This is a review of my book CorporateMOM Sustainability of Corporate Stability. I just received my copies. Going through it I shall give a brief view of how it has come out.
I used Mac Keynote for preparing this self-published book – CorporateMOM. It’s patterned on Gurucharan Das’s one-page report concept. I used 14pt Optima with Subtitles on every page. Content has to be compressed into a few words. There are 225 pages, interspersed with images and illustrations so the readers have a smooth and quick reading, Physics, metaphysics, and quantum physics are applied to deriving a robust management operating control system. Understanding the concepts is made pretty simple with charts supplemented by QR Codes that take you to a dynamic reading. You will never be bored like text after text with Times Roman 10pt.
After my first book, Corporate Citizenship and Sustainability: Measuring Intangible, Fiscal and Ethical Assets, I have learned this lesson to make a book interesting. My first book is purely theory – Physics, metaphysics, and quantum physics. I carried on with Podcast Episodes, 35 of them – dealing with a number of very critical areas in the practice of management.- Accounting Quality Audit firms, Accounting for Climate Change; Analytics of Scope 1, Scope 2, and Scope 3 parameters; IMF Transition to Green Economy – IMF World Economic Outlook Data Analytics., Suggestions on Draft National Policy to the Ministry of MSMEs, Corporate Governance Toolkit, etc. 35 of them that have attracted nearly 300k downloads. I have given them QR Codes that readers can go to any one of them. I have given also the number of countries viewers of podcasts as well as companies who have viewed my posts. Please have a look.
2. Ecosystem on the move. For the first time in history, certain positive signs are coming for a change. One is the opening of the New Parliament by Prime Minister Modi last week. He encouraged all to comment on a silent video adding one’s own. I did. Sengol was installed in the Parliament that I said: Q: Sengol – scepter not to rule but to justify our conduct. Let the New parliament usher in how men and women conduct themselves, not only reporting Fiscal but their conduct Ethical-cum-co-responsibility factors, making it mandatory for Corporate and Government Institutions. UQ
This is what CorporateMOM teaches – SOS Governance – Subject – Object – Self Governance Framework. Corporate is yet in the shadows of East India Company. Third-world countries are realizing it all. To quote Desmond Tutu: “We closed our eyes. When we opened them we had the Bible and they had the land.” Companies that follow SOS Governance principles are going to attract more business than many MNCs. I have included a case study on Volkswagen that is important for all companies to prepare an FEC Report – Fiscal, Ethical-cum-co-repsonsibility report.
3. Universities: Universities are in education. But today a seat in a good college demands a very high price for their parents, at least in India. Investment in a Business School must reflect on the graduates coming out with knowledge. The knowledge of how men and women in corporate conduct themselves. Since many companies including IBM, Apple, EY, and Wipro Foundation have evinced interest in CorporaeMOM, Business Schools would attract big companies at the campus placement. Wipro Foundation takes care of many schools and should popularize CorporateMOM at the school level. Management science is not complicated. Bring it up from the school level.
4. Regulatory Body installed in the Parliament – Sengol: What if the New parliament enacts a mandatory report filing of conduct in Ethical-cum-co-responsibility factors? In fact, it already exists under SEBI guidelines. CorporateMOM would help companies to stabilize and report on how the qualitative elements of management are measured. Are you ready?
CERN states, (a) subatomic matter not only performs an energy dance but also is an energy dance and (b) subatomic matter does not remain static. We shall restrict subatomic matter to protons, neutrons, and electrons for this work, which primarily establishes the connection between corporate and nature.
Corporate must innovate to be vibrant all the time, as Energy is liberated matter; matter is energy, waiting to happen. Waiting to happen is static a nd leads to NPAs. This book I have prepared with dynamic study of texts and illustrations, not static ones. For example, a Corporate Atomic Structure illustration is nothing but what you see as a static picture in your book. I have provided a QR Code that leads you to a 1-minute video on how CorporateMOM works providing a conceptual understanding of the subject matter. Similarly links to Bloomberg GEI page. Readers can have further confirmation or study on the subject with QR Codes by facilitating the reading of the Book: CorporateMOM.
Pictures convey supporting the context that readers would find easy. The book is not verbose text after text. Besides I have followed our management guru Gurucharandas in his 1-page report. Managers are busy bees, so I have structured the entire book by the 1-page report principle, completing the argument within a single page. There are 222 pages but each is unique.
Hardbound book I am releasing today. The soft Cover and eBook are released later today. My publishers say Hardbound book is made available only within India. I am happy with the publishers as it is cost plus + Royalty. I don’t see ny price difference between the Hard and soft covers except for a few rupees. Here is the link.
Podcast Episode 34: Snapshot 6: Book in the process: Fiscal and Ethical Assets – the stability factor – CorporateMOM – Sustainability of Corporate Stability
I am adding a couple of pages of how I am readying for the publication of my book before the end of April 2023.
A spontaneous urge to action rather than inaction’ Volkswagen Group – Change of guard – 2022. While I am presenting what Matthias Müller set the priorities vis-à-vis what Herbert Diess has done on the paradigm shift based on Annual Report 2021, I find from Annual Report 2022 a further change. Quote: The Supervisory Board meeting on July 22, 2022, focused on the composition of the Board of Management of Volkswagen AG. We resolved at this meeting to appoint Dr. Oliver Blume as the Chair of the Board of Management of Volkswagen AG effective September 1, 2022 and agreed with Dr. Herbert Diess that he would step down from this position at the same time. Unquote.
1. Fiscal Responsibility – What You owe your company. You create the Fiscal assets for your company. Stays with the company forever. Priority #1: Customer Satisfaction, #3 Change in Organization Structure: and #5 Strategy 2025 deals with this.
2. Ethical Responsibility – What You owe yourself – You create ethical assets for your company that stay with you forever. What you create for one company you can carry to another. Priority #4 Establishing Corporate Culture would represent this.
3. Co-Responsibility – What You owe the society – an identity with ethical responsibility, that by which corporate infers and society teaches. Priority #2: “Uncover the truth and learn from it” would fit into this. Unquote
I sincerely hope Dr. Oliver Blume continues with the T4I Together for Integrity that Dr. Diess has initiated. I will do the follow-up analytics later. This book which is under preparation is critical for corporate stability. Sustainability of Stability is what we are looking at, through the prism of Women’s Empowerment.
Dr. Herbert Dies’s initiative is what every company must look to. His contribution to the corporate world is quite great, really great. I am sure Dr. Diess’ capability is used by other companies and groups. Piech and Porche will all come and stay and not leave their fiscal assets whereas Dr. types take their ethical assets wherever they move. The 21st century is on the move. Attrition of value is for Dr. Oliver Blume to take note of.
Big firms must take note of it what Keynes says: “Even apart from the instability due to speculation, there is the instability due to the characteristic of human nature.” SOS Governance will set right the current ecosystem.
CorporateMOM turns April Fool’s Day to Goal Congruence Day
April Fool’s Day * •April Fools’ Day or All Fools’ Day is an annual custom on 1 April consisting of practical jokes and hoaxes. * •Is an important day for Corporate India and the Government of India. On this day New Fiscal Year starts, and the old one comes to a close.
Closing the books – Beating Retreat ceremony * It is a frantic day. Scope 1 parameters spoil the broth. Upstream companies could not hold their fixed costs. * It is matched with our own fixed costs that had gone awry, despite frantic efforts in the last month. * Every company on this all Fools’ Day plays the game of passing the buck.
Profits, profits, profits * The CFO team is the most important on April 1st. Drums and bugles herald the New Fiscal Year. ERP is ready. Let us look to the future, not the one that had gone away. We can’t do anything now. * Journal entries after journal entries are passed. Profits, profits, and profits do not match the expectation. Worried faces wonder what would happen in the stock market, when would the bankers start crawling back to our office. Ha foolish to be an accountant, sighs the CFO on this eventful All fools’ day.
Emergency kitchen cabinet meet * CEO, the retinue of VPs, and the CFO call for an emergency meeting of the kitchen cabinet. Adverse variances analytics make each VP jump and accusing the other responsible for the All Fools’ Day. * CEO dismisses all but one. * Can we do something? Our reputation is at stake. * CFO returns and journal after journal entries passed are reversed. CEO comes to CFO’s office. A new recipe is put forward. CEO nods ok. The cooking is complete. Reputation restored.
Reality Check Flat Organization Structure
* My book extract: * For decades, the structure has remained the same. The platform is a unidimensional organization that runs from procurement to manufacturing to sales and every other structure. It comprises the board of directors, CEO, and vice presidents. All form part of a flat organization, with all the eggs in a single basket. The results are completely anarchic. Where every individual is different, each is different in different places. In any organization, you see how each individual is governed by their own idiosyncrasies. There is no corporate goal congruence. What is comprehensible in an organization is how incomprehensible it is. Corporate must shake themselves free from the “earth is as flat as a trencher” outlook.
My experience Forestry Operations * My book extract:
Working on wood accounting while I was a forestry operations accountant of WIMCO (a subsidiary of Swedish Match Company) in Mysore, in the south of India, also served as an interesting perspective. The Mysore branch supplied wood to two WIMCO factories—one in Ambernath (near Mumbai) and another at Chennai (in Tamil Nadu).
* My book extract: The accounting year for WIMCO was January to December whereas forestry operations took place between September and April, on the basis of the monsoon. So, at the beginning of an accounting year in January, factory costing would have to take note of wood felling from one season of the current season (September previous year to April current year) and 4 months from the next season (September to December current year, as part of next season September current year to April next year), which is unpredictable. It is unpredictable, as the foresters mark the trees for felling for the next season and start their work in the following September.
* My book extract: I introduced a cost accounting method called the likely ultimate cost (LUC) for the factories to get a uniform cost throughout the year so that their monthly profitability statements would not fluctuate from month to month. LUC is the cost figure related to the end of the accounting year charges for the wood supplied but a standard cost from the beginning of the year. This LUC helped me in projecting a figure for the future and bringing it to today’s level in the form of compound annual growth rate (CAGR) and compound annual reduction rate (CARR) converted into CDGR and CDRR (D-Daily), which you see in CorporateMOM.
CorporateMOM adopts CAGR and CDGR When we discuss Scope 1 parameters to be met it extends to 2030, 2040, 2060, and 2070 targets to be met. CorporateMOM converts CAGR to CDGR or CARR [Reduction Rate] to CDRR. That’s Daily. Keeps track of every component that makes up the targets.
CorporateMOM adopts CREAM Report Playing an ODI Cricket
In my case study of HUL P&L and Balance Sheets are analyzed from 2007. In one year when they switched to the April fool’s Day Fiscal Year the number of days for the fiscal year was 457. Revenue or consumption per day was analyzed for uniform day-to-day ratios. CREAM is an acronym for Corporate Governance, Risk management, Earnings, Accounting Quality, and Management Quality. Earnings are quantitative with 12 process blocks and the rest constitute 188 Process Blocks that are qualitative. When companies adopt CDGR it is like playing an ODI cricket.
My experience Shipping Construction
* My book extract:
I took up a consulting assignment for the Shipping Credit and Investment Company of India (SCICI) on cost accounting of shipping construction. SCICI was providing funds to shipowners at a low-interest rate (a third of the prevailing bank rates). There were three parties to it: the shipowner, the shipbuilder, and SCICI. Shipowners taking the funds from SCICI would divert them to other than shipbuilding in their group companies. SCICI asked me to bring out shipping construction stages so that it could release funds according to the stages completed. This called for a detailed shipping construction manual, literally.
* My book extract: While working on this, I found Japan’s influence on the scenario in shipbuilding most interesting. After World War II, an air force veteran in Japan was entrusted with the charge of shipbuilding. He went around the globe visiting various shipyards and found they were building in the same pattern as before, from laying the keel upward.
* My book extract: Being an air force man, he could not accept this practice and introduced the block development process of shipping construction. Different blocks constructed at the same time at different places and assembled at the shipyard reduced the time of construction substantially, from 16 years to 4 years. Placing an order 3 years in advance for items like the main engine, which would arrive in time for the requisite blocks, is an example of the kind of changes he effected.
CorporateMOM adopts process blocks technology * I adopted the shipping process block technology for the preparation of a CREAM— corporate governance, risk management, earnings, accounting quality, and management quality—Report.
In an organization, there are 200 open-ended process blocks. If there are 100k people in a company a 5-member team is formed of 20k teams. Each team is assigned specific tasks accomplishment – creative as well as action. Each member is yoked together but works independently.
CorporateMOM brings in Goal Congruence * Return on Intangible is the equation CorporateMOM provides. * Intangible is the effort and for each person the same capability that is 1 as the denominator. * Numerator is action or inaction brings a binary value for each person. * Each is a gold medalist. Silver and Bronze medalists strive to get gold in an organization, enabling the accomplishment of an infinite succession of finite purposes by controlling each goal. * That goal is the same for all, optimize capability, the Goal Congruence.
My Message Matter and Energy: The three laws CorporateMOM uses for Corporate Sustainability are: Law 1: Energy is liberated matter. We show under P&L and Balance Sheet. Law 2: Matter is energy waiting to happen. Raw materials to godown to finished goods stores to NPAs. Law 3: When anti-matter collides with matter it forms pure energy. That’s to say push Law 2 to Law 1. Each process block is dealt with under these three laws of the Universe.
Podcast Episode #31 CorporateMOM Calls the Banks for Spontaneous Urge to Action – Measure Cost Consequence Now, Now, Now. A Credit Suisse case study.
CorporateMOM Calls the Banks for Spontaneous Urge to Action – Measure Cost Consequence Now, Now, Now . A Credit Suisse case study.
CorporateMOM is a derivative of my IPR – IBCM – Inactivity-Based Cost Management: Activity has a Cost Incidence, whereas Inactivity a cost consequence. Measure Cost Consequence, Now, Now, Now.
Lessons we learn from Credit Suisse? 1. Unstable corporate architecture. 2. No Accountability: 3. No Governance
Let us explore how CorporateMOM looks at it.
CorporateMOM is already published with a Case Study on #Volkswagen. I shall present here an extract of the same that is relevant to the case study we are looking at – a case study on Credit Suisse, succinctly.
2. No Accountability: CorporateMOM deals comprehensively with Return on Intangibles.
3. No Governance CorporateMOM deals comprehensively with Subject – Object – Self-governance Framework.
I present here an extract from CorporateMOM – a Volkswagen Case Study.
Quote: 1.3.5. Governance – 1. Economic – Troika of entanglement – [Subject -Object – Self-] SOS -Governance 1.3.5.1. Volkswagen Case Study – a spontaneous urge to action rather than inaction’ On 28th October 2015 Matthias Müller, Chairman of the Board of Management announced the five key steps to realign the Group. They are stated as Priority #1 to #5. The webpage no longer exists. Matthias Müller was replaced in 2018 by Herbert Diess Chairman of the Management Board, CEO, and Chairman of the Volkswagen Brand Board of Management. For the sake of the sustainability of responsible policies, I am keen to go from what Matthias Müller had planned then and assess what Volkswagen Annual Report 2021 has come out with.
Priority #1: Customer Satisfaction Priority #2: “uncover the truth and learn from it” Priority #3: Change in Organization Structure: Priority #4: Establishing Corporate Culture Priority #5: Strategy 2025
We will take the stock of the situation in VW Group based on what Matthias Müller had intended to do with this set of 5 Priorities. Unquote:
VW and Credit Suisse Case studies compared:
Priority #1: Customer Satisfaction
CorporateMOM case study on #Volkswagen 2021 is an eye-opener. VW has done well in scoring well on Priority #1.
But it has taken 6 years. Credit Suisse shall note that customer satisfaction takes time but the process must start now, now, now. Policy making, Policy Accidents, and Policy Politics need to clearly made and tracked.
That depends on focusing on Priority #2 to Priority #5.
Priority #2: “uncover the truth and learn from it”
My study on #Volkswagen reveals a big thumbs down.
Credit Suisse is in a better position because the top brass has come under a different top brass – UBS. Whereas #Volkswagen has to continue the journey with the unchanged Supervisory Board. The job undertaken by Dr. Herbert Diess who changed VW is quite remarkable, given the circumstances under which he had to function.
For Ralph Hamers Group CEO of UBS Group AG, Credit Suisse is nothing but a plug-and-play USB for UBS. Priority #2 when done well would get a thumbs-up sign from CorporateMOM.
Priority #3: Change in Organization Structure:
My Comment on #Volkswagen: Priority #3: Change in Organization Structure: – This is the crucial aspect of a company to bring abstractions into reality. Governance must be managed. When there is attrition of values how do we control the gradual decline of morality? Changes in organizational structure must reflect in the corporate value system.
For Credit Suisse: hierarchical one-man call center be scrapped. Establish Corporate Atomic Structure in the same pattern as the Universe. 1. It assists individuals to accomplish tasks in an infinite succession of finite purposes., by controlling each goal. 2. It provides you with everlasting benchmarks and metrics, aiding your strategy Planning Process. 3. Delineation of responsibilities between the troika of entanglement – The Board, The CEO Team, and the Society. 4. Matter and Energy well calibrated.
Priority #4: Establishing Corporate Culture
A culture is a function of true knowledge of awareness, an identity with ethical responsibility, that by which corporate infers and society teaches.
From Volkswagen Analytics:
1.3.11.4: Code of Collaboration and Together4Integrity
The Code of Collaboration, along with our integrity and compliance program Together4Integrity (T41), is a central pillar of the new Group strategy NEW AUTO. This Code describes how collaboration is to take place within the Group and between individuals in their day-to-day work. Its core values are encapsulated in the terms “genuine”, “straightforward”, “open-minded”, “as equals” and “united”. T41 brings together all activities relating to integrity, culture, compliance, risk management, and human resources, creating • common path toward a new corporate culture. Unquote
Good initiative by Volkswagen. Credit Suisse shall adopt similar initiatives.
Return on Intangible.
For Credit Suisse: Priority #4: Establishing Corporate Culture: Return on Intangible. : CorporteMOM provides you with Return on Intangible. Is an Equation: Numerator – Action or Inaction: Denominator – Intangible – Effort by one person. The denominator is common to all, each and every person of your workforce. That is Intangible bears a value of 1, equal capability.. The equation gets a binary value of 1 or 0 based on Action or Inaction. Performance or contribution by each person is Measured.
Priority #5: Strategy 2025
From Volkswagen Analytics:
Quote: As the new Group strategy NEW AUTO is currently being concretized and enhanced, the content of the KPIs and the correspondingly adjusted targets for 2030 in the target dimensions are still being determined. As part of this, the relevance of the KPIs will be reviewed at the Group level and their focus will be continuously monitored and adjusted as necessary. Unquote.
My comment: Strategy 2030 is the next stage. For a company like VW group Scope 1, Scope 2 and Scope 3 parameters are crucial for undertaking the fiscal responsibility to its natural growth and expansion. At this juncture, VW Group has taken it forward impeccably.
The next stage is the Action process how the efforts are greater. Efforts are of the people. This calls for a different denominator than the Return on Investment. So Return on Intangible is the solution.
For Credit Suisse: Priority #5: Strategy 2025: CorporateMOM – Strategy blueprint in 6 Stages of the strategy planning process – 0. Dream, 1. strategy idea, 2. strategy communication, 3. strategy formation, 4. strategy formulation, and then 5. the strategy plan, comprising of the creative process as to how the Strategy Plan Credit Suisse – Transformation, is created.
Then to 6. our efforts greater is the action process. Get ready for Strategy Plan 2025 on a priority basis, by CorporateMOM MeRIT – Measure, Record, Implement, and Track.
Over to [Subject -Object – Self-] SOS -Governance Framework – for UBS – Credit Suisse.
Governance – Fiscal & Ethical-cum-co-Responsibility Framework – Troika of entanglement – [Subject -Object – Self-] SOS -Governance Sustainability Report – UBS Group AG – Credit Suisse
Summary:
Two groups: Fiscal and Ethical-cum-Co-responsibility Under Fiscal Responsibility:
1. Priority #2: “uncover the truth and learn from it” 2. Priority #4 Establishing Corporate Culture
We prepare a CREAM Report:
CREAM is an acronym for Corporate Governance, Risk Management, Earnings, Accounting Quality, and Management Quality.
If you look at the chart, Corporate Governance, and Risk Management comes under Fiscal Responsibility. Accounting Quality and Management Quality come under Ethical-cum-Co-responsibility. The net result of it is E which is Earnings.
When you look at the Corporate Governance aspects you are looking at several risk factors, as The OCC has defined nine categories of risk for bank supervision purposes. These risks are Credit, Interest Rate, Liquidity, Price, Foreign Exchange, Transaction, Compliance, Strategic, and Reputation.
Barring Reputation the eight would be under Fiscal Responsibility. The Reputation aspect of it would come under Ethical-cum-co-responsibility.
Looking at the chart you will notice Sustainability of Efficiency gives you profits whereas Sustainability of Value System alone gives Sustainability of Profits & Growth. It’s important.
Return on Efficiency and Return on Intangible
Return on Efficiency looks at the Object that’s Matter. Create Team Work. 4 from Fiscal Responsibility and 1 from Ethical-cum-co-responsibility.
You have Men + Women Equity created from Return on Efficiency and from Return on Intangible Ethical-cum-co-responsibility factors are accounted for.
Here I have given Ethical-cum-co-responsibility entire responsibility is given to women’s Empowerment, from where you get Women’s Equity. Women also work under Fiscal Responsibility where you get Men + Women Equity. Women’s Equity is on both sides Fiscal Responsibility and Ethical-cum-co-responsibility because Women have contributed or not participated in all these Boys only Club problems. Women hold the dual-responsibility.
If you look at Credit Suisse itself as well as you will find there is no mention of SVB and any of those banks that have gone bust, I have not seen any woman being indicated as being responsible for [the bust].
This is very important. We have about 200 Quantitative and Qualitative Elements of Management, Quantitative about 12 elements we show under Earnings. Qualitative we don’t show at all. The entire 188 Qualitative Elements warrant Women to take over Ethical-cum-co-responsibility factors.
That’s what CorporateMOM pulls in then you can easily find out in the Credit Suisse example. These are 10k teams as Credit Suisse has a 50k workforce with each team made up of 5 members. That each and every member from the janitor to the CEO and the Board knows what the work requirements are or what effort they put in to reorganize and completely change Credit Suisse to what it is today to what you would like to be as per Strategy Plan 2025 or 2030.
This you can measure by Return on Intangible, if you have 2025 CAGR put that as on today converting to CDGR – a Daily report – CREAM Report – of how things are moving further to reach the target. CAGR to CDGR of profits and growth targets.
That’s about it. I would very much appreciate Gender Equality being maintained, particularly in this Credit Suisse Framework – SOS Governance Framework.
My Message
CorporateMOM Calls the Banks for Spontaneous Urge to Action – Measure Cost Consequence Now, Now, Now A Credit Suisse case study –
Keynes’s Animal Spirits call for a spontaneous urge to action rather than inaction. The 50k workforce of Credit Suisse are the only people who can trigger their urge to act upon the 5 priorities SOS Framework has brought in. CorporateMOM downloadable files have all the building blocks necessary to construct value and deconstruct valueless of Credit Suisse.
Podcast Episode #30 CorporateMOM – Sustainability of Corporate Stability
CorporateMOM is Corporate Management Orbiter Mission. Corporate is the central pillar of the global economy but collectively the current eco-system has made it unstable. Make it stable. The mission is to make sure the Sustainability of Corporate Stability is ensured. That’s the purpose. There’s no different opinion among any as to stabilize the corporate management. The key word is sustainability, which is sustained corporate stability.
Lessons we learn from SVB?
Lessons we learn from SVB?
1. Unstable corporate architecture.
CorporateMOM deals comprehensively with Corporate Atomic Structure.
2. No Accountability:
CorporateMOM deals comprehensively with Return on Intangible.
3. No Governance
CorporateMOM deals comprehensively with Subject – Object – Self-governance Framework.
[Amazing isn’t it? Same issues as they were from Industrial Revolution – i 1.0, i2.0, i 3.0 and going on in i 4.0?]
Podcast Episode #21 SDG Goal#5 – Women Empowerment – Series 2 – CorporateMOM
CorporateMOM is Corporate Management Orbiter Mission. In series #2 I shall touch upon the role that shall be played by Women Empowerment. The case study undertaken is Volkswagen. I am giving the Volkswagen Fiscal-Ethical-cum-co-resposnsibility Framework.
There are 170 open-ended process blocks, a Subject-Object distinction of Qualitative -Quantitative Elements of Management that every company has. Quantitative is just about 12 that we show in the Balance Sheet and P&L whereas 158 qualitative elements such as code of good conduct or code of business principles or corporate culture we do not measure but ignore.
Volkswagen’s study of creating a framework that I am giving in this series #2, is critical for companies to progress. The classic case is Twitter. Herbert Diess has recognized and brought about the needed changes in establishing a value system within. @elonmusk should look into it. Not that Twitter is unique as every company must have a study of what Volkswagen has initiated and how CREAM Technology assists companies to grow.
Women’s Empowerment is important and that’s why CREAM Technology has come out with this Basic Course. Elon Musk shall follow Herbert Diess and Volkswagen is not a competitor by any stretch of the imagination. Investment in Twitter cannot be by RoI Return on Investment but by RoI Return on Intangible that CREAM Technology facilitates. Here I am with Series 2 – CorporateMOM how Women Empowerment brings stability to an organization through their Corporate Management Orbiter Mission.
My Message:
To err is human and to correct it is superhuman. That’s what Herbert Diess is. Germany after World War II had Konrad Adenauer reconstructing the nation from ruins. One is economic ruin and another is corruption as Kofi Annan says, an insidious plaque that has a wide range of corrosive effects on societies. PM Modi and Herbert Diess are of superior kinds in bringing value systems within their domains.
It can be accomplished not by catchwords but by Women’s Empowerment. CorporateMOM is an absolute necessity for constructing values in any company. I find Women’s Equity central to the 17 SDGs. Ensuring its success in each of the 17 SDGs is going to trigger a tectonic shift in the three spheres of influence – political, economic, and public life.
As I said in Lesson 1, we are living on a DIY Planet. Philosophers, Scientists, Economists, and Consultants are just advisories. As said in Strategy Plan Process, “Our Commitment Deeper and And Our Efforts Greater” ushering in Women Empowerment that truly would take corporate to greater heights.
Women Empowerment as a policy document must emanate from corporate whereas Women Equity is a MeRIT Tracker for Women that CREAM Technology offers in measuring, recording, implementing, and tracking women equity by each person. That’s all.
Podcast Episode #21 SDG Goal#5 – Women Empowerment – Series 2 – CorporateMOM
Podcast Episode #20 SDG Goal#5 – Women Empowerment – Series 1 – DIY
Podcast Episode #20 SDG Goal#5 – Women Empowerment – Series 1 – DI
In a series of short videos, I shall bring you the essence of Women’s Empowerment, an extract from what I have published on my site https://ibcm.in/homepage/ CorporateMOM
The Basic course is indeed overarching. Keynes’ Troika of Entanglement Moral, Hedonistic, and Economic aspects. Philosophers, Scientists, Economists as well as consultants as advisories. It deals with a case study on Volkswagen overarching again with SOS [Subject-Object-Self] Governance standards brought in. All roads lead to Rome as the saying goes for SDG Goal#5 Gender Equality which is Women’s Empowerment. With these short videos, I shall bring to you the purpose – Women Empowerment – the first of a series SDG Goal#5 – Women Empowerment – Series 1 – DIY
Snapshot from CorporateMOM – for full details downloadable files are made available at my site: https://ibcm.in/homepage/
This is from CorporateMOM – ref.: 1.3. Part 3 – Who Are You? G.I.R.L.S.: S – Strategy
Quote: Ladies and Girls,
Women’s Empowerment: Please note Women’s Empowerment – ask yourself who is to empower whom?
Women’s suffrage: 1. In the US: For women the right to vote, a right known as women’s suffrage, was ratified on August 18, 1920, ending almost a century of protest. 2. In the UK on the 10th of January 1918 the House of Lords gave approval for women over the age of thirty who met a property qualification to vote.
After women’s suffrage came into play what happened next? Nothing absolutely nothing. Women Suffrage once obtained what did the women get? Nothing. That’s because they didn’t have the plan to start with and thereby no plan of action to follow. Unquote. {My Podcast Episode #17]
That’s what this Lesson #1 brings to Women Equity, a plan of action to bring about a complete change in the principles of women’s empowerment. The Boys only Club is going to be the most benefited, for having CorporateMOM orbiting the Corporate Nucleus with the CEO Team.
Diversity:
Race, Nationality, Age, Ethnicity, culture, etc., etc., for women that we know of? This would exasperate women to no end. Take the example of a flight stewardess or accounts executive. Having been entrusted with the co-responsibility factors for overseeing value systems within a company why should we get into the Diversity factor? Women have to think in terms of unity in diversity not accentuate differences between them. Take note.
Equity: Women or Men Equity is the effort each person puts in and her/ his personal earnings out of their own performance. Ethical Assets are earned. It belongs to the individual and not to the company.
Inclusion:
Empowering women with the dual responsibility for creating fiscal and ethical assets would have a tectonic shift in corporate development and growth. The wise Board of Directors shall take note of it.
Code of collaboration and Together4Integrity are excellent policy documents that would energize companies around the world. Not only in VW but in any company when they adopt.
For implementing Sustainability of Value Systems women are naturally born with. CorporateMOM – Corporate Management Orbiter Mission – is the Strategy Plan with which women must go forward.
Podcast Episode 19 – Announcing Basic Course at Udemy: SDG Goal #5 – CorporateMOM – Women Empowerment
I am pleased to announce Basic Course on SDG Goal #5 Gender Equality which is now open at Udemy. Link: http://bit.ly/3GAJn9G
The crux of the problem lies with our ecosystem as adopted by Corporate for over 250 years. That’s what I did first. Establish a science of metaphysics with a logical structure like that of the well-established mathematical and natural sciences. It’s like zero being found as a number.
The troika of entanglement of Keynes’ Animal Spirits – Moral, Hedonistic and Economic – that plays havoc with corporate, is now brought under control by the application of metaphysics as a science.
SDG Goal #5 is extensively analyzed and shall pave the way for attending to the other 16 SDGs in the same manner. With Volkswagen, the case study corporate may focus on the troika of entanglement of Keynes’ Animal Spirits – Moral, Hedonistic and Economic – and not just economic. Women’s Empowerment is going to make a huge difference. Suggest corporate to go in for this Basic course and sponsor candidates for learning.
Podcast Episode 19 – Announcing Basic Course at Udemy: SDG Goal #5 – CorporateMOM – Women Empowerment
Selected Slides from Lessons 1-3 that I have placed at Udemy Online Courses for anyone to go for the Basic Course.
The purpose is Women Empowerment to attract “leadership at all levels of decision-making in political, economic, and public life”, which is the removal of inequality and get empowerment. Unlike Women Suffrage fought for gender equality for years and years but never got empowered. This time around would be the same if women do not get empowered. So the emphasis is Women Empowerment – Now, Now, Now.
What you see on this cover page is Fiscal & Ethical-cum-co-Responsibility Framework – Troika of Entanglement. VW case study gets you an in-depth knowledge of what to learn as well as unlearn from VW. Dr. Herbet Diess initiative is indeed superlative.
There are 170 open-ended process blocks for any company and you will notice Fiscal on one side and Ethical cum co-responsibility at the other. Fiscal occupies just 12 whereas E.C 152. Today every company runs on measuring the 12 and ignores the 152. This is the management operating system, for any company.
Keynes’s troika of entanglement of Moral, Hedonistic, and Economic aspects is analyzed. Troika of Entanglement means it looks into three aspects of inseparable constituents of the same component. Corporate looks into only one – economic.
If you look at the chart 12 process blocks are taken care and the critical area of Corporate management 152 are ignored. This is where I bring in Women’s Empowerment. Women’s Empowerment is an absolute necessity to come out of the current ecosystem. CorporateMOM is not the only way forward but the only hope for a tectonic shift very much warranted for corporate.
Philosophers, Scientists, Economists as well as Consultants are only Advisories. Corporations should realize we are living in a DIY Planet.
Podcast Episode 17 Learn How to Measure Women Equity – Gender Equality – Diversity, Equity, Inclusion – Project Nari Shakti
Prime Minister Modi said, “The more opportunities we give to women and to our daughters, the more we will reap the benefits from their contribution.” I fully endorse that view as Corporate would be the beneficiaries reaping profits and growth.
I find Women Equity central to the 17 SDGs. Ensuring its success in each of the 17 SDGs is going to trigger a tectonic shift in the three spheres of influence – political, economic, and public life. What CREAM Technology offers is measuring, recording, and tracking women equity by each person.
I shall start with a Basic Course for Women Equity that this podcast refers to next. The course study I am developing shall bring the womenfolks in particular the confidence to be aware of their responsibility for leadership at all levels of decision making leading in each of the 17 SDG Development Goals. They may not realize now that women equity is critical for the advancement of human endeavors. However, Corporate shall take note of it now in establishing value systems within their domain critical for development.
Project Nari Shakti Goal #5 Gender Equality is doable, as much as Garibi Hatao Goal #1 No Poverty was doable unless Corporate takes the lead.
Podcast Episode 17 Learn How to Measure Women Equity – Gender Equality – Diversity, Equity, Inclusion – Project Nari Shakti
Podcast Episode 17 Learn How to Measure Women Equity – Gender Equality – Diversity, Equity, Inclusion – Project Nari Shakti
Podcast Episode #16 – Operation Women Equity [OWE] SDG Goal #5: Gender Equality: A tectonic shift in the corporate management plate.
Podcast Episode 16 Operation Women Equity [OWE]a tectonic shift in the corporate management plate. In my series of podcasts on Practice of Corporate Sustainability, I have chosen for this episode #16, SDG Goal #5 Gender Equality. I had a good insight into the subject matter thanks to How-stock-exchanges-can-advance-gender-equality report from Sustainable Stock Exchanges Initiative as well as Bloomberg Gender Reporting Framework GEI. I looked at Gender Equality as a capability Model.
Applying the capability model concept for Practice of Corporate Sustainability, I find a great opportunity for Women Equity to blossom and support companies around the world, for I find their capability is unique and different from the menfolks. When I mention Operation Women Equity [OWE], a tectonic shift in the corporate management plate, it’s not an exaggeration. renaissance of the capital market is bound to happen.
Going through the Capability Model you will find Women Empowerment a misnomer, Empowerment by whom on whom, for I find amazing capability and contribution from women for Corporate – in the most critical area of corporate sustainability – governing and ensuring Sustainability of Value System – women bring the needed stability.
Podcast Episode #16 – Operation Women Equity [OWE] SDG Goal #5: Gender Equality: A tectonic shift in the corporate management plate.
Podcast Episode #16 – Operation Women Equity [OWE] SDG Goal #5: Gender Equality: A tectonic shift in the corporate management plate.
This is a review of my book CorporateMOM Sustainability of Corporate Stability. I just received my copies. Going through it I shall give a brief view of how it has come out.
INVITATION TO MY KEYNOTE ADDRESS ON MEASURING, RECORDING, AND TRACKING OF THE SOCIETAL CHANGES – Project YugParivartan Global Summit 2022
INVITATION TO MY KEYNOTE ADDRESS ON MEASURING, RECORDING, AND TRACKING OF THE SOCIETAL CHANGES – Project YugParivartan Global Summit 2022
Podcast Episode #13: INVITATION TO MY KEYNOTE ADDRESS ON MEASURING, RECORDING, AND TRACKING OF THE SOCIETAL CHANGES – Project YugParivartan Global Summit 2022
The Draft National Policy for MSMEs contains four issue areas:
Need for Policy,
Vision,
Objectives
Action Areas.
In addition, there are six annexures, ranging from Recommendations, RBI Committee Findings, International Best Practices, States initiatives, Regulatory Framework, Access to Finance/technology, Inter-country reform on MSMEs.
Looking at it from the CREAM Technology points of observation, the Draft National Policy is analyzed and my suggestions are submitted to the Ministry.
CREAM Technology is the unified theory of management that establishes the interactions between policies, practices, and the society like that of the well-established mathematical and natural sciences, with a logical structure. The Draft National Policy for MSMEs, therefore, is critically looked at, as to the beneficiaries who are the 110 million workforces of the MSME sector., who make up a major chunk of the Society. The societal changes are brought into focus and the policy accidents and policy politics that have mired the MSMEs are converted into a fundamental force to be reckoned with, of the Indian Economy.
Podcast Episode 10 Suggestions by CREAM Technology on Draft National Policy – the Ministry of MSMEs.
Podcast Episode 10 Suggestions by CREAM Technology on Draft National Policy – the Ministry of MSMEs.
Podcast Episode 10 Suggestions by CREAM Technology on Draft National Policy – the Ministry of MSMEs.
Certifying Scope 1 entities by CREAM Technology – Transition to Green Economy.
After a successful launching of my podcast series, 8 of them so far I am quite impressed with the response-nearly 200,000 downloads, from countries around the world – including China, by almost all top-notch companies such as Intel, Google, Microsoft, TCS etc. etc.
The CREAM Technology platform is established with the saying from my native language Tamizh, யாதும் ஊரே, யாவரும் கேளிர்; தீதும் நன்றும், பிறர் தர வாரா: [Yaadum Oorey yaavarum kelir, theethum nanrum pirar thara vaara] meaning any town in the world around is my town, anyone anywhere is my relative; bad or good does not arise from a third-party, is all my own making:
The podcast episodes have covered every bit of management science, with everlasting benchmarks and metrics. Here I am offering to consult to all, companies to nations alike. Today CO2 emission stands in front of us commandeering the transition to the green economy. Tomorrow it could be unemployment or poverty. CREAM Technology Platform covers all 17 SDGs uniformly.
In Oct 2020 I prepared 5 Steps to Nirvana, detailing Gujarat State GSDP – $1.5 trillion 2024, a template for GDP – GNH Combo. The figures for 2024 are valid even today and can be reached but the five steps to Nirvana are crucial for success. Companies on the same basis shall prepare 2030 targets and connect to the state level or national level GDP – GNH targets vis à vis 2030, 2050, 2060, 2070 targets of decarbonization protocols.
Nirvana is the state of the cessation of suffering and its causes. The Society looks toward industry to initiate the process. The 5 steps are:
Podcast Episode #8: RFP – Dynamic Database System, for I 4.0, CREAM RATINGS Platform.
CREAM is an acronym for Corporate Governance, Risk Management, Earnings, Accounting Quality, and Management Quality.
I propose to construct two Modules – 1. Self-development Goals and 2. Strategy Plan 2030.
Self-development Goals – set your goals set your targets and go and get it. Two kinds – creative process and action process – create an IPR or accomplish the tasks you have set. Unleash your energy. Leading to GNH Index computation.
Strategy Plan 2030 – This is an extension of self-development goas taking to the workplace. Set targets and reach them, as a team yoked together but work independently. Leading to GDP computation. Unleashing energy is the new form of capitalism, rather it is capitalism. Toward transition to Green Economy transforming people, particularly the MSMEs, 63 million of them in India alone, effecting the Societal changes. Return on Intangible is the EPP – Effort per Person – heralding the transformation of entire systems of production, management, and governance. With Metrics and Benchmarks that would remain unchallenged, forever.
Podcast Episode #8: RFP – Dynamic Database System for I 4.0
Podcast Episode #8: RFP – Dynamic Database System for I 4.0
Ref. Podcast #5: Whitepaper on Accounting for Climate Change https://bit.ly/30sTQBj LinkedIn
Podcast Episode #6: Strategy Paper for a Dynamic Database – CO2 Emission – Scopes Compliant Entities – I provide you with creating a robust Scope 1 Company.
Microsoft warns: Given this broad range, a company’s scope 3 emissions are often far larger than its Scope 1 and Scope 2 emissions put together.
CISCO Sponsored STL Partners: Scope 3: The challenges and limitations of scope 3 reporting mean that, despite it being the biggest contributor to an SP’s carbon footprint, it is also the most nascent area in terms of measures being undertaken to reduce it.
A systematic measuring system is what CREAM Ratings give you.
I have analyzed Bristol Myers Squibb KPIs and how they are brought to reporting on the CREAM Ratings Platform.
Dynamic Database – CO2 Emission, Scopes Compliant Companies – CREAMChain Database of individuals.
Find out, there are no Scope 2 and Scope 3 companies but only Scope 1 companies.
Based on my recent participation in the discussion hosted by WTE Forum I am pleased to come out with the Whitepaper on Accounting for Climate change as my podcast Episode #5. I draw my conclusions, based upon the talk by internationally acclaimed professors and scientists who were also part of the discussion on CO2 Emissions. I analyze CO2 data Total by country as well as per capita but present what the scenario would be by per square KM area for two sets of stats. Then deriving upon the speaker’s expertise in this field I corelate how South Korea, Japan and Germany will find it more difficult than other countries. I offer this white paper on Accounting for Climate Change. I offer a solution based on my IPR on CREAM Ratings – CREAM – Corporate Governance, Risk Management, Earnings, Accounting Quality and Management Quality. In addition, what I am currently working on for a client on the MSME platform for given criteria would include how to align the 63 million MSMEs into Scope 1,2,3 compliant units. The best shot is EPP – Effort per Person derivation that would surely bring down the CO2 Emission. Have a good read. Thanks.
Whitepaper on Accounting for Climate Change
Whitepaper on Accounting for Climate Change Podcast Episode 5
CREAM Ratings Podcast Episode 5 Accounting for Climate Change
Klaus Schwab: There are three reasons for the arrival of the Fourth Industrial Revolution: velocity, scope, and systems impact. And the breadth and depth of these changes herald the transformation of entire systems of production, management, and governance.
Keith Farlinger of BDO – Dreams aren’t about seeing opportunities, they’re about seizing them – and they’re not about today, they’re about tomorrow.
Jayar: The Audit profession has been rendered ineffective by becoming a caged lion, by building the cage themselves strenuously. Come out of the cage. The Audit profession has to take back control of GRACE – Governance, Responsibility, Authority, Credibility, and Enablement as well as equip to measure qualitative elements of management, that are the Ethical Assets of a company.
CREAM Ratings is the catalyst, for the stability of the I 4.0.
Dream you should by CAGR and account for it by CDGR – Measuring the cost consequence, Now, Now, Now.
I commend BDO by Global Review 2018. Big audit firms shall lead by example and guide the profession to glory.
Accounting for Dreams Podcast Episode 4
CREAM Ratings Podcast Episode 4 Accounting for Dreams
Please find the case study of handling Covid-19 by Col. Sridhar, a social issue well managed in a mature manner. Extrapolating the same on a national level we could have resolved many a problem without all the damage Covid-19 has inflicted upon us. It’s not too late though.
I emphasize the societal change in I-4.0 the Fourth Industrial Revolution warrants the change, in our handling of such issues that the industry shall take note of.
Post-Covid-19, there’s a need for Corporate Restructuring, Why the Board is entrusted with ethical responsibility? Where Universities have failed? Why the CEO Team struggles to set Goal Congruence? and How CREAM Ratings sets right the Sustainability of profits and growth? are the Q & A for the Corporate MoS.
I offer CREAM Ratings services for organizations to move at ease in the difficult forecasting scenario.
Project ELITE, Education & Learning – where individuals on successful completion would become CREAM Ratings Certified Professionals, capable of preparing a CREAM Report for the organization they work for – in different capacities.
Microsoft Corp. named Chief Executive Officer Satya Nadella as board chairman. Satya would continue to be the CEO. Is there a conflict of interest, is there a conflict of personal interest or is there a conflict of conscience vis-à-vis the Corporate Atomic Structure?
Visit creamratings.com and become CREAM Ratings Certified Professional, which addresses Project SEED – Social, Environmental, and Economic Development, the I4.0 The Fourth Industrial Revolution, and the societal changes that insights into Satya’s dilemma.
I am pleased to launch my website creamratings.com via LinkedIn.
I invite corporate managers to visit the site under my Project ELITE – Education, Learning, Implementation, Training, and execution.
The website has more than 100 posts in the last 11 years. I have added CREAM Ratings to it for the benefit of the Industry toward establishing Corporate management Operating Systems within each company.
CREAM Ratings Certified Professionals would carry them through Project ELITE for the organizations they would take part – as an employee, as a consultant, as an owner, as a member of the board of directors, as an independent director, as a stakeholder, as an Auditor, as a banker, as a University Professor, as an investor covering the entire gamut of stakeholders with Society topping the list.
The central theme is that I4.0 The Fourth Industrial Revolution would be of two factors: 1. Advanced Digital Technology and 2. The Societal changes. Corporate Managers would necessarily need to equip with the Societal changes that are crucial for the advancement of I4.0.
Thanks. LinkedIn has been an excellent launchpad for CREAM Ratings.
This is my weekly report #3, the science of metaphysics accelerating tech advancement in MES – Manufacturing Execution Systems, about the I4.0 the Fourth Industrial Revolution in the offing vis-a-vis CREAM Ratings.
Connecting the dots looking backward you will learn the flaws of very major ones in the second and the third industrial revolution. I build up looking forward to MES as a case study as to how the IT sector could bring about a change in the I4.0 – Tech Advancement and Societal Changes.
I am working on CREAM rating methodology via WordPress so that the knowledge reaches many individuals. This week I shall announce the steps to spread the knowledge to many without any fee but a commitment to learning would be done via the assessment methodology put in.
The Fourth Industrial revolution I4.0 will be led by Certified CREAM Report professionals. Sponsor your candidates. Then get a CREAM Report done for your organization, and I shall guide you.
Pleased to present, my Week 2 report, CREAM Ratings Correcting Corporate Fault Line. Is Fault Line, singular not plural? How a single factor could change the entire gamut of management, for the better?
The architecture of CREAM Ratings is described on a global level of 17 SDGs and then how at the micro-level the social, environmental, and economic development factors are fitted into.
How does it develop to finally button-hole on a singular aspect of management that needs a course correction and adopt what CREAM Ratings Methodology brings to the fore? Usain Bolt, Marathon Runner, Ben Jonson, and the Olympic committee vis-a-vis The Board bring the essence of corporate structuring.
Please see the LinkedIn post: Measuring the Intangible – Project SEED – Social, Environmental, Economic, Development. A CREAM Ratings Academy Presentation.
Pleased to attach the shorter version of my previous presentation on the same subject. This is about 8’ as against 59’ of the previous one.
GDP-GNH is a massive work but simplified approach on account of Intangible that is proved as a constant, an energy force, with a fixed value in a specified mathematical context, enabling the accomplishment of an infinite succession of finite purposes by controlling each goal, is a great boon to countries. What it means is that your profits and growth are well expanded with a sustainable value system in place.
Intangible is defined, as zero being found as a number.
So I am starting CREAM Academy to implement Project ELITE – Education, Learning, Implementation, Training, and Execution for ABC of CREAM Ratings. That is, A-Auditors, B-Banker, and C-Company who are yoked together.
I am planning for 1. CREAM certification, 2. CREAM Audit, 3. CREAM Strategy Plan, 4. CREAM Implementation and 5. CREAM Action Plan. Principle #1 is What gets measured, gets managed and sustainability factors, Fiscal as well as Ethical Responsibilities are measured, name it.
However, please see the trailer for Gujarat State GSDP of $1.5 trillion in 2024.
Hi thanks, WordPress community. It was a great response from you – I present here the salient points of my book via youtube. There are two parts to it 1. Intellectual Value Capital and 2. Action Value Capital. The first part expresses succinctly how the book is created so that you can use it for yourself and the company where you work. The second part is your action, based on how the book could assist you.
Firstly, the interesting aspect would be the difficulty you have put yourself in establishing ‘Goal Congruence’. In reality, you guys are fighting among yourselves instead of energizing each other. It is going to be an important aspect of management you must deeply think and CHANGE.
Secondly, there’s an SAP Case study. It does mention other companies too. Take note of it for all companies to correct themselves and get moving for the phenomenal growth of yourselves and the company you work for.
Finally, regarding Country rating? Talking of $5 trillion economies? Suggestions to Rating companies and switching on your triggering device. The New Global Brand Name – is YOU – THE CORPORATE CITIZEN.
Please have a look and let us discuss for development of individual, corporate, and country growth and profits.
Podcast Episode 29 International Women’s Day 2023: CorporateMOM – a snapshot
I am giving here a snapshot of CorporateMOM that breaks The Boys only Club Syndrome. You will see how Industrial Revolutions 1, 2, and 3 have led us. What’s in store in I 4.0? Corporate goes by only object governance. CorporateMOM provides a company with a tool to measure the Subject-Object-Self Governance aspects of Qualitative and Quantitative elements of management. There are 200 of them, as you will see from CorporateMOM, downloadable at https://ibcm.in/ 12 out of 200 are quantitative the rest 188 are qualitative elements of management.
CorporateMOM breaks the barrier by entrusting the 188 open-ended process blocks of qualitative elements of management to Women Empowerment who would hold the dual responsibility of the management of corporate affairs. This is very much needed for corporate to run smoothly with Ethical-cum-co-responsibility factors duly acted upon by women leadership.
CorporateMOM looks into in detail the Capability Model of Women Leadership by MeRIT: Measure, Record, Implement, and Track. Troika of entanglement – of Women – analyzed:
G.I.R.L.S.
G – SOS Governance – Troika of Entanglement – Subject, Object and Self-Governance. I -Inspiration: Troika of entanglement: Inspiration, Innovation, Imagination. CorporateMOM – Corporate Management Orbiter Mission by Women Empowerment. R – Responsibility: Troika of Entanglement: Fiscal Responsibility, Ethical Responsibility, and Co-Responsibility. L – Leadership: Troika of entanglement: Self-awareness, Self-control, Self-governance S – Strategy for Women Empowerment: Troika of Entanglement D – Diversity, E – Equity, I – Inclusion.
Women have immense capability as well as untainted by Keynes’s Troika of Entanglement – Moral, Hedonistic [the two traps for MEN], and Economic.
When a company realizes the potential aspects of Women then 188 out of 200 ethical cum-co-responsibility factors be entrusted to them in addition to the dual responsibility women would continue to assume. That is CorporateMOM – Corporate Management Orbiter Mission – that would take companies for smooth sailing with a ‘Goldilocks Effect. This is EPP – [GDP~GNH] Integrated Multiplier. GNH can come only when a value system is established in any company which can come only through Women’s Empowerment.
Podcast Episode #28 CorporateMOM – Effort Per Person – [EPP – (GDP~GNH)} Multiplier
In this Podcast Episode #28 – I am presenting CorporateMOM – Effort Per Person an [EPP – (GDP~GNH)} Multiplier – with a case study on GSDP $1.5 trillion 2024 – Gujarat’s Gross State Domestic Product (GSDP) – [The Blueprint] – prepared in Jan 2020, a review on what we proposed and how we disposed of. You can download the full analytics from https://ibcm.in/
Let me start with what Confucius said: When it is obvious that the goals cannot be reached, don’t adjust the goals, adjust the action steps. That’s how I would recommend for pitching on a CAGR of 419%. I would like you to go through CorporateMOM a case study of #Volkswagen. It had gone through a bad time due to bad decisions but has brought about a change, complete change, by adopting a Value System, what #Volkswagen calls T4I – Together 4 Integrity. Every company must go through the process.
Integrating development goals, all 17 SDGs of them connecting to the GNH Index, is crucial for societal changes. This UN article by Luis Collantes was written in 2012 but development goals GDP and GNH could never be integrated. One is quantitative which is GDP and the other is qualitative which is GNH. Hence, CorporateMOM – Effort Per Person – [EPP – (GDP~GNH) Multiplier should be taken ASAP and organizations must take it up further, lest we remain steadfast to the “earth is as flat as a trencher” outlook.
When we go through the number of companies involved under the Industry Group of GSDP the animal spirits when triggered bring about a challenge for accomplishing what we have not attempted before. That must be the start. Not just the states of India but very many countries around the world do suffer from such inertia. Leadership comes from within. Within a company, each person has to have the SOS Governance Responsibility. Have a go.
Audio Podcast Episode #28 CorporateMOM – Effort Per Person – [EPP – (GDP~GNH)} Multiplier
Podcast Episode #28: CorporateMOM enables Blueprint for $1.5 trillion Economy Effort Per Person – EPP the [GDP-GNH] Multiplier
I am giving here a snapshot of CorporateMOM that breaks The Boys only Club Syndrome. Corporate goes by only object governance. CorporateMOM provides a company with a tool to measure the Subject-Object-Self Governance aspects of Qualitative and Quantitative elements of management. There are 200 of them, as you will see from CorporateMOM, downloadable at https://ibcm.in/ 12 out of 200 are quantitative the rest 188 are qualitative elements of management.
I quote Dr. Radhakrishnan from Chandogya Upanishad: “Human mind is subject, to pleasure and pain, expands when praised, contracts when criticized, admires itself, and is lost in the masquerade.” Corporate is masquerading under the claim of secrecy, unwilling to publish qualitative data or shall I say they have no means of measuring the qualitative data. Measuring management quality, a repository of mandatory as well as nonmandatory rules and regulations adopted by a company is necessary. CorporateMOM provides you with an understanding of the concepts that shall assist companies to establish Corporate Management Orbiter Mission.
Corporate needs to be more mature, dropping the exaggerated machismo, that has not worked before and will not work in the future. We have seen from “Inside Job” of Charles Ferguson any number of incidents leading to the 2008 financial crisis.
CorporateMOM breaks the barrier by entrusting the 188 open-ended process blocks of qualitative elements of management to Women Empowerment who would hold the dual responsibility of the management of corporate affairs. This is very much needed for corporate to run smoothly with Ethical-cum-co-responsibility factors duly acted upon by women leadership.
![CorporateMOM enables Blueprint for $1.5 trillion Economy Effort Per Person - EPP the [GDP-GNH] Multiplier - A case study on GSDP Gujarat State Domestic Product](https://i0.wp.com/ibcm.in/wp-content/uploads/2023/02/Thumbnail-EPP-1.jpg?fit=1568%2C980&ssl=1)
