The Indian Express is an Indian English-language daily newspaper. It is published in Mumbai by Indian Express Group.

In 1999, several years after the group's founder Ramnath Goenka's death in 1991, the group was split between the family members. The southern editions taking the name The New Indian Express, while the northern editions, based in Mumbai, retaining the original Indian Express name, with "The" pretended to the title. The Indian Express is published at nine locations Delhi, Mumbai, Nagpur, Pune, Kolkata, Ludhiana, Chandigarh, Lucknow and Ahmedabad.
Contents
[hide]

1 History of the Indian Express Group 2 Managing agents

2.1 Financial issues

3 Internal power struggles

o o

3.1 Sadanand's Lawsuite against Goenka 3.2 Goenkas lawsuit against Sadanand

4 Expansion 5 Headquarters 6 Financial difficulties and turnaround 7 Awards 8 Business Publications Division 9 See also 10 References 11 External links

[edit]History

of the Indian Express Group

In 1931, the Indian Express was started by an Ayurvedic doctor, Perumal Varadarajulu Naidu, at Chennai (then known as Madras), being published by his Tamil Nadu press. Soon under financial difficulties, he sold the newspaper to Swaminathan Sadanand, the founder of The Free Press Journal, a national news agency. In 1933 The Indian Express opened its second office in Madurai, launching the Tamil edition, Dinamani. Sadanand introduced several innovations and reduced the price of the newspaper. Unfortunately, due to financial difficulties, he was forced to sell a part of his stake to Ramanath Goenka asconvertible debentures. In 1935, when The Free Press Journal finally collapsed, and after a long and controversial court battle with Goenka, (where blows were exchanged between some of the parties), Sadanand lost [citation needed] ownership of his Indian Express. .

[edit]Managing

agents

The first managing agent was Messers Sadanand and Company with headquarters in Bombay, with Sadanand as the sole proprietor. [edit]Financial

issues

Publicity (Madras) Ltd. had been appointed managing agents on 8 January 1935. The first directors of the company were S. Sadanand, K. Santanam, and S.V. Swamy, each holding office until 22 October 1934. At or about at the end of 1934, the company's directors considered associating with an individual in the managing agency to raise, by way of mortgage debentures, Rs.50,000/-, to meet the liabilities resulting from the purchase of additional machinery and to meet certain overdue liabilities. Accordingly, a separate private-limited company known as "Publicity (Madras) Ltd." was formed with a subscribed capital of Rs. 20000/-, of which 51 percent was held by Ramnath Goenka and the remaining 49 percent held by Mr. Sadanand. Ramnath Goenka was to entirely fulfill the obligations, thereby dissolving the existing managing agents. M/s. Sadanand & Co., was required to terminate the managing agency agreement with Publicity (Madras) Ltd, then be appointed as the new Managing Agent, and then the new Managing Agents would underwrite the entire mortgage Debentures of Rs. 50,000 by 15 January 1935. Rs. 50,000/- was received, and on the recommendation of Ramnath Goenka, it was placed in an account at 6% with Messers. Chunilal Murliprasad bankers on or about 25 January 1935. At the Managing Agency's first Annual General Body Meeting for the year, the directors were reelected, followed by three directors voluntarily retiring on 23 November 1935. S. Sadanand, Mrs. Sagaram Sadanand, and S. Bhushan were elected as directors on 19 May 1936, serving with Messers. Ramnath Goenka, K. Santanam, T.S. Chokalingam and S.V. Swamy as Directors until the next general meeting. [edit]Internal

power struggles

Ramnath Goenka began creating trouble by trying to oust S. Sadanand from his position of importance and influence in the company in order to make himself supreme in its administration. The battle started at the next Annual General Meeting, on 22 August 1936. After being adjourned from time to time, the meeting was finally convened on 20 September 1936. After the start of the meeting, an argument began, eventually ending when a party consisting of Ramnath Goenka, K. Bhashyam, K. Santanam, T.S. Chokalingam, and S.V. Swamy left their seats, taking their chairs and some papers that were produced and filed at the meeting on the 19th and the 20th, to another corner of the room. [edit]Sadanand's

Lawsuite against Goenka

A lawsuit was filed in Madras High Court by S. Sadanand on 30 October 1936. Filed as C. S. No. 288 of 1936, it leveled charges of a number of frauds committed by Ramnath Goenka in that Ramnath Goenka had, at one time saying that he was a partner of Chunilal Murliprasad, at another saying that he was an agent of that company and at other times that he was totally unconnected with it. The suit also claimed that Ramnath Goenka had concealed until, at a very late stage, that the office of Chunilal Murliprasad was situated at his residence. [edit]Goenkas

lawsuit against Sadanand

A counter-suit was filed by Goenka; Suit No. C.S. no. 288 of 1936 in the High Court Of Judicature, at Madras Parties: The Free Press of India (Madras) Ltd., through its Directors 1. S. Sadanand 2. Mrs. Sagaram Sadanand 3. P. Vardarajulu Naidu. Plaintiffs Vs. 1. Publicity (Madras) Ltd., represented by R. Goenka, Managing Director. 2. R. Goenka 3. K. Santanam 4. S.V.Swamy 5. T.S. Chockkalingam Defendants. Para - 3 (1933) The Free Press of India (Madras) Ltd., a private limited company incorporated and registered in February 1933. The authorized capital of the company is Rs. 3 Lacks divided in 6000 shares of Rs. 50 each. Paid up Capital Rs. 136550. of 2731 fully paid up shares. Para - 4 (1934) Objects of the Company: The Company was established mainly to acquire and carry on the newspaper known as Indian Express previously thereto conducted by the Free Press of India Ltd. Bombay, and to start and conduct such other newspaper and Magazines or Journals as circumstances might dictate. Pursuant thereto the newly formed company purchased from the Free Press of India the whole of the business, stock in trade, and assets of the Indian Express under Articles of Agreement dated 19 April 1934 for a consideration of Rs. 86,250/- for which fully paid up shares of a like value in the new company were later allotted. There were many altercations and blows before the final orders of the court was passed on Monday the 3rd day of May 1937, with the honorable Mr. Justice Gentle in the high court of Madras ordering: This suit coming on this day before this court for withdrawal in the presence of Mr. R. Rangachariar, Advocate for the Plaintiffs herein, of Mr. K. Venugopala Iyengar, Advocate for Defendants 1 herein, and of Mr. R. Soundara rajan, Advocate for Defendants 2 to 5 herein, and the said Advocates for the parties hereto represent to this court that the suit has been settled out of court, it is ordered as follows:- 1.That this suit does stand dismissed out of this court, as settled. C.S.No. 288 of 1936 IN THE HIGH COURT OF JUDICATURE,AT MADRAS [edit]Expansion A year later Goenka, bought the remaining 26% of the company held by Sadanand. The newspaper then came under Goenka's sole control, taking the already anti-establishment tone of the paper to greater [citation needed] heights. Also at that time, it faced stiff competition from the well established The Hindu and the Mail, as well as several other prominent newspapers. In the late 1930s the newspaper's circulation [citation needed] was no more than 2000 . In 1939 Goenka bought Andhra Prabha, another prominent Telugu daily newspaper. The name Three [citation needed] Musketeers was often used for the three dailies . In 1940 the whole premises was gutted by fire. The Hindu, a rival newspaper, helped considerably in re-launching the paper, by getting it printed

temporarily at one of its Swadesimithrans press and later offering its recently vacated premises at 2, [citation needed] Mount Road, which became the landmark Express Estates . This relocation also helped the Express obtain better high speed printing machines. Some claimed the Goenka had deliberately set fire [citation needed] to escape financial embarrassment . In later years Goenka started the Mumbai edition with the landmark Express Towers as his office when he bought the Morning Standard in 1944. Two years later it became the Mumbai edition of The Indian Express. Later, editions were started in several cities; the Madurai edition in 1957, the Bangalore edition in 1965, and the Ahmedabad edition in 1968. The Financial Express was launched in 1961 at Mumbai, Kannada Prabha (Kannada Daily) at Bangalore in 1965 and a Bangalore edition of the Telugu Daily Andhra Prabha, and Gujarati dailies Lok Satta and Jansatta, from Ahmedabad and Baroda in 1952. The Delhi edition started was when the Tej group's Indian News Chronicle was acquired in 1951, which in 1953 became the Delhi edition of Indian Express. In 1990 the group bought the Sterling group of magazines, along with it the Gentleman magazine. After Ramanath Goenkas demise in 1991, two of the family members split the group into Indian Express Mumbai with all the North Indian editions, while the Southern editions were grouped as Express Madurai Ltd. with Chennai as headquarters. [edit]Headquarters The Express Group has a Mumbai-headquartered division, which should not be confused with Express Publications Madurai, which has a South Indian chain of newspapers, including The New Indian Express a separate corporate entity from The Express Group. [edit]Financial

difficulties and turnaround

The newspaper saw falling profits between 2000 and 2002, but did not change its policies or the nature of the content it carried. The newspaper, however, appointed franchisees to run some of its loss making editions including the Jammu edition (the model was also adopted to launch the Chandigarh edition of The Financial Express - the business paper of the Express Group). Under the franchisee model, the editorial control of the edition was to be retained by the editorial staff appointed by the Express group. The franchise owner was given the control of with the business side, including circulation and generation of revenues. In return the franchise was expected to provide the operational expenses and a one-time fee to the Express group. The model looked good on paper. However, it led to dilution of the editorial standards as the franchisees sought greater say in the appointment of reporters and selection of content. The conflict between commercial interests and journalistic ethics reached a flashpoint in The Financial Express, Chandigarh edition, when the franchisee threatened to shut down the edition if he was not given full editorial control. The franchisee ultimately emerged as the winner,leading to the resignation of the Resident Editor of the edition. This was followed by fresh appointments to the Editorial team and the franchisee assuming the role of the Managing Editor. The Express Group, subsequently posted profits of Rs 45 crores in 2004. This financial turnaround has been used as a case study in India's highly regarded Indian Institute of Management inAhmedabad. [edit]Awards

Ramnath Goenka Excellence in Journalism Awards Ramnath Goenka India Press Photo Awards Screen Awards FE Women in Business Awards Intelligent Enterprise Awards Security Strategist Awards Uptime Champion Awards Express TravelWorld Awards Pharma Excellence Awards Healthcare Excellence Awards

[edit]Business

Publications Division

The group also runs the Business Publication Division ("BPD"). This division publishes and prints Nariman Point at its headquarters in Mumbai along with a series of B2B magazines such asExpress Computer, Express TravelWorld (formerly called Travel and Tourism), Express Pharma (formerly Express Pharma Pulse), Express Hospitality (formerly Express Hotelier & Caterer), the IT-focused Network Magazine, CIO Decisions, Express Healthcare Management and the newly launched business magazine Express Channel Business. BPD has also ventured into organizing events and exhibitions such as Express World. BPD also conducts events on IT and organizes exhibitions for other parties. In September 2006, BPD's Express TravelWorld organized the exhibition for Travel Agents Association of India's 55th annual convention in Hyderabad. The Screen Awards, initiated by Ananya Goenka, are focused on films in India. The awards attempt to position themselves as India's first awards that are given by the film fraternity by way of a jury, as opposed to the other "popular" awards such as Filmfare and Zee Cine Awards. BPD brings out several special features throughout the year. which include the following: Centennial Titans Platinum League Golden League Silver League Best of Andhra Pradesh Andhra Pradesh - Celebrations Best Schools of Hyderabad Gourmet guide - Hyderabad Heritage Capital - Hyderabad Best of India

[edit]See

also

Mumbai portal Journalism portal

Indian Express Group Express Avenue List of newspapers in India by circulation List of newspapers in the world by circulation The New Indian Express

[edit]References

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Case study: Cadbury

Sweet like chocolate
Arthur Shelley describes how Cadbury's development of a succession plan for its knowledge leader enabled the knowledge programme to survive a global demerger and a major organisational restructure. Cadbury is the largest international manufacturer and marketer of confectionery and has recently demerged from the former Cadbury Schweppes. During the 1990s, Cadbury Schweppes expanded largely through acquisition, which resulted in a vast amount of knowledge spread amongst loosely affiliated businesses. During that decade and early into the 2000s, there were efforts made to bring the former competing businesses closer together to leverage collective strengths and increase collaboration. Building relationships, providing opportunities for interaction and facilitating idea exchange across former business unit boundaries, were seen as key factors in facilitating the desired changes towards a single, global operating entity. This case study looks at some specific aspects of capability development within one part of the global organisation, the science and technology (S&T) team. The S&T team consists of approximately 750 people spread across 36 countries, but these people were not easily accessible at the beginning of this specific knowledge initiative because of the disparate systems inherited through a long history of acquisition. At that time, many people in similar roles in different parts of the world did not know of each other. The initial strategy was to find the small pockets of excellence (collaborative practices, critical expertise and practices and personal networks) and join these up into larger global networks to increase awareness of each others activities. The focus of the initial activities for the S&T knowledge programme was to get people to share what they know in order to leverage existing intellectual assets. The early programme goals were listed as:

Create networks and communities amongst scientific personnel to increase awareness, collaboration and interactions for capability development, and problem solving; Support these activities with processes and tools for virtual project management, and collation and sharing of technical information and ideas; Evolve how we interact, behave and build our capability to leverage what we have.

These goals were reinforced through a number of projects and detailed objectives to demonstrate how this was going to be achieved to build credibility and highlight some tangible benefits. The key selling point was that the focus of the programme was on the people aspects, while providing appropriate support processes and tools. In the early years of the programme, several communities were established. All communities were completely open for any employee to participate in and online community shared spaces were able to be searched by everyone to maximise serendipitous discovery and sharing. Some project teams and communities went on to produce great results, while others faded away without generating much activity or outputs. With only very scant resources (effectively, one full-time equivalent globally), the philosophy taken was go where the energy is. That is, support mainly those people who were genuinely making an effort to make a difference through sharing and contributions to community events and spaces. The principle was that through helping the most enthusiastic and active people, some early success would be created and these would encourage others to become involved. A simple intuitive logo was established to engage people and brand the programme. The Connect, Collaborate, Capitalise motto highlighted the need to being people together around topics of mutual interest, find ways of working together on these and then making sure the benefits of these efforts are realised and communicated through success stories. A three-tier structure was put in place to manage the interactions:

Networks loose associations of people who occasionally interact;

Communities virtual groups of people who have specific interests in common and who collectively find reasons to share and collaborate; Projects specific pieces of work with a beginning and an end managed by community members and collaborated on through the shared online spaces.

As the communities developed, they became self-directing and managed their own agenda and outcomes. Communities found specific projects to collaborate on and the networks provided the infrastructure to source additional expertise when needed. The global knowledge resources monitored progress, provided support for the community leaders and generated enthusiasm among senior stakeholders. They also collected success stories and communicated these back across the organisation to increase awareness and motivate higher participation levels. Some individual virtual collaboration projects produced some spectacular results: one generated millions of dollars in increased sales, while one saved months of research. Another highlighted a looming maintenance issue which, if not acted upon, would have caused significant factory downtime and unplanned maintenance. The programme worked very well and executives were happy with the return on their investments. As the knowledge programme settled into normal activities, the KM team learned the value of an individual approach. While much more time-consuming to invest time with individual stakeholders and community leaders, it was more productive. Each stakeholder and leader was individually assessed and the messages highlighted the direct benefits to them as an individual and to their team. Support was specifically targeted to meet their individual requirements (a timely success story for their executive meeting, help with facilitating a group, content for an event, one-on-one assistance with new technology and so on). Each community leader was provided with individual coaching from the knowledge management team and soon some started supporting each other. Most targeted personnel buy in to the concept of sharing and collaboration once they have experienced the benefits themselves. One significant win was having collaboration added as one of the global leadership imperatives, for which every manager globally is assessed in the half and full-year performance reviews. To address the challenges of keeping the programme moving forward, the team need to call upon diverse aspects of management. More than anything else, being able to assist stakeholders with the right method or tool when they needed it impressed how people thought and felt about working collaboratively, and ultimately this determines the success or failure of the programme. Techniques borrowed from change management, programme and project management, cultural development, capability development, process improvement, tools and content development all served uses at different times. Community leaders need to be selected on their interpersonal skills and broad experiences more than their technical expertise, as these will engage participants. They need to have (or obtain) competency in as many of these management disciplines as possible to build their credibility and effectively lead the groups of experts through to tangible outputs. There were three specific aspects of the Cadbury case which are quite unique:

The programme leader highlighted the need for a succession plan 18 months in advance of his planned departure date to enable smooth handover to the new incumbent; The successor was selected based on their behavioural characteristics and not their technical or knowledge management skills; An intensive two-way mentoring programme was established between the current leader and his successor to benefit both parties and the organisation as a whole.

Succession planning and transition management All people eventually move on, whether internally or by leaving the business entirely. In long-term programmes, such as a knowledge-sharing culture development, it is essential to recognise the need to replace the team members, as well as the leaders, at some stage. While not every piece of knowledge is important, neither is it possible to take several years of experience and effort and hand it over at the last minute when someone moves on. Only a fraction of the critical knowledge is transferred and this is not effective for anyone. The person departing feels devalued because no-one has taken the effort to salvage the fruits of their effort. The new incumbent needs to start again and rebuild many of the networks and relationships necessary for credibility and success. The organisation suffers a loss in performance during the handover process.

Cadbury had the foresight to recognise that not only was a change likely, but that the skills and capabilities to maintain the knowledge programme were different from those that it took to design and build the programme and get it started. For these reasons, it was decided to recruit a new person into the team who would be prepared to take over the operation of the programme when the leader was ready to move on (known to be 18-24 months hence). The new person was recruited based on their communication and interpersonal behaviours, not on their knowledge management capabilities. An ongoing development programme was established to teach the knowledge principles and some technology skills. Behavioural aspect of knowledge leaders Meanwhile, the new incumbents communications skills were used to facilitate community activities, and to publish success stories and a community newsletter. The new recruit was more familiar with new social software and much more efficient at administrative task management. This enhanced some of the virtual meetings, as they were beginning to mature from emergent conversations (which were more creative than productive) to active groups, who were seeking assistance to pull together projects and resources. Both sets of behaviour were appropriate for the time. Early on, the creative left-brained leadership style worked to build relationships and create a feeling of belonging that engaged people. However, once the identity and trust were present, they were ready for more process-orientated actions provided. Virtual twoway mentoring Both parties knew from the beginning that the intent was for the new recruit to be the successor and come to own the facilitation of the communities and the knowledge programme. The team was virtual and spread across a 10-hour time difference, so they needed to create a virtual mentoring relationship that enabled learning from each other. The lead provided guidance on knowledge management, strategy development, behaviours and leadership. The recruit reciprocated by helping the leader on communications and managing the schedule and planning activities. The two-way virtual relationship developed into a combination of irregular face-to-face meetings, weekly scheduled teleconferences, a shared team space on the intranet and weekly summary e-mails (all supplemented by other interactions, as required). The relationship worked extremely well, with both individuals and the organisation benefitting. When the time came for the leader to move on and the programme to adjust to become more self-sustaining, it went quite smoothly. Around the same time the demerger happened, which created some challenges, including a complete change of the supporting software for the communities and some significant community members leaving through the restructure. However, during this time the leader remained in touch with the successor and they continued to be an interested party and were happy to discuss developments, despite having left the organisation. The strong relationships and the desire to see the programme continue to be successful under the successor was a key motivator for the former leader to continue helping, and no doubt assisted with the transition and the unexpected events. The Cadbury experiences have shown how critical individual people, their capabilities and behaviours are to a programmes success. The passion and persistence of a few individuals can make a big difference to the behaviours and participation of others and the value generated. Building personal relationships through one-on-one contacts and through facilitation of group interactions (virtual or face-to-face) has proved more productive in generating positive outcomes, and is a more robust way of building ongoing capabilities. Virtual interactions become increasingly easier as people become more actively involved and as they come to know and trust each other. Changes of structure, process and tools can be challenging issues, but also offer inclusive opportunities which can bring teams together and build relationships. The main cultural aspects affecting the success of the Cadbury knowledge programme were:

Using a multi-disciplined approach and starting small on workable and worthwhile projects to do together; Tailoring the stakeholder engagement to suit the different audiences; Write the strategy, but do not expect others to read it: walk them through it personally to engage and build ownership;

Allowing emergent concepts such and two-way mentoring and long-term succession plans to evolve and adapt as they developed; and Focus on the (many different) people as individuals as well as the groups and persist with inclusiveness and good communications.

The long-term view taken to support the programme and the strength of the relationships between those involved, has ensured that the programme continues to provide significant benefits in a totally new environment and with new players. The Cadbury programme continues to evolve, with new people involved and new opportunities for influencing other parts of the business. The KM team is focusing on embedding good KM within project management and adjusting from a regional structure to a work in horizontal product categories, spanning the entire global enterprise. There are some opportunities to extend the two-way mentoring in other parts of the business, including succession planning for community leaders, by identifying dual leaders to enable smooth handover of stewardship, share the workload for individuals and provide capability development opportunities for the next generation of leaders. This case study and others can be found in Arthur Shelleys Being a Successful Knowledge Leader report. To obtain a copy, contact Danusia Borucka at dborucka@ark-group.com Arthur is founder of Intelligent Answers Pty Ltd. For more information visit www.intelligentanswers.com.au