With over 2,000 employees providing solutions to the BIFS sector, the HR at Nucleus helps to align the intellectual capital with the company’s growth By sachin bharel
Remember when you last saw a typewriter being used
in an office for typing those long boring official documents? Don’t scratch your head, for the once ‘ubiquitous’ typewriter no longer adds to the glory of the offices of the corporate world. Reams & reams of epitaphs have been written on the demise of the typewriters after the advent of the best & latest technology (read computers) that delivered at the speed of light. Technology has completely revolutionised the way work is done, in offices as well as at home. Be it in retail (with RFID technology) or FMCG (with supply chain management) or for that matter in banking (with Internet & mobile banking) (at home and at office), it is mastery over technology that has taken these sunrise sectors to a much superior level.
Rather than being caught at the backfoot, the Indian Banking sector, for one has used technology to its best advantage. So, gone are the days of standing in long queues to get a check cleared or for cash withdrawal or for paying your daily utility bills. With Internet & mobile banking, even long-haul transactions are now done in mere seconds. And all this has been possible with the development of key banking software products that caters to the technology needs of the banking & financial services. Nucleus Software Exports Limited is one such company that has been a frontrunner in providing software solutions to the banking & financial services industry. From retail banking to corporate banking, cash management, trade finance, Internet banking and credit cards, the company provides software solutions to the entire banking value chain, not only in India but globally in countries like US, UK, Australia, Japan, UAE and many more. Nucleus Software boasts of over 150 customers in more than 100 countries. With manpower of over 2,000 people spread across the globe, the company attributes its success to its sound HR that has worked hand in hand to smoothen out the processes & systems and has aligned the intellectual capital to achieve the common goals. Speaking to 4Ps B&M, Ravi Verma, VP & Global Head-HR reveals, “Here the HR works proactively to meet the expectations of the employees. Once the old benchmark is over, the HR takes a step forward in understanding the new expectations of its people. It needs to be more in sync with the needs of the employees and contribute to the growth of the organisation.”
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
Remember when you last saw a typewriter being used
in an office for typing those long boring official documents? Don’t scratch your head, for the once ‘ubiquitous’ typewriter no longer adds to the glory of the offices of the corporate world. Reams & reams of epitaphs have been written on the demise of the typewriters after the advent of the best & latest technology (read computers) that delivered at the speed of light. Technology has completely revolutionised the way work is done, in offices as well as at home. Be it in retail (with RFID technology) or FMCG (with supply chain management) or for that matter in banking (with Internet & mobile banking) (at home and at office), it is mastery over technology that has taken these sunrise sectors to a much superior level.Rather than being caught at the backfoot, the Indian Banking sector, for one has used technology to its best advantage. So, gone are the days of standing in long queues to get a check cleared or for cash withdrawal or for paying your daily utility bills. With Internet & mobile banking, even long-haul transactions are now done in mere seconds. And all this has been possible with the development of key banking software products that caters to the technology needs of the banking & financial services. Nucleus Software Exports Limited is one such company that has been a frontrunner in providing software solutions to the banking & financial services industry. From retail banking to corporate banking, cash management, trade finance, Internet banking and credit cards, the company provides software solutions to the entire banking value chain, not only in India but globally in countries like US, UK, Australia, Japan, UAE and many more. Nucleus Software boasts of over 150 customers in more than 100 countries. With manpower of over 2,000 people spread across the globe, the company attributes its success to its sound HR that has worked hand in hand to smoothen out the processes & systems and has aligned the intellectual capital to achieve the common goals. Speaking to 4Ps B&M, Ravi Verma, VP & Global Head-HR reveals, “Here the HR works proactively to meet the expectations of the employees. Once the old benchmark is over, the HR takes a step forward in understanding the new expectations of its people. It needs to be more in sync with the needs of the employees and contribute to the growth of the organisation.”
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
also shows there are more than 366 firms currently operating in India and another 69 are planning to start their operations soon. In total, they seem to have amassed $48 billion earmarked for investments in India during the next three and a half years, (July 2007 – December 2010),” says the latest Evalueserve report. As of today, ‘shooting northwards’ is how one can easily describe the gargantuan increase of PE investments in India. As discussed earlier, PE investments are not an alien phenomenon and have been quite prevalent in the country for more than three decades, even playing a significant role in the Silicon Valley story. It was in 1975 when Risk Capital Foundation become the first VC-PE to kickstart its operations in India. After that, many Indian institutions like Industrial Financial Corporation of India (IFCI), ICICI, among others, started mushrooming all over the place. There was no considerable action in the Indian VC-PE space until the end of the mid and late 90s. With the dot-com boom, the VC-PE phenomenon got a shot in the arm and in 2000, the value of deals skyrocketed to $1.16 billion. Then post the dot-com bubble bust, investments plummeted and reached a low of $470 million in 2003. But since 2004, there has been a secular rise in PE inflows.
of few popular titles or through pirated DVDs. We believe there will always be demand for good cinema, irrespective of which part of the world it is from. We intend to bridge this demand-supply gap and provide ‘cineasts’ with the opportunity to watch good international cinema.” UTV’s World Movies, on the other hand, has taken an entirely different approach. Giving a miss to Indian multiplexes or home videos, World Movies has gone on-air in the first phase itself. Dilshad asserts that the strategy was crafted after positive results of all the test-marketing and focus group discussions. “We’re very clear about the movies that we want. We want the kind of movies that Indians would like to watch – action, thriller, crime, horror, romance, drama – that would click with the Indian audiences. The only pre-condition being that the movies that we get have to be hits in the countries that they were made in,” she explains.
which has helped it consolidate and develop a service & distribution network, which supports its numero uno position. In the last five years, Maruti has used the weapons of competitive pricing, with the launch of new models. An average sale of six lakhs cars per year and holding 50% of the market share can be largely attributed to the Consumer Management Process at Maruti, which has further added life to its Rs.50 crores accessories market (expected to grow to Rs.100 crore by 2011). Surely, Maruti has some processes in place to boast about! 
status-quo, playing safe… willing to wound but afraid to strike… is that the real situation? It’s a tough call. At one level, there has certainly been a conscious effort to keep pace with the new woman. However (as Swapan perceptively points out) to go the road less travelled, be bold, audacious and break new ground by embracing uncomfortable (and unspoken) real life issues in terms of contemporary realities is – alas –something that is, almost, zilch.