COVER FEATURE
"IAMTN works with
governmental agencies, financial regulators and anti-money laundering bodies
to provide efficient and affordable remittance services to
customers around the world."
-- Leon Isaacs
MD,
International Association of Money Transfer Networks,
London,
UK.
Leon Isaacs has over 15 years experience in the remittance industry and has been involved with
two successful start-up money transfer businesses. He is also CEO of Developing Markets Associates
Limited (DMA). Before starting DMA, Leon was part of the senior management team running Coinstar
Money Transfer Limited (formerly Travelex Money Transfer Limited).
He is a steering group member of the UK Government's Remittances Task Force, which is a
public-private partnership supported by the Department for International Development and a Member of the
World Bank's Consultative Committee of the private-public sector partnership on remittances. Leon has
spoken on remittances at a number of international conferences, including at
the World Bank, the United Nations and the G8.
© 2009 IUP. All Rights Reserved.
DECISION MAKING
On the Shoulders of Giants : Lawrence and Lorsch on
Effective Organizations
-- Timothy L Wilson
This article discusses the work of PR Lawrence and JW Lorsch on organizational design, specifically
integration, differentiation and match with the environment. Their basic message is that there is not one single best way
to manage and organize in all situations, but there must be a fit between an organization and its
environment. This consideration is important to the continual renewal, stability and balance required for an
organization's longevity. As in the previous articles, we look at the seminal study, describe how it is related to some of our
field observations, and then draw some inferences from observations for management.
© 2009 Timothy L Wilson. All Rights Reserved.
SUPPLY CHAIN MANAGEMENT
Vendor Managed Inventory : Challenges and the Road Ahead
-- S Jaya Krishna
Vendor Managed Inventory (VMI) has at present gained the power and momentum to deliver its `true'
promise. Though its adoption continues to grow, it poses a new set of challenges. VMI is likely to diffuse to a new set
of industries triggering the need for multi-vendor management and cross-vendor cooperation.
© 2009 IUP. All Rights Reserved.
MANAGEMENT
Innovation : A Strategic Approach for
Predictable Organizational Performance
-- Riddhiman Mukhopadhyay
`Innovation' has been the `perceived safety valve' for organizations to offset fierce competition in the
market and to gain sustainable competitive advantage. However, it becomes very critical to evaluate innovation
in terms of its fructification into key results for the organization. This article addresses the issue of drawing
a correlation between innovation(s) delivered and performance achieved which may involve several
critical decisions. The suggested model tries to address the
risks involved in an innovation for obtaining a predictable and desired organizational performance resulting from innovation.
© 2009 IUP. All Rights Reserved.
MANAGEMENT
Real Options Valuation : Real Challenges
-- Sharon K Jose
This article looks at issues and challenges that real options have to face and as to why it is still not popular in
the market, even though as a financial instrument it has a far reaching industrial application.
© 2009 IUP. All Rights Reserved.
LEADERSHIP
Executive Development Program : The Transformational Issues
-- Indranil Banerjee
The focus of the executive development program is fast shifting from pure academic sessions to better
customer services which is the key to any organization's survival. The human resource department of an
organization, while designing the program curriculum needs to know the current and future requirements of the industry
and develop the employees on a continuous basis. The developmental requirements must be aligned so as to
help an organization transform into a learning organization after developing internal capacity building - a key
to sustained success.
© 2009 Indranil Banerjee. All Rights Reserved.
CASE STUDY
Switching Homelands
for Revenues : TCS Looks West, IBM Eyes East
-- Girija P and Faraz Shafiuddin
It may sound funny but when analyzed from the point of business implications, very insightful strategic
issues emerge. During 2007-08, TCS earned 51% of its revenue from North America, whereas IBM's overseas
revenue accounted for 65%. Indian IT industry has become competitive with its offshore providers like TCS, Infosys
and Wipro winning `big ticket' contracts globally. In their quest to get into the big league of global players,
these companies are ramping up their operations inorganically worldwide in low-cost countries, like Hungary,
Poland, China and Mexico, besides developed countries, like the US and UK. On the contrary, global players, such as
IBM, Accenture, etc., are expanding their reach by competing with them in their homeland and making India as a
pivot for any of their offshore strategies. Competition has taken the global center stage with HP's acquisition of EDS.
On the other side, TCS and Infosys are trying to reign their strategies focusing on increasing domain capabilities
as well as climbing up the higher-end of the IT value chain to maintain their growth momentum. This case
study highlights the challenges faced by IT companies from emerging markets like India - which are trying to gain
a foothold in the high-end of the value chain. It triggers the dilemma - can companies following low-cost
model provide high-end services that are risky and cost-intensive?
© 2009 IBSCDC. All Rights Reserved.
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