‘Oil Titan’

Also, while critics voice against Exxon’s attitude, they forget that it was Exxon who’d initiated research in solar energy (which it also dropped!) in the wake of the 1970s oil shock and has many patents even today, including an ongoing $100 million funding of an alternative energy project at Stanford, a carbon-capture project tie-up with EU et al – facts unknown to many!

Hence, while ‘oil titans’ should not be forced to jump into the bio-fuel well, they should (at the same time) be penalized heavily for creating ecological imbalances, spills & pollution as well as incentivised for earth-saving initiatives. This way, the Earth will make sense even for the insanely esurient shareholders.


B&E,4ps & IIPM Publication

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2007

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Did you say water?!? Take a walk

There is an urgent need for public policy to be transformed from a purely centralised approach to involving local bodies in deciding regional water mobilization and usage methodologies, of course, under regulated guidelines and norms. Gita Kavarana of Centre for Science and Environment suggested to B&E that for this, proper resources, financial and technical support, incentives for people and effective consultancy support are imperative. Though the famous village in Maharashtra, where 75% of land is sculpted and water- fed, resulting in productivity worth Rs.5 million, is always talked about, can’t we have many more? What? Er...

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Kindler does shuffling act!

Jeffrey Kindler, Pfizer’s Chief Executive Officer has announced a turnaround in its leadership positions to re-arrange the drug company, struggling with augmented competition and the loss of exclusivity rights. Two key functions, Research and Finance, are the targetted two blocks. 57-year-old John LaMattina, the research and development chief of the company for a long time, and 45-year-old Alan Levin, the short-time chief financial officer will be retiring soon as a new replacement (rather successor) is found out. All these steps are a consequence of Kindler’s strategies to ‘transform’ Pfizer into a leaner, more productive company.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Proud of their present

Canara Hindu Permanent Fund’ – nobody would have had a faintest idea that it would grow to a financial powerhouse named Canara Bank and would be ranked 11th amongst the best in the business. However, with unrelenting focus on customer orientations and its adaptability to change, Canara Bank, today, has evolved as one of the leading banking institutions in the country.

Inculcating a distinct culture of its own, the bank epitomises a perfect mix of social and commercial banking. Focus on infrastructure lending and global operations, along with a thrust on social sector, has helped the bank in carving a niche for itself. Be it any business, Bangalore based Canara Bank has never lagged behind in entering newer pastures. Strategic alliances or takeovers, the bank has grazed through each scenario successfully. Its recent Joint Ventures in Insurance and Mutual Fund segments, with global majors, say it all. An insistent focus on asset quality, supported by prudent risk management, the bank has been able to bring down its net NPAs to net advances ratio to 0.94 in March 2007.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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