The Edge by IILM Institute for Higher Education

Editorial

Edge

The

Editorial Board Mrs. Malvika Rai Dr. P. Malarvizhi Mr. George Skaria Shipra Jain (Editorial Assitance)

Beginning of a new era.... Dr. Kulwant Rai was a visionary who defined success through outof-the-box thinking, with a clear sense of direction and innovative strategies. As a visionary he re-defined success by understanding how his vision can positively impact people's lives. His transformational leadership brought in wide-ranging changes towards a phenomenol growth in the organisations that he helped create. Therefore, it is a moral institutional responsibility to take his vision to the future and transform his dreams to further come true. He dreamt about pioneering and developing business education in India at par with global standards. It is time for us to take stock of the current situation as our way forward. The education sector in India has not undergone any major innovations over the past decades. India's emergence as one of the fastest growing economies in the world combined with revolutionary growth rate in the IT sector must break away the education sytem from the confines of classrooms, libraries and individual lecture sessions. There is tremendous potential for online education in India to cater to the needs of our large population. Globally, the voluminous growth of Information Technology is being gradually harnessed for promotion of education sector. For eg., Apple has new plans for the education sector through publication of I-(text)-books by partnering with educational book publishers. Educational institutions are also increasingly interested in collaborating with IT companies to facilitate digital learning platforms. Internationally, corporate giants like Unigo, 2tor and Voxy already shared their success stories with the world on this.

Design: www.facetdesignindia.com

Published by IILM Institute for Higher Education 69, Sector 53, Gurgaon-122003 Mobile: 9350860132, 9350821438

Printed by Facet Design D-9 Defence Colony New Delhi-110024.

For us to achieve this, it is imperative to create a learning organisation, by converting a business situation or a problem as a futuristic business development opportunity. The concept of e-education, holds a very promising and prosperous business opportunity in India. Effective use of internet-based services and communications for digitised teaching-learning environment will reduce costs drastically. In India, approximately 50 per cent of higher education is imparted by entrepreneurial-run private institutions catering to 37 per cent of students enrolled into higher education. The enrollment is growing at the rate of 5.1 per cent every year. A World Bank study clearly states that "the time is very opportune for India to make its transition to the knowledge economy - an economy that creates, disseminates and uses knowledge to enhance its growth and development.â&#x20AC;? Yet another international survey indicates that India is ranked immediately behind US with respect to the number of certified software professionals. As a nation, are we prepared to leverage our strengths and opportunities? Dr. P. Malarvizhi

Edge

The

Contents IN-HOUSE MAGAZINE FOR LIMITEd CIRCULATION

Shradhanjali Dr. Kulwant Rai

A Holistic Approach to the Future

IGSM Convocation: A Heart-to-Heart Affair

Class of 2011: Undergraduate Business School Convocation

Innovation: Creating the Best Practices for Tomorrow

AMPs@IILM: Continuing the Rich Tradition

47 50

Medical Tourism At A Glance

Annual Alumni Lunch: Bonds That Last

Campus News

The Power of Punctuality

Corporate Social Responsibility and Ethics: Small Steps, Big Changes

Your Business is My Business

FMCG King â&#x20AC;&#x201C; Reckitt Benckiser

Shradhanjali

Dr. Kulwant Rai 4

(4th November1924-18th October 2011)

Tribute

r. Kulwant Rai, Founder and Chairman Emeritus, IILM Institute and Banyan Tree schools, left for his heavenly abode on 18 October, 2011. Entrepreneur, Industrialist, Philanthropist, Educationist, Dr. Kulwant Rai was a self-made man. Born on 4th November 1924 into a family of wealthy landowners, he lost his father at the age of 12. After completing his graduation from Hailey College of Commerce, Lahore, in 1946, Dr. Rai chose not to join the family business. Instead he moved to Delhi with Rs. 5000 taken from his mother, to venture out on his own. In a short period, Dr. Rai built a large business empire having interests in steel, textiles and electronics. After 40 years in business, in 1986, Dr. Kulwant Rai handed over the reins of his empire to his sons and decided to devote his life to education and to service under the Sri Sathya Sai Organisation. Dr. Rai truly believed his success in business was made possible only because of the Grace of God and that he must devote his life in the service of the less fortunate. For him, the greatest wealth was love and humility. He served as the State President of the Bhagwan Sri Sathya Sai Organisation in North India from 1976 to 2001 and also as a trustee of the Sri Sathya Sai Central Trust. Dr. Rai was instrumental in building the Sri Sathya Sai International Center in Delhi which was inaugurated by Bhagwan in 1999. Dr. Kulwant Rai’s abiding passion was education. The Rai School (now known as the Banyan Tree School) was set up in 1986 and the Institute for Integrated Learning in Management (IILM Graduate School of Management) in 1993. Dr. Kulwant Rai had explained his goal in education based on the teachings of Bhagwan Sri Sathya Sai Baba:

“The process of education is to render the individual a happier and more useful person; it must also make him a better citizen, able and willing to further the progress of the nation to which he belongs.” In 1992, Dr. Kulwant Rai received the National Award from the Hon’ble President of India, Shri Shankar Dayal Sharma, in recognition of his contributions to social causes. Dr. Rai was the President of the All India Organization of Employers, the Indo-American Chamber of Commerce, the Federation of Indian Exports Organisation, among others. He was a member of the Board of Directors of the State Bank of India and the Industrial Development Bank of India. Dr. Kulwant Rai was a strong proponent of Indian culture. He started an NGO, the Sanatan Sangeet Sanskriti in 1993 to promote Indian art forms. The governing board comprised of eminent persons like the former Prime Minister Atal Bihari Vajpayee and former Union Minister Dr N.K.P. Salve. In 2000, the University of Bradford, UK honoured him with the Degree of Doctor of the University. Dr. Kulwant Rai’s devotion, his generosity, and his humility touched everyone he met. His services to the less fortunate shall always be remembered with gratitude and reverence. His passing away is an irreparable loss to all who knew him. The name “Kulwant Rai” evokes all that is positive and vibrant in business and in life. It exemplifies integrity, discipline, duty, and above all, character. We will remember Dr. Kulwant Rai and his remarkable leadership, integrity, deep devotion and magnificent generosity with profound gratitude and the deepest respect.

The Dr. Kulwant Rai Memorial Lecture: 4 November 2011

Mr. M.N. Krishnamani, Mrs. Malvika Rai and Mrs. Bimla Rai lighting the lamp at the prayer meeting on Dr. Kulwant Rai’s birthday on 4th November 2011

Sri Kulwant Rai was a true devotee of Bhagwan Baba. Baba used to say: “I have set an example for you. Try to follow Me and do at least one millionth of what I do. That is enough.” Sri Kulwant Rai literally followed this advice of Baba.

On the 88th Birth Anniversary of Dr Kulwant Rai, Shri Krishnamani delivered this speech at the Dr. Kulwant Rai memorial at the Banyan Tree School. Mr. M. N. Krishnamani is a Senior Advocate in the Supreme Court of India. He had been the President of Supreme Court Bar Association several times. He is the President of the Delhi Tamil Sangam. He is an author with sixteen books to his credit. He is also a Management Committee member of International Sathya Sai Centre.

rs. Kulwant Rai, members of the Rai Family, respectable teachers and my dear children: I know Sri Kulwant Rai from 1980! That was over 30 years back! Even parents of many of you would not have been born then. I met him only in a lawyer client relationship. I was a young lawyer in the Supreme Court of India and he was the Chairman of a big group of companies called the “Usha Group”. Later, I came to know that he was the President of Sri Sathya-

Sai Delhi State Samiti. I was a devotee of Bhagwan Sri Sathya Sai Baba from my childhood days. This brought another dimension of relationship between me and Sri Kulwant Rai. You children should have known about Bhagwan Sri Sathya Sai Baba. He was a great Avatara of God. He was born in a small village called “Puttaparthi” in Andra Pradesh. When He was just two years old, He started revealing His Divinity. Even as a school going child He used to perform lots of miracles. If any of His classmates had not brought his pencil or rubber etc, He would wave His hand and create a pencil or rubber and give to those classmates. Not only pencil or eraser, He would create chocolates, laddu and other eatables for His classmates. All His class

mates and teachers loved Him and admired Him. Later when He was 13 years old, He announced that He was a re-incarnation of Shirdi Sai Baba. This happened in 1940! After this, He took to sanyasa at that young age and was wearing an orange colour or saffron colour robe and started preaching Love. He was full of love. He was an embodiment of love. Someone asked: “Can love walk on this Earth with two legs?” Justice V.R. Krishna Iyer answered: “Yes! It can. It does so in Puttaparthi in Sai Form.” Sri Kulwant Rai and other billions of devotees of Sai have experienced His motherly Love. Sri Sathya Sai Baba’s teachings are very interesting. He never asked His devotees – like Sri Kulwant Rai and myself – to

Sai Bhajans are very soothing and melodious. When Sri Sathya Sai Baba came to Delhi in 1978, out of curiousity Sri Kulwant Rai went to have the darshan. There he was attracted by the bhajans sung by the devotees.

Bhagwan Sri Sathya Sai Baba with Dr. Kulwant Rai and Mrs. Bimla Rai at the inaugration of Sai Kulwanth Hall at Puttapurthi on DD/MM/YY

or screaming you should rush to help that person leaving your pooja. “Hands that help are holier than the lips that pray” Sai Baba would say. He asked all His devotees to be helpful to others and at least not to harm anyone. You all must have known about Mahabharata. It is clearly mentioned in Mahabharata as to what is sin and what is punya. It says: “Paropakarampunyam, papamparapidanam” Which means:

Prof. Collin Bell awarding the honorary Doctorate degree of the University of Bradford to Dr. Kulwant Rai

sit in a place and do pooja or chant some mantras. Instead, He preached love. Bhagwan Sri

Sathya Sai has taught us that even if you are in the midst of a pooja, if you hear anyone crying

“Helping others alone is punya and causing harm to others alone is a sin.” Bhagwan Baba taught this principle to His devotees including me and Sri Kulwant Rai by putting it in a catchy slogan:

Dr. Kulwant Rai greeting Dr. Manmohan Singh at the Institute’s second annual convocation

“Help ever; Hurt never” Bhagwan Baba always practised what He was preaching. He was doing mega seva to the humanity. He established schools and colleges where free education is given. He established huge super-speciality hospitals, one in Puttaparthi and the other in Bangalore, where for all ailments free medical treatment is given. To nine districts in AP and to Chennai, Sri Sathya Sai Baba has provided drinking water! What the government could not do, Bhagwan Baba was able to do. Sri Kulwant Rai was a true devotee of Bhagwan Baba. Baba used to say: “I have set an example for you. Try to follow Me and do at least one millionth of what I do. That is enough.” Sri Kulwant Rai literally followed this advice of Baba. Baba used to shower love on everyone, like Jesus. He has billions of

Dr. Kulwant Rai recognising a meritoriuos student

devotees all over the world. All of them – simply wallow in His love. He used to shower love of thousands of mothers on every one of us. You children should know one thing: Once Veda Vyasa was asked: “Oh revered one, explain to us what is meant by “Dharma?”

- Veda Vyasaanswered in one single line: “Aatmanahpratikoolaniparesham, nasamacharetu.” meaning “What you don’t want to be done to you, don’t do it to others.” Jesus put the same idea by simply saying: “Treat thy neighbour as thyself.” Sri Kulwant Rai meticulously followed this principle through out his life. I did not know him before 1980. But he had told me that he became a devotee of Sri Sathya Sai Baba in 1978-79. Sai Bhajans are very soothing and melodious. When Sri Sathya Sai Baba came to Delhi in 1978, out of curiousity Sri Kulwant Rai went to have the darshan. There he was attracted by the bhajans sung by the devotees. Slowly he became an ardent devotee of Bhagwan Baba.

Dr. Kulwant Rai celebrating his birthday with students of the Banyan Tree School

Once one becomes a devotee of Swami, one’s whole life-

style will change. His devotees do not take intoxicating drinks. His devotees slowly become pure vegetarians. His devotees do not smoke. His devotees try their best to love others and be helpful to others. In 1986, Sri Kulwant Rai left his business and plunged into a life of devotion to Sri Sathya Sai Baba and to devote his time for education which was his passion. He used to give charities. He got this school, where you are studying now established which was earlier known as “Rai School.” Sri Kulwant Rai also established an A-class management school in IILM here in these premises which is a pioneer in management education today. Recognising his contribution in the field of education, the Bradford University of UK conferred on him an honorary Doctorate degree. Sri Kulwant Rai got land allotted and got constructed a huge structure in Lodhi Road near your school with a large some of money and offered it to Bhagwan Baba. Today this huge structure is known as the “Sri Sathya Sai International Centre”. The Sai Organisation is using this centre to educate young people in human values. Even teachers are educated there in human values. Children, you should know what are human-values. They are not many. The basic human values are just five: 1. Sathya - Truth 2. Dharma - Virtuous living 3. Prema - Love 4. Shanti - Peace Education was close to Dr. Kulwant Rai's heart: He was at home with both students and teachers

5. Ahimsa - Non-violence or compassion.

Dr. Kulwant Rai at Banyan Tree School

If all the people in the world simply follow these five basic human values then there will be peace in this world. There will be harmony in the family. There will be no criminals in the society. The bad feelings of jealousy and hatred will be replaced by admiration and love. Sri Kulwant Rai meticulously followed these human-values. In the building donated by Dr. Kulwant Rai which is known as the International Sathya Sai Centre, we are running a free school upto 5th standard, without charging a pie from the students. Sri Kulwant Rai got a huge hall constructed in Puttaparthi, the abode of Bhagwan Baba at a huge cost of several crores, where over 20,000 people could be seated. This hall is known as the “Sai Kulwant Hall”. Like Taj Mahal and other great beautiful structures, this “Sai Kulwant Hall” is a beautiful structure with lots of art work all over. Even the hospitals constructed by Bhagwan are beautiful buildings like the other wonders in this world. Sri Kulwant Rai was an embodiment of all possible good qualities. I can assert this since I knew him through and through

for nearly 30 years! Apart from doing charities, Sri Kulwant Rai evinced great interest in promoting Bharatiya culture. He mentioned about this and told me one day that we should start an institution to promote music, dance and fine arts. He asked me to think about an appropriate name for this institution. I suggested the name: “Sanaatan Sangeet Sanskriti.” He readily agreed. We started this Institution in 1993. Atal Bihari Vajpayee, NKP Salve, Najma Hepttulah, Birju Maharaj and Justice V.B. Eradi of Supreme Court were the founder members. Sri Kulwant Rai was the Chairman and I was the General Secretary. This institution is doing a lot to promote our culture even today.

Sri Kulwant Rai was truthful. He was an embodiment of all virtues. He was full of love. Because of this he was always peaceful within and overflowing with compassion to everyone and every being

Sri Kulwant Rai was truthful. He was an embodiment of all virtues. He was full of love. Because of this he was always peaceful within and overflowing with compassion to everyone and every being. These are the marks of a great soul. That is why he had a peaceful end. While praising the great qualities of Lord Rama, the Ramayana of Vaalmiki says: “Rama was a hita-bhaashi and poorva-bhaashi, i.e., He would be talking only pleasingly and He would be the first to accost and talk when someone came towards him from the opposite direction.” Whenever Lord Rama saw anyone, He would be the first to smile and open the conversation. This is praised as a very great quality. Only a man of unsullied love can have this great quality. Whenever Sri Kulwant Rai met anyone he would be the first to accost, he would be the first to smile and first to open the conversation by saying: “How are you?”. Leave the other two things. First, take the smile. Do you know that out of 84 lakhs varieties of creation of God, only man alone can smile? Animals cannot smile. A dog however

Sri Kulwant Rai was an embodiment of all possible good qualities. I can assert this since I knew him through and through for nearly 30 years! Apart from doing charities, Sri Kulwant Rai evinced great interest in promoting Bharatiya culture.

happy he is, he can only wag his tail – he cannot smile. A monkey sometimes looks like smiling. But it is in distress or fright when it looks so! When it is happy it can only jump from one place to another. It cannot smile. Smiling itself is a great quality. It is an improvement in evolution. The more you smile, more human you are. Smiling and mingling it with love is a

step towards God-hood. Smiling is Divine. By smile, we express our happiness and love. Sri Kulwant Rai had this great quality of giving a beaming smile when you met him. Smile means love. Smile means joy. By a mere smile you can create a cordial and happy atmosphere. One western philosopher said: “Happiness is the only good The place to be happy is here. The time to be happy is now The way to be happy is to make others so.” This Sri Kulwant Rai was doing by keeping everyone around him happy. We all should do it or try our best to do it at least to some extent. With these words I pay my respectful tribute to Sri Kulwant Rai, who treated me as his own younger brother. I can never forget him in my life. Thank you all for patiently and calmly listening me. By Mr. M.N. Krishnamani

Mr. M.N. Krishnamani delivering Dr. Kulwant Rai Memorial Lecture

A Holistic Approach to the Future Lessons the teachers learned at the Jaipur Retreat

he IILM Institute for Higher Education envisions: “IILM will be a leader in value-based management education and business-focused research.” The management programme of the Institute defines its very essence. Its goals have been determined with an objective to realise the full potential of the education delivered on campus and make its students more employable and ‘educated’. The IILM Institute for Higher Education took this idea further into its Annual Faculty Retreat Programme, held between 3rd and 5th September, 2011 at The Rajputana Sheraton, Jaipur. Faculty members along with the other staff members participated in the event. “Student Employability” was the theme for the conference. The aim was to identify the gap between students’ perception, curriculum knowledge and the industry expectations. L1: An understanding of the organisation, its external context and its management Session Champion: Mr. Amarjeet Singh Facilitator: Dr. Sujata Shahi Participants were divided into six groups wherein each group was given a topic. Different props were provided to the teams to represent their task by a presentation. Faculty members brainstormed and elaborated on these concepts: Understanding of the Organisation: Organisational str-

ucture was explained at different levels—top, middle and lower. Hierarchies of various departments such as Finance, Human Resource, Marketing, Operations and Information Technology were discussed. The team reckoned that the ultimate goal of every organisation is profit maximisation. The spokesperson concluded that to make it happen, it’s important to align organisational goals with an individual’s goal. Individual goal  Organisational goal  Profit Maximisation External Context: Teams did PESTAL analysis and discussed how globalisation affected the world, how new technologies have evolved and their use in the organisation framework. Roles and Responsibilities of Management: The teams discussed the basic functions of management such as planning, organising, staffing, leading and controlling. The spokesperson recalled Henry Mintzberg’s 10 roles of a manager that includes: Interpersonal skills (human interaction), Informational skills (sharing and analysing information) and Decisional skills (decision making). Learning/outcome: After the conference, participants were able to understand the industry expectations, and identify a few gaps which they would cover in the course manual. Students would get a holistic approach

about the global environment which would help them integrate concepts with real-life situations. L2: An awareness of current issues in business and management through on-field research and practice Session Champion: Ms. Monica Mor Facilitator: Dr. P. Malarvizhi The group focused on getting the participants, both faculty and non-faculty, to understand the importance of including L2 as a programme level goal in course modules and eventually working around activities which would enhance student employability. All members made efforts in putting together the activities despite residing in different cities and working in different campuses. Students would need to work on self-grooming in a holistic manner. It not only involves working on communication skills, personality development and textbook learning; it also calls for an extensive awareness of business practices. It is not just about knowing where one stands in civil society, rather it’s about being aware of developments that happen in business and the dynamics that force organisations and the economy as a whole, to make a progressive shift. Participants were seated in groups and given different newspaper articles. Each group had to come up with a rough sketch of a

case study built from a contemporary issue placed before them. They had 30 minutes to provide a workable idea that could be transformed into a knowledge source for the curriculum. This activity was just one of the ways by which information about business and management could be incorporated into academics. The other practices that are used comprise surveys done by students as a part of their internal assessments, then there’s quantitative analysis of the data procured through primary research, and so on. Learning: The session reinforced the importance of general and business awareness and sensitivity towards business practices. The data and inferences drawn from this session would help students in their “placement preparatory workshops” and also in the classroom.

L3: An understanding of appropriate techniques to allow investigation into relevant business and management issues. Session Champion: Ms. Sanchita Ghosh Facilitator: Prof. Rahul Mishra Through this module, the participants understood the importance of research on business leadership and management issues. It would require being familiar with business data, research sources and appropriate methodologies. The topics included: 1. Importance of quality in both services and manufacturing industries. 2. Entry into rural and semi-urban markets. 3. Acquisition and attrition of talents.

Group photograph of the employees at the Banyan Tree School, Jaipur

4. Raising cost and falling prices - squeeze on profit and higher expectation from investors. 5. Globalisation and foreign competition. 6. Raising finances from different sources at a lower cost. 7. Technology getting obsolete and acquisition of new technology. The participants made groups of five and had to choose any of the above topics for intergroup discussions. They could also add any other topic relevant to the present economy. Games and puzzles were incorporated to better understand the concepts. At the close of the session, the participants had to make a presentation wherein they would identify a managerial problem pertaining to that particular topic and propose a solution for it.

Learning: Session discussions helped participants acquire and analyse data, evaluate their relevance and validity, and synthesise information in the context of new situations. They got a practical understanding of how established techniques of research and enquiry are used to develop and interpret knowledge in business and management. The participants could also evaluate the rigour and validity of published research and assess its relevance in new situations. L4: To acquire and analyse data and information. Session Champion: Mr. Anuroop Venkat Facilitator: Ms. Ranjani Matta Data involves unorganised facts which are processed and structured with the goal of highlighting useful information. Often the words ‘data’ and ‘informa-

tion’ are used interchangeably. The programme level goal 4 was to examine in detail key factors and possible results in acquiring and analysing ‘data’ and ‘information’. Data analysis and interpretation are important to any business. During the session, participants were given a set of incomplete data which had to be completed with the help of additional information. Due to shortage of time, data collection was not part of the activity. The participants were asked to analyse the data and interpret the results. Each team also gave ideas on the areas where these processes could be implemented at IILM. It was decided that though most of Finance, Marketing and Inventory and Logistics Management have components of data analysis, the same needs to be added to the Human Resource (HR) curriculum in areas such as

attrition analysis, talent acquisition and development. Learning: The session helped faculty reflect on the importance of data analysis and its efficient use for the various courses in college. It also equipped them to enhance their ability to analyse data. L5: Ability to apply relevant knowledge to practical solutions. Session Champion: Mr. Abhijit Mukhopadhyay Facilitator: Prof. Sujit Sengupta Professor Sujit Sengupta, Mr. Abhijit Mukhopadhyay, Ms. Ruby Thukral, Ms. Pooja Anand, Ms. Bhumika Kapoor, Ms. Aparna Kaushik, Ms. Amarpreet, Ms. Rachna Madaan were the faculty members who conducted the activity based on this programme level goal. The capability to filter the information and devise significant

practical solutions has become the need of the hour. Employers want prospective employees who can research and work out crucial and sensitive information or data that would help the organisation gain a competitive edge in the market and generate new possibilities and opportunities. Such initiatives are therefore, of great importance to future managers. In the session participants saw how relevant knowledge could be applied to practical solutions.

Employers want prospective employees who can research and work out crucial and sensitive information or data that would help the organisation gain a competitive edge in the market and generate new possibilities and opportunities

Learning: The session saw the need to introduce industrial visits and outbound trips as a means to get practical exposure and trigger application-based coursework. The participants found the need to incorporate analysis-based interpretations. They could hold a bridge course for students who are weak in subjects such as Accounts, Economics and Quantitative Techniques, and incorporate application-based assessment of modules. L6: The ability to work and lead effectively in a team-based environment Session Champion: Ms. Rakhi Singh Facilitator: Dr. Surabhi Goyal â&#x20AC;&#x153;One piece of log creates a small fire, adequate to warm you up, add just a few more pieces to blast an immense bonfire, large enough to warm up your entire circle of friends; needless to say that individuality counts but team work dynamites.â&#x20AC;?- Jin Kwon Programme level goal L6 session started with an emphasis

on the importance of working in a team. In order to have a better understanding of a team-based environment, participants were divided into 15 teams, each team was given a pack of cards to make a castle in 15 minutes. The teams were assessed on parameters such as goal setting, goal of task leader, inter-dependency, handling differences, firefighting and team spirit. In the end, the teams shared their experiences, assessments were made, and a story was told. The group saw a two-minute video on team building and leadership. Learning: Group projects are an integral part of most of the modules at IILM. The aim through these projects is to prepare students to work efficiently, get along well with people and work with and through others. While recruiting, most employers look for candidates who are willing to work in teams, contribute their ideas effectively, take a share of responsibility, be assertive rather than passive or aggressive, accept and learn from constructive criticism and give positive and constructive feedback to others. L7: An improvement in both oral and written communication skills Session Champion: Ms. Swati Sinha Facilitator: Dr. Sanyukta Jolly For designing the session, inputs were taken from the students regarding their communication needs. They were asked the following questions:

Participants engaged in the session

1. What are the difficulties you face while answering questions in class or while writing answers during exams?

Prof Sujit Sengupta addressing the partiipants

2. Areas in oral and written communication skills that you would like to improve upon? 3. Any suggestions that you would like to give in order to address these issues? Based on their inputs, the discussion topics included the need for student engagement avenues such as clubs and societies, use of social media, and need to be better informed as a prerequisite for good communication. The questions raised were how could students overcome the fear of public speaking, and if listening is part of effective communication, how can we implement that? There was also the need to collaborate with peers for effective communication. Participants were divided into 12 groups and each given a topic. They were asked to come up with one implementable idea that could be included outside the curriculum. The ideas that emerged included street plays on campus, organising events where students are overall in charge, Inter-section competitions to be organised by students, panel discussions among students to remove fear of speaking in public, use of virtual games such as Word of the day/ phrase of the day/ English word building

Team Building Exercise

games to enhance vocabulary communication skills, upload videos and share articles, Intercollege competition, creation of a society with weekly meetings, activities and competitions and a Facebook group, sector-wise presentation from students in placement workshops, and blogging competition on current affairs. Learning: Relevant ideas on improving student attention and communication skills came up. Almost all the suggestions were directed towards student engagement both at the Intra-college and Inter-college levels. Two groups mentioned continuous evaluation and more weightage to class participation in the final assessment would prove useful. There were no suggestions on industry engagement in this session. ‘Blogging’ was voted as the ‘Best Implementable Idea’ by the participants. L8: ‘Be cognizant of the impact of their individual and corporate actions on society and recognise ethical business practices.’ Session Champion: Sadiqur Rahman

Mr.

Facilitator: Prof. Yavar Ehsan Ethics applies to all aspects of business and is relevant to the conduct of individuals and entire

Group projects are an integral part of most of the modules at IILM. The aim through these projects is to prepare students to work efficiently, get along well with people and work with and through others

organisations. As a result, it is important to emphasise on business ethics as a part of IILM’s learning objectives. The concept of business ethics was introduced to the audience with a brief discussion on its impact in society, among employees, in the lives of students and B-Schools. Examples were drawn from the corporate world such as Enron, Reebok, McDonald’s and Coke. Two role plays based on real cases were presented before the audience. Each group was given a question on the role play and was asked to discuss the question with their team members. They had to come up with at least three

Bridging the gap activity

practical solutions. The following questions were discussed and the responses were recorded: 1. What is the impact of the cases on society? 2. What can students learn from this? 3. How can students start valuing ethics? 4. How can we prepare our students to handle such situations? 5. As mentors, what is our role and responsibility towards our students? 6. What business ethics can emerge from this? 7. In what area could IILM focus to exemplify good business ethics? 8. How should IILM deal with unethical mindsets of staff? 9. How can an organisation evaluate the cost of unethical practices? 10.What is the loss for students, from a placement point of view, if business ethics is not stressed upon? Learning/ outcome: The inferences included business engagement and student engagement initiatives. Action points were:

Award Ceremony

1. The Business Engagement team must cross-check internship targets that are given to the students. 2. The SIP profile of the students has to be well defined. 3. Business Engagement teams must take feedback from the students at regular intervals and students must keep them updated at all times. 4. The Business Engagement team must be constantly in touch with the Industry Mentors so that â&#x20AC;&#x2DC;they are on the same pageâ&#x20AC;&#x2122;. 5. Need for Business Engagement sessions for students to help them understand the difference between realistic and unrealistic targets. If there are realistic targets they should work at it, however, if the targets are unrealistic, they should inform the college so that some solution can be worked out. 6. Helping students understand the importance of ethics, the implications of unethical practices, selecting realistic targets through case studies. L9: Being sensitive to the social, economic & environmental responsibility of business. Session Champion: Prof. Sudhir Naib

Facilitator: Ms. Rajni Arya Corporate Social, Economic & Environmental Responsibility (CSEER) is an evolving term that does not have a standard definition or a fully recognised set of specific criteria. CSR is generally understood to be the way a company achieves a balance or integration of economic, environmental, and social imperatives while at the same time addressing shareholder and stakeholder expectations. Discussions on what is CSR, its importance, CSR activities in India, CSR jobs and skills for CSR professionals and some core competencies were listed. Integration of CSR in the programme entails: 1. Integrating social and organisational values in courses. 2. Recognising the link between the welfare of society and the success of an organisation. 3. Examining opportunities designed to benefit the organisation as well as the community. 4. Integrating corporate social responsibility practices into key business areas. 5. Identifying and managing the positive and the negative impacts of business activities on society.

6. Making the business case for social, economic and environmental responsibility by calculating costs and benefits. 7. Driving social, economic & environmental responsibility throughout the organisation. This would mean: • Aligning social responsibility strategies and goals with organisational objectives.

as a CSR initiative within a ‘forprofit’ company. L10: Role Play for Undergraduate Business School. Session Champion: Dr Anil Vashisht Facilitator: Dr Meena Bhatia Team members in this activity were Dr Meena Bhatia, Dr Anil Vashisht, Ms. Vandana Mehrotra, Mr Girish Ahuja, Ms. Bhumika Kapur, Ms. Rachna Madaan, Ms. Anshu Arora and Ms. Mananmita Soni.

tions that showed students came from well-established business families. The quality of questions during discussions endorsed that students have practical knowledge of topics, which are supplemented by interactions with the faculty even outside the classroom.

• Disseminating information on CSEER policies throughout the organisation.

The UBS team enacted a play themed on the undergraduate programme offered at IILM Lodhi Road and Gurgaon campuses, in association with the University of Bradford. The role play highlighted the rigorous curriculum, international exposure to students and the challenges of teaching undergraduate courses.

The second part showed IILM UBS students interacting among themselves and with students of other colleges, discussing their course and issues such as plagiarism. The play also showed students preparing for assignments that are moderated at Bradford. Facilities of transfer to universities, option of attending summer school as an added benefit provided at IILM UBS were also shown. The role play also threw light on the Delhi University equivalence given to the UBS programme thus enabling students to apply for a Master’s programme in the Delhi University.

• Demonstrating how CSEER practices continue to affect individuals and departments.

The play was divided into three parts with the first part presenting classroom interac-

The last part focused on teaching methodology, structured curriculum, examination

• Embedding CSEER within the Institution’s culture to sustain the strategy over the long term. • Building CSEER expertise through hiring and partnerships. • Integrating social responsibility metrics into general performance management systems.

• Communicating the impact of social responsibility to capital markets, shareholders, and other stakeholders. • Encouraging students to get involved in NGO’s & other Non Profit Organisations. • Inviting NGO’s (national & international) for placements. Learning: At the end of the retreat, the faculty members came away with a better and clearer understanding of the importance of aligning the business strategy with CSR activities. In addition, they realised the vast potential that a social enterprise can offer

Participants brainstorming during the session

Birthday celebrations of Mrs. Rai at the Retreat

system, interaction with Bradford counterparts, sharing of information, and mentor-mentee interaction. The session ended with a roll call of the major achievements of the programme since its inception. Beyond the Jaipur Retreat After the success of the faculty retreat, the concept was taken

Visit to the Banyan Tree School, Jaipur

forward with a ‘students conference’ held at the Lodhi Road and Gurgaon campuses for the post graduate 2011 batches. Students were divided into groups and were given a puzzle to solve called “Zin-obelisk”. In the task they were presented with some relevant and irrelevant information which was an absolute connect to the programme level goal. The success factor of the task can be determined with the overwhelming response of the students. Students gave feedback on the relevance of the programme level goal and its application within the curriculum. They were given an opportunity to suggest what and how they would like this learning goal to be incorporated in the curriculum. Their suggestions: 1. Conduct Inter-campus corporate business quiz and business plan competitions. 2. Assessment of all modules should be application-based rather than concept-based.

3. Outbound trips and industry visits to be organised. 4. A bridge course should be introduced for students who are weak in subjects such as Accounts, Economics and Quantitative Techniques. 5. Analysis-based interpretation need to be incorporated. 6. Proper feedback on case study analysis should be there. 7. Standard time limit should be made available for presentations to each group. 8. Practical exposure through industry visits on a particular subject should be arranged. Inputs by Dr. Sanyukta Jolly, Ms. Vinusha Kannan, Mr. Harpreet Chandok, Ms. Shobhita Dilawar

Faculty Rewards @ IILM

n order to get the most efficient and effective results from human resources, employee motivation is necessary. Thus, for fostering the same the IILM Institute for Higher Education has certain rewards and recognition programmes provided to the faculties and staff who show outstanding performance. Every year, IILM award the BEST FACULTY and the BEST MENTOR across the campuses on the basis of the criteria mentioned below: • BEST FACULTY AWARD – Every year, a faculty receives the Best Faculty Award across campuses on the basis of the students’ qualitative as well as quantitative feedback along with the comments of their respective Area Chair. They are rewarded with a certificate for the same, along with a gift voucher from Tekson’s Books. • BEST MENTOR AWARD – IILM has always strived to empower its students by providing them value based IILM - Campus

education and necessary inputs to achieve excellence in the world of business. For enhancing the same, IILM has incorporated a Mentoring Process for its students, whereby each student has been allotted a faculty member as the mentor. The role of a mentor is centered on the commitment to advancing the student’s career through an interpersonal engagement that facilitates sharing experience and expertise and thereby subtly providing guidance to them. Every year a faculty receives the award for the Best Mentor on the basis of the qualitative and the quantitative feedback of their mentees. They are rewarded with a certificate for the same along with a gift voucher from Tekson’s Book Shop. • The following were the faculties who were awarded the BEST FACULTY and the BEST MENTOR awards for the academic year 2010-11 at the Jaipur Retreat.

Ms. Bhumika Kapoor being awarded the best faculty by Mrs. Rai

In order to get the most efficient and effective results from human resources, employee motivation is necessary.

Award

Best Faculty

Ms. Bhumika Kapoor

Dr. Anil Vashisht

Best Mentor

Ms. Abha Sadana

Mr. Abdul Khan

Best Faculty

Dr. Deepti Wadera

Ms. Ruchi Shah

Best Mentor

Ms. Vandana Mehrotra

Mr. Vinay Chirania

GGN

Best Faculty IGSM

Prof. F.M.A.Khan Not Applicable

Best Mentor

Dr. Aman Agarwal

Undergraduate students and faculty members at the IILM Annual Convocation 2011

Class of 2011: Undergraduate Business School Convocation Message from the UBS Dean

elcome to the Thirteenth Annual Convocation of the IILM Undergraduate Business School. We extend our warmest gratitude to all visitors, family and friends for joining us today in celebrating with our graduates, as they cross the threshold into a new world. Today marks the end of one great adventure and the beginning of another for all the young IILM achievers. We celebrate your individual learning journeys and the outstanding achievements you have earned over the past three years. We take this opportunity to congratulate all of you for your success as learners and global citizens. As Faculty, Mentors and your Friends, we are extremely proud of you. We have seen you grow as critical thinkers, listeners and debaters through your sheer

Prof. Mark Cleary Vice Chancellor & Principle University of Bradford

You have indeed recognised your strengths and weaknesses, honed your skills and grown in confidence thus armoured to face the approaching battlefield. Our mission as Gurus has been accomplished.

hard work and commitment to the rigorous and intellectually stimulating programme by University of Bradford. We have also seen you make lifelong friends, share memories and dreams with each other and truly discover yourselves through the wonderful college events you actively engaged in. You have indeed, recognised your strengths and weaknesses, honed your skills and grown in confidence thus armoured to face the approaching battlefield. Our mission as Gurus has been accomplished. The ceremony today anticipates the achievements ahead of you. Both IILM and the University of Bradford will continue to support you in realising your dreams. We are confident that you will carry the ethos of IILM and the University of Bradford with you in future ventures and will help others in the process, as distinguished alumni. So, work hard, be persistent, challenge

yourself, cherish obstacles and bring positive change to society. We hope that the Ceremony today inspires you and transforms into one of the most memorable times of your lives. We wish you great success and happiness for your future.

Extracts of the speech by the chief guest Sarah Dixon Let me start by saying what a privilege it is for me to be here with you at IILM to celebrate your graduation with your parents, friends, teachers, supporters and fellow graduates. As new graduates, I have no doubt that you will have changed greatly during your studies here. I have no doubt that the teaching staff are proud of what you have achieved and of the way in which you have developed as individuals and as a group during your time here. You will know how much you owe not only to the staff here with me but also to the parents, relatives, partners and friends who have supported and encouraged you during your studies. That support has been varied â&#x20AC;&#x201C; it will undoubtedly have been financial, academic or emotional, but I am sure you will agree that without it it would have been that much more difficult to have achieved what you have achieved today. The real purpose of today is one of celebration. You stand on the threshold of new opportunities and new horizons and everyone here hopes that what you have learnt in your time here will help you to achieve all that you could wish personally and also will serve for bettering the society we live in. A university

education is not just about personal advancement and achieving your career aims, vitally important though that is. It is also about working for the common good, helping to create a better society and, hopefully, taking with you a set of clear values and ethics about how you will work in the future. Those are things that are important to the University of Bradford and to IILM and I know from the wide range of voluntary, community and other charitable work that you, our students do, that a university education benefits far more people than we might think. For the University of Bradford and its international partners, the application of knowledge â&#x20AC;&#x201C; drawn from both the social, physical and life sciences - to problems of social and economic change is a key part of our mission. Making Knowledge Work is a central part of our teaching and research. Partnership is vital in that work. Partnership with other academic institutions, international research and teaching connections, strong links with business and industry and partnerships in the city and region are a core part of our work and we hope that as new graduates, that sense of working collaboratively and internationally will stay with you when you leave Bradford. At a time of rapid change and global and national volatility in business and financial markets, it is important that universities are institutions with first class teaching, strong international research and organisations that are open and accessible to talented staff and students and that they continue to apply knowledge in collaboration with busi-

A university education is not just about personal advancement and achieving your career aims, vitally important though that is. It is also about working for the common good, helping to create a better society and, hopefully, taking with you a set of clear values and ethics about how you will work in the future

ness and commerce. Only by so doing can it can continue to make a major contribution to the wealth and well-being of the societies it serves. In times of economic uncertainty, it is more important than ever that we invest in graduates whose skills and intellect will shape the world of the future. One of the key features of the University and IILM is the willingness and commitment of our staff to adapt and innovate in their teaching and research. We know how important it is to continue to invest and develop if we are to provide the very highest quality teaching and research it can. That investment has continued apace in both our institutions â&#x20AC;&#x201C; investment in staff, in new distance learning and virtual learning environment technologies, in the equipment and

Dr. Sarah Dixon, Prof Andrew Coutts, Prof Mark Cleary, Mr. Nick Buck

high quality research as both institutions continue to commit resources to create a first class campus, both real and virtual, for our students and staff. We at Bradford and you at IILM continue to be ambitious to improve our learning and research infrastructure and to help ensure we recruit the very best staff to ensure we maintain our strong international presence and reputation that we enjoy and which brings benefits to our students. Universities will play a vital part in the new global economy whatever that might look like. Driven by high level skills, flexible production strategies and the new knowledge economies, twenty-first century success has to be based on continued investment in the human capital without which sustainable growth will be impossible. Given the current climate of global eco-

Dr. Anil Vashisht, IILM UBS Dean

nomic uncertainty, it is more important than ever that we continue to invest in skills and personal development without which sustained and sustainable growth will be that much more difficult. Our talented staff and students need to be drawn from as wide and diverse a pool as possible to ensure that the very best graduates can make the most telling contributions to the world of business and commerce. Strong institutions of higher education should also be a generator of new ideas, cultural incubators and stimulators of economic regeneration. We need to enable both staff and students to think and research critically and perhaps challenge established ideas, and stimulate debate in society. They should be physically and intellectually open to new ideas which may challenge orthodoxies. Never accept the conventionally self

evident. Continue questioning and challenging throughout your careers. I very much hope that you will enjoy todayâ&#x20AC;&#x2122;s celebrations and I hope that as you leave IILM today, you take with you not only a certificate which reflects your hard-won achievements, but also some of those less tangible, but no less important skills that you will need. If your time here has taught you how to work both independently and with your peers, how to manage conflicting deadlines, how to cope with the unexpected and, most importantly, how to learn and continue learning, then we will have done our job. I trust that you have had enjoyment alongside you academic endeavours and have made lasting friends both with your peers and the staff. I also thank each and every one of you for what you have given to IILM and I hope that you will continue to keep in touch as an alumni. You are our very best ambassadors and we are confident that you will succeed in your chosen fields May I conclude by thanking everyone on the staff who has helped to make this day possible and to thank graduates, parents and friends for what they have brought to the celebrations today and wish you all health, happiness and a prosperous and fulfilled future.

Ms. Sapna Popli, IILM Director

Mr. Anil Rai, Mrs. Malvika Rai and Mr. Anand Rai

Role and relevance of management graduates in shaping India Inc. Futures Studies is an interdisciplinary field, studying yesterday's and today's changes, and aggregating and analysing both lay and professional strategies and opinions with respect to tomorrow. It includes analysing the sources, patterns, and causes of change and stability in an attempt to develop foresight and to map possible futures. Around the world, the field is variously referred to as Futures Studies, Strategic Foresight, Futuristics, Futures Thinking or Futuring. When it comes to the role and relevance of management graduates in shaping India Incs., we need to basically follow the futures studies before coming to any conclusions. Management education in the field of future studies has taken place for some time. Starting in the United States of America in the 1960s, it has since developed in many different countries. Futures education can encourage the use of concepts, tools and processes that allow students to think long-term, consequentially, and imaginatively. It generally helps students to: • conceptualise just and sustainable human and planetary futures • develop knowledge and skills in exploring probable and preferred futures

Sarah Dixon addressing the convocation

• understand the dynamics and influence that human, social and ecological systems have on alternative futures

tures studies into other degrees, (for example in planning, business, environmental studies, economics, development studies,

• conscientise responsibility and action on the part of students toward creating better futures. Thorough documentation of the history of futures education exists, for example in the work of Richard A. Slaughter (2004), David Hicks, Ivana Milojevi and Jennifer Gidley, to name a few. While futures studies remain a relatively new academic tradition, numerous tertiary institutions around the world teach it. These vary from small programmes, or universities with just one or two classes, to programmes that incorporate fu-

Strong institutions of higher education should also be a generator of new ideas, cultural incubators and stimulators of economic regeneration

science and technology studies). Various formal Masters-level programmes exist on six continents. Finally, doctoral dissertations around the world have incorporated futures studies. A recent survey documented approximately 50 cases of futures studies at the tertiary level.

students taking classes on an annual basis. Housed in the Graduate Institute of Futures Studies is an MA Programme. Only ten students are accepted annually in the program. Associated with the programme is the Journal of Futures Studies.

The largest Futures Studies programme in the world is at Tamkang University, Taiwan. Futures Studies is a required course at the undergraduate level, with between three to five thousand

As of 2003, over 40 tertiary management education establishments around the world were delivering one or more courses in futures studies. The World Futures Studies Federa-

Ms. Suniya Sharma receiving the Silver Medal from Mrs. Malvika Rai

Ms. Srishti Pandey receiving the Gold Medal from Mrs. Malvika Rai

tion has a comprehensive survey of global futures programmes and courses. The Acceleration Studies Foundation maintains an annotated list of primary and secondary management graduate futures studies programs. In the 1990s, several forces were shaping the broad field of management. The first key force, new technologiesâ&#x20AC;&#x201D;particularly information technologyâ&#x20AC;&#x201D;brought about the decentralisation of communications and the shake-up of existing paradigms of human interaction and organizational theory. Satellite communications, computers and networking systems, fax machines, and other devices were facilitating rapid change. Moreover, since these technologies helped blur the lines between work time and personal time by enabling employees to work at home, management professionals began adopting " the management by objective" approaches to human resources instead of the traditional "management by sight" method. A second important change affecting management was new organisational structures that began to emerge during the 1980s and continued through the 1990s. Because many companies began expanding their operations and diversifying their products and services, the central decision-making system failed to respond quickly enough to managers' needs and concerns. Therefore, companies started scrapping traditional, hierarchical organisational structures in favor of flatter, decentralised management systems. Consequently, fewer managers were involved in the decisionmaking process and companies were adopting more of a team

approach to management. Management professionals, as the agents of change, were charged with reorganising workers and increasing their efficiency. These efforts also resulted in the proliferation of part-time, or contract, employees, which required human resource strategies that contrasted with those applicable to full time workers. A third change factor was accelerating market globalisation, which was increasing competition and demanding greater performance out of workers, often at diminished levels of compensation. To compete abroad, companies were looking to their management professionals to augment initiatives related to quality, productivity, and innovation. Other factors changing Management include: an accelerating rate of change and turbulence, resulting in higher em-

Futures Studies is an interdisciplinary field, studying yesterday’s and today’s changes, and aggregating and analysing both lay and professional strategies and opinions with respect to tomorrow. It includes analysing the sources, patterns, and causes of change and stability in an attempt to develop foresight and to map possible futures

ployee turnover and the need for more responsive, open-minded workers; rapidly changing demographics; and increasing income disparity as the demand for highly educated workers increases at the expense of lowerwage employees. Business schools must address the three levels of the model framework—Course, Curriculum, and Community—in their quest to shaping India Inc., through the mindsets of students. Their efforts should examine the ethical and normative assumptions of the other fields within business schools. This involves viewing business management in its broader political, legal, and socio-economic contexts. Integrating issues of ethics, corporate social responsibility, and sustainability into course work is essential, but a great deal can be accomplished on the

Proud moment: Students after Graduation

extra -curricular front as well. Many B-schools engage in innovative programmes to demonstrate the importance of student integrity. Honour codes and honour systems may be emphasised, volunteer activities encouraged, and orientation sessions and activities may focus on the importance of student reflection about their own values. Shaping tomorrowâ&#x20AC;&#x2122;s Business Inc. in India, management faculty need to work more fully and ardently with some of their major stakeholders: faculty, deans, students and businesses. Management faculty must renew their efforts to get others in the business school not simply to offer a begrudging or ironical acceptance of business theories, but to welcome it, not only as a stand-alone course, but as a critical thread, integrated across the curriculum. Faculty evaluation committees should accept work in business management as comparable to work in other main functional areas. Such efforts require sup-

Prof Mark Cleary signing his caricature at the convocation

port from deans and other administrative leaders. Leadership must support a broader range of scholarship in the traditional fields of strategy, organisational behavior, marketing, and even finance and economics. If business school leadership does this, the place of business management would be less controversial in the curriculum and in assessments of research.

Proud moment: Students after Graduation

Management should express

their commitment to their role in the learning experiences of business students. Corporate recruiters should incorporate questions regarding application of management in shaping India Inc., into their interview protocols. Businesses may take a more active role in opening their doors to faculty and students for research and internships as they relate to management and thus, shaping the future on India Incs. in a positive and desirable way.

IGSM Convocation: A Heart-to-Heart Affair IILM-Graduate School of Management celebrates the success of its 16th Annual Convocation Ceremony

Over the past 23 years, Dr. Seth has pioneered numerous angioplasty techniques for India and the Asia Pacific region. His expertise, skills and his pioneering efforts in teaching and training in angioplasty have won him respect and accolades all across the world Dr. Ashok Seth

he 16th convocation ceremony of IILM-GSM Business was held on 24th August 2011. Students of Post Graduate Diploma in Management, Retail Management, International Business, Financial Services (2009-11) were awarded diplomas. Dr. Ashok Seth, Chairman and Chief Cardiologist of Escorts Heart Institute was the Chief Guest for the ceremony. Dr. Seth lit the ceremonial lamp after the academic procession was seated on the stage. Dr. Meena Bhatia, Director, IILM Graduate School of Management sought the permission from the chief guest to declare the convocation open.

Dr. Meena Bhatia introduced the chief guest and highlighted Dr. Seth’s extensive contribution to the growth, development and scientific progress of cardiology especially Interventional Cardiology in India and across the world. Over the past 23 years, Dr. Seth has pioneered numerous angioplasty techniques for India and the Asia Pacific region. His expertise, skills and his pioneering efforts in teaching and training in angioplasty have won him respect and accolades all across the world. He is one of the most recognised and respected Indian cardiologist across the globe. His efforts have created a unique respect for India on the international sphere especially in the

West. For his unique achievements and contributions he was honoured by the national award of ‘PADMA SHRI’ by the President of India in 2003. He is presently the President Elect of the Cardiological Society of India – the most prestigious and official National Body of all Cardiologists of India. He is also founder advisory board member to several prestigious international scientific bodies in the world including the Asia Pacific Society of Interventional Cardiologist and the SAARC Cardiac Society. Dr. Seth has been highly decorated by the national academia and by citizens’ forums throughout the country and abroad. Dr. Meena Bhatia took the graduating students and the audience through the journey at IILM- GSM. She said that, “IILM, as an academic institution believes in constantly auditing its systems and processes and thus re-inventing itself in tune with the dynamic characteristics of the environment. IILM continuously strives to improve in all its facets. Starting from a batch of 60 students in 1993, IILM today has grown with 5 campuses and programmes catering to about 1500 students each year. The post graduate programme in management is our main stream programme that prepares students for individual enterprise and careers in business and management. Over the last two years, we have redefined our-

selves as a business school and have taken concrete actions towards implementing our vision 2015 which is to be “A leader in values-based management education and business focused research. At the centre of our vision is “The Student” and our endeavour is to provide an “exceptional student experience”. As per our new vision we are focusing on: • Work related and work based learning experience • Knowledge and skills valued by employers • Inspirational teaching

and

creative

• Research that flows teaching and learning.

into

She added, “Our aim is to maximise the learning value-add in the time that the student spends with us. The curriculum is benchmarked with the best schools in India and across the world and also updated constantly with the feedback from the industry. A

A PwC report predicts India as the fastest-growing economy, given its younger demographic base. The famous Goldman Sachs report predicts that India along with China and USA will be the three top economies of the world by 2050

Dr. Ashok Seth lighting the lamp with Mrs. Malvika Rai and Ms. Meena Bhatia

proactive board of governors that meets three times a year to review the programme structure, course content and delivery gives us continued feedback in this area. You would be happy to know these efforts of the institute have led to a recent Best B-School Survey of Indian Management May-2011 issue, ranking IILM GSM as A-1 among the Top B-School in India. I am proud to mention that IILM is amongst the very few institutions in India that have been accorded MBA equivalence for its Post Graduate Diploma in Busi-

ness Management by the Association of Indian Universities (AIU). The IILM diploma is recognised across the world for employment, higher education and research opportunities.” With the above overview, Dr. Bhatia concluded that, “This brings me to our primary reason for being here today….the graduating students. This day marks an important day in your lives and a significant milestone in your life’s journey. It is a moment of pride for you as much

Postgraduate students and Faculty members at IGSM Annual Convocation 2011

growth phase, some of you will climb your way to the top of Fortune 500 companies, while others will have created them. Some will be charismatic political leaders while a number of you will choose to dedicate your lives to helping others through social work or by bringing up a family. In whatever you do, you will all face challenges - after all this is what makes life exciting. But I am sure you have been trained here to overcome them.

as it is for your faculty members, parents and those who had any part in shaping your life so far. Here, I would like to mention the great opportunities which will define the future of India. Beyond the churning and struggle against corruption, the big picture of social and economic transformation of our country is emerging. A PwC report pre-

dicts India as the fastest-growing economy, given its younger demographic base. The famous Goldman Sachs report predicts that India along with China and USA will be the three top economies of the world by 2050. You will work in the next 40 years in the phase where our economic growth and social change will be highest and fastest. In this

She ended her speech by quoting George Bernard Shaw: You see things; and you say “Why?” But I dream things that never were; and I say “Why not?” If you are prepared to think big and act in time with conviction, you will be rewarded. You should hold on to your goals even if you stumble here and there, and learn your lessons. I am sure that each one of you has different dreams but surely you should never give up your dreams and aspirations for it is those aspirations that will drive you to higher levels of achievements and make your life purposeful. I would recommend that you must reach out and explore. Try different things. Be unconventional. You will, undoubtedly, hit dead ends. However, you also are more likely to reach your vocation in life, the career that was made for you. And when you work with all the passion in your heart, you will find that not only does success come as a matter of course, but also it is incidental because work itself is its own fulfillment. Never lose your intellectual curiosity and learn from everything you do. Not only concentrate on your success, but help make people successful and they will, in turn,

help you to succeed in whatever you pursue. And, above all, be a good human being!” Dr. Harpreet Kaur, Dean, PGP then announced the award of the diplomas to the students. Dr. Anil Sinha, Dean of College of Management Studies PG Programme announced the award of diplomas to the CMS students. Dr. Kaur announced the award of the diploma in absentia to students who could not attend the convocation or receive the diploma in person. The Dr. Kulwant Rai Silver medal for academic and co-curricular activities in PG Programmes, 2011 from IGSM campus, was awarded to Shashwat Parth. The recipient of the Dr. Kulwant Rai Gold Medal” for securing the first position at the PGDM at IILM GSM, 2011 was awarded to Puspamita Sahu. The topper from PGDM-Retail Management, Financial Services and International Business were Rijo Mathew, Isha Jain and Chandan Kumar Jha respectively. Dr. Anil Sinha also announced the recipients of the Gold and

Silver medals instituted for overall academic excellence and securing first positions in the various fields of specializations. Dr. Kulwant Rai Silver Medal for securing first position in Marketing / Finance / Human Resource Management specialization in the PG Diploma in Management, 2011 and was awarded to Abhishek Kumar, Hunsih Kumar and Sameera Sheikh respectively. “Dr. Kulwant Rai Silver medal for academic and co-curricular activities in PG Programmes, 2011” from CMS campus, was awarded to Samidha Agrawal. “Dr. Kulwant Rai Gold Medal” for securing the first position at the PG Programme at CMS, 2011 was awarded to Barun Jit Maitra. More than 200 student were awarded post graduate diploma in management Dr. Meena Bhatia, requested the Chief Guest Dr. Ashok Seth to deliver his convocation address. After the convocation address, the convocation was declared closed by Dr. Bhatia. As a leader in management education,

IILM’s dignified graduation ceremony is a unique opportunity for its students.

Speech by the Chief Guest Personality and character ethics essential for a successful human being: Dr. Ashok Seth Unfortunately, we got delayed by thirty minutes. When you get a doctor as a chief guest, he is always late because he is with a patient. And yes, I was with a patient and the patient happened to be my brother-in-law. When my brother-in-law stabilised, I said I can’t cancel the visit. I have to be here. Another reason for me coming here is that this is a day when I cherish my memories and share some of the experiences that I have gained that will make you better citizens of India and better human beings. I am not here not to talk of management or health care management but to talk of experiences which will make you a better human being.

Defining Personality Ethics and Character Ethics

Dr. Ashok Seth delivering the speech at the convocation

Every one of you has aspirations. You all want to be out there and be successful. I will talk about success later. You all want to be rich and powerful for which you need ethics; personality ethics and character ethics. What is personality ethics? I grew up to be a famous person by imbibing both. Personality ethics is what you see I am: an outspoken, aggressive, personality, power dressing, able to communicate well and talk confidently. But that is not what character ethics is all about. Character ethics is developed over a period of time. These

can be artificial. I can speak well, dress well and imbibe all this easily. Character ethics come far more difficult. Character ethics include humility, courage, compassion and truthfulness. When you actually progress in life, you need both character ethics and personality ethics. Personality ethics is secondary greatness and character ethics is primary greatness. When I get old, thirty years later, with wrinkles, when my voice would be trembling, the personality ethics are gone but character ethics will remain. People will say: this man has ethics, he has character, is humane, has compassion, truthfulness; and those are character ethics. One ethics without the other will not make one succeed. One can dress well and can be a crook at heart. It is character ethics that one would stay with. Personality ethics would go, but character ethics would stay. Character ethics would overtake personality ethics.

Defining Success We talk about success which is so different for different indi-

Ms. Pushpamita Sahu receiving the Gold Medal from Dr. Ashok Seth

viduals. Success for some would be amassing wealth, for someone else, it would be academic writing of many research papers aand for others, it would be to get married and have children. The definition of success is different for individuals. Today, my priorities may be to do excellent work, to earn a lot of money but ten years later and maybe when I have lost a lot of time, just enjoy scuba diving and spend time with my family. There are four tenets to success. They are: to have ethics, sincerity, passion for profession and good feedback from people around who should say tht you are good. We have to have respect our peers. We cannot have success until we have the blessings of our parents and sacrifices of our family. Success can never be our own.

We talk about success which is so different for different individuals. Success for some would be amassing wealth, for someone else, it would be academic writing of many research papers and for others, it would be to get married and have children. The definition of success is different for individuals

Success also relates to the Lord above. The Lord above actually dictates our success. Walking out of here I can bang my head and go into a coma and never wake up again. Or, the driver could bang my head and I could be in coma and in one split second the greatness

Mr. Rijo Mathew receiving the Gold Medal from Dr. Ashok Seth

could be gone. So, if the success is gone, how was it ever ours. I never wanted to be cardiologist. In fact, I was one of the biggest failures in life to start off with. My father was the most disappointed person in life. I failed in class four. I had a great time in school in college. I did not get into college for three successive years. I kept trying and explored other options like pursuing B.Com. My father said even if you try for ten years, I want you to be a doctor. It took me three years to get into a medical college. I got into the second waiting list in the Aligarh Medical University. The first year went by with failing in all my exams, which didn’t matter to me at all. The second trimester also went by. In my third year I gave the first university exam and I didn’t even bother to check the result. Someone told me: Doc, you have actually got two gold medals and you have come first in three subjects. As evening fell, I went and checked the result I was actually a topper. People thought I cheated and thought there was no way I could become a topper. From there on, my life

changed and there was no looking back. I wanted to chalk out my career and take control of my life. I never wanted to return to this country but my parent’s emotional blackmail made me return. Perhaps, I would be nobody in England today. I came back and did things which I never wanted to do. Here I am a success by default. The Lord above has his own ways.

Science and Spirituality A leadership guru I once knew was telling me that there are two things to a success: first, you need to have a plan, secondl a treasure map. The treasure map has to be accurate and genuine. If the treasure map is not genuine you would be lost. You have to follow the treasure map and say that this is my life and this is how I am going to run it. You are aiming for something and there has to be treasure in your hand. I don’t want you to be believers in God, but believers in yourself and to realise that success relates to a number of things. You have got be clear in your head, ethical and be really devoted. But never

Ms. Manali Rathi receiving the Silver Medal from Dr. Ashok Seth

take success into your head because that it is yours. The twentieth century has been a really fascinating time. In 1903, the Wright Brothers flew the first plane and in five years the plane could fly all over America. From then to the landing on the moon actually took just 65 years. In 1880, Alexander Graham Bell invented the phone and in 100 years we got the World Wide Web. We are privileged to live in the most fascinating times that world has not seen for thousands of years before. Medical science has changed, technology has changed, and everything that we have seen in the last 100 hundred years has enamoured us. We believe that science and technology are superlative to everything else. We pride ourselves from distancing ourselves from spirituality. If we talk spirituality we would be nonsensical, illogical individuals and if don’t talk about spirituality, we would be smart, calculative, modern and living in a different world. We actually forget spirituality. It is actually spirituality which is going to transform us.

Ms. Mansi Arora receiving the Silver Medal from Dr. Ashok Seth

Spirituality does not mean ceremonies, sitting at prayers and practising religion. Spirituality is a belief in righteousness; spirituality is understanding that you are not the most powerful person. But spirituality is understanding that righteousness and ethics will get rewarded. Nobody gives up

science but people give up spirituality. Yesterday a patient is fine, today he suddenly develops cancer and I do not have an answer to it. I do the same angioplasty to hundreds of patients and one collapses at the table. We believe that science has actually conquered everything. People could

Dr. Ashok Seth signing his caricature with Mrs. Malvika Rai and Ms. Meena Bhatia

Ms. Meena Bhatia, Ms. Sapna Popli and Mrs. Malvika Rai at the convocation

make a plane fly in five years. All the brains put together can never create a single hair, single skin or a single cell. When my mother was ill, I could see everything failing and we prayed to God that my mother should be okay. Why God? Why not me? And that is where spirituality comes. And there are many evidences that spirituality can heal. My mother didnâ&#x20AC;&#x2122;t come out of it. Many other people didnâ&#x20AC;&#x2122;t come out of it. One realises how minuscule one is in the whole game of materialism. One should believe in something other than just one self, whether it is belief in your parents or your inner heart. I certainly believe that Science and Spirituality are together for the 21st century. It is science that actually makes you live on this earth. But its Science and Spirituality together which makes you live in this world. I would come another day and talk on management as it give me a joy of coming back and talking to you. Its is truly wonderful for all of you who are graduating from this prestigious college. In fact, I am a part of this joy and your happiness and your familyâ&#x20AC;&#x2122;s happiness. IILM is actually good as seen from the alumni it produces. Do have fun in your life, but remember to differentiate it from happiness. Go out there have fun but look for the real happiness. Fun is an external influence. You can have fun for five hours and remain sad for eighteen hours. Happiness is something that happens from within. There are lot avenues waiting out there and a whole new life waiting for you there. I wish you all the happiness and all the joy and remember what I said for the rest of your lives. Thank you.

AMPs@IILM: Continuing the Rich Tradition

Mr. Sandeep Tyagi engaged with the participants at seventh AMP Module

ILM's Advanced Management Program (AMP) offers participants the latest knowledge and best practices in various aspects of management. It is aimed at senior managers, professionals and leaders from the private and public sector, as well as those from NGOs who rigorously want to make life-changing transformation to their personal and professional lives. It is aimed at developing innovative and entrepreneurial leaders who can challenge and change organisations and make a real difference to the strategic capability and competitiveness of their organisations.

ducted by Professor Chris Booth on 12th November, 2011 at the Lodhi Road Campus. Professor Booth is one of UK's leading innovators in the area of business education. As Pro-Vice Chancellor of Sheffield Hallam University, she achieved a remarkable turn around in Sheffield Business School, UK in a short period of four years. She said, "It's important to challenge the traditional business school model and turn it on its head and develop a relationship-based business school, where we have a free flow of ideas and skills between businesses, employers and academics."

The tenth module of IILM AMP was on "Execution and Getting Things Done" was con-

This module covered suggestions and practical tools that could be used to improve imple-

mentation and help build a culture of getting things done in organisations. The key benefits were an understanding of how to set priorities; the approaches that drive improvement; and how to use those in various areas of an organisation; how to engage in more productive activities and resolving problems; create a culture of continuous improvement; and how to transform Dr. Robert Wright

managers from controllers to enablers. The ninth module of IILM AMP was on Transformational Leadership conducted by Dr. Robert Wright, CEO, Wright Business Institute, Chicago on 6th & 7th November 2011 at the Lodhi Road Campus. Dr. Robert Wright is a highly successful entrepreneur, world-class executive coach, and a dynamic corporate consultant. An internationally recognised author, Dr. Wright is a visionary and cutting-edge thinker, speaker, and programme developer in areas of human potential and human emergence technologies. Dr Wright said, â&#x20AC;&#x153;There can be little doubt that the world is in transformation. Never before in human history have so many people been asked to make so many changes so fast. As your company grows and develops, so must you if you are to remain potent. Transformational leaders operate from a higher set of values that allow them to envision positive outcomes and capitalize on opportunities when faced with seemingly insurmountable challenges.â&#x20AC;?

Participants engaged in AMP session

This two-day module was a complete eye-opener to understand ourselves, connect to our surroundings, environment, the leader in ourselves and others; and how to transform into higher selves of leadership and change. The module started by covering the essentials of Transformational Leadership: what it is and what are the benefits of becoming a transformational leader; what other reasons might compel one to become a transformational leader; how does it relate

to personal transformation; how do organisations evolve; what is the process they undertake; what is the nature of change and how do you identify the blocks to organisational evolution; what strategies can one use to facilitate organisational evolution; and how does one know when different leadership styles, power and control to collegiality, are called for. The eighth AMP module on 'Strategic Management' was conducted by Dr Faisal Rehman from 16th to 18th September,

Mr. Sandeep Tyagi along with the participants at seventh AMP Module

2011 at IILM New Delhi campus. Dr. Rahman is the founding Dean of the Graham School of Management at Saint Xavier University in Chicago. He is also the President and CEO, APAC Group, a leading health care company. This three-day module provided an insight on how the global business strategies operate and provided the basic understanding of Strategic Planning Model and role of various stakeholders. The module meticulously covered the basic model of Strategic Management, Role of various stakeholders, Environmental Scanning, Organizational Analysis, Strategy Formulation, and Evaluation and Control metrics. It provided participants a rigourous and collaborative experience to understand the strategies followed by different companies through the case studies of some leading companies. The seventh AMP module on Quantitative Techniques was conducted by Mr. Sandeep Tyagi, MD of Estee Advisors, Singapore from 26th to 28th August, 2011 at the IILM Gurgaon Campus.

Mr. Tyagi is the Chairman and Managing Director of Estee Advisors, an Investment Management and Advisory firm. He set the firmâ&#x20AC;&#x2122;s direction, building a winning culture and developing innovative financial products for the Asian markets. The module covered the imperatives to understand how to use the available detailed information to make better decisions without getting overwhelmed by it. Understanding statistical skills enables one to engage in decision-making processes with authority and accuracy. This module helped in understanding of data, concepts and applications of quantitative techniques, and sharpened visualising, analytical and interpreting abilities. The key take away benefits of this module were a clear understanding of the value chain of questions, data analysis, inference, and presentation of findings and recommendations. The sixth AMP module on Customer Management (Products and Services)was conducted by Dr. Priya Raghubir, Professor

Dr. Priya Raghubir along with the participants at the sixth AMP module

of Marketing, Stern School of Management, New York University from 21st to 23rd July, 2011 at the IILM Lodhi Road, New Delhi campus. Prior to joining NYU Stern, Prof. Raghubir was Professor of Marketing at the Haas School of Business, University of California at Berkeley. Professor Raghubir has taught undergraduate, M.B.A, Ph.D. and executive education courses in China, France, India and the U.S. Professor Raghubir has consulted with Adobe, Diamler-Chrysler, Google, PayCycle, and University of California. She has also worked with Jardine Fleming and Citibank in Hong Kong and India The discussions in this module covered : Consumer Behaviour, Customer Relationship Management, Perception and Sensation, Managing a Global Brand, Advertising â&#x20AC;&#x201C; Execution Modes, and Classic and Contemporary Views on the Pricing of Products and Services. This module on Customer Management was an outstanding experience for all the participants.

FACULTY ARTICLE

The Power of Punctuality

he word 'punctual' has been derived from the word ‘punctus which is a Latin word to mean ‘on time’. Therefore, the meaning of punctual is to keep in mind a particular time. A person is punctual who does his work on time. He never gives a chance to anybody to point out delays on his part. Whereas in the Army ‘punctuality’ is a need of discipline, in civillife, it is part of a behaviour. A soldier who reaches late for a parade or duty invites disciplinary action against him under the Army rules. But in outine life, there is no such provision. By punishing a person who is not punctual, punctuality can be encouraged. But it is necessary for a person to punish the nonpunctual person that he himself should be punctual. Punctuality is imbibed through habit. If a person is habitual of doing his work on time, the delay in his work would give him unlimited pain. He cannot toler-

ate the delay under any circumstance. He feels disappointed if for any unavoidable reasons, he fails to do his job in time. The habit of punctuality can be inculcated by way of regular practice. When a boy goes to school, the habit of punctuality should be infused in his mind and heart in a way that he deduces nonpunctuality as nothing short of a crime. And he should think that such a mistake could ake him be considered a defaulter. Once a person has decided not to be late anywhere at any time, punctuality is a simple matter for him. He plans the things keeping the valuable time factor in mind. For a person to become punctual, it is necessary to draw a programme well before the start of the work and calculate the correct timing such as for putting on clothes, taking meals etc. and reaching from the home to office. Time also should be kept reserved for unforeseen events. If the shoe lace of a person is

Lt Col R.D. Barthwal (Retd) Assistant Director IILM Academy of Higher Learning, Lucknow

broken at the time of wearing or the button of the shirt is found detached while putting it on, even then he should be able to reach to the work site on time. The punctuality of a person is a sign of good discipline and so it should be respected. Reaching late for a job by even a minute is equivalent to reaching late by an hour. Punctuality in our life, particularly on special occasions, is very important where a delay of any kind could cause embarrassment to all concerned. To me, nothing is more irksome than punctuality.

Corporate Social Responsibility and Ethics: Small Steps, Big Changes

Prof. Sujit Sengupta Area Chair Marketing & Sales IILM Lodhi Road

t a training and efficiency development programme of graduate service engineers at the Daikin Industries Residential Training Centre cum Works at Neemrana (Rajasthan), a notice at the main entry point reads: ‘Any person below the age of 18 years is not permitted entry in the premise’. Eye catching indeed! Even a casual onlooker will not miss the notice, even if one is unaware of the company’s strict adherence to Child Labour policy. The man-

agement not only practices what is legally right, it creates general awareness among its employees too. If that is not enough, the dining area in the same campus where close to 500 employees have meals on a regular basis, another notice is prominently displayed: “Amount of food wasted yesterday: 50 kg”. You see the board, and start pondering over it. This information is updated every day. While helping oneself, one immediately becomes conscious of the quantity of food one intends to consume so that no left over remains on the plate. In a country with perennial food shortage and where a large section of the society often goes without food, addressing the problem of food wastage may appear a tall order. But the company has taken a step forward towards this endeavour. It has started linking features of its products on six themes related to the “Environment” and “Society” and has been able to reduce 71 per cent emissions of greenhouse gases last year compared to 2009 fiscal year. Need-

less to say, Daikin is not the only one in India that has addressed the issue of Corporate Social Responsibility (CSR) in a serious way.

CSR as a process Many companies, big and small have succeeded in a sustained way, doing their part for society. The World Business Council for Sustainable Development has recently made CSR the latest buzz word around the globe, announcing, “Corporate Social Responsibility is the continuing commitment made by a business to behave ethically and contribute to economic development while improving the quality of life of its workforce and their families as well as of the local community and society at large.” CSR is defined as complying organisational activities in such a way that it has a positive impact on the society and the nation through self-regulating mechanisms with the law, ethics and other norms. It is about understanding the impact a business has on the wider world and considering how the

company can use this impact in a positive way. It means taking a responsible attitude and going a bit extra, beyond the profit margin. It is important for companies to understand that a business doesn’t exist in isolation nor is it simply a way of making money. The employees of an organisation depend on the business. Customers, suppliers and the local community are all affected by how an organisation conducts a business. The products, and the way they are made also have an impact on the environment. Through CSR, a company usually tries to give back to the society in some form or another, by actively engaging customers, employees and other stakeholders in its socially-responsible activities. CSR has also been good for the company’s bottom line.

CSR in India CSR may be a new term, but the concept is not new to India and has been followed since ages by many giants such as Tatas, ITC, Birla and many other homegrown large corporate houses. Despite that, CSR is still in a nascent stage and has not been completely adopted by Indian companies and other MNCs operating in India, though Small and Medium Enterprises (SMEs) may have developed their own ways of giving back to the society from where they earn their profit. Below are some examples of how organisations have adopted CSR in their work culture.

Safe Drinking Water (CSDW) programme which focused on providing clean drinking water thereby improving living conditions with a delivery of three billion liters of clean drinking water in over 60 developing countries. The main theme of this programme is “Save a Life Every Hour”. + ITC hotels and many other smaller hotels recycle their waste water to water their lawns. The Aditya Birla group has contributed in many ways by providing education, healthcare and social changes to the under privileged. Hindustan Petroleum Corporation Limited has invested over Rs 5.75 crore in various activities such as primary education, schemes for income generation and training, better medical facilities and providing scholarships. The Tata Group is a pioneer in providing scholarships for studies abroad, they conduct adult literacy programmes, fight leprosy in Jamshedpur, and provide rural development programmes at Okhamandal and Babrala.

It is important for companies to understand that a business doesn’t exist in isolation nor is it simply a way of making money. The employees of an organisation depend on the business. Customers, suppliers and the local community are all affected by how an organisation conducts a business

+ Procter & Gamble initiated a not-to-profit Children

tions on throwing waste into the sea.

Corporate Social Responsibility does not need advertising or publicity and need not be homogeneous. It starts with a simple idea and how well the idea is being implemented effectively and untiringly is important

+ Oil and Natural Gas Limited (ONGC) has been tackling several social issues such as poverty, unemployment, illiteracy, and malnutrition. ONGC started its CSR as a philanthropic activity and contributed in all possible ways through corporate citizenship policy, building chaupals, establishment of MRI/CT equipment in hospitals, building public libraries in Assam and developing infrastructure. + Marks and Spencer (M&S) stores have a certain budget for charity and supporting local causes. It continues to donate returned clothes to NGOs. Food at M&S is also effectively managed and distributed to orphanages. They have stopped sending food waste to landfill and instead use it to produce green energy via ‘anaerobic digestion’ or compost. The Cruise Liners operating across countries and continents have strict regula-

+ Siemens India, part of one of the world’s largest electrical engineering and electronics companies with their headquarters in Berlin and Munich has developed a unique selfassessment process for all its partners to improve society. The management has put in place strict regulations to enable sustainable development and considers these standards to be a high priority. As a commitment to improving standards in the supply chain, this policy includes a Code of Conduct for Siemens Suppliers, which has been integrated into all Siemens contracts and purchasing conditions. In accordance to the company’s responsibilities towards ecological, social and economic improvements for society, this ‘Corporate Responsibility in the supply chain’ involves selfassessment by all suppliers and partners with the help of a set of questions. Questions such as these below are self-exemplary: • Does your company include corporate responsibility issues into contracts with its suppliers? * How would you describe your company’s point of view regarding the following statements: a. We would rather not do business if we had to involve ourselves in corruption. b. Our company has clear regulations regarding corruption and bribery.

c. In the country of our manufacturing base corruption does not exist. d. Are there legally required minimum wages in the country of your main manufacturing base? e. Are there maximum working hours regulations for your employees? f. Is there a minimum age to become an employee of your company? g. Has your organisation implemented an occupational health and safety management system? h. Has your organisation implemented an environmental management system? i. Please state the number of fatalities and serious injuries within your organisation. These questions not only shows Siemens’ commitment to the welfare of the society in which it operates, these also helps create awareness amongst numerous smaller organisations that come in contact with it. Corporate Social Responsibility does not need advertising or publicity and need not be homogeneous. It starts with a simple idea and how well the idea is being implemented effectively and untiringly. If the above mentioned organisations have succeeded in doing that, it is the turn of other companies to follow the same path for a better society. Hopefully that won’t be too far.

Your Business is My Business

hat does it mean to say “my customer's business is my business”? It is simply to start assuming responsibility for the success of my client’s business. Why is it essential? Why should one assume responsibility of somebody else's business? Isn't that a sheer waste of time? Why not make a quick sale and just walk off? Having faced a variety of client interactions in multiple industry environments, I have found for example, that when you wish to sell a cargo or a logistics service to an automotive components’ manufacturer, you get royal treatment. On the contrary, if it is an ad agency, you may or may not be received very well. The secret here is the strategic importance of your service/product in your client's business. You can make a huge impact on the bottom line of the former if you are really efficient. Think of how your efficient ser-

vice can enable the 'Just in Time' objective of your customer's customer and what it will do to the inventory costs and the total cost of production. You are making your customer profitable by reducing his costs. A customer needs a partner as good as your company for profitability and you will indeed be preferred over your competitors. However, the ability to make such a huge impact on the customer requires an in-depth knowledge of the client's business and industry in addition to being a master at ones own industry, products and markets. The important question here is: what value can my business offer to the customer? As amateur sales persons, we often go with a feeling that “my job involves begging people to buy; that I am not in control but the customer is”. The moment we understand the strategic role that our business could play in the prospect's business, we start realising the power (to influence

Rohini Vaishnavi Associate Professor Marketing & Sales IILM, Lodhi Road

A customer needs a partner as good as your company for profitability and you will indeed be preferred over your competitors.

the businesses of our customers) of our role as a seller. This puts us in control. The first thing a salesperson should do away with, is the negative attitude of thinking himself as someone who is at the lowest rung of corporate hierarchy: “the poor, battered, struggling and hated, salesperson”. Now, he can carry a good feeling about himself. His personal worth has elevated. Now he can see his profession in a new different perspective. He can also consider himself as someone whose time has value. He is doing a job of strategic importance and his work affects the bottomline of various businesses. Therefore, when he meets his clients he is a changed person and not the “struggling, battered, poor and hated salesperson”. He inspires confidence in his prospects which in turn encourages them to take him seriously. A salesperson's first milestone is reached. He has

overcome the most critical barrier in his sales career. A mere thought of being a partner who can impact a customer’s business positively does wonders.

ters is how you feel about yourself and your profession. There is again a direct correlation between a positive feeling about self and the results achieved.

The next step is to communicate this to the potential customer in order for both to be on the same page. The question is whether your client also perceives the value of your product the same way as you do? If he does not, he should, by just seeing your confidence which should convince him that you could be of some value to his organisation. This is your opportunity! As a sales person, the attitude you carry is the tool that will make it possible for you to exploit various opportunities available.

Many people I know of, decided not to take up sales as a career because they believed that this profession is for those who can manipulate and not for those who are honest and straight forward. If someone is not being honest and straightforward to a customer while fixing a sales deal, that person is doing it because it goes with his personal values and not because the job demands that. If you are honest, there are honest brands and companies too that exist and can offer opportunities. Take a tough decision of giving up any association with brands which do not gel with your person value system. Choose a brand you can be passionate about, you can be proud to be associated with. A brand that can truly deliver value to your customer.

A few thumbrules here. First, know your customer well and his need more than he himself knows about it, which means you must be an authority in your area with complete knowledge about your product, market and competition. Thus, with your expertise, make it known to the customer that you are an expert who is there to suggest to him the best possible solution that can exist. But this is not possible if you are not passionate about your company and the product you sell. Secondly, a salesperson's biggest strength is the ability to establish a relationship of trust with the customer. The third important factor is the self confidence and confidence in the product you sell. Both are directly proportional to the amount of revenues you can generate for your company, considering all other factors affecting the revenues are in order. Last but the most important factor that mat-

It is therefore the passion towards ones’ product and company, the level of your knowledge about markets, your resolve to offer value to customers and above all your own assessment of your self worth which together can form a package of solution much needed by the client. Subsequently you and your client are friends forever. This may be sounding highly emotional, but at the end of the day, this is a way to ensure a a loyal customer from whom you could get regular assured business. Therefore my dear client, “Your business indeed is my business”.

ooking at the image above, what comes to your mind? That innovation is a challenge?

Directors on boards of companies constantly strive to increase efficiency, implement best practices and deliver increased shareholder value. They seek to improve cash flow through efficiencies of scale and cost reductions. But there are limits to cost saving. In a global economy your competitors in lower cost countries can beat you at that game. The best way to create value is to innovate your way ahead of the competition. You need to create temporary monopolies where yours is the only show in town. You can do this by harnessing the creative power of your greatest asset, your people. The goal is to turn them into opportunistic entrepreneurs who are constantly looking for new ways of doing business. A copy-machine operator at Kinko's, a major chain of outlets providing copying and document services, noticed that customer demand for photocopying dropped in December. People were too preoccupied with Christmas presents to do much copying for the office. So he came up with a creative idea. Why not allow customers to use Kinko's colour copying and binding facilities to create their own customised calendars using their personal photos for each of the months? He prototyped the idea in the store and it proved popular -- people could create personalised gifts of calendars featuring favourite family photos. The operator phoned the founder and CEO of Kinko's, Paul Orfalea, and explained the idea. Orfalea was so excited by it that he rushed it out as a service in all outlets. It

Innovation: Creating the Best Practices for Tomorrow was very successful and a new product -- custom calendars -and a new revenue stream were created. This kind of creative energy should be the goal for every organisation. How can you make all your staff into creative entrepreneurs like the operator in Kinko's? How can you energise people to see problems not as obstacles to success but as opportunities for innovation?

Dr. Deepti Wadera Associate Professor Marketing IILM, Gurgoan

To build a truly innovative organisation, you need to have a vision, a culture and a process of innovation. The key elements of creating a truly innovative and entrepreneurial organisation can be summarised in the following eight steps: • Paint an inspiring vision. • Build an open, receptive, questioning culture. • Empower people at all levels. • Set goals, deadlines and measurements for innovation.

The best way to create value is to innovate your way ahead of the competition. You need to create temporary monopolies where yours is the only show in town

• Use creativity techniques to generate a large number of ideas. • Review, combine, filter and select ideas. • Prototype the promising proposals. • Analyse the results and roll out the successful projects

Painting the vision You start by painting a vision that is desirable, challenging and believable. If you can do this then there are three big gains for the organisation. First, people share a common goal and have a sense of embarking on a journey or adventure together. This means that they will be more willing to accept the changes, challenges and difficulties that any journey can entail. Secondly, it means that more responsibility can be delegated. Staff can be empowered and given more control over their work.

Because they know the goal and direction in which they are headed they can be trusted to steer their own raft and to figure out the best way of getting there. Thirdly, people will be more creative and contribute more ideas if they know that there are unsolved challenges that lie ahead. They have bought into the adventure so they are more ready to find routes over and around the obstacles on the way.

Empowering You cannot deliver the change on your own. The best source for the idea generation and creativity needed for innovation is the team within your organisation. To turn them into entrepreneurs who are hungrily looking for new opportunities, you have to first empower them. The purpose of empowering people is to enable them to achieve the change through their own efforts.

Overcoming fear

You cannot deliver the change on your own. The best source for idea generation and creativity needed for innovation is the team within your organisation

People are anxious about change. Change is uncomfortable. Change means winners and losers. It is natural that people will prefer to stay within their comfort zones rather than risk an embarrassing or costly failure. You should spend time with people encouraging them to undertake risks and reassuring them that those risks are necessary and worth taking. Fear of failure often inhibits people from pushing themselves to new limits. You have to show that doing nothing has its risks too; that staying in the corporate comfort zone is a dangerous option. Once again, communication is the key. Informed people don't fear change. As Dick Brown, Chairman and CEO of EDS put it,

"People are not afraid of change. They fear the unknown."

Using innovation techniques Can creativity be taught or is it a rare talent possessed by a handful of gifted individuals? The answer is that every one of us can be creative if we are encouraged and shown how to do it. We were all imaginative as children but gradually most people have their creative instincts ground down by the routine of work. With proper training, people can develop skills in questioning, brainstorming, adapting, combining, analyzing and selecting ideas. They can be the innovative engine your organisation needs. The innovation process involves the generation of many ideas in response to a given issue or challenge. The ideas are then whittled down to the most promising. The key then is to move rapidly to prototyping the best ideas. Businesses that are fast to market carry out quick pilot tests rather than spending months in "paralysis by analysis." For new products, innovation projects go through a number of evaluation "gates" that test the feasibility, attractiveness and payback. Those that pass through the gate are given more funding. The innovative organisation is constantly trying new products, new processes, new business practices and new partnerships. Its people share an open, questioning, empowered and entrepreneurial culture. They know that innovation is the only way to remain agile and ahead of the competition. After all, it is the innovation of today that becomes the best practice of tomorrow.

Medical Tourism At A Glance the same, travelled to India and got a spine surgery done and flew back two weeks later. Mr. David and Mohd. Fozlu represent the growing number of patients either searching for affordable healthcare or places where their problems can be treated. That is how the concept of medical tourism started gaining popularity.

avid Dupray, a 60-yearold uninsured coffee shop owner from Bar Harbor, Maine, had been having left leg pain on ambulation for four years. His cardiologist recommended stent placement. The estimated bill: approximately $ 35,000.

Mansi Jhamb Programme Manager Pushpanjali Crosslay Hospital IILM, Alumni PGP 2007-2009

Unable to afford the procedure, Dupray began searching the web for affordable medical care overseas. His physician suggested Thailand. Within days, Dupray had an appointment with a cardiologist. Dupray spent two days in the hotel-like hospital, had three stents placed in his leg arteries, and completed a cardiac stress test. The total bill: $18,000. Mohammed Fozlu, a 42 year old from Afghani, complaining of numbness in the leg, unable to find doctors to diagnose the problem and facilities to treat

Medical tourism (also called medical travel, health tourism or global healthcare) is a term coined to describe the rapidlygrowing practice of traveling across international borders to obtain health care services. Medical tourism has gained importance in both the developed nations like US and UK as well in struggling economies like those in Africa and Afghanistan. The top medical destinations where people prefer to travel are Singapore, Thailand, India, Malaysia, Jordan, Costa Rica, Turkey and Brazil. The concept has become popular in western countries because of the high cost of health care, long wait times for certain procedures, the ease and affordability of international travel, and improvements in both technology and standards of care in many countries. If one compares, there is a huge cost difference between charges of procedures like bypass surgeries, valve surgeries, stenting, knee and hip replacement surgeries, hysterectomies, spine surgeries, ENT surgeries

and cosmetic surgeries. While a knee replacement surgery would cost $40,000 in US, it would cost $10,000 in Thailand and $13,000 in Singapore, while the same surgery would cost the person $8500 in India. A heart bypass would cost $ 130000 in the US; the same would cost $ 18500 in Singapore, $ 11000 in Thailand and less than $ 10000 in India.

The cost difference in cosmetic surgery is as huge as six to seven times between US and India. The reasons however for medical tourism gaining popularity in developing countries are different. People travel overseas from Africa and Middle East due to outdated technology, lack of facilities and doctors and general poor conditions of living and hygiene in those places. They are left with no choice but to move out and seek treatment.

In fact, the progress of the medical tourism phenomenon has had enormous impact not just for the patient alone by making things much simpler and accessible but it has also influenced economic, social and environmental and business avenues. Taking into account the economic impact, medical tourism statistics revealed an anticipated growth of the industry from about $40 billion in 2004 to $100 billion by the year 2012 that averages to about $ 7.5 billion per year. This estimate was made by the Confederation India attracts large number of of Indian Industry medical tourists from West Asia, and McKinsey.

Middle East, North and West Africa and also from neighboring countries like Bangladesh, Pakistan and Afghanistan. In fact, the maximum number of patients received in India is from Afghanistan.

India, on the other hand, reported an approximate growth rate of 30 per cent and the data revealed that 500,000 foreign patients traveled to India for medical care in 2005 from an estimated 150,000 patients

in 2002. It is estimated that the rapid growth of the medical tourism industry in India could bring in as much as $2.2 billion per year by 2012. The chief cities attracting foreign patients to India are Mumbai, Bangalore, Hyderabad, Delhi, Kolkata, and Chennai for procedures in specialties like cardiology, oncology, joint replacement, orthopedic surgery, transplants, urology and ENT. Kerela on the other hand is becoming the hub for non surgical and holistic treatments like Yoga and Ayurvedic treatments. The CII-McKinsy report projects medical tourism industry in Kerala to be worth $4 billion by 2017. India attracts large number of medical tourists from West Asia, Middle East, North and West Africa and also from neighboring countries like Bangladesh, Pakistan and Afghanistan. In fact, the maximum number of patients received in India is from Afghanistan. With a view to facilitate medical tourism industry to achieve the targets and to give greater momentum for its growth, the Ministry of Health and Family Welfare together with the Ministry of Tourism has taken up initiatives to evaluate the opportunities in the industry and formulate policies for accrediting healthcare institutions in the country. The accreditation programme is aimed at classifying health service providers on the basis of infrastructure and quality of services offered. The government has also become permissive in granting medical visas to patients wanting to travel abroad

for treatment thus contributing to their share in the development of the industry. Healthcare providers and facilitators on the other hand are becoming extremely competitive by providing end-to-end valueadded services by facilitating everything for patients starting from getting treatment plans prepared from the hospitals even when the patient is sitting at home, getting their medical visas to their hotel stay, money exchange and even planning their vacations after treatment. In fact, there is software being developed where the patients can seek non-surgical treatment sitting in their own country for which they pay an annual or a monthly fee. Medical tourism has also an given impetus to hospitals to improve their overall standards of quality to attract patients from abroad. Apart from the general certifications that are common to many industries together, hospitals are now aiming at certifications specific to the healthcare industry like National Accreditation Board for Hospitals and Healthcare (NABH), National Accreditation Board for Laboratories (NABL) and international

certifications like Joint Comission International (JCI), Australian Council on Healthcare Standards International (ACHSI) etc. These accreditations compel the hospitals to work on international standards, follow international protocols of quality in the entire functioning of the hospitals and better, data management. This has led to the improvement of quality of services even for our local patients (with an increase in cost though!). Moreover, hospitals are now tying up with health insurance companies abroad and health facilitation companies who provide credit facilities to international travelers. Hospital like Apollo and Max have opened their branches in Afghanistan from where they can directly refer patients which is proving to be a great marketing strategy. However, like any other industry, there are some negative aspects as well which cannot be ignored. One has to be very careful in selecting the hospital and the agency/company they select for facilitating their travel and treatment as there are significant chances that many medical tourism hospitals would tap into

unethical practices to grab international patients. Since the focus has shifted to medical tourism, there has been an increase in the overall cost of healthcare (especially in tertiary care facilities) due to better standards, which has put pressure on local patientsâ&#x20AC;&#x2122; affordability. Also, in an acquisitiveness and big rush to get more and more international patients, hospitals sometimes knowingly or unknowingly end up issuing invitation letters for visa applications by depicting cases as medical emergencies when they are actually not which can lead to malefaction. To curb the same, there should be some guidelines laid down by international committees for medical tourism which make the process more exhaustive and prudish yet approachable. To conclude, the industry offers great opportunity and all key players are leaving no stone unturned to encash on it. But there is a still a partially untapped potential in this business which can positively affect a number of other related sectors like tourism, international accreditation, airline industry and political and trade relations between countries.

FMCG King – Reckitt Benckiser

he Fast Moving Consumer Goods (FMCG) industry caters to the needs of billions of people all over the world. Millions of companies come under the banner of FMCG and channelise their products to reach the final consumer. There is this company which inherits a German and British heritage and distinguishes itself from the rest. It has operations in over 60 countries and its products are sold in over 200 countries. It mainly deals in Cleaning Products, Healthcare and Condiments. Brands such as Dettol, Strepsils, Lysol, Durex, etc come under its flagship. This public limited company with employee strength of around 27,200 and total revenue of £8,453 million (2010) is Reckitt Benckiser. The story of Reckitt Benckiser seems like a fairy tale. Reckitt Benckiser has proved its worth in the industry. It believes in making products which consumers love and ensures that they are enjoying the best of the products available. Products like Dettol, Air Wick, Vanish aim to achieve global market leadership. It’s because of their highly motivated employees and support of customers that they are the world leaders in FMCG products. Reckitt Benckiser follows the tradition of experiments. It, unlike some others, do not pressurise on sales, but, understand the consumer needs primarily. The marketing strategy adopted by the company is unique and one of its kind. The year 2008 was followed by recession. Ev-

ery company was involved in cost-cutting programmes and employee reduction to protect themselves from huge losses. Reckitt Benckiser, unlike others, marketed its products heavily. The company invested more than ever in marketing and grew at a rate of 8 per cent in 2009. The strategy adopted by this company sky-rocketed. The following table emphasises the change on revenues as compared to its competitors between 2008-10: Underlying NR / NI growth 2008-2010 Company

Net Revenue Growth % CAGR 2008-10

Procter & Gamble

+3%

Colgate

+6%

Clorox

+4%

Unilever

+5%

Henkel

+2%

Peer group average

+4%

Reckitt Benckiser

+8%

Reckitt Benckiser invests 12.4 per cent of its net revenue in advertising. When others are pulling back, RB makes its place in the market. As per the table, we can see that the net revenue growth of Reckitt Benckiser has been greater than the peer group. Similarly, during the year 2008 when the world experienced recession, RB went ahead advertising its products and the result is that it has grew by 16 per cent than the peer group. Aamer Rushnaiwala PGP 2011-13 IILM, Gurgaon

Campus News Campus News Campus News Campus News Campus News

Campus NeWs

iFest 2011

Fest, an annual cultural event was organised by IILM at Lodhi Road and Gurgaon campuses on 16 and 17 December, 2011 respectively. This event has been organised every year for the past five years in the month of December. It serves as an opportunity to the students of IILM and various other educational institutes in Delhi and NCR to unveil their creative energy and showcase their talent. iFest is an event which always fills the campus with lots of fervour and enthusiasm. Students are the most enthusiastic group who work very sincerely while also learning various skills simultaneously during the organising of the event. These are the skills which they apply in their jobs in future. As the event is robust, it involves negotiation with various vendors who supply their goods and services for event management. Internal organisation, budgeting and people management are some of the other challenges faced by the students. This year, the event was inaugurated by Mrs. Shuchi Agarwal,

the Dean of IILM. The fest included multiple activities organised by various student clubs. The Marketing Club conducted three events. Various teams along with the audience applied their knowledge of pricing of various products to win several gifts in “Mol Anmol”, while students applied their knowledge to real life case studies in Launchpad. Teams from various colleges unleashed their creativity through their colourful graffiti paintings. The Cultural Club had the auditorium reverbrating with dance and music competitions. Alongside these events, the football match was being played and the winning team was IILM-LR. The NGO fair and the food stalls added to the festive look of the whole event. While the various NGOs displayed various handicrafts for sale, the food stall was literally steaming with vegetarian delicacies. While the students had hot discussions on multiple topics as part of “ Clash of thoughts”, in the group discussion competition, some of them were battling it out in the “ Battle of brains”. The event concluded with the scintillating item,“ The Corporate Walk”. It was led by brilliant anchors from the undergraduate group which captivated the audience. Various teams from multiple educational institutes

displayed their trendy corporate attire while walking on the ramp. The Institute of Home Management” walked away with the winning trophy and IILM -LR was the runner up. When the event concluded, a sense nostalgia could be seen in the eyes of the students who cherished their interactions with faculty and fellow students They cherished the moments of fun, stress, conflicts and cohesiveness which they experienced together. They are all looking forward to another December and another iFest while they do feel heavy-hearted at the thought of not seeing their final year peers around them the second time. Perhaps hard for students, as they are still learning the lessons of continuous dynamism of life. Rohini vaishnavi Associae Professor-Sales & Marketing iilm, Lodhi road

Campus NeWs

Campus News Campus News Campus News Campus News Campus News

Pouring Compassion: ICCHA's Donation Drive Monsoon Donation Drive

he months from July to September bring the much-awaited monsoon season when children of all age groups enjoy the rain dance, teenagers ride bikes in the pouring rain and adults have tea parties in the cool environment. But sadly, while most of us celebrate the monsoons, there are others who try to escape from it as the rains become a curse for their survival. The underprivileged of our society are ill-fated as they are deprived of basic needs such as food, shelter and clothes that could help them live a better life. It is ironic that the poor come to cities to find work, and soon the much-awaited rains become a dread. Unfortunately, even if some do get some daily wages in the cities, such families do not have sufficient financial resources that will help them to even buy raincoats and umbrellas. Indeed, torn plastic sheets suffice. We at ICHHA, the IILM NGO, identified such a problem and decided to implement our aim through a donation drive- to spread happiness in the lives of the underprivileged during the 2011 monsoons. As part of the drive, all volunteers and coordinators of ICHHA collected raincoats, umbrellas and plastic tents from students, teachers and the neighbourhood community. Thereafter, all participants visited different areas of the city especially the Lodhi Estate area, to donate the collected items to the God's blessed.

Our mission was accomplished. One felt gratified in helping such souls to whom one has a duty. On behalf of ICHHA, I would like to thank all those who supported us in making this drive a success. We truly hope that we receive similar continued support from the IILM community in future donation drives by ICHHA.

One Smile At A Time: Stationery Donation Drive The stationary drive was a major event for ICHHA during the celebrated ‘Girl Child Week’. In collaboration with the Smile Foundation, volunteers and coordinators from ICHHA were successful in donating over 200 sets of stationary packs to the slum children of JJ Colony, Satya Niketan. Each ribbon-decorated

Slum Children at Smile Foundation

The stationary drive was a major event for ICHHA during the celebrated ‘Girl Child Week’. In collaboration with the Smile Foundation, volunteers and coordinators from ICHHA were successful in donating over 200 sets of stationary packs to the slum children of JJ Colony, Satya Niketan.

Campus News Campus News Campus News Campus News Campus News

Campus NeWs

stationary pack cost ten rupees and contained a register, pencil, sharpener and eraser. All the volunteers requested faculty and students of IILM to kindly pay for the cost of the pack so that the ICHHA team could then go ahead and distribute the packs to the excited children waiting for us at the Smile Foundation. The experience was a very fulfilling one. It felt as is if they were sending a parcel full of dreams that would shape and redesign the lives of so many children. Together, with Smile Foundation representatives, ICHHA volunteers visited the children to spread joy into their lives during the moments they all shared. The visit turned out to be better than expected. Not only did ICHHA volunteers donate a substantial number of books and stationery to the children individually, they also had fun. The time spent at the Foundation involved singing,, dancing, playing the guitar and having lunch with the little ones. The vibrations from the exchange of melodious musical notes, and more importantly the joy of hearing the laughter and looking at the smiling faces of the children, brought all volunteers in awe of

IILM students with slum kid

the moment. Indeed, the participants felt relieved by bringing enthusiasm and a ray of hope. The blessings of the children counted and were realised when this great event was recognised by the Smile Foundation on its website. The ICHHA club is truly thankful to the Smile Foundation and the whole IILM community for supporting us in making this initiative a great success.Â

Winter Clothes: Each One Donate One Our community would not be complete without them. ICHHA, the IILM NGO Club, extended its gratitude to the Housekeeping staff of IILM and The Banyan

Tree School by organising a Winter Donation Drive for them. In order to make the requirements clear, we demonstrated our creative side by putting a shirt and pant (with wool stuck on them) on display for all faculty and students. Indeed, the message was extremely clear to all willing participants as reflected by the success of the drive: ICHHA collected over 500 clothes including coats and cardigans for all ages from 2 to 75.Â Everybody showed great zeal in delivering various items indicating the high spirit and enthusiasm of all ICHHA volunteers. The donation took place near Gate 3 as all items were distributed within half an hour. At the end of the donation, all the participants were pleased that we could support those who support us. Our institution truly triumphed in caring through sharing. As part of ICHHA , we feel fortunate and privileged to be blessed with the opportunity to contribute to our community. On behalf of ICHHA, I would like to thank all those who helped us in this drive and hope that we get even better response for future initiatives. Team ICHHA

Winter clothes being donated to the Housekeeping staff of IILM Lodhi Road

Campus NeWs

Campus News Campus News Campus News Campus News Campus News

In The Shade of the Banyan Tree

he Tony Blair Faith Foundation (TBFF) was looking for incredible examples of classrooms that are changing the world and saving lives. Schools all over the world were asked to take creative action to halt over 7,50,000 annual preventable deaths from malaria. The aim was to make progress together for a global issue. The Banyan Tree School, New Delhi, India took part in the Faiths Act (the Foundation’s social action programme), World Malaria Day Campaign to garner support for malaria stricken families in African countries through SUVO. SUVO involves spreading awareness through talks, role play, video clips and presentations, Understanding the need to wipe malaria off the earth, Volunteering to save lives, through local action and Organising initiatives to move towards the goal of zero malarial deaths by 2015 are important objectives. The torchbearers for this global concern at the Banyan Tree School are a group of secondary students who researched and prepared the presentations and screened video clips on how malaria spreads, and precautions to be taken to prevent mosquito breeding. They also spoke to students of the Middle and Senior School on the impact of this disease in different countries of the world - how it affects the GDP of a country and its human resource. The younger students did role plays and skits for their

peers and friends to increase awareness about the symptoms of the disease and the preventive measures possible. The event on the first day was facilitated by the Face to Faith Country Coordinator, Ms. SimmiKher and Dr Sanjay Kumar, Department of Communicable Diseases, MCD.

made all resources for the campaign available online. The judging was based on a 300-500 word blog entry about the description of the school’s initiative, the number of people it engaged and photographs of the students taking action to end malaria that were uploaded on their website and Facebook.

Later, the Faiths Act volunteers along with their teachers hosted an event for the students of the Community Outreach Programme and are currently helping them become peer trainers to spread awareness. Several students have volunteered to spread awareness in their communities and neighbourhoods in order to arrest this disease. This is bound to have a positive impact on curbing the malaria menace. Working locally with a global reach to eradicate malaria is the major thrust of this campaign. Through this effort, students learn to shoulder wider responsibility within the global community.

The Banyan Tree School won the third place in the World Malaria Day 2011, Faiths Act Schools Challenge Competition.

There were over 30 schools across the world that signed up for the challenge. Faiths Act

The congratulatory note to the school read: “The research conducted by the students and campaigning undertaken to educate the other members of the school and local community showed a true commitment to eradicating malaria. We particularly liked how you used skits to educate the younger members of your school on malaria and how you invited other local schools to participate.” A blog on the TBFF website features the Banyan School’s Faiths Act activities for World Malaria Day.

Snapshots of the World Malaria Day Campaign

Susan Thomas Banyan Tree School

Campus News Campus News Campus News Campus News Campus News

Campus NeWs

The Importance of Education to the Banyan Tree School

t is said: “If you are planning for a year, sow rice; if you are planning for a decade, plant trees; if you are planning for a lifetime, educate people”.

Indeed, one can even say that the quality of education will determine the destiny of the nation. We at The Banyan Tree School, Jaipur understand the importance of education in the life of an individual cannot be overstated. It shapes individuals in their formative years and imbibes them with values that would govern all their choices in life. The Banyan Tree School was inaugurated in Mansarovar, Jaipur on 4th April 2011, with the vision of providing a safe learning environment that promotes the cognitive, physical, social and emotional development of our diverse student body while challenging them to become:

in Jaipur and starting with 115 students, we are proud to have more than 180 students today in the school in very first year.

I joined the school on 6th December 2010 and since then I have seen the school growing at a very rapid pace. We started with the admission procedure from 17th January for the academic year 2011-2012 and had a stream of visitors to enquire about the school, most of these cases we converted into admissions.

For us, at The Banyan Tree School, Jaipur, education does not mean providing answers. It means equipping students with the means to find answers for himself and within himself. Education helps students to discover themselves – who they are as people. Within each student is a doctor, an engineer, a teacher, a social activist, a sports person, an environmentalist, a poet, an author or an economist. The teachers support them in channelising resources vis-à-vis their dreams thus, sustainably generating civilised and productive human capital for serving our motherland.

The Banyan Tree School came out as a successful experiment

We have a theme-based study pattern in our school in which

Life-long learners, Independent thinkers, Respectful individuals, Responsible citizens

we follow different themes every month and we organise activities related to the theme in that particular month. For example the theme of the month of July was “Plants” and the activities included Plantation Day, Fruit and Salad Party, Visit to a nursery and a special assembly on plants. We believe in experienced based learning, so we make the students practically explore and then theoretically understand the concepts. Over the last months, I have witnessed a confidence level in our students, a vibrant dynamism, and an acute consciousness about the world around them, a focused ambition and a sustained commitment. I am also fortunate to have an experienced and committed team that has brought the school to its present stature. I, along with my team of silent workers and dedicated fac-

Campus NeWs

ulty, intend to build on this strong foundation and raise the standards in all spheres, to the zenith. My aim is not only to be an able administrator but also to be a friend, philosopher and guide to all the staff members and students; someone who they can always count upon and trust. We at The Banyan Tree School are very clear about what we want to deliver. We strive to produce young minds who wish to engage with the world of knowledge, minds that are hungry for “more”. We over here also have many cultural events to build the confidence among our students. Within the span of the last 5-6 months, we have organised various events such as May/Labour day, Sports day, Splash day, Independence Day, Plantation Day, Janamashtami celebrations, Teachers Day celebrations, and Hindi Divas. To build confidence among students in their communication and understanding of various issues, we also organised debate competitions for Class II students. We also visit various places such as nurseries, and bird houses in sync with the theme of that month. We have a wonderful infrastructure comprising a huge

Campus News Campus News Campus News Campus News Campus News

courtyard, a multipurpose hall, an AV Room and classrooms which have play and study area. We also have space for a class library in the class for pre-primary classes. We are planning to introduce a mini court for lawn tennis and badminton. We are very happy with the way the school is growing. We will add up till class VI from the next session and are confident that we will come out in flying colours in the next session and the sessions to come.

the world has not been broken up into the fragments of narrow domestic walls; Where the words come out from the depth of truth; Where tireless striving stretches its arms into perfection; Where the clear stream of reason has not lost its way into the dreary desert sand of dead habits. Where the mind is led forward by Thee into the everwidening thought and action; Into that heaven of freedom, my Father, let my country awake.“ Rabindernath Tagore

“Where the mind is without fear and head is held high; Where knowledge is free; Where

sonali sinha Headmistress The Banyan Tree School, Jaipur

Campus News Campus News Campus News Campus News Campus News

Campus NeWs

Felicitation Ceremony

n 26th December 2011, a Felicitation Ceremony was held at CET-IILMAHL for Ms. Nancy Manchanda. Ms. Manchanda a student of the Department of Biotechnology Engineering, secured a rank among the top ten students who, passed out of UPTU last year. The ceremony was presided over by Dr. Chaiti Ganguly, Driector, Academics. The Director General, Gen. Wadhwa and Sr. Director, Grp. Capt. Rina were present

at the ceremony. There were fifty faculty members and a few students also. Ms. Manchanda was awarded a cash prize of Rs.5000/and a momento on belhalf of CETIILM-AHL. It is for the fourth consecutive year that a student from the Department of Biotechnology Engineering has secured a rank in the Final UPTU exam. It is hoped that the Department would continue to produce meritorious students in the future and that other Departments would also be inspired to do the same.

Gen Wadhwa awarding Ms Nancy Manchanda

Industrial Visit to NIC Data Centre

n Thursday, 8th December 2011, a group of seven Ecommerce students from IILM UBS Lodhi Road and Gurgaon campuses visited the National Informatics Centre (NIC) to learn about security systems in data and network centres. Notably, the stringent physical security started right from the entry of the CGO Complex extending to higher security levels such as restricted access to different rooms and databases in NIC. Mr. Anil Rathore, a scientist at NIC, gave us a detailed tour of the place by showing the various hardware, software and storage devices such as processors, firewalls and magnetic tapes used to run, safeguard and back-up information for the 4000 government websites supplied online by NIC. Mr. Rathore explained the different technicalities supporting the complex monitoring mechanisms of digital security systems

enabled to fulfill the Confidentiality Integrity Availability (CIA) security model employed at NIC. Further, he actively answered various questions such as the reason for choosing Hyderabad versus Delhi as a backup centre; details of the different topologies and efficiency of communication technologies implemented; chances of risks of foreign cyber attacks; number of system breakdowns; and the importance of government departments to become responsible users for

avoidance of any breach of security. Students were also informed that NIC would soon be migrating to a larger and more technologically advanced facility in Shastri Park, which the students may visit next time. The industrial visit to NIC was indeed a success as students applied their knowledge from their e-commerce classes effectively and actively learnt about security advancements. Daminni Grover Associate Professor, IT, IILM Lodhi Road

UBS students at National Informatics Centre

Campus NeWs

Campus News Campus News Campus News Campus News Campus News

Visit to The Eco-Friendly Panipat Refinery: The Energy Hub of India

hirty one students of B.Sc. (Hons.) Stage 2 and Stage 3, went for an industrial visit to the Panipat Refinery of Indian Oil Corporation Limited, on March 15, 2011. They were accompanied by three faculty members from IILM Institute of Higher Education – Ms. Shivani Khurana, Ms. Sangeeta Chopra and Mr. Girish Ahuja. It was a daylong visit and the group savoured each moment of it. We toured the entire plant where we witnessed the production and storage facility. Ms. Anjana Baruah Sharma, Mr. Dinesh and Mr. Laxman Das of IOC had made prior arrangements for us, thus making the visit comfortable and hasslefree. Mr. Vikas of the Engineering Department toured with us through the entire plant, explaining to us all along, the intricacies of IOC's production and storage facilities. The plant

tour was followed by a detailed presentation by their GM-HRD, Mr. Verghese Cherian, which proved to be very instructive for our students. The Panipat refinery is the 7th refinery of Indian Oil Corporation. It is located about 20 kms. from Panipat city and 100 kms from Delhi. Benchmarking Quality, Quantity and Service to world-class standards is a philosophy that Indian Oil adheres to, ensuring that its customers get a truly global experience in India. Continued emphasis is on providing fuel management solutions to customers who can then benefit from their expertise in efficient sourcing and least cost supplies, keeping in mind their usage patterns and inventory management.

Panipat Refinery is built at a cost of Rs. 3868 crores (including Marketing and pipelines network installation) with an installed capacity of processing 6 million metric tonnes of crude oil, per annum. The refinery is part of IOC's vision to become a major diversified, transnational, integrated energy company, with national leadership, strong environment conscience, and playing a national role in oil security and public distribution. Cross-country pipelines of IOC are globally recognised as the safest, costeffective, energy-efficient and environment-friendly mode for transportation of crude oil and petroleum products.

IOC at a glance Each drop counts.

The Panipat Refinery is one of India’s most modern refiner-

IILM UBS Students at the Panipat Refinery of Indian Oil Corporation Limited

IILM Students and Faculty members, at the IOC Panipat Plant

Campus News Campus News Campus News Campus News Campus News

Campus NeWs drinking water to the nearby villages have been undertaken by the Refinery. The Refinery believes in empowering underprivileged rural women by providing them income-generating opportunities. Training is conducted for them in skills like tailoring and dhurrie-making, securing their livelihood and improving their standard of living. This in turn helps to accord greater dignity to the rural women. The visit to the Panipat refinery has been insightful as we observed its following best practices first hand.

View of Panipat Refinery

ies with global technologies from France, Denmark and USA. The refinery receives crude oil through a 1350- KM long pipeline from Salaya in Gujarat and Vadodra Salaya reaching Panipat via Chaksu. This refinery has processed about 30 types of imported crude oil from countries like Saudi Arabia, Iran, Iraq, Dubai, Kuwait, Malaysia, Nigeria and other African countries, since its commissioning.

Petroleum products are transported through pipeline, rail and road. However, a majority of the products are transported through environment-friendly pipelines. The Panipat Refinery meets the demand of petroleum products not only of Haryana but also of the entire North-West Region including Punjab, J&K, Himachal Pradesh, Chandigarh, Uttaranchal and parts of Rajasthan and Delhi.

Products from the Refinery

Community Development Programmes

IOCL produces a range of products, churning out these in impressive volumes viz. 2 lakh tonnes of cooking gas (LPG)Indane Gas, Autogas, Natural Gas, 8 lakh tonnes of Petrol, 24 lakh tonnes of Diesel, 3 lakh tonnes of Jetfuel, Servolubricants and Greases, 6 lakh tonnes of Kerosene, Industrial fuels, Bitumen (i.e a common binder used in road construction), Crude oil and Petrochemicals. The refinery has also commenced production of ultra low sulphur diesel and 1 per cent benzene petrol.

The Panipat Refinery is committed to improving the living standards of the people in its vicinity, with the objective of making them self-reliant. As a part of its social responsibility, it supports community initiatives in the field of health care, water management, vocational training, education and literacy. The Refinery has undertaken various health camps in the nearby villages through reputed hospitals and doctors. Various projects for providing clean

• Use of energy efficient and environment-friendly technologies. • Benchmarking performance with the best in the world and endeavouring to stay ahead. • Use of renewable sources of energy. • Fostering a culture of participation and innovation amongst stake holders for continual improvement in energy conservation. • Propagating the message of avoiding wastage of energy, to the community. • Desulphurised Fuel Gas and Low Sulfur Fuel Oil with Sulphur content below 0.5 per cent is used in Refinery furnaces. • Panipat Refinery is a Zero Effluent Discharge Refinery, which makes it ecofridendly The Energy of India. Shivani Khurana, Sangeeta Chopra Associate Professor, OB/HR, IILM, Lodhi Road

AcademicAchievement Mr. Abhijit Mukhopadhyay and Ms. Rakhi Singh Published an article titled “Inclusive Growth for Sustainable Development in India” in European Journal of Social Sciences, Volume 24, Issue 1

Ms.Ruchi Nayyar Published a paper titled “Determinants of internet buying behavior in India” in Asian Journal of Business Research (2011 issue) Published a book titled “Retailing and E-tailing”, coauthored by Dr. S.L Gupta and Dr. Ramesh Mittal published by International Book House Pvt. Ltd. (ISBN 97893-81335-18-5)

Ms.Priyanka Anand Published a case study based on "Talent Development and Strategy at Bharti Airtel" in an International peer reviewed journal Emerald "Strategic HR Review".

Dr Anjali Malik and Dr Deepti Wadera Conducted a one day Workshop on Innovations in Marketing at the PHD Chamber on 19th October 2011.

Accepted a paper entitled" Visual Merchandising as an Antecedent to Impulse Buying: An Indian Perspective" in International conference for Academic Disciplines of International Journal of Arts & Sciences’ (IJAS) which will be held at Harvard University, 10 Garden Street, Cambridge, Massachusetts 02138 (May 27-31, 2012). Published a paper entitled “Different scientific approaches in behavior research" in International Journal of Arts & Sciences, CD-ROM. ISSN: 1944-6934 :: 4(13):103–113 (2011).

Prof Rakesh Chaudhary and Ms Priyanka Anand Conducted MDP program on “ Negotiation skills in Business”, in collaboration with PHDCCI on the 28th of September 2011.

Ms. Sapna Popli Conducted a session on "Developing Curricula and Faculty" as a part of a 5 day workshop on “Institution Building: Creating an Institute of Excellence” from 12th to 15th January, 2012 at Department of Management Studies, IIT Delhi. Conducted sessions on "Leadership Development" and "Man-

aging Customers" for BHEL as a part of the 9th Leadership Program for Sr. Management from 27th to 29th Dec 2011 and the 240th General Management Program for General Managers from 10th Oct to 22nd Oct 2011 respectively at HRDI, BHEL. Conducted a program on team building for effective leadership as a part of the “Orientation Programme in Leadership Development for Women Administrators in Higher Education" from 19th to 23rd Dec 2011 organised by the National University of Education Planning and Administration. (NUEPA).

Ms. Anjana Rai, Alumni PGP 08-10 After working with Manpower Group, selected by a TATA Group company (Avana -TATA -AGT Company) as HR Executive. Now have been selected as a Consultant HR with CSIR (Ministry of Science and Technology), though could not had been through with the Campus Placement at IILM, I think the knowledge and Learning, gained at IILM , helped me a lot.

Dr. Bhawna Agarwal Selected as Associate Editor of The International Journal of Knowledge, Culture and Change Management for the upcoming volume, Common Ground Publishing, University of Illinois Research Park, Champaign, IL 61820 USA.

Dr. Deepti Wadera and Dr. Anjali Malik along with participants at the workshop on Innovations in Marketing at the PHD Chamber

Annual Alumni Lunch: Bonds That Last The annual Alumni lunch is organised every year in the second week of December. Taking this tradition forward, the lunch was organised this year for the IILM Alumni on 18th December 2011. The Alumni are well aware of this opportunity to meet and network with other batchmates and their faculty members.

students’ challenges based on their own experiences.

The event began with an address by the Director Ms. Sapna Popli where she shared the various initiatives that had been undertaken to actively engage Alumni in the growth of the institute. The event was a huge success with 130 Alumni from the senior-most batch to the most recent pass-outs attending the event. Senior faculty members were also present to make the interaction fruitful and a memorable one. The Alumni were abuzz with the latest information about their lives and achievements. The opportunity to share and learn from the faculty is always treasured by Alumni of all age groups. They were pleased to see the changes and the new developments on the campus. The Alumni also interacted with current batch of students and gave them good advice on the

The Alumni who have actively engaged in events and aspects of development at IILM were felicitated by the institute. Ms Malvika Rai, the Chairperson awarded the Alumni with mementos. Mr Anuj Taneja of the 1998-2000 batch and currently an AVP at HDFC Bank was recognised for his exceptional contribution in the placements and participation in IILM events. Mr Amit Bajaj from the 2006-08 batch, CLDP Corporate, GE Global Solutions was appreciated for his involvement in course delivery and guiding students. Ms Shruti Kohli 2008-10 batch, a Tax Consultant at Ernst n Young was recognised for mentoring students and for her involvement with curriculum delivery. Ms Surabhi Nigam, 2006-08 batch now in Corporate HR at Matrix Cellular was appreciated for her active participation in events at IILM, placements and providing valuable feedback. They all shared their experiences and learnings at IILM. They were appreciative of the environment of growth and opportunity provided by their Alma Mater to

Mr. Anuj Taneja receiving a memento from Mrs. Malvika Rai

Mr. Amit Bajaj receiving a memento from Mrs. Malvika Rai

Ms. Shruti Kohli at the Alumni Meet

harness their potential. the institute’s vision and the bond created during their academic years last for a lifetime. The student becomes an integral part of the growing Alumni community and adds value to society as whole. Alumni are actively engaged in every aspect of the institute’s development and contribute in their own way. The students at IILM are the core of the institute’s vision and the bonds created during their academic years last for a lifetime. The student becomes an integral part of the growing Alumni community and adds value to society as whole. Alumni are actively engaged in every aspect of the institute’s development and contribute in their own way.

Ms. Surbhi Nigam receiving a memento from Mrs. Malvika Rai

LETTERS To the editor For many months I have been meaning to write to you to compliment you on producing this wonderful magazine. I wait eagerly for my copy of The Edge as I love the glossy feel, the beautiful pictures and the well written articles. I also appreciate the people you confer Global Thinker Awards on. It inspires me to read their works again. When in college, I was a great fan of Prof Andre Beteille and read his articles on Class Struggle again after getting your magazine. What I like is that you have articles on different aspects including sports, spirituality and the creative arts. In fact once I misplaced my copy of the magazine and then realized that you even have an online version which is very slick as the pages turn like in a book. Congratulations on a wonderfully produced magazine. Vera Garg High School Faculty and Community Service Coordinator American Embassy School New Delhi Thanks for the latest issue of â&#x20AC;&#x2DC;The Edgeâ&#x20AC;&#x2122; giving detailed information of activities in your institution along with informative articles. I can say that this is one of the best magazine being brought out by your institute giving so much information and reading material. I compliment you and your editorial team for the same. Mahendra Mohan Gupta CMD & Managing Editor, Jagran Prakashan Ltd Member of Parliament, Rajya Sabha Thank you very much for sending me the May-August, 2011 issue of the Edge. This issue is beautifully brought out and is a delight to read. The address of Prof. Andre Beteille is very topical and thought provoking. Surendra Singh Former Cabinet secretary

And I finally graduate A beautiful journey comes to an end, Stories untold, Stories with blend. All the joy in which I had my part, College is over, hard work starts. All crazy things I often did, my teacher would say I was still a kid. But now there is no Free lunch to eat, to sustain myself I need to compete. I recall and count the days I had, not all were good, some were bad. The world that lied within the campus walls, I surely had an amazing ball. A little space I carved out for myself, from the cafeteria table, to the library book shelf. Not all joy, but few tears I carry. College life ends, which I thought I would marry. Yet the smiles on our faces today, have a special meaning we say. Never fall down, never to fade. We'll hunt our silver line, even when skies are grey. “Whenever it is possible, a boy should choose some occupation which he should do even if he did not need the money.” -- William Lyon Phelps “Life is my college. May I graduate well, and earn some honors.” -- Louisa May Alcott “A graduation ceremony is an event where the commencement speaker tells thousands of students dressed in identical caps and gowns that 'individuality' is the key to success.” -- Robert Orben "Graduation is a time of completion, of finishing, of an ending, however, it is also a time of celebration of achievement and a beginning for the new graduate." -- Catherine Pulsifer "There is a good reason they call these ceremonies 'commencement exercises'. Graduation is not the end; it's the beginning." -- Orrin Hatch “Try not to become a man of success, but rather try to become a man of value.” -- Albert Einstein

"Graduation is only a concept. In real life every day you graduate. Graduation is a process that goes on until the last day of your life. If you can grasp that, you'll make a difference." -- Arie Pencovici “The man who will use his skill and constructive imagination to see how much he can give for a dollar, instead of how little he can give for a dollar, is bound to succeed.” -- Henry Ford “Shoot for the moon. Even if you miss, you'll land among the stars.” -- Les Brown “Obstacles are those frightful things you see when you take your eyes off your goal.” -- Henry Ford “If you think education is expensive, try ignorance!” -- Andy McIntyre “All our dreams can come true...if we have the courage to pursue them.” -- Walt Disney

“A man who has never gone to school may steal from a freight car; but if he has a university education, he may steal the whole railroad.” -- Theodore Roosevelt

Conceptualised and Compiled by Mayank Shah UBS 2012-2014

Institute for Higher Education

Anil Kulwant Raii Group