Reinventing Winning Ways | How To Reorient To A Process Driven Approach

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Reinvention seems to be the buzzword of the season. With India’s Elections 2014 over, the need for reinvention has resurfaced with vigor. In light of the dismal performance in elections, some parties have dissolved different committees on grounds of non performance to rediscover winning ways. Questions have surfaced on whether political parties can reinvent themselves. Suggestions for restructuring the ministries to reduce multiplicity of government departments and bring about effective governance have been put forth for the new government by the specialists.

At this juncture, when people are expecting India to take on the path to economic recovery and international brokerages are betting high on India’s growth story, the time is apt for many institutions to start the process of reorganizing themselves. Needless to say the magnitude of efforts and change required will be humungous.

One of the essential elements in the process will be a shift from a reactive or inaction based approach to a ‘process based action oriented’ approach. That, in itself, is a challenging task as it requires a huge shift in the mindset at all levels – starting from the highest and percolating down the ranks; though a somewhat obvious statement, this is seldom spoken about. Nonetheless, a shift in mindset and approach is necessary to bring about even the small changes, or for that matter for plucking the ‘low hanging’ fruits.

 

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The challenges are aplenty. In our society which places a premium on hierarchy and individual merit, following a process is not something that people eagerly look forward to. Read more

Narendra Modi – A Compelling Story Told

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On 16th May 2014, India witnessed the spectacular victory of Bhartiya Janata Party (BJP) in the 16th Lok Sabha elections, with Narendra Modi spearheaded to be the 15th PM of the country.  If that is a numerology coincidence, and 16 is indeed a lucky number for Narendra Modi, I would not know. There are numerous ongoing analysis of different factors to pinpoint what all made BJP such a grand success while UPA story went horribly wrong, and AAP, in spite of all the noise, failed to make any dent.

Of the various factors, the projected personality of the PM candidates, and how it was perceived by Indian citizens makes an interesting comparison. Read more

The Aam Aadmi Party`s governance agenda – will it succeed?

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The “Aam Aadmi Party (AAP)” revolution in India led by Arvind Kejriwal has caught the attention of the entire country so much so that the onetime poster boy of the media – Narendra Modi- has been swept off the media pedestal. As per the AAP spokesperson Yogendra Yadav, people have voted for AAP for 3 reasons viz. clean politics, good governance and anti- corruption. Very true!

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Narendra Modi’s agenda has included these two themes along with economic development as a part of his election campaign. Arvind Kejriwal is being touted as the 3rd alternative for the Prime Minister’s post so much that a national newspaper has reported today that Modi has pressed the panic button fearing the AAP wave.

What does the country need now? Given the precarious economic scenario that we find ourselves in, economic development is very important for our country. Our GDP growth rate has fallen to sub – 5% levels from the 9% levels we were in a few years back. However, the country has been severely shaken by the numerous corruption scandals in the last few years and historically corruption has been rampant in this country ever since our independence. Read more

What management consultants might say to the Pope

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The Vatican hires McKinsey for its strategic review.

English really is the language for the global highly-skilled worker—especially if she’s a woman

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Lack of opportunities to educated women in developing countries contributes to brain drain from developing economies.

What’s in a name?

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“A rose by any other name would smell as sweet” quoted William Shakespeare in Romeo and Juliet; thereby implying that names do not really matter. This could not be farther from truth in the present times, when strategic acquisitions are made with a view to acquire a brand name.

Chatting over a cup of coffee yesterday, a friend brought up the topic of SBC Communication’s acquisition of AT&T in 2005, followed by changing its name to AT&T Inc. SBC CEO Edward Whitacre had mentioned that they had factored the great name of AT&T & its strong worldwide brand in the acquisition decision.

When a company is sold, it seeks to obtain a value over and beyond that of its tangible assets. This is referred to as `goodwill’ and can be thought of as a “premium” for buying a business over and above the fair value of the net tangible assets acquired. Firms sometimes pay large premiums for acquiring firms with valuable brand names because they believe that these brand names can be used for expansion into new markets.

Conventionally the value of a brand has been regarded as part of goodwill, which arises only when a business is sold. As a consequence, the value of acquired brands is included in companies’ balance sheets but the value of internally generated brands remains unaccounted for. To do away with this inconsistency, in the recent years some major consumer brands have been capitalised, which means that a value has been put on the brand and included in the balance sheet as an asset of the company.

Like beauty lies in the eyes of the beholder, the value of brands lies in the perception of the people. Building these perceptions can take years but it can be destroyed overnight due to some marketing failure, resulting in the brand worth to fluctuate and erode quickly.

The “Brandz 2011” survey by Millward Brown ranked Apple as the most valued brand at $153bn, up 84 per cent on last year, and Google at $111bn, down two per cent. The McDonald’s brand accounts for more than 70 percent of shareholder value. The Coca-Cola brand alone accounts for 51 percent of the stock market value of the Coca-Cola Company.

Various approaches to measuring brand value have developed, but still the capitalisation of a company’s brand value on the balance sheet remains contentious due to problems in a realistic assessment of brand value and the fact that the brand worth can fluctuate quickly.

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