“It is not an ideal scenario”

2300 IIPM students get jobs

From shift in the IPL’s venue to the overall cricketing in the sub-continent. satish chapparike caught up with ICC’s Chief to talk about all this and more...

4Ps B&M: What’s your view about shifting IPL from India?
HL: Safety and security is paramount and IPL is a domestic tournament run by the BCCI. If the organisers and the Indian Government are unable to reach a compromise to allow the tournament to take place with what are deemed to be the necessary levels of security, then those organisers will do what is in their best interests. From the IPL’s perspective it is not an ideal scenario.

4Ps B&M: Do you think that the terror attacks in Pakistan will have a long term impact on cricket in the sub-continent?
HL: Security has always been a concern no matter where the game is being played. It is impossible to predict the long-term impact of the issue on cricket anywhere. It is something that we have said we will begin to discuss at the ICC’s Board meeting, set to take place in Dubai in the middle of next month.

4Ps B&M: The situation in Pakistan, Sri Lanka and India is worrying. So what is going to happen to 2011 World Cup, which is slated to be played in the sub-continent?
HL: Currently there is no plan to change the hosts of the 2011 ICC Cricket World Cup. The sub-continent countries – Pakistan, India, Sri Lanka and Bangladesh are still the hosts of the event. We will continue to monitor the situation closely. However, there is always a back-up venue for any major ICC event and for this event it is Australia and New Zealand, which was agreed by the ICC Board sometime ago.

4Ps B&M: Don’t you think IPL is growing beyond BCCI and ICC in terms of business venture and economic goliath?
HL: IPL is owned and run by BCCI, which is a member of ICC. IPL is a domestic event and to try to compare it to an ICC international event is not appropriate. ICC events such as the World Cup and the ICC World Twenty20 involve international teams, which are also ICC member countries.

4Ps B&M: One cannot deny that there are talented young cricketers in ICL who have been denied a chance of representing their country. Comment.
HL: ICC is in favour of a resolution to the issue of ICL, as that is in the best interest of cricket. It is an issue that will be considered during the ICC’s next Board meeting in Dubai.

4Ps B&M: With Twenty20 becoming so popular, will test cricket become extinct?
HL: Test cricket is the pinnacle of our game, cherished by international players as the ultimate in our great sport. Our members have also expressed a desire to ensure the primacy of international cricket, particularly test cricket. In fact they have formed a working group made up of representatives of all ICC members to ensure that test cricket is promoted well so that it continues to flourish. ICC and its members believe there is space for all three formats of the game to be embraced by all.

4Ps B&M: What are your plans to revive test cricket?
HL: Test cricket is strong. One simply needs to look at the recent series between South Africa and Australia & the ongoing performance of the Indian cricket team to support this fact. ICC’s members are determined to ensure it grows stronger and the working group referred to already is one way of ensuring this. Each format has its own history. Test cricket is 132-years-old but still appeals to many people around the world. Even ODIs have been going for almost 40 years and have produced nine ICC Cricket World Cups dating back to 1975. Twenty20 cricket too has brought a new audience to the game, inspired a more positive approach in the other formats and produced a thrilling inaugural ICC World Twenty20 in 2007. The game is lucky to have such a great spread of formats.

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Source : IIPM Editorial, 2009

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

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Satyam and Subhiksha! The two have a deeper connect than just the alliteration effect.

The former is a case of malfeasance and the latter may be driven by negligence, but both represent failures of India Inc. in these troubled times, says Pawan Chabra...

It’s like the lull after the storm. The two-storey structure in Delhi’s Neb Sarai district wears a deserted, gloomy look. On the ground floor, a big, rust-eaten lock has shut the door to the Subhiksha discount store that services the area, telling a tale of gross mismanagement and misplaced ambitions of R. Subramanian, the 40-something managing director of the now floundering retailer. The top floor residence converted into an office is home to the north zone headquarters of Chennai-based retailer. But that was till a few weeks ago. Employees on the retailers’ rolls (who incidentally have not been paid their salaries since October) have stopped coming to work because vendors and the landlords’ goons hound them for unpaid bills. The empty cubicles here today tell another poignant tale of the more than 20,000 direct and contractual employees of the disgraced retailer...

“You can’t trust RS (R. Subramanian),” a senior manager at Subhiksha’s Delhi office laments on condition of anonymity. “In our last telecon, he told me he’s sending October-November salaries for the entire office. The cheques did arrive by post, but only to bounce the next day,” he adds disgustedly. It’s not just the employees at the beleaguered retailer, investors, banks and sundry other creditors who are chanting a similar mantra: overnight, the dapper IIM and IIT educated entrepreneur, R. Subramanian has turned from being a hero to a big zero. To be fair, his business model was indeed outstanding and arguably even copied by the likes of Kishore Biyani and Mukesh Ambani. Those who once recognised him to be a dynamic, intelligent man and hailed his ability to talk on two mobile phones, use the laptop and still have a business dialogue with those sitting across the table from him; are now on a fault-finding spree. “Subhiksha was a firm centralised in R. Subramanian. There was never any management committee that we knew of; the CFO could not sign a Rs.5 cheque; and there were no balance sheets available for the last one year,” says another hapless Subhiksha employee. For the year ended March 31, 2007 (there were no accounts audited after June 2007), Subhiksha’s profit before tax was Rs.18.36 crore on a turnover of Rs.839.56 crore.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

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

For More IIPM Info, Visit below mentioned IIPM articles.
The Most Revolutionary Concept In Education PLANMAN CHE CENTRE FOR HIGHER EDUCATION, Supported by IIPM India’s Leading B-School
Detail of all IIPM branches
1500-plus IIPM students placed across the country with 44 bagging international offers
IIPM set to beat economic slowdown
IIPM Admission Detail
IIPM INTERNATIONAL - NEW DELHI, GURGAON & NOIDA
IIPM - Admission Procedure
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