Tuesday, March 30, 2010

The banned outfit’s fugitive chief Paresh Barua may seek Maoist help

Barua’s whereabouts are not known, but an Assam Police source confirms that he might be hiding in China or Myanmar with a few supporters. Even as security forces and the home department claim that ULFA has lost its strength, the organisation recently sent an email to the press, ordering the Tata group to leave Assam as soon as possible or else face dire consequences.
The Tata group had laid the foundation of a five-star hotel in Guwahati a few days back. ULFA had been lying low since the arrest of its president. But the recent warning issued to Tata group indicates that ULFA isn’t a spent force yet. Its ‘revival’ seems to indicate the possibility that it now has the support of another strong rebel organisation. Reacting to this suggestion, the inspector-general of Assam police, Khagen Sharma, says: “It is true the Maoists are tying to build a strong base in the north-east but they are functioning on their own. There is no evidence that they have joined hands with a local outfit.”

Sharma points out that no militant group ever concedes its area of operation to another organisation. “So it is not possible for the Maoists to set up a base in the north-east,” he concludes.

As the Maoist rebel groups prepare themselves to establish a foothold in the north-east, security forces and the police are also on their toes. It is believed that the Maoists feel they can use the north-east as a safe hideout for their leaders as it would take the security forces a fair bit of time to figure out the exact location of the rebel camps.

Jiten Dutta confesses that the pro-talks ULFA leaders had failed to stop the youth of some areas of upper Assam from rejoining the organisation. He says, “There are some areas of upper Assam where illiteracy and unemployment are major factors. Some places have no communication network. So, we cannot meet each and everyone and create a consensus against ULFA. Most of the new ULFA recruits are antisocial elements.”

Regarding the possibility of the Maoists setting up a base in the north-east, People’s Consultative Group member Dilip Patgiri says, “As far as I know, the Maoists aren’t heading for the north-east. A few days back, the Union home secretary himself confessed that the Indian security forces would need at least seven years to weed out the Maoists. Maoist rebels already have a strong base in Jharkhand, Orissa, Bihar and West Bengal. I see no reason why they would want to come to the North-East?”

ULFA is facing a huge problem after the crackdown in Bangladesh. It might, therefore, make sense from Barua's point of view to accept any that is forthcoming from other banned militant outfits. Moreover, ULFA has in its arsenal an abundance of sophisticated weapons but they lack the manpower that is necessary to put these arms to effective use. So it would be no surprise if Barua and whatever is left of ULFA do decide to actively pursue policy of seeking the cooperation of the Maoists as a stepping stone to rebuilding the organisation.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!

Tuesday, March 23, 2010

The Cabinet nod for the Bill to allow foreign universities to set up campuses in India

Mr Sibal’s efforts to address the challenges confronting the higher education sector in the country are already paying dividends. The Union Budget has allocated Rs. 11,000 crore for the higher education sector, a hike of 7 per cent. Liberalisation in the education sector may lead to a larger participation of private unaided foreign institutions providing better quality higher education. This will infuse creative and productive competitions in offering better salary structure to India’s talented but poor teaching community. And naturally the reverse brain drain will acquire a faster pace.

But what if this opportunity is utilised for mere commercial purposes and not for true value quality Education? “The higher education providers delivering cross-border education should ensure that the programmes that are delivered across the borders and in their home country are of comparable quality and they also must take into account the cultural and linguistic sensitivities of the receiving countries,” Mr Sibal had said in the keynote address at the plenary Session of the World Conference on Higher Education, at the UNESCO headquarters in Paris on July 8, 2009. Way to go, Mr Sibal!
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!

Friday, March 19, 2010

Tech Mahindra (formerly known as Mahindra British Telecom) established

Then comes his Club Mahindra odyssey, which has earned an equal proportion of criticism as it has won praises in the market. At present, the company boasts of high-occupancy rates in all its resorts, across the year, which sounds encouraging, but this road too has bumps as a former executive points out, “For Club Mahindra, the challenge is the ability to find new holiday destinations and maintain financial discipline while keeping enough inventory of rooms. Also, there are huge options in leisure for today’s consumer; they need to keep this in mind.”

With an outlay of Rs.1 billion, the group also ventured into the retail space in the first month of 2010. The entry missed the public eye, largely due to the lack of fanfare at the launch of the two ‘niche’ lifestyle stores in Ludhiana and Ahmedabad. The chain of two stores which has been branded as ‘Mom & Me’, caters to the needs of mothers and infants. Though the concept of catering to a niche segment (largely based on the idea behind the world renowned UK-based iconic retail chain ‘Mothercare’) sounds exciting, it is to be noted that the Indian consumer hasn’t evolved as much as it appears when you walk through the huge malls that flaunt global brands. One also has to see that the group has opened a retail venture that caters to a niche, when the buzzwords doing the rounds in the sector at present are hypermarts and supermarts. Clearly, the rate and scale of Mahindra’s retail expansion will depend on the feedback from customers, and our guess is – he’ll hold back on this one!

For now though, Mahindra has been intelligent enough not to have made billion dollar blunders like some few of his contemporaries when it comes to spreading his business to newer sectors. But at the same time, maintaining caution, he should continue focussing on his cash cow automotive business. The group has also done well to enter the two-wheeler segment in a price sensitive market in 2009 by acquiring the assets of the troubled Kinetic Motors (Anoop Mathur, CEO, Two wheelers, M&M, tells B&E that his plans for the Indian market in 2010 are extremely bullish), while at the same time, its commercial vehicles segment, in alliance with Navistar, will give the company a more comprehensive line-up of products for the Indian market. A Mahindra competitor, Pankaj Dubey, National Business Head, Yamaha India, accepts his trepidations to B&E, “The Mahindra Group has done well in all segments that it has tried its hands on. With the growing focus on the two-wheeler segment, Mahindra will surely be a tough competitor...” Even during the past quarter, the automotive and farm equipment sectors combine, accounted for 60% of the Mahindra group’s revenues of Rs.76 billion.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!

Thursday, March 18, 2010

Restoring the pride of mankind

The day we belief that we all are from a single origin, we end racism

The UN High Commissioner for Human Rights, Navi Pillay warned in an annual report that Romanians are being discriminated in countries like the Czech Republic, Slovakia and Italy. She further suspected that the situation may worsen gradually. The news might not be able to grab much attention since the issue of racism has become more of a day-to-day affair in the global scenario, but its increasingly becoming odious is concerning the world community. The entire world is aware of racism and its effects but two extreme views from two famous personalities would perhaps simplify the issue. Adolf Hitler, former German chancellor, leader of the Nazi party, (1889-1945) said, “If I can send the flower of the German nation into the hell of war without the smallest pity for the shedding of precious German blood, then surely I have the right to remove millions of an inferior race that breeds like vermin.” On the other extreme, Martin Luther King, Jr. (1929 – 1968), the prominent leader in the African-American civil rights said on the issue of racism, “Let us all hope that the dark clouds of racial prejudice will soon pass away, and that in some not too distant tomorrow the radiant stars of love and brotherhood will shine over our great nation with all their scintillating beauty.” Such diverse views on one subject reveals the complexity over the issue. None succeeded to build a society based on their principles that they dreamed off.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!

Wednesday, March 17, 2010

Expecting too much?

As the troubled General Motors was busy finalising its restructuring process and doing some heavy duty pondering over hard decisions of retaining and shedding various brands under its vast portfolio post the bankruptcy filing under Chapter 11, home-grown Tata Motors was keeping a close eye on the developments. Around the same period, Carl-Peter Forster, President of GM’s European operations, had a decision to make of his own; one, a bigger job at General Motors – perhaps even the global head – and, two, becoming Group CEO of Tata Motors. Having worked at companies like GM, BMW and McKinsey, the Tatas knew that if Forster could be convinced, he would bring a lot of valuable experience on the table. For the London-born Forster (raised in Bonn and Athens, worked across the globe), India could promise to be an enlightening experience. But Forster also knew that if he were to join the Tatas, however hard he tries, he would – by rote nomenclature – be known as an ‘Expat CEO’ (short for expatriate CEO). Along with the bouquets that accompany this garnishing, Forster would have had the benefit of being brandished with the standard ignominious accusations reserved with honour for expat CEOs. But really, why do typically Indian companies take expat CEOs in the first place? Are there any lessons?

To be fair, this is not the first case of an Indian company headhunting for an expat CEO; and it definitely won’t be the last. In fact, the Tata group itself has believed heavily in global talent for top positions; which is logical since a huge 65% of the group’s revenues come from overseas markets. Raymond Bickson, MD, Indian Hotels (of the Tata Group), contributed heavily to the company’s global expansion through innovative acquisitions and tie ups with luxury hotel chains and cruise lines. But taking in Daryl Green as MD of Tata Teleservices wasn’t as rewarding as Green quit in two years, citing personal reasons and amid rumours attributing his resignation to his inability to mingle with the culture of the Tata Group.

If one were to call a spade a spade, considering India’s vast diversified culture where each state is as good as a country in itself, appointment of a global CEO who isn’t well-aware of the cultural differences and the state of affairs is surely an extremely high risk affair. But on the other hand, the international experience they bring is undeniably invaluable and could transform a company’s vision superlatively. So what is the critical factor companies look for when recruiting expat CEOs?

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!

Saturday, March 13, 2010

Ever heard of Bhint Budrak?

Methan is anything but a conventional village. For one, it has never witnessed panchayat elections. The sarpanch and members of the panchayat samiti are nominated by the villagers and they assume office unopposed. The village, inhabited by a mix of Hindus and Muslims, has never seen any communal tension. The Muslim population here is very prosperous and they have provided plenty of assistance to the setting up of and running the gobar gas plant.

The president of the Methan gobar gas plant, Kasambhai Elimad Thuka, says, “In 1987, village leaders like Jaffer Mohammad and Rahim Karedia broached the idea of a gobar gas plant. It was very difficult in the beginning but every resident of the village contributed a lot.” For plant maintenance and gas usage, every household with a biogas connection is charged Rs 50.

But a huge question mark now hangs over the future of the biogas plant, which has been hit by a shortage of cow-dung. Says Kasambhai, “The younger villagers have migrated to foreign countries. These families do not own cattle anymore. Hence the quantity of cow-dung is dwindling. We once had 50 stables in the village. Now there are only about ten. So we have to often obtain cow-dung from nearby villages. But the supply can be rather irregular.”


The effects are being seen on the ground. Methan once boasted 300 households with a gas connection. Now only half that number use biogas. “The shortage of cow-dung has led to low-pressure supply, forcing villagers to opt for stoves or LPG gas cylinders. Moreover, tribal and backward community people continue to use wood as a source of fuel,” says Kasambhai. A member of the Biogas Association, Mansoor Ali Momeen, says, “This plant needs specific changes. We need to develop a technology which can reduce labour inputs and increase the plant’s efficiency. In 1987, apart from Methan, biogas plants were installed in Meloj and Varsheela villages with help from the Centre but due to improper maintenance, these plants shut down within a year. The biogas plant in Methan is about 20 years old.”

Taking tips from Methan’s experience, Bhint Budrak is going full steam ahead. Started in 2007, the Bhint Budrak gobar bank has become a subject of study for many institutions. Sultan Momeen says that Bhint Budrak’s initiative should be emulated by every village.

Bhint Budrak is a predominantly tribal village that is situated on the Gujarat-Maharastra border. Education and health continue to be major problems for the populace here, but the village has achieved unmatched success with its gobar bank and biogas plant.

Before 2007, the village was only an insignificant speck on the map. The then district development officer, Vijay Sonvane, chose this village to set up a community biogas plant. The district panchayat allocated Rs 10 lakh but equally precious support came from SUMUL Dairy.

The president of Bhint Budrak gobar bank, Ramesh Vasava, says, “We got this project from the district panchayat and SUMUL Dairy because of our reputation for social harmony. Now, each and every person of our village gets gobar gas even as they earn by selling cow-dung. There was a time when we got only Rs 150 to Rs 200 for our dung cakes per annum. But now on we earn Rs 300 to Rs 350.”
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!

Friday, March 12, 2010

Much of the allure of Uttarakhand lies in its natural beauty and spiritual attractions

Much of the allure of Uttarakhand lies in its natural beauty and spiritual attractions. Nestled in the lap of the Himalayas, Uttarakhand is a prominent religious destination not only for Hindus, but Sikhs and Muslims too. The most sacred river for Hindus, Ganga, originates from Gangotri. The famous temples of Badrinath, Kedarnath and Kailash Mansarovar are also located here. While the rivers Alaknanda and Mandakini meet at Rudraprayag, the Alaknanda and Bhagirathi rivers converge at Devprayag, and are each of spiritual significance. Uttarkashi and Joshimath are called Kashi of the mountains because of the presence of temples of Lord Shiva. Besides, Hemkund Sahib is the holiest of pilgrimages for Sikhs, and Piran Kaliyar houses the tomb of famous Sufi saint Alauddin Sabir Kaliyari, visited by Hindus and Muslims alike.

The recent overhauling of the famous Har ki Pauri Ghat in stone is an indicator of attempts to promote the place as a major spiritual-cum-tourist destination. Establishing adventure and wildlife tours around religious spots can go a long way in luring the youth. Doing so will not only generate employment opportunities for the residents but also increase government revenue. Haridwar District Tourism Development Officer Yogendra Gangwar says, "Millions of people come to Haridwar during the Kumbh. This is a golden opportunity for us. In order to easily inform people about these destinations, we’ve set up 16 information centres at the Kumbh Mela and printed over three lakh pamphlets and leaflets.” The state government has also arranged for helicopter tours of the Kumbh for those interested.

Dr Ramesh Pokhriyal ‘Nishank’, the chief minister of Uttarakhand, has initiated the Vision 2020 in order to promote tourism in the state.

According to the plan, by the year 2020, the state should make noticeable contributions to adventure tourism, eco-tourism, health tourism, spiritual tourism and wildlife tourism. The state will also witness increased foreign investment and benefits from the participation of private sector in infrastructure development. If the plans materialise, there would be no stopping Uttarakhand from turning into a tourism hub to reckon with in India and the world.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!

Thursday, March 11, 2010

“The US facilitated drug trafficking due to foreign policy concerns”

Dr Clarence Lusane is an author, activist, scholar, lecturer and journalist. For more than 30 years, he has written about and been active in national and international human rights, anti-racism politics, globalisation, US foreign policy and social issues such as education, crime, and drug policy. He has lectured and presented scholarly papers at a wide range of colleges and universities. He has also lectured on US race relations in over 50 nations. Dr Lusane received his Ph.D. in Political Science from Howard University in 1997.

In an exclusive interview with The Sunday Indian in Karachi, Dr Lusane, Associate Professor of Political Science and International Relations, School of International Service at American University, spoke on some vital issues. On topics ranging from war and peace, drugs and missing people in Pakistan, he made it clear at the onset that he was not representing the US government and what he said were his personal views. Excerpts:

While going through the CIA documents that were de-classified recently, it is amazing to find that Americans helped India and Pakistan in making a nuclear bomb. Now the US is crying itself hoarse in a bid to bring peace between Pakistan and India so that the Pakistan Army may concentrate solely on the so-called “war on terror.” As a professor of international relations, don’t you feel it’s quite hypocritical?

I would say we are still feeling the consequences of the Cold War even though it is more than 20 years now. There are habits in terms of foreign policy practices. There should be justice. Well, there has been a practice of pitting countries against each other but now it’s important to build cooperative relations between countries. And I think there is a new generation of politicians who think along these lines.

It has been well documented by the Americans themselves that the previous Afghan War was fought by drug money. Are there any indications that the “war on terror” is also being fought with drug money?

I think not enough attention has been paid to our relationship with drug policy and foreign policy. In the past, foreign policy concerns weighed over our drug policy. And what that meant was that drug trafficking was allowed or even facilitated because of foreign policy concerns. Today we still have a heroin addiction problem in the United States. So, it’s critical that we address this issue in Afghanistan because we can’t allow the drug problem to continue. It is so devastating to many communities in the US. The US needs to quickly find ways to work with the Afghanistan government to address the issues of drug production and drug trafficking.

The fallout of the previous Afghan War has been extremely injurious for Pakistan in the shape of drugs and arms culture. Again, the Americans are vying to leave Afghanistan and Pakistan in the lurch. Don’t you agree that Pakistan has been used as a conduit to fulfil American global interests?

I think it is far more complicated than that because there are people in the US who generally want peace and development in the region and have strongly advocated these causes. There have been other people who have a more narrow view of foreign policy. But it’s a debate in the US that doesn’t often make international news. There have been many people who have argued for more progressive, cooperative and equal relationships between the US and other countries. Hopefully, with the new President, we will see the focus shift to a more cooperative relationship.

As a human rights activist, what would you suggest as a step to resolve the issue of missing people in Pakistan?

I don’t know much about the issue but it is absolutely critical that the government respects human rights.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!

Wednesday, March 10, 2010

Cross my heart and hope to die…

Sue Rodriguez, a woman in her early thirties, was suffering from Amyotrophic Lateral Sclerosis (ALS) or Lou Gehrig’s disease. It is a fatal, neurodegenerative disease that causes the nerve cells in the central nervous system, that control voluntary muscle movement, to degenerate. She knew that gradually her muscles would weaken so much that soon they would become totally dysfunctional. In the last stage the muscles would contract, leading to atrophy, and she would lose all control over voluntary movement. And finally, Sue knew, she would choke to death. With the contemporary laws presiding over the course of our lives, and death as well, the options she had weren’t many. And the few available to her were so bleak that they would have made her life a living hell. She didn’t want to live with that pain, she didn’t want such an agonising death. She wanted a peaceful death, and therefore requested the courts to allow her to choose the moment of her death. In other words, she requested for euthanasia, a request turned down by the courts.

So what is the apt thing to do in such a case, when you know the end is near? Live the last days of one’s life with the fear of pain and suffering with each breath or choose the time of death and die peacefully? Though in the above case Sue was eventually helped by a doctor who contravened the law and helped her die according to her wishes, and thus saved her of the nightmare she was going through, not everybody is as ‘lucky’! Some forms of euthanasia, from the Greek words eu (good) and thanatos (death), are legal in places like Belgium, Oregon, Washington, Luxembourg, the Netherlands, Switzerland, Thailand etc. Recently Oregon became the only state in America to have the Death with Dignity Act that allows physician-assisted suicide. Now Washington State will also allow terminally ill patients, with less than six months to live, to ask the doctor for a life-ending prescription. According to the law the patient must be 18 years of age, declared competent and a resident of Washington State. Moreover, two doctors must certify that the patient has less than six months to live; and the patient in question must make two verbal requests, 15 days apart, and thereafter make a written request witnessed by two people.

Following enactment of this law, Barbara McKay, who is in the last stage of ovarian cancer, wants to take charge over when and how she dies, and doesn’t want to burden her family because of her illness. But could such a law find a place in India?

“It is not required” shoots Dr. PK Das, Sr. Consultant, Oncology Department at Indraprastha Apollo Hospital, “Here, when we see that the outcome is absolutely bleak we discuss it with the family members and they understand it. If the patient is in terminal condition and on the ventilator, we make similar arrangements at his home so that he can die peacefully at home. We don’t document all this legally, but follow the wish of the patient and the family members off the record. In foreign countries one major issue is that all the health-related expenses are borne by the state, and if somebody is critically ill or has cancer the state is required to shell out thousands of dollars every day. But this problem doesn’t arise in our country. Therefore it’s a bigger issue in the western countries and they want a legal system binding it”. But perhaps, this is life, where neither can we choose our time and place of birth nor that of our death! Legalities aside, whether a person has the right to die the way he wants to, if he can’t live the way he ought to, is a question that still hasn’t died the ‘good death’ yet

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!

Friday, March 05, 2010

With low penetration levels coupled with climbing growth rates

Experts believe that although the challenging times for MFs will stay for some time in the near future, but overall, 2010 should be a better year for them, considering the improving economic conditions and relatively good performance by the Indian stock markets. U. K. Sinha, CMD of UTI AMC tells B&E that the Indian MF industry is expected to secure growth in the near future by catering to the evolving aspirations of retail customers. He feels that the industry seeks to target an increased share of the customer wallet through product innovation combined with deeper retail penetration by expanding reach into Tier 2 and Tier 3 towns.

Dinesh Thakkar, CMD, Angel Broking also is of the view that in 2010 the markets would build on the gains put up in 2009. As per him, the acceleration in the economic activity, would hasten the earnings growth for India Inc., supporting the up move. Further, the strong liquidity inflows are unlikely to die down on back of the strong fundamentals and quality of earnings produced by India Inc., supported by reasonable valuations. This all in turn will certainly ramp up the returns garnered by fund houses by several times.

Celent, a Boston-based financial research and consulting firm, too estimates that the industry will grow at a higher rate of 29% in the next five years. “A very high household savings rate and low retail penetration make the market a target for foreign asset managers,” say Arin Ray and Sreekrishna Sankar of Celent. Even as per a latest CII-KPMG report, the Indian MF industry may grow at the rate of 22-25% in the period from 2010 to 2015, resulting in AUM of Rs.16-18 trillion in 2015. And why not? The increase in revenue and profitability of fund houses has not been proportionate to the AUM growth in India in the last five years. Low share of global AUM, low penetration levels, limited share of MFs in the household financial savings and the climbing growth rates in the last few years that are amongst the highest in the world, all point to the future potential of the Indian MF industry. Meanwhile, as research reports suggest, the retail segment is expected to be the largest contributor to the growth of the asset management industry in India and is expected to grow at a CAGR of 35%-42% in the next five years. In fact, during this period AMCs could see an addition of nearly nine million first time retail customers. Not to say, positive economic indicators like higher than expected GDP growth at 7.9% for Q2, better IIP numbers at 10.3%, continuous improvement in auto sales figures are there to provide the much needed support to the industry in 2010.
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!

Tuesday, March 02, 2010

Managing Fun!

Do events like amaze (IIPM’s annual festival) or carpe-diem (IIM calcutta’s cultural festival) really help in churning out “better” managers? Angshuman Paul meets eminent alumni for answers...

1940 was the year when American psychologist David Wechsler wrote a few gritty but little noticed papers in which he summarised his research on human behavioural patterns. Wechsler argued that human “intelligent behaviour” was, in fact, dependent on factors that were not necessarily connected with how “intelligent” humans actually were. Truly unique to its times, Wechsler’s study wasn’t what anyone in that era would have imagined to lay the foundations of an area of behavioural science that, it can be said, made men of B-school boys. And that area is ‘emotional intelligence’. Events that were not of purely academic nature, were introduced into the curriculum. And now, every B-School worth its salt has an ‘inclusive’ format for its annual festivals.

The question remains that EQ apart, do B-school festivals really add to a future manager’s managerial skills? Case in point: The 2009 edition of The Indian Institute of Planning and Management’s (IIPM) annual B-school festival in New Delhi, Amaze, that saw the presence of CEOs and top dignitaries not only from the corporate sector, but even from the social sector. A senior member of the organising committee of Amaze, Alpi Jain, argues that such B-school festivals are necessary for they reflect the inseparability of managing business and managing people. Does that mean there’s more to B-school education than our good ol’ classic case studies?

“Absolutely,” answers JP Singh, the former CEO of Bausch & Lomb, “I think there are many things which books can’t teach you and you learn them only when you participate in events like business school festivals. When you participate in such events, you learn lessons like people management and even how to flow/manage a project!” JP Singh would know; he graduated from IIM Calcutta whose annual festival, Carpe Diem, increased its budget from Rs 10 lakh to Rs 15 lakh this year. JP Singh says that the practical knowledge he gained from his B-school’s festival contributed significantly to his knowledge pool, especially while he set up his own business. Today’s business school ‘fests’ comprise a wide array of competitions, including events both intellectual (debate, best manager etc) and entertaining (fashion shows, choreography).

And it only gets grander. Shah Rukh Khan hosted this year’s most attended IIPM-4Ps B&M quiz competition, Dare, in Bangalore, that witnessed participation from B-schools across continents. Then, MDI Gurgaon hosted its international online B-school festival – E-Blast. Harvard Business School has even become a “cultural partner” of the Starz Denver Film Festival in Colorado!

Amit Burman, Vice Chairman of Dabur India Ltd and an MBA from the Cambridge University, remembers, “In Cambridge, there were always some events happening; and my participation in them helped me a lot to control the initial challenges that I faced after joining our family business.

Vikram Tanwar, Dean (Academics), IIPM Bangalore, adds another viewpoint, “Apart from the individual learning, the fact is that a cultural festival brings together faculties, industry experts and students from other institutes under one umbrella at an informal level – such informal interactions are very much necessary for the growth of the students and their future networking.” Agrees Govind Shrikhande – Customer Care Associate, President & CEO, Shopper’s Stop Limited, “It’s true that B-school festivals bring together students and industry experts in a sharing-of-knowledge mode and are extremely important to the students’ overall growth.”
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-



Outlook Magazine money editor quits
Don't trust the Indian Media!