Showing posts with label iipm-press. Show all posts
Showing posts with label iipm-press. Show all posts

Wednesday, June 05, 2013

Countering terror with sticks

Questionable decisions by para-military bosses in Kashmir have endangered jawans' lives, says Mayank singh

While India’s chattering classes wage a seemingly endless battle against corruption and its elite celebrate the country’s growth trajectory popping champagne on ice, out on the frontiers its brave men from the para-military forces are putting their lives on line in what is turning out to be a campaign which is both brave and foolhardy. Brave because they are willing to do whatever is expected from them unmindful of the costs involved, their lives included, and foolhardy because they are being asked to accomplish a job that seems impossible – countering highly motivated, trained and armed terrorists with wooden sticks that would come handier walking pets than defending the country’s sovereignty!

“Mismanagement by senior officers, an utter lack of foresight and blatant violation of standard operating procedures (SOP) is why jawans are getting martyred in the line of duty on a daily basis in Jammu and Kashmir,’’ confides a senior officer.

Two recent incidents typify this callous neglect in the Kashmir valley. On March 13 this year fidayeens or suicide bombers entered the Bamina area of Srinagar and mowed at will CRPF jawans who had been ordered by the state police to report in riot control gear – which constitutes essentially of a wooden stick or a lathi and a padding to cover their bodies.

Naturally, questions are being asked. In a situation as volatile as the Kashmir valley, who in the Jammu and Kashmir police, as well as the CRPF, thought it prudent and conducive to let their men get into riot gear? What good is a riot gear when confronted with sophisticated assault rifles and improved explosive devices (IEDs)? Classified documents in possession of TSI reveal that against well laid down SOP, it is the local police which is ordering central paramilitary forces. The SOP lays down the bottom line: no operational strategy can be dictated by the local police and has to be made necessarily in consultation with the Inspector General of CRPF and the other paramilitary forces deployed in the region. The documents clearly establish this breach of protocol coupled with a deeply flawed analysis, essential to counter terror. Two orders were issued by the IGP Kashmir (IGPK) on February 9 and February 11 this year. In the February 9 order addressed to CRPF, the IGPK directed the induction of five CRPF counter-insurgency (CI) operation companies and five training companies at Baramulla.

It read: “These companies shall be fully equipped with riot control gear, no personnel should carry any weapon.” Why should an IGP ask for specialist CI platoon to be armed with wooden sticks?

More to the point, on what basis are riots in Jammu and Kashmir equated with similar disturbances in other parts of the country where the Rapid Action Force (RAF) model of deployment is in force: one third of the company in lathi, one third with tear gas shells and one third equipped with rifles?

In the February 11 order, IGP Srinagar sent a signal to all paramilitary head quarters of the Srinagar Area, CRPF, BSF and ITBP to, “make sure that no fire arm is carried on by any law and order component.”

The situation reports accessed by TSI and the Incident Note of the BSF makes it clear that terrorists camouflage themselves with locals and take advantage of such orders at all available instances. Not surprisingly, they successfully struck twice within a span of eight days. The life of a jawan, apparently, is so cheap that an experienced commander can take arbitrary decisions and throw SOP to the winds. The situation report and incident notes – preceded by many such earlier observations - have said that terrorists are frequently using the civil population as shield to fire on para-military forces. Says one such assessment sent by CRPF on March 29, “After completion of law and order duty at about 1915 hours left for battalion head quarters. When our troops were crossing from Macchuwa bridge towards Karawalpora, all of a sudden few people started pelting stones at our vehicle from the right side and after few seconds a round was fired from the left side. So, while stone pelters engaged the troops from the right side, terrorists used rifles from the left.’’ It  adds: “Two of our constables saw a person who waved his AK 47 rifle at a group of five to six people running from the spot.’’ The BSF has a similar tale to narrate. On the March 29 incident, “at about 0730 hrs, while the vehicle in front moved closer to the Nowgam crossing, Srinagar, suspected militants suddenly opened fire on the 5-ton vehicle moving in the rear. By the time they (troops) could take position, the vehicle had moved in front of the Ahmad Hospital and militants had by then disappeared into the by lanes of thickly populated Nowgam area.’’

In both instances, troops did not fire as the collateral damage would have been heavy and would have proved advantageous to separatists groups in rallying people to their cause. In such dangerous situations, the use of lathi or wooden sticks is nothing short of harakiri and officers on ground stand accused of blatantly jeopardising the life of ill-equipped jawans by not allotting sophisticated weapons to them. After all it in on the directives of field commanders that the fighters are willing to take huge risks and the latest orders and its subsequent impact is certain to hit the morale of troops present there.

The Union government's Group of Ministers (GoM) on Internal Security has clearly laid down that “in operations against insurgency, militancy and terrorism, arrangements for coordination of operational planning, deployment etc., should be evolved by the senior most officers representing the central armed forces, in close consultation with the state police chief and officers of other concerned agencies.’’ In reality, it looks the other way round.

“If the situation has really improved, then why is a highly trained force with modern weaponry being wasted in Srinagar for law and order duties which could otherwise be dealt or ought to be dealt by local police? We need officers who not just appreciate the complexities but also have the gumption to take courageous decisions. Otherwise, counter terrorism and counter insurgency will always be fought as per the whims and fancies of officers without foresight, leading to continuous loss of lives,’’ says one reliable source, who adds that in the absence of accountability, really nothing will work.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall

Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
BBA Management Education

Saturday, April 20, 2013

Do ‘Megatrends’ mean ‘Megabucks’ for DuPont?

Post economic meltdown, Ellen Kullman, CEO – DuPont, has focused the company around innovation through science. The idea is to use DuPont’s formidable research capabilities to meet the needs of diverse growth markets. And that’s where the real challenge lies.

It’s not easy to manage a 210-year-old company – a company that is credited with having invented the modern business model. From an explosives maker to a chemical company, DuPont has reinvented itself twice since 1802 and is yet again in the process of doing it for the third time as it moves towards becoming what it calls “a science based discovery business”. But if one looks at the way employees are groomed at the Delaware-based innovation giant, it becomes clear how such a diverse conglomerate is stably managed.

Take the President, Chair and CEO – Ellen Kullman – for instance. Her ascent to the top has been quite unusual. As an amateur in the industry, Kullman joined GE where she got the chance of observing Jack Welch while working under the then GE Vice-Chairman Edward E. Hood Jr.. After selling CT Scanners for the US based multinational, Kullman moved on to DuPont in 1988. Within a decade, she was running the company’s titanium dioxide business. In fact, she became the first woman Vice President ever at DuPont, managing 6,000 employees and a business generating $2 billion. In August 1998, Kullamn was summoned by Chad Holliday (then CEO). He discussed the possibility of setting up a consulting business around DuPont’s safety practices and suggested that Kullman spearhead it. On the face of it, asking her to leave a key position and initiating something that was completely unrelated to DuPont’s core business areas was like saying, “We don’t need you here. In the meanwhile, try this new project till you get a real job.” After giving considerable thought (and despite her close associates advising her not to take the plunge), she accepted the offer and made the project a $6 million business. It is perhaps this sort of experience that made her an ideal candidate for the top job.

However, when Kullman became CEO in January 2009, the financial crisis had gobbled up growth prospects around the globe. In fact, the economic meltdown revealed that despite catering to a distinct set of customers, there were formidable cracks in the company’s business model. Net income for 2008 fell to $2 billion as against $2.98 billion in 2007. As the crisis unfolded, sales declined by more than 50% in some divisions. First quarter earnings per share in 2009 declined by 59% to $0.54 (compared to the same period last year) . From a high of $52.62 in July 2007, the stock fell to an all time low of $16.87 in March 2009. As a response, Kullman attempted one of the most radical restructuring initiatives in the company’s history. Through 2009, DuPont’s 23 business units were integrated into 13. The initiative resulted in a reduction of 2,500 jobs (primarily in the the motor vehicle and construction related businesses in Western Europe and US). By the end of the year, DuPont had achieved $1.1 billion in fixed cost productivity. Although it was a bitter experience, it gave management a chance to look at new opportunities. As Kullman puts it, “When we looked at the strategic level during the financial crisis we asked ourselves, where are we headed as a company?” One key observation was that the agriculture and nutrition business contributed $8.3 billion to revenues (amounting to 31% of total sales volume). Encouragingly, it was more or less insulated from the after effects of the financial crisis. As a result, DuPont decided to diversify from its key products – Kevlar fabrics (used to manufacture a wide array of blades) and titanium dioxide pigment – to heavily focus on the food and nutrition business by acquiring Danisco (a Danish producer of nutrition and health-related products and enzymes) for $6 billion. It also forayed into innovative markets like solar energy, enabling materials for electronic components, and enzymes that help turn crops, like switch grass, into energy. So what is it that is forcing a 210-year-old chemical giant to initiate such a big shift?


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles
 

Thursday, March 28, 2013

Towards More Globalised Highways

The Booming Indian CV market has been Seeing a slew of MNCs Lining up to be Among The Numbers. Can they do an Encore of The Script that played out in The Passenger Vehicle Segment?

Just months after the world saw the banking sector in developed countries in a hell bound state, slowdown blues made their way into the Indian market. However, much before the cautionary signals were made public, the commercial vehicle (CV) segment was already feeling the heat and the months ahead took the sector deeper into the woods. This gave credence to a well accepted viewpoint in the industry; that commercial vehicle sales are a barometer of economic activity.

The industry showed a decline in sales by 21.69% yoy for FY 2008-09 with the so-called highly profitable M&HCV segment dipping by 37.01% to record sales of 1.48 lakh units as compared to the 2.35 lakh units sold in FY 2007-08. While Ashok Leyland managed to sell only 47,632 vehicles in the same period with a decline of 37.34%, market leader Tata Motors also felt the heat and its sales declined by 22% to 2,33,843 units.

However, to the respite of CV makers and supporters of the ‘barometer’ analogy, the market took little time in taking a U-turn, as the economy stabilised and started moving back on the growth charts; well in time before the economy also made a strong rebound.

“There is a lot of scope in the CV segment and the projected healthy GDP growth rates also suggest the same,” says Rakesh Kalra, CEO, Mahindra Navistar. The recent budget highlighted the strong investment push needed to develop infrastructure in India and this would boost the demand for M&HCVs (16T & above) & LCVs (less than 3.5T). Domestic sales figures show a yoy growth of 34.18% for M&HCVs and 24.08% for LCVs for the period of April 2010-February 2011 as per SIAM. Three wheelers displayed a rise of 19.96% yoy for the same period. By all counts, such numbers do not hurt! In addition, taxes have not been increased on CVs in this year’s budget. It is not surprising, therefore, that a number of global players have made their entry recently, or are looking for a foothold in this space. Over time, MNCs have virtually dominated the passenger vehicles segment in India. Will they be able to do an encore in the CV segment?

When you look at the incumbents, it looks to be quite a daunting challenge, for the market is dominated by three large players. Tata Motors still holds the pole position with sales of 3,48,544 units and a growth of 22.36% during the April 2010-February 2011 period, followed by M&M that dispatched 92,768 vehicles towards Indian roads with a growth of 23.13%. So far, Tata Motors, M&M and Ashok Leyland account for more than 80% of the total market in India. When it comes to MNCs, the leading company is SML Isuzu (Swaraj Mazda’s alliance with Japanese player Isuzu) posted the best performance with sales of 10,444 followed by Piaggio with sales of 8,444 units. The Volvo-Eicher JV came next with 932 units, while Volvo Buses posted sales of 488 units.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

Friday, January 11, 2013

It’s a business deal

It’s a business deal. They have your asset (son) and you have the consideration (Rs.60 lakh)…

But Sanjay is bravely trying to pick up the pieces and move on. Speaking to B&E, a tormented Chawla turns philosophical and offers a few words of advice to fellow entrepreneurs and CEOs, “Law is technically reactive in nature, and it comes into picture, only after the crime is committed. Even the Government is trying to put in place a CISF security system for the corporates, but keeping in mind the population of India, it is practically impossible to assign a policemen or a security guard for everyone. Citizens need to be more proactive in nature...”

Given the dysfunctional nature of the law and order and police system in India, virtually every citizen is vulnerable to some kind of crime – from chain-snatching to car-jacking to rape and murder. But particularly vulnerable as ‘soft targets’ are CEOs like Anant Gupta and entrepreneurs like Sanjay Chawla and their near and dear ones. And almost everyone concerned with this “industry” agree that the danger will become even more potent and menacing in the months and years to come. “It’s a big business these days... and is constantly on the rise! And we can do little about it at the moment,” states V. M. Pandit, a former official of the Central Bureau of Investigation (CBI) who runs his own private security outfit. A top cop of Haryana Police, who has been privy to information regarding scores of kidnapping cases and who doesn’t want to be named says, “The number of rich businessmen and senior corporate managers is growing manifold every year. It is but natural for criminals to target them. The problem is, many such potential victims are simply not just aware of the simple steps that they and their family members need to take to prevent such crimes. You have to be proactively careful too!” (See Infographics)

Virtually every security expert agrees that there are three things that a family must do when a kidnapping has happened and the ransom calls start coming in – do not lose your cool, do not succumb too easily or too fast to ransom demands and always seek the help of a ‘professional’ who understands the psyche of the criminals.


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles.

Monday, December 10, 2012

RICK WAGONER: EXIT

32 long years did this Harvard MBA take to understand GM; one fine day it took the US Senate to fire him! No more gambles, Rick...

Then there are other issues that will keep you fresh in our memories. Your utmost detest for fuel-efficiency and your scrapping of the futuristic EV1 ‘electric car’ project wins you our fan cards! Really Rick, we admire your awareness, and the manner in which you forgot how the global auto market is more elastic than the US army. Afterall, you belong to the Harvard MBA Class of '77, right?

Oh yes, read your bio too – was interesting! Born: February 9, 1953, in Delaware, to George Sr. & Martha. Post-MBA, you chose GM over other lucrative jobs. Commendable! Your big break came in 1992, when the-then CEO Smith appointed you as the CFO. Your low-key lifestyle and the fact that you command a high popularity quotient amongst your employees, makes you most respected as a friend; but as a leader, there are complaints that you lacked that “ruthless streak needed to make the tough decisions required to bring GM back from the brink of bankruptcy.”

But Rick, we still stand by your ox-like faith in hybrids; an engine type which despite having existed commercially for 15 long years, accounts for a pathetic 2.15% of world automotive sales! Now 2.15% does not define majority, does it? But it’s ok Rick; poor mathematics is not a turn-off for us. But it sure did get your pants on fire, and we couldn''t do anything about it. [Sorry about that; for oil supply may be increasing, but water is really scarce in our parts of the world.]

Next, come to geography. Rick seriously, what were your grades in school? CEOs of manufacturing entities realised years back that shifting operations to emerging economies can help cut costs tremendously. You did too, but like the kid who skips homework, you jumped out of the window of sanity, and trashed your vision into the nearest garbage tank… and enjoyed playing football on American grounds. Oh yes, GM is an American legacy brand; how can GM cars be produced in emerging third-world, Hydrogen sulphide emitting lands? Well, thanks to your ‘Be American, buy American’ ideology, every GM vehicle produced in the past two years has cost GM $4,500 in just welfare cost. Rick, you rock! Your drained out industrial relation skills & super-confused branding philosophy have also put GM in a fix. Today, the cost of pension & healthcare per GM man-hour is a high $24 – a blood-freezing 100% more than at Toyota, Honda & Nissan! Now beat that!


Source : IIPM Editorial, 2012.
An Initiative of IIPMMalay Chaudhuri

For More IIPM Info, Visit below mentioned IIPM articles.

Thursday, November 22, 2012

Hey, did I click on hot-male.com?

Cyber squatters are opening ‘spoof’ travel sites mimicking real ones

It should come as no surprise that the online travel market has become the buzzword among cyber squatters. Cyber squatters have developed phantom travel sites (similar to genuine ones) to reap benefit out of this $2 billion worth segment. Cyber squatters are developing sites that are similar to generic sites (like indiatimestravel.com for travel.indiatimes.com and mytripyatra.com for makemytrip.com and yatra.com) in order to bluff the users. They further charge an exorbitant price and also provide sub-standard packages.

The story of clones, one guesses, has just started. A spoof site, ‘webcameron.info’ was developed within two days of the launch of ‘Webcameron.org.uk’, that featured the speeches and vision statements of United Kingdom’s Conservative leaders. Even Liberal Democrat MP Mark Oaten was a victim of cyber squatting as his rival hacked his site ‘markoaten.co.uk’ and directed users to his own site, thus stealing potential voters.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

Monday, November 19, 2012

Karan Mehrishi analyses why...

And B&E’s Karan Mehrishi analyses why...

AMD lost money dispite of being an intellectually driven company operating in a progressive environment. The world’s second largest semiconductor player lost close to $3.3 billion in 2007. Generally, analysts contend that AMD’s loss per share will be in the vicinity of $0.5–0.8, on revenue this quarter. The 15% fall in revenue has resulted in the lay offs involving over 1,500 workers by a company, which has a history of employee retention in even adverse conditions. AMD controls 23–24% of the semiconductor market, and was banking on the latest generation ‘Barcelona series’, which has been delayed for launch. With the worldwide semiconductor sales will not slated to grow more than 5–6% through the next two years, growth would be a major issue.

While the $7.7 billion losses reported by Merrill Lynch are basically due to the US housing slump and the mortgage crises, even Freddie Mac, which reported over $3 billion in losses, suffered due to similar reasons. According to their official press release, quoting Richard F. Syron, Chairman and CEO, Freddie Mac: “Without doubt, 2007 has been an extremely difficult year for the country’s housing and credit markets; and... we have been impacted by the deterioration in these markets.” Analysts ague that bad debts could have been a major issue here, as according to some reports, individual defaulters have increased. Explaining his company’s position, Buddy Piszel, CFO, said, “You can see the impact of these trends in our credit results and throughout our financial statements. Year to date, we have recognised $4.6 billion in net credit related items on a pre–tax basis.” Clearly, American companies have worse to come round the corner, what with the economic recession gathering speed faster than George Bush leaving office. Well, they can count on at least one person, me. Same time, same day, next year, as the California Governor so succintly says, and I quote, “I’ll be back!”

Read more.....

Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

Thursday, November 15, 2012

Rolling down the Razr’s edge. Ouchhhh!

Aren’t four months a tad too little to turnaround a troubled company drenched with losses?

Just last year, Fortune had listed him as one of ‘Corporate America’s next-gen leaders’. In a twist of fate, this year has only seen him fall from glory – becoming a victim of activist investor, Carl Icahn’s accusations being the latest! His ‘2009 turnaround blueprint’ for Motorola was questioned and tagged as ‘worthless’. And with mud-slingling reaching heights, a man’s efforts to turn around Moto – one who was also appointed by the White House to serve on Bush’s National Security Telecommunications Advisory Committee in May 2004 – was shamelessly criticised! With plans to split Motorola Inc. into two public entities (Motorola confirmed a plan to detach its distressed mobile phone unit from the remaining units on March 26, 2008), the fate of Gregory Brown, CEO, Motorola Inc. is also... in the line of fire!

Considering that his battery of problems have been his predecessor’s gift, one thinks it’s a tad to early to give him so much flak. Jeff Kagan, Telecom Analyst, who vouches for Brown, states, “I have watched Brown since the 1990s at Ameritech. At Motorola, he is reinventing the senior-level suite, which is good news. Can that change be driven through the entire company? That is the question...” Indeed, the message is clear – Moto needs a man like Brown to remain on its board if it seeks some positive changes ahead!

Post a bachelor’s degree course in economics from Rutgers University, Greg held different sales & marketing positions at AT&T. In 1987, he joined Ameritech where he rose to the rank of the President of Ameritech Custom Business Services and Ameritech New Media Inc. Then he served as the Chairman & ceo of Micromuse Inc. and was finally appointed as the President and coo of Motorola in 2002. With more than 25 years of high-tech know-how, Greg currently heads four different business divisions in the company.

Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

Monday, October 29, 2012

INDIA: CONNECTIVITY

Wireless networks are not enough

In a country with Internet penetration at just about 1%, we cannot afford to let a huge majority of our population miss the information age. Although the auctions of 3G spectrum may happen very soon, the real implementation would take a while, as thousands of base stations need to be set up and 3G enabled mobile devices need to be rolled out. Even then, speed will remain an issue. When we talk of rural India, we need to understand that with their very basic education, they would be needing more information in the form of pictures, videos, et al, rather than text; so the bandwidth requirements are huge.

Thankfully, there is hope that the government is going to utilise a part of its massive USO (Universal Services Obligation) fund, for which operators, and (hence customers) have been paying since 2002. The government plans to set up 5,500 telecom towers, improve fibre optic connectivity and provide all rural kiosks with broadband access, besides bringing in WIMAX services. This one-size-doesn’t-fit-all approach is immensely crucial to ensure that millions of Indians are able to stay connected.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.

 
IIPM : The B-School with a Human Face

Friday, August 24, 2012

THE WATER ISSUE AT PALAKKAD BEING ONE OF THEM FOR COKE

POST THE PAST PR DISASTERS FOR COCA COLA & CADBURY – WHICH THEY ENDED UP MANAGING WELL – THE CURRENT TIMES CHURN UP NEWER ISSUES, THE WATER ISSUE AT PALAKKAD BEING ONE OF THEM FOR COKE

Similar to Coca Cola’s earlier pesticide controversy, Cadbury’s worms’ issue will be a commonly cited case in consumer activism in India. The batch of Dairy Milk chocolates numbered 28F311 was special, one that Bharat Puri, then Director, Sales & Marketing, Cadbury India, would never forget all his life. Flashback to 2003 – from the four factories in India that churn out approximately 8,000 tonnes of chocolate every day, came those ill fated chocolates with batch number 28F311.

We are talking about the worm-infested batch that triggered a crisis for the company that had enjoyed a lengthy romance with Indian customers. Moreover, the timing of the controversy couldn’t have been worse as it was during Diwali (when Cadbury sells almost 1,000 tonnes of chocolates). The net profit for the year ended December 31 dipped by 37% to Rs.456 million compared to a 21% increase the previous year. John Bradley, author of ‘Cadbury’s Purple Reign’ and then head of marketing for Cadbury in Canada affirms, “The affected consumers were very upset, and we compensated them well, but their usual reaction was to shop for their chocolate elsewhere rather than organise Cadbury boycotts.”

Damage control wasn’t easy and the challenge in front of Cadbury was to be seen as a responsible and pro-active company to win back the lost sheen. And the company left no stone unturned. The company got a clean chit for its two plants from Maharashtra Food and Drug Administration and also started paying heed to logistical support. “My Indian colleagues persuaded the bean counters to not spare one rupee in the packaging solution,” adds Bradely. The team starting rolling out 360 degree advertisements by roping in Amitabh Bacchan because of the high level of trust he had with the Indian public. Bharat Puri even went personally to media offices across the country; meeting journalist and answering hostile queries with patiently explaining the issue. Apparently, this worked! Lesson learnt, honesty pays...


Friday, August 10, 2012

INDIA'S BEST GOVERNED STATES

“Support from Delhi, what’s that?”

Otherwise, do you get enough support from the central government?

Support! I want coal from Nagpur, it is close to Gujarat. If I can get coal from Nagpur, our electricity cost will come down. But they insist that I should take coal from Dhanbad. Salt is becoming expensive all over the country. Gujarat produces nearly seven million tonnes, 70 per cent of India’s requirements. Right now, 9 lakh tonnes of salt is lying unused. Why? Because we can’t send them, we don’t get space in goods trains. We ask for five wagons and we get one. The Centre has announced a grant of Rs 200 crore to save tigers but do you get to see lions? Why has the Centre not given a single penny to save lions? Is it because you find lions only in Gujarat?

You did not face such problems during the NDA regime?

Not just me. Nobody faced such problems. Today, almost every state has something to complain about.

In effect, what you are saying is that Prime Minister Manmohan Singh is troubling you. Right?

I have not taken anyone’s name. What I am saying is that one should not disturb the federal system and rise above party politics.

Who is the best chief minister in your opinion?

Everyone is nice. Nobody becomes a chief minister to do bad work. They all try to perform well. Sometimes they taste success, sometimes they don’t. It''s a matter of luck.