Leading business process outsourcing (BPO) firm Genpact has roped in professors from the Indian Institute of Management (IIM) Lucknow to give its employees lessons in management skills and improving productivity.

Through electronically enabled interactive sessions, workers at Genpact’s operation hubs in Delhi, Gurgaon, Hyderabad, Kolkata and Jaipur will learn the finer nuances of management, soft skills and strategic planning from senior professors of the business school.

This is an e-certificate programme in general management (e-CPGM) and there are 119 participants, most of whom have worked for one to three years.

“The objective of this programme is to develop managerial capabilities among people who are at the early stages of their career to enable them to effectively undertake managerial responsibilities,” said Ajay Singh, course director of IIM Lucknow.

The programme is divided into 12 modules. Keeping in mind the requirements of the industry, the modules are designed to create managerial and leadership competence among the professionals. There are 120 hours of e-enabled interactive sessions.

Singh said the programme was being run from IIM Lucknow’s Noida campus, which was being developed as a centre of excellence in the area of executive education.

The India headquartered Genpact operates service delivery centres in India, China, Hungary, Mexico, the Philippines, the Netherlands, Romania, Spain and the US.

Not unexpectedly, the Ministerial Conference in Cancun, the World Trade Organization meeting reached the conclusion proof, without any convention. The main stumbling blocks were massive subsidies to agriculture (estimated at approximately $ 300 billion a year by rich countries) and so-called “Singapore issues”.

The proceedings of the meeting was a great demonstration of power between developed countries - the USA and the European Union in particular - and developing countries, the bloc of G-22, cited by India, China and Brazil. In principle, it ended in a deadlock.

What are the main effects and consequences of the collapse of the Cancun negotiations? Firstly, by the huge subsidies that rich countries to their farmers, which would remain intact. So, farmers in many poor countries (especially in Africa) would continue to suffer unfair competition from their richer counterparts in the form of production subsidies, export subsidies and import tariffs . Developing countries were convinced to participate in negotiations on the Doha promise that their main development concerns would be accepted.

Indeed, they say that the reduction of agricultural subsidies by developed countries under the agreement of Uruguay has not been implemented and questions should focus on a priority before the news is included in the price.

The most troublesome aspects of developed countries, agricultural subsidies in Cancun was trying to change the definition of what constitutes a “trade distorting” subsidies. They were loans, export subsidies for trade. is clear policy to support home, in the form of grants entry and exit also rising costs of domestic producers an unfair advantage over their market in producing countries cheaper from other countries and must also be seen as distorting trade.

In addition, the European Union and the USA tries to block among the ranks of developing countries to give the impression that they were ready for the phasing out of export subsidies for products of particular interest to developing countries. He hoped that the existence of an influx of some developing countries, for their main products in the list of convicts and the G-22 solidarity. They even tried to attract China by suggesting that the subsidy and tariff reduction commitment would be less China, as it lies at the WTO later. So far, no developing country in the trap. But there are already sufficient indications and explicit threats of USA and the European Union’s negotiating driving licence they operate, bilateral and regional deals with a number of countries and try to a weakening of the coalition of developing countries.

At present, protection is enjoyed by Indian farmers to import duties (now that the import quotas are not more) remains intact. It would be a victory for the government before the elections. The NDA government itself of the project can also contribute to a better protection of interests that the Indian government Uruguay discussions in Congress.

The other obstacle was the Singapore issues - of multilateral rules for foreign investment, competition policy, transparency in government procurement and trade facilitation (simplification of customs procedures, and so forth). Among the latter, the most controversial of developing countries was the attempt to implement (EU-led) a multilateral agreement on investment (MAI).

Countries such as India argue that this is not a single rate of tax rules for foreign investment for all countries. Historically, countries at different development stages (including the USA, Japan, France, South Korea and so on) many species have imposed restrictions on foreign investment would promote economic development. In the future, they should also have the freedom to decide what type of foreign investments are allowed or discouraged. At best, it may insist on the fact that once a foreign investor is allowed for loading in a country, there should be no discrimination against foreign prisoners vis-a-vis a national company. But it has already been guaranteed by several provisions of the MIC (investment measures), under the agreements of the Uruguay. For example, the requirements discriminatory has no local content or export obligations can be held abroad, even longer.

Regarding the other Singapore issues, the objections were not as strong. Indeed, India can win if greater transparency is ensured in public procurement in all countries.

A number of uniform and transparent rules for fair competition should not be a bad idea either. The problem is that even the USA, unfair competition, it is easier to prove, against foreign producers. Even the practices followed by domestic producers are tolerated. It is precisely for these reasons that competition policy problem has been on the agenda of the Cancun conference, at the insistence of the USA. Among developing countries’ perspective of free movement so that foreign investment without a competition policy in the village would have been the worst scenario. Fortunately, the time has been avoided.

At P & G is a new global human resources officer on 1 January 2008, it is an important moment for the company in India as good. Reason: It’s the first time at a P & G would have had to recruit in India for such a leadership position globally.

And the FMCG giant made great efforts to ensure Moheet Nagrath’s first interview in his new role ever - it is a complex three-way conference call between our office, P & G’s headquarters in Cincinnati and local headquarters is located Mumbai, and members of Corporate Communication teams are stationed everywhere.

But then, Nagrath is something remarkable. While it may commonplace to hear Indians growing up in operations, finance, marketing and IT functions globally, HR remains an area where the Indians are not an international brand. The appointment is not surprising if, given that Nagrath was the definition of P & G’s HR strategy for many years. “HR issues around the world are not very different,” he said. “Leaders need only look beyond the superficial differences in culture and communication, to be successful in another country.

A post-graduate Tata Institute of Social Sciences, sort of 1983, is a Nagrath P & G lifer, having worked in offices of the company in India, China and Japan before as Vice-President, Corporate HR, in Cincinnati. Back in 1997, Nagrath was one of 16 managers, has worked in the HR 2005 - a long-term vision on what would be a success for the company to be in the year 2005. Last year, Nagrath also played a key role in the overall reorganization of the HR function in order to minimize the functions of work in the world.

Talking about his experience in international markets, provides Nagrath differences between China and Japan. “China has an explosive growth over the past ten years and there is another group of claims - the creation of an organization and infrastructure. Japan, on the other hand, is a much more complex. It was therefore important to have an organization that constantly innovate. ”

Indian practices, said Nagrath point with the best globally: “There is a plethora of talent. He was among the best in the world, but we still do not know how to market and export prices correctly. ”

Even if it was booked outside India since the early 90’s, early learning Nagrath P & G in India have held him a good place over the years. He cites three key elements which has made during his first years in India: “Some of organization and development, was a pioneer of India is now being replicated in other parts of Asia.

We were in the recruitment of exceptional talent up, and that is something that I practiced as I went around the world. “He said. The final decision belongs to the importance of human resource development talent and career in business HR-Il is known for India, and is something he is trying in other markets.

The HR function, Nagrath believes, can no longer operate, whatever the basis of Business Vision. “The key is good, the meeting point of talent needs,” he says. Going ahead Nagrath also indicates the priority remains the same in his new role.

A final council something to MNC’s to settle in India: Do not try to managers at the international level, because you do not understand the talent of India. See above latent locally and keep it, but remains far from P & G, he signs off.

Dupont, a study of black powder to a manufacturer of biotechnology, electronics and communication technology giant more than 200 years of its existence, investment plans and a great way to India, China and countries in the Pacific.
At a press conference, Mr. Dupont, Chairman and CEO Charles O Holliday Jr. Said that the weight of the company a comparative advantage of investing in India and China, it is expected that the greater part of the financing.
The statement that the visit to India early next year in an initial study on the main investment climate Holliday said that the company should focus on bio-technology and communications, the most strong growth, the two sectors.
Emphasizing the need for enhanced investment in India, he said, the company had a turnover of provisions for $ 24.7 billion and receipts with a value of 4, $ 3 billion during the past year.
Holliday said Dupont has invested approximately $ 80 million from the United States over the last year India and configuration facilities for the production of pesticides, seeds, engineering polymers, Teflon, the coating anti - Tynex adhesive and toothbrush bristle.
Stressing the need for increasing the strength, India, which is currently about 500, he said, the company has R & D facilities in Aurangabad, Bangalore, Ghaziabad, Hyderabad and Savli and added that the alliance with the Council for Scientific and Industrial Research, Indian Institute of Science, Indian Institute of Chemical Technology and National Chemical Laboratories.
Dupont, July 19, 1802 by EI Du Pont, is regarded as one of the best conducted in the United States and is managed by the prestigious Fortune magazine among the fifty “Global Most Admired Companies.”
Holliday said that he was not worried environmentalists’ resistance to genetically modified foods and said they had a great future to the growing population, increasing production, while farmland were down .
However, he pointed out that genetically modified foods, it would be damaging, if not handled correctly, and said, in the hands of the heads of companies with research, testing, such as food, and not before each problem.
He said that the company is very well, in fact, the cleanliness of the environment and biodegradable products can be replaced as plastics in many applications.
In this context, Salvi said Holliday Engineering Polymers team had developed options for reducing the water consumption of more than 99.5 per cent for dry country, where water conservation is very important and very useful.
A plea for the use of latest technology Holliday said that the company now has a huge appendix, research has patented thousands of products that you use on a daily basis.

KOCHI: A three-day international conference on the economic and strategic relations between India, China and the United States, starting at the School of Communication and Management Studies (SCMS) Muttom on campus, close from here, on Monday.

More than 35 experts are expected to attend the conference.

It is organized by the Centre National de la Renaissance, New Delhi, Fairbank Center, Harvard University and the Graduate Institute of International Studies and the Centre for China in the World Economy, Tsinghua University, China.

The National Centre for Renaissance was born out of the Hindustan Naveen Foundation, a registered trust.

The Foundation has been in existence since 2005.

The Indian people do want to know more about China, an Indian expert who just came back from China told Xinhua recently in an interview.

Dr. Sujit Basu, Director of Indian Management Development Institute (MDI), who just attended the sixth meeting of the India- China Eminent Persons Group (EPG) held in Beijing, said, “As two fastest growing economies, the peoples between India and China should know more about each other.”

Comprising a cross-section of experts, including academics, media professionals, former government officials and scientists, the EPG’s mission is to make recommendations to the two governments on ways in which India-China bilateral ties can be given added depth.

This is the third time for Basu to visit China. Compared the first time when he visited China in 1995, Basu said China has experienced great changes, not only in the field of infrastructure but also in people’s mind-set.

Basu said Chinese experts have left him deep impression, adding that they are very open-minded, because Chinese experts thought the current border issues would not hamper the friendship between India and China, as both countries have been working on the solutions.

When talking about how to enhance bilateral relations, Basu said that a free trade zone, under the management of both governments, can be built up along the India-China border, so that companies from India and China can work on joint projects in the area.

As for the main opportunities and challenges India and China face during the course of economic development, Basu pointed out that three advantages. First, intellectually speaking, India and China can catch up with any country in the world; secondly, both governments show strong commitment to develop its own country; thirdly, India and China can benefit from labor bonus from the large population. However, the biggest challenge for India and China is how to make best use of human resource.

Basu said that, in next 7 to 10 years, the United States, China and India will be the top three economies in the world.

Meanwhile, Basu said that both Indian and Chinese companies should cooperate with each other, which is conducive to further enhancing bilateral relations.

The MDI is based in Gurgaon, a modern city near the capital New Delhi, which is among the top 5 business schools in India.

In April, 2007, the MDI established cooperation with China’s University of International Business and Economics and the U.S. Maryland University, which provide joint MBA program to students from India, China and the United States.

Jan. 18 - KOLKATA, India - Following the announcement of the partnership with Kolkata-based Globsyn Business School, on Wednesday, from the University of Glasgow Business School (UGBS) seeks its expansion in India footprint.

The UK-based Management Institute is in discussion with local business schools, including the Indian Institute of Management (IIMs), strategic partnerships for the implementation of joint programmes academic research, teachers and exchange students. UGBS is also evaluating options for setting up a campus in Indian joint venture (JV) with a local partner.

“As part of the university plans to India, China, Latin America and Eastern Europe, UGBS explore opportunities to increase its presence in India. The British Council helps us to choose Private and business establishments for government-funded academic strategic alliances, “says Mr. Angus Laing, Chief (High School of Economics and Management), University of Glasgow.

Mr. Laing was in conversation with journalists on Wednesday following the disclosure of details of the Alliance Globsyn. How will the partnership, students take the Globsyn two-year Post Graduate Diploma in International Business will have the opportunity to study Msc in International Business or Msc and marketing at the International UGBS campus credit on the basis of sharing.

UGBS is also in discussion with the opportunity to explore IIMs, joint research activities. “We are planning joint research projects on information technology by SMEs and entrepreneurship in India. We are also interested in a campus in India in a joint venture with Indian partners. We are currently regulatory framework, the GOI for them, “said Laing.

Mr. Laing, said a high-level delegation from the University of Glasgow, it is intended for officials to understand the legal issues. “The delegation is likely to visit India at the end of the year,” he added.

Indeed, UGBS has recently signed a letter of intent with China’s Sichuan University, here its first overseas campus JV. “We have a very fruitful for both sides a partnership with four institutions in China, and we hope that the same model to replicate in India,” said Mr. Laing.

More than 20 percent of students are UGBS’s from India to attend management courses. While the management of the Faculty ranking among the 62 business schools worldwide, the fourth oldest British university has been ranked in the Top Ten in the UK for the quality of their teaching.