News

Volume –14 Combined Issue

June 2012

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

Global Leadership Leadership in a Globalised World :

Summit, Mauritius Nurturing New Partners

Recognising &
Rewarding Excellence!
3rd AIMA Managing India Awards
Read More on Page No 27

Developing Strategies AAMO

Beyond Better For Risk: Council
Corporate
Excellence 05 Change
Leaders 09 St Gallen
Conference 41 Meeting,
Singapore 43
 ISSUE 14 June 2012

inside... "MANAGEMENT TIMES"

NEWSLETTER OF ALL INDIA MANAGEMENT ASSOCIATION

COVER STORY

23
AIMA GLOBAL
BUSINESS
LEADERS
SUMMIT
Leadership in a
Globalised World: 27
Nurturing New AIMA MANAGING
Partners
INDIA AWARD
AIMA NEWS AIMA NEWS Stalwarts of India

39
honoured at the third
41 edition of AIMA
42 ST. GALLEN
ND
STRATEGIES FOR RISK Managing India Awards.

SYMPOSIUM Be it governments or businesses, a strong risk management

AIMA participated with a high
profile delegation at the 42nd
Symposium in Switzerland
framework is the need of the hour for all to institutionalise the 45 AIMA SNAPSHOTS
practice of managing risks.
A presentation of
AIMA happenings for the
quarter.

53 LMA NEWS
Updates of the quarter from
the Local Management
Associations.

AIMA NEWS 59 WELCOME

43 61 EVENT CALENDAR
ASIAN ASSOCIATION ARTICLES

OF MANAGEMENT 05 09 13 18
ORGANISATION BEYOND DEVELOPING DEMYSTIFYING THE CHALLENGE
COUNCIL MEETING CORPORATE BETTER CHANGE SOCIAL FOR INDIAN
AAMO representatives got EXCELLENCE LEADERS MEDIA IT : FIRMS
together for the first AAMO An article by Putting leadership How senior Showcasing
Council Meeting in Singapore Dr Pradip development at leaders can Offshoring as a
Khandwalla, the heart of a harness social Value-creating
Former major operations- media to shape Proposition
Professor and improvement consumer
Director, IIM effort paid big decision making
Ahmedabad. dividends for a in predictable
global industrial ways.
company.

2
 from the
DG's Desk "MANAGEMENT TIMES"
NEWSLETTER OF ALL INDIA MANAGEMENT ASSOCIATION

VOLUME–14 COMBINED ISSUE

Dear Readers, JUNE 2012
It gives me great pleasure to present another issue of AIMA News – your window to AIMA’s world.

Rewarding excellence is an intrinsic part of AIMA’s mission. Every year AIMA honours individuals who AIMA OFFICE BEARERS
have made outstanding contributions in the world of management. Over the years, AIMA has instituted
PRESIDENT
several awards to celebrate achievements of Indian managers.
Mr Rajiv Vastupal
One of our popular accolades is the AIMA Managing India Awards. Chairman & Managing Director
AIMA Managing India Awards aim to recognise achievers who have changed the paradigm for Rajiv Petrochemicals Pvt Ltd
management thinking and effectiveness in their respective fields, and in doing so they have made
salient contribution to nation building. SENIOR VICE PRESIDENT
Mr D Shivakumar
Over the years, AIMA has conferred the Managing India Awards on several stalwarts from diverse fields.
Senior Vice President
They include the management icons Dr R P Goenka, Chairman Emeritus RPG Group; Mr Brijmohan Lall
Munjal, Chairman, Hero Group of Companies; Mr N R Narayana Murthy, Founder Chairman and Chief Nokia India, Middle East and Africa
Mentor, Infosys; and Mr Deepak Parekh, Chairman, HDFC. Philanthropist Ms Rajashree Birla,
VICE PRESIDENT
Chairperson, Aditya Birla Centre for Community Initiatives & Rural Development, and governance
pioneer Mr Nandan Nilekani, Chairman, Unique Identification Authority of India, have been honoured Dr Preetha Reddy
with these awards. Importantly, AIMA has celebrated the achievements of sportspersons and film Managing Director
makers too. Film directors Rajkumar Hirani, Zoya Akhtar and Abhinav Kashyap and cricketer Gautam Apollo Hospitals
Gambhir too have been feted on this platform.
TREASURER
This edition of AIMA News brings you a report on AIMA Managing India Awards 2012.
Mr P Dwarakanath
This issue also reports on AIMA-St Gallen Conference on Managing Risk, AIMA’s participation at the Director
AAMO meeting in Singapore and the St Gallen Symposium at Switzerland. Group Human Capital of Max India Ltd
In a significant initiative, AIMA organised the inaugural Global Business Leaders Summit in Mauritius on
IMMEDIATE PAST PRESIDENT
the theme of nurturing new markets. We identified Indian companies need for finding markets beyond
home and the traditional export markets of Europe and the US. We offered them an opportunity to come Mr Gautam Thapar
together in a country that offers easier access to the African markets and share leads and insights. The Chairman & CEO
Mauritius Summit hosted senior government officials from India and Mauritius in addition to several The Avantha Group
CEOs from India, Europe and Africa.
DIRECTOR GENERAL
AIMA will create another opportunity for Indian managers to build on their global competitiveness this Ms Rekha Sethi
July. We will hold a Global Advanced Management Programme for Indian managers in the USA. As you
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FEATURE

BEYOND
CORPORATE
EXCELLENCE
Pradip Khandwalla
Former Professor and Director,
Indian Institute of Management Ahmedabad

L
et me begin with contradictory statements made by two
great thinkers. The first is by Nicholas Machiavelli, the Italian
statesman and political philosopher: ‘He who makes a
profession of goodness quickly comes to grief in a world that is
bad’. The other is by Henry David Thoreau, the American
philosopher: ‘Goodness is the only investment that never fails’.
Where lies the truth vis-à-vis the business world?

Can business be good in a competitive, dog-eat-dog sort of

environment in which the unscrupulous greatly outnumber the
scrupulous? If your rival bribes officials and escapes paying excise
and sales tax, can you survive by paying both honestly? If your
rivals dump toxic wastes in a nearby river or canal, can you survive
by installing an expensive waste treatment plant? The short-term
consequences of being good can be quite painful. But I will argue
that in the long-term, and in our times, Thoreau may be right.

Let me share some concerns about the emerging market economy

5
FEATURE
in India and elsewhere. If we ignore the rot that has crept into the
market economy, we may all be in for another major disaster.
Consider the extent of business misconduct that has come to light
in the last few years. A number of corporations have been found to
engage in wrongdoing such as bribing government officials,
producing shoddy or even fake products, false and misleading
advertising, driving out competitors through unethical means,
conspiracies to fix prices, exploitation of employees,
especially gender-based and community-based discrimination, use
of strong arm methods to make customers or borrowers pay,
window-dressing of accounts to show higher profits and thereby
jack up stock prices, insider trading, and wrongfully influencing
government policies.
These concerns led me to wide search. I looked for examples of
companies that were high performers on the business front and
also were ethical and/or displayed high corporate social
responsibility. I also looked for research findings on the relationship
between decency and profitability. This relationship is crucial,
because in the business context, if decency leads to serious erosion
of profitability, few businessmen would risk taking the route of
decency. This enquiry led me to write a book, published in 2008,
titled Management of Corporate Greatness: Blending Goodness
with Greed. My focus was the management of corporate greatness.
To me, a great company was one that excelled at both business
performance and goodness. Based on case studies and research, I
found several management mechanisms for excelling at goodness,
and also several actions that enhanced business performance.
Corporate goodness amounts to following with commitment one
or more of various paths of humane management and enlightened
self-interest. These include corporate philanthropy, corporate social
responsibility, business ethics, domain development, corporate
democracy, and corporate spirituality.
Briefly, corporate philanthropy is donating for worthy causes. The
key choice in corporate philanthropy is whether to give on the
basis of outside pressure or fleeting compassion, or donate on the
basis of thought-through priorities and focus areas.
6
Corporate social responsibility is the conviction that the
corporation is a citizen, and like other citizens, owes to the wider
society a responsibility for benefiting society in return for all that
society does for its citizens, such as providing security, facilities for
education, health and leisure, various municipal services, etc. The
key choices in corporate social responsibility or CSR are whether to
have a clearly thought through social impact strategy, and what
would be priorities in this strategy. These priorities could include
community development, meeting national priorities, sustainable
development (‘greening’), and affirmative action.
Business ethics have to do with convictions about what is right and
wrong, and good and bad. Ethics codes can be based on such
religious premises as the Ten Commandments, the injunction of
the Gita to do one’s dharma without expectation of reward,
Christian injunction to love one’s neighbour as one’s own self, etc.
Ethics can also be based on modern good business practices, such
as ‘customer is the king’ ‘give best value for money’, ‘act fairly
towards all the corporate stakeholders’, etc.
Domain development is the corporation’s commitment to
improving the quality and strength of one’s industry as a whole,
such as by constructively participating in the industry association,
bailing out even one’s rivals in difficult times, collectively lobbying
the government for favourable treatment of the industry, creating
common use facilities, sharing one’s facilities even with one’s rivals,
joining a consortium of rivals to break into foreign markets, etc.
Corporate democracy amounts to giving voice in the affairs of the
company to all the key stakeholders. It involves such mechanisms
as workers’ participation in management through works councils
and joint labour-management committees, participative style of
top level decision making, employee stock option plans, appellate
mechanisms within the corporation for redressing employee
grievances, transparency in, and clear accountability for, corporate
actions, and staff entitlements that resemble civil rights, such as
the right to question management decisions, the right to form
associations, the right to participate in decisions concerning one’s
career in the company, etc.
Corporate spirituality is
commitment to such practices as
collective prayer, collective
meditation, and decision-making
after self-purification.
During my search for corporate
greatness, I noted around a
hundred cases of companies all
over the world, big and relatively
small, in a wide range of
manufacturing and service
industries, and in the developed as
well as in the emerging market
economies, that were profitable
and also treading one or the other
paths of goodness. Let me share
briefly the efforts of a few of these
companies.
FEATURE
Tokyo Electric Power Company, one of the world’s largest power
utility, had, in the mid-1990s, achieved sulphur and nitrogen oxide
emission rates of 0.4 grams per kwh, compared to 6.5 grams and
3.2 grams in the U.S. and Western Europe.
Johnson & Johnson of the U.S. was hit by a problem in 1982. Seven
persons died in the Chicago area because some outsider had laced
its Tylenol bottles with cyanide. The company withdrew all Tylenol
bottles from the entire U.S. market at a loss of $100 m. It deployed
2500 persons to deal with the problem and alert the public. In
contrast, Bristol-Myers, whose Excedrin tablets had been tampered
with in Denver, Colorado, withdrew tablets only from the Colorado
area, and there was no campaign to alert consumers.
Our own Tata Steel has had a long and outstanding record of
corporate social responsibility. It has beneficially impacted the lives
of several lacs of tribals living around its plants. It has also reduced
its energy and other inputs per ton of steel produced by around
15% during the past few years. It is also known for the way it
enables workers to participate in management through various
councils and committees.
There are several big-hearted small and medium-sized
companies that have also been trying to be decent
and profitable. As an example, Day Chocolate of Britain has been a
votary of Fair Trade Movement that fights for a fair deal for Third
World producers. For instance, cocoa growers in Nigeria, cocoa
being a key ingredient of chocolates, have been an exploited lot.
So Day Chocolate put two cocoa growers on its Board to make their
voice heard. Day Chocolate has been promoting community
development in Third World countries, and in its hiring has been
giving weight to those prospective employees who are aware of,
believe in the Fair Trade Movement, and have participated in
community development work in Third World countries.
Several commercially successful Indian companies have also
demonstrated strong corporate social responsibility. For instance,
by 2001 Gujarat Ambuja Cement had provided help to some 30000
farming and horticultural units, and set up 3 hospitals through its
foundation. HINDALCO, an Aditya Birla Group company, has
impacted some 120000 persons in over 100 villages by assisting in
watershed development, education, capacity building, literacy,
health, etc. National Mineral Development Corporation, a public
sector company, has also been very active in community
development. It has provided free medical care to some 50000
tribals, built over 30 bridges and culverts, given medical equipment
to local hospitals, trained rural youth for self-employment, and
built nearly 200 kilometers of local roads. These companies
demonstrate how inclusive corporate growth can be.
It is clear that despite hyper-competition, several companies can
demonstrate goodness in one way or another and yet remain
profitable. But a key question is: does commercial prosperity lead
to goodness, or the other way around? I looked for research
evidence for finding an answer to this question.
A number of studies in the West have tried to find out whether
corporate social responsibility is linked to business performance.
In the majority of the studies, a positive link was found. In a recent
7
FEATURE
study of nearly 400 American banks, the banks that were active in
CSR outperformed those whose CSR was below par. In another
American study of 650 companies, increased CSR was associated
with subsequent improvement in business performance, thus
suggesting a causal link from CSR to business performance. Other
studies have shown that at least in the West, both prospective job
seekers and prospective customers prefer a strong CSR company to
one with a bad record, and increasingly, mutual funds use a CSR
and ethics screen to screen out investments in bad companies.
Such investments may have crossed the three trillion-dollar mark
by now. Such a screen can buoy the market valuations of decent
companies. A further interesting finding is that CSR reduces the
financial risk of the company.
So if we put all the research findings together, decent companies
are likely to have more loyal customers and employees, better
profitability, and higher price/earnings ratios. Goodness pays
handsomely, even in India. Just look at the market valuations and
P/E ratios of decent companies like Infosys, Wipro, Lupin, Tata Steel,
several public sector companies like BHEL, and several Aditya Birla
Group companies, all attempting to work profitably but also
decently and do their bit for society.
Even corporate spirituality may have positive social and top and
bottom line consequences. It has been demonstrated time and
again, that when in a locality, TM is done together by a group,
crime and violence rates tend to fall. In several cities around the
world, this Maharishi Mahesh Yogi Effect led to reduction in serious
crime by about 20%. Even corporations may benefit from
synchronized TM. In one American chemicals and auto-parts
company, TM was tried out by a group of managers and other staff
at the same time and place for four years. Productivity rose by 54%
during this period, sales per employee by 88%, and absenteeism
declined by 89%!
It is clear that corporate goodness and strong business
performance can coexist, and goodness can also contribute to
business performance. I was intrigued by the question of how
goodness contributes to the top and bottom lines. The case of
Procter and Gamble (P&G), a big American MNC in the business of
consumer products, illustrates how this can happen.
P&G was no believer in corporate social responsibility in the 1970s
when its products were under attack in America because they
contained highly polluting phosphates. In their self-interest, P&G
invested some $130 m. in R&D to come up with phosphates-free
consumer products. The R&D was focused on the inputs that went
into its products, the manufacturing processes, and the products
that P&G produced and marketed. For instance, R&D found ways of
maintaining the absorptive capacity of tampons and diapers with
say one-third less materials. Less environmentally damaging inputs
were developed to substitute existing inputs. The plants were
reorganized in such a way that the waste products of one plant
became the inputs of the next, nearby plant. The form of the final
products was changed. For instance, detergents were dehydrated
to reduce bulk and therefore required much less packaging, and
re-useable packaging was developed to substitute large
containers. Success in these initiatives led P&G to become a
8
vociferous and important votary of sustainable development.
The model that emerges from my research is the following:
Corporate commitment to goodness eliminates some of the
unsavoury options available to the company and thus threatens its
profitability. This can motivate management to wide search for
goodness-related alternatives to current inputs, processes, outputs,
and activities. What has been taken for granted so far gets actively
questioned. This search – double loop learning in management
jargon - yields profitable options and innovations that can
strengthen both top and bottom lines. If these options are
effectively implemented, the corporation strengthens its top and
bottom lines. This in turn strengthens the corporation’s
commitment to decent conduct because such conduct is perceived
to be in its self-interest. If such conduct becomes widespread in
business, it can help create a humane business civilization that
promotes strong, caring and inclusive economic growth.
This therefore is the new paradigm of management that needs to
be propagated. This does not require businessmen to become
Gandhians. Gandhism requires a level of human excellence that
may be beyond the capacity of most businessmen. But enlightened
self-interest is not beyond their capacity. After all, many
entrepreneurs have turned to professional management because
they have found it to be in their self-interest. If they understand
that corporate goodness contributes to long-term corporate
business excellence, then a large number of businessmen could be
swayed away from dishonesty, exploitation and corruption to
ethics, corporate social responsibility, values, and democratic
functioning. Corporate conduct could get closer to what Gandhiji
had in mind when he advocated business trusteeship.
Let me conclude by coming back to the two contradictory
statements with which I started: Machiavelli’s view that goodness
in a bad world soon leads one to grief; and Thoreau’s statement
that goodness is the only investment that never fails. Let me try a
re-formulation for our times. Unless it changes its ways, a bad
company sooner or later will come to grief, while well-managed,
innovative goodness is an investment that may never fail.
Dr Pradip Khandwalla, Former Professor and
Director, Indian Institute of Management
Ahmedabad, was the recipient of this year’s
‘AIMA – Dr Ram Tarneja Award for Best
Article in Indian Management’. He has over
30 years experience and has been associated
with various prestigious institutions
including IIM – Ahmedabad, Carnegie-
Mellon University and University of
Pittsburgh in USA, McGill University in
Canada, and RVB International Institute of
Management in the Netherlands. A recipient of Ford Foundation
Doctoral Fellowship, Dr Khandwalla has authored many books and
published over 100 papers in leading journals and periodicals.
FEATURE
Developing
better
change
leaders
Putting leadership
development at the heart
of a major operations-
improvement effort paid
big dividends for a global
industrial company.
Aaron De Smet, Johanne Lavoie, and
Elizabeth Schwartz Hioe
F
ew companies can avoid big, periodic changes in the guts of
their business. Whatever the cause—market maturation, a
tough macroeconomic environment, creeping costs,
competitive struggles, or just a desire to improve—the potential
responses are familiar: restructure supply chains; rethink
relationships among sales, marketing, and other functions; boost
the efficiency of manufacturing or service operations (or
sometimes close them). Such changes start at the top and demand
a relentless focus on nitty-gritty business details from leaders up
and down the line.
Too often, however, senior executives overlook the “softer” skills
their leaders will need to disseminate changes throughout the
organization and make them stick. These skills include the ability to
keep managers and workers inspired when they feel overwhelmed,
to promote collaboration across organizational boundaries, or to
help managers embrace change programs through dialogue, not
dictation.
9
FEATURE
One global industrial company tackled these challenges by placing
leadership development at the center of a major operational-
improvement program that involved deploying a new production
system across 200 plants around the world. While the need for
operational change was clear—the performance of the company’s
factories was inconsistent and in many cases far below that of
competitors in terms of efficiency, productivity, and cost—so too
were the organizational obstacles. Drives for improvement, for
example, carried a stigma of incompetence; current performance
was considered “good enough”; conflict tended to be passive-
aggressive or was avoided entirely; and shop floor employees felt
that they were treated as cogs and that their supervisors were
enforcers. The effect of all this on employees was disengagement, a
lack of trust in senior management, and a pervasive fear of making
mistakes—a worry reinforced by the company’s strong culture of
safety and of risk aversion.
These challenges were impossible to ignore, and that was probably
a blessing in disguise: the senior team had to look beyond
technical improvements and focus on helping the company’s
leaders to master the personal behavioral changes needed to
support the operational ones. To that end, the company mounted
an intense, immersive, and individualized
leadership program.
The results are still unfolding, but after three years the company
estimates that the improvement program has already boosted
annual pretax operating income by about $1.5 billion a year.
Furthermore, executives see the new leadership behavior as crucial
to that ongoing success. Indeed, the senior executive who
launched the program believes that without the inclusion of
leadership development, it would have made only half the impact
it actually did. She adds that the company has seen a tenfold return
on its investment in each of the dozens of leaders trained thus far.
Scenes from the front lines of change
In this article, we’ll share the stories of three such leaders and
examine how the changes they made in their leadership styles
contributed to improved business results. Then we’ll step back and
offer a few general leadership-development principles that we
hope will be useful to other organizations contemplating large-
scale, transformational changes.
10
Making sourcing more efficient
An executive we’ll call Annie is the company’s director of sourcing
and logistics. Her charge: to help the sourcing operation improve
its performance, from the mid- to the first quartile, without
additional resources. Annie and her supervisor (the group’s vice
president) concluded that the way to achieve this goal was to
create a single global sourcing system instead of relying on the
existing patchwork of regional and divisional ones. This approach
would improve efficiency, take advantage of cheaper sources, and
cut interaction costs.
But that meant engaging a global group of stakeholders, many of
whom preferred acting independently. Some even mistrusted one
another. The vice president knew that this problem would be very
difficult for Annie; as he put it, “she used to move too fast, and
people would miss her train.” Somehow, Annie had to build the
skills—and quickly—to engage her colleagues on a journey where
turning back was not an option.
Annie realized she needed to engage them not just intellectually
but also emotionally, so they would become committed to the new
approach and understand why it was better, even though many
saw it as threatening to their autonomy and their ability to tailor
services to local needs. Annie also recognized that she had a strong
tendency to do all the work herself to ensure that it was done
quickly and correctly. Learning to overcome that inclination would
help her to articulate a more inspiring vision and bring more
people on board. Along with a colleague who was going through
leadership training at the same time, Annie worked on a number of
skills, such as how to keep discussions focused on solutions and
how to build on existing strengths to overcome resistance. She also
developed 20 coaching vignettes, which helped her bring to life
the mind-sets and behavior that had to change. These moves
helped Annie establish the new vocabulary she needed to
encourage colleagues to identify and eliminate issues that were
getting in the way of the new sourcing approach.
As more than 1,000 employees across four regions adopted the
FEATURE
new system, operational efficiencies quickly started to appear.
What’s more, the effort encouraged interpersonal interactions that
helped some employees overcome long-standing barriers to
collaboration. The vice president highlighted the way the effort had
encouraged North American employees to begin openly
addressing issues they had with colleagues at a logistics service
center in India, for example, and to move beyond mistrusting the
workers there and resenting them for holding “exported jobs.” Such
engagement skills spread across the network and began to take
hold.
As collaboration improved, the cost savings grew: within 18
months, the sourcing group had eliminated the need for 50
positions (and helped the workers who held them to get new jobs
elsewhere in the company). In the same time period,
benchmarking suggested that the group as a whole had achieved
first-quartile performance levels. What’s more, the experience
strengthened Annie as a manager. “My answer might have been
right before,” she says, “but it got richer. . . . I feel more confident. It
is not about needing to prove myself anymore. I have much greater
range and depth of influence.”
Boosting yields at a factory
Conor, as we’ll call one European plant manager, needed to boost
yields using the company’s new production system. In the past, the
industrial giant would have assigned engineers steeped in lean
production or Six Sigma to observe the shop floor, gather data, and
present a series of improvements. Conor would then have told
plant employees to implement the changes, while he gauged the
results—a method consistent with his own instinctive command-
and-control approach to leadership. But Conor and his superiors
quickly realized that the old way wouldn’t succeed: only employees
who actually did the work could identify the full range of efficiency
improvements necessary to meet the operational targets, and no
attempt to get them to do so would be taken seriously unless
Conor and his line leaders were more collaborative.
Workers were skeptical. A survey taken at about this time (in 2009)
showed that plant workers saw Conor and his team as distant and
untrustworthy. Moreover, the company couldn’t use salary
increases or overtime to boost morale, because of the ongoing
global economic crisis.
Conor’s leadership training gave him an opportunity to reflect on
the situation and provided simple steps he could take to improve it.
He began by getting out of his office, visiting the shop floor, and
really listening to the workers talk about their day-to-day
experiences, their workflows, how their machines functioned, and
where things went wrong. They’d kept all this information from him
before. He made a point of starting meetings by inviting those
present to speak, in part to encourage the group to find collective
solutions to its problems.
Conor explained: “As I shared what I thought and felt more openly, I
started to notice things I had not been aware of, as other people
became more open. We’d had the lean tools and good technology
for a long time. Transparency and openness were the real
breakthrough.” As the new atmosphere took hold, workers began
pointing out minor problems and additional areas for
improvement specific to their corners of the plant; within just a few
months its yields increased to 91 percent, from 87 percent. Today,
yields run at 93 percent.
Closing a plant
Pierre, as we’ll call him, was managing a plant in France during the
darkest days of the global financial crisis. His plant was soon to
close as demand from several of its core customers went into a
massive and seemingly irreversible tailspin. The company was in a
tricky spot: it needed the know-how of its French workers to help
transfer operations to a new production location in another
country, and despite its customers’ problems it still had €20 million
worth of orders to fulfill before the plant closed. Meanwhile,
tensions were running high in France: other companies’ plant
closures had sparked protests that in some cases led to violent
reactions from employees. Given the charged situation, most
11
FEATURE
companies were not telling workers about plant closures until the
last minute.
Pierre was understandably nervous as he went through leadership
training, where he focused intently on topics such as finding the
courage to use honesty when having difficult conversations, as well
as the value of empathic engagement. After a lengthy debate
among company executives, Pierre decided to approach the
situation with those values in mind. He announced the plant
closing nine months before it would take place and was open with
employees about his own fears. Pierre’s authenticity struck a chord
by giving voice to everyone’s thoughts and feelings. Moreover,
throughout the process of closing the plant, Pierre recounts, he
spent some 60 percent of his time on personal issues, most notably
working with his subordinates to assist the displaced workers in
finding new jobs and providing them with individual support and
mentoring (something other companies weren’t doing). He spent
only about 40 percent on business issues related to the closure.
This honest engagement worked. Over the next nine months, the
plant stayed open and fulfilled its orders, even as its workers
ensured that their replacements in the new plant had the
information they needed to carry on. It was the only plant in the
industry to avoid violence and lockouts.
Lessons observed
While every change program is unique, the experiences of the
industrial company’s managers offer insights into many of the
factors that, we find, make it possible to sustain a profound
transformation. Far too often, leaders ask everyone else to change,
but in reality this usually isn’t possible until they first change
themselves.
Tie training to business goals. Leadership training can seem
vaporous when not applied to actual problems in the workplace.
The industrial company’s focus on teaching Pierre to have
courageous conversations just as the ability to do so would be
useful, for instance, was crucial as Pierre made arrangements to
12
close his plant. In the words of another
senior executive we spoke with, “If this were
just a social experiment, it would be a
waste of time. People need a ‘big, hairy
goal’ and a context to apply these ideas.”
Build on strengths. The company chose to
train managers who were influential in
areas crucial to the overall transformation
and already had some of the desired
behavior—in essence, “positive deviants.”
The training itself focused on personal
mastery, such as learning to recognize and
shift limiting mind-sets, turning difficult
conversations into learning opportunities,
and building on existing interpersonal
strengths and managerial optimism to help
broadly engage the organization.
Ensure sponsorship. Giving training
participants access to formal senior-
executive sponsors who can tell them hard
truths is vital in helping participants to change how they lead.
Moreover, the relationship often benefits the sponsor too. The
operations vice president who encouraged Annie, for example,
later asked her to teach him and his executive team some of the
skills she had learned during her training.
Create networks of change leaders. Change programs falter when
early successes remain isolated in organizational silos. To combat
this problem, the industrial company deployed its leadership-
development program globally to create a critical mass of leaders
who shared the same vocabulary and could collaborate across
geographic and organizational boundaries more effectively.
When Annie ran into trouble implementing the changes in some of
the company’s locations in Asia, the personal network she’d created
came to her rescue. A plant manager from Brazil, who had gone
through the training with Annie, didn’t hesitate to get on a plane
and spend a week helping the Asian supply chain leaders work
through their problems. The company allowed him to do so even
though this visit had nothing to do with his formal job
responsibilities, thus sending an important signal that these
changes were important.
Another tactic the company employed was the creation of formal
“mini-advisory boards”: groups of six executives, with diverse
cultural and business perspectives, who went through leadership
training together. The mutual trust these teammates developed
made them good coaches for one another. Pierre, for example,
reported getting useful advice from his board as he finalized his
plans to talk with his plant employees. The boards also provide
much-needed emotional support: “The hardest part of being at the
forefront of change is just putting your shoes on every day,” noted
one manager we talked to. “Getting together helps me do that.”
This article was originally published in McKinsey Quarterly,
www.mckinseyquarterly.com. Copyright (c) 2012 McKinsey & Company.
All rights reserved. Reprinted by permission.
DEMYSTIFYING SOCIAL MEDIA
As the marketing power of social media grows, it no longer makes sense to treat it as an
experiment. Here’s how senior leaders can harness social media to shape consumer decision
making in predictable ways.
Roxane Divol, David Edelman, and Hugo Sarrazin

E xecutives certainly know what social media is. After all, if

Facebook users constituted a country, it would be the
world’s third largest, behind China and India. Executives can
even claim to know what makes social media so potent: its ability
to amplify word-of-mouth effects. Yet the vast majority of
executives have no idea how to harness social media’s power.
Companies diligently establish Twitter feeds and branded
Facebook pages, but few have a deep understanding of exactly
how social media interacts with consumers to expand product and
brand recognition, drive sales and profitability, and engender
loyalty.
We believe there are two interrelated reasons why social media
remains an enigma wrapped in a riddle for many executives,
particularly nonmarketers. The first is its seemingly nebulous
nature. It’s no secret that consumers increasingly go online to
discuss products and brands, seek advice, and offer guidance. Yet
it’s often difficult to see where and how to influence these
conversations, which take place across an ever-growing variety of
platforms, among diverse and dispersed communities, and may
occur either with lightning speed or over the course of months.
Second, there’s no single measure of social media’s financial impact,
and many companies find that it’s difficult to justify devoting
significant resources—financial or human—to an activity whose
precise effect remains unclear.
What we hope to do here is to demystify social media. We have
identified its four primary functions—to monitor, respond, amplify,
and lead consumer behavior—and linked them to the journey
consumers undertake when making purchasing decisions. Being
able to identify exactly how, when, and where social media

13
FEATURE

influences consumers helps executives to craft marketing
strategies that take advantage of social media’s unique ability to
engage with customers. It should also help leaders develop,
launch, and demonstrate the financial impact of social-media
campaigns.
In short, today’s chief executive can no longer treat social media as
a side activity run solely by managers in marketing or public
relations. It’s much more than simply another form of paid
marketing, and it demands more too: a clear framework to help
CEOs and other top executives evaluate investments in it, a plan for
building support infrastructure, and performance-management
systems to help leaders smartly scale their social presence.
Companies that have these three elements in place can create
critical new brand assets (such as content from customers or
insights from their feedback), open up new channels for
interactions (Twitter-based customer service, Facebook news
feeds), and completely reposition a brand through the way its
employees interact with customers or other parties.
The social consumer decision journey
Companies have quickly learned that social media works: 39
percent of companies we’ve surveyed already use social-media
services as their primary digital tool to reach customers, and that
percentage is expected to rise to 47 percent within the next four
years.1 Fueling this growth is a growing list of success stories from
mainstream companies:
Creating buzz: Eighteen months before Ford reentered the US
subcompact-car market with its Fiesta model, it began a broad
marketing campaign called the Fiesta Movement. A major element
involved giving 100 social-media influencers a European model of
the car, having them complete “missions,” and asking them to
document their experiences on various social channels. Videos
related to the Fiesta campaign generated 6.5 million views on
YouTube, and Ford received 50,000 requests for information about
the vehicle, primarily from non-Ford drivers. When it finally became
available to the public, in late 2010, some 10,000 cars sold in the
first six days.
Learning from customers: PepsiCo has used social networks to
gather customer insights via its DEWmocracy promotions, which
have led to the creation of new varieties of its Mountain Dew
brand. Since 2008, the company has sold more than 36 million
cases of them.

Social media enables targeted marketing responses at individual

touch points along the cousumer decision journey

1. Monitor 2. Respond 3. Amplify 4. Lead

Social channels for to consumers' current positive changes in sentimentt
trends, insights comments activity/tone or behavior

Consider Brand monitoring Crisis Referrals and Brand content

management recommendations awareness

Evaluate Product launches

Steps in the consumer decision journey

Buy Targeted deals,

offers

Ecperience Customer service Fostering Customer input

communities

Advocate Brand advocacy

Bond

14
FEATURE
Targeting customers: Levi Strauss has used social media to offer
location-specific deals. In one instance, direct interactions with just
400 consumers led 1,600 people to turn up at the company’s
stores— an example of social media’s word-of-mouth effect.
Yet countless others have failed to match these successes: knowing
that something works and understanding how it works are very
different things. As the number of companies with Facebook pages,
Twitter feeds, or online communities continues to grow, we think
it’s time for leaders to remind themselves how social media
connects with an organization’s broader marketing mission.
Marketing’s primary goal is to reach consumers at the moments, or
touch points, that influence their purchasing behavior. Almost
three years ago, our colleagues proposed a framework—the
“consumer decision journey”—for understanding how consumers
interact with companies during purchase decisions.2 Expressing
consumer behavior as a winding journey with multiple feedback
loops, this new framework was different from the traditional
description of consumer purchasing behavior as a linear march
through a funnel. Social media is a unique component of the
consumer decision journey: it’s the only form of marketing that can
touch consumers at each and every stage, from when they’re
pondering brands and products right through the period after a
purchase, as their experience influences the brands they prefer and
their potential advocacy influences others.
The fact that social media can influence customers at every stage of
the journey doesn’t mean that it should. Depending on the
company and industry, some touch points are more important to
competitive advantage than others.3 What’s more, our work with
dozens of companies adapting to the new marketing environment
strongly suggests that the most powerful social-media strategies
focus on a limited number of marketing responses closely related
to individual touch points along the consumer decision journey.
The ten most important responses, range from providing customer
service to fostering online communities. One of those
ten—monitoring what people say about your brand—is so
important that we see it as a core function of social media, relevant
across the entire consumer decision journey. The remaining nine
responses, organized in three clusters in the exhibit, underpin
efforts to use social media to respond to consumer comments, to
amplify positive sentiment and activity, and to lead changes in the
behavior and mind-sets of consumers.
1. Monitor
Gatorade, a sports drink manufactured by PepsiCo, has been
diligently working toward its goal of becoming the “largest
participatory brand in the world.” It has created a Chicago-based
“war room” within its marketing department to monitor the brand
in real time across social media. There are seats where team
members can track custom-built data visualizations and
dashboards (including terms related to the brand, sponsored
athletes, and competitors) and run sentiment analyses around
product and campaign launches. Every day, all of this feedback is
integrated into products and marketing—for example, by helping
to optimize the landing page on the company’s Web site. Since the
war room’s creation, the average traffic to Gatorade’s online
properties, the length of visitor interactions, and viral sharing from
campaigns have all more than doubled.
Such brand monitoring—simply knowing what’s said online about
your products and services—should be a default social-media
function, taking place constantly. Even without engaging
consumers directly, companies can glean insights from an effective
monitoring program that informs everything from product design
to marketing and provides advance warning of potentially negative
publicity. It’s also critical to communicate such feedback within the
business quickly: whoever is charged with brand monitoring must
ensure that information reaches relevant functions, such as
communications, design, marketing, public relations, or risk.
2. Respond
Valuable though it is to learn how you are doing and what to
improve, broad and passive monitoring is only a start. Pinpointing
conversations for responding at a personal level is another form of
social-media engagement. This kind of response can certainly be
positive if it’s done to provide customer service or to uncover sales
leads. Most often, though, responding is a part of crisis
management.
Last year, for example, a hoax photograph posted online claimed
that McDonald’s was charging African-Americans an additional
service fee. The hoax first appeared on Twitter, where the image
rapidly went viral just before the weekend as was retweeted with
the hashtag #seriouslymcdonalds. It turned out to be a working
weekend for the McDonald’s social-media team. On Saturday, the
company’s director of social media released a statement through
Twitter declaring the photograph to be a hoax and asking key
influencers to “please let your followers know.” The company
continued to reinforce that message throughout the weekend,
even responding personally to concerned Tweeters. By Sunday, the
number of people who believed the image to be authentic had
dwindled, and McDonald’s stock price rose 5 percent the following
day.
15
FEATURE

Responding in order to counter negative comments and reinforce 4. Lead

positive ones will only increase in importance. The responsibility for
Social media can be used most proactively to lead consumers
taking action may fall on functions outside marketing, and the
toward long-term behavioral changes. In the early stages of the
message will differ depending on the situation. No response can be
consumer decision journey, this may involve boosting brand
quick enough, and the ability to act rapidly requires the constant,
awareness by driving Web traffic to content about existing
proactive monitoring of social media—on weekends too. By
products and services. When grooming-products group Old Spice
responding rapidly, transparently, and honestly, companies can
introduced its Old Spice Man character to viewers, during the US
positively influence consumer sentiment and behavior.
National Football League’s 2010 Super Bowl, for example, the
3. Amplify company’s ambition was to increase its reach and relevance to
both men and women. The commercial became a phenomenon:
“Amplification” involves designing your marketing activities to have
starring former player Isaiah Mustafa, it got more than 19 million
an inherently social motivator that spurs broader engagement and
hits across all platforms, and year-on-year sales for the company’s
sharing. This approach means more than merely reaching the end
products jumped by 27 percent within six months.
of planning a marketing campaign and then thinking that “we
should do something social”—say, uploading a television Marketers also can use social media to generate buzz through
commercial to YouTube. It means that the core concepts for product launches, as Ford did in launching its Fiesta vehicle in the
campaigns must invite customers into an experience that they can United States. For example, social media played an integral role in
choose to extend by joining a conversation with the brand, the success of “Small Business Saturday,” the US shopping
product, fellow users, and other enthusiasts. It means having promotion created by American Express for the weekend
ongoing programs that share new content with customers and immediately following Thanksgiving (for American Express CMO
provide opportunities for sharing back. It means offering John Hayes’s perspective on that launch, see “How we see it: Three
experiences that customers will feel great about sharing, because senior executives on the future of marketing,” on
they gain a badge of honor by publicizing content that piques the mckinseyquarterly.com). In addition, when consumers are ready to
interest of others. buy, companies can promote time-sensitive targeted deals and
offers through social media to generate traffic and sales. Online
In the initial phases of the consumer decision journey, when
menswear company Bonobos, for example, provided an incentive
consumers sift through brands and products to determine their
for its Twitter followers by unlocking a discount code after its
preferred options, referrals and recommendations are powerful
messages were resent a certain number of times. As a result of this
social-media tools. A simple example is the way online deal sites
effort, almost 100 consumers bought products from the site for the
such as Groupon and Gilt Groupe provide consumers with credit
first time. The campaign delivered a 1,200 percent return on
for each first-time purchaser they refer. Our research shows that
investment in just 24 hours.
such direct recommendations from peers generate engagement
rates some 30 times higher than traditional online advertising Finally, social media can solicit consumer input after the purchase.
does. This ability to gain product-development insights from customers
in a relatively inexpensive way is emerging as one of social media’s
Once a consumer has decided which product to buy and makes a
most significant advantages. Intuit, for example, has its community
purchase, companies can use social media to amplify their
engagement and foster loyalty. When Starbucks wanted to increase
awareness of its brand, for example, it launched a competition
challenging users to be the first to tweet a photograph of one of
the new advertising posters that the company had placed in six
major US cities, providing winners with a $20 gift card. This social-
media brand advocacy effort delivered a marketing punch that
significantly outweighed its budget. Starbucks said that the effort
was “the difference between launching with millions of dollars
versus millions of fans.”
Marketers also can foster communities around their brands and
products, both to reinforce the belief of consumers that they made
a smart decision and to provide guidance for getting the most from
a purchase. Software company Intuit, for example, launched
customer service forums for its Quicken and QuickBooks personal-
finance software so users could help one another with product
issues. The result? Users rather than Intuit employees answer about
80 percent of the questions, and the company has employed user
comments to make dozens of significant changes to its software.

16
FEATURE
forums. Starbucks uses MyStarbucksIdea.com to collect its
customers’ views about improving the company’s products and
services and then aggregates submitted ideas and prominently
displays them on a dedicated Web site. That site groups ideas by
product, experience, and involvement; ranks user participation; and
shows ideas actively under consideration by the company and
those that have been implemented.
Converting knowledge to action
Despite offering numerous opportunities to influence consumers,
social media still accounts for less than 1 percent of an average
marketing budget, in our experience. Many chief marketing officers
say that they want to increase that share to 5 percent. One problem
is that a lot of senior executives know little about social media. But
the main obstacle is the perception that the return on investment
(ROI) from such initiatives is uncertain.
Without a clear sense of the value social media creates, it’s perhaps
not surprising that so many CEOs and other senior executives don’t
feel comfortable when their companies go beyond mere
“experiments” with social-media strategy. Yet we can measure the
impact of social media well beyond straight volume and consumer-
sentiment metrics; in fact, we can precisely determine the buzz
surrounding a product or brand and then calculate how social
media drives purchasing behavior. To do so—and then ensure that
social media complements broader marketing
strategies—companies must obviously coordinate data, tools,
technology, and talent across multiple functions. In many cases,
senior business leaders must open up their agendas and recognize
the importance of supporting and even undertaking initiatives that
may traditionally have been left to the chief marketing officer. As
our colleagues noted last year, “we’re all marketers now.”
Consider the experience of a telecommunications company that
proactively adopted social media but had no idea if its efforts were
working. The company had launched Twitter-based customer
service capabilities, several promotional campaigns built around
social contests, a fan page with discounts and tech tips, and an
active response program to engage with people speaking about
the brand. In social-media terms, the investment was relatively
large, and the company’s senior executives wanted more than
anecdotal evidence that the strategy was paying off. As a starting
point, to ensure that the company was doing a quality job
designing and executing its social presence, it benchmarked its
efforts against approaches used by other companies known to be
successful in social media. It then advanced the following
hypotheses:
• If all of these social-media activities improve general service
perceptions about the brand, that improvement should be
reflected in a higher volume of positive online posts.7
• If social sharing is effective, added clicks and traffic should
result in higher search placements.
• If both of these assumptions hold true, social-media activity
should help drive sales—ideally, at a rate even higher than the
company could achieve with its average gross rating point
(GRP) of advertising expenditures.
The company then tested its options. At various times, it spent less
money on conventional advertising, especially as social-media
activity ramped up, and it modeled the rising positive sentiment
and higher search positions just as it would using traditional
metrics. The company concluded that social-media activity not only
boosted sales but also had higher ROIs than traditional marketing
did. Thus, while the company took a risk by shifting emphasis
toward social-media efforts before it had data confirming that this
was the correct course, the bet paid off. What’s more, the analytic
baseline now in place has given the company confidence to
continue exploring a growing role for social media.
In other cases, social media may have a more specific role, such as
helping to launch a new product or to mitigate negative word of
mouth. Similar types of analyses can focus on mixing the impact of
buzz, search, and traffic; correlating that with sales or renewals (or
whatever the key metric may be); and then gauging the result
against total costs. This approach can give executives the
confidence and focus they need to invest more money, time, and
resources in social media.
As these social-media activities gain scale, the challenges center
less around justifying funding and more around organizational
issues such as developing the right processes and governance
structure, identifying clear roles—for all involved in social-media
strategy, from marketing to customer service to product
development—and bolstering the talent base, and improving
performance standards. New capabilities abound, and social-media
best practices are barely starting to emerge. We do know this:
because social-media influences every element of the consumer
decision journey, communication must take place between as well
as within functions. That complicates lines of reporting and
decision-making authority.
If insights from monitoring social media are relevant to
nonmarketing functions such as product development, for
instance, how will you identify and disseminate that information
efficiently and effectively—and then ensure that it gets used? If you
spot an opportunity to have a meaningful conversation with a key
influencer, how will you quickly engage the right senior executive
to follow through? If you recognize a fast-moving service concern,
how will you respond rapidly and openly—and when should you
do so outside the traditional service organization? Senior
executives across the company must recognize and begin to
answer such questions.
Social media is extending the disruptive impact of the digital era
across a broad range of functions. Meanwhile, the perceived lack of
metrics, the fear, and the limited sense of what’s possible are
eroding. Executives can identify the functions, touch points, and
goals of social-media activities, as well as craft approaches to
measure their impact and manage their risks. The time is ripe for
executive-suite discussions on how to lead and to learn from
people within your company, marketers outside it, and, most of all,
your customers.
This article was originally published in McKinsey Quarterly,
www.mckinseyquarterly.com. Copyright (c) 2012 McKinsey &
Company. All rights reserved. Reprinted by permission.
17
FEATURE

The Challenge
for Indian IT
Firms:
Showcasing Offshoring as a
Value-creating
Proposition
Published:
April 11, 2012 in India Knowledge@Wharton

T ata Consultancy Services (TCS), India's largest information

technology firm and part of the US$84 billion Tata Group, is
the latest in a line of Indian IT companies to come under the
scrutiny of the U.S. legal system. A court in California recently
granted class action status to a lawsuit filed against the Mumbai-
headquartered US$8 billion-plus firm. The case against TCS was
filed by two employees in 2006 and relates to tax refunds and
payment of full wages. TCS has been accused of breaching
employment contracts and violation of the California Labor Code.
Indian employees of TCS who were working in California from 2002
to 2005 are eligible to join the lawsuit.
TCS is in a silent period until the end of the month when its
earnings announcement will be made. In an official statement the
company has said: "We have received the order of the U.S. District
Court. This is an order only on one procedural matter and does not
address the merits of this case. TCS continues to believe that when
this matter concludes, the court will find that the plaintiff's claims
are without any merit.
" If the case were to be decided against TCS, it could result in
significant damage to the company -- not just in financial terms,
but also with respect to its brand equity.
Another Indian firm facing legal struggles in America is L&T
Infotech, which belongs to the engineering and construction
conglomerate Larsen & Toubro (L&T). An employee of the firm
recently filed a case in a New Jersey court accusing the Indian
company of violating immigration laws and fabricating documents.
There is also an earlier charge of gender discrimination filed against
the company in U.S. courts.
Last year, Infosys Technologies was the first big IT firm from India to
come under the American legal radar. The case created shock
waves back in the home country: Infosys,
which is highly regarded by many for its transparency, ethics and
corporate governance, was accused by an American employee of
misusing H1B visas. The case is due to come up for a hearing in
August this year.
In an interview with India Knowledge@Wharton in May 2011,
Infosys chairman emeritus N.R. Narayana Murthy did not elaborate
too much on the issue. All Murthy said was: "That is under
investigation right now. We have hired a well-known legal
enterprise in the U.S. It is work in progress. We don't know the
details and whether there is any issue at all. So at this point of time,

18
FEATURE
I am not able to comment."
According to New York-based Cyrus Mehta, immigration lawyer and
founder of Cyrus D. Mehta & Associates, the litigation doesn't have
anything to do with anti-India sentiments in the U.S. Lawyers, he
says, are always looking at ways of bringing novel legal claims on
behalf of employees. In a report in the business daily The Economic
Times, Mehta said: "Indian firms seem to have become easy targets.
This is because tax and visa rules involving foreign workers on
temporary visas, who are also employees of IT firms in India, are
amorphous and subject to varying interpretation."
T. V. Mohandas Pai, former head of human resources at Infosys,
suggests that it is the success of Indian IT firms that is attracting
attention. "I see it as symptomatic of what happens to successful
companies in America," he says. "So far, Indian firms have been
below the radar. But now that they are bigger, and also visible
thanks to the politicians going after them, the lawyers are moving
in." Pai does not see the lawsuits as being racially motivated,
however. "This could happen to any company from any country."
Given the growth of the Indian IT industry, Pai expects more Indian
firms to attract legal attention in the future. "They will face the heat
on job discrimination, gender discrimination and age
discrimination. They will face the heat on everything possible.
Indian firms are now getting exposed to the pressures of doing
business in America. This sort of thing does not happen so much in
Europe."
Assessing Impact
Meanwhile, the National Association of Software and Services
Companies (Nasscom), an industry association of IT-BPO firms in
India, is on a lobbying drive. In a move to counter the popular
perception in the U.S. that Indian firms are taking jobs away from
Americans, Nasscom recently released a report in Washington
showcasing the Indian IT-BPO industry's contributions to the U.S.
economy.
19
FEATURE

According to the report, titled "India's Tech Industry in the U.S.,"

Indian IT-BPO firms have created around 280,000 jobs in the U.S.
Three out of every four of these jobs are held by U.S. residents, the
report said, the firms have invested more than US$5 billion through
128 acquisitions, and have also contributed more than US$15
billion to the U.S. Treasury. The report notes that while the overall
unemployment rate in the U.S. is at 9%, it is 4% for the tech sector.
During the recession, instead of reducing headcount, Indian firms
were able to add jobs and hire locals in the U.S. The report also
highlights the CSR activities of Indian firms.

Som Mittal, chairman of Nasscom, explains that over the years, the
Indian tech industry's business model has evolved significantly. He
notes that in addition to providing speedy service and cost savings,
Indian firms are now adding more value to clients in terms of
transforming their businesses. Providing such services
requires contextual data, domain expertise and
employees working in the same time
zone as their clients. Indian firms
have been developing

this capability locally, both

organically and through
acquisitions. "There is always a lot
of noise about offshoring," Mittal
adds. "Through this report we
wanted to share our perspective
and let people know how this industry also contributes to the
American economy and society."
In the India IT market, American companies play a huge role and
have very large market shares, Mittal adds. Some of the largest
outsourcing deals have gone to the multinationals. "We don't make
an issue about it. It has to be a two-way street," says Mittal.
Amneet Singh, vice president of global sourcing at advisory and
research firm Everest Group, says releasing the report was a
positive move by Nasscom. "This is an integral part of Nasscom's
role as an industry body. Such measures to influence policy makers
are common by industry organizations in the U.S. Hopefully this
will make the policy makers think of offshoring more broadly rather
than as just a role substitution." Pai points out that "America is a
democracy made up of competitive lobbies," noting that "it doesn't
matter how good or bad you are. What matters is how well you
lobby." Pai adds that although the report is a step in the right
direction, much more needs to be done on this front by both
Nasscom and Indian IT firms.
A Varied Response
According to Ravi Aron, a professor at the Johns Hopkins Carey
Business School, when senior executives in American organizations
offshore jobs, they face considerable resistance and political
pressure from the rank and file including, but not limited to,
unionized workers. "This report could provide some cover for them
in blunting that resistance and social pressure," Aron says. However,
regarding the impact of Nasscom's report on policy makers, Aron
points out that they fall into several categories and the impact will
depend on which category they belong to.
Aron notes that non-politically affiliated academic economists do
not need convincing about the benefits of free trade. They will
acknowledge that trade redistributes jobs and that Indian
companies do hire Americans and create some jobs abroad.
Economists affiliated with organized labor or representing labor
industries, however, will not buy the argument that Indian
companies hire Americans abroad, Aron notes. They will point out
that there was more than ten-fold growth in the number of
technical workers employed by Indian companies between 1982
and 2012. They will also contend that at least 40% of these workers
had direct U.S. counterparts and that their jobs were moved to
India to benefit from wage arbitrage. A few labor economists will
advocate the direct imposition of protectionist tariffs, while others
will advocate measures that indirectly raise the cost of offshoring.
Most U.S. politicians need no persuasion that trade and low cost
manufacturing or services benefit the U.S. economy, Aron says.
Where they are concerned about job losses, they will be far more
concerned about China than India. A few politicians who are pro-
labor will point out that the jobs lost to India are far greater in
number than the jobs created in the U.S. by Indian companies.
Aaron adds that a few politicians who are socially conservative will
oppose trade simply because it involves deep engagements with
"foreigners" and the movement of "foreign" goods into the U.S.
According to Aron, there are very few significant efforts to curtail
the offshoring of jobs by the U.S. He points out that while
politicians may ratchet up the volume and indulge in fiery rhetoric,
"the facts on the ground are that the U.S. does not interfere in the
running of corporations in the private sector and it has no
legislation that dampens offshoring." Aron further notes that: "The
U.S. has not imposed duties; it does not interfere with India's

20
FEATURE
currency regime and in general has not imposed any regulatory
fetters on trade with India. Far greater damage to the prospects of
Indian firms exporting and competing with their global
counterparts is being done by the government of India and its
policies."
Amberish Dasgupta, executive director for consulting at
PricewaterhouseCoopers offers another perspective. He says that
the Nasscom report is not likely to have any information that is not
known by U.S. policy makers or industry captains. "Their own
research would be far more detailed so I don't see it having any
significant impact." Dasgupta adds, though, that the report could
have an impact on other countries. "Looking at the contribution
that Indian IT-BPO firms have made in the U.S., other countries may
be attracted to invite them."
According to Dasgupta, Indian IT firms in the U.S. need to focus a
lot more on solving the complex business problems of their clients
and moving further up the value chain. "They need to bring in
larger business benefits to the U.S. corporations and thereby to the
country's economy. That will be a much better story to showcase,"
he states. Pai disagrees. He points out that while it is true that
Indian firms can do more high-value-addition work, the companies
are already on that path. "Indian IT firms have been bringing
benefits to American firms for the past 15-20 years by reducing
their costs substantially," he adds.
The biggest shortcoming of Indian firms is that they have not made
adequate investments in acquiring a deep local presence and
hiring senior American executives with strong standing in the
community, Pai notes. "The Japanese automobile companies went
through the same problem many years ago," Pai says. "They sent
Japanese expats to the U.S. and they all got butchered. It's very
important when you go to another country that the leadership
team is localized and that they are able to speak up for you."
Republished with permission from Knowledge@Wharton
(http://knowledge.wharton.upenn.edu), the online research and
business analysis journal of the Wharton School of the University of
Pennsylvania.
21
AIMA NEWS

(L-R) Rekha Sethi, Director General, AIMA; T P Seetharam, High Commissioner of India to Mauritius; Sachin Pilot, Minister of State for Communications and IT, India;
Cader Sayed-Hossen, Minister of Industry, Commerce and Consumer Protection, Mauritius and Gautam Thapar, Summit Chairman and Chairman & CEO, The Avantha Group

AIMA Global Business

Leaders Summit
A IMA brought together eminent business and political
leaders from India, Mauritius and South Africa at its
inaugural Global Business Leaders Summit in Mauritius on
30 May 2012. The objective of the summit was to consider the
and Mauritian Management Association.

The eminent business and political leaders from India, Mauritius

and South Africa leaders agreed that the world economy was not
only in severe distress, it was also changing fundamentally, and
challenges to global business leadership and the need to nurture
enterprises urgently needed to grasp this new reality and make the
new partners.
necessary adjustments.
In a special plenary session, Xavier-Luc Duval, Vice Prime Minister of
Sachin Pilot, Minister of State for Communications and IT, India
Mauritius and also the country’s Minister of Finance and Economic
argued for increasing use of information and communication
Development, expounded on Mauritius’ strategy of diversifying its
technologies to eke out growth in the present sluggishness.
economy to grow and become globally competitive. He said,
Improvement in business efficiency and innovation in products
“Mauritius has one of the most stringent anti-money laundering
and services were the key to growth, he remarked. "Innovation
legislation in the world.” He also added, "A tax information
must be automatic in a changing environment. Companies who are
exchange agreement will be ratified through negotiations on the
not aware of the global events will not be able to adapt," he said.
DTAA, which aims at addressing India's concerns through win-win
and mutually agreeable solutions. Mauritius has always been a Investment, introducing the Summit, AIMA Director General,
collaborative jurisdictive and will remain so". Rekha Sethi emphasised the need for increased dialogue
among business leaders of the emerging economies in order to
In a first of its kind, AIMA brought together a power- packed panel
accelerate the intra-emerging economies engagement. The
to discuss debate and deliberate the need for strong leadership in
Summit Chairman and Past President, AIMA, Gautam Thapar said,
emerging economies under the theme Leadership in a Globalised
"The global economy has known hard times and business leaders
World: Nurturing New Partners at Mauritius. The summit was
are therefore called upon to change the way they do business. They
organised in partnership with the Indian High Commission,
must think of management strategies that are suitable for the
Mauritius, Enterprise Mauritius and the Board of Mauritius. It was
environment," he said.
supported by the Mauritius Chamber of Commerce and Industry

23
AIMA NEWS

Emphasising the importance of emerging economies in ensuring
global prosperity, Cader Sayed-Hossen, Minister of Industry,
Commerce and Consumer Protection, Mauritius, said that Mauritius
could form a triad with India and Africa and pointed out, "Business
leaders and professionals of management must interact, share their
experience and have a better understanding of the subjects which
have an impact on their activities," he said.
India's High Commissioner to Mauritius, TP Seetharam reminded
the summit of India's economic and strategic ties with
Mauritius.The summit also saw top economic officials of Mauritian
Government assuring the business leaders of policy and regulatory
encouragement to adjust to the new global economic realities.
They appreciated AIMA's efforts to provide a platform to global
business leaders to discuss the changing environment and identify
ways to overcome the present challenges.
Dev Chamroo, CEO, Enterprise Mauritius commended AIMA for
organising the summit. "In a fast globalising world economy
networking and experience sharing are as important as invention
and innovation.This summit will provide the ideal platform to meet,
share experiences and above all discuss business possibilities. It is a
must attend event for the captains of the industry," he said.
Underscoring that globalisation had altered the dynamics of the
world, Ken Poonoosamy, Managing Director, Board of Investment,
Mauritius, said that the summit was timed perfectly as it could
provide some answers to the world's seemingly intractable
problems. "The spectrum of thought leaders that will be gathered
can only lead to a confluence of ideas that will prove to be
beneficial to address tomorrow's challenges," he said.
Game changing business models
The next wave of strategies required by business leaders to keep
the Emerging Markets include developing relationships with non-
traditional partners, co inventing custom solutions, and building
local capacity with innovative practices.
The new realities of the global economy have made it imperative
that the world doesn't remain dependent only on the developed
nations of the world. In a globalised world, it is important to forge
new partnerships and the challenges in doing so were discussed at
the summit.
Rajiv Kaul, Chairman, Nicco Corporation Ltd, India, stressed on the
need to adopt innovative approaches to ensure sustainable growth
strategies in a distressed global economy. Also present at the
occasion, Shivinder Singh, Executive Vice Chairman, Fortis
Healthcare, argued that a right partnership was a better growth
driver than doing things individually.

(L-R) Gautam Thapar, Summit Chairman and Chairman & CEO, The Avantha Group; Xavier-Luc Duval, Vice Prime Minister, Minister of Finance & Economic Development, Mauritius and
Sachin Pilot, Minister of State for Communications and IT, India at the Special Plenary Session

24
AIMA NEWS

(L-R) Nalin Kumar, CEO, Corporate and Investment Banking, FirstRand Bank; Shivinder Singh, Executive Vice Chairman, Fortis Healthcare Ltd; Sudhir Jalan, Co-Chairman, RIETER India
Pvt. Ltd; Rajive Kaul, Chairman, Nicco Corporation Ltd; Mahmood Cheeroo, Secretary-General, Mauritius Chamber of Commerce & Industry and Manoj Daga, CEO & ILP, BDO
Consulting Pvt Ltd. at the session on ‘Reinventing strategies for emerging markets: Building competitive advantage through global partnerships’

CEO Corporate and Investment Banking, FirstRand Bank, India,
Nalin Kumar drew attention to partnerships in the financial services
sector that have spurred growth and innovation. Sudhir Jalan, Co-
Chairman, RIETER India, stressed on greater partnership between
India and Mauritius in agriculture, renewable energy, ITeS and
travel.
Mauritian manufacturing was due for a revolution, according to
Mahmood Cheeroo, Secretary General, Mauritius Chamber of
Commerce and Industry.

Drawing attention to how

BRICS were no longer
merely the global capital's
destinations for cheap,
skilled labour, Manoj Daga,
CEO & ILP,BDO Consulting,
India said that now these
countries are expected to
offer competitiveness in
more sophisticated ways.
JS Juneja, Chairman,
Global Projects & Services,
referred to online retail as
an example of increasing
cost efficiency of business
and spurring consumer
demand through lower
prices.

Nishith Desai, CEO, Nishith

(L-R) Dharmesh Kalyan, Managing Director- Concessions, Aveng, South Africa; Nishith Desai, CEO, Nishith Desai & Associates; J S Juneja, Desai and Associates,
Chairman, Global Projects & Services; Kee Chong Li, CEO, MITCO & Member of Parliament, Mauritius and Chris Parsons, Chairman of the India
spoke in favour of a
Practice and Partner, Corporate, Herbert Smith LLP, UK at the session on ‘Igniting Innovation’
taxation system in India

25
AIMA NEWS

(L-R) Philip W Erzinger, CEO, St Gallen Foundation for International Studies, Switzerland; P Dwarakanath, Director (Group Human Capital), Max India Ltd; S Y Siddiqui, Chief Operating
Officer-Administration (HR, Finance, IT and COSL), Maruti Suzuki India Limited; Jean Pierre Dalais, CEO, CIEL Capital, Mauritius and Rajun Jugurnath, President, Mauritian
Management Association & Director, National Audit Office at the session on ‘Skills & Talent Management- Investing for Growth’

that encouraged freedom of thinking, acting and earning. enter new markets, Rajun Jugurnath, President, Mauritian
Providing a South African perspective,Dharmesh Kalyan, Managing Management Association & Director, National Audit Office, stressed
Director- Concessions, Aveng, shared that many South African that talent and leadership should be considered at all levels of the
companies had gone global using the traditionally successful organisation and not only at the top.
business models.
Concluding the summit, Rekha Sethi assured of continued AIMA
Chris Parsons-Chairman of the India Practice and Partner, efforts to globalise management dialogue. She announced that the
Corporate, Herbert Smith LLP, UK, felt that investment in R&D is next destination for the AIMA Global Business Leaders Series would
important to develop comparative advantages in global markets. be South Africa.
He cited the example of the Tata Group to
underscore that a combination of innovation
and marketing were required to achieve
success. Also citing the same example was Kee
Chong Li, CEO, MITCO & Member of Parliament,
Mauritius, who argued for making an
innovation leap.

In a session chaired by P Dwarkanath, Director

(Group Human Capital), Max India; S Y Siddiqui,
Chief Operating Officer-Administration (HR,
Finance, IT & COSL), Maruti Suzuki India talked
about the need to invest in skills and talent
management. Philip W Erzinger, CEO, St Gallen
Foundation for International Studies,
Switzerland, regretted that business
organisations were becoming more education
centric instead of skill centric.

While Jean Pierre Dalais, CEO, CIEL Capital

Mauritius emphasised that partnerships and
(L-R) Ken Poonoosamy, Managing Director, Board of Investment, Mauritius and Dev Chamroo, CEO, Enterprise
executive presence on ground were vital to Mauritius at the Valedictory Session

26
AIMA NEWS

The Champions of
Management
Visionary, committed, courageous individuals and institutions that have
played a role in transforming India were honoured with the third edition of
AIMA Managing India Awards.

The Chief Guest, Kamal Nath, Union Minister for Urban Development & Poverty Alleviation with the award winners and office bearers of AIMA.

A
n eclectic set of stars from fields as diverse as business, skills with the third edition of the awards at a programme at Hotel
industry, media and films, came together as winners of the Taj Palace amidst a gathering of eminent people from all walks of
AIMA Managing India Awards 2012 at New Delhi on life.
18 April 2012. The AIMA Managing India Awards aim to recognise
On the occasion, Chief Guest, Kamal Nath, Union Minister for Urban
the contributions of those who have set benchmarks of excellence
Development & Poverty Alleviation, hailed the winners as not just
in their respective spheres and have helped build Brand India -
leaders, but also examples for the coming generations to emulate.
stalwarts from different fields, who have excelled in their respective
He said, "Around 20 years back, it was important for us to know
spheres with vision and inspiration and are worthy of emulation
what the world thought of India. Today, it is important for us to
and admiration. These stars were recognised for their management

27

39 | September 2010
AIMA NEWS

(L-R) Rajiv Vastupal, President, AIMA and Chairman & Managing Director, Rajiv Petrochemicals Pvt Ltd; N Musa Nene, Deputy Minister for Finance, Republic of South Africa; Kamal
Nath, Union Minister for Urban Development & Poverty Alleviation; Sanjiv Goenka, Chairman, Managing India Awards Jury and Chairman, RP-Sanjiv Goenka Group; Rekha Sethi,
Director General, AIMA

assess what we think of ourselves as a nation. Ever since the Receiving the honour, the man who is credited with reversing
economic reforms were introduced, we have grown without medical brain drain, Reddy said it was important to bring education
growth rate touching 8%. Coupled with government policies, the and healthcare on the national agenda.
private sector has contributed immensely to this growth. This
Another star of the evening was Kumar Mangalam Birla, Chairman,
growth has preceded
infrastructure in a country
like ours, hence, the
problem areas." He added,
"How we manage this
growth is the biggest
challenge of the future.
Government is doing what
it can, but it alone can't
manage it. The private
sector will need to
contribute to managing
this."

Also present at the

occasion was Nhlanhla
Musa Nene, Deputy
Minister of Finance,
Republic of South Africa
who was the Guest of
Honour. NK Singh, Member
of Rajya Sabha, introduced
Prathap C Reddy, Executive
Chairman, The Apollo
Kumar Mangalam Birla, Chairman, The Aditya Birla Group receiving the Indian Multinational of the Year Award from the Chief Guest, Kamal
Group for the Lifetime
Nath and Sanjiv Goenka, Chairman, Managing India Awards Jury
Achievement Award.

28
AIMA NEWS

because of the work culture we cultivated at

DMRC."

Introducing YC Deveshwar, Chairman, ITC

Limited for the Business Leader of the Year
Award, Shekhar Gupta, Editor-in-chief, The
Indian Express, said the citation couldn't
mention a whole of his achievements.
Deveshwar reiterated his philosophy of
creating value for society before creating
value for the business.

It wasn't just the corporate world, even the

public sector did bright at the event. Sudhir
Vasudeva, Chairman & Managing Director,
ONGC Ltd, while accepting the award for
Outstanding PSU of the Year after being
introduced by Vinod Mehta, Editor-in-chief,
Outlook India, dedicated it to his whole team
at work across locations.

The joint winners of Emerging Business

Leader of the Year, Malvinder Singh,
Chairman and Shivinder Singh, Vice
Prathap C Reddy, Executive Chairman, The Apollo Group recipient of the Lifetime Contribution Award with NK Singh, Chairman, Fortis Healthcare (India) Ltd, were
Member of Rajya Sabha and Sanjiv Goenka, Chairman, Managing India Awards Jury introduced by fashion designer Ritu Kumar
and Mahendren Moodley, CEO-First Rand
The Aditya Birla Group who received the award for his company
Bank India, respectively. The duo credited their workforce at Fortis
adjudged as the Indian Multinational of the Year, whose citation
for the award.
was read by Preetha Reddy, Vice President, AIMA & Managing
Director, Apollo Hospital. Accepting the award, Birla shared, "If you Harshavardhan Neotia, Chairman, Ambuja Realty Development
can't make the world a stage, you don't have a stage to play on." Limited introduced the award winner of Transformational Business
Leader of the Year, Shikha Sharma, Managing Director and CEO,
Receiving the honour for Corporate Citizen of the Year after a
Axis Bank, who maintained that it was not her, but her company
citation read by Suhel Seth,
Managing Partner, Counselage
India, Nita M Ambani,
Chairperson, Reliance
Foundation, said, "For us at
Reliance, corporate social
responsibility is a way of life. It is
heartening to receive an award
for something we enjoy doing."

The one awardee for whom the

audience wouldn't stop
clapping was everyone's
favourite and respected, Metro
man of India, E Sreedharan,
Former Managing Director, Delhi
Metro Rail Corporation.
Introduced by Arun Maira
Member, Planning Commission,
Govt of India, for Outstanding
Institution Builder of the Year,
Sreedharan, shared, "The fact
that a government owned
company could do an
exceptional work before time Nita M Ambani, Chairperson, Reliance Foundation recipient of the Corporate Citizen of the Year Award with the Chief Guest, Kamal Nath
and less money was possible and Sanjiv Goenka.

29
AIMA NEWS

that had transformed her as a leader.

Accepting the award for Director of the

Year after an introduction by Sanjiv
Goenka, Chairman, RP Sanjiv Goenka
Group, Zoya Akhtar, said this award is
an acceptance of film world as a serious
industry, which was till now considered
as a circus.

Congratulating the winners, Rajiv

Vastupal, President-AIMA and
Chairman & Managing Director, Rajiv
Petrochemicals Pvt Ltd, said, "These
awards are a way of AIMA's affirmation
of its mission of promoting leadership
excellence in all walks of life.”

The Awards Jury included eminent

names like Sanjiv Goenka, Chairman,
RP-Sanjiv Goenka Group (Chairman of
the Jury); Rajiv Vastupal, President-
AIMA and Chairman & Managing Y C Deveshwar, Chairman, ITC Limited receiving the Business Leader of the Year Award from the Chief Guest, Kamal Nath
Director, Rajiv Petrochemicals Pvt Ltd.;
Pramanik, Chairman, Microsoft Corporation (India) Pvt Ltd as
Harshavardhan Neotia,Chairman, Ambuja Realty Development
Multinational in India of the Year and the Outstanding Contribution
Limited; Roopen Roy, Managing Director, Deloitte & Touche
to Media, Award was conferred on Prannoy Roy, Executive Co-
Consulting (I) Pvt Ltd.; P Dwarakanath, Director, Group Human
Chairperson, NDTV; both of whom could not make it to the event.
Capital, Max India Limited; Inderdeep Singh, President & Managing
Director, Continental Device India Ltd. ; Vineet Agarwal, Joint The star-studded evening also saw a riveting performance by
Managing Director, Transport Corporation of India Ltd. and Dr A K Kathak maestro Shovana Narayan and her team. The event was
Balyan, Managing Director & CEO, Petronet LNG Ltd. supported by Today Homes & Infrastructures, First Rand Bank, Rajiv
Petrochemicals, RP Sanjiv Goenka Group, KPMG, CNBC TV 18 and
The Jury also selected Microsoft Corporation, led by Bhaskar
Citibank.

E Sreedharan, Former Managing Director, Delhi Metro Rail Corporation receiving the Outstanding Institution Builder Award

30
 AIMA NEWS

1 Arun Maira, Member, Planning

Commission; N K Singh, Member
of Rajya Sabha and Vinod Mehta,
Editor-in-chief, Outlook India at
the awards function
2 Y C Deveshwar, Chairman, ITC
Limited with Malvinder Singh,
Executive Chairman, Fortis
Healthcare (India) Ltd.
3 Shikha Sharma, Managing
Director & CEO, Axis Bank and
Nita M Ambani, Chairperson,
Reliance Foundation

4 Shekhar Gupta, Editor-in-

chief, The Indian Express

5 Sudhir Vasudeva,
Chairman & Managing
Director, ONGC Ltd in
conversation with AK
Balyan, Managing
Director & CEO of
Petronet LNG

2 3

4 5

31
 AIMA NEWS

6 Prathap C Reddy with Shivinder

Singh
7 Padmashree Shovana Narayan,
gracing the occasion
8 Ritu Kumar, Fashion Designer
9 Rahul Bajaj, Chairman of Bajaj
Auto Ltd with Prabhu Chawla,
Editorial Director, The New
Indian Express Group 12

6
13

10 Zoya Akhtar, Director,

Writer, Producer
7 recipient of the Director
of the Year Award with
Sanjiv Goenka and
Rajiv Vastupal
11 Suhel Seth, Managing
Partner, Counselage India
reading the citation for
the Corporate Citizen of
the Year Award
12 Harshavardhan Neotia,
Chairman, Bengal
Ambuja Realty at the
awards function
13 Mahendren Moodley, CEO,
First Rand Bank India
reading the citation for
Emerging Business
Leader of the Year award
8 9

10 11

32
AIMA NEWS

Lifetime Contribution Award

Prathap C Reddy
Executive Chairman, The Apollo Group

How do you feel at getting this award?

I am honoured to receive the award from AIMA on behalf of my family of over 65,000
members. When we built Apollo in 1983, we were just 25 of us, and what we lacked
in numbers, we more than made up in passion and commitment. The years since
then have witnessed innumerable pioneering initiatives, medical marvels and
innovations across disciplines, all of which catalysed a sea-change in the healthcare
landscape of India. Today, India is over 1.28 billion people and growing. There are
many more challenges in the healthcare domain, and as leaders and pioneers, we
are committed to addressing them and making healthcare more inclusive.
Recognition is the greatest motivator and tributes like this encourage us to work
harder and build India as a land of hope and a global beacon for medical miracles.
Prathap C Reddy
What is your vision for the healthcare domain in India?
The same as I have had for the Apollo Group. To keep a billion hearts beating
healthily; to see India emerge as the premier healthcare hub of the world, using
compassion, innovation and technology to achieve an equitable and sustainable
healthcare model.

Indian Multinational of the Year

Kumar Mangalam Birla

Kumar Mangalam Birla, Chairman, The Aditya Birla Group

How do you feel at getting this award?

We look at the Award as an unequivocal recognition of our Group as a global
conglomerate that is taking India to the world. The Award belongs to all of our
133,000 employees, comprising 42 nationalities across 6 continents. For me,
personally, it is a tribute to my father’s (Aditya Birla) legacy of positioning India on
the world map, way back in the 1960s.
How should Indian multinationals move to the next level to become global
leaders?
I believe there are already a few Indian multinationals. At the end of the day, it is
about having a strong business case and excellence in execution. Kumar Mangalam Birla

33
AIMA NEWS

Corporate Citizen of the Year

Nita M Ambani
Chairperson, Reliance Foundation

How do you feel at getting this award?

AIMA is a prestigious organisation and I feel humbled to receive this award
especially being amongst fellow awardees of this and the previous years. Awards are
a recognition of the vision, the hard work, the perseverance - not of an individual but
of a team. I receive this award on their behalf. These awards are motivators for us to
continuously raise the bar of excellence. They are also reminders of the
responsibilities that we carry on our shoulders towards the society and the nation.
How do you think corporate India can contribute to bring about a change in the
society?
India is well on its way to regain its deserved glory amongst the league of nations.
Every stakeholder has an important role to play in this fascinating journey. Nita M Ambani
Corporates will be a central player in this journey and have a responsibility to create
wealth and generate sustainable jobs. Profits are important but not by neglecting
the needs of societies. As Mukesh says, we need to build social businesses at scale in
India. Businesses that create value for stakeholders and also enhance the quality of
life - not of just few but all Indians. Corporates can instill the confidence in Indians
that we can do it. They can become the engines of the Indian growth story.

Outstanding Institution Builder

E Sreedharan
Former Managing Director, Delhi Metro Rail Corporation

How do you feel at getting this award?

This Award is indeed a tribute to Delhi Metro Rail Corporation which has an unenviable
record of completing projects on time and within the estimated costs. It is also a
recognition of the marvelous services being rendered to the city of Delhi by transporting
about two million passengers every day in a very comfortable and clean environment.
Further, this Award acknowledges the unique work culture, ethics and values of its
employees. I feel proud to have led DMRC for the last 14 years. I feel quite honoured to
receive this Award on behalf of the DMRC Team.
What are the benefits of public-private partnerships in an economy like India?
For fast economic growth, India has to invest heavily on basic infrastructure projects
E Sreedharan particularly in transport, power, water supply, etc. Projects can be got executed by
government agencies at the lowest cost and implementation time, as has been achieved
by Delhi Metro Rail Corporation, but government resources are very limited. Therefore,
accessing private finances for speeding up infrastructure creation becomes necessary.
Private participation can bring in better efficiency, speedier completion and better
service delivery. But a private party will get attracted to a project only if it is eminently
viable. Unfortunately, the present rules, procedures and protocols for private
participation are very cumbersome and many private parties are reluctant to come
forward. It is, therefore, necessary to create an attractive environment by changing the
rules and protocols so that potential private parties get attracted to such projects.

34
AIMA NEWS

Business Leader of the Year

Y C Deveshwar
Chairman, ITC Limited

On the Award:
I am delighted to receive the Business Leadership Award from AIMA, and accept
it on behalf of the millions that constitute our stakeholders – farmers and tribals
in Rural India, shareholders, customers and my dedicated team at ITC. This Award
will indeed be another source of inspiration to Team ITC, as it not only recognises
their tireless efforts but also provides encouragement to seek newer heights of
excellence in the journey ahead.
On India Inc:
It is indeed a matter of pride to witness the emergence of globally competitive
Indian enterprises, capable of taking on the best in the world. Over the years,
Y C Deveshwar business and industry have made a determined effort to create world class
products and services. Significant investments have been made in technology
and in nurturing a culture of innovation. There is today a sharper focus on R & D
and human resource development to build competitive capacities for the future.
Buoyed by a series of economic reforms in the last two decades and the
emergence of a global Indian market, business and industry have enormous
opportunities to create a new paradigm of growth by creatively leveraging their
competitive strengths.

Emerging Business Leader of the Year

Malvinder Mohan Singh

Ex Chairman, Fortis Healthcare (India) Ltd

How do you feel at getting this award?

I stand here on behalf of our 35,000 strong global employees of Fortis and Religare.
It is due to their dedication and continued hard work that we have been to create
two fast growing and successful businesses.
How important is change for an established business model?
I have always believed that change is the only thing constant in our lives. One has to
constantly evolve with times to be relevant and continue to provide a strong value
proposition of all stake holders.

Malvinder Mohan Singh

35
AIMA NEWS

Emerging Business Leader of the Year

Shivinder Mohan Singh

Ex Vice Chairman, Fortis Healthcare (India) Ltd

How do you feel at getting this award

I am very pleased to receive the Emerging Business Leader of the Year award.
This is a worthy recognition for Fortis. We recognised a unique opportunity
and the team has delivered on that opportunity. For all of us, Fortis is not just
a name or a business, it is a mission.
How important is healthcare development for the growth of a nation?
No country can count itself among the world’s developed nations, unless it is
at the forefront on human rights and health measures. Healthcare is among
the largest sectors in India, as also the largest employer globally and one of
the most challenging sectors. We must leverage our competitive advantages
- a large, skilled, English-speaking talent pool and low costs – as we move into Shivinder Mohan Singh
the future.
A rich nation is one whose citizens are healthy and productive. India loses
approximately US $ 400 billion annually, due to a loss in productivity
resulting from poor healthcare.

Outstanding PSU of the Year

Sudhir Vasudeva
Chairman and Managing Director, ONGC

How do you feel at getting this Award?

ONGC, the premier Energy supplier to the nation is one of the most valuable and highest
Profit making Maharatna PSU of the country. As a result of its all round performance, it
wins several accolades from various quarters. One always feels happy in receiving an
award, as it is recognition of one’s efforts. But when it comes from a credible and reputed
educational body like AIMA, it is like winning the Critics’ Award as well as Most Popular
Award together for Best film.
I am honoured to receive this recognition on behalf of 32800 odd elated employees of
ONGC. Let me sincerely thank AIMA for recognising the brilliance of ONGC.
What is the formula to be a successful enterprise in today’s time and age?
Sudhir Vasudeva To be a sustainably successful enterprise over the ages has always been a matter of great
challenge. To my belief, the Darwin’s theory of ‘survival of the fittest’ for species is equally
applicable to survival of such successful business entities.
Like a biological species, a business enterprise does also need to adopt a process of
evolution- needing to be continuously innovative to align with the changing time and
paradigms. To succeed in the fierce competition of today’s business environment, a
company may necessarily require to restructure its portfolio and to reorganise its
approaches. ONGC has also been doing the same to realign its strategy with the
changing requirement of time.

36
 AIMA NEWS

Transformational Business Leader of the Year

Shikha Sharma
Managing Director and CEO, Axis Bank

How do you feel at getting this award?

I am honoured and humbled to receive this recognition, But, am acutely aware that
this recognition is a reflection of the efforts of the Axis Bank team over several years;
in its endeavour to continuously deliver value to our customers and shareholders.
What does it take for one to be a transformational business leader as yourself?
For any transformation it is important to earn the trust and belief of the team
because no transformation can happen by an individual alone. Therefore,
understanding the fabric of the institution, both in terms of its business model
strengths and its people is critical to making any change happen. The best
transformations happen when teams come together to decide their own destiny
Shikha Sharma and then proceed collectively to executing to that ambition.

Director of the Year

Zoya Akhtar
Director, Writer, Producer

This award is an acceptance of film world as a serious industry, which was till now
considered as a circus.

Zoya Akhtar

Multinational in Outstanding Contribution

India of the Year to Media Award

Bhaskar Pramanik
Chairman, Prannoy Roy
Microsoft Corporation (India) Executive Co-Chairperson, NDTV

37
AIMA SNAPSHOTS

National Student Management Quiz 2012

A
IMA’s National Student Management Quiz 2012 witnessed
participation with a record number of over 300 teams
across the country with the Grand Finales held on March
24, 2012 at Greater Noida.
The Grand Finale was fast paced and tested lateral thinking, quick
decision making and ability to take risks with Mr SPS Jaggi as the
Quiz Master. After grueling rounds, 2 teams from each region
reached the Grand Finale. Institute of Public Enterprise –
Hyderabad emerged the Champions, followed by XIMB,
Bhubaneswar as the First Runners Up and Symbiosis Law School,
Pune as the Second Runners Up.
Mr S K Roongta, MD, Vedanta Aluminum Ltd was the Chief Guest
and Mr Rajiv Sahdev, VP –HR was the Guest of Honor at the
occasion. They gave away the prizes to the winning teams. The
other prominent professionals who graced the occasion were
Mr. Rajeev Bhadauria, President-HR, JSPL and Mr Pankaj Agarwal,
Vice Chairman – G L Bajaj Institute – Gr Noida. This year the quiz
competition attracted participation from the best B-schools in the
country.

Champion Team IPE, Hyderabad

India-Africa Partnership Initiative

A
IMA & Ministry of External Affairs in collaboration with
Chandigarh Management Association organised an
awareness programme on Enterprise Development for
African students on 9-10 March 2012 at Chandigarh. Participants
from 5 African countries (Nigeria, Tanzania, Uganda, Lesotho,
Mozambique and Zimbabwe) participated in the highly interactive
workshop.

Dr J S Juneja, Chairman, SME Task Force, AIMA and Programme

Director presented the programme overview and keynote address.
Mr. Anuj Aggarwal, Chairman & Managing Director, Altruist
Technologies Pvt Ltd; Mr Kamal Singh, Director CMD, AIMA; Mr J R
Singal, CMD, Eastman Industries Ltd and President of Ludhiana
Management Association; Mr Gurdip Singh Deep, Advisor,
(L – R) Dr Anshu Kataria, President – Chandigarh Management Association; Mr Anuj
Parwanoo Urban Cooperative Bank amongst others addressed the
Aggarwal, Chairman & Managing Director, Altruist Technologies Pvt Ltd; Dr J S Juneja,
programme.
Chairman, SME Task Force, AIMA and Programme Director and Mr Kamal Singh,
The programme was very well received. Director CMD, AIMA

45

39 | September 2010
AIMA SNAPSHOTS

Evening Lecture

A
IMA organised an interactive evening lecture on Emerging HR Practices on the theme ‘Igniting &
Sustaining Innovation in the Work Place’ at the AIMA auditorium in New Delhi on 27 April 2012. The
speaker at the session was Mr S Y Siddiqui, Chief Operating officer, Administration (HR, Finance, IT and
COSL), Maruti Suzuki India Ltd.

The session was chaired by Mr P Dwarakanath, Director Group Human Capital, Max India Ltd.

Mr SY Siddiqui shared some insights on the journey towards making Maruti Suzuki ‘An Innovative Work Place’.
He also shared the changes incorpoprated at Maruti Suzuki in terms of HR and people strategies, which included
work culture innovations, internal communication practices, sourcing and performance & reward strategies Mr S Y Siddiqui
amongst other topics. The programme was very well received with close to150 participants. Chief Operating officer,
Administration (HR, Finance, IT and COSL),
Maruti Suzuki India Ltd.

AIMA’s 3rd National Convention on Micro,

Small and Medium Enterprises

A
IMA in association with Madras Management
Association organised its 3rd National Convention on
Micro, Small and Medium Enterprises on the theme –
Building Globally Competitive MSMES: The Way Forward, at
Chennai, on April 28, 2012.

On the occasion, the Chief Guest, Mr. M. Narendra,

Convention Chairman & Chairman & Managing Director,
Indian Overseas Bank said, “MSMEs today should work
towards incorporating all aspects of best international
practices in their way of work. Individuals and not just
institutions should have a passion for excellence.”

Mr. Rajiv Vastupal, President, AIMA & Chairman & MD – Rajiv

Petrochemicals Pvt. Ltd. welcomed the participants to the
convention while Dr. H P Kumar, Chairman, MSME
Committee, AIMA, Chairman & Managing Director, NSIC Ltd
and Dr. J S Juneja, Chairman, Task Force MSME, AIMA, spoke
about the relevance and contribution of MSMEs with relation
to the India’s growth and economy.
Mr. Kamal Singh, Director, AIMA; Mr. Rajiv Vastupal, President, AIMA & Chairman & MD–Rajiv
Petrochemicals Pvt. Ltd.; Mr. M. Narendra, Convention Chairman & Chairman & Managing Director,
Indian Overseas Bank; Dr. J S Juneja, Chairman, Task Force MSME, AIMA; Dr. H P Kumar, Chairman,
MSME Committee, AIMA, Chairman & Managing Director, NSIC Ltd; Mr. Rajeev Mecheri, Member,
Managing Committee, MMA

The convention saw several eminent speakers including Mr. K

Subrahmanyam, General Manager SME, Indian Overseas Bank; Mr.
Jayanta Chatterjee, Senior Group Vice President, ICRA Ltd.; Mr. V. S.
Sundara Raman, Vice President, On Demand Solutions, Ramco
Systems Ltd.; Mr. Suneet Singh Tuli, Chief Executive Officer, Data
Wind Ltd amongst others.

The AIMA- Dr. J S Juneja Award for Creativity and Innovation in

Micro-Small and Medium Enterprises was awarded to Mr. N K
Chaudhary, Chairman & Managing Director, Jaipur Rugs Company
Pvt. Ltd.

Over 250 entrepreneurs from all over India attended this first ever
Mr. Rajiv Vastupal, President, AIMA & Chairman & MD – Rajiv Petrochemicals Pvt. Ltd MSME event in Chennai.
and Mr. M. Narendra, Convention Chairman & Chairman & Managing Director, Indian
Overseas Bank

46
AIMA SNAPSHOTS

Workshop on ‘Management Skills to Source Financing and

Management of Technologies by SME's’
General Manager, State Bank of
India; Mr A N Kapasi, Dy General
Manager SME, Bank of Baroda;
Mr K Gnanasekharan, DGM SME,
UCO Bank; Mr Nilesh Dadpe,
Regional Manager, West,
SMERAP; Mr P K Jha, Zonal
General Manager, NSIC and Mr
Prashant Gandhi, Siddhi
Engineering. The workshop was
attended by local
entrepreneurs, faculty members
and students from a number of
management and technical
institutions.
The workshop in progress

A
IMA in collaboration with Ahmedabad Management
Association organised a workshop on ‘Leveraging Skills to
Source Financing and Management of Technologies by
SME's’ on 15th March 2012 at AMA Campus, Ahmedabad.
Mr Yatindra R Sharma, Managing Director, KHS Machinery Pvt Ltd
was the Chief Guest and inaugurated the workshop.

While inaugurating the workshop Mr Yatindra R Sharma, stressed

on the position that in the economic development of industries in
India, the contribution by SMEs was 55% but ironically at occasion
the SMEs do not have proper knowledge of locating the funds
available. Dr J S Juneja Chairman of SME- Task Force, AIMA
described about growth pattern of SMEs in country.
Mr Kamal Singh, Director AIMA and Mr Yatindera R Sharma, Managing Director, KHS
Other speakers in the session were Mr S A Ramesh Rangan, Chief Machinery Pvt Ltd.

AIMA Workshop on Developing Razor Sharp Execution Skills

A IMA organised its first ever Workshop on ‘Developing Razor

Sharp Execution Skills’ on 13-14 April 2012 at India
International Centre, New Delhi. Mr Rajan Gupta, Founder
& Chief Practitioner, Execution-MiH was the Workshop Director.

This break-through programme introduced 'Execution- Making it

Happen' as a special competency, in its own right. The participants
learnt practical and actionable methods to boost Fundamental
Execution Horsepower and also addressed ‘here & now’ business
agenda across functions including Sales & Marketing, Operations,
Finance, HR and IT.

Mr Aseem Kumar, Deputy Director, AIMA and Mr Rajan Gupta,Founder &

Chief Practitioner, Execution-MiH

47
AIMA SNAPSHOTS

BUSINESS SIMULATION

21st National Management Games

N MG-2012 concluded on the 15th of June, 2012. Powergrid

emerged as the National Champions; Maruti Suzuki India
Limited and CESC followed closely as the second and the third
teams in the final tally.

The National Finals saw winning teams from each of the four zones
represent their organisations in the finals. The teams battled it out
through the tournament. The Eastern Round, held between 1-3 May at
with their spirits summed up in a noisy board room across the
Bhubaneswar, saw HPCL and CESC as the winners. Powergrid and Hero
country. The Managerial warriors from the Private to the Public
MotoCorp were the finalists from the Southern Round held between 8-
Sector including new entrants from mid size corporations as well.
10 May at Bengaluru. From the Western Round, held at Mumbai
between 22-24 May, NTPC and ONGC were selected for the next round. The National Champion, Powergrid and second finalist, Maruti
Maruti Suzuki Limited, SAIL Bokaro and IOCL claimed the winning Suzuki, will now go on to represent India at the Asian Management
spots in the Northern Round, held at Delhi between 8-13 June, to Games.

Shaping Young Minds Programme

A IMA organises a unique programme for young

people – called ‘Shaping Young Minds Programme'
(SYMP). The SYMP provides a platform for young
professionals and management students to interact with
iconic leaders from various fields. The programme aims at
helping the participants synchronise personal and career
goals through exposure to experience and wisdom of
successful people.
Shaping Young Minds Programme was held at Kochi on
10th April 2012 in collaboration with Kerala Management
Association at the Gokulam Convention Centre, Kaloor,
Kochi. The icons who addressed the audience included Mr
Sanjeev Bikhchandani, Founder & Vice Chairman,
Naukri.Com; Mr Bhaskar Das, President, Times of India
Group; Ms Khushbu Sundar, Actor & Producer; Justice N
Santosh Hegde, Former Lokayukta of Karnataka State.
Over 550 participants attended the programme.

Khushbu Sundar Dr Bhaskar Das Justice Santosh Hegde Sanjeev Bhikchandani

48
AIMA SNAPSHOTS

Leadership Retreat - 2012

A
IMA had initiated a ‘learning community’ in the form of its
Leadership Retreat in 2008. The fourth in its series was
held on 15-16 June, 2012 at The Leela Kempinski Kovalam
Beach, Kerala on the theme 'Creating Shared Value through
Inspired Leadership: Agenda for Business Leaders'.
The Retreat was led by Mr Anil Sachdev, Founder & CEO – Grow
Talent Company Limited and Founder – The School of Inspired
Leadership (SOIL); Mr Bhaskar Bhat, Managing Director - Titan
Industries Ltd and Mr Ulhas N Yargop, President (IT Sector), Group
CTO & Member (Group Executive Board) – Mahindra & Mahindra
Ltd.
25 eminent CEOs & Leaders from reputed organisations including
Coal India Ltd, Hero MotoCorp Ltd, HLL Lifecare Ltd, IFFCO, Indian
Oil Corp Ltd, Indian Overseas Bank, Jindal Steel & Power Ltd,
Maharashtra Natural Gas Limited, Moser Baer Projects Pvt Ltd,
Mother Dairy Fruit & Vegetable Pvt Ltd, NTPC Ltd, ONGC Ltd, Oil
India Ltd, Oriental Bank of Commerce, Petronet LNG Ltd, Power
Grid Corp of India Ltd, Punjab National Bank, Tata Steel Ltd and
THDC India Ltd attended the Retreat.
The programme was very well recieved and the feedback received
from the delegates was very positive.

Mr M Ayyappan, Chairman & Managing Director – HLL Lifecare Ltd

was the other distinguished speaker.

49
Opportunity to interact with ace business minds and academicians,
affiliation to Local Management Associations, election to the AIMA
Council of Management, unlimited access to library, concessional
rates for management development programs..... the benefits just
keep adding on. In short, a management package that makes
hundred percent business sense. Not surprisingly, till date are over
3000 institutional and 30,000 individual members enjoying the
advantages of an AIMA membership.
News from LMAs
Baroda Management Association
Baroda Management Association organised a joint programme by
BMA & Police Department on, ‘Responsive Leadership-Attitudes &
Communication Skills’ on 11th & 12th February, 2012 at Vadodara. 30
The dignitaries and participants in the programme
Senior Police Executives (Dy. Commissioner of Police, Assistant
Commissioner of Police, Police Inspectors/ Sub-Inspectors)
participated in this programme.
Baroda Management Association organised a programme titled
‘Igniting Minds Young India’ on 19th February, 2012 at The Medical
College Auditorium, SSG Hospital, Vadodara. The seminar was
Inaugural Ceremony of ‘Igniting Minds Young India’
inaugurated by the Chief Guest, Mr. Bharatsinh Solanki, Minister of
State (Railways), Government of India and the Guest of Honour, Mr.
Ravi Uppal, President-L&T Power Ltd. The speakers for this event were
Mr. T V Mohandas Pai, Mr. Bhaven Kacchi, Dr. Mandi Prasad, Mr. Rahul
Dholakia, Mr. Harsh Chhaya and Mr. Shishir Joshipura.
Bharuch District Management Association
Bharuch District Management Association organised an ‘Evening
Talk’ on March 20th, 2012 on the ‘Analysis of Union Budget 2012’ in
partnership with Institute of Charted Accounts of India (ICAI), Rotary
Club of Bharuch & Mahavir International, Bharuch. CA Dhinal Shah,
Partner of Ernst & Young Tax and Regulatory Services practice at
Ahmedabad, spoke on ‘Effects of Union Budget on Direct Taxes’ (third
from left) and CA (Dr.) Nilesh Suchak, Professor & Proprietor of N. V.
CA Dhinal Shah, Partner of Ernst & Young Tax and Regulatory Services speaking at the
event
Suchak & Co, Ahmedabad, gave a talk on ‘Effects of Union Budget on
Indirect Taxes’.
Coimbatore Management Association
Coimbatore Management Association regularly organises ‘Monday
Musings’. ‘Monday Musings’ is a 45 minute, popular, interactive
programme on a topic concerning Individual and Institutional
C. V. Madhusudhanan addressing the audience on Intellectual Property-The core of
today's business
Management. Conducted every Monday at 6.30 pm, it is usually
attended by more than 30 persons.
Delhi Management Association
Delhi Management Association in collaboration with IBA organised
the 3rd Mega HR Conclave on the theme ‘Paradigm Shift in HR
Strategies to Enhance Customer Value’ on November 24th at
Gurgaon. Prof. Sundermoy Sen, IBA welcomed the distinguished
panelists and delegates at the Conclave.
Mr. Sudhir Sinha, Country Head-CSR, Arcelor Mittal was the Guest of
Honour and Dr. P.V. Bhide, Group President-HR, J.K. Organization was
the Chief Guest of the Conclave. the keynote address was given by Mr.
Arun Sehgal, Executive VP-HR, GSK Consumer Health Care.
Some of the other speakers included Dr. Shalini Sarin, Director and
Country HR Partner, Schneider Electric India Pvt. Ltd.; Mr. Neeraj Goel,
53
News from LMAs

at Training Division of the Dept. of Personnel and Training DOPT; Mr.

Rajeev Sharma, Cold Water Creek; Mr. Puneet Singh, Regional Head
North Educomp Pearson; Mr. Saurav De, Cirrus India Pvt. Ltd. The
programme was well intended with over 100 participants.

Ghaziabad Management Association

23rd National Convention - Parivartan 2012

Ghaziabad Management Association organised its 23rd National

Convention on the theme ‘Inclusive Growth and Ethics in
Management’ on 21st January 2012.

The Chief Guest of the convention was Justice Om Prakash Verma,

Mr. Arun Sehgal addressing the eminent gathering. (L – R) Dr. P V Bhide and Mr. Sudhir Ex-Chief Justice, Kerala High Court, Former Lokayukt and Chairman
Sinha
Human Rights Commission, Himachal Pradesh and Former Governor,
Chief People Officer, Super Religare Laboratories Ltd.; Mr. Vivek Punjab. The Guest of Honour and the Key Note Speaker was Dr. K
Tripathi, CHRO, Lava International Ltd.; Mr. Aquil Busrai, CEO, Aquil
Busrai Consulting; Mr. Rajesh Rai, Director HR, Benetton India Ltd
amongst others. The conclave was a huge success and was very well
attended.

Faridabad Management Association

Faridabad Management Association held a panel discussion on
‘Managing Industy Expectations’ on 21st April 2012. The programme
began with a welcome address by the Executive Director Mr. V.
Thyagarajan. The other panelists included Dr. Sarbjit Singh, Executive
Director cum Principal, Apeejay College of Engineering; Mr. Ajay
Gupta, Country Head, Eli Research; Mr. Rohit Sinha, Head HR, Larsen
Chief Guest Justice Om Prakash Verma

Jayakumar, Jt. Secretary, DSIR & CSIR, Govt. of India & CMD Central
Electronics Ltd. Sahibabad. Others present on the convention were
Mr. Deepak Malik, President, GMA; Mr. Arun Aggrawal, Sr. Vice
President, GMA; Dr. R K Agarwal Hony. Secretary, GMA; Mr. Vinay
Gupta, Executive Director, GMA amongst other office bearers.

Lecture Meetings

A lecture on ‘Multi Commodity Exchange’ was organised at Shiva

Institute of Management Studies on 24th February 2012. This was
conducted by the Times Capital and the representatives of the Multi
Commodity Exchange and was attended by about 50 people. The
The panel discussion on 'Managing Industry Expectations' lecture meeting was very interactive and well appreciated.

Toubro Ltd. Faridabad amongst others. The panel discussion was

moderated by Mr. Subhash Jagota, CEO, Global Business Solutions.

A vote of thanks was proposed by Mr. Kusumadhar Pandey, Secretary,

Faridabad Management Associiation & Director of Emerald Learning
Pvt. Ltd. The programme was well attended by both academia and
corporates.

FMA conducted a panel discussion on ‘Challenges and Opportunities

in Service Sector’ on 7th April 2012. Dr. Amit Seth, Dean (Industry
Interface), began the programme by putting forth his views about
the importance of Service Sector in present context. Other eminent
speakers included Dr. Narender Bhasin, VP Axis Bank; Mr. Subhash
Jagota, Global Business Solutions; Mr. Shailendra Kumar, Deputy Sec Release of the souvenir at the convention

54
News from LMAs
Guwahati Management Association
Guwahati Management Association conducted an ‘Open Corporate
Quiz Competition’ on 21 April 2012. The programme was jointly
sponsored by Oil India Ltd. and Numaligarh Refinery Ltd. A total of
128 participants in 64 teams took part in the quiz with the finals being
held amongst 6 shortlisted teams.
Mr Deepak Chakraborty, MD, Mumaligarh Refinery Ltd addressing the audience
Mr Deepak Chakraborty, MD, NRL was the Chief Guest and Mr S K
Mahajan, Head of Pipeline Project Oil India was the Guest of
Honour. More than 100 guests from Corporate, Government and
Academia attended the event.
Hyderabad Management Association
Hyderabad Management Association organised the 17th Gelli
Narayana Trust Endowment Lecture on the topic ‘Foresight often
begins with Insight’ on 20th March, 2012 by Dr Preetha Reddy,
Managing Director, Apollo Hospitals Enterprise Ltd & Vice
Mr Ramesh Vemuganti, President, HMA presenting a memento to Dr Preetha Reddy,
Managing Director, Apollo Hospitals Enterprise Ltd & Vice President, AIMA at the 7th
Gelli Narayana Trust Endowment Lecture. Mr Ramesh Gelli, Past President, AIMA and
Mr Gelli Narayan Chetty, IAS (Retd) look on.
President, All India Management Association. The lecture was a
huge success and well appreciated by the audience.
HMA also organised a training programme on the topic ‘Innovation
Management – Growth of an Enterprise’ on 31st March, 2012 by Mr
K Vishnu Murthy, Director, Wadhwani Entrepreneurial Divn, ISB,
Mr Sanjay Muthai, Managing Director, NuGrid Consulting, Bring P
Ganesham, VSM (Retd), Former Director, BDL and Mr Pravin Kumar
Rathi, Founder & Director, Cancri Technologies Pvt Ltd. The
programme was very well received.
Indore Management Association
Workshop
Indore Management Association organised an exclusive full day
workshop for CEOs and Entrepreneurs on ‘Creating Business
Excellence in your Organisation’ by Prof. Nandini Vaidyanathan,
Prof. Nandini Vaidyanathan, Founder and Mentor, CARMa Venture Services (I) Pvt. Ltd
Founder and Mentor, CARMa Venture Services (I) Pvt. Ltd at Hotel
Radisson, Indore on 3 March 2012.
Industrial Visit
IMA continuously strives to provide students, members and
executives with plentiful learning and growth opportunities. IMA
recently initiated an industrial visit for students to foster a more
Students at the industrial visit
efficient and experienced student base in Indore. IMA organised its
first ever industrial visit for different Institute’s students to Volvo
Eicher Commercial Vehicles Ltd (Eicher Motors Ltd.) on 19th & 20th
April 2012.
Lucknow Management Association
AIMA & Lucknow Management Association in collaboration with
Faculty of Law, Lucknow University organised a training workshops
55
News from LMAs

Management Day at Mangalore on 21st February 2012.

Mr. C Devadas Kamath, Mg. Director (Retd.) TATA Refractories Ltd. was
the Chief Guest at the occasion and delivered a talk on the topic
‘Imperatives of Growth Management for Organisations’.

Mr. TG Shenoy, President, MMA welcomed the gathering while Mr. M

Shekhar Pujari, Past President, MMA introduced the Chief Guest.
Other speakers included Dr. Devaraj K., Director/Principal SDM-CBM;
Mr. K Chandrashekhar, Manager, MMA amongst others.

Lecture Meeting

On 26th April 2012, Mangalore Management Association in

association with National Institute of Personnel Management and
The workshop in progress. SDM College of Business Management, Mangalore, organised a talk
on ‘Management of Head and Neck’ by Dr. Kishore Chandra Prasad,
on Managing the Contract Labour on April 5-6, 2012 and Latest in
Labour Law Judgments on 7th April, 2012 at LMA Conference Hall.
Both the workshops were very well received.

Lucknow Management Association also organised a talk by Swami

Sacchida Nand Bharthi on Spirituality in Management on 14th
April, 2012.

Speech by Mr C. D. Kamath on the occasion of 'Management Day Celebration'

Consultant ENT and Head & Neck Surgeon, Mangalore.

Dr. Devaraj K., Director / Principal, SDM College of Business

Management presided over the meeting. Mr. M. Shekhara Pujari,
Chairman, NIPM, welcomed the gathering. Prof. J.H.G. Anchen , Vice-
Swami Sacidananda Bhathi addressing President, MMA introduced the Chief Guest, Mr. Edward J. Coelho,
Treasurer, MMA proposed a vote of thanks.

Mangalore Management Association

Management Day Celebration Meerut Management Association
Mangalore Management Association (MMA) in association with Meerut Management Association conducted 'Its Development &
S.D.M. College of Business Management (SDM-CBM) celebrated Progress' on 16 May 2012 at Western U.P. Chamber of Commerce &

Mr. Shashank Jain; Mr. Puneet Anand IPP; Mr. Tanveer Zafar Ali, Vice Chairman of
Dr. Kishore Chandra Prasad addressing on "Management of Head & Neck" Meerut Development Authority & Dr. Poonam Dev Dutt, President.

56
News from LMAs

Industry, Meerut Cantt. The programme was coordinated by

Mr. Puneet Anand and the Chief Guest on the occasion was
Mr Tanveer Zafar Ali, Vice Chairman, Meerut Development Authority,
Meerut.

Noida Management Association

Book Lovers’ Forum

Noida Management Association organised a programme on Book

Lovers’ Forum on 11 February 2012. The key panelists included Mr.
Durgesh Garg, Hony. Secretary; Mr. S. K. Tomer, President (Acting);

Hon'ble M.P, Mr. M.B. Rajesh releasing the Book, 'The Missing Bridge' authored by Prof.
Latha Nair, PMA member.

Futuristic Consultancies Ltd., Kochi was the Chief Guest on the

occasion. He delivered the keynote address on the theme ‘Towards
Sustainable Business/Society – Agenda for Action’ and presented the
Leadership Award of PMA to Prof C Somasekharan, Past President,
PMA.

Patiala Management Association

Patiala Management Association was one of the sponsors of a
National Conference on ‘Changing Perspectives and Paradigms in
(L-R) Mr. Durgesh Garg , Hony. Secretary; Mr. S. K. Tomer, President (Acting); Brig. B. M.
Kapoor; Mr. Sahdev Singh; Prof. M. S. Kumar, Member and Mr. Sanjiv Tandan,
Vice President.

Brig. B.M. Kapoor; Mr. Sahdev Singh; Prof. M.S. Kumar, Member and
Mr. Sanjiv Tandan, Vice President. The programme was very well
received.

Programme on Union Budget 2012

Noida Management Association also organised a programme on

Union Budget 2012 on 19 March 2012. The programme was very
well received.

Palghat Management Association

Delegates of the conference
Palghat Management Association organised National Management
Day on 23 February 2012. Mr Sunil K Zachariah, Managing Director, Business and Behavioural Sciences’ organised by Thapar University,
Patiala. The event was organised from 27 - 28 April, 2012.

Mr Sanjay Grover, Director-LMA Relations and Membership visited PMA on 11.04.2012;

he is seen with the Executive Committee Members at PMA. President PMA, lighting the lamp

57
News from LMAs

The inaugural session for 2012-13 of Patiala Management Pune Management Association celebrated Management Day on
Association organised on June 9, 2012 turned out to be a grand 22nd February 2012. Mr. MS Unnikrishnan, Managing Director
success. There was an illustrious gathering comprising 120 people Thermax Limited and Dr. Ganesh Natarajan, Vice Chairman & CEO
from different professions. The chief guest on the occasion was Mr of Zensar and also President PMA were the guest speakers. More
Achal Gupta, Managing Director of The State Bank of Patiala who than 250 top executives attended the programme.
spoke on the quality of leadership. Mr Anil Kumar, Executive Director,
Shreyans Group of Industries spoke on ‘passion for excellence’ while
Mr Abhijeet Mukherjee, Director, Thapar University was the guest of
honour. WRITE TO US
Send all your requests, letters and feedback to:
Pune Management Association
Anita Sudan
Manager
Corporate Communications
All India Management Association (AIMA)
Management House
14, Institutional House Area, Lodi Road
New Delhi - 110 003
Phone : 91 11 24645100
Fax : 91 11 24626689
E-mail : aimanews@aima-ind.org
Management Day Panel discussion
Website : www.aima-ind.org

58
AIMA WELCOME

WE
W ELCOME
O UR N EW
I NSTITUTIONAL
M EMBERS
COMPANIES
Andhra Bank Mr B. A Prabhakar Chairman & Managing Director Hyderabad
AON Hewitt Mr Anand Shankar CEO Gurgaon
Bajaj Auto Ltd Mr Rahul Bajaj Chairman Pune
Bank of Baroda Mr M.D. Mallya Chairman & Managing Director Mumbai
Bengal Ambuja Housing Dev. Ltd Mr Harshavardhan Neotia Managing Director Kolkata
Bennett Coleman & Co Ltd Mr Ravi Dhariwal CEO Bombay
Bharat Petroleum Corporation Ltd Mr R.K.Singh Chairman & Managing Director Mumbai
Bharat Sanchar Nigam Ltd Mr R.K.Upadhyay Chairman & Managing Director New Delhi
Café Buddy’s Foods Pvt Ltd Mr P.K Gupta Chairman Noida
DLF Ltd Dr K.P.Singh Chairman New Delhi
Educomp Raffles Higher Education Ltd Mr Harpreet Singh Executive Director New Delhi
Emirose Education Pvt Ltd Mr Siby Thomas Director Kerala
Ferro –Scrap-Nigam Ltd Mr Antony Chacko Managing Director Bhilai
Hindustan Coca-Cola Beverages Pvt Ltd Mr T.Krishnakumar CEO Gurgaon
Indraprastha Gas Ltd Mr M.Ravindran Managing Director New Delhi
Insurance Institute of India Mr Sharad Shrivastva Secretary General Mumbai
IPGCL and PPCL Mr R S Rathee Managing Director New Delhi
Lanco Infratech Ltd Mr L. Madhusudhan Rao Chairman Gurgaon
Pitney Bowes India Pvt Ltd Mr K M Nanaiah Managing Director New Delhi
Placements.Com Pvt Ltd Mr K Lakshmikanth Managing Director/CEO Bangalore
Terragni Consulting Pvt Ltd Mr Anil V Pillai Director Pune
Vedanta Aluminium Ltd Mr S K Roongta Managing Director New Delhi

INSTITUTES
Baddi University Dr Sorab Sadri Director Chandigarh
Bharatiya Vidya Bhavan’s Usha & Dr Rattan Sharma Director New Delhi
Lakshmi Mittal Institute of Management
Bhilai Institute of Technology, Durg Dr Arun Arora Principal Chhattisgarh
Dr. D.Y.Patil Vidyapeeth University Dr P. D. Patil Chancellor Pune
Great Lakes Institute of Management Prof. S. Sriram Executive Director Chennai
J K Lakshmipat University Dr Upinder Dhar Vice- Chancellor Jaipur
Jaipuria Institute of Management Studies Dr Sharad Kumar Goel Director Ghaziabad
JIS College of Engineering Dr A.Guha Director Calcutta
NIIT University Dr Rajeev Shorey President Jaipur
NIPS School of Hotel Management Mr Ashif Shah Director Kolkata
R.D.Engineering College Dr B Kumar Director Ghaziabad
Rourkela Institute of Management Dr Arya Patnaik President Calcutta
Rustomjee Business School Dr Hanif U Kanjer Director Mumbai
Selvam College of Technology Dr A. Pushparaghavan Principal Coimbatore
Sherwood Business School Dr V K Varma Director Lucknow
Suddhananda School of Management & Er. Sunil Kumar Pattanayak Secretary Bhubaneswar
Computer Science
Sun College of Engineering & Technology Dr M .Kathirvel Principal Madurai
Vel Tech Multitech Dr Ranagrajan & Dr G .Satyanarayana Professor & Director Madras
Dr Sakunthala Engineering College
VIT University Mr T. S. Thiagarajan Registrar Madras

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C A L E N D A R O F E V E N T S

Programme/Workshop
Sl. Event & Programme Place Dates
Chairman/ Facilitator

1. 5th Business Responsibility Summit Summit Chairman Delhi 6-7 July, 2012
Dr Bhaskar Chatterjee
DG & CEO, Indian Institute
of Corporate Affairs
Knowledge Partner
Ernst & Young
2. Global Advanced Management Programme, USA Washington 15-21 July, 2012
Global Competitiveness through Technology,
Innovation, and Entrepreneurship :
Lessons from US Companies
3. Learning & Development Summit Summit Chairman Delhi 27-28 July, 2012
Mr K S Jamestin
Director (HR) – ONGC Ltd
Summit Director
Mr Vikram Bector
Chief Learning Officer
Tata Motors Ltd
Knowledge Partner
Accenture
4. 38th National Competition for Young Managers Delhi 3-4 August, 2012
Mumbai 27-28 July, 2012
Kolkata 20-21 July, 2012
Chennai 27-28 July, 2012
5. 7th Global Summit on Supply Chain & Summit Directors Delhi 21-22 August, 2012
Logistics Management Dr G Raghuram
Indian Railways Chair Professor in
Rail Transport and Infrastructure
Management – IIM Ahmedabad
Mr S L Ganapathi
COO – NTL Logistics Plus
India Pvt Ltd
6. CEO Breakfast Session with Mr. Stuart L Hart Bengaluru 22 August, 2012
7. Summit on HR Shared Services: Mr Pankaj Bansal Delhi 24 August, 2012
A Foundation for Transformation Co-Founder & CEO
People Strong
8. 2nd PSU Summit Sudhir Vasudeva Delhi 31 August, 2012
Grow, Transform and Sustain : Chairman & Managing Director,
The Mantra for Indian PSUs ONGC Ltd
9. 9th National Competition for Delhi August / September, 2012
Management Students Mumbai
Kolkata
Chennai
10. Workshop on “Training the Trainer” Dr Sunil Abrol Goa 5-9 September, 2012
Former Director General
Consultancy Development Centre
11. 39th National Management Convention Mumbai 25-26 September, 2012
12. 11th National HRM Summit Mr Yogi Sriram Delhi 14-15 September, 2012
Sr Vice President
(Leadership Planning &
Talent Acquistion)
Larsen & Toubro (E&C)
13. 7th National Brand Summit Mumbai 12-13 October, 2012

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C A L E N D A R O F E V E N T S

Programme/Workshop
Sl. Event & Programme Place Dates
Chairman/ Facilitator

14. HR Leadership Retreat Retreat Directors Goa 1-4 November, 2012

Dr A K Balyan
Managing Director & CEO
Petronet LNG Ltd
Mr Aquil Busrai
Former Excecutive Director HR - IBM &
CEO – Aquil Busrai Consulting
15. 3rd Knowledge Summit Pramod Bhasin Bengaluru 7 November, 2012
Vice Chairman, GENPACT
16. Young Leader's Retreat Goa 16-18 November, 2012
17. Workshop & Study Tour on Management Bengaluru 22-24 November, 2012
Challenges in Manufacturing: Building
Capacity for the Future
18. Leadership Retreat Goa 23-24 November, 2012
19. Fourth Global Innovation Conference Delhi 26-27 November, 2012

20. 7th National Conference on Conference Chairmen Delhi 6-7 December, 2012
“Women in Leadership Roles” Mr D Shivakumar
Sr Vice President
Nokia India, Middle East & Africa
Ms Sangeeta Talwar
Managing Director & CEO
NDDB Dairy Services
21. 13th National Management Quiz Delhi December, 2012
Mumbai
Kolkata
Chennai
22. National Summit on “Recent Trends in Mr P Dwarakanath Mumbai January, 2013
Compensation & Rewards: Director (Group Human Capital) –
Managing from Design to Delivery” Max India Ltd
23 Global Advanced Management Programme Shanghai, China 13-19 January, 2013
24. World Marketing Congress Mr Srinivasan K Swamy Delhi 1-2 February, 2013
CMD – R K Swamy, HANSA Group
25. Conference with St Gallen New Delhi 5 February, 2013
26. Programme on “Managing Mr M R Gera Mumbai February, 2013
The Contract Labour Director – MDC Delhi
(Issues, Concerns, Problems & Remedies)” Hyderabad
27. Programme on “Latest in Labour Law Mr M R Gera Mumbai February, 2013
Judgements” Director – MDC Delhi
Hyderabad
28. Workshop on “Training the Trainer” Dr Sunil Abrol Delhi February / March, 2013
Former Director General Mumbai
Consultancy Development Centre
29. 9th National Students Management Quiz Delhi February-March, 2013
Gwalior
Bareli
Pune
Coimbatore
Visakhapatnam
30. Foundation & Management Day Delhi 21 February, 2013

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