MSD: Captain Cool & perfect

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India has had a spate of excellent captains, starting with tiger pataudi, and now dhoni leads from the front, reports satish Chapparike

Nine Indian fielders surrounding an Australian batsman in a test match is not a common scene. After Zaheer Khan cleaned up Brett Lee in the second innings of Australia in the Mohali Test, it looked like a complete rout. Nine Indian fielders surrounded incomer Mitchell Johnson. An umbrella field to wrap up Australian innings! The man in command: MS Dhoni The Indian cricket team looked like Steve Waugh’s mighty Australians or Clive Lloyd's good old West Indian Titans. That too, facing the Mighty Aussies!

Sachin Tendulkar’s world record, Saurav Ganguly’s memorable century, Amit Mishra’s dream debut, Gautam Gambir’s block buster, Ishant Sharma-Zaheer Khan-Harbhajan Singh's perfect combination in bowling… in the end, in terms of runs the biggest cricketing victory for Indian team in history. The Mohali Test. This match produced a bundle of records. More than that, this victory showed us the new face of the Indian team. Though Indians looked a little pale in the Bangalore Test, they fired back in Mohali.

After the match, Australian captain Ricky Ponting himself admitted “India played more aggressively and got the upper hand from the first session of the first day. They looked like a entirely different outfit in this match, and we failed badly in all the departments. The Indian team truly deserves this fantastic victory." It was wholesome appreciation.

The way India played at Mohali surely shows that the evolutionary process in Indian cricket, in personal and as well as team level, has reached great heights. The stand-in Captain MS Dhoni lead from the front and gave some strong signals to everyone. He especially showed his real aggressive and compact character as a Captain. No doubt team Captain Anil Kumble’s dressing room guidance contributed to this also. But the way Dhoni carried himself in the Test gave a hint of the emergence complete captain in Indian cricket. As the ODI and T-20 team captain, he has already shown the world he is one of the best. In the real test of cricket, in Tests too he now looks like a perfect leader.

If we go back to history, India has produced some outstanding cricket captains, like Mansur Ali Khan Pataudi, Ajit Wadekar, Kapil Dev, Saurav Ganguly and Anil Kumble. We have seen, so to say, from ‘Tiger’ to ‘Royal Bengal Tiger’. In the early seventies when ‘Tiger’ Pataudi took over Indian captaincy he was barely 21 years old. But he led in India in 40 Test matches and was the most celebrated Indian captain of post Independence era. He was the man who brought out India from a sea of the defeat and made sure that the Indian cricket team can win a Test.

He brought self belief in Indian cricket. His successor Ajit Wadekar also pumped lot of self belief by winning test matches in England and West Indies. Then came the era of Kapil Dev, the greatest all rounder India has ever produced, and this man leading India in the 1983 World Cup victory electrified India and revolutionised Indian cricket. He was 'captain courageous'. Though as Test captain his records are not so impressive, he was a true champion and a natural player and a great leader. That made him stand apart as captain and he changed Cricket in India for ever. After Kapil, as a Test captain, Mohammed Azaruddin had a wonderful stint, but match fixing allegations took all his credits away. And yet, we cannot ignore his achievements.


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Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam Chaudhuri (Renowned Management Guru and Economist).


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Are you ready to get fired?

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Global economic turmoil is taking its toll across industries and economies. And this could have terrible consequences for employment even in India, notes Shashank Tripathi

American neoclassical economist Paul A. Samuelson was absolutely right when he famously said, “What we know about the global financial crisis is that we don't know very much.”What started at a very small scale in August last year in form of bad debts due to mortgage crisis in the world’s oldest democracy, The United States, has today transformed into a gigantic Chimera ready to decimate anything and everything coming its way. It’s after affect in form of credit crisis threatens to leave large parts of the entire world economically paralyzed. And its hard to find a country that has not come in the firing line, only the degree varies. In fact, economies like Iceland, Pakistan, Ukraine and Egypt are on the verge of bankruptcy.

The outright affect of this economic mayhem has been on the global industries and the people working there. Real estate, Information Technology, aviation, hospitality, to name a few; are facing the brunt of the slowdown. The losses have been so humongous that across the globe companies are mulling over every possible cost cutting measure left right and center to tide over these rough times.

A company exists for its stakeholders. And employees come quite prominently on that list in good times. But when the going gets tough, the tough get their people going! After all, there are the investors to answer to. Due to this basic corporate tenet, that's brimming with logic but scarce on Emotional Quotient (EQ), jobs are being slashed across sectors as companies desperately seek to rationalise their earlier excesses.

The best example to both describe and understand this logic is the recent alliance of the foe-truned-friend companies, Jet Airways and Kingfisher Airlines, who announce an informal alliance for code sharing on domestic and international routes, cross-selling of flight inventories and route rationalization. Though, this would save a lot of money for both the airlines, this would eventually result into huge lay offs. And the failed attempt by the jet Airways to throw out its almost 2000 people supports this fact. Actually these sort of alliances are cartels in disguise, wherein companies come together to form a monopoly. But this often results into internal restructuring and causing job losses. In such industries, job losses are a bigger scourge, as C. K. Santhakumar, Director, TRITIUM Consulting of Bangalore told TSI, “ The people who are thrown out of jobs (in sectors like hospitality) normally do not have skill-sets for being employed elsewhere. Hence recruitment agencies find it difficult to get them alternate job.” When it comes to internal restructuring, a Deutsche Bank report that was released in October this year concludes that internal restructuring has caused close to 73% of job cuts at European banks since 2002. So most certainly, employees are the ones in trouble.


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Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam Chaudhuri (Renowned Management Guru and Economist).


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Alexander to Aristotle

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King Philip of Macedon wanted Alexander to be everything which he never was. That is precisely why he hired Aristotle to train his heir apparent. All his life, Philip had to bear the jibes of Greeks and Athenians that he was just a pretentious barbarian. And he wanted Alexander to be a real Greek. The following letter was written by Alexander during his stay in Susa where he discusses every aspect of his expedition to his beloved teacher, including his take on the rumour that he considers himself the son of Zeus Ammon and real heir of Achilles.

To Aristotle of Stagirus, director of the school at Athens

Susa, 332 BC

My great and beloved teacher, dear Aristotle!

It is a very, very long time since I wrote to you; but as you know I have been over-occupied with military matters, and while we were marching through Hyrcania, Drangiana, and Gedrosia, conquering Bactria, and advancing beyond the Indus, I had neither the time nor the inclination to take up my pen. I remember that year ago I wrote you an absurd and enthusiastic letter on the tomb of Achilles; I was on the threshold of my Persian expedition, and I vowed then that my model for life should be the valiant son of Peleus. I dreamed only of heroism and greatness; I had already won my victory over Thrace, and I thought that I was advancing against Darius at the head of my Macedonians and Hellenes simply to cover myself with laurels worthy of my ancestors. You would have said, my dear Aristotle, that my principal political and strategic aim - namely, the final expulsion of Persia from Hellenic waters - was now completely achieved. But with the conquest of Asia Minor a new situation arose: our new shores might be threatened from the south - that is, from Phoenicia or Egypt; Persia might receive reinforcements or material from there for further wars against us. It was thus essential to occupy the Tyrian coasts and control Egypt; in this way we became masters of the entire littoral. But simultaneously a new danger arose: that Darius, relying on his rich Mesopotamia, might fling himself upon Syria and tear our Egyptian dominions from our base in Asia Minor. I therefore had to crush Darius at any cost; I succeeded in doing this at Gaugamela; as you know Babylon and Susa, Persepolis and Pasargadae, dropped into our lap.

I returned to Susa. I could be satisfied at having conquered such an empire for my Macedonians and Hellenes. But so as not to have to rely entirely on my exhausted people I took thirty thousand Persians into my army; they are good soldiers and I urgently need them for the defense of my Eastern frontiers. And do you know, my old soldiers are extremely annoyed about it.

Yes, my dear master, I have had myself proclaimed god; my good Eastern subjects kneel to me and bring me sacrifices. It is a political necessity if I am to have the requisite authority over these mountain shepherds and these camel drivers. How far away are the days when you taught me to use reason and logic! But reason itself bids me adapt my means to human unreason. If I ask you now as my wise friend and guide to prepare the way by philosophy and to justify my proclamation as god in such a way as to be acceptable to my Greeks and Macedonians, I do so as a responsible politician and statesman; I leave it to you to consider whether you wish to undertake this task as a reasonable and patriotic work and one which is politically necessary.

Greetings, my dear Aristotle,

From your Alexander


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Class Appeal

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Labelled a romantic comedy, the latter was definitely missing in Miss Pettigrew Lives for a Day. To be precise, in the span of 1 hour 35 minutes, there were exactly 4 scenes that elicited even a giggle. However, for a debutant director, Bharat Narulli does a good job in depicting the London of 1930s.

The movie is set in 1939 just before the commencement of World War II and revolves around a day in the life of penniless Guinevere Pettigrew (Frances McDormand) whose only concern is where she could get her next meal after she is fired from her fourth job. When the head of the employment agency also throws her out, she flees with the card of a potential employer and lands at the house of an aspiring American singer and actress, Delysia Lafosse’s (Amy Adams) not knowing that the job is of a social secretary and not a nanny. Pettigrew learns of the mayhem that is Delysia’s love life (who, involved with three men is caught between love and career) and decides to help her. Guinevere witnesses two sides of London, and goes from streets to the sophisticated social circuits, and sees how the rich and the famous remain unaffected by the harsh realities of the world.

The story is nothing but old wine in a new bottle, the dialogues are often mundane and at times the movie drifts from being a light-hearted comedy to being introspective and serious and ends up becoming something that will perhaps only find a niche audience. Amy Adams, like she did in ‘Enchanted’ lights up the screen with her fresh face and effervescence while Frances McDormand’s transition from being dowdy and unkempt nanny to a chic social secretary showcases her talent. However, wearing two hats of a distinctly light hearted comedy and a sensitive romantic tale, the movie ends up confused. Much like Miss Pettigrew herself!


Aakriti Bharadwaj


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


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Prophetic ‘Paul’ gets the best

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The academician and not the critic gets the Nobel

US Economist and noted columnist, Paul Krugman, credited with integrating disparate fields of international trade and economic geography, has been awarded the Alfred Nobel prize in Economics. Krugman, better known for his fierce criticism of US President George W Bush’s administration, is a professor of Economics and International affairs at Princeton University and a regular columnist with New York Times and The Sunday Indian (TSI). Invariably his columns highlight one single motif: the economic policies pursued by the US administration has sparked off the current financial crisis. Nevertheless, it is the academician and not the critic Krugman who has been awarded the Nobel prize.

The Royal Swedish Academy of Sciences, decided to award Krugman for his ground-breaking theory on international trade practices. Krugman propounded this theory in his paper published in 1979 in which he argued that consumers want diverse products and countries benefit from economies of scale. This allowed the lowering of prices and greater product diversity as compared to a situation where each country produces for its domestic market without international trade.

Krugman was among the first to predict the Asian financial crisis of 1997-98. A critic of fixed exchange rate system maintained by some countries, he predicted the fall of Long Term Capital Management even before it went under, because of its dependence on returns from fixed exchange rates. During his visit to India in 1997, Krugman advised that weak banks in India should be closed and not kept operating simply because they provide jobs.

A passionate Bush critic, he opposed the $700 billion bailout package arguing that it will only help increase the US deficit. It is a well argued fact that decreased collection of taxes, increased government expenditure and the war in Iraq are slowly taking US to the brink of disaster.

Krugman is amongst the few academician who dominate popular consciousness. A YouTube video featuring Krugman on “Meet the Press” has been till date viewed by more than 100,000 people. That makes Krugman globally Noble!


Ankur Chandra


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The Secret History of Kim Jong II

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Few people have the chance to watch a shy young man grow into a ruthless dictator – and live to talk about it. But, for one North Korean professor, Kim Jong Il is much more than the man holding his country hostage. He’s a former student. By Kim Hyun Sik

Ifirst met Kim Jong Il in October 1959. He was a senior at the elite Namsan Senior High School, and I was a 27-year-old professor of Russian at the Pyongyang University of Education. I also happened to have been chosen as a private tutor for the family of North Korean President Kim Il Sung. One day, the Great Leader remarked that he found his son’s Russian to be very poor and told me to go to his school and evaluate both Kim Jong Il’s proficiency and the quality of Russian education there. Handpicked by Joseph Stalin to rule over North Korea and a fluent Russian speaker himself, Kim Il Sung deemed study of the language essential to relations with the Soviet Union, North Korea’s biggest political, economic, and military patron. At the school, I attended every Russian class, made evaluations, and then summoned the 17-year-old Kim Jong Il into the principal’s office. The principal, one of the school’s Russian teachers, and I, in accordance with Kim Il Sung’s orders, jointly administered an oral Russian exam for Kim Jong Il.

Just a young student at the time, the examinee appeared to be extremely nervous sitting alone for an oral exam before the three of us – especially one arranged at his father’s behest. The shy boy with puffy, red cheeks responded meekly to each question I posed.

“Please open the book, Ri Su Bok, the North Korean Matrosov, and translate it,” I told Kim. He proceeded to read passages slowly from the book and translate them into Korean. His translations weren’t outstanding, but he managed to read and translate the text sans error. After a while I said, “Please summarise the contents of the book.” “You mean in Korean?” Kim asked. “No. Russian, of course,” I replied. Looking a bit flustered, he began in halting Russian, which seemed to lag behind his reading and translation.


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Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam Chaudhuri (Renowned Management Guru and Economist).


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‘Nestléd’ in Levers!

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Unilever’s strategy to hire an outsider is a step in the right direction

Behind 400 brands across 14 categories; behind employment to 180,000 people in more 150 countries and behind an entity worth $84 billion, there is just one name – Unilever, which could lay claim to the title of FFMCG (Frankenstein of Fast Moving Consumer Goods; er... ok, we made that up!). Founded in 1884 as Lever & Co., Unilever is one of the few global companies, which have stood the heat of three long centuries. What is even more remarkable is that all their CEO appointments have been insider stories.

Till now that is. Patrick Cescau, who held the mantle of Group CEO for the last four years, was expected to retire by the end of this year. Since March 2008, analysts were betting upon one of four internal candidates to be promoted at the helm of the organisation. And then came the real shocker. With the announcement of second quarter results came the news of it roping in Paul Polman, arch rival Nestlé’s Executive VP and Head of Zone, Americas as Group CEO. How easy will it be for this 52-year-old Dutchman to fit into Cescau’s shoes?

Polman, an alumni of University of Northumbria at Newcastle, UK, started his career with Proctor & Gamble (P&G) in 1979, where he spent a sterling 27 years of his life. He bid adieu to P&G in 2006 as Group President, P&G Europe. His next big move was at Nestlé as its CFO and within two years of his appointment at Nestlé, he was elevated to his current post. On the occasion of his appointment, Michael Treschow, Chairman of Unilever asserted, “Paul is a great talent with significant international experience and an excellent track record.”


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Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam Chaudhuri (Renowned Management Guru and Economist).


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The Hindu : Education Plus : Honour for IIPM
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