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How Deepak Parekh Grew HDFC Group Exponentially
A MUST READ FOR ITS RARE, YET UNTOLD INSIGHTS, INTO THE STORY OF A SHAPER WHO BREATHED HIS OWN VALUES OF INTEGRITY AND ACCOUNTABILITY INTO THE DNA OF AN INSTITUTION, THAT STILL REMAINS TRUE TO ITS MIDDLE-CLASS VALUES. The 1970s in India were dark times of high tax slabs, land sharks and black money. When loans were a last resort meant for emergencies and buying a house was beyond aspiration, possible only at retirement, nobody was willing to bet on the repayment capacity of the ignored middle class, except one man. This invisible class went on to become the primary potential customer base for Housing Development Finance Corporation (HDFC). The rest as they say is history. While HDFC was Hasmukh Thakordas Parekh's brainchild, it was his nephew Deepak Parekh who shaped it. Parekh left a comfortable overseas job with a plum salary and exclusive perks to join his uncle's mortgage company at a 50 per cent pay cut. He nurtured HDFC to become India's largest and cleanest financial conglomerate-not just in housing finance, but later in banking, asset management and insurance too.
Labour, Employment and Economic Growth
"Discusses some key aspects in the interrelated areas of economic development, employment and structural change"--
HOW UDAY KOTAK BUILD A VALUABLE INDIAN BANK (HB)
INSPIRATION AND INSIGHTS FROM THE ACHIEVEMENTS AND CHALLENGES OF ONE OF INDIA'S GREATEST ENTREPRENEURS 'I have always held a deep belief that an institution like a bank must live forever. If what you have created does not outlive you, then you have failed. It is the true test of what you are building.' How did Uday, a scion of a well-established cotton trading family, break away from the ready nest-egg offered by the traditional family business to set up his eponymous Kotak Mahindra Bank, known for being one of the most expensive bank stocks in the world? 'How Uday Kotak Built a Valuable Indian Bank' recounts the story of a young man, brought up in a family with Gandhian values and a simple ...
The Made-in-India Manager
Who are Made-in-India managers? What do they do differently? Over the last fifty years, several Indians have occupied top positions in multinationals across the globe. Shantanu Narayen at Adobe, Satya Nadella at Microsoft, Padmasree Warrier at NIO and Sundar Pichai at Google- there are, today, innumerable instances of CEOs born and bred in India, helming S&P’s 500 companies. What accounts for such a prominent presence of Indian professionals across the world today? In The Made-in-India Manager, two stalwarts of Indian business and academics examine this little-studied phenomenon and present a compelling argument: that a unique combination of factors has led Indian management thought and pr...
A Biography of Innovations
R. Gopalakrishnan, the bestselling author of The Case of the Bonsai Manager, explores how concepts turn into ideas, which then become prototypes, models and products. Defining thought as the ancestor of innovation; as without thought, there could be no innovation, he explores the impending questions such as - What happens next? How can you take on challenges and keep your ideas relevant? The Biography of Innovation is the definitive book on the life cycle of new ideas and transformations.
How TCS Built an Industry for India
Based on interviews with Kohli and Ramadorai, the authors provide an insider's account of their grand vision of igniting India's IT revolution.
Bandhan
This is the story of Bandhan, the only bank that emerged in eastern India after Independence. Founded by the son of a sweet vendor, with a mere Rs 2 lakh, the sum total of his life savings. On 17 June, 2015, Chandra Shekhar Ghosh stepped out of the Reserve Bank of India building in Mumbai with the much-coveted banking licence, beating some of the country's top corporate houses. This moment compensated for all the frustrations that had come along the way. A year later, Bandhan Bank was launched with 6.7 million small borrowers. So, how did Ghosh build India's biggest MFI from scratch and then, along with his team, transform it into a universal bank? Bandhan: The Making of a Bank chronicles that journey. This is also Ghosh's personal story-of a boy growing up in small-town Agartala struggling with poverty, but relentless in his ambition to make it big. He battles competition, hostile moneylenders, a tough economic climate and the perpetual lack of resources. Nobody in India perhaps knows better than him the psyche of a small borrower and the alchemy of doing business with the poor, profitably. This is one of India's biggest entrepreneurial stories.
Accessions List, South Asia
Records publications acquired from Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka, by the U.S. Library of Congress Offices in New Delhi, India, and Karachi, Pakistan.
How Harsh Mariwala 'groomed' Marico
AN EYE-OPENING ACCOUNT OF HARSH MARIWALA'S VISION, MANAGEMENT STYLE AND ACTIONS TAKEN TO SHAPE THE ORGANIZATION Harsh Mariwala, just out of college, joined Bombay Oil Industries Ltd (BOIL) as the fourth generation scion in his family's traditional spice trading and consumer oil manufacturing business. He learned the key drivers of growing a profitable consumer product business on the field in the inhospitable hinterlands of Maharashtra and Gujarat-the first Mariwala to do so. Alongside, through reading and taking the initiative to learn from mentors, national and global, he soaked up the essentials of building sustainable brands and creating a multi-channel network in sync with the times. He demonstrated vision and leadership in transforming the quality conscious, traditionally run, family commodity business to a professionally managed, branded consumer goods giant-Marico-in the face of well managed international competition in the Indian market. Marico is today an emerging market multi-national with a noticeable presence in the domain of branded health and beauty products, making a difference to peoples' lives in 25 countries.
Handbook on the Working of Ministry of Parliamentary Affairs
This Handbook contains the procedures and processes followedfor transacting the business allotted to the Ministry of Parliamentary Affairs.
