CEO SUCCESSION
In CEO Succession, Does the Origin—Internal or
External—Matter?
-- Rajnandan Patnaik
While identifying a prospective CEO, what matters more, the functional expertise or prior industry
exposure? Does successful performance in a comparable position in the past matter more or is it the pedigree of the
CEO that matters more? While scanning the CVs of prospective CEOs, we find that their background represents
a veritable mix of all these factors, making the choice based on just one or two factors very difficult. But where
do we look for the suitable CEO - inside the organization or outside the organization, within the industry
or beyond?
© 2009 IUP. All Rights Reserved.
COVER FEATURE
-- Simon Moutter
CEO,
Auckland International Airport Limited,
New Zealand
"Our corporate vision is to grow beyond the
AIAL operation and be recognized as a market
leader, creating value from businesses centered around
hubs for the large scale movement of people and goods."
© 2009 IUP. All Rights Reserved.
HRM
Multi Skilling : Cross-functional Perspective
for Projects
-- Manas Ranjan Pradhan
This article highlights the need for multi-skilled employees at almost all levels of the organization and
explores why recruiting and developing multi-skilled executives might be a good idea from the perspectives of both
the organization and the individual executives. It also tries to understand why most of the modern
organizations functioning in the current competitive milieu need multi-skilled human resources with
cross-functional capabilities.
© 2009 IUP. All Rights Reserved.
CARBON CREDITS
Project Financing Using Carbon Credits
-- Sharon K Jose
This article looks at new opportunities that carbon credits offers to project financing. It brings out examples
of companies in India that have benefited from such an exercise. The article looks at the second stage
of implementation of Kyoto protocol regarding emerging countries. The first stage of reduction of the emission
of greenhouse gases was more emphasized to developed countries, like the US and UK by 2012; the second
stage of compulsory carbon reduction implementation will be in 2030 for developing countries, like India and
China. The demand and price of carbon credit will go up in the process.
© 2009 IUP. All Rights Reserved.
TECHNOLOGY DEVELOPMENT
Strategy for Technology Development in a
Globalized World
-- Dr. PK Banerjea
In the pre-globalization era, technology development used to be reserved for the developed countries and
only obsolete technology was transferred to the developing countries. Globalization changed this trend. The
Triad countries consisting of Japan, US and Western Europe found it is possible to develop new technology at a
much lower cost, and because of its proximity with the emerging market, develop appropriate technology needed
in the market. More and more MNCs from advanced countries are setting up research and development centers
in countries like India and China. This article debates its advantages and some disadvantages, concluding
that the scale tilts towards the emerging countries offering fresh opportunities.
© 2009 IUP. All Rights Reserved.
PROJECT MANAGEMENT
ERP Implementation : Plan to Avoid Failure
-- Prof. R Subramanian
Before embarking on a strategic project, every organization should be aware of its
a priori chances of success. In essence, managing a project means performing an optimization review under constraints.
A project aims to deliver maximum functionality within a given budget and time frame. An IT-based
approach aims at maximizing the overall pareto efficiency of that project within its organizational environment and
its market environment. The same is true of enterprise resource planning.
© 2009 IUP. All Rights Reserved.
CASE STUDY
Coca-Cola in Russia
-- Girija P and Swapna Pragada
This case deals with the strategies adopted by Coca-Cola (Coke) in Russia to sustain its business
during the economic downturn. Russia, known to be a socialist country, transformed itself into a
transition economy by opening doors to foreign investment. Post-1990s, with the entry of MNCs,
consumers started using foreign brands extensively. This trend in consumerism helped Coke to make profits
and become a major player in the Russian beverage industry, though it was not accepted by the
Russians. However, the industry which is driven by consumer tastes to a large extent, has been badly hit due
to global economic crisis in 2008. In order to attract consumers who are spending less on
beverages, Coke has come up with a number of innovative strategies. Instead of cutting down its expenditure, it
is spending more on advertisements in order to boost sales and increase profit. However, the
big question is, to what extent is it feasible for Coke to bet on the market of Russia during the
economic downturn?
© 2009 IBSCDC. All Rights Reserved.
BOOK REVIEW
The Soul of the Corporation : How to Manage the Identity of
Your Company
-- Authors: Hamid Bouchikhi and John R Kimberly
Reviewed by Tapal Dulababu
The business environment is dynamic and the leaders of business have to be innovative and bring
revolutionary changes and instantaneous customized innovations to meet incremental expectations of the customers on
the one hand, so that they can grab more business and achieve global presence as well as attain global
market leadership and identity, on the other. The authors of the book opine that clear, unique, long-lasting, distinct
and consistent identities of businesses have to be built in the minds of the stakeholders. Besides, they say
that leaders of businesses should know the art of building and managing corporate identity and major decisions
in business, such as mergers, acquisitions, takeovers, expansion, diversification and de-mergers should
be oriented towards the creation and management of the identity of the businesses.
© 2008 Pearson Education Inc. All Rights Reserved. IUP holds the copyright for the review. |
