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FEB. 11, 2007
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Taxing Times
The phase-out of central sales tax is yet another move towards ushering in the national goods and services tax (GST). The compensation to the states, in lieu of CST phase-out, will include revenue proceeds from 33 services currently being taxed by the Centre as well as 44 new services of an intra-state nature that will be traded by the states. However, VAT is the way forward, though much needs to be done to iron out the anomalies in the current VAT regime.


India, Ahoy!
Indian investments overseas are growing and how. For instance, total Indian investment in Latin America and the Caribbean has topped $3 billion (Rs 13,500 crore) so far. The latest investment is by ONGC Videsh, which acquired an oilfield in Colombia for $425 million (Rs 1,912.5 crore). Earlier, ONGC bought an offshore oilfield in Brazil for $410 million (Rs 1,845 crore).
More Net Specials
Business Today,  January 28, 2007
 
 
Speaking Your Mind Online
Why blogs have taken on a life of their own and why companies are paying attention to them.
NAKED CONVERSATIONS
By Robert Scoble/Shel Israel
Wiley India
Pp: 251
Price: Rs 349
Compared to what it was five or six years ago, Microsoft's public image today could be said to be, if not genial, far less diabolical. True, for a company that remains the predominant supplier of operating systems for desktop computing it is still difficult to shake off the epithet "Evil Empire". Yet Microsoft is not seen to be as feared a juggernaut as it once used to be. One factor for the change is certainly the company's own public policy that is now far less combative and more conciliatory-Bill Gates' own public pronouncements, even when he talks about the competition, are more benevolent than confrontational. It helps too that Gates' charitable initiatives win him and his company tons of brownie points that, consequently, influence how the public looks at Microsoft. Yet, there may be a not-quite-measurable factor that may have contributed to the ogre-to-not-too-bad image transition. If you believe Robert Scoble, it is by allowing (indeed, patronising) its employees to blog. Thousands of Microsoftians blog but Scoble (who quit the software giant last year) was the star among them. His blog (www.scobleizer.com) became one of the web's most popular. Reason: his employers never filtered it or spun it to suit their own pr needs.

Who better than Scoble to do a book that advises companies and businesses on how to use blogs to make things better? Scoble and Shel Israel (a technology innovator) have written Naked Conversations as a business book. In fact, while working on it, they uploaded every chapter as it was written on a blog before it was published.

Meant to be a business book, Naked Conversations, besides making a case for the benefits of business blogging, is useful as a primer to those uninitiated in the practice of blogging. Indeed, it is a sort of diy guide to business blogging, peppered with heaps of anecdotal evidence of how companies (mainly in the us) have reaped the benefits in terms of burnishing their image (like Microsoft), advertising their services or just being able to communicate better with their customers. Business blogging, the authors demonstrate, works and the faster you adopt it the better it is for your business.

Still, although Scoble and Israel have tried to make their book a useful tool for would-be business bloggers (including tips on how not to run afoul of company policies while blogging as an employee), corporate or business bloggers will always run the risk of being seen as undercover representatives of the businesses they work for. In many parts of the blogosphere where individualism rules, sometimes that could be too high a price to pay.


MANAGER AT WORK CREATIVITY@ WORK
By S. Ramachander
Penguin Portfolio; Response Books
Pp: 239; 203
Price: Rs 350; Rs 320
Manager at work is an ambitious attempt by S. Ramachander to address the whole gamut of issues that managers face at work. At the centre of it is the author's proposition that the business environment today is far more complex and dynamic than before, and that the manager must keep learning. "The purpose of the book," writes the author, an executive-turned-acamedic-turned-writer, "is to enable you as a manager to reflect and ponder, and equip yourself for such learning, lifelong rather than just to pass on a few shrink-wrapped ideas." Young managers who haven't read much of management writing would benefit from this all-encompassing book, which covers everything from marketing to people and organisation development.

The other book, Creativity at Work, is far more focussed and possibly for that reason, reads much better. The author's tone and examples are much more engaging. In Manager, Ramachander's attempt was to encourage the executive to keep learning. In Creativity, he is urging them to look within for creative answers to their everyday problems. "Developing the eyes to see differently is what this book is focussed on," says the author. Therefore, the focus is on training oneself to "see, think and act in a more creative manner". Between the two, Creativity is a far better read.

 

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