Wednesday, April 30, 2008
Thursday, April 24, 2008
A Leader Should Know How to Manage Failure
In Corporate always the failures goes to bolt and nuts, not to the leaders/managers. None of the managers hold the responsbility when it comes to failure, at the same time when there is a success most managers comes forward and take the honor. But this incident shows a different view.
(Former President of India APJ Abdul Kalam at Wharton India Economic Forum, Philadelphia, March 22,2008)
Question: Could you give an example, from your own experience, of how leaders should manage failure?
Kalam: Let me tell you about my experience. In 1973 I became the project director of India's satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India's 'Rohini' satellite into orbit by 1980. I was given funds and human resources -- but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.
By 1979 -- I think the month was August -- we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order. My experts -- I had four or five of them with me -- told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satellite going into orbit, the whole rocket system plunged into the Bay of Bengal. It was a big failure.
That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference -- where journalists from around the world were present -- was at 7:45 am at ISRO's satellite launch range in Sriharikota [in Andhra Pradesh in southern India]. Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure -- he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed. Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.
The next year, in July 1980, we tried again to launch the satellite -- and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, 'You conduct the press conference today.'
Abdul kalam said, I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience.
(Former President of India APJ Abdul Kalam at Wharton India Economic Forum, Philadelphia, March 22,2008)
Question: Could you give an example, from your own experience, of how leaders should manage failure?
Kalam: Let me tell you about my experience. In 1973 I became the project director of India's satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India's 'Rohini' satellite into orbit by 1980. I was given funds and human resources -- but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.
By 1979 -- I think the month was August -- we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order. My experts -- I had four or five of them with me -- told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satellite going into orbit, the whole rocket system plunged into the Bay of Bengal. It was a big failure.
That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference -- where journalists from around the world were present -- was at 7:45 am at ISRO's satellite launch range in Sriharikota [in Andhra Pradesh in southern India]. Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure -- he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed. Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.
The next year, in July 1980, we tried again to launch the satellite -- and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, 'You conduct the press conference today.'
Abdul kalam said, I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience.
Wednesday, April 16, 2008
Kuruvi mp3 songs download
Kuruvi Mp3 songs -download from here
Disc: I dont own any rights on the source or destination. I am just a forwarder, as usual.
Disc: I dont own any rights on the source or destination. I am just a forwarder, as usual.
Wednesday, April 09, 2008
Stop the War on Journalists in Sri Lanka
International Federation of Journalists (IFJ), an organization which aims to protect and strengthen the rights and freedoms of journalists is calling for a Global Day of Action on the 10th of April, titled Stop the War on Journalists in Sri Lanka. Thanks to Mathy for sharing ...For More info
I dedicate my 300th post to my fellow tamilians who shedding blood for their rights and lives in SriLanka.
Tuesday, April 08, 2008
A simple solution
We know Pencil-moon-russian-USA and Japanese Soap boxes-Fan kinda incidents and its way of simple solution, I got a mail today which shows the similar kind of, however it is a story. Here we go.
Hero went to a psychiatrist.
"I've got problems. Every time I go to bed, I think there's somebody under it. I'm scared. I think I'm going crazy."
Doctor repled, "Come and talk to me three times a week, and we should be able to get rid of those fears after powerful councellings"
"How much do you charge?"
"150Rs per visit" replied the doctor.
Hero nodded and left the hospital.
Six months later the doctor met hero on the street.
"Why didn't you ever come to see about those fears you were having?" asked the psychiatrist.
"Well, Rs150 a visit three times a week for a year is an awful lot
of money! A bartender cured me for Rs 120. I was so happy to have saved all
that money I went and bought me a new pickup!"
"Is that so! And how, may I ask, did a bartender cure you?"
"He told me to cut the legs off the bed! - Ain't nobody under there now!!"
Hero went to a psychiatrist.
"I've got problems. Every time I go to bed, I think there's somebody under it. I'm scared. I think I'm going crazy."
Doctor repled, "Come and talk to me three times a week, and we should be able to get rid of those fears after powerful councellings"
"How much do you charge?"
"150Rs per visit" replied the doctor.
Hero nodded and left the hospital.
Six months later the doctor met hero on the street.
"Why didn't you ever come to see about those fears you were having?" asked the psychiatrist.
"Well, Rs150 a visit three times a week for a year is an awful lot
of money! A bartender cured me for Rs 120. I was so happy to have saved all
that money I went and bought me a new pickup!"
"Is that so! And how, may I ask, did a bartender cure you?"
"He told me to cut the legs off the bed! - Ain't nobody under there now!!"
Friday, April 04, 2008
Friday Fun-Ctrl C & V
1. Long back, a person who sacrificed his sleep, forgot his family, forgot his food, forgot laughter were called "Saints" But now they are called..
"IT professionals"
2. An interesting line written at the back of a Biker's T Shirt:
" If you are able to see this, Please tell me that my galfriend has fallen off"
3. Most Relationships fail not because of the absence of love..
Love is always present..
Its just that,
One loves too much,
and
The other loves too many,
4. Employee: Boss, Now i have got married..! Please increase my salary..!
BOSS: Factory is not responsible for accidents occuring outside the company..!
5. Philosophy of life
At the begining of married life, every gal treats her husband as GOD,
Later on somehow the alphabets got reversed..!
6. What is a Fear?
Fear is the Deep, Wrenching feeling in your stomach When pages of your book still smell new and Just few hours left for your exams..!
7. Someone has rightly said, "A fool can ask More questions that a wise man cannot answer". No Wonder why so many of us speechless when lecturers ask question..!
8.Girl: Do you have Cards with sentimental Love quotes?
Shopkeeper: Oh sure..@! How about this card, it says "To the only boy I ever loved.!"
Girl: Thats good, Give me 12 of them..!
9.After reading the form filled by an applicant.. The employer said: " WE do have an opening for you..!
Applicant: What is it?
Interviewer: Its called the "door..!"
10. A Banner cum Sign Board In front of an IT company..
Drive Slowly, Dont kill our Employee...
..... Leave them to us
"IT professionals"
2. An interesting line written at the back of a Biker's T Shirt:
" If you are able to see this, Please tell me that my galfriend has fallen off"
3. Most Relationships fail not because of the absence of love..
Love is always present..
Its just that,
One loves too much,
and
The other loves too many,
4. Employee: Boss, Now i have got married..! Please increase my salary..!
BOSS: Factory is not responsible for accidents occuring outside the company..!
5. Philosophy of life
At the begining of married life, every gal treats her husband as GOD,
Later on somehow the alphabets got reversed..!
6. What is a Fear?
Fear is the Deep, Wrenching feeling in your stomach When pages of your book still smell new and Just few hours left for your exams..!
7. Someone has rightly said, "A fool can ask More questions that a wise man cannot answer". No Wonder why so many of us speechless when lecturers ask question..!
8.Girl: Do you have Cards with sentimental Love quotes?
Shopkeeper: Oh sure..@! How about this card, it says "To the only boy I ever loved.!"
Girl: Thats good, Give me 12 of them..!
9.After reading the form filled by an applicant.. The employer said: " WE do have an opening for you..!
Applicant: What is it?
Interviewer: Its called the "door..!"
10. A Banner cum Sign Board In front of an IT company..
Drive Slowly, Dont kill our Employee...
..... Leave them to us
Wednesday, March 26, 2008
New business models for IT
The Indian IT industry has witnessed an exceptional growth over the last two decades, led by the 1990s, when companies were notching up 50-100 percent growth rates. Such was the momentum that even the dot-com bust of the early 2000 and the global economic slowdown only marginally impacted growth, keeping it above the 30 percent mark. The excellent performance was in large part due to the vast talent pool harnessed by industry leaders and their investments in process capability.
The global delivery model, created as a result, was a disruptive innovation enabling the industry to comfortably ride the economic downturn of the early 2000. The model is now being universally adopted, leading to commoditization of traditional IT services around vanilla technologies. Companies are differentiating their services by moving up the value chain and acquiring domain capabilities.
Seeing the rapid acceptance of the lower-cost offshoring model, global multinational consulting firms have dramatically scaled up their presence in India. From less than 10,000 people in 2002, the top six global consulting firms now account for a headcount of more than 150,000. This rapid growth and our own success in scaling business have put huge pressure on sourcing and retaining quality talent. As a result, wages are increasing, adding to the overall cost of doing business.
The twin challenges of the appreciating rupee and rising cost structures are accelerating the search for non-linear business models, where revenue expansion does not imply a proportionate headcount increase. The industry is exploring new services for exploiting the offshore potential, building Internet Protocol (IP)-based software assets that can be customized to rapidly deliver solutions, or simply creating innovative commercial models that shift the terms of engagement away from headcount. As I had mentioned at a recent Nasscom meet, three non-linear business options are promising.
Managed services: Services around applications, development and maintenance (ADM) were the first to be offshored. According to a 2006 Nasscom-McKinsey study, this is a $35 billion opportunity. It indicates that offshore services around IT operations represent a $75-$80 billion market. While more than 30 percent of the ADM offshoring opportunity has been penetrated, the field of IT operations is wide open for Indian IT services players.
IT infrastructure has traditionally not been offshored largely because of inadequate communications infrastructure, high perceived risks and limited automation tools. These notions are beginning to disappear.
The remote infrastructure management services segment is growing rapidly, with large organizations providing a complete end-to-end solutions portfolio. This market, incidentally, is not just for big players. Mid-sized organizations, too, have established their presence in it. Global research body Forrester in its report, Smaller India-Based Infrastructure Providers Can Be The Right Size For The Right Clients, has showcased a clutch of smaller organizations building successful models in this space.
IP asset-based services: Delivering solutions around IP assets (frameworks, reusable components, and productized services) is a powerful service differentiator and a significant margin lever. Implementing such solutions requires significant customization—a strength of Indian services providers. Contracts can include both licensing and services components, with support revenue streams, making it another good non-linear option.
Compared with the pure-play products business, IP asset-based solutions will be easier for the industry to adopt. Large players are investing in this capability although revenue streams currently are a small part of their business. Smaller players are taking the inorganic route to acquire such IP assets.
Software as a service (Saas): The philosophy behind Saas rests on the concept of positioning an application as a set of services as opposed to a licence. The customer is charged for usage rather than outright ownership. Recently, enterprise solutions giant SAP announced its “Business by Design” programme in the US, where it will offer its applications at a charge per user per month, which is a path-breaking development in the packaged software world. Saas by its very definition is non-linear, since revenues are linked to usage and the transactions performed. Being a relatively new concept, it’s too early for market sizing but it remains one of the most promising disruptive approaches to delivering IT solutions.
The global delivery model that emerged from India has changed the way IT services are delivered. The industry, in essence, redefined software development by converting the art form of programming into an engineering discipline. The industry has benefited from the early-mover advantage of adopting this innovative process. However, with increased global presence offshore and a challenging environment, Indian IT services providers will need to transform with newer services.
The global delivery model, created as a result, was a disruptive innovation enabling the industry to comfortably ride the economic downturn of the early 2000. The model is now being universally adopted, leading to commoditization of traditional IT services around vanilla technologies. Companies are differentiating their services by moving up the value chain and acquiring domain capabilities.
Seeing the rapid acceptance of the lower-cost offshoring model, global multinational consulting firms have dramatically scaled up their presence in India. From less than 10,000 people in 2002, the top six global consulting firms now account for a headcount of more than 150,000. This rapid growth and our own success in scaling business have put huge pressure on sourcing and retaining quality talent. As a result, wages are increasing, adding to the overall cost of doing business.
The twin challenges of the appreciating rupee and rising cost structures are accelerating the search for non-linear business models, where revenue expansion does not imply a proportionate headcount increase. The industry is exploring new services for exploiting the offshore potential, building Internet Protocol (IP)-based software assets that can be customized to rapidly deliver solutions, or simply creating innovative commercial models that shift the terms of engagement away from headcount. As I had mentioned at a recent Nasscom meet, three non-linear business options are promising.
Managed services: Services around applications, development and maintenance (ADM) were the first to be offshored. According to a 2006 Nasscom-McKinsey study, this is a $35 billion opportunity. It indicates that offshore services around IT operations represent a $75-$80 billion market. While more than 30 percent of the ADM offshoring opportunity has been penetrated, the field of IT operations is wide open for Indian IT services players.
IT infrastructure has traditionally not been offshored largely because of inadequate communications infrastructure, high perceived risks and limited automation tools. These notions are beginning to disappear.
The remote infrastructure management services segment is growing rapidly, with large organizations providing a complete end-to-end solutions portfolio. This market, incidentally, is not just for big players. Mid-sized organizations, too, have established their presence in it. Global research body Forrester in its report, Smaller India-Based Infrastructure Providers Can Be The Right Size For The Right Clients, has showcased a clutch of smaller organizations building successful models in this space.
IP asset-based services: Delivering solutions around IP assets (frameworks, reusable components, and productized services) is a powerful service differentiator and a significant margin lever. Implementing such solutions requires significant customization—a strength of Indian services providers. Contracts can include both licensing and services components, with support revenue streams, making it another good non-linear option.
Compared with the pure-play products business, IP asset-based solutions will be easier for the industry to adopt. Large players are investing in this capability although revenue streams currently are a small part of their business. Smaller players are taking the inorganic route to acquire such IP assets.
Software as a service (Saas): The philosophy behind Saas rests on the concept of positioning an application as a set of services as opposed to a licence. The customer is charged for usage rather than outright ownership. Recently, enterprise solutions giant SAP announced its “Business by Design” programme in the US, where it will offer its applications at a charge per user per month, which is a path-breaking development in the packaged software world. Saas by its very definition is non-linear, since revenues are linked to usage and the transactions performed. Being a relatively new concept, it’s too early for market sizing but it remains one of the most promising disruptive approaches to delivering IT solutions.
The global delivery model that emerged from India has changed the way IT services are delivered. The industry, in essence, redefined software development by converting the art form of programming into an engineering discipline. The industry has benefited from the early-mover advantage of adopting this innovative process. However, with increased global presence offshore and a challenging environment, Indian IT services providers will need to transform with newer services.
Monday, March 10, 2008
1 mn Jobs in India
Read a news today which states that
" New Delhi, March 10: It is good news for those fresh out of college or for those who are keen for a job change, as a leading HR consultancy firm has predicted one million new jobs in India this year.
Ma Foi Employment Trends Survey (METS), conducted by Ma Foi, one of India's largest HR consultancy firm has predicted a three per cent increase in employment in 2008.
The largest chunk of the new jobs according to the survey would be generated by hospitality sector which is riding high with the tourism boom in the country.
"The Hospitality sector will generate the maximum number of employment in 2008. 426,668 jobs are going to be generated by the Hospitality sector. This sector is closely followed by Health at 295,829 and Education Training & Consultancy at 166,005," says the survey.
It adds that an estimated USD 11.41 billion is expected to be seen in the Hospitality sector in the next two years and that India is likely to have around 40 international hotel brands by 2011.
"The boom in the tourism industry has had a cascading effect on the hospitality sector, which was a result of the increase in the occupancy ratios and average room rates. With the demand continuing to surge, many global hospitality majors have evinced a keen interest in the Indian hospitality sector," says K. Pandia Rajan, Managing Director, Ma Foi Management Consultants Ltd.
While, IT and ITES sector continues with high growth in recruitment at 7.3 and 7.2 per cent, the survey says that it is the Health sector which shows the highest growth in recruitment at 8.9 per cent. "
Coming to the point //IT and ITES sector continues with high growth in recruitment at 7.3 and 7.2 per cent//, is nt crazy where people are getting fired everyday from top level companies with their (HR's) strong judgement, as recession being supplimentary and strategic of the HR?
" New Delhi, March 10: It is good news for those fresh out of college or for those who are keen for a job change, as a leading HR consultancy firm has predicted one million new jobs in India this year.
Ma Foi Employment Trends Survey (METS), conducted by Ma Foi, one of India's largest HR consultancy firm has predicted a three per cent increase in employment in 2008.
The largest chunk of the new jobs according to the survey would be generated by hospitality sector which is riding high with the tourism boom in the country.
"The Hospitality sector will generate the maximum number of employment in 2008. 426,668 jobs are going to be generated by the Hospitality sector. This sector is closely followed by Health at 295,829 and Education Training & Consultancy at 166,005," says the survey.
It adds that an estimated USD 11.41 billion is expected to be seen in the Hospitality sector in the next two years and that India is likely to have around 40 international hotel brands by 2011.
"The boom in the tourism industry has had a cascading effect on the hospitality sector, which was a result of the increase in the occupancy ratios and average room rates. With the demand continuing to surge, many global hospitality majors have evinced a keen interest in the Indian hospitality sector," says K. Pandia Rajan, Managing Director, Ma Foi Management Consultants Ltd.
While, IT and ITES sector continues with high growth in recruitment at 7.3 and 7.2 per cent, the survey says that it is the Health sector which shows the highest growth in recruitment at 8.9 per cent. "
Coming to the point //IT and ITES sector continues with high growth in recruitment at 7.3 and 7.2 per cent//, is nt crazy where people are getting fired everyday from top level companies with their (HR's) strong judgement, as recession being supplimentary and strategic of the HR?
Tuesday, March 04, 2008
Bits and Pieces of Feb-8
1) I just learned that PlateSpin, leader in the P2V migration market, has been acquired by Novell. Platespin, as per my concern and everybody's an expensive product for converting the Physical Servers(mostly) to Virtual servers(VMware).
I Started working with Novell Technology as my first networking OS which provided major jobs at that time on Networking, mid of 1997. Before completing my course Microsoft's WinNT gained the market and insisted me to get to GUI based OS which is feeding me till now, Touch wood.
Here is the news about the acquistion.
2) Information technology (IT) firms appear to have lost their appeal at the Indian Institutes of Technology (IIT). Campus recruitment figures by major Indian and foreign IT firms have dipped this year, raising further concerns of an industry slowdown.
Firms like IBM, HCL, Hughes Software and CSC opted out of placements this year and hiring by firms like India’s largest IT services provider Tata Consultancy Services (TCS), Infosys and Wipro has dropped.
Bush, said that this is only slow down- a better political word. I know this is going to be a collapse in IT market and will take some to gain, at that time China will be the pioneer and we will fly to China for onsite. So I am packing my bags along with Chinese to Eng books.
3) JetAirways- My understanding and feedback thro friends, shows that it has good service and yes tickets are cheaper than others. AirIndia is the only flight which competes with the ticket prices obvsly not in the service. I guess, from this year onwards I may not get a chance to fly by my fav. BA.
4) Able to read more blogs thro blogkut and finding lot of friends thro blogs. Sameera is one among them who inspired me a lot in these days, she is really in enthu person. The other who is really amzing is Archana. roping them to my mind. I hope most of my CSC friends stopped blogging(seems they gotta work in these days after a decade).
5) Chinmayi- Again blogging more and rejecting my most of criticising comments. I guess, I am the only guy who criticise her for more than 3yrs of blogging tenure. Girls, never liked being suggested and criticised.. is it true?
6) Freezed the coding of BLOGKUT and concentrating more on my new venture classfieds.
I Started working with Novell Technology as my first networking OS which provided major jobs at that time on Networking, mid of 1997. Before completing my course Microsoft's WinNT gained the market and insisted me to get to GUI based OS which is feeding me till now, Touch wood.
Here is the news about the acquistion.
2) Information technology (IT) firms appear to have lost their appeal at the Indian Institutes of Technology (IIT). Campus recruitment figures by major Indian and foreign IT firms have dipped this year, raising further concerns of an industry slowdown.
Firms like IBM, HCL, Hughes Software and CSC opted out of placements this year and hiring by firms like India’s largest IT services provider Tata Consultancy Services (TCS), Infosys and Wipro has dropped.
Bush, said that this is only slow down- a better political word. I know this is going to be a collapse in IT market and will take some to gain, at that time China will be the pioneer and we will fly to China for onsite. So I am packing my bags along with Chinese to Eng books.
3) JetAirways- My understanding and feedback thro friends, shows that it has good service and yes tickets are cheaper than others. AirIndia is the only flight which competes with the ticket prices obvsly not in the service. I guess, from this year onwards I may not get a chance to fly by my fav. BA.
4) Able to read more blogs thro blogkut and finding lot of friends thro blogs. Sameera is one among them who inspired me a lot in these days, she is really in enthu person. The other who is really amzing is Archana. roping them to my mind. I hope most of my CSC friends stopped blogging(seems they gotta work in these days after a decade).
5) Chinmayi- Again blogging more and rejecting my most of criticising comments. I guess, I am the only guy who criticise her for more than 3yrs of blogging tenure. Girls, never liked being suggested and criticised.. is it true?
6) Freezed the coding of BLOGKUT and concentrating more on my new venture classfieds.
Tuesday, December 18, 2007
Asians-Tougher time to enter UK
The UK government will on Tuesday be releasing new proposals that lay down stiffer conditions for getting a visa to enter that country. This is not yet even close to becoming law but if and when it does, it will be a lot more difficult to go for a holiday to the UK.
Even before the British government officially announced the new visa proposals, there were angry reactions especially from the UK's large South Asian community who say the changes are discriminatory and unfair and will hurt poorer families the most.
Families in the UK will have to pay a bond to ensure that their relatives from outside the EU leave. If the visitors don't leave on time the money is forfeited, and it's recommended that tourists from outside the EU should now get visas for just three months instead of siz.
The UK government says the new rules are necessary to check illegal immigration, and they have already made it more difficult for people to bring their spouses into the UK.
However, the labour government could lose the South Asian community's support over the latest proposals. Anticipating their anger the UK's immigration minister has planned a trip to India in February to explain why the move is needed.
The new immigration and visa rules are clear indication to Non-EU populations that they are no longer welcome, unless they fit the criteria immigration minister Liam Byrne has chalked out, and families stand to lose a lot of money, if they do not leave.
The UK is trying to tighten its borders, and in the process is giving out a strong message that discourages Asians from trying to make this their home.
Meanwhile, the British High Commission in New Delhi has called the planned tightening of immigration rules as an attempt to make the system both more secure but also to ensure that we maintain the UK's position as the destination of choice.
Even before the British government officially announced the new visa proposals, there were angry reactions especially from the UK's large South Asian community who say the changes are discriminatory and unfair and will hurt poorer families the most.
Families in the UK will have to pay a bond to ensure that their relatives from outside the EU leave. If the visitors don't leave on time the money is forfeited, and it's recommended that tourists from outside the EU should now get visas for just three months instead of siz.
The UK government says the new rules are necessary to check illegal immigration, and they have already made it more difficult for people to bring their spouses into the UK.
However, the labour government could lose the South Asian community's support over the latest proposals. Anticipating their anger the UK's immigration minister has planned a trip to India in February to explain why the move is needed.
The new immigration and visa rules are clear indication to Non-EU populations that they are no longer welcome, unless they fit the criteria immigration minister Liam Byrne has chalked out, and families stand to lose a lot of money, if they do not leave.
The UK is trying to tighten its borders, and in the process is giving out a strong message that discourages Asians from trying to make this their home.
Meanwhile, the British High Commission in New Delhi has called the planned tightening of immigration rules as an attempt to make the system both more secure but also to ensure that we maintain the UK's position as the destination of choice.
Thursday, December 06, 2007
Talent mismatch hits customer services
At a time when India Inc. is facing severe talent shortage, a recent study highlights existing talent mismatch in the customer service function across sectors. The survey estimates that only 20 percent of people working in customer service profile have the perfect orientation towards such jobs. India’s largest skill assessment firm MeritTrac has conducted the study.
The study also points out that if an employee has a high orientation towards the job/function, the productivity per employee increases by 314 percent. As a result, several local companies in the services sector are losing out on maximum return out of their employee talent pool.
“The situation is quite alarming since customer service jobs account for a large chunk of hiring across sectors, especially banking, financial services, insurance, retail and telecom,” MeritTrac vice president Arvind T said.
The study was undertaken with a total sample size of 507 people with 0-3 years of experience across sectors.
The study has also analysed candidates on three critical parameters of a customer service role — personalised service, persuasive service and helpful service.
On the personalised service (how an employee approaches a customer) parameter, the survey shows that 5 percent of the candidates have a high orientation with the majority 82 percent with medium-level orientation.
On persuasive service (how to convince customers) parameter, employees have fared better. The study notes that nearly 58 percent of the candidates have a high inclination towards persuasive service with just 1 percent having a low inclination. However, high level of persuasive service and less towards personalised service show a sense of detached professionalism,” said Arvind.
In helpful service (how fast employees respond to customer needs), 30 percent of the candidates have high orientation, 61 percent have medium-level orientation and balance 9 percent has low inclination.
This is the only parameter with a fairly equitable distribution showing they are more adaptive towards responding than going that extra mile to build a rapport — essential for repeat purchase and loyalty, the study notes.
“The study has analysed executives on their basic orientation towards the job. These are basic soft skills, which a person can hardly acquire through experience. Since customer service roles are becoming critical, companies need to focus much more on their selection process,” added Arvind.
The study also points out that if an employee has a high orientation towards the job/function, the productivity per employee increases by 314 percent. As a result, several local companies in the services sector are losing out on maximum return out of their employee talent pool.
“The situation is quite alarming since customer service jobs account for a large chunk of hiring across sectors, especially banking, financial services, insurance, retail and telecom,” MeritTrac vice president Arvind T said.
The study was undertaken with a total sample size of 507 people with 0-3 years of experience across sectors.
The study has also analysed candidates on three critical parameters of a customer service role — personalised service, persuasive service and helpful service.
On the personalised service (how an employee approaches a customer) parameter, the survey shows that 5 percent of the candidates have a high orientation with the majority 82 percent with medium-level orientation.
On persuasive service (how to convince customers) parameter, employees have fared better. The study notes that nearly 58 percent of the candidates have a high inclination towards persuasive service with just 1 percent having a low inclination. However, high level of persuasive service and less towards personalised service show a sense of detached professionalism,” said Arvind.
In helpful service (how fast employees respond to customer needs), 30 percent of the candidates have high orientation, 61 percent have medium-level orientation and balance 9 percent has low inclination.
This is the only parameter with a fairly equitable distribution showing they are more adaptive towards responding than going that extra mile to build a rapport — essential for repeat purchase and loyalty, the study notes.
“The study has analysed executives on their basic orientation towards the job. These are basic soft skills, which a person can hardly acquire through experience. Since customer service roles are becoming critical, companies need to focus much more on their selection process,” added Arvind.
Tuesday, November 27, 2007
Going global: Indian firms create jobs in US
Indian firms are not just taking up outsourcing any more, but have in fact invested a whopping $6 billion in the United States and created 40,000 jobs with quite a few of them going to the Americans. If a Janaki posing as Janet at call centres in India has been servicing customers in the US, many a Jane and John employed by India Inc. in the US is now helping travellers worldwide book a flight or send flowers and gifts to loved ones in America.
A group of 34 Indian companies represented in the India Business Forum (IBF), launched in June 2006, structured at the initiative of the Confederation of Indian Industry (CII), has made investments in such diverse sectors as technology, pharmaceuticals, manufacturing and gems and jewellery. The Indian companies with 40,000 employees have invested about $6 billion in the US this year alone through acquisitions and mergers. While there are more Indian nationals in the service sector, the number of local employees goes as high as 95 percent in the manufacturing sector. The Tata Group alone has invested over $2 billion in the last couple of years through acquisitions and mergers in the US with 16 of its companies from hotels to manufacturing employing 16,000 people, about 5,000 of them local.
The local American employees work in all Tata companies, but heavy concentrations are in the hotels, manufacturing, telecommunications, engineering and software and in beverages besides two call centres in Ohio and Florida. The group provides engineering and software services through Tata Consultancy Services (TCS) and INCAT/Tata Technologies with TCS earning 53 percent of its $4.3 billion revenue from the US. And in telecommunications, VSNL, a 74 percent Tata owned company, emerging as the largest voice provider in the US offering competition to the likes of AT&T and Verizon. Tatas' call centre business, SerWiz Solutions Limited, has 250 full-time employees at its Milton, Florida, centre and 260 such employees at Reno, Ohio. "Both centres are currently in a hiring mode," says Ricardo Layun, vice president, Customer Care Operations.
At the moment, the two call centres support one of the world's leading online travel companies, a large US airline carrier, and the American region of a large Asian airline carrier, large domestic and international airlines. They also seasonally support a leading telephone and online retailer of flowers and gift sales. The Tatas have been expanding these call centres since acquiring them in April 2006 as "we have found that the US communities in which we operate provide a strong workforce, competitive economic conditions, and positive growth potential," said Layun. Both call centres operate 24/7, but "We have not experienced an issue with staffing after hours. We have found that offering these night shifts provides employees opportunities to attend day-time college courses or avoid day-care costs," he said.
Crazy 'huh'
A group of 34 Indian companies represented in the India Business Forum (IBF), launched in June 2006, structured at the initiative of the Confederation of Indian Industry (CII), has made investments in such diverse sectors as technology, pharmaceuticals, manufacturing and gems and jewellery. The Indian companies with 40,000 employees have invested about $6 billion in the US this year alone through acquisitions and mergers. While there are more Indian nationals in the service sector, the number of local employees goes as high as 95 percent in the manufacturing sector. The Tata Group alone has invested over $2 billion in the last couple of years through acquisitions and mergers in the US with 16 of its companies from hotels to manufacturing employing 16,000 people, about 5,000 of them local.
The local American employees work in all Tata companies, but heavy concentrations are in the hotels, manufacturing, telecommunications, engineering and software and in beverages besides two call centres in Ohio and Florida. The group provides engineering and software services through Tata Consultancy Services (TCS) and INCAT/Tata Technologies with TCS earning 53 percent of its $4.3 billion revenue from the US. And in telecommunications, VSNL, a 74 percent Tata owned company, emerging as the largest voice provider in the US offering competition to the likes of AT&T and Verizon. Tatas' call centre business, SerWiz Solutions Limited, has 250 full-time employees at its Milton, Florida, centre and 260 such employees at Reno, Ohio. "Both centres are currently in a hiring mode," says Ricardo Layun, vice president, Customer Care Operations.
At the moment, the two call centres support one of the world's leading online travel companies, a large US airline carrier, and the American region of a large Asian airline carrier, large domestic and international airlines. They also seasonally support a leading telephone and online retailer of flowers and gift sales. The Tatas have been expanding these call centres since acquiring them in April 2006 as "we have found that the US communities in which we operate provide a strong workforce, competitive economic conditions, and positive growth potential," said Layun. Both call centres operate 24/7, but "We have not experienced an issue with staffing after hours. We have found that offering these night shifts provides employees opportunities to attend day-time college courses or avoid day-care costs," he said.
Crazy 'huh'
Tuesday, November 20, 2007
Top 7 Strategies To Achieve Your Goals
1) Find out what is it that you want to achieve. Write a one-sentence definition of your goal. Work on this sentence until it is clear and to the point.
2) Read this sentence several times before falling asleep at night, and upon waking up in the morning.
3) Several times a day, visualize your goal for some minutes. In your mind's eye see your goal as achieved.
4) Stay alert and with an open mind. This will help you to become more attentive and aware of any ideas and opportunities that come your way, and which you may help you to achieve your goal.
5) Exercise your will power and self-discipline to keep your focus on the goal, and to stick to your resolve to succeed. Do not let anything distract you or make you deviate from your goal.
6) Go on, even if there are obstacles on the way or you see no progress. Those who persevere succeed.
7) Silence is power. Do not talk too much on what you want to achieve. Concentrate on doing, not on talking. Too much talking with others about your desires and goals dissipate your inner powers. Learn to concentrate and channel your energy toward achieving your goal.
2) Read this sentence several times before falling asleep at night, and upon waking up in the morning.
3) Several times a day, visualize your goal for some minutes. In your mind's eye see your goal as achieved.
4) Stay alert and with an open mind. This will help you to become more attentive and aware of any ideas and opportunities that come your way, and which you may help you to achieve your goal.
5) Exercise your will power and self-discipline to keep your focus on the goal, and to stick to your resolve to succeed. Do not let anything distract you or make you deviate from your goal.
6) Go on, even if there are obstacles on the way or you see no progress. Those who persevere succeed.
7) Silence is power. Do not talk too much on what you want to achieve. Concentrate on doing, not on talking. Too much talking with others about your desires and goals dissipate your inner powers. Learn to concentrate and channel your energy toward achieving your goal.
Monday, November 19, 2007
Wipro & Cap Gemini
The rumour is back again. This time, as i read in www, it’s Wipro that is planning a bid for France-headquartered IT giant Capgemini. In June this year, there were rumours of Infosys making a bid for Capgemini.
Wipro is now reportedly looking at a 60 euro-per-share bid for CapGemini, which will value the IT consulting giant at 8 billion euros.However, Reuters reports that Wipro has denied any comment on the acquisition buzz. “We don’t react to market speculation,” Wipro’s spokeswoman told Reuters. The Economic Times quotes Sudip Nandy, chief strategy officer, Wipro, as saying that “it is market speculation.”Reports, however, suggest that Wipro was indeed in discussions with Capgemini for a cash-plus-stock swap deal. The buzz had its effect on CapGemini share prices which rose 3.7 per cent on Friday.
Wipro’s largest acquisition so far was that of Infocrossing for $600 million.In the case of Capgemini, Wipro will have a huge challenge of managing the integration.
The Bangalore-based company has around 77,000 people while CapGemini has over 80,000 of which 17,000 people are in India. The French company plans to employ over 40,000 people by the end of 2010.
Hmm, anything can happen, it's all just matter of money and market value
Wipro is now reportedly looking at a 60 euro-per-share bid for CapGemini, which will value the IT consulting giant at 8 billion euros.However, Reuters reports that Wipro has denied any comment on the acquisition buzz. “We don’t react to market speculation,” Wipro’s spokeswoman told Reuters. The Economic Times quotes Sudip Nandy, chief strategy officer, Wipro, as saying that “it is market speculation.”Reports, however, suggest that Wipro was indeed in discussions with Capgemini for a cash-plus-stock swap deal. The buzz had its effect on CapGemini share prices which rose 3.7 per cent on Friday.
Wipro’s largest acquisition so far was that of Infocrossing for $600 million.In the case of Capgemini, Wipro will have a huge challenge of managing the integration.
The Bangalore-based company has around 77,000 people while CapGemini has over 80,000 of which 17,000 people are in India. The French company plans to employ over 40,000 people by the end of 2010.
Hmm, anything can happen, it's all just matter of money and market value
Friday, November 09, 2007
Diwali-All NO's
No crackers, No wishes, No ripping the channels, No actress bluffs, No rush to see the Movie(even it is a crap one), no new dress, no reducing the purse's weight.... Thats how this year Diwali was.. it really Su**s being out of india..
Thursday, November 08, 2007
Story by Pics
If USA asks me to leave the country...
Then I say ...
Visited Statue of liberty this week end.
Then I say ...Visited Statue of liberty this week end.
Wednesday, November 07, 2007
How to keep your employees happy
Work is, well, work. But a few companies understand that in order to get the most out of their staffers--and keep them -- they need to have fun. At least sometimes.
Take Nugget Markets, a 10-store northern California grocer. Turnover is 12 per cent among its 900 full-time employees. That's relatively unheard of in the grocery industry, where average turnover is 8 per cent higher. CEO Eric Stille attributes it to Nugget's culture. Management shows employees they are valued with dance parties, field trips, unexpected financial giveaways and lots of free food. "We want our team to know how much they're appreciated," says Chris Carpenter, Nugget's COO. "That's the number one thing we want them to understand."
That's not a priority for many employers. But it should be. Many say they're fretting about how expensive it is to advertise, recruit and train new employees, not to mention the toll it takes on morale. They're racking their collective brains over how to attract and keep the best talent. It's become such a key issue because unemployment is low (4 per cent), and the supply of jobs is high. That adds up to lots of options for employees.
Interestingly, throwing money at staffers isn't always the answer. Neither is throwing a party every few months. Having fun at work and creating a cohesive team is just one element. The most successful companies also realize flexibility, values, career development and providing meaningful experiences are also important elements to minimizing turnover. The interesting thing is that many of the companies that value having a good time usually incorporate those other elements too.
Nugget Markets, for example, pays its employees for sick days they didn't use. They provide incentives to come into work every day. Combine something like that with the newest addition to Nugget's roster of events--a rave held on a Saturday at an auditorium in the University of California, Davis.
The idea was to recreate a Las Vegas nightclub complete with a DJ flown in from Sin City, a band and an elaborate light system. The grand total was $150,000 --money well spent, Stille says. "It's not about the money," says Stille. "It's an investment, and you can't figure out a return on investment on that event, but as long as we're creating a great working environment, it's worth every dime."
Other events held for Nugget Market employees: a trip to Six Flags and white water rafting. (Employees who don't want to go rafting are given a paid day off and the $75 it would cost the company to send them on the trip.)
Aside from the field trips, there's a certain spirit brought out in just about everything they do. For a recent sales presentation, management replicated the Octagon used for the Ultimate Fighting Championship and had salespeople deliver presentations in the ring. "They were in a fighting mentality," says Stille.
The Octagon isn't for everyone. Neither is the Rave or white water rafting. And that's what companies need to keep in mind when hiring new employees: Do their personalities mesh with that of the company? If they don't, they still won't remain in the job. "You have to touch the heart of what is considered fun for the people that work for you," says Tamara Erickson, author of Workforce Crisis. "Companies that are good at retention are engaging people. They hire people who fit in there. The ones that are good at it tend to be a bit odd. They do things that are different."
Many will say the Octagon is evidence of that.
Rackspace, a San Antonio, Texas-based managed hosting company, is a bit kooky too. Their annual version of Oktoberfest, Racktoberfest, features a David Hasselhoff look-a-like contest, German beer (there's a two-drink maximum) and dancing to live German oompa-pa music. Family and friends are invited to join employees. This year nearly 1,000 people attended. It cost between $30,000 and $40,000.
"Throwing money at people will only work for a little while," says Rackspace's CEO Lanham Napier. The nine-year-old firm added 80 new employees per month last year and expects that number to grow to 90 next year. Napier says there's an 11% attrition rate annually.
His system for keeping talented employees is clear. Pick people who fit into the organization both professionally and personality-wise; form small work teams that have their own authority and if you get a good result you get a bonus. He also allocates a "fun budget" for each team. They've used it for all sorts of activities including tubing, laser tag and videogames.
The next step is to advertise the culture of the company. Use those events as a way to recruit talent. "The best thing to do if you're a company is make it clear what you have to offer," says Erickson. That way, when a candidate receives two job offers, and everything else is equal, they might go to the company that has a culture similar to theirs.
After all, bosses want employees to look forward to coming to work every day.
Source: Rediff
Take Nugget Markets, a 10-store northern California grocer. Turnover is 12 per cent among its 900 full-time employees. That's relatively unheard of in the grocery industry, where average turnover is 8 per cent higher. CEO Eric Stille attributes it to Nugget's culture. Management shows employees they are valued with dance parties, field trips, unexpected financial giveaways and lots of free food. "We want our team to know how much they're appreciated," says Chris Carpenter, Nugget's COO. "That's the number one thing we want them to understand."
That's not a priority for many employers. But it should be. Many say they're fretting about how expensive it is to advertise, recruit and train new employees, not to mention the toll it takes on morale. They're racking their collective brains over how to attract and keep the best talent. It's become such a key issue because unemployment is low (4 per cent), and the supply of jobs is high. That adds up to lots of options for employees.
Interestingly, throwing money at staffers isn't always the answer. Neither is throwing a party every few months. Having fun at work and creating a cohesive team is just one element. The most successful companies also realize flexibility, values, career development and providing meaningful experiences are also important elements to minimizing turnover. The interesting thing is that many of the companies that value having a good time usually incorporate those other elements too.
Nugget Markets, for example, pays its employees for sick days they didn't use. They provide incentives to come into work every day. Combine something like that with the newest addition to Nugget's roster of events--a rave held on a Saturday at an auditorium in the University of California, Davis.
The idea was to recreate a Las Vegas nightclub complete with a DJ flown in from Sin City, a band and an elaborate light system. The grand total was $150,000 --money well spent, Stille says. "It's not about the money," says Stille. "It's an investment, and you can't figure out a return on investment on that event, but as long as we're creating a great working environment, it's worth every dime."
Other events held for Nugget Market employees: a trip to Six Flags and white water rafting. (Employees who don't want to go rafting are given a paid day off and the $75 it would cost the company to send them on the trip.)
Aside from the field trips, there's a certain spirit brought out in just about everything they do. For a recent sales presentation, management replicated the Octagon used for the Ultimate Fighting Championship and had salespeople deliver presentations in the ring. "They were in a fighting mentality," says Stille.
The Octagon isn't for everyone. Neither is the Rave or white water rafting. And that's what companies need to keep in mind when hiring new employees: Do their personalities mesh with that of the company? If they don't, they still won't remain in the job. "You have to touch the heart of what is considered fun for the people that work for you," says Tamara Erickson, author of Workforce Crisis. "Companies that are good at retention are engaging people. They hire people who fit in there. The ones that are good at it tend to be a bit odd. They do things that are different."
Many will say the Octagon is evidence of that.
Rackspace, a San Antonio, Texas-based managed hosting company, is a bit kooky too. Their annual version of Oktoberfest, Racktoberfest, features a David Hasselhoff look-a-like contest, German beer (there's a two-drink maximum) and dancing to live German oompa-pa music. Family and friends are invited to join employees. This year nearly 1,000 people attended. It cost between $30,000 and $40,000.
"Throwing money at people will only work for a little while," says Rackspace's CEO Lanham Napier. The nine-year-old firm added 80 new employees per month last year and expects that number to grow to 90 next year. Napier says there's an 11% attrition rate annually.
His system for keeping talented employees is clear. Pick people who fit into the organization both professionally and personality-wise; form small work teams that have their own authority and if you get a good result you get a bonus. He also allocates a "fun budget" for each team. They've used it for all sorts of activities including tubing, laser tag and videogames.
The next step is to advertise the culture of the company. Use those events as a way to recruit talent. "The best thing to do if you're a company is make it clear what you have to offer," says Erickson. That way, when a candidate receives two job offers, and everything else is equal, they might go to the company that has a culture similar to theirs.
After all, bosses want employees to look forward to coming to work every day.
Source: Rediff
Monday, October 22, 2007
Managers' attitude
A team of Managers was given an assignment to measure the height of a flagpole. So the Managers go out to the flagpole with ladders and tape. They're falling off the ladders, dropping the tape measures - the whole thing is just a mess.
An Engineer comes along and sees what they're trying to do, walks over, pulls the flagpole out of the ground, lays it flat, measures it from end to end, gives the measurement to one of the managers and walks away.
After the Engineer has gone, one manager turns to another and laughs." See this idiot. We're looking for height and he gives the length!" J J
Moral: "No matter what good you do, Managers can always find fault with you".
An Engineer comes along and sees what they're trying to do, walks over, pulls the flagpole out of the ground, lays it flat, measures it from end to end, gives the measurement to one of the managers and walks away.
After the Engineer has gone, one manager turns to another and laughs." See this idiot. We're looking for height and he gives the length!" J J
Moral: "No matter what good you do, Managers can always find fault with you".
Thursday, October 18, 2007
Tuesday, October 09, 2007
The Sensex story: From 1K to 18K
Indian markets achieved yet another milestone on Oct-9-2007. The Sensex crossed the 18,000-mark on the back of renewed buying today. The index hit a fresh all-time intra-day high of 18,002. It took just 8 trading days to hit 18,000 from the 17,000 mark.
The rise and rise of the Sensex through Indian stock market history.
1000, July 25, 1990
On July 25, 1990, the Sensex touched the magical four-digit figure for the first time and closed at 1,001 in the wake of a good monsoon and excellent corporate results.
2000, January 15, 1992
On January 15, 1992, the Sensex crossed the 2,000-mark and closed at 2,020 followed by the liberal economic policy initiatives undertaken by the then finance minister and current Prime Minister Dr Manmohan Singh.
3000, February 29, 1992
On February 29, 1992, the Sensex surged past the 3000 mark in the wake of the market-friendly Budget announced by the then Finance Minister, Dr Manmohan Singh.
4000, March 30, 1992
On March 30, 1992, the Sensex crossed the 4,000-mark and closed at 4,091 on the expectations of a liberal export-import policy. It was then that the Harshad Mehta scam hit the markets and Sensex witnessed unabated selling.
5000, October 8, 1999
On October 8, 1999, the Sensex crossed the 5,000-mark as the BJP-led coalition won the majority in the 13th Lok Sabha election.
6000, February 11, 2000
On February 11, 2000, the infotech boom helped the Sensex to cross the 6,000-mark and hit and all time high of 6,006.
7000, June 20, 2005
On June 20, 2005, the news of the settlement between the Ambani brothers boosted investor sentiments and the scrips of RIL , Reliance Energy , Reliance Capital and IPCL made huge gains. This helped the Sensex crossed 7,000 points for the first time.
8000, September 8, 2005
On September 8, 2005, the Bombay Stock Exchange's benchmark 30-share index -- the Sensex -- crossed the 8000 level following brisk buying by foreign and domestic funds in early trading.
9000, November 28, 2005
The Sensex on November 28, 2005 crossed the magical figure of 9000 to touch 9000.32 points during mid-session at the Bombay Stock Exchange on the back of frantic buying spree by foreign institutional investors and well supported by local operators as well as retail investors.
10,000, February 6, 2006
The Sensex on February 6, 2006 touched 10,003 points during mid-session. The Sensex finally closed above the 10K-mark on February 7, 2006.
11,000, March 21, 2006
The Sensex on March 21, 2006 crossed the magical figure of 11,000 and touched a life-time peak of 11,001 points during mid-session at the Bombay Stock Exchange for the first time. However, it was on March 27, 2006 that the Sensex first closed at over 11,000 points.
12,000, April 20, 2006
The Sensex on April 20, 2006 crossed the 12,000-mark and closed at a peak of 12,040 points for the first time.
13,000, October 30, 2006
The Sensex on October 30, 2006 crossed the magical figure of 13,000 and closed at 13,024.26 points, up 117.45 points or 0.9%. It took 135 days for the Sensex to move from 12,000 to 13,000 and 123 days to move from 12,500 to 13,000.
14,000, December 5, 2006
The Sensex on December 5, 2006 crossed the 14,000-mark to touch 14,028 points. It took 36 days for the Sensex to move from 13,000 to the 14,000 mark.
15,000, July 6, 2007
The Sensex on July 6, 2007 crossed the magical figure of 15,000 to touch 15,005 points in afternoon trade. It took seven months for the Sensex to move from 14,000 to 15,000 points.
16,000, September 19, 2007
The Sensex scaled yet another milestone during early morning trade on September 19, 2007. Within minutes after trading began, the Sensex crossed 16,000, rising by 450 points from the previous close. The 30-share Bombay Stock Exchange's sensitive index took 53 days to reach 16,000 from 15,000. Nifty also touched a new high at 4659, up 113 points. The Sensex finally ended with its biggest-ever single day gain of 654 points at 16,323. The NSE Nifty gained 186 points to close at 4,732.
17,000, September 26, 2007
The Sensex scaled yet another height during early morning trade on September 26, 2007. Within minutes after trading began, the Sensex crossed the 17,000-mark . Some profit taking towards the end, saw the index slip into red to 16,887 - down 187 points from the day's high. The Sensex ended with a gain of 22 points at 16,921.
18,000, October 09, 2007
The BSE Sensex crossed the 18,000-mark. It took just 8 days to hit 18,000 from the 17,000 mark.The index hit a fresh all-time intra-day high of 18,002.
The rise and rise of the Sensex through Indian stock market history.
1000, July 25, 1990
On July 25, 1990, the Sensex touched the magical four-digit figure for the first time and closed at 1,001 in the wake of a good monsoon and excellent corporate results.
2000, January 15, 1992
On January 15, 1992, the Sensex crossed the 2,000-mark and closed at 2,020 followed by the liberal economic policy initiatives undertaken by the then finance minister and current Prime Minister Dr Manmohan Singh.
3000, February 29, 1992
On February 29, 1992, the Sensex surged past the 3000 mark in the wake of the market-friendly Budget announced by the then Finance Minister, Dr Manmohan Singh.
4000, March 30, 1992
On March 30, 1992, the Sensex crossed the 4,000-mark and closed at 4,091 on the expectations of a liberal export-import policy. It was then that the Harshad Mehta scam hit the markets and Sensex witnessed unabated selling.
5000, October 8, 1999
On October 8, 1999, the Sensex crossed the 5,000-mark as the BJP-led coalition won the majority in the 13th Lok Sabha election.
6000, February 11, 2000
On February 11, 2000, the infotech boom helped the Sensex to cross the 6,000-mark and hit and all time high of 6,006.
7000, June 20, 2005
On June 20, 2005, the news of the settlement between the Ambani brothers boosted investor sentiments and the scrips of RIL , Reliance Energy , Reliance Capital and IPCL made huge gains. This helped the Sensex crossed 7,000 points for the first time.
8000, September 8, 2005
On September 8, 2005, the Bombay Stock Exchange's benchmark 30-share index -- the Sensex -- crossed the 8000 level following brisk buying by foreign and domestic funds in early trading.
9000, November 28, 2005
The Sensex on November 28, 2005 crossed the magical figure of 9000 to touch 9000.32 points during mid-session at the Bombay Stock Exchange on the back of frantic buying spree by foreign institutional investors and well supported by local operators as well as retail investors.
10,000, February 6, 2006
The Sensex on February 6, 2006 touched 10,003 points during mid-session. The Sensex finally closed above the 10K-mark on February 7, 2006.
11,000, March 21, 2006
The Sensex on March 21, 2006 crossed the magical figure of 11,000 and touched a life-time peak of 11,001 points during mid-session at the Bombay Stock Exchange for the first time. However, it was on March 27, 2006 that the Sensex first closed at over 11,000 points.
12,000, April 20, 2006
The Sensex on April 20, 2006 crossed the 12,000-mark and closed at a peak of 12,040 points for the first time.
13,000, October 30, 2006
The Sensex on October 30, 2006 crossed the magical figure of 13,000 and closed at 13,024.26 points, up 117.45 points or 0.9%. It took 135 days for the Sensex to move from 12,000 to 13,000 and 123 days to move from 12,500 to 13,000.
14,000, December 5, 2006
The Sensex on December 5, 2006 crossed the 14,000-mark to touch 14,028 points. It took 36 days for the Sensex to move from 13,000 to the 14,000 mark.
15,000, July 6, 2007
The Sensex on July 6, 2007 crossed the magical figure of 15,000 to touch 15,005 points in afternoon trade. It took seven months for the Sensex to move from 14,000 to 15,000 points.
16,000, September 19, 2007
The Sensex scaled yet another milestone during early morning trade on September 19, 2007. Within minutes after trading began, the Sensex crossed 16,000, rising by 450 points from the previous close. The 30-share Bombay Stock Exchange's sensitive index took 53 days to reach 16,000 from 15,000. Nifty also touched a new high at 4659, up 113 points. The Sensex finally ended with its biggest-ever single day gain of 654 points at 16,323. The NSE Nifty gained 186 points to close at 4,732.
17,000, September 26, 2007
The Sensex scaled yet another height during early morning trade on September 26, 2007. Within minutes after trading began, the Sensex crossed the 17,000-mark . Some profit taking towards the end, saw the index slip into red to 16,887 - down 187 points from the day's high. The Sensex ended with a gain of 22 points at 16,921.
18,000, October 09, 2007
The BSE Sensex crossed the 18,000-mark. It took just 8 days to hit 18,000 from the 17,000 mark.The index hit a fresh all-time intra-day high of 18,002.
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