HANAKYA
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From the Director’s Desk
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“
nnovation” is the buzz word across the globe without under-
standing the meaning of it many a time. Innovation should not be misunderstood to Invention. Innovation is nothing adding value to existing process, product and services without reinventing the wheel. An effective innovation strategy can drive business results in an organization. It must result in company’s growth for that strategies have to be aligned with innovation process and delivery. There’s lot of buzz about PLM solutions going to Cloud Environments and providing sound advice for IT and Business Leaders to add value to the existing process and product designs and even the services provided to the clients. Lots of innovations are happening in retail and E-tail industry of late.
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In today’s consumer spending environment, every business can use every angle for differentiation and growth. Telecom industry made into every business a decade ago and now the disruptive technologies, Apps are making innovation of every possible kind to ease out customer buying process, to reach out to alternatives through a touch screen and the leader of reinventing business namely Apple is creating newer needs for customers whether it is music or the technology usage which is creating a revolutionary change. It is now, penetrating into every business and touching the lives of everyone, young, middle-aged and even older generations. Time to market is vital, but an exclusive focus on speed often results in quality related mistakes. Therefore, a holistic approach through a program is a must in Innovation. Means, it has to address Quality, Strategy, Software, Processes and culture to avoid commonly occurring mistakes when the innovation process begins. The recent focus of management and Engineering graduate community is “Start Ups “which is gaining a momentum amongst young Indians who want to charter into newer areas without only looking at employment opportunity is a good sign. Innovation in thinking, in conceptualizing, implementing will show better results provided management graduates and Engineers think differently and add value to the product, processes and finally to customers.
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There are many innovations happening across the Globe whether it is technology and new usage creation by Apple or Hand Crafted Soft Drinks of Starbucks or Wearable market like Microsoft Smart Watches, followed by Apple, Samsung, LG and many more adding some new features, usage while keeping the price very competitive. This clearly shows the consumer is the King with lots of options to choose from at the same time forcing innovation as tool for differentiation. This issue of Chanakya is well crafted to cover the topic “Innovation” with articles from students, faculty, which will be interesting to read and gain newer perspective of “Innovation”. The Editor as usual has done a commendable job working closely with student community to bring out this issue.
Dr. C.N. Narayana, Principal Director, KIAMS
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EDITORIAL TEAM
Mr. Deepak Gupta Ms. Bhawna Widhani
Mr. Shashank Yadavally Ms. Shameem Begum
Mr. K.Joshi Nadh Mr. Tarun Pandey
Ms. Aarushi Gupta Ms.Pratikshya sahoo
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EDITORIAL Dear Readers, Time is often described as a wheel. The reason for this description often eluded us till we started looking at it from a totally different perspective, till we started looking at time as a dynamic continuum and curiosity as that spoke which keeps the shape of the wheel intact while it moves. Why are we telling you this? Easy the answer is innovation. In this Issue of Chanakya, We the editorial team is proud to give you the ideas, and state the changes brought about, by simple innovative ideas that when entered the realm of men from the realm of a single man’s dreams, created History. Happy Reading.!!
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To Improve Innovation, Improve Clarity If you want to come up with an innovation, one thing to focus is clarity. For clarity the ideology of implementation should be crystal clear. STEVEJOBS is very particular about implementation of his ideology & passionate enough “The only way to do great work is to love what you do. If you haven't found it yet, keep looking, and don't settle.” If you’re innovative enough don’t depend on anything, Don’t Compromise in your way of doing things. It’s not easy to put things on one page, but when it’s done well, the clarity speaks who you are…!! Steve jobs suggestion
Be Crazy Be Innovative “Stay Hungry Stay Foolish”
Joshi Nadh Editorial Team
CHANAKYA B18-KIAMS
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INNOVATION
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Unleash the creative power of your mind‌ Wow!! Finally, the time has come when I am writing an article and not editing or proof reading it. You know it’s been a while when things had been delighting my ways and this has come as electrifying the power house. What better would be the topic than to give a write up on INNOVATION SUITE!!!! On 4th August, 2015, we at KIAMS saw a simple man, wearing a smile on his face and sparkling with his innovative ideas ready to be expressed. I am speaking of an out-of-the-box thinker, Mr. Pravin Rajpal who is an Alumni of Institute of Chartered Accountants of India.
Pravin Rajpal is the founder of InnovatioNext consulting and Innovation knowledge partner, CII.
Mr. Pravin Rajpal is globally acclaimed and
award winning creative thought leader, breakthrough idea facilitator, celebrated author, international speaker and creative leadership and what not.
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He works at Innovation coach to FORTUNE 500 companies. Mr. Rajpal has trained senior executives of top organizations like Reliance Industries, TATA Johnson, LUCAS TVS, Tata Consultancy Services, Airtel, Nestle, Airtel, Moser Baer, Hero Honda, IOC, Jindal Power, Maruti, Sona Koyo, Siemens, Escorts and many more. He also conducts innovation and creativity workshops for his clients
Achievements
Pravin Rajpal is Ranked Number 1 on the list of Most Influential Global Indian thought Leaders by Indian Speakers Bureau in 2015. The list was compiled by ISB on the basis of Google references, originality of ideas, impact of ideas, creativity and simplicity of ideas, presentation style and international appeal.
He is selected as top 30 influential leaders in India by Times of India in LEAD INDIA campaign. He was selected based on his contributions that have made India proud.
Pravin Rajpal is awarded the prestigious Global HR Excellence Award for global contribution to training & development by World HRD Con-
gress in Mumbai.
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3D Idea Generator He is the innovator of 3D Idea Generator Brain which is world’s fastest and most advanced computer Brain to produce creative and innovative ideas in few seconds. It’s a unique thinking tool created to modulate the thought process in 3 Dimensions. The 3D Idea Generator supersedes all the conventional, monotonous and ineffective ways of creative ideation known so far, which completely relied on human mind for new ideas.
How did it all started? Well, he shared this with us. He generated this idea by reading an ar-
ticle from Forbes Magazine, which says Rubik's cube is actually difficult to solve as it has got more than 43 quintillions i.e., permutations and combinations. So Mr. Pravin Rajpal started thinking how to generate ideas which has many ideas acquaintance within itself. This was the platform which paved way to 3D Idea generator. He later developed an application which can make anybody think like a genius. Similarly he created a virtual cube which has multi dimensional thinking ways for designing a new product taking into consideration various break through like quality, technology, language, science, culture, utility, feasibility etc.
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It’s an (5*5*5) dimensional cube which is so well designed that it you can playing around with words leading to the generation of new business idea every time you play with it leading to convergent and divergent thinking. He took an example of Guttenberg, who created a wine making ma-
chine from a punching machine. To create a printing press which revolutionaries the knowledge of the world. And that was not the end. This cube is designed to shuffle 20 times so that one could not be biased. Then out of human biasness, it creates lots of weird or novel combinations which ultimately going to become a reality if implemented it. One incident I would recollect from the session was when one of my friends, Siddanth Pai, solved the trick given by Pravin sir. The trick was – if you are given 12 nails, Can you lift them in a bundle without letting any of the 12 nails apart (or falling)? Think….
The answer is yes. Now the question is how????
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Locking all the nails between two nails Mr. Pravin also showed us how differently we can think with some interesting pictures like
Who
are
the
beneficiaries
of
Innovation
Suite?
Students, Sr. Managers, managers and professional across all business functions who are responsible for steering their organization towards innovation driven growth, business excellence, market leadership and
competitive advantages. He gave students insights on “Intersection of ideas and Innovation Knowledge�. The prime focus of the session was Developing Creative leadership and innovation champions by developing strategic future and high growth strategies and take imaginations seriously by improving creativity.
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Today, we at KIAMS, are proud to be Associated with InnovatioNext. Dr. C.N. Narayana, states that “KIAMS has always believed in creating managers who are in keeping with the changing times. The center not only promotes creative ideas in a stunning ambience, but strives to transform young minds into innovative business leaders who can go on to make a difference. Students will get an opportunity to solve problems for Fortune 500 companies.�
Shameem Jalihal PGDM II B17-KIAMS
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INNOVATE IN INDIA INTRODUCTION When I was once asked to list the most innovative companies in the world, I accentuated the companies like Google, 3M, Intel, Apple and so on. These are the most inevitable names that any person would have enunciated, and of course none were an Indian company. But have you ever wondered that in every product that is ubiquitous today, like the iPod and google glass, some part of it was designed or developed in India? Another intriguing fact is that, the innovation centres in these companies are always headed by an Indian. By and by the big giants abroad have discerned that Indians have the ardour to innovate, not just the Jugaad way but to bring in a whole new dimension of the productperformance curve for affordable excellence.
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Understanding the pertinence of innovation as a new management paradigm in today’s fiercely competitive world, even in areas of operations and supply chain management, companies abroad comprehended that a synergy has to be brought in with the emerging markets. This is when the term reverse innovation was coined, which drives the motto of innovate in India. When we talk of Innovation in any field we think about Why, How, What to innovate. Let’s think on same line for India. WHY TO INNOVATE IN INDIA? Reverse innovation as defined by Dr. Govindarajan, Chief Innovation Officer at GE, is any innovation likely to be adopted first in the developing world like India and China and then distribute them globally (source: tuck.dartmouth.edu/people/vg/blog). Heated bassinet developed by GE India is an example of this. The prominent reasons some innovative companies believe to adopt reverse innovation can be elucidated in three different ways. The first one is to bring the paradigm called affordable excellence that I aforementioned. The graph below depicts the conventional dynamic positioning for three classes of products and services.
Table I: Graph showing the price-performance curve for positioning
products and services
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As always presumed by all, high performance means high pricing, and the graph prominently moves north east. But disruptive innovations in India like the Jaipur Foot defied this conventional graph to bring high quality of rubber based prosthetic leg at a low cost, or Amul that brought all three aspects of dynamic positioning.
Customer Intimacy
Amul
Operational Excellence
Product Leader
Table II: Graph showing a paradigm shift in the price-performance curve
Such examples triggered the companies in developed markets to synergize and innovate in emerging markets like India to get the crux of frugal innovation. The second reason for reverse innovation, as enumerated by Dr. Govindarajan, is the fact that a successful product in the developed market if introduced in emerging markets needs an altogether different strategy due to income gap. Since most of these companies have a greater market share in emerging markets, they believe that it’s pragmatic to innovate there.
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Table III: Graph explaining the concept of reverse innovation
The third reason is India’s aspiration to develop technology products based on Intellectual Property and move from licensee to licensor, follower to innovator.
Estimates vary, but it is believed that 70 to 90 % of the market value of publically traded companies is attributed to intangible assets where IP is a major component.
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Source: Ocean Tomo
Having understood why to innovate in India, let us discuss the types of innovation and how companies in India have innovated and can further innovate in operations and supply chain management.
WHAT TO INNOVATE IN INDIA? Good news for bustling start-ups is that the government is setting aside $1.6bn and Infosys is funding about $100mn to incubate startups. Looking at responses received by e-commerce many entrepreneurs are putting forward innovative business models and people have started putting faith in innovative start-ups. Let us have a glimpse
at examples of innovation in the field of operations and supply chain to apprehend on what fronts innovation can happen.
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Workflow innovation: Aravind Eye Care is an eye hospital that uses the operational model of McDonalds of assembly line process of performing cataract operations on patients. With process standardization and simplification, and excellence in operation the organization has achieved a profit margin of 40% Business model innovation: To meet customer specifications, Dell has effective logistical systems and information systems in place. Apart from its own sales force, it puts in marketing efforts to reach potential customers. The Build-to-Order production applies just-in-time production Organizational innovation: Future Group’s Big Bazaar, known as the Walmart of India, was founded with the vision of giving the comfort of shopping in a traditional bazaar with a modern outlook. It was the first mover of bringing the concept of retail supermarket in a highly unorganized and fragmented retail industry. Indian food industry, known to be a gargantuan pie, was captured by the organization with about 94% market share in the organized retail sector.
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Technology innovation: recent news about Flipkart’s adoption of intelligent IT systems drove a different level of innovation. The idea was to create various versions of its website in real time. With the new IT system the company today sells more than twenty categories of products
Process Innovation: one of the new ideas of IBM is a ridealong program with the objective of getting first-hand experience of using a product at the client’s site. This makes the logistics team to analyse the requirements in a better way HOW TO INNOVATE IN INDIA? According to Forbes, truly novel ideas are said to lead only 4% of innovations. The remaining 96% innovations are built on existing ideas. Thus it can be inferred that innovations can always be incremental and need not be disruptive. It has also been proved that while maximum innovation efforts go into product performance, the rate of returns are maximum for innovative business model.
Source: Prof Larry Kelly, The Taming of the new, Harvard Business School Press, 2004
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Rate of return:
Source: Prof Larry Kelly, The Taming of the new, Harvard Business School Press, 2004
Ways to innovate in India: Copy someone else’s idea. In business language it is called as cross pollination. One of the best ways to innovate is to pinch an idea that works elsewhere and apply it. Henry Ford saw the production line working in a meat packing plant and then applied to the automobile industry thereby dramatically reducing assembly times and costs
Use difficulties and complaints. If people have difficulties with any aspect of product or service, point to innovations. Taking the lessons from these Indian start-ups can make your product easier to use, eliminate the current inconveniences and introduce improvements that overcome the complaints
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Combine. Combine your product with something else to make something new. It works at all levels. Think of a fast food company having tie up with cookery show teaching Indian recipes. Both can come up with chain of ready to eat food restaurants Eliminate. As we observe in developed countries lot of emphasis is given in creating a brand or premium perception of product that end up in making product way too expensive beyond reach of common people, whereas India can make products which satisfy customer without unnecessary things like too much packaging or advertising and emphasize on quality CONCLUSION India aspires to emerge as one of the top five knowledge powers in the world and biggest new business opportunity of the coming decade will serve the unserved market segments. Thus bearing all the megatrends in mind stakeholders are looking to innovate in India.
By:
Uttara .K & Apurva Lakade Symbiosis Institute of Business Management Pune
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INNOVATION SACHET AN INNOVATIVE IDEA! NOW A CULTURE! Sachet is something to which almost everyone is acquainted with now a day. Expert says “it’s nothing but a modified and wise way of selling high value product in a miniature but highly professional way” benefiting every sector of society and so as companies too. With an enhancement in standard of living people gradually became aware of using value added products such as cosmetics, health drinks and other items. But a limiting factor came as a barrier that majority of products were available in quite big volume and so as high price too. So for a common man whose income was not justified for meeting 3 meals of the day was no doubt had constraints to buy those products as in some cases products prices was almost equivalent to their daily wages. Thus simple things have turned in to luxury things and a trade mark of high society. Then came the concept of sachet and that was a revolutionary idea in terms of marketing in business world. It was now easy and efficient to buy few sachets of shampoo within some coins rather than buying the whole bottle whose price was out of pocket. This economic and smart innovation has resulted in to a successful idea and was socially accepted too .This small packet with big explosive than turned out viral and a number of articles as well as data started coming out with get global figure in business world. In an article was by Miss Kala vijyaraghwan with heading “Sachet swell market, Shrink Consumption” concerning over expoundation of importance of sachet as a tool of making product affordable to the mass segment and boost consumption.
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But disillusioned Indian Fast Moving Consumer Goods (FMCG) majors were trying desperately to get out of the sachet groove. In a study by the new entrant, LG Healthcare to study the effect of sachets on consumption, revealed that while sachet use have helped in increasing penetration ,they are also responsible for a dip in overall consumption. The finding was based on the theory that the quantity used from a sachet is defined and limited while the quantity used from a big pack is not. Companies such as HLL, Colgate, Marico and P&G are now trying to halt the progress by bridging the huge price gap between a large pack and a sachet by launching different affordable larger packs. But according to industries statistics 70 % of total sales was covered by sachet only. However, this growth is at the cost of margins. Analysts say that profit margins on larger packs are higher by around 25-30% on an average, compared to a low unit pack. Marico Head on the other hand came with illustration that "With sachets, there's a psychological reluctance to open another new pack if needed. That's adversely hitting consumption. Bridging the price points between a sachet and a really unaffordable large pack will ensure gradual up gradation creating a need of new idea connecting the dots. In the brand world of FMCG “Small is Beautiful and small is Economical” stated by Miss Chitali Chakravarty in her article named “sachet kahrido paisa bachao”. The fierce price war between Hindustan Lever and P&G was making the consumer laugh all the way to his grocer's. It has turned cheaper to buy a strip of sachets on a regular basis than family packs. Sachet has now turned to be a topic in conflict that wether it is big or small thing and an article by Mr. Ravi Balakrishnan & Arti Razdan with heading “Sachet the next big (small) thing”. The Statement is ironic in itself.
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On the way of florishment of sachet a drawback has also emerged that of a huge increase in piles of waste and dirt of a number of plastic sachets. But the situation was tried to be handled by an unlikely partnership between profitable FMCG companies like Hindustan unilevers and Dabur and penniless rag pickers is now offering a hint of a fix to India's 12,000 tons a day plastic junk pile-up in august 2014. HUL was trying to make a market value for discarded waste plastic sachets and lighter plastic packages so that rag pickers can find an incentive to collect them form the streets. Indian institute of packaging was the one advocating that the rag pickers should be incentivized for collection of waste plastic so that they can be converted and reused after recycling There also emerged an efficient partnership between a company in Chennai and HUL to turn these small plastic waste in to valuable fuel within viable cost rag pickers have always participated a lot in cleaning the city by collecting bottle cans and big plastics but generally the small sachet packets were ignored and no doubt they were a big source of pollution. Director of IIP N C Saha had said that the brands owners should take initiatives. So, meanwhile the side- effect of sachet waste are on the way to be resolved. In collaboration with Prime Minister Narendra Modi's ambitious Swachh Bharat Abhiyan, Indian Institute of Packaging (IIP), under the Ministry of Commerce, joined hands with an NGO to collect Plastic Waste for recycling in the city of Mumbai .IIP has been creating awareness of the need to collect sachets that clog drains during the monsoons, and incentivizing rag pickers to do the same so that the rag pickers can also be benefited by the company or NGO for the good job they have been working since ages. IIP Head Mr. N C Saha had stated that over 1 lakh of the rag pickers, who earns Rs. 75-100 per day helped partially clear Mumbai of the 8000 tons wastes of all kind regularly. Alone even municipal party is unable to manage such a huge quantity of junks and wastes. Dabur has also partnered with global packaging firm TetraPak India in this great incentive.
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After the government had banned the use of plastic throughout the country a new concept of bio degradable plastic was introduced in 2012.Use of biodegradable plastic was thought to be a better alternative than use of regular plastic or packaging material .But self-life of bio degradable packaging material itself has emerged as a question mark on the concept. Managing Director of NICHROME INDIA, amid size package material preparing company has stated that the bio degradable plastics can be used as a carrying material of goods but as a primary packaging material was not justified since the shelf life of the bio degradable plastic was not as per expectation because the shelf life of the packaged product was of 12 months whereas the shelf life of the packaging material has turned to be only of 3 months.so it was not a wise decision for choosing bio degradable plastic because in that scenario the [packaging material was going to be expired before the product inside does. A declaration made by renowned coke company of releasing the mazza and products in sachet Strips i.e., customers are now going to see mazza hung up along with the regular shampoo sachet I shops .Beverage company Coca-Cola and packaging company TetraPak will combine their resources to develop low cost packaging materials and products for Indian Market Products like mazza and beverages along with Glucojal in small TetraPak has been trailed already in states like Uttar Pradesh and west Bengal for over 12 months. The packs can be resized to suit different needs, unlike PET or glass bottles or cans, which are made using moulds of specific dimensions, the companies said Coca-Cola is scaling up availability of Maaza sachets to various regions across the country, and that the other mainstay juice brand, Minute Maid, would also be extended in multiple flavors in Tetra Fino pouches.
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Although the success story of sachet has already reveled the fact that it acted as a nuclear weapon in the field of business and marketing .As per the different data and statistics has been calculated yet. But implementation and more research on the concept of bio degradable plastic material could bring great results in this field. The concept of recycling the waste an eco-friendly plastic material should be more emphasized so that the Sachet culture should be given reference too .
References : “Sachet swells market, shrink Consumption” Kala vijyaraghwan (The Economic Times, August 2004) “Sachet Kharido Paisa Times ,January 2004)
Kamao”
Chaitali
Chakravarty
(
The
Economic
“Swachh Bharat” Indian institute of packaging ties up with IBHA to collect waste for recycling (The Economic Times ,October 2014) “Coke to sell Mazza”,other products in small sachets (The Economic Times, March 2015)
By
Anmol Adarsh PGDABM National Institute of Agricultural Marketing, Jaipur
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INNOVATION: A STRATEGIC HR IMPERATIVE TO ACHIEVE COMPETITIVE ADVANTAGE Too often we think of innovation as the responsibility of a product team or a business unit. Innovation is primarily a social process. While processes are important, innovative ideas spring from the interaction of creative individuals working in an environment that encourages innovation. HR leaders understand the critical importance of innovation today and contribute to organization’s innovation mandate by attracting and retaining the most innovative people, constantly improving their innovation skills and creating a culture of innovation. HR Innovation enables organization to differentiate itself from competitors. What is Innovation? Innovation has long been recognized as a source of competitive advantage. For many, Innovation means the introduction of new technology and inventions—such as the internet, cell phone, etc. It is true that innovation led to the development of these new products but innovation goes beyond technology. Innovation is a collaborative process; where people from diverse fields to come together to implement new ideas and achieve success.
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What is HR Innovation? HR leaders strive to build and strengthen the unique set of organizational capabilities that give an organization its competitive advantage. There is general consensus that competitive advantage built on human resource innovation is not easily imitable, and therefore vital to the firm’s sustainable growth and competitiveness. This means developing a particular mix of resources, processes and values that makes it hard for rivals to match. Therefore, HR innovation is an HR management practice adopted by a firm that is new and value creating to the adopting firm. There are things that HR Professionals do to foster innovation: 1. Hire for innovation 2. Create a culture of innovation
3. Train and reward for innovation 1.
Hire for Innovation
Hiring for innovation requires HR leaders to identify people who can "think outside the box." But hiring innovative thinkers poses big challenges. Technical skills and academic knowledge can be measured and verified with some persistence but creativity is mysterious. Invent-
ing new products or technology certainly qualifies but so does coming up with fresh marketing approach or opening a new sales category. The job of HR leaders is to fill such positions with innovative people. Some elaborate strategies are employed by HR leaders for bringing in people who understand the culture of innovation.
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1.Deciding which kind of creativity counts 2.Attracting the Brightest Lights Marketing the company to prospects Setting the tone with the job description Recruiting from non-traditional resources( Employee Referrals)
3.Testing the Candidates Interviews Samples & Simulations Intelligence and personality tests 2. Create a Culture for Innovation The ability to help create, protect and build organizational culture is a critical role for HR to play, as it is a major driver for innovation. However, management needs to support, plan for and nurture an innovation culture for innovation to be successful. An example of a culture that drives innovation is Apple. What makes Apple so unique and competitive is that on top of their great products, they also have a great culture, and it’s this culture that drives their innovation, and hence their superior products. Even though Apple has been around since the 1970’s, it hasn’t developed the rigidity in its organizational structure, that is apparent in many long established companies, yet they had CEO changes over the years and grown considerably. They have very well managed to retain a casual working environment. Today, Apple has about 35,000 permanent employees, yet continues to retain a culture of innovation through their HR practices. They hire, reward and recognize employees for a common desire, energy and enthusiasm to create great products. They encourage employees not to be afraid to fail. There is no punishment for this. They encourage employees to take calculated risks.
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HR and Culture: The most powerful force in business is culture. Hiring employees and nurturing them in accordance to the corporate culture is an important function of HR. Thus, HR leaders have a huge impact on whether or not the organization is culturally attuned to innovation. The Boston Consulting Group, McKinsey & Company and Booz Allen Hamilton completed studies, in 2007 on Innovation. The results indi-
cated that Innovation is recognizes as a key growth driver by most of the corporate leaders around the world. Unfortunately, they also found that there is a belief that most organizations don’t have the leadership, systems, or tools to successfully and consistently innovate. As well, they have not found any significant connection between the amount of money spent on innovation and organization’s financial performance. Cultural Barriers to Innovation: There are many barriers that create hindrance to a culture of innovation. Research has identified these three critical ones Lack of Leadership Support
Innovation driven by time and money
No strategy for innovation
The absence of a culture that supports innovation 2.Rise-aversiveness 3.Not engaging all employees
It is very difficult for management today to build successful innovation processes in organizations. The decreasing lifespan of executive teams diminishes the focus on the long-term innovation process and tends to increase the focus on sustaining the status quo and existing product line.
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To move outside of this realm, organizations need to re-evaluate management’s performance; the extent to which adding new products and services is included in the measurement of management’s performance and the time spent on innovation in management meetings. Performance measures need to give consideration as to whether or not employees are given the time and resources to experiment, generate ideas, explore these and make presentations to management. For example, Google ensures its culture of innovation by empowering its engineers to be more creative and innovative giving them time to invent. Google encourages its engineers to work on pet projects 20 per cent of their paid working time (that is one day a week). The 20% Project was an innovation that added value by improving motivation and performance, retaining current employees and attracting new talent. This has supported the development of around 50 per cent of Google’s current service offerings including Gmail, Google News, and Google AdSense. Few characteristics of Google’s innovation culture are:
They aren't afraid to take calculated risks; they hire for taking risks.
They developed a flat organizational structure to cultivate innovation.
All employees have easy access to top line management to present their ideas.
3. Train and Reward for Innovation Innovation leaders are undertake activities across an organization, in an effort to drive new approaches to value, and to capture and execute ideas at various stages of development. An effective innovation training program focuses on creating a positive financial impact to the organization.
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It is important that innovation training encourages participants to build networks and understand the value diverse perspectives. Innovation rarely happens through the sole actions of an individual. It is generally based on the ability of individuals to leverage connections with people who have a variety of skills, background and perspectives. An innovation training actively encourages the building of connections amongst employees and support a workplace that leverages employee diversity to drive additional value. Reward for Innovation For example, BMW’s continued success is its strategic focus on developing customer-friendly innovations, along with an approach to innovation management that is unique within the automotive industry. One of
their keys is a constant focus on the culture of innovation – making professional innovative processes a key strategic and cultural constituent of every area of the company. This focus on culture is a guiding principle within BMW. They believe that if a company knows what it stands for and what are its competencies, it can more easily develop and implement a clear strategy. They believe that to be innovative, it is necessary to give up the idea that a compa-
ny can do everything equally well. On the contrary, it seems more likely that a company that tries to do everything equally well will be unable to make full use of its strengths. BMW ensures that every departments within the organization including sales and marketing, human resources and product development is focused on innovation. The innovativeness of a company always depends on future business development (which is unknown), potential, expected growth and specific ideas about future prospects.
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Everyone working for the Bavarian automaker -- from the factory floor to the design studios to the marketing department -- is encouraged to speak out. Ideas bubble up freely, and there is never a penalty for proposing a new way of doing things, no matter how outlandish. BMW's management structure is flat, flexible, entrepreneurial -- and fast. This helps innovations to be developed quickly to improve internal processes.
Conclusion Innovation is a strategic instrument in human resource management capacity building in the age of globalization for contemporary organizations. Strategic Human resource Management helps in motivating employees to think creatively and innovate new ideas and thus contributing for the organization’s sustainable growth and competitiveness. The different functions of HR through which organization’s innovation mandate can be fulfilled are: hiring, building an innovative culture, training and rewarding innovation. HR leaders view organization’s human resources as human capital and beyond, competitive advantage can be accomplished only through well- trained, well developed, well appreciated and well managed human resources. The success stories of Google, BMW and Apple emphasize that an organization which nurtures a culture of innovation along with recognizing and rewarding innovation succeeds in
terms of competitive advantage.
D V MEGHAMALA NAIDU PGDM Narsee Monjee Institute of Management Studies, Hyderabad
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The Next Frontier of Supply Chain Innovation: Analytics and the Power of Big Data Supply Chain Management practices may be defined as a set of activities undertaken to promote effective and efficient management of supply chains. To quote Joseph Roussel, partner PWC “It’s no secret that, in today’s global business environment, superior supply chain performance is essential to competitive advantage. According to research by PwC’s Performance Measurement Group (PMG) there’s a strong correlation between superior supply chain and superior financial performance. That makes sense, given the supply chain’s role in driving breakthrough innovation, customer satisfaction and operational efficiencies. A few years ago, SCM was seen as necessary evils in India; today they are seen as a matter of survival and competitive advantage. As companies look at SCM strategically, they turn to specialized service providers to cut out non-core & non-value added activities from within. A supply chain organization is a relatively enduring interfirm cooperative that uses resources from all participants to accomplish shared and independent goals of its members. To succeed in today’s rapidly changing business landscape; companies of all sizes must be able to quickly scale their supply chain. There are multi-billion companies which have already shifted focus from courier and cargo to logistics and supply chain; and from being freight forwarders to integrated shippers
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Indian SCM service providers are also evolving rapidly. The shift in service providers from just movers of material to logistics to supply chain services has quickened in the past few years. Ongoing breakthroughs in big data and advanced analytics are revolutionary in all aspect. During Gartner Symposium; Peter Sondergaard, senior vice president at Gartner and global head of Research said “Information is the oil of the 21st century, and analytics is the combustion engine�. No executive can drive top supply chain performance singlehandedly. Because the supply chain is critical for revenue growth, it should be the concern of the entire senior management team, not just the Chief Operating Officer. From head of sales and marketing, who relies upon the supply chain to deliver products in a way that is consistent with the overall customer value proposition; the head of strategy, who depends upon it for expansion into new markets; and the head of product development, who relies on the supply chain to achieve market goals everybody are important to continue the Supply Chain journey. Big data analytics is a single thread that ties all of these verticals, functions and individuals together. Big data is all about taking information from a variety of different sources, both structured and unstructured, and using that information to make fact-based, valuable decisions.
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With SaaS model, companies leverage data mining, benchmarking, and analytics to drive greater value in their supply chain. Companies are strategically working on delivering innovation in business process outsourcing that cannot be gained through traditional transportation partnerships. There is a continuum that goes from single source data to big data. Analytics Guru argues that the closer a company comes to leveraging big data the more business intelligence value it will eventually gain.
Source: 2014 Halo Business Intelligence
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Big Data is not the same as analytics. Data is a start, but if there is no enough trust in the accuracy of the data, then conclusions drawn from the analytics performed on the data is also not trustworthy. Gaining trust and then proceeding further actually improve efficiency. Need of hour is to stop the stampede to create capacity to analyse big data and instead pursue a more balanced approach that focuses on finding more data sets and harnessing the same for the business. The whole purpose behind collecting and analysing data is to gain actionable insights. Data ecosystems are complex and littered with data silos, limiting the value that organizations can get out of their own data by making it difficult to access. To truly unlock the associated potential, companies must start treating data more as a supply chain, enabling it to flow easily and significantly through the entire organization across the verticals. To deal with all of the complexity involved, the innovative business approach is cognitive computing. Big Data is revolutionizing the world around us - from the medical care we receive to the way retailers market to us - but having echoed with visionary Make-In-India Campaign, the big question is how is the manufacturing industry benefitting from Big Data? In today’s competitive and diversified business world, large manufacturers have been analysing data to optimize production and processes for many years to drive performance. However, the sheer volume, variety and velocity of data being generated today along with the new business intelligence tools available has the potential to deliver even bigger financial and productivity gains across the globe. Indian manufacturers are increasingly finding that visualization of the current state of their supply chain from a data perspective adds extreme value to their strategic thinking. LEAN principles eliminate waste within processes and facilities, but more often LEAN thinking is limited to company facilities as discrete elements rather than being extended across the supply chain. This is failing to use a very impactful tool.
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In today’s fast-changing global markets, creating value for the customer — and differentiation from the competition — demands an integrated approach to supply chain operations. From the CEO down, the supply chain is everyone’s business because, ultimately, the customer is everyone’s business. Analytics Gurus across the business domain believe that the supply chain, deployed as a strategic asset, can drive better-top and bottom-line performance.
By
SHASHANK RAWAT PGDM Welingkar Institute of Management Development & Research Mumbai
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5 Innovations That Will Transform India in the Next 5 Years 4G India relies primarily on mobile devices for digital communications, and that’s certainly not going to change anytime soon. India’s first 4G network arrived in April 2012 in Kolkata, West Bengal. Since then, 4G has slowly spread throughout the country. This February, Apple made a joint announcement with Bharti Airtel that it would bring 4G mobile service to users of Apple’s latest phones in Bangalore
100 million people connected on Facebook.
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On April 9, the same day as the event, Facebook reported it had crossed the 100 million users mark in India, making it the second largest country on the social network, behind only the United States, where the company started. However, 100 million users is still just a small percentage of India’s overall population, and the market still has potential for significant growth.
Social media as a political force
Social media is playing a major role in the Indian national elections for the first time. The Bharatiya Janata Party has largely adopted social media in this election cycle, creating several campaign activations for its candidate for Prime Minister Narendra Modi. The candidate has a strong presence across platforms such as YouTube, Facebook, Twitter, Google+ and India’s own social media platform Veblen.
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The new 2% giving mandate The Companies Act was enacted April 1, the start of India’s fiscal year. The mandate requires that one-third of a company’s board is comprised of independent directors. This board committee must ensure the company spends “at least 2% of the average net profits of the company made during the three immediately preceding financial years” on corporate social responsibility (CSR) initiatives. Conservative estimates calculate this will net $2.5 billion annually. If the company fails to spend this amount on CSR, the board must disclose why in its annual report. The act defines CSR as activities that promote poverty reduction, education, health, environmental sustainability, gender equality and vocational skills development. Companies can choose which area to invest in, or contribute the amount to central or state government funds earmarked for socioeconomic development.
Women sitting on corporate boards, by law “The Companies Act” mandates that corporations' boards of directors include at least one female member. Reports indicate fewer than 30% of India’s female population is active in the workforce, but the new legislation is a significant first step in incentivizing and rewarding professional women across India. While it can’t be known what the long-term effects of this mandate will be, in theory, the law will provide opportunities for millions of Indian women to take on high-level management and strategy positions across the nation’s top industries. By introducing the female board member mandate, India has the potential to not only grow its female working population, but to increase the value and importance of female leadership culturally and socially across the nation.
Prasoon Khare, B18-KIAMS.
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INNOVATION Human minds have the most unique ability among all living organisms to think rationally. Ideas are something which is always in abundance in the human minds. Innovation is all about translating these ideas into goods or services that creates value for the mankind in a whole. Innovation is not a single event or an activity; it is a perpetual process that keeps on happening in some way or the other. At times, the world has witnessed accidental innovations whereas mostly innovations are the result of consistent and dedicated efforts backed by a lot of theories and hypothesis, analysis etc. Ultimately innovations are something which are extremely essential for the advancement of the society. New and innovative products increase the standard of living of the people. They also bring in a lot of economic opportunities with them. Very needed breakthroughs in medicines and technologies have significantly impacted the lives of people and improved living standards around the world. In the business world, innovation has had a great impact in the mode of operations of the business. The most important contribution of innovation has been the closing in of the gaps between different markets around the world as a necessity for globalisation. An imagination with courage is innovation; an imagination without courage is illusion. Innovation is not just about having good ideas. It also includes managing the new ideas and improving the older ones to create values. The understanding of markets and the anticipation of the market behaviour are the important essentials for genuine innovations. Creativity is the most important part of innovation. Basically creativity initiates the process of innovation. It involves the generation of a new idea which is ultimately backed the process of innovation to make it a reality. Hence lack of innovation results in wastage of creativity and ultimately the society loses something with treasured market potentiality.
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As on date, all the corporate organisations consistently witness a lot of strategic and structural changes in the management and administrative procedures at an extremely volatile pace resulting in increased complexity of operations. Starting from the requirements of communications to the process of financial assessments of organisations, the organisations are witnessing a lot of changes which are taken care by innovative ideas. Progressive change being the universal constant, production processes have evolved to a large extent. The customer expectations have actually driven the quantum of innovation the world has witnessed. Customers are used to products that continuously improve and make their lives easier. Innovation has been the primary source of differentiation of a specific product from the rest of competition. Hence it has been the initiator of healthy competition. Unlimited human wants within limited resources being the universal economic constant has motivated the need of securing the required resources to execute organisational strategies by means of innovation. With the progressive events around the world, innovation has taken a major part of the thoughts in the human minds. It not only ensures product/service evolution but also ensures economic development as well. Further it contributes to the standard of living, education, health and many other fields. The foreseeable future excites the euphoria of witnessing further innovative ideas as a contribution to the mankind.
Rahul Jagwani, B18-KIAMS.
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INNOVATION IN THE WORKPLACE There was a time when the concept of creativity was only associated with writers, painters, musicians and similar people in artistic professions. But with the ever-increasing necessity of cultivating a unique brand personality, the need for creative thinking has transitioned from the arts into everyday business. In addition, the act of producing a product that distinguishes itself from competitors in a marketplace where differences are often hard to come by demands a high degree of creativity both in innovation and marketing. As a result, it’s now become commonplace for companies – both large and small – to adopt policies that foster creativity and thereby promote innovation.
Defining the Creative Environment Creativity is the mental and social process used to generate ideas, concepts and associations that lead to the exploitation of new ideas. Or to put it simply: innovation. Through the creative process, employees are tasked with exploring the profitable outcome of an existing or potential endeavour, which typically involves generating and applying alternative options to a company’s products, services and procedures through the use of conscious or unconscious insight. This creative insight is the direct result of the diversity of the team – specifically, individuals who possess different attributes and perspectives. It’s important to note that innovation is usually not a naturallyoccurring phenomenon. Like a plant, it requires the proper nutrients to flourish, including effective strategies and frameworks that promote divergent levels of thinking. For example, by supporting an open exchange of ideas among employees at all levels, organizations are able to inspire personnel and maintain innovative workplaces.
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Therefore supervisors must manage for the creative process and not attempt to manage the creativity itself, as creativity typically does not occur exclusively in an individual’s head but is the result of interaction with a social context where it’s codified, interpreted and assimilated into something new. Within this system, incentives are paramount – ranging from tangible rewards such as monetary compensation to the intangible, including personal satisfaction and social entrepreneurship. How to Set Up a Creative Work Space to Foster Innovation Establishing a creative environment takes more than just turning your employees loose and giving them free reign in the hope they’ll hit on something valuable. As with any other system, the process of creativity requires the proper framework to operate effectively, which also enables management to evaluate the profitability of the results. Popular approaches to fostering innovation through creativity include: Create a stimulating environment. Offices that include stimulating objects such as journals, art, games and other items – some of which may not even be directly related to your business – serve as sources of inspiration. In addition, structuring the work area by removing physical barriers between people will improve communication and promote creative interaction. Reward efforts through positive psychological reinforcement. Encourage your employees to take risks, rewarding them for creative ideas and not penalizing them when they fail. In doing so, you’ll enable people to more readily take on assignments that stretch their potential (and that of your organization), discussing in advance any foreseeable risks and creating the necessary contingency plan. Encourage employees at all levels to contribute suggestions for improving current business operations.
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Foster different points of view through outside perspectives. Innovation can often spring from a review of how your customers view and use your products and services. Soliciting their opinions can provide valuable insight into potential areas for improvement as well as areas where you’re succeeding (essential knowledge for positioning against competitors). Other perspectives might include: vendors, speakers from other industries or consumers using a competitor’s products or services.
Shaivi Kharbikar, B18-KIAMS.
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THE EIGHT ESSENTIALS OF INNOVATION It’s no secret: Innovation is difficult for well-established companies. By and large, they are better executors than innovators, and most succeed less through game-changing creativity than by optimizing their existing businesses. Yet hard as it is for such organizations to innovate, what can other companies learn from their approaches and attributes? That question formed the core of a multiyear study comprising in-depth interviews, workshops, and surveys of more than 2,500 executives in over 300 companies, including both performance leaders and laggards, in a broad set of industries and countries. What I found were a set of eight essential attributes that are present, either in part or in full, at every big company that’s a high performer in product, process, or businessmodel innovation. Since innovation is a complex, company-wide endeavor, it requires a set of crosscutting practices and processes to structure, organize, and encourage it. Taken together, the essentials described in this article constitute just such an operating system. These often overlapping, iterative, and non sequential practices resist systematic categorization but can nonetheless be thought of in two groups. The first four, which are strategic and creative in nature, help set and prioritize the terms and conditions under which innovation is more likely to thrive. The next four essentials deal with how to deliver and organize for innovation repeatedly over time and with enough value to contribute meaningfully to overall performance.
To be sure, there’s no proven formula for success, particularly when it comes to innovation. Yet I firmly believe that if companies assimilate and apply these essentials—in their own way, in accordance with their particular context, capabilities, organizational culture, and appetite for risk—they will improve the likelihood that they, too, can rekindle the lost spark of innovation. In the digital age, the pace of change has gone into hyper speed, so companies must get these strategic, creative, executional, and organizational factors right to innovate successfully.
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Aspire Establishing a quantitative innovation aspiration is not enough, however. The target value needs to be apportioned to relevant business “owners” and cascaded down to their organizations in the form of performance targets and timelines. Anything less risks encouraging inaction or the belief that innovation is someone else’s job.
Choose Innovation is inherently risky, to be sure, and getting the most from a portfolio of innovation initiatives is more about managing risk than eliminating it. Since no one knows exactly where valuable innovations will emerge, and searching everywhere is impractical, executives must create some boundary conditions for the opportunity spaces they want to explore. The process of identifying and bounding these spaces can run the gamut from intuitive visions of the future to carefully scrutinized strategic analyses. Thoughtfully prioritizing these spaces also allows companies to assess whether they have enough investment behind their most valuable opportunities. These tendencies get reinforced by a sluggish resource-reallocation process. Our research shows that a company typically reallocates only a tiny fraction of its resources from year to year, thereby sentencing innovation to a stagnating march of incrementalism.
Discover Innovation also requires actionable and differentiated insights—the kind that excite customers and bring new categories and markets into being. How do companies develop them? Genius is always an appealing approach, if you have or can get it. Fortunately, innovation yields to other approaches besides exceptional creativity. The rest of us can look for insights by methodically and systematically scrutinizing three areas: a valuable problem to solve, a technology that enables a solution, and a business model that generates money from it. You could argue that nearly every successful innovation occurs at the intersection of these three elements. Companies that effectively collect, synthesize, and “collide” them stand the highest probability of success.
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Evolve Business-model innovations—which change the economics of the value chain, diversify profit streams, and/or modify delivery models—have always been a vital part of a strong innovation portfolio. As smartphones and mobile apps threaten to upend old-line industries, business-model innovation has become all the more urgent: established companies must reinvent their businesses before technology-driven upstarts do. Why, then, do most innovation systems so squarely emphasize new products? The reason, of course, is that most big companies are reluctant to risk tampering with their core business model until it’s visibly under threat. At that point, they can only hope it’s not too late. Leading companies combat this troubling tendency in a number of ways. They up their game in market intelligence, the better to separate signal from noise. They establish funding vehicles for new businesses that don’t fit into the current structure. They constantly reevaluate their position in the value chain, carefully considering business models that might deliver value to priority groups of new customers. They sponsor pilot projects and experiments away from the core business to help combat narrow conceptions of what they are and do. And they stress-test newly emerging value propositions and operating models against countermoves by competitors.
Accelerate Virulent antibodies undermine innovation at many large companies. Cautious governance processes make it easy for stifling bureaucracies in marketing, legal, IT, and other functions to find reasons to halt or slow approvals. Too often, companies simply get in the way of their own attempts to innovate. A surprising number of impressive innovations from companies were actually the fruit of their mavericks, which succeeded in bypassing their early-approval processes. Companies also thrive by testing their promising ideas with customers early in the process, before internal forces impose modifications that blur the original value proposition. To end up with the innovation initially envisioned, it’s necessary to knock down the barriers that stand between a great idea and the end user. Companies need a well-connected manager to take charge of a project and be responsible for the budget, time to market, and key specifications—a person who can say yes rather than no. In addition, the project team needs to be cross-functional in reality, not just on paper. This means locating its members in a single place and ensuring that they give the project a significant amount of their time (at least half) to support a culture that puts the innovation project’s success above the success of each function.
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Scale Some ideas, such as luxury goods and many smartphone apps, are destined for niche markets. Others, like social networks, work at global scale. Explicitly considering the appropriate magnitude and reach of a given idea is important to ensuring that the right resources and risks are involved in pursuing it. The seemingly safer option of scaling up over time can be a death sentence. Resources and capabilities must be marshaled to make sure a new product or service can be delivered quickly at the desired volume and quality. Manufacturing facilities, suppliers, distributors, and others must be prepared to execute a rapid and full rollout. For example, when Tom launched its first touch-screen navigational device, in 2004, the product flew off the shelves. By 2006, Tom Tom’s line of portable navigation devices reached sales of about 5 million units a year, and by 2008, yearly volume had jumped to more than 12 million. “That’s faster market penetration than mobile phones” had, says Harold Goddijn, TomTom’s CEO and cofounder. While Tom Tom’s initial accomplishment lay in combining a well-defined consumer problem with widely available technology components, rapid scaling was vital to the product’s continuing success. “We doubled down on managing our cash, our operations, maintaining quality, all the parts of the iceberg no one sees,” Goddijn adds. “We were hugely well organized.”
Extend In the space of only a few years, companies in nearly every sector have conceded that innovation requires external collaborators. Flows of talent and knowledge increasingly transcend company and geographic boundaries. Successful innovators achieve significant multiples for every dollar invested in innovation by accessing the skills and talents of others. In this way, they speed up innovation and uncover new ways to create value for their customers and ecosystem partners.
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High-performing innovators work hard to develop the ecosystems that help deliver these benefits. Indeed, they strive to become partners of choice, increasing the likelihood that the best ideas and people will come their way. That requires a systematic approach. First, these companies find out which partners they are already working with; surprisingly few companies know this. Then they decide which networks—say, four or five of them—they ideally need to support their innovation strategies. This step helps them to narrow and focus their collaboration efforts and to manage the flow of possibilities from outside the company. Strong innovators also regularly review their networks, extending and pruning them as appropriate and using sophisticated incentives and contractual structures to motivate highperforming business partners. Becoming a true partner of choice is, among other things, about clarifying what a partnership can offer the junior member: brand, reach, or access, perhaps. It is also about behavior. Partners of choice are fair and transparent in their dealings. Moreover, companies that make the most of external networks have a good idea of what’s most useful at which stages of the innovation process. In general, they cast a relatively wide net in the early going. But as they come closer to commercializing a new product or service, they become narrower and more specific in their sourcing, since by then the new offering’s design is relatively set. Mobilize How do leading companies stimulate, encourage, support, and reward innovative behavior and thinking among the right groups of people? The best companies find ways to embed innovation into the fibers of their culture, from the core to the periphery. They start back where we began: with aspirations that forge tight connections among innovation, strategy, and performance. When a company sets financial targets for innovation and defines market spaces, minds become far more focused. As those aspirations come to life through individual projects across the company, innovation leaders clarify responsibilities using the appropriate incentives and rewards.
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Organizational changes may be necessary, not because structural silver bullets exist—we’ve looked hard for them and don’t think they do—but rather to promote collaboration, learning, and experimentation. Companies must help people to share ideas and knowledge freely, perhaps by locating teams working on different types of innovation in the same place, reviewing the structure of project teams to make sure they always have new blood, ensuring that lessons learned from success and failure are captured and assimilated, and recognizing innovation efforts even when they fall short of success. Big companies do not easily reinvent themselves as leading innovators. Too many fixed routines and cultural factors can get in the way. For those that do make the attempt, innovation excellence is often built in a multiyear effort that touches most, if not all, parts of the organization. Our experience and research suggest that any company looking to make this journey will maximize its probability of success by closely studying and appropriately assimilating the leading practices of high-performing innovators. Taken together, these form an essential operating system for innovation within a company’s organizational structure and culture.
Puneet Sharma, B18-KIAMS.
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FACULTY QUANT APPLICATION OF GANDHIAN ECONOMICS TO 21ST CENTURY CAPITALISM Š Abhishek Narasimha 1969.abhishek@gmail.com Professor HR and Business Communication KIAMS, Harihar
Abstract: This article deals with the advent of the globalized world and the changing world order. There is a debate about the nature of globalization and how it is impacting culture around the world. An analysis on the challenge of poverty and income disparity being faced by emerging economies like China, Mongolia, India, Turkey and Indonesia is being carried out. Therefore to deal with such problems, the Gandhian economic principle of Trusteeship is proposed for the current world order and a concept of Sarvodaya business is proposed with the spiritual characteristics an entrepreneur must possess. How is Globalization affecting the Global Economy? So what is the 21st Century like? It is the age of globalization; we are all living in a networked and interconnected society. There has been an erosion of culture and spread of mass consumerism. An urban middle class youth in India, USA, Mexico or South Korea would wear Nike shoes and Levis jeans, use a candy bar shaped smart phone, talk about the latest app and eat at McDonalds [1]. Thomas
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However, there are also counterviews to this argument. Pankaj Gehmawat who is a Harvard Business School professor has shown that only 10% of revenue comes from FDI in any country while 90% of revenue is from business sources which are local [3]. Therefore there are deep rooted cultural differences between countries beneath the garb of globalization. Certain business questions like the fall of McDonalds in Bolivia, adaptability of McDonalds in India to pander to the Indian taste buds and success of cash on delivery in Indian e-tailing industry point to deep rooted cultural diversities which are still prevalent despite globalization. Globalization has also pulled many countries which were entrenched in socialism into prosperity. Today China, India, South Korea and Thailand are replacing North America and EU as sources of consumer products and services. Globalization has also created high GDP growth rates in excess of 5% for all these countries. However,
despite these growth rates, global poverty still remains a major social issue.
Today 70% of the world’s poor find themselves in rapidly developing middle income countries. India, China, Mongolia and SE Asian nations have experienced growth rates in excess of 5% GDP in the last decade but account for 55% of the world’s poor without access to basic needs [4]. Therefore, it is clear that globalization has only helped to create islands of prosperity in a sea of poverty. Hence an economic order
which guarantees poverty reduction is needed.
How relevant is Gandhi’s idea of Trusteeship in today’s world? A system of Gandhian economics based upon the concept of trusteeship to tackle these issues is needed. Here the impetus will lie with the entrepreneur or the managing director (let’s classify them as businessman) who creates a business with social transformation as the main goal.
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The businessman should have right to property but should learn to share it with the society to fulfill their basic needs rather than expropriate wealth for his personal interests [5]. The business man should freely expand his business and make profits but those profits must be used to grow the business and fulfill the needs of the society. For this the businessman should try to seek truth and should connect with the divinity within him by serving the needs of society. If the people who constitute the society feel their basic needs are not being fulfilled, they ought to engage in a Satyagraha. This would not be a violent movement but peaceful movements which would look to make the businessman understand the needs of the society and would also help to transform the businessman internally and win him over to the side of the society. Clearly laissez faire capitalism hasn’t worked. The 2008 Wall Street crisis and the 2011 Occupy Wall Street movements have shown to the world the weaknesses in
the free market capitalism. This has resulted in the transformation of MBA curriculum in many B schools in America with newer subjects like Conscious Capitalism, Business Ethics and Sustainability and newer concepts like Social Enterprise and Socially Responsible Investments. The idea of Socially Responsible Investment means that the shareholder or the person who has a share in the business stems from the sanction given by the society. Thus the society which helps create business has every right to demand questions of accountability, integrity and sustainability from the businessman. A classic example would be the organization structure of Tata group. Tata is a conglomerate of many businesses with Tata Sons being at the helm as merely a shareholding company in various Tata companies like Tata Motors, Tata Steel, Tata Teleservices etc. Nearly 2/3rds of Tata Sons is owned by charitable trusts which plough back the money from the profits of various Tata companies which is then used to fulfill the basic needs of the society. Therefore greater prosperity of Tata group would lead to greater prosperity of the society [6] [7].
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However one must negate an idea in Gandhian economics which dealt with creation of labor intensive, manual industries and mass subsidy of products since these measures would repudiate prosperity. Even the idea of limitation of technology should be reneged since the usage of technology would depend upon the nature of the individual and technological advancements can only help remove ignorance, illiteracy and poverty related problems. Finally is religion an important aspect of business? Yes, since business would involve in serving the interests of the society it needs to be religious. The Vedanta philosophy preaches “Service to humanity is service to god�. Therefore, religion manifests itself in principles like ethics, integrity and search for truth. It should represent both the means and ends as doing a religious activity would strengthen the religious foundation within the man. The business man must identify god with the poorest stakeholder and should serve his interests. This religion is not bounded in ritualism and traditions but is a reflection of universality and ethicality. What characteristics an entrepreneur would possess in a Sarvodaya society? Thus such a business would be based on the principles of a Sarvodaya society. Sarvodaya means the rise of all. It is an economic order in the Gandhian scheme of things which is different from both capitalism and socialism. Mahatma Gandhi was a critique of capitalism for it led to concentration of wealth in the hands of a few and had its negative effects in the form of environmental degradation, alienation of individual and colonialism. He was also a critique of Marxist socialism since the foundation of the society was based on violent revolutions and it negated individuality since it was not spiritual and highly bureaucratic. In a Sarvodaya society the society would be resurrected from its misery and oppression such that man would enjoy his work and there will be no difference between manual labor and intellectual work thus every man would lead a life of dignity [8]. The four foundation pillars of a business founded on the principles of Sarvodaya principle are
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1) Dharma: This contributes to the duty which the businessman should carry out also known as Vyapar Dharma. A code of conduct specifying methods of conducting business deals and insuring integrity, honesty and ethics in the business deals should be formulated. The initiative for the businessman to abide by the code should come from within and he should be driven by virtue while interpreting such code of conduct in the business deals to serve the soci-
ety. 2) Artha: A businessman should exhibit the property of artha or looking after the welfare of all the stakeholders. This should correspond to the inner level among the employees and shareholders and at the outer level among the consumers, society, marginalized community and environment. Any business while taking a decision to formulate business policies should imbibe in him a concept of Antudaya (formulated by Jayprakash Narayan) [10]. Antudaya would allow the businessman to calibrate the impact of his decision on the poorest stakeholder and would help him take decisions which benefit them. The business must work towards making profits and expand its ventures but the profits should be used for fulfilling long term goals of human development [9] [10]. The businessman should also prevent vices, extravagance and debauchery within the business by preventing concentration of wealth among the board of directors and regulating shares among employees (ESOP), civil society, NGOs and marginalized communities. According to Dr Ram Manohar Lohia the salary of the person at the summit in the organization shouldn’t be more than 10 times the salary of the person at the base in an organization [11]. Thus artha would help in creating businesses which are responsive and sustainable.
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3) Swaraja: This would mean being democratic towards the stakeholders and is different from the western concept of democracy. The western idea of democracy is external and is driven by laws which manifest itself into recognition of rights (Adhikara). These rights imposed externally impose a discipline on the person regulating his freedom and forcing self-restraint. The person who hasn’t responded to his conscious may find ways to violate the laws since the passive groups may not protest. Thus in a materialistic sense democracy is often a fight for rights (Virodha for Adhikara). On the contrary in the spiritual sense democracy would be internal and would be driven by values which would manifest itself in the recognition of freedom (Swatantra). Thus this recognition of Swatantra would lead to self-rule (Swaraja). Swaraja would mean the right to self-rule which would signify responsible freedom wherein the person would exercise his freedom with respect for freedom of the other person. Thus Swaraja would mean self-rule and self-
restraint and would lead to a just order. The businessman would ensure Swaraja among all the stakeholders particularly among the internal stakeholders who would possess the right to self-rule and self-restraint by respecting these provisions among different groups within the society. Thus in such a scenario every employee would work towards the interest of the society and a business will be driven by values which are in resonance with the values of the society. Therefore, the business would be taken to a level of colossal success since both business interests and employee interests would be interlinked.
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4) Kama: Kama means pleasure or happiness and is a rather intangible aspect. The happiness of a businessman would lie in the happiness of all his stakeholders. A businessman can ensure Kama by following the principles of Dharma, Artha and Swaraja. Therefore, these four pillars which define a Sarvodaya business enterprise would ensure Moksha for the businessman and long term sustainability for
any business venture. The business venture would enjoy the goodwill among its stakeholders since businesses originate from the society and environment and it must follow these four foundation principles. Thus Gandhian economics will be a search for truth within a businessman and would ask several questions of him and the reasons for existence of his business. It will result in the businessman searching for truth within him and responding to his consciousness. The businessman would then be transformed and would use his business to benefit the society at large. For Mahatma Gandhi once said that even the wildest of beasts can be transformed if they are to be connected to the chords of their consciousness.
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COLD facts on GOLD! Ravindran Menon Professor KIAMS, Harihar
No other asset can give as much ‘safe haven’ feeling for Indians, as owning pots of gold! The yellow metal is considered as a store of value and as an auspicious investment. Most of the Indian weddings are quite extravagant that lasts for days on end. An estimated 10 million weddings take place in India per annum.In India, it is said’ if there is no gold, there will be no wedding’. We Indians find it hard to get over this gold mania! Half of the country’s gold purchases are for wedding jewellery. Our insatiable appetite for the yellow metal can be traced back to our social traditions dating back to thousands of years. When we buy gold, we do not believe that we are spending, but instead, we are putting money in a savings bank account! Indian households safe keep 25,000 tonnes of gold…..mostly in bank lockers and kitchen cabinets! World gold council states that India is the biggest gold consumer of the world. Consumer demand for gold in India is 843 tonnes. Let us examine the effect of this costly habit on our economy.
Gold imports are the biggest contributor to our ballooning current account deficit. Gold stock represents 50% of the economy and households keeps gold as a sterile asset, in the place of a financial asset. The value of this privately held gold in India is estimated to be Rs 50 lakh crores, which is about 35% of our GDP!. These are neither monetized nor traded.
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It is second largest item in our import bill. During 2014, for every dollar of FII investment in Indian equity, Indians imported two dollars’ worth of gold! It is high time that we come out of this self-defeating, non-productive investment habit. Government has to find out ways and means to create awareness among the citizens about other financial assets which provide better returns and liquidity. The proposed gold deposit scheme suggested in the Union Budget can be a game changer. As per banking circles, the scheme can attract gold deposits to the tune of Rs 1 trillion. This will free up valuable resources for lending or productive purposes. Somebody commented ‘if India sneezes, the gold industry will catch a cold!’. Will the Indian Government succeed in its attempts to wean away its citizens from the glitter of the yellow metal..? Let us get over this “yellow fever”, as the locker rents are going northwards and chain snatchings are the order of the day!!
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Doing math homework just got way easier
Scan and Solve Math Equations A new app looks like a dream come true for anyone who struggles with math.
Photo Math's parent company Micro BLINK launched the app this week at TechCrunch Disrupt Europe in London, TechCrunch reports. It is available in the App Store on iTunes. Photo Math, dubbed a “smart camera calculator,” appears to use smartphone cameras to scan a photo of a math equation in a textbook and display the answer instantly — similar to apps that scan barcodes and takes users to a link in a web browser. It looks like the app can also show step-by-step instructions for solving the problem.
Joshi nadh
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E-KISAAN Arising innovation for farmers
We live in the world of technology, day starts with aids and ends with a new innovation. But still our Indian farmers are handicapped, their basic needs like factor of production like land, labour and capital is also not available. Indian farmer’s uses conventional way of farming, they lack information about different inputs like seed, fertilizer, pesticides, crop disease etc. And we know 70% of the rural house hold depend on agriculture as means of their livelihood. As rightly we can say,
E-Kisaan – one touch can change the world 34 years old Mr.Gouri Shankar – US based techni came with a innovation in India after a research of eight years in abroad. The idea blooming about six months ago and Mr.Gouri Shankar collaborated with two of his friends – Mr. Shrikantha Baskar and Mr. Pramit Makody. and have set up E-Kisaan Foundation at Bagalkot. He introduced a tablet with the E-Kisaan software in Bagalkot Karnataka, the E-Kisaan tablet will provide information about pesticide, seed, crop combination and other farming parameters, besides providing real time weather data and enabling access to E-governance platform. Chief Minister Siddaramaiah, who launched the tablet here on 24th JAN 2015, said the device helps farmers to know and understand the best agriculture practices adopted around the world to improve the yield. IT and BT Minister S R Patil thanked a group of IT professionals, working in the United States, who brought out the tablet.
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The tab is distributed to 1500 farmers in Bagalkot and Vijapur and it directly access to internet connectivity of Airtel 3G service and provide data for free for the first 6 months for term of 2GB per month per tab, Kisaan foundation is taking care of all the currency assistance of tab. The tab is having 24 Applications which are very use full to farmers like Package of practices Horticulture, Apiculture, Sericulture, Food preservation, Agriculture marketing, Agriculture engineering, weather information, E-paper, Rain water harvesting technology, Hospital, Ambulance, Police, fire and Help line.
Farmer can see his land information by using their survey numbers and information about Aadhar Card. A call center has been set up in Bagalkot for offering information and solving problem farmer can call from same tab which act as a normal mobile phone. In order to make a software user friendly the team constantly engaged with University of Agricultural Science Dharwad and Raichur by Mr.Alok Sulakhe Project manager by collecting agriculture information. UHS Bagalkot, UAS Dharwad and UAS Raichur are supporting this technology to fullest. E-kissan also collaborated with Bangalore based technology fir Tribyte. When the tab is offline information will accessed by village panchayat officer.
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The idea of E-Kisaan can educate, engage and empower the farmer, provided it is supported by public. Big names like Biocon, ELCIA and Infosys can do the job to popularize it. Soon Maharashtra and Madhya Pradesh state government are planning to launch this technology in their states. Farmers can ask doubts any time to the experts about the problem of agronomy and horticulture crops. The tablet has inbuilt digital TV tuner and FM tuner and customize operating system. This E Revolution will also teach farmers to identify new market for their produce. Farmer now can bargain with agents and middle man for their produce. A shift from traditional mind set and method to modern farming will create market for farmers. Due to urbanization land under agriculture is decreasing. So technology can play a crucial role in increasing agriculture production, productivity and empowering the farming community in India. Like E-Kisaan working in Karnataka and equip farmers with latest technology and making their crop survive the environment. Same way we can extend this aid to other state and bring prosperity in farmers living standard.
By:
Khushboo Choudhury & Dhanush H R NIAM
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STANFORD ENGINEER PRODUCES FREE BRAILLE-WRITER APP Three years ago, Sohan Dharma raja was a Stanford engineering doctoral candidate in search of his next project when he visited the Stanford Office of Accessible Education, which helps blind and visually challenged students successfully navigate the world of higher education. He was getting ready to become a mentor in a summer programming course for undergraduate students, an event organized by the Army High Performance Computing Research Centre at Stanford. The only charge handed down by the course organizers, Dharma raja recalled, was to "do something on a tablet." He noted, "The people in the Office of Accessible Education were perplexed about why I was there. Visual impairment and tablets don't obviously go together, but when they showed me a Brailler – the laptop-like computer that the blind use to type documents – I said, 'that's it!' And the rest just fell in place. A Brailler is an indispensable tool to blind and visually impaired people, allowing them to type documents and notes, and to send and receive email. Dharmaraja teamed with Adrian Lew, a Stanford associate professor of mechanical engineering, and Adam Duran from New Mexico State University to create the prototype flat-screen Brailler. That prototype, created in two months, caught the world's attention, making headlines from Wired to the BBC.
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Though it has taken Dharmaraja and Lew a couple of years to hone, test and perfect their creation, the full-blown iPad app, known as iBrailler Notes, is now available to the world. The basic version of the app is free. Compared with the remarkable breadth of capabilities of most tablets and smartphones, a Brailler is relatively narrow in function, and most cost thousands of dollars. Now, with an iPad and an app, the blind have capabilities many never dreamed possible. Typing is only a third of what people really want to do on a computer, Dharmaraja said. Ideally, the user would be able to not only create documents, but also to edit, cut, paste and move pieces of text around. In a big, multipage document, that is not an easy thing to do, even for a sighted person. "We constantly pushed ourselves to innovate because being born with a disability shouldn't mean you get left out of today's technology revolution," Dharmaraja said. "When you see the smile of someone doing something that you and I take for granted, it's motivating."
One of the biggest benefits of iBrailler Notes is how the keyboard works. To locate keys, users simply hold their fingertips anywhere on the glass surface of an iPad – the iBrailler then draws the keys around the fingers. Like a traditional Braille writer, iBrailler Notes uses a series of eight keys – one for each fingertip. If the user gets disoriented and loses track of the keys, recalibration is as easy as lifting the hands off the glass and putting them down again. The app will again automatically orient the keys to the fingertips. 70
Other advanced features include a clever undo/redo function that requires a simple clockwise or counter clockwise twist of a single fingertip against the glass. There's one-click Google access. Using the iPad's accessibility tools, iBrailler Notes provides search results by speech for users who would otherwise have no way to read the results.
The app also accommodates multiple Braille formats, including mathematics and scientific as well as other languages. Braille systems the world over are notoriously complex – there is no single standard. Every country, every language, every profession has its own way of doing things. Soon after the summer course ended, Dharmaraja earned his doctorate and returned to his native Sri Lanka to work on the app, which he then dubbed Brailler Notes. He became a fledgling CEO and quickly hired a team of blind and visually impaired Sri Lankans to be his testers. This team was no ordinary group of testers, however. An average blind person in the West has had at least some introduction to technology, but not so in Sri Lanka. This turned out to be a good thing for the development team members. When they wrote code, they'd have the testers try it on the tablets. The testers would then provide feedback, often in no uncertain terms. In creating the iBrailler, the team had help from testers at San Francisco's Lighthouse for the Blind and Visually Impaired and a testing group from the Employers Federation of Ceylon. The project also received support from the National Science Foundation of Sri Lanka. Gaurang Bhalerao B18-KIAMS
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One best book is equal to hundred good friends but one good friend is equal to library. Dr. A.P.J Abdul Kalam
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Title: Steve Jobs Author: Walter Isaacson About the Author Walter Isaacson is an American writer and biographer. His biographies include that of Steve Jobs, Benjamin Franklin, Albert Einstein and Henry Kissinger. He is the CEO of the Aspen institute, and the Managing Editor at Time. Book Summary The books talks about a man who is one of the greatest innovators of our time. Walter Isaacson had to collect information on Steve Jobs through forty interviews that were done within the span of two years. He also had to interview over a hundred people who knew Jobs like: family, friends, competitors, colleagues and adversaries. All of these people were encouraged to speak honestly and give their genuine opinions by Steve Jobs himself. The exclusive biography of the founder of Apple is a must read for anyone who admired Jobs and his work. The book was a best-seller across the world. 73
First, Break All the Rules This book review features a title specifically targeted at managers: First, Break All the Rules: What the World’s Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman. One distinguishing feature of this book is that it’s based on a huge sample of interviews conducted with managers – over 80,000 of them, as it says on the cover. From this huge data set, the authors analyse the questions and answers which most strongly correlate to great organizational performance.
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It turns out that there are only Twelve Key Questions. If an organization’s employees can answer these in the affirmative, then you have a very effective organization / team. The authors identify these twelve questions and discuss their meaning and significance.
If you are a newer or struggling manager, First, Break All the Rules, is full of helpful wisdom. There are two bits I want to highlight because they are so foundational to effective management. The first idea is simple, yet many managers struggle with it for years. The concept is simple- that you don’t change people. Natural consequences might help a person decide to change. So hire for what you need – don’t expect an introvert Engineer to excel at Sales and don’t expect a highly social Marketer / Net-Worker to sit quietly at a cube for days, managing a database. The authors illustrate this concept with a memorable folk-tale involving a fox and scorpion. The second concept relates to the title of the book. The “rules” that are supposed to be broken are those social conventions which might be “common sense”, but aren’t effective. Chief among these is the idea that managers should treat everyone equally.
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The author argues that managers need to dispense with this “rule” because people are not the same and trying to treat them the same is ineffective. Applications are easy to make. For instance, almost everyone likes affirmation of some kind, but privately acknowledging the team member who craves public recognition or publicly recognizing the person who prefers a quiet pat on the back is equally ineffective. Trying to treat both people the same will just end in frustration. For emerging or struggling managers, concepts like the two ideas I’ve shared are invaluable. First, Break All the Rules is full of this kind of practical wisdom. It’s not like sitting down with a group of effective managers and getting to soak up their experience. I strongly recommend this book for new managers or those looking to increase their effectiveness.
By: Rohit Sharma, B18-KIAMS
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Bill Gate’s
BOOK SHELF
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WHERE GOOD IDEAS COME FROM by Steven Johnson Bill Gates Review: “Especially for people in business or education, it’s a worthwhile book. It talks about the institutional struc-
tures that facilitate good ideas–how you get lots of people thinking about cutting edge problems, how you put people together in a space where different skill sets and influences can come together, how you make the right kinds of materials available but don’t force a conclusion.”
Being successful requires a certain amount of innovation. This buzzword does not spark a strong visual for many people. Where Good Ideas Come From defines what makes fertile ground for successful innovation. What the publisher says about the book: “The printing press, the pencil, the flush toilet, the battery–these are all great ideas.
But where do they come from? What kind of environment breeds them? What sparks the flash of brilliance? How do we generate the breakthrough technologies that push forward our lives, our society, our culture? Steven Johnson’s answers are revelatory as he identifies the seven key patterns behind genuine innovation, and traces them across time and disciplines.”
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Business Adventures by John Brooks Bill Gates Review: “Today, more than two decades after Warren lent it to me–and more than four decades after it was first published–Business Adventures remains the best business book I’ve ever read. John Brooks is still my favorite business writer.”
To have great success, it is important to understand why businesses are successful and why they fail. This book dives into the deep inner workings of why on both sides. What the publisher says about it: “From Wall Street to Main Street, John Brooks, longtime contributor to the New Yorker, brings to life in vivid fashion twelve classic and timeless tales of corporate and financial life in
America.”
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Moonwalking with Einstein by Joshua Foer Bill Gates Review: “Like most people, I’m fascinated by how the
mind works, and memory is a big element of that. Part of the beauty of this book is that it makes clear how memory and understanding are not two different things. Building up the ability to reason and the ability to retain information go hand in hand.”
You can’t be successful if you are known as forgetful. This book can teach you how to memorize obscure facts and useful ones. Great for those of us who are bad with names. What the publisher says about it: “Moonwalking with Einstein recounts Joshua Foer’s yearlong quest to improve his memory under the tutelage
of top ‘mental athletes.’ He draws on cutting-edge research, a surprising cultural history of remembering, and venerable tricks of the mentalist’s trade to transform our understanding of human memory.”
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The Most Powerful Idea in the World by William Rosen Bill Gates Review: “The book’s premise is that the Anglophone world –England, Scotland, Wales and America–was the epicenter of the Industrial Revolution because it ‘democratized the nature of invention.’ Rosen makes a compelling argument that the steam engine is the quintessential example of that democratization at work. Rosen’s view fits my own view of the power of
measurement to advance the work of our foundation. (I focused my 2013 Annual Letter from the foundation on measurement and the amazing things you can accomplish in global health, education and other areas if you set clear goals and can measure your progress toward them.)”
At first glance, it looks like this book is about railroads and engines. That’s plenty cool if you’re into that kind of stuff. The real meaning is about why these machines were so successful. What was the idea that made railroads so capable of changing the world? Here’s what the publisher said about it: “Hardly a week passes without some high-profile court case that features intellectual property at its center. But how did the belief that one could own an idea come about? And how did that belief change the way humankind lives and works?” 81
Life is What You Make It by Peter Buffett Bill Gates Review: “Contrary to what many people might assume,
Peter won’t inherit great wealth from his father. Instead, he was encouraged by his parents to find his own path. The book is a chronicle of that journey–and the wisdom and perceptions he has developed along the way.”
Peter Buffett has been successful in his life too, although not completely because of his wealthy, successful father. This book tells the story of a hard-working wealthy child, and what his father instilled in him to become successful in music and philanthropy. Bill Gates said he will be reading it with his older children. You don’t have to be the child of a wealthy man to get this wisdom and enjoy your path.
What the publisher says about it: “From composer, musician, and philanthropist Peter Buffett comes a warm, wise, and inspirational book that asks, Which will you choose: the path of least resistance or the path of potentially greatest satisfaction?”
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kaleidoscope
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GANESH CHATURTHI A COLOURFUL & AUSPICIOUS EVENING WITH GANESHA “GANAPATI BAPPA MORIYA!” 17TH SEPTEMBER 2015 –It was the time when these chants resonated in the air as kiams,celebrated Ganesh Chaturthi with lot of enthusiasm & gaiety. Ganesh Chaturthi is one of the popular festivals celebrated across India. The reason for its popularity is not just the universal appeal of the deity, but the celebrations that go with it too. Kirloskar Institute of Advanced Management Studies witnessed a resplendent atmosphere in the campus where in the full family of faculty, staff and students got together to celebrate the festival with full exuberance and enthusiasm exhibiting the perpetual spirit of liveliness in the institution. The celebrations began with a traditional arti ceremony which was followed by chanting of the mantras. The atmosphere of the reading room of KIAMS,was all appealing right from the 16th September 2015 night when a group of students from both B-17 & B-18 started the preparations. Colorful rangolis were designed at the entrance & a ‘mandapam’ was made for Sri Ganesha inside the institute’s reading room. It sparked a feel of joyous spirituality which was enjoyed the students the most.
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Mantra chantings, melodious Sri Ganesha songs and sweet dishes in the form of Prasad created the perfect festive atmosphere. The students enjoyed the joyful & relaxed atmosphere sighing off a brief break from all the academic commitments. Dressed in traditional & colorful attire the students were excited giving poses to shutterbugs. Jubilant celebrations was ensured in the campus with arti in the morning as well as in the evening, giving the feel of mini Mumbai. The institute experienced the togetherness of faculty, staff and students further strengthening the already embedded lively spirit among all. The celebrations also motivated the sense of celebrating forth coming festivals of such kind and ensured gaiety conduct among all strengthening existing bonds & relationships.
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CELEBRATION AT KIAMS 86
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Kirloskar Premier League-Auction K.P.L. – Cricket Ki Asli Ranbhoomi
when I first heard about this KPL I was very excited, As we are new to campus each and every person of our batch felt excited. The day when KPL was proposed by my senior rep, I got the permission from our head admin, from then the feast begun by the seniors as we are not aware we were quiet. The auction begun at 9:30 on sept 19th each and everyone including juniors and seniors were gathered in the class room there are four teams named DEMANTORS,SPARTANS,VANQUISHERS &MUTANTS. There are two commissioners and one auctioneer. Now, begins the auction each team has a ICON PLAYER and five owners they were sitting in their respective chambers each team will be given rupees 1000(virtual money) they have to bid at least 8 players with that money. Coming to auction the players who are willing to play has to enrol their name and give their photograph, at the time of auction their name and photograph will be projected on the screen then the owners start bidding when we saw photographs of friends we started cheering and had a great fun even seniors they enjoyed a lot compared to us. The highest bided player is Praveen of batch-18 of rupees 370,this is the max amount a team can possibly bid a player he is the one. This is the first time I experienced real auction it was so similar to IPL bidding, I loved this fun and I’m glad for being a part in it. I hope this has to be continued for the future years and make it successful.
M.Gowtham Sai B18, Sports Rep KIAMS.
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Kirloskar vasundhara international film festival (KVIFF) that organized is an innovative attempt to explore nature and analyze topical issues related to environment ,wild life, energy, air and water. The festival showcased a variety of films like short films , feature film and documentaries on “ZERO WASTAGE� about various aspects of waste and its management. Zero wastage is a goal that is ethical ,economical to guide people where all discarded waste will be resource to others to use. Implementing zero waste will eliminate disutility of water or air that are threat to planetary ,human animals & plants. Every idea screened is a master piece and it is a encouraging for the students and we should share the views with other people and create awareness on ZERO WASTAGE and lead to a healthy environment.
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B.Naveen Kumar Cultural Rep B18-KIAMS
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JANMASHTAMI KIAMS premises came alive with a festive fervor as the students celebrated Janmashtami which marks the birth of Lord Krishna. There was a series of events that was organized by the cultural committee of Kirloskar Institute of Advanced Management Studies. Krishna janm was celebrated at 0000 hrs on 5th sep2015. The students attended the puja with full zeal sparking a positive vibe throughout the campus. The highlights of ceremony were marked by the colorful rangolis made by a group of students and a perfectly synchronized arti that was sung by all the students together.
The next event was the “DAHI HANDI” which was organized on 7th September 2015 in the afternoon hours. The event created a euphoric atmosphere. A group of students of B-18 volunteered to form the human pyramid while the others along with faculty and staff cheered them with full enthusiasm. Seeing the human pyramid taking shape was a delight to witness. Loud cheers were consistent throughout the formation of the pyramid followed by a wild roar when the HANDI was broken finally. The chants of “hathi ghoda palki, jai kanhaiya laal ki” filled the environment with goose bumps. The students had a sense of being contended as the celebrations came to an end.
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“Freedom has its life in the hearts, the actions, the spirit of men and so it must be daily earned and refreshed else like a flower cut from its life-giving roots, it will wither and die. That's the reason why we say”
“ HAPPY INDEPENDENCE DAY”
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A great day and a proud moment for every Indian. There was celebration in the air and everyone took pride to be an Indian. KIAMS too was all set to celebrate this great day. Everyone in the campus was geared up and enthused for the momentous occasion . By 7:30 A.M. the guests, teachers and students started pouring in. The students of KIAMS marched smartly past the podium . They were cheered and applauded by the crowd. The College Band did a wonderful job, playing the martial tunes which added a lot of color to the entire show. We sang the national song “Vande Mataram�. To commemorate the sovereignty of our nation, the Director sir Mr. C.N.Narayana unfurled the tricolor flag and all in unison sang the national anthem and expressed the joy of freedom. To keep alive the flame of patriotism, this was followed by speeches delivered by both, the Juniors and Seniors. Students spoke about the importance of the Independence Day and expressed their emotions through patriotic songs. This day reminds us of our duty and responsibility to the country. This day also inspires us to follow the teaching of peace and nonviolence that was A large number of parents, student and staff witnessed the grand ceremony never allowing to dampen their spirit! Overall, a great celebration indeed!
By: Aarushi Gupta B18-KIAMS
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HYDERABAD LIBERATION DAY On the 15th of august 1947 when entire India could breath the air of freedom and a sort of pride of being independent was visible across the length and breadth of the nation ; there was one part of India Known as THE HYDERABAD STATE that was not sensing Independence and were still being crushed under the iron fists of the NIZAM OF HYDERABAD. The relentless struggle of the people of Hyderabad and timely intervention of SARDAR VALLABHAI PATEL saw that Hyderabad was liberated on September 17th 1948 and integrated with the INDIAN UNION. This Day is being celebrated as Hyderabad liberation day from 1948 onwards. The Hyderabad state comprised of 3 Sub regions and 16 districts, they were: Telangana region – 8 Districts, Marathwada region – 5 districts, Hyderabad Karnataka region – 3 districts.
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Prelude: The utmost resistance to the Nizam rule was offered by the people of Telangana and supported by the people of Hyderabad Karnataka region. The major occupation of the people in Telangana was farming but the people of Telangana were deprived of their rights over the land as 70% of the fertile agricultural lands were under the control of landlords and remaining 30% under the direct control of the Nizam. Hence the Common man here, who was supposed to be a Ownerfarmer with his legitimate rights over the agricultural lands was reduced to a agricultural laborer in his own land. The brutalities of the landlords were such that they had a system in place for these peasants, known as “Vetti Chakiri” (Bonded laborer), according to which they had to work in the fields of the land lords for free with out any payments and they received food grains at the mercy of the land lords. The Nizam of Hyderabad was Aiding and supporting the land lords and crushed rebellions if any with his Private army – “The Razzakars” (Whose main intention was to divide or create gap between the Hindus and Muslims in Telangana). As time passed by a nexus was formed between the landlords and the Razzakars who at one point of time also dominated the Nizam, thus relegating The Hyderabad state to the back seat which was once the best Administered state, along with the Mysore state in British India. This alliance also put pressure on the Nizam and saw that Hyderabad did not integrate with the Indian Union.
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The Nizam who did not integrate with the Indian Union had his own intentions to make Hyderabad state a separate independent nation, which became clear when he sent his emissary to the United Nations Assembly for a separate nation hood status. Then the Government of India entered into an agreement with Nizam, which was known as “The Stand still agreement” – according to which Nizam though was allowed to be outside Indian Union for one year but was not allowed to apply for a separate nation hood status at the UNO. During those days there were only three political parties in Hyderabad state they were , The Majlis Party, The Hyderabad State congress party, The communist party, among which Majlis was completely funded as well pro to the Nizam's, while the congress and communists were genuinely working for the interests of the people. After the Bhairanpally incident, While the congress under the efficient leadership of Sardar Jamalapuram Keshava Rao started working towards pulling the Nizam down from his throne as well as integrating Hyderabad State with the Indian union, The communists resorted to arms for the immediate self defense of the people and both were actually complementing each other. As a result many of the land lords had to run away from the villages and could enter the villages only with the support of Razzakars. But now the situation has changed totally where “The village protection forces” under the training and guidance of the communists started the GUIRELLA WARFARE against the Razzakars. Day in and day out, it was a battle field at some or the other place across Telangana – this situation was recorded in Indian History as “The Telangana Armed struggle”.
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In the mean time violating the Standstill Agreement, The Nizam of Hyderabad under the pressure of the Razzakars and landlords, drafted a resolution to the UNO – Seeking admission for Hyderabad State into the UNO as an Independent Nation, so that people would be left with no option but to suffer at the mercy of the landlords or move out of the state.
Well informed with these developments the then union Home Minister Sardar Vallabhai Patel acted on time by announcing a POLICE ACTION against Hyderabad state, also known as “OPERATION POLO”, and as a result ,The Indian Army invaded Hyderabad on September 17th 1948. While all along the way the people of Hyderabad welcomed, cheered and greeted the Indian Army with a sense of pride in their faces, the Nizam’s forces and the Razzakars fled away sensing defeat. Finally at 15:30 on the same day Nizam of Hyderabad announced in the Hyderabad Radio that his rule has been ended and Hyderabad state has been integrated with the Indian Union.
By:
Rama kanth prasad B18-KIAMS
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friends forever Friends we are, forever friends we will be, Wherever we are, you are right beside me. I hope we stay friends till the end of time, And whenever that is, our friendship will still shine. You mean the world to me, I hope the same with you, You're always helping me, whatever it takes you will do. Now that we are growing older, changing our ways, I know we won't lose our friendshipI hope I never see that day. So to every one of my friends, you mean the world to me, Friends we are, forever friends we will be By:
Kunal patnaik B18-KIAMS
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Time to inspire ourselves Why care about others when you know what you are
Just recall the time, what you have done so far Realize your hunger but convert it into ranger Appetite has an end but desire will lead you longer Deceiving the time replicate the bad nod It’s not receiving that giving for thing undone
Fortune may put you in comfort but remember Ones’ eye of sympathy will make you void Compete with your inner barrier, overcome on Leave footprint to follow up, long lasting existence Never satisfied with the one step success
World is yours, hug it, measure your access Limit has to be cross sometimes perception Break the hedge of illusion, take action To make visual, put medals of sweet on shelf Because it’s time to inspire your selves
By:
Anil Kumar Sah B17-KIAMS 98
UTOPIAN DYSTOPIA . There is a widespread perception that unbearable burden of debt and increased competition from imports is symptomatic of a crisis in Indian agriculture. Both these phenomena are real: inability to bear debt has led to farmers' suicides on an unprecedented scale. However suicides are concentrated mostly in low rainfall, poorly irrigated regions and among a rather small fraction of the population. Import liberalisation has had a strong dampening effect on the prices of several crops, especially plantation crops. This has caused considerable distress in regions where they are prominent in the farm economy. Without minimising the importance of these aspects, they cannot be interpreted as indicative of, or causing, a widespread systemic crisis. Nor should the suicides be interpreted to mean that the Indian peasantry, in general and everywhere, is suffering from an unbearable burden of debt. In 2002, less than 30 per cent of rural households in the country had outstanding debt and this constituted barely 2-3 per cent of the total value of assets held by them. The incidence of indebtedness in the States where suicides are high (Maharashtra and Andhra Pradesh) or have been affected by import liberalisation (Kerala) though higher than average is still no more than a fifth. Dependence on high-cost, noninstitutional sources is everywhere declining progressively. Much, of course, remains to be done to extend the reach and improve functioning of the institutional credit system, especially cooperatives. The state has also the duty to give relief to surviving members of suicide-affected families. But there is no warrant for the clamour for generalised debt relief by way of postponement of recoveries or waivers of interest, and even principal. The burden of debt is neither crushing nor of crisis-making proportions.
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Nevertheless, there are two reasons to be concerned that Indian agriculture may indeed be facing a wider, deeper crisis: (1) The long term growth trend in production and productivity of agriculture, considerably less than required to sustain the projected high overall growth rates in the coming decade, may actually be slowing down; and (2) the growing economic and social disparities between agriculture and the rest of the economy and between rural and urban sectors. During the last five decades, agricultural production has increased at an average annual rate of 2.5-3 per cent. Rigorous statistical testing does not provide strong corroboration of any sustained deceleration over this period taken as a whole. But there are some indications that the growth rates during the 1980s and the 1990s are lower than in the earlier decades, with that since 1991 being somewhat lower than in the 1980s. However, cause for concern is the marked slowing down of growth in States that are highly irrigated, have shown the greatest dynamism in adopting new technology, and have been a significant factor in sustaining the national growth rate. Another concern is widening economic disparities between agricultural and non-agricultural sectors and between rural and urban areas. In the early 1950s, GDP per worker in non-agricultural sectors was twice that in agriculture; currently the ratio is over 4:1. Rural-urban disparities in terms of per capita consumption expenditure, though much narrower, have also increased. Based on National Sample Survey estimates, the ratio of urban to rural per capita consumption expenditure has risen progressively from about 1.28:1 in the mid-1970s to 1.47:1 by 1999-00. There is reason to believe the NSS underestimates the extent of rural-urban inequality in consumption as also the extent of its deterioration. Rural-urban disparities in basic social amenities have also increased in quality though not in quantity. All these have led to resentment among the rural population that the benefits of development have gone to the urban areas. That the response is to offer assorted, but ill-thought-out, sops without addressing the deeper more basic issues of agricultural growth, rural employment, and governance is the basis for a sense of crisis.
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An influential segment of opinion in and outside the government believes the solution is to accelerate the pace of GDP growth. The Planning Commission's approach to the 11th Plan is firmly rooted in this belief. It postulates a target growth rate of 8-9 per cent per annum for overall GDP. This is considered feasible, indeed could even be surpassed, provided the process of privatisation, globalisation, and better fiscal management is accelerated. The sustainability of the projected overall growth rate depends on accelerating the growth of agriculture to 4 per cent per annum. Neither privatisation nor globalisation can work this miracle. The slowing down of agricultural growth is widely attributed to the slowing down of investment, especially public investment. The Planning Commission seems to share this perception and sees increased investments in irrigation and watershed development as the means to achieve the projected growth. But what is relevant is not the magnitude of investment but its contribution to increasing production capacity. For a variety of reasons peculiar to agriculture, production capacity has not increased in proportion to the quantum of investment. Thus outlay on surface irrigation, which accounts for the bulk of public investment in agriculture, is concentrated on projects that have taken an unconscionably long time to complete. Costs have risen and outlays have not resulted in any significant additions to irrigated area. The efficacy of public investments in soil and water conservation is in serious doubt. They are marked by huge waste and corruption; and there are hardly any mechanisms at the local level to manage the works and ensure the potential for expansion is properly exploited. They have had hardly any impact on raising product potential or productivity of rain fed lands. Private investment has been concentrated on groundwater exploitation deepening wells and installing more powerful pumps and mechanisation. In the context of falling water tables a sure sign of overexploitation of groundwater these investments do not increase the volume of groundwater available for irrigation and therefore production capacity. The impact of mechanisation is primarily to replace human and animal labour with tractors, harvesters, and threshers. Their contribution to increasing productive capacity is, if at all, of a very secondary importance.
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It is, therefore, important to focus on deeper, more basic, reasons for the slowdown of agricultural growth. For this it is useful to distinguish between three broad phases of agricultural growth in the postIndependence period. During the first phase, lasting from the early 1950s through the mid-1960s, the major part of growth came from expansion of area. Expansion of surface irrigation and fertilizer use brought about modest yield improvement. During the second phase, from the mid-1960s through the 1980s, the scope for extending area was more or less exhausted. But this was more than compensated by an unprecedented increase in the rate of yield improvement due to massive investment in irrigation and the advent of new seed-fertilizer technology. The pace of expansion in surface irrigation slowed down during the latter part of the period despite continuing large-scale investments. The flow of technology improvements was fitful. Progress was particularly disappointing in rain-fed agriculture. This was also a period marked by imprudence in the use of land, water, fertilizers, and other key inputs due to failures of governance, poor management of public systems catering to agriculture and pricing, and subsidy policies inimical to the prudent use of resources and effective exploitation of the potential of available technology. With the scope for expanding area being exhausted and the scope for further expansion of irrigation getting diminished, the institutional barrier comprising governance, the quality of public systems, and economic policies has become the most serious impediment to agricultural growth.
Six steps Overcoming this barrier calls for a major reorientation on the following lines: 1) Shifting public investment towards modernisation of surface irrigation works (to facilitate higher yield per unit of water used) and for watershed development. 2) Prioritising incomplete irrigation projects after strict cost-benefit analysis and monitor implementation.
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3) Limiting government's role to laying down the broad principles and institutional framework. Entrust direct management of land, water, and common service facilities to autonomous organisations functioning within well-specified rules. 4) Enforcing better preventive and punitive measures to contain gross violations of rules governing access to and use of resources. 5) Conducting a critical review of the research system in public institutions to make it more effective. 6) Changing policies relating to pricing of yield and input to avoid waste. These may be obvious and some elements even figure in official rhetoric. That they pose tough challenges is also obvious. But the challenges have to be confronted to overcome the institutional constraints and disincentives that are now the critical bottlenecks in realising the potential for increasing production. Without it, the target of 4 per cent sustained growth in agriculture will remain a dream.
Abhishek Rath, B18-KIAMS
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