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India Council on Competitiveness
MD’s, Presidents, CXO’s University
Chancellors, Vice Chancellors and Civil Society
leader...
Formation: India Council on Competitiveness
• Institute for Competitiveness, India establishes the India Council on Compet...
Formation: India Council on Competitiveness
“I am so pleased to see India start up its own Competitiveness Council and bri...
India Council on Competitiveness
• The council is a non-profit undertaking and intends to remain a non-partisan, non-
gove...
Pillars of competitiveness
Competitiveness is determined by the level of productivity of our country. Pillars here are the...
Membership Benefits
• Council aims to remain committed to enhance India’s competitiveness via a pro-growth agenda to capit...
Requirements from the Members
• The Council’s activities are funded by contributions from its members, foundations and pro...
Role of the Executive Members
• The Council’s Executive members (14 Industrial Vice Chairs + 3 Civil Society + 3 Universit...
Role of the Executive Members
• Collectively set the future agenda to decide and align the activities of the Council with ...
Members of the India Council
Structure of the council
Structure of the council
• Membership will be tripartite focused majorly constituting CXOs, University Chancellors, Vice
C...
Structure of the council
Representation for the executive membership for Industry would be classified as:
• Finance, Banki...
Areas of Focus - Initiatives
• Manufacturing
– Technological advancements in
Manufacturing
– Competing China?
– Environmen...
National Competitiveness Forum 2014
• India’s National Competitiveness Forum, the flagship event of India
Council on Compe...
CTO Interaction 2014
• CTO Interaction is a meeting of eminent CTO’s gathering
under the Council’s banner to discuss upon ...
Interaction with Navi Radjou
• Learning sessions are being conducted in association
with ‘Thinkers’. The first among the s...
Interaction with Stuart L. Hart
• A breakfast session and a workshop was conducted in
association with ‘Thinkers’ on Decem...
Timeline
Supported Initiatives
• Social Progress India: The project aims to provide help for the basic and aspirational needs
of th...
The End
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India Council On Competitiveness

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Institute for Competitiveness (India) the Indian knot in the global network of the Institute for Strategy and Competitiveness at Harvard Business School has initiated the India Council on Competitiveness. The Council, created in collaboration with the U.S. Council on Competitiveness; is based in Gurgaon, India and is an association of distinguished members from industry, academia, think tanks, media and researchers. The mission of the India Council is to set an action agenda to drive Indian competitiveness, productivity and leadership in world markets to raise the standard of living for all Indians

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Transcript of "India Council On Competitiveness"

  1. 1. India Council on Competitiveness MD’s, Presidents, CXO’s University Chancellors, Vice Chancellors and Civil Society leaders working to ensure Indian Prosperity
  2. 2. Formation: India Council on Competitiveness • Institute for Competitiveness, India establishes the India Council on Competitiveness in collaboration with the U.S. Council on Competitiveness • Institute for Competitiveness, India is the Indian knot in the global network of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India is an international initiative centered in India, dedicated to enlarging and purposeful disseminating of the body of research and knowledge on competition and strategy, as pioneered over the last 25 years by Professor Michael Porter of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India conducts and supports indigenous research, offers academic and executive courses, and provides advisory services to the Corporate and the Governments. The institute studies competition and its implications for company strategy; the competitiveness of nations, regions & cities and thus generate guidelines for businesses and those in governance; and suggests and provides solutions for socio-economic problems • The US Council on Competitiveness was founded in 1986 and is the only group of corporate CEOs, university presidents and labor leaders committed to the future prosperity of all Americans and enhanced U.S. competitiveness in the global economy through the creation of high-value economic activity in the United States
  3. 3. Formation: India Council on Competitiveness “I am so pleased to see India start up its own Competitiveness Council and bring together the ranks of its top industry, university leaders and other top delegates with the goal of focusing on India’s productivity and prosperity” “Similar to the U.S. Council, the Indian body will be committed to addressing the issues pertaining to India’s competitiveness in a multidisciplinary manner. It will surely build strategic partnerships with both the public and private sectors; and it will ensure a stronger and more prosperous India in this ever- changing and competitive global environment” – Honorable Deborah L. Wince-Smith “We are truly delighted to set up the Indian Council on Competitiveness in collaboration with the U.S. Council on Competitiveness, the Council is being constituted in this country at a time when there is an imperative need for an apex body to drive the competitiveness of the country in the right direction ” – Dr. Amit Kapoor “Launch of this Council really pleases me, its unique structure and will enable us to form a collective voice under its banner, this also puts in motion a set of collective action with a pro business, pro sustainable growth and prosperity intention with the mutual interest of organizations and leaders on both sides.” – Wilfried Aulbur, Chairman, India Council on Competitiveness
  4. 4. India Council on Competitiveness • The council is a non-profit undertaking and intends to remain a non-partisan, non- governmental organization that aims to influence the change through debates, discussions and interaction • This Council is not intended to be a lobbying group • The only group of corporate CXOs, University Chancellors and Vice Chancellors and Civil Society leaders committed to the future prosperity of all Indians and enhanced Indian competitiveness • To drive Indian competitiveness, together we work to set an action agenda • Council is a unique effort of bringing a cross section of private sector leaders aimed at generating and suggesting innovative public policy solutions, corporate actions, setting research agendas for a more prosperous India • Council actively seeks to engage in partnerships with organizations as well as individuals both in the private sector and the government to mutually benefit its agendas to strengthen the position of all parties
  5. 5. Pillars of competitiveness Competitiveness is determined by the level of productivity of our country. Pillars here are the components through which we will measure and monitor the increase and decrease in competitiveness • Driving Innovative Entrepreneurship • Development of Skills • Upgrading India’s Infrastructural framework • Fostering Sustainability • India’s increased engagement within the Global Economy • Managing Risk and attaining Balance • Reducing income inequality and enhancing social inclusion and progress
  6. 6. Membership Benefits • Council aims to remain committed to enhance India’s competitiveness via a pro-growth agenda to capitalize on its unique strengths as well as address India’s challenges, members get to be a part of this leaders’ cohort • Council’s eminent membership’s ability to forge strategic partnerships across the private and public sectors • Members get an opportunity to add their voice to a movement seeking to shape our nation’s strategy on issues as well as suggest possible solutions • Amplification of the voice via Council’s platform • Access to one-of-kind partnership and networking possibilities through invitation only dialogues process, conferences and events both within India and abroad • Insightful thought leadership from their peers, as well as staff • All initiatives will comprise of debates, discussions, dialogues and conferences which lead to publications in form of whitepaper, reports and clarion call • Association of the member to a cause which aims to see prosperous India • Representation within the council is spread across all the sectors of the economy, which allows for a wide and a distinct benefit for all members
  7. 7. Requirements from the Members • The Council’s activities are funded by contributions from its members, foundations and project contributions • Membership to the council is renewable every year and is charged an annual fee of $50,000 for founding members, $20,000 Multinational Corporations, Multi Location Firms, Conglomerates, Diversified Enterprises, Trade bodies, $10,000 for Indian organizations, Country Embassies, $5000 for Educational Institutes, Think Tanks, International Bodies and $2500 for Thought Leaders, Thinkers and Distinguished Individuals • Council membership is invitational, based on a criterion and is offered to leaders who have shown stewardship in their business interests as well as the communities in which they operate • Insightful leadership and ability to impart wealth of knowledge to their peers and guide the council raise issues, offer opinions, solutions as well as help the council action them • Set forth a collective action to increase India’s competitiveness, productivity and prosperity
  8. 8. Role of the Executive Members • The Council’s Executive members (14 Industrial Vice Chairs + 3 Civil Society + 3 University Leaders) would be expected to drive the research agenda for the Council in their respective industries • Executive members would act as the bridge between the board members and the general member and offer the assistance to the board with their agenda • Executive members need to be proactive in their functioning and indulge themselves with consensus building activities within their industry’s purview and other members • Collectively Executive members would guide and assist the Council’s Board in its smooth functioning • Decide the research work, and subsequently decide what needs to be published, the number of publications, the methods and ways in which dissemination of the publicized reports
  9. 9. Role of the Executive Members • Collectively set the future agenda to decide and align the activities of the Council with the Key Initiatives and propagate the implementation of competitiveness pillars to their respective industries. • Guide and direct the collective action for the corporates, university leaders and civil societies to increase the competitiveness to drive a prosperous India • They will also be expected to play a role in deciding the future membership within the Council • Executive members on the Council will also be entrusted to elect the Board on the Council • Board members will guide and offer direction to the research agenda for the council helping the council enable the vision for a Pro Growth India
  10. 10. Members of the India Council
  11. 11. Structure of the council
  12. 12. Structure of the council • Membership will be tripartite focused majorly constituting CXOs, University Chancellors, Vice Chancellors and Civil Society leaders • The Council is headed by a Board of 6 members which will be closely supported by an Elected membership of 14 Industry vice chairs + 3 University Chancellors, Vice Chancellors + 3 Civil Society Leaders • Board will comprise of a Chair, Industry Chair, University Chair, Civil Society Chair, President and CEO; and Member • General membership would be limited to only representatives of their respective organization, with the focus to include the tripartite • Council would also invite National Lab Associations for partnership as well as affiliations at various level
  13. 13. Structure of the council Representation for the executive membership for Industry would be classified as: • Finance, Banking & Insurance • Healthcare, Pharmaceutical & Social Assistance • Information, Telecom & Data Processing • Food & Beverage • Education, Training & Educational Services • Retail & Wholesale • Utilities, Electricity, Gas, Water & Power • Arts, Entertainment & Recreation • Construction, Real Estate & Steel • Petroleum, Chemicals & Plastics • Transportation, Logistics & Aviation • Textiles & Apparels • Computers & Electrical Appliances • Tourism & Hospitality
  14. 14. Areas of Focus - Initiatives • Manufacturing – Technological advancements in Manufacturing – Competing China? – Environmental Impact of India’s manufacturing growth • Energy – Sustained Energy Security • Education – Need for a relook at our Education system • Innovation – Develop and Protect Intellectual Property – Starting startups and fostering entrepreneurship – Waste Management • Agriculture – Maximizing productivity and optimizing irrigation – Enabling the use of technology • Healthcare – Rethinking Healthcare • Global India – Where India Stands – A collaborative effort to improve India’s position in the world – Improving the state of doing business in India
  15. 15. National Competitiveness Forum 2014 • India’s National Competitiveness Forum, the flagship event of India Council on Competitiveness held on September 26, 2014 at Radisson Blu Plaza in New Delhi was a huge success. The day started with an opening address and keynotes. Followed by thought provoking panel discussions and other deliberations by influential leaders. • Sessions were held around the theme of Economic geography and Competitiveness, Technology and Competitiveness, Enabling Industrial Development, Realigning Institutions and Competitiveness Decoder • Influential leaders such as Pirojshaw Sarkari (CEO, Mahindra Logistics), Kevin Stolarick (Director, India Institute for Competitiveness, Toronto), Girish Nayak (CTO, ICICI Lombard), Gerd Hoefner (MD, Siemens), Nagendra Palle (CEO, Mahindra First Choice Wheels), Angara Venkara Girjia Kumar (CEO, National Insurance Company Limited) and Anita Arjundas (CEO, Real Estate Sector and Managing Director, Mahindra Lifespace Developers) et al were some of the other panelists.
  16. 16. CTO Interaction 2014 • CTO Interaction is a meeting of eminent CTO’s gathering under the Council’s banner to discuss upon the state of India’s Innovation and technology. It was held on August 26, 2014 in Bengaluru. • CTO Interaction is an initiative by the council to provide leading technology, innovation enthusiasts to opine on key important issues, challenges and opportunity that lies ahead for India. • CTO’s ranging from established multinational to upcoming cutting edge organizations and technology brokers within the country attended the event. • The aim was to bring forward views and opinions of the experts in the field, who have, with their experiences, managed to understand and play a part in taking charge of country’s innovation.
  17. 17. Interaction with Navi Radjou • Learning sessions are being conducted in association with ‘Thinkers’. The first among the series was held on December 8, 2014 with Navi Radjou. • Navi Radjou is an independent thought leader and strategy consultant based in Silicon Valley. He is an internationally recognized voice of business innovation and leadership. • He delivered a talk on “How to profit from the global ingenuity economy?.” He discussed how new technologies (mobility, social media, Internet of Things, 3D printing) and groundswell socio-economic movements (e.g., sharing and circular economy, maker movement) are dramatically lowering the cost of innovation worldwide. Using real-life case studies, he showed how companies could reinvent their strategy, culture, and leadership to succeed in the emerging global ingenuity economy.
  18. 18. Interaction with Stuart L. Hart • A breakfast session and a workshop was conducted in association with ‘Thinkers’ on December 8, 2014 with Stuart L. Hart • Stuart L. Hart is the Steven Grossman Endowed Chair in Sustainable Business at the University of Vermont Business School and the Samuel C. Johnson Chair Emeritus in Sustainable Global Enterprise and Professor Emeritus of Management at Cornell University’s Johnson School of Management. He is also President of Enterprise for a Sustainable World, Founder of the Base of the Pyramid Global Network and Co-Founder of the Emergent Institute in Bangalore, India. • In his workshop for executive teams, he helped them to develop a framework that enables a constructive discussion about how best to incorporate the emerging challenges associated with sustainability into core business strategy
  19. 19. Timeline
  20. 20. Supported Initiatives • Social Progress India: The project aims to provide help for the basic and aspirational needs of their citizens. The Council would thus be actively looking to rapidly expand this conversation to reach a critical mass of interested and qualified communities looking to bring the same rigor to social and environmental progress as to economic growth and business competitiveness. • Shared Value: The initiative would help to drive the adoption, implementation and practice of shared value strategies amongst leading companies, civil society and government organizations. This helps them not only earn profits but also solve critical problems facing communities. • MobiPrize India: It will offer a global platform for the new ideas / innovations / projects and ventures that are creating positive change in the mobility space. Launched jointly by SMART and the Institute for Competitiveness in association with the council, it would celebrate and reward the ventures and ideas that are changing or strengthening the transportation systems in the Indian context.
  21. 21. The End
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