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Articles by Rama Kanungo
Why the London Stock Exchange is losing out to the US
London Stock Exchange (LSE), which can trace its heritage to the coffee houses of the 17th century, is failing. The volume of shares traded is sharply declining, and some UK companies are swiftly moving to the US market. Listing in a stock exchange is for companies by offering shares to the public and institutions.
Why is the London Stock Exchange losing out to the US - and can it stem the flow?
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Why is the London Stock Exchange losing out to the US - and can it stem the flow? Original
London Stock Exchange (LSE), which can trace its heritage to the coffee houses of the 17th century, is failing. The volume of shares traded is sharply declining, and some UK companies are swiftly moving to the US market. Listing in a stock exchange is for companies by offering shares to the public and institutions.
Is Indian Economy Going through Knightian uncertainty?
Indian economy registered a borderline growth of 5% in GDP for the April-June quarter of this financial year— lowest in six years. A sharp fall from the 8% growth seen in the same period almost 2-years ago. During this period, the manufacturing sector grew at just 0.6% while ‘Agriculture, Forestry and Fishing’ sector at 2%. The ‘Mining and Quarrying’, ‘Construction’ and ‘Financial, Real Estate and Professional Services’ grew at 2.7%, 5.7%, and 5.9%, respectively.
Fallacy of Cashless Britain: A preconceived notion that disregards the Shadow economy
Britain is on its way to be cashless. An emerging British phenomenon, much-hyped since the Government introduced uncompromising security protected £5 notes and £1 coins. A recent report published in the Telegraph suggests that Britain is verging to be cashless and ranks in terms of usage as the third country behind Canada and Sweden. Consistent with this, a report by Imperial College corroborates that Britain is leading to be cashless or at least nearly cashless.
Failed BPR: Is it Emotional Intelligence that Matters? - CEOWORLD magazine
Business Process Redesign/reengineering (BPR) has surely failed. A number of studies show almost 70% BPR results in failure [1]. The initial idea of BPR advanced by Davenport in his book Process Innovation (1992) was a modest model with a sensible trail for change; later it became a much-hyped practice for managers, popularised by Michael Hammer and James Champy in their book Reengineering the Corporation (1993).
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