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AIMA | SNAPSHOTS | OCTOBER 2013
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OCTOBER 2013
Dear Readers,
It gives me great pleasure to present the next issue of AIMA News. With your continued support and encouragement AIMA continues to strive to spread management thought and build capability through its various initiatives and programmes.
The previous month saw AIMA host the 2nd Young Leaders Retreat at Goa on the theme “Nurturing ‘Future Ready’ Leaders”. This programme provides an opportunity to young managers to learn from the lives and experiences of inspirational thought leaders. The Retreat, chaired by Mr Shivinder M Singh & Mr Vineet Agarwal was addressed by industry leaders like Mr Puneet Dalmia, Mr Vineet Nayar, Mr Piyush Pandey, Mr TV Mohandas Pai, Mr Suhel Seth, Mr Prabhu Chawla, Mr Pramod Bhasin, Mr Sanjeev Bikchandani and moderated by Mr Harshvendra Soin.
This edition also carries updates from the recently concluded 10th edition of AIMA’s National Competition for Management Students (NCMS) with the grand finale held at New Delhi. Over 200 teams participated in this highly popular event that was held pan India. AIMA’s 17th Student Management Games also saw huge participation with the finale held in Hyderabad on 1st November. Besides the competition AIMA also ran inhouse programmes for organisations across India.
Another keenly awaited event, AIMA’s Shaping Young Minds Programme, saw its 39th edition held at Goa recently where Ms Ritu Beri, Mr Rajiv Bajaj, Mr Puneet Dalmia amongst others addressed and shared their experiences with young students. You will find a brief report inside along with updates on the programmes and initiatives taken up by AIMA’s Centre for Skill Development and Training.
This issue of AIMA News also carries updates of some of the activities of our Local Management Associations and two interesting articles on ‘Fulfilling the promise of India’s Manufacturing Sector’ and ‘Why Philanthropy is R&D for Business’.
I hope you enjoy this issue of AIMA News and look forward to your feedback and suggestions
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 Hospital Group
SENIOR VICE PRESIDENTMr Hemant M Nerurkar Managing Director Tata Steel Ltd
VICE PRESIDENTMr Firdose VandrevalaExecutive Vice ChairmanEssar Steel India Ltd
TREASURERMr P DwarakanathAdvisorGroup Human Capital Max India Ltd
IMMEDIATE PAST PRESIDENTMr D Shivakumar
DIRECTOR GENERALMs Rekha Sethi
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Managing Editor:Mr Feroz Ahmed
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AIMA | CONTENTS | OCTOBER 2013
AIMA SNAPSHOTS
Young Leaders Retreat
CONTENTS04
05 Chanakya
08 Skill Development & Training
07 Shaping Young Minds Programme
10 National Competition for Management Students
23 LMA NEWS
35 AIMA EVENTS CALENDAR
FEATURES12 WHY PHILANTHROPY IS R&D FOR bUSINESS
19 FULFILLINg THE PROMISE OF INDIA’S MANUFACTURINg SECTOR
AIMA | SNAPSHOTS | OCTOBER 2013
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Young Leaders Retreat
AIMASNAPSHOTS
AIMA organised the 2nd Young Leaders Retreat from 04-06 October, 2013 at Goa on the theme “Nurturing ‘Future Ready’ Leaders”.
This programme is designed for today’s young managers, who are poised to become tomorrow’s leaders, to learn from the lives and experiences of inspirational leaders from different walks of life. The retreat focussed on having a healthy debate on the traits and competencies required to equip leaders for the challenges that face them in the future enabling them to enhance their leadership skills and help them grow as future business leaders.
The retreat was organised under the Chairmanship of Mr. Shivinder M Singh, Executive Vice Chairman, Fortis Healthcare Executive Vice Chairman, Fortis Healthcare Ltd & Mr. Vineet Agarwal, Managing Director, Ltd & Mr. Vineet Agarwal, Managing Director, Transport Corporation of India Ltd. and was Transport Corporation of India Ltd. and was
moderated by Mr. Harshvendra Soin, Vice President - Global Leadership Acquisition and Development, Tech Mahindra.
Some of the other key speakers including Mr. Puneet Dalmia, Managing Director, Dalmia Cements Bharat; Mr. Vineet Nayar, Vice Chairman, HCL Technologies; Mr. Piyush Pandey, Executive Chairman and Creative Director, South Asia Ogilvy & Mather India; Mr. TV Mohandas Pai, Chairman, Manipal Global Education; Mr. Suhel Seth, Managing Partner of Counselage India and Founder of Equus; Mr. Prabhu Chawla, Editorial Director, The New Indian Express Group; Mr. Pramod Bhasin, Vice-Chairman, Genpact and Mr. Sanjeev Bikchandani, Founder and Executive Vice Chairman of Naukri.com
Participants and speakers at the Retreat.
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Chanakya
AIMA’s Student Management Games (SMG), popularly known as ‘Chanakya’, is a National Competition for B-schools, organised annually. The 17th edition of SMG was successfully concluded on the 1st November 2013 at Hyderabad. AIMA has been conducting this competition since the last 16 years in the country. ‘Chanakya’ is a computer based simulated game that sensitises and strengthens business acumen as participants are handed over a hypothetical company to run.over a hypothetical company to run.
The 17th SMG-2013 competition was first held in the Northern, Western and Southern regions and this year about 250 teams from close to 50 B-schools participated. An online version of the competition was also launched where students could participate simultaneously from various cities.
In addition AIMA also conducted in-house programmes for corporates.
Winners of AIMA’s 17th SMG
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AIMA’S Shaping Young Minds Programme (SYMP) allows young managers and students to interact with iconic achievers from diverse fields. AIMA has conducted 39 SYMPS at various cities and towns.
AIMA’s 39th Shaping Young Minds Programme (SYMP) was held on 4 October 2013 at Goa in collaboration with Goa Management Association. The icons who addressed the programme included Ms Ritu programme included Ms Ritu Beri, International Fashion Beri, International Fashion
Designer; Mr. Raghunath Medge & Mr. Gangaram Talekar, President & Secretary respectively, Nutan Mumbai Tiffin Box (The Dabbawala’s); Mr. Rajiv Bajaj, Managing Director, Bajaj Auto Ltd and Mr. Puneet Dalmia, Managing Director, Dalmia Cements Bharat. The programme was very well received with an audience of over 700 participants.
Mr. Rajiv Bajaj, Managing Director, Bajaj Auto Ltd speaking at the SYMP
Shaping Young Minds Programme
Ms Ritu Beri, International Fashion Designer addressing the audience
AIMA | SNAPSHOTS | OCTOBER 2013
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AIMA’s Centre for Skill Development and Training (CSDT) organised a training session for Engineers India Limited (EIL) on ‘Leadership’. The session was organised for Deputy General
Skill Development & Training
Dr Aquil Busrai conducting the session
Managers and Assistant General Managers on 19 September, 2013 at New Delhi. The session was planned as a part of the Inauguration session of EIL’s Leadership Development Programme
“Aarohan” and was led by Dr Aquil Busrai, Chief Executive Officer, Aquil Busrai Consulting.
Towards setting up of Sector Skill Council, CSDT also organised a discussion meeting on ‘Management and Management Services Skill Council’ with its stakeholders on 15 October 2013. The discussion was appreciated and very well attended by the participants.
AIMA initiated its social media presence over a year back. AIMA built properties on all major platforms-Facebook, Linkedln, Twitter, YouTube and even launched an exclusive AIMA Blog site. Today the individual following on each platform is: Facebook-32330; Twitter- 784; Linkedln – 1001; YouTube – 1500 (views); AIMA Blog- 900 (visits per month). This results in a collective reach of over 60 lakhs. To follow us click on the icons below :
Facebook Twitter LinkedIn YouTube AIMA Blog
AIMA Digital Presence
AIMA | SNAPSHOTS | OCTOBER 2013
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AIMA concluded the 10th edition of the AIMA National Competition for Management Students (NCMS) with a Grand Finale held on 5 October, 2013 at New Delhi. The regional rounds were held earlier at Bangalore on 20-21 September, Kolkata on 23-24 September, Mumbai and Delhi on 30 September – 1 October. The theme of the NCMS was ‘Inspired leadership for Turbulent Times and the Power of Youth’.
A record number of over 200 teams participated from all over the country. Three teams from
National Competition for Management Students
each region (Mumbai, Bangalore, Kolkata & Delhi) qualified for the Grand Finale. They were evaluated by a panel of judges comprising Ms Veena Swarup, Director HR, EIL; Col Sunil Chandra, Vice President, Sujan Luxury Hotels; Mr. Arunav Chatterjee, President, SOIL Innovation Board; Mr. John Mathai, Senior Manager, NTPC; Mr. Pranav Kaul, Consultant, Human Resource, N.M.C.G.
Ms Rohini Kaul of IES Management College & Research Centre, Mumbai was adjudged the
Best Budding Manager.
AMITY University emerged as the Champion Team, while IISWBM, Ranchi and IES Management College and Research Centre, Mumbai were declared the 1st and 2nd Runners-up respectively. Mr. Ajay Bohora, DSG Group India was the Guest of Honour at the occasion.
NCMS -2013 winners from Amity University with Mr.. Ajay Bohra, MD, DSG Group India
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AIMA | FEATURES | OCTOBER 2013
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FulFilling the promise oF india’s manuFacturing sectorIndia’s product makers have a golden opportunity to join the global big leagues. They should seize it.
March 2012 | by Rajat Dhawan, Gautam Swaroop, and Adil Zainulbhai
India’s manufacturers have a golden chance to
emerge from the shadow of the country’s services
sector and seize more of the global market. McKinsey
analysis finds that rising demand in India, together
with the multinationals’ desire to diversify their with the multinationals’ desire to diversify their
production to include low-cost plants in countries production to include low-cost plants in countries
other than China, could together help India’s other than China, could together help India’s
manufacturing sector to grow sixfold by 2025, to $1 manufacturing sector to grow sixfold by 2025, to $1
trillion, while creating up to 90 million domestic jobs.
Capturing this opportunity will require India’s manufacturers to improve their productivity dramatically—in some cases, by up to five times current levels.The country’s central and state governments can help by dismantling barriers in markets for land, labor, infrastructure, and some products. But the lion’s share of the improvement
AIMAFEATURES
AIMA | FEATURES | OCTOBER 2013
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must come from India’s manufacturers themselves.
Recognizing this, a few leading ones are upgrading their competitiveness by bolstering their operations to improve the productivity of labor and capital, while launching targeted programs to train the plant operators, managers, maintenance engineers, and other professionals the country needs to reach its manufacturing potential. A closer look at the experiences of these companies offers lessons for other Indian manufacturers and for global product makers considering opportunities in India.
Made in India?India’s manufacturers have long performed below their potential. Although the country’s manufacturing exports are growing (particularly in skill-intensive sectors such as auto components, engineered goods, generic pharmaceuticals, and
small cars) its manufacturing sector generates just 16 percent of India’s GDP—much less than the 55 percent from services.Moreover, a majority of India’s largest manufacturers don’t return their cost of capital (Exhibit 1), a factor that dampens investment in the sector and makes it less attractive than its counterparts in competing economies, such as China and Thailand. Indeed, China’s manufacturers captured nearly 45 percent of the global growth in manufacturing exports from low-cost countries between 2001 and 2010, whereas India accounted for a paltry 5 percent
Nonetheless, India’s rapidly expanding economy, which has grown by 7 percent a year over the past decade, gives the country’s manufacturers a huge opportunity to reverse the tide. History shows that as incomes rise, the demand for consumer goods skyrockets. And many of India’s consumption sectors—including food and beverages, textiles and
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apparel, and electrical equipment and machinery—have reached this inflection point. In fact, our research suggests that these sectors will grow from 12 to 20 percent annually over the next 15 years.
To be sure, global economic growth is poised to create opportunities for low-cost manufacturers everywhere: by 2015 the market for manufactured goods from low-cost countries will more than double, to nearly $8 trillion a year. China will probably capture much of the growth. Still, we estimate that up to $5 trillion a year will be up for grabs as global companies seek to diversify production and sources of supply beyond China, both to address rising factor costs there and to chase domestic demand in other countries.
India has a massive workforce, an emerging supply base, and access to natural resources needed in production—notably, iron ore and aluminum for engineered goods, cotton for textiles, and coal for power generation. The country could become a viable manufacturing alternative to China in industries ranging from apparel to auto components and might even dominate some skill-intensive manufacturing sectors
If India’s manufacturing sector realized its full potential, it could generate 25 to 30 percent of GDP by 2025, thus propelling the country into the manufacturing big leagues, along with China, Germany, Japan, and the United States. Along the way, we estimate that India could create 60 million to 90 million new manufacturing jobs and become an attractive investment destination for its own entrepreneurs and multinational companies.
India’s product makers must embrace global best India’s product makers must embrace global best practices in operations—while tailoring them practices in operations—while tailoring them to India’s unique environment—to improve the to India’s unique environment—to improve the efficiency and effectiveness of the country’s efficiency and effectiveness of the country’s
manufacturing investments dramatically. A look at how some Indian companies are making inroads in these areas suggests a path that others can follow.
Bolster operationsIndia’s legacy of industrial protectionism has left many of the country’s manufacturers uncompetitive. To seize the opportunities now available to them, they must dramatically increase the productivity of their labor and capital. The rewards could be significant: a McKinsey benchmarking study of 75 Indian manufacturers found that for an average company, the potential productivity improvements represented about seven percentage points in additional returns on sales.
Improve labor productivity
Indian manufacturers lag behind their global peers in production planning, supply chain management, quality, and maintenance—areas that contribute to their lower productivity. Consequently, workers in India’s manufacturing sector are almost four and five times less productive, on average, than their counterparts in Thailand and China, respectively.
Nonetheless, some Indian companies are making strides. Tata Steel, for instance, improved its output per worker by a factor of eight between 1998 and 2011, largely by adapting its operational and management practices to India’s unique conditions. The company dramatically improved the output of its blast furnaces, for example, by learning to adjust them continually to account for the large variations in the ash content of Indian coal from shipment to shipment. In this way, the steelmaker can burn coal with a high ash content more efficiently than would otherwise be possible.
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The company has also made significant organizational changes to support the new ways of working. To make employees more accountable, for example, Tata Steel reduced the number of managerial layers to 5, from 13. It also began investing heavily in building analytical and interpersonal skills among frontline managers and staff to ensure access to scarce competencies. Today, the company’s ShavakNanavati Technical Institute trains more than 2,000 employees a year in both “hard” skills as well as “soft” ones, such as conflict resolution. Together, these moves strengthened the company’s focus on continuous improvement—Tata Steel won the coveted Deming Prize in 2008 for advances in process excellence and quality improvements—and helped it become one of the world’s lowest-cost steel producers.
Improve capital productivity
India’s manufacturers must also improve the productivity of their capital,in some cases by 50 percent or more. While such improvements are challenging, they are possible if companies set bold targets and adopt an “owner–entrepreneur” mind-set when tackling large capital projects or making other big investments.
For example, a global mining and metals company that was setting up aluminum smelter operations in India set a capital cost target 50 percent lower than the industry’s global average. The company then empowered its project teams to reach the goal—for example, by giving them greater freedom to make decisions about capital specifications and which low-cost equipment suppliers to use. (A technical and commercial audit team of senior managers and commercial audit team of senior managers ensured that the new approach didn’t compromise ensured that the new approach didn’t compromise the quality of capital equipment or backfire in the the quality of capital equipment or backfire in the form of graft.)form of graft.)
Moreover, the company did not give the contract out on an EPC basis. Instead, it brought together a mix of Chinese and European companies to finalize the design and to supply the equipment needed, and the integration and commissioning work was done in-house, thus saving much of the margin that would otherwise have been given away. Together, these moves helped the company to launch its Indian smelter operations at a capital cost 50 percent below industry averages (and 20 percent less than other players in the same market spent).
Many Indian companies are also assessing the technical design of their capital equipment to make trade-offs between capital expenditures and life cycle expectations for reliability—essentially “Indianizing” the specifications. Tata Power, for example, has lowered its capital expenditures in a drive to identify relatively inexpensive designs and specifications for big projects. During the planning stages of a new 4,000-megawatt facility, for instance, the company brought together customers, suppliers, and Tata engineers to make a number of Indianized design decisions. These included using cheaper welded tubes instead of seamless ones in feedwater heaters and redesigning the layout of the turbine-generator building to make it more compact. Together, such trade-offs saved the company more than $100 million in capital outlays while preserving the plant’s core capabilities and meeting standards for safety and reliability.
Meanwhile, some Indian companies are working to raise the productivity of theirexisting assets—for example, by focusing on the reliability of equipment. In our experience, throughput improvements from 40 to 100 percent5 are possible when Indian companies apply traditional lean-management techniques to keep machines running longer and to reduce time wasted during retooling and production
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line changeovers. Tata Steel, for instance, focused on standardized tasks throughout its mills and trained workers to uncover the root causes of equipment problems. One of the company’s melting shops we studied raised its production dramatically over two years by standardizing jobs and empowering its operations and maintenance employees to identify potential problems of key machines that had previously been prone to creating production bottlenecks.
Targeted skill developmentIndia’s manufacturers could learn a lot from the IT sector’s experience in promoting the large-scale development of skills. India’s IT services and business-process-outsourcing sectors together hire nearly a million new recruits a year and bring them up to speed in just months. A key factor in this success was the early recognition among Indian IT companies, back in the 1990s, that the number of engineering graduates in computer sciences wouldn’t meet the needs of the country’s burgeoning IT sector. In response, Infosys, Wipro, and other companies began hiring graduates from all engineering disciplines and using in-house curricula and faculties to build skills among new hires. That approach ultimately led to the formation of a successful network of independent, privately owned computer-training institutes, such as Aptech and NIIT.
India’s manufacturers should follow a similar path by establishing in-house training centers to promote vital manufacturing roles, including those of fitters, machinists, maintenance engineers, and welders. Some Indian companies are already taking matters Some Indian companies are already taking matters into their own hands. For example, to impart into their own hands. For example, to impart vocational skills, India’s largest automaker, Maruti vocational skills, India’s largest automaker, Maruti Suzuki, has adopted six technical institutes across the Suzuki, has adopted six technical institutes across the
country, some in regions with little manufacturing presence. By using the company’s own managers as faculty for some classes, Maruti Suzuki inculcates trainees with a strong feel for its culture as well. The automaker is now expanding its training programs to include employees of key suppliers.
Although training programs make good business sense, they are also increasingly necessary to get local populations to accept the establishment of a manufacturing footprint in India. Tata Motors’ partnership with the Gujarat state government to improve the skills of local workers, for example, helped the company to ameliorate concerns about the displacement of residents by the construction of a Tata Nano car factory, while giving the company access to new workers. Today, nearly 1,000 people who live within a 10-kilometer radius of this Sanand factory make Nanos. Similarly, Tata Steel has agreed with the Orissa state government to train and improve the skills of workers living near a planned steel plant in Kalinganagar. The company has pledged to give local villagers jobs in the project’s execution and operations.
Frontline workers aren’t the only ones whose skills need upgrading; India’s manufacturers must also improve those of managers. Consider the experience of the cement maker Holcim, where executives set—and achieved—such goals as significantly improving the reliability and energy efficiency of the production process, as well as other important operating metrics at the company’s Indian subsidiaries.
At the heart of this initiative is an academy the company set up in its Indian plant to help future leaders bolster their skills through a “field and forum” approach that intersperses class work with hands-on fieldwork in the form of operational-improvement projects. Similarly, Holcim trains its managers to focus performance dialogues with frontline
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employees on the importance of identifying the root causes of problems and of finding potential solutions through cross-functional teams. The company uses operational “war rooms” in its Indian plants to serve as a clearinghouse for the best ideas and to uncover the best contributions. In parallel, Holcim created an ambitious leadership program to support the personal development of up-and-coming manufacturing leaders.
The combination of rocketing domestic demand and the multinationals’ desire to diversify their manufacturing footprint offers Indian product makers a once-in-a-generation opportunity to emerge from the shadow of the country’s services sector. By improving their productivity and bolstering operations, they could become an engine of economic prosperity for the whole country.
This article was originally published in McKinsey Quarterly, www.mckinseyquarterly.com. Copyright (c) [2013] McKinsey & Company. All rights reserved.This article was originally published in McKinsey Quarterly, www.mckinseyquarterly.com. Copyright (c) [2013] McKinsey & Company. All rights reserved.
AIMA | FEATURES | OCTOBER 2013
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Why philanthropy is r&d For businessTargeted giving can help companies lay the groundwork for future commercial success.
September 2013 | by Doug Conant
We often measure the impact of corporate philanthropy by counting the number of individuals who are helped by a particular program. In my experience, however, philanthropy can also help companies reduce business risk, open up new markets, engage employees, build the brand, reduce costs, advance technology, and deliver competitive returns.
Corporate philanthropy is usually defined in contrast to various “shared” or “blended” value approaches to corporate social responsibility (CSR), in which to corporate social responsibility (CSR), in which companies seek to do well by doing good. However, companies seek to do well by doing good. However, I define corporate philanthropy as a discovery phase I define corporate philanthropy as a discovery phase in investment in a social issue. I encourage companies in investment in a social issue. I encourage companies
to view philanthropic investments as incubators for promising ideas and a mechanism for understanding both community and corporate needs. Much like R&D, philanthropy allows companies to make thoughtful investments in sectors where the return profile is typically more speculative.
Philanthropy as growth strategyDuring my decade as CEO of the Campbell Soup Company, we created the aspirational mission of “building the world’s most extraordinary food company by nourishing people’s lives everywhere, every day.” Along the way, we launched several ambitious philanthropic initiatives. In 2010, we
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committed to cutting our environmental footprint in half by 2020. We announced a special partnership with the American Heart Association to address consumer concerns over heart health, particularly as it related to diet. In partnership with the Campbell Soup Foundation, we built a long-term program to directly address childhood obesity and hunger in communities where the company operated major facilities. I observed that the more we leveraged our business resources to deliver social value to the communities around us, the more engaged our employees became and the better we performed in the marketplace.
Campbell’s Soup is hardly an isolated case. In 2003, Vodafone saw an opportunity to bring mobile-banking services to rural Africa through its Kenyan affiliate Safaricom. While the idea ultimately became a profitable business for Vodafone, there wasn’t sufficient corporate confidence to fund it fully at first. Instead, Safaricom’s new mobile-banking service was seeded by a philanthropic matching grant from the United Kingdom’s Department for International Development. Philanthropic dollars helped incubate the initiative, providing the empirical evidence that Vodafone needed before it took a bigger financial risk.
Philanthropy can also help companies on the employee-development front. For example, IBM’s Smarter Cities Challenge is a competitive grant program that sends teams of IBM employees into cities all over the world to address community issues. The teams offer integrated consulting services, tapping IBM’s core-business expertise and knowledge to collect and analyze critical data, provide solutions, and improve complex systems such as health care and improve complex systems such as health care and public safety. Many IBM employees report that and public safety. Many IBM employees report that the Smarter Cities Challenge was one of the most the Smarter Cities Challenge was one of the most rewarding experiences of their careers. In short, it’s rewarding experiences of their careers. In short, it’s
a priceless program for professional development and employee engagement that IBM could not have purchased through the market.
Giving by numbersToday, I chair CECP, an organization that draws together and empowers senior executives of the world’s leading companies to achieve progress on societal challenges while driving business performance. CECP corporations collectively generate about half of annual US GDP. In our most recent survey of member and other Fortune 500 companies, we found that 59 percent increased their philanthropy between 2007 and 2012. We also found that in-kind contributions have grown sharply in recent years. As a percentage of total corporate giving, noncash contributions grew in aggregate from 57 percent in 2007 to 69 percent in 2012. Finally, education has become the leading recipient of programmatic giving. The typical company in our survey allocated 29 percent of its giving budget to K–12 schools and higher-education institutions.
In total, CECP member companies gave more than $14 billion to charitable causes last year. I don’t think it’s an accident that corporate giving levels are up. Smart companies understand that philanthropy is part of a broader economic-recovery strategy, both for them and for the communities in which they invest. A senior executive from one of the nation’s largest banks relayed to me that investing in community programs was one of the key reasons why his company made it out of the recession. They helped their communities at their lowest point, and the communities helped them right back.
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The new normalOf course, philanthropy is not the only strategy for companies to play meaningful corporate-citizenship roles. Business leaders should use every tool in their CSR portfolio to help create economic value that can help address relevant societal issues. From my vantage point, this is clearly the new normal; the new lens through which all corporate activity will be viewed.
As strongly as I advocate the more complete adoption of this approach by the business community, I also challenge companies to take a second look at the opportunity to more fully leverage philanthropic initiatives that can pave the way for future market-based innovations. It’s a great way to learn about communities and their needs, and test new business strategies. The key is bringing good business insight and discipline to the process.
This article was originally published in McKinsey Quarterly, www.mckinseyquarterly.com. Copyright (c) [2013] McKinsey & Company. All rights reserved.This article was originally published in McKinsey Quarterly, www.mckinseyquarterly.com. Copyright (c) [2013] McKinsey & Company. All rights reserved.
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AIMA | NEWS FROM LMA | OCTOBER 2013
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News from LMAs
Bangalore Management AssociationBangalore Management Association celebrated its Diamond Jubilee Celebrations & Founding Day Convention on 10th October at Bangalore.
Today firms compete to create value to their customers. In this process, the suppliers and the customers collaborate with each other to create higher value in knowledge profitability. This collaboration or synergy enhances the quality. Hence, the theme chosen by Bangalore Management Association was ‘Driving Excellence through Co-creation’
Dr. H.R. Bharadwaj, Governor of Karnataka lighting the lamp during the Diamond Jubilee Celebration.
Some management gurus opine that at the core of collaboration is co-creation: customers aren’t just customising; they’re collaborating with vendors to create unique value. Co-creating with customers who are innovators and thought leaders enables firms to create unique value to them, then to apply what is learnt in expanding firm’s offerings and selling to other customers. Co-creation is beyond mere synergies.
Baroda Management Association25th Annual Management Convention
BMA held its 25th Annual Management Convention
on the theme ‘Destination India – The New Global Business Hub’ on 24th–25th October at Vadodara. Some of the key speakers included Mr. Sam Pitroda, Mr. R. Mukundan, Managing Director – Tata Chemicals; Prof. Shiv Visvanathan, O P Jindal University; Ms. Meenakshi Lekhi, Spokesperson, BJP; Mr. Shridhar Venkat, Executive Director, Akshaya Patra Foundation; Mr. Santosh Desai, MD & CEO of Future Brands; Mr. S. K. Patra, President & CEO, Patanjali Ayurveda, Patanjali Food & Herbal Parks and Mr. Ujjwal Nikam, Leading Public Prosecutor; amongst many others.
Mr. R. Mukundan, Managing Director – Tata Chemicals
CEO Forum
Mr. Santosh Desai, MD & CEO, Future Brands Ltd, addressing the audience in the CEO Forum “Samvad” on the theme ‘India as a Global Brand’
AIMA | NEWS FROM LMA | OCTOBER 2013
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Samvad, being First CEO forum of the year is a precursor to the 25th Annual Management Convention of BMA. This year theme of Samvad was ‘India as a Global Brand’.
Santosh Desai, CEO, Future Brands addressed this session. He said that Brand India is not mere window dressing and conveniently changing prioritites, policies, but it is about amplifying the barely audible whisper of India.
Bharuch District Management AssociationManagement Development Programmes
Bharuch District Management Association organised an MDP on ‘Communication Skills - How can I make an impact?’ with Ms. Megha Hindocha, Manager (Learning & Development), Team Results Corporate Solutions Pvt Ltd, Vadodara on 1st October. Another one on ‘Attitude for Excellence’ was held on 10th October with Ms. Kavita Maiyani, Associate VP (Learning & Development), Team Results Corporate Solutions Pvt Ltd, Mumbai and one on ‘Labour Laws Managers should know’ by Mr. Pramod Jadia, Chairman and Director of Laureate Corporate Support Pvt. Ltd, Surat was held on 18th October. Mr. M P Srivastava, CEO & Consultant of Institute for Excellence in Engineering and Management (IEEM), Mumbai led a session on ‘Cost Effective Maintenance’ on 29th October.
Evening Talk
An Evening Talk on ‘Leadership NEXT’ by Mr. Nirmal Parekh was held on 18th October. A Corporate Coach from Vadodara and an International Trainer certified by JCI Institute of Training, Florida, USA, Mr. Parekh’s talk was highly appreciated by the audience present.
Mr. Nirmal Parekh addressing the audience
Book Lovers’ Meet
Dr. Kalika Shah, Associate Professor in English at Narmada College of Science and Commerce at Bharuch was the speaker at the Book Lovers’ Meet held on 17th October on the book ‘The Memory of Elephants’.
Bombay Management AssociationWorkshop
Bombay Management Association conducted a one day workshop on Supply Chain Management on 17th October by Mr. Ashok Sharma, Training & Coaching Professional Consultant and Past President of BMA.
Faculty Mr. Ashok Sharma and the participants
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Movie Screening
BMA organised a screening of the Movie ‘Up in the Air’ on 26th September at the BMA Sea-View Conference Room. The movie is an inspiration to live life meaningfully.
‘The Good Road’ by Gyan Correa was screened on 10th October. The movie is unique with lots of sensitivity on issues faced by the state and Nation as a whole. The movie represents the true picture of India.
Participants at the movie –The Good Road
Book Launch
Participants with Mr. Ramesh Chauhan, Ms. Patricia Sethi and Mr. Bhaskar Joshi
BMA in collaboration with KitabKhana launched the book on ‘Thunder Unbottled – From Thums Up to Bisleri’ on 23rd October. The book launch was
followed by discussion by the author Ms. Patricia J Sethi with Mr. Ramesh Chauhan, Chairman & Managing Director of Bisleri International Pvt. Ltd.
Joint Programme
A joint programme with Thakur Institute of Management Studies & Research, was held on 12th October on the subject ‘How to face an Interview & Meeting Industries Expectations’ for fresh Management graduates. The speakers were Mr. Bhaskar Joshi, Mr. Max Dcosta and Ms. Divya Rama Krishnan.
Chandigarh Management Association Chandigarh Management Association, organised a lecture on ‘How to be Happy In Life’ delivered by Col. Gursewak Singh (Retd.). The lecture was attended by more than 60 CMA members. Col. Gursewak Singh explained the concepts of physical and cosmic body, the power of sub-conscious mind, the mantras of happiness, the aura, effects of colour on human mind and body besides benefits of practising cosmic meditation. Mr. AK Gandhi, President CMA inducted 30 new members into Chandigarh Management Association.
Mr. A K Gandhi, President CMA inducting new members into CMA fraternity.
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Coimbatore Management Association The Student Chapter of Coimbatore Management Association organised a CMA Student Chapter Summit on ‘Best Practices in Financial Services’ on 19th October at Coimbatore. Experts from Banking, Insurance and Mutual Funds addressed the students besides forming a panel for discussion followed by an interactive session by all the speakers. About 700 MBA students, 40 faculty members and few others attended the summit.
Panelists at the Summit
Calcutta Management AssociationThe annual signature event of Calcutta Management Association – the Calcutta Management Summit, including the Sir Jehangir Ghandy Memorial Oration, was held on 28th September on the theme ‘Opportunities and Challenges in Emerging Economies’. The full day programme had two technical sessions on ‘Capturing the Growth Opportunities in Emerging Economies’ and ‘Emerging Economies – Aiming for New International Order’ and concluded with the Valedictory Session on ‘Emerging Economies and the Next Round of Global Competition’.
Attracting a houseful delegation drawn from all leading corporates in Kolkata and B-Schools, the
Summit hosted some of the leading Economists and Corporate Executives in the country, as guest speakers, like Dr Dipak Dasgupta, Principal Economic Advisor, Ministry of Finance, Govt of India; Dr Siddhartha Roy, Economic Adviser, The Tata Group; Mr. Subir Chakraborty, Director – Industrial Exide Industries Ltd; Mr. Supratim Dutta, Executive Vice President & Head – Corporate Finance, ITC Ltd; Dr Arbind Prasad, Director General, FICCI; Mr. Saugata Bhattacharya, Sr Vice President & Chief Economist, Axis Bank and Dr Anup K Sinha, Professor of Economics, IIM, Calcutta.
Dr Dipak Dasgupta, Principal Economic Advisor, Ministry of Finance, Govt of India, delivering the Keynote Address
Ghaziabad Management Association Ghaziabad Management Association in association with the Ghaziabad Chapter of Institute of Company Secretaries of India, conducted a Lecture Meeting cum Interactive Session on 11th October on the new Companies Act 2013 with CS Pavan Kumar Vijay, Managing Director, Corporate Professionals (India) Pvt. Ltd. The topic was ‘Overview & Salient Features of the Companies Act, 2013’.
The session was attended by about 80 participants comprising Industrialists, Chartered Accountants, professionals, faculty and students. After the presentation by Mr. Pavan Vijay, interesting points
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came up for discussion related to the changed provisions of the Act. The programme was well appreciated.
Mr. Pavan Vijay addressing the audience
Goa Management AssociationAGM & Annual Day Function
The Goa Management Association (GMA) held its 38th AGM on 11th October where Mr. Ashok V Chowgule was re-elected as the President of GMA for the term 2013-15.
GMA Office Bearers along with President GMA, Mr. Ashok V Chowgule and Mr. Dilip Chenoy
The AGM was followed by Annual Day Function where Mr. Dilip Chenoy – MD & CEO, NSDC was the Chief Guest. He delivered the keynote address on ‘Opportunities for Skill Development’.
GMA Annual Awards – Manager, Young Manager and Best Management Student in Post Graduate and Graduate Level were also presented.
Shaping Young Minds Programme
Goa Management Association in association with AIMA organised a Shaping Young Minds Programme on 4th October at National Institute of Oceanography, Dona Paula, Goa. The programme was very well received with strong participation.
Ritu Beri, International Fashion Designer addressing the audience
Guwahati Management AssociationBest LMA Award Category IV
The executive members of Guwahati Management Association celebrated the Best LMA Award Category IV in a meeting on 7th October The meeting was presided over by GMA president Mr. D N Barua and the guests were Mr. N N Dutta, Chairman, Downtown group of Institutions; Mr. Charanjit Chaliha, noted industrialist, Chairman Assam State Fertilizer Ltd and ex Director AIDC; Mr. Santikam Hazarika, former President of GMA and ex Director of the Assam Institute of Management. Few other guests and members of the GMA were present.
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(L-R) GMA Executive members Dhireswar Gohain, Mukul Bora, B K Duari, S B Sarmah, Satinder Anand, D N Barua, Shantikam Hazarika, Prosenjit Roya, A N I Laskar
The Hony. Gen Secretary of GMA, Mr. S B Sarma explained the significance of the award and the criteria for the selection of the award. He spoke about the events and efforts of GMA members in last few years to restore GMA to the present position. Mr. D. N. Barua spoke about the business and industrial environment of North Eastern region and the catalytic role GMA can play to develop this region.
Hyderabad Management AssociationLecture Meeting
Hyderabad Management Association (HMA organised a Lecture Meeting on ‘How to Make Millions from One Rupee’ by Mr. Srinivas Pothapragada, CEO, Ostilio Systems, USA at St.Joseph’s PG College on 4th October.
Mr. Gampa Nageshwer Rao, President, HMA giving his welcome address for the Lecture Meeting on ‘How to Make Millions from One Rupee’
HMA organised another Lecture Meeting on ‘New Challenges of H R in the Changing World of Business’
by Professor Michael Driscoll, Vice Chancellor, Middlesex University, London, UK at Surana Udyog Auditorium on 21st October.
Mr. Gampa Nageshwer Rao, President, HMA giving his welcome address for the Lecture Meeting on ‘How to Make Millions from One Rupee‘
Training Programme
HMA organised a One Day Training Programme on ‘START YOUR ENTERPRISE In 30 days to become Millionaire by next Diwali’ by Mr. Srinivas Pothapragada, CEO, Ostilio Systems, USA at Indian Institute of Management & Commerce on 16th October.
Chief Guest, Prof Michael Driscoll, Vice Chancellor, Middlesex University, London, UK being felicitated
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Indore Management AssociationFilm Show
Indore Management Association organised a Film Show, on the famous Bollywood movie ‘Shatranj-K-Khiladi’ for management professionals and students on 17th October. The moderator for the session was CA. Navin Khandelwal, Director, Neeraj Engineering Ltd.
‘Shatranj’ according to the Mr. Khandelwal is about ‘reading others mind’, it’s all about who makes the right move, it’s not the position that matters. He explained that this movie is all about human emotions which shows excessive passion leads to lack of compassion.
One-day Workshop
IMA organised its one-day Workshop on 18th October at Indore. The module for the workshop was ‘Managing Complexity’ and the speaker for the session was Mr. Amber S. Arondekar, Founder & Mentor of Power train India.
Mr. Arondekar emphasised on the growing competition & the fast paced changes the organisations are having internally these days, which calls for adoption of complex processes & a paradigm shift in the approach towards management of such situations.
Mr. Arondekar addressing the participants
The companies that participated in the workshop were – Sigma Chemicals, Piramal Enterprises, Rajratan Global Wire Ltd., STI Textile, SS Global Group, Cipla Ltd., Dewas Hydroquip, Metal Forgers and many more.
3rd Animation Maestro Contest 2013
Indore Management Association’s Animation Maestro Contest 2013 was held on 19th October. This competition was conducted on the theme –‘Leadership Now- Work the talk’.
Winners of the Animation Maestro Contest 2013
The chief guest for the event was Mr. Rahul Jain, Managing Director, Percept Swift Advertising Pvt. Ltd. Mr. Abhishek Nandedkar, Executive Council Member – IMA explained that how the idea of organising this contest took birth, he elaborated that before 3 years IMA was taking help of studios from different Metro Cities to create all the content of International Management Conclave, but from last year IMA decided to give this opportunity to the local talent so that they can excel in the field by working on this grand platform.
Centre of Excellence
Indore Management Association organised a Centre of Excellence session on ‘Deriving and Delivering Value from CSR’ for its members on 25th October. The speakers for the session were Ms Padma Giridhar and
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Mr. T R Giridhar, Partners at Just Bespoke Advisory LLP.
A very lively interaction took place with the speakers discussing the various aspects ranging from CSR compliance to dispelling CSR myths and on how Indore companies can take the CSR agenda forward in a sustainable fashion.
A number of case illustrations helped the participants to appreciate some of the concepts. Several participants were seen to engage in a lively debate amongst themselves and with the speakers on how to take this forward.
Mr. T R Giridhar addressing
Jalandhar Management AssociationSME Meet
To open the world of opportunities for the fast track growth of SMEs of the region, a powerful interactive programme was organised by the IamSME of India in association with JMA and other supporting partners.
Addressing and interacting with the representatives from the manufacturing as well as the services sector, Mr. Rajive Chawla, Chairman, IamSME of India outlined few simple steps the enterprises should undertake in order to push their growth. Mr. Umesh Unnikrishnan, representing the Hanover Trade Fairs company, offered the entrepreneurs highly discounted rates for encouraging their participation
in international level trade fairs organised by his company. A formal MOU with JMA was also signed up for this purpose on the occasion.
(L-R) Mr. Ahsanul Haq, President, JMA; Mr. Rajive Chawla, Chairman, Integrated Association of MSME Enterprises of India and Mr. Umesh Unnikrishnan of Hannover Milano Fairs India
The meet ended on a successful note with everyone involved promising to be in regular touch with each other and work in close co-ordination to help SMEs of the region climb on to the next level of growth.
Kerala Management AssociationEvening Meeting
Mr. Frederic Labarthe interacting with members of KMA
Kerala Management Association (KMA) organised an Evening Lecture Meeting on ‘Self Designed Leadership’ by Mr. Frederic Labarthe, International Trainer, Coach, Facilitator, Course Designer,
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Inspirational Speaker and Writer on 3rd October at Management House.
Greenathon – A Walk
KMA joined hands with Kochi Metro Greenathon – a walk for pomoting the green way of life-in association with Indian Green Building Council (IGBC). The walk was organised on 6th October and was attended by leading film, political and public personalities.
Mr. S. Rajmohan Nair, President & Mr. P. Premchand, Sr. Vice President of KMA leading the Kochi Metro Greenathon
Management Education ProgrammeA two day workshop on the topic ‘Labour Law Awareness’ was conducted on 10th & 11th October at the Management House, Panampilly Nagar, Cochin. Prof. H.A.C. Poppen, Corporate Trainer & Management Consultant, Bangalore was the Programme Facilitator.Open Forum
Mr. G. Rama Mohanan Nair addressing the Open Forum
An Open Forum Meeting on ‘Power of the Subconscious Mind’ by Mr. G. Rama Mohanan Nair, Chief Consultant, Industrial Consultancy Services, Cochin was held on 23rd October.
Industrial Motivation Campaign
A one day Industrial Motivation Campaign was jointly organised by Kerala Management Association and the MSME Training Institutes at Thiruvalla & Ettumannur on 28th October. The programme was aimed at creating awareness among the educated youth on self employment. The objective of the campaign was to identify and motivate entrepreneurs in the traditional/non traditional sectors having potential for setting up of MSEs so as to lead them towards self employment.
Mr. Kochouseph Chittilappilly, Chairman, V-Guard Industries Ltd was the Chief Guest at the inaugural session.
Mr. Kochouseph Chittilappilly delivering the Inaugural address
Madurai Management AssociationMadurai Management Association organised a meeting on 12th October. Mr N Sivasubramanian, President welcomed the gathering and introduced the speaker, Dr M Thirumalai, Vice Chancellor, Tamil University Thanjavur. Dr Thirumalai spoke on ‘The Management Concepts in Tamil Literature’. The programme was very well received and attended.
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The panelists at the meeting
Rohilkhand Management Association
The workshop in progress
Rohilkhand Management Association organised a capacity building workshop on Alignment & Bearings Maintenance on 26th October at Bareilly. A presentation on Alignment prepared by the team of Engineers of B. L. Agro Oils Ltd. was presented by Mr. Arun Sharma. 35 workers and staff of Maintenance Departments of different industries participated in the workshop. To make the workshop interactive and to develop presentation skill in all workmen and staff, Secretary R.M.A requested all the participants to share their knowledge and experience of alignment individually.
Trichur Management AssociationTrichur Management Association organised a seminar on ‘Banking in Uncertain Times’ by Mr. Rakesh Bhatia, MD & CEO, Catholic Syrian Bank Ltd on 22nd October at Thrissur. The other speakers were Er. Mr. Gopalakrishnan, President, TMA; Dr. VM Xaviour, Hon. Secretary, TMA; CA TS Anantharaman, Past President, TMA, Dr. CA V Venugopal, Senior Vice President, TMA. Dr. A. Sukumaran, TMA Managing Committee member, was honoured for the receipt of ‘Dr. S. Radhakrishnan Gold Medal Award-2013’ from Global Economic and Research Association (GEPRA).
TMA Managing Committee members also conducted a study tour to Enammavu back waters on 3rd October in order to study the problems and prospects of back water tourism in Thrissur district.
Mr. Rakesh Bhatia, MD & CEO of Catholic Syrian Bank, delivering a talk on ‘Banking in Uncertain Times’
Vaikom Management AssociationVaikom Management Association celebrated‘ Gandhi Jayanti’ along with its monthly meeting on 2nd October. Vaikom MLA, Mr. K Ajith, was the Chief Guest for the function. Some important moments and rare footage of the Indian freedom struggle and Gandhiji were screened and discussed.Mr. D. Narayanan Nair welcomed the gathering and the President, Colonel Rajeev Manali, spoke
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on Gandhi’s early years and beliefs. Er Rajendran introduced Mr. Ajith to the audience and the function was officially inaugurated by the Chief Guest. The Chief Guest addressed the gathering and distributed many prizes and awards. The Association honoured Mr. Vinod Kumar, recipient of the Chief Minister’s Medal for his contribution to society as a Police Officer.
Mr. K Ajith addressing the gathering
Visakhapatnam Management AssociationSankar Fondation, the well-known eye hospital in Visakhapatnam invited Mr. MNKS Varma, President, VMA to deliver a lecture on ‘Obligations of the Employees’ for the benefit of their staff on 9th October. This foundation was started in 1984 by a philanthropist, Late Mr. Sankar Rao, and has so far conducted 1,50,000 eye operations free of cost to people below poverty lines. Mr. Varma addressed a good gathering of employees and highlighted the importance of the employees in running the hospital, the care they need to take for patients, how to become corporate stars, team work, Japanese styles of commitment to organisations etc. He also told them the role being played by AIMA in promoting good managerial culture. Mr. K Ramarao, Head (HR) of the hospital co-ordinated the meeting.
Yamuna Nagar-Jagadhri Management AssociationYamuna Nagar-Jagadhri Management Association, organised a two day All India Seminar on ‘Innovative Engineering Technologies’ in association with The Institution of Engineers (India), Haryana State Centre, Karnal and Shree Siddhivinayak Group of Institutions, Bilaspur. Haryana Pradesh Congress Committee Member and President of Haryana Plywood Association Mr. Devender Chawla inaugurated the Seminar and Mr. Dinesh Gupta, MD, Dimple Cineplex was the Guest of Honour. Mr. Chawla lauded the efforts of the institute. Dr. Arun Goel, Professor of Civil Engineering, NIT Kurukshetra (Chairman, IEI) was the key note speaker and Dr. M. K. Sehgal, President delivered the welcome address. In the inaugural session, a book edited by Dr Rajni Sehgal was released consisting of proceedings of the Seminar.
Release of the book edited by Dr Rajni Sehgal
Some of the other speakers included Ms Vrinda Goel, Faculty from NIT Kurukshetra; Mr. Arvind Grewal of Computer Science Department; Mr. Ajay Sidana, Secretary and Convener of the programme amongst others. More than 100 Research Scholars of various universities & Institutions presented their views on the emerging technologies. Research scholars deliberated on various sub themes in the 4 technical sessions.
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AIMA Events Calendar
Event & ProgrammeProgrammme / Workshop Chairman / Facilitator
Venue Date
Workshop on Contract Labour
G M SainiDr. Subhash Gupta
New Delhi 12 - 13 November 2013New Delhi 12 - 13 November 2013
MDP on Financial Modeling Using Excel and VBA
New Delhi 13 November 2013New Delhi 13 November 201314 November 201315 November 2013
Session with Jack Trout Jack Trout, PresidentSession with Jack Trout Jack Trout, PresidentTrout & Partners
New Delhi 13 November 2013New Delhi 13 November 2013
Workshop on Totality of Project Management
Ruchika Jain Bengaluru 21 November 2013Bengaluru 21 November 2013
Workshop on Digital Marketing
Dr J S Juneja New Delhi 22 November 2013New Delhi 22 November 2013
14th National ManagementQuiz and 1st HR Quiz
SouthEastWestNorthGrand Finale
12 December 201314 December 201319 December 201321 December 201321 December 2013
3rd PSU Summit Sudhir Vasudeva,Chairman &Managing Director,Oil and Natural GasCorporation Ltd
Delhi December 2013Delhi December 2013
11th National Student Quiz11th National Student Quiz New DelhiViagAurangabadBhubaneswar
December 2013 – February 2014
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To view full calendar please visit www.aima.in
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Published and released by AIMA Corporate Communications.Published and released by AIMA Corporate Communications.also follow us on
Event & ProgrammeProgrammme / Workshop Chairman / Facilitator
Venue Date
Women in Leadership Summit New Delhi 16 January 2014New Delhi 16 January 2014
World Marketing Congress Meera Harish, ViceWorld Marketing Congress Meera Harish, VicePresident, Sales &Marketing, Global &India Biz, Tata CoffeeLtd.
New Delhi 05 February 2014New Delhi 05 February 2014
Foundation Day and NationalManagement Day
New Delhi 21 February 2014New Delhi 21 February 2014
Pragati – Women Quiz New Delhi 6 March 2014New Delhi 6 March 2014
Global Innovation Conference New Delhi 21 March 2014New Delhi 21 March 2014
National Management Games Eastern RoundSouthern RoundNorthern RoundWestern Round
1-3 May 2014
16-18 May 2014
7-12 June 2014
19-12 June 2014
AIMA Events Calendar
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