tag:blogger.com,1999:blog-53596920355954878442024-02-08T11:32:35.539-08:00Propelis Consulting India Pvt LtdPropelis Consulting India Pvt LtdPropelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.comBlogger21125tag:blogger.com,1999:blog-5359692035595487844.post-58850498190506357962016-02-11T08:55:00.001-08:002016-02-11T08:56:06.225-08:00A Letter By KPS Gill Saab<p dir="ltr">Buzdilon ke ishq mein,</p>
<p dir="ltr">shaida mujhe kyon kar kiya.</p>
<p dir="ltr">Is namard desh mein paida mujhe kyon kar kiya”- जोश मलीहाबादी<br>
[An excerpt from the press satetement of KPS Gill, Former Director General of Punjab Police]<br>
Full text of the statement at the end of the post.<br>
The ongoing ‘trial by media’ of the Gujarat Police Officers, subsequent to the filing of the ‘first’ charge sheet by the CBI in the ‘Irshat Jehan Encounter Case’ is disturbing. One writer went to the extent of a vicious calumny that “The police in Gujarat wear lawlessness as a badge of honour, …” and another branded the Gujarat Police as “KHAKI DEATH SQUADS” .<br>
Reportedly 12 Police officers of Gujarat are indicted and some of them are incarcerated with the very terrorists they fought! Mr. Vanzara, one of the indicted police officer of Gujarat in particular, is accused as the “lynch pin” common to most, if not all the ‘sensational’ encounter cases.<br>
The ferocity of the nearly unprecedented and allegedly unprincipled inquisition of the Gujarat Police, has raised counter-allegations that the Central Govt’s mechanism for investigation and litigation is disproportionately focused against the Gujarat police and also has led to a confrontation between the two central agencies (one for Investigation and the other for ‘Intelligence’). This allegedly is being orchestrated and the attendant attrition has led to the crossing of a Rubicon, wherein the functioning of the apex national Intelligence agency has been severely compromised.<br>
“The spat between the CBI and the Intelligence Bureau (IB) has become so openly unseemly that it can only hurt the Indian state’s long-term interests. The IB argument, and a fair one at that, is that its officer exercised his judgment in evaluating certain intelligence inputs; in retrospect one can question or disagree with that judgment but it is an altogether different matter to insist that the IB officials were a party to the Gujarat Police’s cold-blooded conspiracy. Now, out of a sense of organisational loyalty, the IB finds itself having to reveal its hand; reporters are being allowed to “access” the armoire of intercepts, reports” – Harish Khare<br>
To place the current goings on in a historical perspective, it is essential to go back in time to a not dissimilar crisis which confronted the Punjab Police wherein also, a vicious campaign of calumny, hostility and the litigation route was adopted as the most convenient strategy for vendetta against the police. This occurred after the Punjab Police had contributed in significant measure towards the latter part of the Punjab crisis of the 1980’s and ‘peace’ was ‘restored’ in that state.</p>
<p dir="ltr">The case of the then SSP Ajit Singh Sandhu of the Punjab Police (somewhat reminiscent of Mr. Vanzara of the Gujarat police, now) and the classic statement of the then Punjab Police chief KPS Gill, unknown to most Indians, require to become a subject of national debate in the context of the “current trial by media”.<br>
SSP Ajit Singh Sandhu, during the 1980’s, was perhaps the police officer most dreaded by terrorists in Punjab, after K P S Gill. A. S. Sandhu came into limelight for liquidating some top terrorists and restoring peace, particularly in the once terrorist hotbed of Tarn Taran police district in Punjab.</p>
<p dir="ltr">In 1997, nearly a decade after normalcy was restored in Punjab, Punjab Police personnel and especially A.S Sandhu began to be probed by the National Human Rights Commission and the courts, for their alleged excesses during the militancy. What were once touted as ‘achievements’ suddenly became ‘excesses’? Reportedly, SSP A.S. Sandhu faced more than 40 cases of alleged excesses, killings and ‘stage-managed encounters’.</p>
<p dir="ltr">On 23 May 1997, at about 11.05 AM, SSP A.S. Sandhu (52), threw himself in front the Kalka-bound `Himalayan Queen’ and committed suicide; 20 km from Chandigarh. He left behind two daughters and a son besides his wife.<br>
The police recovered a suicide note written by the deceased declaring: “Jalil ho ke jeen to changa hai mar jana” (It is better to die than to live a life of humiliation).<br>
By citing the above, no case is being made out for ‘immunity’ for any member of the Gujrat Police. Nor is it being suggested that there will take place any ‘suicides’. It is only to iterate that the investigations and trials be held, according to the laws of the land, and also considering the special circumstances that prevail in dealing with “Terrorism”, while applying the statutes and also that trials should not proceed according to the processes that are seemingly being improvised on a day to day basis to implicate the Gujarat police personnel.<br>
Two points before going on to KPS Gill’s statement .</p>
<p dir="ltr">1. In 1997, when KPS Gill gave the u/m statement, “Low Intensity Wars” were being fought only in Kashmir, Assam, Manipur, Nagaland and Tripura. Having somehow dealt with the ‘Punjab Crisis’, the national leadership should have taken note of the existing pattern of the “Low Intensity Wars” in the country, that could only be expected to grow in the future. Unfortunately, they did not and continued to dismiss them as ‘non-military threats’ and the ill equipped police of the states and the Home Ministries (both of the states and the centre) dealt with them. The result is that at present, the “Low Intensity War” Zone has got extended to an area stretching right from W Bengal, through Bihar, Odisha, Chattisgarh right down to Andhra and even Kerala( Maoists) ! But that is another subject all together.<br>
2. In 1997, when KPS Gill gave the statement, he spoke of “We are not far from the edge of the abyss”. But, presently, we are perhaps in a state of free-fall in that abyss. That too is another matter all together.<br>
Now on to “Is namard desh mein paida mujhe kyon kar diya” [ Why was I born in this country where there are no men?] which is an excerpt from the classic statement of former Punjab Police chief KPS Gill on the death of AS Sandhu.<br>
Every word in the statement of KPS Gill, made way back in 1997 is very relevant and significant even. Those of ‘US’ who were young Captains’ and Majors’ during the peak of the ‘Punjab Crisis’ and were involved with it in one way or the other, would be able to better connect with the words of KPS Gill.<br>
HERE’S THE CLASSIC STATEMENT OF FORMER PUNJAB POLICE CHIEF KPS GILL. READ IT AND DECIDE FOR YOURSELF.<br>
“Is namard desh mein paida mujhe kyon kar diya”<br>
I have not called this press conference to express my grief at AS Sandhu’s death. My feelings on this count are between his family and myself. What I have to say today is that we have already given up most of this country to criminals, to corrupt politicians, and to unscrupulous lobbyists who will work with any cause that serves their personal ends, whether criminal, political or secessionist.</p>
<p dir="ltr">Nonetheless, in a country dominated by those who prefer to criticise from the safety of their homes, or the comfort of air-conditioned debating societies at Delhi and Chandigarh, there are still a handful of people who are willing to risk everything including their lives and the lives of their family to protect the unity and integrity of their nation, and the lives of citizen’s terrorised by an utterly unprincipled and merciless enemy.</p>
<p dir="ltr">I can say without reservation that AS Sandhu was one such man.</p>
<p dir="ltr">Tarn Taran, at the height of terrorism was sometimes spoken of as the rocket that would propel Punjab out of the Indian Union. The terrorists influence was absolute; for years, it was virtually out of the control of the civil administration, and even the police had no more than a nominal and symbolic presence there.</p>
<p dir="ltr">It was in such a situation that I was looking for an officer who had the courage to mount an effective campaign against militancy in this militant heartland. I spoke to several officers, and each excelled in the invention of ingenious excuses to avoid the responsibility. When I asked Sandhu if he was willing to go to Tan Taran to put down terrorism, he accepted without hesitation. Some will say that he went there to exploit and enjoy the “power of the state”. But the state, when Sandhu went to Tan Taran, had no power there. I know that he was a hair’s breadth away from death throughout his tenure in the district. I know he never compromised. And yet, he achieved everything I could hope for.</p>
<p dir="ltr">Few, today, understand the significance of what happened in Tan Taran. Had we lost control over the district, Punjab’s secession would have become an inevitability. Had we lost Punjab, Kashmir would certainly have followed. And once this process of fission began, every linguistic, ethnic and cultural group would have raised the standard of revolt. Pakistan would have been celebrating this 50th year of its independence through the realisation of its dream of a balkanised India. Delhi and its “think tanks” would have no hinterland to analyse and exploit. The unending supplies of electricity, food, water, and a cornucopia of goods that keep Delhi’s elite in a state of luxury would have come to an abrupt end. And the Government and the Apex court of the land would probably have presided over a jurisdiction from “Delhi to Palam”. Judges may have still continued to write erudite and exquisitely worded judgements. But they would have no relevance for this country. This country, as we know it, would no longer have existed.</p>
<p dir="ltr">The fact that this scenario appears incredible today is testimony to the achievements of men like Sandhu.</p>
<p dir="ltr">All men are heroes in a time of peace. But those who are heading the self-righteous witch hunt against the officers and men of Punjab police today should ask themselves where they were hiding for 10 years when terrorists roamed free, unchallenged by any but the Punjab police and their comrades in uniform from other services – and a handful of courageous farmers who would not succumb to terror? For 10 years the judiciary remained in a state of unmitigated paralysis in Punjab. Where was their commitment to justice then? For 10 years, the press published on the terrorists diktat- with only a single exception that all of you know of. That is a long vacation for the ‘truth’.</p>
<p dir="ltr">I am not here to defend corrupt or venal policemen. The Punjab police took action against such personnel throughout the period of militancy. Action against deviants must be taken even now. But the distortion and manipulation of legal process that is being resorted to by an utterly compromised ‘human rights’ lobby cannot be supported. This lobby understands the nuts and bolts of the judicial engine, and knows every method of the orchestration of the media and the new tyranny of trial by the press. A police officer can effectively fight their designs only if he has a great deal of money to buy the best legal advice in the country – and only the corrupt have that kind of money. Officers like Sandhu are helpless, and stand abandoned by the state itself which denies them competent legal defence on the basis of rules that were framed a century ago.</p>
<p dir="ltr">A sustained campaign was carried out by the Human Rights lobby against A.S. Sandhu on the Goebbelsian Doctrine that an untruth repeated endlessly becomes the truth. He was supposed to have made a lot of money. Now he is dead, so I would like his detractors to tell us what properties he acquired, what wealth he gathered after he joined service. And a little evidence would be greatly appreciated.</p>
<p dir="ltr">Sandhu was incarcerated without trial for an extended period. An assault was engineered against him in jail. One does not know what happened to his attackers. They have possibly been promoted, or been presented with Saropas. …</p>
<p dir="ltr">I do not, despite these circumstances, justify the action of a proud Jat Sikh committing suicide. But I understand the reasons. This is not the action of a coward unable to face the dangers of life. Sandhu faced more dangers during his tenure at Tan Taran than many brave men could in several life-times. It was not fear that drove him to death. I do not think that the man knew the meaning of the word – it was ingratitude.</p>
<p dir="ltr">It is not, of course surprising that having lost the battle for Khalistan through force of arms, the terrorists and their front men should have exploited the human rights angle to target men like Sandhu. What is unforgivable is that the nation he fought to defend, the people who he risked his life to protect, simply turned away in indifference or joined the crescendo against him, when such a plot was engineered; without checking the merits of evidence, without even giving him the opportunity of a fair trail. What is unforgivable is that the State he served and saved participated in his humiliation.</p>
<p dir="ltr">The Guru Granth Sahib speaks of ingratitude – akirt ghan- as the greatest sin. Let the leaders of Punjab remember the teachings of the Gurus.</p>
<p dir="ltr">The Indian state must start educating itself on how it is to tackle individuals and groups trying to destroy the State. And it must learn how to arm and protect those who put their lives at stake in the defence of India’s unity and integrity.</p>
<p dir="ltr">We are not far from the edge of the abyss. Let this nation beware of the hour when no man will risk his life to protect another or to defend the nation,” Josh Malihabadi once wrote, “Buzdilon ke ishq mein, shaida mujhe kyon kar kiya. Is namard desh mein paida mujhe kyon kar kiya”. When men of courage begin to say this, all hope will die. No people who treat their heroes as we have done can expect to survive.</p>
<p dir="ltr">K P S Gill</p>
<p dir="ltr">Chandigarh</p>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-64902224078215927362015-03-12T20:59:00.001-07:002015-03-12T20:59:52.320-07:00IBM plans Bitcoins <p dir="ltr"><b>Exclusive: IBM looking at adopting bitcoin technology for major currencies</b></p>
<p dir="ltr"><img src="http://s3.reutersmedia.net/resources/r/?m=02&d=20150312&t=2&i=1031689881&w=580&fh=&fw=&ll=&pl=&r=LYNXMPEB2B10O">Bitcoin <i>Reuters/Benoit Tessier</i></p>
<p dir="ltr">International Business Machines Corp is considering adopting the underlying technology behind bitcoin, known as the "blockchain," to create a digital cash and payment system for major currencies, according to a person familiar with the matter.</p>
<p dir="ltr">The objective is to allow people to transfer cash or make payments instantaneously using this technology without a bank or clearing party involved, saving on transaction costs, the person said. The transactions would be in an open ledger of a specific country's currency such as the dollar or euro, said the source, who declined to be identified because of a lack of authorization to discuss the project in public.</p>
<p dir="ltr">The blockchain - a ledger, or list, of all of a digital currency's transactions - is viewed as bitcoin's main technological innovation, allowing users to make payments anonymously, instantly, and without government regulation.</p>
<p dir="ltr">Rather than stored on a separate server and controlled by an individual, company, or bank, the ledger is open and accessible to all participants in the bitcoin network.</p>
<p dir="ltr">The proposed digital currency system would work in a similar way.</p>
<p dir="ltr">"When somebody wants to transact in the system, instead of you trying to acquire a bitcoin, you simply say, here are some U.S. dollars," the source said. "It's sort of a bitcoin but without the bitcoin."</p>
<p dir="ltr">IBM is one of a number of tech companies looking to expand the use of the blockchain technology beyond bitcoin, the digital currency launched six years ago that has spurred a following among investors and tech enthusiasts.</p>
<p dir="ltr">The company has been in informal discussions about a blockchain-tied cash system with a number of central banks, including the U.S. Federal Reserve, the source said. If central banks approve the concept, IBM will build the secure and scalable infrastructure for the project.</p>
<p dir="ltr">IBM media relations office did not respond to Reuters emails about this story and the Fed declined to comment.</p>
<p dir="ltr">However, there are signs that central banks are already thinking about the innovations that could arise through digital currency systems. The Bank of England, in a report in September 2014, described the blockchain's open ledger as a "significant innovation" that could transform the financial system more generally.</p>
<p dir="ltr">Instead of having ledgers maintained by banks that act as a record of an individual's transactions, this kind of open ledger would be viewable by everyone using the system, and would use an agreed-upon process for entering transactions into the system.</p>
<p dir="ltr">The project is still in the early stages and constantly evolving, the source said. It is also unclear how concerns about money-laundering and criminal activities that have hamstrung bitcoin.</p>
<p dir="ltr">Unlike bitcoin, where the network is decentralized and there is no overseer, the proposed digital currency system would be controlled by central banks, the source said.</p>
<p dir="ltr">"These coins will be part of the money supply," the source said. "It's the same money, just not a dollar bill with a serial number on it, but a token that sits on this blockchain."</p>
<p dir="ltr">According to the plans, the digital currency could be linked to a person's bank account, possibly using a wallet software that would integrate that account with the proposed digital currency ledger.</p>
<p dir="ltr">"We are at a tipping point right now. It's making a lot more sense for some type of digital cash in the system, that not only saves our government money, but also is a lot more convenient and secure for individuals to use," the source said.</p>
<p dir="ltr">(Reporting by Gertrude Chavez-Dreyfuss; Editing by<a href="http://blogs.reuters.com/search/journalist.php?edition=us&n=david.gaffen&">David Gaffen</a> and <a href="http://blogs.reuters.com/search/journalist.php?edition=us&n=tomasz.janowski&">Tomasz Janowski</a>)</p>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-84973603135218737942014-05-14T03:09:00.002-07:002014-05-14T03:10:24.431-07:00Corporate facts...<div dir="ltr" style="text-align: left;" trbidi="on">
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<br />
<div align="center" class="MsoNormal" style="text-align: center;">
<a href="https://www.blogger.com/null" name="_GoBack"></a></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">While
working in a corporate culture, you may face very idiotic situations where you
will find yourself so depressed and it will give you a sign of “job
dissatisfaction”. One who wants to sustain in industry for longer time then it
is utmost important to adopt some basis skillsets at his work. Once you are
tied up with your company which is having global presence, your profile is not
limited only to your domain / core area. You will be forced to handle unrelated
assignments. Despite of this, many people have successfully achieved required
skillsets. If you consider following aspects at your workplace, highest
position will knock your door soon! Following factors are most effective time
wasters in the corporate:</span></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo1; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Unwanted
telephone interruptions /<span style="mso-spacerun: yes;"> </span>calls where
you are completely unlinked</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Unwanted
meetings where you play NIL role</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">No
clarity of action plan</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Unwanted
resources involved in simple tasks</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Rigid
processes for execution</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">6.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Half
information</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">7.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">No
support from other team members</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">8.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Escalation
tactics</span></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l1 level1 lfo1; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">9.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">No
team work</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">One
of my senior educated me by saying this: <i style="mso-bidi-font-style: normal;">80%
of our time wastes to accomplish only 20% of our objects. </i>I feel
abovementioned situations are fit case fordisturbance of your corporate growth.
TEAM WORK with a proper discipline is essential for corporate growth. </span></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Manage
your time effectively:</span></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Block
your outlook calendar regularly and from time to time</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Plan
your personal leaves in advance and keep your boss in loop in well advance</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Delegate
a right work to right subordinates at right time</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Set
realistic goals</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Short
term, medium term and long term planning is important</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">6.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Prioritize
your assignments in the criteria: URGENT>IMPORTANT>ROUTINE</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">7.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Set
deadlines and then start working</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">8.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Do
not work to achieve deadlines, work to achieve objectives in the deadlines set</span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">9.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Outsource
routine work to outside consultants which will help you to save your time</span></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">10.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Concentrate
on managerial decision making process instead of execution of task</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">These
are very small things which will enhance your corporate skillsets in your
organization. If you stick to one management principle “Work your plan – plan
your work”, I believe 5 days a week will be more than sufficient for you‼!</span><br />
<br />
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">By:</span><br />
<span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 12.0pt; line-height: 115%;">Ishan Kulkarni </span></div>
</div>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-8551406765750627102014-04-26T07:05:00.001-07:002014-04-26T07:05:49.591-07:00Embezzlement Techniques Illustrated In Arthasastra<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
1. What is collected earlier is accounted later</div>
<div style="text-align: justify;">
2. What is collected later is accounted earlier</div>
<div style="text-align: justify;">
3. What ought to be collected is not collected</div>
<div style="text-align: justify;">
4. What is hard to collect is shown as collected</div>
<div style="text-align: justify;">
5. What is collected is shown as not collected</div>
<div style="text-align: justify;">
6. What is not collected is shown as collected</div>
<div style="text-align: justify;">
7. What is collected in part is shown as collected in full</div>
<div style="text-align: justify;">
8. What is collected in full is shown as collected in part</div>
<div style="text-align: justify;">
9. What is collected is of one sort, when what is entered is of another sort, e.g. rice in place of pulses</div>
<div style="text-align: justify;">
10. What is realized from one source, is shown as realized from another source</div>
<div style="text-align: justify;">
11. What is payable is not paid</div>
<div style="text-align: justify;">
12. What is not payable is paid</div>
<div style="text-align: justify;">
13. What is payable is not paid in time e.g. delaying payments with a view to receive a bribe</div>
<div style="text-align: justify;">
14. What is payable is paid earlier e.g. payment before due date for a consideration</div>
<div style="text-align: justify;">
15. Small gifts are accounted as large gifts, when giving gifts</div>
<div style="text-align: justify;">
16. Large gifts are accounted as small gifts, when receiving gifts</div>
<div style="text-align: justify;">
17. What is gifted is of one sort, when what is entered is of another sort</div>
<div style="text-align: justify;">
18. Beneficiary entered in register is different from the one who received the gift</div>
<div style="text-align: justify;">
19. Materials received in treasury is removed or materials not received is accounted as received</div>
<div style="text-align: justify;">
20. Raw materials paid for are not accounted in the stores, while those that are not paid for are entered as received in stores</div>
<div style="text-align: justify;">
21. An aggregate amount received is entered as parts, e.g. tax received from a village is shown as tax received from individuals</div>
<div style="text-align: justify;">
22. Parts received are entered as an aggregate, e.g. tax received from individuals is shown as tax received from a village</div>
<div style="text-align: justify;">
23. Commodities of greater value exchanged for those of smaller value</div>
<div style="text-align: justify;">
24. Commodities of smaller value exchanged for those of greater value</div>
<div style="text-align: justify;">
25. Value of goods inflated, by increasing the price</div>
<div style="text-align: justify;">
26. Value of goods deflated, by decreasing the price</div>
<div style="text-align: justify;">
27. Number of days increased, e.g. with a view of misappropriating wages</div>
<div style="text-align: justify;">
28. Number of days decreased, e.g. with a view to collecting lower taxes</div>
<div style="text-align: justify;">
29. Discrepancy in the number of months in a year, e.g. not accounting for transactions in all the months</div>
<div style="text-align: justify;">
30. Discrepancy in the number of days in a month, e.g. not accounting for transactions in all the days</div>
<div style="text-align: justify;">
31. Inconsistency in the transaction carried on under personal supervision</div>
<div style="text-align: justify;">
32. Misrepresentation of the source of income</div>
<div style="text-align: justify;">
33. Inconsistency in accounting for charities</div>
<div style="text-align: justify;">
34. Incongruity in representing work
done, e.g. superintendent of boats misappropriating ferry dues, under
the false plea that only Brahmins crossed the river</div>
<div style="text-align: justify;">
35. Inconsistently in dealing with fixed [regular] items</div>
<div style="text-align: justify;">
36. Misrepresentation of the standard of fineness of gold and silver</div>
<div style="text-align: justify;">
37. Misrepresentation of the price of commodities</div>
<div style="text-align: justify;">
38. Using false weights and measures</div>
<div style="text-align: justify;">
39. Deception in counting articles</div>
<div style="text-align: justify;">
40. Use of false cubic measures</div>
<div style="text-align: justify;">
<br /></div>
<br />
<div style="text-align: justify;">
The article is extracted from the book
titled “Corporate Disclosures: The Origin of Financial and Business
Reporting 1553—2007 AD” by Shankar Jaganathan. ~Via the internet</div>
<div style="text-align: justify;">
<br /></div>
<div style="text-align: justify;">
<br /></div>
</div>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-81365554718639396122014-04-25T09:37:00.001-07:002014-04-25T09:41:22.595-07:00Lessons I Learnt From a Client<div dir="ltr" style="text-align: left;" trbidi="on">
Here are a few lessons I took from a client while working for them. I hope these are only a FEW from many many more to come.<br />
<br />
<div dir="ltr">
1. <b>Started with a Failed Attempt</b>: They started their entrepreneurship journey with a failed attempt, but later changed tracks and reinvented themselves. They struggled initially but later on figured how to make things happen.</div>
<br />
<i>Lesson: So Entrepreneurs, it’s okay to have a few "issues" here and there. What matters is the attitude to fight and survive. </i><br />
<br />
<br />
<div dir="ltr">
2. <b>"Job" Comfort "Monetary" Comfort is a distant dream:</b>They don't know whats in store for them in the future however their spirit keeps them going. They are out there to create their destiny.Tirelessly working day in and day out to make their dreams come true.....</div>
<div dir="ltr">
<br /></div>
<div dir="ltr">
<i>Lesson: Rings that feeling? This is not really a lesson, but a comfort feeling that yes here are the future leaders of the industry...</i></div>
<div dir="ltr">
<br /></div>
<div dir="ltr">
<br /></div>
<div dir="ltr">
3. <b>Passion never ceases</b>:Using your entrepreneurial skills to fulfill your passion towards cricket and football (sports)..?? Heard of this..? You will hear it soon...</div>
<div dir="ltr">
<br /></div>
<div dir="ltr">
<i>Lesson: Do what you love, and love what you do. Have a goal and put all your energies in achieving the same.</i></div>
<div dir="ltr">
<br /></div>
<div dir="ltr">
4. <b>Persistence</b>: ....</div>
<div dir="ltr">
<br /></div>
<i>
</i><i>Lesson: One of the most vital qualities needed to succeed in business. </i><br />
<br />
<i>I can draw the same lessons by looking at Sachin Tendulkar. For startup's these pointers should help... </i><br />
<br />
The path chosen is correct, way to go guys, all the best from Team Propelis.</div>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-33026738184053311842014-04-25T09:00:00.002-07:002014-04-25T09:38:43.953-07:00One Person Company (OPC)<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="background-color: #999999;"><span style="background-color: white;"></span></span><br />
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<span style="color: white;"><span style="background-color: black;"><span style="font-family: "Times New Roman","serif";">After the implementation of new Companies Act, 2013, the concept
of "One Person Company" has become buzz word. Corporate industry
recognizes only one type i.w. "Limited Company:. Nowadays Limited
Liability Partnership vehicle is getting best response because its own
advantages. I was studying new rules and regulations of OPCs and found interesting
stuff in this. Less complex structure, less legal formlities, easy conversion
option into Private / Public Limited Company and less Government intervention
are the plus points of OPC. Any person who is running business as a proprietor
may consider this option. The biggest benefit is it gets "Corporate"
status being a legal entity formed under the Companies Act.</span></span></span></div>
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<span style="color: white;"><span style="background-color: black;"><br /></span></span></div>
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<span style="color: white;"><span style="background-color: black;"><span style="font-family: "Times New Roman","serif";">While analyzing few provisions of the Act, it is clear that this
is a small vehicle like Maruti 800 and not any other hatchback or sedan car.
You cannot drive your Maruti 800 on expressways with full speed because of its
own limitations. I believe you will understand this example! Let me come
straight to the point. OPCs have its own limits, once you gets close to maximum
limits, by virtue of law, your OPC will get converted into Private / Public
Limited Company. Provisions of the law states that when any OPC crosses a
turnover of Rs. 2 crores or paid up capital exceeds Rs. 50 lakhs, you have to
switch onto Limited Company without any option. I think for small businessmen
or traders can take advantage of this form of vehicle at initial stage at least
for 2 years. Because once you form OPC, you cannot apply for conversion before
expiry of 2 years from the date of formation. </span></span></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="color: white;"><span style="background-color: black;"><br /></span></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="color: white;"><span style="background-color: black;"><span style="font-family: "Times New Roman","serif";">I am sure coming days will decide the direction and the good
response to One Person Companies, otherwise LLPs have already proven excellent
form of an organization.</span></span></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="color: white;"><span style="background-color: black;"><br /></span></span></div>
<div class="MsoNormal" style="text-align: left;">
<span style="color: white;"><span style="background-color: black;"><span style="font-family: "Times New Roman","serif";">--Ishan Kulkarni </span></span></span></div>
</div>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-68971643657836090172014-03-22T20:56:00.002-07:002014-03-22T20:58:08.894-07:00Key Highlights: Companies Act 2013 Part II<div dir="ltr" style="text-align: left;" trbidi="on">
<u><i><b>Continued Post...</b></i></u><br />
<h3 style="text-align: left;">
8. Inter corporate loans / investments</h3>
<ul style="text-align: left;">
<li>Loans, guarantee and security made to any person and not just body corporates will attract the 2013 Act compliance requirements. The scope has been widened.</li>
<li>Rate of interest on loans granted cannot be lower than the prevailing yield of 1 year, 3 year, 5 year or 10 year Government Security closest to the tenure of the loan</li>
<li>The list of exemptions has been curtailed. Basically the norms have become stricter.</li>
</ul>
<h3 style="text-align: left;">
9. Loan to Directors</h3>
<ul style="text-align: left;">
<li>No loans to be extended directly or indirectly. Also no loan can be extended by a book debt. Company cant give guarantee or provide security in connection with such loan to any director / related persons</li>
</ul>
<div style="text-align: left;">
<br /></div>
<div style="text-align: left;">
– Exception to the rule is for MD or a whole time director (WTD) if such loan is in<br />
accordance with the terms of services extended <i><u><b>to all employees </b></u></i>or is <i><u><b>approved </b></u></i>by shareholders<br />
by <i><u><b>special </b></u></i>resolution</div>
<ul style="text-align: left;">
<li>These provisions are applicable to private companies as well</li>
</ul>
<h3 style="text-align: left;">
10. Mergers & Acquisitions</h3>
<ul style="text-align: left;">
<li>Restriction on multi-layer investment</li>
<li>Merger of Indian company with a foreign companyis now possible</li>
<li>Fast track merger for small companies and between holding company and its wholly owned subsidiary introduced</li>
<li>Persons holding 90% or more equity shares can purchase the remaining shares from minority shareholders</li>
<li>Any valuation of shares / assets etc. required under 2013 Act to be performed by a Registered Valuer</li>
</ul>
<h3 style="text-align: left;">
11. Measures for investor protection</h3>
<ul style="text-align: left;">
<li>Provisions relating class action suits introduced</li>
<li>Exit options for minority holders on reorganization </li>
</ul>
<h3 style="text-align: left;">
12. National Company Law Tribunal (NCLT)</h3>
<ul style="text-align: left;">
<li>Replacement of the High Court with NCLT</li>
</ul>
<h3 style="text-align: left;">
13. Miscellaneous</h3>
<ul style="text-align: left;">
<li>Transfer of profits to reserves for dividend declaration removed</li>
<li>Inability to pay debts is one of the reason to be considered a sick company</li>
<li>Provisions of revival and rehabilitation of sick companies to all companies </li>
<li>Serious Fraud Investigation Office will be constituted </li>
<li>Any person representing the company is made liable for punishment for fraudulently obtaining credit facilities from any bank or financial institutions for making any false, deceptive or misleading statement, promise or forecast </li>
</ul>
</div>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0Pune, Maharashtra, India18.5204303 73.85674369999992518.2795348 73.534020199999929 18.7613258 74.17946719999992tag:blogger.com,1999:blog-5359692035595487844.post-85018069314941261652014-03-22T10:12:00.002-07:002014-03-22T10:24:07.599-07:00Key Highlights: Companies Act 2013 Part I<div dir="ltr" style="text-align: left;" trbidi="on">
<h2 style="text-align: left;">
Key Highlights</h2>
<h3 style="text-align: left;">
1. Changes in types of companies</h3>
<ul style="text-align: left;">
<li>Maximum number of members in a private company increased from 50 to 200</li>
<li>Limit of number of members in an association or partnership (without incorporation) to be increased up to 100</li>
<li>One Person Company (OPC) - a new vehicle for individuals for carrying on business with limited liability</li>
</ul>
<br />
<h3 style="text-align: left;">
2. Changes in the provisions for Share capital</h3>
<ul style="text-align: left;">
<li>Infra projects get a breather, preference shares can be issued for a period exceeding 20 years </li>
<li>Further issue of capital provisions made applicable to all companies</li>
<li>No Shares cannot be issued at a discount except for sweat equity shares</li>
<li>Time gap between 2 buy-backs to be minimum 1 year.</li>
</ul>
<div>
<h3 style="text-align: left;">
3. Deposits</h3>
<ul style="text-align: left;">
<li>Stringent norms provided for acceptance of fresh deposits from members and public.</li>
<li>Any deposit accepted before the commencement of 2013 Act or any interest due thereon to be repaid within 1 year from the commencement of 2013 Act or from the date on which such payments are due, whichever is earlier.</li>
<li>Credit rating mandatory for acceptance of public deposits</li>
</ul>
<h3 style="text-align: left;">
4. Corporate Social Responsibility (CSR)</h3>
<ul style="text-align: left;">
<li>2% of average net profits of last 3 years to be mandatorily spent on CSR by companies having</li>
</ul>
– net worth of ` 5 billion or more; or<br />
– turnover of ` 10 billion or more; or<br />
– net profit of ` 50 million or more<br />
<h3 style="text-align: left;">
5. Audit and Accounting</h3>
<ul style="text-align: left;">
<li>To align with the provisions of the Income tax Act, companies to have a uniform financial year - ending on 31 March each year</li>
<li>Consolidation of financials </li>
<li>National Financial Reporting Authority (NFRA) to be constituted </li>
<li>Mandatory audit rotation </li>
<li>Restriction placed on non-audit services</li>
<li>Mandatory internal audit </li>
</ul>
<h3 style="text-align: left;">
6. Management, administration and corporate governance</h3>
<ul style="text-align: left;">
<li>At least 1 director of a company shall be a person who has stayed in India for 182 days or more in the previous calendar year. Existing companies to comply with this provision within 1 year from the date of commencement of the 2013 Act.</li>
<li>Listed and prescribed class of companies to have at least 1 woman director. Existing companies to comply with this provision within 1 year from the date of commencement of the 2013 Act.</li>
<li>Prescribed class of companies to have whole-time Key Managerial Personnel (KMP)</li>
</ul>
– Chief Finance Officer to be a whole time KMP for prescribed classes of companies</div>
<div>
– Whole time Director included in definition of KMP<br />
<br />
<ul style="text-align: left;">
<li>Electronic voting for Board and shareholders meetings introduced</li>
<li>Following committees of the Board made mandatory for listed and prescribed classes of companies:</li>
</ul>
– Audit committee<br />
– Stakeholder relationship committee<br />
– Nomination and Remuneration committee<br />
– Corporate Social Responsibility committee<br />
<br />
<ul style="text-align: left;">
<li>Director to vacate office on remaining absent from all the meetings of the Board of Directors held during 12 months with or without obtaining leave of absence</li>
<li>Contents of Directors’ Report elaborated. Directors to annually report on the existence and effective operations of systems on compliance with all applicable laws</li>
<li>Secretarial audit mandatory for listed and prescribed classes of companies</li>
<li>Approval of Central Government required for certain managerial remuneration </li>
</ul>
<h3 style="text-align: left;">
7. Related Party Transactions</h3>
<ul style="text-align: left;">
<li>Requirement of obtaining Central Government approval removed</li>
<li>Approval by Board of Directors made mandatory</li>
<li>Related party transactions to also require prior shareholder’s approval by special resolution for<br />companies having prescribed paid up capital or transactions exceeding prescribed amounts.</li>
<li>Related party transactions to be disclosed in the Director’s Report along with justification thereof </li>
</ul>
<b><u><i>To be continued in my next post......</i></u></b><br />
<div style="text-align: left;">
</div>
<div style="text-align: left;">
</div>
<div style="text-align: left;">
</div>
</div>
</div>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-39442742954758915732014-03-22T06:34:00.000-07:002014-03-22T06:35:19.416-07:00Background To The New Companies Act, 2013<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-size: small;"><span style="font-family: Times,"Times New Roman",serif;">My concentration generally has been Startups, Entrepreneurship Funding etc however I was recently reminded by my Partner that we (Team Propelis) has to start studying the new Companies Act, 2013 as the new legislation is now a law (pending implementation)..</span></span><br />
<span style="font-size: small;"><span style="font-family: Times,"Times New Roman",serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: Times,"Times New Roman",serif;">The Series of blogs will be posted on the Subject 'Companies Act, 2013" based on the discussion/training sessions conducted/held at our Propelis Offices. These posts are for reference purposes only and should not be used for forming legal opinions or legal actions. We welcome different opinions and would love to hear yours too. </span></span><br />
<span style="font-size: small;"><span style="font-family: Times,"Times New Roman",serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: Times,"Times New Roman",serif;"><i><u><b>The Background:</b></u></i> </span></span><br />
<br />
<span style="font-size: small;"><span style="font-family: Times,"Times New Roman",serif;">Companies Act, 2013 (2013 Act) is set to be implemented from 1st April 2014 and the buzz around is that all the sections will be notified from this date in a phased manner. So why so much importance for this act? We pondered.... </span></span><br />
<span style="font-size: small;"><span style="font-family: Times,"Times New Roman",serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: Times,"Times New Roman",serif;">The 2013 Act lays down far more enhanced self-regulation rules coupled with higher emphasis on corporate democracy and provides for amongst others, business friendly corporate regulation (atleast on paper)/ pro-business initiatives, e-governance initiatives, good corporate governance requirements, Corporate Social Responsibility (CSR) requirements, enhanced disclosure norms, enhanced accountability of management (tighter rules), stricter enforcement, audit accountability, protection for minority shareholders, investor protection and activism and better framework for insolvency regulation and institutional structure.</span></span><br />
<span style="font-size: small;"><span style="font-family: Times,"Times New Roman",serif;"><br /></span></span>
<span style="font-size: small;"><span style="font-family: Times,"Times New Roman",serif;">The next post shall be regarding the Key Highlights and from there Team Propelis shall update a separate blog for each section/or a set of sections... Keep reading and commenting...</span></span></div>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-8087845489949532892014-02-04T07:42:00.001-08:002014-02-04T07:42:55.687-08:00Stress Management: How to Manage StressWhen I started my consulting firm, I was the only one working. No colleagues, no assistants. Nobody. It was just me and my work. Ok wait I had no work too. <div><br></div><div>Honestly I did not have any money too. I did not have any infrastructure too. I had no clients. I was a nobody. I did not want to take up any job. I had only one thing with me. I had the willingness to stretch my limits and achieve my goals....</div><div><br></div><div>But the path is always difficult and I often found myself under tremendous pressure. Slowly when work started flowing I realised I had other pressures too now, generate work, do it, print docs, scan stuff, go out for meetings, courier stuff etc etc. I used to be dead buried under expectations both at professional and personal front.</div><div><br></div><div>So what did I do?</div><div><br></div><div>1. I started setting SMART goals.</div><div>2. I started congratulating myself for small achievements</div><div>3. I started discovering my limits.</div><div>4. Stopped worrying about things.</div><div>5. Walks. Yes long walks.</div><div>6. Gave importance to "work/life" balance</div><div><br></div><div>I can't say I have managed to control my stress completely but yes I am surely on the right path. </div><div><br></div><div><i>Stress management's importance need not be stressed further.</i></div><div><i><br></i></div><div>Remember these lines from the Bhagvad Gita:</div><div><br></div><div>Dear Lord:</div><div>Give me the strength to change/achieve the things I can,</div><div>Accept the things I can't,</div><div>And</div><div>Wisdom to know the difference!</div><div><br></div><div>So take a chill pill guys!</div>Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-86561841243548101792014-02-04T07:23:00.001-08:002014-02-04T07:27:48.058-08:00Which Five Things Hold you Back From Becoming SuccessfulHere is a list of five things which I feel hold you back from becoming "successful"<div><br></div><div>1. Not believing in yourself.</div><div>2. Not taking that one extra step to reach your goals</div><div>3. No planning</div><div>4. Trying to go solo</div><div>5. Not understanding your weaknesses</div><div><br></div><div><i>Remember: those who can, do! </i></div><div><i><br></i></div><div><i>So go out and chase your goals. </i></div>Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-23077337166939021302014-01-22T05:06:00.004-08:002014-01-22T05:17:10.305-08:0080/20 Rule<div dir="ltr" style="text-align: left;" trbidi="on">
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After a tiring evening after work, I decided to sit and
analyse how I spend my day. I took a pen and a paper and wrote down hour wise
allocation to each client/activity. I realised that 20% of my work gave me 80%
of the results. I asked Mr. Abhishek Muglikar what is this all about. Thus I
was introduced to a concept. The Pareto Principle is very simple, yet very
important. It is named after Italian economist Vilfredo Pareto, who, in 1906,
found that 80% of the land in Italy was owned by 20% of the population.</div>
<div class="MsoNormal">
<br /></div>
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What was most important about Pareto’s finding was that this
80/20 distribution occurs extremely frequently. For example, in general, 20% of
your customers represent 80% of your sales. And 20% of your time produces 80%
of your results. And so on.</div>
<div class="MsoNormal">
<br /></div>
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I quickly realised that this could be used to generate
higher revenues and profits. For instance, if I can figure out which 20% of
my time produces 80% of my business’ results, I can spend more time on
those activities and less time on others. Likewise, by identifying the
characteristics of the top 20% of my customers (who represent 80% of your
sales), I can find more customers like them and dramatically grow my sales
and profits.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I want to take this rule to even higher level. I know that
20% of my customers represent 80% of my revenues. Within that initial 20%, the
80/20 rule also SHOULD exist. Meaning that the top 20% of the top 20% of my customers (or the top 4% overall) represent 64% of my sales (calculated as
80% times 80%).</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We can find even more customers with this rule.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I have figured out a way to identify and use this rule to
the fullest extent.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The Pareto Principle or 80/20 rule is an extremely powerful
tool, when properly applied, for growing any business. The key is knowing how
and when to apply it, and leveraging its exponential properties. At Propelis we
are reaping its benefits after our integrated research team’s work and efforts
we are ready for client delivery. Are you ready?<br />
<br />
Regards,<br />
Ashutosh Muglikar </div>
</div>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-17892595090909994772014-01-11T23:43:00.001-08:002014-01-11T23:43:08.723-08:00Successful People Do 9 Things Differently Than Others<div dir="ltr" style="text-align: left;" trbidi="on">
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<br />
At Propelis we have training sessions every Saturday. We believe in continuous
improvement. Both as a Company and as individuals. After brainstorming and long
discussion with our Advisory Board Member Mr. Abhishek we have noted 9 things
which should be followed for a successful career or for building a successful
company. This blog is the first of many to follow as to what to do in 2014.<br />
Why are only few successful but not others? You don’t know? You are not
alone. At Propelis each and every individual believes that its not WHO you are
but WHAT you do determines how successful you become.<br />
<br />
So here are 9 principles we follow at our office and in our individual work
spheres:<br />
<br />
<strong>1. We Get Specific. </strong>When we set a goal, we
are as specific as possible. “<b style="mso-bidi-font-weight: normal;">Complete Ten
Tasks Today</b>” is a better goal than “<b style="mso-bidi-font-weight: normal;">Do
Your Work</b>,” because it gives you a clear idea of what success looks like. SET
SMART Goals. Goals should be: Specific, Measurable, Achievable, Realistic and
Time Bound. Knowing exactly what you want to achieve keeps you motivated until
you get there.<br />
<b><br />
<strong>2. We Seize The Moment To Act On Our Goals.</strong></b> Kaal kare so
aaj kar, aaj kare so ab. I don’t have to stress it any further.<br />
<br />
<strong>3. We Know Exactly How Far We Have Left To Go.</strong> Our Advisor
tells us: Plan -<span style="font-family: Wingdings; mso-ascii-font-family: "Times New Roman"; mso-char-type: symbol; mso-hansi-font-family: "Times New Roman"; mso-symbol-font-family: Wingdings;"><span style="mso-char-type: symbol; mso-symbol-font-family: Wingdings;">-> </span></span>Do-<span style="font-family: Wingdings; mso-ascii-font-family: "Times New Roman"; mso-char-type: symbol; mso-hansi-font-family: "Times New Roman"; mso-symbol-font-family: Wingdings;"><span style="mso-char-type: symbol; mso-symbol-font-family: Wingdings;">-> </span></span>Check -<span style="font-family: Wingdings; mso-ascii-font-family: "Times New Roman"; mso-char-type: symbol; mso-hansi-font-family: "Times New Roman"; mso-symbol-font-family: Wingdings;"><span style="mso-char-type: symbol; mso-symbol-font-family: Wingdings;">-> </span></span>Act.
The PDCA Rule. Regular monitoring helps. Its essential. Monitoring will tell
you where you are and what needs to be done. Monotoring could be daily, weekly
or monthly depending on the goal.<br />
<b><br />
<strong>4. We are realistic and Optimistic.</strong></b> When we are setting a
goal, by all means we engage in lots of positive thinking about how likely we are
to achieve it. But whatever we do, we never underestimate how difficult it will
be to reach our goal. Most goals worth achieving require time, planning,
effort, and persistence. This is really important.<br />
<b><br />
<strong>5. We Focus On Getting Better, Rather Than Being Good.</strong></b>
Believing you have the ability to reach your goals is important, but so is
believing you can <em>get </em>the ability. Many of us believe that our
intelligence, our personality, and our physical aptitudes are fixed — that no
matter what we do, we won’t improve. As a result, we focus on goals that are
all about proving ourselves, rather than developing and acquiring new skills.<br />
<br />
<strong>6. We Have Grit.</strong> Grit is a willingness to commit to
long-term goals, and to persist in the face of difficulty. Team Propelis
develops grit to achieve our goals. Isnt this very important for success?<br />
<br />
<strong>7. We Are Building Our Willpower.</strong> Willpower is important.
Develop it.<br />
<br />
<strong>8. We Don’t Tempt Fate.</strong> No matter how strong our willpower becomes,
it’s important to always respect the fact that it is limited, and if we overtax
it we will temporarily run out of steam.<br />
<br />
<strong>9. We Focus On What We </strong><em><b>Will </b></em><strong>Do, Not
What We Wont Do.</strong><br />
<strong> </strong> <br />
It is our hope that, after reading about the nine things successful people
do differently, you have gained some insight into all the things you have been
doing right all along. Please let us know your thoughts regarding these. Stay
tuned for further info into things to do in 2014.<br />
<br />
By:<br />
Ashutosh Muglikar<br />
<div class="MsoNormal">
<br /></div>
</div>
Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-8419941580794035752014-01-04T08:49:00.001-08:002014-01-04T08:58:22.389-08:00What To Do In 2014While working at Propelis and while observing our clients I keep making certain points which I feel I should change in myself or I feel my client needs to change to be more effective.<div><br></div><div>In January 2014 I would want to stress on these aspects for the benefit of our readers because I feel there is more to business than toplines and bottomlines. </div><div><br></div><div>Today I will list out the different topics on which a separate and a detailed elaborate write up will be updated in this month. </div><div><br></div><div>So here are the top things you have to do in 2014 for a perfect work life balance. (Please suggest more if you can)</div><div><br></div><div><b>1. Successful people do 9 things differently than others.</b></div><div><br></div><div>This topic will elaborate on why you should do things differently than to try doing different things.</div><div><br></div><div><b>2. Which five things hold us back from being successful</b> </div><div><br></div><div>This blog will help you recognise those things plus suggest ways to avoid them.</div><div><br></div><div><b>3. Stress Management: How to manage stress</b></div><div><b><br></b></div><div><b>4. How to spot business opportunities and use them to your advantage </b></div><div><b><br></b></div><div><b>5. How to be a leader</b></div><div><b><br></b></div><div><b>6. Priority: One should decide what NOT to do, to find time for doing important things</b></div><div><b><br></b></div><div><b>7. Time Management</b></div><div><b><br></b></div><div><b>8. Decision Making</b></div><div><b><br></b></div><div><b>9. Understanding that money can't buy happiness</b></div><div><b><br></b></div><div><b>10. Being generous in what you do</b></div><div><b><br></b></div><div><b>11. Recognising important aspects of your business</b></div><div><b><br></b></div><div><b>12. How to learn what not to speak</b></div><div><b><br></b></div><div><b>13. Taking feedback </b></div><div><b><br></b></div><div><b>14. Healthy competition and it's importance</b></div><div><b><br></b></div><div><b>15. How over confidence could be fatal</b></div><div><b><br></b></div><div><b>16. Challenging your limits and what it could mean for your company</b></div><div><b><br></b></div><div><b>17. Sleep</b></div><div><b><br></b></div><div><b>18. Why you seriously need more sleep </b></div><div><b><br></b></div><div><div style="font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;"><b>19. Walk. Why you should take walks</b></div><div style="font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;"><b><br></b></div><div style="font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;"><b>20. Change management</b></div><div style="font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;"><b><br></b></div><div style="font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;"><b>21. How change can be brought about</b></div></div><div><br></div><div>As it's evident most of the topics are about personal traits. I sincerely hope my views help the readers in getting some positive change in their working styles.</div><div><br></div><div>Stay tuned for further updates.</div><div><br></div>Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-33034603299765933122013-11-26T04:22:00.001-08:002013-11-26T04:22:00.087-08:00Companies Act, 2013: Certain Important Issues<p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s3" style="font-weight: bold;"><span class="bumpedFont15">CERTAIN</span></span><span class="s3" style="font-weight: bold;"><span class="bumpedFont15"> HIGHLIGHTS OF NEWLY APPLICABLE PROVISIONS:</span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s3" style="font-weight: bold;"><span class="bumpedFont15"><br></span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s3" style="font-weight: bold;"><span class="bumpedFont15">Current scenario</span></span><span class="s3" style="font-weight: bold;"><span class="bumpedFont15">:</span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s3" style="font-weight: bold;"><span class="bumpedFont15"><br></span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s5"><span class="bumpedFont15">As we all are </span></span><span class="s5"><span class="bumpedFont15">a</span></span><span class="s5"><span class="bumpedFont15">ware, Companies Bill, 2012 </span></span><span class="s5"><span class="bumpedFont15">has become </span></span><span class="s5"><span class="bumpedFont15">a statute now and immediately after </span></span><span class="s5"><span class="bumpedFont15">changing status from “Bill” to “Law”</span></span><span class="s5"><span class="bumpedFont15">, Corporate Ministry issued notification as on 12</span></span><span class="s6" style="vertical-align: super;"><span class="bumpedFont15">th</span></span><span class="s5"><span class="bumpedFont15">day of September, 2013</span></span><span class="s5"><span class="bumpedFont15"> on the applicability of various sections</span></span><span class="s5"><span class="bumpedFont15"> and now with reference to this notification, 98 sections are in force</span></span><span class="s5"><span class="bumpedFont15"> with immediate effect</span></span><span class="s5"><span class="bumpedFont15">.</span></span><span class="s5"><span class="bumpedFont15"> Now after this opening</span></span><span class="s5"><span class="bumpedFont15">, both the paths are in use, one is under Companies act, 1956 and next one is 98 sections of Companies Act, 2013.</span></span><span class="s5"><span class="bumpedFont15"></span></span><span class="s5"><span class="bumpedFont15">As corporate sector need to </span></span><span class="s5"><span class="bumpedFont15">tag on</span></span><span class="s5"><span class="bumpedFont15"> </span></span><span class="s5"><span class="bumpedFont15">the </span></span><span class="s5"><span class="bumpedFont15">provisions under both Acts, journey to settle down early by complying with legal requirements is not so far easy. </span></span><span class="s5"><span class="bumpedFont15">Corporate </span></span><span class="s5"><span class="bumpedFont15">Ministry is</span></span><span class="s5"><span class="bumpedFont15">accelerating its initiatives</span></span><span class="s5"><span class="bumpedFont15"> to make the law applicable part-wise which might lead inconvenience </span></span><span class="s5"><span class="bumpedFont15">to </span></span><span class="s5"><span class="bumpedFont15">all the companies including the businesses who are in a process of getting velvet cover of “Company” </span></span><span class="s5"><span class="bumpedFont15"></span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s5"><span class="bumpedFont15"><br></span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s3" style="font-weight: bold;"><span class="bumpedFont15">Highlights </span></span><span class="s3" style="font-weight: bold;"><span class="bumpedFont15">of </span></span><span class="s3" style="font-weight: bold;"><span class="bumpedFont15">some of </span></span><span class="s3" style="font-weight: bold;"><span class="bumpedFont15">applicable</span></span><span class="s3" style="font-weight: bold;"><span class="bumpedFont15"> section</span></span><span class="s3" style="font-weight: bold;"><span class="bumpedFont15">s</span></span><span class="s3" style="font-weight: bold;"><span class="bumpedFont15">:</span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s3" style="font-weight: bold;"><span class="bumpedFont15"><br></span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s7" style="font-style: italic;"><span class="bumpedFont15">Section 2(68) </span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">vis</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">-a-</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">vis</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15"> Section 3(1</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">)(</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">iii):</span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s5"><span class="bumpedFont15">In Companies Act, 1956, the definition of “Private Limited” was clubbed in Section 3 and was defined under </span></span><span class="s5"><span class="bumpedFont15">clause (iii) of</span></span><span class="s5"><span class="bumpedFont15">sub section 1</span></span><span class="s5"><span class="bumpedFont15">.</span></span><span class="s5"><span class="bumpedFont15"> </span></span><span class="s5"><span class="bumpedFont15">Entire section 3 was divided into definition of “company”, “existing company”, “private company and ‘public company”. Definition of “Private Company” was part of section 3. </span></span><span class="s5"><span class="bumpedFont15">A</span></span><span class="s5"><span class="bumpedFont15">s per the provisions of Section 2(68) of the Companies Act, 2013, one of the major </span></span><span class="s5"><span class="bumpedFont15">alterations</span></span><span class="s5"><span class="bumpedFont15"> </span></span><span class="s5"><span class="bumpedFont15">is maximum number of members for Private Limited Company is now increased to 200. Apart from this, there are no alterations in its definition though entire definition has been framed in different way, base is same.</span></span><span class="s5"><span class="bumpedFont15"></span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s5"><span class="bumpedFont15"><br></span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s7" style="font-style: italic;"><span class="bumpedFont15">Section 100 </span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">vis</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">-a-</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">vis</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15"> 169:</span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s5"><span class="bumpedFont15">In light of Section 169 of Companies Act, 196, Extra Ordinary General Meeting had to be called on requisition of members of the Company. There was absence of </span></span><span class="s5"><span class="bumpedFont15">liberty</span></span><span class="s5"><span class="bumpedFont15"> to Board of Directors to call EGM as and when they think fit to be called for. </span></span><span class="s5"><span class="bumpedFont15">Now here is a catch! Directors can go and call for EGM whenever it is required, no need to receive any requisitions from members of the Company to convene EGM.</span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s5"><span class="bumpedFont15"><br></span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s7" style="font-style: italic;"><span class="bumpedFont15">Section 102</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">:</span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span class="s5"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Provisions of section 102 enlighten the special matters to be transacted at the shareholders meeting. There are certain special businesses set out in provisions of section 102 where Companies need to annexe a statement setting out such special business to be transacted at the general meeting. Therefore, it was required for the companies to send the notices of general meeting with such statement consists certain material facts in connection with special items. This is entirely new section introduced by the Government and non-compliance of this sections led to heavy penalties to promoters, directors, manager or other key managerial personnel. Therefore, the companies who dispatched their notices before 12.09.2013 are out of this net of section 102 for this year. </span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span class="s5"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s7" style="font-style: italic;"><span class="bumpedFont15">Section</span></span><span class="s5"><span class="bumpedFont15"> </span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">103</span></span><span class="s5"><span class="bumpedFont15">:</span></span></span></p><p class="s4" style="margin-top: 0px; margin-bottom: 0px; text-align: justify;"></p><div style="text-align: start;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The provisions of quorum for general meeting are framed in section 103 of Companies </span></div><span class="s5" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><div style="text-align: start;">Act, 2013. Requirement of minimum number of members for general meeting of private limited company is remained unchanged but there is a welcomed change in minimum number of members for quorum for general meeting of public limited company. The companies having the members are up to 1000, the quorum should be 5 members, in case companies having members above 1000 up to 5000, the quorum should be 15 and above 5000 members, quorum should be 30 members. In current scenario, all the companies having a general meeting after 12.09.2013 must ensure to comply with the provisions of section 103. Also Articles of Association of the companies states the requirements about quorum. So it was the requirement for all public limited companies to amend the articles of association first before general meeting.</div><div style="text-align: start;"><br></div></span><p></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s7" style="font-style: italic;"><span class="bumpedFont15">Section</span></span><span class="s5"><span class="bumpedFont15"> </span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">1</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">8</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">0</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15"> </span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">vis</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">-a-</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">vis</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15"> Section 293</span></span><span class="s5"><span class="bumpedFont15">:</span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span class="s5"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">In accordance with provisions of Companies Act, 1956, there were certain restrictions on Board of Directors to exercise their powers with ordinary resolution. The major change here in now after 12.09.2013, this has changes to special resolution. The catch is the Companies who already has issued notices of general meeting where certain items which require members approval, which provisions shall be considered. Fortunately on next day i.e. 13.09.2013, Ministry issued circular which gives clarity that if companies has issued notices prior to 12.09.2013, they can deal with such items with ordinary resolutions.</span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span class="s5"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Considering some of the changed provisions and increasing complications because of part-wise applicability of law, it is tough to expect positive response from industry sector as well as professionals. </span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span class="s5"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s7" style="font-style: italic;"><span class="bumpedFont15">Now, l</span></span><span class="s7" style="font-style: italic;"><span class="bumpedFont15">et’s analyse some hurdles in incorporation procedures:</span></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span class="s5"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">As Articles of Association of the Company is the most important charter which states internal rules and regulation, the same has to be drafted with utmost care by analysing all the provisions of applicable law. Provisions incorporated in Articles of Association cannot override the provisions of the Act and it has to be in accordance with the Act. Now, companies which are in process of formation, they need to draft Articles of Association in such a way by clubbing the provisions of applicable provisions of Companies Act, 2013 as well as Companies Act, 1956. </span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span class="s5"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><br></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span class="s3" style="font-weight: bold;"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Company formation – procedural aspects:</span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span class="s5"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">The formation process starts with the drafting of Memorandum and Articles of Association. As both are the most important pillars of any Company, these are drafted very carefully and after due consideration of provisions of Company Law.</span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"> </span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"> </span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s3" style="font-weight: bold;"><span class="bumpedFont15">Some important</span></span><span class="s3" style="font-weight: bold;"><span class="bumpedFont15"> provisions in Articles of Association:</span></span></span></p><div class="s9" style="margin-top: 0px; margin-bottom: 0px; text-align: justify; margin-left: 36px;"><div class="s8" style="text-align: start; text-indent: 0px; margin-top: 0px; margin-bottom: 0px; position: absolute;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">1.</span></div><span class="s5" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><div style="text-align: start;"><span class="s5"><span class="bumpedFont15">After </span></span><span class="s5"><span class="bumpedFont15">the</span></span><span class="s5"><span class="bumpedFont15"> recent notification, there are many sections which are also applicable part-wise and not fully. For example, Section 23 of Companies Act, 2013 which talks about Public Offer and Private Placement. Now this section is in force except the provisions of its sub section 1(b) and sub section 2.</span></span></div></span></div><p class="s10" style="text-align: start; margin-top: 0px; margin-bottom: 0px; margin-left: 36px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"> </span></p><div class="s9" style="margin-top: 0px; margin-bottom: 0px; text-align: justify; margin-left: 36px;"><div class="s8" style="text-align: start; text-indent: 0px; margin-top: 0px; margin-bottom: 0px; position: absolute;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">2.</span></div><span class="s5" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><div style="text-align: start;"><span class="s5"><span class="bumpedFont15">The provisions of Share Buy Back are also </span></span><span class="s5"><span class="bumpedFont15">modified</span></span><span class="s5"><span class="bumpedFont15"> to some extent. Now entire Section 69 is applicable but section 70 is applicable in part-wise i.e. section 70 is applicable except its sub-section 2.</span></span></div></span></div><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s5"><span class="bumpedFont15">Here </span></span><span class="s5"><span class="bumpedFont15">some of the</span></span><span class="s5"><span class="bumpedFont15"> challenges </span></span><span class="s5"><span class="bumpedFont15">could be, </span></span><span class="s5"><span class="bumpedFont15">in drafting are as follows:</span></span></span></p><div class="s9" style="margin-top: 0px; margin-bottom: 0px; text-align: justify; margin-left: 36px;"><div class="s8" style="text-align: start; text-indent: 0px; margin-top: 0px; margin-bottom: 0px; position: absolute;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">1.</span></div><span class="s5" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><div style="text-align: start;"><span class="s5"><span class="bumpedFont15">Now while drafting any Articles of Association of the Company, provisions of both the Act </span></span><span class="s5"><span class="bumpedFont15">are</span></span><span class="s5"><span class="bumpedFont15"> to be considered</span></span><span class="s5"><span class="bumpedFont15">and to be incorporated</span></span><span class="s5"><span class="bumpedFont15">.</span></span></div></span></div><p class="s10" style="text-align: start; margin-top: 0px; margin-bottom: 0px; margin-left: 36px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"> </span></p><div class="s9" style="margin-top: 0px; margin-bottom: 0px; text-align: justify; margin-left: 36px;"><div class="s8" style="text-align: start; text-indent: 0px; margin-top: 0px; margin-bottom: 0px; position: absolute;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">2.</span></div><span class="s5" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><div style="text-align: start;"><span class="s5"><span class="bumpedFont15">Till next notification, Articles of Association is to be drafted in </span></span><span class="s5"><span class="bumpedFont15">such </span></span><span class="s5"><span class="bumpedFont15">manner</span></span><span class="s5"><span class="bumpedFont15"> which will have entire coverage of existing sections as well as applicable sections under new provisions.</span></span></div></span></div><p class="s11" style="margin-top: 0px; margin-bottom: 0px; margin-left: 36px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"> </span></p><div class="s9" style="margin-top: 0px; margin-bottom: 0px; text-align: justify; margin-left: 36px;"><div class="s8" style="text-align: start; text-indent: 0px; margin-top: 0px; margin-bottom: 0px; position: absolute;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">3.</span></div><span class="s5" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><div style="text-align: start;"><span class="s5"><span class="bumpedFont15">In case any new notification comes during the course, then the companies </span></span><span class="s5"><span class="bumpedFont15">including newly floated</span></span><span class="s5"><span class="bumpedFont15"> after 12.09.2013, they need to again </span></span><span class="s5"><span class="bumpedFont15">walk </span></span><span class="s5"><span class="bumpedFont15">for alteration process of Articles of Association.</span></span></div></span></div><p class="s10" style="text-align: start; margin-top: 0px; margin-bottom: 0px; margin-left: 36px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"> </span></p><div class="s9" style="margin-top: 0px; margin-bottom: 0px; text-align: justify; margin-left: 36px;"><div class="s8" style="text-align: start; text-indent: 0px; margin-top: 0px; margin-bottom: 0px; position: absolute;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">4.</span></div><span class="s5" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><div style="text-align: start;"><span class="s5"><span class="bumpedFont15">And when </span></span><span class="s5"><span class="bumpedFont15">the</span></span><span class="s5"><span class="bumpedFont15"> Companies Act, 2013 will be in full force, again all such companies have to go for alteration process which might cause a major disappointment to</span></span><span class="s5"><span class="bumpedFont15">corporate</span></span><span class="s5"><span class="bumpedFont15">s</span></span><span class="s5"><span class="bumpedFont15">. </span></span></div></span></div><p class="s10" style="text-align: start; margin-top: 0px; margin-bottom: 0px; margin-left: 36px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"> </span></p><div class="s9" style="margin-top: 0px; margin-bottom: 0px; text-align: justify; margin-left: 36px;"><div class="s8" style="text-align: start; text-indent: 0px; margin-top: 0px; margin-bottom: 0px; position: absolute;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">5.</span></div><span class="s5" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><div style="text-align: start;"><span class="s5"><span class="bumpedFont15">After the chargeability of such sections, procedural compliances are going to be </span></span><span class="s5"><span class="bumpedFont15">more </span></span><span class="s5"><span class="bumpedFont15">complicated in coming future.</span></span></div><div style="text-align: start;"><span class="s5"><span class="bumpedFont15"><br></span></span></div></span></div><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span class="s3" style="font-weight: bold;"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Conclusion:</span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px;"><span style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);"><span class="s5"><span class="bumpedFont15">Companies Law is in transformation phase, we can expect more and more complex issues in near future. </span></span><span class="s5"><span class="bumpedFont15">As a professional, it is our primary duty to convey these procedural aspects to the Management of </span></span><span class="s5"><span class="bumpedFont15">the </span></span><span class="s5"><span class="bumpedFont15">Company or to client</span></span><span class="s5"><span class="bumpedFont15">s</span></span><span class="s5"><span class="bumpedFont15"> in advance. After President’s assent on Companies Bill, Central Government is moving fast to make this law applicable at least in bits and pieces. Further, Companies Rules will be in picture in coming future which might cause majorly the provisions </span></span><span class="s5"><span class="bumpedFont15">under</span></span><span class="s5"><span class="bumpedFont15"> </span></span><span class="s5"><span class="bumpedFont15">existing scenario under the Act as well as provisions incorporated in </span></span></span><span class="s5"><span class="bumpedFont15" style="-webkit-text-size-adjust: auto; background-color: rgba(255, 255, 255, 0);">Articles of Associat<font face="Times New Roman"><span style="font-size: 26px; line-height: 21px;">ion.</span></font></span></span></p><p class="s4" style="text-align: start; margin-top: 0px; margin-bottom: 0px; line-height: 21px; font-family: Times; font-size: 18px;"><span class="s5" style="line-height: 14px; font-family: 'Times New Roman'; font-size: 12px;"><span class="bumpedFont15" style="line-height: 21px; font-size: 1.5em;"></span></span> </p>Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com2tag:blogger.com,1999:blog-5359692035595487844.post-5104639529169148712013-11-12T08:15:00.001-08:002013-11-12T08:25:35.242-08:00Stop Wasting Your Time!!While discussing with a team of young entrepreneurs I realised a few things and started observing the traits in few other companies as well: Start up entrepreneurs and owners of mid sized companies waste a lot of time. <div><br></div><div>My observation shows the following activities which are typically undertaken:</div><div><br></div><div>1) Fixing furniture at office</div><div>2) Cleaning Office</div><div>3) Buying essentials</div><div>4) Dropping Cheques, doing banking related work</div><div>5) Waiting in line for small jobs</div><div>6) Trying to fix Computer (removing viruses)</div><div><br></div><div>These are just a few examples. In my personal opinion these activities need not be done by the owner. Yes as a startup or an owner there is a different joy in doing these activities, after all it is YOUR company, however I will try to explain why these activities should be done away with.</div><div><br></div><div>It is my observation with most of our clients that 20% of their clients give them about 80% of the revenue. I like to call this the 80/20 rule. I strongly feel the owner should concentrate on these 20% guys and not in the small activities which eat a lot of time.</div><div><br></div><div>One should understand and appreciate the concept of "core activities" and "opportunity cost" to get an insight into what I am trying to say. </div><div><br></div><div>Most of the people I see feel that being busy is going to make them rich. Being busy does give you a sense of satisfaction but sit down and evaluate the time spent on these activities by you. Are they really helping you in your top line or bottom line? I think not..</div><div><br></div><div>Most of these jobs can be done by a person who can be called as an assistant. For other activities you always have an option of "outsourcing" </div><div>You shouldn't be sitting and wasting six hours just to clean up your system off viruses. Hire a guy who will do it for you for say ₹500.. There is no need for you to sit and draft those lengthy contracts (you aren't an expert) hire a consultant he will do a better job for you.</div><div><br></div><div>I personally spend most of the time at office relaxing. My mind is always planning my next strategic meeting, upcoming negotiation, upcoming meeting with Private Equity investor or the bankers.</div><div><br></div><div>Here is what you can do:</div><div><br></div><div>1) List out activities you do which can be done by others</div><div>2) Outsource </div><div>3) Relax your mind and always plan your next strategic moves</div><div>4) Focus on your productive time slot. Productive time slot is a period where your mind works the best. Don't use that time for such activities. In fact never do the above activities unless very important and unavoidable.</div><div><br></div><div>To Conclude:</div><div><br></div><div>Don't waste your time on an activity which saves you ₹1000 but concentrate on an activity which can earn you ₹10,000. Being busy does not mean being efficient nor does it mean bringing in more revenues. Using your time will surely bring you closer to attaining your goals.</div><div><br></div><div>By:</div><div>Ashutosh Muglikar</div>Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com4tag:blogger.com,1999:blog-5359692035595487844.post-60076712744082656782013-11-11T09:04:00.001-08:002013-11-11T23:40:23.414-08:00Service Costing TechniquesI get a call from a friend and the conversation goes somewhat like this:<div><br></div><div>R: Hey can you tell me how do I send a quote to a potential client for my services?</div><div><br></div><div>Me: I would be happy to write a blog post dedicated to you for this.</div><div><br></div><div>So as promised, I try to explain this while heavily depending on our work experience and our past advices to our IT clients:</div><div><br></div><div>Firstly let me make it clear that this is not a one size fits all solution. Service costing is a very very unique concept and it's not same for every business. It differs from service to service and also probably from company to company. </div><div><br></div><div>This blog only gives certain criteria that have to be taken into consideration while quoting:</div><div><br></div><div>In my opinion these three factors should be considered while drawing up a quote:</div><div><br></div><div><b>A) Labour and Material Costs</b></div><div><b>B) Overheads</b></div><div><b>C) Profit expectations</b></div><div><br></div><div>Each concept in detail:</div><div><br></div><div><b>A) Labour and Material Costs</b></div><div><br></div><div>While quoting write down all the estimated expenses you will incur for providing the particular service. For typical service provider, a part of the work is off loaded to a sub-contractor. So obtain the costs of the sub-contractor. Some services require purchase of some softwares: obtain their costs. You might need some manpower. Estimate the number of human resources needed and their associated costs. If you are a freelancer then you need to put a cost to your own labour. Estimate the time you would be putting in. Obtain information from sources in industry as to the level of "salaries" paid to a person with your experience and expertise. Gather all costs and add them up.</div><div><br></div><div>The above activity will give you a brief idea of your "expenses". Mark this group as "1". You will notice that "1" forms a significant part of your "expenses"</div><div><br></div><div><b>B) Overheads</b></div><div><br></div><div>Overheads are expenses which are indirect in nature. Few examples could be: travelling expenses, hotel lodging boarding, telephone, internet expenses, printing stationery etc, rent if any, electricity etc. Mark this group as "2"</div><div><br></div><div><b>C) Profit</b></div><div><br></div><div>Profit is the income post all the expenses. When calculating the price of a service, profit is applied in same number as markup on the cost of a product. For example, if your labour costs are ₹200 and you plan to net 20% before taxes on your gross sales as profits, then you will have to apply a profit factor of about 25% to your labour and overheads. Mark this as "3"</div><div><b><br></b></div><div><b>Bid price= 1+2+3</b></div><div><br></div><div>We have adviced few clients to determine their overheads and double the same to arrive at "bidding price" and this advice has proved to be quite successful for many IT companies in our client list. </div><div><br></div><div><b><i>To conclude:</i></b></div><div><br></div><div>Pricing is a very time consuming activity. Some people "guess+estimate" while arriving at the right price for bidding and it seems to be working for them. Although we always advice for a scientific way of arriving at costing but few people choose to go with their "instincts"</div><div><br></div><div>If you not experienced then costing could be a difficult activity for you. If you quote too low, it might affect your enthusiasm and quality, if you quote too high, you might lose the bid and potential loss in profits. </div><div><br></div><div>Therefore learn to calculate your costs properly, estimate overheads and develop a knack of arriving at the right bidding cost.</div><div><br></div><div>Reach us for a more customised solution for your service/product costing techniques.</div><div><br></div><div>Hope it solves your queries Mr. R.</div><div><br></div><div>Regards:</div><div>Ashutosh Muglikar</div><div><br></div><div><br></div><div><br></div><div><br></div><div><br></div><div><br></div><div><br></div>Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-7874105910846945122013-11-07T19:46:00.001-08:002013-11-11T23:38:48.977-08:00Business Plans Or Fiction Novels?Every second day I meet a new person and the typical conversation that follows is this:<div><br></div><div>A: This is my product XYZ. It will take about ddd million as investment. I have roped in DEF as the technical director. He will take care of production/deliverables. I will do the selling. Margins are 45%. I hope for GHI millions as turnover by 2015.</div><div><br></div><div>Me: ok!</div><div><br></div><div>So why do these plans not excite me? 90% of the times my reaction is a cold ok. Let me make it clear: frankly being enthusiastic, having the willingness to toil and vision to succeed are not the only things that will take your business ahead.</div><div><br></div><div>Logic is: NOT having these qualities will surely mean failure but having them will give you SOME leverage that you MIGHT succeed.</div><div><br></div><div>My experience has shown me the following facts:</div><div><br></div><div>Majority of the startups fail. The plans which were envisioned are never achieved. So what do these enthusiastic entrepreneurs lack?</div><div><br></div><div>A Propelis Study:</div><div><br></div><div>Myself and our Research Team decided to dig deeper into reasons for Corporate Failures.</div><div><br></div><div>Our Key Findings:</div><div><br></div><div>What's the aim of business we asked ourselves. The answer was: the purpose of business is to create a customer. If a customer/consumer is created rest of the things fall in place.</div><div><br></div><div>So stop making those meaningless projections, those Spreadsheets, the write ups, the statistics, ratios etc.</div><div><br></div><div>If you are not clear who will be your customer, what are his needs, why he/she will choose your product or service, you will never be able to sustain your business. </div><div><br></div><div><br></div><div>By:</div><div>Ashutosh Muglikar</div>Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-12971211665561382562013-11-06T19:42:00.001-08:002013-11-06T20:02:45.685-08:00Concept of Advisory BoardPropelis Research Team recently undertook an exercise to study the need and importance of advisory boards. We at Propelis act as an advisory board for a large manufacturing Company and this prompted us to study further on its need and development in India. Here are the insights.<div><br></div><div>The Need:</div><div><br></div><div>If you are a startup or a Company which has a great plan we recommend having an advisory board. Making an organisation successful takes a lot of individual and group efforts. It always helps for an enterprise to use cross industry expertise, insights, experience, network and views. Having people who are committed to your success can only help you to see your ideas grow. </div><div><br></div><div>We have observed that most of the entrepreneurs don't have the willingness to undertake this exercise. In fact most find it difficult to accept the need in itself. Once convinced they find it difficult to find advisors who are willing to be a part of the advisory board.</div><div><br></div><div>Here are a few tips to help you:</div><div><br></div><div>1) Choose a person who is a community influencer</div><div>2) Look beyond your contacts</div><div>3) Do not make your relatives or friends as advisors</div><div>4) Invest time to develop a relationship with your advisory board</div><div><br></div><div>Each of the above mentioned points have unique reasoning which need no elaboration.</div><div><br></div><div>Propelis Advantage:</div><div><br></div><div>At Propelis we have a dedicated team which focuses on entrepreneurial development, startup incubation etc. We understand your needs and can bring about the much needed "third party view" to your business. </div><div><br></div><div>The commercial logic for a successful advisory board is always based on mutual growth, trust and confidence and this important requirement should not be overlooked by the startups.</div><div><br></div><div>By:</div><div>Ashutosh Muglikar</div><div> </div>Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-47626376611508252302013-11-05T20:06:00.001-08:002013-11-05T20:13:39.454-08:00Should China Be Discounted?Our Research team has found some worrying trends wrt China as an economy. The growth rates in china are in the range of 7-8% which is way too higher than other economies but way too lower than 9%-15% which China was clocking earlier. <div><br></div><div>So what were the reasons for such high growth rates?</div><div>Our research suggests these three factors:</div><div>1) Cheap Labour</div><div>2) Cheap loans</div><div>3) Starting at bottom of the growth pyramid.</div><div><br></div><div>Current Scenario:</div><div>1) Cheap labour is available elsewhere too.</div><div>2) loans going bad</div><div>3) "late mover" advantage chickened out</div><div><span style="font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;"> </span></div><div><span style="font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;">The Communist ideology kept the growth rates down for almost 40 years and then China saw highest growth rates but now what is the pertinent question!</span></div><div><span style="font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;"><br></span></div><div><span style="font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;">It will be interesting to see what the ruling party decides and our research tells that any decision will have a global impact.</span></div><div><span style="font-family: 'Helvetica Neue Light', HelveticaNeue-Light, helvetica, arial, sans-serif;"><br></span></div><div><font face="Helvetica Neue Light, HelveticaNeue-Light, helvetica, arial, sans-serif">Considering this: should we discount China?</font></div><div><font face="Helvetica Neue Light, HelveticaNeue-Light, helvetica, arial, sans-serif"><br></font></div><div><font face="Helvetica Neue Light, HelveticaNeue-Light, helvetica, arial, sans-serif">Other Questions:</font></div><div><font face="Helvetica Neue Light, HelveticaNeue-Light, helvetica, arial, sans-serif">1) which Management Style China follow?</font></div><div><font face="Helvetica Neue Light, HelveticaNeue-Light, helvetica, arial, sans-serif">2) slowdown means is China joining the big league?</font></div><div><font face="Helvetica Neue Light, HelveticaNeue-Light, helvetica, arial, sans-serif">3) rural china: opportunities galore.</font></div><div><font face="Helvetica Neue Light, HelveticaNeue-Light, helvetica, arial, sans-serif"><br></font></div><div><font face="Helvetica Neue Light, HelveticaNeue-Light, helvetica, arial, sans-serif">Read more in coming days....</font></div><div><font face="Helvetica Neue Light, HelveticaNeue-Light, helvetica, arial, sans-serif"><br></font></div><div><br></div>Propelis Consulting India Private Limitedhttp://www.blogger.com/profile/05405398923961400320noreply@blogger.com0tag:blogger.com,1999:blog-5359692035595487844.post-27899092980959635702013-10-20T09:09:00.000-07:002013-11-11T23:41:41.667-08:00Aspects Startups Miss Out<div dir="ltr" style="text-align: left;" trbidi="on">
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Ideas
are dime a dozen; People who implement them are priceless</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="mso-tab-count: 5;"> </span>~Mary
Kay Ash</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
The
world is full of incredible ideas that never go anywhere because great ideas
are useless without someone full of passion to implement them. I realise that
most of the people I come across have a lot of enthusiasm while running their
businesses. They are the ones who try to “implement” their ideas. They know
what it takes to run a “successful” enterprise. They know how to draw business
plans, cash flows etc. However in most of the cases I have observed that two of
the most vital aspects are not addressed properly or they are totally ignored.
They are: The Employee Compensation Plan and the Product/Service Pricing Plan.</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
Shockingly
these aspects are not given their due justice and I share my views and the
importance of these in running a successful enterprise.</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
Every
startup makes business plans, power point presentations, executive speeches,
interviews, org charts, website, brochures, videos, blogs etc. If you are an
entrepreneur I am sure you have covered most of the things I have mentioned.
They are vital as well but my observation is these activities may sometimes
lead the investors astray and impede their ability to really understand your
Company. This could delay fund infusion or in some cases may also lead to the
deal being called off.</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
I
have worked on both sides of the investment cycle i.e. the investor side and
the Entrepreneur’s side and it is my observation that having a detailed
Employee Compensation Plan and a pricing strategy is the quickest way to gauge
any business. A considerable amount of time and efforts need to be put to draw
an acceptable strategy. These two aspects can make or break a deal.</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
It
is very important for start-ups to understand that financial incentives are one
of the key tools to implement any strategy. A startup should have a plan to
give incentives to not just its employees (read sales team) but also to its
customers. </div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
The
entrepreneur should imagine himself to be an employee or a customer. I feel
questions like these need to be answered by these plans:</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
As
an employee</div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l2 level1 lfo1; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">ü<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Are my earnings capped?</div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo1; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">ü<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Do I get more if I close deals or am I being
forced to wait till next sales period?</div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l2 level1 lfo1; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">ü<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Is my work recognised on selling to existing
clients or on getting<span style="mso-spacerun: yes;"> </span>new clients?</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
As a
customer:</div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">ü<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Do I get incremental benefits if I continue to
place orders with this firm?</div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">ü<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Is my loyalty to the product/service being
recognised and rewarded?</div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo2; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">ü<span style="font: 7.0pt "Times New Roman";">
</span></span></span>Do I get rewarded for buying single service or a
combination of services?</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
In
quite a few cases I have found that:</div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 37.5pt; mso-add-space: auto; mso-list: l1 level1 lfo3; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>These documents are non-existant</div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 37.5pt; mso-add-space: auto; mso-list: l1 level1 lfo3; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span>If they are drafted then they reflect views exactly
opposite to that of the publicly stated strategies. </div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
Aligning<span style="mso-spacerun: yes;"> </span>both these plans with the overall strategy
will help the entrepreneur to convince potential investors. I firmly believe
that business plan and other documents are usually very well scripted but an
experienced investor will always check these two aspects before investing,
therefore due importance needs to be placed on the facets of an investment deal.
</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
Like
I said earlier this could make or break your deal, after all Employees and
customers are supposedly the most important aspects of any business.</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
By:</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
Ashutosh
Muglikar</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br></div>
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<br></div>
</div>
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