Enigma Solution

  On 27th Feb 2022, the European Union imposed sanctions on Russia and asked Aircraft leasing companies to terminate their contracts with Russia. According to industry sources, Russia has 980 commercial aircraft in operation, of which 777 are leased aircraft. Of those, 515 are rented from foreign firms, with a majority coming from Ireland-based companies. These aircraft are at present valued at US$ 12 billion. Since Russia and Europe have divorced from one another and have broken most ties, it is an impossible task to get Russia which is part of the Cape Town Convention that makes it easier for lessors to repossess leased aircraft, to cooperate. To make matters worse, EU has closed its airspace to Russian airlines and Russia has responded by banning European airlines from entering its airspace. So even if by a stroke of great luck, the European aircraft lessors are able to obtain the support of the Russian State to repossess the aircraft, they would not be able to fly them out beca...

Authority without responsibility always leads to dictatorship. A survey of the most detested departments in any organisation will normally reveal four villains.  Human Resources, Administration, Accounts and Security, are indirect departments invested with huge discretionary power and authority, which is significantly disproportionate  to their accountability for overall organisational performance. Runaway HR departments at many organisations are severely harming their own organisations and employees. Here is an example. Rao was a sincere, competent, loyal, punctual and hardworking employee. He frequently worked extra hours without any monetary reward, to attend to urgent needs of both customers & colleagues. Rao always felt as if it was his own company and that he belonged there, respected and needed. One day due to some unavoidable circumstances, Rao arrived for work about 30 minutes late, probably the first such lapse in 7 years. The Human Resources depar...

                                       A second generation owner took over the reins of a company from his aging father as the MD (managing director).  The youngster was earnest and eager to ‘professionalise’. He had learnt that a flat structure was the best organisation type. What a coup it would be to kill two birds with one stone; to reduce costs and simultaneously employ fewer people.  People were dismissed, retired or coerced to leave.  Many people classified as 'flab' by the new boss were soon history. Lo and behold! Soon after this initiative, p ayroll costs went down and productivity went up as the fearful employees were working harder to avoid their head being on the chopping block.  About two years  after the  bloodbath  began, there was a crisis. The company was in dire straits.  Sales, quality and profitability had all plummeted a...

Sincere, competent and reliable and conscientious, Derek D'souza was a good production manager.  One day Derek's boss the works manager opted to take up a job overseas. With a salary hike we promoted Derek our no 2 man to look after all manufacturing. Technically capable the indefatigable and sincere, Mr. D'souza took to his new role like a duck takes to water.  Derek faced many problems in discharging his new responsibilities well. Our organisation's performance on productivity and quality as did the morale of the team remained a concern. Six months after his promotion, a frazzled looking Derek came to see me. After the usual courtesies he placed an envelope in front of me. With apprehension I read the contents of the letter inside. Derek was resigning and wished to be relieved from his job at the earliest. To say I was shocked would be an understatement.   He said he could not handle the pressure.  What? Why? I threw many questions at Derek. I exper...