IIMB’s doctoral programme research initiatives get a fillip from Wipro 01-18

Shyam's views on this project

We often ask as to why Indian Universities do not rank high in global rankings while China has some. Even a small country like Singapore has world class Universities.

This was explained by the former HRD minister and a scholar Dr. Shashi Tharoor. He says the main criteria for ranking of Universities are the amount of Research they do and citations they receive in International Papers. These two factors carry 60 weightage in the rankings.

Our Universities and the Educational... Institutions lack the funds to spend for research. They also seem to be very lethargic in approaching the corporates and multinationals for funding or collaborations in their research programmes.

in this background, it is really heartening to know the fact that Wipro has come forward to fund the research programme in sustainability at IIM Bengaluru.

IIM Bengaluru's Fellow Programme in Management (FPM) will now be funded by Wipro for research into Sustainability.

IIMB’s doctoral programme research initiatives get a fillip from Wipro

Sustainability Fellowship and Sustainability Grant from the IT major to boost FPM students’ research on sustainability.

BENGALURU, JANUARY 19, 2016: The Indian Institute of Management Bangalore (IIMB), in its efforts to reach greater heights in the domain of education and research, has entered into a partnership with Wipro Limited (NYSE:WIT, BSE: 507685, NSE: WIPRO), a leading global information technology, consulting and business process services company, headquartered in Bangalore.

Wipro will partner and support the Wipro Sustainability Fellowship and the Wipro Sustainability Grant, for doctoral students of IIM Bangalore. This is as part of their overarching charter on sustainability in education – the Wipro-earthian program. The Fellowship and Grant will commence during the academic year 2015-16.

Mr. P.S. Narayan, Vice President and Head-Sustainability, Wipro Limited, said: “We are delighted to partner with IIMB in a joint effort to foster doctoral research on areas that lie at the intersection of business and sustainability. The business sector has a critical role to play in facing the manifold challenges of sustainability. Therefore, embedding sustainability in management education has become a critical imperative.”

The Fellow Programme in Management (FPM) is the globally ranked doctoral programme of IIMB, which is committed to training individuals who will excel in their area of research and publish high quality work. Professor Shashidhar Murthy, IIMB’s FPM Chairperson, said: “We at IIMB are glad that Wipro values our students and the nurturing provided by our faculty. We thank Wipro for their generosity. This will provide an impetus to students’ research in the area of Sustainability.”

The FPM at IIMB is a premier source of rigorous and inter-disciplinary research in all areas of business management and public policy, including Corporate Strategy & Policy, Economics & Social Sciences, Finance & Control, Marketing, Organisational Behaviour & Human Resource Management, Production & Operations Management, Quantitative Methods & Information Systems, and Public Policy.

The Wipro Sustainability Fellowship & the Wipro Sustainability Grant each allows up to two FPM students to be funded, to support research interests that fall in the broad area of sustainability.

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Make in India discussions at IIM Bangalore 12-14

‘Stop comparing India with China, at least in manufacturing’

At 'Make in India' panel, hosted by IIM Bangalore's PGPEM program, Shivaprasad Naik, Senior Vice President, PVC, Reliance Industries, highlights the differences between the two business models and calls for focus on 'Make for India'

JANUARY 11, 2015: Drawing attention to the dangers of "blindly" comparing the two countries, at least in manufacturing, SS Naik, Senior Vice President, Reliance Industries, emphasized that China's manufacturing sector was driven by global demand while India enjoyed a huge opportunity in the local market.

"We are a population of 1.2 billion. There's huge opportunity here. Yet we import idols for Ganesha Chathurti and diyas for Deepavali from China," he remarked, clarifying that there was no harm in 'Make in India' but manufacturers would certainly do well to first 'Make for India'. "We keep talking of our demographic dividend. We must leverage this demographic dividend by understanding the wants of our aspirational youth and by making products for them," he said.

Ruing the "shortcut" approach to prosperity that India's traders often take, Naik gave the example of the Canton fair, which he said when he last visited in 2008 "startled" him for the large numbers of Indian traders who thronged it. "They purchased everything from toys to tablecloth which they would come back and sell at thrice the price in India, enjoy the profits and go back for the next Canton fair," he exclaimed.

Addressing a packed auditorium at the panel on 'Make in India', hosted by IIMB's Post Graduate Program in Enterprise Management (PGPEM) and moderated by Sushil Vachani, Director, IIM Bangalore, on Sunday (Jan 11), Shivaprasad Naik, along with Arun Chandavarkar, CEO & Joint Managing Director, Biocon, Chris Rao, Vice President, UTC Aerospace System, UTAS, and Ananth Agastya, Executive Director, HAL Management Academy, called for a mindset change among entrepreneurs, bureaucrats and government to address challenges unique to the country like poor infrastructure, power shortage, delayed IP processing, lack of talent and failure to deploy unproductive land for manufacturing.

"Government, industry and labor are the key stakeholders in the 'Make in India' mission," said Ananth Agastya, Executive Director, HAL Management Academy. "The government should show that they mean business by ensuring harassment-free administration, industry must bring in investment in technology and productivity and must stop seeking a protective environment, and distinction between contract labor and organized labor should go," he observed, calling for an Indian philosophy of manufacturing without "blindly aping the rest".

Using the analogy of a 'yagna', Agastya said: "We have made the 'sankalp' which is 'Make in India'. We must now offer 'yantra', 'tantra' and 'mantra' to complete the 'yagna'. We must ask ourselves whether 'Make in India' is measurable, whether we have data on each sub sector, whether our policy makers can be advised on which of these sub sectors are likely to grow so that they can focus on them and whether policy change will attract entrepreneurs to these sub sectors. Academic institutions like IIM Bangalore can develop models for each of these sub sectors. Only then can we say that policy making is driven by analysis."

Listing the pivots to increase the thrust on manufacturing, Arun Chandavarkar, CEO & Joint Managing Director, Biocon, said India must take advantage of the demographic dividend by giving the youth skills and knowledge, ensure good governance and end bureaucratic delays, nurture entrepreneurial culture by taking it from services to manufacturing, bring in global alignment in corporate governance and leverage it to facilitate partnerships and investment. "It is only when we have enablers like talent, skill, infrastructure, guidelines and fiscal policies can we increase manufacturing's contribution to the country's GDP from 17 percent to 25-26 per cent," he said, declaring that "notions which say it is more glamorous to be in services, not in manufacturing must be busted."

Describing 'Make in India' as a relevant mission, Chris Rao, Vice President, UTC Aerospace System, UTAS, said the sector needed to develop a supply chain of vendors, down to tier 4 suppliers, so that the integrators could focus on technology and innovation. "India has huge engineering talent. We see huge opportunity here. What we also need is strong policy support and good government support. Else, Mexico, Brazil, China, Poland, Singapore and Taiwan could beat us in this game," he said, calling for professionally-run industry-focused organizations to create ecosystems that support manufacturing.

Earlier in the day, IIMB Director Sushil Vachani welcomed the distinguished panel. Moderating the discussion, he also took a few questions on new initiatives taken by IIM Bangalore to support entrepreneurial culture and social responsibility among its students.

The panel discussion was followed by an Open House on IIMB's Post Graduate Program in Enterprise Management, which caters to the needs of diverse industries, including manufacturing.

Professor Abhoy Ojha, Chairperson, Post Graduate Program in Enterprise Management (PGPEM), said: "IIM Bangalore designs its programs to cater to management education needs of different domains in India. The Post Graduate Program in Software Enterprise Management was launched in 1998 to partner the software and IT industry in its growth to global prominence by providing world class management education to middle and senior managers. The program has now been re-positioned to cater to the needs of diverse industries, including manufacturing, in Bangalore and neighboring cities. The panel discussion, 'Make in India', provides IIMB an opportunity to engage with captains of the industry to understand the opportunities and challenges of the manufacturing sector and fine tune its offerings to partner with the industry to make Bangalore (and India) the global hub for manufacturing."

About the program:

The Post Graduate Program in Enterprise Management (PGPEM) is a 22-month weekend residential management program. Classes are scheduled on Friday afternoons and Saturdays. The program is designed for the needs of high performing professionals from across industries who want to continue working even as they upgrade their management knowledge and skills. It provides them a strong grounding in general management through the core courses in the first year, and a rich choice of electives in the second year.

Candidates with over 3 years of work experience may apply. Selection is based on CAT/GMAT/GRE score. Those with over seven years of work experience can take the PGPEM entrance exam that will be conducted by IIMB on 8th February, 2015. The last date to apply online is 31st January, 2015. Visitwww.iimb.ernet.in/pgpem for details.

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"INDCOSERVE" A prize winning case study from IIM Bangalore India

Case study on INDCOSERVE by Professor Seema Gupta and Professor B Mahadevan ranked #1 in ISB-IVEY Case Competition, 2011

The case study "INDCOSERVE: Stirring Up" by Professor Seema 

Gupta and Professor B Mahadevan was ranked #1 in the ISB-IVEY Case Competition, 2011.

The competition witnessed overwhelming response with over 220 faculty members representing more than 75 business schools registering for the competition.  Submissions came in from top Indian B Schools including  IIM-A, IIM-B, XLRI, S.P. Jain, MDI, IIT-B, NMIMS, Welingkars as well as many upcoming B-schools. Cases covered topics like Social entrepreneurship Microfinance, Leadership, Change Management, Governance etc., in addition to regular management topics of strategy, marketing, and organizational behavior etc. Competition was intense.

The case was judged by Ariff Kachra - Strategy Professor & Director of India Development, Richard Ivey School of Business and Sharon Armstrong, VP Business Development CMA, Ontario.

ABSTRACT

INDCOSERVE: Stirring Up

Seema Gupta and B Mahadevan

Indian Institute of Management Bangalore

In January 2011 A.S. Jafry, Special Officer and Managing Director, INDCOSERVE, a tea producing and marketing cooperative, was reflecting on the marketing strategy of the company. Jafry's main concern pertained to putting more money in the hands of the small growers. He can do this only by increasing the profitability. The moot question is do we increase profitability by improving the quality of tea or by strengthening existing marketing channel or by exploring new channels?  

Agricultural commodities often are characterized by seasonality and shelf-life of the produce. Further, in countries such as India there are significant public policy dimensions (governmental regulation on pricing and markets etc.) that critically influence production, distribution and marketing of several agricultural commodities. Unlike their counterpart in manufacturing, agricultural commodity supply chains typically are not well organized in such countries. Therefore, prevalence of cooperatives as an organization structure for managing several supply chain activities is also a common feature. This case has contextually been set under these conditions and it deals primarily with the issue of marketing of tea. In addition to issues pertaining to marketing of agricultural commodities, tea poses unique challenges arising out of numerous varieties/grades. Due to several of these aspects understanding the factors that influence profitability of a firm engaged in procurement, production, marketing and brand creation of tea makes an interesting study for a student of management.

The case offers a multidimensional perspective to the problem of improving the profitability and points to various alternatives in the hands of the management to address the same. The case can be used in the core marketing course, perhaps, as a capstone case towards the end to highlight the interrelationships among different elements of marketing. The case can also be used in other courses to introduce challenges of managing cooperatives, use of auction as the procurement mechanism and also to illustrate the use of Internet as a primary marketing channel.

B. Mahadevan is a professor of operations management at the Indian Institute of Management Bangalore, where he has been teaching since 1992. He was also the Dean (Administration) of the institute. Professor Mahadevan has more than 18 years of wide-ranging experience in teaching, research, consulting and academic administration at IIM Bangalore and other reputed institutions such as IIT Delhi and XLRI, Jamshedpur. He was earlier Chief Editor of the IIMB Management Review, the premier Indian journal for management educators, consultants and practitioners. Professor Mahadevan was earlier the EADS-SMI Chair Professor for Sourcing and Supply Management at IIM Bangalore. He was a visiting scholar at the Amos Tuck School of Business Administration, Dartmouth College, New Hampshire, in 1999-2000.  He was also a retainer consultant to Deloitte Consulting LLP, USA, in 2001-2002. Professor Mahadevan is on the board of trustees of some NGOs providing valuable community and social service.

Professor Mahadevan is a member of the editorial board of the Production and Operations Management Journal and the International Journal of Business Excellence. He served in the editorial board of Six Sigma and Competitive Advantage. Besides being on the advisory boards of several business schools and management journals in India, Professor Mahadevan has published several of his research findings in leading international journals such as the California Management Review, the European Journal of Operational Research, the Production and Operations Management Journal, the International Journal of Production Research, the International Journal of Technology Management and the Asian Journal of Operations Management. He is a lifetime member of the Society of Operations Management and a member of the Production and Operations Management Society.

Seema Gupta is Assistant Professor of Marketing at the Indian Institute of Management Bangalore.  She has earlier worked with RPG Enterprises in Sales and Marketing function.

Professor Gupta's current research interests are Marketing strategy, Corporate Reputation and Marketing Communications. She has published papers in international journals such as Corporate Reputation Review and Public Relations Review. Her recent research includes identifying new dimensions for communicating change in corporate identity; building an experience brand; and building image through advertising. Some of her recent cases are on The Park Hotels, Coke-Pepsi and Bosch.

Professor Gupta is the academic affiliate of Reputation Institute (RI) a premier international research and consulting organization, for India. She is an invited speaker in forums of Marketing, Corporate Reputation, Corporate Communications and Public Relations.

She has conducted several training programmes on Marketing and Marketing Communications for executives. She has done consulting assignments for public as well as private sector organizations in the field of Marketing Strategy and Corporate Reputation.

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