweight a la Blackstone. Perhaps, so did the team members. In the last five years, ICICI Venture has done the most number of buyout deals. This is to private equity what the Tour De France is to cycling: A test of skill, endurance and psychological strength to last the distance. Only the biggest and toughest attempt it because the risk of failure is high.
Renuka Ramnath, whom Mulye succeeded, knew that to get a seat at the buyout table she had to have a purse fatter than what parent ICICI Bank could afford. To get that increase in fund size, ICICI Venture raised a large amount of money from third-party institutional investors. Ramnath was seen as someone who had taken a firm that managed all of $225 million in 1998 to the $1.8-billion mark in 2008, did the toughest deals and most importantly was making money on those deals. So if it walked like Blackstone and roared like KKR, it had to be fed like those beasts, in terms of compensation. That’s when the gap between the perception and reality opened.
Investors in ICICI’s funds and employees thought the team deserved more of the profits the team was making. In private equity business, investors pay 2 percent in asset management fee and 20 percent of the profits to the team that manages money (known in industry parlance as carry). This is a steep charge but it is paid because most of the investment is in illiquid, unlisted companies which would be hard for an insurance company or a public sector bank to invest in directly. This 20 percent profit then gets divided differently if the private equity firm is an extension of a bank, is a standalone fund or belongs to an insurer. Theoretically, how the 20 percent is divided should be of no concern to investors; they should take their 80 percent and be done with it. But then there is a thing called as “the alignment of economic interests”. And this is not the first time that ICICI Bank has had to deal with this. It goes back a decade, to 1999.
At that time A.J.V. Jayachander and Nitin Deshmukh used to be the key guys at the fund. Though fund sizes were really small, the largest was $52 million, all the four funds of that time made some great investments in companies such as Big Bazaar, Naukri, and Biocon which were then in its infancy. When these companies went public, ICICI Venture laughed all the way to the bank. Its funds had an internal rate of return (IRR) of more than 45 percent on the capital it had deployed. That was the good part.
The sad part was that ICICI Venture in those times had no system of carry (a share of the profits for the key team members in the fund).
I
t has been six months since Vishakha Mulye took over as the CEO and managing director at one of India’s largest private equity fund, ICICI Venture. Things have kept her occupied. She is in the middle of raising a new fund. This is a Rs. 2,500-crore fund with an option to add another Rs. 1,500 crore if investor interest is strong. Then she has the task of rebuilding the team that was left weakened by the exit of senior executives like Renuka Ramnath, Shailesh Pathak and Shweta Jalan three months ago; and Bala Deshpande and Aluri Srinivasa last year.
Then there is the minor task of refining the investment strategy of the fund as well. But that’s one thing Mulye will find the easiest to tackle. “We will continue doing buyouts but we will also add growth investments. We think infrastructure will be big and then there will be opportunities when corporates hive off non-core assets,” says Mulye.
Image: Dinesh Krishnan
Vishakha Mulye, CEO and MD, ICICI Venture
But her most challenging task will be to recover the satellite of ICICI Venture that was trying to gather escape velocity and dock it firmly with the mother-ship of ICICI Bank.
No, ICICI Venture wasn’t trying to break away — not a chance. It is just that when ICICI Venture made a transition — sometime in 2004 — from being a venture capital firm to a large private equity investor, perceptions changed. Investors in the fund thought they were now dealing with a local heavyweight a la Blackstone. Perhaps, so did the team members. In the last five years, ICICI Venture has done the most number of buyout deals. This is to private equity what the Tour De France is to cycling: A test of skill, endurance and psychological strength to last the distance. Only the biggest and toughest attempt it because the risk of failure is high.
Renuka Ramnath, whom Mulye succeeded, knew that to get a seat at the buyout table she had to have a purse fatter than what parent ICICI Bank could afford. To get that increase in fund size, ICICI Venture raised a large amount of money from third-party institutional investors. Ramnath was seen as someone who had taken a firm that managed all of $225 million in 1998 to the $1.8-billion mark in 2008, did the toughest deals and most importantly was making money on those deals. So if it walked like Blackstone and roared like KKR, it had to be fed like those beasts, in terms of compensation. That’s when the gap between the perception and reality opened.
Investors in ICICI’s funds and employees thought the team deserved more of the profits the team was making. In private equity business, investors pay 2 percent in asset management fee and 20 percent of the profits to the team that manages money (known in industry parlance as carry). This is a steep charge but it is paid because most of the investment is in illiquid, unlisted companies which would be hard for an insurance company or a public sector bank to invest in directly. This 20 percent profit then gets divided differently if the private equity firm is an extension of a bank, is a standalone fund or belongs to an insurer. Theoretically, how the 20 percent is divided should be of no concern to investors; they should take their 80 percent and be done with it. But then there is a thing called as “the alignment of economic interests”. And this is not the first time that ICICI Bank has had to deal with this. It goes back a decade, to 1999.
At that time A.J.V. Jayachander and Nitin Deshmukh used to be the key guys at the fund. Though fund sizes were really small, the largest was $52 million, all the four funds of that time made some great investments in companies such as Big Bazaar, Naukri, and Biocon which were then in its infancy. When these companies went public, ICICI Venture laughed all the way to the bank. Its funds had an internal rate of return (IRR) of more than 45 percent on the capital it had deployed. That was the good part.
The sad part was that ICICI Venture in those times had no system of carry (a share of the profits for the key team members in the fund).
At the Crossroads
Vikram Akula's SKS Microfinance was one of the first to show that private capital could be harnessed to nurture sustainable livelihoods in villages. Today, the company is on the verge of becoming the largest MFI in the world, overtaking Grameen Bank. It is looking at a big bang IPO in 2010. But as the company scales up, can Akula find the perfect balance between profit motive and social commitment?
Walmart’s Passage to India
Even though Walmart is a late entrant into India, it has prised open an opportunity that nobody really applied their minds to. Instead of catering to the large Indian middle class like all other retailers, it is attempting a pure wholesale format at its first Indian store in Amritsar. It will be a one stop shop from where small kirana shop owners, hotels and restaurants, and even the Indian Army will get their supplies. It has already signed on close to 70,000 members, and sales are said to be almost 70 percent more than what had been budgeted.
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