SPECIFIC CORPORATE LEADER: ANNE MULCAHY
Xerox is an American Multinational
Document management Corporation
Anne Mulcay was Former Chairperson & CEO at Xerox Was selected as one ofAmerica’s best leader by U.S. News & Word Report
ROLES OF ANNE MULCAHY
Risk Taker Effective decision maker A great leader
That is why she decided to be more customer-centric and at the same time innovative with its R & D department Human Skill Anne Mulcahy is known for her exceptional human skill.And she had the ability to view the industry in broader sense & understand
the future needs. Motivated
employees can deliver better performance & she like a great leader was concerned with the emotional need of the employees & dealt with people fairly
and when it does. She could view that of course the economy will improve. the businesses that will be best poised to succeed are the ones that didn't mortgage their future.SKILLS OF ANNE MULCAHY
Conceptual Skill .
“ Not only restored Xerox but also transformed It completely with her great leadership.THE SUCCESS STORY OF ANNE MULCAHY
Refused to declare Xerox as Bankrupt. As she believed : bankrupcy is never a win. And achieving that risky goal with grace makde her journey to a success story as the CEO of Xerox
. Rather took a risky goal—"restoring Xerox to a great company once again.
EFFECTIVE DECISION MAKING OF ANNE MULCAHY
Among many important decisions. we can mark the decision
of not cutting back on innovation as the effective and efficient
One Her view was "Why avoid financial bankruptcy only to face technological bankruptcy down the road Mulcahy stood strong on her decision not to cut R&D expenditure because she used to believe that in that one of the biggest mistakes that can be made is to slash investments in innovation
.SPECIFIC CORPORATE LEADER: HENRY FORD
American multinational automaker company The founder of the Ford Motor Company he was responsible for transforming the
automobile from an invention to the utility
that shaped 20th century & continued to affect 21st.
Simpler. more reliable and cheaper to build.THE SUCCESS STORY OF HENRY FORD
Launching The Model T car that made the dream of Ford a reality. And there comes the ultimate leader Ford's Solution: The moving assembly line
. the Model T—nicknamed the “Tin Lizzie”—went on sale in 1908 It was so successful within just a few months that Ford had to announce that the company couldn’t accept any more orders So there was a new challenge : to satisfy demand.
But Model T sales were beginning to slip by 1923. He seemed not to want to acknowledge that once he started his company down the road of innovation. and would not listen to Ford executives who believed it was time for a new model. He ignored the growing popularity of slightly more expensive but more stylish. it would have to keep innovating or else fall behind companies that did innovate.
. And comfortable cars. like the Chevrolet.HERE IS A FAILURE OF FORD TO INNOVATE
The Model T was so successful that he saw no need to significantly change or improve it. He seemed not to realize that the consumer appetites he had encouraged and fulfilled would continue to grow. He was slow to adopt innovations that came from other carmakers.
EFFECTIVE DECISION MAKING OF HENRY FORD
Decision of going for global expansion
Value the workers’ role
ROLES OF HENRY FORD
Contributor to the workers’ recognition
Intelligent recruitment Risk taker
SKILLS OF HENRY FORD
Analytical Power Innovative intelligence
Knowledge of current market need
Capacity to motivate others
Chairman and CEO of News
The 38th richest person in the US with a net worth of $8. both positively and negatively
.3 billion Reputation and influence have been noted.SPECIFIC CORPORATE LEADER: KEITH RUPERT MURDOCH
American diversified multinational mass
ROLES OF RUPERT MURDOCH
Spokesperson Risk Taker
unique niche amongst Australian Entrepreneurs Analytical Power step towards political world proven supportive for business
.up-to-date on modern business issues
.SKILLS OF RUPERT MURDOCH
.efficiency to apply early acquisition strategy
Technical Ability .diversified business operating and management skills.
phone hacking activities to celebrities. politicians and members of the British Royal Family . "Rupertgate".police bribery.dubbed "Hackgate".cover-up had taken place to hide the scope of the phone . and exercising improper influence in the pursuit of publishing stories . a subsidiary of News Corporation
.FAILURE STORY OF RUPERT MURDOCH
.by “News of the World”. or "Murdochgate" by the press
introduced loud graphic and the dramatic “Fox News Alert”. CBS and ABC) .EFFECTIVE DECISION-MAKING OF RUPERT MURDOCH
Re-launch of “The Sun”
.launched in 1985. with seemingly impossible focus (as of taking on NBC. and paid cable providers $11 per subscriber they took on
. bought and re-launched as
tabloid to maximize the return of equipments
Establishing brand image with “Fox News”
.was a loss-making newspaper.
SPECIFIC CORPORATE LEADER: NITUN KUNDU
Founder of OTOBI
Was a Bangladeshi artist. sculptor and
entrepreneur Known for bringing new trends in abstract
and realistic art to the Bangladeshi arts
scene He was also well known for his furniture designs. pioneering the use of integrating wood with metal in Bangladesh
. which is now standing at 300.ROLES OF NITUN KUNDU
Mr. is fully operational with latest machinery to manufacture a wide range of the most sophisticated furniture
. he had
opened a showroom of OTOBI in New Elephant Rd. from
where all kinds of metal furniture were sold Updated the factory. Kundu had anticipated the scarcity of our forest
resources and initially focused his production on metal
furniture By 1978 in addition to the manufacturing workshop.000 sft.
Kundu felt the need to introduce professionalism in his
company and accordingly engaged a highly qualified management team to meet the functional needs and
challenges of manufacturing and merchandising high quality
.ROLES OF NITUN KUNDU
With the vision to make OTOBI a global company.
SKILLS OF NITUN KUNDU
Effective Leadership . He is the first to make furniture by particleboard and bring the concept of knockdown
. led OTOBI for over three decades and with his innovative leadership made it the most prominent furniture companies in the country Innovative Idea . with his unique vision and creativity.Nitun Kundu.Nitun Kundu innovated new ideas to manufacturing furniture.
trophies. Kundu had been designing a wide variety of
artistic objects including steel furniture for home and offices.SKILLS OF NITUN KUNDU
. Since 1975 Mr. Mr. Kundu s greatest talent lay in developing mechanically operative system for commercial manufacturing of artistic objects and items of utility
. souvenirs. Kundu was not only a famous artist and sculptor. but
also one of the most successful entrepreneurs of our time.
what was very
new to our business policies
.At the part of promotional plan of OTOBI Nitun Kundu
introduced many foreigner artists for the advertisement.SKILLS OF NITUN KUNDU
. He appoint skilled designer. and
opened visual merchandising at his company. made work segmentation.
He inspired his employees to work hard and they worked for the company the best they can do
. boishakhi offer.Nitun Kundu always tried to offer something new to his
customers. As like Discount offer. savings offer.Nitun Kundu had powerful managerial skill.SKILLS OF NITUN KUNDU
. so that they can work with fresh mind. He knew how to attract people to buy
. He tried to fulfill the necessity of the employees.
SKILLS OF NITUN KUNDU
introduces process wood made from the wastage of various
things to make furniture
. However. he started this business with his highly developed conceptual skill.Nitun Kundu was not an engineer or he does not have any
academic background about furniture.
SUCCESS STORY OF NITUN KUNDU
Introducing Process Wood
. he brought
alternative of wood what will be as qualified as wood Now OTOBI has 600-corer taka turnover per year. He introduces Process Wood for making furniture. prefer
wooden furniture and there is scarcity of wood. where another furniture company like Partex Furniture or Navana Furniture is making 100 corer taka per year
.Nitun Kundu has many significant decisions what make him
successful in his business life. As people of Bangladesh.
He also observed His customers demand on
cloths and other fashion accessories.EFFECTIVE DECISION-MAKING OF NITUN KUNDU
. At his showrooms.Nitun Kundu at the purpose of make his business wide
decided to open fashion house KLOSET. His wife Ms.
. he observed that people are interested about home
appliances. Phalguni Kundu also inspired him to open a different site of these products.
SPECIFIC CORPORATE LEADER: FAZLE HASAN ABED
Sir Fazle Hasan Abed is a social worker with dual Bangladeshi/British nationality and the founder andchairman of BRAC (formerly. he has received the Ramon Magsaysay Award. Bangladesh Rural Advancement Committee) For his outstanding contributions to social
improvement. the UNDP Mahbub Ul Haq Award and the inaugural Clinton Global Citizen Award. He was
appointed Knight Commander of the Order of St
Michael and St George (KCMG) in the 2010 New Year Honours for services
000 health volunteers.500 non-formal primary schools and more than 70. the majority of whom are women • BRAC operates programs such as those in microfinance and education in nine countries across Asia and Africa. with over 7 millionmicrofinance group members.000 people. 37. BRAC is the largest NGO by number of staff employing over 120. BRAC is present in all 64 districts of Bangladesh.ROLES OF FAZLE HASAN ABED
Established by Sir Fazle Hasan Abed in 1972 soon after the independence of Bangladesh. reaching more than 110 million
BRAC recognizes both their vulnerabilities and thirst for change.ROLES OF FAZLE HASAN ABED
BRAC has organized the isolated poor and learned to understand their needs by finding practical ways to increase their access to resources. support their entrepreneurship and empower them to become agents of change. Women and girls have been the focus of BRAC’s anti-poverty approach.
Abed ensured that it continued to target the landless poor. essential healthcare. agricultural support and human rights and legal services to microfinance
and enterprise development. particularly women. It is now considered the largest non-profit
in the world . a large percentage of whom live below the poverty line with little or no access to resources or conventional development efforts BRAC now operates in more than 69 thousand villages of Bangladesh and covers an estimated 110 million people through its development interventions that range from primary education.SKILLS OF FAZLE HASAN ABED
As BRAC grew.both by employees and people served
disadvantaged children and drop-outs who cannot access formal schooling BRAC started providing public healthcare in 1972 with an initial focus on curative care through paramedics and a self-financing health
. BRAC’s Economic Development programme includes microcredit. as well as obligatory savings schemes through its Village Organisations BRAC’s Non-Formal Primary Education programme provides five-year primary education course in four years to poor. rural. It provides collateral-free credit using a solidarity lending methodology.
BRAC started a programme in collaboration with the Ain O Shalish Kendra (ASK) and Bangladesh National Women Leader’s Association (BNWLA) BRAC conducted one of the largest NGO responses to Cyclone Sidr which hit vast areas of the south-western coast in Bangladesh in midNovember 2007 Established in 1996 as BRAC’s IT/ISP wing. BRACNet Limited is Bangladesh’s one-stop ICT (Information and Communication Technology)
. In 1996.