NITIN KULKARNI CHIEF OPERATING OFFICER, PERSISTENT SYSTEMS

With a prolific career spanning over 18 years, Mr. Nitin Kulkarni has worked with companies such as Infosys, Siemens Information Systems Ltd, and NELCO ( a TATA company). Knowledge of formulation and implementation of operational strategies in the areas of IT products and services is his forte. At Persistent Systems, he is responsible for running the entire delivery and HR operations for the company.

Q. What is the leadership’s take on HR as a partner?
A. The HR essentially needs to be involved very strongly in the business strategy. A clear understanding of the business strategy will ensure that HR gets the right talent on board. Strong focus should be on mentoring and training, having new programmes besides ensuring a healthy environment in the company to keep the employees motivated and retain them.

At Persistent Systems, the HR head is actively involved in business planning activity, budgeting activities, and is also a part of all business forums and the operation forums. Therefore, he is aware of the grass-roots level and can respond to the business requirements.

Q. Do you think HR needs to make itself more visible to the top management?
A. When I look back at the past three or four years, the role of HR has become more strategic. In most IT companies the HR Head is a part of the executive council. So, I do not think visibility is a big problem for HR. As far as being a part of strategic business is concerned, it is more about the CEO involvement. Today, HR has gained sufficient visibility to be part of the top management and is involved in business decisions as a strategic partner.

Q. Talking specifically of the IT sector, what is the CEOs’ common perception of HR?
A. We see HR as our business partner, and essentially, a very strong enabling function for all our business strategies. HR in the organisation really needs to work on talent acquisition with utmost efficiency and foster their growth and create the employer brand.

As we talk more and more about beings partners in the company’s success, CEOs also need to focus on employee engagement and work closely with the HR. They should adopt the best practices that HR suggests and help it work in an organised manner. I believe, the CEO-HR relationship should be a very strong bond. Click here to read full interview...

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Zipdial

Continued..But given that there are various other telecom or internet based information providers or engagement platforms - the Indiatimes 58888service being one of the most prominent ones - what makes Zipdial unique and saleable to clients? Clarifies Valerie, “For us being toll free and being a dialing service sets us apart and makes us frictionless and disruptive! Otherwise, consumers in India generally end up paying anywhere between INR 3 to INR 10 as premium SMS charges for seeking information. Also, SMSing is much lesser of a priority than simple dialing, in India.”

However, another important differentiator according to her is that, as a service they are more about creating a pull for the customer rather than pushing information into them. “You only get information only when you ask for it. There is no breach of privacy or pesky SMSes. This is a boon keeping in mind the recent TRAI regulations that prohibit SMS pushing,” she explains.
>br> The start-up is Bengaluru based, with a small team of around 14 people and offices in cities like Delhi and Mumbai. Ensuring global delivery to clients, Zipdial relies on cloud computing, while the IVRs are local to each region. Though the company and the concept is unique to India, they have done campaigns in the Carribean and very soon plan to get into Southeast Asia.
>br> And when it comes to hunting for talent, Valerie feels that anybody can learn technology, but what they look for is that, whether the person has belief in the business and finds any value in it.
>br> Having to hop across various cities in the subcontinent quite frequently for work, Valerie is quick to point out that her work is her life! She says, “The first thing I do in the morning is check my mail and that’s the last thing I do at night, too.” However, a gush of excitement overrides her as she shares her marriage plans in June this year and that the newly-weds plan to settle down in Bengaluru itself, as we reach the end of the conversation. Click here to read more...

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Prof. Shlomo Ben-Hur (Professor of Leadership, OB and Corporate Learning, IMD) advises how to Create an Environment where Employees Speaking out can lead to better decisions

This assessment is not a reflection on individual ability or motivation, but is because of natural group dynamics. Put your best people in a cohesive group and chances are that sooner orlater, group dynamics will get the better of them.

These are not faults that arise when someone does something wrong, but are instead natural occurrences that require extra steps to avoid.

Traditional learning mechanisms are insufficient in addressing the pervasive and deep-rooted challenges of good team decisions.

This is because many of the causes of the problem are default human behaviours – what most people are accustomed to do in a given situation.

Merely establishing processes is unlikely to deliver improvement. To help people do something other than what comes naturally to them requires more than just imparting awareness of how they should act and then leaving them to it.

It demands hands-on help and repeated practice and feedback: direct and individualised interventions that enable the development of new skills. It often requires an expert coach. Click here to read more....

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The Young and The Restless Today

The booming IT industry has been struggling with the daunting challenge of attrition. As the attrition rate in domestic BPOs fluctuates between 50 to 60 per cent, organisations have realised that employee-centric initiatives are very important. At Tech Mahindra, we have designed initiatives which focus on an individual’s professional growth, such as the GLC (Global Leadership Cadre) Programme for future leaders and the GSP (Graduate Scholarship Programme) for undergraduates. Considering the average tenure of a BPO associate, we introduced the GSP in August 2010. This programme offers BPO associates an opportunity to complete their graduation while pursuing their job. It provides 100 per cent scholarship to undergraduate associates. Driving our ‘learn while you earn’ philosophy and branding, the programme focuses on associates’ professional development. This also helped Tech Mahindra with a wider pool of associates who could be considered for leadership positions in the future. This programme has so far been unmatched in the BPO industry. Click here to read more...

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India’s Top MR Agencies 2011

The Final Ranking of Top Indian Market Research Firms as per the 4Ps B&M survey gives them scores on an aggregate basis as well as on different parameters.

Methodology

4Ps B&M conducted a perception survey in two phases on Market Research firms in India. In the first phase, the team created a list of MR firms in India. The list of 63 was generated based on the frequency of recall of the market research firms (a focussed survey amongst 215 respondents in the corporate world, market research employees and industry leaders was conducted pan India). This was followed by a secondary study. The MR firms taken into consideration were the ones whose forte is to provide services primarily in the field of market research (primary or secondary). Certain firms who are primarily into consulting and only have an internal research team for their support have not been considered under the purview of the survey. Also, research firms who are specific to an industry have been eliminated from the survey. Hence 38 firms were considered for the second part of the study.

The second part of the research was carried out amongst corporates, employees of market research firms, industry leaders and others on a pan India basis on the parameters given in the table below: The respondents were asked to randomly rate 5 selected market research firms on the above parameters on a scale of 1-10 where 10 was the highest score on the perception scale. Since, employees and members of market research firms were also interviewed, the scores of the agency they were working with was not asked or taken into consideration to avoid any scope for bias. The survey used a structured questionnaire through in-depth interviews, telephonic interviews and e-mails. All responses from respondents are primarily their own perceptions. The individual and cumulative scores have been calculated and displayed to give the final rankings for the research agencies. ICMR (Indian Council for Market Research), being a sister organization, was excluded from the research. However, we firmly believe that if ICMR had been included, given the quantity and quality of the research it does and the expansiveness of its clients’ reach, it would have been ranked amongst India’s top five MR agencies. But committed to editorial integrity, we have ensured that it does not feature in this ranking.

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Source : IIPM Editorial, 2011.

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Advertising - Hotspots and Rankings - They came, we saw and everybody reviewed!

An ad is a product of painstaking craftsmanship. Various elements, ranging from positioning of the product, clarity of the idea behind the product to visibility of the brand, its persona and the power of communication have to be intelligently weaved together. But while some ads manage to rewrite preset creative benchmarks, some go the wrong way, fall by the side and fail to excite viewers. In this section, we review three ads that came out tops, for the right and also for the wrong reasons.

Now i love logistics!

Advertiser: Mahindra
Baseline: Outperform
Agency: NA

4Ps B&M Take: Advertising can be defined in five simple steps – why to communicate, what to communicate, where to communicate, how to communicate and whom to communicate. Much to our disappointment, the latest commercial launched by Mahindra to promote its new age Navistar range of trucks, pathetically fails to sufficiently fullfill any of the above mentioned requirements. The creative (with creativity channelilsed in all the wrong directions, though) opens outside a house where a man standing beside his car is waiting for his son Amar. His son comes out all dressed up in a business suit. He looks disappointed as he feels that his parents failed to understand him. As it turns out, he has been roped in to the family business, which primarily deals in logistics. Now he is confused. Why was he motivated to pursue an MBA in the first place if his father had eventually planned to redirect him to the trucking business? Nevertheless, the father and son duo board a BMW as they set out for an important meeting (or so it seems). Moments later, we see that they have landed up at Mahindra’s showroom to collect the order of trucks they had placed. Soon, Amar seems impressed after seeing the modern trucks. And all of a sudden, the entire business starts making sense and he is proud of his dad’s decision. The end. First things first, we don’t really understand how a fancy truck could motivate this kid (in case his kinds are the target audience). Secondly, logistics is about transportation. It’s a pretty straightforward business. What good would a dozen new and expensive trucks do to the business when the same could be achieved by acquiring second hand trucks at a fraction of the cost? Or maybe they would, but if so, shouldn’t the advertisement have talked about the benefits of the Navistar range more prominently and clearly? The kid may be clear, but Mahindra certainly needs some introspection.

dumb... dumb... dumb... d-uh...

Advertiser: AMD
Baseline: Processors that...
Agency: NA

4Ps B&M Take: If you happen to be a brand involved in the business of selling products to the youth segment of India, which has considerable disposable income, then you don’t just need to have a good product. Your brand positioning and communication should be as clear and impactful. Unfortunately, AMD fantastically failed to realise this. The commercial conceptualised by the chip major to promote its six core processor will in all probability do no good to he brand. The TVC opens inside the bedroom of a newly wed couple. As they start undressing each other (they don’t look convincing here either), one starts presuming that this might be a condom ad. However, it turns out that they had been wearing their wedding attire over military uniforms! As you sit perplexed wondering what’s going on (provided you haven’t already switched the channel or banged your head against the wall yet), the couple starts playing a video game and are shown having a lot of fun. VO: With the AMD six core processor, movies, games and music become so really real, you’ll forget everything else. We just have one word to describe this TVC – pathetic. Idea’s 3G ad had a similar theme just a few fortnights back. Besides being original, it was definitely much more likeable.

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

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Aman ki (FIAT’s) Asha?

The flag-off ceremony by FIAT India for its ‘Securing borders drive’ took place on Independence Day this year. Under this activity, NCC cadets from Chetana College of Commerce will be driving the recently launched Fiat Grande Punto 90HP Multijet through an epic 18-day drive, which started from the Wagah border and will traverse via Sir Crick in Rann of Kutch and Longewala battle field in Jaisalmer. The event was flagged off by Marius D’Lima, Head- Corporate Communications, FIAT India and Shirish Chaudhari, Vice President, Chetana Trust. The drive is to promote relations between India and its neighbouring countries. FIAT is expecting to gain positive consumer awareness with this initiative – and subsequently, through similar such future exercises.

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Can a mere name change help erase the past perception of a company in the minds of stakeholders,

especially in the case of PR disasters a company might have faced? Or is a complete restructuring of the management, operations and structure required to make an impactful comeback? Ratan Lal Bhagat investigates the india connection

“Just a change in the name cannot be significant enough to undo the past deeds. The new name has to accomplish a noticeable and significant change in the ways the business entity under the new brand name would function,” Anand Halve, Co Founder, Chlorophyll, a brand consulting firm, enters the war room with all guns blazing. Does that mean that a name change is not enough, but is still a necessary factor to change the perceptions prevalent in the various stakeholders? Then why is it that Cadbury India, when it was hit by the biggest controversy some years back [monikered the worm controversy: some consumers found a few chocolates of Cadbury non palatable and some, even worms in those chocolates] and registered a gut wrenching decline in its sales, never changed its name but came up with a new marketing strategy [it roped in Amitabh Bachhan as a symbol of trust] to regain its customer base while revamping critical touchpoints in the packaging process of its chocolates?

“That’s because an organisation’s name carries value; it’s monetised globally and it’s called brand value,” says all India head of ICMR, Namita Chhetri, “For example, a globally top ranked Superbrand like Coca Cola would never change its name despite pesticide issue because though controversies scrape off brand value, if at the end of the tunnel the brand value remains significantly positive. That’s the case with Cadbury too!”

It is true that the Mahindra-Satyam management is undertaking tactical restructuring steps to make the most out of the situation and to win back the faith of its existing stakeholders and prospective investors. “With the current initiative, we will witness steps by the management to adopt and inculcate the values of performance, ‘customer first’, good corporate governance and citizenship, which are drawn from the Mahindra Group,” envisions Vineet Nayyar, Executive Vice-Chairman, Mahindra-Satyam Board. But still, many experts do comment that the Mahindra Satyam name change is actually not a perfectly positioned move as the name Satyam, after the controversy, has acquired too much of a negative value [Disagrees Nayyar, “This is a significant milestone towards the recovery of the company. We are optimistic that this new brand will re-energise the organisation and will be well received by all our stakeholders”]

Accenture’s initial public offering in July 2001 got a heartwarming response as on the very first day, it raised a record $1.7 billion approximately. And much of it perchance thanks to the new name. Axis Bank, with its great marketing strategy, has evolved as a renowned brand in itself and has made considerable financial advances (an increase of 69.4% in its net profits for FY09 at Rs.1,814 crores) since it rebranded itself. In this case, although branding helped considerably, it is true that even restructuring contributed at large to the increase in profits.

In the case of AIU and Mahindra Satyam, it’s yet early days to gauge the aftermath of their recent re-jig. But if one were to take away the biggest learning, from this exercise, it would surely be that there is ‘much ado about something’, and that’s the name. A name change does go a long way in reorienting a corporation’s positioning within stakeholders; but only in the case when a corporation’s past name has negative brand value... Think about it; if I were to change my name, would you still read my articles? Hey, do you even know my name in the first place?

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Source : IIPM Editorial, 2009

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

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KOOBFACE

Millions of Facebook’s users receive messages in their inboxes from their Facebook’s ‘friends’ like “you look funny in this new video” or “you look just awesome in this new video”. On clicking on the links, users are prompted to watch a “secret video by Tom”.

If you are a Facebook user you try and play the video, you are asked to download the latest version of Adobe Flash Player. Then, Bang! A deadly new virus called Koobface (an anagram of Facebook) hits your computer and millions of other Facebook users like you. According to an estimate, Facebook’s 120 million users became naked targets by the virus designed to get hold of sensitive information like credit card details. Koobface already hit the users of MySpace in August last year. The best way to get rid of the menace is to have a credible Anti-virus software installed and updated and constantly.

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Rejuvenating spirits...

The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School

Bharti Enterprises, in March 2007, had announced an initiative aimed at creating a diversified conglomerate of the future. It had unveiled its new apex level organisation structure reinforcing the best in class governance model with strategic intent to lead, build and grow its all businesses. And the move has certainly paid off! The new structure has not only strengthened empowerment and accountability for business leaders of individual companies thereby enhancing the existing high degree of professionalism in the group, but has also raked in moolah for group companies with Bharti Airtel (which reported 57.4% increase in net profit)once again being the first in line!

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Relaxed in Recession

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Small surprise that both Vikram Bakshi and Amit Jatia, the JV partners of McDonald’s in India (north & east and west & south respectively), vow that the slowdown is not bothering them the least. Instead same store sales have risen 20% y.o.y in January 2009, they say. No wonder a calm serenity pervades McDonald’s cozy corporate office in New Delhi these days, in stark contrast to the air of general gloom (and doom) that serenades most of corporate India and the world. And it’s not just the sun-kissed terrace, colorfull bougainvilleas and shiny red and yellow interiors in this corporate home (yeah! that’s what McDonald’s country offices are called!) that are behind the smiles on the faces of McDonald’s guys here... it’s also the secret knowledge that revenues from India are likely to go up soon, contributing a healthier chunk (than the present 5%) to the burger company’s global revenues. After all, McDonald’s is all set to raise prices over the next three years, simultaneously marking a shift in its India strategy in tune with the times. The new positioning being discussed is to gradually shift McDonald’s decade-old positioning in India from “affordibility” to “convenience”, with a thrust on the new breakfast menu and their McDelivery service. “We also plan to keep our stores open from 7am till midnight enhancing convenience for consumers,” says Vikram Bakshi.

So why the need to shift track now, especially if everything is as hunky dory as they claim? The answer, my dear friend, they tell us, is in the rising input costs over the last year. Given the pressure from their vendors, sources within McDonald’s India confirm that burger-happy consumers can expect a starting hike of at least 5% for almost every Big Mac product, by the second quarter of this year. In fact, the number of products under the Rs.20 tag – Happy Price Menu – have already declined from seven to four, with the food retailers’ new ads communicating the change with the ‘starts at Rs.20’ slogan. Explains Bakshi “McAkloo Tikki burger is our flagship product and that is why it continues at Rs.20.” A smart strategy indeed if one were to take into account the fact that most fast food chains have either already raised/ or contemplating an increase in their prices, in the wake of rising input costs, declining footfalls and a steep rise in real estate costs over the last year. Take Pizza Hut for example. Company sources admit that the dine-in pizza chain has “been disturbed” even in India. Pizza Hut rates have risen almost 40% over the last six months.

So how is it that McDonald’s India can afford to sit back and defer its price rise over three years? The answer to that question is also the solution to the many problems that organised retail in India is facing. It’s all about McDonald’s unique supply chain management that additionally ensures that every McD outlet across the world serves the same taste to flatter its consumer’s platter. Abhijit Upadhye, Director, Supply Chain Management, McDonald’s India believes that transparent relationship with vendors has ensured that price increases can be staggered over the next three years, instead of being implemented at one go. “We are working with our vendors to handle the cost issue,” he explains.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

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