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JULY 2013

Dear Readers,

It gives me great pleasure to present the next issue of AIMA News. With your continued support and encouragement AIMA continues to strive to spread management thought and build capability through its various initiatives and programmes.

The previous month saw AIMA host its very first Marketing Retreat in Goa. The programme, led by Dr Jagdish N Sheth, Charles H. Kellstadt Professor of Marketing, Goizueta Business School, Emory University, was specifically designed for management professionals with an aim to enhance their marketing skills. In addition AIMA also concluded its popular National Management Games for Corporates - 2013 with a grand finale at Jaipur where the team from IOCL emerged as the national champions. You will find brief reports inside.

This edition also brings you glimpses from the various in-company training programmes organised and conducted by AIMA’s Centre for Skill Development and Training. The 39th edition of AIMA’s National Competition for Young Managers, which sees active participation from organisations across India, kicked off with the Eastern and Western Rounds being successfully held at Kolkata and Mumbai respectively. Another keenly awaited event, AIMA’s Shaping Young Minds Programme, saw its 37th edition held at Kolkata recently where iconic stalwarts addressed and shared their experiences with young students. On the academic front AIMA’s Faculty Development Programmes continued to draw active participation from the academic fraternity while AIMA’s testing services provided testing and recruitment solutions to organisations across India.

This issue of AIMA News also carries updates of some of the activities of our Local Management Associations and two interesting articles on ‘The Global Company’s Challenge’ and ‘Big Data’.

I hope you enjoy this issue of AIMA News and look forward to your feedback and suggestions.

Warm regards,Rekha Sethi Director General

M A N A G E M E N T T I M E S

AIMA’S MONTHLY E-MAGAZINE

AIMA OFFICE BEARERS

PRESIDENTMr D Shivakumar

SENIOR VICE PRESIDENTMs Preetha Reddy Managing DirectorApollo Hospital Enterprises

VICE PRESIDENTMr Hemant M NerurkarManaging DirectorTata Steel Limited

TREASURERMr P DwarakanathDirectorGroup Human Capital of Max India Ltd

IMMEDIATE PAST PRESIDENTMr Rajiv VastupalChairman & Managing DirectorRajiv Petrochemicals Pvt Ltd

DIRECTOR GENERALMs Rekha Sethi

Published by:

Management House,14, Institutional Area,Lodhi Road, New Delhi-110003Tel : 01124645100Fax : 01124626689E-mail : dlma@aima.inWebsite : http://www.aima.in

Managing Editor:Mr Feroz Ahmed

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AIMA SNAPSHOTS

26 LMA NEWS37 AIMA EVENTS CALENDAR

AIMA Marketing Retreat

FEATURES13 THE GLOBAL COMPANY’S CHALLENGE17 BIG DATA:WHAT’S YOUR PLAN?

05 SHAPING YOUNG MINDS PROGRAMME

10 FACULTY DEVELOPMENT PROGRAMME

11 39TH NATIONAL COMPETITION FOR YOUNG MANAGERS

08 IN-COMPANY TRAINING PROGRAMMES

07 CHANAKYA

CONTENTS04

08 AIMA DIGITAL

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AIMASNAPSHOTS

Participants with Dr. Jagdish Sheth

AIMA Marketing Retreat

AIMA organised it’s Marketing Retreat during 12 – 14 July, 2013 at Goa. The retreat with theme ‘Innovative Marketing for Globalizing India’ was led by Dr Jagdish N Sheth, Charles H. Kellstadt, Professor of Marketing, Goizueta Business School, Emory University. Some other key speakers at the Retreat included Ms Vinita Bali, Managing Director, Britannia Industries Ltd; Ms Rama Bijapurkar, Market Strategy Consultant and Independent Director; Mr A Mahendran, Former Managing Director, Godrej Consumer Products; Ms Malavika Sarukkai, World Renowned Bharata Natyam Exponent.

This retreat was designed for management This retreat was designed for management professionals to enhance their marketing professionals to enhance their marketing skills and focused on how technology and skills and focused on how technology and

especially, mobile internet and social media are likely to transform marketing operations and perspectives. The Retreat was conducted in an experience sharing interactive mode and the pedagogy will include sharing of ideas, case study discussions and group exercises.

Dr. Jagdish Sheth addressing

Participants with Dr. Jagdish Sheth

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Shaping Young Minds Programme

AIMA’s ‘Shaping Young Minds Programme’ (SYMP) provides a platform for young professionals and management students to interact with iconic leaders from various fields. The programme aims at helping the participants synchronise their personal and professional goals by learning from the experience of successful icons and hearing their views and thoughts on their personal success stories.

The 37th Shaping Young Minds Programme was held on 31st July at Kolkata in collaboration was held on 31st July at Kolkata in collaboration

(L-R) D Shivakumar, President AIMA; Rekha Sethi, Director General, AIMA; Sanjeev Kapoor, Celebrity Chef; Alokesh Banerjee, President, CMA & Assistant Vice President, United Spirits Ltd.; Aniruddha Lahiri, President,

Chatterjee Group & Past President, Calcutta Management Association

Mr. JJ Irani XXXXX

(L-R) D Shivakumar, President AIMA; Rekha Sethi, Director General, AIMA; Sanjeev Kapoor, Celebrity Chef;

with Calcutta Management Association. The icons who addressed the programme include Mr D Shivakumar, President, AIMA; Mr Prabhu Chawla, Editorial Director, The New Indian Express; Mr Vijay Thadani, Chief Executive Officer, NIIT Ltd.; Dr J J Irani, Former Director, Tata Sons & Past President, AIMA; Ms Khushboo Sundar, Actor & Producer and Mr Sanjeev Kapoor, Celebrity Chef. The programme was attended by over 600 students and was very well received.

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Champions team – IOCL receiving the trophy.

Chanakya

AIMA’s National Management Games (NMG), popularly known as ‘Chanakya’ is a national level competition organised by AIMA for corporates from the past 22 years. It is recognised as the most esteemed of all management competitions in the country.

The 22nd edition of NMG was conducted across the country between May to July 2013 with the Grand Finale held on 11 July 2013 at Jaipur. 11 teams from the 132 that participated from all four regions qualified for the finale. The team from IOCL emerged as the National Champions from IOCL emerged as the National Champions of NMG- 2013 with Power Grid Corporation of NMG- 2013 with Power Grid Corporation

Limited & HPCL teams as First and Second Runners Up respectively.

The champion team and the first Runner Up will represent India in the Asian Management Games (AMG) conducted by Macau Management Association. The best performing team from AMG will get to participate in the Global Management Challenge (GMC).

Champions team – IOCL receiving the trophy.

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In-company Training Programmes

AIMA Digital Presence

AIMA’s Centre for Skills Development & Training (CSDT) conducted an in-company training programme for Centre for Development of Telematics (CDOT) on 27-28 June 2013 at New Delhi. The training was on ‘Effective Managerial Skills’ and included topics like Competencies to Excel, Managing People around You, Leadership Roles and Strategies and Constructive Collaboration: Driving Performance in Teams and Partnerships. The training was conducted in an interactive and participative learning

AIMA initiated its social media presence over a year back. AIMA built properties on all major platforms-Facebook, Linkedln, Twitter, YouTube and even launched an exclusive AIMA Blog site. Today the individual following on each platform is: Facebook-31907; Twitter- 702; Linkedln – 833; YouTube – 1500 (views); AIMA Blog- 900 (visits per month). This results in a collective reach of over 60 lakhs. To follow us click on the icons below :

format and received positive feedback from the participants.

CSDT also organised an in-company workshop on ‘Personal Effectiveness For Excellent Customer Relationship’ for Hitachi Hi-Rel Power Electronics Pvt. Ltd. The one day workshop was organised in New Delhi on 6 July 2013. The workshop was attended by 30 participants representing multiple functions from North India of Hitachi. The training was well received and appreciated by the participants.

Facebook Twitter LinkedIn YouTube AIMA Blog

BSES

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The FDP in progress

Faculty Development Programme

Research is a vanguard in management education and fresh knowledge and concepts/models should be developed from time to time on management issues. A larger eco-system of research is the need of the hour. There is a need to organise workshops with focus on building the foundations of research, create awareness and motivation among the faculty members to take up Ph.D and academic research.

AIMA in its constant endeavour to improve management and teaching skills has initiated this movement to improve the quality of research in India. AIMA organised the 25th research in India. AIMA organised the 25th Faculty Development Programme on ‘Research Faculty Development Programme on ‘Research Fundamentals & Data Analytical Tools’ from 23rd Fundamentals & Data Analytical Tools’ from 23rd

The FDP in progress

to 27th July 2013, at New Delhi. The workshop focused on foundation of research, research design, forecasting, time series, multivariate analysis model testing, conjoint and cluster analysis. The participants were introduced to latest software’s like SPSS 21, AMOS, Eviews. The workshop built the conceptual frame work for research along with many hands on exercises. The workshop was attended by academicians, Ph.D scholars and researchers from industries mainly in R&D Departments and market research.

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39th National Competition for Young Managers

AIMA conducted the Eastern and Western Regional Rounds of the 39th National Competition for Young Managers (NCYM) in July. The Eastern Round was held on 19-20 July 2013 at Kolkata. Mr Amit Kiran Deb, Former Chief Secretary, Government of West Bengal was the chief guest at the inaugural session and Mr Umesh Hota, President, HR, Eastern Region Hindalco Industries Ltd was the chief guest at the valedictory session of Eastern Regional Round of 39th NCYM. A total of 31 teams had participated in the competition where the team from BPCL and the Spicer India team were declared the regional winners.

Winners of the Eastern Regional RoundWinners of the Eastern Regional RoundWinners of the Eastern Regional Round

The Western Regional Round was held on 26-27 July 2013 at Mumbai with Mr Sidharath Tuli, Vice President & Head, HR, Larsen & Toubro Ltd as the chief guest at the inaugural session and Mr Yogi Sriram, Sr Vice President (Leadership Planning & Talent Acquisition), Larsen & Toubro as the chief guest at the valedictory session. The western round saw a participation of 34 teams where the Robert Bosch team and Bosch Ltd team emerged as the regional winners.

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As the economic spotlight shifts to developing markets, global companies need new ways to manage their strategies, people, costs, and risks.by Martin Dewhurst, Jonathan Harris, and Suzanne Heywood

The global company’s challenge

Managing global organizations has been a business challenge for centuries. But the nature of the task is changing with the accelerating shift of economic activity from Europe and North America to markets in Africa, Asia, and Latin America. McKinsey

Global Institute research suggests that 400 midsize emerging-market cities, many unfamiliar in the West, will generate nearly 40 percent of global growth over the next 15 years. The International Monetary Fund confirms that the ten fastest-

growing economies during the years growing economies during the years ahead will all be in emerging markets. ahead will all be in emerging markets.

Against this backdrop, continuing Against this backdrop, continuing advances in information and advances in information and

communications technology communications technology have made possible new forms have made possible new forms

of international coordination of international coordination within global companies and potential new ways for them to flourish in these fast-growing markets.

There are individual success stories. IBM expects to earn 30 percent of its

revenues in emerging markets by 2015, up from 17 markets by 2015, up from 17

percent in 2009. At Unilever, percent in 2009. At Unilever, emerging markets make emerging markets make

up 56 percent of the business up 56 percent of the business already. And Aditya Birla Group, a already. And Aditya Birla Group, a

multinational conglomerate based in multinational conglomerate based in India, now has operations in 40 countries and India, now has operations in 40 countries and

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earns more than half its revenue outside India.

But, overall, global organizations are struggling to adapt. A year ago, we uncovered a “globalization penalty”: high-performing global companies consistently scored lower than more locally focused ones on several dimensions of organizational health.1 For example, the former were less effective at establishing a shared vision, encouraging innovation, executing “on the ground,” and building relationships with governments and business partners. Equally arresting was evidence from colleagues in McKinsey’s strategy practice showing that global companies headquartered in emerging markets have been growing faster than counterparts headquartered in developed ones, even when both are operating on “neutral turf”: emerging markets where neither is based (see “Parsing the growth advantage of emerging-market companies”).

Over the past year, we’ve tried to understand more clearly the challenges facing global organizations, as well as approaches that are helping some to thrive. Our work has included surveys and structured interviews with more than 300 executives at 17 of the world’s leading global organizations spanning a diverse range of sectors and geographies, a broader survey of more than 4,600 executives, and time spent working directly with the leaders of dozens of global organizations trying to address these issues.2

Clearly, no single organizational model is best for all companies handling the realities of rapid growth in emerging markets and round-the-clock global communications. That’s partly because the opportunities and challenges facing companies opportunities and challenges facing companies vary, depending on their business models. R&D-vary, depending on their business models. R&D-intensive companies, for example, are working to intensive companies, for example, are working to staff new research centers in the emerging world staff new research centers in the emerging world

and to integrate them with existing operations. Firms focused on extracting natural resources are adapting to regulatory regimes that are evolving rapidly and sometimes becoming more interventionist. Consumer-oriented firms are facing sometimes-conflicting imperatives to tailor their businesses to local needs while maintaining consistent global processes.

Another reason no single model fits all global companies is that their individual histories are so different. Those that have grown organically often operate relatively consistently across countries but find it hard to adjust their products and services to local needs, given their fairly standardized business models. Companies that have mainly grown through M&A, in contrast, may find it easier to tailor operations to local markets but harder to integrate their various parts so they can achieve the potential of scale and scope and align a dispersed workforce behind a single set of strategies and values.

Although individual companies are necessarily responding differently to the new opportunities abroad, our work suggests that most face a common set of four tensions in managing strategy, people, costs, and risk on a global scale. The importance of each of these four tensions will vary from company to company, depending on its particular operating model, history, and global footprint. (For more on the implications of these uneven globalization efforts, see “Developing global leaders.”) Taking stock of the status of all four tensions can be a useful starting point for a senior-management team aiming to boost an organization’s global performance.

Strategic confidence and stretch

Being global brings clear strategic benefits: the ability to access new customer markets, new

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suppliers, and new partners. These immediate benefits can also create secondary ones. Building a customer base in a new market, for example, provides familiarity and relationships that may enable additional investments—say, in a research center.

But being global also brings strategic challenges. Many companies find it increasingly difficult to be locally flexible and adaptable as they broaden their global footprint. In particular, processes for developing strategy and allocating resources can struggle to cope with the increasing diversity of markets, customers, and channels. These issues were clear in our research: fewer than 40 percent of the 300 senior executives at global companies we interviewed and surveyed believed that their employers were better than local competitors at understanding the operating environment and customers’ needs. And barely half of the respondents to our broader survey thought that their companies communicated strategy clearly to the workforce in all markets where they operate.

People as an asset and a challenge

Many of the executives we interviewed believed strongly that the vast reserves of skills, knowledge, and experience within the global workforce of their companies represented an invaluable asset. But making the most of that asset is difficult: for example, few surveyed executives felt that their companies were good at transferring lessons learned in one emerging market to another.

At the same time, many companies find deploying and developing talent in emerging markets to be a major challenge. Barely half the executives at the 17 global companies we studied in depth at the 17 global companies we studied in depth thought they were effective at tailoring recruiting, thought they were effective at tailoring recruiting, retention, training, and development processes for retention, training, and development processes for

different geographies. An emerging-market leader in one global company told us that “our current process favors candidates who have been to a US school, understand the US culture, and can conduct themselves effectively on a call with head office in the middle of the night. The process is not designed to select for people who understand our market.”

One of our recent surveys showed how hard it is to develop talent for emerging markets at a pace that matches their expected growth. Executives reported that just 2 percent of their top 200 employees were located in Asian emerging markets that would, in the years ahead, account for more than one-third of total sales. Complicating matters is the fact that local highfliers in some key markets increasingly prefer to work for local employers (see “How multinationals can attract the talent they need”). Global companies are conscious of this change. “Local competitors’ brands are now stronger, and they can offer more senior roles in the home market,” noted one multinational executive we interviewed.

Scale and scope benefits, complexity costs

Large global companies still enjoy economic leverage from being able to invest in shared infrastructure ranging from R&D centers to

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procurement functions. Economies of scale in shared services also are significant, though no longer uniquely available to global companies, as even very local ones can outsource business services and manufacturing and avail themselves of cloud-based computing.

But as global companies grow bigger and more diverse, complexity costs inevitably rise. Efforts to standardize the common elements of essential functions, such as sales or legal services, can clash with local needs. And emerging markets complicate matters, as operations located there sometimes chafe at the costs they must bear as part of a group centered in the developed world: their share of the expense of distant (and perhaps not visibly helpful) corporate and regional centers, the cost of complying with global standards and of coordinating managers across far-flung geographies, and the loss of market agility imposed by adhering to rigid global processes.

Risk diversification and the loss of familiarity

A global company benefits from a geographically diverse business portfolio that provides a natural hedge against the volatility of local growth, country risk, and currency risk. But pursuing so many

emerging-market opportunities is taking global companies deep into areas with unfamiliar risks that many find difficult to evaluate. Less than half of the respondents to our 2011 survey thought these organizations had the right risk-management infrastructure and skills to support the global scale and diversity of their operations.

Furthermore, globally standard, exhaustive risk-management processes may not be the best way to deal with risk in markets where global organizations must move fast to lock in early opportunities. One executive in an emerging-market outpost of a global company told us “a mind-set that ‘this is the way that we do things around here’ is very strongly embedded in our risk process. When combined with the fact that the organization does not fully understand emerging markets, it means that our risk process might reject opportunities that [the global] CEO would approve.”

Understanding these tensions is just a starting point. Capturing the benefits and mitigating the challenges associated with each will require global companies to explore new ways of organizing and operating.

This article was originally published in McKinsey Quartery, www.mckinseyquarterly.com. Copyright (c) [2013] McKinsey & Company. All rights reserved.

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The payoff from joining the big-data and advanced-analytics management revolution is no longer in analytics management revolution is no longer in doubt. The tally of successful case studies continues doubt. The tally of successful case studies continues to build, reinforcing broader research suggesting to build, reinforcing broader research suggesting

Many companies don’t have one. Here’s how to get started.

that when companies inject data and analytics deep into their operations, they can deliver productivity and profit gains that are 5 to 6 percent higher than those of the competition. The promised land of new

by Stefan Biesdorf, David Court, and Paul Willmott

Big data:What’s your plan?

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data-driven businesses, greater transparency into how operations actually work, better predictions, and faster testing is alluring indeed.

But that doesn’t make it any easier to get from here to there. The required investment, measured both in money and management commitment, can be large. CIOs stress the need to remake data architectures and applications totally. Outside vendors hawk the power of black-box models to crunch through unstructured data in search of cause-and-effect relationships. Business managers scratch their heads—while insisting that they must know, upfront, the payoff from the spending and from the potentially disruptive organizational changes.

The answer, simply put, is to develop a plan. Literally. It may sound obvious, but in our experience, the missing step for most companies is spending the time required to create a simple plan for how data, analytics, frontline tools, and people come together to create business value. The power of a plan is that it provides a common language allowing senior executives, technology professionals, data scientists, and managers to discuss where the greatest returns will come from and, more important, to select the two or three places to get started.

There’s a compelling parallel here with the management history around strategic planning. Forty years ago, only a few companies developed well-thought-out strategic plans. Some of those pioneers achieved impressive results, and before long a wide range of organizations had harnessed the new planning tools and frameworks emerging at that time. Today, hardly any company sets off at that time. Today, hardly any company sets off without some kind of strategic plan. We believe that without some kind of strategic plan. We believe that most executives will soon see developing a data-most executives will soon see developing a data-and-analytics plan as the essential first step on their and-analytics plan as the essential first step on their

journey to harnessing big data.

The essence of a good strategic plan is that it highlights the critical decisions, or trade-offs, a company must make and defines the initiatives it must prioritize: for example, which businesses will get the most capital, whether to emphasize higher margins or faster growth, and which capabilities are needed to ensure strong performance. In these early days of big-data and analytics planning, companies should address analogous issues: choosing the internal and external data they will integrate; selecting, from a long list of potential analytic models and tools, the ones that will best support their business goals; and building the organizational capabilities needed to exploit this potential.

Successfully grappling with these planning trade-offs requires a cross-cutting strategic dialogue at the top of a company to establish investment priorities; to balance speed, cost, and acceptance; and to create the conditions for frontline engagement. A plan that addresses these critical issues is more likely to deliver tangible business results and can be a source of confidence for senior executives.

What’s in a plan?

Any successful plan will focus on three core elements.

Data

A game plan for assembling and integrating data is essential. Companies are buried in information that’s frequently siloed horizontally across business units or vertically by function. Critical data may reside in legacy IT systems that have taken hold in areas such as customer service, pricing, and supply chains. Complicating matters is a new twist: critical information often resides outside companies,

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in unstructured forms such as social-network conversations.

Making this information a useful and long-lived asset will often require a large investment in new data capabilities. Plans may highlight a need for the massive reorganization of data architectures over time: sifting through tangled repositories (separating transactions from analytical reports), creating unambiguous golden-source data and implementing data-governance standards that systematically maintain accuracy. In the short term, a lighter solution may be possible for some companies: outsourcing the problem to data specialists who use cloud-based software data specialists who use cloud-based software to unify enough data to attack initial analytics to unify enough data to attack initial analytics opportunities.

Analytic models

Integrating data alone does not generate value. Advanced analytic models are needed to enable data-driven optimization (for example, of employee schedules or shipping networks) or predictions (for instance, about flight delays or what customers will want or do given their buying histories or Web-site behavior). A plan must identify where models will create additional business value, who will need to use them, and how to avoid inconsistencies and unnecessary proliferation as models are scaled up across the enterprise.

As with fresh data sources, companies eventually will want to link these models together to solve broader optimization problems across functions and business units. Indeed, the plan may require

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analytics “factories” to assemble a range of models from the growing list of variables and then to implement systems that keep track of both. And even though models can be dazzlingly robust, it’s important to resist the temptation of analytic perfection: too many variables will create complexity while making the models harder to apply and maintain.

Tools

The output of modeling may be strikingly rich, but it’s valuable only if managers and, in many cases, frontline employees understand and use it. Output that’s too complex can be overwhelming or even mistrusted. What’s needed are intuitive tools that integrate data into day-to-day processes and translate modeling outputs into tangible business actions: for instance, a clear interface for scheduling employees, fine-grained cross-selling suggestions for call-center agents, or a way for marketing managers to make real-time decisions on discounts. Many companies fail to complete this step in their thinking and planning—only to find that managers and operational employees do not use the new models, whose effectiveness predictably falls.

There’s also a critical enabler needed to animate the push toward data, models, and tools: organizational capabilities. Much as some strategic plans fail to deliver because organizations lack the skills to implement them, so too big-data plans can disappoint when organizations lack the right people and capabilities. Companies need a road map for assembling a talent pool of the right size and mix. And the best plans will go further, outlining how the organization can nurture data scientists, analytic modelers, and frontline staff who scientists, analytic modelers, and frontline staff who will thrive (and strive for better business outcomes) will thrive (and strive for better business outcomes) in the new data- and tool-rich environment.in the new data- and tool-rich environment.

By assembling these building blocks, companies can formulate an integrated big-data plan. Of course, the details of plans—analytic approaches, decision-support tools, and sources of business value—will vary by industry. However, it’s important to note an important structural similarity across industries: most companies will need to plan for major data-integration campaigns. The reason is that many of the highest-value models and tools increasingly will be built using an extraordinary range of data sources (such as all or most of those shown on the left). Typically, these sources will include internal data from customers (or patients), transactions, and operations, as well as external information from partners along the value chain and Web sites—plus, going forward, from sensors embedded in physical objects.

To build a model that optimizes treatment and hospitalization regimes, a company in the health-care industry might need to integrate a wide range of patient and demographic information, data on drug efficacy, input from medical devices, and cost data from hospitals. A transportation company might combine real-time pricing information, GPS and weather data, and measures of employee labor productivity to predict which shipping routes, vessels, and cargo mixes will yield the greatest returns.

Three key planning challenges

Every plan will need to address some common challenges. In our experience, they require attention from the senior corporate leadership and are likely to sound familiar: establishing investment priorities, balancing speed and cost, and ensuring acceptance by the front line. All of these are part and parcel of many strategic plans, too. But there are important differences in plans for big data and advanced analytics.

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1. Matching investment priorities with business strategy

As companies develop their big-data plans, a common dilemma is how to integrate their “stovepipes” of data across, say, transactions, operations, and customer interactions. Integrating all of this information can provide powerful insights, but the cost of a new data architecture and of developing the many possible models and tools can be immense—and that calls for choices. Planners at one low-cost, high-volume retailer opted for models using store-sales data to predict inventory and labor costs to keep prices low. By contrast, a high-end, high-service retailer selected models requiring bigger investments and aggregated customer data to expand loyalty programs, nudge customers to higher-margin products, and tailor services to them.

That, in a microcosm, is the investment-prioritization challenge: both approaches sound smart and were, in fact, well-suited to the business needs of the companies in question. It’s easy to imagine these alternatives catching the eye of other retailers. In a world of scarce resources, how to retailers. In a world of scarce resources, how to choose between these (or other) possibilities?choose between these (or other) possibilities?

There’s no substitute for serious engagement by There’s no substitute for serious engagement by

the senior team in establishing such priorities. At one consumer-goods company, the CIO has created heat maps of potential sources of value creation across a range of investments throughout the company’s full business system—in big data, modeling, training, and more. The map gives senior leaders a solid fact base that informs debate and supports smart trade-offs. The result of these discussions isn’t a full plan but is certainly a promising start on one.

Or consider how a large bank formed a team consisting of the CIO, the CMO, and business-unit heads to solve a marketing problem. Bankers were dissatisfied with the results of direct-marketing campaigns—costs were running high, and the uptake of the new offerings was disappointing. The heart of the problem, the bankers discovered, was a siloed marketing approach. Individual business units were sending multiple offers across the bank’s entire base of customers, regardless of their financial profile or preferences. Those more likely to need investment services were getting offers on a range of deposit products, and vice versa.

The senior team decided that solving the problem would require pooling data in a cross-enterprise warehouse with data on income levels, product histories, risk profiles, and more. This central database allows the bank to optimize its marketing campaigns by targeting individuals with products and services they are more likely to want, thus raising the hit rate and profitability of the campaigns. A robust planning process often is needed to highlight investment opportunities like these and to stimulate the top-management engagement they deserve given their magnitude.

2. Balancing speed, cost, and acceptance

A natural impulse for executives who “own”

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a company’s data and analytics strategy is to shift rapidly into action mode. Once some investment priorities are established, it’s not hard to find software and analytics vendors who have developed applications and algorithmic models to address them. These packages (covering pricing, inventory management, labor scheduling, and more) can be cost-effective and easier and faster to install than internally built, tailored models. But they often lack the qualities of a killer app—one that’s built on real business cases and can energize managers. Sector- and company-specific business factors are powerful enablers (or enemies) of successful data efforts. That’s why it’s crucial to give planning a second dimension, which seeks give planning a second dimension, which seeks to balance the need for affordability and speed to balance the need for affordability and speed with business realities (including easy-to-miss with business realities (including easy-to-miss

risks and organizational sensitivities).

To understand the costs of omitting this step, consider the experience of one bank trying to improve the performance of its small-business underwriting. Hoping to move quickly, the analytics group built a model on the fly, without a planning process involving the key stakeholders who fully understood the business forces at play. This model tested well on paper but didn’t work well in practice, and the company ran up losses using it. The leadership

decided to start over, enlisting business-unit heads to help with the second effort. A revamped model, built on a more complete data set and with an architecture reflecting differences among various customer segments, had better predictive abilities and ultimately reduced the losses. The lesson: big-data planning is at least as much a management challenge as a technical one, and there’s no shortcut in the hard work of getting business players and data scientists together to figure things out.

At a shipping company, the critical question was how to balance potential gains from new data and analytic models against business risks. Senior managers were comfortable with existing operations-oriented models, but there was pushback when data strategists proposed a range

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of new models related to customer behavior, pricing, and scheduling. A particular concern was whether costly new data approaches would interrupt well-oiled scheduling operations. Data managers met these concerns by pursuing a prototype (which used a smaller data set and rudimentary spreadsheet analysis) in one region. Sometimes, “walk before you can run” tactics like these are necessary to achieve the right balance, and they can be an explicit part of the plan.

At a health insurer, a key challenge was assuaging concerns among internal stakeholders. A black-box model designed to identify chronic-disease patients with an above-average risk of hospitalization was highly accurate when tested on historical data. However, the company’s clinical directors questioned the ability of an opaque analytic model to select which patients should receive costly preventative-treatment regimes. In the end, the insurer opted for a simpler, more transparent data and analytic approach that improved on current practices but sacrificed some accuracy, with the likely result that a wider array of patients could qualify for treatment. Airing such tensions and trade-offs early in data planning can save time and avoid costly dead ends.

Finally, some planning efforts require balancing the desire to keep costs down (through uniformity) with the need for a mix of data and modeling approaches that reflect business realities. Consider retailing, where players have unique customer bases, ways of setting prices to optimize sales and margins, and daily sales patterns and inventory requirements. One retailer, for instance, has quickly and inexpensively put in place a standard next-product-to-buy model3 for its Web site. But to product-to-buy model3 for its Web site. But to develop a more sophisticated model to predict develop a more sophisticated model to predict regional and seasonal buying patterns and optimize regional and seasonal buying patterns and optimize

supply-chain operations, the retailer has had to gather unstructured consumer data from social media, to choose among internal-operations data, and to customize prediction algorithms by product and store concept. A balanced big-data plan embraces the need for such mixed approaches.

3. Ensuring a focus on frontline engagement and capabilities

Even after making a considerable investment in a new pricing tool, one airline found that the productivity of its revenue-management analysts was still below expectations. The problem? The tool was too complex to be useful. A different problem arose at a health insurer: doctors rejected a Web application designed to nudge them toward more cost-effective treatments. The doctors said they would use it only if it offered, for certain illnesses, treatment options they considered important for maintaining the trust of patients.

Problems like these arise when companies neglect a third element of big-data planning: engaging the organization. As we said when describing the basic elements of a big-data plan, the process starts with the creation of analytic models that frontline managers can understand. The models should be linked to easy-to-use decision-support tools—call them killer tools—and to processes that let managers apply their own experience and judgment to the outputs of models. While a few analytic approaches (such as basic sales forecasting) are automatic and require limited frontline engagement, the lion’s share will fail without strong managerial support.

The aforementioned airline redesigned the software interface of its pricing tool to include only 10 to 15 rule-driven archetypes covering the competitive and capacity-utilization situations on major routes.

AIMA | FEATURES | JULY 2013

24

Similarly, at a retailer, a red flag alerts merchandise buyers when a competitor’s Internet site prices goods below the retailer’s levels and allows the buyers to decide on a response. At another retailer, managers now have tablet displays predicting the number of store clerks needed each hour of the day given historical sales data, the weather outlook, and planned special promotions.

But planning for the creation of such worker-friendly tools is just the beginning. It’s also important to focus on the new organizational skills needed for effective implementation. Far too many companies believe that 95 percent of their data and analytics investments should be in data and modeling. But unless they develop the skills and training of frontline managers, many of whom don’t have strong analytics backgrounds, those investments won’t deliver. A good rule of thumb for planning purposes is a 50–50 ratio of data and modeling to training.

Part of that investment may go toward installing “bimodal” managers who both understand the business well and have a sufficient knowledge of how to use data and tools to make better, more how to use data and tools to make better, more analytics-infused decisions. Where this skill set analytics-infused decisions. Where this skill set exists, managers will of course want to draw on it. exists, managers will of course want to draw on it.

This article was originally published in McKinsey Quartery, www.mckinseyquarterly.com. Copyright (c) [2013] McKinsey & Company. All rights reserved.

Companies may also have to create incentives that pull key business players with analytic strengths into data-leadership roles and then encourage the cross-pollination of ideas among departments. One parcel-freight company found pockets of analytical talent trapped in siloed units and united these employees in a centralized hub that contracts out its services across the organization.

When a plan is in place, execution becomes easier: integrating data, initiating pilot projects, and creating new tools and training efforts occur in the context of a clear vision for driving business value—a vision that’s unlikely to run into funding problems or organizational opposition. Over time, of course, the initial plan will get adjusted. Indeed, one key benefit of big data and analytics is that you can learn things about your business that you simply could not see before.

Here, too, there may be a parallel with strategic planning, which over time has morphed in many organizations from a formal, annual, “by the book” process into a more dynamic one that takes place continually and involves a broader set of constituents.4 Data and analytics plans are also too important to be left on a shelf. But that’s tomorrow’s problem; right now, such plans aren’t even being created. The sooner executives change that, the more likely they are to make data a real source of competitive advantage for their organizations.

AIMA | NEWS FROM LMA | JULY 2013

26

Ahmedabad Management Association Ahmedabad Management Association organised the

18th Innovation Conference on ‘Social Innovations:

Experiences, Lessons and Implications’ held on

6th July. The conference was inaugurated by Dr. Ashok

Jhunjhunwala, IIT, Madras, and jointly addressed

by Ms. Mirai Chatterjee, Mr. Kartikeya Sarabhai and

Sr. M. Kunhammad Master, Chairman Subicsha. The

conference was attended by over 90 participants

from different social backgrounds.

Ms. Mirai Chatterjee, Director, Social Security, SEWA, Ms. Mirai Chatterjee, Director, Social Security, SEWA, addressing

In addition AMA also organised 64 management development programmes, 4 open lectures, 2 book release functions, an exhibition, and a speaker’s forum.

The following lectures were held:

• ‘Is Gold a Safe Heaven foreverforeverf in GlobalizedInvestment Markets’ by Dr. P. G. K. Murthy, Dean,GTU on 5th July

• ‘The• ‘The magmagicic ofof Creative Thinking’ by Mr. SanjayChakraborthy on 6th July

• ‘FromMicrocrediticrocredit to Livelihood Promotion’romotion’byMr.

News from LMAs

Vijay Mahajan, father of MicroFinance Institutions Network (MFIN) on 9th July

• A speaker’s forumforumf on ‘Say What YouYouY Do; Do WhatYou Say’ on 20th July, co-ordinated by Mr. Suresh Mashruwala

Mr. Vijay Mahajan, President, Microfinance Institutions Mr. Vijay Mahajan, President, Microfinance Institutions Network (MFIN) addressing on microcredit and livelihood promotion

A joyful science talk and inauguration of science

exhibition by Prof. J. N. Goswami, Director, PRL

was held on 13th July along with the book release

function of ‘Lonely at the Top’ authored by Mr. V.K.

Madhav Mohan and released by Prof. Abraham

Koshy, IIM-A.

Another book, ‘Paradox of this Age’ authored by Dr.

Virbala Umarajwala & Mr. Hiren Vakil was released by

Mr. Vasant Gadhavi, former chairman & M.D., GMDC

on 19th July.

Baroda Management Association Members Meet

The Member’s meet of Baroda Management

Association was held on 27th June at the Guru

Narayana Center for Leadership. This meet was

AIMA | NEWS FROM LMA | JULY 2013

27

organised for the involvement, support and

guidance from members. This open forum facilitated

all the BMA members to share their views and their

perceptions towards BMA as well as a chance to

provide their valuable inputs and suggestions for its

better functioning.

The meeting in progressThe meeting in progress

Bharuch District Management Association‘The Winning Way’

Mr Harsha Bhogle and Mrs Anita Bhogle addressingMr Harsha Bhogle and Mrs Anita Bhogle addressingMr Harsha Bhogle and Mrs Anita Bhogle addressingMr Harsha Bhogle and Mrs Anita Bhogle addressing

Bharuch District Management Association (BDMA) Bharuch District Management Association (BDMA)

organised one day programme on 27th July by organised one day programme on 27th July by

India’s leading sports commentator Mr Harsh Bhogle

and his wife Mrs Anita Bhogle; both IIMA alumni.

The invited speakers spoke on the topic ‘ The Winning Way’. The Winning Way from their firm Prosearch Consultants shows how learnings from the field of sport are universally relevant and how they can be applied to improve our approach to life.

It was a very interesting discussion on how

champions and champion teams handle issues

like team building, leadership, vision and goal-

setting. They spoke about what winning teams do

and what makes a winning team. The programme

was organised at Ankleshwar and was attended

by about 40 top management executives from the

surrounding industry and business houses.

Evening Talk

Mr. Sanjay Chauhan, Director, Asia Pacific and Japan, Sanofi Mr. Sanjay Chauhan, Director, Asia Pacific and Japan, Sanofi with Mr. Devang Thakore, Forum Chairman

BDMA organised an Evening Talk on 6th July on

‘Cultural & Working perspective on China’ by

Mr. Sanjay Chauhan, Director, Sourcing and Strategy

for the Asia, Pacific and Japan region, Sanofi. The

talk covered the social, cultural as well as work-

related aspects of China. Mr. Chauhan touched upon

AIMA | NEWS FROM LMA | JULY 2013

28

a broad range of topics, bringing to the listeners

some new nuggets of information and setting the

interested ones on path to knowing more about

this fascinating country whose achievements and

historical importance go way beyond the current

high economic status.

Management Development Programme

BDMA organised an MDP on 19th July on ‘Enhancing

Teaming and Collaboration’ by Mrs. Nanda N Dave,

Director, The Mentors - Trainers & Management

Consultants, Vadodra.

Line managers are like SMEs who get things delivered

through people. While being a technical expert is no

guarantee of being a good people manager, people

management is an important soft skill that the line

managers must master in order to be effective. This

programme addressed this skill-enhancement need

of the line managers by focusing on practicality and

experiential learning.

Bombay Management Association Annual General Meeting

Mr. Yogi Sriram, the new President addressing the membersMr. Yogi Sriram, the new President addressing the membersMr. Yogi Sriram, the new President addressing the membersMr. Yogi Sriram, the new President addressing the members

The 59th Annual General Meeting of Bombay

Management Association (BMA) was held on

25th June. Mr. Yogi Sriram took charge from Mr. R

Ramakrishnan. Mr. Sriram shared his vision and plans

to organise special events to mark the Diamond

Jubilee Celebrations of BMA. He said that he would

like to take up the task of driving membership and

also spoke about the Management Development

Programmes which should address the current

needs of the market.

35th BMA Awards Ceremony

The Chief Guest Mr. O P Bhatt with the awardees and Mr. R The Chief Guest Mr. O P Bhatt with the awardees and Mr. R Ramakrishnan, Mr. Yogi Sriram and Mr. V Sarangapani

The BMA Awards Presentation Ceremony held at

Mumbai was a grand success. The Chief Guest was

Mr. O P Bhatt, Former CMD, State Bank of India and

the illustrious recipients of the Awards included Mr.

N Chandrasekaran, Managing Director & CEO, Tata

Consultancy Services (Management Man of the Year);

Ms. Kalpana Morparia, CEO, J. P. Morgan India Pvt Ltd

(Management Woman Achiever); Mr. Jignesh Shah,

Group Chairman, Financial Technologies Group

(Entrepreneur of the Year) and Mr. Keshub Mahindra,

Chairman Emeritus, Mahindra & Mahindra Group

AIMA | NEWS FROM LMA | JULY 2013

29

(Lifetime Achievement Award). The Best Chairman of

BMA Committees Award, BMA Outstanding Institute

of Management/Teacher and Student Award were

also presented on the occasion.

BMA Conceptual Forum Meeting

Ms. Rama Bijapurkar, Market Strategy Consultant addressing Ms. Rama Bijapurkar, Market Strategy Consultant addressing the members at the Conceptual Forum

The Conceptual Forum was addressed by Ms. Rama Bijapurkar, Market Strategy Consultant. She spoke on ‘India Inc. Needs a Strategy Makeover To Not Slowdown in a Slowdown’. About 100 members participated, which included CEO’s and CFO’s of several organisations.

Workshops

Several workshops were also conducted during the

period. A workshop on ‘From Secretary to World

Class Administrative Professional’, by Ms. Homai

Mehta, Director, Sir JJ College of Commerce was

conducted on 26th and 27th June. A workshop on

‘Negative List based Service Tax’ was organised

on 21st June by CMA P C Parikh and another

on ‘Competency Mapping’ was conducted by on ‘Competency Mapping’ was conducted by

Mr. Sumeet Varghese on 10th & 11th July. eet Varghese on 10th & 11th July.

Calcutta Management AssociationShaping Young Minds Programme - SYMP

CMA in association with AIMA conducted ‘Shaping Young Minds Programme’ in Kolkata on 31st July. Mr Prabhu Chawla, Editor, The New Indian Express; Mr D Shivakumar, President, AIMA; Mr Vijay Thadani, Chief Executive Officer, NIIT Ltd.; Mr J J Irani, Former Director, Tata sons & Past President, AIMA; Ms Khushboo Sundar, Actor & Producer and Mr Sanjeev Kapoor, Celebrity Chef interacted with young professionals and management students and shared their personal success stories and experiences.

Mr Prabhu Chawla, Editorial Director, The New Indian Mr Prabhu Chawla, Editorial Director, The New Indian Express addressing the audience

Leadership Lecture Series

The Leadership Lecture Series is one of the regular

and popular events of Calcutta Management

Association. Two back to back Leadership Lectures

were organised in June & July. CMA organised a

Leadership Lecture on ‘Leadership, Empowerment

and Society’ by Prof. Malabika Sarkar, Vice

Chancellor, Presidency University on 20th June. The

other Leadership Lecture was held on 12th July,

and drew an overwhelming response. It was led by

Dr Anirvan Banerji, Co-founder & Chief Research

AIMA | NEWS FROM LMA | JULY 2013

30

Officer, Economic Cycle Research Institute, New York

who spoke on ‘Global Economy-The Risk Factors And

Outlook For India’

Chandigarh Management Association

(Seated L-R) Mr. J S Nayyar, General Secretary; Mr. AK (Seated L-R) Mr. J S Nayyar, General Secretary; Mr. AK Gandhi, President of CMA and Dr. Anshu Kataria, Past President. (Standing L-R) Dr. Manoj K Sharma, Immediate Past President, Mr. Ashok Verma, Mr. T S Chhabra, Mr. Deepak K. Dhingra and Col MGS Khurana.

Chandigarh Management Association organised a

lecture on ‘Management Must Manage’ on 26th July

at Chandigarh. Mr. A K Gandhi, President presented

the key speaker Mr. J S Gogia, General Manager

(Retd) Chambal Fertilizer and Chemicals. Mr. Gogia

delivered an audio visual lecture in an impressive

way. The talk was well focused on the subject and

was very clear in conveying the intended message.

The biographical method of learning, which

means to learn from the experiences of successful

entrepreneurs, was presented. The lecture was

appreciated by all.

Delhi Management AssociationDiscussion MeetingDiscussion Meeting

DMA jointly organised a discussion meeting on DMA jointly organised a discussion meeting on

‘Managing Relations for Excellence in Life’ with the

IMCI, Delhi Chapter on 25th June. The meeting was

attented and addressed by faculty members, Mr.

Ashok Arora, a well-known lawyer, former Secretary of

the Supreme Court Bar Association; Mr. Bishan Singh

Bedi, Former Cricketer; Mr. Sumit Chaudhuri, Session

Chairman, IMCI and the participants. The meeting

was attended by over 35 senior professionals.

DMA in collaboration with IMCI Delhi have also

launched a new event titled ‘Professionals Help

Desk’ wherein leading professionals from various

disciplines will be invited to share important

information and answer queries from the invitees

relating to their areas of expertise. The first event

of this series held on 23rd July was addressed by

Mr. Kuldeep Mansukhani, Advocate and Mr. Uchit

Bhandari, Advocate and the event was chaired by

Mr. Rajiv Khurana, a management consultant.

L to R: Mr. Sumit Chaudhuri, Mr. Ashok Arora, Mr. Bishan L to R: Mr. Sumit Chaudhuri, Mr. Ashok Arora, Mr. Bishan Singh Bedi and Mr. Rajan Pandhi

HR Conclave

DMA organised a niche HR Conclave on ‘Unleashing

Potential Through Competency Based Talent

Assessment and Developments on 5th July at New

AIMA | NEWS FROM LMA | JULY 2013

31

Delhi. Mr. Yogesh Misra, Vice President & Head

Consulting, People Metrics conceptualised and

designed the conclave. The welcome address was

delivered by the DMA President, Dr. Nalin Shinghal,

CMD, Central Electronics Limited and the Conclave

overview was given by the Programme Director- Mr.

Yogesh Misra, Vice President & Head Consulting,

People Metrics. Some of the other speakers included

Mr. A Sundara Rajan, Founder & Director, Thomas

Assessments Pvt. Ltd.; Dr. A K Balyan, MD & CEO,

Petronet LNG; Ms. Veena Swarup, Director (HR),

Engineers India Ltd. and Mr. Uday Mishra, DGM HR

& Principal, NDPL; Mr. S V Ramanan, Head-L&D, CMC

Ltd.; Mr. Sudhansu Pathak, Learning & Development

Head, LG; Ms. Eeran Chawla, Learning & Development

Lead, Microsoft India to name a few.

Dr. Nalin Shinghal addressing the audience as Mr. YogeshDr. Nalin Shinghal addressing the audience as Mr. YogeshMisra looks on

The Conclave was followed by the DMA-Thomas

Assessments National Award for Talent Management.

Workshop

DMA organised its programme on ‘Contract Labour: DMA organised its programme on ‘Contract Labour:

Implications, Solutions & Compliances’ on 19th July Implications, Solutions & Compliances’ on 19th July

with Mr. G M Saini, a Consultant, as the Programme with Mr. G M Saini, a Consultant, as the Programme

Director. The Chief Guest was Mr. Rajinder Dhar, Jt.

Labour Commissioner, Govt. of NCT of Delhi, Ms.

Moutushi Sengupta, Country Director, Mac Arthur

Foundation. Some of the other speakers were

Ms. Shakuntala Patnaik, Deputy Labour Welfare

Commissioner, Ministry of Labour; Mr. H. L. Kumar,

Senior Advocate, Supreme Court of India & Chief

Editor; Mr. Alok Bhasin, Labour Law Reporter and Mr.

Bharat Mehta, Advocate.

Book Launch

DMA in collaboration with Penguin Books India

organised a book launch function for ‘An Uncertain

Glory: India and Its Contradictions’ authored by

Mr. Jean Dreze and Mr. Amartya Sen on 22nd July

at New Delhi. Ms Leila Seth, Former Chief Justice of

Himachal Pradesh launched the book. Renowned

Editor and Journalist, Ms Barkha Dutt was in

conversation with Mr. Amartya Sen.

Ms. Leila Seth unveiling the book with Mr. Jean Dreze and Ms. Leila Seth unveiling the book with Mr. Jean Dreze and Mr. Amartya Sen

Ghaziabad Management AssociationAnnual General Body Meeting

The 30th Annual General meeting of GMA was held

AIMA | NEWS FROM LMA | JULY 2013

32

on 26th July and was attended by a good number

of members comprising leading industrialists,

academicians, and senior officers of organisations in

this area. Mr. Sanjay Grover, Director, LMA Relations

and Membership, AIMA and Mr. Prabir Dash,

Manager, LMA Relations and Membership, AIMA

were also present to represent the parent body to

which GMA is affiliated.

The office bearers on the daisThe office bearers on the dais

Dr. R K Agarwal, the Hony. Secretary shared the GMA

activities during the year and Mr. Amit Agarwal,

Hony. Treasurer shared the salient features of the

GMA Audited accounts of 2012-13. As the tenure of

the existing office bearers was over, a new body was

elected. Mr. Deepak Malik, the outgoing president

expressed his satisfaction over activities of the

association and thanked the members for their

cooperation during his tenure. Mr. Arun Aggrawal,

the incoming President briefly outlined the direction

in which he would like to steer the association with

the guidance and assistance of the members and his

team.

Mr. I C Agarwal, Mr. N K Dhand and Mr. P K Gupta, Mr. I C Agarwal, Mr. N K Dhand and Mr. P K Gupta, all past presidents of GMA were also present on the all past presidents of GMA were also present on the

occasion. Mr. P K Gupta announced a running trophy with a cash prize of Rs. 51,000/- for the best SME.

Gurgaon Management Association Gurgaon Management Association held a meeting

and discussion on ‘The Sexual Harassment of

Women at Workplace (Prevention, Prohibition And

Redressal) Act, 2013 (14 of 2013)’ on 18th July. The

meeting started with discussion about the objects

and reasons of the Act and the case of Vishaka v State

of Rajasthan (1997) 7 SCC 323 wherein the Supreme

Court has laid down definition of sexual harassment

at workplace and what violates the constitutional

right to equality and also addressed the issue about

enactment of a suitable legislation.

Many of the participants were of the opinion that the Act should enable to improve the working conditions in the workplace and not act as a threatening tool open to exploitation. The participants quoted various incidents which could be understood and interpreted differently at varied intervals. The meeting ended with vote of thanks to the panel of speakers, legal experts and the participants.

Gwalior Management AssociationYoung Entrepreneurs Meet

Padma Bhushan Dr. V.K. Saraswat addressing the gatheringPadma Bhushan Dr. V.K. Saraswat addressing the gathering

AIMA | NEWS FROM LMA | JULY 2013

33

A meet of Young Entrepreneurs was organised by

Gwalior Management Association, Gwalior along

with ABV-IIITM E-Cell, Gwalior and Jan Sewa Mission,

Gwalior on 24th July where Padma Bhushan Dr. V. K.

Saraswat was the Chief Guest and Mr Santosh Singh,

IPS, Supt. Of Police, Gwalior was the Guest of Honour.

The meet was presided by Dr. S. G. Deshmukh,

Director, ABV-IIITM, Gwalior where Er. M. K. Jain,

Executive Director, GMA and Mr Bhupendra Jain,

Conveyor of the Meet were also present. The meet

was well attended and appreciated by all.

Indore Management AssociationWorkshop

Mr. Pankaj Kothari addressing the participantsMr. Pankaj Kothari addressing the participants

Indore Management Association (IMA) organised

several workshops in the previous months. A one

day workshop on 21st June on ‘Business Financials

& Accounting Skills’ by Mr. Pankaj Kothari. Another

workshop on ‘Managing Contracts & Its Performance’

was held on 29th June at Indore. The speaker for the

session was Mr. Manoj Munshi, a practicing lawyer. session was Mr. Manoj Munshi, a practicing lawyer.

On 16th July, a workshop on ‘Getting the best out On 16th July, a workshop on ‘Getting the best out

of people - Building the team’ was led by Mr. Sajal of people - Building the team’ was led by Mr. Sajal

Jain, a young generation business speaker &

advertiser. All the workshops were well attended

and very well received.

HR – Forum Meeting

IMA HR–Forum Meeting was held on 26th June,

on the theme ‘Dealing with Difficult People at the

Workplace’. The programme concluded with the

thought that that difficult people are everywhere

and one should maintain one’s personal and

professional issues separately. The programme was

well appreciated by participants.

Film Show

Indore Management Association organised a Film

Show, based on the famous movie ‘Inception’ for

management professionals and students on 5th July.

The moderator for the session was Mr. Amit Bidasaria

who shared how the movie explores the concepts

of sales from the point of inception to point of final

delivery.

Center of Excellence

Capt BJ Singh addressing the participantsCapt BJ Singh addressing the participants

IMA organised a Center of Excellence, a session

on ‘Maintaining Enthusiasm at Workplace’ for

AIMA | NEWS FROM LMA | JULY 2013

34

management professionals and students on 18th

July. The speaker for the session was Capt. B. J. Singh,

Chief Executive, Absolute Training Solutions. The

programme was very informative and interactive

and was well appreciated by the participants.

Kerala Management Association Annual General Meeting

The 55th Annual General Meeting of KMA and

election to the Managing Committee were held on

5th July at Kochi. KMA witnessed the highest number

of votes polled ever with 502 members participating

in the elections. The AGM that followed also saw a

record number of participants. Mr. S. Rajmohan Nair,

Senior Vice President welcomed the gathering and

Mr. S.R. Nair, President delivered the presidential

address and spoke about the different events of the

year.

Mr. S. R. Nair, President addressing at the Annual General Mr. S. R. Nair, President addressing at the Annual General Meeting. (L to R) Mr. R. Manomohanan, Treasurer; Mr. S. Rajmohan Nair, Sr. Vice President and Mr. K. Rajan George, Secretary

Management Students ForumManagement Students Forum

Kerala Management Association conducted a one-Kerala Management Association conducted a one-

day seminar entitled ‘Campus to Corporate’ for day seminar entitled ‘Campus to Corporate’ for

management students on 2nd July. Mr. Kochouseph

Chittilapilly, Chairman, V-Guard Industries Ltd

inaugurated the seminar. Prof. Anandakuttan B.

Unnithan, Chairman. IIMK Kochi Campus spoke on

the topic ‘Rising upto the Challenges of Corporate

World’. Mr. Venugopal C. Govind, Managing Partner,

Varma & Varma Chartered Accountants spoke on ‘Go

Forth & Serve’. Mr. S.R. Nair, President, KMA addressed

the students on ‘Industry expectations from B School

students’. Around 250 B-School students attended

the programme.

Prof. Anandauttan B. Unnithan, Chairman, IIMK Kochi Prof. Anandauttan B. Unnithan, Chairman, IIMK Kochi Campus addressing the B-School students

Evening Meeting

An Evening Lecture Meeting on ‘Open Business

Models & Disruptive Innovations’ by Mr. Jose P.

Philip, Managing Director, Tecpro Infra-Projects Ltd

and Past President, Kerala Management Association

was held on 24th May. The talk was based on a one

week programme held at HAAS School of Business,

University of California jointly with AIMA and TiEcon

which the speaker attended in June 2013.

Renovation of Binani Hall

Mr. Ashok Nicholas, Vice President, (Operations),

AIMA | NEWS FROM LMA | JULY 2013

35

Binani Zinc Ltd. inauguated the renovated

‘Binani Hall’ on 5th July. The hall can seat 150 people

in theatre style seating.

Nagpur Management AssociationNICE Programme

Nagpur Management Association revived their

programme of holding demonstrations of 21st

Century Teaching/Training Technique (NICE

Programme) with the schools reopening after

the summer break. Emphasis was laid on training

of Principals/HMs of schools to facilitate spread

of technique in wider areas and 10 such training

programmes were held at various schools in the

region.

Nashik Management Association

Participants with the panel members at the programmeParticipants with the panel members at the programme

Father’s Day Contest

Nashik Management Association (NMA) conducted

a contest on the occasion of Father’s Day on

16th June. BJP city chief, Mr. Laxman Savaji was 16th June. BJP city chief, Mr. Laxman Savaji was

present as Chief Guest. Director of Hotel Sai present as Chief Guest. Director of Hotel Sai

Saya, Mrs. Vanita Narang and NIMA President, Saya, Mrs. Vanita Narang and NIMA President,

Mr. Dhananjay Bele, Prof. Anant Yeolekar were the

judges for the contest. People of various ages and

fields participated in this contest and spoke about

their fathers. The programme was a huge success.

Rohilkhand Management AssociationRohilkhand Management Association held its Annual

General Meeting on 23rd July. The new executive

body was elected unanimously, comprising of

Mr. K.K. Damani (Executive Director, The Indian Wood

Products Company Ltd.) as President, Mr. V.K. Tyagi

(Vice President Works, Pasupati Acrylon Ltd.) as Vice

President, Mr. Qadir Ahmad (H.R. Head, B.L. Agro Oils

Ltd.) as Secretary, Mr. Y.K. Gupta (Associate Director,

Rakshpal Bahadur Management Institute) as

Programme Director and Mr. J. Pathak (H.R. Manager,

Camphor & Allied Products Ltd.) as Jt. Secretary. A

committee has been formed to collect contribution

for Kedarnath Aapda Kosh.

Mr Qadir Ahmad, Secretary, RMA addressing. Seated left to Mr Qadir Ahmad, Secretary, RMA addressing. Seated left to right: Mrs. Veena Mathur, Chairperson RBMI; Chief Guest, Mr. K.K. Damani, President, RMA and Mr. Y.K. Gupta, Programme Director, RMA

Opportunity to interact with ace business minds and academicians, affiliation to Local Management Associations, election to the AIMA Council of Management, unlimited access to library, concessional rates for management development programs... the benefits just keep adding on. In short, a management package that makes hundred percent business sense. Not surprisingly, till date are over 3000 institutional and 30,000 individual members enjoying the advantages of an AIMA membership.

Online registration also available. Please visit www.aima.in

AIMA | AIMA EVENTS CALENDAR | JULY 2013

37

AIMA Events CalendarEvent Conference Director Venue Date

39th National Competition for Young Managers

RegionalsEastWestSouthNorthGrand Finale

July–August 201319–20 July 201326–27 July 201302–03 August 201309–10 August 2013 31 August 2013

AIMA Convocation Delhi 19 August 2013

AIMA 5th Leadership Retreat B MuthuramanChairman, Tata International Ltd.Vice Chairman,Tata Steel Ltd.

Anil SachdevFounder & CEO,School of Inspired Leadership (SOIL)

Goa 23–25 August 2013

SYMP Lucknow 30 August 2013

10th National Competition for Management Students

Mumbai BengaluruKolkataNew Delhi Grand Finale in New Delhi

20-21 September 201320-21 September 201323-24 September 201330 Sep–1 Oct 20135th October 2013

40th National Management Convention

Covention ChairmanSanjiv GoenkaChairman,RP-Sanjiv GoenkaGroup

New Delhi 26–27 September 2013

AIMA | AIMA EVENTS CALENDAR | JULY 2013

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To view full calendar please visit www.aima.in

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Event Conference Director Venue Date

17th Student Management Games (SMG -2013)

RegionalsNorthBannari ErodeCoimbatore PuneOnlineUdaipurHyderabad

17-19 September 201324-25 September 201326-27 September 201330 Sep & 01 Oct 201303-04 October 201307-08 October 201317-19 October 201328 Oct-01 Nov 2013

3rd PSU Summit Sudhir VasudevaChairman & Managing Director,Oil and Natural Gas Corporation Ltd

Delhi 25 October 2013

SYMP Goa 04 October 2013

Young Leaders Retreat Shivinder M SinghExecutive Vice Chairman, Fortis Healthcare & Vineet AggarwalJt. Managing Director, Transport Corporation of India

Goa 4–6 October 2013

Session with Jack Trout Jack Trout, President Trout & Partners

New Delhi 13 November 2013

National Management Quiz RegionalsKolkataChennaiDelhiMumbai Regional & Grand Finale

29 November 201306 December 201314 December 201321 December 2013

Women in Leadership Summit New Delhi 21 November 2013

All India Management Association Management House, 14 Institutional Area, Lodhi Road, New Delhi-110003

Tel.: 011-24645100, 43128100 ; Fax: 011-24626689, Website: www.aima.in