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Today, many organizations disappear from the list of successful business organizations on the popular ranking of some professional bodies (Agrawal, 2006). One of the factors generally reported as its root cause is the failure to manage innovation within the system. A critical psychological analysis of the attitude (statements as refl ected on interviews to
the media or the address of the Annual General Meeting) and behaviour of the respected business leaders and CEOs (as actually perceived by the group within or insiders, who really know the person well) reveals a wide discrepancy. It cannot be objectively established but inferences could be drawn that probably Indian business leaders and successful entrepreneurs possess a common style of managing people. At some stage in every level it is the personal relationship that matters in the fi nal decisionmaking.

This is based on the perceptual response analysis of those who aspire to get a chance to lead the organization. In case my thesis gets empirical support and validity, then the absence of entrepreneurial leadership in India requires further empirical examination. Thus, this leads only to routine success and normal achievement, which could be relatively better in that business environment. Any global business/ entrepreneurial leader of this century has to go beyond personalized relationships and feelings of insecurity (loss/absence of power) in order to compete and keep going. Therefore, societies, where leaders say something and do just the opposite, will have diffi culties in fostering and developing an entrepreneurial existence. The role of the top management in an organization is crucial in making an entrepreneurial initiative, a reality and the process effective. Here, a CEO has to go miles away from the transformational leadership if he/she is willing to take the organization ahead.

Today, technological advancement has diverted the attention of the globe towards itself. Silicon Valley is an example of entrepreneurship and innovation—inseparable aspects of the economic development. Innovation does not entail just the development of novel and creative products but also involves building loyal customers, adapting and applying cost-effective technology, strategic decision-making, as well as identifying, selecting, developing, managing and retaining competent people. People do make a difference. Organizations have to identify talents who could explore opportunities for product development. Therefore, retaining talent is one of the major challenges of the chief executive offi cers (CEOs), particularly in R&D, learning and entrepreneurial organizations. By retaining innovative talents, many entrepreneurial organizations and places like Silicon Valley could be created, developed and managed.

As we have pointed out for short-term spreads expected recovery value may be too high for short-term liabilities due to the assumptions of the model. Commercial implementations of the original structural model are more sophisticated, in order to produce more accurate spreads, default probabilities and recovery rates even for short time horizons. While in pure diffusion models with a barrier overnight debt is quasi-riskless, the introduction of a jump process captures the fact that default could be triggered by a sudden, unexpected event. Thus, the jump process is appropriate to model the possibility of the firm defaulting instantaneously due to the arrival of negative information with respect to, for example, litigation or fraud.