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Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
Spark - Volume 3
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Spark - Volume 3

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Spark is the student magazine from S.P.Jain Center of Management, Dubai / Singapore. This is third volume of the magazine.

Spark is the student magazine from S.P.Jain Center of Management, Dubai / Singapore. This is third volume of the magazine.

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  • 1. VOLUME 3 AUGUST 2009
  • 2. VOLUME 3 Volume AUGUST 2009 03 Magazine from S P Jain Center of Management SPark Ignite Your Imagination August 2009 In this issue Gang @ SPark Message from Dean Dr Michael Barnes,GMBA Dr Balakrishna Grandhi,EMBA SI GAPORE Interview with Mr. ader Sabry Sojish Competition Segment Ishtiba Rajdeep Latest ews @ SPJCM Bharat Mohammed Faculty Speak View Point Visiting Wisdom DUBAI Straight From the Heart Atul Lokesh Speaking Tree Kushagra Travelogue amit Prarthana Students Club Vinayak Events @ SPJCM Accolades Life @ SPJCM 2
  • 3. VOLUME 3 Volume AUGUST 2009 03 Magazine from S P Jain Center of Management SPark Ignite Your Imagination August 2009 From the SPark desk When one thinks of change, the thought is restricted to the way things are done and probably just a paradigm shift in the “template form of doing business” which basically means, get a template that suits your style and you have your business up and running. Easy it was, just change the template, and you have “changed the process”. But in times of uncertainty change is not only important but can prove detrimental if not handled with utmost care. Change as a proc- ess should not be imposed upon the people, rather it should include the people. Had it been any other times of uncer- tainty the business managers of yesteryears and the current higher echelon breed of managers would have gone back to the books and reflected upon John P Kotter’s “ 8 steps towards successful changes”. But the new downturn and circumstances have been such that the books and the philosophies embellished in those books would hardly come handy. Hence the “need for a change” in the way business is run, people are managed and a complete change in the outlook towards business. Change- the only constant thing!! The theme of this edition of SPark was centered around this universal truth. In the current scenario of economic re- vival, one of the most widely discussed topics around the globe will be “Change Management”. And we saw some overwhelming responses from the students of both GMBA and EMBA. The top three articles were selected and are published in this issue. These articles were evaluated by our panel - Prof. Christopher Abraham, Dr. Balakrishna Gran- dhi, Dr. Dawn Dekle, Prof. Veena Jadhav and Prof Mythili and the top three are published in the magazine. We would like to thank the panel for their precious input and time. Apart from the top three competition articles, this volume brings to you other business articles, a fair coverage of the events at Dubai, Singapore and Toronto, invaluable contri- butions from the faculty and Alumni. SPark would like to thank everyone who has taken the time and effort to be part of this venture and make this edition a reality. Also we would like to thank Dr. Michael Barnes, honourable Dean GMBA and Dr. Balakrishna Grandhi, honourable Dean EMBA for their constant guidance and support. Our heartfelt thanks to Dr. Seetharaman, Dr. Rajiv Aserkar, Prof. A.R.Rajagopalan, Prof. Yusuf Tambawala and Prof. Vinika Rao for lending us their support and help at all stages of this journey. We can never forget the invaluable support from Mr. AVR Srinivas and Mr. Srinivas Phani in getting the teams organized. We appreciate the support extended by Ms. Mini Menon on all alumni related resources. Our sincere thanks to Prof. Veena Jadhav for her continuous support and mentorship. Last but not at all the least, each and every- one who has contributed to SPark!!! We, the gang @ SPark, had some real exciting time while working on this issue as in the previous one. We treasure each and every moment of ‘SPark’ling!!! Happy Reading!!! Gang @ SPark 3
  • 4. VOLUME 3 AUGUST 2009 MESSAGE FROM THE DEAN Welcome to another edition of SPark! Despite the slowdown in the world economy there has been no slowdown at S P Jain. On the contrary, there have been a number of highly significant and positive development since the last publication: Number one, under the able and dynamic team leadership of Dr. Debashis Sanyal our DR. MICHAEL GMBA and EMBA programs have been accredited by AMBA - the U.K. based Association of BARNES AMBAs, one of the foremost international accreditors. We are now the only business GMBA school of Indian origin to have the MBA accredited by AMBA and it is indeed a great achievement and recognition of the quality of our students, our faculty, our curriculum, our administrative policies and procedures, as well as our excellent facilities. At the beginning of June, it was my great pleasure and privilege to be present and repre- sent S P Jain on the inauguration of the first cohort of 40 GMBA students to attend the Global Program at the Number One, Schulich School of Business in Toronto’s prestigious York University. The students (whom I have dubbed the “Maple Leafs’) are following the same basic curriculum as GMBA juniors in Dubai and Singapore, but with a Canadian ‘flavor’ and perspective taught by Schulich faculty in the North American style. Feedback from the students has been excellent, and the things we can learn as students, faculty, and administration will be invaluable for continuous improvement through direct exposure to best practices at Schulich. In addition, we have made a similar partnership with the Number One, Australian Gradu- ate School of Management at the University of New South Wales in Sydney. Students who join the November ’09 batch will have the competitive opportunity to go to Australia for a 10-week term along the same academic lines as the Canada option for the April ‘09 batch. Unofficially, I will refer to this future group as the ‘Koala Bears’! These are all ways and means to build the S P Jain brand on a global basis by associating with the “best in class” and learning from best practices. Needless to say, it also gives the students who are fortunate enough to go on these intensive study programs, a unique, memorable, and possibly life-changing experience. Closer to home in Dubai and Singapore, we have been gearing up for a busy period of ARPs & ALPs – which are again superb opportunities to associate closely at a senior level with top companies – and at the same time ‘add value’ through the ability to apply your GMBA tools and skills, and integrate your business knowledge in collaborative mode to real live challenges and opportunities. In Dubai and Singapore - and much further afield in some cases - S P Jain will be making a global impact and striking a global SPark! 4
  • 5. VOLUME 3 AUGUST 2009 MESSAGE FROM THE DEAN Dear friends, In turbulent times and unpredictable situations, one is required to take decisions in un- foreseen contexts. It has to be done with logic, judgment and reasoning. This is an era seeking corporate athletes who can exercise Contextual Leadership , executing leadership DR. BALAKRISHNA or taking charge in different contexts. GRANDHI EMBA An athlete strives hard to stay ahead of competition. He stays not only physically fit but also mentally strong and spiritually balanced. He possesses strength, stamina and an atti- tude of positive thinking. A case in point is Roger Banister who ran one mile by breaking the four minute barrier. Another is Lance Armstrong who is currently competing for his eight medal in Tour de France. Likewise in current uncertain times, an aspiring executive has to be fit and ready to handle any context by visualizing the invisible through scenario mapping and analysis. He should be agile and responsive to demonstrate his/her leadership commanding the trust of both internal and external stakeholders. At SPJCM, over a year, you have the privilege of interacting with one another, practitio- ners and faculty members from across the globe, requiring you to solve real world prob- lems, handle cases and understand cross-cultural/cross-functional differences and ap- proaches. You have an array of contexts that need to be answered: -Why has one failed or succeeded? -How could one have done differently in different contexts? -In case of success, was it by design or accident? -How to ensure consistent high performance? Wish you use all these opportunities well, connect the learning dots and become a good corporate athlete exercising sound contextual leadership. Good luck! 5
  • 6. VOLUME 3 AUGUST 2009 EXPERT SPEAK Interview with Mr. Nader Sabry, Chief Strategist for Government of Dubai, Department of Economic Development and the former Global Chairman of the Institute for Strategy and Complexity Management Forum. Interviewd by: Namit Nayak, Vinayak, Lokesh Sir, it has been fascinating to see your profile. You have played multiple roles as a strategist, au- To classify this Middle Eastern region is very difficult. thor, venture capitalist, and also worked with gov- This region as a culture is very diversified so it will ernment. How exciting has been the journey so far? really depend upon which part of the region you are looking at. In general the region over the last decade The nature of being a strategist is to has woken up because of Dubai and deal with multiple things. Nothing in Dubai government is a you will see a lot of people from the world is that simple but yet at the very dynamic entity who around the world coming to Dubai. In same time it has so much simplicity aims to operate like a addition a lot of people are diverting with it and that is the beauty of deal- away from this region so you will have private entity and this is ing with so many different things. It’s a lot of neighboring countries who are been quite exciting because I have one of the most unique actually capturing a lot of the talent been fortunate enough to experience Governments to work that was initially attracted to Dubai historically the dot com era at that and that developed in Dubai is now time and boom time of Dubai. So I had the experi- helping the neighboring countries to help develop the ence to see the ups and downs of some of the parts Dubai way. Dubai specifically is a very multinational of the world and being at the epicenter gives you the region and there are 185 nationalities here and that ability to learn and see many of the things that are in Middle East are very unique. emerging rather than being end of the way of the epi- center and being more of consumer rather than being How is the GCC (Gulf cooperation council) economy a thought provoker to make things happen. shaping up after recession? Do you see signs of eco- nomic recovery in near future? How different it has been working with government and MNC’s? Recovery is inevitable wherever you are with ups and downs. The good news is that we are It is very different. More important The growth opportunity still in positive numbers where in other thing to point out is that Dubai govern- lies in the private equity, parts, they are forecasting negative ment is a very dynamic entity which venture capital start ups numbers. This signifies that we are still aims to operate like a private entity which are innovation growing but not at the same rate as and this is one of the most unique before. If you see different predictions driven. Governments to work with. It doesn’t from a lot of private bodies you will mean that working in Dubai is working in a private see that a lot of them think that this region will entity but what it means is, that it has the look and emerge from this recession quickly than a lot of other feel of a private entity which gives you the flexibility places for a variety of reasons. to be ambitious and think like a corporation of being productive and at the same time government has a What are the challenges in developing capital mar- big responsibility in looking out at your constituents. ket in a country like UAE? Can you please share with us the corporate culture It will have to be regulated but you have to look a bit in Middle eastern region? deeper because in surface the most obvious answer is 6
  • 7. VOLUME 3 AUGUST 2009 EXPERT SPEAK Interview Continued … regulation and transparency but more strategic impli- growth. These are mechanical perspectives in nature cations of it that is when you need to drive for ven- and unfortunately these methods don’t work in un- ture capital, private equity and innovation that actu- certainty and downturn. Now scenario planning ally build innovative companies and which drive the emerges because it helps you to be flexible as it gives demand for capital market to actually encourage the different imaginative possibility and that’s what is companies to invest in because largely you will find happening with experienced methods and to get out very large companies or you will have family business of some of the tools you have to look for one decent going public. The growth opportunity lies in the pri- point that comes from consulting firms. A lot of them vate equity, venture capital start ups which is innova- are scenario driven giving a clear indication that tion driven. there is complete uncertainty and these old methods are unpredictable in this turbulent situation. Which are the strategic areas the government should focus on to recover from the economic In this time of economic turbulence, what different slump? should B School do to prepare students? We will be revising our development Its a tough question to answer as the plan and obviously there will be some What has happened dur- dust is just settling on what is happen- sectors more robust than others for ing last few years is that ing. Some of the qualities that I will an- example tourism has always been a the companies have gone ticipate or look in people are flexibility champion sector in Dubai that’s why complacent in driving in nature and very innovative because Dubai is very tourist friendly and productivity since when these are turbulent times and you need hence works with business and so money is flowing one can to find solutions to some of the most forth but that currently we will be re- forgive all kind of sins. difficult problems. So if you are regi- vising and relooking at, as with the mented you will always see only one current financial meltdown the things tunnel. And that will not help you or have been reshuffled all over the place so it isn’t like whoever decide to employ you in future. You need to before where you had historical data that you could be able to think more broadly and more innovatively look at for predicting things. Things are so unpredict- and that’s why the companies and economic devel- able at this point of time that one requires a lot of opment need to be very productive. What has hap- tools, to find in different ways of looking at things to pened during last few years is that the companies get the feel of what is next to come. have gone complacent in driving productivity since when money is flowing one can forgive all kind of The theme of our magazine is Managing Change. sins. The next question to you is that how will you man- age this change in the UAE development plan? This is important from strategic point of Some of the qualities view. We have to look at pre crisis and that I will anticipate or post crisis from strategic level. In a pre look in people during crisis there are a lot of people who will such downturns are flexi- not do scenario planning, but rather will bility in nature and being look at very typical planning driven innovative. strategies and will see the past data and apply regression analysis to predict the 7
  • 8. VOLUME 3 AUGUST 2009 COMPETITION SEGMENT WINNER MANAGING CHANGE: Comprehending the Inscrutable Need In the cut throat competition, in the economic 2.The entities which adapt themselves to change downturn, in bad times or the economic growth, when the change actually occurs: They incorpo- in the Bull Run or in great times, doesn’t it actu- rate the thought in their entire organization that ally make sense to understand the change and change is inevitable and since it has finally come equip oneself for the same? We already know here better be an active participant or perish. that in this dynamic world the only thing that And for this the oppositions have to be faced Gaurav Sharma actually remains constant is change itself. So the internally. The way they handle that opposition PMM Dec08 age old wisdom actually inspires each and every is the make or break situation for the company. GMBA entity of the world to be a student of change. If they are able to cover up the suspicion, con- Managing change actually is a configuration of servatism and fear of the unknown then they are all these factors. The plain fact that the fortune on top of the situation otherwise they have the“It is not the 500 companies haven’t remained constant itself friction. A perfect example is of the Swiss watch strongest of the speaks about the need of managing change. And industry which was complacent till they were species that sur- those companies who have actually flourished forced to exit from the market. Then came their vives, nor the during the turn of the centuries are the ones savior Nicholas Hayek who managed the change most intelligent, who were most receptive to change and who in such a manner that the Swatch is now syno- adapted themselves to the changing needs of nym for watch. They managed the change under but the one the market or environment without diluting most responsive his leadership for survival first and then growth. their core values. Thus the three words which to change.” aptly describe change are eternal, perpetual and 3.The entities which do not respond to change: -Charles Darwin immortal. Thus the need for managing change Firms cease to exist or just exist till a competitor could not have been more substantiated. buys them out or erases them from the market Strategic Thought: Any Entity can actually be when they are not willing to change. Their atti- categorized in three dimensions of managing tude toward change is so pessimistic that they Three words change (An Entity could be business entity, peo- feel that everything must be according to their which aptly de- ple and thought as well) requirement. So they are liable to say “If the scribe change shoe doesn’t fit you can’t expect us to change are eternal, per- 1.The entities which anticipate change in ad- the foot” The father of Modern management vance and adapt themselves to it: Any leading Peter F Drucker said “Society, community, family petual and im- firm will always manage change by thinking in are all conserving institutions. They try to main- mortal. advance, by being innovative and by equipping tain stability, and to prevent, or at least to slow itself with all the necessary requirements. They down, change. But the organization of the post- do not allow the environment to tell them what capitalist society of organizations is a destabilize. to do but rather they tell the environment what Because its function is to put knowledge to work and how to be done. This they do by managing -- on tools, processes, and products; on work; on So as long as change in their organization well before time. knowledge itself -- it must be organized for con- you wish to For this they have to face enough friction, they stant change.” grow you have actually make enemies with in the company but to change and then the leaders in those organization know that So as long as you wish to grow you have to one should man- the rebellion is not for the great things to come change and one should manage the change to but for the path they will have to take for it. lead. age the change They have invested huge amount in their infra- to lead. structure for research and development for be- ing the leaders. They are lead by Gandhian phi- losophy of “We must be the change we wish to see in the world”. 8
  • 9. VOLUME 3 AUGUST 2009 COMPETITION SEGMENT 1st RUNNER UP MANAGING CHANGE In today’s dynamic world where everything is systems. Team members were assigned differ- so unpredictable and uncertain, change is the ent roles as per their competency. People of only buzzword and the key to survival. Change high caliber were given more responsibility. The is intricately woven in our life and the same systems were highly organized which led to high applies for any organization. As budding man- performance of the members. Project was given agers of tomorrow we need to handle change top priority as the deployment of the new sys- Siddhartha Ran- aptly to convert it into our advantage. For any tem was very crucial for company’s future suc- jan Batacharya change, organization needs to focus on two cess. Moreover with the kind of money invested SMM Apr 09 crucial factors as follows : in the project, it was monitored directly by the GMBA − Importance to the processes and systems senior management. undergoing change. A deep clarity on where The shared values of corporate culture and the organization is heading and what change is work ethics of Bharti is one of the best in India “It is not the required is essential. and it is ranked among the top companies in strongest of the − Equal importance should be given to the this respect. With appreciable style, senior man- species that sur- workforce involved in those processes. Under- agement anchored the project all through to vives, nor the standing the impact of change on the staff is convince the staff the needs and benefits of the most intelligent, critical. new system. They understood involvement of but the one A healthy balance of both the factors is the key employees was a critical success factor. This most responsive to a successful change management. ensured that staffs were prepared to accept the to change.” At present, with earned knowledge of manage- changes although the new system would bring a ment fundamentals I stand to relate the overall change in the way employees used to work. Em- -Charles Darwin change management in which I participated as ployees got convinced that the change is not a software professional, as my assignment in only for the good of the organization but also past. I was lucky enough to be part of Bharti As budding for them. Regular training during the whole pe- Airtel’s (India’s no 1 mobile operator) conver- riod of implementation, to enhance skill, gavemanagers of to- gent billing solution project. morrow we the employees a comfort feel Sharing with you the way I in- about the new system. need to handle terpret it today. change aptly to McKinsey’s 7S model for Today after eight years no- convert it into change management is my pick body can deny that the move our advantage. as it perfectly fits in my exam- made by this telecom behe- ple. It focuses on interdepend- moth, having pan India pres- encies of seven areas which ence in all 23 telecom circles For any change, when blended in the right fashion can lead to with over 100 million subscribers, was perfect at organization successful change management. that time. The strategy and execution of this needs to focus change management, balancing process and on two crucial To set the context, in 2001, Bharti Airtel had employee is worth proofing McKinsey’s 7S factors as fol- presence in seven telecom circles of India. model as a real time case study. The key obser- lows : Business was operational with decentralized vation from the retrospection of this model is − Importance to billing systems in all the circles with different that each of seven areas is interrelated to each the processes capabilities. As the telecom market was open- other and a slight change in one will have im- and systems un- ing up, they realized that there was tremen- pact on others. While each carries equal chance dergoing change dous opportunity to expand in the market. It of failure a greater importance to areas related called for a change management. to employees enhances the probability of a They opted for centralized billing system cater- change management project to succeed. Understanding ing to all the circles. Strategy was to move the impact of ahead with implementation of a new central- change on the ized billing solution replacing all the old legacy staff is critical. 9
  • 10. VOLUME 3 AUGUST 2009 COMPETITION SEGMENT 2nd RUNNER UP MANAGING CHANGE In words of Francois de la Rochefoucauld, “The only intentions and training do not work, acquired skills thing constant in life is Change”. Change is embed- needs to be practiced. Interactive simulations, case ded in each facet of life. Those who learn to manage studies, role plays are good techniques. Certificates it effectively get flourished and rewarded. Increased can be awarded for recognizing and rewarding skills. profitability, discovering and establishing in new mar- Fuel for Change Engine – Ideas and Energy ket, acquiring competitive advantage, passion for Just as a vehicle is incomplete without an engine, being market leader etc. are among the top change successful and sustained change requires transfor- Vishal Mittal catalysts. In a nutshell, effective Change Manage- mation duo of ideas and energy. It is a common mis- ITM Dec 08 ment is basically a change in mindset. The top man- take to think that great idea generators have extraor- GMBA agement is always concerned about two issues. First dinary talent or one requires management guru’s is to introduce a live vision for change and embed- training. Change demands breaking of existing rivalry ding it in everyone’s life. Second comprises constant and innovative encouragement. Infant ideas cannot replenishment of the flow of propelling ideas and be slaughtered by hierarchical structure, red tape or driving energy. business silos. The following types of idea are respon- Setting a Vision for Change sible for organizational rebirth. Effective Change Successful change requires crystal clear understand- Reason to change: Successful transformation de- Management is ing of organization’s capabilities, readiness to adapt, mands thorough understanding of motive behind the basically a well defined aspirations, effective change leaders suggested change by each stakeholder. Change lead- and a rigorous but disciplined change procedure. As a ers are required to elucidate the reason and convince change in mind- solution to first concern, an effective change man- their team for the dreamed outcome. Change Items: set. agement can be obtained by adopting following four Comprehensive study and phased plan should be steps ready for identified functions, product line, market •Convincing Tale: One should have a solid reason to line, obsolete operations, new market opportunities change and its associated benefits. Change leader etc. A diverse team often helps in accurate items need to convince team that desired change will have identification. The top man- positive influence on individual, customer, society, Change Agent: Change leaders must discover strate- agement is al- shareholders and involved team. One should be al- gic roles which can act as change agents. These peo- ways concerned lowed to feel and adopt the change by practicing it. ple will act as the catalyst for destined transforma- about two is- Constructive approach based on discovery (what best tion. “Embed the change in organization’s veins” is sues. we have), dreaming (where are we heading) and des- the motto. tiny (ultimate destination) forms the key to success. Change Path: Brainstorming session of change agents •Leading by Example: The top management should will reveal and evolve ideas for comprehensive path. First is to intro- give live examples as change followers. This gives a The decided path will guide the whole transforma- duce a live vi- positive signal to the organization and replicates the tion process. Optimum energy levels during the sion for change successful implementation. Change leaders should whole process play a significant role. and embedding not be considered as “the change” themselves but Any transformation cannot be dived into after inspi- the change effect needs implementation at personal ration speech of management. Negative energy of it everyone’s level. Surveys, feedback, conversations etc prove to resistance, skepticism etc. demands consideration life. be useful. during early phases. Proper channelization of energy •Periodic Reinforcement: It provides regular updates requires actively steering change, implanting it in Second com- in the procedures, policies, incentives and systems as daily life, constantly upgrading individual and organ- prises constant per the new implemented change. These steps help izational competencies. In the recent turbulent time, in adoption of the changes in the daily life and in- change management has attracted increased atten- replenishment crease their acquaintances. Policies like proportion- tion. It is not only the study of change process but of the flow of ate rewards to “change champions”, measurement the enhanced awareness of how human mind deci- propelling ideas of “change effect” on customers, employees etc. help phers its environment and decides to act. The afore- and driving en- in reinforcement. said steps surely form a roadmap for successful and ergy. •Competence Enhancement: One should be sustainable change. equipped with new skills for successful change imple- mentation. If new ways gets embedded in the thought process, beliefs and feelings of the employ- ees then change gets visible in their behavior. Mere 10
  • 11. VOLUME 3 AUGUST 2009 NEWS @ SPJCM SPJCM bags coveted AMBA Accreditation SPJCM added another feather to its cap on the 27th of May, 2009 when its Deputy Dean, Dr. Deba- shis Sanyal, attended the ‘Deans’ and Directors’ Conference’ in Montreal to receive AMBA accredita- tion award for S P Jain Center of Management. AMBA (The Association of MBAs) is an international impartial authority on international post-graduate business education, which accredits programs that meet certain stipulated quality standards. SPJCM now joins the family of the 158 elite business programs from B-Schools in 72 countries across the globe, catapulting the school’s programs to in- ternational credibility and status. The award emphasizes the fact that the institute and its unique global MBA program exceeded in all the parameters like processes, curriculum, duration, exam formats, faculty qualification and experi- ence, Deans’ background and qualification, student qualification, infrastructure, global positioning, student and faculty feedback systems, industry interaction and corporate relations. It also reinstates the institute’s credibility and quality which SPJCM believes would help to strengthen its foothold in Singapore where it has been for just about 3 years. The Alumni can also take pride from the fact they also believed and helped to lay the stepping stones of the institute that is now a world class place to seek knowledge. SPJCM stands to gain access to a network of over 9,000 MBA students and gradu- ates, accredited business schools, and MBA employers globally through a soon-to-be-launched online alumni portal by AMBA. The scope of learning, projects and exposure would widen like never before. The accreditation also Dr. Sanyal receiving the opens doors for possibilities of exchange programs with the best international schools in business. Certificate at AMBA Mont- In 2004, Mr. Nitish Jain’s novel concept of taking one of India’s foremost Business Schools – S P Jain, real Conference, May'09 Mumbai, to the international arena took life in the form of S.P. Jain Center of management (SPJCM), in the prestigious ‘Knowledge Village’ in Dubai. With a vision to fulfill his dream of taking the knowl- edge and excellence of Indian academia to the world Mr. Nitish Jain in 2006 established SPJCM’s second international campus in Singapore. Within 5 years of its inception, the SPJCM brand has gained significant momentum and has made a mark in the global B-school arena. In a Brand Perception Audit conducted by AC Nielsen, SPJCM scored the highest on Opinion Index among all institutions of higher learning operating in the UAE. It has also been granted the status of Institution of Higher Learning by the Ministry of Education, Gov- ernment of Singapore, making SPJCM one of a very select few to be granted this exclusive accredita- tion. S.P Jain wins SCATA Award - Dubai S.P Jain Center of Management won the prestigious Supply Chain and Transportation Award 2009 in the ‘Training and Education Provider of the year’ category for the Middle East Region. There was a keen com- petition for the SCATA award between S.P Jain and the other nominees like the Emirates Aviation College, GAC Academy, Gulf University of Sci- Prof Rajiv Aserkar receiving ence & Technology (GUST) Kuwait, and University of Bolton, Ras Al SCATA Award Khaimah in the final round. This award brings recognition to S P Jain all over the Middle East and offers numerous opportunities for the GMBA students specializing in Global Logistics and Supply Chain Management and also for the Execu- tive MBA program students. SCATA Award winners 2009 11
  • 12. VOLUME 3 AUGUST 2009 NEWS @ SPJCM AGSM and S P Jain Center of Management Join Hands AGSM of Australian School of Business, University of New South Wales Sydney and S P Jain Center of Management with campuses in India, Dubai and Singapore have entered into col- laboration agreement for global education. AGSM is Australia’s top ranked B-School and S P Jain was ranked #1 in the UAE by an **A C Nielsen survey and was recently accredited by the Association of MBA’s (AMBA). The formal agreement was signed by Mr. Nitish Jain, President SPJCM and Dr. Murali Chandrasekhar Director of AGSM’s MBA program on 23 rd June 2009 in Singapore campus of SPJCM in presence of Mr Doug Chester Australian High commissioner in Singapore. The event was attended by distinguished guests and alumni of AGSM and SPJCM. Mr Doug Chester, Austra- lian High Commissioner to Singapore addressing the Mr. Doug Chester, Australian High Commissioner, speaking on the occasion appreciated the gathering efforts of both the partners in providing opportunities for students to enhance their learning in different country environments. While Australia has emerged as a major center of learn- ing for international students, this partnership provides similar opportunities for Australian students to learn diverse cultural and business environments of Asia. Mr Nitish Jain, President, S P Jain observed on this occasion “In today’s competitive world, businesses have no choice but to go global. Be it for markets, cost reduction, money or knowledge one must find global solutions. This calls for a new breed of manager capable and comfortable of working in a global economy. This cannot really be taught in a classroom and is best learned experientially. Our collaboration with AGSM is yet another milestone to real- ize our vision of nurturing Global Leaders” Says Prof. Murali Chandrashekaran, “This alliance has been built on mutual trust between two leading business schools which in turn will add From L to R: Prof. S. Rajagopalan, tremendous values to students of both institutions. Mr Nitish Jain, Prof. Mu- rali Chandrashekaran It also allows AGSM to increase their foot prints in Asia at Singapore, Mumbai and Dubai. (AGSM) & Ms Karen Di This alliance now gives S P Jain’s students the unique ability to spend a term in Sydney and Francisco(AGSM) be taught by our top professors and do industry immersions project in Sydney. These global experiences would add significantly to their understanding of managing in a global econ- omy”. This tie up also provides AGSM opportunity to send their students to S P Jain’s campuses in Singapore, Mumbai and possibly Dubai to learn how business is done in Asia. Prof.Sundaram Rajagopalan, Dean of Executive Education at S P Jain, points out “Our Vision Business Asia program is a very focused program intended to expose AGSM’s students to the business practices, challenges, pitfalls, opportunities and legal environment of doing business in many of Asia’s fast growing countries. Interaction with business practioners coupled with industry visits is an integral part of this program.” Earlier S P Jain had made a similar tie up with York University’s Schulich School of Business, Mr. Nitish Jain and Prof. Toronto ranked #1 in Canada by the Economist and S P Jain’s students thus have the oppor- Chandrasekaran exchang- tunity of studying in Sydney, Singapore, Mumbai, Dubai and Toronto making its Global MBA ing agreements program truly global. *S PJain claimbased on research conducted byNielsenUAE, fieldwork dates→12thMay – 15th June 2008, sample size→100, population details →HRManagers/Recruitment in-charge of leading corporate organisations 12
  • 13. VOLUME 3 AUGUST 2009 FACULTY SPEAK Inventory Optimization as a tool for Reducing Costs in a Downturn Economy The positive aspect of the current recessionary busi- classic rock-in-the-water scenario, when econ- ness environment is that it actually provides a great omy was booming, companies were sailing opportunity for companies to re-look at their met- smooth even with the inefficiencies in the sys- rics, KPIs and strategies itself and re-align the same tem. When the water dried up, the rocks or the to the common goal. This phase should not be inefficiencies started surfacing. looked upon as a tough period as companies need to wade through before better times comes; on the Now, the companies are dealing with huge stor- contrary, companies should actively be on the inno- age and obsolescence costs on top of the vative front to evaluate and implement new strate- amount of capital stuck as inventory. To success- Dr. Rajiv Aserkar gies which creates sustainable competitive advan- fully identify and eliminate excess inventory, it is tage, differentiating the company from the rest in imperative to have cross-department efforts Professor, GLSCM the industry. At the same time, it has become im- with a holistic view to set feasible inventory lev- perative for companies to cut down cost. els. Aiming for the overall cost optimization, companies Companies are now looking at Lean and TPS in need to look at both reducing operational expenses their supply chain; and this is a great step for- and also minimizing the capital stuck in the system ward, but the exercise will not deliver results irrespective of the industry. Freeing up working capi- overnight, it is a continuous exercise or Kaizen tal from areas where the cash is held up is critical. where small but quantifiable improvements are This is one specific area that companies need to look made every day or week. One result stemming at. Inventory optimization is extremely powerful as it from these exercises is that process time will is a generator of capital as much as how sales is a shorten and stock levels required to achieve a generator of capital. set service level at each node comes down dras- Krishnan R tically. Now, companies need to look at forward Academic Manager , Inventory basically refers to the various types of looking inventory management tools and GLSCM goods held at different stages of the supply chain, be dashboards instead of the backward looking it raw material, WIP or finished goods which form ones. Hence, emphasis of techniques like inven- the portion of the business asset that will be ready tory turns and average days to sell inventory for sale at some point. The basic premise of holding should be minimized and focus should be on Companies should inventory are three fold, one is to offset the time lag tools that will reflect the future demand and actively be on the in the supply chain – the lead time factor from sup- supply. An increasing number of companies are innovative front to plier to user at every stage, second is to account for now looking at models like JIT or Just-In-Time in the uncertainty in the movement of goods and the Inventory management, VMI or Vendor- evaluate and imple- fluctuations in the demand and supply, and the third Managed-Inventory and CMI or Customer- ment new strategies is to achieve economies of scale during the procure- Managed-Inventory, leveraging on the expert which creates sus- ment and logistics of the goods along the supply knowledge and better quantifiable results that a tainable competitive chain. According to the nature and node where in- third party can offer, hitherto unknown and not advantage, differen- ventory is maintained, management accounts and possessed by the organization. Companies which classifies inventory as cycle stock, de-coupling stock, realize that Inventory Optimization is not an op- tiating the company pipeline stock, anticipation stock and safety stock. In erational exercise but a strategic one and have a from the rest in the a booming economy, the head where capital goes clear focus on re-looking and re-aligning their industry. into unnoticed is Inventory Stock Cover. Excess in- strategies to take advantage of this opportune ventory was build at so many undesired nodes in the crossroad, will emerge as winners and successful Supply Chain that nobody even questioned the need leaders of tomorrow. for the same, and slowly but steadily, redundancy crept into the supply chain. And this premise of Inventory Optimization holds true irrespective of whether the company is in Manufacturing or Apparel or Consumer Packaged Goods (CPG) or Retail or Chemical industry. Like the 13
  • 14. VOLUME 3 AUGUST 2009 FACULTY SPEAK In search of the Great Emancipator Leader How can your organisation develop more collaborative and process approaches to leadership? What obstacles are standing in the way of your organisation adopting more value-based reward systems, and can they be overcome? Who in your organisation practices leadership through in- fluence, and how can you harness that energy and optimise it for even more success? SP Jain’s Dean of Leadership, Dawn Dekle, considers the changing nature of leadership in the financial industry Dr.Dawn Dekle, The call for a new approach to leadership is the Developing economy leaders more experienced Dean of Leader- salt and pepper of every article written about at change ship at SPJCM the global financial crisis. In fact, nothing less According to Boyden, the elite global executive than a paradigm shift in leadership is underway search firm, companies are now in search of during these difficulties, Like never before, lead- candidates for leadership positions who have For further reading: ers will need new skills to be effective in han- already had experience going through a massive dling the complex boundary-spanning chal- change programme. But leaders with this kind of Darrell Rigby, Win- lenges. Although financial tycoons like Bernie experience are rare in developed economies. On ning in Turbulence: Madoff made headlines and caused a decline in the other hand, business leaders from emerging Memo to the CEO. the reputation of the financial industry, it is im- markets, such as Brazil, have learned hard eco- Harvard Business portant to remember that the majority of finan- nomic lessons - they lead through change rou- School Press, 2009. cial leaders acted ethically and responsibly. In tinely. Matching these leaders from emerging [Bain Consultant downturn strategist fact, C-level turnover has actually declined 15% markets who are experienced in economic Darrell Rigby out- since the global financial crisis began; compa- downturns with the call for leadership needed lines an action plan nies are generally satisfied with their current to handle systemic risk management is the chal- for making the most leadership. These leaders do not make the lenge going forward. of opportunities headlines, however; and the story that has not during a crisis] been written is how leadership is the differenti- Times are tough and people are worried; there ator between the best and worst performing is a worldwide lack of confidence in the econ- Ram Charan, financial institutions. omy and obtaining credit has become nearly Leadership in impossible. Further, The World Bank has issued the Era of Eco The best knowledge and problem-solving skills a statement that protectionist sentiments are nomic Uncer tainty. in the world cannot compensate for poor lead- on the rise. General Electric lost the triple-A McGraw Hill ership. Leaders of companies that have weath- Boom Leadership Bust Leadership Publishers, ered this financial crisis well are those who have 2008. taken the initiative to create an environment Behaviours Behaviours [business phenom that redraws boundaries and identifies opportu- Increase revenues Reduce costs Ram Charan focuses nities that are bred by the crisis. One of these Maximise profits Conserve re- on cash flow and standout leaders is James L Dimon, Chairman sources Cash generation and CEO of JPMorgan Chase. Even prior to the Execute expan- Manage day-to- And Monitoring crisis, Dimon cut costs at JPM, including hand- sion strategies day activities Daily fluctuations as phones for executives, which in the short term, A through-put strategy for the drew criticism as micromanaging and obsessing credit rating which it proudly held for decades. financial crisis] over small details but in the mid-term has now The Wall Street Journal and Financial Times re- come to make perfect sense. These small port daily about the latest retrenchments and changes, when added together, made JPM cost reductions in the global financial services leaner and ready to shift quickly when the finan- industry. These indicators are clear evidence cial crisis hit while JPM’s rivals fell victim to the that financial leaders are adopting more and bust. Dimon’s previous experience – including more behaviours associated with a bust leader- successfully merging Bank One with JPMorgan ship style. Chase in 2004 - gave him the confidence and knowhow for him to engineer the acquisition of During the current crisis, every time news of a Bear Stearns when it needed a buyer. big multinational goes bankrupt, much of the 14
  • 15. VOLUME 3 AUGUST 2009 FACULTY SPEAK In search of the Great Emancipator Leader continued … Robert Bruner & Sean Carr, The media calls for a change in leadership; linking ship. In fact, this paradigm shift in leadership Panic of 1907: Les- the failure to the behaviours of the boom lead- was already underway before the current chal- sons Learned from ers and the only way out is to replace these lenges. A 2007 survey conducted by the Center the Market’s Per- leaders. However, historically speaking, it is un- for Creative Leadership (Andre Martin, “What’s fect Storm. Wiley necessary or even undesirable to change lead- Next? The 2007 Changing Nature of Leadership Publishers, 2009. [Academics Bruner ers when the economy moves from boom to Survey,” A CCL Research White Paper, & Carr makes the bubble to bust, as a company stands the best www.ccl.org) indicates that for leaders to be case that the panic chance to survive and thrive when it is managed effective in the future, they must adopt a more of 1907 gave us the by individuals who are most familiar with the collaborative style to work across boundaries, be FDIC and Federal company. What is necessary, though, is that skilled at change leadership, build effective Reserve, and JP leadership behaviours be adapted to ride the teams and develop others, and find ways to Morgan saved Wall economic wave. The ideal leader is one who have influence without authority. All of these Street’s banks in a could adopt a proactive stance and be able to skills are even more necessary now. Further, CCL similar fashion as identify an inflating bubble and react to it be- identified some shifting trends, such as the James Dimon is fore it bursts. mindset shift from viewing leadership as a posi- doing now] tion to viewing leadership as a process, a shift Leadership intuition from focusing on profit to focusing on improve- Dimon is a good example of a leader that seems ment, defining power not in terms of position uniquely talented in his ability to predict the but in terms of knowledge, and a reward struc- Nassim Nicholas bust, and had prepared JPM to manoeuvre ture that is less about individual performance Taleb, The Black quickly, gained consensus of the board of direc- and more about the success and development of Swan: The Impact tors, and positioned JPM to acquire Bear others. of the Highly Im- Stearns. Largely due to his leadership and in probable. Random spite of the downturn, JPM reported a 2008 Q4 Checklist for leaders House Publishers, profit of US$700 million and a 2009 Q1 profit of 2007. [Taleb out- US$2.1 billion. Further, despite the fact that To lead through times of significant turmoil, fi- lines how random- ness and improb- many of the Madoff investment schemes origi- nancial industry leaders should: ability have huge nally had JPM as a sponsor, Dimon cut JPM ex- Establish deeper partnerships with business impacts, and advo- posure to Madoff within the months and impor- Schools: Some of the best thinking on capability cates government tantly before the scheme fell apart. As a result, building and leadership development is being to own the banks] JPM did not suffer any losses due to the Bernie conceived at the top business schools around Madoff ponzi investment scandal. Although JPM the world. Adaptability, velocity, resilience and invented credit default swaps (CDS) in 1997 and ambdexterity are some of the hot topics. Com- remains by far the largest holder of CDS, the panies that adopt a culture of performance forward-looking Dimon disentangled the bank’s around leadership development that includes Joseph Daniel positions and rebalanced its risks in problematic the vanguard in academic thinking have been McCool, Deciding CDS so that it was ahead of the curve on expo- able to attract and retain talent, and this ap- Who Leads. Davies- sure to the losses incurred by CDS. Dimon also proach is reflected on the balance sheet as a Black Publishing, demonstrated leadership and took ownership good investment. By forming a closer collabora- 2008. when he was the only American banking leader tion with business schools, it will allow the bank [Headhunting guru to attend the World Economic Forum in Davos or financial institution to better reinforce and McCool describes in February 2009. At a press conference, he ac- sustain the lessons and new habits learned in on the leadership cepted some blame, but also pointed a finger at going leadership training which can then trans needed for the next regulators, “... some really stupid things were form a culture of individual reward to a culture generation of tal- done by American banks and by American in- of performance based on rewarding collabora- ent] vestment banks... to policy makers I say, where tive efforts and developing others. were they?” James Dimon is just one high-profile Balance the “3 Es” (Employees, Earnings, Earth): example of good, prescient and adaptive leader- The next generation of leaders will be more 15
  • 16. VOLUME 3 AUGUST 2009 In search of the Great Emancipator Leader continued … interested in the harmony between valuing value management best practices. employees and stewarding the earth and less interested in earnings. The 3 Es will become the Embrace compliance activities: Without a doubt, new definition of shareholder value in a financial institutions can expect more rigorous company. Therefore leadership must ensure government regulations and oversight than ex- vision and mission statements coincide with this isted prior to the global financial crisis. Leaders aim. should prepare their organisations now to sup Drive business value: The status quo of deliver- port policymakers, and partner with them in ing projects on time and on budget will not be drafting the compliance structures. Managing enough anymore. Financial institutions must this relationship will become a new leadership focus on value. In order to survive and succeed, skill that an organisation cannot afford to over there must be a shift from return on in- look. vestment to return on value, through adopting The article is a reprint from Wealth & Financial Times. GRAFFITI Arun GK ITM Dec 08 GMBA 16
  • 17. VOLUME 3 AUGUST 2009 FACULTY SPEAK PLATFORM BAZAAR Yahoo plans to launch a mail application Plat- in the “winner-take-all” dynamic that is com- form. The number of iPhone applications devel- mon on the internet these days. oped for the iPhone mobile application platform Let’s now look at a few internet platform mod- crosses 10,000. Mozilla served their 1 billionth els that exist today. The models differ basically add-on download for their browser extension on the location where the developer’s code is platform. Just in the last one month, we have executed and the complexity of programmabil- witnessed some amazing developments in the ity. internet and mobile economies. More and more companies are converting their products into The Google APIs Model “platforms” for third party developers to build This is the most common form of internet plat- Mr. Rajiv Jayra- applications on and more and more application form. man is the foun- developers are using the opportunity to build Highlights: der and CEO of fascinating applications on the “platforms” to • Developer’s code resides and gets executed KNOLSKAPE Solu- reach millions of users. in his / her server tions, • Easiest model to program from the devel- a Singapore based All this sounds great. But do we really under- oper’s point of view educational soft- stand what “internet / mobile platforms” are? • Developer’s application is not part of the ware company. To me, trying to talk about “internet / mobile platform user experience Suppose I want to An INSEAD platforms” is like nailing a jelly on the wall. The build a dashboard, like the one on Google Ana- MBA, Rajiv term platform conjures up myriads of, often in- lytics, I can use the Google Visualization Web worked in the grid compatible, ideas in our heads. The problem Services APIs to create graphs and charts for computing team arises primarily from the fact that this term is my application. In this case, my code resides at Oracle USA. heavily overloaded. It is somewhat akin to say- on my server; I simply call the APIs and expect He is currently ing “Prego” in Italian, a word that is used to data in return. Other examples: E-bay, Flickr leveraging the mean many different things in many different Benefits for platform companies power of internet contexts. Another factor that adds to the confu- • Hook developers to your APIs and make computing to de- sion is the fact that the whole realm of Web them part of your subsystem velop products for computing is evolving at such a rapid pace that • Leverage on the innovations that are built the education it is often difficult to keep up with the latest in on top of the APIs Benefits for application de- market. the internet industry. Marc Andreessen’s blog velopers on internet platforms is a must read for anyone • Avoid re-inventing the wheel who is even remotely interested in the under- • Access to tried and tested technical tools standing the different kinds of internet / mobile platforms The Firefox “plug-in” model ( h t t p : / / b l o g . pm a r c a . co m / 2 0 0 7 / 0 9 / t h e - In this model, third party application develop- threekinds.html). In this post, I will use his ers enrich the user experience of the platform framework to further explore the implications of users by extending the functionality of the using different platform models. platform. Firefox and Face book are shining examples of this model. Let’s start by first defining what a platform is. A Highlights "platform" is a system that is programmable and • The third party developer’s code resides and hence, can be customized by third party devel- gets executed outside the platform. opers for mutual economic benefit. Why are • The application, however, becomes part of companies vying hard to establish themselves as platform user experience. internet platforms? To build an ecosystem • Scalability is an issue that the application around their technology and feed a positive developer has to deal with. Benefits for the feedback loop. Why is this important? The com- platform company pany that has the biggest ecosystem finally wins • Third party applications enrich user experi- 17
  • 18. VOLUME 3 AUGUST 2009 FACULTY SPEAK PLATFORM BAZAAR CONTINUED … ence executing arbitrary third party application code. • Cater to the needs of wide audience at a very Benefits for the platform company low cost and in very short time. • Utilize spare capacity to allow developers Benefits for application developers build applications on your system. • Application developers have the opportunity • Leverage the meta-information that is avail- to build a viable business. They instantly get able to you through the apps that run on your access to millions of users through the platform. system for ads. The cost of scalability and availability, however, • Assume the cost of scalability and availability, are borne by the developer. so that user experience is not compromised • VCs have setup funds for such application Benefits for the app developer developing companies. Kleiner Perkins’ iFund is • Application developers needn’t assume the a fund created for iPhone applications. Face- cost of scalability and availability. book, along with Accel Partners and Founders In my view, platform economics is here to stay. Fund have created a fund for facebook applica- In a flat world, product companies need to stay tion developers. ahead of the innovation game and one way of The Salesforce model doing that is by crowd-sourcing. CTOs, business In this model, the application developer builds manager and developers need to take this an application, uploads the application to the model seriously. platform and runs it online. For instance, Sales- force lets its users upload applications to its Product companies need to think about how to platform to extend and customize Sales force collaborate with third party application devel- features. Other prominent examples in this opers to keep their offering fresh and innova- model are Google Applications, Second Life, and tive. Amazon EC2. Application developers can now tap into funds Highlights that are available for developing applications • In this model, the third party application actu- for platforms. There has been no better oppor- ally resides and runs inside the platform. tunity to reach millions of users without the • The platform company assumes the risk of cost of acquiring customers CHANGE : A LEARNING PROCESS “Sometimes change is associated with learning, and sometimes it isn't. If learning occurs, how-Dr. Michael Wade ever, it must be captured somehow by the organization. The most common way for this to occur isis the Associate Professor of Op- for the learning to reside in the heads of the people involved in the change. The problem is that memories fade and people move on, so that the learning may not by very durable. We have seen erations Management and this problem recently in the global recession, where firms made mistakes and failed to learn from them. Information Systems at the Information systems are an imperfect vehicle to capture learning (they are great with data and Schulich School information, but not so good with knowledge). However, they have the advantage of being ex- of Business, tremely durable, so that firms who take the time to set up systems to capture knowledge and York University, learning tend to avoid falling into same traps down the road as those who don't.” Toronto. 18
  • 19. VOLUME 3 AUGUST 2009 VISITING WISDOM Managing Shock nd “Oh my god I’m pregnant!” screams the 2 year the depression state as fast as possible is the only MBA girl. Does she scream with horror? Or does way to recover, whilst others would say that she scream with delight? Regardless of the emo- those that go through the depression phase too tion, the situation is a “shock” to her (and her fast are only fooling themselves as they haven’t male companion!). The guy and the gal may have really felt the depression and therefore the Hope similar or opposite emotions. But what is for sure phase will only be short-lived. is that they WILL react to this “changing” situa- Some companies faced with a crisis do nothing. Sanjay Sethi tion. Birth, death, competition, scandal, reces- They are either paralysed by the unknown or in sion, advertising, natural disasters, – all of these denial or believe that by “sitting tight” with the The Interna- have at least one thing in common - they create status quo will serve them better while others tional Investor change and force individuals to react and to man- scramble to just “do something”. Dubai / Gen- age the situation. Unless your head has been in the sand, you will eral Manager / Many have faced or will face these situations and note that we are facing a troubling economic many more. But shock and change is not always situation. Some of you are about to graduate in CEO - Loyalty, related to “bad news”. There are plenty of good the coming months and looking to enter the Payment & situations as well – an unexpected visit from a workforce. The situation is improving although Security Group friend, a phone call from family, winning the lot- still challenging. How are you going to handle it? tery, getting an award at school, a surprise gift, What have you done or what will you do to get meeting a famous that job? Just sitting person and so on. there and “hoping” is a What defines these good start, but without situations is how one action, your chances of handles the situation. success are limited. It’s It’s not so im- Some examples; you great to see that many thought you did great of the youngsters today portant how in your exam and are optimistic about the fast you move scored 95%, but you future. This youthful from one to get your mark and it’s exuberance and “can- the other 46%. How do you re- do” attitude starts to (although be- act? What do you do? wane as people get ing depressed You’re about to board a plane for a very impor- older. The trick is to ensure that you continue while every- tant meeting – a job interview. But the flight is with your optimism throughout your personal thing else is cancelled and there is no other way to get to the and professional lives in whatever situation pretty optimis- interview. What do you do? Your sister has just you’re faced with. Everyone will go through chal- tic may un- found out she has breast cancer – How do you lenging times – this is guaranteed. How you deal cover more react? A company you work for has been the with the situation to get yourself out of the nega- market leader for 10 years with a loyal customer tive state and into the more optimistic scenario serious issues) following but all of a sudden a new company has will be important. It’s not so important how fast but that you come out with a newer product and your cus- you move from one to the other (although being do transition. tomers are deserting you. How do you respond? depressed while everything else is pretty optimis- Whether in personal or professional circum- tic may uncover more serious issues) but that stances, there are different phases that we all go you do transition. through when dealing with situations. Good luck in your personal and professional Faced with the same challenging situation, each situations. Always remember in every situation – person (or company) will go through the phases what would you do? How would you react? at their own pace. Some will experience the Fear Where are you on the different stages curve? to Depression phase much faster than others and And how will you move from one phase to the feel Hope quickly. Others will take longer. Which other? is right? Some would argue that getting out of 19
  • 20. VOLUME 3 AUGUST 2009 SOFT SKILLS Avoid These Interview Bloopers Dhannya VS With fewer and fewer interview opportunities available in the market, it’s essential to make the best possible first impression. Academic Talking too much: Over talkative candidates are always abhorred. Taking too long to answer Manager direct questions gives the impression that the candidate just cant get to the point GMBA Show up late or early: Many job seekers don’t realize, however that showing up too early often creates a poor first impression as well. Arriving more than 10 minutes early for an interview is a Talk positive dead getaway that the job seeker has too much time on his or her hands. Always arrive on time , about your but never more than 10 minutes early. former em- Talking negatively about current or past employers / managers: No matter how reasonable your ployers. complaints, you will come out the loser if you show that you disrespect your boss because the inter viewer will assume that you would similarly trash him or her. When faced with the challenge of talk- ing about former employers, make sure you are prepared with a positive spin on your experiences. Not enough /too much eye contact: Either situation can create a negative effect. Avoid eye contact and you will seem shifty, untruthful, or disinterested; offer too much eye contact, and you will wear the interviewer out. If you some times have trouble eye contact balance, work this issue out ahead of time in an interview practice session with a friend. Not preparing for the interview: Nothing communicates disinterest more, like a candidate who has- n’t bothered to do pre- interview research. On the flip side , the quickest way to do a good impress- sion is to demonstrate your interest with a few well thought out questions that reflect your knowl- edge of their organization. Verbal ticks: Avoid using fillers in speech. Practice well before an interview through role plays. Just as a strong resume wings you an opportunity to interview, strong interview skills will win you consideration for the job. You will have made yourself a better candidate by avoiding these pit falls. 20
  • 21. VOLUME 3 AUGUST 2009 VIEW POINT State of Fear Every person in the world has a natural fear for states that the number of frosty days will come one thing or the other. Some fear ghosts, some down. But the whole of Europe is experiencing fear darkness, some even fear cockroaches, highest number of frosty days for the last 18 while some fear all of these. Only one thing years. Fishy, isn't it? among humans is common-Fear. This basic in- stinct of human being is being capitalised by the When the temperature data for two places, Gopal Ratnam governments and the media. At any given point New York and Albany, which are just 100 KM ITM Apr 09 of time, either the government or the media apart, the data shows that the average tempera- GMBA keeps the people under tremendous pressure ture of New York rose by 7 degrees in the last or fear. 150 years while the average temperature of Al- bany decreased by one degree over the same To make things To start with, try to answer these two questions. period. As the name suggests, shouldn't global worse, methane What is the inflation data for the week ending warming be 'Global'. Then, why this discrepancy is 21 times de- this Friday? What is the price of crude oil per within 100 km? Could the high concrete struc- structive when barrel as of today? These two issues are publi- tures that came up in New York, also known as compared to cised as much as possible by the media in the urbanisation, be the reason? Well, thats some- CO2. Yet, no one recent past. Isn't it the duty of media to inform thing to think about. Isn't it? publicises it. people when good things happen as much as they publicised the bad things? 'Oil on the boil' The whole concept of instilling the fear about was the caption when the price of oil went up to global warming only started after the Second 147 dollars per barrel. Now, oil is on the cool. World War. But the world is getting warmed up Who bothers? The same applies to the inflation for the last 150 years, for some reason. So, why data as well. wasn't global warming publicised then? Well, the media is busy instilling fear among the peo- All the time, the Let us look at a few examples over the last one ple due the first and second world wars. media's duty is hundred years. We all know that global warming only to keep the is a potential threat to the world in the coming Ayn Rand, one of the great visionaries, pre- people in a years. For some reason the world is heating up dicted that the media will become so powerful 'State of fear'. for the last 150 years. It could well be due to the in the book 'The fountainhead' which was writ- green house effect, which is the major factor for ten in the early 1920s. All the time, the media's global warming. The amount of CO2 that is duty is only to keep the people in a 'State of emitted due to human activity is increasing. No fear'. question about that. But the amount of CO2 in the environment is still less than half a percent. But, the weight of all termites existing in the world is more than the weight of all human be- ings in the world. Termites excrete methane. Methane is a green house gas which contributes for global warming. To make things worse, methane is 21 times destructive when com- pared to CO2. Yet, no one publicises it. According to global warming theory, the upper atmosphere should get heated up first before the Earth's surface. But, the current phenome- non does not prove any increase in upper at- mospheric temperature. Global warming also 21
  • 22. VOLUME 3 AUGUST 2009 VIEW POINT Will the USD Dominance continue? Why move away? to follow suit, in spite of their past dollar 2009 has been rough on ‘American gold’ as ‘hoarding’ strategies, (owned three fourths of some of the world’s future economies (the BRIC) total world dollar reserves). call for transition of the vehicle currency status If not Dollar, then what? of USD to a more stable currency or a basket of currencies (like the SDR). A depression in the ‘supply side/ real economics’ of the US is pre- Neha Baid dicted to suffer, for the first time in history Finance Apr 09 growth of potential output is predicted to fall to GMBA 2.35% from a range of 3% - 3.5%, natural rate of unemployment is predicted to increase 6% from 4.75%, growth of labour force has reduced to 0.6% from 1.1% due to ageing population, cush- ioning provided by increased government. ex- Dollar alternatives are limited and it is neces- penditure and doles crowding out of private in- sary to evaluate their effectiveness to be able to vestment (and thus innovation) as the govern- determine the sustainability of dollar domi- ment deficit/GDP ratio increases (the 30% in- nance: crease in the deficit/GDP ratio is predicted to Narrow ‘Backward bend’change of the global increase risk free interest rate by 1% in 2009) monetary system as the world readopts the higher regulation in the financial sector pre- pound sterling as its reserve currency. However, dicted to hinder increments in innovation. given UK’s relatively weak economic strength Scarred fundamentals have undercut US’s credi- (wherein the economy is plagued with the same bility (and credit rating) and thus question the problems as the US but with higher intensity), stability of a world economy which uses the Dol- such a shift seems unreasonable. Moreover, lar as its reserve/vehicle currency. over the years GBP has lost its credibility as a reserve currency wherein the world holds a rela- tively small proportion (a mere 4% compared to the 65% of USD) of its reserves in GBP Broad ‘Backward bend’ change wherein the Euro replaces the USD. Given Euro’s current ‘runners up position’ (26% share of world reserves); it will impose lower conversion costs on the world economy and thus would be preferred as an alternative. Is the world moving away? However, if the world does re-adopt Europe as China, the most forthcoming critic of Dollar, had its centre of commerce (backward bend, but one third of the total world dollar reserves broad as it’s not the UK) it will have to cope with stashed in its vault, and now, is gradually reduc- the challenges of a common currency. This has ing the dollar exposure of its sovereign wealth become an increasingly significant cause of con- fund. Other emerging economies are expected cern given EU’s past of ‘disunity’, ‘eastwards’ expansion (in 2004 and 2007 including 27 coun- tries) and consideration of emerging economies for membership (e.g. Turkey, Croatia and former Yugoslav). These factors coupled with the high impact of the recession on the German econ- omy (highest weight age in the Euro) have re- duced the credibility and the confidence in the 22
  • 23. VOLUME 3 AUGUST 2009 VIEW POINT sustainability of the Euro. rights and quality considerations). Another important case to consider would be Reference : the potential UK membership into the EMU The kinked change would result in the world http:// (European Monetary Union). This will surely adopting IMF’s SDR (Special Drawing Rights) increase Euro’s candidature strength, but as the reserve currency. SDRs, introduced in www.imf.org/ given the intensity of impact of the Great Re- the 1980’s, have been unsuccessful in gaining external/np/sta/ cession on these countries and their respon- a significant share of the world reserves, till cofer/eng/ sive protectionist policies, this phenomenon date. index.htm seems highly unlikely. Thus it wouldn’t be Moreover, its very nature (basket of curren- wrong to say that although Euro competes cies) makes it a highly complex and potentially with the Dollar, it is still highly unlikely to unstable system. It also poses the problems of takeover USD. loss of national sovereignty of the member http:// countries, centralisation of world monetary www.economist.c The discontinuous jumpstart change would in- policy and the fact that USD dominates the om/ volve the world economy to jump to a totally basket makes a shift to SDR pointless. Even if businessfinance/ new currency – Yuan – as its reserve currency. the weight age assigned to USD is reduced, US displayStory.cfm? China is claimed to be the engine of growth the major ‘financier’ of IMF will continue to story_id=1352724 for the world and would thus seem to be a exert power on the institution. 2 ‘natural’ progression. Clearly, there seems to be no solution to the However, this seems doubtful given the coun- ‘dollar trap’ in the current scenario or for the try’s relative economic scenario. It might be coming couple of decades. However, a con- growing at consistently high rates but still has scious move to diversify the world reserves a long way to go in order to be able to com- would involve a gradual and well planned pete with US; in terms of its economy GDP per strategy implemented across the globe - a capita $3180 (104th in the world) compared to rare possibility given the current global politi- $46800 in the US; international trade (74% of cal landscape. Thus it might be correct to say total US international trade); conservative and that Dollar remains the ‘safe vehicle’ of the opaque regulatory environment; infrastruc- world. ture; fixed exchange rate system and even political stability (the recent civil unrest) and image of the country (with respect to human GRAFFITI Siddharth Vish- wanath HRM Dec 08 GMBA 23
  • 24. VOLUME 3 AUGUST 2009 The Speaking Tree The redefining curve Life is nothing but redefining its own curve. The have much? No.. we don’t. Every second lost is problem to answer is; is it normal when you see like losing a year of execution of that plan or your life getting traced on a graph paper and hope or a dream. But then it will happen and we then realizing that the shape has no uniformity would have no control over it, perhaps its one except the continuous spikes which can be inter- distance of a roadmap where we will like to be preted as nothing but irrational mode of living guided by learnings of the path. Do we look like or may be some highly optimistic interpretation a jerk while learning this way, which I presume is Lokesh Mudgal as "an average human behavior in its entirety"? crude and hard form, or are we able to feed our ITM Dec 08 But to admit, it has its own gains and moments hunger for a better good? If jerk is same as a GMBA of self inspection. But then do we really need to fool and hunger is as it is, I am reminded of con- get traced through all this life trajectory that vocation speech by Steve Jobs where he said to seems to be made up of a lot of WHAT IFs be- all business graduating people about "Stay hun- fore seeking the righteous self in us? Some gry and stay foolish", and this way who knows would easily argue it as the churning before the we may find the meaning of our life and perhaps best can come out, but it may turn out to be the best curve for many to follow. time consuming and indeed a lot of time. Do we Author’s blog address: http://blogginghours.com QUIZZARRIUM Brand Equity Quiz Q1: Which international organization got its name because, when it was first started, its mem- bers would meet in turn in each other’s home? Q2: Which International brand was founded by Adrian Dasley, Larry Hillblom and Robery Lynn? Q3: The famous symbol of Four Linked Rings is the logo of Audi. What is the significance of these rings linked together Jaejo George Q4: A lot of the traditional 20th century sales theory and training was influenced by the 1937 PMM Dec 08 book ‘How to win friends and Influence People’; Who wrote it? GMBA Q5: Which Indian conglomerate’s logo is designed by Wolf Olins and it reflects the 'Fluid Mo- tion'? Q6: What was the first item sold in an auction on eBay.com? Q7: “The idea of using the flamboyant third movement from Mozart's 25th Symphony in G mi- nor, written when Mozart was only 17 years old, came from Suresh Mullick who was O&M's creative head in 1986 when ___'s first TV campaign was being planned." Fill up the blank. Q8: Who in 2006 became the first brand ambassador of Mysore Sandal Soap? Q9: Changes in which particular accounting norm, dealing with changes in foreign exchange rates, has helped Indian companies report better profit figures for last year? Q10: Whose instant coffee product is Via? Q11: Entrepreneur Florian Kaps is trying to bring back which invention in the field of photogra- phy, now redundant, in the Dutch town of Enschede? Q12: He is said to have 500 Rolls- Royces in his collection and said to have a Boeing 747-400 with gold-plated furniture. Who's he? Q13: 'Sponsors of Tomorrow' is the base line of which technology major's latest ad campaign? Q14: Who In bargaining terms what do we mean by ‘cherry picking’(the question not very clear) Q15: By what name is the fictional character Don Diego de la Vega better known as? 24
  • 25. VOLUME 3 AUGUST 2009 STRAIGHT FROM THE HEART Tata Jagriti Yatra: My first step towards Social Entrepreneurship A journey that began as an experiment and that Never did he ever Imagine in his wildest dreams finished with an imprint in the pages of history, that he’s got his life. He went on to ask Hamid, the was the journey of a lifetime. From Kanyakumari puller about his job and found out that he picked up to New Delhi and from Jamshedpur to Tilonia, the unclaimed bodies from across Delhi and carried Arun Sharma this Yatra sent the message across India that them to the police crematorium. What he got as a IBWM Apr 09 Youth is the power of today and tomorrow. Not salary was Rs. 20 and 2 yard piece of cloth for every only did it bring people from as diverse back- dead body that he brought. But Hamid went on to GMBA grounds as scientists to radio jockeys, from politi- tell Anshu that in winters, his business reached its cians to automotive engineers, from cardiologists peak and often, he was not able to handle the From Kanyaku- to social entrepreneurship, from students and amount of work he had onhand. On asking his little businessmen to social workers, together, it also daughter’s opinion on her father’s (Hamid) work, mari to New Delhi enthused their morales to an unprecedented she said, “Mujhe thand lagti hai to main laash se and from Jam- high. lipat kar so jaati hun kyunkilaash karvat nahi badalti. shedpur to Tilo- Ye mujhe tang nahi karti.” (When I feel cold, I wrap nia, this Yatra They knew that the Yatra has changed them as around the dead body because it doesn’t move. It sent the message human beings, changed them as citizens and doesn’t disturb me.) across India that changed them as entrepreneurs. On one side Youth is the where R. Elango is working day in and day out in Such was the impact of this heartening experience power of today Chennai to develop a localized self-reliant econ- on Anshu that he left his job and went on to create and tomorrow. omy of villages, Ashu Gupta on other side is a bridge between the two shores of the river. He struggling hard in Delhi to reach out to the poor- found it amazing that the city of Delhi that had all est of the poor to cover their naked shivering the power of the nation was so helpless to serve its bodies with clothes deemed to be useless. Even own people who came to it for filling up the empty Dr.V in Pudduchery never retires to inspire the stomachs. The motivation took Anshu to the remot- spirit of watching India from the eyes of all Indi- est parts of India only to learn that donating clothes ans and Bunker Roy never pauses to provide the to a shivering farmer was not the solution to this poor with the skill to earn food in the deserts of problem. The solution was to enable him to earn his Rajasthan. Yatris found the story of Tata Steel to clothes. With this learning, he started many pro- be as intriguing as the enthusiasm of Joe Madiath grams of building houses, schools, drainage, toilets working with the tribes of Orrisa. and many more projects and made people to proudly earn their clothes. Besides, his organization Wet eyes bid a Among the many inspiring stories that we heard works towards uplifting the health condition of final see-off to the on our way and many real heroes that we met in women in their gynecological problems, especially Yatra with a this 18 day journey, I share the story that has had during menses. promise to be the the most impact on me. This is the story of Anshu Yatris forever, to Gupta who runs his NGO called Goonj. Anshu This man never stops inspiring the youth to join him Gupta- the name instills a feeling of respect and in the efforts to make the society more equitable at be the learners gratitude towards him from the deepest of the the cost of “waste”. At 09:40 am on 11th Jan 2009 forever and to be Heart. He’s not only a so-called “Social Worker” at Mumbai Central, when the train receded the agents of or the founder of the NGO called ‘Goonj..’, but to its yard for the one last time, not to be seen change. For ever. he’s also a husband, a son and a father. He’s a again with the Yatra, tears trickled down the eyes of common man just like any one of us but yet so the Yatris. Wet eyes bid a final see-off to the Yatra special than any one of us. The story that he tells with a promise to be the Yatris forever, to be the by himself is that of his journalism days when he learners forever and to be the agents of change. For searched for a story to prove his credibility. This ever. search of a story led him to meet a poor guy dragging a trolley which bore a line in red paint “Police ka laash dhonwaala.” (Deadbody carrier for police). As intriguing as it might sound to you, it did to Anshu and he thought he got his story. 25
  • 26. VOLUME 3 AUGUST 2009 TRAVELOGUE Trek to Beas Kund “It is good to have an end to journey toward; but body and the landscape getting better and bet- it is the journey that matters, in the end.” ter. For the last couple of thousand feet we had -Ursula K. Le Guin to actually prepare ourselves mentally and push These words aptly describe what a journey ourselves to take every step toward the summit, means to me and one special journey that I hold but once we reached there it all just seemed so close to my heart is my trek to Beas Kund. worthwhile. The summit was followed by a dash Sahil Arora to the hostel at Solang. The descent was so ACFM Apr 09 This trek was actually a part of a month long quick that I could actually feel the change in GMBA mountaineering course. The first 9 days were pressure in my ears and another kg of the now spent undergoing a physically exhausting train- 57 kg frame vanishing into thin air. The next day, ing within the institute campus at Manali. In we were supposed to reach Bhakartaaj at spite of having 3 full meals a day,my light 61 kg 10,800 feet and establish a camp there. This was frame must have lost around 4 kg during this going to be our abode for the next 12 days and period. On 10th September, 2008 we set out for our base camp for the final target of Shitidhar the higher camp at Bhakartaaj. The next four peak at approximately 17,000 feet. The trek days were going to be some of the most cher- from Solang to Bhakartaaj was no less strenuous ished days of my life. It was a warm sunny day than the one from Manali to Solang and yes, the and the destination was Solang Nallah, 13 km rucksack was still on my back. Bhakartaaj is sur- from Manali. Ideally it should have been a fairly rounded by snow clad peaks and serves as base simple trek, but the reality involved a 15 kg ruck- camp for goat rearers from all over Himachal. sack on our backs complete with an ice axe, After 9 days of training, 3 days of trekking and snow boots,a sleeping bag etc. The first half of some 5 kg down, when I finally sat down to in- the trek was on a relatively gradual mountain trospect, I was hit by two contrasting thoughts. path and did not really pose any problem. How- On one hand my tired and lighter body was ask- ever the gradient kept getting steeper and the ing my mind why I was doing all this; on the destination seemed to go farther and farther other hand I was filled with the joy of doing away. We finally reached in time for lunch and what I always wanted to do and testing the lim- what a well deserved lunch it was. The rest of its of my will to the fullest. the day was spent river crossing before finally hitting the bed. On 13th September it was time for us to explore the area around our camp and that involved a The next day was 9-11. I should have got the trek to Beas Kund (11,500 feet) too. The foot of hint, but I didn’t. The day was reserved for a a glacier separated the area around Beas Kund “practice trek” to Patalsu, a 14,500 feet peak and our camp. The trek cut through the tough towering over Solang Nallah which is at 8,134 and ugly looking patch of moraines (glacial de- feet. Believe me, nothing have I ever done could bris comprising rock and soil). To describe what beat the experience of climbing more than 6,000 lay across the patch, I will let the picture along- feet and back in one day. The tree line in this side to do the honour. So here I was standing part of Himalaya is at around 11,000 feet and behind the camera with a full grown beard, an snow line very close to the summit at around exhausted and 5 kg lighter body, a rejuvenated 14,500 feet and there is absolutely no source of mind and an extremely satisfied heart. water beyond the tree line. That meant that this extremely steep part of the trek had to be done under the noon sun without much water to drink. The 6,000 plus feet climb meant that we could actually see the vegetation changing as we gained height; we could feel the air becoming lighter, the energy getting sucked out of the 26
  • 27. VOLUME 3 AUGUST 2009 STRAIGHT FROM THE HEART It was a cold winter night. I was trapped … It was a cold winter night. I was trapped with she blocked my watch with her hand. It was the figment of my imagination which precluded such a huge palm which blocked my further all kind of earthly feelings and elevated me to a imagination altogether. She was looking at me state of eternal bliss and anguish. with her crimson eyes and I could hear the voice Tracing back to the sunset point on a cold win- of her eyes. Her eyes seemed the whole world ter twilight zone, when I was standing in front of to me and I was deeply immersed in her eyes my cottage at Toronto, there was a soothing leaving apart the reality of life.” winter breeze that was constantly conveying a That night, the fortune had chosen to take a Subrat Nanda message of profound feeling that prevailed twist. Every moment seemed like a timeless Finance throughout that winter night. The feeling was all story of endless wait for love and my passions about an imagination of love in a hilly area and almost consumed my whole will to the brink of Apr 09 the description of sunset in the wait for the inner turmoil; desperate wait for love. A place GMBA lover and the love that existed was sacred and surrounded by mountains, shrouded in mist and eternal. enveloped in beauty, it was mythical enough to It appeared as an illusion as if she was still bring out the poetic wisdom in me and I wrote standing on that bridge. The tale of the past the first love poem of my life. It was an expres- seemed quite fresh in my memory; as if the sion of my personal feeling towards philosophi- sound had not died down yet and it was echoing cal love; it was such an intensive feeling which back and forth. Taking a look at the watch, I saw pulled me into a whirlwind of desire, madness the clock hand ticking very fast, but there was and romance. In my anguish and a test of faith, You came like a no sign of her coming back to this place. The is revealed the power of unconditional love winter breeze night seemed to have paused for quite long and through several layers of turbulent emotions. refusing to move ahead. It was already past mid In that piece of paper, the fountain pen in my and I didn’t real- night. hand wrote automatically..... “You came like a ize what it “There was a similar midnight when I was in a winter breeze and I didn’t realize what it was ..” was ..” moving restaurant in Toronto in a hillside area. It was a cold winter night and I was trapped with We were two together; off late when I moved a profound imagination tinged with a sense of my eyes towards my watch to check the time, reality. When life went up in smoke When life went up in smoke and dope, Till I hit my death bed, I never did lose hope I started smoking at the age of seven, Felt as if I was at the gates of heaven. Years passed by, I became a teenager Smoke was my best pal, my only friend in a wager. Years kept passing by, I completed the journey from a teenager to man Siddarth Smoke was what I breathed, ate and slept, my only buddy and my only fan Duderia Late one night, I spurted blood BM Dec 08 Thought that this was a stream, waiting was the flood GMBA I was hospitalized, diagnosed with cancer, the dreaded disease My lungs had shriveled like a blown out balloon, life was about to cease Life was my mistress, smoke my wife I realized that I had made the wrong choice. Smoke kills more than bullets, yet we smoke At the balloon called life, we continue to poke When life went up in smoke and dope. 27
  • 28. VOLUME 3 AUGUST 2009 STRAIGHT FROM THE HEART The Coffee Shop Downtown was a coffee shop, Like always the evening was a flop, The lazy Joe was not ready to move out, But a strange voice from the heart changed his thought. For a change the wind had a different sound, And strangely the roads did not appear round, Namit Nayak The sand had a different aroma, Mystified Joe reached the coffee shop with a dilemma. ITM Dec 08 The coffee shop had a white glass, GMBA The view on the other end was quite a class, Infusing all the energy, Joe reached the counter, Never before did he have such a beautiful encounter. The next hour was unforgettable, And the rise in the heart beat was irreparable, Till that day nothing like this was imaginable, A new world was formed which was incredible. Now visits to the coffee shop is in lush, And the laziness is out in a flash, Love has been revisited in a splash, Life is beautiful keeping silly moments in the trash. The day is never the same, And the nights has only one name, Thinking of the coffee shop again, Bring in old memories which will never drain. GRAFFITI Arun GK ITM Dec 08 GMBA 28
  • 29. VOLUME 3 AUGUST 2009 STRAIGHT FROM THE HEART Loving Dubai If you believe in a power greater than yourself, shoes; Africans in bright national costume; Indi- there is no escaping the realization that “God is ans in saris of fresh pastel shades and patterns great”. Sitting on my privileged balcony in Persia of the rainbow; Australians, Brits, Germans, complex, International City, Dubai I listen to one Americans and Canadians, Iranians, Russians, of the five daily calls to prayer, and I marvel at Chinese, Japanese; men and women from the the human spirit in all its complexity and dimen- Philippines, Indonesia, Thailand, Malaysia, sions. No matter whether you are Hindu, Chris- South Korea, Argentina , Ireland and Iceland. Dr. Michael tian, Buddhist, Jewish, Muslim or even Agnostic, From ‘chic’ to crass and cheap: every taste: new Barnes there is an appreciation within you that you do and old. This is the global village, rubbing shoul- Dean GMBA not know everything. Each of us can and must ders, laughing, smiling, chasing kids, holding learn from each other. Within the human spirit hands, tasting an ice cream, just gazing and there is a latent understanding that in the end drinking in the sheer variety of color, sound, and we all share the same destiny. sight! Where else does this happen on a regular basis? No matter the complexion of your skin, the tex- ture of your hair, the color of your eyes, the ac- Every currency in the world being remitted cent of your speech, the cut of your clothes, or home from hard-won earnings to distant loved We love; we suf- the letters behind your name: fer; we bleed; ones. Every nation has its problems and its ineq- we are all the same. We love; we suffer; we uities. But this one welcomes all. Each one herewe celebrate; bleed; we celebrate; we grieve; we strive; we is here for a good reason. we grieve; we succeed; we fail; we learn. strive; we suc- That is life. Otherwise you would be somewhere else. So ceed; we fail; we let’s be deeply grateful for the opportunities we learn. Global civil society is a distant and abstract no- have: For the miracle of water in the desert; for That is life. tion. But it is not an unachievable goal or an un- friendly hosts and neighbors; for safety and se- realistic ideal: A state of being where your pass- curity. Dubai is a very special place where peo- port –while not irrelevant – is not the most im- ple from every corner of the earth can come and portant factor on the face of the planet. try to make a difference as well as to advance Where you are “from” is less important than their own welfare and position in life. For this who you really are, where you are, and where we must give our deepest appreciation! you are going: What you are doing to make this world a better place. Those who have never had the pleasure of visit- ing Dubai can sneer at the apparent excesses of a ‘bubble” economy. But the reality is that Dubai is a shining example and embodiment of vision, imagination, creative energy, and determination to succeed in the long run. Founded on a trader’s instinct to gen- erate action and positive risk taking the whole place rocks! Visit the magnificent, outrageous Mall of the Emirates on any Friday afternoon: the Emirati men resplendent in gleaming white attire; the women, graceful and elegant in immaculate black robes over designer jeans and Prada 29
  • 30. VOLUME 3 AUGUST 2009 KNOW MY COUNTRY SOUTH AFRICA Normally referred to as the rainbow nation in history books international circles or Mzantsi ( Xhosa word for through per- “south”, South is home to 34m blacks, 6m forming the first whites, 5m coloured and 3 m Indians making it a heart transplant purely rainbow nation . All races are repre- at Groote sented in government including the cabinet. Schuur , Cape South Africa has 11 official languages with Zulu, town in Xhosa, Sotho, English and Afrikaans being the 1967.Pouplar widely spoken languages. English and Afrikaans tourist attractions include the Table Mountain, are the two working languages with English the Cape Wine Lands ,Robben islands, Cradle of Mkhokeli Ncube main language of business. The National anthem Mankind, Drakensburg, Garden route , the Great GLSCM Dec 08 “ nkosi sikelela iafrica " meaning god bless Af- diamond Hole, Shaka Marine and Kruger na- GMBA rica” is sung in 4 languages because it incorpo- tional Park Business South Africa ranked 25th in rates the African, Afrikaans and English heritage the world in terms of GDP (PPP) as of 2008.Even making it difficult for some people like Jacques though South Africa has one of the higher in- Kallis to be able to sing it! The national animal is come per capita in Africa, it suffers from large the springbok and the national flower is the pro- income gaps and a dual economy marking it as a South Africa tea and thus, the cricket’s team name. developing country. South Africa has one of the ranked 25th in Johannesburg, Cape Town and Durban are the highest rates of income inequality in the world. the world in three biggest cities although little known Preto- The country has the word‘s largest reserves of terms of GDP ria is the capital city. platinum, gold, ferrochrome and diamonds. Re- (PPP) as of 2008 sources have formed the back bone of the econ- Heritage & Tourism omy and the government is critical of their ac- South Africa contains some of the oldest ar- quisition and hence the opposition to the Anglo- chaeological sites in Xstrata deal underway. BAT, SASOL, SAB Miller, the world. There are MTN Anglo American, DeBeers, Old Mutual, In- extensive fossil re- vestec, Sasol are the some of the world leading mains at the “cradle companies with their roots in SA. Marius Klop- of mankind" next to pers (BHP), Mick Davis (Xstrata), Graham Mac- Pretoria dating back kay (SABMiller), Johan Rupert (BAT and to thousands of Richemont) are some of the leading CEOs born years ago. Some of and educated in South Africa. the early settlers were the Bantu-speaking people, who were iron MBAs using agriculturists and herdsmen, displacing South have 17 registered Business with and absorbing the original Khoisan (the click Wits, Cape Town, Stellenbosch and GIBS language speaking) speakers. Later they moved the most prominent. Wits and Stellenbosch are south leading to the growth of empires like the AMBA and EQUIS accredited. Henley (UK) in the Zulu Kingdom under Shaka and the Xhosa King- only foreign business school operating in SA. doms. Modern day SA is a product of a pro- According to a study conducted by Markinor, longed struggle against whites- first the Dutch, 60% 0f MBAs in SA are sponsored by their em- then the English, and then the Afrikaners under ployers. More than apartheid. SA only gained its independence in half of the people April 1994 under the presidency of Nelson studying an MBA “Madiba’ Mandela who had earlier saved 27 have at least 8 years years at Robben Islands. Vilakazi Street in experience making Soweto is the only street in the world that has fresh MBAs a rare brought up two Nobel laureates in Mandela and phenomenon in SA. Desmond Tutu. The country also got into the About 35% were 30
  • 31. VOLUME 3 AUGUST 2009 KNOW MY COUNTRY SOUTH AFRICA qualified in sciences and engineering before Lance “Zulu” Klusener and Alan Donald (cricket), they began their MBA - a figure matched by Lucas Hadebe and Benny McCarthy (soccer), commerce and administration. The main reason Francois Piennar and Brian Habana (rugby) and South Africa will most people pursue an MBA is business skills Gary player, Ernie Elsie and Trevor Immelman be the host na- enhancement, career progress, financial reward, (golf), Ronald Schoeman and Neethling and international mobility, change of career, (swimming). tion for the 2010 networking and promotion. Usually most people Popular homes of sports are the Wanderers FIFA World Cup, seek promotion within the same company since and Newlands (cricket), FNB Soccer City and which will be the their MBA is usually sponsored Loftus Ruby stadiums. South Africa hosted and first time the by the employer. Thanks to SA's economic won the 1995 Rugby World Cup on their first tournament is growth and the need for more management attempt and again won the 2007 Rugby World held in the Afri- expertise, demand for MBAs is growing. The Cup in France. South Africa was only allowed to can continent. schools have incorporated ethics, corporate participate from 1995 at the end of Apartheid. It governance, entrepreneurship, leadership and followed the 1995 Rugby World Cup by hosting even gender into their courses. One year full the 1996 African Cup of Nations, with South Af- time MBAs are only offered in two schools – rica's Football Team, 'Bafana Bafana,' going on Stellenbosch (MBA- Leadership) and GIBS to win the tournament. It also hosted the (MBA- Entrepreneurship) and both started very 2003 Cricket World Cup and the 2007 World recently. Twenty20 Championship. South Africa will be Sports the host nation for the 2010 The main sports in South Africa are soccer, FIFAWorld Cup, which will be cricket, rugby, boxing and tennis. Other sports the first time the tournament is with significant support are golf , swimming held in the African continent. , netball , basketball , surfing and skate boating are popular among the youth. Famous sports people include Kepler Wessels, Jacque Kallis, “I loved you….. I Did!!!” I see your name written there and I know we belong I know you don’t know but it is you who I long I never thought life would bring me here But it has and I can’t take a stride To move on and see a future, without you by my side. We laughed we cried we chose we dared We loved we lived and we cheered together For every moment that we shared. Harlene Kaur Your love meant so much to me Batra I knew it wanted to make me see WM Dec 08 That “us” together was meant to be. GMBA But I broke the love, crossed the line Left you there without a sign. You trusted me and I broke it so You had no choice but to let me go I wish that time could turn around And I could change that shattering sound That came from deep within your heart For the pain I gave you when we broke apart. 31
  • 32. VOLUME 3 AUGUST 2009 Alumni Corner Musings of an enchanted traveler through Life Shridhar Rao EMBA Batch5 Watching the so called “industry experts” and thusiastically waiting for call in from viewers economists ramble in the media at “what the who would like to know how to start their sav- problem is “with the economy has become a ings for retirement or for their mortgage. Tell part of my everyday entertainment. me; is it not a little late for these guys to have a One of them It used to be that I used to listen to them care- savings advisory program. I would give my view- said there is no fully at one phase of my life and I used to think ers only one advice, Save till you have your job. future; there is that it is the way for acquiring good judgment Now days I have stopped asking any of my cus- only today. for investments. And hey! I was making money tomer of the near future projects. One of them on my portfolio. said there is no future; there is only today. Look Only thing I did not realize was that every other this is Revelation; a true realization of a new era harry was as successful (or unsuccessful) even where we all live in the present. Remember self when he did not get this Gnan! improvement experts told us a long time back Now days the voices are accelerated and the that live in the present; forget worrying about complexity have increased with so much of bad the future and the past. We have achieved that news flooding the channels, we could have a finally in the midst of all this Doom and Gloom. swimming pool of misery going by what the ana- In spite of the entire furor that goes in the finan- lysts have to say. Our friends from USA do their cial markets and the brokers holding their pitching in the night with renewed vigor talking heads, scratching chins etc, life goes on blissfully about bonds and yields and stocks adding to the in the streets. Two friends are having an after cacophony of how the recovery is just about the lunch smoke near my home; that too at 2pm corner. Go short! Go Long! Short term, Long and in the summer of July. But I did realize that term etc I made mistakes twice getting my longs the pace of life has thankfully slowed down and shorts twisted I stopped after that. Now I without 20 missed calls and 10 appointments buy or sell and my broker is happy that I have and immediate deliveries. Of course my portfo- found my sanity. There is a lady on one of the lio has a hole; but I have my present today and popular financial channels of US who is as en- my entertainers on TV to keep me engaged. Answers to Quizzarium 1. Rotary Club 2. DHL in 1969 Germany 3. Indicates the Union of four founder companies Audi, Horsh, DKW and Wanderer Automobile Department to form the Auto Union AG in 1932 4. Dale Carnegie-1936 5. TATA 6. A broken laser pointer 7. Titan 8. MS Dhoni 9. AS11 10. Starbucks 11. Polaroid Instant photographs 12. Sultan of Brunei 13. Intel 14. It indicates that the seller shows the first lot as cherries and the buyer thinks the entire batch is of that quality 15. Zorro 32
  • 33. VOLUME 3 AUGUST 2009 Alumni Corner Confusion at work place: The incubator of tomorrow’s leader This might sound as silver lining on the dark cloud, take you, as belonging to “ the others”, and see in but the fact of matter is, the more immature the you and your objective as threat to measure his/ organization structure is the better exposure one her performance. And so the execution managers gets as a middle or lower manager level to under- are put in a state of affairs same as cork shuttle in stand the complexities and gain the invaluable badminton match, from one court to other. Back experience of learning and confronting the chal- at the ground or actual execution level, the en- lenges due to the squeeze from top management gines which really drive the organization, there on the vision on paper on one side to tuning and would have been a total clout on objectives of the changing the mindset to organization, the visibility on what we need to do Suman Mishra the deepest root level on the other. The bridge in coming 5 years, or the education on how my April 2008 thus from board room discussion and Harvard line of source code if delivered within this month, GMBA newsletters to reality, is thus the road sketched would beat the competitor by getting few more and travelled, in the journey to become leaders for customers. This education and mind set change is tomorrow. the biggest of all confrontations. More so in Tech What are the usual challenges that thus a middle companies which might have the best brains, the level manager would confront at a nascent organi- Einstein’s of today, and so they would have the zation? Many, but just to list some same love and passion for technology but quite 1.Outline along with his/her peers on what should possibly, the limited knowledge on monetization be the goal of the organization. This needs an acu- part of it. Innovation is good but its better and Education and men to analyze what is typically the financial richer when aligned to business and this thus mind set change horsepower, the risk appetite, the forecasting of needs to be driven by creating process, training, is the biggest of market condition, studying the games competitor tracking each of the action items, persistently and all confronta- would play, customer reaction and of course the smartly. Toeing this thin line is a challenge. tions. top management drive. The last but not the least is to, very simply put- 2.Achieving these goals would need resources and “Measure”. Almost everything needs to be discov- timelines but also need what would be the mission ered and then measured. Measuring the produc- of the organization. What route and philosophy tivity, the stages of growth, the customers ac- Almost every- the organization would be probing. quired, the product sold, the profits earned, the thing needs to 3.Once this is decided, the blue print of bridge is markets captured, etc. This helps create mile- be discovered ready. Executing this is a bigger challenge. What stones and keeps us informed, and on track. Meas- and then meas- problems one could face at execution level? uring helps us compare: to compare if we are bet- ured. Well you need top management support and poli- ter by a change of pricing model, or a tweaking of tics free work environment now that is something process or introduction of new product. Measur- which is unlikely. For any organization which is ing helps us know ourselves and if we are better; ready to take a plunge and emerge, will have lead- then we could spread this news, brand about, to ers some where a little ;some where plentiful ,who the stakeholders, so that we realize that in spite of want to piggyback on the umbrella of efforts; and all odds and challenges, we are very much in the bring their personal agendas before the organiza- journey, thus instilling the drive and much needed tion. This creates a conflict- a situation where or- confidence at work place. So next time, if you have ganization gets ruled in departments- which lead a workplace where definition is still looking for a to condition in which organization gets divided definition; don’t lose heart for the confusion that into segments of “us” versus “them”. This silo cul- might be bleeding your motivation or the distorted ture is cancerous and develops to “autophagy”. broader philosophy weakening your efforts; for Most of the time the top management drive thus this is when, if you are persistent and patient, a gets diluted because of these set of leaders, while leader of tomorrow is being nurtured. A leader , Is your organi- the execution managers are left suffocating for who has known and dealt with issues around its zation suffering support. A derivative of this condition is that mid- organization’s “identity”, and thus is confident dle level managers ultimately get converted or that any other journey would be less than equal to from split vi- used as tools to do the in-fighting. So if you belong the one he/she travelled some time back. r organi- sion?? to Commercial team and are there to find the zation suffering from split vision?? costing of projects, the Operation Manger might ALUMNI CORNER 33
  • 34. VOLUME 3 AUGUST 2009 Alumni Corner A TRIBUTE TO MICHAEL JACKSO Aishwarya Biswas, When you grow up loving someone so much ishly absorbed in complicated ways of life...and GMBA 2006 irrespective of the fact that you know him or you start to take the people who taught you to not, you really don’t care about fight, for granted...YOU know the fact that you don’t meet him that THEY WILL BE THERE… or chat with him...in your childish ways of life, you sort of believe Anyway, one bright morning that he knows you too...just as when you suddenly realize that much as you do. In school, in the he will never sing again and bus, in the playground, at never dance like a dream, you home...he is everywhere, every figure...what were you do- THE MAN IN THE single moment of the day. Any- ing??? Why did you stop col- MIRROR IS NOT thing which has his name or ini- lecting the little pieces of in- GUIDING ME tials is a keeper. Your small valuable memories? Why did ANYMORE...but drawer is overflowing with post- you not continue being the the THRILLER is cards, paper clippings, wrappers, child you were...? You realize burning bright album covers but you make space that no matter how hard you inside me like a for each and try, how much money you earn SUPERNOVA!!! every little piece of diamond. Your parents hate and how many times you hear his music, you’ll his guts for making you so addicted, they try to never have the chance to buy a concert ticket stop you from going nuts, but you rebel. For the for his show. You know that either you are a lit- first time, you stand up for someone and tle late in growing big and rich enough, or the say...HEY, LEAVE ME ALONE… person who you grew up loving is GONE TOO SOON...the only ticket you can now buy is a The music blasts the walls of your room, and TRIBUTE... And when its the last chance you get you do the Moonwalk or at least you think you to pay respect, you do whatever you can...and are... somehow its NOT ENOUGH… Then you grow up and you realize that people around you think you are crazy about a crazy THE MAN IN THE MIRROR IS NOT GUIDING ME person, so you stop collecting those pictures and ANYMORE...but the THRILLER is burning bright newspaper clippings that were more precious inside me like a SUPERNOVA!!! Just like MIL- than Barbies, the posters come off the wall. Be- LIONS of other hearts around the world and in ing a FAN is UNCOOL. You still sing this, I AM NOT ALONE...I WILL SHOUT, I and dance like a crazy child, but you WILL SCREAM, I WILL CRY, I WILL hide because people around you will SMILE EVEN WHEN MY HEART judge you. You sing, dance, entertain ACHES...Stop me if you can... in competitions and you are GOOD… ALUMNI CORNER people applaud, they think you are a born dancer...little do they know... ;) Then you grow up some more and you don’t have the time to yell and shout out to the world that U R A FAN of a certain some- body...you just don’t do it, its HUMAN NATURE. It has nothing to do with him not making music or being hidden somewhere; it’s about YOU be- coming slightly more mature. You are striving to compete with everyone coming your way, self- 34
  • 35. VOLUME 3 AUGUST 2009 Alumni Corner 13 Ramsay Street I arrived at late noon, the carriage having heard her, ‘Knock, knock, knock’. Three crashes dropped me at the door of 13, Ramsay Street. of the metal knocker. Three crisp raps which The garden had been weeded carefully, and the would have roused anyone, except the deaf. I hedges cut prim. Two old, sepia frames hung on got up and attended to the visitor. the walls; a sea faring Admiral and a freckled woman with monocles beamed down upon me. Charlotte stood outside the door in her glisten- The welcome from the Pinkertons too was ing white robe. She was carrying her head in her warm, and my lodgings were promptly ar- right hand, the faint glow from the lantern’s Manish ranged. It was clear that visitors were common, wick fell on her startled face as she shrieked Mahajan, and those with deep pockets were forwarded “Richard!”. Exasperated, I bellowed, “Charlotte, GMBA 2005 such warm welcomes. The mistaken house be- I said 30 Ramsay Street not 13. And you take longed to this blissful Darby and Joan. But they your head off only at 10, Acacia Avenue. And were deaf, and I was their guest for the night. you hold it in your left hand not right. Can’t you On the way, my fears had been confirmed by follow simple instructions? Wish you had never the talkative carriage driver. Charlotte had been died. I had to skip my rounds at the Bingley and visiting 13, Ramsay Street on random nights. come all this way for this! “She wears white, carries a lantern and always knocks thrice on the door”, whispered the Apologies rained. As usual. I dismissed her till driver. Had his ponies been more docile, I couldfurther notice. Next morning, old woman have known more. But those were obstinate Pinkerton greeted me with an English breakfast beasts, wanting to be whipped for submission. in bed. In time, I bade farewell to them and Maybe the animals had a sense in being recalci- found myself riding back on the same horse car- trant. Maybe they did not want us to canter riage. I felt bad for Charlotte. Clumsy in life, along Charlotte’s tread. clumsier after life. I had my misgivings whether her spirit could ever be free. I looked at the I spent most of what remained of that afternoon countryside, as these thoughts whizzed pass. The steeds were watching the Pinkertons. In the garden, in the The steeds were restless as before, surely they living room, in the kitchen they were on song, knew I was dead. restless as be- everywhere. The silence in their ears meant fore, surely they they never heard those knocks, a natural de- knew I was fence to the maiden’s nightly hauntings. With dead. dusk settling, old man Pinkerton got busy with photographing fireflies. As evening approached, my anxiety grew. Would Charlotte knock to- night? Supper was served at 9:00. Roast beef and York- shire pudding with beans, roast potatoes and gravy. In an attempt to extend hospitality, the radio was switched on. The frequency modula- tion, though, was understandingly left for me. For the umpteenth time that evening, I glanced at the door. After the old couple had retired for the night, I lighted my pipe and snuggled into the rocking chair near the fireplace, waiting. The strained howl of a distant hound wafted in through the oriel windows. It must have been well past midnight when I 35
  • 36. VOLUME 3 AUGUST 2009 ALUMINI CORNER Tackling changing landscape of Cyber assaults Rohit Sukhija GMBA 2007 Overview than only from the perspective of a procedural Dramatic increase in cyber security attacks by activity. hackers, worms and viruses have made busi- Degree of Risk in various industries nesses look for remedies to prevent themselves Strategically, security assets’ value is based on from not only financial but also reputational loss industry type and keeping the same view, secu- caused due to these breaches. In the search of rity investment should be proportional to the resources to manage their confidential informa- importance or value of the information. Many tion, companies start investing in structural and industries might not invest heavily on their in- intellectual assets to manage their information’s formation security depending on the confiden- security and find that the resources allocated tial data and low risk, but many do have to. High are never satisfactory. Hackers and external at- risk is involved with industries like Aerospace tacks apart, many a times dissatisfied employ- and Defense as the information leak can be a ees can hurt the company by stealing confiden- national security threat. The industries’ list tial information making the situation worse. based on degree of risk due to information theft Without understanding the long term repercus- or juggling can be found in Figure 1. sions, many organizations tend to hide breaches Low Strategic remedies occurring inside due to negative publicity that it Information security has traditionally been the attracts making the company lose on all busi- considered the responsibility of IT departments ness fronts. After all, who would like to accept of various companies but changing landscape loopholes in the system and lose its credibility? has made it a far more important business and Today, system Talking on financial aspects, as per the research technological issue. Many corporate houses are penetration and done by Computer Security Institute in the year now adding strategic, tactical, and operational financial fraud 2007, the average annual financial loss recorded aegis to their technological measures they cur- have gained by various companies was US $350,424 in 2007, rently employ to protect corporate information prowess over an increase of more than 100% over the previ- by analyzing the intensity of the regulatory re- traditional ways ous year. Recent attacks on Pentagon, which is quirements it faces. Technology implementation of attacking like considered to be the heart of US military, have issues have become less important vis-à-vis viruses and made them ban the usage of all external hard- identification of the measures that should be worms. ware in their vast network and also make an taken to build a bulwark. Today, many compa- investment of more than 100 million dollars so nies are moving towards the concept of a dedi- that history is not repeated. Here, we are not cated Security Operations Center (SOC) to pre- even talking about the soft losses like reputation vent them from information loss. Just like the and confidence that will add to it when con- concept of NOC (Network Operation Center) verted to dollars. took flight when the companies understood its Changing Landscape value, SOC is bound to gain importance with the Today, system penetration and financial fraud changing information security landscape. have gained prowess over traditional ways of So what is an SOC and what are its benefits? attacking like viruses and worms. This clearly SOC, as the name suggests, is the dedicated re- points to the fact that anti-viruses, which form source center that strategizes, plans, imple- the largest part of information security invest- ments and executes information security poli- ment by any company and a market size of cies and ways of strengthening security infra- more than $4 billion, will not suffice the security structure based on latest technological develop- requirements anymore. As hackers become ments. The center is responsible for asset more and more aggressive, Chief Security Offi- evaluation, data and risk analysis and record cers (CSOs) and security managers need to be keeping for the purpose of tackling any security equipped with the latest security infrastructure breaches and related issues evolving almost on and conduct security audits diligently rather a daily basis. An SOC makes Information security 36
  • 37. VOLUME 3 AUGUST 2009 ALUMINI CORNER Service Level Agreement based and clear per- similar to what happened to technology when it formance matrices can be built to measure the was not at all an agenda of discussion until re- Information Se- progress and in turn controlling security cent years when it demonstrated its strategic curity in India breaches better through effective planning and importance and made its way to the board stands at a point analysis. Many companies today help various room. In a highly networked and digitalized where the deci- organizations set up an SOC using their exper- world, it is extremely difficult for companies to sion making has tise and information security related consulting neglect hackers as petty trespassers who can be not reached the services. kept away through merely technological means. top executives The Road Ahead Information Security is bound to reach the cen- Today, Information Security in India stands at a ter of the table of strategic reviews and planning dashboard. point where the decision making has not from a long term perspective. reached the top executives dashboard. This is HATS OFF GRADUATION DAY PICTURES DUBAI AND SINGAPORE GMBA, EMBA 37
  • 38. VOLUME 3 AUGUST 2009 Life @ Schulich, Toronto Believe it or not, since the birth of Global MBA in Dubai and Singapore, students from both cam- puses with the same intake have never ever met face to face. And this year finally that myth has been broken. Life in Toronto lays a new platform from these two wonderful experiences to assem- ble in a new place. It is just like a so called “MERGER” in corporate strategy. But again once we are members of SPJCM, we can not vaporize the value and experience carefully crafted by Activities Study Hard – 50% Study Hard – 20% Study Hard – 30% Play Hard – 30% Play Hard – 50% Play Hard – 20% Sleep Hard – 20% Sleep Hard – 30% Sleep Hard – 50% 8:00 AM “Reading’s done, “How is my download?? “Zzzzzz...” (Snooze, (at least 5 Assignment’s done, Yes!! It’s done, let’s do times)” “I don’t think I can Let’s get ready and try another episode and take a come to class” not to come late” shower.” “I think I’ve catched a cold” 8:30 AM “Can I have one “Chalo let’s move and grab “Should I go for a shower??” Canadian Baggle a coffee and we are ready please with egg and for the class” sausage? And a small coffee please...” 9:00 AM “Good morning, sir! Open laptop, go online, Keep smiling, don’t let anyone Actually I have a update facebook and gtalk knows I haven’t got any question regarding status – “In class (but still shower, and “One large coffee the last lecture” available to chat)” please..” 12:00 PM “Excuse me, sir. What Updating status (go for LUNCH time!! Yes, yes, yes!! do you think about lunch) Popeyes, KFC, Indian flavor, this and that and this we are coming!!! and that?” 1:00 PM “So sleepy... But I Back to chatting guys. Wish I can skip the class need to raise a point!! For the sake of class participation!!” 4:00 PM “Guys, what about “Yeah.. Gym time, baby...” What should I do?? Gym, the groupwork? groupwork, shopping, Should we meet right assignment, or even sleep?? now?” (No surprise at all) 7:00 PM “You do this, I do that, “TRANSPORTER” @ IMAX It’s time to hog... Guys, anyone let’s meet again at theater!! Or should i go for wants to have Domino’s Pizza? night or tomorrow “New York” morning for groupwork” 10:00 PM “Preparing The movie was Where is everybody?? I think tomorrow’s class, AWESOME!!! Should we they already go to sleep, Marketing book for the “Harry Potter” Zzzzzzzzzzzz Management done, show?? Economics done, one more to go and sleep, hoaaammm what a day” our alma mater. I found it very interesting to cluster how we survive in this North American envi- ronment, given the value and experience, we had earlier in Dubai and Singapore. It is not clustered by dudes or dudettes but by their own, once again, VALUE and EXPERIENCE. The clusters are study- hard, play-hard, and sleep-hard. All in all, there is one thing that we miss here, and that is time. It seems like we have a tremendous amount of great resources starting from library with 6 million books in it, gym facilities with great sports equipments, downtown with all the excitements 38
  • 39. VOLUME 3 AUGUST 2009 Life @ Schulich, Toronto (Wonderland – Amusement Park, Niagara Falls, CN Tower), and of course classes with wonderful lectures and courses, however what we don’t have is the time to enjoy all these experiences to the maximum level. Given that, we are thankful to be here, a great experience, and we can not wait to share it with the world. Let’s keep the spirit up and let’s enjoy our moment, just like Thomas Friedman has taught all of us, let’s enjoy our moment in this flat-world. The Toronto Experience This year marks an exciting milestone for SP Jain Center of Management as 39 students from across both Dubai and Singapore campuses have made their way to the Schulich School of Busi- ness, York University in Toronto. These students are being taught by Schulich’s renowned profes- sors and are also doing an industry study in Canada, which exposes them to the North American business environment. The Schulich School of Business is ranked #1 in Canada and has a strong reputation world over for its diverse and creative programs. Toronto is the cultural and financial capital of Canada and is also known as the world’s most cosmopolitan city, making this unique 3 The opportunity city model a truly global experience for the students. As we are 1 month into this unique collabora- to learn from tion between the two schools, we asked the students and Schulich faculty about their experience the very best of with the course so far and got a lot of enthusiastic response shared in return! professors , the warmth and “The Toronto leg of the GMBA has given me a window to discover how business and a cosmopoli- hospitality tan culture work together in a North American context. The opportunity to learn from the very showcased by best of professors , the warmth and hospitality showcased by the Schulich School of Business and the Schulich Toronto’s incredible summer weather has truly been the experience of a lifetime.” - Vyas School of Busi- Venugopalan (Marketing Management) ness and To- ronto’s incredi- “Being at Schulich in summer has meant that we could not only experience the amazing cosmo- politan nature of the professors but also the amazing festivals and events around the town. Having ble summer professors from countries like Thailand, South Africa, Iran, United States and Canada, meant we weather has have got an amazing treasure chest of experience to learn from. The campus with all its wild life truly been the and facilities too is quite amazing.”- Ashwin Unnikrishnan (Investment Banking and Wealth Man- experience of a agement) lifetime “Two things I really like about the campus are the Sports Club and Scott Library. There is nothing better than a refreshing dip in the pool or a game at the courts, after a long day of class. As for the Scott Library, 6 million books is a treat to any avid reader. I am looking forward to make to cover as much as I can during my time here.”- Keerthi Prakash (IT Management) “The time spent at the Schulich School of Business has been very helpful in understanding the North-American method of teaching and about the economy as a whole. The style is very different from what we have been subjected to in India and Dubai. The faculty is extremely professional and the way they prepare and come for classes citing latest happenings in the field is really good. On the whole, the experience has been superb and I highly recommend this option to future students at the S.P. Jain Center of Management.” - Ananta Kanoria (Advanced Corporate Finance Manage- ment) In terms of the cross cultural SP Jain Center of Management – Schulich School of Business ex- change programme, I love the energy and observe that there is a lot of willingness to participate, its a support environment with highly effective groups. There is less cut throat competition and more willingness to lend a helping hand.”- Dr. Patricia Bradshaw - Asoiate Professor of Organiza- 39
  • 40. VOLUME 3 AUGUST 2009 The Toronto Experience tional Behaviour/Industrial Relations, Schulich School of Business “I thought that the course went really well. I had no idea what to expect before the SP Jain students arrived. All I had been told was that they would be coming from Singa- pore and Dubai, and that most of them were Indian. It was actually an interesting process putting together the course. I teach a similar course at Schulich, but it is only 6 sessions long. I have been trying to expand it into a full term (12 ses- sion) course for some time, so this was my opportunity to build the content, provide more depth to the material, and include additional interactive elements. The extra time allowed me to move beyond just 'pushing content' to exploring how that content is relevant in today's global environment. However, I wasn't sure how the interactive and participatory environment that I had envisioned would work with the students from SP Jain. It turns out that I needn't have worried. The extra elements that I inserted into the course, such as a daily discussion of news items related to the course, buzz words, cases, discussions, debates, and so on, were well received by the students. It turned out to be more fun than just lecturing! Overall, the SP Jain Students were a fun group but also knew the meaning of hard work. We pushed them hard, and they delivered.”- Dr. Michael Wade, Asso- ciate Professor of Operations Management and Information Systems, Schulich School of Business“ THE TORONTO EXPERIENCE 40
  • 41. VOLUME 3 AUGUST 2009 CROSSWORD 1 2 3 4 5 6 7 8 9 10 11 12 13 Grid: Framed by Vinayakaram 14 Gururajan 15 16 ITM Dec 08 GMBA 17 18 19 20 21 22 The Clues Across 7) Marco Van Basten messed up not to be present (6) 8) Mushy project lead without you, reportedly, redresses to carry white blood cells (6) 9) Friend and I spoke this ancient Buddhist language (4) Clues: Coined by 10) Naval officers endlessly adore reverse service level agreement (8) Ramasubrama- 11) Mixed Ultra Terrestrial leads radio signals to financial account examiner (7) nian Sailapathi, 13) Icon’s puzzled descendant (5) ITM Dec 08 15) Messed up lifeless garlic is a smoker’s delight (5) 16) Puzzled heads of National Environmental Council and goat of the same parentage (7) GMBA 18) Task to fill the messed up cavity with it (8) 19) Tussle within first when second head moves out (4) 21) What a tense you, reportedly, when confused, would do to procure a large catch of fish (3, 3) 22) Priestly utterance in flora cleaning (6) Down 1) Retreating graduate meets graduate to form pop music group (4) 2) Rearrange not facilities to carry out congratulatory functions (13) 3) Wheat buoy without you, reportedly, encourages the kid (7) 4) Charlie, Larry and I did our Masters first and our Bachelors next (!) to move up the corporate ladder (5) 5) Cameraman Reid was confused, but had a wild fancy for this country (8, 5) 6) Ouch! Till when am I gonna mix in order to relax?! (5, 3) 12) Break up and reset the stoic nut to get the amount per piece (4, 4) 14) Sacred bovine creature makes an expression of astonishment (4, 3) 17) Disorders within the group of patriots (5) 20) Decipher the clues and ____ the white spaces in the grid (4) 41
  • 42. VOLUME 3 AUGUST 2009 HUMOUR 2 Point Someone -What not to do in a MBA… Disclaimer: Any resemblance to a particular B his comforter with the aid of a torch when eve- school is purely incidental. If the sentiments of ryone else is blissfully asleep. existing or budding MBAs have been hurt, I frankly don’t care. 5. Never do group work when you have others in the group who will do it for you. If you dont 1. Never communicate something in two simple have any one in the group to do the work, still words if it can be communicated with the aid of don't do it. ten complicated jargons. For example, Stand up Srivats.C, becomes ramp up, dating someone becomes IB Dec 08 drawing synergies by a cohesive strategy. I am 6. Class diversity is a myth, everybody is equally GMBA sure you are getting the drift. Please check out stupid. http://www.johnsmurf.com/jargon.htm to prac- tice on your jargons. 7. Never take quizzes casually, you mite end up scoring above average. 2. Never sleep in the room when you can sleep in the class. 8. Never think MBA is all about googling. It is also about Turnitin. 3. Never put pictures in the PPT and make it in- teresting and clear when you can put tons 9. Never bunk guest lectures. Ever. teeny weeny words and make it boring and con- fusing. 4. Never ever believe the guy who says grades doesn't matter. He is the guy who reads inside Crossword Answers 1 2 3 4 5 6 A F A C A C 7 8 A B S E N T L Y M P H S B L T I E I 9 10 P A L I A D M I R A L S C B B I L 11 12 13 A U D I T O R S C I O N 14 N T Y H A U 15 16 C I G A R C O G N A T E 17 T T R L D 18 19 20 A C T I V I T Y R I F T O O O C E I 21 22 U S E N E T O R A C L E T S S W M L 42
  • 43. VOLUME 3 AUGUST 2009 STRAIGHT FROM THE HEART Just Pure Feelings !!! In the clandestine night and silence of time, I waited for the moment; I longed my courage for... My heart whispered chants of the unspoken truth, "I knew its always more than a usual adore"... Lokesh Mudgal Never did those words feel oblivion to me, ITM Dec 08 I had only pushed the things under surface... GMBA I knew my world would whisk around her, If there was one, it would be her face... I knew, the heavens staring at me in delight, As I looked like an itchy soul... I knew, the moment would come any soon, To speak my heart and say it all... All set in incertitude for her benign arrival, I knew talks would be tougher than climbing a mountain... Should I hold her hands, or close my eyes Ahh!! my heart was burning in the sweet anxious pain... I would tell her, what I hold in my heart, Yes I would say 'I love you' standing on my knee(s)... No rose would ever be sweeter than her smile, And none would love you as much as me... "I want to feel your breath, I want to live these moments with you... I want to cherish your fragrance in me, I wish to touch your trembling lips, oh! Yes I do... Lets hold our hands, let me feel your softness, Let me hug you, and leave me never... Let me look in your eyes and wonder how beautiful they are, Lets walk together for now and forever... With ripples pounding in my heart, And a sensation of you being in my arms, what more shall I wish... Under the blessings of heavenly sky, We shall love and we shall kiss....." 43
  • 44. VOLUME 3 AUGUST 2009 SPJCM STUDENT CLUBS The SPJCM Student Blog The SPJCM student blog was launched in June as a PR Committee initiative. The vision behind this blog is two pronged. Firstly to create a common space for SPJCM students, alumni and faculty to share their thoughts on all matters that will matter to them. To give students the opportunity to learn from more experienced alumni and faculty. Secondly to showcase the SPJCM talent, creativ- ity and intellect to the outside world by having a common dashboard for all view. Students of our institute have helped make this initiative a roaring success, with equal contributions ranging from the field of Marketing, Human Resources, Finance as well as Logistics and Supply Chain. The ‘blogger’s club’ in coordination with the PR Committee handles all matters related to the student’s blog and is actively involved in ensuring that the blog is maintained to the highest standards in terms of quality of posts and student interest. The link for the SPJCM Student’s blog is: www.spjcmstudentblog.wordpress.com ClubIT@SPJCM ClubIT! It’s a forum where people from the Information Technology Specialization as well as other specializations at S P Jain Center of Management come together to interact, share and learn. It was formed in 21st August 2008 in Dubai campus. They are the pioneers of all Clubs at SPJCM and can proudly state that the innovative ideas which have come forward from our realms have inspired and encouraged students to explore new frontiers. Some of the ClubIT initiatives were KnowIn- FinITe, The Specialists, Quizzopolis, Quizzarium and Buzz. SPJCM Marketing Club Club Vision: “To stimulate a learning environment where we can help each other pursue their in- terests in marketing.” The marketing students of the December’08 and April’09 batch of SPJCM are proud to present the Marketing Club. As the vision states, the aim of this club is to create a platform for knowledge sharing, understanding latest marketing trends at the global front and to facilitate networking. Formed due to the initiative taken by a few students from the April’08 batch and furthered due to the support of the December’08 batch, this club now has over 75 members from the two batches combined. The Club was formally inaugurated on 22nd June 2008, where the vision, mission and the SOP of the club was shared with all the students of Marketing present. We were also deeply honoured to have amongst us Dr. Debashis Sanyal, Prof. A.V.R. Srinivas and Dr. Seetharaman who encouraged us with their thought provoking words. In terms of activities a few things that are on the chart are Discussing case studies, updates, marketing tools & models, Marketing practices in different coun- tries, Domain-wise presentations per week, Book reviews, Sharing ARPs, Learning through simula- tions and games, Starting a marketing newsletter, Inviting experts from the industry, inviting alumni and EMBAs to share their experiences and knowledge with us, conducting one day market- ing event which would include guest lectures, quizzes, case studies, workshops etc. There are many more such interesting activities on the burner so be ready to hear more from “The Market- ing Club.”!! 44
  • 45. VOLUME 3 AUGUST 2009 SPJCM STUDENT CLUBS Leadership Club The leadership club has been doing some stupendous work under the aegis of our academic man- ager Mr. Thaneermalai. Some of the initiatives that were taken in the last 6 months include 1.Visiting Man Fatt Lam Home for the Aged a non-profit organization that began operating since 1996 and takes in needy elderly above 60 years old regardless of race and religion. The group en- tertained the all the elders and spent some good time chatting with them. 2.Celebrating the success of Slumdog Millionaire, the leadership club also organized a private screening of the movie. Some of the faculty members also joined along with the students to cele- brate the success. 3.A trip to Pulau Ubin, a small island near Singapore was organized by the club. Around 60 stu- dents participated in the event. After assembling in the island, the students rented bicycles and went around the island. It was a very exciting and exasperating trip. 4.Trek at Bukit Timah Nature Reserve. The club also organized a half a day hike which saw partici- pation from many students. It was a good break for all the students to unwind from the hectic work schedule. 5. Another major event organized by the leadership club was the camp at East Coast Park. Mr Thaneermalai entertained the students with some wonderful games. It was followed by sharing some scary horror stories. 6.“Talking Heads” debating competition was a great event organized by the leadership club. The debate was British parliamentary style. There was very good response from the students and all the participants fought a very good battle of wits. 7.The club successfully conducted the 3rd Blood Donation Drive and as previously, the response was excellent – 73 people registered and 58 units of blood were collected. This exceeds Red Cross’ target of 40 units for external drives. Students from EMBA and GMBA, Alumni and the Staff of SPJCM participated in the drive. The club continues to organize many events to unleash the leadership qualities among students. The Finance Club The Finance Club at SPJCM was formed on June 18th 2008 under the guidance of Prof. Arindam Banerjee and leadership of Dharmesh Vora. It is a club formed by students to take up activities related primarily to various aspects in the field of finance. The objective of the club is to leverage on the experience of others and learn from each other. Also through the club, each person can contribute towards the collective learning of the whole batch. The focus is to identify student needs and foster out-of-class learning. The goal is to focus on contemporary issues and build knowledge on it through various activities such as Group Discussions, Debates, Movie Screening and Article Reviews etc. Also this is a platform through which we take initiatives to showcase our talent in the corporate world. Recently the Finance Club conducted a Corporate Panel Discussion on the topic of ‘Need for a Re- serve Currency’ and a talk on Islamic Banking. In the coming month the club looks forward to or- ganize seminars on Capital Markets and Private Equity . 45
  • 46. VOLUME 3 AUGUST 2009 EVENTS @ SPJCM HomeComing 09 SPJCM welcomed back its alumni at “Homecoming’09” on 15th May 2009. The event was attended by a crowd of over 300, which included more than 100 alumni from all the batches of GMBA and EMBA. It was held at the plush academic city campus. The event was organized by the gang @ SPark and the PR committee under the guidance of Prof. Christopher Abraham and Ms. Mini Menon. The event began with regis- tration of the alumni, the current students gathered information re- garding the current placing of the alumni in the industry, and these de- tails would be updated in the alumni database of the institute. Mr. Nitish Jain who flew in from Mumbai lit the inaugural lamp to spread the light as a mark of welcome to the alumni. Dr. Michael Barnes, dean GMBA, and Dr. Balakrishna Grandhi, dean EMBA, honored the audience with their words of wisdom and the most appealing global strategy aspect and relevance of the courses offered at SPJCM. From the nominations received, few selected alumni were recognized for their professional excellence in their respective fields, which helped the SPJCM flag fly high. The current students performed cultural events including a cross-country dance number, a Punjabi Bhangra and a clas- sical dance performance. The long lost seniors joined the stage for a round of shake-a-leg spree. Just after the cultural segment, all attendees marked their handprints on a big canvas. All the power-packed items made people nostalgic about the fun time they had spent at the alma mater. The students interacted with the alumni to get the various ac- counts of experience and expertise that the alumni had imbibed over years of work experience and the rich process of transformation at SPJCM. The students gathered information that would help them with their field projects and the armour that would help them combat the current crisis. Dinner was served to the alumni, which included a plethora of Indian delicacies catering to the tastes of the highly outnumbered international students and the majorly Indian crowd. DJ belted out a series of acoustic compositions that brought the good-old-days of college back to the alumni who tango’ed away to glory till the middle of the night. A very good battle of wits. Silver Lining 09 The Industry Interface Committee “IICom” as its better know within the SPJCM circle organized a symposium at the Dubai campus on 17th May 2009. The event aptly christened, “Silver Lining- The way ahead” saw the who’s who of the Industry making their presence felt among the young business managers ready to face the tough challenges posed by the current global markets. The event showcased the Applied Research Projects carried out by the business students of the One year full time GMBA program. Topics of the projects ranged from hospitality to FMCG and from BPO to new business opportunities and covered the impact of recession and the way ahead. With an array of interesting and thought provoking ideas proposed by the young managers in each of the presentations, the Industry judges found it to be a tough call to adjudge the best in each of the specializations namely, Marketing, Human Resources and Logistics & Supply Chain. The showcasing of projects was followed by a panel discussion on the “Way Ahead”. Industry experts and academicians from across the region spoke and expressed their views on how innovative strategies could help the industry recover from the downturn and make a comeback as soon as possible. On the whole, the event served as a platform for the industry and the academia to interact and share views on current business trends. The event concluded with a corporate lunch during which the business stu- dents of SPJCM had a chance of meeting Industry leaders and getting to network with corporate mentors. The spirit of the IICom, “Inspiring pro- gress, fostering synergy”, was very well communicated during this mega event and this initiative of the institute shall continue to work towards more of such corporate interactions that will give the young business managers greater visibility. 46
  • 47. VOLUME 3 AUGUST 2009 EVENTS @ SPJCM SPectra: New Connections! S P Jain Center of Management has been changing in a lot of ways. Some of them lead to funda- mental different views/experiences, while some just add an extra something to the overall experi- ence. Many of these new things are a result of continuous student involvement and enthusiastic participation. This couldn’t have been better viewed than in SPectra – SPJCM’s first inter-school event. Rishi Dixit For a college and a campus which has been a relatively new entrant in Singapore’s business-school ITM Dec 08 landscape, SPJCM is slowly but surely occupying space in the minds of students from different b- GMBA schools. In the recent past there have been many social interactions with students of other b- schools in different forums like MBA bash, guest talks in other schools etc. To further build upon these initiatives and to build upon the SPJCM brand, it was imperative that we conducted an inter- school event. First Inter- With this idea in mind, SPectra was conceived by the Global MBA Dec-08 Singapore batch stu- dents. The motive was also to kick-start an annual college-fest which everyone looks forward to – college fest in the SPJCM student and alumni circles as well as students from across all the b-schools in Singa- hosted by SPJCM pore. The event would also eventually be a showcase for the talented bunch of students that come to SPJCM. However, this was easier said than done. With the extra-rigorous curriculum and schedule all round the clock and under a heavy load of assignments, project work et al, organizing a full blown inter-school event proved to be a challenge. People had to be really motivated to carry this initia- tive through. More importantly, there had to be support from the college in all related things. Thankfully, SPJCM is a place which promotes inclusion and open-door policies with respect to ac- cess to college authorities. The college authorities and administration not only supported the ini- tiative but also made sure that it was a success by providing every possible concession to the stu- dents organizing the event. SPectra was planned as a half-day event in consultation with the other b-schools to evoke maxi- mum participation. It included 3 events – “Who Gets the Bailout?”, which was a senate style set- Events: ting with teams representing troubled compa- 1. Who gets nies asking the jury for bailout funds; a Corpo- the bail- rate Panel Discussion on “Need for a Reserve out ? Currency – Will the Dollar Survive” which in- 2. Need for re- volved esteemed panelists from the Singapore serve cur- corporate world; and “Quizzopolis”, SPJCM’s rency—will quizzing event. the dollar The marketing efforts started off with the ini- survive? tial meetings to fix the event date. Although 3. Quizzopolis some schools like INSEAD and ESSEC were closed due to mid-term holidays, others like the NUS, SIM and SMU showed enthusiasm and eventually participated in the event. What also helped draw the other b-school students were the big prizes on stake – a total of SGD 1000 for “Who Gets the Bailout” and SGD 1500 for “Quizzopolis”. “Who Gets the Bailout” saw around 10 teams from SPJCM compete for the 3 slots available for the 47
  • 48. VOLUME 3 AUGUST 2009 EVENTS @ SPJCM finals. 1 team each from NUS and SIM were the other 2 finalists. The companies represented in- cluded GM, Lehmann Brothers, Fannie Mae, Ford Motors and CitiBank. A team of SPJCM compris- ing Dec-08 batch students, representing Ford Motors, came first; while a team from NUS won the second prize, representing Fannie Mae. The jury members included Mr. Andrew White, Associate Professor of Law, SMU; Mr. Jorg Dietzel, Founder – Jorg Dietzel Brand Consultants; Dr. Ken Goek- ing, leader of Accenture’s ASEAN Supply Chain practice; and our very own Ms. Vinika Rao, Profes- sor of Strategy and GM, SPJCM. Participation The corporate panel discussion on “Need for a from National Reserve Currency – Will the Dollar Survive” University of saw eminent panelists in the form of Mr. Joseph Singapore Busi- Tan, Chief Economist with Credit Suise, Mr. ness School and Mathew Welch, MD – ING Wholesale Banking Di- Singapore Insti- vision, and Ms. Gaye Plunkett, Head of Credit, tute of Manage- South East Asia Corporate Banking, BNP Paribas. ment. The entire discussion was coordinated by the Ms. Dawn Dekle, Dean of the Center of Leadership, SPJCM. “Quizzopolis” consisted of a preliminary round where around 30 teams participated. The best 5 teams, comprising of 4 teams from within SPJCM and 1 team from SIM made it to the finals, which was a marathon quizzing session of around 2 hours, with various general-audio-visual rounds. The first prize here went to the regular quizzers from SIM, whereas the second prize was won by SPJCM students from the Apr-09 batch. Eventually, after a lot of hard work and endless effort by students, things came out well and the event went off successfully. The quality of events was appreciated by one and all. All of this has translated into a solid start for the SPJCM college- fest and Spectra and the next batches are already keen to raise the benchmark. In days to come, it should be the flag-bearer for SPJCM’s relations with other b-schools in and around Singapore. WINNERS st nd Event 1 Place 2 Place Who Gets the S.P.Jain Center of NUS Business Bailout Management School Singapore Institute S.P.Jain Center of Quizopollis of Management Management 48
  • 49. VOLUME 3 AUGUST 2009 EVENTS @ SPJCM Singapore ARP Showcase Applied Research Projects (ARPs) are an integral The panel consisted of : Jury Award part of the SP Jain Center of Management’s Mr Manoj Menon who manages Frost & Sullivan's “ Demand Global MBA curriculum. As many of you already business in Southeast Asia and jointly spearheads know, our students spend six months each of their the company's global ICT research and consulting Suppy Dy- one year intensive MBA at our twin city campuses business. He is one of the region's most sought- namics of in Singapore and Dubai. We have also recently after speakers, frequently featured in all the lead- Hard and tied up with the Schulich Scool of Business, York ing news channels. Soft Com- University, Toronto and the Australian Graduate Dr Tommy Tan, the Chief Executive Officer and co- modities” School of business, UNSW, Sydney. Some of our founder of TC Capital Pte Ltd, a leading firm in the MBA cohort will now also be spending a summer field of M&A and Corporate Finance Advisory Ser- Ramasubra- in these locations as a part of their MBA studies. vices. Prior to this, Dr Tan had an illustrious career manian and In all the countries that our students visit during in investment banking with Morgan Stanley, Vinayak the course of their MBA, we insist that they inter- Merrill Lynch and Deutsche Bank. face with the corporate world first hand, to under- Mr Hector Rualo, who has had a distinguished stand how the business community works there, career in Banking. An American, he has lived and and to get acclimatized to the local culture. One worked in both London and Tokyo, before moving significant way of achieving this is through the to Singapore, where he is currently Managing Di- ARPs. These projects require the students to pick rector and CIO of Deutsche Asset Management, Audience an issue that has relevance across an industry, and Asia Pacific, Deutsche Bank. Choice apply the research techniques learned in their Ms Deborah Sawyer who specializes in executive Award course, to gather information and analyze the placement. She moved to Singapore from the US “ A study on same. Some projects are done in association with two years ago and is currently the Managing Part- the Singa- specific companies, others have a broad industry ner for Odgers, the elite UK-based executive pro- pore Ship- wide reach and involve interfacing with many dif- fessional services firm. The ARP Presentations fol- ping Industry ferent companies for primary research. lowed a simple format of 7 minutes for each team, from an Ex- Some of the companies with which the current followed by Q &A. The corporate mentors of the port Logistics batch did their ARPs included UOB Kay Hian Secu- Top Three teams also made statements about rities, Star Hub, Bristle Cone Consulting. The gen- their experience of working with and guiding the Perspective” eral feedback from all these organizations, as well teams. There was a great deal of very stimulated as the many others that were contacted by the interaction between the Jury panel, the audience Gunjan, students as a part of their industry wide research, and the student teams that made the evening Nikhil and has been very positive. Companies feel that there memorable. The Jury awarded the Top ARP Prize Vishal is a significant value addition for them in having a to Vinayak and Ramasubramanian, whose Re- team of highly intelligent, motivated and experi- search Topic was ‘Identifying the Demand and enced young people, to provide fresh insights into Supply Dynamics of Hard and Soft Commodities’. issues with which their own managers may have The audience choice award based on instant poll- been struggling. To the students, it is a wonderful ing of our learned audience was awarded to Vis- way for witnessing first hand how companies hal, Nikhil and Gunjan from the IT specialization. function in different parts of the world. Their research topic was ”A study on the Singa- On Friday, May 22nd, SP Jain’s Singapore campus pore Shipping Industry from an Export Logistics hosted the ARP Corporate Showcase for the Dec Perspective”. The formal part of the evening was 08 student batch. Attended by over fifty senior followed by cocktails and dinner and a lot of dis- corporate managers from a diverse range of lead- cussion on how well the student teams had pre- ing MNCs and Singaporean organizations, it was a sented their work. There was much interest in the great opportunity for our guests to meet the MBA research conducted by other teams who had not cohort and also network with each other. presented that evening. Many of the guests also An internal faculty panel had chosen the three top expressed interest in mentoring future projects Applied Research Projects for the batch based on done by the SP Jain cohort and in attending the stringent evaluation criteria. These ARPs were next ARP Corporate Showcase. then presented to a distinguished Panel of Judges. 49
  • 50. VOLUME 3 AUGUST 2009 ACCOLADES Our Learned Professor Professor Parvinder Arora, Prof of Finance has published the following papers Competitive Dynamics of Indian Housing Finance Industry, Paradigm, Vol. XIII, No.1, pp. 28-38. (Co- authored) Profitability of Housing Finance Companies in India: A Bi-variate Analysis of Selected HFCs, Journal of Indian Management and Strategy, Volume 14, No.1, pp 4-17, ISSN No: 0973-9335 (Co-authored) Housing Finance in India: Development, Growth and Policy Implications, PCMA Journal of Business, Vol.1 No. 1, pp. 51 -63 (Co-authored) Talking Heads Recently SPJCM Singapore organized a British Parliamentary style debate com- petition. The event witnessed huge enthusiasm from students with more than 16 teams enrolling for the competition. After 3 rounds of rigorous and fierce debate on multiple topics ranging from politics to philosophy the judges de- cided on 4 final teams. The final round was a humour round with the topic “Marriage is an outdated institution” with teams fiercely competing against each other for the first place. With fingers crossed the final four teams waited patiently as the judges prepared the final result. The judges finally broke the silence by declaring Team “Delta” consisting of Vishal Shukla and Aditya Mehra as the winners of the Debate Competition. Both Vishal and Aditya are December 08 Information Technology Manage- ment students and were awarded cash prize of S$100 by respected Prof Ms. Dawn Dekle. The whole event was the brain child of Mr. Thaneer Laxman who himself is a known champion of British Parliamentary style debate. The event ended with Ms. Dawn Dekle thanking the audience for their patience and congratulated the winning teams for their splendid effort . The event was organized by Jose and Vinayak. Warehouse Weavers In a Middle East Magazine called “Log” July 2009 edition, an article “WMS for beginners” was issued which was an outcome of ARP work of Ramiya Nagarajan and Mohammed Ismail under the guidance of Dr. Rajiv Aserkar. The article walks through the basics of warehouse operations, information technology systems necessary to take the distribution centres to the next level and key performance indicators for measuring warehouse operations performance. The magazine covers various other technology and industry related articles related to distribution. Artist within.. SPJCM organized an Inter college event, which includes both Logo and Poster design competition. Vineet Maurya GMBA Apr 09 won the competition in both the events with his innovative designs and artistic thinking. 50
  • 51. VOLUME 3 AUGUST 2009 ARP Standout The ARP of the team of Gunjan Gupta, Nikhil Pandey and Vishal Shukla was voted as the Best ARP in the “Audience choice” category at a prestigious event held at the Singapore campus of SPJCM on 22nd May,2009. The event was attended by several dignitaries of the corpo- rate world with the likes of Frost & Sullivan and IBM making their presence felt. The winning ARP was on “The Shipping Industry of Sin- gapore – An Exports Logistics perspective” and was executed in con- junction with Bristlecone Consulting, Singapore. The guests were extremely pleased both with the relevance and the quality of the content as well as the high quality of delivery. The fol- lowing feedback pretty much sums up how highly the above ARP was rated by the audience: “This was one of the best pitches I have heard. You guys would make great consultants!” Mr.Menon from Frost & Sullivan. The Applied Research Project titled “Demand and Supply Dynamics of Hard and Soft Commodities”, executed by the team of Ramasubramanian Sailapathi and Vinayakaram Gu- rurajan, with UOB Kay Hian, a leading securities trading and investments firm in Singapore, was adjudged as The Best Ap- plied Research Project by the Corporate Jury during the Sin- gapore ARP Corporate Showcase event. The project, with a focus on palm oil and on iron ore, encompassed a study of the various factors influencing the prices of these 2 com- modities, an analysis of the principal influencing compo- nents, and also prediction and normalization of the prices. The team’s corporate mentor Mr. Cornelius Pranata, Director – Capital Markets (Indonesia), UOB Kay Hian, was impressed by the work and had sent in his note of appreciation. Showing the way.. “Who gets the Bailout” required convincing the jury that their company was the most eligible candidate among all to be the beneficiary of the funds to be given by the jury. They presented a plan on Ford Motor Co, and though teams from SPJCM, NUS and SIM gave a tough fight the SPJCM team of Praveen Nair, Pratik Agarwal, Hardik Patel and Balagopal Nair remained undefeated and took home the winning prize. A Step Ahead … Bikram Pattanaik from Wealth Management and Aravind M S from Investment Banking specializations achieved the fantastic feat of getting their Applied Research Project published by the Social Science Research Network ( SSRN ) on July 1st, 2009. SSRN publishes only top quality research papers after several rounds of reviews and this is the first in the short history of SPJCM. The research paper was on " Assets Under Management for various kinds of Funds and their Asset Allocations - Pension Funds, Mutual Funds, Hedge Funds, Private Equity Funds and Sovereign Wealth Funds". The research was mentored by Mr. K.G.Loh, Head of Capital Markets, UOB Kay Hian - Singapore, Dr. Parvinder Arora, Assoc. Prof. Finance & Accounting and Ms. Vinika Rao, Assoc. Prof. of Strategy at SPJCM Singapore. The research paper is available online at the following web address: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1427063 51
  • 52. VOLUME 3 AUGUST 2009 LIFE @ SPJCM Singapore 52
  • 53. VOLUME 3 AUGUST 2009 LIFE @ SPJCM DUBAI 53
  • 54. VOLUME 3 AUGUST 2009 PULSE I just finished reading the 2nd issue Its 4 am on a Monday & finally I of SPark and must say guys "U R completed reading through this Really Putting Very Good Efforts to edition of Spark. All I have to say is Make this Happen"... My hearty - I have gone through various col- congratulations to the Sparks lege mags/ communiqué’s, how- Team. I really like the concept and ever never seen the spark this one material covered in the SPARK. It had in it. Great Job, Guys. really now completes a missing link that was felt in the SP Jain family. Keep it up. Sunil M. Bhat, GDEC08 - SMM Mitul Mehta , Alumnus-Jan 08 Congratulations to the SPJCM Spark team! Increase the content & also add more I think this is a great way to show- value towards the real experience of case SPJCM`s thought leadership in the program/ faculty/ course/ corpo- the management education world. rate scenario etc. It will be useful for I especially like the "Quiz" and the us as alumni to pass on such mailers "Speaking Tree" sections of this to our network & other associations volume. that we have which in turn will give more publicity & knowledge to poten- tial employers & aspirants of SP who wish to join in future. Apurva Chiranewala, Alumnus Rohit Mitta, Alumnus I just went through the newsletter and must say that it has come out really well. Brilliant piece of work. The college is surely doing great. It s nice to see us going places. Way to go guys Keep up the good THANK U !!! work. Yuthika, Alumnus Jan 2008 Gang @ SPark 54
  • 55. VOLUME 3 AUGUST 2009 PASSING THE BATON It is that moment of time when the baton has to be passed from one hand to the other. The journey so far has been exciting and exasperating with a lot of things to learn and a lot to unlearn. Being the first scions of SPark it was an experience of a lifetime in bringing out the magazine. Corporate Governance, Recession have been the avatars of SPark so far. It has manifested and taken a new form by managing the changes it had to undertake. Through these forms the magazine has been a launch pad for expressing thoughts, ideas, creativity of the students and the staff of SPJCM. It has been the identity of the college so far and we hope it will take new avatars and project the college in better ways to the world. On behalf of Gang @ SPark we would like to thank the following people for participating in the Competition Seg- ment of this edition. Arif Adhoni Arun Sharma Chetan Modani Gaurav Saxena Harish Gupta Puneet Bajaj Saurabh Thakkar Sreemoy Das Varun Shankar Vivek Kakar Our heart full congratulations to all the winners of the article writing competition. We also thank all those who have contributed for the magazine both directly and indirectly. Our sin- cere thanks to the management for their support and encouragement in bringing out the magazine. We thank all the readers and their feedback which helped us in proving the maga- zine. The magazine is getting passed on to new hands. The magazine is just three editions young and we hope it will blossom with fresh ideas and reach great heights. Let the journey continue … - The Editors. 55
  • 56. VOLUME 3 AUGUST 2009 Introducing the SPark Future ‘SPark’lers PATRONS: Singapore Dr. Micheal J Barnes Pranav Sharma Dr. Seetharaman Jane Savari Dr. Rajiv Aserkar YOUR FEDBACK Shadul Narang Prof. Christopher Karishma Pandya Abraham YOUR THOUGHTS Chetan Modani Prof. Veena Jadhav Charu Dhingra Mr. AVR Srinivas YOUR COMMENTS Mr. Srinivas Phani Dubai Team Ms. Mini Menon Please write to Neha Baid spark@spjain.org Puneet Mathur Toronto Sneha Kapoor Mahak Kewalramani Gary Tejakusuma The views and opinions expressed are personal to authors and it does not represent the views of SPJCM and The Editorial team of SPark. 56

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