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Directors Desk
I heartily congratulate Team SBS for bringing out this online edition of SBS News at a really short notice. SBS News is a platform for students to express their creativity and showcase their talent. It will highlight SBSs academic prowess & achievements and also at the same time capture all the excitement in the events & activities conducted at SBS. Let us all make it a grand success with

Dr. Aditi Markale Director

contributions from our enthusiastic, creative & talented students and our dedicated, zealous faculty. I wish all of you a very happy, healthy, peaceful and successful 2013! Gone are the days when opportunity knocked on the door. Destiny is not by chance but by choice. It is not a thing to be waited for; it is a thing to be achieved. At SBS our core values are based on age old precepts of education, but have been molded to meet the challenges of the 21st century. To us the aim of life is to work joyfully and find happiness. The aim of education then must be to impact not just the mind of the students but also their heart and soul. This is the SBS approach to holistic development. One such endeavour at SBS through the Newsletter is to showcase students creativity & imagination along with all the exciting activities that take place at SBS. I personally encourage students to make use of this platform of SBS Newsletter to exhibit their achievements and sharpen their skills. Lets turn each day into an exciting and enriching experience. Have a wonderfully joyous & prosperous New Year ahead!

Editors Desk

Ms. Zamarrud Ansari Editor

The Achievers

Receiver

of

PhD

Degree

from

Receiver

of

PhD

Degree

from

University of Pune in the field of Management for the topic THE CRITICAL STUDY OF

University of Pune in the field of Management for the topic ATTRITION RATE IN SERVICE

CUSTOMER SATISFACTION WITH SELECT EQUITY BROKING FIRMS IN PUNE.

INDUSTRY- A STUDY ON BPO COMPANIES WITH SPECIAL REFERENCE TO CALL CENTER UNITS IN PUNE.

Elephant Goes Dancing, as Bharat Goes Shinning

Introduction: Indian elephant on growth trajectory:
Despite the low growth of 6.9% (2011-12) India remains as one of the fastest growing economies in the world. As against, the global economic scenario remains adverse, since September 2011 due to the crisis in Euro Zone countries. The picture of Indian economy still shows the resilience and silver lining. According to Economic Survey 2011-12, Indias real GDP growth is expected to be 7.6 % in 2012-13 and 8.6 % in 2013-14. Amongst three major contributing sectors, agriculture and services continues to perform well and Indian economy is marching towards a high growth trajectory. According to National Sample Survey Organization (NSSO) report on Employment and Unemployment Situation in India, 2010-11 for every 1000 people employed in rural and urban India, 679 and 75 people are employed in agriculture sector. Changing scenario of rural India: Mahatma Gandhi always use to say that India lives in her village. Today, in 2012 two out of three Indian still live in rural

Dr. Avinash Joshi

India. The population of rural India is about 12 % of the world population and is equal to entire Europe. Today around 800 million people live in rural of India. There is a major transformation seen after the independence of India with respect to development of rural India. Many developments have taken place during this period. Some of them can be exhibited as follows. a) The green revolution has boosted the food grains production from a mere 50 million tonnes to 245 million tonnes in 2010-11. The GDP per agriculture worker is 75 % higher in real terms. Today as much as 40 % of Indias consumption is accounted by rural India. b) The credit disbursement to agriculture sector exceeded the target by 19 % and over 12.5 million new farmers are benefitted. The Indian banking system has disbursed the credit of Rs 4, 46, 779 Crore to the agriculture sector as against a target of Rs 3, 75,000 Crore in 2010-11. c) The Self Help Group bank linkage programme is being implemented by

Commercial banks, Regional rural banks in more vigorous manner and by 2011, over 74 Lakh SHGs held bank accounts with total savings of nearly Rs 7,000 Crore. By 2010-11, 69.53 Lakh SHGs have been covered under National Bank for Agriculture and Rural Development (NABARD) d) The coverage of Mahatma Gandhi National Rural Employment Guarantee Act (MGNREA) is increased to 5.49 Crore households during 2010-11 with an average employment of 47 person days per household. Moreover, the average wage is increased to Rs 100 per day in 2010-11. e) Empowerment of women is being strived through the Sarva Shiksha Abhiyan, National Literacy Mission. The results are exhilarating towards women empowerment. The literacy rate amongst women has been increased to 65 % by 2011. f) The combined revenue and capital expenditure of centre and state on medical and public health reached to Rs 96,672 Crore in 2010-11 which is much higher than previous years. The government has taken initiatives towards the Rashtriya Swasthaya Bima Yojana (RSBY) to be extended through coverage of all MGNREGA beneficiaries. g) According to recent steps taken by Reserve Bank of India (RBI) towards

guidelines to all state banks and rural consumer banks, the Savings Accounts to be converted into Basic Savings Accounts in rural India. This will encourage the process of financial inclusion in rural India. The new norms of Basic Savings Accounts will enable the farmers and Below Poverty Level (BPL) households to receive their subsidies directly credited into their Basic Savings Accounts. Emerging rural India- towards shining Bharat: The income of rural population is growing over last few years. Apart from farmers basic income from farm produce, the income from trading, agri processing and ancillary industries are helping rural India to increase its income. The governments various schemes are also increasing their focus on rural India and thus helping to increase employment opportunities in hinterland. The ubiquitous effect: The overall impact of all the developments have led to the increased consumption of rural India in recent years. According to latest research by leading rating and research organization, Crisil, for the first time after inception of economic reforms in India (two decades ago) the consumption of rural India is seen more than urban India. Between the period of 2009-10 to 201112 rural India spent Rs 3, 75,000 Crore more than the normal spending whereas, urban India spent Rs 2, 90,000 Crore

more than the normal spending in the same period.

A notable phenomenon in rural consumption is found with a shift in buying behaviour from necessities to discretionary goods. Today, about one in every two rural household, a mobile phone is available. Nearly 42 % of rural household own a television set and 14 % rural households have a two wheeler.

Conclusion: If the 800 million people living in rural India empowered with various schemes and focus by public and private sector for inclusive growth, will propound to create the strong rural middle class in India. By 2025, the 60 % of Indian population will be living in rural India; the Indian rural market is expected to grow more than tenfold to become a USD $ 100 billion opportunity for retail spending. The young aspiring management students, who wish to enter the corporate world, it would offer an opportunity to build more shining Bharat heading towards one of the fastest developing country and will also offer a great opening to make a brighter career.

A MUST SHARE ARTICLE MBA MOUTHING BUSINESS ARGOTS Zamarrud Ansari

It was my first day in a full time MBA course. I had arrived for that first class, smartly groomed with high aspirations. When the time for introductions came, i was at my linguistic best. I did a fairly good job of describing myself and my goals and expectations. It was only when my classmates began speaking that i realised i was inept in Biz speak the MBA language. In the next 40 minutes of introductions, i counted five leverage my skill sets, three synergising and a few core competencies that the class had thrown in to impress our B-school professor. I was dismayed. In this class of 60 bright sparks who could walk the walk and talk the talk, i suddenly felt like an out-of-town bumpkin. The next couple of weeks i tried to swim through the unchartered waters with the purveyor of jargons, clichs, and buzzwords to keep me company. Every assignment turned into a deliverable that i turned over to my instructor as i struggled to keep up with the frenetic pace. Despite days of little or no sleep, i began to look forward to moving up the value chain and picking up the bizspeak. My grip over the English language slowly loosened. Move over Shakespeare and Dickens to enter a common business language connecting us all. In class, i worked hard to ascend the learning curve and battled my way through tomes of management and finance. Whenever i got stuck, my friendly and by now familiar professor would remind me that this was not rocket science or brain surgery; I had to merely shift gears and think in through, was his eternal advice. By the second year, i was ahead of the others in the buzzword industry. I now had the first mover advantage and was busy maximising my value proposition. I was now marketing myself to the recruiting companies visiting the campus, as a highly leveraged, value added deliverable. While everyone now generally zigged I zagged them on the verbal highway. The magical suffix ise, that i frequently used helped me effortlessly turn everything into a verb. I would spout words like prioritise, incentivise and functionalise, even as i mailed my resume across the world to globalise my opportunity window.

I finally graduated from the course with a degree in MOUTHING BUSINESS ARGOTS (MBA). The jargons power as verbal shorthand cemented the bond of friendship and carried me through the years. Most of all, jargons helped me evade questions i dint have answers to in life. For every tough question i now had a simple answer Lets take this topic offline.

Steve Jobs Learnings from i-Heaven Kunal Gandhi

You might have got idea about what you are going to read, that i speaks for itself! On October 5, 2011 we lost Steve Jobs, founder of Apple Inc. So I thought lets write something about him & if we get to learn things or two, it will be a kind of tribute to him. He lived extraordinary life, full of failures & achievement. Still he was the man with blue jeans & black shirt in his wardrobe. At the age of 22 he had nothing; at the age of 23 he had $1 in pocket; at 24 he had $10 million; at 25 $100 million. Still he was the man with blue jeans & black shirt in his wardrobe. So what motivated him if it was not money? Passion! Yes!! Be it spending 6 months in India searching for spirituality or resigning from his own company, he always followed his passion. As an MBA student there are many things which we can learn from him, I am just listing out some of them. 1) Stay hungry stay foolish Be hungry for new learning, be a maniac to change the world around you! 2) Take risk

He always took life threatening risks & worked hard to make them real! Never be afraid of taking risk, give everything of yours to make them real! 3) Value people, not money He got together with passionate people, he valued them more than anything & bank balance always took care of itself! 4) Rise from failures , believe in i Everybody fails. Its how you respond to those failures that makes all the difference. In 1984, Steve Jobs was fired from his own company, 11 years he spent without his dream. But he never stopped from setting new goals! Thats how Pixar & Next was created; he got back in 1996 with bang & rocked the world! 5) Steve Jobs quote The only way to do great work is to love what you do. If you havent found it yet, keep looking. Dont settle. As with all matters of the heart, youll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Dont settle.

Information Security Awareness for Naive Internet Users Akhilesh Bhangepatil

When the word security is used, most of the people start thinking about lockers, doors, guards and what not. Security literally means being safe from danger or threat. But security these days, in this digital world, means a lot more than that. In todays world where most of the data is stored electronically and millions or rather billions of e-transactions take place daily, security has a new dimension altogether. Considering you as a frequent internet user I would ask a few basic questions. Do you change your password every few days? Do you logout every time you leave the computer desk? Do you have a competent anti-virus and firewall solution? Do you use virtual keyboards while performing financial transactions? Do you avoid logging in at public workstations? If you have answered no to any of the questions above then you need to really rethink your internet usage policies. Hackers have been a favourite subject of film makers lately. Often someone with someone with flashy gadgets would get to some login screen, try a couple of credential combinations, run a couple of codes, and bingo! The system would be hacked! But is it really that simple? Working as a freelance intrusion detector and application security

auditor I can definitely say that its not that simple.

To hack into some network or a system for that matter, is much more difficult and requires a very expensive gear. But the question would arise how do so many Gmail and Facebook accounts get hacked? I would ask you to read the above questions again. Social engineering is the black art of influencing people, and it's the hacker's best friend. In essence, hackers can control us, thanks to a refined understanding of human characteristics such as trust, ignorance, greed, the need to be liked, the desire to help and plain old gullibility. Not even the most sophisticated software can hope to protect us from ourselves. And if you are lame enough to actually have your exs name as your password, how do you expect your account to be secure?

Suppose you find an open wireless network somewhere. Are you lured to use it? You get a mail stating you have won some lottery worth $50k. Are you tempted to click on the links? Remember, there are no free meals in this world. Every such network can be a honeypot and every such link can install a malware on you system creating backdoors and before you know anything even a terror mail may be forwarded from you system! If a certain individual thinks that he doesnt require information security than definitely he doesnt understand what information security means. Always change and use complex passwords, avoid using unreliable public networks, use genuine software and keep them up updated, shop from renowned e-shops, and use virtual keyboards. Have a safe cyber presence!

DOES FACEBOOK IMPROVE FRIENDSHIP? RUPALI S PATIL

Well according to me, friendship is much beyond mere social networking. Friendship is a beautiful bond that develops with time .It improves with more interpersonal bonding. Friends on FB may just be called associates or online friends. But sharing of emotional ties is absent on FB, and the chat feature can never replace one-on-one interaction. FB is a recent phenomenon but friendship grew with human race. History has umpteen examples of great friendships. Krishna and Sudama , Caesar and Marc Antony never had FB profiles to share pictures or update their status. We can share gossips and happenings on FB, but our profile page does not display our Emotional Quotient or compassion, trust, mutual understanding, sympathy, respect the pillars of true friendship. Also FB is only a medium to find and reach out to friends, but later developing the friendship is what it cant do. What does improving friendship exactly mean? Does it mean having long friends list, including some of those you dont even know personally, or does it mean having limited set of friends, whom you can trust and who are truly concerned about you? It is here that we confuse social networking with friendship .On FB, you cant even see the person youre bonding with. In fact, it was in news that Malini Murmu, a student of IIM Bangalore committed suicide on reading derogatory comments posted by her boyfriend. Weve all lost a sense of where our private life ends and public life begins. FB can never let you know the person on the other side, if hes actually the one who he claims to be. Moreover, the risk of impersonation is always present. Theres always a possibility that the girl youre dating online, the one with a beautiful profile pix, actually turns out to be a hag. I still feel a video conversation on Skype or telephone calls are much better as they give the human touch. How many of you can actually put into words everything that you feel and type it? FB doesnt give the liberty to laugh, cry, frown or shout. You might call me as an old school, but this is the reality. Please dont let the virtual world of FB take you away from the 3-D world of reality.

Your Strategy Needs a Strategy Swapnil Sane

leadership to influence how demand and competition evolve. Clearly, the kinds of strategies that would work in the oil industry have practically no hope of working in the far less predictable and far less settled arena of internet software. And the skill sets that oil and software strategists need are worlds apart as well, because they operate on different time scales, use different tools, and have very different relationships with the people on the front lines who implement their plans. Companies operating in such dissimilar competitive environments should be planning, developing, and deploying their strategies in markedly different ways. But all too often, our research shows, they are not. That is not for want of trying. Responses from a recent BCG survey of 120 companies around the world in 10 major industry sectors show that executives are well aware of the need to match their strategy-making processes to the specific demands of their competitive environments. Still, the survey found, in practice many rely instead on approaches that are better suited to predictable, stable environments, even when their own environments are known to be highly volatile or mutable. Whats stopping these executives from making strategy in a way that fits their situation? We believe they lack a

The oil industry holds relatively few surprises for strategists. Things change, of course, sometimes dramatically, but in relatively predictable ways. Planners know, for instance, that global supply will rise and fall as geopolitical forces play out and new resources are discovered and exploited. They know that demand will rise and fall with incomes, GDPs, weather conditions, and the like. Because these factors are outside companies and their competitors control and barriers to entry are so high, no one is really in a position to change the game much. A company carefully marshals its unique capabilities and resources to stake out and defend its competitive position in this fairly stable firmament. The internet software industry would be a nightmare for an oil industry strategist. Innovations and new companies pop up frequently, seemingly out of nowhere, and the pace at which companies can buildor losevolume and market share is headspinning. A major player like Microsoft or Google or Facebook can, without much warning, introduce some new platform or standard that fundamentally alters the basis of competition. In this environment, competitive advantage comes from reading and responding to signals faster than your rivals do, adapting quickly to change, or capitalizing on technological

systematic way to go about ita strategy for making strategy. Here we present a simple framework that divides strategy planning into four styles according to how predictable your environment is and how much power you have to change it. Using this framework, corporate leaders can match their strategic style to the particular conditions of their industry, business function, or geographic market. When the Cold Winds Blow How you set your strategy constrains the kind of strategy you develop. With a clear understanding of the strategic styles available and the conditions under which each is appropriate, more companies can do what we have found that the most successful are already doingdeploying their unique capabilities and resources to better capture the opportunities available to them. Finding the Right Strategic Style Strategy usually begins with an assessment of your industry. Your choice of strategic style should begin there as well. Although many industry factors will play into the strategy you actually formulate, you can narrow down your options by considering just two critical factors: predictability (How far into the future and how accurately can you confidently forecast demand, corporate performance, competitive dynamics, and market expectations?) and malleability (To what extent can you or your competitors influence those factors?).

Put these two variables into a matrix, and four broad strategic styleswhich we label classical, adaptive, shaping, and visionary emerge. (See the exhibit The Right Strategic Style for Your Environment.) Each style is associated with distinct planning practices and is best suited to one environment. Too often strategists conflate predictability and malleability thinking that any environment that can be shaped is unpredictableand thus divide the world of strategic possibilities into only two parts (predictable and immutable or unpredictable and mutable), whereas they ought to consider all four. So it did not surprise us to find that companies that match their strategic style to their environment perform significantly better than those that dont. In our analysis, the three-year total shareholder returns of companies in our survey that use the right style were 4% to 8% higher, on average, than the returns of those that do not.

WHAT WENT WRONG @ WALL STREET: THE FALL OF LEHMAN AND MORE Vishwajeet Madrewar
These days, no matter who you are, you are never too far away to hear a word. A word that has profoundly shaken up the financial industry and indirectly but certainly affected all of us in our daily lives in one way or another: Recession. What started as a minor correction to heavily leveraged and highly risk-driven financial institutions escalated into a global behemoth, affecting almost all industries and sectors across the world to an astonishing extent. The seeds of the recession were planted during the 1990s, with the deregulation of banks and a push to increase home ownership in the US. But a major twist in the story came in the form of the 9/11 attacks. While the world was busy reacting to the shocking event, the Federal Reserve Bank (USAs equivalent of RBI) started infusing more money into the financial system, to prevent a creditcrunch. As a result, the interest rates dropped, which proved to be very beneficial for the housing sector. The financial institutions utilized this opportunity to create new mortgagebacked security products. To understand what a mortgage-backed security (MBS) is, suppose that a person takes a housing loan of 10$ from a bank A. Now, bank A will cumulatively receive a lot more than 10$ from him at the end of the loan repayment through interest. So, bank A sells this persons loan portfolio to buyer B at a cost higher than 10$ (say 11$) through a security. As a result, bank A instantly makes a profit of 1$ and B also profits in the long run due stable inflow of revenue through EMIs. Thus, it is clear how a bank can profit if it gives out a large amount in loans, converts the portfolios into MBSes and sells these to investors at a profit. But fuelled by a huge demand in the market for MBSes and Collateralized Debt Obligations (CDOs), banks started giving out loans to individuals who did not have a good credit history and had a past record of missed payments and even bankruptcies. These were called sub-prime loans. Towards the end of 2006, the US housing market began to have a downcycle. Investors started losing a lot of value off their real estate investments. The number of loan-defaulters began to increase, mostly originating from the subprime category. Subsequently, the value of derivatives and mortgage-backed securities began to fall. But by then,

investment banks and lending institutions were so deep in this business of asset and mortgage-backed securitization, that they did not have enough capital to cover those losses. That brings us to one of the most important events of the recession-The bankruptcy of Lehman Brothers: the largest bankruptcy ever. Founded in 1850, Lehman Brothers grew to eventually become the 4th largest financial services firm on the Wall Street, behind Goldman Sachs, JP Morgan and Morgan Stanley. Lehmans financial model was highly successful till 2007 and it was tipped to go on and become a top-3 player on Wall Street. But all this came tumbling down. Lehman was a highly leveraged firm, with a leverage ratio of 30.7 at the time of its bankruptcy. To give a simple example of leveraging, suppose that a banker invests 10$ of his own money and his yearly return on investment is 10% i.e. 1$. But he is not happy with earning only 1$.So he borrows money from investors-say 100$. He promises them a return of 8%p.a. Now his total investment is 110$,on which he earns a profit of 11$.As promised to his lenders, he pays them 8$ and keeps the remaining 3$. Thus although his own investment remains 10$, he manages to achieve three times the profit using leveraging. The general saying about highly leveraged firms is that their good times are better, but their bad times are far worse. In the above example, if the banker makes bad investments and does not make any profit at the end of one year, then, not only does he lose his own 1$ profit, but

also he has to pay the lenders the promised 8$ out of his own pocket. Through a combination of high leverage and exposure to toxic assetbacked securities Lehmans stock prices started declining rapidly due to loss of investor trust. Lehman had invested a lot of investors money into securities that now had very little value due to the collapse of the housing market. Lehman tried its best to raise new capital and restore investor faith through talks of mergers with Korea Development Bank, Bank of America and Barclays Capital. But after studying Lehmans exposure to subprime and low-quality securities, all of them backed out. The Federal Reserve too, did not want to risk the common taxpayers money in saving a Wall Street firm. The stock of Lehman Brothers lost 75% of its value during the first half of 2008. Finally, on 15 September 2008, Lehman filed for bankruptcy, with debts of US$ 613 billion. To understand the magnitude of that number, understand that only 17 countries in the world have a GDP more than that! Lehmans bankruptcy caused the banking system to become chaotic and fear-driven. To prevent a total economic collapse, the Fed finally announced the Troubled Asset Relief Program (TARP) through which it loaned money to banks in return for toxic asset-backed securities and preferred equity as collateral. Eventually, TARP ended up costing the American taxpayers US$ 700 billion. (A major part of that has been repaid by banks as of today.)

The financial industry is by nature very complex. Add to that a frenzied rush to make profits and a convenient blind eye towards sound risk-management principles, and what you get are financial products so complicated that even many CEOs have little idea about what their companies are selling. These days most global markets have stabilized and are back on the growth track, though speculations of a double-dip recession are still rife. It will be a matter of a few years before we can finally look back at the crisis and analyze it in its full magnitude. Only then will we know how we performed during our time in the arena.

What Makes a Leader? Swapnil Sane

It was Daniel Goleman who first brought the term emotional intelligence to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadershipsuch as intelligence, toughness, determination, and visionare required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. These qualities may sound soft and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. While emotional intelligences relevance to business has continued to spark debate over the past six years, Golemans article remains the definitive reference on the subject, with a description of each component of emotional intelligence and a detailed discussion of how to recognize it in potential leaders, how and why it connects to performance, and how it can be learned. Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solidbut not extraordinaryintellectual abilities and technical skills who was promoted into a similar position and then soared. Such anecdotes support the widespread belief that identifying individuals with the right stuff to be leaders is more art than science. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority. I have found, however, that the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. Its not that IQ and technical skills are irrelevant. They do matter, but mainly as threshold capabilities; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still wont make a great leader.

In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. We have examined the relationship between emotional intelligence and effective performance, especially in leaders. And we have observed how emotional intelligence shows itself on the job. How can you tell if someone has high emotional intelligence, for example, and how can you recognize it in yourself? In the following pages, well explore these questions, taking each of the components of emotional intelligenceself-awareness, self-regulation, motivation, empathy, and social skillin turn. Evaluating Emotional Intelligence Most large companies today have employed trained psychologists to develop what are known as competency models to aid them in identifying, training, and promoting likely stars in the leadership firmament. The psychologists have also developed such models for lower-level positions. And in recent years, I have analyzed competency models from 188 companies, most of which were large and global and included the likes of Lucent Technologies, British Airways, and Credit Suisse. In carrying out this work, my objective was to determine which personal capabilities drove outstanding performance within these organizations, and to what degree they did so. I grouped capabilities into three categories: purely technical skills like accounting and business planning; cognitive abilities like analytical reasoning;

and competencies demonstrating emotional intelligence, such as the ability to work with others and effectiveness in leading change. To create some of the competency models, psychologists asked senior managers at the companies to identify the capabilities that typified the organizations most outstanding leaders. To create other models, the psychologists used objective criteria, such as a divisions profitability, to differentiate the star performers at senior levels within their organizations from the average ones. Those individuals were then extensively interviewed and tested, and their capabilities were compared. This process resulted in the creation of lists of ingredients for highly effective leaders. The lists ranged in length from seven to 15 items and included such ingredients as initiative and strategic vision. When I analyzed all this data, I found dramatic results. To be sure, intellect was a driver of outstanding performance. Cognitive skills such as big-picture thinking and long-term vision were particularly important. But when I calculated the ratio of technical skills, IQ, and emotional intelligence as ingredients of excellent performance, emotional intelligence proved to be twice as important as the others for jobs at all levels.

Clicks n Pics.

Sinhgad Business School

FUTURE OF PUNE Rahul B Tiwari

A day in Future but Pune is still Green, Magnificent Metro and Buildings, Rivers Pure and Clean, Broad and wide roads where Traffic Jam will be small, Forts, Mosque, Temples & Church here you find them all.

Shivaji Maharaj & Lokmanaya Tilak history Evergreen, Cultural fest & Ganpati Mahotsav, Spectacular Scene. School & Colleges everywhere called Oxford of the East, No chance of Corruption, city all at Peace.

A place we will cherish made by You & Me, A day in future but Pune is still Green.