1

2
3
4
5
`
 2002-2008

8.0 %

1981-2002

6.0 %

1951-1980

3.5 %
1900-1950

1.0 %
 Survive

Surmount

Surge

sustain
 Mr. S.S.Verma
ED projects, SAIL ,
RSP

Mr.Brahma Misra. Mr.R M Hashim.,

CEO-Orind Ltd Sr. DGM-Projects
L& T, kansbahal

Mr. R.P.Shrivastav Dr. S.K.Sarangi

Director, NIT Rourkela
DGM personnel, RINL
1 THINKING PARANOID

2 PAYING LIP SERVICE TO INNOVATION

3 FEAR OF FAILURE Innovation

warranted

4 LACK OF INNOVATION IN SERVICES

compa
ny
Survey:
Measuring innovation
This is a survey based model we are proposing, with the help of which, One
can quantify innovation at grass root level of any company.

Each question has 4 or 5 options, each one carrying some marks. Based
on their responses we calculate a total score, which in turn, is used to
categorize the companies into three groups.

HIGH INNOVATORS : Those having a score more than 80 out of 125.

MEDIUM INNOVATORS : Those having a score between 60 to 80 out of 125..

LOW INNOVATORS : Those having a score of less than 60.

 Survey:
Measuring innovation

120
HIGH
100
80 MID

60 LOW
Score
40
20
0
IBM SAIL RINL IOCL BPCL L&T AMUL ORIND
 PEOPLE

PROCESS

PHILOSOPHY
 PEOPLE

SS
 PEO

PROCESS
CESS

PHILOSOPHY
 PEOPLE

PROCESS

PHILOSOPHY
Mergers & Acquisitions

Demerger & Divestments

Joint ventures & Strategic Alliances

Amalgamations

Franchising
 Target Country Deal value
Acquirer Industry
Company targeted ($ ml)
Tata Steel Corus Group UK 12,000 Steel

Hindalco Novelis Canada 5,982 Aluminum

Daewoo Electronics
Videocon Korea 729 Electronics
Corp.

Dr. Reddy’s Labs Betapharm Germany 597 Pharmaceutical

Suzlon Energy Hansen Group Belgium 565 Energy

Kenya Petroleum
HPCL Kenya 500 Oil and Gas
Refinery Ltd.

Ranbaxy Labs Terapia SA Romania 324 Pharmaceutical

Tata Steel Natsteel Singapore 293 Steel

Videocon Thomson SA France 290 Electronics

VSNL Teleglobe Canada 239 Telecom

 CORPORATE
RESTRUCTURE
1

3
 Man power Administrative
Restructuring (or)
(or) Management
Right sizing Restructuring
 Learning
&
Development
1. Current structure not aligned
with the company's objective
1. Current structure not aligned
with the company's objective

2. Reviving the company is needed

3. Need to clarify roles of employees

4. Establishing more appropriate

spans of control

5. Fresh thinking is needed

to be infused : The Bajaj way
 Evaluate and, refine the business strategy.
  Identify the most critical
business processes
 Evaluate and, refine the business strategy.
 Choose the best
organizational design
Generate alternative
organizational designs.
Define other objectives to be met
by the organizational structure.
 Define the characteristics
of the organizational structure
 Identify the most critical
business processes
 Evaluate and, refine the business strategy.
There’s
a little b
it of SA
IL in ev
erybody
’s life