latest issue

Assemblies are gone, caretaker setup is in place, and election campaigns are beinggeared up. A big change is in the offing. Hopefully the change will be for the better if notthe best. Business activities were not as usual very good, poor remains poor and therich are getting richer. Unemployment and depression prevailes in the society, conse-quently the law and order situation has worsened. The country leadership continues tobe less concerned with the declining living standards of the masses. Nevertheless, welook forward to a very positive change in our homeland. We pray the new setup bringprosperity, peace and economic boom to our countryThe power load-shedding beside CNG continues to slacken the daily pace of life. Thebusiness and industrial sector is terriblely hit by this ever present issue. As the summersusher in, the apprehension of the people is increasing manifold, intense heat withoutpower will be intolerable. There is no immediate solution in the horizon to shun thislooming danger. It’s the matter of great regret that the power shortage is not solely dueto the nature, it’s the government’s incapability and misuse of financial resources whichcreate decline in power generation. The IPPs are not paid in time to generate and de-liver electricity to the people and the industrial sector, eventually the people bear thebrunt of government’s malefic policies. The power sector serves as back bone for anyeconomic activity, therefore, no economic activity results in unemployment which in turncreates turmoil, chaos and moreover greater crimes in the society.Now there is a new hope to get rid of inefficient and insensitive leaders. People are freeto choose the competent and sincere leadership which would eventually serve the coun-try. Let’s get the proper benefit of this opportunity by electing the right kind of leader-ship to help sustain national economic and the business activity.We are planning to hold 2013 CEO Summit Asia in June this year. We will be launching2013 edition of the Book: 100 success makers in Pakistan. This book will hopefully willwin the local as well as global attention immediately. The book comprises exclusive inter-views of men and women who gained success and are at the top of the list.Once again like its previous issues the Manager today is carrying the interviews of veryfamous and top level business personalities of the country whose life inspires so manypeople from the business community and other sections of the society.In addition to that the new issue carries very informative articles byWali Zahid and Has-san Raza. Top of the line books on business management, movies on corporate affairsand corporate event especially adorn the latest copy of Manager Today. The magazinewill surely captivate the readers’ attention by its very informative and educating content.

Looking forward to very peaceful and prosperous years to come.

Good luck

Wewill openthebook. Itspagesareblank.Wearegoing toputwordsonthemourselves.Thebook is calledOpportunityand itsfirstchapter isCHANGE.”

IJAZ NISARFounder & President Manager [email protected]+ 92 300 452 1298

EDITOR’SNOTE

ACHANGE INTHEOFFING

INSPIRED? MOTIVATED? DID YOU LIKE WHAT YOU READ?

Women harassment and genderdiscrimination are the issues which

have to be handled urgently and withgreat attention. Women role in societyshould be projected positively to helpcreate a conducive environment for theworking women. Media should highlightthe achievements of women in variousspheres of life. Manager Today’s effortsare commendable for its efforts to give apositive picture of working women.

QURRAT-UL-AINLahore

Congratulation! Your magazine isintroducing famous and top level

businessmen to the general public. Theirlife and achievements are of course veryinspiring for the up-coming businessmenand the young professionals. To know thebusiness environment is vital for youngbusiness students. They can achieve a lotby reading the articles written in yourmagazine.Thank you

MUHAMMAD IRFANStudent at LUMS

Lahore

Ihave always been very fond of readingbooks and magazine which containarticles on business, entrepreneurship,industry and about the lives of successfulbusinessmen, your magazine is a veryinformative.

SAEEDA NAEEMRawalpindi

You are highlighting real heroes whoare responsible for economic growth

of the country, thus alleviating poverty andproviding employment to the educated butunemployed youth. Their contribution isno doubt remarkable that they bring thecountry out of the depths of economicuncertainty.Manager Today is doing its best to helpachieve the goal to put the country on theright track. Highlighting those tycoons’contribution is in fact a participation in thenoble cause.

IRFAN AHMEDIslamabad

Projecting the strong and positive sideof Pakistani women is something

unknown to our populace. Majority of ushavemisconception about working women.Our media portray them as show piece andnever reckon them as strong manager, orbearer of something remarkable. ManagerToday's best thing is how successfully it isdiminishing gender bias.

HASHIR SALMANLahore

Dear Editor, first of all I would like tocongratulate you on launching such

an ideologically strong magazine in ourmarket. I am an event manager and keep avivid eye on corporate events occurringespecially in Lahore and its surroundings.Though the whole magazine is itself soexciting to read but as my profession doesnot allowme spare time to go through all ofit, I make sure the event section never losemy sight.

ZAHID BASHIR

If you findManagerToday inspirational for the personal and professional development, do inform us. You can also contribute yourarticles, suggestions and recommendations at: Email:[email protected], [email protected],Website:www.managertoday.pk Ph:04235792066, 03004521298, 03008445208Don’t forget to mention your full name, postal address and phone number on your letters.

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Only letters concerning articles in Manager Today will be considered for publication.Readers are requested to restrict their comments to 500 words. We reserve the rightto edit letters fo reasons of clarity & space.

14 EXCLUSIVE INTERVIEW

Exploring new deminsions ofmediaSARMAD A. ALIManaging Director MarketingAdvertising Sales of Jang Group

20WORKPLACE SANITY

See no evil, hear no evil,speak no evilGossip is becoming a necessary partof our daily conversation; either it isoffice, home or any gathering. Whilegossip does have its peculiarattraction, the repercussions are evenmore dangerous


Leading retail business inPakistanMIANMOHAMMAD TAYYABCEO, Enem Store

26 STRESS MANAGEMENT

Managing Stress

28 ENTREPRENEUR OF

THE MONTHInnovation and creativity inconstruction industryM. S. ASADMUKHTARChairman & CEO BanuMukhtarContracting (Pvt) Limited

MANAGERTODAY

Editor-in-ChiefIJAZ NISAR

Associate EditorNuman Ahmed

DesignerSHAH JAHAN (SHANI)

Marketing & Sales ManagerHASEEB NISAR

Manager Corporate CommunicationM. SAQIB SHEHZAD

0300 883 84280300 844 5208

ASST. MANAGER LEARNING & ODKANWAL EJAZ

PhotographerKAMRAN

ContributorsRIZWAN ALI SHAHPHILIP S. LALLATIF TUFAIL

SALIM GHAURIKAMRAN RIZVI

ANDLEEB ABBASMASOOD ALI KHAN

Legal AdvisorMUHAMMAD ZULFIQAR ALI BUTAR

PublisherMANAGER TODAY

PrinterGRACE ADVERTISER

HEAD OFFICE MANAGER TODAYPL-27 SIDDIQUE TRADE CENTREMAIN BOULEVARD, GULBERG III

LAHORE

Tel: 0423-579 2066Cell: 0300 452 1298

0300 816 72290300 844 5208

e-mail: [email protected]: [email protected]@hotmail.com

website:www.ceoclub.pkwww.managertoday.pk

www.leadingedge.com.pk

PCPB # 303-M Mar-April, 2013

Contents

34 CEO OF THE MONTH

Bringing Global Brands inPakistan through FranchisesSAMIULLAHMOHABBATCEO, BIL Foods Limited (Operator ofFatburger in Pakistan)

40 CEO SUMMIT SPEECHYaseen AnwarGovernor, State Bank of Pakistan

44 ISLAMIC HRM

Islamic human resourcemanagement and pakistan


Romana Aziz KhanFranchise Manager BeveragesBusiness at PepsiCo Pakistan

48 PERSONALITIES

10 Richest persons in theworld 2012

32 SOCIAL MEDIA

MANAGEMENTSocial Media The Sweet Spotto selling onlineThese kind of examples are verycommon now a days in our society.The negative impact on a brand cangrow exponentially if false offers,scams, malicious information, spoofsor jokes get shared on social medianetworks.

Contents

14 EXCLUSIVEINTERVIEW14

14 | MANAGERTODAY | www.managertoday.pk

SarmadA.AliManagingDirectorMarketing&AdvertisingSalesof JangGroup is thenameof success for anyprint or electronicmediaentity.His leadershipqualities inmediamarketingareunmatchable.His personal endeavours led thenumberonemediaconglomerate inPakistan– JangGroup - tobecometop revenueearner. JangGrouphasa lion share inPakistan’s total annualmediabusinessofRs45billion.Startinghis career fromanadvertisingagencyas junior executive just twodecadesago,hehasbecomeManagingDirector (Marketing)of JangGroupofCompanies.Byvirtueofhis impeccablepersonalitynoone could lurehimto leavehis organizationdespitemany lucrativeo=ersof top slots in corporate sector. Following is his exclusive interviewhegave toManagerToday’s teamrecently.

SarmadA.AliManaging Director MarketingAdvertising Sales of Jang Group

Exploringof

Deminsionsmedianew

Manager Today: What ails economy?Do you foresee a bleak economic sce-nario in 2013?Sarmad: Economy’s picture is not thatbleak though it remained stagnant forthe last four years. However, there is lit-tle improvement shown recently as GDPgrowth improved marginally from 2.4 in2010 to 3.7 per cent in 2011. Exportstouched $25 billion mark last year, for-eign remittances have increased as we

are receiving one billion dollar per monthremittances. Forex reserves too im-proved a little. But it’s true that we arefacing stagnation in the economy asthere is no improvement in the industrialsector and the reason is very obviousthat we are passing through a very seri-ous energy crisis due to which manufac-turing sector has no growth. Consideringthe grim situation, industrialists are shift-ing their units to some other countries

such as Bangladesh, Sri Lanka and theMiddle East. Pakistan is not the onlycountry in the region having energy cri-sis as Sri Lanka and Bangladesh too arefacing this problem as well but there isan obvious difference that they havegiven priority to their industry in provid-ing power though on a little higher tariff.Let me tell you that there is a silver-lin-ing as an elected government is going tocomplete its tenure first time and

IJAZ NISAR

PROFILE:Sarmad A. Ali Managing Director Marketing &Advertising Sales of Jang Group isresponsible for marketing and advertisingsales of print, electronic and online brands ofthe group. This included eight of thecountry’s leading print titles including Jang,and The News: and FM 101. Sarmad has overtwenty years experience inmarketing,advertising andmediamanagement. He hasbeen associated with the Jang Group since1994when he joined the group as ExecutiveDirector of The News. In 1997 he took over asthe Group’s Executive Director Marketing &Advertising Sales andwas promoted asManaging Director in 2006.

www.managertoday.pk |MANAGERTODAY | 15


democracy is on track after a long time.If you give a chance to a government tocomplete its term then a system gets inplace. It’s a positive phenomenon andhopefully next government too is ex-pected to complete its term as well.But there are rumours that care-taker government is likely to prolongto set the things straight?I don’t think so, though people are talkingabout caretakers to stretch a long timebut it’s not likely. I hope it does not hap-pen. Ground realities don’t suggest it willhappen. Constitution says electionsshould be held within 90 days. Electionsshould be held in May after completingcaretaker set up by March 2013. Evenelection campaign may not be allowed toprolong.Do you think the same faces wouldsurface once again in the forthcomingelections?There would be new faces, of course,

emerging in the next elections. Tehreek-e-Insaf is a new phenomenon. Jamaat-e-Islami which had boycotted last electionsis also coming in, besides some nation-alist parties participating in the elec-tions. So change is imminent.Are you satisfied with the quality ofeducation?The biggest problem is lack of interest

in social sector. I think it is the case ofwrong priorities. Winston Churchill usedto say that “It is education and health ofits children a nation depends upon”. Weare not investing on health or education.Right now the share of education in ourGDP is only 1.6 per cent which is lowestin South Asia and one of the lowest in theworld. As a nation we should be invest-ing at least 4 per cent on educationthough it would be still on the lower side.Are you satisfied with the standardof graduates being produced by ourbusiness institutions?We are producing aimless graduates

who have no future. They are not in de-mand. This is something needs to belooked at. HEC should determine thatwhat kind of graduates we need. Whatkind of education do we need and whatkind of educational institutions should beset up. HEC’s role should be enhanced asit should be an autonomous body with anindependent board of governors to insti-

tute education policy. We have to set ourpriorities in education sector and educa-tion should have top priority in our na-tional goals.Is there any leadership crisis in thecountry?I agree with you that there is a leader-

ship crisis being faced by our nation butI think the phenomena prevail all over theworld. We are living in the age of dwarfs.We are not living in the age of giants any-more. We are not able to produce lead-ers due to over-commercialization of thesociety. We are facing scarcity of giantsin every field and walk of life. Unfortu-nately we do not have a single Gulliver in-stead we have all Lilliput. We don’t seeany big name coming to the horizon.Do we have total decay of ethical val-ues in business?Generally, we are a deteriorating soci-

ety. I remember my teacher of businessethics used to say that there is no suchthing ethics in business. Ethics are get-ting less and less importance in our life.There is a need to revive our value sys-tem.What are the challenges being facedby media industry?No doubt, there is a growth in media in-

dustry in recent years. It was due to thefact that we were living in stagnantmedia eco-system as there were re-strictions. It started when we havetremendous growth in our economy by

about thousand per cent. With this, theadvertising spending increased, thus themedia grew by virtue of advertisinggrowth. That’s why the TV channelsstarted coming in. The total size of ad-vertising in 1990 was Rs450 crorestoday it is Rs4500 crores which is atremendous growth. And that’s howabout 100 TV channels are operating inthe country at present.Are you satisfied with the quality ofcontents these channels areproducing?

The channels are telecasting whatpeople want to watch. Electronic mediaindustry is primarily driven by the rating.Whatever consumers want to see, theTV channels would produce and on thebasis of rating they suppose to get theircut in advertising business. It dependsmore on the demand by the audiences.If audiences want classical music theywould produce it and if they like to watchpop, the channels have no choice but todeliver pop. TV channels are not charityorganizations. Media industry is driven bythe advertising business and they haveno choice but to go with the whims oftheir viewers.Is there any university dedicated tojournalism studies in Pakistan?There is none at the moment but many

universities and institutes in the publicand private sector are offering journal-ism, mass communications and media


sciences courses. But I think there is aneed for one specialized school of mediasciences. Couple of year ago, the Chi-nese government was interested to setup such institute in Pakistan with thehelp of Pakistan government and in con-sultations with the APNS but it didn’t go.What is the role of APNS?The primary role of All Pakistan News-

papers Society (APNS) is to safeguardthe interests of its member newspapers.It is, in fact, a regulating body of adver-tising and newspapers industry in Pak-istan. What are your suggestions forelectronic media to show sense of re-sponsibility? One must keep in mind thatelectronic media in Pakistan is only 10 to15 years old and it takes time to get ma-ture, however it is now shaping up andthey are going through with evolutionaryprocess.

Why print media is declining atpresent?

I don’t think print media is declining asthere are several new entities haveemerged recently. I think print and elec-tronic media are in their own spheres.However, the share of print media intotal pie of advertising has gone downwhile television’s share has gone up.Share of print media has gone down to35 per cent somewhere from 48 percent. But it’s not due to print’s decline;it’s because of the emergence of about100 TV channels in such a short span oftime. Print media’s share increased interms of value but shrunk in terms of vol-ume. Print media had remained stag-nant in terms of advertising for the lastcouple of years mainly due to economicslow-down. I believe print media isbouncing back. Now new newspapers

are coming up. Newspapers industrygrew about 35 per cent in current fiscalyear, may be due to its credibility. Adver-tisers have now realized that print mediacannot be ignored. Now time has comefor the multi-media companies and sin-gle media company like just one newspa-per or solely a TV channel cannotsurvive, that’s why every newspaperowner is trying to get TV licence and TVchannel owners are now investing inprint media.What are the challenges advertisingagencies are facing today?The biggest challenge advertising

agencies are facing is small margin. Theyjust cannot survive simply on 15pc com-mission. They are operating on verysmall margin. They compelled to chargefee on various services and on creativework. Agency compensation method hasnow changed. They are now working onvarious fee structures. They are consol-idating, going for mergers besides seek-ing foreign companies’ collaboration.What is the biggest challenge yourgroup is facing?The biggest challenge for Jang Group

is to remain on top. We are not feelingcompetition at all and we feel very lonelyon top. There is no group is on second.Our biggest challenge is to retain topslot and I am confident that we will main-tain our top position in the media indus-try.What was most difficult decision inyour career?Many. Actually I am in a profession and

situation where I have to take extremelydifficult decisions all the times.How you define success?Success is what you make of yourself.

I don’t look at success in financial terms.Few measure success in financial termsbut I don’t consider it as success. In realterms, success is the respect that yougain in the industry you are working in.How do you come out of state ofstress?I feel stress all the time. Usually I get

away from stress by reading books, lis-tening to music, etc. What are the threeingredients to success? Honesty, in-tegrity and hard work. There is no shortcut to success.n


WORKPLACESANITY20

The consequences of participatingin office gossip are far ranging andalways affect at least two or more

people. First, consider the person who isthe gossip spreader. Why is this personpresenting the information? Can anygood come from it? Will the informationbenefit you or the office you work in?What's in it for the gossip?If the answers to these questions arefuzzy, you can probably guess the gos-sipmonger is revelling in knowing some-thing that others don't yet know. Such"news," whether accurate or not, pro-vides a momentary feeling of superiorityand control that the gossip probablylacks otherwise. If this person's workperformance isn't sufficient cause forrecognition, then the next best option isto stake a claim as the one with the lat-est inside dirt.Unfortunately, a gossip isn't satisfied justpossessing the information, after all,knowledge that isn't shared is wasted,right? How would others know the valueof this soul unless the intelligence is dis-seminated? This is where others get im-plicated without necessarily being willing

participants. Even the "innocent" aredrawn in to the gossip's web by merelylistening. For a few fleeting moments,this person has everyone's undivided at-tention, and this is "reward" enough.While gossips themselves might not im-mediately suffer for their loose tongues,eventually they will be found out. The con-sequences may include poor perform-ance reviews, no pay raises, reprimandsfrom supervisors, or possibly dismissalbecause of their involvement in destroy-ing office morale or committing slander.Gossips are usually proactive in sharingtheir wealth of information, so othershave little trouble knowing who they are.Smart co-workers will learn to avoidthem any way they can, even though thisis not always easy or possible. Even if youyourself don't initiate gossip, just listen-ing to it takes a toll and carries conse-quences. Guilt by associationimmediately comes to mind. If severalpeople are present when a gossip leaksa juicy titbit, you may be credited as thesource at some later point just becauseyou were present. People's memoriesaren't always accurate.Of course, the one who suffers most isthe subject under discussion. Even if therumour proves to be just that, the dam-age has been done. Those who haveheard the gossip will be unable to com-pletely erase it from their minds. Theconsequences for this person might bedevastating.Since no one benefits from gossip, hereare three easy steps you can take toavoid this career-killing behaviour:1. Don't do it yourself ever. No, you aren'ttalking about people for their own good.

Seenoevil,hearnoevil,speaknoevilGossip is becominganecessary part of our daily conversation; either itis o%ce, homeor anygathering.While gossip doeshave its peculiarattraction, the repercussions are evenmoredangerous

HASSAN RAZA


You're gossiping. If you really want to helpsomeone, talk to the person directly.2. When someone tries to gossip withyou, you can:l Walk away.l Change the subject.l Directly state, "I'm not comfortabletalking about __________."

l Directly state, "I don't like talkingabout other people because I don'tlike them talking about me." That's aconversation ender for sure.

l Reply, "I hadn't heard that about__________. Let's go ask him/her."(Watch a gossip disappears when yousay that. Gossips are notorious cow-ards and dread confronting their sub-jects.)

3. When someone is gossiping aboutyou, you can:l Go with the direct approach. Saysomething such as, "I heard that

you've been saying the following aboutme." Then briefly summarize what youhave heard. Next, say, "While I wasn'tthere to hear you, I would appreciateyour coming to me directly with anyquestions or comments rather thantalking with ourco-workers/friends/family/etc."

l Go with the indirect approach. Saysomething such as, "I don't know ifyou've heard the rumours goingaround about me or not, but they'rereally disturbing. If you hear of anyonetalking about me, I would appreciate itif you would ask them to stop."

Just remember, if you don't gossip, youdon't have to worry about someone be-traying your confidence and telling otherpeople what you said.Remember, too, to distance yourselffrom gossips since you are known by thecompany you keep. n

Unfortunately, a gossipisn't satisfied justpossessing the

information, after all,knowledge that isn't

shared iswasted, right?Howwould others knowthe value of this soul

unless the intelligence isdisseminated?This iswhere others getimplicatedwithout

necessarily beingwillingparticipants.

LEADINGRETAILBUSINESSIN

PAKISTAN

EXCLUSIVEINTERVIEW22

MIANMOHAMMADTAYYAB CEO, ENEM STORE


Manager Today: In nutshell, kindly sharesuccess journey of Enem store?Mian Tayyab:My grandfather Esnamat Mo-hammad started this business. We are thirdgeneration who are taking care of the busi-ness. From the very first day, wewere actuallyin retail sector. After partition, my grandfa-ther started business at TollintonMarket andafterwards in 1960s, he shifted to LibertyMarket. My elders saw 1971 Indo-Pak war inthe same building at Liberty. It is surprisingthat at that time, Liberty was a desertedplace. As there were no imports and only twosuper stores were providing a retail facilitythat was the reason why, it was very difficultto collect such small gadgets for retail busi-ness. The Enem’s story is very interesting. Mygrandfather used to supply grocery to Amer-icans at Mangla. An American designer de-signed the name of Enem Store. And whenmy father entered into business, he tried toattract big fashion brands of the world. Asthere was no import, so he had to dependupon carriers. In 1979 when Islamic Summitwas held in Lahore, almost all heads of statesvisited Enem Store as in whole Lahore therewas no super store except Enem. Govern-

ment of Pakistan paid all the bills of visitingheads of states. My fatherMianMohammadAsif is still active in business. Though thereare only two Enem Stores, one in Lahore andother in Islamabad but these stores got boomwhen I completed my studies. At that time,Enem Store was a mega store in Pakistanand people across the country used to visitand shop here. When I completed my stud-ies, I considered myself as a common cus-tomer and thought what I should shop atEnemStore. I found no attraction in the Store.Then I decided to collect more and more in-ternational fashion brands. Now, with thegrace of Almighty Allah, we have almost allglobally famous fashion brands at EnemStoreas I have had portfolio and vision. Now EnemStore has almost all master brands of theworld. At this moment, Enem Store is an offi-cial partner of seven international brands.Rests of the brands are being supplied inother mega stores which are not more than15 in the country. There are only three groupswhich deal every brand of the world and EnemStore has rights to do business with all thesethree groups.

MianMohammadTayyab, CEO, EnemStore has theunique distinction of being the first Pakistanientrepreneurwho introducedworld’s popularbrands like Zara,Marks&Spencer, Cartier,MontBlanc, Eton, Cerruti,Moreschi, Cesare Paciotti andDalmine in the country. Even in 80’s,when only ahandful of people knew the names of internationalbrands, fashion products of StMichaels andMarks&Spencerwere available at Enem.Enem store in Lahore has been a landmark in LibertyMarket for almost half a century. Towering overLibertyMarket, EnemStorewas the first high-endshoppingmall of its kind.


IJAZ NISAR


When you started business aftercompletion of your studies?In 2007, I started business independently.

Until and unless my parents are alive, I wouldtake steps to promote my business with helpof my parents as their life experience is cer-tainly more than me and their suggestionswould be more valuable. However, from thelast four years, I am doing my business inde-pendently.How Enem Store is different from itscompetitors?The brands, Enem Store is offering at this

moment, are exclusive. Out of 100, otherstores are offering only 20 percent brands,while rest of 80 percent are being offered byEnem Store. As Pakistan is not a tourist re-sort where different people come, visit andshop. All locals know each other, all my cus-tomers, being local, are not outlandish tome.They have complete trust on me that de-fected items would be returned and ex-changed without any argument. Once I havesold a durable and quality brand, I hope thecustomers would visit Enem Store again andagain as they are local persons and nottourists who come once in life time.Being a young CEO, what are yourbusiness challenges?Unfortunately, we lack effective business

managers in the retail sector specially. Youcan find just General Managers, Sales Man-agers and HR Managers in the country. Pak-istanis have no exposure of retail business asit is very difficult to carry minor details in re-tail. Bareeze’ and Stylo have very clear inven-tories as they deal in one item. Bareeze’ sellsonly cloths while Stylo deals in just ladies andchildren shoes. On the other hand, retailerslike Gourmet, Alfatah and Enem Stores, haveweak inventory system as they are sellingcountless items simultaneously. For example,Enem Store is offering almost 0.85 millionitems to its valuable customers. The inventorymanagement system to control 0.85 millionitems is a very difficult task to accomplish.Only a smart CEO could win the battle of

business, otherwise who have blind faith ulti-mately end in disaster. One-man-show cannotrun an expanded business. One person canonly run two to three stores and as soon asone-man-show ends there will be a completecollapse later on. One has to delegate powerto others. Decentralization has become cru-cial.

Do you think you have structured systemin your organisation?With the Grace of Almighty Allah, so far I

have achieved 50 per cent self-sufficiency,though there is gap and there is challenge. Abusiness which has been run by elders for aperiod of almost 50 years, cannot be trans-formed in a day. I got almost four years forbusiness growth that are ultimately showingsigns of completion of structured system.How do you develop the people andmanage the results of Enem Stores?It is an art to establish a structure of an or-

ganization. When you try to develop people,

sometimes hierarchy changes and organiza-tion’s system comes upside down. It is inter-esting to note that Mian Mohammad Amir,owner of Punjab Group of Colleges has maxi-mumnumber of PhDs faculty members whileMian Mohammad Mansha, owner of NishatGroup, has most of Chartered Accountantsin his organization. Very few organizationscould erect structure. I hope, within two yearsEnem Store would be able to strengthen itsown structure.Do you have third generation ofemployees?Yes, we have over 30 percent people who


belong to third generation.We have a very at-tractive plan to keep intact our employees.We have tried our level best to develop suchcircumstances where employees get not onlysalaries but also honour and self-respect andremain intact with Enem Store.Howmuch time you devote for coachingemployees?I spend almost four hours daily in guidingmy

employees.Howmany women are working at EnemStore?There are above 165 employees and over

35 females are attached with Enem Store. Ido believe in empowerment of women. A fe-male is leading our garment departmentwhere other members are also females.Though there are no females in managerialstaff but women are doing operational duties.What is succession plan of Enem Store?I have taken over just four years back. I have

developed my own team. It will take anotherthree years to prepare for my number two. IfI settle in any other country, business wouldcontinue to run at Enem Store but at a veryslow pace.Where do you foresee Enem Store fiveyears down the road?I would like to have 10 Enem Stores in next

five years in the leading cities of Pakistan likeKarachi, Multan and Sialkot. One more storeeach in Lahore and Islamabad would be my

priority.How would you differentiate betweenmanagers and leaders?Very interesting question. Managers can

become leaders. There are so many exam-ples that people progressed from scratchand became leaders of their entities. Leadersalways lead others. For example, Mian AmirMehdood of Punjab Group of Colleges is aleader who is leading almost 350PhDsmem-bers of his faculties and Mian MohammadMansha of Nishat Group is not a CharteredAccountant but still has an army CA in his dif-ferent organizations. Leader is the personwho gives vision while manager is the onewho runs his vision. An architect only designsspecification but does not construct the build-ing himself. Only contractor or laborers con-struct the building. Likewise, leaders just givevision and lead the people while managershave to execute the vision of the leaders.How you define entrepreneurs?True entrepreneurs are very rare in Pak-

istan. Businessmen have only experience.There are few entrepreneurs who have theability to uplift businesses up to a certain levelby dint of their visions and leadership andthose who have such capabilities becomeMian Mansha and Mian Amir Mehmood ofPakistan.How we can inculcate ethics in newgeneration?

It is very difficult to inculcate ethics amongnew generation as we don’t have such a con-ductive environment. Those managers whoare running entities also have dubious per-sonalities. Only the management of ten per-cent organizations, having strong structure,can inculcate ethics among its staff. Rest of90 percent organizations, which don’t havestrong structure because of family busi-nesses, cannot do it. Inculcating ethics is avery serious issue and we have to solve it col-lectively.How we can producer job providersrather than job seekers?Our lives have become empty since we do

not follow our religion. That is why we have noaim but to walk on streets and roads to seefemales. When 99 per cent of job seekerswant to join an organization just for the sakeof drawing salary and other perks, how is itpossible that such people would think to havetheir own businesses and provide jobs to oth-ers. Here everyone is trying to seek job butnot taking steps to become entrepreneur be-cause of less efforts and vision. Those whohave fear of Allah, self-respect and sense ofresponsibility are successful persons in thisworld and can ultimately become jobproviders.What are three key elements that canturnaround country’s economy?Our country has the potential to feed even

the whole world but unfortunately energy cri-sis has derailed it. Industry has been ruinedand exports have been decreased drastically.People living here now prefer shortcuts.They do not know how much potential theyand their country possess.How you will define your leadership andmanagement style?As Almighty God has asked us to get opin-

ion of others before doing or deciding anymatter. I, being the CEO, usually get sugges-tions and opinions of others but decide thematters independently.What are major decisions you took inlife?It was very tough time when I decided to ex-

pand Enem Store and wanted to invest enor-mously. I shared my worries with my fatherand ultimately God rewarded me with suc-cess.What is success?Success is a relative term. We should act

in all matters of our lives according to therules of Allah Almighty. n


STRESSMANAGEMENT26

You might already have attended seminarson stress management or read about thecauses of stress and the suggested copingstrategies. I am not going to repeat any ofthat; all I am aiming is to give you a newworld-view about life and a new strategy to dealwith stress. This may help some of you, whoare in a state of readiness to take this mes-sage!There’s no actual stress or anxiety in the

world, it’s our thoughts that create thesefalse beliefs. You can’t package stress, touchit, or see it. There are only ‘us people’ en-gaged in stressful thinking. We speak ofstress as if it is a combatant, attacker. It’snot; it is the result of our body’s response toour ego. It’s about perception ofworry/fear/threat, not the threat itself.Research has proven that most diseases

are stress-related, particularly heart diseaseand cancer besides other psychological dis-orders. When I was in the UK studying for aPhD which I couldn’t finish, I went to the doc-tor three times in two years for flu, fever orbad throat. He didn’t administermedicine onall three occasions and said these were re-lated to ‘some’ exam- or relationship-relatedstress. How right he was! Once I knew themath, I never needed to go to doctor afterthat, Alhamdulillah!It’s an imperfect world. And we are an in-

complete leader! Deadlines will always miss.Someone will always let us down at the lastminute. Our contacts in FBR and SECP andcentral banks may not do what they prom-ised. There will be overspends and undercol-lections. There will always be surprises.There will be things outside our control.Acknowledge that you are a normal, in-

complete human being. Tell yourself: I amcomplete in my incompleteness! Read an in-teresting article by the MIT faculty includingmy favorite author Peter Senge in HarvardBusiness Review – ‘In Praise of IncompleteLeader’!Context plays its negative part too. News-

papers, 24-hour TV news increase ourstress levels. What is happening in Pakistanon daily basis is also causing our blood to boil.Let me warn you! At personal or firm level,

you will never get it done: your desires, goals,

MANAGINGSTRESS

WALI ZAHID


hopes and dreams will never be finished –ever! As soon as you achieve one of yourdreams, another one is likely to pop up. Thenature of universe is in a continuous state ofexpansion.We can’t achieve what we want to– successes lead to other aspirations whichlead to more successes… and the cycle goeson. They call it rat race.On a separate note, modern [read: capital-

ist] workplace is not suitable for a healthywork and lifestyle. Because it leaves every-thing to logic and data, and doesn’t involveGod! More on this elsewhere.Stress is self-inflicted (we need to be mind-

ful of our limited role on this earth). We areaddicted to our desks, our work. A HarvardMedical School research tells us that workcan kill us. Long hours are nobody’s friend!Paradoxically, there will be cheaters too. Ex-

pect that no Sarbanes Oxley, a new directive,a law or a piece of legislation can stop peoplefrom becoming unethical. It’s your job to takepreemptive, not just reactive, measures thatthis doesn’t happen, and when it does happenyou deal with it according to the best possiblestress-free measure.Nature achieves so much without rushing,

fast-tracking andwithout attempting to do toomuch.Our own self-view hurts us most. We think

of ourselves as the only skilled or most well-intentioned individual. Nature doesn’t workthat way. It teaches us interdependence. i.e.there are other well-intentioned people as wellwho think of the organisational good asmuchas we do.Too much exposure to information. You

CFOs know far too much about where themoney goes. Awareness is painful. The merefact that you know more than the other folksknow make you vulnerable and can act asstressor. I often wonder that if God wanted,he could have given us a third eye at the back.Had he done that, our lives would have beenmiserable.Control. Egos. Two words that stop us from

becoming collaborative or distributive leaders.Instead of becoming facilitator of themarket-ing, production or HR functions, we competewith others for resources. Stress is a desireof the ego. We allow ego to create many of

the problems we encounter that we label asstress and anxiety.Some stress-inducing thoughts:• It’s more important to be right than to behappy.

•Wining is the only thing.When you lose, youshould be stressed.

• Your reputation is more important thananything else.

• Success is measured in money and assetsyou accumulate rather then feeling happyand content.

• Being superior to others ismore importantthan being kind to othersAbout 20 years ago when I was working as

a newspaper editor, I read about the twotypes of professionals that die early – haveyou guessed it? Right, journalists and ac-countants! Both suffer from the self-beliefthat they are carrying the world on theirshoulders! Happy that I left journalism to havea life!So that was the worry… what’s the solution

then?Your world• Changes are unavoidable, outside our

control. Learn to adapt!• Lower your expectations. Learn to live

with uncertainty and surprises. Learn to sayto yourself that you do not have full informa-tion, and this should not cause you lose yourjob! Learn to say that you have messed up,and it’s okay: you have right to be wrong!Your self• Be light-hearted. Use humour. Respond tohumour. Drop your ‘airy’ CEO/ CFO guards!

• Reflect, read! Meditate. Spend quiet timewith yourself.

• Pray. Being a Muslim allows you to build inan automatic routine – to meditate, disen-gage, submit yourself to a higher power (i.e.leaving the control), to exercise. Pray. Haveyou read this?: ‘Make time for me, other-wise I’ll fill you with work’ – God. And do youremember the Qudsi Hadith: Aik teri chahathai (There’s one thing you desire) …?

• Sleep is some answer! (Allah’s tip to theProphet Muhammad (saw) on how to dealwith anxiety).

• Exercise. Walk. Hike. Jog. Play sports. Themore intense it is the better pattern

breaker it will be. Healthy life is a blessing.And the time is now!

• Don’t compare yourself with others; lookdown when comparing in worldly matters(Hadith).

Your workplace• Turn around the workplace. Make it fun.And light! Use google’s couches (refers togoogle’s workplace) for afternoon nap. Thework can and will still be accomplished!

Your coworkers• Learn to delegate. Learn to empower. Therole of leader is not managing the work; it’smanaging the ‘worry’. So if you are able topass on the ‘worry’ to people down the hi-erarchy, you have got it right.

Your work• Disengage. Break the pattern. You are notthe only one on whose shoulders this or-ganisation is standing.

• When you die, your inbox won’t be empty.And your place will be filled even before youare buried.

• Create a work-life balance.When is the lasttime you had played with your kids? Wereyou your natural self on the beach, play-ground or in Muree?

Your family• Play with your kids; spend time with family.•Watch babies, small children. The ProphetMuhammad (saw) liked them for makingmends quickly, having small egos. Today’sagile organisations need to learn from ba-bies.

Your future• Do not rush in the search for rizq (liveli-hood); it’s predestined. No less no more!

• Prepare for and look forward to your re-tirement for active business work or pursuitof your hobbies.Finally, turn around the thought process.

When something wrong happens, do not at-tribute the wrong to you. Just watch theprocess as an outsider and you may beamused most of the time.And finally, stress isn’t necessarily bad.

Some stress is good – it alerts you to the dan-gers. So, it’s good to have occasional stress!Use stress to your advantage.Are you willing to change your worldview

and your lifestyle today? n

ENTREPRENEUROF THE MONTH28



Manager Today: Please share withreaders the success story of Banu-Mukhtar?Asad Mukhtar: It is difficult to summarizethe hardships and ups and downs that my fa-ther and myself had to go through in fewwords, but let me say here that my fathertook a very humble and modest start with lit-erary no Capital & no Assets in hand. Thingshappened in due course of time and it wasour fate. By the grace of Almighty Allah, nowwe have full fledged offices and constructionwings at Lahore, Karachi and Islamabad andHundreds of prestigious construction proj-ects and huge client list on our Portfolio.Moreover, we are operating ten state-of-the-art manufacturing units of precast concreteproducts and sales offices across Pakistan.Recently we have further diversified our port-folio into manufacturing of interior relatedproducts and pre engineered steel buildings.Nowwe are looking forward towards themid-dle-east market, and take our name abroad.

What are the challenges in constructionindustry when furor of change is beingheard in 2013?The main challenge is that of sustainability.

Although project life cycle allows reasonablebuffer for future planning, but the magnitudeof this problem for medium- large companiesis also great because of higher overheadsthat makes it difficult to survive in the com-petitive market, especially in the recessiontimes. It is the blessing of Allah that even inthis time we have had enough business loadsthat could keep our employees intact with us.Our diversification in precast concrete sectoralso helps us in this regard.What is your future planning?Although our country Pakistan has always

been and will remain to be our main focus ofbusiness but we are looking forward to themiddle east market where construction in-dustry is at boom. Alhamdulillah we have al-ready received a contracting licenserecognition in Kingdom of Saudi Arabia and

Innovation andcreativity in

construction industryM.S. AsadMukhtar Chairman & CEO Banu Mukhtar Contracting (Pvt) Limited

Mr.M. S. AsadMukhtar, Chief Executive & Chairman of BanuMukhtar Contracting (Pvt) Limited, (Formarly Izhar PvtLtd.) has played a leadership role in the transformation of amedium sized contracting firm to one of the renownedcompanies in the construction industry in the country now. While narrating the success story of Banu-Mukhtar in anexclusive interview toManager Today’s team,Mr. AsadMukhtar said that Banu-Mukhtar owes its name to his Grand

Father, late SheikhMukhtar Ahmadwhomigrated from India in 1947 and got settled inMontgomery now Sahiwal. Eversince 1958, Construction and production of Pre Cast Concrete Products was a family business withmajor inputs from two

sons of SheikhMukhtar Ahmad,Mr. AsadMukhtar's uncle lateMr. Izhar Ahmad& his father lateMr. Iqtedar Ahmad.

IJAZ NISAR

I want a house that has gotover all its troubles; I don'twant to spend the rest ofmylife bringing upa youngandinexperienced house.-- Jerome K. Jerome

hopefully 2013 will be our first project there.Howmany people are on the pay roll ofBanu-Mukhtar?The strength of employees varies from time

to time as we recruit people on project basis.Sometime, we have had over 3000 skilledand unskilled people working with us. However,the permanent strength of Banu-Mukhtar sofar is around 1000 people.What are the challenges of humanresources in Banu-Mukhtar?Construction boom in the Middle East has

resulted in great out flow of skilled and semiskilled workers from Pakistan. Especially, thecream of our engineering institutes seeks aninternational career and wants to attach tomulti-national brands. Those left behind haveto be trained and polished and it is an addi-tional HR challenge to keep them chargedand moving.What do you foresee Banu-Mukhtardown the road after five years?I inshaAllah foresee a vibrant growth for

Banu-Mukhtar as our new generation is tak-ing charge. New professionals are also join-ing us continuously and we are achieving newmilestones.We are also in the process of de-ployment of SAP ERP to achieve a systematicgrowth. However, many external factors suchas energy crisis, political instability, law andorder issues, cultural norms in remote areas,and ever increasing cost of production has hitour local industry quite badly. Having said that,I am optimistic about the future because ofslow and steady developments in our demo-cratic culture, media and judiciary. After allwe are a nation of 200million people which isa great strength in itself.Do you have competitors in PrecastConcrete sector?Yes there are a couple of other manufac-

turers that give us hard time, but we have theedge of complete product range and scat-tered locations of ourmanufacturing facilitiesand sales offices across Pakistan. So there isno serious threat to us as such.Did you accomplish some housingprojects?No we have not been part of property de-

velopment and housing schemes in the past.However, we are looking forward to it andhave already opened our new office of "BanuMukhtar Homes" with this vision.Do you have competitors in constructionsector?


As per our certification from Pakistan Engi-neering Council (PEC), we are a C-A categorycontractor specialized in civil works and fewother areas. As such all those listed in thehighest category of PEC in the same scope ofwork are our competitors. But again, not allof them have the advantage of independentand fully autonomous construction offices atKarachi, Lahore and Islamabad and not all ofthem have the same prestigious projects andcustomer profile list and plant andmachinerythat we have developed in the last fivedecades.How you can survive in current ethicalvalues?Our primary focus has been and will remain

to be private sector, autonomous and multi-national organizations. Indeed this is a difficultmarket but it is the moral push that keeps usgoing because it is an open secret that onecannot survive dealing with government sec-tor without becoming part of their corruptpractices. It is very sad that only few of oursemi government / autonomous institutionshave developed a professional organization.What are the key areas you are going toadopt for next level of your group?Decentralization of power, transparency of

information, improvement in recruitment andselection process and business process re-engineering, portfolio diversification and newproduct development will be our "manage-ment goals punch list" to achieve a system-atic growth.What are core competencies you wantto see in your new managers?If you ask me for two key words, I would say

Integrity and hard work. I believe that all othervariables are secondary.Are you happy with the quality ofeducation of new graduates?It is hard to generalize here because of very

different cultures in the private institutes thathave developed in the last ten years vs ourtraditional government institutions. And evenwithin the private sector there is no parity. Al-though I am a firm believer that educationshould not be commercialized, but it is goodto see that competition has improved thequality of human resource output after failureof state run institutions.What is your succession plan?Like most of family run businesses, I fore-

seemy sons, nephews and other kith and kinsto take the baton.

Do we need more leaders or managers?Our nation needs leaders while our busi-

nesses need good managers.What is the difficult decision you took inyour business journey?Recently we have changed our name from

Izhar (Pvt.) Ltd. to BanuMukhtar Contracting(Pvt.) Ltd. Similarly we have changed thenames of all our other companies in line withour group name "Banu-Mukhtar". The ideawas to segregate our identity from our firstcousins which are also doing all the similarbusinesses that we do, and prospects are al-ways confused because it is same market. Itwas a very hard choice between continuingthe same name legacy of a well establishedbrand name and killing the "identity and who’swho issue" once and for all. Although it was adifficult decision but Alhamdulillah myself andmy entire family is fully satisfied with thiscourageous step.

Howmany women are working in youresteem organization?It is an undisputed fact amongst all our

Ulema that Islam encourages women to takecare of home while the entire economic bur-den has been laid on men. We take forwardthis morality. Moreover Construction is not aSoft industry anyways!How you cope up with anxiety?We have developed few farm houses here

& there and nature provides a good opportu-nity to relax.Any message for young entrepreneurs?Yes sure. There are hard times for them

and I would like to remind them the followingquote of Winston Churchill"A pessimist sees the difficulty in every op-

portunity; an optimist sees the opportunity inevery difficulty.”How you balance you martial life?I try to avoid working overtime. When at

home I am with the family. My managersknow that I am not to be disturbed after myoffice hours.Define success in few words or phrases?Satisfaction and Sense of Achievement.

Which book do you like to read andrecommend others to read onProfessional Development?There's a book written by an American au-

thor Chester L Karrass worth reading. " InBusiness as in Life, You don't get what you De-serve, You get what you Negotiate ". n

“Apessimist sees thedi8culty in everyopportunity; an optimistsees the opportunity inevery di8culty.”


34 CEO OFTHE MONTH

SAMIULLAH MOHABBATCEOBIL Foods Limited (Operator of Fatburger in Pakistan)

BRINGING GLOBALBRANDS INPAKISTAN THROUGHFRANCHISES

Manager Today: Please share with usypur bachground and success journey:Samiullah: After completing BBA fromUMT, he joined KFC as a managementtrainee in OPS department in 2003, win-ning Ops Maestro- an internal operationalskills assessment competition and wentall the way to Territory Manager in ashort span of time,opening a number ofrestaurants throughout the Punjab re-gion. His efforts were acknowledged andhe received Champion Club Award fromKFC International among 50 restaurantmanagers.And there was no end once he left KFC.

He introduced Hardees in 2008 and


IJAZ NISAR

SamiullahMohabbatbelieves in being extremelysupportive, helping peopleto achieve their optimum.His professional journey ismarkedwith challenges, thechallengeswhich aretransformed intoopportunities.


joined the group as a Chief Operating Of-ficer. Years at Hardees are marked withgreat success stories from handlingcountry launch to successful opening andoperating of stores throughout the re-gion. At the peak of all, he set off for anentrepreneurial adventure. In 2011, hestarted his own setup of franchise devel-opment in Pakistan under the name ofAugment Franchise, offering brand ac-quisition and management. Since then thecompany has acquired the franchise ofFatburger for a Dubai-based investmentcompany called BIL Investments and hehas taken over as the Chief Executive ofFatburger Pakistan. One store has beenlaunched in Karachi whereas the con-struction in Lahore and Islamabad is inthe pipeline.Augment Pvt ltd is also engaged in the

country wide development of lots of otherfood and non-food brands such as SecondCup, Menchies, Coffee Planet, DonerKebab etc. along with numerous othersub-franchises. Augment being a memberof World Franchise Associates, has ac-cess to more than 14000 brands inter-nationally.As a leader he believes in being ex-

tremely supportive, helping people toachieve their optimum yet setting veryhigh standards for honesty and commit-ment. His professional journey is markedwith challenges, however, he believes ithelps one to grow — take your challengesand turn them into opportunities.To him true happiness is making others

happy by helping them in any capacitywithout any expectations, making Allahhappy by obeying all his orders, which isthe key to eternal happiness and success.We are passing through very testingtimes with much of political instabilityand law & order situation going on,what steps should be taken to turnaround/stabilize Pakistan economicallyas well as administratively?It is very important to win the confi-

dence of both local and international in-vestors through measureable economicsteps and administrative reforms. At themoment export industry is at a setbackdue to insufficient business facilities andlack of conducive environment, energy cri-sis being a chief factor. Poor law andorder situationhas also contributed to re-

duced foreign investment. Due to high in-flation people’s buying power has reducedin a way that even domestic industries donot have sufficient buyers. We have failedto generate energy to cope up with our in-dustrial and domestic demands despitehaving resources to generate cheap en-ergy. The only way to resurface is to findcheap and uninterrupted alternatives forenergy to make ourselves economicallyfit. Secondly selecting right leadership isthe only way to get country out of the cur-rent mess, both economically and admin-istratively. This is where everybody’s rolecomes from institutions to individuals tounderstand every party’s agenda and thespread awareness. Each one of us is re-sponsible for using their vote correctly. Asmall effort can make a difference.With the commercialization ofeducational institutes, are you happywith the quality of business graduatesbeing produced, especially withreference to the business education?Here comes the role of business insti-

tutions. They should develop entrepre-neurial mindsets. As a business graduate,our general psyche is to find a good jobthat will secure them a six digit salary anda four wheeler. No one thinks about doingtheir own business. There should be a li-aison between business and financial in-stitutions, they should review businessproposals of such graduates/youngstersin their board meetings and approvesmall low interest loans. Currently no oneis encouraging those students who wantto become businessmen. No institution ishelping their students to become entre-preneurs.What is leadership to you? Are leadersborn or made?Leaders are born but they are polished

by the environment, so in a way they aremade as well. We might have many lead-ers amongst us but they yet haven’t dis-covered their true potential as leaders.Right education/opportunities/environ-ment/grooming all play a pivotal role inshaping a leader. I think right timing is theonly challenge. If we can still survive theseeconomic and political conditions againstall odds, I am sure we can do wonders ifgiven favorable circumstances. If a busi-ness is stagnant, that means they havegood managers; but if a business is grow-

ing, it shows they have good leaders.Leaders drive change, bring growth anddevelop the nations.What are the core competencies ofleadership that you want to see in ournew managers & business leaders?I am sure, everybody would have enough

theoretical and practical knowledge but Iwant to see visionary people, people whothink out of the box, without boundaries,without the word ‘impossible’. They musthave “CAN DO” attitude.What is your vision, mission, corevalues and shared behaviors that defineyour corporate culture? How do youmake sure that people live, act andbreathe your organization’s corevalues?

I believe in fairness, respect and trust.I make sure that in my organization every-body is treated fairly and respectably. I ama big supporter of delegation. I believepeople perform when they are given roomto perform. We all are human beings; we


all do mistakes and learn but strong sys-tems should be in place to ensure con-trols and accountability. Leader should bebrave enough to tolerate, guide and en-courage people.Please share your key businessstrategies or business model that hasled you to this current stature?Team player – I have people who are

working with me for 15 years and theywant to work with me for life. You have tolisten to others and plan strategies whichare equally good for employees and or-ganization.Do you have the high performance teamwith the right skill-set, mindset andvalue-set to lead the business growth?Yes, I do have great mix of experienced

industry professionals which is importantand I do believe in unswerving learning,both for self and corporation growth. It isultimately the role of the leader to definethe growth and vision, and design thevalue and culture to achieve the growth

targets. Though there are certain chal-lenges as we as a nation do not acceptchange so readily but the process getseasier once employees’ growth is duly en-sured and given as much value as thecompany’s growth.What are the HR challenges andstrategies regarding employeeretention, motivation, engagement andperformance appraisals at yourcompany?Though I don’t see much retention chal-

lenges because of economic meltdown asthere are not much growth opportunities

available in the market and people wantto stick with what they have in hand interms of job. Retention does not give youresults/productivity until employee en-gagement and motivation is not there asthey go hand in hand. And to me, best mo-tivation is both respect and monetarycompensation because of high rate of in-flation. Monetary compensation has alsobecome an important part of motivationand retention. A pat on the shoulder anda reward both are required to persuadean employee to produce results. As farengagement is considered, it comes withdelegation, confidence and trust on theteam. People feel more engaged whenthey considered area valuable part of theorganization.What steps should be taken toempower women professionally? Doesyour company have any harassmentpolicy?My Company believes in equally oppor-

tunities for both men and women. As youknow international chains usually ask forclean shaved people and girls dressed inwestern attire but it is my standing in-struction to the company that anybodywith beard can work if he meets our hy-giene criterion. On the other side, girlscan also work with scarfs and long shirt,so that they feel comfortable and con-tribute in the growth. Minorities have alsoequal opportunities with all the harass-ment and racism protection policies.Being the head of your organization,what are your strategies regardingsuccession planning and developingnext generation of leaders?Frankly speaking, I spend more energies

on retention through training, empower-ing and coaching instead of successionplanning, though it is integral part of or-ganization management which is neverbeen ignored as I believe each trainee isan asset and if given the right opportunity,he surely is to contribute to the organiza-tion’s profitability.Do you have any plans of expansion?Where do you see your organization fiveyears down the road? Does yourcompany envision being Pakistanimultinational?I see huge future potential as the inten-

tions are to grow big and contribute in theeconomy of Pakistan. I believe, in current

There is no shortcut forsuccess, you need tomuscleyourself in order to getshapedup throughhardwork, honesty andaclear vision.


situation, franchising is the most secureinvestment which one can make. Insteadof learning from your own mistakes, youlearn from others’ mistakes. You pay cer-tain amount against franchise rights, butat the same time you are also using theircenturies tested systems, expertise,worldwide quality reputation etc. My in-tentions as CEO of BIL Foods and Aug-ment are to bring and introduce worldclass brands in Pakistani market. This willnot only generate money for the compa-nies but also for all the stakeholders andeconomy of Pakistan. Each brand intro-duction/outlet opening brings more em-ployment, business opportunities forconstruction industry, packaging industry,storage and transportation industry, agri-culture and live stock industry etc. I amalso planning to expand my business be-yond the boundaries now and a compre-hensive plan has been designed toexplore international market.Any message of hope to the younggeneration of managers, entrepreneursand business leaders.My message to youngsters is to work

hard beyond time boundaries if you wantto achieve something big in life. There arelots of people who work 9-5 but only a fewreach at the top who work more than this.There is no shortcut for success, youneed to muscle yourself in order to getshaped up through hardwork, honestyand a clear vision. I would also recom-mend people to be entrepreneurs, jobcreator and not a job seeker. Start fromsmall and grow it bigger and believe methis is the history of all big brands andpeople.My message to the entrepreneurs is,

please expand yourselves through yourown investment or franchising to growand contribute in the economy of Pak-istan. It really hurts me when I see Pak-istan with 50 years of history and only 3brands as compared to any other nationwith 50 years of history and 35,000brands.You have been working very hard andbusy with your career. What’s yourtake on work-life balance?My father has been very inspirational to

me all my life. His guidance and visionhave helped me a lot. He was very instru-mental in getting education, character

building and becoming a good humanbeing. And I believe you have to set cer-tain rules in life in order to balance workand life. You and everybody in your familyhave the right to enjoy what you haveearned. Earning money is not everything.

I usually release stress by sharing myproblems with my family, especially wifeand parents, spending time with them,bowing in front of Allah and sometimetravelling internationally with friends andfamily. n

BOOKREVIEWS40

So the book Rich DadPoor Dad was thegame changer for me.It was the book that forme all made since. Thisbook told me that I wasnot broken that I did fitit the real world,because I was the onethat fit the “Rich DadProfile.” This book willopen your eyes to howthe Rich get richer andI love this bookbecause of it. Yesdefinitely a must read

RICH DADPOOR DAD

This book made thetop 10 best businessbooks forEntrepreneurs by thehair of its chinny, chin,chin. I just read thisbook a few weeks ago.It’s a very old book, anda quick read. But don’tlet the size fool you,“The Richest Man inBabylon” is jam packedwith tools on how theRich get Richer andhow to be wise as anEntrepreneur. I tell youit’s a must read. I lovethis book and am reallyone of the bestbusiness books forEntrepreneurs.

THE RICHESTMAN IN BABYLON

In The Leadershipfactor, Dr. Kotterdiscusses the need forleadership at all levelsof management anddescribes the kindrequired for the UnitedStates to remaincompetitive. Heexplains how businessis changing and theimpact of thesechanges on leadership,makesrecommendationsbased on researchfindings, and unlikeother writers on thissubject, shows how toimplement therecommendationsstep by step.

In Force For Change,Dr. Kotter, who focusedon why we have aleadership crisis in TheLeadership Factorshows here, withcompelling evidence,what leadership reallymeans today, why it israrely associated withlarger-than-lifecharismatics, preciselyhow it is different frommanagement, and yetwhy both goodleadership andmanagement areessential for businesssuccess, especially forcomplex organizationsoperating in changingenvironments.

This book was a mindblower. It’s biblical.And you know I love theLord if you have beenfollowing me for awhile. “Think Like aBillionaire, Become aBillionaire” showedhow you could help theworld be a better placebecause you had moremoney. You could buymore Bibles or feedmore children if youhad more money. Ittaught that time ismoney. I tell you this isa MUST READ!! Beinga Billionaire can notonly change your lifeBUT can change thelife of others

THINK LIKE ABILLIONAIRE,BECOME A BIL-LIONAIRE

THE LEADER-SHIP FACTOR

A FORCE FORCHANGE

LEADERSHIP BOOKSOF ALL TIME


HASEEB NISAR

Yes it teaches the newrules of PR. And guesswhat that’s why I havea blog. It’s a PR tool.Also my EmpowerNetwork BLOG hasmore authority thanany other blog that Ihave ever seen andhelps teach me someof the marketing tipsthat are also in thisbook. This book is thego to book to find outhow to market yourbusiness successfully.It is jam packed withknowledge and theauthor DavidMeerman Scott knowshis stuff

THE NEW RULESOF MARKETINGAND PR

So, you believe in a goodidea. You're convinced it isneeded badly, and needednow. But, you can't makeit happen on your own.You need support inorder to implement it andmake things better. Youor your allies present theplan. You present it well.Then, along withthoughtful issues beingraised, come theconfounding questions,inane comments, andverbal bullets—eitherdirectly at you or, evenworse, behind your back.It matters not that theidea is needed, insightful,innovative, and logical. Itmatters not if the issuesinvolved are extremelyimportant to a business,an individual, or even anation. The proposal isstill shot down, oraccepted but withoutsufficient support toachieve all of its truebenefits, or slowly dies asad death. What do youdo?

BUY-IN

“The 4-HourWorkweek” is definitelyan Entrepreneur’smust. It made the top10 Best Businessbooks forEntrepreneursbecause of all the timeit frees up. Yes if youare an Entrepreneuryou know time isdefinitely money. The4 hour work weeksteaches how to run amulti-million dollarbusiness in 4 hours.Timoth Ferris has putlots of links andwebsites for you to goto help you condenseyour business into a 4hour work week. Makesure you check thisbook out it is a book Iread 3 or 4 timesbecause of the bulk ofinformation inside.

THE 4 HOURWORK WEEK

When you are abusiness owner youmust have faith. Thereare times when youneed to declare anddecree things overyour life. Joel Osteen isthe daddy of Faith. Thethings he teaches willhelp you bring tofruition all thepromises that God hasfor you. This bookmade the Top 10 bestbusiness books forEntrepreneursbecause it is a lifechanger and amountain mover andwill help escalate yourbusiness to do thingsthat you never couldimagine.

IDECLARE

Mr. Shark Tank himself isthe branding expert. Ohyes any Entrepreneurmust know how to Brandthemselves in theEntrepreneurs industry.This is how this book “TheBrandWithin” made it tomy top 10 Best businessbooks for Entrepreneurslist. No matter what thebusiness branding isimportant. Daymon Johnknows how to teachothers how to becomethe brand.

THE BRANDWITHIN


Originally published onJune 23, 2008, TheBest Leadership

Books of All Time received somuch feedback from readers

who asked that we expound onour comments of these bestsellers, that Manager TodayMagazine felt compelled toreissue top ten list of The Best

Leadership Books of All Time.We’re hopeful you find theseexpanded reviews helpful onyour quest to become a trulygreat leader.

Although everyone has theirfavorites, the team atManagerToday chooses the followingtomes as The Best LeadershipBooks of All Time: n


If we can equip theunderprivilegedmasseswith the self-assurance,whilst providing themwiththe financial leverage, thenwe can certainly eradicatepoverty and promoteeconomic empowerment.FIZA FARHAN, CEO Buksh Foundation

WOMAN OFSUBSTANCE42

Microfinance in Pakistan hascome a long way since 2000and is gradually taking itsplace into the formal bankingsystem. Buksh Foundationworks passionately for energyand poverty alleviation inPakistan. It’s due to itsdedication and motivation inwork that the foundation hasachieved unrivalled height.Buksh Foundation willhopefully play its part ingenerating immense impactnationwide by allowingMicrofinance to be seen in anew light of 'Micro banking'.Buksh Foundation plans tofulfil 5% of Pakistan's Solarneeds by 2020 by providingclean energy solutions in theform of micro-finance, micro-

lease clean energy solution,small solar home solutions,solar fans for domestic use,and solar water pumps forfarmers with flexiblerepayment plans. With itsproject ‘Lighting a MillionLives’ the foundation plans toreach out to 4,000 villages witha total of 1 million liveslightened by the end of 2017.Inthe next ten years it willcertainly create acomprehensive model ofmicrofinance for the globalmarket, — the areas includingUganda, Latin America andPeru. The model will behopefully opted andimplemented there thuscreating a global impact ofBuksh Foundation.

IJAZ NISAR

Manager Today: We are passingthrough very testing times withworsening political instability and law &order situation, what steps should betaken to turn around Pakistaneconomically as well asadministratively?Fiza Farhan: Pakistan being a rapidlydeveloping country faces instability andeconomic challenges. In order to overcomethose challenges we need to develop aculture of transparency and accountability inthe society. We must encourage foreigninvestments in the country. In my view, a keypre-requisite for an EconomicWelfare Stateis to ensure that a country experiencesequitable and sustainable growth for aprolonged period of time. The starting pointfor sustained economic growth lies inachieving long term macro-economicstability through fiscal prudence andeliminating the bleeding of our public sectorenterprises. In order to progress as a nationwe need to increase our expenditure onhealth and education.With the country drifting into economicrecession and rampant unemployment,how can we create jobproviders/entrepreneurs rather thanthe job seekers?I believe that entrepreneurs are the

lifeblood of a developing economy but,keeping in view that Pakistan’s economy is inshambles, I think the answer to this questionis not very simple and clear. In fact, there arenumber of things, all pulling in differentdirections. Developing countries likePakistan have more room for new businessopportunities. Benchmarking developedcountries with greater economic statureallows us to grasps on to new prospects thatwill subsequently increase the job providers


and entrepreneurs resulting in economicgrowth escalation. The process has to startfrom our educational platforms including topuniversities like LUMS and IBA whereby wechurn out hundreds of excellent and highlyprofessional job seekers every year.We are not poor in resources but theineffective managers, could effectivemanagers and corporate governancehelp us deal with this dilemma?Internationally, Pakistan has emerged

amongst the fastest growing micro creditmarkets in the world. However there are afew experienced professionals in this field dueto which the immense potential in thisuntapped market cannot be exploited. Inorder to deal with this dilemma we needexperienced professionals who have workedin the global microfinance industry and whohave the ability to align the microfinancemodel with the local demographics. Effective

managers, efficient teams, innovative mindsets and corporate governance combined, isthe only solution to deal with the issue ofbenefiting from our resource rich country.With the commercialization ofeducational institutes, are you happywith the quality of business graduatesbeing produced?Education helps in the training of human

minds. Education makes a man to think indirection and a correct decision-maker.Majority of people think thatcommercialization simply means increase in

the cost of education and but for mecommercialization of education is a positivemove which implies more resources for theeducational sector and a much better qualityeducation for students. However I would saythat the business graduates who are comingout of universities these days are trained toserve the corporate world as corporateslaves, — their individuality, personal beliefsystem and inner passion becomes subduedwith the decades-old system of education—,little room is left for innovation and originalitywhich compromises on the real potential of

PROFILE:Myinterest ineconomicsandfinance,and itsapplication inthedevelopmentofpoorer segmentsof theworldtookmetoLUMS —oneofthefinest institutionsofPakistan. AftermyBSCHonsfromLUMS, I gotdegree inEconomicsandfinancefromWarwickBusinessSchool inLondon.Drivenbydevelopmentchallenges,andpassionateaboutbreakingthenormsfor innovativesolutionstoeradicatepoverty, I joinedBukshFoundation in2008asaBusinessDevelopmentManager. Iwasfortunatethatwithinashort spanof time,withthemixofmyknowledge,managerial&analytical skills; IwaspromotedtothecapacityofCOO,and justrecently, theCEOoftheorganization.Duetomykeeninterestandbelief thatmicrofinancehas immensepowertoendpoverty, Ihopetocontinueworkingwithin thisfieldandactively learnmoreabouthowIcanservemymissionmoreeBectively.


these graduates are born with. Our youth isour future and we must never draw up theboundaries for them!What is the leadership to you? Areleaders born or made?I believe that a great leader is born and

made as well. Most people have the ability tobecome great leaders. A few, however, havethe discipline, dedication, and honesty tomake it happen at its highest level. Leadershipfor me is a natural inborn quality that springsup on all small and large forums; leaders arecertainly born but need to be discoveredwithin each one of us within the rightconducive environment that hones ourleadership capacity.What are the challenges for thebusiness leaders in Pakistan?Differentiate between a good managerand a good leader.Clearly businesses Leaders from all the

industries of Pakistan are facing challengesin the current economic scenario. Thesebusiness challenges are both external andinternal.To deal with these challenges it is important

to define and prioritize what to do first that

can make the difference. I recommend adiagnostic approach such as a strategicsurvey. This will help to identify and rectifythese challenges as every business leadermust experience different challenges withintheir own professional domains. What iscritically required is the exchange of the sameinformation in common platforms like the CEOSummits when leaders and managers cometogether, hear each other out, talk and shareand realize that they are not the only oneswith their set of problems. That exchangeenables fruitful discussions and the springingup of positive solutions. Two minds aregreater than one!What are the core competencies ofleadership that you want to see in our

new managers and business leaders?Tome the core competencies of leadership

involve understanding and realizing the truepotential of our people, there aremany peopleout there who do not understand their ownpotential and can never challenge themselves.A leader for me is one who not only sees thispotential, but enables the other individual tosee it and feel it so that the same can berealized. I am a complete "People's person", ifyou have your teams with you, by your side,following your vision, there is nothing that canstop one from achieving all their goals!We are faced with a dilemma inprofessional ethics, how can weinculcate a sense of ethics in ourmanagers?

Majority of peoplethink thatcommercializationsimplymeans increasein the cost ofeducation and but forme commercializationof education is apositivemovewhichimpliesmore resourcesfor the educationalsector and amuchbetter qualityeducation forstudents.


Professional ethics provide us a set ofprotocols a manager needs to follow at aworkplace. Companies must have a writtenethical code of conduct and provide ethicaltraining to their employees as Ethics trainingalso aids in inculcating a sense of morality inthe employees. Ethics has to be taught bypractice of the managers and the leadersthemselves, it has to be transferred inpractice to the teams through the topleaders within their own practice.What is your vision, mission, core valuesand shared behaviours that define BukshFoundation corporate culture?Our corporate culture is based on our vision

of "Impact Investment".We believe in creatinginvestments that lead to real time impact andsocial change rather than following themyopic culture of charity based NGO's. Thekey attributes that define the corporateculture at Buksh Foundation are innovativethinking, challenging our individual potentials,creating new business models, globalnetworking and strategic direction that maynot be aligned with the mainstream. Ipersonally make sure that my entireorganization breathes these core values bypractising and preaching the same on a dailybasis.Please share your key businessstrategies that have led you to thiscurrent stature?Our business strategies revolve around our

keen emphasis on “impact investment”,instead of amere charity based approach, weseek to create a holistic and challenginginstitution based on innovations and cuttingedge solutions to create real time impact inthe lives of the individuals that we serve. Themost significant strategy that has aided mein long term success is the "Win- Win"phenomena creating business modelswhereby there is no loser; everybody gainsand wins from the same. An example for thisis our recent successful launch of the Socialfinance project "Lighting a Million Lives"whereby in collaboration with TERI India wehave launched a project for electrifying 4,000un-electrified villages through the creation ofwomen social enterprise via solar poweredcharging stations for solar lanterns andmobile charging sockets. Each socialenterprise provides clean and sustainableenergy to 50 households in a simplistic andproven businessmodel, the same serves as a

social empowerment tool and positivemarketing endorsement for the corporatedonors and institutions that partner withBuksh Foundation in the project.Can you share BUKSH FOUNDATIONcontribution towards CSR (CorporateSocial Responsibility)?Buksh foundation initiated Lighting aMillion

Lives Project with an aim to provide solarenergy access to rural, un-electrified villagesof Pakistan. In this project Buksh Foundationplays the role of Robin Hood as it bridges the

gap between high end corporate and the lowend rural households. Through this projectBuksh Foundation aims to play an imperativerole in providing sustainable alternate energysolutions to individuals who have noresources of their own to access it.What steps should be taken to empowerwomen professionally? Does your BukshFoundation have any harassment policy?We can empower women by providing

themwith a dynamic platformwhere they canoptimize the use of their professional and


creative capacity and apply it to the fullest andprovide them opportunities where they cangrow as professionals and as well asindividuals. Steps should be taken to boosttheir self confidence, like providing them withindependent decision making opportunitiesand make them realize their worth. BukshFoundation has a dynamic organizationculture that has zero tolerance policy forsexual harassment and discrimination andmakes sure that women are respected andtreated on equal basis with men.What is the future of BUKSHFOUNDATION five years down the road?We at Buksh Foundation work with a zeal

for microfinance and energy povertyalleviation in our nation, and that dedicationreflects in our work. With this motivation, weaspire to take Buksh Foundation to muchgreater heights in the coming years andhopefully play our part in generating immenseimpact by a significant ratio, nationwide,allowing Microfinance to be seen in a newlight of 'Micro banking'. We plan to fulfil 5% ofPakistan's Solar needs by 2020 by providingclean energy solutions in the form of micro-finance, micro-lease clean energy solution,small solar home solutions, solar fans fordomestic use, and solar water pumps forfarmers with flexible repayment schedules.With our project ‘Lighting a Million Lives’ weplan to plans to reach out to 4,000 villageswith a total of 1 million lives lightened by theend of 2017.In the next ten years we wouldlike to create a holistic model of microfinanceand take it into the global market into areasincluding Uganda, Latin America and Peru sothat the model is adapted and replicated inthose areas and the impact created on agreater global level through positive synergiesand information sharing.How would you define your leadershipand management style?I believe leadership is to work with people

and tomotivate them. I believe in and practicepeople-centric approach as it brings out thebest work from the people. I believe in buildingtrust, motivating people and boosting theirself confidence.What has been the toughest decisionthat you had to take so far?Throughout the history of Buksh

Foundation, we have had to take toughdecisions at various times considering thatour entire business model and working

philosophy is on a deviant from the regularNGO norms and we have always positionedourselves as innovative and challengingplayers hence establishing business models,products and strategies that have never beentested in the market. Hence, tough decisionscome naturally to working in BukshFoundation but we have always been able tohandle and overcome them with completefaith in our own vision and in our own people.Define success in three key words orphrases.I don’t believe in success, I believe in

perfection, excellence & prominence. I

consider success as by-product of excellence.If one learns from failures and builds on thesame - for me that is still success!What is your idea of happiness?I feel happy when I realize my potential; the

wave of ecstasy that runs through you whenyou know you have worked hard and it bearsfruit is unmatchable. I feel happy when I helpothers to realize their potential by allowingthem to challenge themselves and see whatthey are capable of achieving. Happiness forme is in outcomes, growth, making thingshappen, converting mindsets, leading andenabling- happiness for me is a state of mind

that comes with a positive and futuristicvision...What do you consider to be yourgreatest achievement or failure?I would like to thank Almighty for all my

professional & personal achievements but Ibelieve that the greatest achievement has yetto come. As far as failure is concerned formeevery failure is a situation and every situationis a learning experience. It is our response tothe situation that makes us come out of itbetter & stronger. Hence I believe that if onecomes out of a failure stronger and with thelearning's intact — it in fact becomes asuccess.How do you manage workplace /business stress?In my point of view, the key to deal with

stress effectively is to understand your ownself better. By taking short breaks, I clear myhead and respond in a calm manner to anystressful situations rather than in a state ofpanic or anger. I participate in activities andtalking with supportive friends and familiesthat help me in having a more stable state ofmind. Regular relaxing breaks help immenselyin calming me down on extremely busy daysandmanagingmy business stress, in additionfollowing my passion and travelling issomething that completely rejuvenates mymind and makes me completely relaxed andstress. Regular exercise of course helps ingetting one's mind cleared out and relieveone's self from daily work stress.How do you keep your work-life balance?I completely detach from work when I need

a break & enjoy spending quality time withmyloved ones. It always gives a sense of personalsatisfaction andmakesmy professional mindgear up for a more effective next day!Any message of hope to the younggeneration of managers, entrepreneursand business leaders.I believe that there are numerous

opportunities for the young managers, theyjust to have to be positive and take all thechallenges and obstacle as a chance to exceland prove themselves. It is important thatthey realize their potential and consider eachobstacle a new opportunity and never letthemselves underestimate their own beliefsystem and their own potential- followingone's own dreams, vision and voice is critical-listening to our inner voice and doing what webelieve in always leads to lasting success. n

I feel happywhen Irealizemy potential;thewave of ecstasythat runs through youwhen you know youhaveworked hard and

it bears fruit isunmatchable. I feelhappywhen I help

others to realize theirpotential by allowingthem to challengethemselves and seewhat they are

capable of achieving

T1- Laks

hmiMittal

CEO of ArcelorM

ittal, the

world’s large

st steelmaking

company,Mittal is

one of

the richest men in the

worldand owns

some of

the planet’s most expen

-

sive homes.

Whywelike him

: This Indian

tycoonmade it

his mission

to support sport

in his

country, and

pledgedUS$

9

million tosuppo

rt 10world

-

classIndian

athletes. M

ore

recently, he

invested £1

9.6

million in the Olympic Park

Tower, the UK’s

tallest

sculpture.

2-WaleTinu

bu

Dubbed, “The

Kingof

African Oil”,

Tinubu is C

hief

Executive

Officer and

Managing

Director

of

Nigerian Oil an

d Gas giant

OandoPlc.

He is an

outspoken

advocate for

investment in the Niger

Deltaand improvin

g basic

education in

Nigeria.

Why we like him: An

ambitious entre

preneur

who started out w

ith just

one leakysecon

d-hand oil

tanker, Tinu

bu is now the

drivingforce

behindamulti-

milliondollar

enterprise

thatis one

of Africa's

largest ener

gy companies

.

3-WarrenB

u4ett

Listedas the Top Money

Manager of the

20th

Century, Tim

e's 100 Most

Influential

People In The

World, and rec

ipientof the

Presidential

Medalof

Freedom, American

-born

Buffett is Chair

man and

CEOof

Berkshire

Hathaway a

nd considered

one of them

ost success

ful

investors in

the world.

Why welike him: Desp

ite

beingone of the

world’s

richest human being

s,

Buffett is a modest

and

relatively fruga

l man, is

considered

the leader of

the ‘philanthroc

apitalism’

and has pledged to give

away99 per cent

of his

wealth to

charitable

causes.

4- JornWerde

lin

CEOand

co-founder

of

LindeWerdeli

n;an

innovative

watchbrand

specialised in crafti

ng the

ultimatelimited

edition

mechanical

timepieces

withattach

abledigita

l

instruments f

or skiing and

diving.

Borninto a family where

timepieces have

beenthe

cornerston

e of daily livin

g

for three ge

nerations.

Why we like him: Jorn

Werdelin is reg

ardedas a

forward-thin

king

entreprene

ur, applying

his

free-skiing

spiritto

business and pushi

ng the

boundaries

by finding a

way,but not by taking

uncalculated

risks.

5-Mohamm

ad

Shahjahan

Although

Mohammad

Yunustends

to get all the

creditas

the

microfinancing

pioneer and

founder of t

he Banglade

sh-

basedGram

een Bank,it is

Shajahan

whotook

the

reinsas CEO

whenthe

bank’sbelove

d leader

stepped do

wn last year.

Whywelike him

: A die-hard

Yunussuppo

rter,

Shahjahan

is fighting a

constant

battleagain

st

loansharks,

superstitiou

s

villagers, riv

al banks and

government to offer

fair

loansto poo

r,mainly female

workers in disadv

antaged

communities.

GLOBALPERSONALITIES48


HASEEB NISAR

TOP106–La

uraLang

Previously

theCEO

of

Digitas Inc., a digita

l ad

firm, Langhas just b

een

thrustinto th

e spotlight

as

Time Inc.’snewes

t head

honcho.

Withthe

company’srecen

t 30%

dropin reven

ue, she will

haveto figure

out how to

take the traditionally

print-

basedorgan

ization- whic

h

has thus far

been resista

nt

to rushinto e-busi

ness-

into the digit

al age.

Why we like her:She

earned the

jobat

America’s top magazin

e

companywithou

t ever

havingwritte

n a magazine

storyor sold a magazin

e

ad.

7–FujioMit

arai

Longtime CEO

of Japanese

camera giantCanon

, a

companywhose

fortunes

werestead

ily declining u

ntil

Mitaraitook t

o thehelm

in

the '90s.

Whywe

likehim:

Concerned

about

retirement law

and policies

in Japan, he

stepped up

as

chairman

of Japan's

powerful

Keidanren

business lob

by, pushing

the

government to overh

aul

the tax system

and social

security.

8–JimSineg

al

Founder and

CEOof

Costco, the third-l

argest

U.S. retaile

r, Sinegal

has

proven year

afteryear t

hat

his recipefor selling

high

volumes of

a small variety

of goods to

members only

is an unbeat

able one.

Why we like him: Sinegal

has ahabit

of treating

his

employees extr

emely well.

He spends 4

0weeksof the

year on the

road,check

ing

up onCostc

o's 582 store

s

around

theworld

,

wandering

the aislesand

makingsure s

hoppers are

happyand employee

s are

not going an

ywhere.

9–DanielLe

vy

A CambridgeEcono

mics

gradturne

d football

executive;

theCEO

of

TottenhamHotsp

ur cuthis

teethat sm

aller Europe

an

clubslike AEK

Athens,

SlaviaPragu

e andVicen

za,

before taking

the reinsat

the premier lea

gue football

club in2001

Why we like him: Levy’s

legacyis

oneof

immaculate

financial

management,

andhis

leadership

has seenthe

clubenter

theUEFA

Champions

League for t

he

first time, wit

h theirbest

leaguestart

sincethe ea

rly

'60s.

10–TimCook

WhenSteve J

obs resigned

last year, he

left some very

big shoesto fill, bu

t Tim

Cookhad

hadpract

ice.

Fillingin for Jo

bs when he

was at his m

ost ill,Cook’

s

14 yearsat App

le came to

fruition when

he was

officially named CEO

in

August 2011

.

Why welike him

: He issoft-

spokenAlab

ama boyworks

like a dog. He is said to

beginsendin

g emails

before his morning

jog at

4:30am, and fl

ew to China

withno return

ticketto

sortout manufa

cturing

issues.

BEST PERFORMING CEOS IN THE WORLD



SOCIAL MEDIAMANAGEMENT50

In recent years, social media have be-come significant and important tools fornetworking, online selling, branding and

content sharing. The prominent examplesare Facebook, Twitter, You tube, LinkdinandMyspace, etc. Owing to its ease of use,speed and reach, it is fast changing thepublic discourse in society and settingtrends for the future.The huge growth in popularity of social

media has created new opportunities toengage with customers, develop sales,and add value to the brands. However, ithas also created new challenges and ille-gal liabilities.What are the legal risks? Andwhat are the top practices to managethese risks and avoid brand damage?Banana SkinsSocial networks are unforgiving. What

seems like a good marketing idea at thetime can backfire and rapidly cause seri-ous brand damage. The sourcemay be anill-judged message or campaign or an un-thinking employee.Brand impressionIt is not difficult to set up a Twitter or

Facebook account that give impression or

represent a brand and consumers can beeasily misled. This might be done by jokers,scammers, counterfeiters, fakers or op-ponents. We might have heard a lot of ex-amples on media in which the MediaAnchors or politicians are clarifying anddisclaiming their links with the fake ac-counts on Facebook and Twitter runningon their names. These kinds of examplesare very common at present. The negativeimpact on a brand can grow exponentiallyif false offers, scams, malicious informa-tion, spoofs or jokes get shared on socialmedia networks. Brand owners and ac-count holders not only need to monitorthis but also pick their battles carefully. Insome cases action is needed, but in othercases wading in with defensive or threat-ening comments may do more harm thangoods.Account spoofingKeep your account details secure. There

are lot of organizations which collect thecustomer’s information through differentkind of social websites, software’s and ap-plications, and sell this information to thethird party. Account hijacking or account

SOCIALMEDIATHE SWEET SPOT TOSELLING ONLINEThese kind of examples are very commonnow a days in our society. The negativeimpact on a brand can growexponentially if false o-ers, scams,malicious information, spoofs or jokesget shared on social media networks.

SOBIA NASIR


spoofing is becoming a common practice.Recently, the Times of India reported thatIndian Govt. blocks certain accounts whichwere spoofing the Indian Prime Ministerwith different twitters PM name accounts.The PM office told Times of India thatthose accounts weremisrepresenting thePM Office and tweet the nonsense fromthose accounts. Few days ago I got anemail from my friend’s Hotmail accountwhen she was on holidays in another coun-try. In that email she askedme to send hersome money to pay her hotel bills. When Icontactedmy friend to clarify the email andto get details for sending the money, shetold me that someone had hijacked her ac-count last week. So keep your account de-tails secure.Legal ComplianceUnfair Trading Regulations prohibit using

media to promote a product where thetrader has paid for the promotion withoutmaking that clear. In addition, the Regula-tions prohibit posting content which falselycreates the impression that the trader is acustomer. A recurring issue is the com-plaints that tweets breach the require-ments of social media. “MarketingCommunication must be clearly identifi-able”.Branding ResponsibilityAn undefined branding responsibility, pol-

icy and multiple staff comments can dam-age your brand or your brandingcampaign. For example in bi-elections in

December 2012, PML-N cleanly swept inPunjab and got 5 out 6 seats. On this vic-tory, Sr. Vice President of PTI Shah Mah-mood Qureshi tweeted to say congrats toPML-N but this tweet was against the PTIparty policy which morally damages theparty workers and party stance as well.OffencesUnder the telecommunications act of

1996 it is an offence to publish or broad-cast “false” or “alarming” information thatis grossly offensive or indecent, constitutesa serious violation of human right whichleads to imprisonment.Employee IssuesThe trend has begun from the employ-

ers to promote jobs on Linkedin or onFacebook and from employee to providemaximum information on social media toget jobs. Some recruiters use Linkedin toqualify candidates and Facebook to dis-qualify them. Some employers use the so-cial networks to carry out the backgroundchecks as the candidates may not beaware that this is happening and such in-formationmay be unreliable or discrimina-tory.Social Media PolicyHow should businesses manage the

risks of social media? A good starting pointis to identify the specific risks for your busi-ness and then formulate a social mediapolicy. You then need to provide training tothose of your staff who are engaged in so-cial media to ensure that they understand

the risks and know how to protect the busi-ness’s brands and intellectual property is-sues. While many companies have policiesfor the use of communications and IT,these do not address the special issues in-volved with social media. A social mediapolicy could cover the followingl Ensure that your brands and user-names are protected on social mediaplatforms by setting up “official” sites.Use verified accounts where available(e.g. the blue verified badge on Twitter)

l Set up terms of use on your own siteswhere user-generated content can beposted to outlaw inappropriate content,and reserve the right to take downcontent which is offensive or damag-ing.

l Allocate responsibility and implementprocedures to monitor social networksfor anything adverse to your brands, in-cluding reputational damage, infringersof intellectual property or others intenton causing brand damage. Have a pol-icy and process to decide what if anyaction is to be taken.

l Prohibit employees sharing confidentialcorporate information or posting offen-sive comments about the company, itsproducts or staff. And use disciplinaryaction to enforce breaches of the pol-icy.

l When something goes wrong deal withit promptly, openly, honestly and sensi-tively.n

Keep your account details secure. There are lot oforganizationswhich collect the customer’sinformation throughdi,erent kind of socialwebsites, software’s andapplications, and sellthis information to the third party.


CORPORATEEVENTS52

Manager Today is the fastest growingbusiness magazine and a leading

destination for smart managementthinking. Through our flagship magazine,books, and digital content and toolspublished. we aim to provide professionalsaround the world with rigorous insightsand corporate wisdom in local touch.Below are the Glimpses and pictorial ofcorporate happenings from differentstrata of life, focusing on academia &business. n

GlimpsesandPictorial ofCorporateEventsCapturedbyManagerTodayMagazine


CORPORATEEVENTS58

Presented by: The Preeminent GlobalSummit and Exhibition for Innovation,Entrepreneurship and SMEs held on 11-12December 2012, Dubai World Trade CentreUAE, Dubai.Summit Opening Ceremony & WelcomingAddress.l Opening address by His Highness SheikhMohammed Bin Rashid Al Maktoum, UAEVice President and Prime Minister andRules of Dubai.

l Speech by His Highness Sheikh AbdullahBin Zayed Bin Sultan Al Nahyan, Minister ofForeign Affairs.

l US Government Speech by FranciscoSanchez, Under Secretary of Commercefor International Trade U.S. Department ofCommerce.

GlobalEntrepreneurshipSummitandEntrepreneurialVenturesofArabia(Dubai,UAE)


A graduation ceremony was conducted atInstitute of Administrative Sciences (IAS),University of the Punjab on March 30th2013. The graduates of the year 2011from the Programs of BS (Hons) inManagement, Masters of HumanResource Management, Masters of PublicAdministration, Masters of HealthAdministration, MS/M.Phil inManagement and Ph.D. in Managementwere awarded with their Degrees and Rollof Honor. Top five position holders of allprograms received the Merit Certificatesand first position holder of each programwere awarded with Shields. After theformal opening of the Convocationceremony, Director IAS, Prof. Dr. NasiraJabeen addressed the audience andshared the progress report of the institute.She said that the purpose of the event istocelebrate theachievement of everygraduating student. She emphasized thatstudents of IAS has huge potential to servein leading positions in public, corporatesector and in civil society organizations.She congratulated the teachers, parentsand graduating students for their hardwork and accomplishment. The Chief guestfor the event was Prof. Dr. MuhammadEhsan Malik, Dean Faculty of Economicsand Management Sciences, University ofthe Punjab and Director Institute ofBusiness Administration (IBA-PU) andDirector General, Gujranwala Campus PU.Prof. Ehsan Malik said in his speech thatInstitute of Administrative Sciences is theonly Institute of Punjab University whichlinks Management education to PublicAdministration and Human ResourceManagement. Prof. Dr. Zafar Iqbal Jadoon,Dean Faculty of Management Sciences,University of Central Punjab, also spoke tothe audience. He encouraged students tobe the change agents in organizations theyjoin in and challenge the status quo totransform organizations. Prof. Dr. A.R.Jafri, former Dean Faculty of Commerceand former chairperson IAS, coordinatorsof various academic programs, faculty andparents attended the ceremony.Towardsthe end, a graduation cake cuttingceremony was followed by Lunch organizedin honor of guests and graduates.

IASConvocation2013PunjabUniversity

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AlHuda Center of Islamic Bankingand Islamic Economics (CIBE) is arecognized name in Islamic bankingand finance Market for trainings, re-search and advisory over the lastsix years. The prime goal has alwaysbeen to remain stick to the commit-ments and provide state-of-the-artAdvisory Consultancy and Educa-tion. It organized an event at DubaiWorld Trade Centre on IslamicMicro-finance - Hope for the poor incollaboration with Akhuwat andManager Today Magazine on De-cember 8-9-2012. They are dedi-cated to serve the community as aunique institution providing train-ings, education and consultancy inthe field of Islamic Banking & Fi-nance not only in Pakistan but allover the world. They have so far or-ganized more than 300 trainings, n

ISLAMICMICRO-FINANCE(AHOPEFORTHEPOOR)

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Members Board of Directors,friends of Akhuwat and Dr.Muhammad Amjad Saqib Chairman,AKhuwat organized annual gettogether dinner at Royal Palm Golf &Country Club Lahore. on Friday 8thFeb 2013. Akhuwat is dedicate toimprove the lives of poor, those whoare financially abusedm, abandonedand disregarded by society.Akhuwat provides the poor withintrest-freeloans so they mayacquire livelihood and skills they needto reach their full potential. n

AkhuwatAnnualDinner


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Lahore February 23, 2013:AbacusConsulting, leading consulting,technology and outsourcing firm,commemorated its 25 years ofsuccessful business at a glittering eventhere at the Royal Palm Golf & CountryClub, Lahore, on Saturday February 23,2013.On the occasion, Mr. Asad Ali Khan,Founder and President of Abacuswelcomed the guests and said, “For morethan 25 years, Abacus has been at workto transform businesses into successfulenterprises. We offer our clients a uniqueportfolio of Consulting, Technology andOutsourcing services with end-to-endintegrated solutions, duly supported by asolid corporate governance structureand guided by a stringent value system. Itis indeed a matter of great personal prideand privilege that the small firm thatbegan its journey in 1987 is todayreckoned to be the thought leader andtransformation partner of choice byleading business entities in threecontinents across the globe. Of course, Iwould give credit for all this to thehardworking, honest and dedicatedpeople of Abacus.”The event, which was attended by over sixhundred people, was organized byAbacus to acknowledge and honour itsclients, strategic partners and employeesfor their support and commitmentthrough the years. n

AbacusCelebrates25YearsofTransformingBusiness

Abacus Executive Leadership Team

Cake cutting by Abacus Board Members Mr. & Mrs. Aamer Chaudhry

Mr. & Mrs. Abbas Ali Khan Asad Ali Khan, Zahida Asad & Paul Batchelor Corporate Communications Team with President Abacus

Former federal information ministerJaved Jabbar while addressing atthe 5th international summit onCSR 2013 organized by NationalForum for Environment (NFEH) withthe support of United NationsEnvironment Program, Karachichamber of commerce & Instituteof Cost and ManagementAccountants of Pakistan, at a localhotel has said that corporatesector gives lot of jobs and alsospending on education, health andtraining of people. CSR should belinked to corporate fiscalresponsibility and organizationsshould file their tax returns, he said.FPCCI and other big organizationsshould make a statement that howmuch money corporate sector iscontributing in social development.

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