Who’s to blame? UNO or the Martians? Take a pick!

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In this context, the French are understandably worried about the fate of their soldiers – the soldiers charged with supporting the Lebanese government in their efforts to establish control over the Hezbollah-controlled south. The terrible French peacekeeping experience in Bosnia during early 1990’s (in which France lost 84 soldiers serving in a humanitarian capacity under restrictive ROEs), truly justifies that their fears do not arise out of context. But ROEs are only symptoms of a much more deeper problem. The real issue is a yawning gap between paper and practice. In the heat of an international crisis, the UN Security Council passes resolutions to great public fanfare, establishing an official UN mandate. But then the UN Secretary General is left , resolution in hand, to ask UN member states for the actual, tangible resources necessary to implement the needful. In the overwhelming majority of cases, those resources fall far short of what is required to successfully intervene in a crisis – a primary reason why the UNO was established!

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Youthhood!

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The case of a juvenile delinquent being totally different from the adult criminals, the difference exists in the process, philosophy and methods of treatment. Requiring counselling, care and rehabilitation, the Juvenile Justice System or its procreator, the civil society and the government has failed to nurture the most vulnerable section of Indian population. While poverty, family problems at home, impact of mass media can be reasoned to be the causes, the reformatory or the Borstal Schools have failed to be inspiring. It has been reported that these socalled correctional centers do not even have the basic amenities to meet the standards laid down by the Central Social Welfare Board.

The solution then has to be structured, directed and holistic. And the responsibility for corrections has to be shared both by the government as also by the civil-society.

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“Gandhiji insisted on following Sabarmati’s routine... everyone had to spin the charkha too”

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Lord Irwin to repeal the oppressive law. His appeals were offered a deaf ear though, and thus it transpired on the 12th of March 1930 that 78 male satyagrahis accompanied Bapu from Sabarmati Ashram to Dandi, Gujarat, in an exodus aimed at walking roughshod over the aspirations of a ravenous regime, albeit peacefully. “It’s the classic good vs evil battle, we all love to watch!” beamed Bhavik as we set off on the historic trail.

This was no mean trek (in fact, the route declared now a national heritage), for the road ahead from Sabarmati meant undertaking a trip spanning all of 26 days and necessitating 250 miles to be traversed in order to tread upon the soil of Dandi, a little town where the waters of the Arabian Sea lapped at its heels. The Mahatma made best use of sporadic breaks by making his personal secretary Mahadev Desai rush to the telegraph office with myriad messages to be dispatched. A smile crinkles the corners of my face as I imagined Bapu revelling in the internet age and composing messages to be sent via e-mail or posted on message boards. The mere mental image of this larger-thanlife Lilliputian surfing the tidal wave of the internet brightened my day for some unfathomable reason.

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An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

With innumerable awards under their belt, a rank of even #4 sounds too less

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The quarter ending June 2006 has given to GAIL a tremendous yoy growth of 34% in its earnings. This comes on the back of a substantial increase in its turnover, which amounted to Rs.4,078 crore in the same period (as against Rs.3,288 crore in the same quarter last year). Proshonto Bannerjee, Chairman and MD, GAIL, advanced the argument, “Today, the energy sector in India is booming and natural gas is living up to its epithet of being the ‘fuel of the future’. This lays more emphasis on our efforts to effectively harness the immense potential of this valuable fuel. In this context, we are spurred by a strategy to expand our business profile by developing into an integrated company across the natural gas value chain and making our presence felt across the gamut, from exploration and production to gas transportation and processing.”

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Nasscom predicts shortage of 300,000 skillled personnel at the middle level in the field of IT by the end of the current fiscal year

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As recent as in the previous quarter, IBM announced its decision to invest $6 billion in India to integrate service solutions and bring down operation costs. This after having already invested more than $2 billion over the last three years. From a workforce of 9,000 in 2004, IBM has now grown up to 43,000 (while shedding around 14,500 jobs in Europe) – India now is its largest outsourcing hub. These initiatives come after all the major companies like Microsoft , Intel and Cisco have already individually announced India investment plans in excess of $1 billion. On the flip side, getting the desired manpower still remains a herculean task for this sector. Even though India produces 500,000 engineers per year as compared to 75,000 produced by America, Nasscom predicts a tremendously debilitating shortage of 300,000 skilled personnel at the middle level in the IT sector by the end of the current fiscal year. And with the likes of Infosys (58,000 employees worldwide) and TCS (who’ve already crossed a headcount of 60,000) competing with international giants for recruiting quality manpower, the cliched worry, that India will never be able to significantly move up the IT & ITeS value chain, is coming out to be true, faster than expected. This clearly proves that urgent intervention measures are required at both the policy level (from the government) and at a public-private partnership level (with the likes of NIIT, Mindmine contributing middle and lower level skilled staff ).

All said and done, the promising scenario in the Indian IT sector, at least with respect to revenues and profits, holds good not just for the biggies, but also for the mid-cap companies. As Nandan Nilekani commented to B&E, even though “India stands at the cusp of history,” only if policies are pro-actively modified to support the tremendous growth potential, will India be able to exploit the advantages!

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FARAH KHAN Vs PRAHLAD KAKKAR!

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Farah Khan makes the Getz TVC (Television Commercial). Rohan Sippy does Pantaloon. Ashu Gowarikar directs Coke. Farhan Akhtar – and maybe some others – do their number… what’s going on ? Why is Bollywood trespassing into TVC-land, where the blue-print, dynamics and parameters are totally different? What motivates this blitz? Most importantly, can they ever hope to bring to the table the same talent, discipline, knowledge, insight, focus and overall (informed) professionalism that the task demands?

“I think its possible, largely because the lines between the feature and TVC are blurring.” That’s the Dada of the genre, Shyam Benegal talking, a person who was around when it all started in the sixties. The maker of endless commercials on Lux and Dalda (when he was employed as a Film Executive at Lintas), believes that this relationship with Bollywood began because of the easy access and comfort levels that directors (like BR Chopra) had with stars – something that the client, agency or independent could never hope to establish.

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Hamara Bajaj ; The resurgent hero!

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Rajiv Bajaj emblematizes the next generation of leadership and has given a new dimension to the timeworn corporate animosity that once prospered between Rahul Bajaj and Brijmohan Lal Munjal. Although Hero Honda is still the leader in two-wheeler sales, it is almost impossible to ignore the growth that has been exhibited by Bajaj Auto.

And to lead this turnaround, Rajiv Bajaj – after having dramatically exited the geared scooter segment – has followed a well thought and well executed two pronged attack strategy. On one hand, he has decided to play on the price factor; and on the other, he has challenged Hero Honda even on the technology front with a critically superior twin spark (DTSi-Digital Twin Spark Ignition) technology – a technology which ensures radically better fuel efficiency. Urmil Negandhi, Auto Analyst, Parag Parikh Financial Advisory Services Ltd, furthers, “The main advantage of Bajaj is that over the years they have (themselves) mastered this technology and are not dependent on some other partner,” thus helping them save oodles of cash (that might have been paid as royalty).

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Ugh... Even the best case for reservations fails ...

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Oh, when the colour of your skin defines the colour of your character...

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The fairness cream market is humongous in India – about Rs.1,000 crores plus – and HLL, with its Fair & Lovely brand, is the market leader. While the “Raymond’s Man” is the “Complete Man,” a woman is not of any worth till she is fair. How fair is that? Shouldn’t she too be judged on the basis of her inner talent and capabilities than just on her skin colour. The ads should stop showing that dark skin is bad and unsuccessful. Fair is not necessarily lovely. We must give all skin colours a fair chance. Hey mothers, stop asking your little girls not to play in the sun, lest they should become dark. Hey, advertisers, wake up to the fact that beauty is not skin deep.

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Fair game?
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