LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT

NEW DELHI

Convocation Addressth

5 April, 2016

‘India-Story and Role of Business Leader :Culture of 'Innovation', 'Entrepreneurship' and

'Intelligence – Emotional and Social' (IEI)

Prof. Mool Chand SharmaFormer Member, Law Commission of India,

Founder Vice-Chancellor, Central University of Haryana,Vice-Chairman, UGC, Secretary, UIGC,

National Research Advisor, NHRC

� Hon'ble the Chairman of Board of Governors of Lal Bahadur

Shastri Institute of Management (LBSIM) Shri Anil Shastriji, other

members of the Board, Director of the Institute Prof. Arya Kumar, Senior

Professor and Advisor, Corporate Interface Shri G.L. Sharma,

distinguished faculty members, diploma awardees and their parents and

other distinguished guests. I feel extremely privileged and honoured this

evening to become the part of the convocation of such a prestigious

institution and deliver the Convocation Address.

� Let me at the outset congratulate Diploma earners and award

winning talented students for their success and convey my best wishes for

the success of their every endeavour to make own lives and life of the

community, society and nation happier and prosperous. It must be a

moment of joy for the proud parents, I congratulate them. My special

compliments are to the faculty members who have stood by and guided

these young sparkling minds to reach this stage.

� We all should be proud of this Institution as it has made its own

mark on the map of Management Education in India and is occupying very

high national ranking. Established in 1995 as a tribute to a great son of

India Late Shri Lal Bahadur Shastri and steered with deep vision and

foresight so dedicatedly by his son Shri Anil Shastri that the Institution in

such a short span of its existence of about two decades has contributed

phenomenally to the cause of revolutionalising the management

education and has earned path-breaking achievements to its credit that

all needs to be celebrated. We all should be proud of this Institution and

dedicate ourselves to taking it to even greater heights.

'India-Story and Role of Business Leader : Culture of ' Innovat ion' , 'Entrepreneurship ' and 'Intelligence – Emotional and Social' (IEI).

Prof. Mool Chand SharmaFormer Member, Law Commission of India,

Founder Vice-Chancellor, Central University of Haryana, Vice-Chairman, UGC, Secretary, UIGC,

National Research Advisor, NHRC

I am fully conscious that today is the day for celebrating your

success, a day to pay thanks to the teachers, parents and others who

stood by you and not the day to receive sermons and preachings.

However, I equally believe and have been brought up in a culture where

convocations are taken little more than as occasions of joys and

celebrations. This is the day when someone called upon to deliver

convocation is expected to deliberate upon some serious issues and

challenges confronted or likely to be confronted by the society and the

profession you are likely to join. Thus I have decided to devote this

address to the theme : “India Story And Role of Business Leaders :

Culture of Innovation, Entrepreneurship, Intelligence – Emotional

and Social (IEI).” However, before I take up the theme let me share with

you some of the lessons that time has taught me in life, which if found

relevant may be relied upon and if not be dismissed with contempt they

deserve.

I The first lesson I have learnt in my life is to have dreams and

dreams which are big. Never stop dreaming. No doubt many people

would wonder whether having unrealistic dreams is foolish but my reply to

this is that dreams by themselves can never be realistic or safe and if they

are, they would not be dreams. Of course I do agree that one must have

strategies to execute dreams and that is where education has a big role.

One must slog and work hard with commitment and dedication to

transform dreams into reality but dreams must come first. What saddens

me most when young bright people getting disillusioned by initial few

setbacks and turning cynical and that is when dreams are most needed.

Not when everything is going right, but when just about everything is going

wrong. It requires courage to keep dreaming and I urge upon you to

solicit and collect that courage to dream and dream big if future is to

belong to you.

The second lesson I learnt in my life is to build and have self-

confidence. Of course I do not mean arrogance or obsession with self.

Self-confidence comes from a positive attitude even in adverse situation

rather more in such situation. Building self-confidence requires

assuming responsibility for one's mistake and sharing credit with

others.

I also learnt in my life that no one bats a century every time.

Life has many challenges – one wins some and loses some. One must

enjoy winning but at the same time not let it go to the head. The moment it

does, one is already on one's fall. The most important is that when one

does encounter failure on the way, one needs to treat the failure as a

natural phenomenon. There is no need to beat oneself for it or anyone

else for the matter. One should accept it and look at one's own share in the

problem, learn from it and move on. The most important thing is, when

one loses one need not giveup the lesson. Right from my childhood I learnt the importance of humility and

gratefulness. Most of us when we achieve something or succeed in

achieving our objectives, get obsessed with the belief that this success is

all due to our own capabilities and efforts without realizing, in how many

ways and how many people might have contributed directly or indirectly in

the process of attaining that success. We forget that our parents, our

teachers, our seniors, our friends and society in general have done so

much for us to come to that stage that we can never repay. Many times

those who disagree or differ with us also need to be thanked as they too

have contributed by making us rethinking and reassessing our own

position to either amend it or getting more confirmed of its veracity. To be

thankful and to express the feeling of gratitude must be the essential

and integral part of any educational experience.

I learnt hard way that there is no substitute to hard work and

perseverance. It is through combination of these two that one can make

the mark, one can bring the change, one can create and one can alter the

course, may lay the foundation for a new path, and a different approach

and ways of thinking on issues of seminal importance. In our own

country we have Gandhiji to follow who refused to be budged by any

amount of adversity, followed his path and brought the freedom. Hard

work and perseverance of one's goals with integrity is the only way

to grow.

The last lesson that I would like to share with you is value of

understanding, appreciating and accommodating others' view point

even if with different perception. In fact it is this attitude that reflects

respect for rule of law, human rights, democracy and pluralism – so

crucial for peaceful co-existence.

I know by now I have already tired you out but please allow me

the liberty to say few words about today's theme. So coming to the theme

let me begin by noting that it has been acknowledged all over (an

acknowledgment that is hard to contest) that the corporate and business

organizations yield huge power, potential and influence on policy making

effecting the life of humans globally regionally and nationally. Seen this

way the role of the leaders and managers of businesses and corporate

assume greater importance, relevance and complexities. Consequently

what becomes of crucial significance is to find as to what kind of managers

and leaders do society needs to promote, run and manage such

organizations and bring prosperity to the organization and to society.

What competencies be in terms of sensitivities, skills, training and above

all in terms of ethics, values and humanism do these leaders require to

possess and what role can institutions imparting education in

management like Lal Bahadur Shastri Institute of Management can

play in this regard is a challenge as well as opportunity. It is in this context

and after lot of self deliberations that I decided to make an attempt in

sharing some of my reflections about three great attributes amongst

others which a successful business leader and manager must imbibe.

Hence, what follows is today's convocation Address : 'India-Story and

Role of Business Leader : Culture of 'Innovation', 'Entrepreneurship'

and 'Intelligence – Emotional and Social' (IEI).

IIToday's World of Business : We begin by making few general observations about business

environment of today. One most important aspect of today's business

world is that it has entered into a new era of disruptions that does not own

any asset but own the customers. It is the gatekeepers who are winning

the game now with their platforms. From automobiles to telecom to retail,

technology – led upstarts are gradually edging out traditional business

models. Disruptions caused by Whatsapp, Skype, Uber and Apple are

obvious instances of such development. Just to have a glance at the path

breaking developments occurring due to disruptions in the business

world, let us take Whatsapp as an example. Whatsapp is offering calls to

a billion active users. It already carries 30 billion messages a day, against

20 billion done by all telecom operators put together. What is of

significance is that Whatsapp neither owns any telecom network and nor

has it sunk in billions into acquiring spectrum assets; it runs its entire

business with just 40 engines. Please note Airbnb is the largest hotel

chain in the world, without owning a single hotel room and Amazon is well

ahead of BestBuy and Wallmart in terms of transactions.

Again with the advent of technology, immediate payment service

(IMPS) has surpassed money orders. In 2014-15, around Rs.58,000

crore was transferred through IMPS, whereas Rs.12000 crores was

routed through money orders. Paytm, set up in 2010 did more purchase

transactions, 36 million than HDFC Bank (30 million). The Latter number

includes credit and debt transactions at point of sale in 2015. IMPS is set

to overtake sales through cards as well. This trend is evident in media as

well. Google takes in more advertising revenue than the entire US print

media (in dollars). In India the combined circulation of top 10 newspapers

is 24 million whereas Daily Hunt, a news application has 22 million active

monthly users.

It is believed that the massive disruption taking place across

industries is mainly the result of working of combination of economic

growth, technology and speed of change. Such disruption has been

fuelled by the enormously rising spirit of 'entrepreneurship' and

'innovation' amongst the youth all over. All this has led to a unique world of

great opportunities and possibilities. No doubt the massive scale of

disruption occurring across industries make us feel excited, but

sometimes it terrifies also. A good business leader must be in a position to

lead as well as meet the challenges of disruptions. Thus if advent of

technology especially smartphone becomes ubiquitous and lays down

the foundation of this new world, no less important are the cornerstones of

this new world which are constituted by the spirit of 'entrepreneurship' and

'innovation' clubbed with what is described as 'social-intelligence/social-

emotions' which the business leaders and managers are expected to

represent in running their organisations. It is this unique combination of

Entrepreneurship, 'Innovation', 'Entrepreneurship' and Intelligence-

emotional and Social (IEI) has made Google what Google is today.

IIIEntrepreneurship: Entrepreneurship is one of the important segments of economic

growth of both developed and developing economies. The experience of

industrialized countries like the United States of America, Germany,

Japan and the United Kingdom can be authentically and specially cited in

support of this claim.

Peter Drucker defines an entrepreneur as one, who always

searches for change, responds to it and exploits it as an opportunity.

Innovation is the specific tool of entrepreneurs, the means by which they

exploit change as an opportunity for different business or service.

In order to establish a successful business venture the

entrepreneurial leader must have a dream and work against all obstacles

to achieve it.

The Encyclopedia Britannica considers an entrepreneur as “an

individual who bears the risk of operating a business in the face of

uncertainty about the future conditions”.

Joseph Schututer argues that the rate of growth in an economy

depends to a great extent on the activities of entrepreneurs, and has

probably put greater emphasis on the entrepreneurial function than any

other economist.

Entrepreneurship is neither a science nor an art. It is a practice. It

has a knowledge base. Knowledge in entrepreneurship is a means to an

end.

An entrepreneur is a visionary and is responsible for setting up a

business or an enterprise with outstanding leadership qualities, initiative,

skills for innovation and a burning desire for high achievements. It has

been observed that entrepreneurs venture into new green field projects

that actually create wealth, opens up employment opportunities and

foster other sectors. Entrepreneurs are catalytic agents of change and

contribute to the overall development of the society. Entrepreneurial

competence makes a substantial difference in the rate of economic

growth, especially in India where state and private entrepreneurship co-

exist. The need for broad-based entrepreneurial class in India arises

from the need to speed up the process of activating the factors of

production leading to a higher rate of economic growth, dispersal of

economic activities, development of backward and tribal areas, creation

of employment opportunities, improvement in the standard of living of

weaker section of the society and involvements of all sections of society in

the process of growth.

Entrepreneurship is often considered the backbone of economic

development empirical researchers indicate the contribution of

entrepreneurship to economic development is significant, especially in

the area of employment creation.

Today Google rightfully can boost of that as a service it has

become indispensable to peoples interactions on line. And as a business

worth $ 400 billion its success has been breathtaking. This scale of

achievement is largely the result of vision and spirit of innovation and

entrepreneurship its leadership brought. In terms of management,

Google has set up radically different ways of organizing itself from those

of traditional business. Others may draw lessons and adapt these

methods of Google as it suits them.

In the context of today's address which is more focused on the

qualities a business leaders and manager need to represent, it may be

relevant to say little more about approach adopted by Google's

leadership and whether some lessons or messages be drawn from such

approach? One important attribute of Google's approach has been that of

'thinking extremely big' or what is called in the language of Silicon Valley

“moon shot thinking”. The management there believes in wresting

employees from seeking 10% improvement and towards finding one that

is “IOX” (that is, ten times better). Such an approach requires the

employees to do things differently and innovatively. It requires them to go

for adaptation of extremely new ways. The company's leadership is

conscious that most of these “IOX” attempts will fail but that is accepted.

They believe in the philosophy of 'fail trump'. It is believed there is Google

that the way people can learn from failure and more on, perhaps turning

some aspects of the set back to lay the foundation for new success. It is

believed that failure is the cost for success. In this respect “learning

trumps” knowing, since nobody can foresee the failure.Another important attribute of Google's approach is its faith in

“empowering its employees”. Bosses and leaders at all firms talk of this,

but it is said that Googles takes it to heart. It is pointed out by admirers of

Googles approach that it has devised systems to enable good ideas from

any quarter to get an airing. They also cite that many of Google's biggest

products and features (like Gmail) have emerged from this and also from

its policy that lets staff work on pet projects for 20% of their time. No doubt

such a culture places huge emphasis and premium on the quality of

employees and thus while engaging employees it takes heavy inputs in

the form of vetting from cross sections of stakeholders and importantly

from academics. This helps eliminate the biases in hiring and

encourages the staff to think as a team; new hires owe their allegiance to

their peers, not only their superiors. Another important aspect of Google's

approach consists in its policy to enfranchise its employees. As it

believes that if employees feel stymied, they will simply take their

creativity and ambition elsewhere.

Not doubting that most of above features of Google's approaches

and methods can be usefully incorporated by different business

organizations in our system, however, while recommending so we remain

mindful that such an approach has its own context and limitations

especially on realizing that many of its innovative approaches best apply

to managing teams of aces in lucrative fast growing markets, not to

overseeing a wide range of talent in low-margin business – the life of most

managers.

It is true that emphasize and whether it is government of a nation

or success of a business enterprise, leadership more often than not is the

differentiator. It is the confidence behind an idea and the drive to make the

idea reality is what sets a true leader apart. A good leader empowers and

invests in people and has the ability to take calculated risks. More

importantly a good leader is also hungry to learn and improve and does

not blame other for failures. A leader is one who wants to 'face the fear'

and not avoid or bypass. It is true that when one can show that it can be

done then one's team takes it to next level. In short, a good leader needs

to imbibe in her/him spirit of Innovation, Entrepreneurship and Social-

intelligence/emotions – the theme of this Address.

We are in need of such leaders who have vision, courage to

innovate and possess quality of being committed entrepreneur. These

leaders should be purpose-driven and value-led to help us realize the

huge potential that India's youth and Indian Corporate and business world

offers.

IVInnovation : Emphasizing the virtue and significance of 'innovation' for a

business leader the Hon'ble President of India Shri Pranab Mukherjee

recently while hosting a Festival of Innovation at Rashtrapati Bhawan

pointed out: “Innovation is the key to progress and prosperity”. He further

said that it is culture comprising 'innovation' and entrepreneurship' that

promotes conversion of knowledge into social good and economic

wealth. Objective of attaining higher economic growth is directly

connected to culture of 'innovation' and 'entrepreneurship'. The

President thought that such culture does not only promote economic

growth and prosperity but goes much beyond when he said that 'there

were many needs that public, private and Civil Society institutions had not

been able to meet fully. Such needs are begging for solutions in the hands

of business and corporate leaders who are innovative and visionary

entrepreneurs. He expressed his disappointment noting that though in

fact there is no dearth of talent and desire amongst youth contribute and

give impetus to 'India Story' but unfortunately either we are missing to take

advantage of this vast potential or wasting it by putting that talent into

large, established firms and in the process blunting their spirit and desire

of 'innovation' and 'entrepreneurship' they are possessing and nurturing.

Such an approach in view of Ranjan Anandam – a Corporate leader of

repute 'is okay as far as those firms flourish, but this is not what India

needs for the long term. In his assessment (and we agree) that what India

needs over the next decade are thousands of new companies that will

focus on developing and launching products and services need to tap the

massive opportunities in India and across the world.

It is true that some of our young talent wants to set up new

business. Say for example some of them want to (and have enough

potential to do so) make comedy outside of the bollywood system, like

viral fever, the fastest growing comedy channel on Youtube by four IIT

engineers. Some of them wants to start a new business like Chumbak, a

startup that makes amazing souvenirs with Indian designs. Chumbak

started with fridge magnets and now has a range of products they sell

globally. No doubt and without in any manner minimizing the importance,

place and contribution that big conglomerates of business and industry

has made to 'India Story', there is need for business and corporate

leaders especially the young amongst them to muster the vision and

courage to plant the seeds of the next big business. There is need for

them to show the ability, courage and faith in 'experiment'. Many of us

want to do so but are afraid. It is fear to fail or to take risk that comes in the

way of many young who are talented and have ideas. But our need to

remind oneself perpetually that every failure leads to success of instead of

accusing someone else for the failure, lessons are learnt. According to

estimates as Rajan has pointed out that, Asia, as a region had the highest

fear of being an entrepreneur and India is no different from anywhere else.

Almost 40% of potential entrepreneurs in India do not set up their

business because they are worried about failure. Significantly in Sub-

Saharan Africa only 20% of the people surveyed by the study were afraid

to fail. Fear makes it very easy choice not to be an entrepreneur – a fact

that needs to be confronted and changed. It should give way to young

business leaders to feel excited and attracted with the idea of innovation

and 'new business'. The fact that we have several billion dollar startups in

India including Info Edge, MakeMyTrip, Justdial, flipkart and inMobi are

testament to the potential of Indian spirit of entrepreneurship. If the

founders of these companies had been afraid of failure or running the risk

of experimenting, there would not have emerged these amazing success

stories. It has rightly been said that price of failure has never been smaller

and Indian business and Corporate would need to accept that failures is

the necessary price for success. This is something that institutions like

Lal Bahadur Shastri Institute of Management (LBSIM) need to make

imparting such training an essential and integral part of learning

experience. Such learning would help evolve a culture where people are

encouraged to tackle large problems and take big bets.

It is heartening to note that the government has recognized the

youth potential and to encourage the spirit of 'entrepreneurship' and

'innovation', it has recently announced various policy measures aiming at

providing an encouraging start-up eco system. It has thus announced a

bouquet of initiatives such as making tax-free the profits of these fledging

units for three years, Rs.10000 crore of government funding over four

years, no visits by labour inspectors for three years and quicker and

subsidized patent clearances. The “Startup India, Standup India” action

plan, promises a new mobile app, to enable start-ups to register

themselves within a day and apply for clearances online, and easier exists

for failed ventures with a provision for winding them up within 90 days.

Also the decade 2010-20 has been declared in India as the “Decade of

Innovation”. The country has formulated a science, technology and

innovation policy, aimed at an innovation-led development. These are all

welcome developments, but what is more important is to encourage and

recognize grassroots innovations in the hands of manager who are willing

to take risk and face failure so long as they are open to learn from failure.

The bottom-line of what has been said in the foregoing is to invite attention

and emphasize that India's economic growth, and its success in meeting

the rising challenges of globally competitive market for the benefit of

Common Indian, it is necessary for corporate and business organizations

and their leaders to imbibe the spirit of 'innovation' and 'entrepreneurship'

and create thousands of companies aimed at meeting needs and

demands right from grass-root to national to global levels.

VIntelligence – Emotional and Social : Let us now briefly discuss the importance of 'emotional and social

intelligence' in the making of an effective and performing business leader.

Apart possessing attributes like : 'innovation' and 'entrepreneurship' to

lead, motivate and inspire members of her/his team for achieving for

achieving purposeful results, it is crucial that the leader possess store of

'emotional and social intelligence'. Lack of such intelligence in leader

would not only harm the business interests and the organization and team

members getting disillusioned and frustrated but would also impair the

credibility of the leader.

Knowledge of one's own style of interaction, and ability to handle

the almost subversive notion of emotion in the workplace, enhances an

individual's self-awareness and self-concept, the outcome of which is

enhanced performance.

The first and the most fundamental step for acquiring 'emotional

and social-intelligence' is to make an honest, objective and unbiased

assessment of one's own strengths and weaknesses and to devise

strategies to sharpen and making optimal use of strengths but at the same

time collect the courage, confidence and determination to fight

weaknesses. To fight weaknesses, it is important to get motivation and

inspiration from success stories and experiences of others. It is crucial to

understand that being 'emotional' and having 'emotional and social-

intelligence' are two different traits. While the former represents

weakness a leader suffers from and later is the virtue that leader

possesses to the advantage of the organization as well as oneself. It is

widely shared that knowledge of one's own style of interaction and ability

to handle the almost subversive notion of emotion in the workplace,

enhances an individual's self-awareness and self-concept, the outcome

of what is enhanced performance.

Findings from various researches help explain why some people

function better than others, assume positions of leadership and even

volunteer for highly stressful and potentially dangerous tasks at times,

whereas others are unable to emotionally and socially deal with daily

demands in a more intelligent and effective manner. Although the terms

'emotional and social-intelligence' was coined in 1966 by Leuner, the

general concept was fast defined by Thorndike in 1920 and the construct

itself was first studied by Darwin as early as 1837. From Darwin to

present, most descriptions of this construct have included one or more of

the following key components : (a) the ability to understand and express

oneself; (b) the ability to understand others and relate with them; (c) the

ability to manage and control emotions; (d) the ability to manage change,

adapt, and solve problems of personal and interpersonal nature; and (e)

the ability to generate positive mood and to be self-motivated. Bar-on's

definition of this construct states that emotional and social intelligence is a

cross-section of inter-related emotional and social competencies that

determine how effectively we understand and express ourselves,

understand others and relate with them, and cope with daily demands and

pressures.

“Feelings are facts”. Too often we get caught up in the facts of our

businesses and fail to appreciate what matters most to employees as well

as customers. One of the most intriguing factors that can affect

customers' and employees' perceptions is their emotions. Adam Smith,

the father of modern capitalism, had argued that there exists a dual-

process system that guide human behavior. In his book “The Wealth of

Nations” he states that human behavior results from the struggle between

two opposing forces; the 'rational' man and the 'passionate' man. Human

behavior at work has gained in importance since it affects decision-

making and hence performance of employees. Every company has a

largely untapped, enormous potential from improvement in employee

productivity and the attain this they must first improve their understanding

of how emotional economy works in their company.

What is needed on the part of business leader is to accept human

nature and then use it to manage employees, motivate them, accelerate

their development and engage customer's emotions. Motivational traits

of individual employees are predictable and this holds the key to superior

performance. The three vital signs which keep an organization healthy

are employee relationships, customer relationships and financial vitality.

Findings from recent research into human performance indicate that

without access to objective, external feedback on their performance,

people are not good at evaluating it on their own. They underestimate

their own competence and this prevents them from being able to improve

performance. It is increasingly being accepted that there is a linkage

between competencies related to the job one performs and the emotional

competencies which one is endowed with. There is need to draw equal

attention to building the emotional competencies in the leader as well as

team members for organization to progress and much ahead

purposefully.

VI I am conscious of putting your patience to test for long and there is

need to stop. However, before concluding I will lay special emphasis if we

aspire to be an effective business leader to realize, what Robin Sharma in

his book, The Leader who had no title says that 'each one of us is born

genius'. There exists natural leadership power within each one of us,

however, sadly that potential is dormant and little used by the vast majority

of us. Each one of us need to activate this huge dormant leadership that is

residing in us. When this potential remains unutilized it turns into pain,

however when each one of us realizes that we have power to make an

awesome difference in the world by unleashing our genius and assuming

our greatness, humanity will evolve into a level of consciousness.

The basic truth is that there is only one way a business can win in

the new world of business today. That one way is to grow and develop the

leadership talent of every single person throughout the organization

faster than their competition.

The only way to avoid getting eaten alive is for companies to

strengthen the capacities of employees at every level to lead in everything

they do. Everyone must see themselves as part of the leadership team. In short what we are emphasizing is that one should understand

that irrespective of what one does within organization or what position one

holds and what the current circumstances of one's life are, we all should

remember that each one of us have natural leadership power within us

and that you can live your life with true excellence no matter where

circumstances plant you. What one requires to know how to claim that

incredible deep rooted power that lies within you and to make difference in

not only your life but also in the world around you.

Before closing let me say a big thanks to the entire LBSIM

fraternity for inviting and making me part of today's convocation

ceremony. I remain largely grateful for this invitation to the Chairman of

the Board of Governors Shri Anil Shastri ji for his dedication, commitment

and conviction in the growth and progress of the institution. The way he

has pursued the vision, humility, sensitivity and social causes shown by

Shri Late Prime Minister Lal Bahadur Shastri is exemplary. I am also

thankful to other Members of the Board of Governors and to the Director

Prof Arya Kumar. I have no words to express my thanks to Prof. G.L.

Sharma who has always shown great affection and warmth towards me.

Let me once again congratulate and extend my best of best wishes to

awardees of Diploma and to their parents and relatives.

LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENTPlot No 11/7, Sector-11, Dwarka, New Delhi – 110075

Tel : 011-25307700 (100 lines), Extn. 309, Fax : 011-25307799E-mail : info@lbsim.ac.in | Website: www.lbsim.ac.in