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MAY 20, 2007
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Web Censors
Internet censorship is on the rise worldwide. As many as two dozen countries are blocking content using a variety of techniques. Distressingly, the most censor-heavy countries such as China, Iran, Saudi Arabia, Myanmar and Uzbekistan seem to be passing on their technologically sophisticated techniques to other countries of the world. Some examples of censorship: China's blocking of Wikipedia and Pakistan's ban on Google's blogging service.


Temping Trend
Of late, temporary staffing has become a trend in India Inc. In industries such as retail and logistics, temporary hiring has become a business strategy as it enables them to quickly ramp up teams. It is becoming increasingly important for the survival of Indian firms, given the growth rates and talent shortage. Although the salary gap between temporary and permanent jobs is narrowing, temporary staff in India earn lower salaries than permanent ones, which is contrary to the global trend.
More Net Specials

Business Today,  May 6, 2007

 
 
Game Changer
 
NAME: MANOJ KOHLI
AGE: 48
DESIGNATION: President & CEO
COMPANY: Bharti Airtel

He is the managing director-designate of India's largest mobile phone company, but given his motto of "never be satisfied", is already casing out the next mountain to climb. But more on that later. "We have to create burning platforms and raise dissatisfaction levels within the company," he says. That's a shocker of a statement at first glance, but it encapsulates Kohli's philosophy. And it's designed to help retain Bharti Airtel's numero uno position in a market that is extremely unkind to complacency. It's a philosophy that works-Bharti's revenues have grown nearly six fold since 2002, when he joined the company.

A graduate from Delhi's Shri Ram College of Commerce, Kohli began his career in the hr department of the DCM Group before moving on to operations and then finally, into telecom with Escotel. "I learnt a lot in manufacturing and after liberalisation, when the services sector was really taking off, I decided to jump onto the telecom bandwagon," he says. The stint in hr did come in handy at Bharti, where Kohli introduced the now-common Six Sigma concept.

A quick decision maker-he never keeps a decision pending for more than 24 hours-Kohli's management style is very hands-on. "I don't know if there is something called a hands-off approach," he quips. And while he is willing to trust and delegate-giving high priority to character and values-he admits that he's extremely demanding when it comes to performance and delivery. He also likes to wear his nationalistic pride on his sleeves; conversations are invariably punctuated with references to India's great economic potential. "Airtel is a global company with an Indian ethos," he says with visible pride. What's next on his agenda? Kohli is now readying for Airtel's forays in Sri Lanka and select us cities and the new IPTV venture that is expected to be launched by the end of this year. Then, he's also trying to create an organisation that's flat and informal-not an easy task when it already clocks more than Rs 18,000 crore in annual revenues. These will challenge his acumen, but then, no leader has ever attained greatness without passing a test by fire.

 

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