Tuesday, May 10, 2011

Should Good Behavior, Morals, Ethics and Social Work Be Studied ?

This was part of a discussion in which I participated at a different place. But since what I learned from it is very relevant I would like to share it with my readers here.

The topic of discussion here is about good behaviour, morals, ethics and social work being a part of the course curriculum. But is that enough? The applications in real life is what our society is more concerned with. I need not cite the umpteen number of cases over the last two decades for which we are globally a reference point for corrruption. It is high time we do something about it. Here is wishing the Lokpal Bill the success it so badly needs.

I am trying to add my two cents to what is being discussed by our fellow members here who seem to be interested in ethics. India happens to the 87th most corrupt country globally and 16th in Asia in 2010. Our close follower is Sri Lanka (91/17), You may be surprised to know that Bhutan is away ahead of us at (36/7).

I do not agree with one member on a number of points. Education is business is accepted. But what has that got to do with not studying business ethics and corporate governance as part of the MBA course curriculum?

The objective of education cannot be to get good marks and ultimately a good job.

He sems to be having a one-dimensional approach to management education in whcih theories, techniques and tenets happen to be a small part.

A few practial suggestions to weed out corruption or making an honest attempt to do so in India is welcome. We elect criminals, mostly school drop outs, crooks and thieves to run our country. The educated Gen X and Gen Y are least bothered to do anything in that regard. We are to blame for all this. Education happens to be a big parameter in society to stop corruption. And add patriotism to it. Are we really educated and do we really love our country? The answer is a big no.

I also did not agree with another member who did her schooling in India but is living in Canada for the last twenty years. It has been my experience throughout my life that Indians who live abroad in developed countries are too concerned about us and our welfare. They go all out to prove their patriotism at the drop of a hat. I always wonder what prevented them from staying back and doing whatever they preach now. And the answer is the same. Their attraction for the greenback.  

I am not aware how much she knows about governance in India. This place does not give me the space to reinforce what I have already said with facts which are always stranger than fiction and fanstasy. Nevertheless let me make an attempt.

The major sections of governance, namely the political administrators, the legislature, the judiciary, the civil services, and the civil society have to take the blame for many of the ills of society and the unfulfilled promises that we made to ourselves in November 1949 when we adopted the Constitution.

A common refrain, particularly when the people take a critical look at the state of affairs in the country, has been that the quality of governance needs much to be desired. Those in the government, continue to feel that they are doing a fine job and nothing could be better. The citizen clearly feels otherwise. This mismatch in the perceptions of the people and the government is reflected in the credibility gap which exists between the citizen and the government.

The latest literacy levels indicate that we still have over 350 million illiterates in India. This number is larger than the total population of any other country in the world except China. Illiteracy causes many ills and it generates its own problems.

I would like to know the number of "well educated people" in our country and how you define them. Also how would you let these "amazing people" into positions of influence and into power so they can "use their power for good". I really don't care about what is happening in Canada where you live or any other part of the world. But I do care for my country.

To understand why management education is big business in India you need to know the income tax provisions generously applicable to educational institutions in India.

What is that something better which will weed out corruption other than punitive measures? I have still not spelt out any measure but nevertheless curious to know.

How many of the 350 million illiterates in India can study at the places you have referred to?

Yes many of us are patriotic. But still how many? The population of India is almost equal to the combined population of USA, Indonesia, Brazil, Pakistan, Bangladesh and Japan put together (about 1214.3 million).

There needs to be a strong foundation of ethics in the society. The preachers of ethics are the real culprits. The only thing I am yet to be convinced is not studying ethics in management courses.

Yes earning has been the sole objective not imparting or gaining knowledge. When you talk about parents, teachers and students you talk about our society.

Ethics will not happen automatically in our country with umpteen bad examples in front. They are our better case studies in class.

Sunday, May 8, 2011

What is MBA Today?

One of my friends says that MBA is now routinely accepted as the graduate management degree. But is it worth the time, money and effort? After several years of working your way up the career ladder, what can an MBA do for you? I have made an attempt to answer this here.

Business schools in India are doing big business. From 1991 since LPG, the country is flush with funds in the hands of parents. What a person two decades back could not even imagine, is now earning. So economically the reach of management education has lept way beyond what we could ever think of. The result: mostly bad faculties and mediocre students with both having one objective. To make and be managers. One of my ex-colleagues in a b-school had very rightly said we don't make managers but articles for mass consumption in our factory.

But still it is worth the time, money and effort. Placements are done by the institute which otherwise would not have been guaranteed. And you stand in the queue of MBAs not graduates. A much smaller queue. Yes you have to pay the price. Nothing comes free and least a job.

After you get the job no MBA, even from the IIMs, carry a value unless you perform. The better the institute you pass out from the better your pay and you need to perform that good.

The quality of teaching mostly depends on the individual and not the institute. Whether it is just theory from the best book in the library or what is happening in the industry that is brought into the class depends both on the quality of students and on the faculty. Hence the teaching pedagogy remains a subjective matter.

Steve Jobs


Steven Paul Jobs is an American business magnate and inventor. He is the co-founder and chief executive officer of Apple. Jobs also previously served as chief executive of Pixar Animation Studios; he became a member of the board of The Walt Disney Company in 2006, following the acquisition of Pixar by Disney. He was credited in the 1995 movie Toy Story as an executive producer.

In the late 1970s, Jobs, with Apple co-founder Steve Wozniak, Mike Markkula, and others, designed, developed, and marketed one of the first commercially successful lines of personal computers, the Apple II series. In the early 1980s, Jobs was among the first to see the commercial potential of the mouse-driven graphical user interface which led to the creation of the Macintosh. After losing a power struggle with the board of directors in 1984, Jobs resigned from Apple and founded NeXT, a computer platform development company specializing in the higher education and business markets. Apple's subsequent 1996 buyout of NeXT brought Jobs back to the company he co-founded, and he has served as its CEO since 1997.

In 1986, he acquired the computer graphics division of Lucasfilm Ltd which was spun off as Pixar Animation Studios. He remained CEO and majority shareholder at 50.1% until its acquisition by The Walt Disney company in 2006. Consequently Jobs became Disney's largest individual shareholder at 7% and a member of Disney's Board of Directors.

Jobs' history in business has contributed much to the symbolic image of the idiosyncratic, individualistic Silicon Valley entrepreneur, emphasizing the importance of design and understanding the crucial role aesthetics play in public appeal. His work driving forward the development of products that are both functional and elegant has earned him a devoted following.

Jobs is listed as either primary inventor or co-inventor in over 230 awarded patents or patent applications related to a range of technologies from actual computer and portable devices to user interfaces (including touch-based), speakers, keyboards, power adapters, staircases, clasps, sleeves, lanyards and packages.

Early Years

Jobs was born in San Francisco and was adopted by Paul and Clara Jobs of Mountain View, California, who named him Steven Paul. Paul and Clara later adopted a daughter, who they named Patti. Jobs' biological parents – Abdulfattah Jandali, a Syrian Muslim graduate student who later became a political science professor, and Joanne Simpson, an American graduate student who went on to become a speech therapist – later married, giving birth to and raising Jobs' biological sister, the novelist Mona Simpson.

Jobs attended Cupertino Junior High School and Homestead High School in Cupertino, California, and frequented after-school lectures at the Hewlett-Packard Company in Palo Alto, California. He was soon hired there and worked with Steve Wozniak as a summer employee. In 1972, Jobs graduated from high school and enrolled in Reed College in Portland, Oregon. Although he dropped out after only one semester, he continued auditing classes at Reed, such as one in calligraphy, while sleeping on the floor in friends' rooms, returning Coke bottles for food money, and getting weekly free meals at the local Hare Krishna temple. Jobs later stated, "If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts."

In the autumn of 1974, Jobs returned to California and began attending meetings of the Homebrew Computer Club with Wozniak. He took a job as a technician at Atari, a manufacturer of popular video games, with the primary intent of saving money for a spiritual retreat to India.

Jobs then traveled to India with a Reed College friend (and, later, the first Apple employee), Daniel Kottke, in search of spiritual enlightenment. He came back a Buddhist with his head shaved and wearing traditional Indian clothing. During this time, Jobs experimented with psychedelics, calling his LSD experiences "one of the two or three most important things [he had] done in [his] life". He has stated that people around him who did not share his countercultural roots could not fully relate to his thinking.

Jobs returned to his previous job at Atari and was given the task of creating a circuit board for the game Breakout. According to Atari founder Nolan Bushnell, Atari had offered US$100 for each chip that was eliminated in the machine. Jobs had little interest or knowledge in circuit board design and made a deal with Wozniak to split the bonus evenly between them if Wozniak could minimize the number of chips. Much to the amazement of Atari, Wozniak reduced the number of chips by 50, a design so tight that it was impossible to reproduce on an assembly line. At the time, Jobs told Wozniak that Atari had only given them $700 (instead of the actual $5000) and that Wozniak's share was thus $350.

Career

Beginnings of Apple Computer

In 1976, Steve Jobs, Steve Wozniak and Ronald Wayne, with later funding from a then-semi-retired Intel product-marketing manager and engineer A.C. "Mike" Markkula Jr., founded Apple. Prior to co-founding Apple, Wozniak was an electronics hacker. Jobs and Wozniak had been friends for several years, having met in 1971, when their mutual friend, Bill Fernandez, introduced 21-year-old Wozniak to 16-year-old Jobs. Steve Jobs managed to interest Wozniak in assembling a computer and selling it. As Apple continued to expand, the company began looking for an experienced executive to help manage its expansion.

In 1978, Apple recruited Mike Scott from National Semiconductor to serve as CEO for what turned out to be several turbulent years. In 1983, Steve Jobs lured John Sculley away from Pepsi-Cola to serve as Apple's CEO, asking, "Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?" The following year, Apple aired a Super Bowl television commercial titled "1984." At Apple's annual shareholders meeting on January 24, 1984, an emotional Jobs introduced the Macintosh to a wildly enthusiastic audience; Andy Hertzfeld described the scene as "pandemonium." The Macintosh became the first commercially successful small computer with a graphical user interface. The development of the Mac was started by Jef Raskin, and eventually taken over by Jobs.

While Jobs was a persuasive and charismatic director for Apple, some of his employees from that time had described him as an erratic and temperamental manager. An industry-wide sales slump towards the end of 1984 caused a deterioration in Jobs's working relationship with Sculley, and at the end of May 1985 – following an internal power struggle and an announcement of significant layoffs – Sculley relieved Jobs of his duties as head of the Macintosh division.

NeXT Computers

Around the same time, Jobs founded another computer company, NeXT Computer. Like the Apple Lisa, the NeXT workstation was technologically advanced; however, it was largely dismissed by industry as cost-prohibitive. Among those who could afford it, however, the NeXT workstation garnered a strong following because of its technical strengths, chief among them its object-oriented software development system. Jobs marketed NeXT products to the scientific and academic fields because of the innovative, experimental new technologies it incorporated (such as the Mach kernel, the digital signal processor chip, and the built-in Ethernet port).

The NeXTcube was described by Jobs as an "interpersonal" computer, which he believed was the next step after "personal" computing. That is, if computers could allow people to communicate and collaborate together in an easy way, it would solve many of the problems that "personal" computing had come up against.

"1990 CERN: A Joint proposal for a hypertext system is presented to the management. Mike Sendall buys a NeXT cube for evaluation, and gives it to Tim [Berners-Lee]. Tim's prototype implementation on NeXTStep is made in the space of a few months, thanks to the qualities of the NeXTStep software development system. This prototype offers WYSIWYG browsing/authoring! Current Web browsers used in "surfing the Internet" are mere passive windows, depriving the user of the possibility to contribute. During some sessions in the CERN cafeteria, Tim and I try to find a catching name for the system. I was determined that the name should not yet again be taken from Greek mythology. Tim proposes "World-Wide Web". I like this very much, except that it is difficult to pronounce in French..." by Robert Cailliau, 2 November 1995.

During a time when e-mail for most people was plain text, Jobs loved to demo the NeXT's e-mail system, NeXTMail, as an example of his "interpersonal" philosophy. NeXTMail was one of the first to support universally visible, clickable embedded graphics and audio within e-mail. Jobs ran NeXT with an obsession for aesthetic perfection, as evidenced by such things as the NeXTcube's magnesium case. This put considerable strain on NeXT's hardware division, and in 1993, after having sold only 50,000 machines, NeXT transitioned fully to software development with the release of NeXTSTEP/Intel.

Pixer and Disney

In 1986, Jobs bought The Graphics Group (later renamed Pixar) from Lucasfilm's computer graphics division for the price of $10 million, $5 million of which was given to the company as capital

The new company, which was originally based at Lucasfilm's Kerner Studios in San Rafael, California, but has since relocated to Emeryville, California, was initially intended to be a high-end graphics hardware developer. After years of unprofitability selling the Pixar Image Computer, it contracted with Disney to produce a number of computer-animated feature films, which Disney would co-finance and distribute.

The first film produced by the partnership, Toy Story, brought fame and critical acclaim to the studio when it was released in 1995. Over the next ten plus years, under Pixar's creative chief John Lasseter, the company would produce the box-office hits A Bug's Life (1998), Toy Story 2 (1999), Monsters, Inc. (2001), Finding Nemo (2003), The Incredibles (2004), Cars (2006), Ratatouille (2007), WALL-E (2008), Up (2009) and Toy Story 3 (2010). Finding Nemo, The Incredibles, Ratatouille, WALL-E and Up each received the Academy Award for Best Animated Feature, an award introduced in 2001.

In the years 2003 and 2004, as Pixar's contract with Disney was running out, Jobs and Disney chief executive Michael Eisner tried but failed to negotiate a new partnership, and in early 2004 Jobs announced that Pixar would seek a new partner to distribute its films once its contract with Disney expired.

In October 2005, Bob Iger replaced Eisner at Disney, and Iger quickly worked to patch up relations with Jobs and Pixar. On January 24, 2006, Jobs and Iger announced that Disney had agreed to purchase Pixar in an all-stock transaction worth $7.4 billion. Once the deal closed, Jobs became The Walt Disney Company's largest single shareholder with approximately 7% of the company's stock. Jobs's holdings in Disney far exceed those of Eisner, who holds 1.7%, and Disney family member Roy E. Disney, who held about 1% of the company's stock and whose criticisms of Eisner included the soured Pixar relationship and accelerated his ousting. Jobs joined the company's board of directors upon completion of the merger.

Jobs also helps oversee Disney and Pixar's combined animation businesses with a seat on a special six-man steering committee.

Return to Apple

In 1996, Apple announced that it would buy NeXT for $429 million. The deal was finalized in late 1996, bringing Jobs back to the company he co-founded. He soon became Apple's interim CEO after the directors lost confidence in and ousted then-CEO Gil Amelio in a boardroom coup. In March 1998, to concentrate Apple's efforts on returning to profitability, Jobs immediately terminated a number of projects such as Newton, Cyberdog, and OpenDoc. In the coming months, many employees developed a fear of encountering Jobs while riding in the elevator, "afraid that they might not have a job when the doors opened. The reality was that Jobs' summary executions were rare, but a handful of victims was enough to terrorize a whole company." Jobs also changed the licensing program for Macintosh clones, making it too costly for the manufacturers to continue making machines.

With the purchase of NeXT, much of the company's technology found its way into Apple products, most notably NeXTSTEP, which evolved into Mac OS X. Under Jobs's guidance the company increased sales significantly with the introduction of the iMac and other new products; since then, appealing designs and powerful branding have worked well for Apple. At the 2000 Macworld Expo, Jobs officially dropped the "interim" modifier from his title at Apple and became permanent CEO. Jobs quipped at the time that he would be using the title 'iCEO.'

In recent years, the company has branched out, introducing and improving upon other digital appliances. With the introduction of the iPod portable music player, iTunes digital music software, and the iTunes Store, the company made forays into consumer electronics and music distribution. In 2007, Apple entered the cellular phone business with the introduction of the iPhone, a multi-touch display cell phone, which also included the features of an iPod and, with its own mobile browser, revolutionized the mobile browsing scene. While stimulating innovation, Jobs also reminds his employees that "real artists ship", by which he means that delivering working products on time is as important as innovation and attractive design.

Jobs is both admired and criticized for his consummate skill at persuasion and salesmanship, which has been dubbed the "reality distortion field" and is particularly evident during his keynote speeches (colloquially known as "Stevenotes") at Macworld Expos and at Apple's own World Wide Developers Conferences.

In 2005, Jobs responded to criticism of Apple's poor recycling programs for e-waste in the U.S. by lashing out at environmental and other advocates at Apple's Annual Meeting in Cupertino in April. However, a few weeks later, Apple announced it would take back iPods for free at its retail stores. The Computer TakeBack Campaign responded by flying a banner from a plane over the Stanford University graduation at which Jobs was the commencement speaker. The banner read "Steve — Don't be a mini-player recycle all e-waste". In 2006, he further expanded Apple's recycling programs to any U.S. customer who buys a new Mac. This program includes shipping and "environmentally friendly disposal" of their old systems.

Business Life

Wealth

As of October 2009, Jobs owned 5.426 million shares of Apple, most of which was granted in 2003 when Jobs was given 10 million shares. He also owned 138 million shares of Disney, which he received in exchange for Disney's acquisition of Pixar. Forbes estimated his net wealth at $5.1 billion in 2009, making him the 43rd wealthiest American. Jobs has been criticized for his lack of public philanthropy despite his wealth, particularly in recent years as other billionaires (such as Bill Gates and Warren Buffet) have pledged significant portions of their fortunes to charity. As of 2006, Jobs had not appeared on national tallies of charitable donations totaling $1 million or more, as compiled by Indiana University's Center on Philanthropy. Although he may well have donated significant sums anonymously, some have doubted this assumption, given Jobs' equally poor track record on corporate philanthropy; after resuming control of Apple in 1997, Jobs eliminated all corporate philanthropy programs as a temporary cost-cutting measure until profitability improved. Despite the company's record-breaking profits and $40 billion cash on hand, Jobs has not reinstated a philanthropic division at Apple.

Stock options backdating issue

In 2001, Steve Jobs was granted stock options in the amount of 7.5 million shares of Apple with an exercise price of $18.30, which allegedly should have been $21.10, thereby incurring taxable income of $20,000,000 that he did not report as income. This indicated backdating. Apple overstated its earnings by that same amount. If found liable, Jobs might have faced a number of criminal charges and civil penalties. Apple claimed that the options were originally granted at a special board meeting that may never have taken place. Furthermore, the investigation is focusing on false dating of the options resulting in a retroactive $20 million increase in the exercise price. The case is the subject of active criminal and civil government investigations, though an independent internal Apple investigation completed on December 29, 2006, found that Jobs was unaware of these issues and that the options granted to him were returned without being exercised in 2003. On July 1, 2008, a $7 billion class action suit was filed against several members of the Apple Board of Directors for revenue lost due to the alleged securities fraud.

Management style

Much has been made of Jobs' aggressive and demanding personality. Fortune wrote that he "is considered one of Silicon Valley's leading egomaniacs." Commentaries on his temperamental style can be found in Mike Moritz's The Little Kingdom, one of the few authorized biographies of Jobs; The Second Coming of Steve Jobs, by Alan Deutschman; and iCon: Steve Jobs, by Jeffrey S. Young & William L. Simon.

Jef Raskin, a former colleague, once said that Jobs "would have made an excellent king of France," alluding to Jobs' compelling and larger-than-life persona.

Jobs has always aspired to position Apple and its products at the forefront of the information technology industry by foreseeing and setting trends, at least in innovation and style. He summed up that self-concept at the end of his keynote speech at the Macworld Conference and Expo in January 2007 by quoting ice hockey legend Wayne Gretzky:

There's an old Wayne Gretzky quote that I love. 'I skate to where the puck is going to be, not where it has been.' And we've always tried to do that at Apple. Since the very very beginning. And we always will. – Steve Jobs

Floyd Norman said that at Pixar, Jobs was a "mature, mellow individual" and never interfered with the creative process of the filmmakers.

In 2005, Steve Jobs banned all books published by John Wiley & Sons from Apple Stores in response to their publishing an unauthorized biography, iCon: Steve Jobs. In its 2010 annual earnings report, Wiley said it had "closed a deal ... to make its titles available for the iPad."

Personal Life

Jobs married Laurene Powell, on March 18, 1991. Presiding over the wedding was the Zen Buddhist monk Kobun Chino Otogowa. The couple have a son, Reed Paul Jobs, and two other children. Jobs also has a daughter, Lisa Brennan-Jobs (born 1978), from his relationship with Bay Area painter Chrisann Brennan. She briefly raised their daughter on welfare when Jobs denied paternity, claiming that he was sterile; he later acknowledged paternity.

In the unauthorized biography, The Second Coming of Steve Jobs, author Alan Deutschman reports that Jobs once dated Joan Baez. Deutschman quotes Elizabeth Holmes, a friend of Jobs from his time at Reed College, as saying she "believed that Steve became the lover of Joan Baez in large measure because Baez had been the lover of Bob Dylan." In another unauthorized biography, iCon: Steve Jobs by Jeffrey S. Young & William L. Simon, the authors suggest that Jobs might have married Baez, but her age at the time (41) meant it was unlikely the couple could have children.

Jobs is also a Beatles fan. He has referenced them on more than one occasion at Keynotes and also was interviewed on a showing of a Paul McCartney concert. When asked about his business model on 60 Minutes, he replied:

My model for business is The Beatles: They were four guys that kept each other's negative tendencies in check; they balanced each other. And the total was greater than the sum of the parts. Great things in business are not done by one person, they are done by a team of people.

In 1982, Jobs bought an apartment in The San Remo, an apartment building in New York City with a politically progressive reputation, where Demi Moore, Steven Spielberg, Steve Martin, and Princess Yasmin Aga Khan, daughter of Rita Hayworth, also had apartments. With the help of I.M. Pei, Jobs spent years renovating his apartment in the top two floors of the building's north tower, only to sell it almost two decades later to U2 frontman Bono. Jobs had never moved in.

In 1984, Jobs purchased a 17,000-square-foot (1,600 m2), 14 bedroom Spanish Colonial mansion, designed by George Washington Smith in Woodside, California, also known as Jackling House. Although it reportedly remained in an almost unfurnished state, Jobs lived in the mansion for almost ten years. According to reports, he kept an old BMW motorcycle in the living room, and let Bill Clinton use it in 1998. Since the early 1990s, Jobs has lived in a house in the Old Palo Alto neighborhood of Palo Alto. President Clinton dined with Jobs and 14 Silicon Valley CEOs there August 7, 1996.

He allowed the mansion to fall into a state of disrepair, planning to demolish the house and build a smaller home on the property; but he met with complaints from local preservationists over his plans. In June 2004, the Woodside Town Council gave Jobs approval to demolish the mansion, on the condition that he advertise the property for a year to see if someone would move it to another location and restore it. A number of people expressed interest, including several with experience in restoring old property, but no agreements to that effect were reached. Later that same year, a local preservationist group began seeking legal action to prevent demolition. In January 2007 Jobs was denied the right to demolish the property, by a court decision.

He usually wears a black long-sleeved mock turtleneck made by St. Croix, Levi's 501 blue jeans, and New Balance 991 sneakers. He is a pescetarian.

His choice of car is a silver 2006 Mercedes SL 55 AMG, which has no licence plates. That is, according to Jobs, because they always got stolen.

Jobs had a public war of words with Dell Computer CEO Michael Dell, starting when Jobs first criticized Dell for making "un-innovative beige boxes." On October 6, 1997, in a Gartner Symposium, when Michael Dell was asked what he would do if he owned then-troubled Apple Computer, he said "I'd shut it down and give the money back to the shareholders." In 2006, Steve Jobs sent an email to all employees when Apple's market capitalization rose above Dell's. The email read:

Team, it turned out that Michael Dell wasn't perfect at predicting the future. Based on today's stock market close, Apple is worth more than Dell. Stocks go up and down, and things may be different tomorrow, but I thought it was worth a moment of reflection today. – Steve.

Health Concerns

In mid-2004, Jobs announced to his employees that he had been diagnosed with a cancerous tumor in his pancreas. The prognosis for pancreatic cancer is usually very grim; Jobs, however, stated that he had a rare, far less aggressive type known as islet cell neuroendocrine tumor. After initially resisting the idea of conventional medical intervention and embarking on a special diet to thwart the disease, Jobs underwent a pancreaticoduodenectomy (or "Whipple procedure") in July 2004 that appeared to successfully remove the tumor. Jobs apparently did not require nor receive chemotherapy or radiation therapy. During Jobs' absence, Timothy D. Cook, head of worldwide sales and operations at Apple, ran the company.

In early August 2006, Jobs delivered the keynote for Apple's annual Worldwide Developers Conference. His "thin, almost gaunt" appearance and unusually "listless" delivery, together with his choice to delegate significant portions of his keynote to other presenters, inspired a flurry of media and internet speculation about his health. In contrast, according to an Ars Technica journal report, WWDC attendees who saw Jobs in person said he "looked fine"; following the keynote, an Apple spokesperson said that "Steve's health is robust."

Two years later, similar concerns followed Jobs' 2008 WWDC keynote address; Apple officials stated Jobs was victim to a "common bug" and that he was taking antibiotics, while others surmised his cachectic appearance was due to the Whipple procedure. During a July conference call discussing Apple earnings, participants responded to repeated questions about Steve Jobs' health by insisting that it was a "private matter." Others, however, voiced the opinion that shareholders had a right to know more, given Jobs' hands-on approach to running his company. The New York Times published an article based on an off-the-record phone conversation with Jobs, noting that "while his health issues have amounted to a good deal more than 'a common bug,' they weren’t life-threatening and he doesn’t have a recurrence of cancer."

On August 28, 2008, Bloomberg mistakenly published a 2500-word obituary of Jobs in its corporate news service, containing blank spaces for his age and cause of death. (News carriers customarily stockpile up-to-date obituaries to facilitate news delivery in the event of a well-known figure's untimely death.) Although the error was promptly rectified, many news carriers and blogs reported on it, intensifying rumors concerning Jobs' health. Jobs responded at Apple's September 2008 Let's Rock keynote by quoting Mark Twain: "Reports of my death are greatly exaggerated"; at a subsequent media event, Jobs concluded his presentation with a slide reading "110 / 70", referring to his blood pressure, stating he would not address further questions about his health.

On December 16, 2008, Apple announced that marketing vice-president Phil Schiller would deliver the company's final keynote address at the Macworld Conference and Expo 2009, again reviving questions about Jobs' health. In a statement given on January 5, 2009 on Apple.com, Jobs said that he had been suffering from a "hormone imbalance" for several months. On January 14, 2009, in an internal Apple memo, Jobs wrote that in the previous week he had "learned that my health-related issues are more complex than I originally thought" and announced a six-month leave of absence until the end of June 2009 to allow him to better focus on his health. Tim Cook, who had previously acted as CEO in Jobs' 2004 absence, became acting CEO of Apple, with Jobs still involved with "major strategic decisions."

In April 2009, Jobs underwent a liver transplant at Methodist University Hospital Transplant Institute in Memphis, Tennessee. Jobs' prognosis was "excellent".

On January 17, 2011, one and a half years after Jobs returned from his liver transplant, Apple announced that he had been granted a medical leave of absence. Jobs announced his leave in a letter to employees, stating his decision was made "so [he could] focus on [his] health". As during his 2009 medical leave, Timothy Cook will run day-to-day operations, but Jobs will continue to be involved in major strategic decisions at the company.

Honors

He was awarded the National Medal of Technology from President Ronald Reagan in 1984 with Steve Wozniak (among the first people to ever receive the honor), and a Jefferson Award for Public Service in the category "Greatest Public Service by an Individual 35 Years or Under" (aka the Samuel S. Beard Award) in 1987.

On November 27, 2007, Jobs was named the most powerful person in business by Fortune Magazine.

On December 5, 2007, California Governor Arnold Schwarzenegger and First Lady Maria Shriver inducted Jobs into the California Hall of Fame, located at The California Museum for History, Women and the Arts.

In August 2009, Jobs was selected the most admired entrepreneur among teenagers on a survey by Junior Achievement.

On November 5, 2009, Jobs was named the CEO of the decade by Fortune Magazine.

In November 2009 Jobs was ranked #57 on Forbes: The World's Most Powerful People.

In December 2010, the Financial Times named Jobs its person of the year for 2010, ending its essay by stating, "In his autobiography, John Sculley, the former PepsiCo executive who once ran Apple, said this of the ambitions of the man he had pushed out: 'Apple was supposed to become a wonderful consumer products company. This was a lunatic plan. High-tech could not be designed and sold as a consumer product.' How wrong can you be".

In Popular Culture

Jobs was prominently featured in three films about the history of the personal computing industry:

Triumph of the Nerds — a 1996 three-part documentary for PBS, about the rise of the home computer/personal computer.

Nerds 2.0.1 — a 1998 three-part documentary for PBS, (and sequel to Triumph of the Nerds) which chronicles the development of the Internet.

Pirates of Silicon Valley — a 1999 docudrama which chronicles the rise of Apple and Microsoft. He was portrayed by Noah Wyle.

Jobs has also been frequently parodied:

Mad Magazine — a feature called Calvin and Jobs, a parody of Calvin and Hobbes, starring Steve in the role of Hobbes and his attempts to explain to Calvin his job.

Jobs was also parodied in "Mypods and Boomsticks", a 2008 The Simpsons episode which features an adventure into the 'world' of Mapple, MyPods, and "Steve Mobbs".

30 Rock parodied Jobs's keynote presentation style, turtleneck and all in the episode "Cutbacks".

Jobs was also parodied on Mad TV and Saturday Night Live.

Steve Jobs on the Difference Between a Vice President and a Janitor


Steve Jobs gives employees a little speech when they're promoted to Vice President at Apple, according to Adam Lashinsky in a new article in Fortune that's not online yet.

Lashinsky calls it the "Difference Between the Janitor and the Vice President."

Jobs tells the VP that if the garbage in his office is not being emptied regularly for some reason, he would ask the janitor what the problem is. The janitor could reasonably respond by saying, "Well, the lock on the door was changed, and I couldn't get a key."

An irritation for Jobs, for an understandable excuse for why the janitor couldn't do his job. As a janitor, he's allowed to have excuses.

"When you're the janitor, reasons matter," Jobs tells newly minted VPs, according to Lashinsky.

"Somewhere between the janitor and the CEO, reasons stop mattering," says Jobs, adding, that Rubicon is "crossed when you become a VP."

In other words, you have no excuse for failure. You are now responsible for any mistakes that happen, and it doesn't matter what you say.

Saturday, May 7, 2011

What is Enterpreneurship ? Is it an attitude ?

Having just the right attitude is the start. You need ideas...a lot of ideas, if I may add... which will work. Even that wont be enough. Last but not the least you need money. If you have the right mix of these three chances are you may become a successful entrepreneur.

Attitude, some people have said, is the most important personal characteristic. Something that cannot be trained. Either you have it or you dont. The entrepreneur's attitude affects his or her early success. It needs to be also there in the firm's employees to bring the competitive advantage in the business even after it succeeds.

As I have already said attitude is not everything in terms of having success as an entrepreneur. Knowledge about finance and marketing is far more important in order to be able to compete as far as SMEs are concerned.

Friday, May 6, 2011

How Useful Is Doing Ph.D. for a B-school Teacher? Is It Worth It?

I would like to thank one of my friends for asking this very relevant question. I would be answering the question and at the same time look into the problems business schools are facing as a result of which we hardly have any good faculties left.

The hallmark of the MBA course is that after completion the students are ready to serve the industry. They do not just carry a certficate unlike many other academic UG and PG courses. Once they start work their certificates have no value. But their performance does.

In such a scenario all the people who want to teach in business schools should come from the industry with a minimum of five years experience. But that is not the case in India for two reasons. The more important one is the compensation offered. Unlike developed countries like USA and many in Europe. Other than a handful of good institutions it is peanuts here. But instead of bringing down the huge difference in what the industry pays and what an experienced and deserving b-school faculty earns the regulator has made entry into this profession even more difficult. This is where the Ph.D. comes in.

Now we have two queues of people applying in b-schools. The Ph.D. and the non-Ph.D. The first one is much smaller. You do not need any corporate experience to stand in that queue. Just a Ph.D. in something which may have nothing to do with what you will teach for the rest of your life. On the other hand you will find people with loads of experience in the industry standing in the longer queue and fighting with most of the ordinary faculties for a job or a promotion.

I never want to offend the meritorious who have done their Ph.D., who are contributing with their experience in the industry and excellent teaching. But I am sorry to say that they are a minority in India's b-schools.

How useful is doing Ph.D.? May be people in the smaller queue will be able to answer this question much better. But students value what you have brought into the classroom from the industry. Not the pages you have read and remembered from any good textbook.

Thursday, May 5, 2011

Richard Branson: Here's What Attention To Detail Really Looks LIke


So you have an idea for a business -- one that you believe has the potential to alter the industry. You put together a straightforward proposition, raised the necessary capital, gathered a team and publicized your new venture by every means available. What happens next?

It's time to deliver on your promises. And the only difference between merely satisfactory delivery and great delivery is attention to detail.

Anyone who aspires to lead a company must develop a habit of taking notes. I carry a notebook everywhere I go. Most of my entries are like this one, from a Virgin Atlantic flight years ago: "Dirty carpets. Fluff. Areas around bow dirty. Equipment: stainless steel, grotty. Choice of menu disappointing -- back from Miami, prawns then lobster (as a main course) in Upper Class. Chicken curry very bland. Chicken should be cut in chunks. Rice pretty dry. No Stilton available on cheeseboard."

What's most revealing is this final note: "Staff desperate for someone to listen. Make sure flight staff reports are actioned IMMEDIATELY." I'm pleased to say they now are. This is the key to getting all the other items on the list done -- employees are better able to report problems and get them fixed before I come along with my notebook.

And as you decide how best to deliver your product or service, keep in mind the company's core business values, the medium-term strategic considerations and where the industry is headed in the long term. Make your decisions on the micro level in light of that bigger picture, and your business should be headed in the right direction.

This problem-solving process should not be limited to the launch. Owners and leaders of established companies should sample their business's products as often as possible. Many bosses regularly speak to staff at all levels, but often they do not follow up on problems they uncover. This means their employees never learn what importance the CEO places on getting the details right, or see just how necessary and possible it is to address the everyday problems that come up. If you foster a culture of waiting for someone else to solve problems, the company will suffer the consequences.

Great delivery also depends on great communication, which should start at the top. Be brave: hand out your e-mail address and phone number. Your employees will know not to misuse it or badger you, and by doing so, you will be giving them a psychological boost -- they will know they can contact you anytime a problem comes up that requires your attention.

Instilling attention to detail throughout your new company will prove especially important when the business begins to gain ground. Employees across the business should be focusing on getting it right all day, every day.

A few years ago, I saw warning signs that we were starting to stumble when I received a letter from a couple who had planned to travel on Virgin Trains in Britain. We had seen a rapid 50 percent increase in passenger numbers, and suddenly people were finding it difficult to get a seat on the busier routes. The letter writers had not realized that they now had to book seats in advance. When they arrived at the station, they found the staff unhelpful. Given that the husband was disabled and needed assistance, this was pretty terrible of us.

I personally helped them, and in the process became concerned about the bigger picture for this company. I asked Ashley Stockwell, the brand and customer service guardian for Virgin Group, to take a look. Thanks to our renewed focus on delivering great service and attention to detail, we got better and soon received plaudits.

Finally, if you do start to see success in the form of new and repeat business, remember to keep a cool head. You're delivering change, and if you are succeeding, other businesses are probably getting hurt. They will try to shut you down.

Be sportsmanlike, play to win, and then befriend your enemies. If you do fall out with a partner, colleague or competitor, call that person a year later and take him out to dinner. It is likely you have a great deal in common. After all, why did you both get into the business in the first place? To deliver change, serve customers, and reform an industry. Now, what can you create together?

This is an edited excerpt from Richard Branson's book Business Stripped Bare: Adventures of a Global Entrepreneur (Virgin Books, 2010).

Richard Branson on Self-Motivation



Richard Branson is the founder of the Virgin Group and companies such as Virgin Atlantic, Virgin America, Virgin Mobile and Virgin Active. He is the author of "Business Stripped Bare: Adventures of a Global Entrepreneur."

The celebrated entrepreneur shares advice on staying inspired while executing on new ideas.

Q: How do you maintain your motivation to generate new ideas and execute them?

A: My motivations have changed a lot over the past 40 years. In retrospect, it's clear this has been a long-term process, and I acquired new motivations over time.

I am not sure anyone could have predicted my career arc, except perhaps my parents. I was not a promising student, probably because of undiagnosed dyslexia. But my parents did not see my trouble learning as a limitation. Rather, they helped me find my strengths by teaching me to constantly look for new challenges. Achievements in sports and early business ventures such as a Christmas tree farm taught me to be inquisitive, and rely on persistence and creativity when problems came up.

I was partly driven by a desire to prove myself when I started Student magazine at 16. My friends and I wanted to give our generation a voice in the issues of the day, especially the Vietnam War.

We started the magazine because of our convictions, and we loved it. It didn't matter that we were working out of a basement in West London, with no financial backing. We just threw everything we had into the venture and secured advertisers and interviews. It was hard work, but also fun and exciting and, above all, a project we felt strongly about.

That sense of fun, enjoyment and purpose underpinned our expansion to selling records and then establishing record stores. Our next move, into the recording business, was no different. My love of music and concern for people behind that music ensured I was never short of motivation -- just sometimes short of cash!

The U.K.'s recession of the late 1970s coincided with a slowdown in our record sales and a lack of hits. We had created a close community at Virgin, and I wanted the people I worked with to enjoy their jobs. I was also deeply concerned about job security. We were running at a loss, and I had to decide whether to consolidate our stores and rein back the recording business, or follow my instincts and invest in new artists.

Hoping to expand our way out of financial problems, I bought two nightclubs and invested more money in our record business. Its managing director, Simon Draper, was a great talent, so I backed him to create the U.K.'s largest independent label.

Our resulting success in the music business saved the day. The strength of the brand meant that we looked beyond music for business opportunities, and my motivations broadened again. With our old and new businesses, we were developing a community of customers, so my goals now included Virgin's becoming one of the world's most respected brands.

The different motivations meant setting up businesses Virgin employees were passionate about, trying to shake up markets and win the trust of potential customers. We often succeeded as we targeted leading companies in sectors where we felt the customer was no longer well served. In quick succession we moved into airlines, trains, drinks, financial services, health clubs and hotels.

Over the past decade, my motivation has broadened to large-scale philanthropic endeavors. This led to the creation of Virgin Unite, which was instrumental in establishing The Elders, the Branson Centre of Entrepreneurship and the Carbon War Room -- all exciting tools in the fight against poverty, illness and catastrophic climate change.

I am constantly challenging my team with new ideas, innovations or ventures I would like set up -- in double-quick time. My original inquisitiveness and desire to seek out new challenges also can be seen in our Virgin Galactic space adventure. Following the inauguration of the Spaceport runway in New Mexico in October, my dream of space tourism is getting closer. A big project for 2011 will be getting our underwater exploration business up and running. Drawing on the late Steve Fossett's work, we are keen to chart the deep-sea trenches.

You may wonder if such adventures are appropriate for a man my age -- 60 -- which brings me to my last motivational rule: "Screw it, let's do it!"

Tuesday, May 3, 2011

What is Reverse Innovation?

I read in a recent interview of Mr.Vijay Govindrajan, noted management author, about this concept which he has elaborated in his new book, "The Rules for Strategic Innovators" and an article in HBR, "How GE is Disrupting Itself." I would like my readers who are aware about this to enlighten us. GE has implemented this long time back and I understand that Tata Motors with its Nano model has also done it.

Monday, May 2, 2011

The Big Idea: Creating Shared Value by Michael E. Porter and Mark R. Kramer

Michael E. Porter is the Bishop William Lawrence University Professor at Harvard University. He is a frequent contributor to Harvard Business Review and a six-time McKinsey Award winner.

Mark R. Kramer co-founded FSG, a global social impact consulting firm, with Professor Porter and is its managing director. He is also a senior fellow of the CSR initiative at Harvard’s Kennedy School of Government.

The capitalist system is under siege. In recent years business increasingly has been viewed as a major cause of social, environmental, and economic problems. Companies are widely perceived to be prospering at the expense of the broader community.

Even worse, the more business has begun to embrace corporate responsibility, the more it has been blamed for society’s failures. The legitimacy of business has fallen to levels not seen in recent history. This diminished trust in business leads political leaders to set policies that undermine competitiveness and sap economic growth. Business is caught in a vicious circle.

A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success. How else could companies overlook the well-being of their customers, the depletion of natural resources vital to their businesses, the viability of key suppliers, or the economic distress of the communities in which they produce and sell? How else could companies think that simply shifting activities to locations with ever lower wages was a sustainable “solution” to competitive challenges? Government and civil society have often exacerbated the problem by attempting to address social weaknesses at the expense of business. The presumed trade-offs between economic efficiency and social progress have been institutionalized in decades of policy choices.

Companies must take the lead in bringing business and society back together. The recognition is there among sophisticated business and thought leaders, and promising elements of a new model are emerging. Yet we still lack an overall framework for guiding these efforts, and most companies remain stuck in a “social responsibility” mind-set in which societal issues are at the periphery, not the core.

The solution lies in the principle of shared value, which involves creating economic value in a way that also creates value for society by addressing its needs and challenges. Businesses must reconnect company success with social progress. Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success. It is not on the margin of what companies do but at the center. We believe that it can give rise to the next major transformation of business thinking.

A growing number of companies known for their hard-nosed approach to business—such as GE, Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart—have already embarked on important efforts to create shared value by reconceiving the intersection between society and corporate performance. Yet our recognition of the transformative power of shared value is still in its genesis. Realizing it will require leaders and managers to develop new skills and knowledge—such as a far deeper appreciation of societal needs, a greater understanding of the true bases of company productivity, and the ability to collaborate across profit/nonprofit boundaries. And government must learn how to regulate in ways that enable shared value rather than work against it.

Capitalism is an unparalleled vehicle for meeting human needs, improving efficiency, creating jobs, and building wealth. But a narrow conception of capitalism has prevented business from harnessing its full potential to meet society’s broader challenges. The opportunities have been there all along but have been overlooked. Businesses acting as businesses, not as charitable donors, are the most powerful force for addressing the pressing issues we face. The moment for a new conception of capitalism is now; society’s needs are large and growing, while customers, employees, and a new generation of young people are asking business to step up.

The purpose of the corporation must be redefined as creating shared value, not just profit per se. This will drive the next wave of innovation and productivity growth in the global economy. It will also reshape capitalism and its relationship to society. Perhaps most important of all, learning how to create shared value is our best chance to legitimize business again.

 

Moving Beyond Trade-Offs


Business and society have been pitted against each other for too long. That is in part because economists have legitimized the idea that to provide societal benefits, companies must temper their economic success. In neoclassical thinking, a requirement for social improvement—such as safety or hiring the disabled—imposes a constraint on the corporation. Adding a constraint to a firm that is already maximizing profits, says the theory, will inevitably raise costs and reduce those profits.

A related concept, with the same conclusion, is the notion of externalities. Externalities arise when firms create social costs that they do not have to bear, such as pollution. Thus, society must impose taxes, regulations, and penalties so that firms “internalize” these externalities—a belief influencing many government policy decisions.

This perspective has also shaped the strategies of firms themselves, which have largely excluded social and environmental considerations from their economic thinking. Firms have taken the broader context in which they do business as a given and resisted regulatory standards as invariably contrary to their interests. Solving social problems has been ceded to governments and to NGOs. Corporate responsibility programs—a reaction to external pressure—have emerged largely to improve firms’ reputations and are treated as a necessary expense. Anything more is seen by many as an irresponsible use of shareholders’ money. Governments, for their part, have often regulated in a way that makes shared value more difficult to achieve. Implicitly, each side has assumed that the other is an obstacle to pursuing its goals and acted accordingly.

The concept of shared value, in contrast, recognizes that societal needs, not just conventional economic needs, define markets. It also recognizes that social harms or weaknesses frequently create internal costs for firms—such as wasted energy or raw materials, costly accidents, and the need for remedial training to compensate for inadequacies in education. And addressing societal harms and constraints does not necessarily raise costs for firms, because they can innovate through using new technologies, operating methods, and management approaches—and as a result, increase their productivity and expand their markets.

The Five Competitive Forces That Shape Strategy by Michael E. Porter

In 1979, Harvard Business Review published “How Competitive Forces Shape Strategy” by a young economist and associate professor, Michael E. Porter. It was his first HBR article, and it started a revolution in the strategy field. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corporations, regions, nations, and, more recently, health care and philanthropy. “Porter’s five forces” have shaped a generation of academic research and business practice. With prodding and assistance from Harvard Business School Professor Jan Rivkin and longtime colleague Joan Magretta, Porter here reaffirms, updates, and extends the classic work. He also addresses common misunderstandings, provides practical guidance for users of the framework, and offers a deeper view of its implications for strategy today.

In essence, the job of the strategist is to understand and cope with competition. Often, however, managers define competition too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profits goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all five forces defines an industry’s structure and shapes the nature of competitive interaction within an industry.

As different from one another as industries might appear on the surface, the underlying drivers of profitability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health-care delivery industry in Europe. But to understand industry competition and profitability in each of those three cases, one must analyze the industry’s underlying structure in terms of the five forces. 

If the forces are intense, as they are in such industries as airlines, textiles, and hotels, almost no company earns attractive returns on investment. If the forces are benign, as they are in industries such as software, soft drinks, and toiletries, many companies are profitable. Industry structure drives competition and profitability, not whether an industry produces a product or service, is emerging or mature, high tech or low tech, regulated or unregulated. While a myriad of factors can affect industry profitability in the short run—including the weather and the business cycle—industry structure, manifested in the competitive forces, sets industry profitability in the medium and long run. 

Understanding the competitive forces, and their underlying causes, reveals the roots of an industry’s current profitability while providing a framework for anticipating and influencing competition (and profitability) over time. A healthy industry structure should be as much a competitive concern to strategists as their company’s own position. Understanding industry structure is also essential to effective strategic positioning. As we will see, defending against the competitive forces and shaping them in a company’s favor are crucial to strategy.

 

Forces That Shape Competition


The configuration of the five forces differs by industry. In the market for commercial aircraft, fierce rivalry between dominant producers Airbus and Boeing and the bargaining power of the airlines that place huge orders for aircraft are strong, while the threat of entry, the threat of substitutes, and the power of suppliers are more benign. In the movie theater industry, the proliferation of substitute forms of entertainment and the power of the movie producers and distributors who supply movies, the critical input, are important.

The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation. The most salient force, however, is not always obvious.

For example, even though rivalry is often fierce in commodity industries, it may not be the factor limiting profitability. Low returns in the photographic film industry, for instance, are the result of a superior substitute product—as Kodak and Fuji, the world’s leading producers of photographic film, learned with the advent of digital photography. In such a situation, coping with the substitute product becomes the number one strategic priority.

Industry structure grows out of a set of economic and technical characteristics that determine the strength of each competitive force. We will examine these drivers in the pages that follow, taking the perspective of an incumbent, or a company already present in the industry. The analysis can be readily extended to understand the challenges facing a potential entrant.

The Other Side of Innovation: Solving the Execution Challenge by Vijay Govindarajan, Chris Trimble

Companies can't survive without innovating. But most put far more emphasis on generating Big Ideas than on executing them--turning ideas into actual breakthrough products, services, and process improvements. That's because "ideating" is energizing and glamorous. By contrast, execution seems like humdrum, behind-the-scenes dirty work. But without execution, Big Ideas go nowhere. In The Other Side of Innovation, Vijay Govindarajan and Chris Trimble reveal how to execute an innovation initiative--whether a simple project or a grand, gutsy gamble. Drawing on examples from innovators as diverse as Allstate, BMW, Timberland, and Nucor, the authors explain how to: Build the Right Team: Determine who'll be on the team, where they'll come from, how they'll be organized, how much time they'll devote to the project, and how they'll navigate the delicate and conflict-rich partnership between innovation and ongoing operations. Manage a Disciplined Experiment: Decide how team members can quickly test their assumptions , translate results into new knowledge, and measure progress. Give innovation leaders a tough but fair performance evaluation. Practical and provocative, this new book takes you step-by-step through the innovation execution process--so your Big Ideas deliver their full promise.

Sunday, May 1, 2011

The Rs.400 Crore Fraud: RBI Showcause Notice For Citibank India


The Reserve Bank of India (RBI) today issued a showcause notice to Citibank India for the Rs 400-crore fraud by one of its employees at the bank’s branch in Gurgaon. According to sources, if the bank failed to provide a satisfactory response, it may be fined as much as Rs 65 lakh.

Sources, however, said the penalty could be reduced, depending on the bank’s response to the showcause notice. Citibank declined to comment on the issue.In December, Citibank had discovered a fraud, allegedly committed by its employee, Shivraj Puri, by siphoning off Rs 400 crore by selling financial products not authorised by the bank. Puri was believed to have transferred the funds to his personal accounts. The accused had reportedly forged the bank’s documents and letter heads to sell the products.

Citibank said it informed RBI and investigating agencies as soon as it knew about the financial discrepancies at its Gurgaon branch. Currently, it is in the process of compensating clients hit by the scam.

Analysts say while the quantum of the penalty is unlikely to have any impact on the bank’s financials, it indicates the central bank would not tolerate lapses in risk management and internal control systems.

RBI had, earlier this week, penalised 19 commercial banks, including the country’s largest lender, State Bank of India, for mis-selling derivative products to clients. The regulator imposed a fine of Rs 5-15 lakh on these banks, since they did not comply with its instructions on derivative products. The list included seven private banks and 11 foreign banks.

Infosys management rejig: SD Shibulal to be the CEO and MD of Infosys

IT bellwether and India's second largest software exporter rejigged its management on Saturday and announced banker KV Kamath as its new chairman. KV Kamath will succeed NR Narayana Murthy who is one of the founding members of the company.

The over $6-billion Infosys Technologies has also appointed current CEO S Gopalakrishnan as the executive co-chairman and promoted chief operating officer (COO) S D Shibulal as CEO and MD. Murthy, who turns 65 in August, will become Chairman Emeritus for life.

Kamath is currently an independent director on the board of Infosys. He is the non-Executive Chairman of ICICI Bank, the country's largest in.finance.yahoo.com/news/Infosys-management-rejig-SD-yahoofinancein-2479236323.htmlprivate lender. Accepting his new job, Kamath said that no one can ever replace Narayana Murthy who is an iconic leader as far as the nation is concerned. He added, "It is an honour to lead a team that has achieved so much. I have known Murthy for many years. He has a built a company not only with intellect but also strong values. And I would like to take this forward to a new level with the help of my new team." He will spend 30 days in a year in Infosys in his new role.

Talking to the media, Murthy said, "KV has been a close associate and he has been part of the board for nearly 10 years. I also take this opportunity to announce Shibulal as the company's new CEO and Managing Director."

While talking about Shibulal's commitment Murthy recounted an anecdote. When they worked in Patni, he came to report about the progress in a systems software project. Murthy angrily told Shibu that he could not leave office till he completed this work. Two days later he zipped by office and found Shibu still in office in his "lungi" working diligently on the job that his then boss, Murthy, had asked him to complete. "This is the level of commitment Shibulal demonstrates," said Murthy.

Our live updates from the press conference

Read about Infosys in the last 30 years

Infosys Technologies will now be renamed Infosys Limited. All new appointments would be effective from August 21, 2011. Kris Gopalakrishnan said that the company will name three new directors by June 11, 2011. He stressed that Infosys was aligning various units under four business groups.

Shibulal takes over from Gopalakrishnan, who in turn replaced Nandan Nilekani. Talking to the press, SD Shibulal said, "Objective is to build a next generation global services company and focus on strengthening client relationships." Shibulal added that Infosys next phase would be called Infosys V 3.0 and the company would be looking at GDM on cloud as its key driver.

The company has also realigned its verticals into 4 key business units, Shibulal added. When asked about how the company will deal with the transition, he said, "We will ensure that this leadership transition is smooth... We are also making other organisational changes to strengthen our market position and ability to serve our clients better".

Headquartered in Bangalore, Infosys has 64 offices and 63 development centres across the US, the UK, China, Australia and Japan, among other countries.

The company and its subsidiaries had a workforce of 1,30,820 employees as of March 31, 2011.

Infosys @ 30: The Story so far


It was a middle-class Indian’s dream and today after 30 years, Infosys has changed the way people look at India. Seven Indian men took the risk to think out of the box and it paid off. Thirty years on, Infosys is India’s most reputed company and is one of the best known brands in the global market.

On this day, NR Narayan Murthy and his six colleagues who worked with Patni Computer Systems, started Infosys Technologies in Pune with a meagre capital of Rs 10,000.

Infosys is synonymous with India’s IT growth. The main aim was to provide a world-class work environment and put India on the global map. The entrepreneurial dream of Narayan Murthy saw its first result in 1987, when the company signed a joint venture with Kurt Salmon Associates in US.

Major milestones in their 30-year-old journey:

2010

Infosys voted as the ‘Best Managed Company’ in India by Finance Asia

2009

Employee strength grew to over 1,00,000

2008

Revenues crossed USD 4.18 billion

2007

Reported Q2 revenue of over USD 1 billion. Annual revenues crossed USD 3 billion

2006

N. R. Narayana Murthy retired from the services of the company on turning 60.

Infosys celebrated 25 years. Revenues crossed USD 2 billion

Progeon was re-christened as Infosys BPO Ltd, effective 29 August 2006.

2005

Won the Global – Most Admired Knowledge Enterprises (MAKE) award

2004

Infosys Technologies became the first Indian listed software company to have a net profit of Rs 1,000 crore or more.

2003

Subsidiaries established in China and Australia

2002

Nandan M. Nilekani took over as CEO

2001

Offices opened in UAE and Argentina and a development centre in Japan

2000

Opened offices in France and Hong Kong, a global development center in Canada and UK and three development centers in the US

1999

Infosys was listed on NASDAQ

1993

Infosys got listed on BSE on June 14, 1993

1987

First international office at Boston, US

Infosys wanted to make an impact in the American market. The same year, the company opened its office in Boston. However in 1988, their KSA joint venture collapsed and Murthy and his associates were left in the lurch. During this period, one of their founding partners Ashok Arora, quit the company to join as a consultant in the US. But Murthy didn’t lose hope. His team continued with their struggle.

Their initial foray into US was through their first client Data Basics Corp. Then there was no looking back. The company went public in 1993 and introduced employee stock option. On the opening day itself, it was traded at Rs 115, though it was listed at Rs 95.

By then, it had started expanding its operations in US. Even today Infosys is the largest publicly traded IT services exporter in India, providing services to 315 large corporations, such as GE and Nortel, predominantly in the USA.

By the late 90s, it started expanding its operations in UK, Europe and Canada. In 1999, it became the first Indian company to be listed in Nasdaq. By this time, it started looking at options in the industry. It launched its business consulting services.

The Y2K fear had gripped the world by now. But Infosys was growing strong and its revenues touched $200mn in 2000 as India was now turning to be the IT hub.

Major acquisitions and partnerships

2010

Infosys Technologies chosen to manage Microsoft’s Internal IT Services

2009

Telstra selected Infosys as a key partner to support its five-year $450 million AUD application development and maintenance contracts.

2008

BBVA and Finacle from Infosys signed a Strategic Global Partnership.

2007

The company bought three of the service centers of Netherlands-based Royal Philips Electronics NV for $28 million.

2005

Infosys signed five-year global IT deal with ABN AMRO.

By then, Narayan Murthy had become a renowned entrepreneur and was listed among Time Magazine/CNN’s 25 most influential businessmen in the world.

Infosys became a household name and it was a dream for every youngster to be part of the global software giant. It was the most admired company in India – India’s pride.

In 2002, it was time for Murthy to step down as CEO and hand over the responsibility to Nandan Nilekani (one of the founding members). The team of seven was now reduced to five. But Murthy ensured he continued to be a mentor to his team.

Infosys knew it had to spread its wings and in 2003, it went on with its first major acquisition. It acquired Infosys Export Info services in Australia.

In 2005, it signed a landmark IT deal with ABN AMRO bank, which was considered as a key step to enter and expand its portfolio. It continued to expand its operations and ventured into BPO services and bought US firm McCamish systems. It also signed a major five-year deal with T-Mobile in UK.

In 2006, Nilekani stepped down to pave way to Kris Gopalakrishnan. Under Nilekani, the company aggressively went on acquiring or tying up with firms across the globe.

The government of India noticing his capabilities roped him to head the Unique Identity project. Due to this commitment, Nilekani sold all his shares and resigned from all the responsibilities he was handling in Infosys.

Today, the company stands tall with 1.13 lakh employees. That said, with founders still dominating the top rung, experts say it is time for the company to choose its successor to continue its success story.