Saturday, April 01, 2006

Fwd: McKinsey on Strategy - First Quarter 2006

apr 1

someone corrected me on the tata interview. oh, ratan tata is not jrd tata? i thought the 'r' in jrd was 'ratan'. i guess i am a little behind on the lore of the tata family.

---------- Forwarded message ----------
From: The McKinsey Quarterly <>
Date: Apr 1, 2006 8:56 AM
Subject: McKinsey on Strategy - First Quarter 2006
To: rajeev

The McKinsey Quarterly
View on the Web:
McKinsey on Strategy
First Quarter 2006 | Member Edition

The contract between business and society manifests itself in more ways than just regulation; myriad informal agreements may require companies to meet a variety of social obligations. New regulations can shift the ground from under an industry and have a huge financial impact. So can issues like privacy, obesity, and offshoring, even in the absence of explicit rules. This issue of McKinsey on Strategy explores the ways business executives view the social role of modern corporations and shows how they can create value by taking regulatory, social, and political trends into account in their strategies. Two interviews—one with the chairman of India's Tata Group, the other with US union leader Andy Stern—demonstrate how globalization has raised the stakes and made it ever more important to manage a diverse social and political environment.

Best wishes,
Peter Bisson
Director, McKinsey & Company

When social issues become strategic
2006 Number 2
Companies must look for signs of emerging hot topics, be ready to respond to them early, and place a series of small strategic bets that will create future value if the social and political landscape shifts.

The McKinsey Global Survey of Business Executives: Business and Society
Web exclusive, January 2006
Executives around the world overwhelmingly believe that the social role of a modern corporation goes far beyond meeting its obligations to shareholders. Yet executives say that their companies aren't adept at anticipating or managing social obligations.

What's next for Tata Group: An interview with its chairman
2005 Number 4
Ratan Tata discusses the strategies of India's huge steel-to-software conglomerate, its plan to build a $2,200 "people's car," and the trade-offs between business success and social responsibility.

The role of regulation in strategy
2005 Number 4
To manage downside risks and create opportunities, companies should make regulation a core element of their product, business unit, and corporate strategies. This approach calls for a deep knowledge of regulatory scenarios and choices, an understanding of the interests of other stakeholders, and a commitment to put regulation on the agenda of the CEO and the rest of the top team. (Premium)

Shaking up the labor movement: An interview with the head of the Service Employees International Union
2006 Number 1
Andy Stern, president of the 1.8 million–member SEIU, discusses ways to reverse the long decline of US organized labor. Among other things, he suggests that unions could globalize along with companies—for example, by "outsourcing" labor actions to third-world unions.

Ten trends to watch in 2006
Web exclusive, January 2006
Macroeconomic factors, environmental and social issues, and business and industry developments will profoundly shape—and change—the corporate landscape in coming years.

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1 comment:

EkSh00nyaSh00nya said...

>>someone corrected me on the tata interview. oh, ratan tata is not jrd tata? i thought the 'r' in jrd was 'ratan'...

Hey NY, it was truly urs who had posted the comment about Tata.

You are right that 'r' in J R D stands for Ratan (J R D 's full name was Jehangir Ratanji Dadabhai Tata), and the present head of Tata companies--Sh Ratan Naval Tata-- happens to be his nephew (JRD's brother Naval's son). I read somehere that his brother Noel is in the line to succeed Ratan when the latter steps down from the Tata head position, although now that might be some more time in coming as Ratan would be still be leading till he gets to be 75.