Ramalinga Raju ’s shock resignation on 7 January 2009 in Hyderabad‚ India as chairman of Satyam Computer Services blew the Indian economy in general and its information technology sector in particular when he confessed fraud running into millions of dollars in a letter he wrote to the company’s board of directors (Ramachandran‚ 2009). This report is going to focus on‚ an overview of the events that happened in Satyam‚ its consequences on Satyam’s stakeholders‚ the auditors involved and their role
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Satyam Computer Services Limited. Introduction Satyam Computer Service Limited is a leading global business and information technology company‚ delivering consulting‚ systems integration‚ and outsourcing solutions to clients in over 20 industries. Incorporated on June 24 1987‚ Satyam has grown substantially to become one of the fastest growing companies in the IT services and BPO sector. It is one of the youngest IT services company to reach US $1 billion mark in annual revenues. The first fortune
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The Satyam Computer Services scandal was a corporate scandal that occurred in India in 2009 where chairman Ramalinga Raju confessed that the company’s accounts had been falsified. The Global corporate community was shocked and scandalised when the chairman of Satyam‚ Ramalinga Raju resigned on 7 January 2009 and confessed that he had manipulated the accounts by US$1.47-Billion. Contents [hide] 1 Role of Auditors 2 Aftermath 3 New CEO and special advisors 4 Acquisition by Mahindra Group 5
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Management Assignment Implication of McKinesy’s 7s model. The McKinsey 7S Framework _The Mckinsey 7s model ensures that all parts of the organization are in harmony. The 7s model consists of seven elements_ The Seven Elements The McKinsey 7S model involves seven interdependent factors which are categorized as either "hard" or "soft" elements: "Hard" elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting
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possible to analyze the Satyam case under two main different perspectives. The first addresses the conditions that made possible‚ and eventually stimulated‚ the existence of the accounting fraud perpetrated from the company top management. The second one is about the issue of gaps in the company’s control framework‚ which failed miserably in identify and properly address the problems in company financial statements. Analyzing the first aspect listed above‚ seems that Satyam scandal originated‚ in
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Research 55 (2002) 509 – 515 Assessing Porter’s framework for national advantage: the case of Turkey ¨ zlem O ¨ z* O Department of Management‚ Middle East Technical University‚ Ankara‚ Turkey Received 1 February 1999; accepted 1 May 2000 Abstract This study applies Porter’s diamond framework‚ which tries to identify the sources of international competitive advantage‚ to Turkey. The major objective is to contribute towards an improvement of this framework‚ and thus towards a better understanding of the
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recommendations for improving practice. To comply with the Data Protection Act (1998) the organization has been anonymised. Waterman et al‚ (1980)’s 7-S Framework has been utilized to analyze and explore the organizational setting and its impact on staff teams‚ service users‚ social work practice‚ inter-agency and professional practice. the framework
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Peter Drucker defined the marketing concepts as “the business as seen from the customer‟s point of view.” Keating & Hafner [68] initiated that business models can be applied to libraries; they draw analogies from business by substituting “library” for “corporation and “user” for “customer”. The e-Business domain is being employed extensively in government‚ library‚ and non-profit diverse organizations lately. Constantinides (2002) [69] proposed the Web-Marketing Mix (WMM) model to identify the online
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Issues December 16‚ 2008: Satyam board approved a 51% stake acquisition of Maytas Infra‚ a listed company in the Bombay Stock Exchange for US$1.3 billion and 100% stake in unlisted firm Maytas Properties for US$300 million. Both of these firms were in the construction and real estate business and Satyam’s chairman‚ Ramalinga Raju family held a 36% stake in Mayta’s Infra and 35% stake in Maytas Properties. Implication: The deal was seen as a way of diverting cash from Satyam’s shareholder to Satyam’s
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Mehta Case‚ Satyam‚ Ketan Parikh and UTI on national level and Lehman Brothers on international level are some of the examples resulting in topics on corporate Governance and Business Ethics being included by many universities and autonomous institutions in their curriculum post liberalization. January 7‚ 2009 will be etched in the annals of India ’s corporate history as it brought to light one of the biggest scams in India. It was on this day that chairman B Ramalinga Raju of Satyam Computer
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