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Q. How would you describe your experience with Accor?
A. It has been an outstanding, elevating, energising, and exciting journey. One of Accor’s core values is the ‘Spirit of Conquest’ and my journey so far exemplifies this to the core. An outstanding feature of the journey so far has been to experience, imbibe,and replicate the Accor culture in our properties.

Q. What are the major HR challenges in hospitality sector?
A. It is talent. There is an urgent need to diversify the sources of talent to include relatively non-traditional markets and to ensure better and more sustainable quality. Apart, employee have more diversified options today, the pull for talent by competition is severe and can destabilise organisations. There is a need to understand what motivates and engages employees in order to help talent retention.

Q. What are current HR trends?
A. The increasing realisation that the biggest barrier to an effective and sustained HR role is the socio-economic cultural factors that shape personality which impacts the organisational capability. I believe that emotional and spiritual intelligence play a significant role in offloading obsolete HR practices that enable transformation of personalities and character traits. Click here to read full interview...

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IIPM Editorial

Even those who make such doomsday predictions and projections privately admit that their forecasts are grossly exaggerated. Take energy security. Sure nuclear energy will be a big plus, once it is fully operational around 2020 if the deal goes through now. If basic reforms in the sector are not implemented now, power cuts will anyway cripple India long before nuclear power arrives. And who says that the deal can never ever be revived if it fails this time? Nobody seems to be talking about that. Then again, it will be good for Bengal if the Nano project is kick started at Singur. But will its relocation forever destroy Bengal as an investment destination? If the state, like India, can provide the right environment, the right infrastructure and a lucrative market, investors – both domestic and international automatically flow. And one nuclear deal and one Nano project will not permanently change that equation.....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Oil companies should behave both as ‘corporations’ and as ‘citizens’; both for their ‘shareholders’ and ‘the planet’!

Try asking the $233.3 billion giant BP this & it would perhaps flash its sparkling new logo & utter, “We’ve re-christened ourself to BP! – Beyond Petroleum!” It has earmarked a walloping $8 billion as investments (through 2015) to its alternative energy division. The $175.1 billion oil-engine Chevron, too, pledged $5 billion in renewable technologies (during 2002-2009). Then there’re giants Shell & ConocoPhillips, which have already invested a mammoth $1.68 billion on bio-fuels till date.

So, while these global giants are donning the ‘Go Green’ hat, the champion – Exxon Mobil which re-wrote history by scripting a heart-stopping $39.5 billion in profits in 2006, begs to differ! Its argument as Rex Tillerson, CEO, Exxon Mobil puts it, is “to go in and invest like everybody else... Why would a shareholder want to own Exxon Mobil? We’re only going to invest shareholder money where they can get the returns they expect with Exxon!” Even forecasts by US Fed’s Climate Change Program (which concludes that fossil fuels will supply a strapping 80% of total energy needs by 2100) & EIA’s Energy 2007’s outlook (stating that natural fuels will provide 80% of energy even in 2030) support Rex’s strategy to not jump illogically into renewables.

B&E,4ps & IIPM Publication

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Source: IIPM Editorial, 2007
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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What? Er...

If you were astounded that India outrightly refused the World Bank’s $900 million annual water sector lending, pray read on, for the reason was not the 16% annual interest they were charging. The fact is, India really is not short of money for the water sector. Hadn’t dear Finance Minister P. Chidambaram allocated Rs.1,800 crore to NABARD for building 700 million new wells? And if this seemed less, then there is the Rs.12,400 crore grant for water related issues... and a separate Rs.100 crore for water harvesting programmes. As we said, it’s not about the money, but about the strategy!

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

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

Cadbury is not short of suitors!

From the time it has announced its intentions of splitting its sweets and drinks business, it is believed that Cadbury has received around 12 proposals for the drink business. Sources claim that two private equity consortium have already been formed for bidding purposes. The bid is being valued at $16 million. Dr. Pepper and Snapple are two of its brands in the beverages business. A consortium comprising of Blackstone Group, Kohlberg Kravis Roberts and Lion Capital is supposed to be one of the parties in fray for cadbury’s business. Noticeably, Cadbury’s continental European beverages business was bought by Lion and Blackstone in February last year for $2.50 billion.

For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

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