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The
Question of Reputation
Good reputation means everything in business. Adam Jolly discusses
the correlation between good corporate reputation and crucial
business issues like the share-price, regulatory approval,
labor relations, community support, retailer preference and
consumer support. He puts forward six components of good corporate
reputation and hints at such benefits of corporate image as
staff fidelity, better financial performance over time, supplier
loyalty leading to better value and so on..
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Customer-Connected
Strategies
Growth can be generated by focusing on customers, but this
growth can be profitable only if customer relationships are
right, assert Robert E. Wayland and Paul M. Cole. The authors
believe that customer-connecting strategies are based on a
demand-side framework that addresses issues such as selecting
the right customers, enhancing the value of the customer relationships,
and sharing of such created value by the buyer and seller.
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Churning
out Nectar from the Net
Companies need to think fast and think fresh. All industries
are changing dramatically. Innovation is now critical for
survival. Incumbent leaders are fighting back to retain their
positions in the emerging marketplace – they are becoming
innovative. Arnoud De Meyer, Soumitra Dutta and Sandeep Srivastava
lay out the framework and action agenda for Internet-enabled
innovation in business.
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The
New Leaders
As business reinvents itself, what makes leaders effective
has inevitably transformed. Old assumptions, old modes, no
longer hold; a new style of leadership has emerged amidst
the chaos of change. Emotionally intelligent leaders are now
must haves’ for business today. Daniel Goleman, Richard
Boyatzis and Annie Mckee tell us not only why these are the
skills that no business can afford to be without, but also
how to go about building and strengthening this revolutionary
new style of leadership.
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Vital
Linkages
Organizational resources, competences and capabilities are
the focus of this paper written by K Ramakrishnan. The author
defines organizational resources as the tangible and intangible
assets of a firm which can be drawn upon by the firm when
required to achieve its objectives. He defines competence
as the state of sufficiency of firm-specific resources to
achieve its objectives. Capabilities are defined as the state
of ability of the relevant organizational processes to use
the appropriate competences to achieve the organizational
objectives.
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In
my opinion
“Breeding Innovation is the key to Success”
In this candid interview with Dr. Ranjan Das, Ashwin Dani
speaks about the strategic challenges that Indian conglomerates
will face and suggests preemptive actions to deal with them.
He discusses the importance of continually fine-tuning the
organization and its processes to accommodate the dynamic
changes in the marketplace, stressing the importance of breeding
a culture of innovation.
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Virtuous
Leadership
Jittu Singh brings out the significance of choosing the right
leader. According to the author, the right person will steer
his organization or team in the correct direction and use
his leadership skills to galvanize everyone into enthusiastic
action to achieve extraordinary results. On the other hand,
if the choice falls upon the wrong candidate, he will only
lead those following him astray. The author contends that
competence, drive and integrity are the three essential requirements
of leadership.
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Strategy
on the ground
The Urge to Demerge
Jindal Steel’s de-merger came about because of the realisation
that there was an increasing need to channel the company’s
energies in one direction. But focusing on Stainless Steel
alone, in view of the growing market would have meant undertaking
a massive restructuring exercise. Reeta Gupta puts forward
a case with details of the de-merging exercise, the challenges
the company faced and how they dealt with it.
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