AND THE ELEPHANT DID DANCE... IIPM

IIPM PUBLICATION
Strategically, it was not much more than the dancing elephant (read IBM) going for a business portfolio rationalization in order to be leaner and dance better. Symbolically though, IBM’s selling off its PC division to Lenovo for $1.75 billion in 2004, shook the very contours of corporate America. It signified the crumbling of another American bastion, and ensured that things would not be the same again.

But clearly, Big Blue had more to think about beyond an image issue! While it had successfully changed the industry standard from extremely bulky, high end machines to small, powerful personal computers when it invented the PC, it had failed to visualize the impending future. PCs very quickly became commodities with little diff erentiation other than price; and that’s where competitors like Dell literally stole the thunder with aggressive pricing and logistics. The most testing time was in the early 1990s, when IBM was at the brink of bankruptcy; and breaking it up seemed to be the best option. It was former CEO Louis V. Gerstner’s radical restructuring with layoff s and ridding the company of its product centric thinking that rescued the company from insolvency. From losses of $7.98 billion in 1993, IBM posted a net income of $7.93 billion in 2005. IBM has now focused on high end server systems and financing (28% of pre-tax income), soft ware (37%) and services (35%) and also consulting services with a vengeance. In India, in particular IBM’s business excluding PCs grew by 59%, and IBM is ramping up its headcount in a big way. Consulting is IBM’s bet for the future. Finally, the elephant is playing the value game and dancing to its strengths, rather than its weaknesses.

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Source :- IIPM Editorial, 2006

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SUBIR RAHA, the royal bengal tiger : IIPM

IIPM Press Release

Aorkaholic, spending 18 hours a day on job, one of the shrewdest negotiators of the trade, downstream man as per his critics, determined and brusque at times, affable according to his friends. Fond of Earl Gray tea, Rabindra Sangeet, Hindustani classical music and mutton cooked with spring onions. A rare combination of colourful and fierce, he is Subir Raha, the Chairman and Managing Director of Oil and Natural Gas Corporation (ONGC). He is that rare leader, who makes colourful headlines in spite of heading a PSU. After a degree in electronics engineering and telecommunication from Jadavpur University, he joined the oil PSU in 1969; and ended up working with the oil sector for 31 years in various capacities.

My motto: never take things for granted & verify everything on your own

Raha was adjudged as the second most influential oil man in the country, by Upstream, one of the leading policy advocacy journals. His claim to fame could most definitely be attributed to Raha’s seat of the pants responses to government diktats on oil pricing and other related policy measures. Despite being at the giving end to the government, Raha continues to rule!....

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Source :- IIPM Editorial, 2006

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Knowledge of biometrics is not enough; security companies must invest in offering a wider portfolio

IIPM PUBLICATION

The next time when you are paying a bill at the local grocers, just show your finger. And it’ll work; you’d not get thrown out! Well, that’s IF you are paying through biometric systems that might be in place. Yes, there’s actually a system that scans and verifies one’s fingerprint and then automatically authenticates the requested debit/credit charge. But such applications are just the tip of the iceberg. Biometric technology actually dates back to the 14th century when the Chinese used hand and feet prints of their off spring to identify them. It’s a method that, just like the computer reads binary code, measures physical attributes. Even one’s passport carries biometric data. The hair, face, eyes are all visible on the card….

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Source :- IIPM Editorial, 2006

BEYOND CUSTOMER RESEARCH AND DEVELOPMENT

IIPM B-School

True customer-centric innovation includes two additional efforts: One of the most important first steps a company should take, even before embarking on customer research and development, is to measure customer profitability. Discern which customers are profitable and which aren’t, by fully allocating all invested capital and expenses to individual customers. Do this analysis regularly, and make customer return on invested capital a central metric for business performance. This helps firms get a solid idea of who their customers are and where and why they make a profit or don’t….

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Source :- IIPM Editorial, 2006

IIPM B & E (Wrestling with the unforgiving cycle of terrorism...)

In Olympic Village – Munich, 1972, a terrorist act of the most heinous nature took place. Filled with hatred towards Jews, Palestinian terrorists raided the athletes’ abode-in-transit, killing two Israeli athletes and took nine hostages. Worse still, in a failed rescue attempt, the other nine also lost their lives, leaving a bitter tang among the Israelis and eventually tapering into events that followed; what Steven Spielberg deals with in one of his best films till date, Munich….

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Source :- IIPM Editorial, 2006

IIPM R&P (You could say that India’s technological backwardness is saving her for now)

On the whole, mobile virus attacks have a potential to eat into profits of handset makers. Companies in general are risking data leakage through critical information stored on their employees’ cellphones. And individual customers either see a spike in bills, or their handsets rendered completely useless by attacks. “What will probably stimulate the mobile malware threat is an opportunity for commercial fraud,” says Tod.

In India, since the upgradation to high level phone technologies compared with developed nations like Europe and USA is still not there, the scenario is different. You could say that India’s technological backwardness is saving her for now. But, with investments in better communication technologies taken more seriously today, the domestic anti-virus industry needs to pull up its socks for a new round of hacker vs. user battle.…

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Source :- IIPM Editorial, 2006

AMD‘s better cost performance

IIPM Business & Economy

Another factor, which might trip the scales in AMD’s favour and improve profit margins, is its state-of-the-art 65nm manufacturing process, expected to begin in the second half of 2006. AMD might be giving its archrival a run for its money, but it will be foolhardy to underestimate Intel. Intel is practically slashing prices to compete with AMD‘s better cost performance. Last year, AMD used the 21st century equivalent heaver: a lawsuit blaming Intel for its anti-competitive practices, and has alleged that Intel has monopolized the market.

Maybe it is AMD’s ploy to keep Intel embroiled in legal matters so it concentrates less on its innovation and market strategy. While AMD’s strategy is making its prospects look brighter, Intel (despite its less competitive architecture) is smart enough and coming out with its less power consuming redesigned chips to run at higher speed. Let’s see what tomorrow brings!....

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Source :- IIPM Editorial, 2006