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COVER FEATURE
"Arcil's broader objective remains unlocking, recycling and channelizing such locked in natural resources for continued economic development."
-- S Khasnobis
© 2008 IUP . All Rights Reserved
LEADERSHIP
High performance leadership : Narratives of identity and control in corporate leadership development and performance management
-- Richard Bolden, Jonathan Gosling,
Dr. Inmaculada Adarves-Yorno, Prof. John Burgoyne
In this article we review the outcomes of a three-year workshop series with senior leadership and management development managers from a range of public and private sector organizations. The aim of this enquiry was to explore the interface between performance management and leadership development systems and the extent to which they can complement one another to offer a coherent progression and performance framework.
© 2008 Richard Bolden, Jonathan Gosling, Inmaculada Adarves-Yorno and John Burgoyne. This article was first published in Business Leadership Review, January 2008 issue (www.mbaworld.com/blr). Reprinted with permission.
LEADERSHIP
Foremost considerations for effective leadership within diversified top management teams
-- Dr. Paul B Carr, Dennis Rittle
The global CEOs of today have come to realize the importance of understanding/knowing the management teams considering the diverse nature of both the business and the team members. The CEOs also know that they have to work with leaders/people of the organization who have specific goals for the organization and themselves. Several factors that the CEOs must consider in this context are discussed in this article.
© 2008 IUP . All Rights Reserved
STRATEGIC MANAGEMENT
Collaborative strategic planning and management
-- S Jaya Krishna
The new demand confronting global firms today is the need to establish and strengthen supply chain competitiveness. Strategic planning and management of supply chain-wide operations collaboratively by all the stakeholders within the value chain, is therefore, utmost essential. Supply chain networks have to extend the scope of integrated supply chain management function, from current collaborative planning, forecasting and replenishment to collaborative strategic planning and management.
©2008 IUP . All Rights Reserved
M&A
Mergers and Acquisitions : Reasons for failures
-- Swati Khatkale
Mergers and Acquisitions (M&A) are strategic deals which can turn around the company and bring it on the top like Mittal Steel. But it can also bring the company's fortune to its lowest possible levels. This article discusses the various factors leading to success or failure of M&A.
© 2008 IUP . All Rights Reserved
CEO SUCCESSION
Challenge of CEO succession : The plan to hire right
-- Kinjal Shah
Who shall sit on the throne of management is a matter of concern for a majority of the corporates in the 21st century. Many companies have shown little or no progress in planning CEO succession - a vital concern. With the issues on hand eating up most of the time in board meetings, succession planningwhich appears to be a concern still on the distant horizonoften gets pushed to the side. On the other hand, CEOs are more concerned with job security and leave an organization as soon as a good opportunity comes up. Therefore, the challenge that is now faced is to build a talent-rich company.
© 2008 IUP . All Rights Reserved
BPO
Business process outsourcing : Innovation and growth strategies
-- P Sivarajadhanavel
Global competition is the most important issue faced by the world's largest companies today, and hence they are focusing their resources on their core competencies as business strategies to compete profitably in a global market. For this benefit, the Business Process Outsourcing (BPO) industry has evolved. There are three different BPO business models - transactional, niche, and comprehensive, as strategies of business success. Now, the companies have started concentrating on product innovation which helps their clients to reduce the product introduction cost by 30 to 50%. It also facilitates flexibility in product pricing and designing the product to fully exploit the market capabilities and technological innovations. Today, the outsourcing industry is moving towards a high-level of specialization with great competition from low-end process to high-end process jobs such as knowledge process outsourcing and analytical process outsourcing.
© 2008 IUP . All Rights Reserved
CASE STUDY
Ceo as change agent
-- Debapratim Purkayastha, Rajiv Fernando
This case study is a collection of three caselets that would help highlight the importance of the role played by the leadership in change management. The first caselet is about how Norman Adami turned around Miller Brewing Company after South African Brewing Company acquired the ailing firm. The second caselet is about how Myron Ullman introduced major changes at JCPenney to take it to industry leadership level, just after the retailer came out of a successful turnaround phase. The third caselet is about how David R Whitwam imbibed a culture of customer-focused innovation at Whirlpool as part of its competitive strategy of providing innovative products in an increasingly commoditized consumer appliances industry. The common thing between these three companies (which are in three different industries) is that, each one of them had close to 100 years of history behind them, and as such, bringing about major changes wasn't easy. The CEOs of the respective companies played a vital role in getting the wheels of change rolling in these companies.
© 2007 IBS Case Development Center. All Rights Reserved.
BOOK REVIEW
Turnaround Excellence Six Studies of Corporate Renewal
-- Author: Sunil Kumar Maheshwari
Reviewed by Prof. Sumitro Saha
How to successfully turnaround companies that are experiencing organizational decline has become an important managerial issue given the increasing occurrence of decline in both the manufacturing and service industries. This book is based on the study of six Indian companies which were at one time on the verge of extinction but successfully came out of the life-threatening decline. The causes and the early warning signals of decline are discussed in the book. It also provides managers with insights into the turnaround process to help them devise turnaround strategies in already sick or declining industries in India.
© 2008 IUP . All Rights Reserved
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