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To provide an impetus to the research work and develop research culture amongst students, SIES College of Management Studies has started an initiative called Idea Research last year. First phase of this initiative was completed and at the culmination of this phase, SIESCOMS organized a paper presentation event "Yuktimanthan 2007 – Where Ideas Evolve through Research".

During the first phase of Idea research, fifteen research projects were undertaken by the students. Their reports were screened through blind refereeing and 6 papers were selected for the next level of competition for the "Best Idea Research Paper" award and the rolling trophy.

The event was judged by an eminent panel of judges, comprising of Dr. L. M. Bhole, Professor, Dept. of Humanities & Social Sciences, IIT, Mumbai, Mr. Dinesh Narayanan, Senior Assistant Editor, Times of India, Mr. R. Krishnamurthy, MD, Watson & Wyatt Insurance and Mr. Harish Aiyer, Director, Softcell Technologies.

The event started with the traditional invoking of Goddess Saraswati through lighting of the "Panchmukhdeepam". This was followed by an opening speech by the director of the SIESCOMS, Dr. A. K. Sengupta. In his speech, Dr. Sengupta spoke about the "Thinking Society" which will lead to the awakening of nation and hence growth.

The six groups presented their research presentations with passion and answered the questions fielded by the panel and students. The competition was really tough and in a nail biting photo finish, the paper "Bio-Medical Waste Management" presented by the Pharma students won the award and the rolling trophy for the "Best Idea Research Paper".

First Runner up prize went to "Indigenous and Imported Raw Material and Equipment in the Indian Bio-Technology sector" presented by Biotech students. The second runner up prize was won by "Public Sector V/s. Private Sector Banks in India" paper presented by the Banking & Finance Students.

The judges also made invaluable observations and comments during and after the presentations and applauded the effort by students in this research initiative, and awarded certificates of participation for all the 15 groups.

On this occasion, Dr. L. M. Bhole released a compendium of all the fifteen Idea Research papers that were completed during the first phase. At the end of the event, Dr. Vandita Dar, who heads the Idea Research initiative, delivered the vote of thanks and emphasized that this was only a humble beginning and lot needs to be done to take this initiative to greater heights.
The Conference has attracted participation from well-known researchers from some of the renowned academic and financial institutions such as MIT, Harvard, Chicago, Wharton, Duke, Kellogg, Columbia, World Bank, IMF, Federal Reserve Board etc

Speaking about the conference, Professor Rammohan Rao, Dean, ISB, said, “The ISB has been actively promoting India-focused research beyond India's borders , and co- hosting this prestigious global conference is a moment of pride for us. The participation of some of the best minds from across the world is a testimony to the importance of increasing global interest in India.“

The meet will address various issues pertinent to the Indian Financial Markets. The research papers that will be presented at this event have been selected through an international competitive process. The research areas range from corporate governance ('Corporate Governance Reforms Increase Firms' Market Value in India'), pension reforms ('Financial Market Implications of India's Pension Reform'), insurance ('Rainfall Insurance Protection in Rural India'), and banking ('Bank Ownership Type and Banking Relationships, Banking Competition in Developing Countries: Does, Foreign Bank Entry Improve Credit Access? and 'Access to Collateral and Corporate Debt Structure: Evidence from a Natural Experiment') amongst others.

Speaking on his participation , Professor Sankar De, Executive Director, CAF, ISB said, “ The conference is a truly global research event: A conference on India's financial markets, taking place in the USA, and sponsored by three research centres located on three different continents”.

The conference will comprise four sessions. Professor Sankar De, Executive Director, CAF, ISB will chair a session, titled 'Corruption, Politics and Financial Policy'. He will also present a paper on Financing, Credit Constraints and Investor Protection. Professor Mudit Kapoor, Professor of Economics, will also represent ISB as a panel expert in a session on 'Financial Markets-Recent Reforms and their Impact'. The other session will deal with 'Banks and Financial Institutions and 'Corporate Financing, Credit Constraints and Investor Protection.'

Please click on the link below for more details on the conference:

http://www.isb.edu/caf/UsrSiteEventMgmt.aspx?ModuleID=14&TopicID;=1

Beginning with this event, CAF, FIC and SIFR will hold joint research conferences annually during spring. The conferences will be hosted on a rotational basis between Philadelphia, Stockholm, and Hyderabad.
With a doctorate in metallurgy from the University of Sheffield, England, Dr. Irani began his career in 1963 as Senior Scientific Officer at the BISRA, Sheffield. In 1968, he joined The Tata Iron and Steel Company Ltd. (TISCO). He was appointed General Superintendent in 1978, General Manager in 1979, and Managing Director in 1992. After holding the CEO's office for almost a decade, he retired as the Managing Director of Tata Steel in July 2001. He continues as a Director on the Board of Tata Steel.

“The whole IIM Lucknow community is looking forward to learning from the able and visionary leadership of Dr. Jamshed J. Irani', says Dr. Devi Singh, Director IIM Lucknow.

In Tata Steel, Dr. Irani transformed the company into the sophisticated steel company it is today, both in physical form and attitude. He is looked upon as the 'change agent', which has made the steel behemoth a force to be reckoned with in the steel manufacturing world. Dr. Irani's personal commitment to quality served as a model for the workforce of Tata Steel to follow, bringing about continuous improvement in all aspects of their work. Tata Steel is now recognized as one of the lowest cost producers of steel in the world.

He has received a number of awards recognizing his contributions to the company and industry. Prominent among them are the Ernst & Young's 'Lifetime Achievement Award, 2001' for entrepreneurial success and the 'Twelfth Willy Korf Steel Vision Award' from World Steel Dynamics and American Metal Market. Dr Irani has also been awarded the Qimpro Platinum Standard in November 2000, and has received the Indian Merchants' Chamber's Juran Quality Medal for the year 2001, for his role as a statesman for quality.

At its Annual General Body Meeting held on July 10, 1996, the Royal Academy of Engineering, London elected Dr. Irani as a Foreign Member and he is amongst the five Indians who have been bestowed with this honour. On October 14, 1997 in Delhi, Her Majesty Queen Elizabeth II conferred on Dr. Irani an Honorary Knighthood (KBE), for his contributions to Indo-British Trade and Co-operation.

The first indication that the IIMs were restless to start the admission process came from IIM-Ahmedabad, which said it would go ahead with admissions for the 2007 batch without providing for 27 per cent reservation for OBCs in the wake of the Supreme Court's order.

"That question can be answered by the order of the Supreme Court," IIM-A director Bakul Dholakia said when asked if it was safe to presume at this stage that the OBC quota would not be there in the current academic session.

Sources in the HRD Ministry said a fresh directive to IIMs to resume the stalled admission process would be issued shortly. Last week, the Ministry had directed the IIMs to keep admissions on hold till the Supreme Court took a decision on its application to vacate the stay on quota in Central educational institutions.

Dholakia's remarks came after the Supreme Court rejected the Centre's plea for vacation of the stay on OBC quota while agreeing to examine the request for referring the issue to a Constitution Bench.

"We understand that the court has clearly said that 27 per cent reservation for OBCs could not be made applicable for the year 2007-08," he said. "Should that be the case, we would expect the Government to consider this aspect and take a decision pretty soon," he added.

Asked whether the academic schedule of IIMs for this year would be disturbed in any manner, Dholakia said, "At this point of time, there is no such indication. If there is a communication by the Government in one or two days, we will adjust the schedule accordingly."

He said earlier a three-week period was given to accept the offer letter. This might be reduced to about two weeks. "Rest of the process will remain the same," he said, adding, "As on date, everything is on schedule. It has only meant delay of about 10 days in announcing admissions."

Dholakia said he would be contacting the other IIM directors by Tuesday. Generally the IIMs have taken unanimous decisions all along and people have adjusted to ensure that unanimity continues.

"Last week there was lack of clarity. But now things are very clear and we expect the Human Resource Development Ministry to soon revise their orders of April 5 and April 19 (when the Ministry had asked the IIMs to hold their admission process till further orders)," Dholakia added.

Meanwhile, IIM, Bangalore, said it has decided to wait for further instructions from the HRD Ministry. Its spokesman said students had been informed that they would not be displaying the list of the selected candidates till further instructions from the Ministry.

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Discuss the quota row at the IIMs with thousands of CAT aspirants and IIM students

Upset over Singh's move to bulldoze them into delaying the admission till disposal of the HRD Ministry's appeal in the Supreme Court, the IIM directors are understood to have approached Prime Minister Manmohan Singh and conveyed their "worries and disappointments."

Buckling under pressure, Singh took a U-turn within five hours of asserting that the IIMs will have to wait till the issue was resolved in the court. In his second Press conference on Tuesday, he said that IIMs issue will be resolved in the evening.

Sources said that Manmohan Singh has directed the HRD Ministry to find a way out to resolve crisis, which apparently led to Arjun Singh's U-turn.

When he was asked at his first Press conference whether his Ministry would give any fresh directive to the IIMs so that they could go ahead with the admissions, he said "I do not think any fresh directive is needed."

Singh also claimed that all IIMs were cooperating as basically these were Government institutions and not "private institutions". "It is not that they have become independent", he said.

Following pressure from the PMO, Singh held a long meeting with his officials in the evening but there was no word on how the HRD proposed to resolve the issue. Sources said the IIMs may be communicated the HRD Minister's decision on Wednesday.

"We are still waiting for some communication from the Ministry. There has been no communication even after the Supreme Court's rejection of the Centre's plea on the OBC quota issue nor over the date of the next hearing", an IIM (Bangalore) spokesperson said.

"The Ministry is well aware of the situation and the time constraint relating to admissions. It is only fair that they give us reasonable time and tell us what to do", the spokesperson said when asked about the Supreme Court fixing an early hearing of the case.

He clarified that reasonable time would mean that the decision should not impact the running of the next academic year or delay it greatly. "That is the deciding factor", he said.

In Kolkata, IIM-C Dean Ashis Bhattachara said it would wait for a directive from the Centre before acting on the admission process for the new academic year. He also said the new session for IIM-C would begin from June 23.

The IIM (Kozhikode) said it too was awaiting a fresh directive from the HRD Ministry to go ahead with the announcement of admission list.

"We are sure that the Government will convey its decision soon", a spokesman of the Institute said.

The IIMs are worried that the delay in starting the admission process will not only affect the quality of intake but also the completion of syllabus.

The IIM admission process normally begins from April 12 and selection and rejection of application process ends by the third week of May. The actual academic session begins from last week of June.

Sources said that some IIM directors also asked for an urgent appointment with the HRD Minister to resolve the issue at the earliest.

Incidentally, not only the IIMs but the IITs and admissions in other streams like medical would be affected in case the issue is not resolved by the next date of SC's hearing on May 8.

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Discuss the quota row at the IIMs with thousands of CAT aspirants and IIM students

IIM Indore, Kozhikode and Lucknow followed suit in close succession between 1530 and 1600. Find links to all results below!

Results Link
Related links on PaGaLGuY.com Forums
IIM Calcutta Find out who else got through and network with them
IIM Indore Got through? Find out who else is in
IIM Kozhikode
Get in touch with other successful K candidates
IIM Lucknow Catch your future classmates at L
IIM Bangalore
Find out who else is joining you at B this academic year
IIM Ahmedabad
Know more about your future batch mates at A

We congratulate all those who've got through!

National Management Program was the first long duration program launched by MDI. However, form the sixteenth batch onwards, the program was modified as Consortium EPGPM which is uniquely designed for young managers across all sectors of economy. It is offered in partnership with ESCP-EAP Paris and Norwegian School of Management, Norway.

The objective is to create a nucleus of like minded individuals in the top echelons of private, public and government sectors who can work together for the common goal of enhancing nation's competitiveness; preparing global managers with a capacity to manage and effectively lead change. It, also emphasizes on building wealth–creating mindsets and strives to sensitize managers to ethical issues, thereby developing strength of character.

The program is recognized by AICTE and is accredited by AMBA(UK). After completion of 12 months classroom interaction at the MDI campus, participants are given international exposure for a period of 45 days in various European B-schools followed by a three months dissertation project in their own organization.

Teaching is based on research materials and experience gathered from around the world. The pedagogy is highly interactive envisaging substantial participation and experimental learning. Teaching methods include lectures, cases, seminars, group discussions, business games, role plays, simulations exercises, structured and unstructured group work and field visits.

Congratulations! IIM Kozhikode is awesome. Which other B-school admits did you have this season and how many did you convert?

I had calls from IIM Ahmedabad, Calcutta, Lucknow, Indore and Kozhikode and I managed to convert Kozhikode. I am on the waitlist for Indore but the campus at K is awesome! Besides I need to pay up for IIM K and it is not refundable. So IIM-K it is. My family is very happy. Of course I am nervous that I may not fit in but I have been to so many places, I know I will be okay. I just hope I get a good job after two years.

When did you think about doing an MBA and why?

After making it to National Institute of Technology - Trichy, I realized that going to a stinky chemical plant everyday, with little pay, I wouldn't be able to survive. I thought a lot about it. The only way out was an MBA! But yes, I really do want an MBA. My current skill set of being really good with people can be utilized only in this field. Of course the money is always an important factor! Besides an MBA will give me a chance to work in exotic locations.

Was this your first attempt at CAT? How did you prepare for it?

This was my second attempt. During my previous attempt I was hardly on PaGaLGuY.com. It was quite bad then, I just had done last 10 years' papers and managed to score a 97.9 percentile but had no calls from the IIMs.

I would love to say that I was disciplined in my studies but I am not going to preach what I don't practice. I had enrolled with IMS last year. They have a very strong Verbal course with a refined store of questions. This year I took the TIME test series. I scored a 98.75 percentile in the first free AIMCAT and hence got 70 pc of the fees waived off. I would analyze the papers on my own and mostly on the AIMCAT threads on PG. The good thing about TIME is they keep reminding you that questions can have multiple interpretations and it is very important to learn how to go about finding them. They prepare you for every eventuality in the paper. Besides, 16 papers give you a lot of variety. You can experiment a lot and analyze your strengths and weaknesses!

This year I really followed PaGaLGuY. I was working and had no time but PG came to my rescue. I used to regularly interact with Baby who really helped me in preparing for Quant. Then there was Arun Agarwal who was always there to support me and encouraged me a lot.

How did you manage studying for CAT along with your job? What was your schedule like?

Very easy, I didn't work! Throughout my office hours, I used to be logged on to PG especially on the Quant Question a Day thread. This year I didn't do much. Back in college, in the last three months, I had done all my basics. This year I just analyzed all my papers on the weekend.

Between the period May 2005 to March 13, 2007, the time my Group Discussions ended, there has not been one week when I didn't study. I was the head of the course committee of the college placement cell at NIT Trichy. I would set Quant papers and teach too. I was always in touch with Math.

You know with English you always have a gut feeling. With jumbled paragraphs and sentence correction, I usually get the answer right on the first guess. If you are a fast reader with good thinking and enough logical reasoning you can strike a good balance. With Quant, to each his own. People use shortcuts to multiply and calculate but I stick to the very basics. I use my multiplication tables for calculating. Shortcuts don't work for me. With Data Interpretation and Quant, one should just make sure the accuracy level of whatever you are attempting is good.

Which were your strong sections and which were the challenging ones?

Call it cockiness, but really speaking, no challenging sections. I was overconfident about the CAT. The GD and PI process is a different story altogether, though.

What was your strategy for CAT?

My sequence of attempting CAT sections is English, then Quant and finally DI. I work with a time economy of 40-40-30 minutes for each of these sections and keep a buffer time of 30 minutes. At the actual CAT exam, in the first 40 minutes I attempted 18 out of the 25 Verbal questions. I finished most of the Quant questions within 35 minutes. The DI this time was easier than Verbal but not as easy as Quant. I took around 40 minutes for DI and finished the remaining Verbal questions after that. There were 15 minutes more to go so I was haphazardly switching between sections.

I ended up attempting 256 marks and scored only 138 but that is not the point. Bad accuracy but it worked! I scored 99.37 percentile overall, with a 98.98 percentile in Verbal, 96.48 percentile in DI and 97.29 percentile in Quant.

Was there any really disappointing incident in the whole process? Was there anything that pulled you down?

During my first attempt at CAT, I had really put in a lot of effort. I had done well in all my mock CATs but at the actual CAT I faltered. I cried for a whole week. It was very depressing. I know it is not a very grown-up thing to do but it really broke me down.

CAT 2005 was a major disappointment. But I had other responsibilities and couldn't sit back. I was the head of the committee placement and had to train my juniors. My department would have not been represented in the college yearbook had I not started with the editing and graphics work. It really helped me in getting out of the regret mode.

How did you prepare for the GD/PI process this year?

The underdog team on the PG forum is awesome and very inspiring! Coming from an engineering background, I had very little knowledge about the economy and other things but it really helped me prepare. Mufasa and I had made a group for our GD preparations and I was moderating it. The junta on the thread is awesome and to moderate them you have to be better. So I'd be continuously updating myself with the current happenings.

Any particular humorous or ironical incident during the GDs or interviews?

I had gone for my IIM-Ahmedabad interview. As soon as I entered the interviewer said, 'Abhishek is a very famous name' and I replied saying it was a very common one. So he said something to the effect of 'Common names become famous and famous names become common. Don't you think?' I got so taken aback I didn't know what to say. He repeated again and I just smiled and nodded. Right in the end when I was leaving he said the same thing again and I still didn't reply. Thrice they asked me the same thing and I could not give them a decent answer. I feel like a fool thinking about it now because I could have explained it all with examples and law of probability but I completely messed it up. I had an awesome GD at IIM-A but I guess I messed up my interview.

What is the one thing you did this year that helped you crack CAT unlike last year?

I can be patronizing and talk about PG but the thing that really made a difference is that I was very confident this time. Also, I experimented a lot of strategies in the AIMCATs. They were 16 different experiments. Last year I was trying to maximize my scores in the mocks. But I realized that if you do very well in your mocks but don't perform when needed it doesn't make sense. You ought to take all mocks as experiments and see what works best for you. I my opinion that's a masterstroke. On Saturdays, I would analyze my previous papers and formulate a strategy for the next morning and would implement and analyze why it works and why it doesn't.

Had you not made it this year, what was your backup plan?

This was my second attempt at CAT and besides the IIMs I hadn't applied any where else. Not even for the PGDCM course. Maybe I was foolish. Had I not made it this year, I would have allowed CAT one more go and applied for NMIMS, SP Jain and the likes and taken up any college I managed.

What next? Are you bound by a bond agreement at work that you might find tough to break in order to quit work?

IBM is quite cool that way. When you join in, they pay you Rs 25,000 as relocation allowance. If you quit before the bond period, you just have to pay that amount back, that too if your manager decides that you must. There are no other strings attached.

When I told my boss about my resignation, he congratulated me and said they would never find a replacement for me and I was thinking, 'Hmm.. If he knew what I was doing all along on PG, he'd know how hard I had worked. I have over 1,600 posts on PG since August 2006.'

What is your advice to the next batch of CAT aspirants on PG for their preparations? How do you suggest they as a community make the most of each other's potential?

There are some awesome people on PG. I would say, go meet up with them and form study groups. Unfortunately, I met people from PG in November after the preparation for CAT was over. After every mock, people post their scores and the discussions for further queries happen on Private Messages. I would suggest they discuss on the forums. Also, they should make the most of the Preparatory Resources section on PG. That section has great study material but most people miss it.

Are you worried about ragging at B-school?

Haha! No, I have work experience, so how will they rag me? Besides with a chatterbox like me, they don't want that kind of a problem.

Related links

Click here to read more personal experiences of successful CAT students

If you have an admit from a top school and want to share your experiences, mail us at editor(at)pagalguy(dot)com

The session will focus on the research behind VG's popular Ten Rules for Strategic Innovators and will be followed in July and August by similar sessions with Tuck strategy professors Richard D'Aveni, author of Hypercompetition, and Sydney Finkelstein, author of Why Smart Executives Fail and the brand-new Breakout Strategy.

“We're excited to bring the engaged, interactive teaching that Tuck is known for to executives half-way around the world by leveraging the power of technology,” said Anant Sundaram, faculty director of Tuck Executive Education at Dartmouth, who worked with a team at Tuck and Citibank India to construct the course. “This series with Citibank India will be a model for us as we begin to work with other companies in India and around the world to provide a stimulating and convenient on-site learning environment that represents the best in business education.”

Tuck is a leader in delivering customized learning solutions to companies and executives worldwide by providing direct access to relevant management trends and innovative ideas. Programs are designed to bring real value and to be directly applicable to current business challenges. The school has been recognized for its intense client focus and emphasis on close working partnerships, its world-class faculty who are both true thought leaders and enthusiastic teachers, its ability to blend theory and business world practice, and its engagement with participants inside and outside the classroom.

“Over the course of several decades, Tuck has constructed intense executive education programs that are each customized to specific business needs. We're eager to begin delivering these proven solutions through a new medium,” said Paul Danos, dean of the Tuck School.

Several dozen executives from Citibank India will participate in the series, focusing on the topic of Strategy Transformation. Each monthly session will last approximately 90 minutes and allow the Indian executives to interact in real time with the Tuck faculty, including question and answer sessions and group discussions. Govindarajan's session will focus on how managers can think differently about the future of their company and develop the mindset of a strategic innovator, D'Aveni will address the imperatives of how businesses can successfully sense and respond in this new era of hypercompetition, and Finkelstein will get participants to think differently about themselves, with a mindset that recognizes, grapples with, and thwarts early warning signs of leadership failure in organizations.

Also in May, Tuck will launch a similar program jointly with the business school IPADE in Mexico City.

In the past year, the Tuck School of Business at Dartmouth has initiated an ambitious India Initiative to strengthen its ties with the country, including trips by Dean Paul Danos, former Dean and current Center for Private Equity and Entrepreneurship Director Colin Blaydon, Strategy Professor Vijay Govindarajan, Marketing Professor Kevin Lane Keller, and others to cities including Bangalore, Chennai, Delhi, Hyderabad, Kolkata, and Mumbai. Last summer the Tuck School hired its first in-country representative, who previously served as the executive director of the Indian School of Business, and today there are more students from India studying for their MBA at Tuck than from any other country outside the U.S.
The Great Lakes Herald is a half-yearly journal of the Great Lakes Institute of Management, Chennai, India. The mission of "Great Lakes Herald" is to translate research findings on important issues concerning management and business for non-specialists and present new evidence that describes the world of management and business. It aims to publish articles that rely on evidence as opposed to opinion for their arguments. All articles are fundamentally based on research evidence, which can be quantitative or qualitative. The journal is open to a range of evidence, including case studies, qualitative research broadly defined, and statistical analyses.

Articles could be either empirical or conceptual. A typical empirical article will report research that tests, extends, or builds management theory and contributes to management practice. All empirical methods -- including, but not limited to, qualitative, quantitative, field, laboratory, case study, and combination methods -- are welcome. The article will make strong empirical and theoretical contributions and highlight the significance of those contributions to management and business. Thus, preference is given to submissions that test, extend, or build strong theoretical frameworks while empirically examining issues with high importance for the theory and practice of management and business.

A typical conceptual or review article will include a review of what we already know about particular topics, with an orientation specifically toward practical implications. It will summarize what we know about a particular topic, going beyond a review of what research has found by organizing the material in ways that add value, drawing conclusions for practice, and thinking through the broader implications of the topic for society or public policy. A test of a good conceptual or review article is whether readers learn things that they would not have gathered from reading the original research. A high degree of originality is expected in integrating and presenting past research evidence.
The first issue has articles from academicians from across the globe and people from industry covering varied topics.
For more details on the journal pls. check
http://www.glakes.org/herald.htm
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At the age of 15, Ashish Goyal lost his vision but did not lose hope and courage. In a freewheeling interview with PaGaLGuY.com, this MBA student from The Wharton School, University of Pennsylvania and an alumnus of NMIMS reveals more about his MBA journey, the traumatic years of coping with his visual difficulties and him being a role model.




Initially when you came to know that you were losing your vision how did you feel? How did your family support you to cope with this trauma?


I believe my parents knew about the fact that I might lose my vision when I was just 12 or so. I think that they were shocked, in disbelief and obviously in denial of what could have been. I started losing night vision and then day vision from the age of 14 and at the first instance thought that it was more because of my not observing things properly rather than my eyesight. It dawned on me more and more as I started losing vision gradually. As a teenager with tons of aspirations in mind, it was quite frustrating, challenging, disappointing as well as scary. My family too was unable to help me in anyways, even though they wanted to and there was a sense of helplessness. But the key was that they did not let that trickle down to me- in fact they kept the environment very positive and helped me come through the tough situation.


I lost my vision over a period of five years or so and believe me it was a slow and lonely five-year period. I just could not fathom what was going wrong and WHY ME was the question I would ask. I so wanted to continue learning and playing tennis, to drive my car, to study well and wanted to do everything that a 15 to 18 year old boy would want to do. But I could not and the worst was when I stopped making friends, as no one would understand me.


At one stage I wanted to give up, I had no confidence and wanted to let go of everything. I wanted to be secluded as I thought I would never be capable of doing anything. I had no confidence in my ability to work or even study ahead. All I wanted to do is live at home and give up everything. But my family and my Guruji kept me going and helped me through this trauma.


What were the external barriers you faced? Besides the external difficulties what internal barriers or challenges did you go through? What motivated you to move ahead in life?



There were a lot of external and internal barriers. Externally, when you meet some who is not normal or with any kind of disability, they already are treated differently. I faced social isolation for a while, and obviously a lot of physical barriers as not having vision made life semi miserable in a city like Mumbai. Academics was a challenge as the Indian education system is still not geared to handle anything like this nor is the physical infrastructure in government services or transportation as well as in a professional setting in jobs.


Internally it was the fact that there was nothing I thought that was in my hand. I could not believe what happened or was happening and obviously my morale was at a low. Every small thing I needed to do was a challenge, from choosing my clothes to wear to going from home for a haircut or traveling to another city for anything. The only thought in my mind was that I was a burden on everyone and that I would never be able to live an independent life. At that age people plan to make a career and support their family and here I was in a situation where I thought my family would have to support me forever.


But as I mentioned above, as a 20 year old man, with a BCom degree, I realized that life was not over. I had tons to do and lots to learn. I decided to take on things in my own and small way. I realized, all with the help of my family, that I could seek alternatives and seek solutions. I took one step at a time and things started changing. I realized that the lesser importance I gave my own disability, people around me would be more accepting. I started regaining confidence and though it was not easy- every step I took was a risk, but it started paying off and I kept building my belief in myself. And since then I have always tried. I have and even now face challenges at every step of life. I have to prove myself and still take time for people to accept me, but I dont let that affect me and keep doing (hopefully) my best.


You have done an MBA from Narsee Monjee, Mumbai and currently are pursuing one from Wharton. How did you prepare for both your MBAs?



My MBA from NMIMS was straight after my undergrad. I had just lost my vision and was trying to cope with it and also try new things. It was my first step really after this new world that I was in. The first day of NMIMS must be the most difficult day of my life, I came home and cried (sounds silly now), and I did not know why was I trying to do this (MBA) and thought no one wanted to talk to me. But then like I said, as time went off- things started falling in place. I did not prepare much, the studies were not that difficult and the atmosphere was pretty decent.


My Wharton MBA is a totally different experience. I have come here after working in the financial markets. I know I am here with a goal in mind and am here to learn as much as I can about everything. I am here to enhance my learning, knowledge, gain exposure to global business and expand my boundaries as an individual. Again, studies are not that tough, they are quite demanding though. But after having worked and also being surrounded by individuals with such amazing and varied backgrounds, class discussions are amazing and the learning is steep.


The difference is that here as a visually impaired individual, there is an office for students with disabilities that tries its best to make things accessible to me and people are more sensitive (not that they were not at NMIMS).


Do you think there is a lot of difference in the approach and preparation required for both?


I think so, like I said the fact that you go to a BSchool right after my under graduation your entire focus is just on academics and you come with a narrow perspective. Whereas here you get such different perspectives that the learning is at a different level. The other difference is that the professors are just the best; their research is again at a global level. I had some very good professors at NMIMS as well, some of whom I am still in touch with.


Why did you feel the need to do another MBA?


I wanted to transition into a global business environment. I thought that having spent three to four years in the Indian financial markets, it was time to move on. So for my personal as well as professional growth, I thought another MBA would be the perfect way forward.


What is the difference in the support you received from faculty and peers, infrastructure and assistive technology at both the institutions?



As I mentioned before, the support I receive from faculty and peers is not much different. They were very nice then and are very nice here as well. The difference is in the support I receive from the institution. I would not like to say that NMIMS did not support me, it is how any institution in India is there is no difference. The fact is that accommodating disability is a big thing in the US whereas its not a priority as yet in India. What people dont realize that an accommodation in the US does not mean that you are given things easily. They only try and make sure that you are at a level playing field and then its fair for you to compete. Again, not having sight cannot be totally accommodated, if there is a graph on the slides, its humanly or even technologically impossible for me to be accommodated, but then thats how things are. But if other things that can be taken care of are, then life becomes much simpler.


Do you feel Indian companies are sensitive and adequately equipped towards employment of people with disabilities? How did you feel when despite being a topper at NMIMS companies did not select you? How was your experience working with ING Vysya bank?



It was an interesting period, listening to 'no' all the time until ING Vysya came to campus for recruitment. The funny thing was that no one even wanted to give me an opportunity to interview, forget giving me a job. I dont know what exactly the issue was, I guess its a matter of experience. If they see someone like me working satisfactorily, I believe perceptions might change, but as of now it is a big stereotype, but I would hate to generalize it across Indian companies. You should also realize that merit and disability are two things and its easy to blame everything on either of the two. But I did face a significant challenge when I was applying for jobs in India.


My recruiting experience in the US is a little different, though I would not say totally opposite. It was interesting going through the process, as I was probably the first visually impaired student that Career Management was working with, and also I was surprised that I did not get an instance of any other person like me working on Wall Street or in any of the top-consulting firms. At least some of the firms were very accepting and I ended up with a very decent summer job.


ING Vysya was very kind to me and I will always be grateful to them and to Mr. Raghunathan the President of the bank. They were very open to me and supportive. One of the recruiters told me as long as you can do the job I dont care whether you are disabled or not.


How would you compare the, attitudes, access and acceptance of people towards visually impaired in India and abroad? Do you think it is necessary that companies in India should have a Code of Disability for employment of disabled? What would be your suggestions?



More than a code or legislation, what needs to change is the attitude. Its the trust and belief is missing that disabled individuals are capable. I believe it is changing for sure but slowly.


Can you tell us something about your life at Wharton? Where do you see yourself ten years from now? Do you see yourself making a difference in the lives of other people with disabilities?



I dont know where I will be ten years from now. It all depends on so many unknowns so I really dont want to make an essay type answer. All I know is that I want to live a happy life and it does not add as an answer. I surely see myself making a difference, in what way I do not know as yet.


My life at Wharton has been an incredible experience. I have learnt so much, made some wonderful friends and have enjoyed the ups and downs.


Who has been the major influence in your life? Who is your role model? What lessons has life taught you so far? What is your motto in life?



My motto in life, well it should be that I will keep trying and wont be afraid of failure. But whether I am totally following it is something I still have to figure out. My life has been influenced by: my family, my Guruji, the Atmasantulana family and my inspiration also includes Sachin Tendulkar.


What do you think has made it possible for you to overcome challenges and disability to follow your dreams? Personally and professionally, what has been the most defining moment in your life?



Every step I have taken has been a defining moment, because every step has been a dream come true. I think what I sometime reflect on is that being in my situation, I have been very lucky in whatever I have got and if you keep that in mind, things fall in perspective. Luck has played a major role and I am thankful to God for everything.



Do you see yourself as a role model? What advice would you give to individuals with disabilities? How could one cope with the barriers to reach greater heights in life?



It is very easy to give advice, but only you know what you go through so all I will say is that believe in yourself and dont let failures affect you. I also want to tell others something, people like me dont need sympathy, they only need the understanding of the fact that we are different and we do things differently. And its not always possible to make that adjustment but its not that difficult to do as well.


And a role model absolutely not I am just another individual struggling in this race of life.


The meet provided an excellent platform for the junior crusaders present to get to know the Crusaders batch up close and also to interact with the alumni. It always helps to have a network in the business world and this presented itself as a wonderful opportunity. Of course there was a lot of catching up between the batches that were subsequent to each other! It was pleasing to see the turnout of the alumni. They had taken time out from their busy schedules and some had flown a long way to attend the event. The alumni exemplified the fact that Great Lakes has given out some great people to dream companies like Godrej, Infosys, Cognizant, CTS, CSC and many others occupying top-notch positions and enviable profiles. The event also marked the launching of The Great Lakes Alumni portal by the Crusaders: Manik Kinra and Sitashwa Srivastava.The portal provides an opportunity for all the Great Lakers to stay connected through out and share their moments. It has features like Forum, Wall of Fame, Directory and others to help in the desired motive. The portal is intended to be updated on a continuous basis with the programs offered currently and corresponding books referred for reading so that the alumni can remain updated on the current management trends even after passing out. They can even order reading material based on their requirement. The alumni portal sure goes a long way towards strengthening the ties and reducing communication gap between any current batch and the seniors. Kudos to the team for the effort.
The night was young and the much awaited cultural event, the Sangamitra, began. It was time for some music. And where there is music, dance soon follows. The program never had the chance to go dull with the variety chosen to present changing with every song performed. Everyone watched, awed by the classical dance performed by Sudha, the peppy number taken up Neha, followed by rocking performances by Bala and Vinodh which left the crowd screaming for more. The MCs for the night, Shriram and Roshik kept everyone giggling away with their slapstick comic comments. This initiated quite a few reactions from the students sitting that kept the night alive with hoots and quails. The crusaders put up quite a show with their salsa performance by Suseen, Bala, Vinodh, Bhavana and team. Their moves were something to watch out for. Next came in Jagan and Sriram with their blasting mimicry of our favorite Uncle Bala and the other professors that had the crowd in splits. There were also some vocalists like Akshat who with their melodious guitar strings lent a soothing touch to the event. The performance on the hit Tamil song wasn't something that anyone could've missed. Dancing amongst the crowd was getting to be a norm by then. As the night wore on the enthusiasm turned higher.
The threesome Ashwin (on the electric guitar), Mahesh and Adit made the pulses beat higher still by pelting out some all time favorites like 'Another Brick in the wall', 'Nothing Else Matters' and so on. The Crusaders by then were discussing how they had reached the end of this memorable one year where they had made lifetime friends and that now the time had come to move on. There was a minute of eerie silence reverberating with soft music before the storm of hugs, smiles and tears rolled out. They just couldn't seem to get enough photographs for remembrance. It was time to leave. Time to move on and change the world someone said. They were starting a new journey and also looking back at the wonderful experiences shared. The video titled 'Rubaroo' playing with the song as the background, hit on this sentiment. It showed the students upto their antics in the various lakes (each classroom at glakes has a name pertaining to a lake), seminar hall and other favorite hangouts. The claps did not seem to stop, nor did the tears. The night was filled with nostalgia and emotion. But then, was it not a time to celebrate too? So everyone got back to the dance floor and partied hard throughout the night with the DJ playing requests one after the other.

The institute may have just begun but the students are already everywhere carving a name for themselves in the business and management world. Meanwhile, the crusaders batch is a strong lot and they are here to stay. The journey has just begun.

Professor Anup K Singh, who is the placement and alumni relations director as well an HR professor at IMI, started the discussion by addressing the IMI students and he said that a B-School is not best known by its Faculty, Placements, Infrastructure etc. but it is known by its Alumni and the kind of networking it has with them.

Welcome speech was followed by a round of brief introductions of the Alumni, present students who were doing summers in and near Mumbai and also the student joining in 2009 Batch. There were Alumni from 1990 batch who still remember many professors of their time , who were few of the best at that time in India . The Alumni from 1995 Batch shared the memories of how the new campus of IMI was made brick by brick in front of them. Few Alumni claimed they started KRITVA and SPORTS at IMI while others happily shared with others the memories of the Fun and Freedom they had at IMI.

The round of Introductions was over and then came another round of suggestions and recommendations that Alumni had for IMI. They said that those who know IMI in the Industry they really value it but there was a need of attracting more attention of the Corporates by becoming more visible in the media. IMI Delhi has always maintained a low profile and has always preferred to be known for its results. However, there was a need of going more public and advertise all the research works and huge consultancy projects that IMI does for big names in the industry like ITC, SAIL, ONGC, HAL etc. Some Alumni also suggested an online interface for the past students of IMI so that they can network with each other across countries. A few alumni volunteered for forming a Ginger group so as to organize alumni meet in Mumbai and other metros.

The discussions round was concluded by the Director of the Institute, Professor CS Venkataratnam who educated the Alumni with the recent developments at IMI . It was a pleasure to see all the Alumni appreciating the initiatives taken by the IMI New Delhi. Amongst many announcements made, few were a new Chicago chapter of Alumni meet planned, NBA recognition of the IMI Post graduate courses, New structure of the PGPIM program which will now be called as the PGP-Ex course and will have a 12+3 months duration, new class schedules for the coming batches and launch of a new website very soon.

IMI New Delhi has always been known for its intellectual capital and the high standards of education and corporate interface, but now it is time to network with 3000+ alumni spread all over the Globe and it is continuously making efforts in this direction so as to achieve its Ultimate target of being a Globally acclaimed management institute.

Lord Stevenson will chair six “live case study” sessions during the Easter Term with the last session on June 14, 2007. Joining the session will be some of today's most inspiring leaders from the corporate, entrepreneurship and public sectors including Dame Marjorie Scardino (CEO, Pearson plc), Sir William Castell (Chairman of Wellcome Trust, Director General Electric & BP, Chairman GE Healthcare (retired), Jo Malone (Founder, Jo Malone), Charles Dunstone (CEO & Founder, Carphone Warehouse), William Kendall (Former CEO, Green & Black), and Trevor Phillips (Chair, UK Commission for Equality & Human Rights).

Lord Stevenson commented: “This is not a text-book course; it's a real hands-on opportunity for the students to engage with some of today's leading business men and women. The live case studies provide a candid account from people who have “been there and done it” about both their successes and mistakes, not only professionally, but personally in the quest for work-life integration. By exposing the students to the real business and private lives that these people have led, the course is taken beyond leadership theory into leadership practice. This is especially relevant to this generation of MBA students who are launching their careers in a professional climate in which the issue of work-life balance is much more to the fore.”

Commenting on the course, Dr Richard Barker, Director MBA Programme, Judge Business School, University of Cambridge said: “This course offers an outstanding opportunity for the MBA class to listen to, and talk with, global business leaders whose own observations and experiences provide a true insight into leadership, management practice and international business. To be a successful leader in today's business environment is a multi-faceted skill, you have to be prepared to be decisive, determined and directive, to never underestimate the importance of communication, and to learn to balance ambition in business and ambition in private life.”

The MBA students will also compete for The Lord Stevenson Leadership Prize, assessed on skills such as effectiveness as communicators; the ability to offer forward thinking solutions; innovation and creativity; negotiation and identification of potential risks. The student awarded first place will receive 2,500 and the opportunity to shadow Lord Stevenson in his professional work.

Keeping in line with it's glorious tradition, Goa Institute of Management , is organizing Annual Summer Alumni reunions in various cities of India. This year, The GIM Alumni committee, is organizing meets at three different locations. The time and venues for the same are:

Bangalore : May 26, 2007 at Parkfield Resort, Hoskute, Bangalore (2pm - 11.30pm)(www.parkfield.in)

Mumbai
: June 2, 2007 at Rampart Row - Tuscan at Kalaghoda Fort Mumbai (7pm - 1am).

Delhi
: June 9, 2007 at New Friends Colony Club , Delhi (7pm - 11pm).

The team consisted of 3 faculty members namely Prof.Jim Beach, Dr.Sivanathan, Prof.Zoe Salloom and 16 students. The Great Lakes - EDF under the guidance of Professor Veeravalli is a forum to hone the entrepreneurship skills of students and assist them in developing viable ideas into full fledged business plans and provide a platform for the business plans to be incubated, started and stabilized. The EDF forum is a part of NEN (National Entrepreneurship Network) and TiE (The Indus Entrepreneurs). The agenda of the meet was to exchange ideas about entrepreneurship between the visiting delegation and Great Lakes EDF. It acted as a platform to interact and bring out the budding entrepreneurial ideas.

The event kicked off with Professor Veeravalli of Great Lakes briefing media persons on the concept of EDF and by giving a brief overview of the India study trip organized by GSU. The podium was then handed over to Prof.Jim Beach, who initially had the audience in splits with his humorous real life anecdotes. Jim Beach, an experienced entrepreneur himself and now into academics started his first venture with just $2,000, that too on credit and was successful in generating a revenue of $56,000 within the first year of operation. He has to his credit the successful establishment of about 6-7 such ventures in a span of 5-6 years, each started with a capital investment of less than $10,000.He was the pioneer in starting Summer Camps for children in the U.K. His mantra for success as an entrepreneur is “Low Risk combined with Low Start-up Capital”. To quote Jim,”Entrepreneurs LOVE what they do”. He downplayed the importance of creativity in starting a new venture and stated that even stealing ideas works effectively, if you can do it better.

This was followed by Prof. Veeravalli addressing the audience and giving an overview of the Course Outline and activities of EDF followed by a brief Q&A; session with the GSU team. He quoted Friedrich Nietzsche,”This is my way, where is yours” thus emphasizing that every successful entrepreneur has a different way of doing business and has to find it on his own.
Joi Faisan of GSU, who has majored in Economics, addressed the gathering on behalf of her team. She gave an overview of the various academic programs in Management being held at GSU and stressed on the advantage of Practical Business Experience over classroom teaching sessions. She gave a snapshot of their visit to India.

This was followed by Presentations from the EDF members, Abhishek Rai and Akash Vaze of Great Lakes. A brief about the EDF activities was given alongwith the plans and ideas for the forthcoming year. Rahul Tandon then gave the next presentation regarding the successful Indian entrepreneur stories and the present scenario for entrepreneurship development in India. Ashok Bannerjee, who has had rich hands on experience in entrepreneurship before joining Great Lakes, shared his experiences of doing business in India.
The evening ended with a vote of thanks by Great Laker Rishikesh Sinha and GSU student Scott Turner. To summarize, it was a very enriching experience for all budding entrepreneurs of GSU as well as Great Lakes.

The three-day training programme is designed for middle and senior level managers/ professionals in corporate and non-corporate sectors who are connected in any way with effective environmental management. The programme will also appeal to the consultants and academicians.

The training for this MDP focuses on how businesses can move beyond an approach that seeks simply to minimize environmental impacts. In addition of exposing participants to the working of Carbon Markets and Emission Trading, and their potentials, the training will equip them to carry out Environmental Impact Assessment (EIP) reports and Environmental Management Plan (EMP). The training will be conducted using lectures by the IIM-L faculty and guest speakers, case studies and assignments. Faculty from various areas will be invited to deliver lectures and interact with the participants

Business and industry have a crucial role to play in the implementation of Kyoto Protocol and Emissions Trading Schemes. Businesses in the Developing Countries like India can gain competitive and economic benefits through Clean Development Mechanism (CDM).

“A major challenge confronting business is being able to reconcile economic imperatives with environmental sustainability. IIM-L realizes the increasing need for managers who are equipped with environmental management strategies in today's time and how these can be used to gain long-term competitive edge” say Prof Sushil Kumar, the Director of the programme and faculty at IIM-L.

The contents of the course includes Global environment and Environmental policy/law issues, Environment and Business Management issues, Environmental reporting, Environmental Impact Assessment (EIP), Environmental Management Plan (EMP), Environmental Management Systems (EMS), Practical Implementation of Environmental Management, Partnership approaches to Environmental Management, Carbon Markets, Clean Development Mechanism potential for Indian businesses and Global developments in carbon markets.

The programme fee is 20,250 per participant (residential) for Indians while the fee for the international participant is US$ 510. The fee includes the cost of the programme material, tuition, board and lodging and use of the institute's computer center, library and other facilities.

IIML carefully designs its high impact Management Development Programmes which train business leaders, senior executives and practicing managers from various sectors of the economy in all disciplines of management education and thought.

Professor Raghuram Rajan has been associated with the ISB since its inception. He was the 'Area Leader' for two key areas of ISB's Post Graduate Programme in Management, namely Finance and Economics & Public Policy. He was also keenly involved in the ISB's Executive Education Programmes and led one on Financial Strategies for Creating Values. He was the force behind the creation of the CAF. Researchers at the CAF are currently working with him on a policy project of national importance. As the CAF Academic Fellow, he will be involved in the Research Conference to be held at the ISB in August 2007.

Welcoming him, Professor Rammohan Rao, Dean, ISB said, “I am proud that Professor Raghuram Rajan has consented to be the Academic Fellow at CAF, ISB. He has been instrumental in setting up the Centre for Analytical Finance (CAF) at the ISB. As one of the leading research and consulting experts on global financial issues, we believe that his involvement will further strengthen the research focus at the ISB. ”

"I look forward to being at the ISB and participating in the vibrant intellectual environment that is emerging there.” expressed Professor Raghuram Rajan

Professor Rajan is currently Eric J. Gleacher Distinguished Service Professor of Finance at the Graduate School of Business, University of Chicago. Until recently, he was the Economic Counselor and Director of Research, International Monetary Fund, the first finance researcher and the youngest person ever to hold this very influential research position. Among numerous honors and distinctions, he received the inaugural Fischer Black Prize awarded biannually by the American Finance Association for outstanding contributions to finance by a scholar under 40.

The CAF at the ISB has previously invited Professor Franklin Allen, Nippon Life Professor of Finance, The Wharton School in 2005 and Professor Richard Roll, Japan Alumni Chair in Finance at UCLA Anderson in 2006 as Academic Fellows. Both of them have been Presidents of the American Finance Association, besides sharing many other professional distinctions and honors.

Professor Sankar De, Executive Director, CAF said, “I am delighted that Raghu is returning to CAF for a renewed association. In a span of just three years, the CAF has come to be recognised internationally for research on emerging markets. In the process we have been fortunate to have been associated with a number of leading financial researchers. Raghu's return will make this trend more powerful.”

The CAF is dedicated to research in all areas of finance, including financial markets, instruments, institutions, and regulations. The Centre is supported by the Goldman Sachs Foundation and its Board comprises several eminent scholars from Berkeley, Chicago, Cornell, Kellogg, NYU, UCLA, Wharton and other institutions of global standing. CAF has also established research partnerships with major international and Indian think tanks leading to collaborative research and joint conferences.
The research and ensuing book have been co-authored by Dr Michael Pollitt, Reader in Business Economics, Judge Business School, University of Cambridge, Dr David Bek, a freelance research consultant, and Dr Ian Jones, Management Lecturer at Somerville College, University of Oxford and visiting academic fellow at Henley Management College. A paper of the same title, summarising the findings of the book, was recently awarded the Best Paper Prize at the 11th European Business Ethics Network UK Conference held at the University of Gloucestershire Business School, Cheltenham on April 12 and 13, 2007.

Dr Pollitt commented: “Our findings have shown that multinationals offer a rare ability to link local, national and global communities and have the capacity to impact significantly on the quality of social relations within the communities in which they operate. A key way they do this is through their corporate citizenship projects, funded as part of their corporate social responsibility programmes, such as youth training, venture capital funding or community healthcare.”

The book analyses the nature and effectiveness of these projects, by examining multinationals operating in South Africa, Mexico and Poland and through detailed case studies of Diageo, Anglo-American, GSK and Vodafone. “We have been able to demonstrate how multinationals can leverage their community

engagement activities to greater effect and play a more significant role in building socially successful communities in developing countries,” commented Dr Jones.

Commenting on the award-winning research and the resulting book, Professor Arnoud De Meyer, Director, Judge Business School, University of Cambridge, said: “One of the differentiating factors of Judge Business School is the close links it fosters between businesses and research, and the access and collaboration it can draw upon from the larger University of Cambridge network. The Centre for Business Research is an interdisciplinary research centre hosted here at the School, successfully linking Economics, Law, Geography, Engineering, Social and Political Sciences, and Land Economy with Management Studies. This collaborative research on multinationals is a great example of this “agora of knowledge” in action.”

The book will be officially launched on 12 June 2007 at an evening event sponsored by Anglo American in London, where Professor Mark Casson, University of Reading will make an address considering what multinationals should be doing to increase their social contribution. This will be followed by a presentation by Dr Pollitt and Dr Jones entitled “Building community through multinational cooperation; understanding good practise” and concluded by panel discussion and drinks reception.

IIM Ahmedabad has always been known as a general management school. But do you tailor your program to serve area-specific specialization?

The starting point of students once they are in an IIM is more or less the same and first year of the program has courses, which allow them to evolve an overall perspective on businesses and organizations. In second year the student, based on his or her career choice and interest, opts for a set of electives, which is indicative of his or her interest even though there is no formal specialization. That way, no IIM offers specialization. But that doesn't prevent recruiters from testing, which student is strong in a certain area or has more interest in an area or sector. What matters in the Indian context is that a student is interested in a certain sector and role and the recruiter is interested in that student as well. What also happens is that the perception about a certain IIM is largely created by applicants and recruiters. So if in a certain year say, an IIM happens to have large number of students interested in finance jobs or roles in financial sector and they get recruited in such roles by best known recruiters, then other potential recruiters and applicants begin calling that IIM a strong finance school.

So do you change the curriculum every year based on recruiter feedback?

We don't change the curriculum every year, but incremental changes do take place all the time. For example at the area level, the areas (finance, marketing etc) keep a watch on the environment related to them as well on the state-of-the-art of knowledge in their respective areas and incorporate them keeping in mind the objectives of the program.

At some level, however, recruiter feedback does come into play. When a recruiter makes a statement, students react in terms of elective choices or in terms of learning objectives. Courses that were not in demand may suddenly come into demand or there may be a relative shift in learning objectives of the students.

What do you think keeps IIM Ahmedabad on top as the best B-school in the country year on year?

It's tough to put that down objectively, but there is some path-dependency also involved. Once you are perceived to be on top, it is tough to dislodge you. An institute perceived to be at the top finds in easier to attract best applicants, which in turn keeps it at the top as it becomes widely known as attracting the best talent. To a lesser extent, the same could be also said about the ability of an institution to attract other resources.

This is not to say that the programs have no role to play in making an institution well-known. The applicants, faculty and the program(s) are jointly the determinants of quality of an institution.

What are the main differentiating factors between the PGP of IIM Ahmedabad and those of the other IIMs?

There is no conscious effort to position the IIM Ahmedabad PGP in a certain way which is amenable to ready classification. Any educational program gets positioned not only by its content and associated rigour but also by the processes, experiences through which participants go through and also by the kind of participants and the outcomes, which get associated with a program over time. The program, as a result, acquires some positioning implicitly over time. How it gets done is an open question. My guess is that there is some element of self-fulfilling prophecy involved and a lot depends on the internal culture. Over time, each IIM has an emergent internal culture which is well known among applicants and which contributes to the perception for that IIM. It also tends to be self-perpetrating as the legacies are passed on.

In terms of practices followed at other IIMs, yes, one could say that we were the first to use the case method in India while Calcutta had a different academic approach. IIM Bangalore followed a system (of teaching and pedagogy) similar to that of IIM Calcutta but around 1992, it started moving closer to the case method. That happened because the IIMs are faculty driven institutions and a large number of faculty who joined IIM Bangalore back then took the collective decision to change the system.

Does one IIM look at the syllabus followed at other IIMs while developing courses?

It happens but not in a benchmarking mode. For example in finance, you have to begin from the elementary accounting, time value of money and so on. From that level, in a core course in finance, you have to take the batch to higher level on a number of topics within a specified number of sessions. The changes in core courses therefore are much less frequent as the core courses, by definition, try and cover a certain minimum required level of understanding of concepts, tools and techniques.

Unlike core courses, electives offer much more possibilities for changes and indeed, quite a lot of content change in the program takes place through electives.

So are the core courses the same across all IIMs?

Yes, they are largely the same.

Which means that the big chance to create a differentiator is in the second year.

Potentially yes, but in reality it is open issue as to how much differentiation can be brought about just through content changes. Real differentiation takes place only when there are large enough segments in the applicant group, recruiters (or users of the program) who self-select themselves to an institution based on the program content. If the segments within the user group (with respect to content) are small or are not supported by the underlying economics (payoffs are not commensurate), then the scope for differentiation degenerates into differentiation on price or payoffs and not on the content.

Who do you consider to be competitors of IIM Ahmedabad, locally and globally?

We don't know if we'd like to apply market dynamics to an institution like IIM Ahmedabad, but at the same time we know that there's definitely a lot to do at least globally. The issue of slotting the institution is difficult, given the fact that we are a faculty driven place and there are multiple dimensions involved. There is no overriding narrowly deinfed vision which is driving the institute in a certain direction, unlike some business schools here in India or abroad, which may have chosen to define their mandate narrowly. In fact, IIM is an Institute of Management and it chose not to be called a business school when it was set up.

You increased the PGP batch size from about 200 seats to nearly 280 seats. How has the expansion been and what were the challenges that you faced?

I don't think there was too much problem with increase in PGP. As of now, we have added PGP Executive and PGP-PMP. These courses are running on the same resource base of around 90 faculty, which has been IIM Ahmedabad's faculty strength for many years. The figure of 100 faculty seems to be a kind of a glass ceiling for Indian b-schools including IIMs and I think only one or two institutions may have crossed it temporarily and that too by hiring practitioners rather than academics.

How tough is it for you to get faculty?

There is a larger problem of quality faculty across all Indian business schools because the supply is very limited. Still, I would say that the problem is relatively less difficult for the three of us (IIM Ahmedabad, IIM Calcutta and IIM Bangalore) than it is for some others. The Fellowship program by IIMs was partly started for this reason and some of our faculty members are Fellows of IIMs. Had it not been there, we would have faced a bigger problem.

The CAT exam has had an element of surprise in the past two years and some feel that it is being to dislodge the coaching institutes' business. What is the thought process behind the changes in CAT pattern?

I cannot comment on that but I don't think it's being done to dislodge coaching institutes. The larger issue remains that we don't want people cracking the exam on the basis of the number of hours spent in a coaching institute.

We are gradually seeing IIM graduates refuse premium job offers because they want to start their own businesses. What do you think has sparked this off?

I have no clue on that and the numbers involved are still too small. If asked to speculate, then my guess is that as a society we in the middle class are coming out of survival mode. Many people in the current generation are less worried about getting a job, which was not so 15 to 20 years ago. If they're constantly asking themselves 'what use is the MBA program is to me?' then they're obviously in survival mode. But the moment they stop asking that kind of question and view the program as a learning opportunity and not just a route to get well paying jobs, they are open to trying out on their own as entrepreneur or in exploring various different ways in which they can pursue their interest.

Some well-known India schools have started domain-specific MBA courses to serve the need of specific sectors, like retail, aviation or stock markets. Do you see the IIMs offering similar tailor-made PGP?

I don't think so. If you're asking whether IIMA is sensitive to the needs of these sectors, then the answer is yes. We introduce electives for such sectors as and when there is a student demand. Really, it's all about packaging. The B-schools that you have in mind club a few relevant electives together in the second year and package it as a domain MBA.



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