Thursday, April 14, 2011
Saturday, March 05, 2011
Bihar society is Hiring
Check out this SlideShare Presentation:
Bihar society hiring
View more presentations from BIHAR SOCIETY.
Monday, February 21, 2011
THE BIHAR
Check out this SlideShare Presentation: I would like to invite you to read the much awaited quarterly webzine of BIHAR GROUP and BIHAR SOCIETY.
This Webzine will be a quarterly feature. Articles , features, advertisement etc are welcome from all members.
Bihar Society:
PDF format:
PPT format:
Social Entrepreneurship Jobs
https://docs.google.com/document/d/1aOhsgnIyHTUTBWXN0GBikmX5ny-LciDScAeWjzCvzD0/edit?hl=en#
This Webzine will be a quarterly feature. Articles , features, advertisement etc are welcome from all members.
Bihar Society:
PDF format:
PPT format:
Social Entrepreneurship Jobs
https://docs.google.com/document/d/1aOhsgnIyHTUTBWXN0GBikmX5ny-LciDScAeWjzCvzD0/edit?hl=en#
THE BIHAR
View more documents from Santosh Pandey.
Sunday, January 23, 2011
My message to William Dalrymple
Dear Mr. Dalrymple,
First of all I would like to introduce myself. I am a born Bihari (Indian). Today I got very offended after reading your interview in WSJ wherein you quoted " that few would’ve turned up had the festival taken place in Patna". As a Bihari and also a resident of Patna, I would like to ask you on what basis you are spreading such a negative image of Patna?
Bihar & Patna is already suffering from a negative image due to biased Indian media and on the top of that such statement from a Historian and writer of your repute does no good to this image but having an incremental impact on the bad perception.
Few year back ( in 2007) also you had given similar statement in Financial Times London regarding Bihar wherein you has given a statement which was about an election in Bihar at a time when there was no election in Bihar. It was extremely negative right from the word go, associating certain reprehensible practices which are culturally far more likely to happen in other states than Bihar.
Some of our fellows Biharis had communicated their apprehensions to you at that time also and you had assured that you will not try to propagate a negative and biased opinion about Bihar any further.
But alas, you did it again this time, and that too without any solid reason. Did you try ever to organise any such thing in PATNA in Bihar? then on what basis such an opinion?
Let me invite you to come to Bihar to get a first hand feel of Bihar/Bihari and our hospitality, culture and warmth. I guarantee that you will be surprised and bowled over.
We are planning to Organize several big festival ( Mahotsava as it is called in HINDI) for example Rajgir Mahotsava, Gaya Mahotsava, Dasrath Manjhi Love Mahotsava, Nalanda Mahotsava, Vikramshila Mahotsava, Patliputra Mahotsava and many more).
The reason for sending this message are not only to communicate to you that we as Biharis are hurt by your irresponsibly statement in international media but also to invite you to have a first hand experience of Bihar so that you can form a more objective and correct opinion about Bihar.
Would also like to invite you to our Facebook Bihar Page and our Volunteer NGO effort for betterment of Bihar. Please see the link below:
a) http://www.facebook.com/home.php?sk=group_153744714660549&ap=1
b)http://www.facebook.com/home.php?sk=group_188103284536849&ap=1
I also read your clarification that you Love Bihar and hence this invitation to the cause of Bihar. Hope you will reply back or help Bihar rather than only curse and criticize.
regards,
Santosh
Santosh Pandey
Saturday, January 22, 2011
Friday, January 21, 2011
Saturday, January 15, 2011
Sunday, January 09, 2011
World Class University and Research Centre in Bihar
Nalanda had a tougher admission process than what Harvard or MIT have today. But it was destroyed and thus began the decline of Bihar,India,Asia and world. The Wheel or History takes a turn, come join the movement and make the future or become history. We don't need to revive Nalanda but the whole atmosphere. Just like Delhi as an Institutional Area which houses, IIT-Delhi, IIFT, ISI,IIFT,Fore etc. We need many ....,
Bihar is the heart, mind and soul of India and Asia. Yoga,Kamasutra, Surgery, Buddha, Mahavira, Guru Gobind Singh were sons of Bihar and Nalanda University is world's greatest and oldest institutions (destroyed and needs reconstruction). Please help Bihar in the quest to reclaim the position as a seat of learning, research and Asian renaissance.
The Adventures of Sherlock Holmes
Bihar is the heart, mind and soul of India and Asia. Yoga,Kamasutra, Surgery, Buddha, Mahavira, Guru Gobind Singh were sons of Bihar and Nalanda University is world's greatest and oldest institutions (destroyed and needs reconstruction). Please help Bihar in the quest to reclaim the position as a seat of learning, research and Asian renaissance.
The Adventures of Sherlock Holmes
Saturday, January 01, 2011
Thursday, August 05, 2010
Sunday, April 04, 2010
Sunday, December 20, 2009
How India beat China in auto exports-Swaminathan S Anklesaria Aiyar
This week, Ford Motors announced that India would be a global manufacturing hub for its new small car, the Figo. This underlines a remarkable new development. India has overtaken China as a car exporter this year, exporting 201,138 cars in January-July against China’s 164,800. What’s more, Indian exports in this period went up 18%, while China’s fell by 60%.
Of other big Asian exporters, Korea’s exports have fallen 31% and Thailand’s 43%. In a terrible global recession, India is the only country with zooming exports. Hyundai has long made India an export hub for small cars, and aims to export 300,000 India-made cars this year. Maruti-Suzuki comes second in exports, with Tata, Mahindra and others well behind. Nissan is about to build a new factory in India specifically for exports. India looks like exporting half a million cars in 2009-10, and should cross the million mark within five years.
What accounts for India’s success? Visionary planning? Long-term strategy? No, India’s triumph was completely unplanned. No planning document ever envisioned or planned for beating China.
Analysts say China has become a great auto exporter because of huge subsidies, an undervalued exchange rate and dirt-cheap credit. But India never aimed at an undervalued exchange rate to pile up large trade surpluses — rather, it aimed to keep the real effective exchange rate unchanged from 1993 onward. India’s interest rates were always among the highest in Asia. It stubbornly refused to reform its inflexible labour laws, with adverse effects on productivity and wages relative to Asian competitors. No Indian strategic vision targeted special provisions or subsidies to the auto sector. Indeed, the sector for years suffered exceptionally high excise duties and sales tax.
How then did this sector become world class? In the early 1990s, auto production was freed for investment by any domestic and foreign investor. Indian planners as well as foreign investors regarded India as a low-skilled, low-productivity country producing third-rate cars like the Ambassador and Premier. Foreign investors came only because car imports were virtually banned. The small size of the Indian car market created serious scale diseconomies.
Critics from both the Right and Left criticized the new auto policy. Leftists claimed foreigners would decimate the industry. Free-marketers complained that foreigners were being wooed to create an inefficient, high-cost industry behind high tariff walls.
Nobody foresaw what fierce competition would do. Auto companies compete by constantly producing new models with improved features like fuel efficiency. Indian consumers are very price-sensitive, so design changes to reduce costs are also vital. India’s auto parts companies had rarely been asked for innovative changes during the old licence-permit raj, when the Ambassador and Premier faced little competition. But MNCs brought in competition, and started a dialogue with auto ancillary manufacturers on constant design changes. To their surprise, they found that Indian engineers had considerable skills, and could make improvements quickly and cheaply.
Bharat Forge, which makes auto forgings like crankshafts and axles, was among the first to realize that India’s big advantage was not cheap labour but cheap skills. The company decided to have no blue collar workers at all, only engineers. This yielded a huge rise in innovation and productivity, and soon made Bharat Forge the second biggest auto forging company in the world.
For new auto components, global giants like Delphi and Visteon typically took three months to go from concept to design, prototype, testing, removal of glitches, and final manufacture. But Bharat Forge found it could do the entire sequence in just one month.
Soon, every auto company and parts maker in India focused on using cheap skills to constantly produce better and cheaper parts and vehicles. Bajaj Auto once relied on know-how from Kawasaki for motor-cycles, but soon found that its own R&D produced far better bikes for Indian conditions. Maruti Suzuki made India a global hub for R&D. And Tata Motors created the Nano, the world’s cheapest car, making the world sit up.
The ultimate compliment to India’s design skills came from Carlos Ghosn of Renault-Nissan. He decided to build an ultra-cheap car (that might compete with Tata’s Nano) in collaboration with Bajaj Auto. In such partnerships, the global partner usually does the R&D and the Indian partner the low-cost production. But Ghosn decided the new car should be designed by Bajaj Auto, which had never produced a car before. Why? Because Ghosn felt it was easier to upgrade from a two-wheeler than downgrade from a standard sedan to produce an ultra-cheap car.
This then is the secret of India’s success. Don’t waste time with strategic planning and picking winners. Simply let competition happen. You will be surprised how the most unlikely sectors can become world class. That’s how India has just beaten China.
Of other big Asian exporters, Korea’s exports have fallen 31% and Thailand’s 43%. In a terrible global recession, India is the only country with zooming exports. Hyundai has long made India an export hub for small cars, and aims to export 300,000 India-made cars this year. Maruti-Suzuki comes second in exports, with Tata, Mahindra and others well behind. Nissan is about to build a new factory in India specifically for exports. India looks like exporting half a million cars in 2009-10, and should cross the million mark within five years.
What accounts for India’s success? Visionary planning? Long-term strategy? No, India’s triumph was completely unplanned. No planning document ever envisioned or planned for beating China.
Analysts say China has become a great auto exporter because of huge subsidies, an undervalued exchange rate and dirt-cheap credit. But India never aimed at an undervalued exchange rate to pile up large trade surpluses — rather, it aimed to keep the real effective exchange rate unchanged from 1993 onward. India’s interest rates were always among the highest in Asia. It stubbornly refused to reform its inflexible labour laws, with adverse effects on productivity and wages relative to Asian competitors. No Indian strategic vision targeted special provisions or subsidies to the auto sector. Indeed, the sector for years suffered exceptionally high excise duties and sales tax.
How then did this sector become world class? In the early 1990s, auto production was freed for investment by any domestic and foreign investor. Indian planners as well as foreign investors regarded India as a low-skilled, low-productivity country producing third-rate cars like the Ambassador and Premier. Foreign investors came only because car imports were virtually banned. The small size of the Indian car market created serious scale diseconomies.
Critics from both the Right and Left criticized the new auto policy. Leftists claimed foreigners would decimate the industry. Free-marketers complained that foreigners were being wooed to create an inefficient, high-cost industry behind high tariff walls.
Nobody foresaw what fierce competition would do. Auto companies compete by constantly producing new models with improved features like fuel efficiency. Indian consumers are very price-sensitive, so design changes to reduce costs are also vital. India’s auto parts companies had rarely been asked for innovative changes during the old licence-permit raj, when the Ambassador and Premier faced little competition. But MNCs brought in competition, and started a dialogue with auto ancillary manufacturers on constant design changes. To their surprise, they found that Indian engineers had considerable skills, and could make improvements quickly and cheaply.
Bharat Forge, which makes auto forgings like crankshafts and axles, was among the first to realize that India’s big advantage was not cheap labour but cheap skills. The company decided to have no blue collar workers at all, only engineers. This yielded a huge rise in innovation and productivity, and soon made Bharat Forge the second biggest auto forging company in the world.
For new auto components, global giants like Delphi and Visteon typically took three months to go from concept to design, prototype, testing, removal of glitches, and final manufacture. But Bharat Forge found it could do the entire sequence in just one month.
Soon, every auto company and parts maker in India focused on using cheap skills to constantly produce better and cheaper parts and vehicles. Bajaj Auto once relied on know-how from Kawasaki for motor-cycles, but soon found that its own R&D produced far better bikes for Indian conditions. Maruti Suzuki made India a global hub for R&D. And Tata Motors created the Nano, the world’s cheapest car, making the world sit up.
The ultimate compliment to India’s design skills came from Carlos Ghosn of Renault-Nissan. He decided to build an ultra-cheap car (that might compete with Tata’s Nano) in collaboration with Bajaj Auto. In such partnerships, the global partner usually does the R&D and the Indian partner the low-cost production. But Ghosn decided the new car should be designed by Bajaj Auto, which had never produced a car before. Why? Because Ghosn felt it was easier to upgrade from a two-wheeler than downgrade from a standard sedan to produce an ultra-cheap car.
This then is the secret of India’s success. Don’t waste time with strategic planning and picking winners. Simply let competition happen. You will be surprised how the most unlikely sectors can become world class. That’s how India has just beaten China.
Sunday, December 13, 2009
The True side of Dr. Zakir Naik- Please see to understand him
In a country, like India where he was born, brought up and given all his knowledge and wisdom propagating this type of thought is really dangerous. If all Hindus start thinking that only we Know the religion which is right and Hindu teacher only knows 2+2=4 and every one else is like a teacher who teaches 2+2=6, or 8, or so on, then, know Dr. Naik would not have been what he is today? there should not be any other faith or religion in India than Hinduism. There should be no other place of worship than Hindu temples. And if we follow the preaching of Dr. Naik, we should force all muslims to convert to the path of Hinduism, demolish all mosques, churches and other places of worships and construct Hindu Temples there.
Sunday, November 29, 2009
Bill Gates on mosquitos, malaria and education
Bill Gates hopes to solve some of the world's biggest problems using a new kind of philanthropy. In a passionate and, yes, funny 18 minutes, he asks us to consider two big questions and how we might answer them. (And see the Q&A on the TED Blog.)
Nandan Nilekani's ideas for India's future
Nandan Nilekani, the visionary co-founder of outsourcing pioneer Infosys, explains four brands of ideas that will determine whether India can continue its recent breakneck progress.
Pranav Mistry: The thrilling potential of SixthSense technology
At TEDIndia, Pranav Mistry demos several tools that help the physical world interact with the world of data -- including a deep look at his SixthSense device and a new, paradigm-shifting paper "laptop." In an onstage Q&A, Mistry says he'll open-source the software behind SixthSense, to open its possibilities to all.
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