| Company in Focus Tata
Tea Ltd. -- Rajesh Kumar Singh,
Editorial Team, Global CEO
Tata
Tea Ltd (TTL) is the second largest player in the domestic
tea industry. After the Tetley acquisition, TTL became the
second largest multinational in the global tea market. TTL's
famous brands include Tata Tea, Agni, Kanan Devan, Chakra
and Gemini. In order to strengthen its competitive position,
TTL is now putting greater resources behind brand building
and intends to have a brand positioned strongly in every segment
of the market.
© IUP. All Rights Reserved.
Interview:
Homi R Khusrokhan MD, Tata Tea
-- The interview was conducted by AV Vedpuriswar, Consulting
Editor, Global Ceo and Rajesh Kumar Singh, Member, Editorial
Team, Global CEO, IUP .
Homi
R Khusrokhan, the Managing Director of Tata Tea, spent 29
years with the Glaxo Group before joining the Tata family
in February 2001. In this interview, he explains how Tata
Tea is reinventing itself as the competition intensifies.
He outlines Tata Tea's new initiatives. Khusrokhan also talks
about his style of management.
© IUP. All Rights Reserved.
Globalization
Cemex:
Mexico's global giant
--T Vamsi
Krishna Associate Consultant , IKC
Cemex,
the third largest global producer and marketer of cement,
demonstrates how a company from a developing economy can become
a global leader even in a low growth industry like cement.
Cemex combines a deep knowledge of the local markets with
its global network and information technology systems to provide
world-class products and services to its customers, from individual
homebuilders to large industrial contractors.
© IUP. All Rights Reserved.
Enterprise
Risk Management
ERM
at Rolls-Royce --AV Vedpuriswar
Risk
management is an essential function at Rolls-Royce. The Rolls-Royce
board has established a structured approach to risk management.
Risks are formally identified and recorded in a corporate
risk register, which is reviewed and updated on a regular
basis. The article summarizes Rolls-Royce's risk management
strategies.
© IUP. All Rights Reserved.
Entrepreneurship
The
Practice of Entrepreneurship --R
Prasad, Head, IMC
One
of the best ways to understand entrepreneurship is to examine
what entrepreneurs do. Entrepreneurship can be practiced in
new ventures as well as existing corporations. While the principles
are the same, the practice differs. The article explains the
basic building blocks of entrepreneurship and highlights some
of the common entrepreneurial traits.
© IUP. All Rights Reserved.
Corporate
Governance
Building
an effective board
An
effective board of directors is absolutely essential to the
success of an organization. In order to build a vibrant and
effective board, it is important to build three-boardroom
pillarsstructure, process and culture. The article suggests
that in creating the right board structure, the company should
not only strike a balance between independence and knowledge
but should also have a process of regularly reviewing, aligning
and if needed, adding and removing the talent and expertise
on its board. However, if such a process is to work, the management
too, needs to create a culture, which should encourage middle
managers to interact with independent directors irrespective
of hierarchy.
©
Businessworld, December 16, 2002. Reprinted with permission.
Originally published as `Power Boards'.
Knowledge
Management
The
two faces of Knowledge Management
The
article focuses on two main approaches to Knowledge Management
(KM), the process-centred approach which treats KM as an interpersonal
communication process and the product-centered approach which
focuses on the artefacts for knowledge, i.e., the documents,
their creation and reuse in corporate computer-based systems.
The `product' approach implies that knowledge is a thing that
can be located and manipulated as an independent object. This
means managing documents, their creation, storage, and reuse
in computer based corporate memories. The `process' approach
puts emphasis on ways to promote, motivate, encourage, nurture
or guide the process of knowing, and abolishes the idea of
trying to capture and distribute knowledge.
©
Gregoris N Mentzas (www.iccs.ntua.gr). Reprinted with permission. |
