Raghu Ranjolkar

🔍 Key Management Lessons from the Growth Stories of Bola Raghavendra Kamath and Bolas Cashews 🌱 The paths taken by Bola Raghavendra Kamath and Bolas Cashews offer a rich case study in contrasting business strategies. Despite starting from similar foundations, the trajectory of these two brands diverged due to key differences in management approach, market strategy, and leadership vision. 📊 Bola Raghavendra Kamath remained loyal to traditional methods, focusing on quality but was slower to adapt to changing market demands. This led to stable yet limited growth. On the other hand, Bolas Cashews embraced diversification, expanded their product line, invested in modern technology, and explored international markets, which allowed them to scale rapidly and achieve a global presence. 🌍 Key business management lessons: 1️⃣ The Power of Diversification: Relying on one core product or market can limit potential. Bolas diversified into new product categories and markets, which gave them the ability to mitigate risks and tap into new revenue streams. 🌱 2️⃣ Embrace Innovation: While maintaining quality is important, modernizing operations is critical for growth. Bolas Cashews invested in advanced technology to streamline their supply chain and expand their reach globally. 💡 3️⃣ Effective Global Market Strategy: Bolas Cashews capitalized on opportunities in international markets like the Middle East, ensuring their relevance and growth on a global scale. In contrast, Bola Raghavendra Kamath's focus was more local, which hindered their ability to compete internationally. 🌐 4️⃣ Leadership Vision: The willingness of Bolas’ leadership to take calculated risks and invest in modernization helped the company scale quickly, while Bola Raghavendra Kamath's more cautious approach led to slower, more incremental growth. 🎯 The story of these two brands highlights the importance of adaptability, diversification, and leadership in business growth. Companies must balance tradition with innovation to stay competitive in an evolving global marketplace. Takeaway: Sticking solely to traditional business models can limit growth potential, while strategic diversification and investment in new technologies can propel a brand to new heights. https://lnkd.in/giwxfW4f #BusinessStrategy #Leadership #Growth #Diversification #Innovation #GlobalExpansion #SupplyChain #RiskManagement #Entrepreneurship #CaseStudy #Branding #BusinessLessons

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#Insights #Poll #Retrenchment This weekend's poll has brought about some vital insights. It smashes the myth that certain sections propagate that retrenchment is being used to maximize profits, though it could happen in some organizations driven by instant gratification as exceptions. The critical driver of job reconfiguration is business model innovations backed by AI and Digital Technologies. As jobs undergo reconfiguration, this puts pressure on people's capabilities. Our research shows that AI may not be as much of a threat in the current 'Weak AI' stage when machines are still learning. However, as it moves on to the domain of 'Strong AI,' the job reconfigurations will happen rapidly. The only way to 'protect careers' is through technological literacy and building the cognitive ability to map patterns and scenarios to solve complex problems, which are growing exponentially now. Thinking talent will prosper. Upgrading growth capabilities will now be under continual pressure. #niketarajagi Atyaasaa Consulting & Research Foundation

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*** Riemann Hypothesis Still Unproven *** ~ Days after media reports emerged that an Indian mathematician had proven the Riemann Hypothesis, Clay Mathematics Institute, the grantor of the Millennium Prize, rejected the claim. The Reimann Hypothesis has remained unproven for over 160 years. ~ The Riemann Hypothesis (RH) has been the “holy grail of mathematics” since it was first conjectured in 1859. It has been called "the most famous unsolved problem in all of mathematics.” ~ To understand why RH matters, you must understand prime numbers. Recall your elementary school math teacher describing them as numbers that can only be divided by themselves and one, and that’s true, but that’s not all they are. ~ Any integer you can think of can be split into a unique set of prime factors. ~ To illustrate why this is an exciting question, consider how many primes are between zero and 10: four. ~ Now think how many there are between zero and 100: 25. ~ Between zero and 1,000, there are 168 prime numbers, and between zero and 10,000, there are 1,229. ~ So each time we increase the size of our interval by a factor of ten, the amount of it that is given over to prime numbers goes from 40 % to 25 %, to 16.8 %, to 12.29 %. In other words, primes are getting “rarer”. ~ By 1793, when he was 16 years old, Gauss had figured out the average % is approximately x/log(x). ~ Bernhard Riemann, a student of Gauss, found a pattern in the "frequency" of prime numbers. He found them to follow a closely followed pattern that could be explained with a function, which he called the Riemann zeta function.   ζ(s) = 1 + 1/2s + 1/3s + 1/4s + ... ~ RH that all attractive solutions of the equation ζ(s) = 0 lie on a specific vertical straight line. ~ That’s it! RH states that “The real part of every nontrivial zeros of the Riemann zeta function is 1/2”. ~ So much for the “average” behavior, but what about those “fluctuations” Gauss mentioned? ~ Well, those are related to the zeta function – and this is where Riemann comes in. ~ Bernhard Riemann, a student of Gauss, is not bad for a guy who did formal schooling until he was 14. ~ In his short but impressive life, he only wrote one paper on number theory, but it was a doozy. ~ In 1859, Riemann submitted a now-famous paper titled “On the number of primes less than a given magnitude.” ~ But this is not the end of the Riemann story. ~ In the late 18th century, the two legendary mathematicians Gauss and Legendre began, independently of one another, to study prime numbers. ~ But they had decided to approach the concept in a new way: they were looking at the "density" of the primes – the answer to the question “How many prime numbers are expected in the range between 0 and n?” ~ As of late, no one has solved the Riemann Hypothesis in over 160 years, as well as the density aspect of the problem. See the post image. --- B. Noted

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*** Riemann Hypothesis Still Unproven *** ~ Days after media reports emerged that an Indian mathematician had proven the Riemann Hypothesis, Clay Mathematics Institute, the grantor of the Millennium Prize, rejected the claim. The Reimann Hypothesis has remained unproven for over 160 years. ~ The Riemann Hypothesis (RH) has been the “holy grail of mathematics” since it was first conjectured in 1859. It has been called "the most famous unsolved problem in all of mathematics.” ~ To understand why RH matters, you must understand prime numbers. Recall your elementary school math teacher describing them as numbers that can only be divided by themselves and one, and that’s true, but that’s not all they are. ~ Any integer you can think of can be split into a unique set of prime factors. ~ To illustrate why this is an exciting question, consider how many primes are between zero and 10: four. ~ Now think how many there are between zero and 100: 25. ~ Between zero and 1,000, there are 168 prime numbers, and between zero and 10,000, there are 1,229. ~ So each time we increase the size of our interval by a factor of ten, the amount of it that is given over to prime numbers goes from 40 % to 25 %, to 16.8 %, to 12.29 %. In other words, primes are getting “rarer”. ~ By 1793, when he was 16 years old, Gauss had figured out the average % is approximately x/log(x). ~ Bernhard Riemann, a student of Gauss, found a pattern in the "frequency" of prime numbers. He found them to follow a closely followed pattern that could be explained with a function, which he called the Riemann zeta function.   ζ(s) = 1 + 1/2s + 1/3s + 1/4s + ... ~ RH that all attractive solutions of the equation ζ(s) = 0 lie on a specific vertical straight line. ~ That’s it! RH states that “The real part of every nontrivial zeros of the Riemann zeta function is 1/2”. ~ So much for the “average” behavior, but what about those “fluctuations” Gauss mentioned? ~ Well, those are related to the zeta function – and this is where Riemann comes in. ~ Bernhard Riemann, a student of Gauss, is not bad for a guy who did formal schooling until he was 14. ~ In his short but impressive life, he only wrote one paper on number theory, but it was a doozy. ~ In 1859, Riemann submitted a now-famous paper titled “On the number of primes less than a given magnitude.” ~ But this is not the end of the Riemann story. ~ In the late 18th century, the two legendary mathematicians Gauss and Legendre began, independently of one another, to study prime numbers. ~ But they had decided to approach the concept in a new way: they were looking at the "density" of the primes – the answer to the question “How many prime numbers are expected in the range between 0 and n?” ~ As of late, no one has solved the Riemann Hypothesis in over 160 years, as well as the density aspect of the problem. See the post image. --- B. Noted

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🇮🇳 The GCC Space in India: 2024 Insights 🏭 India is poised to have 1,900 GCCs by 2025 up from 1,600 currently, with a market size of $60 Billion. The Global Capability Center (GCC) landscape in India is thriving in 2024, solidifying its position as a global innovation hub. Here’s why India is the preferred destination for GCCs and some key developments this year: - Surge in New GCCs: In the first half of 2024, India saw the establishment of 18 new GCCs, including major players like BlackBerry, Truecaller, and Lloyds Banking Group. - Skilled Talent Pool: India boasts over 1.3 million professionals working in GCCs, with a focus on advanced technologies like AI/ML, data analytics, and cloud computing. This skilled workforce is a significant draw for global companies looking to drive digital transformation​​. - Cost Efficiency: Competitive labor costs and attractive leasing rates for office spaces make India a cost-effective option for setting up and expanding GCCs. Companies have reported savings of 20-30% in operational costs by leveraging the talent and infrastructure in India​​. - Innovation and R&D: GCCs in India have evolved into centers of excellence, focusing on R&D and innovation. This shift is crucial for companies aiming to stay ahead in technology and operational efficiency. - Supportive Government Policies: The Indian government offers several incentives to attract foreign investment in the GCC sector. Policies like the Special Economic Zones (SEZ) Act and the Software Technology Parks of India (STPI) scheme provide tax benefits and simplified regulatory processes, further boosting India’s appeal as a GCC hub. - Language and Cultural Compatibility:  India's English proficiency and cultural alignment with Western business practices ensure smooth communication and effective global operations 📊 Future Trends - Expansion into Tier-2 Cities: As the GCC ecosystem matures in Tier-1 cities, companies are increasingly exploring Tier-2 cities like Vadodara, Nashik, and Coimbatore for their expansions, offering cost benefits and access to untapped talent pools​​. - Focus on Emerging Technologies: Future GCCs are expected to emphasize capabilities in AI/ML, data analytics, cybersecurity, and cloud computing. This will drive further innovation and enhance the global competitiveness of these centers. - Hybrid Work Models: The adoption of hybrid work models will continue to shape the operational strategies of GCCs, providing flexibility and increasing productivity while maintaining cost efficiencies. Peak North can help you navigate the complexities of establishing a GCC. From outsourcing strategy creation to identifying the best locations and partners, we provide comprehensive support to ensure your GCC’s success. Reach out to us to learn how we can assist you in your GCC journey. Credit: nasscom, JLL, Zinnov, ANSR, EY #GCC #CapabilityCenters #MakeInIndia #FortheWorld #Outsourcing #BOT #Globalization #Sourcing

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This Times of India article underscores the importance of #BusinessAnalytics for decision-making in today's business landscape. As Prof. Arnab K Laha of #IIMAhmedabad says, "[Business Analytics]...is an essential tool now. It is no longer optional for any manager to know; it is becoming a core skill. It is the term that is being used to categorise all the tools, techniques and domain knowledge required to make decisions in the management domain." Prof. Laha is also the Director of the 'Executive Programme in Advanced Business Analytics' (#EPABA)—a four-month #liveonline course by Executive Education, IIM Ahmedabad, especially designed for busy working professionals to gain a strong hold of Business Analytics. The article also discusses this course. A great read for managers who wish to tap into the power of #datascience for #datadrivendecisionmaking.

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𝗧𝗵𝗲 𝗘𝘃𝗲𝗿𝗲𝘀𝘁 𝗼𝗳 𝗖𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗲 𝗧𝘂𝗿𝗻𝗮𝗿𝗼𝘂𝗻𝗱𝘀. "𝘐𝘵'𝘴 𝘢 𝘵𝘦𝘴𝘵 𝘔𝘢𝘵𝘤𝘩, 𝘯𝘰𝘵 𝘢 𝘛20". Air India's turnaround story... Here's an absolute Masterclass in corporate communications that you ought to watch in full. 2 years into their 5 year transformation journey ("Vihaan . AI") there remains a lot of public angst over whether Air India Limited is truly being transformed or not. Fuelled by the media and what I like to call the "Attention Economy", it's not uncommon to find frenzied reporting whenever there's a badly-handled disruption or a viral video about dirty cabins etc. But listen to this 2:52 video to get a sense for the scale of the challenges facing the airline, as well as some of their achievements in just 2 years. When they took over: • 30 aircraft on ground for want of spare parts • company email was on gmail (!!) • the last airline using a particular GDS system • last company on a mainframe SAP product • last non-pilot recruitment in 1999 • average age of workforce of 54 years (with retirement at 58) Honestly, it boggles the mind to hear all this. And it puts into 𝗳𝗮𝗻𝘁𝗮𝘀𝘁𝗶𝗰 𝗰𝗼𝗻𝘁𝗲𝘅𝘁 𝘁𝗵𝗲 𝗮𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀 since 2022: ✈️ getting through a million covid-related refunds in 6 months ✈️ setting a safe operating standard as a base ✈️ replacing 85 core IT systems ✈️ ordering 470 aircraft to adequately serve the size of the Indian market ✈️ recruiting 9000 new talents (letting 3000 leave) ✈️ building a new academy with 22 flight simulators ✈️ starting a new MRO facility... etc. the list goes on... 𝗬𝗼𝘂'𝘃𝗲 𝗴𝗼𝘁 𝘁𝗼 𝗴𝗶𝘃𝗲 𝗰𝗿𝗲𝗱𝗶𝘁 𝘄𝗵𝗲𝗿𝗲 𝗶𝘁 𝗶𝘀 𝗱𝘂𝗲. 👏 We've all heard the old adage about turning around a large tanker at full speed. This is significantly more complex - running the airline to generate cash flows even as you fix the problems AND change culture. Don't get me wrong: I've been on the receiving end of more disruptions when travelling on Air India this year than in the last 5 years on all airlines put together, and it's been frustrating to say the least. But I've been truly Fascinated by this turnaround challenge and remained hopeful - and PATIENT! - that things will change. You should too. There's a famous line in Hindi - 𝘗𝘪𝘤𝘵𝘶𝘳𝘦 𝘢𝘣𝘩𝘪 𝘣𝘢𝘢𝘬𝘪 𝘩𝘢𝘪 𝘮𝘦𝘳𝘦 𝘥𝘰𝘴𝘵. (There's more to this story my friend!) Trust me - this will be quite the story in a few years! video credit: CAPA.

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I’m really excited about our upcoming panel discussion! For the last 20 years, I’ve been diving deep into the world of personal satisfaction and fulfillment at work. In a way, I’ve crafted my own ‘Ikigai’ in facilitating others to craft theirs. But let’s be honest – I’m also a bit skeptical about how the term Ikigai is thrown around these days. Especially the 'Finding' bit... There are so many misconceptions about Ikigai, and we’re aiming to clear some of those up in our upcoming webinar. Here are some things we’ll be discussing: Is Ikigai a destination we reach, or is it an ongoing journey? Is Ikigai truly attainable and worth pursuing? Is it a stage where life becomes harmonious and problem-free, or is it an ever-evolving process shaped by new challenges and opportunities? We’ll also talk about how the quest for Ikigai itself can sometimes lead to stress and anxiety. Combining academic insights, real-world experience, and personal stories, we aim to provide a balanced view on Ikigai and its impact on personal and professional well-being. Don’t miss this chance to join an insightful discussion. Let’s question, explore, and learn together! We’ll also have a live Q&A at the end of the discussion, but you know what.....if you feel like there is a question or angle you would like us to explore - then you can put it in the comments here as well :-). #Webinar #Ikigai #WorkSatisfaction #PersonalFulfillment

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Acquire a holistic perspective on leadership rooted in the Indian context and delivered by an international faculty. Learn more about the programme here: https://emrt.us/inilp/LiSP #INSEAD #ExecutiveEducation #INSILPSE #CxO #Leadership #SeniorExecutives

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Acquire a holistic perspective on leadership rooted in the Indian context and delivered by an international faculty. Learn more about the programme here: https://emrt.us/inilp/LiSP #INSEAD #ExecutiveEducation #INSILPSE #CxO #Leadership #SeniorExecutives

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Why did you do this? I don't know because it happened to me !! Most of us think of designing a life. But does that "design' fall through? Only a few events have a disproportionate impact on our lives. We would like to force fit our role in those events and we would like to take credit if outcomes are positive :). As I delve into Morgan Housel's latest book "Same as Ever" on my flight today, I'm again reminded of the profound impact of chance and circumstance in shaping our world. I share a few chance encounters that had a major impact on my journey. Hopefully, it helps you reflect on your own .. 1)   The Road to TV Journalism: Fresh out of college, I craved a career that echoed with authenticity and independence. I wanted to be a journalist. I started distributing my CV across newspaper offices, TV channels, and magazines on my motorbike. All effort was useless. And then happened a serendipitous encounter at a South Delhi traffic light. A brief conversation & referral from a fellow biker led me to CNBC TV 18's doorstep, igniting a three-year tenure as a TV journalist. Amidst big interviews with Fortune 100 CEOs, I grappled with the industry's ego & sensationalism. Corruption in India and Lack of respect for the common man made me lose faith in the system. The rebel in me wanted to change my birthplace. 2)   From Sonepat (India) to Singapore: Further education in the USA was a good exit strategy. However, I had little money. Sitting in my shared accommodation, I noticed the National University of Singapore's master's program applications in a newspaper. I gave it a go. To my surprise, I secured admission. The NUS admission office scolded me for not filling in my details properly. I didn't mention "India" in the postal address as It was the first time I gave my home address to anybody 'outside" India. I came with one way Air India ticket and 200,000 Indian rupees (8000 SGD in 1999, 3000 sgd plus now). I needed an education loan and then an unknown Pakistani classmate became my guarantor. Seven years later, i ended up becoming Singaporean as it became home for me and my family. 3)   A Leap into Market Research: Amidst Singapore's post-financial crisis landscape, the Job Market was tight. My student visa was expiring soon. In a last-ditch effort, I cold-called numerous research agencies. My call reached Piers Lee at Asia Market Intelligence (IPSOS now). He was looking for somebody to do senior executive interviews. My CNBC experience came in handy. Two decades later, I am in the industry. I did not know much about 'market research" as I majored in Economics.  Some may call me "Vagabond" or blame me for a 'lack of focus and priority". I don't know. But I am sure that "if most of you know where we have been, you realize we have no idea where we are going" Rings the bell? Do share your stories and views? It is good to let go ;) DR PHILIP MERRY TeamSynchronicity Coach, we discussed this on my YouTube channel too ;)

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MSME Transformation-माइक्रो एवं स्मॉल एंटरप्राइज / लघु उद्योग सहायक is actively engaged in Transforming Indian MSMEs. *We are catalyst to improve productivity * We are sarthi to increase global competitiveness* * we are driving Digital Transformation in MSMEs * We are helping in collaboration and networking opportunities for MSMEs. A recent report by the McKinsey Global Institute sheds light on the critical role of micro, small, and medium enterprises (MSMEs) in India's economy 1) MSME contributes to 62 % Indian Job 2) MSMEs have generated seven out of ten new formal jobs over the last decade. 3) MSMEs in India are 26% as productive as large companies, similar to the productivity levels in other emerging economies. 4) The report suggests that narrowing the productivity gap between MSMEs and large companies could boost India's GDP by approximately 10.5% 5) MSMEs form the bedrock of India's economy, fostering innovation, creating jobs, and driving economic growth. They innovate across sectors, from traditional to cutting-edge industries, embodying India's entrepreneurial spirit. Their adaptability enables them to seize emerging opportunities swiftly. 6) Embracing digital technologies and fostering collaboration can unlock new growth avenues for MSMEs. https://lnkd.in/djDWSyhT #MSMEs #MSME #Transformation #DigitalTransformation #growth #business

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Want to relaunch in India, if it didn't work out earlier? Re-entering a market where a brand previously failed requires strategic planning and execution. Here are the steps we Fox&Angel think one should consider... 1. Analyze Past Failures: Understand and address previous mistakes. 2. Conduct Market Research: Assess current market conditions and consumer behaviour. 2. Localize Offerings: Adapt products and marketing strategies to local preferences. 3. Build Local Partnerships: Leverage local expertise and networks. 4. Revise Business Model: Be flexible and test with pilot programs. 5. Strengthen Brand Image: Rebrand if necessary and communicate improvements. 6. Ensure Regulatory Compliance: Understand and adhere to local laws. 7. Gather Customer Feedback: Continuously adapt based on feedback. FDI Audit & Aftercare can play a big role in.. 1. Risk Mitigation: Identify and address potential issues early. 2. Performance Monitoring: Track progress and make data-driven decisions. 3. Compliance and Governance: Ensure legal and regulatory adherence. 4. Operational Efficiency: Optimize processes and resource allocation. 5. Relationship Management: Maintain strong local stakeholder relations. 6. Strategic Insights: Stay competitive with market trends and future planning. Conclusion Combining lessons from past failures with thorough research, localization, strong partnerships, and effective FDI audits and aftercare will greatly enhance the chances of successful re-entry and sustained growth in the new market. For more extensive support to relaunch in India, contact us at [email protected] or simply Inbox me. #globalexpansion #relaunch #Globalsuccess #investinindia #growwithindia #Marketingstrategy #strategyconsulting #strategy #marketing #advertising #marketgrowth #leadership #quotation Apppl Combine – Marketing & Advertising Agency Few of the Brands who couldn't succeed, earlier. Metro Cash & Carry Ind Private Limited.- Couldn't compete with local wholesalers and retailers. Carrefour - Exited the market due to failure to scale up operations. TescoeBay- Struggled to expand due to stringent foreign investment regulations. Häagen-Dazs Shops - Couldn't cater to Indian taste preferences and price sensitivity. PizzaExpress - Exited due to inability to compete with local pizza chains. Taco Bell - Struggled to find a market fit. Mothercare PLC - Exited due to stiff competition and operational issues. OldNavy SV - Decided against entering due to market conditions. Danone - Exited due to low sales and high competition in the dairy sector. Mitsubishi Corporation Motors - Struggled with low sales and high competition. LeEco - Exited due to financial issues and inability to compete.

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Debashis Saha Saravana Jaikumar created the deep dive course from Indian Institute of Management, Calcutta to share their research insights about how AI can be leveraged for business goals across industries. #leadership #ai #strategy #certificatecourses #iimcalumni

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According to Statista 2024, the Artificial Intelligence market is projected to reach $305.90 billion in 2024 and is expected to show an annual growth rate of 15.83% by 2030. The ISB Executive Education’s Leadership in AI programme caters to this demand for AI-skilled leaders, integrating AI with strategic leadership. The 20-weeks programme curriculum provides a deep knowledge of AI fundamentals, exploring how these technologies can be applied to improve areas such as customer engagement, operational processes, and strategic decision-making. Read the article below to know more!

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INCOMPETENCIES AND SHALLOW RANTINGS DO NOT USHER IN GROWTH - the Tata conglomerate has lost its manufacturing mojo, the software ministrations are mundane and largely too inconsequential in the quality of offerings to have an impact on the fast changing field of intellect driven products and finally, the proclivities to master everything from salt to aviation has proved to be delusional at its best! The Tata conglomerate is fast emerging a dinosaur and the writing is on the wall especially since they can no longer make quality steel at the lowest energy density, cannot make passenger vehicles competitively or even competently and commercial vehicles are not innovating to create standards. The sink is visible afar and even the iceberg is emerging in view. Five years on, this will become history and the epitaph shall be writ large in black and white; no colors anywhere! Sad! extremely sad! so much about the growth narrative being touted around! impossibly delayed for any revival hopes! DEBT IS UNMANAGEABLY LARGE WITH NNW - negative net worth conditions imminent and with no reparation or course corrections in sight or even in the team of feasibility!

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Africa's economic future is bright! Learn how India can be a key partner in its growth. Read our blog "New trends in African market, opportunities for Indian businesses", coming from the desk of principal partner in bilateral relations for Verkko group and ex IFS officer Srikumar Menon. During his service as an ambassador for India he has served in quite a few African countries such as Angola, South Sudan and Sao Tome and in this blog he has transcended his experience as an embassy personnel into that of a business advisor. Do give it a read! #business #consulting #verkko #africabusiness #trends

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