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BUSINESS TODAY: August 1999 to December
1999
 December
22, 1999
The
Best States To Invest In
To
which of India's 27 states should your company's money go in the Next
Millennium--and which ones should you steer clear of? The winners and
the losers in the largest-ever BT-Gallup Organisation survey of The Best
States To Invest In the answers.
 December
7, 1999
The
New Supply Chain 2000
Yesterday,
companies configured their supply chains to cut costs, reduce inventories,
and eliminate complexity. Tomorrow, they must use those very same supply
chains as powerful sources of competitive advantage. As the Net makes
global sourcing a reality, the rules of supply chain management are being
radically rewritten. BT presents the CEO's manual to managing the supply
chain in the Network Century.
 November
22,1999
The
Best Banks of 99
Finally,
the recession caught up with India's banks. Spreads thinned, the mountains
of cash in the vaults became major liabilities as borrowers refused to
live up to their names, and bankers fretted over their assets becoming
non-performers. The movements up and down the BT Banks Scoreboard reveal
the stars--and the black holes.
 November
7,1999
The
Good Governance Guidebook
Ethics
as well as economics. Fair play in addition to financial success. Morals
ahead of market-share. In short, good governance alongside meticulous
management. While the strategic imperatives for governance are no longer
in question--after all, investors insist on it--implementation isn't easy.
As India Inc. prepares itself to adopt a new corporate governance code,
Business Today presents a blueprint for creating the well-governed corporation.
 October
22,1999
Can
We Dam The Deficit?
India
Inc.'s hopes are soaring. The country, finally, has a reforms-minded government
with a decisive majority. The economy is bouncing back. The stockmarkets
are celebrating. Even exports are rising. Alas, it will take just one
prick from the fast-climbing fiscal deficit to deflate the balloon of
optimism. Unless the Vajpayee Administration can take drastic steps to
attack the deficit, an internal debt-trap will close the doors to 8-plus
per cent growth forever.
 October
7,1999
The
e-Biz Models
Indian
Netpreneurs by the dozens are experimenting with a wide range of business
models: Rediff's Ajit Balakrishnan is pinning his hopes on a portal, Satyam's
R. Ramraj is betting on ISPs and portals, Indiaworld's Rajesh Jain is
putting his money into a search-engine, and Indiatimes' Rajesh Sawhney
is backing a media portal. What's still unclear is which of these models
will emerge a winner, and throw up India's version of an Amazon or a Yahoo!
BT evaluates the 6 e-biz models.
 September
22,1999
The Six
Sigma Syndrom
It's
coming soon to a company near you. This precision-engineered approach
to total quality--invented at Motorola and perfected at General Electric--is
adding enormous firepower to the drive to decimate defects from processes.
Best of all, its scope stretches well beyond the shop-floor, to cover
every part of your organisation's quest for quality. A user's manual.
 September
7,1999
Profiting
from Patterns
It's
the art of strategy. Patterns are everywhere: chemistry, seismology, meteorology--and,
yes, business. Pattern thinking can help you see tomorrow's opportunities
first, and to profit from them before the landscape shifts again. And
it's a skill you can learn. A D-I-Y Kit.
 August
22,1999
Breaking
HRules
The
classic M3 equation--Money+Motivation= Manpower--is dead. The create the
workplace where your top talent will love to stay and work, discard all
your old principles of people-management. As the first-ever BT-Gallup
MBA survey of India's workplaces--and where they stand vis-a-vis the global
benchmarks--reveals, what your people want from you is very different
from what you think they want. A BT-Gallup MBA Research Project.
 August
7,1999
Reinventing
Levers
Corporate
India's most dramatic experiment with change is under way at Hindustan
Lever. Cannibalising itself just when its performance has peaked, the
marketing super-power is being radically transformed by a team of 42 young
managers and their change-leader, CEO K.B. Dadiseth. From its businesses
to its strategy, from its people-management to its culture, everything
is being reinvented at Levers. BT lifts the veil on the (re)creation of
a big corporation with the soul of a small company that the world is watching.
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