Alan drops-off from Boeing to Ford

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Former Boeing Executive, Alan Mulally, has been appointed as the new Executive President and Chief Executive Officer of the American auto giant, Ford. This appointment came after Bill Ford gave up his post as a CEO; after struggling for five years to keep the wobbly auto company intact. Aged 61, Mulally has handled the posts of President and CEO at Boeing Commercial Airplanes since 2001. He has been associated with the aircraft manufacturer for the past thirty-seven years. Ford chose upon Mulally looking at his art to keep his customers satisfied, handling labour problems with ease and managing supplies. However, Bill Ford, who took charge as a
CEO in October 2001, will continue to hold the office of Executive Chairman, working on strategically repositioning the company that his great-grandfather Henry Ford had established. His family still holds about 40% of total shares in Ford Motor.

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Source : IIPM Editorial, 2006

Initiative :- An IIPM and Management Guru Professor Arindam Chaudhuri

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Satyam

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Founder & Chairman: B. Ramalinga Raju
Gone are the days when analysts skipped (read failed!) mentioning Satyam in the same breath as that of other Indian IT biggies such as Infosys, Wipro and TCS! “There is nothing impossible to him who will try” has been the main principle that has guided countless men to make robust business conquests across the globe. And Satyam surely seems to be following the adage seriously!

Ramalinga Raju, Chairman, then a 32 year old management graduate from Ohio University, started Satyam in 1987. He has since then been known in the market as a man who sets bold goals, even if others disagreed. This ability to think big and out of the box complemented his unbridled enthusiasm & has been the cornerstone for Satyam’s success in the IT sector (not only in the Indian market but across the world). Ramalinga Raju proudly puffs his chest when saying “Satyam today is one of the youngest IT services companies to be featured among the top companies in the world.” And surely, he has every right to do so considering the fairly short period of time in which Satyam has carved a place for itself under the IT sun. These days Raju has his eyes set on making Satyam a global brand and is steering the company in apparently the right direction.

Satyam posted an impressive revenue figure of $322.5 million for the Q1 FY06-07, a surge of 31% in the corresponding quarter of the previous year. The company is moving up the value chain fast with solutions for Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), Enterprise Project Portfolio Management, Data Warehousing and Business Intelligence, Enterprise Information Portals, Enterprise Application Integration (EAI), Knowledge Management, e-Procurement and Marketplaces.

Satyam already has offices in 55 countries and despite being a young company, it has on its rolls 30,000 talented IT professionals. The company proudly claims that they service “489 global companies, including over 156 Fortune 500 corporations.” Clearly, the stage is set for this Indian IT scion to make the coming years its own... time is on their side!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

Here’s to the mother of adventure tourism...

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Katrina, Rita, Wilma... the hurricane holocaust that lasted from August to October in 2005 changed lives and geographies in several parts of the world. It’s been more than a year since a major hurricane hit us, yet memories of the heart-rending devastation and destruction remain etched in our minds! What’s worse, the wounds have still not healed and there comes a prediction of another disaster, ready to take its course. The National Hurricane Centre, a tropical prediction centre located in Florida, has conjectured a busy season for the hurricanes to wreak havoc again this year – especially in the hurricane zone – the Caribbean, Atlantic Coast and the Gulf of Mexico!

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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Thinking differently about differentiation

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Q: I really support differentiation – ranking employees into performance categories of top 20%, middle 70 and bottom 10, and then managing them “up or out” accordingly. But don’t companies face all sorts of resistance when they try to implement this system? – Yoshihisa Tanizawa, Kuala Lumpur, Malaysia

A: ‘Resistance’ may be too soft a word! Yes, differentiation has its advocates – and even its hardcore devotees – but no other management practice that we talk or write about ignites the same firestorm of controversy. So thanks for asking about it. Your question gives us a chance to sort differentiation myth from reality. Done right, differentiation is not, for instance, “rank and yank”, with its purported public firings of stunned victims once a year. Nor is it cruel, corrupted by favoritism and culturally inappropriate.

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Source : IIPM Editorial, 2006, Arindam Chaudhuri's Initiative

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