an icmr-iipm think tank publication - Cycbth.org
an icmr-iipm think tank publication - Cycbth.org an icmr-iipm think tank publication - Cycbth.org
MIDDLE ORDER AJIT ANDHARE “IF YOU ARE PASSING THROUGH HELL, JUST KEEP GOING” AJIT ANDHARE, CEO, COLOSCEUM MEDIA – FAST EMERGING AS ONE OF INDIA’S LEADING INDEPENDENT MULTI- GENRE PRODUCERS, REVEALS HOW DID IT ALL START TO MRINMOY DEY Starting his career as management trainee with Unilever India in 1995, Ajit Andhare worked across several Unilever businesses from Feeds to Detergents and was posted to Unilever Thailand in 2007 as Regional Activation Director in Hair care for Asia Pacific region. He founded Colosceum Media in 2007 successfully building it into one of India’s leading content development & Production Company with landmark shows such as Wheel Smart Srimati series, Splitsvilla franchise, Jai Shri Krishna & Masterchef India. To start with, I would like to know the start up idea of Colosceum Media. It was combination of two to three factors. Having worked in a large corporate and I realised the opportunities that is there in growing India. Inspired by various enterprises being floated by young entrepreneurs, I thought of building something for which I am not that experienced. The only corporate in this sector was Endemol, which is a MNC and therefore I thought that there is a clear scope. My focus was to create a multinational company. I really got an opportunity for Indian content market. I was looking at the size of the production in India. How it is spread between various categories like fiction category, animation and then I looked at how these companies evolved during the period of time. I understood the market structure and players. What kind of hurdle you faced during the start-up phase of the company? We started from the scratch and we had no background in this industry. We needed to build contacts and also faced competition from already established companies. The other hurdle was that people’s perception was that we are related to Network 18 and we had to make them understand that we have our own independent operations. We had to convince them the Network 18 is only a part of venture capital. We have been trying to overcome these perception issues and now we are dealing with the industry. What are the changing trends that you are seeing in "WE STARTED FROM THE SCRATCH AND WE HAD NO BACKGROUND IN THIS INDUSTRY AND ALSO FACED COMPETITION FROM ALREADY ESTABLISHED COMPANIES" the industry? The industry was becoming more professional than it used to be and the relationships now play less important role than they used to play earlier. Additionally, budgets are becoming bigger, scope programming and productions are also getting bigger. We are also seeing a lot of interaction from the people who are out of this industry and they are filling the gap. Did you ever think of giving up? If you are passing through hell, just keep going. Tough times are always there in everyone’s life and if you continue to ride on it you will come out of it. What are the upcoming shows that we can see in the near future? We are currently producing some contents. We will also be going to US to shoot ROADIES. We are going to San Fransisco, Los Angeles and Vegas, so that is something which is coming up. We are also planning to produce episodes Jaanbaaz (a reality show). There are three to four shows on the regional fronts that are in the pipeline. Ajit Andhare, CEO, Colosceum Media count your chickens before they hatch 9 april 2012
INFOGRAPHICS BEYOND NUMBERS CHANGE MANAGEMENT HAS BECOME A SIGNIFICANT PART OF TODAY'S CORPORATE WORLD WITH CEOS RESORTING TO THIS STRATEGY TO STAY AHEAD OF COMPETITION. AMIR HOSSAIN DOES SOME NUMBER CRUNCHING TO GRAPHICALLY PROVE THE EFFECTIVENESS OF CHANGE MANAGEMENT IN THE SUCCESS RATE OF A PROJECT US and Canada World Other Emerging Markets Brazil, Russia and India Japan Source: Booz & Company Merger Forced Planned 0% 5% 10% 15% 20% CEO Turnover GROWTH VS NEW PRODUCTS/SERVICES The main objective of any corporate entity is to maximise their shareholders’ wealth. Diversification has always been one of the most extensively practiced method to increase profitability. The Global CEO Survey 2012 by PricewaterhouseCoopers (PwC) found that CEO's interest in driving growth with new products or services has increased over the past few years. In 2007, only 13% of CEOs added a new product/service in their current catalogue to increase their bottom-line. Taking a cue from past, around 28% of all CEOs want to adopt this formula of growth in 2012. CEO (CHIEF EXECUTIVE OFFICER) TURNOVER ACROSS THE GLOBE According to a study by Booz & Company, 11.6% of the world’s 2,500 biggest publicly listed companies got new bosses in 2010. The CEO turnover rate fell below 12% for the first time since 2003 and was substantially lower than the 14.3% rate in 2009. At nearly 19%, the turnover rate was highest in Japan. But much of this churn was because of people retiring – planned succession accounted for nearly four-fifths of total changes. CHANGE MANAGEMENT PRACTICES With effective Change Management With poor Change Management 95% reported the objectives or the change were achieved 16% reported the objectives or the change were achieved 71% reported the change finished on time 16% reported the change finished on time Source: Prosci best practices in Change Management benchmarking report 2009 35% 30% 25% 20% 15% 10% 5% 0% 2007 2008 2009 2010 2011 2012 Source: Global CEO Survey, PWC Percentage of CEOs in driving growth with new products or services over time Prosci's sixth global benchmarking study, since 1998, reports the insights and lessons learned from business leaders and change professionals in 575 organisations across 65 countries. The 2009 report found that there is a significant correlation between Change Management effectiveness and meeting objectives & staying on schedule. Effective Change Management is strongly correlated with success of achieving business outcomes and staying on schedule & budget. Change projects that include effective Change Management are five times more likely to meet objectives and achieve desired business results. count your chickens before they hatch 10 april 2012
- Page 1 and 2: AN ICMR-IIPM THINK TANK PUBLICATION
- Page 3 and 4: CONTENTS 12 Marshall Goldsmith Auth
- Page 5 and 6: FLASH POINTS INTERNATIONAL FACEBOOK
- Page 7: KICK OFFS YOGESH BANSAL “WE HAVE
- Page 11 and 12: INTERNATIONAL COLUMN CAN LEADERS CH
- Page 13 and 14: INTERNATIONAL COLUMN THE CHARACTER
- Page 15 and 16: INTERNATIONAL COLUMN CULTURE CONTRO
- Page 17 and 18: TCOVER STORY he Dodo, a flightless
- Page 19 and 20: COVER STORY “LEADERSHIP IS ALL AB
- Page 21 and 22: COVER STORY “THINGS MAY NOT BE SU
- Page 23 and 24: COVER STORY “CHANGE IS INEVITABLE
- Page 25 and 26: COVER STORY “THE PROS & CONS SHOU
- Page 27 and 28: COVER STORY “TITAN STANDS FOR SOM
- Page 29 and 30: COVER STORY “YOU HAVE TO SEE BOTH
- Page 31 and 32: EXCLUSIVE COLUMN THE 'HOW' OF TRANS
- Page 33 and 34: INTERNATIONAL COLUMN WHY IT WORKS A
- Page 35 and 36: INTERNATIONAL COLUMN TRANSFORMATION
- Page 37 and 38: FAIR FORWARD “THE AMALGAMATION IS
- Page 39 and 40: EXCLUSIVE INTERVIEW "TIME MANAGEMEN
- Page 41: POSTSCRIPT THE FORTUNE BENEATH INTE
MIDDLE ORDER<br />
AJIT ANDHARE<br />
“IF YOU ARE PASSING<br />
THROUGH HELL,<br />
JUST KEEP GOING”<br />
AJIT ANDHARE, CEO, COLOSCEUM<br />
MEDIA – FAST EMERGING AS ONE OF<br />
INDIA’S LEADING INDEPENDENT MULTI-<br />
GENRE PRODUCERS, REVEALS HOW DID<br />
IT ALL START TO MRINMOY DEY<br />
Starting his career as m<strong>an</strong>agement trainee with Unilever<br />
India in 1995, Ajit Andhare worked across several<br />
Unilever businesses from Feeds to Detergents<br />
<strong>an</strong>d was posted to Unilever Thail<strong>an</strong>d in 2007 as Regional<br />
Activation Director in Hair care for Asia Pacific region.<br />
He founded Colosceum Media in 2007 successfully building<br />
it into one of India’s leading content development & Production<br />
Comp<strong>an</strong>y with l<strong>an</strong>dmark shows such as Wheel Smart<br />
Srimati series, Splitsvilla fr<strong>an</strong>chise, Jai Shri Krishna & Masterchef<br />
India.<br />
To start with, I would like to know the start up idea<br />
of Colosceum Media.<br />
It was combination of two to three factors. Having<br />
worked in a large corporate <strong>an</strong>d I realised the opportunities<br />
that is there in growing India. Inspired by various<br />
enterprises being floated by young entrepreneurs, I<br />
thought of building something for which I am not that<br />
experienced. The only corporate in this sector was Endemol,<br />
which is a MNC <strong>an</strong>d therefore I thought that<br />
there is a clear scope. My focus was to create a multinational<br />
comp<strong>an</strong>y. I really got <strong>an</strong> opportunity for Indi<strong>an</strong><br />
content market. I was looking at the size of the production<br />
in India. How it is spread between various categories<br />
like fiction category, <strong>an</strong>imation <strong>an</strong>d then I looked<br />
at how these comp<strong>an</strong>ies evolved during the period of<br />
time. I understood the market structure <strong>an</strong>d players.<br />
What kind of hurdle you faced during the start-up<br />
phase of the comp<strong>an</strong>y?<br />
We started from the scratch <strong>an</strong>d we had no background<br />
in this industry. We needed to build contacts <strong>an</strong>d also<br />
faced competition from already established comp<strong>an</strong>ies.<br />
The other hurdle was that people’s perception was that<br />
we are related to Network 18 <strong>an</strong>d we had to make them<br />
underst<strong>an</strong>d that we have our own independent operations.<br />
We had to convince them the Network 18 is only<br />
a part of venture capital. We have been trying to overcome<br />
these perception issues <strong>an</strong>d now we are dealing<br />
with the industry.<br />
What are the ch<strong>an</strong>ging trends that you are seeing in<br />
"WE STARTED FROM THE SCRATCH AND WE<br />
HAD NO BACKGROUND IN THIS INDUSTRY<br />
AND ALSO FACED COMPETITION FROM<br />
ALREADY ESTABLISHED COMPANIES"<br />
the industry?<br />
The industry was becoming more professional th<strong>an</strong> it<br />
used to be <strong>an</strong>d the relationships now play less import<strong>an</strong>t<br />
role th<strong>an</strong> they used to play earlier. Additionally, budgets<br />
are becoming bigger, scope programming <strong>an</strong>d productions<br />
are also getting bigger. We are also seeing a lot<br />
of interaction from the people who are out of this industry<br />
<strong>an</strong>d they are filling the gap.<br />
Did you ever <strong>think</strong> of giving up?<br />
If you are passing through hell, just keep going. Tough<br />
times are always there in everyone’s life <strong>an</strong>d if you continue<br />
to ride on it you will come out of it.<br />
What are the upcoming shows that we c<strong>an</strong> see in the<br />
near future?<br />
We are currently producing some contents. We will also<br />
be going to US to shoot ROADIES. We are going to S<strong>an</strong> Fr<strong>an</strong>sisco,<br />
Los Angeles <strong>an</strong>d Vegas, so that is something which<br />
is coming up. We are also pl<strong>an</strong>ning to produce episodes<br />
Ja<strong>an</strong>baaz (a reality show). There are three to four shows<br />
on the regional fronts that are in the pipeline.<br />
Ajit<br />
Andhare,<br />
CEO,<br />
Colosceum<br />
Media<br />
count your chickens before they hatch 9<br />
april 2012
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