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  • A new leadership model is needed for cha...

    With Industry 4.0 reshaping the way nearly everyone lives and works, global organisations are wading through a new era of tremendous and rapid upheaval. Some will rise to the challenge and change the world, while others will struggle and ultimately sink. Among the myriad factors that will determine the winners and losers, none are more influential than the people who lead those organisations. It’s not enough that they understand the confluence of the physical and digital assets that define the Fourth Industrial Revolution. They also must achieve balance: between acting globally and antiglobal populism; between innovation and regulation; between shareholder and societal expectations. Our firm has analysed and understood which executives are preparing their businesses and employees for the future and how they’re doing it. And the message we’re getting couldn’t be clearer: Winning in Industry 4.0 requires a new model for leadership. Of course, profitability and growth are still important. But achieving them necessitates a new mindset for action. Sales and marketing are still vital, but customer expectations are a constantly moving target. Attracting and retaining the best employees is critical, but how we keep people challenged and happy has evolved. Technology remains an enabler, but its capabilities have grown exponentially. I’m confident every competent business leader knows this. But, through our work and research-—most recently, a survey of 2,000-plus global CXOs—we see a conspicuous divide between those diving into the deep end and others who timidly toe the water. Some of our observations may be surprising. For instance, there’s evidence that companies led by socially conscious leaders are growing revenue more than those who haven’t successfully found the balance between doing good and making a profit. They’re changing and developing products or services to benefit society and are integrating societal impact into their core strategies. This is a strategy that bodes well for these companies’ abilities to attract the best and brightest. Our research shows that CXOs who embrace collaboration and use methodical, data-focused approaches in strategic decisionmaking are also better prepared to win. As digital technologies inundate leaders with more and more valuable information, those who know how to efficiently interpret and act on that data clearly have an edge. But it’s more than number crunching and discipline. Leaders also need input from an inclusive set of stakeholders, and they need to consider the impact of their decisions on society. We see leaders who upset markets and industries through investments in disruptive technologies. In doing so, they set their organisations apart from competitors. Unfortunately, most executives are investing in technologies not to disrupt, but to protect themselves from the disruptors. Through their myopia, they are doing themselves and their organisations a grave disservice. While technology is central to most Industry 4.0 conversations, leaders who are poised to succeed recognise the equally vital need to prepare their people for digital transformation. There’s growing consensus among CXOs that most jobs will not be replaced by technology, but rather, they’ll be augmented. That means employees not only will have to learn and interact with machines in new ways, but they’ll also need to elevate their valuable, uniquely human skills that robots cannot replicate. Leade rs who are aggressively training their people for this new reality are steps ahead of their competitors who aren’t. Winning in Industry 4.0 will require leaders to have a wide-ranging set of differentiating abilities and the confidence, informed by diverse opinions, to navigate through confusing and uncharted seas. At their cores, though, they’ll need to understand and embrace that “doing good” is good for business. That using defined strategic processes and data to make decisions can create competitive advantages. That companies benefit from a longterm view toward investing in disruptive technologies. And that leaders who place a premium on training will be more successful. Leaders who embody these characteristics are not only improving their own bottom lines, growing faster than their counterparts and retaining top talent, but they also are visionary in the ways they’re leading their companies into the future. They are the ones who will change the world.

    2019-02-16 TO 2019-02-23
  • Venkataramanan quits Tata Trusts; Noel j...

    MUMBAI: R Venkataramanan, embroiled in a tax row over his remuneration and under the scanner of the investigating agencies, stepped down as managing trustee of the Tata Trusts. Almost simultaneously, in what’s seen as a crucial appointment, Noel Tata was inducted as a trustee of the Sir Ratan Tata Trust, ensuring the continued association of the family with the philanthropic body that controls the Tata Group. After a five-hour meeting, the board of trustees said Venkataramanan’s request to be relieved of his responsibilities had been “regretfully accepted.” Venkataramanan, known in Tata circles as Venkat, has completed five years as executive and managing trustee. His resignation as a trustee will take effect on March 31. The move follows speculation about his departure from the managing trusteeship, owing to the controversies swirling around him. The income tax department recently withdrew the exemption given to Sir Dorabji Tata Trust, one of the Tata Trusts, on account of Venkataramanan’s salary exceeding the permissible tax bracket. He’s also being examined as part of the Central Bureau of Investigation’s inquiry into allegations that AirAsia India used illegal tactics to lobby for a change in policies. The Enforcement Directorate has filed a money laundering case against AirAsia India over the same issue. Venkataramanan was the Tata nominee on the board of the carrier. The induction of Noel Tata is significant, according to Tata veterans and other insiders. ET had reported on January 9 that Ratan Tata loyalist NA Soonawala was among those keen to have Noel Tata on the board of the Tata Trusts as was the broader Parsi community. This was seen as a way of ensuring that a member of the Tata family would continue to be associated with the group and possibly take his turn at the helm. While Noel Tata has been inducted on the Sir Ratan Tata Trust for now, he is expected to be soon appointed a trustee of the Sir Dorabji Tata Trust as well. Tata Trusts chairman Ratan Tata is 81, while his halfbrother Noel Tata is 62. In another move, a committee of trustees has been set up to oversee operations and to select a chief executive for the Tata Trusts. The committee consists of Ratan Tata, retired bureaucrat Vijay Singh and the TVS Group’s Venu Srinivasan. The latter two are also vice chairmen of the Tata Trusts. Noel Tata was made a trustee of the Sir Ratan Tata Trust as was philanthropist Jehangir HC Jehangir, currently spearheading the healthcare mission at Jehangir Hospital, Pune. A Tata executive sai d Noel Tata’s induction on the Sir Ratan Tata Trust was a first step. Appointments in other trusts would happen in “due course” as and when vacancies arose. “These are the individuals that the Trusts expect to benefit from, thanks to their vast experience,” the senior executive said. The trustees placed on record the significant contribution of Venkataramanan in steering and executing the objectives of the Tata Trusts’ portfolios over the last five years.

    2019-02-16 TO 2019-02-23
  • Global companies eye majority stake in V...

    MUMBAI: Global flavours and fragrance makers have shown interest in acquiring a majority stake in VKL Seasoning, India’s leading manufacturer of seasonings and flavours. About six companies, including Swiss fragrance majors Givaudan and Firmenich, German firm Symrise, Ireland-based Kerry Group and Japanese major Takasago, have expressed interest in acquiring majority stake in True North PE-owned Vallabhdas Kanji (VKL) Seasoning, according to two people aware of the development. Bids will be submitted soon and two to three will be shortlisted in a month, said one of the persons cited above. True North, which invested about $40 million in 2013, is seeking a valuation of $140 million (?1,000 crore) for VKL Seasoning. True North Capital is selling its majority stake in VKL Seasoning and has hired investment bank Avendus to manage the sale, ET had reported on November 19. VKL makes food ingredients and flavouring solutions in India and the Middle East with a strong focus on the quick service restaurants (QSR) and processed food industries. Top clients of VKL include Americana Group, Amul, Bikanerwala, Britannia, Café Coffee Day, Chick King, Chili’s, Dabur, Domino’s, Dunkin’ Donuts, GlaxoSmithkline, Godrej, Gowardhan Dairy, McDonald’s, Mrs. Bector’s, Nestlé, Parle, Pepsico, Pizza Hut and Unibic. The product offerings of VKL include topping marinades, spriklers (pizzas), bread toppings, patty seasonings, sauces & dressings (burgers), breader, batter, glazes (chicken), cake premixes, red and white sauce, and mac and cheese sauce. Established in Alleppey, Kerala, in 1935 as a whole spice dealer and later expanded into a private label and food ingredients businesses, VKL had sold its bulk spices and private label assets to Olam International in 2011. VKL is flagship company of Mumbai-based Kanji Moorarji Group. A True North spokesperson declined to comment while mails sent to Givaudan, Firmenich, Symrise, Kerry Group, Takasago and Ajay Mariwala, managing director, VKL, did not elicit any response till press time on Wednesday. Around a 70% share of the global fragrances and flavours market is held by the top four players – Givaudan, Firmenich, IFF and Symrise.

    2019-02-15 TO 2019-02-23
  • India Inc raises Rs 4.57 lakh crore via ...

    Indian companies raised Rs 4.57 lakh crore through private placement of corporate bonds during the first 10 months of the current fiscal to meet business needs. Going ahead, the debt market is expected to see further impetus on Sebi's move asking large firms to manage a fourth of their long-term funds from the bond market, Mukund Ranganathan, executive director at Motilal OswalNSE 0.31 % Investment Banking, said. Firms raked in Rs 4,56,962 crore during the April-January period of 2018-19 via private placement of corporate bonds, compared with Rs 4,87,764 crore garnered in the corresponding period last fiscal, according to the latest data available with the Securities and Exchange Board of India (Sebi). In the full financial year 2017-18, companies had raised 6 lakh crore through the route. These funds have been raised mainly for expansion of business plans and to support working capital requirements. In debt private placements, firms issue securities or bonds to institutional investors to raise capital. In terms of numbers, funds were raised through 1,955 issuance in the first 10 months of the current fiscal as compared with 2,200 in the year-ago period. "The issuances by financial institutions to fund their lending requirement in addition to other corporates have been the mainstay of the debt market, and this year was no exception. "Going forward, we see the debt market getting a further impetus after Sebi coming out with guidelines that required large listed companies to raise at least 25 per cent of their long-term borrowings through corporate bonds, which is to come into force from April 1, 2019," Ranganathan added.

    2019-02-15 TO 2019-02-23

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