George Eastman, founder of Kodak :
Gave some classic advice about Company, Brand and Name. "A trademark should be short, vigorous, incapable of being misspelled," said Eastman. "It must mean nothing. If the name has no dictionary definition, it must be associated only with your product." Although good advice, this works only if you are able to put some resources behind establishing and supporting a name over time. Most consultants don't consider a rebranding effort worth the cost.
Friday, May 30, 2008
Wednesday, May 14, 2008
NRN's - Infosys Business View
How Infosys began
It was a wintry morning in January 1981 when seven of us sat in my apartment, and created Infosys. We had lots of hope, confidence, commitment, energy, enthusiasm, hard work, passion and a sense of sacrifice.
We were short of one thing, money. We managed to put together just $250 in seed capital.
We never dreamt about size, revenues and profits. Our dream, right from day one, was to build a corporation that was, above all things, respected.
From the beginning, our team was unique in our commitment to a strong value system. We believed in putting the interest of the company ahead of our own interest. We believed in legal and ethical business.
We believed in respect and long-term gratification. And each of us brought complementary strengths to the company.
'Entrepreneurship is a marathon'
To me, entrepreneurship is a marathon. I believe that the key to a successful corporation is longevity – my heroes are companies like IBM, Levers, and GE. These firms have shown growth in earnings quarter after quarter, for a long time.
Infosys itself has seen consistent growth in revenue and profitability for over 49 quarters, since it got listed in India. We have institutionalized performance and accountability in our systems and processes, and through the empowerment of our employees. Let me talk about some of the generic lessons we have learnt.
The name of the game is: predictability of revenues; sustainability of the prediction; profitability; and a good de-risking model. Measurement is key to improvement.
Value system
A sound value system is what differentiates long-term players from others. Putting the corporation's interest ahead of personal interest will advance personal goals in the long term.
No single person is indispensable. It is important that you give challenging engagements to deserving people, whether they are young or new in the organization. Youth and empowerment are the keys to scalability and longevity.
Every situation is what you make it to be. Confidence is half the battle, and leadership is making the impossible look possible. Speed, imagination and excellence in execution are the only three context-invariant and time-invariant attributes for success.
Trust of employees, investors
The trust of employees is the most important ingredient for successful leadership. To gain the trust of people, there is no more powerful leadership style than leadership by example. The world respects performance and action, not rhetoric.
It is better to obsolete our own innovations, rather than allowing our competitors to do it. A healthy sense of paranoia and respect for competition is an absolute must for success. It prevents complacency, and ensures that the organization is learning continuously. The ultimate test for customer satisfaction is making our customer look good in front of his / her customer.
I have realized that if you want to look smarter, you must surround yourself with people smarter than you. Everybody needs incentives to perform. Money is not the only motivator; respect, dignity, fairness and inclusiveness are essential to get the best out of employees. Every employee must feel an inch taller when talking about the company.
Being transaction-oriented in every decision avoids groupism. An emphasis on meritocracy and data-orientation enhances the confidence of employees in the fairness of the corporation. We believe in the adage, In God we trust, everybody else brings data to the table.
To retain the trust of your investors, it is better to under promise and over-deliver. Investors understand that every business will have ups and downs, and want us to level with them at all times. They want us give them bad news pro-actively and as early as possible. Therefore, When in doubt, disclose.
We have realized that we should never take any decision with the stock price in mind. The day we do this, we will ruin the company. Finally, we have realized that we can shortchange investors if we want to make Rs 1 crore (Rs 10 million), but if we want to make Rs 1,000 crore (Rs 10 billion), we have to play the game straight and honest.
We have realized that longevity requires that we follow every law of the land, even if we do not agree with it. We should work hard to change laws that hurt the progress of the corporation.
Unless we make a difference to the society and earn their trust, we cannot be long-term players. Therefore, in everything we do, we must ask ourselves whether we are adding value to the society around us, regardless of where we are -- US or India.
'What I want Infosys to achieve in 25 years'
What do I want to see this company achieve in the next 25 years? I want this to be a place where people of different races, nationalities and religious beliefs work together, in an environment of intense competition but utmost courtesy and dignity, to add greater and greater value to our customers, day after day. Just like we have received respect in India, I want Infosys to be the most respected company in every country that it operates.
But, to achieve these dreams, we have to be in existence over the next 250 years. I know we can do this for the following reasons:
* We have an extraordinary leader in Nandan (Nandan Nilekani, Infosys CEO), a man of great vision, values and dynamism. He is ably supported by the best management team and professionals in the industry.
* We have a depth of leaders within the organisation, with over 500 leaders being part of our leadership training and mentoring programme.
* The de-risking strategy at Infosys ensures that there is a backup for every position, and that decision-making is participatory across the company. In other words, it is not one person, but a team that looks at every decision. Thus, at Infosys, it is the leadership of ideas and meritocracy that drives every decision.
* Every decision is supported by a strong portfolio of systems, processes and technology.
* The value system of the company is time and context invariant.
* We will continue to have the mindset of a small company even as we grow and scale.
* Finally, and most importantly, I see youth, the feel-good factor and confidence around me.
This is why I am confident Infosys will continue to serve the society as a long-term player.
Thank you.
By - N R Narayana Murthy
It was a wintry morning in January 1981 when seven of us sat in my apartment, and created Infosys. We had lots of hope, confidence, commitment, energy, enthusiasm, hard work, passion and a sense of sacrifice.
We were short of one thing, money. We managed to put together just $250 in seed capital.
We never dreamt about size, revenues and profits. Our dream, right from day one, was to build a corporation that was, above all things, respected.
From the beginning, our team was unique in our commitment to a strong value system. We believed in putting the interest of the company ahead of our own interest. We believed in legal and ethical business.
We believed in respect and long-term gratification. And each of us brought complementary strengths to the company.
'Entrepreneurship is a marathon'
To me, entrepreneurship is a marathon. I believe that the key to a successful corporation is longevity – my heroes are companies like IBM, Levers, and GE. These firms have shown growth in earnings quarter after quarter, for a long time.
Infosys itself has seen consistent growth in revenue and profitability for over 49 quarters, since it got listed in India. We have institutionalized performance and accountability in our systems and processes, and through the empowerment of our employees. Let me talk about some of the generic lessons we have learnt.
The name of the game is: predictability of revenues; sustainability of the prediction; profitability; and a good de-risking model. Measurement is key to improvement.
Value system
A sound value system is what differentiates long-term players from others. Putting the corporation's interest ahead of personal interest will advance personal goals in the long term.
No single person is indispensable. It is important that you give challenging engagements to deserving people, whether they are young or new in the organization. Youth and empowerment are the keys to scalability and longevity.
Every situation is what you make it to be. Confidence is half the battle, and leadership is making the impossible look possible. Speed, imagination and excellence in execution are the only three context-invariant and time-invariant attributes for success.
Trust of employees, investors
The trust of employees is the most important ingredient for successful leadership. To gain the trust of people, there is no more powerful leadership style than leadership by example. The world respects performance and action, not rhetoric.
It is better to obsolete our own innovations, rather than allowing our competitors to do it. A healthy sense of paranoia and respect for competition is an absolute must for success. It prevents complacency, and ensures that the organization is learning continuously. The ultimate test for customer satisfaction is making our customer look good in front of his / her customer.
I have realized that if you want to look smarter, you must surround yourself with people smarter than you. Everybody needs incentives to perform. Money is not the only motivator; respect, dignity, fairness and inclusiveness are essential to get the best out of employees. Every employee must feel an inch taller when talking about the company.
Being transaction-oriented in every decision avoids groupism. An emphasis on meritocracy and data-orientation enhances the confidence of employees in the fairness of the corporation. We believe in the adage, In God we trust, everybody else brings data to the table.
To retain the trust of your investors, it is better to under promise and over-deliver. Investors understand that every business will have ups and downs, and want us to level with them at all times. They want us give them bad news pro-actively and as early as possible. Therefore, When in doubt, disclose.
We have realized that we should never take any decision with the stock price in mind. The day we do this, we will ruin the company. Finally, we have realized that we can shortchange investors if we want to make Rs 1 crore (Rs 10 million), but if we want to make Rs 1,000 crore (Rs 10 billion), we have to play the game straight and honest.
We have realized that longevity requires that we follow every law of the land, even if we do not agree with it. We should work hard to change laws that hurt the progress of the corporation.
Unless we make a difference to the society and earn their trust, we cannot be long-term players. Therefore, in everything we do, we must ask ourselves whether we are adding value to the society around us, regardless of where we are -- US or India.
'What I want Infosys to achieve in 25 years'
What do I want to see this company achieve in the next 25 years? I want this to be a place where people of different races, nationalities and religious beliefs work together, in an environment of intense competition but utmost courtesy and dignity, to add greater and greater value to our customers, day after day. Just like we have received respect in India, I want Infosys to be the most respected company in every country that it operates.
But, to achieve these dreams, we have to be in existence over the next 250 years. I know we can do this for the following reasons:
* We have an extraordinary leader in Nandan (Nandan Nilekani, Infosys CEO), a man of great vision, values and dynamism. He is ably supported by the best management team and professionals in the industry.
* We have a depth of leaders within the organisation, with over 500 leaders being part of our leadership training and mentoring programme.
* The de-risking strategy at Infosys ensures that there is a backup for every position, and that decision-making is participatory across the company. In other words, it is not one person, but a team that looks at every decision. Thus, at Infosys, it is the leadership of ideas and meritocracy that drives every decision.
* Every decision is supported by a strong portfolio of systems, processes and technology.
* The value system of the company is time and context invariant.
* We will continue to have the mindset of a small company even as we grow and scale.
* Finally, and most importantly, I see youth, the feel-good factor and confidence around me.
This is why I am confident Infosys will continue to serve the society as a long-term player.
Thank you.
By - N R Narayana Murthy
Thursday, May 8, 2008
Financial Analysis
Investors are always looking for a better way to pick securities. Two types of data analysis have emerged to assist investors in making better investment decisions. In this section, we will introduce you to fundamental and technical analysis.
Fundamental analysis is a method used to evaluate the worth of a security by studying the financial data of the issuer. It scrutinizes the issuer's income and expenses, assets and liabilities, management, and position in its industry. In other words, it focuses on the "basics" of the business.
If you want to use fundamentals to help you make an investment decision, you would rely heavily on an offering prospectus, annual and quarterly reports as well as any current news items relating to the issuer whose securities you are considering.
Technical analysis is a method used to evaluate the worth of a security by studying market statistics. Unlike fundamental analysis, technical analysis disregards an issuer's financial statements. Instead, it relies upon market trends to ascertain investor sentiment to predict how a security will perform.
If you want to use technical analysis to help you make an investment decision, you will refer to financial charts, tables and ratios found in the financial press. You will look for market trends and averages to help you decide whether the "time is right" to make an investment
Which Type of Analysis Is Better for You?
Fundamentalists and technicians have been at odds with one another since the advent of investing. There is no clear answer as to which is right. Sometimes it appears that the technicians make better picks. Other times it seems the fundamentalists are making the right call. One thing is certain, when one group of analysts is wrong the other will surely emerge saying, "We told you so." So, which is right for you? There are many potential answers to that question. Three variants of popular answers are:
If you are a "long-term" investor looking for companies with solid foundation, growth and income potential, the fundamentals may sway you.
If you are a "short-term" investor (trader) looking for companies who are "on the verge" of being discovered, fundamentals will be useful to you.
If you are a "long-term" investor who is not as concerned about one company's basics because you will diversify to minimize risk, or you are a "short-term" investor waiting for investor sentiment to change, then technical analysis will be helpful to you.
Today, many investors find both fundamental and technical analysis helpful in painting a more complete and colorful picture on the investment canvas. Whether you use an asset allocation, buy and hold, or market timing strategy, you will find useful information from both the fundamentalists and technicians. The technicians can tell you about the broad market and its trends. The fundamentalists tell you whether an issue has the "basics" necessary to meet your investment objectives.
Courtesy - AmeriTrade
Fundamental analysis is a method used to evaluate the worth of a security by studying the financial data of the issuer. It scrutinizes the issuer's income and expenses, assets and liabilities, management, and position in its industry. In other words, it focuses on the "basics" of the business.
If you want to use fundamentals to help you make an investment decision, you would rely heavily on an offering prospectus, annual and quarterly reports as well as any current news items relating to the issuer whose securities you are considering.
Technical analysis is a method used to evaluate the worth of a security by studying market statistics. Unlike fundamental analysis, technical analysis disregards an issuer's financial statements. Instead, it relies upon market trends to ascertain investor sentiment to predict how a security will perform.
If you want to use technical analysis to help you make an investment decision, you will refer to financial charts, tables and ratios found in the financial press. You will look for market trends and averages to help you decide whether the "time is right" to make an investment
Which Type of Analysis Is Better for You?
Fundamentalists and technicians have been at odds with one another since the advent of investing. There is no clear answer as to which is right. Sometimes it appears that the technicians make better picks. Other times it seems the fundamentalists are making the right call. One thing is certain, when one group of analysts is wrong the other will surely emerge saying, "We told you so." So, which is right for you? There are many potential answers to that question. Three variants of popular answers are:
If you are a "long-term" investor looking for companies with solid foundation, growth and income potential, the fundamentals may sway you.
If you are a "short-term" investor (trader) looking for companies who are "on the verge" of being discovered, fundamentals will be useful to you.
If you are a "long-term" investor who is not as concerned about one company's basics because you will diversify to minimize risk, or you are a "short-term" investor waiting for investor sentiment to change, then technical analysis will be helpful to you.
Today, many investors find both fundamental and technical analysis helpful in painting a more complete and colorful picture on the investment canvas. Whether you use an asset allocation, buy and hold, or market timing strategy, you will find useful information from both the fundamentalists and technicians. The technicians can tell you about the broad market and its trends. The fundamentalists tell you whether an issue has the "basics" necessary to meet your investment objectives.
Courtesy - AmeriTrade
BPM, BPR, BPO
Business Process Management : A Management discipline that provides governance in a business process environment, with the goal of improving agility and operational performance. Business Process Management is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an Organization's activities and processes.
Business Process Redesign: A systematic, disciplined business process improvement approach that critically examines, rethinks, redesigns and implements the redesigned processes of an organization. BPR's goal is to acheive dramatic improvements in performance in areas important to customers and other stakeholders.
Business Process Optimization: The continuous management of performance and incremental business process improvement efforts by measuring Key Performance Indicators and redesigning the suboptimal processes for better performance.
Business Process Redesign: A systematic, disciplined business process improvement approach that critically examines, rethinks, redesigns and implements the redesigned processes of an organization. BPR's goal is to acheive dramatic improvements in performance in areas important to customers and other stakeholders.
Business Process Optimization: The continuous management of performance and incremental business process improvement efforts by measuring Key Performance Indicators and redesigning the suboptimal processes for better performance.
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