In the age group that attends class 9-12, only 32 per cent of the student population is enrolled in schools in India.
This leaves a gap of educational requirements for close to 77 million students, more than the entire student population of the US.
Private schools represent 20 per cent of all schools in India but take in close to 48 per cent of the student population.
About 45 per centof the graduates in India come from the humanities or social sciences stream.
The schooling market in India is currently at $30 billion and will grow to $71 billion by 2018.
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Leaders in transition reflexively rely on the skills and strategies that worked for them in the past. That’s a mistake, says Michael D Watkins, whose research shows that executives moving into new roles must gain a deep understanding of the situation at hand and adapt to it. To help them accurately assess their organisations and tailor their strategies and styles accordingly, he developed the STARS framework.
“STARS” is an acronym for the five common situations leaders move into: start-up, turnaround, accelerated growth, realignment and sustaining success. Thus, the model outlines the challenges of launching a venture or project; saving a business or initiative that’s in serious trouble; dealing with rapid expansion; reenergising a once-leading company that’s now facing problems; and following in the footsteps of a highly regarded leader with a strong legacy of success.
Picking the right transition strategy
By Michael D Watkins
Harvard Business Review, January 2009
Read this article at www.hbr.com
Many leaders taking on new roles try to prove themselves early on by going after quick wins — fresh, visible contributions to the business. But in the pursuit of early results, those leaders often fall into traps that prevent them from benefiting from their achievements. To succeed in their new positions, leaders must realise that the teams they have inherited are also experiencing change. Instead of focusing on an individual accomplishment, leaders need to work with team members on a collective quick win.
In a study of more than 5,400 new leaders, the authors found that those who were struggling tended to exhibit five behaviours characteristic of people overly intent on securing a quick win. They focused too much on details, reacted negatively to criticism, intimidated others, jumped to conclusions, and micromanaged their direct reports. Some managed to eke out a win anyway, but the fallout was often toxic.
The quick wins paradox
By Mark E Van Buren and Todd Safferstone
Harvard Business Review, January 2009
Read this article at www.hbr.com
The authors of this paper rely on organisational learning theory and strategic momentum research to examine the international merger and acquisition activities of a sample of S&P 500 firms. They hypothesise that the learning associated with a firm’s prior acquisition experience increases the likelihood the firm will engage in subsequent international acquisitions.
Results from a sample including company-country level data indicate that both prior domestic acquisitions and international acquisitions influence the likelihood of acquisitions in foreign markets by US-based firms. Prior experience with international acquisitions is more predictive of subsequent international acquisitions than prior domestic acquisition experience. Moreover, acquisition experience within a host country had a stronger influence on subsequent acquisitions within that country than other prior non-host country international acquisition experiences.
Learning by doing: Cross-border mergers and acquisitions
By Jamie D Collins, Tim R Holcomb, S Trevis Certo, Michael A Hitt and Richard H Lester
Journal of Business Research, 2008 Subscribe to this article at www.elsevier.com
Results from a sample including company-country level data indicate that both prior domestic acquisitions and international acquisitions influence the likelihood of acquisitions in foreign markets by US-based firms. Prior experience with international acquisitions is more predictive of subsequent international acquisitions than prior domestic acquisition experience. Moreover, acquisition experience within a host country had a stronger influence on subsequent acquisitions within that country than other prior non-host country international acquisition experiences.
How not to lose the top job
By Marshall Goldsmith
Harvard Business Review, January 2009
Read this article at www.hbr.com