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    Corporate Critical Density
    Corporate Critical Density
    Corporate Critical Density
    Ebook125 pages1 hour

    Corporate Critical Density

    By Jayaraman Iyer

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    About this ebook

    Title: Corporate Critical Density

    Subtitle: Leveraging Companies to Occupy Wall Street
    (with a case-study on Unilever Sustainable Living Plan)

    Occupy Wall Street initiated in Sept. '11 by mainstream America: those who caused the problems of '08 are not paying the price. As 'Occupy' spreads round the world to democratic India an Anti-corruption call galvanizes millions of its citizens. With a rising tide of penury comes an unrelenting demand for change. The shock of hedge funds, derivatives, and a Ponzi scheme to the tune of billions of dollars has citizens awakening to the horror of a world economy as a massive Ponzi scheme.

    Paul Polman (CEO, Unilever): "There is nothing wrong about capitalism, but look at where we are, is the current system working, the way the world is going, can we do it differently?" His call, 'Don't stay on the sidelines. It boils down to small actions, big difference." In our consumer world substance and product is obscured by the very complexity of our overly abstracted world. What is crucial is to bring such abstractions into reality, acknowledge value where value is due, and deconstruct what is valueless.

    Corporate Critical Density makes a difference. It supplies tools to actuate accountability of cost consequence, and real time monitoring for optimal efficiency. Corporate Critical Density can revive a world economy and arrest deterioration of business values which encourage speculation rather than addressing issues raised by Polman that companies give as much as they take from society. Evolved companies shall be those who Occupy Wall Street because they genuinely want to be part of a sustainable world, that Movement is looking for.

    LanguageEnglish
    PublisherJayaraman Iyer
    Release dateDec 21, 2011
    ISBN9788192000411
    Corporate Critical Density
    Author

    Jayaraman Iyer

    Jayaraman Rajah Iyer is a Chartered Accountant from ICAI, New Delhi (1966) who has aunique insight into major changes in accounting in India’s history culled from experience withmajor firms across the globe. He interned at Hindustan Lever, worked his way up holding keypositions at API and Mafatlals. He introduced the principle of Likely Ultimate Costwhile appointed as Forestry Operations Accountant at Wimco. Leaving India in 1977 wasappointed as General manager of ITI Nigeria, Lagos. Selected by Sir William Castell who isnow the Chairman of the Wellcome trust, joined the Wellcome Foundation, UK to set right theaccounting functions of Wellcome Nigeria. He had also been visiting faculty at SPJIMR, SIESSchool of Management, and Vivekananda School of Management where he taught BalancedScorecard and Strategic Cost Management based on the Proprietary IBCM (Jayaraman ownsthe copyright to Inactivity Based Cost Management, 2006).He is the son of the renowned educationalist late Rajah Iyer, Headmaster, policy makerand Member of the Legislative Council of Tamil Nadu till his death in 1974. Jayaraman’sRajah Iyer Foundation provides a support system for teachers.Major contributions to the world of Accounting:In 1966 Jayaraman learned the ropes under visiting IIM-A faculty member late RSubrahmanyam of Hindusthan Lever, submitting cost data to the Govt of India for thefortnightly increase in the selling price of vegetable oil, Dalda. Sub as he was known, used allpossible cost allocation and apportionment while Forward Commodity Exchange wasprevalent during that time. Not a single cost driver could afford to be missed as the differencein price from one fortnight to the other was so insignificant that it would not be possible toaccommodate in today's currency break-up. In due course, the Govt. of India brought in aCost Audit Dept. including medicine and petrol under Dr. Rajagopalan, the first ManagementAccountant of ICAI and ICWAI and Jayaraman’s mentor in Management Accounting.In 1972 as Forestry Operations Accountant for Wimco, Jayaraman acquired an in-depthknowledge of forest terrains and realized a discrepancy between the accounting year forWIMCO (Jan. to Dec) and the forestry season (Sep. to March). This made it difficult toestimate cost for wood sent to the factories. This prompted him to institute a system calledLikely Ultimate Cost to achieve a balanced figure through the year without overloading a costfigure at the end. It necessitated estimating cost constantly a year ahead.In the course of his duty, as per the case study detailed in the book, Jayaraman was calledupon to play whistle-blower to corrupt practices. He says “An Accountant is the trustee of thepublic wherever he/she is employed. The personal case study reported in this book is not tobe construed as whistle-blowing but performing one's duty. An Accountant undertakes socialresponsibility quietly fighting for justice where 'matsyanyaya' is prevalent. Matsya means fishand nyaya justice, where the big fish swallows the small one.” Jayaraman went throughsubsequent inquiries at great personal cost to be vindicated in his stand against corruption.His joining the Wellcome Foundation later remains possibly the only HR case study where thewhistle-blower was appointed to a company despite a written negative reference from theprevious employer specifically imploring the new employer not to appoint him.It was in 2001, called upon to prepare a normal ROI for an investment in a major ERPpackage that Jayaraman drafted a unique methodology – RoI based on intangible, coveringthe entire spectrum of usage of an ERP package and its capability rather than submitting tothe futility of its usage hovering around 8%, for almost all highly priced ERPs, based on cashflow.Inactivity Based Cost Management was born (and copyrighted) in 2006.

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      Book preview

      Corporate Critical Density - Jayaraman Iyer

      Corporate Critical Density

      Leveraging Companies to Occupy Wall Street

      (with a case-study on Unilever Sustainable Living Plan)

      Jayaraman Rajah Iyer

      An IBCM© 2011 Research Publication

      Ω

      Copyright

      Published by Jayaraman Rajah Iyer at

      Smashwords

      Inactivity Based Cost

      Management - Copyright © REGN. NO.

      L-27490/2006 DATED December 1, 2006 Govt. of India, Copyrights

      Office, by the Author, Jayaraman Rajah Iyer

      ISBN 978-81-920004-1-1

      First eBook edition December 2011

      Rev.01 May, 2012

      Smashwords Edition, License Notes

      This ebook is licensed for your personal enjoyment only.

      This ebook may not be re-sold or given away to other people. If you would

      like to share this book with another person, please purchase an

      additional copy for each recipient. If you’re reading this book and

      did not purchase it, or it was not purchased for your use only,

      then please return to Smashwords.com and purchase your own copy. Thank you for

      respecting the hard work of this author

      Ω

      Published by

      Jayaraman Rajah Iyer,

      'Gayatri Cottage'

      Bearshola Road,

      Kodaikanal, 624101, India:

      First e Book edition December 2011

      Revised Edition May 2012

      ISBN 978-81-920004-1-1

      Ω

      Acknowledgment

      I wish to thank Mark Antrobus for his valuable suggestions and amendments.

      NASA - Black Hole Outburst in Spiral Galaxy M83 - Image courtesy

      Ω

      Dedicated to

      My mentor

      R Subrahmanyam , Corporate Development Manager,

      Hindustan Unilever (1966)

      Ω

      Table of Contents

      Preface

      Executive Summary

      Chapter 1. Understanding Intangible

      Chapter 2. Creation of Intellectual Value Capital (Policies)

      Chapter 3. Creative Process of Intellectual Value Capital (Policies)

      Chapter 4. Performance - Building Emotional Value Capital (Practices)

      Chapter 5. Measuring - Intangible Value Capital

      Chapter 6. Resources - Team

      Chapter 7. Resources - energy

      Chapter 8. Intangible (Energy = mc²)

      Chapter 9. Tweaking for Corporate Critical Density

      Chapter 10. Conclusions

      Chapter 11 - Recommendation

      Preface

      [1. What to expect. We cannot go backwards - A Declaration of Economic Independence - multinationals in order to survive shall metamorphose into an avian species and learn to fly. - the huge amount - a really huge amount - of energy bound up in every material thing. - Why should I believe? - Management methodology brings us back to basics. - The Mainstream shall be an engine of change pushing evolution by demanding corporate co-responsibility in environmental practices but more, in the demand for optimal efficiency through governance of policies and practices. - In order for business and the world to survive it is inevitable that dinosaurs shall be displaced by erstwhile second tier companies who are willing to join in a co-responsible leadership in corporate values - the only way the corporate sector can leverage a change in Government. - 2. Background. Experimentation without success. - Commitment. - The 2008 financial crisis is due to lack of governance, deregulation, and trickle down theory; - technology has not been put to use for controlling the resources which are being funneled to tax havens. - The result of what we are seeing today is the inability to govern and scant respect for the world at large, a type of economic or fiscal cannibalism. - The Government, Academia and Rating Agencies along with Insurance industry and Lending Institutions have acted in collusion to profit individuals at the expense of the companies concerned and the mainstream. - Slash- and-burn capitalism has to be replaced with a new management methodology. - Is anybody listening? - There is a need for listening to what the people want to convey - If not now, when? If not me? Then who? - 3.Detailed recommendation.- 4. The rationale.- 5. An alternative course of action? - 6. the next steps - Conclusion: The Mainstream. What is the benefit for the people?]

      Ω

      1. What to expect. Why should you be interested? The conclusion and recommendation.

      We cannot go backwards. We can only go forwards. We can never go back to business as usual. The writing is on the wall.

      What to expect? The only way forward is to empowerment or impotence. The only healthy possibility is a positive transformation of the economic horizon. Each one of us is affected in some way or other by the economic climate. No one can hide; there is no where to hide. Tax havens are in daily trepidation about when they are going to be exposed. The biological state of the planet we call home is affected by how we live. There is a co-responsibility between corporates, the mainstream and our natural environment.

      A Declaration of Economic Independence in management methodology offers a challenge and an opportunity for corporates of high value to bring about the inevitable next step of economic evolution. It predicts a new capitalism based on optimal efficiency and value sustainability in order to explore, the huge amount - a really huge amount - of energy bound up in every material thing. Management methodology facilitates bringing second line corporates into leadership positions economically based purely on sustainable values. A revolution in sustainability shall be realized by second tier corporates occupying Wall Street. They shall displace the dinosaurs unable to change. Other multinationals in order to survive shall metamorphose into an avian species and learn to fly.

      Why should I believe? Management methodology brings us back to basics. It puts us into a position to bring out the reality of business. We now shall practice business with reference to an accountable substance and product which ushers in sustainability of values. In our consumer environment substance and product is obscured by the very complexity of our overly abstracted world. What is crucial is to bring the abstractions into reality, acknowledge value where value is due, and deconstruct what is valueless.

      The Mainstream shall be an engine of change pushing evolution by demanding corporate co-responsibility in environmental practices but more, in the demand for optimal efficiency through governance of policies and practices. This governance shall have a knock-on effect for the economy and the environment and well-being of the mainstream.

      In order for business and the world to survive it is inevitable that dinosaurs shall be displaced by erstwhile second tier companies who are willing to join in a co-responsible leadership in corporate values.

      This is the only way the corporate sector can leverage a change in Government, while the Government shall take co-responsibility in awarding contracts to companies merited with efficiency and values.

      The Occupy Wall street Movement will be in a position to differentiate between companies who are valuable to the world economy and those who are not: who are a burden and destined for self destruction.

      2. Background. Why the problem and opportunity has arisen.

      Experimentation without success. Lack of success has been due to an inability to measure governance.

      Commitment. One of the problems is commitment. Individuals come and go in corporates with no commitment to the companies. If you do not have a family business then you need a system to endure sustainability of corporate living

      (1) The 2008 financial crisis is due to lack of governance, deregulation, and trickle down theory; besides hedge funds and the mortgage disasters one major area unaccounted for is $4.1 trillion US on investments in intangibles. Where is the money? Where are these funds?

      (2) Despite having brought out an enterprise resource planning ERP system, in vogue since 1976 when the first IBM computer emerged, technology has not been put to use for controlling the resources which are being funneled to tax havens.

      (3) The result of what we are seeing today is the inability to govern and scant respect for

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