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Publications - Seminars - Trainings


FHWS - Wertschätzung

by Arun Gairola


(German Article)


(Complete Issue)



Leadership+Management = Leaderment

by Arun Gairola, German article in


(German Edition)


(English Version)

Harvard Business Mananger, Ausgabe 2/2011  



Morgenthau 2.0 - Deutschland muss Agrarland werden


Artikel ?ºber Deutschlands Zukunft als Agrar-Weltmacht:


http://www.welt.de/debatte/kommentare/article10507050/Morgenthau-2-0-Deutschland-muss-Agrarland-werden.html



Das Unternehmen Umbauen


Manager sehen in der Regel ein, dass sie einen guten Trainer engagieren sollten, um Golf zu lernen und sp?§ter ihr Handicap zu verbessern. Nicht nur das; sie wissen auch, dass sie dazu das richtige Werkzeug brauchen. Und selbstverst?§ndlich wissen sie, dass sie vor allem selbst immer wieder lernen und ?ºben m?ºssen. Es w?§re sch??n, wenn Manager begreifen w?ºrden: Change-Manage-ment bedeutet einerseits einen Abschied von selbstverst?§ndlich gewordenen Gewohnheiten und andererseits das Lernen neuer Denk- und Verhaltensweisen; dazu ist mindestens ebenso viel Sorgfalt, Ausbildung und Aufmerksamkeit wie die richtige Ausr?ºstung vonn??ten.

Link: http://vcorp.de/files/HBM_Artikel.pdf



Shared Services

Shared services are those which a single entity provides to two or more different organizations (clients, business units, brands, agencies, etc.) in exchange for an agreed-upon price, quality and/or other key performance indicators with the goal of
¬?    reducing overall cost,
¬?    reducing transaction time,
¬?    improving quality through standard processes and procedures
¬?    taking non-value out and adding value to the organization.
¬?    Enhancing overall customer satisfaction


Link: http://vcorp.de/files/Shared_services_Artikel_Vcorp.doc



Co-creative Commerce

The truly smart companies, the ones that want to build for sustainable growth will realize there are four elements to economic success in the future.

¬?    Connectivity - Internet and Web Services
¬?    Content - Core-competencies, i.e. what we know
¬?    Context - Plug-n-Partnering: Applications-to-Applications for profitable B2B
¬?    Co-creativity - Seizing new business opportunities

Waterways, canals, the telephone and fax have all enhanced connectivity in their time.  Recently, the Internet and World Wide Web have given us a taste of a new type of connectivity, but it is only with the rapid development of the XML (eXtensible Markup Language) based ‚ÄúWeb Services‚Äù that we can truly experience B2B commerce.  Now we are gaining ‚Äúconnectivity-that-counts,‚Äù and we will be able to easily and rapidly daisy chain our individual core-competencies into clusters that indeed can contribute to solid profits.

The new context is now shaped less by Michael Porter‚Äôs model of strategic planning and management, but more by the new business opportunities seeded between our customers and their customers.  Our ability to plug-n-partner or network our unique core-competencies with other‚Äôs core-competencies will give us the ability to help our customers successfully fulfill their own customers‚Äô aspirations.

We cannot hope to rapidly seize these opportunities unless we learn to value the competencies of one another‚Äôs companies (content), connect quickly and easily using Web Services (connectivity) and leverage one another‚Äôs special talents within the (context) of new business opportunities.  This takes a special ability to see and value talent among and between companies so we can actively co-create new combinations of competencies to seize new opportunities. We see this happening in the automobile and aerospace industries where the prime companies work in cross-organizational teams with both suppliers and customers. For example, Boeing involved United Airlines mechanics and the engine makes in their design of the 777.  Innovation now happens as much between companies as within companies. And our entrepreneurial talents are even more in demand.  These are at the core of co-creative commerce, or co-commerce.

Link: http://vcorp.de/files/Co-creative_Commerce.doc



Doing Business in India

1. Introduction
Link: http://vcorp.de/files/INDIA_2008L.ppt

2. India like a drug
Link: http://vcorp.de/files/HBM_Interview.pdf

INTERVIEW: What makes the Indian manager tick and how do German senior managers come to terms with the Indian subcontinent?

Arun Gairola, Top Management Coach and Professor for Business Management in Germany, gives an insight into the thought processes
and actions of the people in the subcontinent. The interview was conducted by Dr. Cornelia Hegele-Raith, Editor Harvard Business Manager, Germany.



Books & Magazines



So funktionieren Joint Ventures in Indien


book image

Harvard Business Mananger, Ausgabe 2/2010

Change Management: So schaffen Sie die Wende


Autoren: Gary Hamel, Eric Mcnulty, Arun Gairola, James H Wilson, Sebastian Feldmann, Sieghard Scheiter
Urheber: Gary Hamel, Eric Mcnulty, Arun Gairola, James H Wilson, Sebastian Feldmann, Sieghard Scheiter, Harvard Businessmanager
Verleger: SPIEGEL-Verlag


Kunden-Lieferanten Beziehung by Arun Gairola  in


book image


Simultaneous Engineering (Gebundene Ausgabe)


von Erich B?ºrger (Autor), Arun Gairola (Autor), Burkhard Voigt (Autor)
Verlag: Hanser Fachbuchverlag (1992) ISBN-10: 3446172181 ISBN-13: 978-3446172180


Design analysis for automatic assembly


Author: Arun Gairola
DOI: 10.1080/00207548608919770

Publication Frequency: 24 issues per year

Published in: International Journal of Production Research, Volume 24, Issue 4 July 1986 , pages 839 - 849

Subjects: Logistics; Manufacturing Engineering; Manufacturing Industries; Manufacturing Technology; Operations Management; Production & Quality Control Management; Production Research & Economics; Production Systems; Production Systems & Automation;

Formats available: PDF (English)

Abstract

Rapid technological innovation and the multiplicity of pertinent assembly design features mean that large quantities of information have to be processed for assembly-suitable designing. In order to be able to utilize purposefully the knowledge obtained in this way, the designer must be able to discover the weak points in the design with respect to automated assembly. In view of the complex interrelationships between the design features and the assembly effort and the constantly shorter development times for the product, the designer is overtaxed in the solution of the problem. If he must nevertheless incorporate the requirements of a simple product assembly into the design, the assembly experts have the job of providing him with the proper aids for assembly-appropriate designing. This article presents solution rudiments for such aids. The processes described disclose the inherent mathematical interrelationships of a design with respect to the assembly effort and assist in analysing a product with reference to its suitability for assembly. The processes are based predominantly on heuristic inceptions.


HBM-Sonderheft:
Change Management - So schaffen Sie die Wende


Book Image

Ausgabe 4/2004.
'Edition Harvard Businessmanager'.
Von Gary Hamel, Sieghart Scheiter, Alexander Malkwitz,..Arun Gairola u.a.
Herausgegeben von Christoph Seeger ?úbersetzt von Boris Burauel, Herman Englert, Anne Loos, Hans-Peter Meye


HBM-Sonderheft:
Internationalisierung - Indien


Book Image

Ausgabe 3/2007.
'Edition Harvard Businessmanager'.
Von C. K. Pralahad, Heike Bruch, Lutz Kaufmann, Thomas Tochtermann, Arun Gairola, Gail McGovern, John Quelch, u. a.
Herausgegeben von Christoph Seeger  



Seminar and Trainings:





Seminar: Projektmanagement in Indien

Dr. Arun Gairola
Dipl.-Ing. B. Voigt
Vcorp
J?ºrgen Schlien
Management-Support UB

Praxisorientierter Leitfaden f?ºr erfolgreiche Projekte in Indien

■    Besonderheiten & gravierende Unterschiede
■    Do¬¥s and Don¬¥ts bei indischen Mitarbeitern
■    Projektstart und -planung ‚Äì Wo sind die  
       kritischen Punkte?
■     Indische Projektteams erfolgreich f?ºhren
■    Zeit-, Organisations- und    Entscheidungskultur verstehen
■    WORKSHOP: Leifaden f?ºr Projekte in Indien
       Do¬¥s and Don¬¥ts in der chinesischen Projektarbeit
■    Arbeitsmentalit?§t verstehen und    Zusammenarbeit optimieren
■    Projekt-Start-Up richtig vorbereiten
■    Projektmitarbeiter erfolgreich rekrutieren
■    Teams optimal zusammensetzen    und zielorientiert f?ºhren
■    Kultur-Konflikte vermeiden
■    Qualit?§t des Projektes sichern
■    ERFAHRUNGSBERICHT: H?§ufig auftretende Probleme meiden!

Link: http://www.managementcircle.de/pdf_upload/06-47392web.pdf



Seminar: Profitable Growth

1. Profitable Growth - Introduction
Link: http://www.vcorp.de/files/Growth_Strategy.pdf

2. Profitable Growth - Customer Care
Link: http://www.vcorp.de/files/Seminar_Customer_Care.pdf



Training: Design for Excellence

Fast paced technology, intensifying global competition, and the importance of achieving customer satisfaction continuously shorten product life cycles. On the other hand, demand that products of increasing quality and reliability be delivered to the market place is growing. As such, the traditional approach of designing a product and passing it to manufacturing, to be redesigned for efficient production, is no longer acceptable.

DFX for Manufacturing means breaking down the walls between design and manufacturing to engineer products for ease of assembly, higher quality, more accurate testing and easy maintenance at the very outset - not somewhere down the line. It is the key to manufacturing success.
DFX can result in:

¬?    30% to 70% less development time
¬?    65% to 90% engineering changes
¬?    20% to 90% less time to market
¬?    200% to 600% higher quality
¬?    5% to 50% higher sales in dollars

If your organization's overall strategic goal is to get better products to market faster, DFX  provides through the design for manufacturability(DFM) the means to achieve this end.

In this seminar we will illustrate the concepts of design for manufacturability; outline the key ingredients required for a successful DFM  program, namely, management commitment, teamwork, training and a pilot project; introduce the powerful techniques that make  DFM  work; and provide guidelines to develop and implement your own DFM program. In order to demonstrate the power of  DFM we will use your products as examples for practical exercises during the workshops.


Link: http://vcorp.de/files/DFM_EXECUTIVE%20DEVELOPMENT_Seminar.doc



Emotional Intelligence: Personality Development

Jealousy: A Signal to Look Within
Excerpt from Hara Estroff Marano published on July 01, 2009 - last reviewed on March 22, 2012

Jealousy is an extremely painful emotion; whether real or imagined, always hurts. It throws the mind into turmoil and is difficult to dislodge. Those in its grip typically blame the discomfort on a partner for bestowing attention on others. But there are huge individual differences in the propensity for jealousy, and there is emerging evidence that elements of personality influence some of them. Those who are most insecure or uncertain about their own feelings, in fact, may be most unrealistic in perceiving threats and making accusations. But this same view of jealousy also suggests that the emotion need not be unleashed on a destructive path; it can instead serve a highly constructive purpose as a valuable signal to look within and repair one's own sense of self. That, in turn, can only improve relationships. Jealousy, it seems, says more about the bearer than about the deeds or misdeeds of a mate.
As a complex emotion it involves, at a minimum, such distressing feelings as fear, abandonment, loss, sorrow, anger, betrayal, envy, and humiliation. And it recruits a host of cognitive processes gone awry, from doubt to preoccupation with a partner's faithlessness. "The formula for jealousy," says psychologist Steven Stosny, "is an insecure person times an insecure relationship." But it's insecure people who tend to destabilize relationships and make them insecure. For the French psychiatrist Marcianne Blevis, who has spent years in the trenches with patients, jealousy is not the guardian of love but more typically its destroyer. It arises in relationships whenever we feel "erased" by a partner's lack of attention. She insists it is a signal not to blame the partner for attention to someone else, which is what we usually do, but to look inside oneself. There, she contends, we will find the source of insecurity that instantly makes the rival seem so superior to us. What's at stake in jealousy, she argues, is nothing less than survival of the sense of self. When we are jealous, we are in fact in the grip of an identity crisis." Jealousy is more germane to the personal characteristic of selfishness than to love.
People indeed use jealousy as a signal to try to control their partner. But that only makes the relationship worse. "They substitute power for value," says psychologist Steven Stosny. "They feel a loss of personal value and rather than do something that will make them feel more valuable, they do something that will make them feel more powerful." But the more that people try to soothe their own emotions by controlling a partner, the more powerless they are destined to feel because, observes Stosny, "you're dependent on your partner's whims to feel OK." And that's a setup for anger. Our brains don't titrate jealousy, releasing just enough to penetrate our self-awareness. Jealousy lands with brutal force, lending itself far too readily to obsession and delusion. "It makes you think the same thing over and over," says Stosny, "and the more you do that, the less reality-testing you do. Emotions all have an illusion of certainty, and jealousy makes you certain of your perception of the world." Buss contends that the tendency to deception that is a hallmark of jealousy is built into the brain. "We have evolved cognitive biases designed to overestimate the likelihood of costly things happening. So we make all kinds of errors in judgment erroneous inferences, erroneous suspicions. But our brains are designed that way to avoid the more costly error of being exposed to a mate poacher." Our brains don't titrate jealousy, releasing just enough to penetrate our self-awareness. Jealousy lands with brutal force, lending itself far too readily to obsession and delusion. "It makes you think the same thing over and over," says Stosny, "and the more you do that, the less reality-testing you do. Emotions all have an illusion of certainty, and jealousy makes you certain of your perception of the world." University of Texas psychologist David Buss Buss contends that the tendency to deception that is a hallmark of jealousy is built into the brain. "We have evolved cognitive biases designed to overestimate the likelihood of costly things happening. So we make all kinds of errors in judgment erroneous inferences, erroneous suspicions. But our brains are designed that way to avoid the more costly error of being exposed to a mate poacher."  There are steps one can take to contain jealousy and keep it from wrecking a relationship:
‚Ä¢    As a general insurance against jealousy, nurture your relationship. Take time to be together, and spend time talking regularly even when apart. It's important to share your inner worlds with each other.
‚Ä¢    Make a decision whether you want to confront your suspicions or not.
‚Ä¢    If you feel suspicious, worried, possessive, threatened, or unsure regarding your partner or, alternatively, you feel crowded, controlled, restricted, or blamed by your partner about friendships or activities‚Äîdon't let your assumptions run away with themselves. Check them out with your partner. But first, reflect on how to put your thoughts into words.
‚Ä¢    The goal is to start a conversation non-belligerently, to be constructive and non-blaming. To avoid setting off defensiveness in a partner, use statements that begin with "I," not "you."
‚Ä¢    Identify a specific behavior of your partner's that is upsetting to you ("when you let that guy pour you a drink") and explain how it makes you feel.
‚Ä¢    Knowing how to give voice to things that disturb you is crucial

The article however does not say anything how can one follow these advices when one is in daze and has foggy brain caused by jealousy!





weitere Trainings und Seminare


  • Leadershipentwicklung

  • Change Management

  • Organisationsentwicklung

  • Entwicklung von Gesch?§ftsstrategien

  • Kundenorientierung

  • Kundenbeschwerdemanagement

  • Inter-kulturelles Management

  • Pers??nlichkeitsentwicklung

  • Doing Business in and with India

  • Lieferantenentwicklung und -management in Indien

  • Mitarbeiterf?ºhrung in Indien

  • Teaming: Teambildung und -f?ºhrung

  • Diversity Management

  • International Negotiations

  • Knowledge Management and Core Competence Development




o Shared Services
o Co-creative Commerce
o Design for Excellence
o Design for Excellence: Produktbewertung(Beispiel)
o Seminar: Design For Excellence
o Design for Excellence: Simultaneous Engineering
o India 2008
o Business Intelligence Interview mit Prof. Gairola (Spanisch)
o Die Taktik der kleinen Fische
o Zwischen Duisburg und Neu-Delhi: Wo liegt die Zukunft?
o SME Cooperation between Germany and India
o HBM Interview (pdf)
o Das Unternehmen Umbauen
o FHWS Wertschaetzung
   
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