Particle physics to Business Continuity planning

Thank God !! The greatest experiment of science, to unveil the mysteries of universe , is found to be safe . Yes , the 'safe' is the key word for the multibillion dollar project, as many feared that it could create some black holes, while the subatomic particles collide in the Large Hadron Collider, which could eventually create a lot of natural calamities to earth.

Though there is no such devastating natural calamities as thought by some people , however there was a strong earthquake in Iran, around the same time. Perhaps it could have no relation with the experiment .

Not much is known about the 'Higges boson' known as God's particle and the field it creates. Getting more clarity on the Higges mechanism was the principle objective of this large scale research .

But what if there are more dimensions then are our regular conception of 3 dimensional space backed by one dimensional time . Scientist expect to find new dimensions also, when this subatomic particle meets in the speed of light . If that dimension , is non-local, then obviously there can be effect of such experiment into geographically distant zones , where strong evidential relationship could not be found.


At times , I have seen these same phenomenon while developing a Business Continuity plan. There might be datas which are entitled into two seperate categories, and who don't have any oppurtunities to establish any kind of formal relationship . Still ,all of a sudden , when our Business intelligence moves in higher plane, the relationship which is so uncommon ,looks very common . This is the starting point of innovation, where a Entreprenuer gets a intuitive revelation to work in a vision which apparently looks impossible. A new pattern gets created in a disruptive fashion. That is somewhere , a relation could be found with the act of Business strategising, and finding substructures of subatomic particles alongwith thier interplays.

Strategies and tactics : How they differ ?

1.0 The Difference of Strategy and Tactics

Strategies are different from tactics . One is more holistic in nature and the other is reductionist. The most important differences of strategy and tactics are given below :

1.1 Strategies are proactive and tactics are reactive.

1.2. Strategies are internal in source and the business venture has absolute control over their application.

1.3. Strategy can only be applied once, after that it is process of application, with no unique element remaining.

1.4. The outcome is normally a strategic plan which is used as guidance to define functional and divisional plans, including Technology, Marketing, etc.

2.0 The Content of Strategic Planning

Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions:

2.1 "What do we do?"
2.2 "For whom do we do it?"
2.3 "How do we excel?"

3.0 The Important aspect of Strategic Planning

The most important aspect of strategic planning in Business is how do we beat the competition.In many organizations, Strategic plan is viewed as a process for determining where an organization is can survive competetion the next year or more -typically 3 to 5 years, although some extend their vision to 20 years. In business lingo this is referred as Sustainable Competitive Advantage.In order to determine where the organization is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. These analysis is the pretext of resulting document which we know as "strategic plan".

Types of Business Plan

There can be two types of Business Plan - internal or external .

1.0 Externally Focused Plans

Externally focused plans target goals that are important to external stakeholders, particularly financial stakeholders. They typically have detailed information about the organization or team attempting to reach the goals.

1.1 For Profit

With for-profit entities, external stakeholders include investors and customers.

1.2 Non Profit

External stake-holders of non-profits include donors and the clients of the non-profit's services.

1.3 Government

For government agencies, external stakeholders include tax-payers, higher-level government agencies, and international lending bodies such as the IMF, the World Bank, various economic agencies of the UN, and development banks.

2.0 Internally Focused Business Plan

Internally focused business plans target intermediate goals required to reach the external goals.

2.1 Revamping Systems

This business plans may cover the development of a new product, a new service, a new IT system, a restructuring of finance, the refurbishing of a factory or a restructuring of the organization.

2.2 Reviewing Performance

An internal business plan is often developed in conjunction with a balanced scorecard or a list of critical success factors. This allows success of the plan to be measured using non-financial measures.

2.3 Strategic Plans

Business plans that identify and target internal goals, but provide only general guidance on how they will be met are called strategic plans.

East Indian SME's

The entrepreneur and their SME's constitute an important part of the economy of East India. The SME's here constitute a quarter of India's unorganized manufacturing companies. Employment in East India's SME's constitutes approximately a third of the employment in India.

Given the critical nature of the entrepreneur to this region's economy there would be following measures taken to encourage the local climate of innovation.

1. Small Business and Entrepreneurship training institute should be started where grass root entrepreneurs can learn the basic business skills.

2. Government should help to encourage credit and lending for start-up companies.

3. Intellectual Property Rights (IPR) should be promoted and protected.

4 Red-tape should be reduced, single window system should be introduced.

5. Foreign investment should be facilitated; small companies can be service providers to foreign companies.

6. Infrastructure, connectivity enhanced.

7. Entrepreneurs should have facilities that can they rise up after failure . For this purpose,there is a need of
restructuring Bankruptcy laws .

8. Government should encourage entrepreneur to start export oriented units and provide necessary support in case
they where subject to Bad debts.

Business Formulae

Once you find your own business formula , you can take you business in many levels . Its just like mathematics, where there is a importance of understanding the formula.In business, the business model is the formula. Further it is important to understand, how to apply that formula, to solve different Business problem.

I think,that is the Journey of Business , from idea to implementation.

Why do you need a Business Plan ?

There has been always a question in an Entrepreneurs mind that " Do I need a plan ? ". My answer is simple - Yes you need it . And these are reasons why you need it ?

Planning helps to focus and set the priorities right . Often, we find that startups gets overwhelmed, with issues popping one after another . That is where we need a plan, to keep ourselves focused and not get carried away.

Here is how a business plan helps

1. Creates focus in your mind .
2. Helps to define priorities
3. Take rational decision
4. Present the Business to different stakeholders
5. Have the grip in the Cash Flow of the Business
6. Rope in partners, investors , critical employees

Yes .. you need a plan in this complex economic structure of the globalized world to make your business successful .

The Export Scenario of Indian SMEs

Indian SMEs have achieved considerable progress in terms of growth of number of units, gross output, employment generation and exports, yet  exports of manufactured goods from India from the small scale sector still constitutes less than 10 percent of the total output of this sector.  This is due to the vast domestic market for manufactured goods in India; the Indian small entrepreneur hesitates to venture into the export markets due to his inability to undergo risks of international trade. 

It also needs to be emphasised that the modern sector of the Indian SMEs, which uses latest state-of-the-art technologies, has already developed a niche in establishing sound sub­contracting arrangements among large enterprises in India in the automobiles, electrical, electronics, chemicals, pharmaceuticals, software development and other sectors. 

Indian SMEs have already attained a status, in terms of technologies and managerial skills, to enter into supply arrangements for a number of intermediate products to support the output of large industries at costs and standards which are internationally competitive. SME’s contribution to exports is significant, more than 50 percent including indirect exports.  Their contribution is particularly phenomenal and more than 50 percent in marine products, processed foods, woollen garments and in traditional products.

 Indian SMEs achievements in the  consumer durables industrial electronics and software development have been acknowledged all over the world and exports of electronic soft and hardware products from India have already achieved a niche in the international markets.