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AIMA | SNAPSHOTS | FEBRUARY 2014

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FEBRUARY 2014

Dear Readers,

It gives me great pleasure to present the February issue of AIMA News.

It has been a year now since we launched the e-version of AIMA News, as part of our endeavor to give back to the environment in which we work in. Throughout the year we received a positive and encouraging response from our members and associates and we thank you for the support you extended.

The last month saw us host our flagship event, AIMA’s 58th Foundation Day & 8th National Management Day at New Delhi on 21 February 2014. The occasion was graced by eminent speakers including Mr Anand Sharma, Mr Ravi Shankar Prasad, Dr Prathap Reddy, Mr Dilip Shanghvi, Mr Nandan Nilekani, Mr Gautam Thapar, Mr D Shivakumar amongst others who shared their thoughts at the various sessions.

On the occasion, we had the honour of conferring Mr Dilip Shanghvi with the AIMA – JRD Tata Corporate Leadership Award and Mr Nandan Nilekani with the AIMA Public Service Excellence Award. In addition, the AIMA – RK Swamy High Performance Brand Award was presented to AMUL and the AIMA – Dr JS Juneja Award for Creativity and Innovation by MSMEs went to Glo Tech Organics Pvt Ltd. You will find a brief report inside.

In this edition, you will also find coverage on our 3rd HR Leadership Retreat conducted at Goa, the 5th edition of AIMA’s Awareness Programme on Enterprise Development for African students conducted at Pune, updates from our skill & development programmes, Evening Lectures and in company Business Simulation Programmes conducted during the period. In addition there are some interesting articles on management and updates from our LMAs.

I hope you enjoy reading this issue of AIMA News and look forward to your feedback and comments.

Warm regards,

Rekha Sethi Director General

M A N A G E M E N T T I M E S

AIMA’S MONTHLY E-MAGAZINE

AIMA OFFICE BEARERS

PRESIDENTMs Preetha Reddy Managing Director Apollo Hospitals Group

SENIOR VICE PRESIDENTMr Hemant M Nerurkar ChairmanTRL Krosaki Refractories Limited.

VICE PRESIDENTMr Firdose Vandrevala Executive Vice Chairman Essar Steel India Ltd

TREASURERMr P DwarakanathAdvisorGroup Human Capital Max India Ltd

IMMEDIATE PAST PRESIDENTMr D Shivakumar Chairman & CEO-India region PepsiCo India Holdings Pvt. Ltd.

DIRECTOR GENERALMs Rekha Sethi

Published by:

Management House,14, Institutional Area,Lodhi Road, New Delhi-110003Tel : 01124645100Fax : 01124626689E-mail : [email protected] : http://www.aima.in

Managing Editor:Mr Feroz Ahmed

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AIMA | CONTENTS | JANUARY 2014

AIMA SNAPSHOTS

27 LMA NEWS

43 AIMA EVENTS CALENDAR

58th Foundation Day and 8th National Management Day

FEATURES08 3RD HR LEADERSHIP RETREAT

12 AWARENESS PROgRAMME ON ENTERPRISE DEVELOPMENT FOR AFRICAN STUDENTS

15 THE ORgANIzATION THAT RENEWS ITSELF: LASTINg VALUE FROM LEAN MANAgEMENT

20 RISk AND RESPONSIbILITy IN A HyPERCONNECTED WORLD: IMPLICATIONS FOR ENTERPRISES

10 SkILL DEVELOPMENT AND TRAININg

11 CHANAkyA

13 AIMA – IMCI INTERACTIVE SESSION

CONTENTS04

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58th Foundation Day and 8th National Management Day

AIMA celebrated its 58th Foundation Day & 8th National Management Day on 21 February 2014 in New Delhi on the theme ‘Governance for Growth’.

The Chief Guest on the occasion, Mr Anand Sharma, Minister for Commerce & Industry along with the Guest of Honour, Dr Prathap Reddy, Founder Chairman, Apollo Hospitals Group gave away the AIMA – JRD Tata Corporate Leadership Award to Mr Dilip Shanghvi, Founder

Dilip Shanghvi, Founder and MD, Sun Pharmaceutical Industries Ltd receiving the AIMA - JRD Tata Corporate Leadership Award from Anand Sharma, Minister for Commerce & Industry, Government of India. (L-R) Rekha Sethi,

Director General, AlMA; Ram Tarneja, Past President, AIMA; Prathap C Reddy, Founder Chairman, Apollo Hospitals Group; Preetha Reddy, President, AIMA & MD, Apollo Hospitals Group and H M Nerurkar, Senior Vice President,

AIMA & Chairman, TRL Krosaki Refractories Limited.

and Managing Director, Sun Pharmaceutical Industries Ltd. Mr Sharma and Dr Reddy also presented the AIMA Public Service Excellence Award to Mr Nandan Nilekani, Chairman, Unique Identification Authority of India.

Speaking on governance’s role in growth, Mr Sharma said, “Governance is important because without good governance you cannot have growth. They are inextricably linked.” Talking about India’s development and success story


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since its independence, he said, “We have to reflect on our country’s journey as free India so far. Where India was and where it is today, has to be reflected upon. Every decade has seen development. I really salute the wisdom of leaders who led India’s National Movement because in the 50s they started thinking of setting up institutions which India is proud of. With the IT revolution, India moved into a world globally connected.”

Intellectual and political competitiveness, the role of good governance and its implications in various sectors, innovation and technological advancements of the country, were some of

Nandan Nilekani, Chairman, Unique Identification Authority of India receiving the AIMA Public Service Excellence Award from Anand Sharma, Minister for Commerce & Industry, Government of India. (L-R) Prathap C Reddy,

Founder Chairman, Apollo Hospitals Group and Preetha Reddy, President, AIMA & MD, Apollo Hospitals Group

the subjects that were touched upon during the special sessions of AIMA’s Foundation Day and National Management Day celebrations by political leaders, industry experts and management gurus.

In her welcome address, Ms Preetha Reddy, President, AIMA, and Managing Director, Apollo Hospitals Group, talking about the theme of the day, said, “Governance and growth go hand in hand; they can not sustain without one another.”

Mr Ravi Shankar Prasad, Deputy Leader of Opposition in Rajya Sabha and Member of Parliament from BJP, presented the AIMA – R K Swamy High Performance Brand Award to


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D Shivakumar, Immediate Past President, AIMA and Chairman & CEO – India Region, PepsiCo India Holdings Pvt Ltd; Dilip Shanghvi, Founder and MD, Sun Pharmaceutical

Industries Ltd and Richard Rekhy, Chief Executive Officer, KPMG in India

Firdose Vandrevala, Vice President, AIMA and Executive Vice Chairman, Essar Steel India Ltd and Nandan Nilekani, Chairman, Unique Identification Authority of India

(UIDAI)

politics and good economics is good governance.”

Earlier, speaking on the role played by governance in growth, Dr Prathap Reddy gave credit to the quick decision making at the top level in the 1980s for launching corporate healthcare in India. Talking of future challenges of healthcare in India, he said, “We need to

make the government bring policies to address the coming pandemic of diabetes, heart, cancer and infectious diseases.”

Mr Nandan Nilekani spoke about the value of digital governance to improving

Gujarat Co-operative Milk Marketing Federation (AMUL). Mr Prasad also presented the AIMA – Dr J S Juneja Award for Creativity and Innovation by MSMEs to Glo Tech Organics Pvt Ltd, a micro firm involved in agriculture technology.

Delivering the keynote on the theme ‘Good Governance is Good Politics’, Ravi Shankar Prasad, Deputy Leader of Opposition - Rajya Sabha, and Member of Parliament (RS), Bharatiya Janata Party, said, “The growth of Indian political process has always fascinated me. Empowerment is a great stabilising influence in Indian politics. Democracy is a great leveller and I always celebrate democracy. People of India want governance and delivery. The only relationship between good


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delivery of public services, while Mr Dilip Shanghvi was of the opinion that there are no shortcuts to manage and achieve innovation.

The Foundation Day celebrations were led by AIMA leadership, including Ms Preetha Reddy, President, AIMA and Managing Director, Apollo Hospitals Group; Mr H M Nerurkar, Senior Vice President, AIMA and Chairman TRL Krosaki Refractories Limited; Mr Firdose Vandrevala, Vice President, AIMA and Executive Vice Chairman, Essar Steel; Mr Gautam Thapar, Past President, AIMA and Chairman, The Avantha Group; and Mr D Shivakumar, Past President, AIMA and Chairman & CEO – India Region, PepsiCo India Holdings Pvt Ltd.

R S Sodhi, MD, Gujarat Co-operative Milk Marketing Federation with the AIMA - R K Swamy High Performance Brand Award presented by Ravi Shankar Prasad, Deputy Leader of Opposition-Rajya Sabha and Member of Parliament (RS),

BJP. (L-R) Gautam Thapar, Founder and Chairman, The Avantha Group; Preetha Reddy, President, AlMA & MD, Apollo Hospitals Group; H M Nerurkar, Senior Vice President, AIMA & Chairman, TRL Krosaki Refractories Limited and S K

Swamy, Chairman & MD, RK Swamy BBDO Pvt Ltd.

Augustine Rajendran, Managing Director, Glo Tech Organics Pvt. Ltd receiving the AIMA - Dr J S Juneja Award for Creativity &

Innovation for MSME from Ravi Shankar Prasad, Deputy Leader of Opposition-Rajya Sabha and Member of Parliament (RS), BJP, as Dr J S Juneja, Past President, AIMA and Chairman, Global Projects &

Services (P) Ltd looks on.

The event saw a participation of over 400 and was very well received.


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3rd HR Leadership Retreat

AIMA organised its 3rd HR Leadership Retreat on the theme “Taking the Lead - The Role of Human Resources in Turbulent Times” from 14 – 16 February 2014 at Goa. The Retreat was organised under the Chairmanship of Mr TV Mohandas Pai, Chairman of the Board, Manipal Global Education Services. Ms Nandita Gurjar, Senior Vice President and Member, Executive Council, Infosys Technologies was the Programme Director for the Retreat.

The other eminent speakers at the Retreat included Mr D Shivakumar, Chairman & CEO – India Region, PepsiCo India; Mr Pramod Bhasin, Founder and Vice Chairman, GENPACT; Mr SY Siddiqui, COO-Administration (HR, IT, Finance, Company Law & Legal), Maruti Suzuki India; Mr Anand Pillai, Sr. Executive Vice President & Chief Learning Officer, Reliance Industries Ltd; Mr

Pratik Kumar, Executive Vice President - HR, Wipro Ltd; Mr S Vaitheeswaran, Managing Director & CEO, Manipal Global Education Services; Swami Bodhananda ji, Sambodh Foundation.

The retreat was designed to help HR leaders learn from the experiences of successful leaders and organisations on how to efficiently meet the needs of a changing, complex market and achieve sustainable value creation. The Retreat was attended by 21 senior HR professionals from various industrial sectors from across country and sought to define the options at the cross-roads and helped provide answers to the direction that HR must travel in order to build a sustainable organisation. Upon the completion of the programme, participants were conferred with a ‘Certificate’ awarded by All India Management Association.

Participants and speakers at the Retreat

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Skill Development and Training

AIMA’s Centre for Skill Development and Training has initiated an Assessment & Certification services in the area of ‘Training’. The two certifications offered are AIMA Certified Training Coordinator (ACTC) and AIMA Certified Trainer (ACT). The assessment process for Trainer’s Certification was conducted for UltraTech Cement Limited (Unit: Birla White) at Jodhpur. In addition, an open session for ACT & ACTC was also organised for individual applicants.

During the month, a second batch of 47 trainee engineers across several organisations, were trained under the Campus to Corporate training programme. In addition, a two day training was conducted for GMR Infrastructure Ltd. at Bangalore on ‘Managing the Contract

Labour - Issues, Concerns, Problems & Remedies’ and another on ‘Leading Systems’ was held for a group of Deputy General Managers of Engineers India Limited at Faridabad.

A ‘Training the Trainer’ module of 4 days was organised for internal trainers of Delhi Metro Rail Corporation (DMRC) at DMRC’s Training Institute at New Delhi, while a programme on ‘Analytical Thinking & Decisiveness’, was conducted for EIL and a one day training on ‘Risk Management’ was

conducted for Numaligarh Refinery Ltd. at Golaghat, Assam. All programmes were well appreciated and very well received.

Mr Jain, Principal of DMRC Training Academy addressing

Corporate Training Programme in progress


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Chanakya

AIMA conducted an internal Business Simulation tournament tilted ‘Ran-Neeti’ for SAIL across all SAIL plants and locations. The tournament is mainly targeted at middle and senior level management across the organisation. The essence of the tournament is to hone strategic thinking across various SBUs. The programme was based on AIMA’s indigenous simulation software, ‘Chanakya’ and has been highly appreciated by all participants.

AIMA also conducted an intergroup competition at Vedanta that helped young managers from different group companies challenge each other on strategy and commercial vision. Through AIMA’s Simulation Programme

AIMA Business Simulation Programme at Vedanta

Business Simulation Tournament titled ‘Ran-Neeti’ for SAIL in progress

the organisation is honing leadership skills in its young managers who are being groomed as harbingers of change for the group globally.


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Awareness Programme on EnterpriseDevelopment for African Students

AIMA in collaboration with Ministry of External Affairs organised the 5th Awareness programme on Enterprise Development for African students on 12th and 13th February 2014 at Pune. Dr J S Juneja, Chairman SME Committee, AIMA and Past President of AIMA led the programme. The programme witnessed a participation of 110 African students from various colleges of Pune who deliberated on the opportunities available to them for setting their own small industries and businesses upon returning to their country. The programmes was organised in collaboration with Pune Management Association.

The programme featured some of the best minds and professionals as speakers who shared their business experiences and success stories. Some of the speakers included Padma Bhushan Dr. S. B. Mujumdar, Founder and President Symbiosis

Participants at 5th Awareness Programme on Enterprise Developement for African Students at Pune

Society, Pune; Dr. Rajni Gupte, Vice Chancellor, Symbiosis International University; Mr. Steven Masumba, Deputy Minister, Youth and Sports Government of Zambia; Dr. HR Bhojwani, Advisor, Ministry of Communication and Technology; Chairman, ERNET; Dr. Raj Agrawal, Director, AIMA; Mr Niket Karajagi, President, Pune Management Association; Executive Director, Atyaasa Consulting Pvt. Ltd and Mr. Umesh Sharma, Vice President, Datawind (Makers of Aakash Ubislate Tablets).

The participants also got an excellent opportunity to have one to one interaction with industry experts on making their business plans. The students that presented the best three business plans were awarded with Best Business Plan Certificates and Akash Ubislate Phablets.

Harvard Business School Executive Education Programme on ‘Building A Global Enterprise – India’ will be held from April 28 to May 1, 2014 in HBS classroom at Hotel Taj Lands End (Mumbai) which is a replica of the Boston classroom. The programme will be taught by the renowned HBS faculty from the Boston campus, Prof Tarun Khanna and Prof Scott A Snook. Professor Khanna and Prof Snook will lead a dynamic exploration of how organisations can overcome cross-border issues, take advantage of opportunities resulting from the downturn, and expand operations globally.

The curriculum is centered on three major themes: Strategy, Leadership & Talent Management

INR 2,40,000/- plus 12.36% service tax (which covers tuition, books, case studies, accommodation and most meals). Payment could be made through a check or DD drawn in favor of “All India Management Association” payable at New Delhi.

Limited seats are available, and the last date for registration is 28 March, 2014*.

Bijoy Philip, Tel: 91-11-2460 8524 / Email : [email protected]

Participation fee:

For more details, please contact:

Harvard Business School Executive Education Programme‘Building A Global Enterprise – India’

April 28 to May 1, 2014: HBS classroom: Taj Lands End: Mumbai

*The acceptance of registrations is subject to selection by the Admissions Committee of HBS.


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AIMA – IMCI Interactive Session

AIMA and Institute of Management Consultants of India (Delhi), organised an Interactive Session on ‘Human Touch: The Essence of Societal Relationships’ with Mr Bishan Singh Bedi, Former Captain, Indian Cricket Team on 26th February 2014. The session was chaired by Mr Rajiv Khurana, CEO & Founder, Personnel Lab and also

present were Dr Raj Agrawal, Director, Centre for Management Education, AIMA and Mr Sumit Chaudhuri, Chairman, IMCI, Delhi.

Mr Bedi, in his session, emphasised how human touch played a significant role in the success achieved by him in his life. One instance which he shared, was when on his vist to Pakistan, he read in the newspaper that a Pakistani boy needed blood and he volunteered to donate blood after which the boy recovered. The next day this gesture changed the perspective of the Pakistan team and Pakistani people.

Pakistani’s who were rivals in tournament became affectionate and were touched by kind gesture He shared may such similar instances where human touch played a significant role. The programme was very well received by the audience.

Bishan Singh Bedi, Former Captain, Indian Cricket Team addressing the session and Rajiv Khurana, CEO & Founder, Personal Lab, looks on

Harvard Business School Executive Education Programme on ‘Building A Global Enterprise – India’ will be held from April 28 to May 1, 2014 in HBS classroom at Hotel Taj Lands End (Mumbai) which is a replica of the Boston classroom. The programme will be taught by the renowned HBS faculty from the Boston campus, Prof Tarun Khanna and Prof Scott A Snook. Professor Khanna and Prof Snook will lead a dynamic exploration of how organisations can overcome cross-border issues, take advantage of opportunities resulting from the downturn, and expand operations globally.

The curriculum is centered on three major themes: Strategy, Leadership & Talent Management

INR 2,40,000/- plus 12.36% service tax (which covers tuition, books, case studies, accommodation and most meals). Payment could be made through a check or DD drawn in favor of “All India Management Association” payable at New Delhi.

Limited seats are available, and the last date for registration is 28 March, 2014*.

Bijoy Philip, Tel: 91-11-2460 8524 / Email : [email protected]

Participation fee:

For more details, please contact:

Harvard Business School Executive Education Programme‘Building A Global Enterprise – India’

April 28 to May 1, 2014: HBS classroom: Taj Lands End: Mumbai

*The acceptance of registrations is subject to selection by the Admissions Committee of HBS.

www.chanakya.aima.in

http://chanakya.aima.in


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AIMA | FEATURES | FEBRUARY 2014

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Applying lean principles to management, rather than just operations, can help large organizations reimagine how they work and unlock value through continuous improvement.February 2014 | by David Jacquemont

Executives at a financial institution wondered how to fight complacency as they watched competitors start to catch up to their most important product—one whose success the institution never quite matched.

A logistics company faced diminishing returns from years of cost cutting. Managing vendors now consumed many of the gains from outsourcing. Fixing talent and quality issues meant that “low cost” locations were no longer so low cost. And

AIMA FEATURES

just keeping pace with the latest IT developments meant constant budgetary struggles. How could it get more out of the cost-cutting investments it had already made?

For an asset manager, the focus was on customer disappointment with how long it took to open and fund an account. Every day of delay meant lost revenue both for the company and, more important, for the customer. But regulatory constraints meant that speeding the process up seemed fraught with

The organization that renews itself: Lasting value from lean management


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risk.

A government agency seemed to be in an enviable position, with demand higher than ever. But its budget was flat and it recently had to impose a hiring freeze. It needed to manage the influx while maintaining quality standards, without causing highly trained employees to burn out.

How often do you hear of these types of issues in your organization? How often do you confront them yourself?

Of course, questions that challenge how well large, modern organizations work are almost as old as management itself. But if it seems that questions are coming up more often, or more forcefully, there are good reasons.

The first is a rising sense of urgency, with large organizations recognizing that the pressures they face are unlikely to abate much in the short term, regardless of location or sector. In mature markets, slower growth, lingering debt burdens, and aging workforces are the chief concerns; in fast-growing countries, rapid expansion and urbanization are outpacing the ability of local infrastructure and talent pools to keep up. Everywhere, mismatches between worker skills and available jobs are growing, even as unemployment reaches new highs, especially among the young1 —while those managers and workers who do find employment report high stress and low engagement. To respond to these forces, organizations need new capacity and energy, but

instead they find both are in short supply, having been absorbed by internal complexity.

Thus, while the specific issues may differ, the broader themes are the same. Large organizations realize they must reimagine how they work so that their scale once again becomes an asset rather than a liability. And they must do so from within, because external conditions—the rising economic tides that formerly lifted so many boats, regardless of how well

or badly they rowed—are not likely to make a lasting return any time soon.

The second reason for questions is, if anything, even more important. Leaders know that some organizations are transforming themselves, finding new value while becoming more resilient, effective, and efficient in ways that keep reinforcing themselves over time. These organizations, both in heavy industry and in service sectors as diverse as banking, telecommunications, and government,


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attain a state that is as valuable as it is rare: continuous improvement. Their performance increases both in the immediate term and over the long run, as the techniques people learn form a new culture centred on finding ways to do things better.

However, leaders also know that imitating an admired organization’s best practices is hardly a reliable way to imitate its success. It takes more than a borrowed checklist. What is it that makes these exceptional organizations so exceptional—and keeps them that way?

Lean management’s four disciplines

In working with large organizations, we have found that those that renew themselves all seek to execute four essential management disciplines exceptionally

well. Every organization already follows these disciplines in one form or another. Accordingly, they are not a formula; they do not represent the whole universe of “good management.” But when leaders design systems that enforce these disciplines effectively—and when they ensure they’re followed every day, at every level of the organization—the disciplines reinforce one another to create what lean has long envisioned: an adaptive organization that consistently generates the most value possible for all stakeholders from all of the resources it can bring to bear.

Even more important, the disciplines correlate to tangible skills and ways of working that people and organizations can learn—which, over time, constitute culture—how people behave and think. The more

the organization learns regarding each of the four disciplines, the more it can achieve and the faster it gets at learning and improving itself.

• Deliveringvalueefficientlytothecustomer.Theorganization must start by understanding what customers truly value—and where, when, how, and why as well. It must then configure how it works so that it can deliver exactly that value, no more and no less, with the fewest resources possible, improving coordination, eliminating redundancy, and building quality into every process. The cycle of listening and responding never ends, as the customer’s evolving needs reveal new opportunities to attack waste, create new worth, and build competitive advantage.


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• Enablingpeople to leadandcontribute to theirfullest potential. The organizations that get the most from their people provide them with support mechanisms so that they can truly master their work, whether at the front line or in the boardroom. Revamped physical space fosters collaboration, visual-management techniques let everyone see what needs to be done, targeted coaching builds capabilities, and simple “job aids” reinforce standards. These and other changes enable employees to own their own development, without leaving them to figure it out by themselves.

• Discoveringbetterwaysofworking.Ascustomers,competitors, and the broader economic and

social context change, the whole enterprise must continually think about how today’s ways of working and managing could improve. To guide the inquiry, people will need a clear sense of what “better” means—the ideal that the organization is reaching toward—as well as an unvarnished view of current conditions and the ability to work with others to close gaps without fear of reprisal. Problem identification and resolution must become a part of everyone’s job description, supported by structures to ensure that problems flow to the people best able to solve them.

• Connecting strategy, goals, and meaningfulpurpose. Organizations that endure operate from a clear direction—a vision of what the organization is for, which in turn shapes their strategy and objectives in ways that give meaning to daily work. At every level, starting with the CEO, leaders articulate the strategyand objectives in ways that their people can understand and support. The final step aligns individual goals to the strategy and vision, with the result that people fully understand their role in the organization and why it matters.

This article was originally published in McKinsey Quarterly, www.mckinseyquarterly.com. Copyright (c) [2014] McKinsey & Company. All rights reserved.

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Building a forward- looking board

Debateovertheroleofcompanyboardsinvariablyintensifies when things go wrong on a grand scale, as has happened in recent years. Many of the companies whose corpses litter the industrial and financial landscape were undermined by negligent, overoptimistic, or ill-informed boards prior to the financial crisis and the ensuing deep recession. Not surprisingly, there’s been a renewed focus on improved corporate governance: better structures, more rigorous checks and balances, and greater independence by nonexecutives, for example.

Governance arguably suffers most, though, when boards spend too much time looking in the rear-view mirror and not enough scanning the road ahead. We have experienced this reality all too often in our work with companies over several decades. It has also come through loud and clear during recent conversations with 25 chairmen of large public and

privately held companies in Europe and Asia. Today’s board agendas, indeed, are surprisingly similar to those of a century ago, when the second Industrial Revolutionwasatitspeak.Directorsstillspendthebulk of their time on quarterly reports, audit reviews, budgets, and compliance—70 percent is not atypical—instead of on matters crucial to the future prosperity and direction of the business.

The case for change

Our conversations with successful chairmen showed a strong continuing bias toward fiduciary tasks but also a desire and willingness to shift focus. “Boards need to look further out than anyone else in the company,” commented the chairman of a leading energy company.“There are timeswhen CEOs arethe last ones to see changes coming.”

This forward-looking imperative comes in part from

Directors should spend a greater share of their time shaping an agenda for the future.

February 2014 | by Christian Casal and Christian Caspar


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the way long-term economic, technological, and demographic trends are radically reshaping the global economy, making it more complex to oversee a successful multinational business. As executive teams grapple with the immediate challenge of volatile and unpredictable markets, it’s more vital than ever for directors to remain abreast of what’s on (or coming over) the horizon.

Second, and compounding the short-term executive mind-set, the length of CEO tenures remainsrelatively low—just five to six years now. That inevitably encourages incumbents to focus unduly on the here and now in order to meet performance expectations. Many rational management groups will be tempted to adopt a short-term view; in a lot of cases, only the board can consistently take the longer-term perspective.

Distracted by the details of compliance and newregulations, however, many directors we meet simply don’t know enough about the fundamentals and long-term strategies of their companies to add value and avoid trouble. It doesn’t have to be this way. A select handful of banks and other multinational corporations with prudent, farsighted,

and independent-minded boards not only survived the financial crisis largely intact but also continue to thrive.

Rather than seeing the job as supporting the CEO at all times,the directors of these companies engage in s t r a t e g i c discussions, form

independent opinions, and work closely with the executive team to make sure long-term goals are well formulated and subsequently met. How can a board better focus on the long term and avoid becoming a prisoner of the past?

Foundations of a forward-looking board

Board chairmen and fellow directors will quickly grasp the point by studying the exhibit. The light-purple part of the annual schedule depicts how a board preoccupied with its fiduciary responsibilities typically spends its time. The dark-purple agenda items, by contrast, show what the calendar focus of a predominantly forward-looking board might look like. It’s impossible to effect this change without a solid foundation: the right directors, knowledgeable about their roles and able to commit sufficient time.

Roll back the future to access top board members

Too often, vacancies on a board are filled under pressure, without an explicit review of its overall composition. An incoming chairman should try to imagine what his or her board might look like, ideally, three years from now. What kinds of


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skills and experience not currently in place will help fulfill the company’s long-term strategy? What, in other words, is the winning team? A willingness to look ahead expands the number of candidates with appropriate skills and heightens the likelihood that they will sign up if and when they become available.

One of the world’s leading food companies used this approach to introduce a range of expertise clearly reflecting its strategic direction and requirements. Of course, its board has high-profile (former) executives and top professionals with a profound finance, risk, or general-management background

and diverse geographic experience. But now it also includes people with successful track records in health, nutrition, the public sector, and welfare. Other companies need specific kinds of expertise to help them adapt to cutting-edge technologies or market disruptions. Here, advisory boards without formal governance authority are especially useful.

Define the board’s role clearly

The familiar roles of a well-functioning board—such as setting strategy, monitoring risks, planning the succession, and weighing in on the talent pipeline—are easy to list. But in practice, things are never simple. CEOs and their top teams, for example,are often touchy about what they see as board interference. Equally, weighty boards with years of experience and members used to getting their own way are frequently frustrated because they can’t intervene more actively or their advice is ignored.

It’s critical to defuse these tensions at the outset by clearly defining the board’s role and establishing well-understood boundaries. Unless roles are clear, the relationship between theCEOandmanagement, onthe one hand, and the board, on the other, risks devolving into misunderstandings, loss of trust, and ineffectiveness. An annual discussion between the board and management, perhaps including a written letter of understanding setting out the roles of each party, is always a productive exercise. For instance, a large Nordic investment company creates work and role descriptions, for the board and management, that are reviewed and approved every year. This process always generates valuable discussions and makes roles more clear.

Get your board to work harder

Most board members we know are hard working. The old caricature of long lunches and big stipends is just that—a caricature.

Yet the 10 or 12 days a year many board members spend on the job isn’t enough, given the importance of their responsibilities. Several well-performing boards prescribe a commitment of up to 25 days of


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engagement for nonexecutive board members.

Some of that extra time should be spent in the field. Boards seeking to play a constructive, forward-looking role must have real knowledge of their companies’ operations, markets, and competitors. One big international industrial company we know requires all its board members to travel with salesmen on customer visits at some point each year. Other companies ask their directors to visit production andR&Dfacilities.Thechairmanofamanufacturingcompany we interviewed adds that “You can’t fully understand the business, analyze the competition, review succession plans, visit a company’s facilities, travel with salespeople, and set strategic goals by working a handful of days.”

How can companies achieve the right degree of commitment? Higher pay will not be the answer, even if there were no governance watchdogs who would doubtless conclude that directors are already well paid or at least rarely need the extra money. The question of pay has never been an issue at a major oil company that requires its board members to set aside 30 days a year, for example. What does actually help (as in this case) is a board environment that encourages participation and allows board members to derive meaning, inspiration, and satisfaction from their work. The reward for individuals will be an opportunity to enhance their reputation for good boardroom oversight, to strengthen their personal networks, and to influence decisions.

Putting the board’s best foot forward

The best boards act as effective coaches and sparring partners for the top team. The challenge is to build processes that help companies tap the accumulated expertise of the board as they chart the way ahead. Here are four ways to encourage a forward-looking mind-set.

Require the board to study the external landscape

As a starting point, says the chairman of a finance company, “We invite renowned experts and professionals in various fields—such as technology, regulatory matters, and economics—to board meetings, who talk about specific topics.” Board meetings also may be held in overseas locations where directors can be exposed to new technologies and market developments relevant to a company’s strategy.

To be able to challenge management with critical questions, a company’s directors should regularly compare internal performance data with those of their competitors across a range of key indicators. The chairmanofoneTelecommunicationsCompanysayshis board “regularly develops an outside–in view of the industry and business from public information. And from time to time, we seek outside advice to get an independent view on the firm’s strategy and new potential development areas.”

Make strategy part of the board’s DNA

The central role of the board is to co-create and ultimately agree on the company’s strategy. In many corporations,however,CEOspresenttheirstrategicvision once a year, the directors discuss and tweak it at a single meeting, and the plan is then adopted. The board’s input is minimal, and there’s not enough time for debate or enough in-depth information to underpin proper consideration of the alternatives.

What’s required is a much more fluid strategy-development process: management should prepare a menu of options that commit varying levels of resources and risks. In this way, board and management jointly define a broad strategic framework, and management defines options for board review. Finally, during a special strategy day, the board and management ought to debate, refine, and agree on a final plan. “At the beginning of the annual planning process, the board’s role is to help


24

management broaden the number of strategy options,” says the chairman of a large transportation company. “At midyear, it is to discuss strategic alternatives and help select the preferred route, and at end of year, it is to make the final decision to implement.”

Strategy should always provide the context for proposed acquisitions or stand-alone investments. “Without reference to long-term objectives, stand-alone investment proposals do not make much sense—but they are not unusual,” says the chairman of a bank. Strategy and policy go hand in hand. Policy is not only among the most powerful tools a company can use to propel its culture and employee behaviour in new directions but can also contribute significantly to the effective implementation of strategy. Yet most boards are aware of neither the full set of company policies nor their content.

Unleash the full power of your people

Forward-looking boards are powerfully positioned to focus on long-term talent-development efforts because they understand the strategy and can override some of the personal ties that cloud decision making over appointments. Divisionalmanagers, say, might be tempted to hang on to high performers even if the company’s interest

would be to reallocate their skills and experience to a business with more potential. For example, a large media company, prompted by its board, recently reassigned its strategic-planning director to lead digital development projects on the US West Coast. The move was remarkably successful:working in close cooperation with some of the most accomplished digital giants in the United States, the business quickly got up to speed on the newest technological trends.

Many forward-looking boards hold annual reviews of the top 30 to 50 talents, always with an eye on those who might eventually be suitable for key executive roles. Here’s how the process works in one manufacturing company. Each executive director selects, for presentation to the board, three to five promising managers. The board gets a photograph, information on their educational background, and performance reviews over the last three years. The presenter organizes the information on an evaluation grid showing categories such as performance, leadership, teamwork, and personal development. The directors then spend 10 to 30 minutes on each person, discussing key questions. How can the company coach and develop talented people? What personal and professional development opportunities, such as an international posting,


25

might help broaden an individual’s experience? What are the potential next career steps? In addition, during corporate projects, client gatherings, and trade shows, directors should take any opportunity to meet—and assess—upcoming executives and fast trackers informally.

The key is that the board must agree with management on a sensible approach to reviewing executive talent. Appointing a board member with a successful people-leadership track record to lead the effort is one way of boosting its impact.

Anticipate the existential risks

Every company has to take significant risks. But while it has long been understood that overall responsibility for risk management lies with boards, they often overlook existential risks. These are harder to grasp—all the more so for executives focused on the here and now—yet harm companies to a far greater extent than more readily identifiable business risks.

“Instead of only discussing competitive risks, boards should put in place a well-functioning crisis-management system” for cybercrime, insider trading, or corruption, says a consumer-goods company chairman conscious of the dangers of corporate secrets falling into the wrong hands. “We want to be ready for existential risks if they occur.”

The best-managed companies in safety-sensitive sectors such as oil or autos—where a rig explosion or product recall could have significant consequences for large numbers of people or cost a year’s profits—are already vigilant in this area. The board of one oil-exploration company we know regularly receives reports on the safety record of its on-platform activities. The reports trigger intense discussions about the root causes of problems and remedial action where there is any deviation from norms. The boards of other businesses should also demand that

This article was originally published in McKinsey Quarterly, www.mckinseyquarterly.com. Copyright (c) [2014] McKinsey & Company. All rights reserved.

management supply quarterly reports (probably to the audit committee) on the observance of safety, quality, and ethical standards and hold management to account. Directors of a media company, forinstance, could regularly ask its news executives to lead reviews of editorial standards.

Yet even the best systems will not identify all the risks, and boards and management must somehow try to grasp the unthinkable. The best way may be to tap into the concerns and observations of middle management, the group most likely to be aware of bad practices or rogue behaviour in any company. Boards have a duty to ensure that management teams pursue bottom-up investigations (through confidential questionnaires, for instance), identify key risk areas, and act on the results.

Forward-looking boards must remain vigilant and energetic, always wary of bad habits. An objective 360-degree review, built on personal interviews, is generally a much better option than the box-ticking self-evaluation alternative. Winning boards will be those that work in the spirit of continuous improvement at every meeting, while always keeping long-term strategies top of mind. Only by creating more forward-looking boards can companies avoid the sort of failures witnessed during the last financial meltdown the next time one strikes.

About the authors

Christian Casal is a director in McKinsey’s Zurichoffice.ChristianCasparisadirectoremeritusintheZurich office and serves on the boards of severallarge European companies. The authors would like to acknowledge the contributions of Martina Bender and Nina Spielmann to the development of this article.

www.aima.in

www.aima.in

www.aima.in

AIMA | NEWS FROM LMA | FEBRUARY 2014

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News from LMAs

Ahmedabad Management AssociationBeginning 5th February, as many as 14 evening functions were organised including National Management Day on the theme ‘Governance-led Growth: A Tipping Point’ addressed by Professor Rasananda Panda on 24th February.

Jitu and Rehana married for a cause was a documentary-cum-lecture on educating slum children, an inspiring programme on NGO Management. Mr. Anil Bokil from Pune gave a valuable presentation on ‘Arthakranti Mission: India’s Economic Rejuvenation’. It was a revolutionary concept for Public Governance.

Mr. Jagdish Joshi’s Annual Lectures were focused on two motivational topics, namely ‘Limited Life to Chase Unlimited Money’ and ‘Either Lead, Follow or Get out of Your Business’. Both the lectures attracted a large crowd, mostly youth. Prof. Jagdeep Chhokar, Founder, Association for Democratic Reforms delivered a very interesting talk on ‘Electoral and Political Reforms in India: Current Situation and Future Prospects’.

Dr. M.B. Athreya, a renowned Management Consultant and a great contributor to AIMA and AMA was felicitated on his being honoured with

Padmabhushan by the President of India. The felicitation functions held at AMA on February 12 were attended by several professionals from all

walks of life. On this occasion Dr. Athreya spoke on ‘Living Our Enduring National Values’.

The visit of Ms. Usha Ananthasubramanian, Chairman & Managing Director, Bharatiya Mahila Bank was another important occasion. She delivered the Dr. Lalita Iyer 7th Memorial Lecture on Economic Development and Women Development.

Mr. Arun Chitlangia, Motivational Speaker addressed on ‘10 Steps to Corporate Success’.

The lectures delivered by Swami Bodhananda Saraswati on ‘Bhagwat Geeta and Wise Leadership’

Prof. Rasanada Panda addressed on Governance-led Growth A Tipping Point

Dr. M.B. Athreya addressed on Living Our Enduring National Values

Ms. Usha Ananthasubramanian addressed on Economic Development and Women


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was appreciated by several members. Swamiji conducted morning meditation session and evening lecture on ‘The Bhagwad Gita and Wise Leadership’ under the broad theme on Leadership.

The other lectures of the month were on ‘Business Transformation by Mr. Harsh Shah; Ms. Tarana Patel on ‘Bitten by the Travel Bug’ (Travel can teach you what schooling can’t) and ‘Food as a Medicine – Powerful tool in our Hands’ by Dr. Lejla Kazinic Kreho from British Nutrition Society. The Book a Month Forum was also held on February 28.

AMA organised 42 training programmes and started 2 vocational education programmes. AMA also published Business Handbook on Myanmar and Vietnam.

Bangalore Management Association

Inauguration of the Event – Lighting the Lamp

In this era of globalisation, companies are being forced to improve the way they do business in order to primarily survive and grow. With this in view, Bangalore Management Association organised a workshop on ‘The Business Excellence – A New Paradigm’ on 14th February at Bangalore. The programme addressed by Mr. V.S. Venkatesha Gowda, Treasurer – BMA; Mr. Anantha Agasthya, Executive Director, HAL Management Association; Dr. A.K. Mishra, Sr. Vice President – BMA; Mr. S.P. Aradhya, Vice President – BMA; Dr. Hari Krishna Maram, Hon. Secretary – BMA; Mr. Sanjeeva Reddy.S.G., Hon. Executive Director – BMA & Mr. Naveen Narayanan, Managing Director – SSA Business Solutions (P) Ltd.

Baroda Management Association

Ms. Smriti Irani, Actor and Politician

Igniting Minds – Young India

Igniting Minds – Young India (IMYI) on the theme ‘India Votes 2014 – Youth in Leadership Role’ was organised by Baroda Management Association (BMA) on 1st February, aimed at capturing voice of Young India on this occasion of ‘Festival of Democracy’. Some of the speakers included Ms Smriti Irani, Actor and Politician; Mr Shaktisinh Gohil, Spokesperson of a Leading National Political Party; Professor H B Dave; Ms. Rama Moondra, Alumni IIM - Calcutta, Faculty and Coach, Visiting Faculty of IIM – Ahmedabad. The event was attended by 400 youth from the city of Vadodara and neighbouring cities.

Swami Bodhananda Saraswati addressed on Bhagwat Gita and Wise Leadership


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Etiquette for Global Business

Ms. Sabira Merchant along with the participants

Baroda Management Association organised Etiquette for Global Business by Ms. Sabira Merchant, well known theatre and film artist and a renowned coach in the field of Etiquette on 20th February at Vadodara. The programme covered various aspects of etiquette like communication, body language, formal dressing, business etiquettes etc.

Open Forum Members Meet

Office Bearers and the members

The 2nd Open Forum Members Meet of BMA, was held on 26th February at Guru Narayana Center for Leadership. The objective of organising the meet second time was to give BMA members the best services in terms of management services. This meet facilitated the involvement, support and guidance

from members as well as providing their valuable inputs and suggestions. The Office Bearers had an interactive session with the members on various issues as well as resolved their queries.

Bharuch District Management AssociationManagement Week

Bharuch District Management Association (BDMA) celebrated Management Week (Feb 18th – 24th), which earmarks AIMA’s 8th National Management Day and 58th Foundation Day. As part of the celebrations BDMA held the 222th Book Lovers’ Meet on ‘Shyam Pankhi Av Aav’ – a compilation of poems Dr. Usha Upadhayay, Poetess and Professor at Gujarat Vidyapith on 20th February. A Young Mind Competition for Young Professionals and Student Categories was held on 21st February on the theme ‘Your expectations from the New Prime Minister (2014)’.

Members of Jury, Mr Ashwani Sood (Sr. Director of Sanofi Ind Limited), Mr A K Sahani (AGM - GNFC ltd., Bharuch), and Mr. Paresh Trivedi (Unit Head of GFL) watching the presentation of one of the 14 participants of the Best Young Mind Competition -2014

In addition an Industry Meet was conducted by Dr. K. U. Mistry, Chairman of the Gujarat Pollution Control Board of the Government of Gujarat on 24th February.


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Mr Harish Joshi, Director Channel Narmada (extreme right) introducing the Speaker Dr. K. U. Mistry, Chairman, Gujarat Pollution Control Board GOG (2nd from left) during the Industry Meet

Training Programmes

A Two- Day MDP on Communication Skills was held on 4-5 February by Mr. Mehul Kuwadia, Chief Executive of Grey Cells© a HRD, Training & Placement Consultancy firm on the theme ‘Tell, Well’ and Verbal Communication ‘Write, Right’. A Technical Training Programme on ‘Vibration Monitoring and Analysis’ by Mr. M P Srivastava CEO & Consultant, Institute for Excellence in Engineering and Management (IEEM), Mumbai on 11-12 February.

Lecture Series

On 9th and 23rd February a talk on ‘Shrimad Bhagwad Gita’ was held by Swamini Shraddhanandji Saraswati, Param Praman Darshanalaya Ashram, Pardi, Valsad. On 12th February an evening talk on ’Harmony in Relationships’ was held by Mr. E. V. Swaminathan, Management Faculty at ITM, Kharghar.

Special Programme for Ladies

Ms. Meenakshi Bhatnagar, Trainer & Motivator and Govt. certified trainer of Gujarat Knowledge Society for Advanced Communication Skills, ‘Retails’ and Selling Skills etc. conducted a special Programme for Ladies on 5th February on the theme ‘Jina Isika Naam’

Bombay Management Association Industrial Visit

Participants at the TATA Motors Plant, Pimpri, Pune

Bombay Management Association organised an industrial visit to TATA Motors Plant, Pimpri, Pune on 20th February. A group of 15 participants visited the plant. The members visited the plant and gained first hand knowledge about the operations.

Musical Evening

Ms. Sunita Bhuyan performing

BMA in collaboration with NHRDN and BCCI organised a Musical Evening titled ‘Creativity in Organizations through Music with Flow’ on 15th February. Ms. Sunita Bhuyan, the violinist


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demonstrated through musical pieces with the help of the universal seven notes, how music contributes to flow; the relationship between music and facets of leadership/team working and how harmony at work can be achieved through the medium of music.

Management Week

Management Week was celebrated from 17th – 21st February on the theme ‘Transformation of Metropolitan Mumbai – An Executable Plan’ in 4 areas namely Crime, traffic, Sanitation or health/hygiene. On the inaugural day the shortlist round of the Dandekar Trophy Competition was held at Atharva Institute of Management where 22 teams participated.

Judges and Teams of the BMA Trophy Competition along with Ms. Nirmala Mehendale, Chairperson of the Management Week Committee and Mr. V Sarangapani, Executive Director, BMA

On 18th February the BMA Trophy for BMS Students was held at Kohinoor Business School. On 21st February, Management Day was celebrated at Sydenham Institute of Management and Entrepreneurship which began with the Final round of the Dandekar Trophy Competition followed by Panel Discussion. After which was the Award Function for the Best Management Institute, Best Faculty, Best Student and Acknowledgement for Special Contribution in the areas of Curriculum,

Research and Industry Interface. Finally the presentation of awards to the winners of The Grand Finance Quiz, 3rd BMA Competition for Young Managers – 2013, BMS Trophy Competition was held. The programmes were attended by a large number of participants.

The Winners of all the Competitions

Calicut Management Association Lecture meetings

Mr. Craig Carey, delivering the lecture on Social Enterprise

A talk on ‘Social enterprise and why it matters’ was held on 6th February at Kozhikode. The speaker was Mr Craig Carey, British Social Entrepreneur. Ms C.S. Meenakshi, Managing Committee member, welcomed the gathering. Dr Priya Nair Rajeev, Assistant Professor, IIM-K, introduced the Chief


32

Guest and Mr P. Zakeer, Past President presided over the function. The programme was attended by more than 60 participants.

XVII Annual Management Convention

Dr. Sreedharan receiving the Award from the Dr. M.K. Muneer

The Annual Management Convention (AMC) of CMA was conducted on 22- 23 February at Kozhikode, with the theme as ‘Entrepreneurship, Innovation & Start Ups – Rekindling Growth and Development’. The Convention was inaugurated by Dr. M.K. Muneer, Minister for Panchayaths & Social Justice, Govt. of Kerala. Mr K.R. Vijayakumar, Chairman, Convention, welcomed the gathering presided over by Mr P.K. Narayanan, President, CMA.

4 prestigious CMA Awards were given away by Dr. M.K. Muneer and several renowned speakers addressed the various sessions over the two day event. The XVII AMC was a highly successful event in terms of participation and feedback received from the guests.

Calcutta Management Association Seminar

Calcutta Management Association organised a seminar on ‘Customer Protection & Customer Welfare’ on 14th February at IISWBM. The seminar was graced by Mr Sadhan Pande, Minister-In-Charge,

(L-R) Mr Gautam Ray, Member, Executive Committee, CMA; Mr Sadhan Pande, Minister-in-Charge, Consumer Affairs Dept., Govt of West Bengal; Dr Amitava Sarkar, Director, IISWBM and Prof. Asok Kr Banerjee, Member, Executive Committee, CMA

Consumer Affairs Dept., Govt of West Bengal. This awareness module was attended by about 100 people including members from the corporate, faculties from Institutes and students. Sk Afazuddin, Director, Directorate of Consumer Affairs & Fair Business Practices, Govt. of West Bengal, Mr Debi Prasad Jana, Former Registrar, State Consumer Disputes Redressal Commission & Mr Prabir Basu, Advocate & Consumer Activist, made deliberations which were highly informative and interactive, and was very well received.

Leadership Lecture

Prof Asok Kr Banerjee, Member, Executive Committee & Mr Sidhartha Roy, Past President, CMA handing over a memento to Dr Rupali Basu.


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In celebration of the National Management Day, CMA organised a Leadership Lecture on the theme ‘Governance led Growth - A Tipping Point’, on 25th February at the Globsyn Business School. Dr Rupali Basu, CEO-ER, Apollo Hospitals India, was the speaker on the day. She spoke in length about her views and thoughts which was an enriching experience for the audience.

Coimbatore Management AssociationCoimbatore Management Association celebrated Management Day 2014 on 21st February at Coimbatore. The Chief Guest on the occasion was Mr. Shrihari M. Udupa, Executive Director, NTTF Limited, Bengaluru. Several awards were presented on the occasion which witnessed an sizeable gathering from the management community of the region.

Mr. Shrihari M. Udupa, Executive Director, NTTF Limited, Bengaluru with the awardees and office bearers of CMA.

Delhi Management Association Training Programme

With a view to implement the project on ‘Skill Building in Supply Chain Management’ a team of key facilitators from DMA comprising Dr. R K Sharma, Director, National Horticulture Board; Dr. Sunil Abrol, Project Champion along with Mr. Rajan Pandhi, Director, DMA visited Agra on 16th

L to R: Bhuvesh K Agarwal, National Chamber of Industries & Commerce; Dr. Sudershan Shinghal, President; Dr. Sunil Abrol; Dr. R K Sharma; Mr. Rajesh Goyal, Mr. Rajan Pandhi, Mr. Rajan Goyal

February to impart the training to the cold chain professionals. Participants were very happy with the inputs and felt that the training was very relevant in their professional. At the end of the programme, certificates were awarded to the participants.

4th Women Entrepreneurship Conference

Ms. Chetna Vijay Sinha addressing the participants

DMA in collaboration with Indus Business Academy (IBA) organised its 4th Women Entrepreneurship Conference on ‘Entrepreneurial Leadership in Women for Resurgent India’ on 20th February at New Delhi.


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Ms. Neena Malhotra, Past President, DMA welcomed the participants and Ms. Chetna Vijay Sinha, Mann Deshi Mahila Sahakari Bank delivered the keynote address. Ms Veena Swarup, Director-HR, Engineers India Limited, was a Guest of Honour while Ms. Neeru Abrol, CMD, National Fertilizers Limited was the Chief Guest. The programme was addressed by several other illustrious speakers. DMA also acknowledged the contribution made by the team members of the Sulabh International Social Service Organization.

Workshops

DMA organised a programme on Managing Relationship for Professional Excellence on 7th February at India Habitat Centre, New Delhi. Ms. Sumati Channa, an alumnus of FMS, University

Participants at the workshop

of Delhi & Founder Director, Beyond Basics Learning was the programme director which was also addressed by Mr. Kanwal K. Muthu, Past President, DMA & President, Corporate Consultancy Services.

DMA also organised a specially designed highly effective and comprehensive programme on ‘The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013’ on 26th February. The programme was addressed by Dr. Ekta Saxena, Vice President; Mr. G M Saini; Dr Sunita Reddy, Asstt. Professor, JNU;

L to R: Mr. Alok Bhasin, Mr H L Kumar and Mr. G M Saini

Ms. Madhu Mehra, Executive Director, Partners for Law in Development; Mr V.S. Shukla, Dy. Legal Advisor (SDoP), CBI; Mr. Alok Bhasin, Advocate and Mr. H.L. Kumar, Senior Advocate, Supreme Court of India and Chief Editor, Labour Law Reporter

Seated L to R: Ms. Anuradha Bhattacharji, Ms. Mouthushi Sengupta and Mr. Rajan Pandhi

DMA once again organised its highly popular workshop on Powerful Writing Skills (Letters, E-mails & other Business Correspondence) on 28th February at New Delhi where Ms. Mouthushi Sengupta, Ms. Anuradha Bhattacharji were the key resource persons of the programme. Participants were very happy with the inputs and felt that the topic and the training were both relevant in their area of work.


35

Ghaziabad Management Association

Mr. Amit Agarwal, Hony. Secy. GMA felicitating the Valedictory Chief Guest.

Ghaziabad Management Association organised the 25th National Convention on the contemporary theme of ‘Growth in Times of Uncertainty’ on 22nd February at Sahibabad. The Chief Guest on the occasion was Mr. N. Sambasiva Rao, Director (Marketing), KRIBHCO Ltd., and the Guest of Honour & Keynote Speaker was Mr. A. K. Taneja, MD & CEO Shriram Pistons & Rings Ltd.

The dignitaries also launched the book, “A Comma in A Sentence” authored by Mr. R Gopalakrishnan and “A Guide for Line Managers to Ensure Free and Fair Domestic Enquiry” authored by Mr. Vinay Gupta and Dr. R K Singhal. The event witnessed distinguished speakers address the gathering over various sessions and an Award distribution ceremony was also held to felicitate the winners of various competitions held under the aegis of GMA in different colleges and young managers.

Guwahati Management AssociationTraining Programme

Guwahati Management Association conducted two workshops cum training programmes each for

Mr. O.P. Dahima, Mr. S.M.B. Sarmah, Mr. D.N. Barua, Prof. Saikat Sen

two days on ‘Igniting Innovation’ in IOCL (Guwahati Refinery). The fist programme was held on 12th & 13th February and the second was held on 14th & 15th February. About 30 participants took part in each of these programmes. Dr Saikat Sen, Director, SAFIM conducted the training programme. The training programme was inaugurated by Prof. Anil Goswami former Principal of Cotton College. Mr D.N. Barua welcomed the guest and other dignitaries while Mr Satinder Anand, Vice-President of GMA gave the vote of thanks.

AIMA 58th Foundation Week

Dr Saikat Sen, Director, SAFIM along with the Officials of GMA and participants in the Foundation Day of AIMA


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Guwahati Management Association celebrated AIMA 58th Foundation Week on 15th February by organising a lecture session on the theme ‘Governance Led Growth A Tipping Point’ at Guwahati. Mr. D.N. Barua, President GMA presided over the function while Mr. S. B. Sarmah, Hon. General Secretary in his welcome address spoke on the activities of AIMA in India and abroad. He also described about different activities carried out by AIMA and GMA. He appreciated and praised the high quality programmes organised by AIMA. Prof. Saikat Sen, Director, Sri Arubindo Foundation for Integral Management, Pondicherry was the Chief Guest and Mr. B.K. Duari, Director Personal, Assam State Electricity Board was the Guest of Honour. Both of them spoke on the theme.

Indore Management AssociationFilm Show

Indore Management Association (IMA) organised a Film Show, ‘Glengarry Glen Ross’ for the corporate members on 21st February at Indore. The moderator for the session was Dr. Vivek Singh Kushwaha, Director Institute of Business Management and Research IPS Academy, Indore. ‘Glengarry Glen Ross’ is a classic movie depicting a typical sales environment and narrates a story of a group of desperate real estate agents struggling to close deals.

Participating corporate members.

One-day Workshop

Ms. Gul Parvez conducting the workshop.

IMA organised an exclusive ‘Evolution for Excellence’ workshop on 26th February at Indore. The module for the workshop was: Power of Effective Presentation Skills and the faculty for the same was Ms. Gul Parvez, a corporate trainer. The workshop helped the participants in mastering the art of presentation skills, to conquer the fear of public speaking and the refined art of presenting ideas and business proposals. Participants enjoyed the workshop and found it extremely beneficial to them.

HR Forum Meeting

Participants at HR forum meeting

Indore Management Association organised an HR Forum Meeting on 26th February at Indore for IMA’s


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HR Forum Members. The topic for the discussion was ‘How to motivate staff to go that extra mile- Labor of love’.

One-day Workshop

Ms Parvez addressing the participants.

Indore Management Association organised its one day Workshop for managers on 28th February at Indore on ‘Corporate Etiquette for Professionals ’ with Ms. Gul Parvez. Ms. Parvez is the founder of Institute for Personality Enhancement and Soft Skills under the banner of ‘Panache’ a touch of class, a personality development and soft skills trainer and faculty in prominent organisations. She shared that each and every person has a significant and important role to play in an organisation’s success, no matter what designation you have it starts from bottom of pyramid.

Jalandhar Management AssociationTo celebrate the 58th Foundation Day of AIMA, the Jalandhar Management Association, in association with the Apeejay Institute of Management Technical Campus, organised an inter college Business Quiz Competition “BIZQUIZ 2014” on 19th February. Mr. S.K. Mishra, Director (Finance), Punjab Technical University was the Guest of Honour on the occasion. He was welcomed by Dr. Rajesh Bagga, Director, Apeejay Institute of Management Technical Campus,

Mr. S.K. Mishra, Director (Finance), PTU, Dr. Rajesh Bagga, Director, Apeejay Institute of Management Technical Campus, Mr. Ahsanul Haq, President, JMA, Mr. Vishal Sharma, General Secretary, JMA, Dr. Rajneesh Arya & Dr. Ashish Arora with the participating teams.

Mr. Ahsanul Haq, President, JMA, Mr. Vishal Sharma, General Secretary, JMA, Dr. Rajneesh Arya & Dr. Ashish Arora.

In a competitive but entertaining and informative quiz competition that followed, DAV College team won the first position and a cash prize of Rs. 3500/-. The second cash prize of Rs. 2500/- was won by the team from CTIMT and GNDU College bagging the third cash prize of Rs.1500/-. All participants were given the participation certificates by the Guest of Honour.

Lucknow Management AssociationNational Management Day

Mr Ved Krishna addressing the gathering.


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Lucknow Management Association celebrated National Management Day with a Panel Discussion on ‘Governance Led Growth- The Tipping Point’ on 24th February at LMA Conference Hall.

Workshop

The panelists at the workshop

A Workshop on ‘Transforming MSME Sector in Uttar

Pradesh’ was organised on 26th February at Paryatan

Bhawan, Gomti Nagar, Lucknow.

Joint Programme

LMA and Times of India organised a joint programme

on ‘Convergent Minds - Paving way for industrial

growth- A Development Conclave’ on 28th February

in which 7 investors in Uttar Pradesh viz. Hewlett

Packard, Smile Park Industries Ltd, Shri Cement Ltd.

The session in progress

PTC Industries Ltd, Samprash Mega Food Park & KK

Milk Fresh, Indo European chamber of Small &

Medium Enterprise and International Coils Ltd made

presentations.

Meerut Management AssociationMMA Dayal Annual Debate 2014 programme was

conducted on 15th February at IIA Mohkampur,

Meerut. The topic of the debate was ‘Aam Admi

Party will change the face of India’ and the trophy

was awarded to Kalka Instt. of Research & Advance

Studies. The programme was coordinated by Mr

Ankit Singhal.

Trophy being awarded to Kalka Institute of Research & Advance Studies by Mr Abhay Kumar, M.D., Dayal Fertilizers (p) Ltd. Meerut

Nagpur Management Association Dr Pravin Bhatia, President, Nagpur Management

Association conducted one session of International

Conference held at Sangli. In addition one day

training programmes for teachers and students

was held at Chaitaneshwar High School Salva, Kuhi;

Damodar Rao Khaparde High School, Kuhi; Zilla

Parishad High School Mandal and Mahamaya Devi

High School Mandal.


39

Rohilkhand Management AssociationDuring February, Rohilkhand Management Association celebrated Management Week from 20th - 26th February by organising several events.

On 20th February a Management Run for Development was organised. Practicing managers from industries, teachers, staff and students

Management Run for Development

from local management institutes participated in the run with great enthusiasm. After the Run all the participants gathered in a ground where

Symposium on Government-led Growth – A tipping point

Management quiz took place. On 22nd February a symposium on ‘Governance-led growth: A Tipping Point’ was organised where directors and professors

from eminent Management Institutes addressed the gathering. Poster competition on the theme ‘Green Technology’ was also organised at Rotary Bhavan.

On 24th February a programme on ‘India as an Innovation Hub’ was organised at Future Group of Institutions. Mr. Mukesh Gupta, Chairman, Future Group of Institutions; Mr. K.K. Damani, President RMA; Dr. Manish Sharma, Director General, Future Institute; Mr. Qadir Ahmad, Secretary RMA and Dr. Anand Rai, Sr. H.R. Manager, The Indian Wood Products Company Ltd., delivered their lecture and presentations on the topic.

Symposium on India as an Innovation hub

On 26th February a programme on ‘Simple Steps to impossible dreams’ was organised where C.E.Os, Sr. Managers, Officers from Industry and Directors, Professors from Management and Engg. Colleges participated. 150 intellectuals attended this MDP.

Patiala Management AssociationPatiala Management Association (PMA) conducted a

seminar on ‘Lifestyle & Health concerns’ to mark the

annual AIMA Foundation Day on 26th February at

Thapar University, Patiala. Two leading guest

speakers namely Dr. Atul Sachdev, Director Principal

Govt. Medical College and Hospital, Chandigarh and


40

PMA Executive Management Team with Dr. Atul Sachdev (seated left) and Dr. Sudhir Verma (seated right)

Dr. Sudhir Verma, Cardiologist, Sadhbhawna Hospital

and Senior Consultant Govt Medical College Patiala,

elucidated the topic in detail which was highly

appreciated by 170 plus audience consisting of

educationists, doctors, businessmen, professionals,

industrialists and alike.

Trichur Management AssociationIndustrial Visit

Trichur Management Association executive

members made an industrial visit on 29th January to

Apollo Tyres Ltd, Perambra, the biggest Private Sector

manufacturing company in Kerala. This visit helped

the members to study the modern management

practices in a professionally managed company.

Management Student Chapter

On 19th February TMA inaugurated its first

Management Student Chapter at Kerala Agriculture

University. The Student Chapter was inaugurated by

Er. M. R. Gopalakrishnan, President, TMA. The

meeting was presided over by Dr. A. Sukumaran,

Associate Dean. The meeting was addressed by

Dr. P. S. Krishnamurthy, Elite Hospital, Thrissur; Dr.

Inauguration of TMA Management Student Chapter

V. M. Xaviour, Hon. Secretary, TMA; Dr. E. V. Nibe,

Director Academic and Prof. Philip Sabu, Director

MBA. This programme was conducted in connection

with the National Management Day celebration.

TMA organised an essay competition to the college

students on 21st February 2014 to commemorate

the Management Day celebration.

Seminar

Inauguration of TMA seminar

On 25th February TMA conducted a seminar on

‘A doctor’s foray in to management: Two decades of

heading two Universities’ by Prof. K. Mohandas, Hon.

Vice-Chancellor, Kerala University of Health Sciences.


41

On the same day a reception was given to

Dr. V. A. Joseph, MD & CEO, South Indian Bank Ltd

and Mr. V.P. Nandakumar, MD & CEO, Manappuram

Group who were named by the India’s leading

business magazine, Business Today as one among

India’s 100 top CEOs.

Trivandrum Management Association.

Participants at the Management Day Run

Trivandrum Management Association celebrated

National Management Day on 21st February. As

part of the celebrations a Management Day Run was

held which was inaugurated by Mr Anil Kant IPS,

Addl. Director General of Police-Kerala where TMA

members, management students and prominent

citizens participated.

On termination of the Run, a Management Quiz

was also conducted and Awards and Certificates

were given away by Dr. M.I. Sahadulla, Chairman

& Managing Director, Kerala Institute of Medical

Sciences (KIMS). A free medical checkup was also

arranged at the venue. Both the events attracted a

good participation.

Visakhapatnam Management Association

Visakhapatnam Management Association

conducted a meeting, marking the Management Day

Celebration on 23rd February. Dr. D. Prabhakar Rao,

Principal, Colleges of Commerce and Management

Studies, Andhra University, delivered the lecture

on the chosen theme ‘Governance For Growith - A

Tipping Point’. According to him the subject can

be viewed from two angles. One from the National

governance and the second one from the Corporate

governance point of view. Both are interdependent

and the strength flows from the former to the

later in the form of corporate laws, labour laws,

export and import laws and RBI rules etc. Dr. MNKS.

Varma, President presided over the meeting. After,

indicating the activities of AIMA and objectives of

the meeting he also outlined the factors effecting

low GDP in the country and gave a comparative

analysis with US, China and Japan standing at top 3

ranks. The meeting was very well received.

Chief Guest, Dr. D. Prabhakar Rao addressing as VMA President, Dr. M.N.K.S. Varma looks on

LATERAL ENTRY PERMITTED AS PER NORMS

Offered in• Retail Management• HRD• International Business• Finance• Marketing• Operations Systems• Pharmaceutical MarketingDuration : One YearEligibility : Graduation in any

stream.

PGCMPost Graduate Certificate in Management

Specialisations• Marketing• HRM• Finance• Operations Management• Enterprise Management• Research Methodology Duration : Six monthsEligibility : Graduation in any

discipline from a recognised university/three year diploma in any discipline

ACMAdvanced Certificate in Management

Specialisations offered in• Information Technology

Systems• Finance Systems• Retail Systems• Operations Systems• HR SystemsDuration : 2 Years + Project

workEligibility : Graduate with 50%

marks and above are exempted from e n t r a n c e t e s t . Graduates with less than 50% marks r e q u i r e v a l i d MAT/CAT/XAT/ATMA/other state level entrance test score.

PGDITM*Post Graduate Diploma in IT Management

Specialisations offered in• HRM• Marketing Management • Financial Management• Operations Management• Information Systems• International BusinessDuration : 2 Years + Project


marks and above are exempted from e n t r a n c e t e s t . Graduates with less than 50% marks r e q u i r e v a l i dMAT/CAT/XAT/ATMA/other state level entrance test score.

PGDMPost Graduate Diploma in Management

For more information, please contact

Management House, 14, Institutional Area, Lodhi Road, New Delhi-110 003 Tel: + 91 11 2464 5100 , 4312 8100 Extn. 709, 711, Fax: + 91 11 2464 3035Email:[email protected], [email protected], [email protected], [email protected]

All India Management Association

710, 722

PGDM and PGDITM programmes are approved by AICTE, Govt. of IndiaPGCM & ACM programmes are also approved by UGC - DEB

www.aima.in

www.aima.in

AIMA | AIMA EVENTS CALENDAR | FEBRUARY 2014

43

LATERAL ENTRY PERMITTED AS PER NORMS

Offered in• Retail Management• HRD• International Business• Finance• Marketing• Operations Systems• Pharmaceutical MarketingDuration : One YearEligibility : Graduation in any

stream.

PGCMPost Graduate Certificate in Management

Specialisations• Marketing• HRM• Finance• Operations Management• Enterprise Management• Research Methodology Duration : Six monthsEligibility : Graduation in any

discipline from a recognised university/three year diploma in any discipline

ACMAdvanced Certificate in Management

Specialisations offered in• Information Technology

Systems• Finance Systems• Retail Systems• Operations Systems• HR SystemsDuration : 2 Years + Project


marks and above are exempted from e n t r a n c e t e s t . Graduates with less than 50% marks r e q u i r e v a l i d MAT/CAT/XAT/ATMA/other state level entrance test score.

PGDITM*Post Graduate Diploma in IT Management

Specialisations offered in• HRM• Marketing Management • Financial Management• Operations Management• Information Systems• International BusinessDuration : 2 Years + Project


marks and above are exempted from e n t r a n c e t e s t . Graduates with less than 50% marks r e q u i r e v a l i dMAT/CAT/XAT/ATMA/other state level entrance test score.

PGDMPost Graduate Diploma in Management

For more information, please contact

Management House, 14, Institutional Area, Lodhi Road, New Delhi-110 003 Tel: + 91 11 2464 5100 , 4312 8100 Extn. 709, 711, Fax: + 91 11 2464 3035Email:[email protected], [email protected], [email protected], [email protected]

All India Management Association

710, 722

PGDM and PGDITM programmes are approved by AICTE, Govt. of IndiaPGCM & ACM programmes are also approved by UGC - DEB

www.aima.in

AIMA Events CalendarEvent Conference Director Venue Date

Pragati – A Women's Quiz New Delhi 11 March 2014

8th National Research Conference

New Delhi 19 March 2014

The Innovation Practitioners Summit

Rajiv Narang, Chairman & Managing Director Erehwon Innovation Consulting

New Delhi 21 March 2014

AIMA-PMA Programme Four day Workshop on the Totality of Project Management

New Delhi 24 – 27 March 2014

Workshop on Digital Marketing

New Delhi 17 – 19 April 2014

Workshop on training the trainer

New Delhi April 2014

Workshop on Analytical Techniques for Accountant

New Delhi May 2014

Learning and Skilling Summit

New Delhi May 2014

National Management Games 2014

BhubaneswarBangaloreMumbaiOnlineNew DelhiRegional FinalNational Finals

06-08 May 201420-22 May 201403-05 June 201417-19 June 201423-26 June 201428 June 201430 June 2014

44th St Gallen Symposium Switzerland 07-09 May 2014

FDP on Recent Advances in Research Methods & Data Analytical Tools

New Delhi 15 – 17 May 2014

Family Business Retreat Sunil Kant MunjalJt. Managing Director, Hero MotoCorp

Srinagar 13 – 15 June 2014

Programme on Managing the Contract Labour

New Delhi June 2014


44

Event Conference Director Venue Date

MDP on Strategic Management

New Delhi June 2014

MDP on Corporate Social Responsibility

New Delhi July 2014

Global Advanced Management Programme

Solomon N. DarwinAssociate DirectorInstitute for Business InnovationHaas School of BusinessUniversity of California, Berkeley

San Francisco Bay Area, US

06-12 July 2014

SYMP Coimbatore 25 July 2014

SYMP Ahmedabad 02 August 2014

AIMA Managing India Awards

Sanjiv GoenkaChairman RP-Sanjiv Goenka Group

New Delhi 06 August, 2014

AIMA Convocation New Delhi 13 August 2014

40th National Competition for Young Managers: Ruby Jubilee

RegionalsEastWest South North Grand Finale

01 – 02 August 201408 – 09 August 201422 – 23 August 201428 – 30 August 201413 September 2014

FDP on Research Fundamentals & Data Analytical Tools

New Delhi September 2014

FDP on Case Teaching & Case Writing Workshop

New Delhi September 2014

41st National Management Convention

Chennai 29 – 30 September 2014


45

To view full calendar please visit www.aima.in

[email protected] any feedback, suggestions or advertising queries please write to,

Published and released by AIMA Corporate Communications.also follow us on

Event Conference Director Venue Date

11th National Competition for Management Students

RegionalsEast South West North Grand Finale

August – September 2014

18th Student Management Games (SMG 2014)

RegionalsNorth West Online

South Hyderabad

Grand Finale

17 – 18 September 201403 – 04 October 201407 – 08 October 201424 – 27 October 201428 – 29 October 201401 November 2014

National Management Quiz Regionals EastSouthWest NorthGrand Finale

November–December 2014

Four day Workshop on the Totality of Project Management

New Delhi December 2014

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All India Management Association Management House, 14 Institutional Area, Lodhi Road, New Delhi-110003

Tel.: 011-24645100, 43128100 ; Fax: 011-24626689, Website: www.aima.in

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