aima catalogue_2010

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Expert Lecture Series frExpert Lecture Series frExpert Lecture Series frExpert Lecture Series frExpert Lecture Series from Tom Tom Tom Tom Trade,rade,rade,rade,rade,

Industry and AIndustry and AIndustry and AIndustry and AIndustry and Academicscademicscademicscademicscademics

The All India Management Association (AIMA) is an apex

body of professional management having close linkages

with over 3000 institutions and over 30,000 individual

professionals. One of the main activities of AIMA is to

convene National Management Convention every year,

attended by over 1000 managers and professionals from

all levels in different sectors of business, industry,

academics and students. Is one of most anticipated event

in the management field

The event spread over different sessions are

chaired by the top CEOs of Trade and Industry and the

lectures delivered are captured and edited by Excel

Multimedia to present the Expert Lecture Series from

Trade, Industry and Academics in CD-ROMs. These

CD-ROMs provide the latest essence of best management

practices and knowledge.

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CONTENTS

Management and Organizational Behavior (8 CDs) 2

Business Communications and Soft Skills (1 CD) 3

Marketing Management (6 CDs) 4

Business Environment (8 CDs) 5

Human Resource Management (5 CDs) 6

Entrepreneurship and Good Governance (3 CDs) 7

Management of Technology (1 CD) 8

Strategic Management (6 CDs) 8

Logistics and Supply Chain Management (2 CDs) 9

Brand Management (5 CDs) 10

Retailing Management (1CD) 11

International Marketing (1 CD) 11

Change Management (5 CDs) 11

Importance of Customer Focus to an OrganizationJayant Kochar

It is all about people. Service is delivered not through machines, not through technology. At the end

of the day, there is a person delivering that service. One needs to take care of that person. Peopleare trying to improve customer service. Customers don't need the product, they need a solution. Ifcustomer service has to improve in this country, then it has to start with you.

Expert View: Jayant Kochar has emphasized that CRM is not the goal, it goes much beyond. Hereveals real life experiences to explain how a customer should not be treated. Leading throughwith some case studies, he opens a vault of customer service improvement options.

Organizing across bordersJalaj Dani, Niall Booker

The many facets of globalization and the innumerable technological, HR, and marketing strategiesthat go with that means that globalization is different things to different companies across a widerange of products and services. Outsourcing non-key operations in the interests of efficiency,encouraging local talent while building trust where M&As are concerned, and building a solid brand

are just some of the ways in which groups approach the prospect of expanding their global operations.Expert View: Jalaj Dani & Niall Booker explore the numerous stages and ramifications ofglobalization, in describing the progress of their respective institutions from local players toparticipants on a truly international stage, and covering many of the hurdles they had to cross in theprocess of doing so.

Transforming technologies for the FutureV S Arunachalam, C Kumar N Patel, G Padmanabhan

Most of the current ways of doing business will become obsolete in less than 10 years, predictresearchers and scientists. Sustained revolution driven by the emergence and adoption of 'disruptive'technologies, such as genetics, nanotechnology, biotechnology and technologies related toalternative energy shall become the force multipliers of the future.

Expert View: Dr. V S Arunachalam deliberates upon the issue of managing the energy challengein the future.

Dr. C Kumar N Patel discusses the future of sensors and sensor systems.

Prof. G Padmanabhan discusses the future of biotechnology, and presents an overview of theglobal and Indian scenario.

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Price: Rs. 20,000/- (Set of 52 CDs) (inclusive of local taxes)

Special Concession offer of Rs. 3000/- per setvalid for all prepaid ordersupto 31st December, 2009


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Challenging the leaderVenu Srinivasan, Ravinder Zutshi

Challenging a global market leader is a bit like guerilla warfare, because the leader has too muchmass and momentum to tackle face-to-face. One of the successful methods adopted by a challengeris to develop innovative, market driving products that beat the leaders on their own turf.

Expert View: Venu Srinivasan & Ravinder Zutshi recount how their respective companies wentfrom being relatively unknown concerns to positions of prominence and leadership by adopting

crisis-based management, innovative processes and by winning consumers over through innovativeproducts that fulfill their innermost aspirations.

ManManManManManagement and Organizationagement and Organizationagement and Organizationagement and Organizationagement and Organizational Behaal Behaal Behaal Behaal Behaviorviorviorviorvior

The voice within the leaderSwami Sukhbodhanand, R Gopalakrishnan

Corporate Social Responsibility depends on how business people look at what a responsiblebusiness is. If a businessman returns wealth and gives his time back to the society, that's just whathe's supposed to do, because that is being a responsible businessman.

Expert View: Swami Sukhbodhanand & R Gopalakrishnan, discuss the topics of what type ofleadership is necessary for a person to guide him through life, how managers interact with theworld, what should be the human side of an enterprise, etc.

Change Management to Change Leadership

Udai Upendra, A H BalyanChange management is fast becoming a capability rather than a competitive advantage. Successfulorganizations do not only respond and cope with change effectively; On a continuum, changemanagement is getting leveraged to change leadership. This change leadership is essentially aboutestablishing a sense of urgency, putting together the change coalition, and finally developing thechange vision for the entire organization.

Expert View: Udai Upendra & Dr. AK Balyan outline the inherent chasm between changemanagement and change leadership. Change management, on the one hand, is driven by stimulus,whereas change leadership is driven by vision, which is aspirational.

Innovation A key Tool for the New Manager

Larry Schmitt, Rashmi Barbhaiya, Prabhat PaniIn today's highly competitive global marketplace, continuous innovation will create and re-inventnew markets, products, services, and business models.

Expert View: In this VCD we look at some key questions regarding innovation. Can innovation asa process be learnt and implemented? How does innovation become a part of an organization'sDNA? What does it take for a manager to establish a culture of innovation.

Creating a Leadership PipelineT Hari, Rajendra Sinh

Leadership need not be about designations: leaders have the ability to take incontestable decisionsappropriate to their functions. In an organizational setting, leaders provide the canvas for people topaint on.

Expert View: Hari T & Rajendra Sinh examine the content of leadership, drawing on their richexperience to drill down to the fundamentals. They stress the importance of cultivating leadershiptalent, and empowering performance within the organization.

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Listening to the PeopleMirai Chatterjee, Suresh P Prabhu

True leaders not only hear, they listen before they analyze viewpoints and take well-weigheddecisions, unlearning and learning constantly as they evolve.

Expert View: Mirai Chatterjee & Suresh P Prabhu are perfectly juxtaposed as they recount, forour benefit, two stirring sagas that exemplify the triumph of the human spirit over daunting adversity.

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Creating Customer Delight

S Y Siddiqui, Gautam Chainani

Human capabilities get translated into individual competencies, the sum of which determines theoverall competence of the organization. The 'people' factor is the key differentiator in terms ofcompetitive advantage.

Expert View: Gautam Chainani and S Y Siddiqui define customer focus as customer obsession,customer service orientation, client focus, and internal and external customer focus, while isolating

the factor of customer centricity as a key driver for building competency frameworks and capabilitybuilding within organizations.

IT Tools for Enhancing CRM Delivery SystemSudhanshu Rawat, Sanjeev Mago

Customer service focus has to extend across business cycles. There should be efficient complaint,comment, enquiry systems for customers to address their complaints. There should be a completecustomer listening strategy.

Expert View: Sudhanshu Rawat & Sanjeev Mago have discussed at length the various keydrivers of customer satisfaction. They have created an understanding of the importance of Serviceand Change management, customer listening programs, and technology as a tool for CRM.

Strategies for Youth Dominated MarketBijou Kurien, Anthony Kent

A global youth culture is emerging, spurred on by the universalization brought about by the Internet,self-obsession and preoccupation with teenage (even tweenage) priorities such as rock idols andmovie stars. Sensing that there's a major opportunity here, marketers especially in India, wherethe average age is 24 years are trying to grapple with the key understandings necessary toaccess this important segment.

Expert View: BIJOU KURIEN & ANTHONY KENT review the historical trends and emphasize thesupreme importance of trying to interpret and engage with a vast emerging market of youth whosevery difference from their predecessors marks them out as both conundrum as well as opportunity.

Winning in the Era of Total CompetitionR Gopalakrishnan, B N Kalyani, Deepak Puri

Competition is nothing new, but the ferocity and tenacity of competition of this new era has definitelynever been witnessed before. In this era of total competition, Corporate India is on a march. Thekey to winning lies in leveraging the strengths, discounting the weaknesses and finally acceleratingthe pace of growth.

Expert View: R Gopalakrishnan sets the pace by identifying the trends that define India today. Heoutlines the Indian growth model, and highlights the fact that the world needs consumption forgrowth.

BN Kalyani points out that India as a country has the potential to grow at 12 per cent, given theappropriate stimulus.

Deepak Puri opines that human evolution would not have been possible without competition. He

talks about the trends in the electronic hardware industry.Each speaker's deliberation is an interactive dialog with the other speakers, which makes it interestingto compare the vision and views of each of these leaders.

Preemptive CRM: Retaining Customers when CompetitionEmulates

Len Ellis, Rajat Sethi

As services offered by competing companies look like clones of each other, the only way to retainthe 'valuable vulnerables' and the lucrative top-end users is to focus on giving them a better, moresatisfying experience.

Expert View: LEN ELLIS & RAJAT SETHI chisel away the flab and the fallacies surroundingcustomer service to reveal the essentials: developing strategies like segmentation, clear-headedanalysis and focus on long-term growth by keeping the fundamentals always in mind.

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Decoding the Cultural Language for MarketingSantosh Desi, A F Mathew

The vastly irritated consumer is provoked beyond tolerance by remorseless media onslaught, butis there really a communalization of culture involved? Are there not monopolies involved here, too,as elsewhere in the media? And what of the cultural issues that thwart attempts to market foreignbrands?

Expert View: SANTOSH DESAI & A F MATHEW analyze the global invasion of brands from

developing countries, examining not only the seamier side of marketing and advertisingmethodologies but also the amusing mix-ups that occur when products are transplanted on aliensoil accompanied by their original cultural baggage.

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Managing new India: Connecting Across GenerationsChetan Tolia, Renu Roy

Generation gap is a consistent vacuum between the youth and the experienced. Indian businessmanagers must face the challenge of turning the demographic strength to their advantage bymanaging the young workforce and bringing the ever constant generation gap.

This VCD provides mantras to business managers for managing their young workforce throughnon-traditional methods.

Expert View: Chetan Tolia defines a formula for defining the generation gap. He presents thegeneration gap as a business challenge and shares his views towards overcoming this challenge.

Renu Roy states that youth is a relative concept, not necessarily associated with age. She introducesthe entertainment industry as giving wings to dreams and aspirations of the youth.

People: Indias Advantage, the Strategic Outlook, the EcecutionChallenge

N K Singh, Jerry Rao

N K Singh and Jerry Rao look at the many hurdles, challenges, attitudinal makeovers needed andthe vast opportunities that await a youthful, resurgent, educated, and confident India as she finallycloses in on her tryst with destiny. Strategies, tactics, and food for thought aplenty from two experts,on the path India should follow to harness her peoplepower and take her rightful place among thecomity of nations.

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Managing New India - Striving for Inclusive GrowthSanjeev Bikhchandani, Suresh Prabhu

India has been steadily reforming in the last decade and half. Reforms in a number of areas havegreatly facilitated the transformation of Indian organizations into MNCs. However, many sectorsstill need to be strengthened to face global challenges.

Expert View: Sanjeev Bikhchandani opines, We are a child of economic reform. He highlightssix drivers of growth in the Indian context.

Suresh Prabhu highlights that in the festivity of Indian growth, we forget the plight and needs of acommon man. He brings out the flaws in the government institutions and makes a case for reformingthem.

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Managing the People, Social and Cultural Dimensions ofGlobalization

Kumar Mangalam Birla, Anne Knowles, Lord Griffiths of Fforestfach

Spanning millenniafrom Marathon in ancient Greece, to the cellphone-toting vegetable vendorsof today-a famous scion of one of India's largest business houses explores the many nuances oftransformation at both personal and organizational levels. Kumar Mangalam Birla unveils the NineHallmarks of Management that traverse the gamut from people-centric organizations to inspired

global teamwork.Expert View: Anne Knowles & Lord Griffiths of Fforestfach expand on the themes of ethical,legal, and voluntary responsibilities, fundamentally people-centric issues crucial to human societyas it integrates under the centripetal forces of globalization.

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Managing new India - Striving for inclusive growthJoydeep Datta Gupta, Pronab Sen

India is a land of diversity not only physical and cultural but also economic. Many economic levelsranging from the below poverty line to the multi-billionaires define the India of today.

This VCD highlights the urgency of creating a common platform for all economic levelsacross India.

Expert View: Joydeep Datta Gupta points out that different Indians live in different centuries atthe same point in time.

Dr. Pronab Sen explains the intricacies of terms such as inclusive growth, growth with equity, andequitable growth. He highlights that there is a growing sense of alienation within the country.

New India as an emerging giant - Asia Pacific regionRyokichi Hirono, Alan Rosling, Dennis Tai Lun Sun

As India experiences significant growth, its new status is impacting the developments in severalcountries in the Asia-Pacific region. The impact is across several dimensions social, economic andmanagerial.

The VCD highlights how the region perceives the new India, both in its strength as also opportunities.

Expert View: Prof Ryokichi Hirono presents the Japanese and Asian perspectives on the

emergence of new India in the first decade of the 21st century.Alan Rosling presents the Indian perspective on its status in the Asia-Pacific region. He discussesthe recent emergence of East Asia collectively in the world economy. In addition, he discusses thebusiness investments made by the Tatas at the international platform.

Dr Dennis Tai Lun Sun presents his views on the regional opportunities within the Asia-Pacificregion. He states that China and India have tremendous potential individually and in cooperationwith each other.

Connecting across generationsAbhijeet Dutta, Kedar Apshankar

The near future which is what challengers are aiming at today is going to be a very differentplace from what it is now, because of the fast changing face of the market and the demands of a

new society. It will call upon companies to embrace new technologies, adapt strategies and adopta 'challenger' mindset if they are to sustain in the face of mounting competition. It is here thatIndia's highly educated workforce will power an assault on global markets that will make presentachievements look puny in comparison.

Expert View: Abhijit Dutta & Kedar Apshankar describe the vastly different Indian scenario after1991, with enormous changes still to come, especially as regards the retail scene (and retailersapproaching the 'third stage of retailing').

Partnering beyond country bordersHans Paul Buerkner, M N Kalyani

It is a world where old equations no longer work, where adversarial business relationships aregiving way to a 'partnering for prosperity' mindsetportents heralding the coming of a new world

order.

Expert View: Hans Paul Buerkner & M N Kalyani narrate the opportunities available in today'sincreasingly interdependent world, where the irreversible chain reaction of globalization hascompelled nations to dovetail cultural diversities and tap each other's core competencies andintegrated workforces

Organizational architecture/ Structures for effective servicedelivery

Mukesh Chaturvedi, Namrata Rana

Customers don't care whether your organization is a matrix' or a 'pyramid' structure...they just wantthose 10 things that they need, plus excellent service. It is an important part of everybody's jobdescription to ensure that customer service is delivered totally.

Expert View: Dr.Mukesh Chaturvedi & Namrata Rana have underlined the need for fundamentallystrong organization architecture for effective service delivery.

HumHumHumHumHuman Resource Manan Resource Manan Resource Manan Resource Manan Resource Managementagementagementagementagement

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HR Execution in a M & A business environmentP Dwarakanath, Aswini Parasher

Weaving it Together:

A merger is a very emotional thing.

Mergers are not a one-day affair as it appears on paper.

Speed is the key, manage key people.

Organization is hero.

HR has to play the role in terms of communication, cultural integration and managing sensitivities.

Challenge lies in rationalizing the organization.

Maximizing cost and capabilities synergy is a core focus area.

It is not over till its over.

You need to keep the adrenalin going.

Follow the meritocracy; don't play favourites; set up transparent processes.

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Talent ManagementSatish Pradhan, P Dwarakanath

A company needs to be very clear about its goals and its mission, in order to determine the sort ofpeople it will need for overcoming future challenges. The talent pipeline needs to groom peopleequipped with core competencies that will match future needs, not merely present ones.

Expert View: Satish Pradhan & P Dwarakanath examine the changing roles of HR managers.As they scout for people who will sustain the future organization, they need to think in terms of thetechnologies still invisible behind the technology horizon.

Innovate or evaporate: HR InnovationsAnil Sachdev, Rakesh Pandey

Innovation is not the pedigree of R & D, it is a tool of the new age corporations to encourageemployees to make mistakes. Because mistakes are often just missed takes. However, when it

comes to actually converting innovation into reality, there are huge question marks. There is awidespread perception that innovation is disruptive and can be achieved only at the expense ofefficiency.

Expert View: Anil Sachdeva & Mr Rajeev Narang uncover the DNA of innovation. The speakerschallenge the myths, demystify them and provoke you to defy established paradigms.

HR Related aspects of CRM - reward/ recognition systemsSanjeev Duggal, Rajan Dutta

CRM strategy is the heart of an organization and ideally it should work around the overall businessstrategy, around customer's feedback and customer's requirement.

Expert View: Sanjeev Duggal & Rajan Dutta have extensively discussed the new age customer

and have defined a clear understanding of the ways, customer service can be taken to a higherlevel.

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Creating Talent IncubatorsG K Agarwal

Attracting, training, promoting and synchronizing talent to deliver the group vision and mission arecrucial steps to becoming the best of the best, and nurturing that talent by means of competencyenhancement mechanisms.

Expert View: G K Agarwal gives a graphic account of the HR processes initiated and cultivated inNTPC that underpin its spectacular success, especially talent management and talent incubation.

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Experience: My Firm and My JourneyRajiv Bajaj, J N Godrej, B Muthuraman

India is on a 'journey of transformation through the people and for the people', fifty-eight yearsdown the road after Independence.

Expert View: Rajiv Bajaj, B Muthuraman & J N Godrej give us ringside seats as they relivepersonal and organizational transformations, sketching engaging little vignettes of moments ofrevelation that paved the way for major transformations, the life-changing experiences at the

workplace and the amazing ability of motivated, talented teams of people to turn around ailingorganizations.

The Entrepreneur ManagerNiraj Bajaj, Prashant Tewari, K Ganesh, Diya Modi

The term 'Manager' has undergone a significant change from its traditional context in India. Managershave moved beyond merely delivering as employees, to creating value for their organization, takingownership and shaping its destiny. Here we discuss the various aspects of what defines and shapesentrepreneurship, especially in the new economic order.

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Instilling the DNA of InnovationHarsh Mariwala, Jawahar Kanjilal

Companies need to innovate by changing their mind-sets, if they want to create differentiation inan increasingly competitive and imitative environment.

Expert View: Harsh Mariwala & Jawahar Kanjilal describe the enormous amount of soul-searching, and the culture of experimentation focused on consumer needs and desires.

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Aconceptual Framework for Managing Future, EnhancedCompetitiveness - An Antidote to Managing Future EverlastingTakeaways

Shiv Nadar, Mark B Fuller, Nikhil P Ojha

The uniqueness of 'future' lies in its inevitability and unpredictability. Yet, the future is manageable.The need of the hour is to anticipate intense competition, create sustainable competitive advantageand enhance competitiveness at an individual level, organizational level and at the national level.

Expert View: Shiv Nadar opines that corporations need to not only know where they want to gobut also where they are. As a guiding tool, he presents a lifecycle model applicable for all industries.

Mark B Fuller declares that future is more manageable than most managers believe it to be.

Nikhil P Ojha assures that the future is definitely about uncertainty. He also emphasizes the needto manage future impact on different levels of society differently.

Design as a Strategic DifferentiatorPreti Vyas Giannetti, Eric Stevens

The crucial importance of design has generally been sadly misunderstood in India. Design is asfundamental to product or service sustainability as the soul is to the body.

Expert View: PREETI VYAS GIANETTI and ERIC STEVENS destroy complacent attitudes towardsdesign by probing deep into the very core of our beings where we experience a product.

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Speed & AgilityS Chandrasekhar, Rajeev Dubey

In an age of impermanence, comfortable old ways of looking at business are dissolving before thefurious pace of change. Relentless competition means that organizations need to change fasterand more frequently.

Expert View: S Chandrasekhar & Rajeev Dubey dissect the essentials of organizational survivalwhile discussing the implications of the opposing trends in the global business scenario discarding

obsolete beliefs while clinging to core values. Coping with the endless process of change, involvesadopting an iconoclastic outlook, along with innovative HR policies.

Managing New IndiaWillem Brocker, Ashwani Puri, Ambarish Das Gupta

New India is being born everyday in the hearts and minds of people the world over.

What are the challenges in this process of re-birth and how can we overcome them, is the centraltheme of this VCD.

Expert View: Willem Brocker appreciates the newly found can-do-it mentality in Indians. Hestates that the rebalancing of global investment equation has been in favour of India.

Ashwani Puri opines that mechanisms of managing India cannot be traditional because the worldis changing not at an analog pace but at a digital pace.

Ambarish Dasgupta, outlines the points of presentation and lists the learnings in his concludingremarks.

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70 Million Employable Indians: Strategies for GlobalCompetitiveness

Ankita Abhijit Bakre, A V N P K Chaitanya, Pravin Kumar, Sudipto De, ChayanBhattacharjee

India has witnessed amazing innovations from its young achievers in the recent times.

In this VCD, the youth of today, managers and students, addresses these issues and providesolutions.

National Competition for Young Managers (NCYM) Champion Team from Bharat Petroleum Co.

Ltd., identify the three high potential sectors in the coming years, namely: Biotech, Organizedfarming and Tourism. In each sector, they outline the opportunities and the recommended strategiesto tap those opportunities.

National Competition for Management Students (NCMS) Champion Team from Indian Institute ofSocial Welfare & Business Management (IISWBM), Kolkata, present an education model andsuggest reforms in the area. They opine that corporate participation in the education sector willbring benefits at the macro and micro level.

Developing the new business managerIndu Shahani, R Gopalakrishnan, john Kerr

The companies are no longer only national in nature, instead, they are making overseas acquisitionswith increasing rapidity and it is this upcoming generation of managers who have to find solutionsfor the various questions faced by the industry.

Expert View: This VCD presents the viewpoints of Indu Sahani, R. Gopalakrishnan and John Kerr,who have stressed the need of developing new business leaders in this changed scenario.

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Collaboration and Best Practices in Supply Chain ManagementKapil Agarwal, Sanjay Dawar

The changing business environment poses a lot of challenges when it comes to the supply chain in

terms of the flexibility which is required, the delivery commitments, and the ability to meet thedemand and, at the same time, managing costs and efficiencies.

Expert View: In this VCD, the speakers, Kapil Agarwal and Sanjay Dawar, deliver impressivelectures on how supply chain design, integration and collaboration help to achieve higher shareholdervalue.

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Developing Good Supply Chain ManagementRajan Anandan, Suman Sharma

Logistics and supply chain is a sunrise service which is rapidly growing in the country. Today,competition is more focused on the supply chain capability of a company. While partnering withprincipals and lateral thinking determines the supply chain efficiency of an organisation, reversibleand irreversible decisions determine a good supply chain solution.

Expert View: This VCD presents the business model of Dell and its working and also highlights

the role of service sector and infrastructure supply chain in India.

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Product Brands to Company BrandsJ Suresh, K B S Anand

As technology more or less levels brands, consumers will depend less on the evaluation of a singleproduct, and go by corporate brand images.

Expert View: J Suresh & K B S Anand deliver a riveting flashback of brand building over theyears, highlighting the changes in approach, brand truths, and brand drivers. Stressing the vitalimportance of integrating company-level efforts to deliver quality.

Designing World Class BrandsRavi Naware, Anand Sen

From humble beginnings as mere identification marks to evolving into need fulfillers and finallycoming of age as mystic symbols representing enduring value, brands have indeed travelled far.

Expert View: Ravi Navare & Anand Sen share their unique recipe of CVMCustomer ValueManagementfor responsive brand customization: a way of looking at the B2C side of enterprisethat weathers changing times and circumstances.

Creating Icons Brands in the Indian MarketRahul Kansal, Rajesh Jejurikar

Successful brands must bond with consumers, move in step with the times, do away with establishedstereotypes, and empower a new generation. The latter day avatars of archetypal brands like theTimes of India and the legendary Jeep reflect the changing reality that is India.

Expert View: Rahul Kansal & Rajesh Jejurikar unravel the thought processes that went into thecreation of two of the most talked about branding sensations around today.

Building Successful Brands in the 21st CenturyDharen Chadha, B Muthuraman

In a world full of consumer activists like Naomi Klein and Sunita Narain, brand building is undersevere pressure from cynical and savvy consumers disenchanted with advertising overkill, hollow

product or service claims and meaningless hype.Expert View: B Muthuraman & Dharen Chadha blow away the cobwebs surrounding mythsabout brand building, brand portfolio rationalization, and companies that mistake glossy ads andcelebrity sponsorships for brand building.

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Connecting Across Generations - Creating India BrandsMohanbir Sawhney, Rajesh Biyani, Pooja Baid

The issue of globalizing Indian brands is relatively a new one. Developing a superior and sustainablebrand today, however, goes beyond the traditional model of mere advertising and promotion. Thebrand, essentially, has to have a soul that permeates beyond generations.

Expert View: Dr. Mohanbir Sawhney discusses five basic questions related to the issue ofglobalizing Indian brands and outlines a process for Indian brands that intend to go global.

Rajesh Biyani & Pooja Baid discuss strategies to create sustainable Indian brands. They alsopresent an innovative business model called the ABCDE model.

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The Changing Face of Retailing in IndiaNavneet Saluja, Arvind Singhal

In this rapidly evolving landscape, companies will face strategic issues as they seek to capture adisproportionate share of customers. They will struggle to deal with issues related to varied customersegments, different store formats and unique capabilities required to organize across value chains.

Expert View: Navneet Saluja opines that India is at the initial stages of a revolution. He sharesfacts and figures related to retail development in India and across the world.

Arvind Singhal opines that the economic impact of the retail revolution will be felt across theentire economy. He clarifies the misconception that traditional retail will be negatively impacted bythe growth of modern retail. With the help of a proprietary model, he explains that traditional retailwill instead grow more along with modern retail.

Developing a Global MindsetJeffrey Watts, Anne Nemer, D Shivakumar

A global mindset is probably the most important attribute to managerial success in today's connectedworld. How does one develop a global mindset? What does it take the Indian organization to apply

global practices? Here, we discuss the benefits, the pitfalls and what it takes to develop globalmanagers.

Mobilizing ChangeSubir Raha, Gautam Thapar

The only thing that doesn't change is change itself. Changewith all its immense uncertainties andpossibilities, in an age of continuous discontinuitiesis unavoidable.

Expert View: Subir Raha & Gautam Thapar dwell at length on organizational transformation intimes of changechange itself always being unpopular with people. Yet it is through people thattransformed organizations meet the future, making it crucial to manage both deftly while avoidingthe pitfalls along the way.

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Emerging LeadershipB J Panda, B Muthuraman

The zeal of youth and the wisdom of experience combine to form dynamic leadership.

The need of the hour is to train the future leaders to meet the challenges of the globalizedenvironment.

Expert View: B J Panda highlights the strong position of India in the globalized world but draws an

interesting contrast between India and China, which together represent a third of humanity today.B Muthuraman gives credit to the Indian industry for its rapid development in a short timespan of15-16 years.

Managing New India: The Indian MNCsSubir Raha, Sampath Kumar Moorthy

Indian MNCs are mushrooming across the world acquiring international companies; mergingwith global entities; diversifying into various industry portfolios they are redefining the businessnetwork of the world economy.

Expert View: Subir Raha discusses the evolution of Indian MNCs through time Ancient IndianMNCs, Raj MNCs, and the New Indian MNCs. He presents the issues that Indian MNCs are facingtoday in the globalized world, and puts across solutions.

Sampath Kumar Moorthy presents a live success story of his mid-sized Indian MNC SundramFasteners.

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Collaboration, trust and innovative changeRaj Datta, Yasho V Verma

The challenge for twenty first century businesses lies in escaping the trap of traditional controlmechanisms, and designing new techniques for balancing the key drivers of growth: innovationand collaboration. Continuous innovation is the dictum for survival.

Raj Datta & Dr. Yasho V Verma talk about the DNA of their organizations and explain how innovationand individual brilliance is knitted with teamwork. They talk about 'tomorrow' as they emphasizethe importance of seizing the opportunities 'today'.

Mega trends of the Next DecadePeter Schwartz, Hong Chen

The next ten years in India are going to be very different from the last ten.

An integration of diversities that co-exist in India today will be witnessed, which will make Indiaemerge as a power to reckon with.

Anticipating the megatrends today that India will experience tomorrow, and planning for them, willdefine the success of corporations.

Expert View: Peter Schwartz talks about three Indias, co-existing simultaneously today. He alsopresents a new growth model, which is based on the philosophy of building new industries andreinventing old ones.

Dr. Hong Chen opines that today India and China together share a similar dream, and the nextdecade will witness the realization of that dream for both the countries.

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R GopalakrishnanExecutive Director

Tata Sons

Deepak PuriManaging Director

Moser Baer India Ltd.

Kumar Mangalam BirlaChairman

Aditya Birla Group

Rajiv BajajJt. Managing Director

Bajaj Auto

Harsh MariwalaChairman & Managing Director

Marico Industries Ltd.

Shiv NadarChairman

and FounderHCL Technologies Ltd.

Jalaj DaniPresident

International Asian Paints Ltd

Arvind SinghalChairman

Technopak Advisors Pvt. Ltd.

Jeffrey WattsPartner, Deloitte TohmatsuConsulting Co Ltd Japan

B MuthuramanChairman & Managing Director

Tata Steel Ltd.

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