Base village - Korle ,
Western ghats
Tot time : 5 hrs
Monday, September 26, 2005
Friday, September 16, 2005
Why did the chicken cross the road !
Sounds like the old boring and repeated story !,not exactly ,someone mailed this one today and must admit a good one ,esp. if anyone out there is interested in consulting.
Why did the chicken cross the road?
XYZ Consultant says:
Deregulation of the chicken's side of the road was threatening its dominant market position. The chicken was faced with significant challenges to create and develop the competencies required for the newly competitive market.
XYZ , in a partnering relationship with the client, helped the chicken by rethinking its physical distribution strategy and implementation processes. Using the Poultry Integration Model (PIM), XYZ helped the chicken use its skills, methodologies, knowledge, capital and experiences to align the chicken's people, processes and technology in support of its overall strategy within a Program Management framework.
XYZ convened a diverse cross spectrum of road analysts and best chickens along with XYZ with deep skills in the transportation industry to engage in a two-day itinerary of meetings in order to leverage their personal knowledge capital, both tacit and explicit, and to enable them to synergize with each other in order to achieve the implicit goals of delivering and successfully architecting and implementing an enterprise-wide value frame work across the continuum of poultry cross-median processes.
The meeting was held in a park-like setting, enabling and creating a impactful environment which was strategically based, industry-focused, and built upon a consistent, clear,and unified market message and aligned with the chicken's mission, vision and core values. This was conducive towards the creation of a total business integration solution.
XYZ helped the chicken change to become more successful.
Why did the chicken cross the road?
XYZ Consultant says:
Deregulation of the chicken's side of the road was threatening its dominant market position. The chicken was faced with significant challenges to create and develop the competencies required for the newly competitive market.
XYZ , in a partnering relationship with the client, helped the chicken by rethinking its physical distribution strategy and implementation processes. Using the Poultry Integration Model (PIM), XYZ helped the chicken use its skills, methodologies, knowledge, capital and experiences to align the chicken's people, processes and technology in support of its overall strategy within a Program Management framework.
XYZ convened a diverse cross spectrum of road analysts and best chickens along with XYZ with deep skills in the transportation industry to engage in a two-day itinerary of meetings in order to leverage their personal knowledge capital, both tacit and explicit, and to enable them to synergize with each other in order to achieve the implicit goals of delivering and successfully architecting and implementing an enterprise-wide value frame work across the continuum of poultry cross-median processes.
The meeting was held in a park-like setting, enabling and creating a impactful environment which was strategically based, industry-focused, and built upon a consistent, clear,and unified market message and aligned with the chicken's mission, vision and core values. This was conducive towards the creation of a total business integration solution.
XYZ helped the chicken change to become more successful.
Wednesday, September 07, 2005
Saturday, September 03, 2005
SPJIMR shines during the Autumn Placement
After rigorous academic pursuits for one and half years, the batch of 2004-06 was in full shine and honor for the Autumn Placements. SPJIMR was abuzz with celebration, having experienced a deluge of a different kind. 50 coveted companies set the SPJIMR campus ablaze with top notch offers flooding in at mind boggling rates: With companies vying neck to neck to bag some of the best talents in the country, the rate of offers' inflow which clocked a rate of 1 offer every 6 minutes during the first 5 hours, sped up to 1 offer every 5 minutes during the next 4 hours and then shot up to 1 offer every 3 minutes for the remaining 3 hours. This resulted in 188 challenging project offers for 147 participants.
Participants of the PGP 2006 batch of SPJIMR hailing from four different specialization streams walked away with projects in different sectors of the industry: IT companies bagged the lion's share, making 35% of the offers followed by FMCG-21%, Banking-13%, Finance-11% and Consultancy-8%. The largest recruiter was HCL -14, followed by IBM-12, Citibank-11, Wipro-9, E&Y-8, Aditya Birla Group-7 and P&G, Asian Paints and I2 Technologies making 6 offers each.
Ensuring smooth conduct of the proceedings by effectively handling 50 companies was a Herculean task. However, the students and faculty members of SPJIMR did a stupendous job and pulled off a brilliant show devoid of any glaring glitches. Their well-thought out planning abilities were exemplified by the abundance of volunteers, directions, food arrangements and punctuality witnessed during the placements. Nishant, a participant in the autumn placement, says - "a mind boggling number of companies in a very short span. Excellent handling of the placement process...But more than the number of offers or the terrific profiles offered, it was the sense of unity, the sense of bonding and the feeling togetherness that was more gratifying...A great memory to cherish indeed...."
Subscribe to:
Posts (Atom)