Opec set to raise output from Nov 1

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Opec set to raise output from Nov 1
(Reuters) 25 October 2007 (Khaleej Times)

BEIJING — Opec Secretary-General Abdullah Al Badri yesterday said the group was implementing a decision taken in September to increase production by 500,000 barrels per day (bpd).

The Organisation of the Petroleum Exporting Countries agreed to increase oil output from November but the Petrologistics consultancy, which tracks tanker movements, said on Tuesday it was already raising oil supply this month in response to record high prices.

Asked on a visit to Beijing if Opec had already started increasing production by half a million bpd from October, Badri would only say: “We are implementing our decision we took in September, at the last conference, that are we going to increase production by 500,000bpd from November 1.”

Opec’s 10 members subject to output limits, all except Iraq and Angola, are set to pump 27.5 million bpd in October, up from a revised 27.2 million bpd in September, said Conrad Gerber of Petrologistics.

Overall output from the 12-member Opec is set to rise 500,000bpd to 31.4 million bpd as a result of higher shipments from Iraq and Angola, Petrologistics said.

The estimate indicates that Opec may be relaxing adherence to supply curbs, as oil prices hit a record of $90.07 a barrel on Friday, fuelling fears that higher energy bills could strangle global economic growth.

Crude prices fell below $85 yesterday on signs that Opec was already boosting production and on forecasts that US oil inventories likely rose again heading into the key winter demand season.

Opec formally agreed on September 11 to lift production from November 1.

No oil shortage: Javad Yarjani, head of Opec affairs at Iran’s Oil Ministry, told reporters there was no shortage of oil in the market and that prices were being driven up by fear rather than fundamentals.

“As far as future consumption, and stocks (is concerned)… there is definitely no shortage of crude oil. You may see in some places, some shortage of products, but that is again because of lack of refining, or sometimes glitches at refineries,” he said.

“But don’t forget, according to IEA rules, member countries are required to keep 90 days of imports but now that figure is well above 110 days. That shows there is no shortage of crude oil,” said Yarjani.

Opec implementing September decision

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Opec implementing September decision
Reuters Published: October 24, 2007, 23:44 (GULF NEWS)

Beijing: Opec Secretary-General Abdullah Al Badri said the group was implementing a decision taken in September to increase production by 500,000 barrels per day (bpd).

Opec countries agreed to increase oil output from November but the Petrologistics consultancy, which tracks tanker movements, said on Tuesday it was already raising oil supply this month in response to record high prices.

Asked on a visit to Beijing if Opec had already started increasing production by half a million bpd from October, Badri would only say: “We are implementing our decision we took in September, at the last conference, that are we going to increase production by 500,000 bpd from November 1.”

Opec’s 10 members subject to output limits, all except Iraq and Angola, are set to pump 27.5 million bpd in October, up from a revised 27.2 million bpd in September, said Conrad Gerber of Petrologistics.

Output from Opec is set to rise 500,000 bpd to 31.4 million bpd as a result of higher shipments from Iraq and Angola, it said.

The estimate indicates that Opec may be relaxing adherence to supply curbs, as oil prices hit a record of $90.07 a barrel on Friday, fuelling fears that higher energy bills could strangle global economic growth.

Crude prices fell below $85 yesterday on signs that Opec was boosting production and on forecasts that US oil inventories likely rose again heading into the key winter demand season.

Javad Yarjani, head of Opec affairs at Iran’s Oil Ministry, said there was no shortage of oil in the market and that prices were being driven up by fear rather than fundamentals. “As far as future consumption, and stocks [is concerned]… there is definitely no shortage of crude oil. You may see in some places, some shortage, but that is again because of lack of refining, or sometimes glitches at refineries,” he said.

OPINION
Output should rise by a further 500,000 bpd

Opec should raise oil output by a further 500,000 barrels per day to ensure sufficient supply in the fourth quarter when seasonal demand rises, an Opec delegate said yesterday.

The comments contrast with recent remarks from Opec officials that world oil markets have enough crude oil and that a surge in prices to record highs reflects factors beyond the group’s control.

“My personal view is I think we need to increase another 500,000 bpd in November,” said the source, one of the more senior delegates in Opec.

Leaders of Opec member countries gather on November 11-18 in Riyadh for their third heads of state summit. Opec oil ministers are expected to meet during the event.

7-point action plan for Successful Investing

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7-point action plan for Successful Investing
2007-10-01 15:13:17 Source : Moneycontrol.com

The financial markets turmoil caused by the sub prime issues in the US mortgages market is one more reflection of a grim reality of modern times…uncertainty is here to stay and the destabilizing impact on the markets has been increasing with time. Be it geopolitical tensions, natural disasters, asset bubbles and their consequent corrections, a host of events contribute to making the modern financial system extremely volatile. The global linkages of capital and investors mean that the correlation between geographies and asset classes has become stronger. Hence investors have to be smart and vigilant to ensure that the short-term mood swings of the markets do not unhinge their long-term financial plans and welfare.
So what is the prudent method to adopt in such times?

We have a 7-point action plan for investors:

1. Understand Yourself:

This is the starting point and is especially essential in such times. Start from the beginning – Assess your risk appetite, your time horizon and your financial goals. This will help you to understand if your current portfolio allocation is in line with your particular situation. In bull runs, the assessment of risk appetite gets inflated, while in bear markets, investors underestimate their ability to take on risks. Similarly, if you are investing for your retirement in 20 years as a financial goal, stock market gyrations over the next 3 to 5 years are irrelevant. After assessing these three parameters, look at your earning, saving and hence investment potential. Based on this you will have an idea of your ideal asset allocation…how much money to put in stocks, bank deposits, gold etc. And no better time than times of turmoil to spend a few critical moments evaluating what you have, where it’s located and where the holes in your investment ship may exist.

2. Understand the Risk Reward Equation:

So called safe investment options like Bank deposits, while giving steady returns, lead to erosion of purchasing power due to inflation and taxes both. At 5 % inflation, Rs 1000 today will be worth only Rs 230 in ten-year time. Over the last 27 years, while inflation averaged 7%, 1-year bank deposits, the most popular category, gave before tax returns of 7.5 %. Similarly, what costs Rs 1000 today, at 5% inflation, will cost Rs 1629 in 10 years time.

Stock markets give superior, inflation-adjusted returns, but in the short term they give a roller coaster ride. Hence its critical to understand the nature of each asset class, the type of returns, the risks associated with it and the optimal time horizon for them. If you are asking, “Is this a good time to buy”, you are on the wrong track. The question to ask is, “Will this investment / financial plan help me meet my long term goals?”

3. Understand Markets:

In the short term, stock markets are influenced by sentiments, while in the long run fundamentals are the key determinants. What is certain is that the stock market is a volatile animal, marked by euphoric highs and depressive lows. Indian markets have historically had a decline of 10% or more about once every two years. Even in the greatest bull market we have ever seen, from 2003 to 2007, there have been sharp declines. That’s the nature of the market, even in good markets we have declines, and trying to predict its direction over the near term is an exercise in futility. Since 1979, we’ve had 18 corrections – or drops – of 10% or more. Investors who understand the fundamentals of the market don’t panic or pull out when the cyclical declines take place.

4. Understand Long Term:

Over the last 28 years, the Indian stock market has yielded a compounded annualized growth of 20% per annum as reflected in the BSE Index, which has moved from 100 in 1979 to 17,000 in September 2007. Similarly, in 1992, from a market capitalization of Rs 160,000 crore, the Indian markets have moved up multi fold to a market cap of Rs 45 lakh crore in 2007. If in 1992, we knew our money would go up 28 times roughly in the next 15 years, all Indian investors would have put their entire savings in the stock market. However, we are happy in locking our money for 15 years in PPF accounts giving 8% assured returns. What is needed is an understanding that if you invest for the long term, i.e. for 10 years or more, the chance of making a loss is nearly zero, while the upside is many times that of other “safer” investment options. This understanding of what is truly long term is critical for financial health, and will lead to investors having peaceful sleep in times of high volatility.

5. Understand Diversification:

Diversification has and always will be the most critical component to investing wisely.

Keep funds equivalent to 6 months of expenses in a liquid fund or savings account. Use insurance to cover the risk of dying young, not as an investment vehicle. And diversify your investments into a wide range of equities, bonds, gold, real estate and other asset classes.

Consider gold and other precious metals. Historically, precious metals such as gold have been considered a ‘safe haven’ in times of economic, financial and geopolitical instability.

After you have covered yourself across the standard asset classes, all you need to do is to re-balance your portfolio on a quarterly basis and hang on tight. The bottom line is to have a well spread out, responsible plan for your investments and know what you own and why you own it.

6. Understand Time and Timing:

Remember that time in the market is important – not timing. Even diversified investment portfolios can lose ground in a bear market. At that time, it’s easy to be tempted to sell all your stocks and funds, and move to cash or bank deposits to wait for better times. All you have to do then, the reasoning goes, is move back into stocks on the day the stock market begins its recovery.

The problem is, nobody knows when that day will be. And if you miss getting back in at the right time, you can lose a huge portion of the upside. If you were investing at the highest point of the Sensex every year since 1979, you would have made around 19.6% compounded annual returns till 2007. On the other hand, if you were a financial wizard and invested at the lowest point of the Sensex every year since 1979, you would have made around 20.2 % compounded annual returns till 2007.

7. Understand SIPs: Invest in Bad Times and Good

One of the best ways to invest regularly is rupee cost averaging through a systematic investment plan or SIP. This involves investing the same amount at consistent intervals, such as once a month or every quarter. With this approach, you don’t have to try to guess which way the financial markets will move – and you won’t be waiting around for the perfect time to buy while the market gallops away. Even though SIPs can’t guarantee a profit or protect against a loss, they help you to take advantage of a down market by ensuring you end up buying more shares or mutual fund units when the price is down.

Market volatility is a fact of life, market decline are natural. By astute financial planning and asset allocation, investors can position themselves to ride out the waves towards financial security and success. This is as relevant in raging bull markets as they are in times of despondency. Following the above 7 Action Plan increases the odds of success manifold for the astute investor.

– Ajay Bagga

The author is CEO of Lotus India Asset Management Company.

India gyrates as World and his wife want in:James Saft

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India gyrates as World and his wife want in:James Saft

(James Saft is a Reuters columnist. The opinions expressed are his own)

By James Saft

London, October 18 (Reuters) – Efforts by India to control massive flows of money into its markets have prompted two sharp falls and one new all-time high, all in two days. Welcome to emerging markets, the world’s new favourite asset class.

India on Wednesday shocked investors by announcing planned new curbs on investment in its equities by anonymous overseas funds, sparking a selloff in Bombay of as much as nine percent.

But after the panic selling, it was back to panic buying, followed shortly by more panic selling. India’s benchmark Sensex (.BSESN: Quote, Profile, Research) index hit another all-time high on Thursday before falling again to end the day 5 percent down.

The Sensex is now up 30 percent this year and almost 15 percent since the Federal Reserve cut rates in September.

Expect the wild ride to continue, as recent data show that the World, his wife, their milkman and the neighbourhood stray cat are all going long emerging markets at the same time.

A Merrill Lynch poll of global fund managers controlling $671 billion of assets showed a stampede into emerging markets in October. A total of 61 percent of funds were aggressively or moderately overweight emerging market equities, up 50 percent since August and the most since April 2004.

Twenty percent of funds were “aggressively overweight” emerging market stocks, compared to just 4 percent on U.S. shares and 1 percent on UK shares.

What’s more funds in all regions outside of emerging markets said they were looking for stocks with exposure to overseas demand, a strong indication that even those unable to buy emerging markets are seeking to get exposure to growth there.

Why? Investors are worried that growth in the developed world will be crimped by the bursting of the housing and credit bubbles and see emerging markets as the sole hope.

“People have become more pessimistic about the developed world and emerging markets are seen as the oasis,” said David Bowers, an independent consultant to Merrill Lynch on the survey.

“There is a cast-iron belief that emerging markets and China are bomb proof when it comes to the rest of the world slowing.”

“The bull case is that there is a shortage of organic growth anywhere else because companies have been run for cash and not for growth the past five years (in the developed world),” he said.

WORLD TO EMERGING MARKETS: MAKE MORE SECURITIES

India’s experience in the past couple of days is an object lesson in the distortions and strains this phenomenon is causing.

India is concerned about flows into its economy and share markets, partly because some of the flows are so-called hedge fund “hot money” and partly because it has driven a rise in the value of the rupee which is complicating Indian authorities’ attempts to manage the economy and monetary policy.

The Securities and Exchange Board of India said it would over 18 month wind down participatory note programmes, which are used by foreigners, often hedge funds, to invest in shares anonymously.

Foreign institutions have put more than $17 billion in Indian shares this year, as against a record $10.7 billion in 2005.

There is a lot of money that wants in, but not enough to invest in. Initial public offerings were $6.8 billion through September, a new record on even a full year basis, but you can expect that there will be much more securities issuance to come throughout emerging markets, and not just in equities.

A host of emerging market bonds have been launched to warm receptions in recent days, despite continuing difficulties in many other debt markets.

Sri Lanka, which is contending with a long-running rebellion and 17 percent inflation, found that not only was it able to make its debut issue, borrowing for a long five years, but that the $500 million deal drew commitments of $1.25 billion.

India included, it is very hard to ignore the possibility that we are seeing the latest relay in a long run of bubbles.

But, it is also true that the scope for productive and profitable investment in emerging markets is higher than in developed markets.

Look for lots of new issues, wild swings and continued outperformance.

(At the time of publication James Saft did not own any direct investments in securities mentioned in this article. He may be an owner indirectly as an investor in a fund)

UAE Map

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How to become a courteous cell-phone user

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How to become a courteous cell-phone user
19 Oct, 2007, 0503 hrs IST,

A cell-phone is a double-edged sword. While it has revolutionised our lives and made us a truly “global village”, you have to admit that it can be an irritant. Hark back to that grating ring-tone in the middle of a film or play. Like everything in life, there is a correct way to use that ubiquitous device.

Tips to make you a courteous user:

Business Meetings:

Before starting a meeting, put the phone in a silent mode or let your voice mail take the call. Generally, the person you are with takes priority over the one who is calling. If you are expecting an important call, inform your business associates ahead of time, step outside when you receive the call and keep it brief.

Ring Tones:

Although customised ring tones offer you a chance to express your personal style, they are inappropriate for business meetings.

Voice Mail:

During movies and music concerts, activate your voice mail.

Use Discretion:

Very often, one overhears intimate and confidential matters being discussed loudly on the cell phone, which is a strict no-no. Also, holding up the cashier queue while you are multi-tasking & taking your friend’s suggestion on the color to buy is rude.

Volume Control:

On the street, in the elevator, one hears people yelling into their phones. If you are unable to hear the caller, either move to a quieter area or one that offers better connectivity. In buses and trains, if people two rows away are staring at you take the hint — you are too loud.

Road Safety:

Hands-free reduces the risk but for longer conversations, pull into a parking area.

On Airplanes:

When the crew instructs to switch off the phone, resist the urge to make that one last call. Wait till the plane comes to complete halt before calling your chauffer.

Blackberry:

Suppress the urge to doodle or answer a quick email in a business meeting. Respond only if the matter is extremely urgent. Put the device in your bag, leaving it on the table is distracting when it receives a message.

Geojit Financial Services launches Mutual Funds online

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Geojit Financial Services launches Mutual Funds online
16 Oct, 2007, 1813 hrs IST, PTI

KOCHI: Geojit, a leading brokerage firm, on Tuesday announced the launch of online investing in mutual funds.

The company has also entered into an agreement with SBI and Franklin Templeton Mutual funds, A P Kurian, chairman, Geojit Financial Services Ltd and Chairman of the Association of Mutual Funds in India told mediapersons here.

“The service will be available to all online customers of Geojit, except NRIs, in the first stage. In another ten months NRIs will also get the facility,” he said.

Customers can purchase, redeem and switch mutual fund schemes through Geojit’s trading portal. The new features also enable them to do non-financial transactions including updating registrars/AMCs, changing of bank accounts and changing of addresses etc, he said.

Kurian said the mutual fund (MF) industry is in a robust growth path, with Asset under Management of Rs 4.76 lakh crore at the end of September 2007, registering a 64 per cent growth over the year.

“There is a growing recognition of Mutual Funds as a suitable investment vehicle among households,” he said, adding that Geojit was promoting sale of MF schemes through its branches. Clients investing in Mutual Funds have registered a 67 per cent growth in the last one year.

C J George, Managing Director, Geojit said the initiative of selling MF’s through Internet was in line with the company’s continued focus to expand its reach through the medium.

Money Wise

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Money Wise
21 Oct, 2007, 0000 hrs IST,Aman Dhall & Dheeraj Tiwari, TNN

Sunday ET spoke to industry leaders across segments to find out about their first nest eggs. ET tracks how these bosses managed their money, right from college days to the early stages of their career.

RESPECT FOR MONEY

Today, he may be managing one of the country’s largest insurance company. But for Gary R. Bennett, Managing Director & CEO, Max New York Life Insurance, success didn’t come on a silver platter. His success story is no less than a motivational book which speaks volumes on how can one survive and build a future against all odds.

“I learnt it from the book of life and life taught me some interesting financial lessons,” he says. Respect for money is what he feels is the first and the foremost lesson to be learnt when it comes to managing your finances. “I was on my own at a young age of seventeen.

I worked in a clerical position at a custom agency during the day to run my household and I doubled up as security guard in a hospital at night, to save something for future. Those were the hard times and it taught me the respect for money. I built inch-by-inch, accumulated wealth and at the age of 24, I was able to buy my first house,” he says.

According to him, one must have courage to dream, review and renew one’s goals and each one of us has the ability to make our dreams come true. “I never forget those years of struggle that laid the foundation for my financial success. And I am still building inch-by-inch for a better tomorrow,” he sums up.

MANAGE YOUR RESOURCES

Bijou Kurien, CEO, Reliance Retail, may now be spearheading the retail growth of the country but it was during the college days where he learnt to manage his resources effectively.

“I lived in Bangalore during my college life. Life as a student was an experience – dreams and aspirations, always running ahead of resources,” he recalls. Kurien feels that unlike today, in the ‘70s, diversions were few and music was the food of life. “Movies were fewer and viewing costs were reasonable. Food was limited to a few hang-outs on Brigade Road and Residency Road, which have given way to the glittery malls of today,” he says. Kurien finds a co-relation between the heady college days and the present economic jargons — “I had a frugal allowance. Personal discretionary capital expenditure had to be met out of savings in my revenue expenditure. Family could be depended on for other major capital purchases.

Financial planning was limited to a week, till the next handout. Budget allocation was driven by the head but spent by the heart. External commercial borrowings were limited to forgiving friends. But at the end, fiscal deficit was within reasonable limits.” But all in all, Kurien feels that managing your finances during the student life is an enriching experience which helps you both in your personal and professional life.

SET PRIORITIES

He handles the serious business of gaming. As COO, Zapak Digital Entertainment, Rohit Sharma feels that like a game one has to chalk out a strategy for success when it comes to financial planning. “At the early stages of the career a person generally doesn’t have a long term view of his investment plans and most investments are done with a short term gain in mind.

I feel it is important to prioritise at an early stage on both immediate and long-term return,” he says. Sharma in the early stage of his career started with investing in long term tools such as insurance. “Also being part of the booming real estate economy I invested in property, whereas most people tend to invest in property at later stages,” he reveals.

He feels that his However my decision to invest in real estate market in NCR at an early stage in his career has given him very high returns. “During my early days as a professional we did not have very successful returns on investments in Mutual funds, but I feel that in the present economy young professionals should invest in mutual funds (with 3-years window) and that get yield high returns,” he adds. Sharma emphasise that the basic thumb rule for investments should be to always stretch yourself more than you actually invest. It always pays in the long run.


ADD THE FUN ELEMENT

It’s all about enjoying life. That’s what Kajal Aijaz, CEO of DT Cinemas learned about handling finances when she was in college. Aijaz believes that managing money is not at all a difficult task if the fun element is attached to it.

The 37 year-old, daughter of an Indian Foreign Services officer, feels that today’s youngsters have wrong notion that fun without money is not possible. “During our college days, I remember we were always short of money. But there was a healthy spirit to enjoy life whatever come may,” she says. An Economics graduate from Jesus & Mary college of Delhi University, she remembers being surrounded by collegiate who used to come in cars and spend on luxuries.

“I used to walk around a lot especially if distances were a few kilometres, a virtue almost missing in today’s youngsters. I always believe that money is not important but fun part is. You should always enjoy whatever work you are doing. If you can do that, earning money won’t be a problem because it teaches you the art of enjoying life,” she says.

For her, budgeting was like learning the art of handling a business. “Majority of the money I spent was on travelling by auto rickshaw. Travelling comfortably was always important. Many a times, I compromised on my food just to make it sure that I travel safely,” she says. Kajal believes that it’s not about being satisfied — one should definitely aspire for more but shouldn’t forget to enjoy the moment.

UAE moves towards privatisation

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UAE moves towards privatisation
By Saifur Rahman, Business News Editor GULF NEWS Published: October 21, 2007, 23:04

Dubai: The UAE Cabinet yesterday approved the privatisation of the country’s utility sector.

This involves privatisation of assets belonging to the Federal Electricity and Water Authority (Fewa), part of the UAE Federal Government, which supplies water and electricity to parts of the Northern Emirates.

The approval was made yesterday in a meeting chaired by His Highness Shaikh Mohammad Bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai.

“The Cabinet approved an amendment to Federal Law No. 31 for 1999 regarding the establishment of the Federal Electricity and Water Authority, adding an article that allows private investors to invest in the production and distribution of electricity and water in the country,” said a statement.

The move marks a major shift from the tradition of owning and managing the state’s assets towards allowing private participation. It is, however, not clear which model would the Federal Government adopt: initial public offering (IPO) or selling stakes to private partners.

Although privatisation of utilities is not new to the country, as most of the power and desalination plants in Abu Dhabi have already been privatised, the rest of the country is yet to follow. Dubai, which has one of the country’s largest utility operations, has not yet made moves to privatise services, although it has allowed some quasi-private district cooling companies to enter the market recently.

The Cabinet’s decision is in line with recent comments made by the global financial watchdog the International Monetary Fund (IMF) in its country report earlier this month.

“IMF directors encourage the listing on the equity market of large quasi-public enterprises, and promote an increased role for institutional investors in the markets,” the report said.

The Cabinet decision comes hours after DP World, the world’s third largest container terminal operator, announced its decision to offload 20 per cent stake, roughly valued at $4 billion through an IPO.

Welcoming the steps to enhance the supervision of capital markets and efforts to update the banking law and the company law, the IMF said, “These steps would, inter alia, remove barriers to foreign participation in UAE markets and help protect shareholder rights.”

The IMF called on the authorities to move ahead to enact the draft securities law.

“Such measures would strengthen investor confidence, reduce market volatility, and deepen the UAE’s capital markets,” it said.

The latest round of privatisation moves will help the country’s financial services sector and help attract larger liquidity pools, officials say.

Per E. Larsson, chief executive of Borse Dubai and Dubai International Financial Exchange (DIFX), said, “Our world-class trading platform will help DP World access the regional investment base, estimated to have $3 trillion in available liquidity, and the local retail investor base, as well as the international capital markets.”

Hamed Ali, executive officer of DIFX, said, “We have successfully built a very healthy environment for trading, including a world-class trading platform and close links with regional and international brokers. These include 19 members – 14 international and 5 regional – contractual agreements with market makers, and connections with the international central securities depositories Clear-stream and Euroclear.”

Fast facts: Demand expected to surge by 7%

– Utility demand in the UAE is expected to grow between six to seven per cent.
– Prices of electricity and water vary in the country as the UAE’s four major utility authorities
– Abu Dhabi Electricity and Water Authority (Adwea), Dubai Electricity and Water Authority (Dewa), Sharjah Electricity and Water Authority (Sewa) and Federal Electricity and Water Authority (Fewa) supply water and electricity at various rates.- To meet the demand, Fewa is investing in new capacity.

The big picture

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The big picture
19 Oct, 2007, 0000 hrs IST,Jacob Cherian, TNN
At a popular party venue just outside Delhi, about 3,000 had been asked to gather one evening four years ago. They were the employees of Daksh, a business process outsourcing firm, and they were a little perplexed.

No speeches, no presentations and none of the usual gobbledygook unleashed in motivation camps. They were just being shown short clips from a range of Hollywood films: Pretty Woman, Titanic, Gone in 60 Seconds and Mighty Joe Young.

What the then-CEO, Sanjeev Aggarwal, was trying to do was to communicate with his large team what he wanted from them to build the organisation.

From Gone in 60 Seconds, he highlighted the need to set a target (steal 50 cars) and accomplish it within the allotted time (three days).

In Pretty Woman, the clip showed Julia Roberts’ character getting ill-treated by a store keeper, but later treated with respect by the manager of a hotel. By showing this, Daksh wanted its employees to treat everyone properly, irrespective of status.

A Titanic scene in which the music troupe keeps on playing even as the giant ship is sinking, demonstrated to the employees devotion to customer service comes first.

On that one evening, Aggarwal succeeded in communicating his vision across his company, without having to resort to motivational posters around the office. The unique experience also stayed in the minds of the employees, helping them constantly remember the lessons.

Very often, a startup puts together a team and people are attracted to it because of the excitement of being part of a startup, a bigger paycheck or even a stake. They hear what the target of the company is, but they are not sure what it stands for. While a vision is set for the company, the values need to be put into place as well.

A business leader needs to articulate the corporate vision clearly so that the organisation’s progress towards its goals can be effectively monitored and employees are empowered to take decisions on the move. “Someone once said that leadership is not about leading from the front. It’s like herding cats; you have to herd them from the back. If you are at the back then the ones in front have to know where they are heading. The paradigm where leaders assign tasks is gone. Sharing the vision helps people make decisions on the fly. They can take decisions in the appropriate direction without feeling lost about it,” says Alok Mittal, managing director of Canaan Partners.

Some like Laura Parkin, executive director of National Entrepreneurship Network, believes that a team wouldn’t even be formed without sharing the vision. “The only reason anyone would join a startup is if they see the same vision as the entrepreneur,” she says.

There are entrepreneurs who hesitate to share their vision with the rest of their startup team, worrying they may share too much and lose the idea to someone else. Some may simply be unable to articulate the long-term goals for the company. “Many entrepreneurs are poor communicators. Though they see the light, they are unable to share it,” says Mr Aggarwal, who is now the managing director of Helion Ventures.

For the tongue-tied entrepreneur, help is now available from industrial psychologists, corporate trainers and motivational speakers who can help her/him voice it. One such person is Uma Arora, the founder of Idam Learning. Quoting from her experience, she cited the case of a startup firm that had been growing slow and losing people.

“After examining this company closely we realised that they all (team members) hadn’t arrived at a set of values and that their visions were purely in numeric form. They goal was to gain a certain market share, but we didn’t see any vision of what the quality of the company was. There is very often an excessive focus on numbers and not on what kind of company it should be,” she says.

“What I find among today’s entrepreneurs, and there are exceptions of course, is that when we dig deep enough, we see that their vision is simply to raise the valuation and sell it off,” she points out, continuing, “If this is the case then you have to learn to speak two languages. One for your confidantes and core team, and the other for your employees.”

For the entrepreneur with the big picture dreams, the vision and values can be etched in stone. For retail chain Subhiksha, it has remained “Be the largest player in the market we operate in and give the consumer the lowest cost.”

Subhiksha is now 920 stores-strong. “Instead of sharing the vision, co-own the vision,” says R Subramanian the founder of Subhiksha. Their vision and values was set back in 1996 when the six member core team set sail.

“If you get the core team into the formulation process, then it becomes our idea and not my idea. Here the team sets the goals, the values and works backwards from there,” says Mr Aggarwal. In 2000, Daksh asked the members of the 25-member core team to make presentations on what it the values of the organisation should be. At the end of the day the funnelled it down and handed it to the human resource department to make it into posters and cards to be distributed.

Sometimes the vision and values change and entrepreneurs must be ready to face it. They can be purists and decide to stay true to their original plan. Or they could evolve with the market for higher gains. “Our initial mission statement was ‘build exceptional customer relationships by leveraging India’s high quality, cost effective intellectual capital.’ In 2000, we thought that India would be the place from where we would deploy our services. We eventually discovered we could deploy our services from Mexico and Philippines as well. So we had to modify our mission statement,” says Mr Aggarwal.

In the case of a large organisation, hitting upon the right vision could be a day-long process that involves numerous people, a clubhouse, a buffet lunch and PowerPoint presentations. For a lone entrepreneur or small team, this could happen at the coffee shop on a paper napkin. “There are a lot of personal styles involved in communicating a vision. But first of all you (the entrepreneur) have to be clear in your head. Clarity and brevity is essential. If the entrepreneur were to write down their vision, if it is longer than even a 150 words, then it is too long,” says Ms Parkin, NEN.

The vision is a mix of numerical targets, values and big picture plan. These automatically set up a monitoring system. ‘’How you do’ and ‘what you do’ is a derivative of ‘where you want to go’,” says Mr Subramanian. Ms Parkin says: “We ask people to envision what their success looks like, and then work towards that.”

Aggarwal and Subramanian had the courage to think out of the box and disseminate their vision innovatively and effectively. As a result, the companies they founded have grown beyond their peers and broke their own targets. Great companies don’t just get the big picture right, but also hang it on the wall for everyone to see.