In this world, there are two ways to show his ability – Go with competition and compete the competitor and second, Go with a different way and create the history.In business world, there are many eminent personalities. One of them is N. R. Narayana Murthy.

N.R. Murthy had left the Patni Computer System in 1981. He founded Infosys with six other software professional with an investment of Rs. 10000 and it was corporated as “Infosys Consultant Pvt. Ltd.” in Pune.

There were many ups and down but they never changed their methodology, ideology. They did work with the same philosophy as they adapted at the inception of Infosys- CLIFE.

C- Customer focus

L- Leadership by example

I- Integrity and Honesty

F- Fairness

E- Execution

Customer focus- A customer is the most important on our business. He is not an interruption in our business but the purpose of it. He is doing a favor by giving us an opportunity to do so. So, to survive for long time, we need to be “customer focus.”

Leadership by example- There is no doubt that Infosys is a boundryless organization. It means everyone is free to think of ideas and brainstorming. If a leader gives himself to his team and show them the way then team follow him anywhere.

Integrity and Honesty – In a good system of organization, three things must be there- Integrity, intelligence and energy. If you do not have the first , other two will kill you. In short, honesty sets the value of a person.

Fairness- to be fair in business is a challenge in India and it is also true that fairness makes an organization sustainable for long time.

Excellency in execution- still organizations are seeking for excellency in execution. But Infosys is the leader in putting a plan into action. Infosys was the first company to win Global MAKE (Most Admired Knowledge Enterprises) award for the year 2003.

Written by Shri Bhagwan of 11th Batch..He can be reached at shribhagwan11@taxila.in

Leading healthcare provider Fortis on Monday said it has decided to bring all its healthcare businesses under one firm.
The company also said that it will change its name to Fortis Healthcare Limited from Fortis Healthcare India.

“In a meeting held today, the board of directors of Fortis Healthcare India has approved the acquisition of Fortis Healthcare International, from RHC Financial Services (Mauritius) Ltd, a company owned by the promoters of Fortis Healthcare India,” the company said in a statement.

“The valuation will be advised by an independent agency to be appointed by a committee of independent directors,” it added.

Under the consolidation, the firm will form a large healthcare delivery network in the Asia-Pacific region.

The network will have over 74 hospitals with more than 12,000 beds, 580 primary care centres, 188 day-care speciality centres, 190 diagnostic centres and more than 23,000 employees, with a strength of over 4,000 doctors, making it among the largest integrated healthcare delivery networks in Asia-Pacific.

The combined entity will benefit from size and scale while leveraging its network across various countries with wider delivery capabilities, the company said.

The new structure of the combined entity will be aligned to manage the global business of Fortis Healthcare, including those in India.

Malvinder Mohan Singh will be the executive chairman of Fortis Healthcare while Aditya Vij will head the Indian operations as its India chief executive officer.

“With the region’s increasing urbanisation, ageing population and greater access to new medical technologies, the demand for more and better healthcare is rising sharply,” said Malvinder Mohan Singh, group chairman, Fortis Healthcare.

“Fortis looks to capture this opportunity. This integration provides us the model and the scale to harness the opportunity.”

Corporate governance plays an important role to maximize the shareholder value and ensure the fairness in any business .But there are many businesses which come to an end because of failure of corporate governance.
On the other hand, Family businesses have been setting a unique model that mixes the rules with flexibility. Whenever there is generation shift in the family business, chances are 60% not to survive in the same way in future. Today family businesses are setting a unique model in front of corporate governance to run the business. Emami group, Dalmias etc – they all have created a success story. Emami group, two generations from two families. It is because of mentors of both the families that business is running smoothly.
If Radhe Shyam Aggarwal, Chairman of Emami group, gives advice to the sons of his business partner, they accept it. Similarly R.S Goenka has anything to share to Aggarwal’s sons, they always take it.
They have made a constitution but it is not like a legal document. Aggarwal says, “If we try to give it legal shape people will show it to the lawyers. If one family is not agreeing at any idea then it is not taken into account. That is why they do not have hotel venture because one family is in the favor of vegetarian and other is in non-vegetarian.
The effective tool in family business is mentorship which includes coaching, goal setting and sharing experiences. They use experience as a learning tool through examples.

Written by Shri Bhagwan student of 11th Batch.
He can be reached at shribhagwan11@taxila.in for feedback.

CHILD LABOUR – AN UNSOLVED ISSUE

What is more tragic above that children have been sold by their parents due to poverty and he is not receiving any salary because already paid by company to their parents .

“The boy said he had been working for four months without pay and would not allowed to leave the job until the fee his family had received was repaid .”

Child labour is done by any working child who is under the age specified by law

When a child should be an a school , he is exposed in most danger form of work . Although chid labour age defined by some counties is 14 age because of their socio-economy circumstances but only for light work but no one knows that later same work translates into child labour if a child is thrown into same work for full time to earn money and sustain his growth .

Child labour is linked to economy directly . Today a company needs quality and greater productivity to sustain or survive in the business . Although automation is taking place . But we can never forget the man power . Business world is full of ups and downs due to man power . Now industries are looking more skilled and professionals to survive in the business . Child labour is involved in all the sectors of economy specially in . Child labour has declined in developed countries due to server factors such as sophiscation of technology in work place and because of it demand of low skilled workers decreased .

Although the constitution of India guarantees free and compulsory education to children and prohibits employment of children in any hazardous environments . And government is running different programmes

To overcome this problems but due mediators  and any third party benefit is not reaching to them . So young generation should come forward to save the future of children

Written by Shri Bhagwan of 11th Batch

What to learn during MBA

In the classroom, most programs provide flexibility once you complete a core curriculum that consists of general business disciplines (marketing, operations, organizational behavior, strategy, corporate finance, financial accounting, managerial accounting, economics, statistics). Once the core is under your belt—or sometimes in parallel with core courses—you can choose from a broad assortment of electives. Some programs have formalized majors or concentrations that you can put on a resume.
Some of the greatest learning opportunities come via other classmates. That is precisely why b-schools place so much emphasis on diversity in the classroom, because it really does have an impact on the learning environment.

Good professors bring out the depth of experience in the classroom while bad ones drone on about their ivory tower research that you’ll never use in the real world. Choose great professors when possible, and you will learn more. Outside of the classroom, there are plenty of learning opportunities from clubs to internships to special projects with local businesses and non-profits. Again, it comes down to how you want to spend your time. Being president of your class and running a large club means you probably won’t be valedictorian.

At the end of the day, you choose to go to b-school when you believe the improved career opportunities will make up for the cost of school and 2 years of lost income. Academic learning is one reason you are there, but it is not the only reason (and arguably not the most important reason). Figure out what you want out of the program, and then prioritize accordingly.

You will be learning constantly if you have the right mentality (you could learn more in 1 hour at a bar with the right classmates than in a bad class).

Finally, don’t neglect the relational aspects of business school. You have the opportunity to develop incredibly deep friendships in a short amount of time. Enjoy that experience, and remember that your friends will go on to do interesting things all over the world. That network is not to be taken lightly, and you’ll never develop it if you’re stuck in a book the whole time.

Business schools in India need to stop acting like glorified placement agencies, and start working towards creating entrepreneurs and innovators who can become agents of change.

A few days ago, I met a member of one of India’s top-rated faculties of finance. I asked how serious he thought the climate change threat was, and shouldn’t B-schools factor the environment into the curriculum, not just as a social responsibility issue but also one of sustainability. He said ‘no’. Without pause. This was the response of most faculty members I interacted with. Clearly our management teachers have not yet grasped the impact of climate change on businesses.

There are other sustainability issues, too, like the growing scarcity of resources, social inequity and breakdown in capitalism that B-schools should be taking up for research, and as an opportunity to promote entrepreneurship. If this is not happening, it’s because most of our B-schools are content with being glorified placement agencies, which are in no position to play a role in transforming society.

Our B-schools need to learn from institutes like Stanford University, which gifted Silicon Valley to the world. Here, B-schools are not a catalyst in developing industry around it. It has mostly been the other way around. In its initial years, IIM-Ahmedabad was supported by Gujarat’s textile and pharmaceutical industries. This is reflected in the cases developed by the institute. IIM-Calcutta suffered with the decline in industry in West Bengal. And IIM-Bangalore, which was initially associated mostly with the public sector, later gained from Bangalore’s industrialisation.

The challenge for any B-school that aspires to be the best is to attract good faculty, develop a conducive environment for growth and build a strong interface with industry. It should engage itself in the creation of knowledge and innovations in pedagogy. But there is no incentive for competent students to become teachers. Not only is the pay much lower than in industry, even the stipend for a doctoral programme is so low—Rs 12,500 per month in most government-aided institutes—that it deters students from enrolling as research scholars. For an IIM student who spends about Rs 15 lakh for the two-year programme, this stipend won’t even service the education loan.

The environment is also not conducive for faculty growth.  Sample the findings of our survey: 82 per cent of the B-schools surveyed did not provide independent cabins to every faculty member. In 88 per cent, no faculty member was sent to international conferences. In 68 per cent, faculty-development expenditure, which includes expenses incurred for attending conferences, travelling for research, purchase of books and journals, taking membership of societies and attending faculty development programmes, did not exceed Rs 10 lakh. In 91 per cent, the permanent faculty didn’t publish a single paper in any international journal in the last academic year.

Instead of cultivating their faculty, many B-schools hire visiting faculty, even with doubtful academic credentials. This makes better business sense for them as it helps generate a huge surplus. The present going rate for visiting faculty in most B-schools is Rs 400-1,000 per hour. A full course, consisting of 30 hours of teaching, costs the institute about Rs 20,000. On the other hand, a good, full-time teacher costs about Rs 1 lakh per month. In many private B-schools, graduates of management, commerce and economics also pass off as faculty. Thus, many among them don’t qualify as good management educators.

B-schools should also introspect on their revenue model. As of now, student fees, the easiest option, is their main source of revenue. A major flow of revenue can come through industry interface by way of management development programmes, sponsored research, consultancy, etcetera. This revenue model has a positive correlation with the quality of education delivered. But only about 5 per cent of B-schools have over 10 per cent of their revenue from consultancy and MDPs.

Yet another revenue model, largely unexplored in India, is incubating start-ups on campus. This is perhaps most relevant in the present economic scenario, where job creators are needed much more than job seekers. Some universities abroad, such as Stanford, have generated huge revenue by investing in start-ups. Stanford’s initial investment in Google translated into an equity stake of 1.8 million shares when it went public in 2004. It made $336 million by selling part of the stock in 2004-05. It also gets steady revenue from the patented technology of the search engine. To date, Stanford holds an equity stake in at least 80 companies, out of about 1,200 that started on campus, including Hewlett-Packard Co., Sun Microsystems Inc, Cisco Systems Inc, Yahoo Inc, EBay Inc, Logitech International SA and Dolby Laboratories Inc.  Every management institute should aim for at least 10 per cent of its graduating batch to start a venture. The number of successful start-ups should be an important performance indicator, besides a source of revenue.

Unfortunately, the prime concern of most of our B-schools is attracting students by opening branches in different parts of the country and even abroad, though they don’t have adequate faculty or infrastructure.  In the process, they indulge in unethical practices, even giving invalid degrees.

At present, B-schools spend huge resources in placing students. But they should also be proactive in influencing that environment. The present economic crisis is not only about the failure of some financial institutions, it is also symptomatic of the capitalist system’s breakdown. It has failed to keep up with the needs and aspirations of our growing population. It invested more in fuelling consumption than in the creation and application of knowledge in critical areas like food, fuel and environment. Most of the research in the financial sector, too, has facilitated consumption on borrowed money. Even the poor are treated more as a market for different products, including debt, than as potential wealth creators. This is precisely the area where research should focus on—to increase the productivity of the poor, especially in rural areas. This will create opportunities for social entrepreneurs and also contribute in reducing social inequity.

The commitment B-schools showed this year in placing students is commendable. But they need to look beyond placements and become agents of change.

HOW TO RECRUIT THE RIGHT PERSON FOR THE JOB?
Put about 100 bricks in some
Particular order in a closed
Room with an
Open window..

Then send 2 or 3 candidates in
The room and close the door.

Leave them alone and come back
After 6 hours and then analyze
The situation.

If they are counting the
Bricks.
Put them in the accounts
Department.
If they are recounting them..
Put them in auditing .

If they have messed up the
Whole place with the bricks.
Put them in engineering.

If they are arranging the
Bricks in some strange order.
Put them in planning.
If they are throwing the
Bricks at each other.
Put them in operations ..

If they are sleeping.
Put them in security.
If they have broken the bricks
Into pieces.
Put them in information
Technology.
If they are sitting idle.
Put them in human resources.
If they say they have tried
Different combinations, yet
Not a brick has
Been moved. Put them in sales.

If they have already left for
The day.
Put them in marketing.
If they are staring out of the
Window.
Put them on strategic
Planning.
And then last but not least.
If they are talking to each
Other and not a single brick
Has been
Moved.
Congratulate them and put them
In top management.

Compiled from the article by Mr. Naveen Sharma: Taxila Alumni