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...more than a century, Congo has endured slavery, poverty and destruction. And the end is not in sight. Along with humanitarian aid, there must be diplomatic reconciliation between Congo's east and west, scholarships for young Congolese people to study in Europe and the U.S., and firm agreements among Congo's neighboring nations to keep their armies away. As the story noted, elections will be nearly impossible at this juncture. But at least we can now appreciate the full extent of the horror these people have experienced all their lives. As we debate U.S. involvement in Sudan, perhaps...
...That's what happened to Gunjan Thiagarajah, 29, a sales and marketing employee at a biotech firm in Los Angeles, who graces this week's cover about India Inc. Last year Thiagarajah was a student in business school at UCLA when a friend invited her to a photo shoot with a stock photographer. She thought it would be a fun experience and a quick way to make $100. She had no idea that, through the process of stock photography, her face would become an international symbol for the future of India...
...change in ways similar to those that helped China attract foreign investment in manufacturing. India's rising middle class means companies now see the country as an important source of consumer demand. India has joined China as one of Nokia's five largest markets. According to tech-consulting firm Gartner, mobile-phone sales in India grew 42% in 2005 to nearly 30 million units, and sales are expected to quadruple by 2009. With so much potential, Nokia decided India was the best option for a new factory. "We became eager to get closer and closer to India," says Jukka Lehtela...
...Tata group's global clout means its chairman's thoughts on the world economy are worth listening to. The group comprises 93 companies, including the world's second largest tea business (Tata Tea); Asia's largest software firm (Tata Consultancy Services); a steel giant (Tata Steel); a worldwide hotel chain (Indian Hotels); and a sprawling vehicle-manufacturing arm (Tata Motors) that includes a bicycle factory in Zambia and a project to make a car selling for $2,200. Since Ratan Tata became chairman in 1991, he has multiplied Tata group revenues seven times to an annual $21.7 billion. Since...
...Ratan took over from J.R.D. in 1991. India was beginning economic reforms, and, with state-sponsored monopolies on the way out, the new chairman saw the need to overhaul the firm's culture. He raised the conglomerate's stake in all its companies to a minimum 26%. And he ordered each to meet performance targets to be first or second in its industry, and to meet quantified goals for leadership and innovation or be sold. Most shaped up. Tata Steel, for example, shed half its 78,000 workers between 1994 and 2005 using retirement and voluntary redundancies to lower costs...