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August 2014

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

AIMA’S MONTHLY E-MAGAZINE

AIMA OFFICE BEARERS

PRESIDENTMs. Preetha Reddy Executive Vice Chairperson Apollo Hospitals Group

SENIOR VICE PRESIDENTMr. Hemant M Nerurkar ChairmanTRL Krosaki Refractories Limited

VICE PRESIDENTMr. Firdose Vandrevala Executive Vice Chairman Essar Steel India Ltd

TREASURERMr. P DwarakanathAdvisorGroup Human Capital Max India Ltd

IMMEDIATE PAST PRESIDENTMr. D Shivakumar Chairman & CEO-India region PepsiCo India Holdings Pvt. Ltd.

DIRECTOR GENERALMs. Rekha Sethi

Published by:

Management House,14, Institutional Area,Lodhi Road, New Delhi-110003Tel : 01124645100Fax : 01124626689E-mail : [email protected] : http://www.aima.in

Managing Editor:Ms. Smita Das

Dear Readers,

It gives me great pleasure to present the next issue of AIMA News. AIMA has always been at the forefront in spreading management thought and building capability in aspiring and practicing managers. A pioneer in the field of education, a large number of students and working professionals/academia have benefitted of AIMA’s management education programmes and courses over the years.

The past month saw another batch of AIMA students convene at AIMA’s 19th Convocation. More than 1000 students were awarded their management degrees, diplomas and certificates at the ceremony by the Chief Guest, Mr Sanjeev Bikhchandani, Founder of naukri.com and Executive Vice Chairman, Info Edge (India) and Ms Preetha Reddy, President AIMA. 21 scholars also received their PhDs which is offered in collaboration with Aligarh Muslim University. You will find a detailed report inside.

During the past month, the 2nd edition of AIMA’s Marketing Retreat was held successfully at Goa and addressed by leading advertising and marketing professionals. AIMA continued to reach out to several organisations through its unique simulation programme - Chanakya. AIMA kicked off its 11th National Competition for Young India with the eastern round and the 40th edition of the National Competition for Young Mangers completed the regional rounds with the Grand Finale scheduled in September. In addition, working professionals and academicians continued to benefit of AIMA’s workshops, faculty development programmes and interactive sessions during the month. Recently, AIMA in collaboration with Sampark launched a book titled ‘Manage, Live and Lead’ by Mr Venkat Changavalli. The book was launched by Mr Prakash Javadekar, Minister of State (IC) I&B, MOS (IC) Environment, Forests and Climate Change, MoS Parliamentary Affairs. You will find more details inside. This issue also carries updates from the LMAs and two interesting articles on management.

The forthcoming month will see AIMA’s customary change of guard at the 41st National Management Convention at New Delhi on 23-24 September which will be addressed by industry thought leaders and policy makers. We hope you would be able to join us there and further details can be obtained from the website at www.aima.in

I hope you enjoy reading this edition of AIMA News and look forward to your comments, feedback and suggestions.

Warm Regards, Rekha Sethi Director General

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AIMA SNAPSHOTS

26 LMA NEWS36 AIMA EVENTS CALENDAR

Convocation

FEATURES

07 CHANAKYA

09 INTERACTIVE SESSION

15 THE THREE Cs OF CUSTOMER SATISFACTION: CONSISTENCY, CONSISTENCY, CONSISTENCY

19 GETTING THE CMO AND CIO TO WORK AS PARTNERS10 WORKSHOP ON PROJECT MANAGEMENT10 FACULTY DEVELOPMENT PROGRAMME & WORKSHOP

11 BOOK LAUNCH

06 MARKETING RETREAT 12 NATIONAL COMPETITION FOR YOUNG MANAGERS 201413 NATIONAL COMPETITION FOR YOUNG INDIA 2014

13 MANAGEMENT DEVELOPMENT PROGRAMME

CONTENTS04

AIMA | CONTENTS | AUGUST 2014

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AIMA | SNAPSHOTS | AUGUST 2014

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Convocation

AIMA held its 19th Convocation on 13 August 2014 in New Delhi. A total of 1,039 students were awarded their management degrees, diplomas and certificates at the ceremony.

The credentials were presented by AIMA President and Executive Vice Chairperson, Apollo Hospitals, Ms Preetha Reddy and Mr Sanjeev Bikhchandani, Founder and Executive Vice Chairman, Info Edge (India) Ltd.

At the convocation, 631 students received PG diplomas and 496 students got management certificates. AIMA also presented PhD in management to 21 students. AIMA offers the degree through Aligarh Muslim University (AMU).

(L-R) Rekha Sethi, Director General, AIMA; Preetha Reddy, President, AIMA and Executive Vice Chairperson, Apollo Hospitals Group; Sanjeev Bikhchandani, Founder and Executive Vice Chairman, Info Edge India Ltd. and Raj Agrawal, Director, Centre for

Management Education, AIMA

Mr Bikhchandani, who is also a founder of the new Ashoka University in Haryana, congratulated AIMA on promoting doctoral studies in management. “There is tremendous shortage of management faculty in the country and it is great that AIMA and AMU are producing so many PhDs in management,” he said.

Ms Preetha Reddy congratulated the graduates on qualifications. She emphasised that just getting a management qualification was no guarantee of success, as it was only an enabler. “You must show enterprise and leadership and create fresh opportunities for yourself and for others,” she told the students.

AIMA Director General, Ms Rekha Sethi, called the Convocation a proud moment for


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AIMA leadership. “Today, we make another contribution to Indian economy by adding more than a thousand qualified managers to India’s talent pool,” she said.

Dr Raj Agrawal, Director, AIMA Centre for Management Education, presented a report on AIMA’s education initiatives. He informed that AIMA had increased student engagement by offering lectures through the e-learning

mode also and using multimedia in pedagogy. Also, to help B-Schools overcome the faculty challenge, AIMA had held 15 faculty development programmes during 2013-14, he informed. AIMA also conducted custom management teaching programmes for many companies, including EIL, Genpact and Tata Power.

AIMA students at their Convocation

Mr Sanjeev Bikhchandani, Founder and Executive Vice Chairman, Info Edge (India) Ltd. addressing the Convocation


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Marketing Retreat

AIMA organised its 2nd Marketing Retreat in Goa from 22 - 24 August, 2014 on the theme ‘Marketing in the Age of Rapid Change’. The Retreat Chairman was Mr D Shivakumar, Chairman & CEO, India Region, PepsiCo India Holdings Pvt. Ltd.

The objective of this year’s edition was to focus on how marketers are challenged by high volatility in consumer expectations, competition and technology. Marketers are under unprecedented pressure to expand revenues and margins due to exponential increase in consumer choices and power. Considering the above imperative, the Retreat was conducted in an experience sharing mode and the learning experience was very intensive and interactive, with a high level of active participation by the delegates.

Some of the speakers at the Retreat included Mr Piyush Pandey, Executive Chairman and Creative Director, South Asia, Ogilvy & Mather India; Mr Ajai Jhala, CEO, BBDO India; Mr Abheek

Participants and speakers at the Retreat

Piyush Pandey, Executive Chairman and Creative Director, South Asia, Ogilvy & Mather India addressing the Retreat


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Singhi, Partner and Director, Asia Pacific Leader, Consumer and Retail Practice, BCG; Ms Geetu Verma, Executive Director, Foods, Hindustan Unilever Ltd.; Ms Anusha Shetty, Founder, Autumn Worldwide; Mr Vipul Sabharwal, Vice President Sales & Marketing, Whirlpool of India; Ms Babita Baruah, Executive Business Director, JWT India; Mr Indranil Chakraborty, Founder, StoryWorks; Mr Sudipto Mozumdar, Senior Director, Customer Development, Food &

Beverages, PepsiCo India Holdings Pvt. Ltd.; Ms Poonam Kaul, Director Communications, IMEA, Nokia India Sales Private Limited, a subsidiary of Microsoft Mobile Oy. The speakers shared new ways to look at the market beyond traditional demographics and psychographics.

The Retreat was well attended and very well received.

Chanakya

AIMA conducted two days of Business Simulation Programme for Bharat Petroleum Corporation Ltd. employees from 13-14 August, 2014. The programme was targeted at senior and middle management to get them into the competitive mode of steering the organisation through the new age challenges, especially the possible de-regularisation in some of their products.

Participants at the Business Simulation Programme

The programme was conducted on AIMA’s online platform and was highly appreciated by the participants. AIMA’s simulation emphasises on strategy, competitive analysis, finance, cross-functional alignment and the selection of business tactics towards growth.

Eminent Speakers

For more details, please contact: Bijoy PhilipAll India Management AssociationPhone No. 011/24608524(Direct), 24645100, 43128100, Email: [email protected], Website: www.aima.in Also follow us on

23rd - 24th September 2014 Hotel Taj Palace, New Delhi

The National Management Convention is the annual �agship event of the AIMA and it aims to address the challenges faced by corporates in India, their implications on the business scenario and deliberates on key strategies for successful business performance. The Convention addresses a topical theme of national importance and is addressed by renowned speakers.

* Confirmation awaited

Des

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Ves

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Stud

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M Venkaiah NaiduMinister of Parliamentary Affairs, Urban Development, Housing and Urban Poverty Alleviation, Government of India

Gen V K Singh (Retd)Minister of State (IC) of Development of North Eastern Region, Government of India

Sachin Pilot Political Leader (INC) and Former Minister, Government of India

P BalajiFormer Managing Director, Microsoft Devices Group

Sanjiv GoenkaChairman, RP-Sanjiv Goenka Group

Shekhar GuptaEditor-In-Chier & Vice Chairman, India Today Group Mediaplex

Sudhir Jalan Convention Chairman and Chairman & Managing Director, Meenakshi Tea Co. Ltd.

Ullas KamathJt. Managing Director, Jyothy Laboratories Limited

Nitin GadkariMinister of Shipping, Road Transport and Highways,Government of India

Ashok Gajapathi Raju PusapatiMinister of Civil Aviation, Government of India

Preetha Reddy President, AIMA & Executive Vice Chairperson,Apollo Hospitals Group

Sadhguru Jaggi VasudevIsha Yoga Centre

Kunal BahlFounder & CEO, Snapdeal.com

H M NerurkarSr Vice President, AIMA & Chairman, TRL Krosaki Refractories Ltd.

Kumud SrinivasanPresident, Intel India

D ShivakumarChairman & CEO – India Region, PepsiCo India Holdings Pvt. Ltd.

Ravi Shankar Prasad Minister of Law and Justice, Communications & Information Technology, Government of India

P ChidambaramFormer Finance Minister, Government of India

Firdose VandrevalaVice President, AIMA andExecutive Vice Chairman, Essar Steel India Ltd.

Nikhil Meswani Executive Director, Reliance Industries Ltd.

Richard RekhyChief Executive Of�cer, KPMG in India

Sangita ReddyJt. Managing Director, Apollo Hospitals Group

Soundarya Rajinikanth AshwinFilm producer, Director

Vanitha NarayananManaging Director, IBM India

Co-Sponsors Associate Sponsors

Knowledge PartnerPrincipal Co-Sponsor SponsorPrincipal Sponsor

Corporate Contributors

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Interactive Session

All India Management Association organised an Interactive Session on ‘The Future of India and Technology’ with Mr P K Agarwal, Chief Executive Officer, TiE Global on 27 August 2014 at AIMA. The session was chaired by Mr P Balaji, Former Managing Director, Microsoft Devices Group.

Mr Agarwal shared that today India has been accepted as a global brand with successful savvy people. It has the added advantage of possessing a lot of working age population with

a deep knowledge base. Mr Agarwal shared, “For a better tomorrow there is a need for innovation in all sectors: Health Care, Education, Manufacturing, Transportation, Finance and Government”. He was of the opinion that India needed to have more entrepreneurs in India, and for the growth of the Indian economy the global perspective also needed to be taken into account.

The programme was very well attended.

(L-R) P K Agarwal, Chief Executive Officer, TiE Global and P Balaji, Former Managing Director, Microsoft Devices Group


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Workshop on Project Management

Faculty Development Programme & Workshop

AIMA and Project Management Associated (PMA) India jointly organised a 4 day workshop on Project Management with level D Certification from 20-23 August 2014 in New Delhi.

The workshop provided extensive knowledge and skill of project management tools and techniques. The focus was to improve their

Participants at the Workshop

behaviour competency, technical competency and contextual competency. This was the first workshop organised jointly by AIMA and PMA leading to level D Certification. The workshop was attended by 20 participants from Industry. Most of the participants of the workshop were in middle management and directly or indirectly associated with projects or leading projects.

AIMA organised a 3 day workshop for faculty members/trainers and case developers on Case Teaching and Case Writing from 28-30 August 2014, at New Delhi. The workshop was attended by 21 participants from academia and industry. Case as pedagogical tools and class engagement tools like role play and use of anecdotes in teaching were also discussed. The faculty members attending the workshop ranged from PhD scholars about to begin their

career as faculty members to veteran faculty/trainers seeking new approaches by teaching through cases. The breadth of experience within the classroom supported the collaborative learning. The participant groups later developed 4 case structures. These cases will be further developed and refined. The case developed in the workshop will be considered for published by AIMA in due course of time.


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Book Launch

AIMA held a book launch on 8 August 2014, where the Chief Guest, Mr Prakash Javadekar, Minister of State (IC) I&B, MOS (IC) Environment, Forests and Climate Change, MoS Parliamentary Affairs, Government of India launched a book titled ‘Manage, Live and Lead – An inspirational guide for managers, students and citizens’ written by Mr Venkat Changavalli. Mr Javadekar spoke at length about the relevance of the book in today’s scenario and wished for its success.

Also present on the occasion was Mr D Shivakumar, Chairman & CEO – India Region,

(L-R) Mr CSR Murthy, Professor, Political Science, JNU; Mr D Shivakumar, Chairman & CEO – India Region, Pepsico India Holdings Pvt Ltd & Immediate Past President, AIMA; Mr Prakash Javadekar, Minister of State (IC) I&B, MOS (IC)

Environment, Forests and Climate Change, MoS Parliamentary Affairs, Government of India; Mr Venkat Changavalli, Author; Mr Sunandan Roy Chaudhary, Publisher, Sampark and Mr Kiran Karnik, Former President, NASSCOM

Pepsico India Holdings Pvt Ltd & Immediate Past President, AIMA who delivered the welcome address. The other panelists were Mr Kiran Karnik, Former President, NASSCOM and Mr CSR Murthy, Professor, Political Science, JNU who shared their views on the book. Mr Changavalli read a few chapters from the book and shared his experiences that inspired him to write the book, and later responded to questions from the audience.

The programme was very well received and was attend by over 150 people.


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National Competition for Young Managers 2014

The regional rounds of 40th AIMA National Competition for Young Managers Ruby Jubilee was held from 7 August to 30 August 2014 on the theme ‘Citizenship of Organisations, Nations & the Planet- Rights and the Responsibilities’ at Chennai, Kolkata, Mumbai and New Delhi. A record number of 130 teams from across the country participated in the competition from organisations across India. The top two winning teams from each regional round will now face off

NCYM Northern Regional winning team

in the Grand Finale scheduled to be held on 13 September 2014 at New Delhi. The jury for the NCYM Grand Finale are Mr Anil Sachdev, Founder & CEO, School of Inspired Leadership (SOIL); Mr Amandeep Gupta, Group ED & Joint CEO OCL Cement, OCL India Ltd; Mr Nitin Kulkarni, IAS, Secretary to Government, Jhrakhand; Mr SPS Jaggi, General Manager – Business Excellence, SAIL and Mr Vinod Aggarwal, Chief Executive Officer, VE Commercial Vehicles Ltd.


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National Competition for Young India 2014

Management Development Programme

AIMA kicked off the 11th National Competition for Young India with the Eastern Regional round which was held on 21 – 22 August at XISS Campus, Ranchi. This years’ competition is being held on the theme ‘Innovative youth Driving the Nations Growth : Role of young entrepreneurship in India’. The event was attended by around 100 + attendees from corporates and B-schools.

All India Management Association organised a two day Management Development Programme on ‘Finance for Non-Finance’ on 4-5 September 2014. The programme was organised with the intention to equip business managers with the necessary financial knowledge and tools critical for business decisions. The programme was designed for senior/middle level managers. Amongst the many sessions the session on understanding and analysing financial

Teams who won and qualified for the Grand Finale were from XISS & BIT – DURG.

The other regional rounds are scheduled between 11 – 19 September 2014 at Chennai, Mumbai and New Delhi. The winning teams from the regional rounds will then meet at the Grand Finale to be held on 26 September 2014.

statement and the relevance of time and value of money in taking capital budgeting decisions were particularly liked by the participants. The sessions in the programme were taken by Mr. Prakash Tsumani, Ms. Neha Gupta and Ms. Sarah Nasim. The programme was well appreciated by the participants. Few of the organisations that participated included Mahindra and Mahindra, Kabelschlepp India Pvt Ltd, Talbros Automotive Components Ltd., Rockman Industries, STC etc.

The training in progress

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AIMA | FEATURES | AUGUST 2014

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It may not seem sexy, but consistency is the secret ingredient to making customers happy. However, it’s difficult to get right and requires top-leadership attention.

March 2014 | by Alfonso Pulido, Dorian Stone, and John Strevel

“Sustaining an audience is hard,” Bruce Springsteen once said. “It demands a consistency of thought, of purpose, and of action over a long period of time.” He was talking about his route to music stardom, yet his words are just as applicable to the world of customer experience. Consistency may be one of the least inspirational topics for most managers. But it’s exceptionally powerful, especially at a time when retail channels are proliferating and consumer choice and empowerment are increasing.

Getting consistency right also requires the attention of top leadership. That’s because by using a variety of channels and triggering more and more interactions

AIMA FEATURES

with companies as they seek to meet discrete needs, customers create clusters of interactions that make their individual interactions less important than their cumulative experience. This customer journey can span all elements of a company and include everything from buying a product to actually using it, having issues with a product that require resolution, or simply making the decision to use a service or product for the first time.

It’s not enough to make customers happy with each individual interaction. Our most recent customer-experience survey of some 27,000 American consumers across 14 different industries found that

The three Cs of customer satisfaction: Consistency, consistency, consistency


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effective customer journeys are more important: measuring satisfaction on customer journeys is 30 percent more predictive of overall customer satisfaction than measuring happiness for each individual interaction. In addition, maximizing satisfaction with customer journeys has the potential not only to increase customer satisfaction by 20 percent but also to lift revenue by up to 15 percent while lowering the cost of serving customers by as much as 20 percent. Our research identified three keys to consistency:

1. Customer-journey consistency

It’s well understood that companies must continually work to provide customers with superior service, with each area of the business having clear policies, rules, and supporting mechanisms to ensure consistency during each interaction. However, few companies can deliver consistently across customer journeys, even in meeting basic needs.

Simple math illustrates why this is so important in a world of increasingly multichannel, multitouch customer journeys. Assume a customer interacts six times with a pay-TV company, starting when he or she undertakes online research into providers and ending when the first bill is received 30 days after service is installed. Assuming a 95 percent satisfaction rate for each individual interaction—whether measuring responsiveness, the accuracy of information, or other factors—even this level of performance means that up to one in four customers will have a poor experience during the on-boarding journey.

The fact is that consistency on the most common customer journeys is an important predictor of overall customer experience and loyalty. Banks, for example, saw an exceptionally strong correlation between consistency on key customer journeys and overall performance in customer experience. And

when we sent an undercover-shopping team to visit 50 bank branches and contact 50 bank call centers, the analysis was confirmed: for lower-performing banks, the variability in experience was much higher among a typical bank’s branches than it was among different banks themselves. Large banks typically faced the greatest challenge.

2. Emotional consistency

One of the most illuminating results of our survey was that positive customer-experience emotions—encompassed in a feeling of trust—were the biggest drivers of satisfaction and loyalty in a majority of industries surveyed. We also found that consistency is particularly important to forge a relationship of trust with customers: for example, customers trusted banks that were in the top quartile of delivering consistent customer journeys 30 percent more than banks in the bottom quartile.

What is also striking is how valuable the consistency-driven emotional connection is for customer loyalty. For bank customers, “a brand I feel close to” and “a brand that I can trust” were the top drivers for bank differentiation on customer experience. In a world

where research suggests that fewer than 30 percent of customers trust most major financial brands, ensuring consistency on customer journeys to build trust is important for long-term growth.

3. Communication consistency

A company’s brand is driven by more than the combination of promises made and promises kept.


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This article was originally published in McKinsey Quarterly, www.mckinseyquarterly.com. Copyright (c) [2014] McKinsey & Company. All rights reserved

About the authorsAlfonso Pulido is an associate principal in McKinsey’s San Francisco office, where Dorian Stone is a principal; John Strevel is an associate principal in the Toronto office.

What’s also critical is ensuring customers recognize the delivery of those promises, which requires proactively shaping communications and key messages that consistently highlight delivery as well as themes. Southwest Airlines, for example, has built customer trust over a long period by consistently delivering on its promise as a no-frills, low-cost airline. Similarly, Progressive Insurance created an impression among customers that it offered lower rates than its competitors in the period from 1995 to 2005 and made sure to highlight when it delivered on that promise. Progressive also shaped how customers interpreted cost-reduction actions such as on-site resolution of auto claims by positioning and reinforcing these actions as part of a consistent brand promise that it was a responsive, technology-savvy company. In both cases, customer perceptions of the brands reinforced operational realities. Such brands generate a reservoir of goodwill and remain resilient on the basis of their consistency over time in fulfilling promises and their strong, ongoing marketing communications to reinforce those experiences.

Becoming a company that delivers customer-journey excellence requires many things to be done well. But we’ve found that there are three priorities. First, take a journey-based approach. For companies wanting to improve the customer experience as a means of increasing revenue and reducing costs, executing on customer journeys leads to the best outcomes. We found that a company’s performance on journeys is 35 percent more predictive of customer satisfaction and 32 percent more predictive of customer churn than performance on individual touchpoints. Since a customer journey often touches different parts of the organization, companies need to rewire themselves to create teams that are responsible for the end-to-end customer journey across functions. While we know there are an infinite number of

journeys, there are generally three to five that matter most to the customer and the business—start your improvements there. To track progress, effectiveness, and predict opportunities, you may need to retool both metrics and analytics to report on journeys, not just touchpoint insights.

Second, fix areas where negative experiences are common. Because a single negative experience has four to five times greater relative impact than a positive one, companies should focus on reducing poor customer experiences, especially in those areas in which customers come into contact with the organization most often. For instance, training frontline service representatives to identify and address specific customer issues through role playing and script guidelines will go a long way toward engendering deeper customer trust.

Finally, do it now. Our research indicates that since 2009, customers are valuing an “average” experience less and have even less patience for variability in delivery. In addition, companies that experience inconsistency challenges often expend unnecessary resources without actually improving the customer journey. Making additional investments to improve the customer experience without tightening the consistency of experience is just throwing good money after bad.

For more details about customer satisfaction across industries, see “Customer satisfaction survey: Who’s up and who’s down,” on the McKinsey on Marketing & Sales website.

to greater potential.

For more information, please contact:

Management House, 14, Institutional Area, Lodhi Road, New Delhi-110 003 Tel: + 91 11 2464 5100 , 4312 8100 Extn. 705/Email:[email protected], [email protected], [email protected], [email protected]

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To turn new technologies into profits and growth, marketing and IT will need to change how they work—and how they work together.August 2014 | byMattAriker, Martin Harrysson and JeskoPerrey

A global company recently decided to do what many companies are doing: figure out how to turn big data into big profits. It put together a preliminary budget and a request for proposal that in effect asked vendors to take the data the company had and identify opportunities.

Vendors were thrilled with what was essentially a free pass to collect and analyze everything (with due regard for customer privacy concerns, of course). Two months later, the bids were coming in 400 percent over budget. The obvious solution was to narrow the scope, but no one was sure what to cut and what to keep because the chief marketing officer (CMO) hadn’t specifically defined the most important data requirements, and the CIO hadn’t reviewed the request for proposal or intervened to

Getting the CMO and CIO to work as partners

prevent the inevitable above-budget bids. Months of wasted time and spending later, the company is no closer to a big data plan.

Variations of this big data storyline are playing out in executive offices around the world, with CMOs and CIOs in the thick of it. CMOs, who are responsible for promoting growth, need the CIOs’ help to turn the surfeit of customer data their companies are accumulating into increased revenue. CIOs, obliged to turn new technology into revenue, need the CMOs to help them with better functional and technical requirements for big data initiatives.

The situation reflects a central truth in today’s big data world: both the CMO and CIO are on the hook for turning all that data into growth together. It may


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be a marriage of convenience, but it’s one that CMOs and CIOs need to make workespecially as worldwide volume of data is growing at least 40 percent a year, with ever-increasing variety and velocity. That’s why many CMOs are waking up to the fact that IT can’t be treated like a back-office function anymore; rather, the CIO is becoming a strategic partner who is crucial to developing and executing marketing strategy.

Companies that are more data driven are 5 percent more productive and 6 percent more profitable than other companies.1 Given the $50 billion that marketers already spend on big data and analytics capabilities annually, the pressure is on to show significant above-market returns for that investment.2

The big data and advanced analytics systems needed to capture that return don’t follow the traditional sequential path of requirements gathering, building, testing, and deployment. They involve new architectures for data aggregation, coupled with rapid experimentation, iteration, and evolution of functionality. They demand a new way of working that is likely unfamiliar to both CMOs and CIOs.

New realities

More and more, CMOs and CIOs are seeing that they are natural partners: CMOs have an unprecedented amount of customer data, from which they need to extract insights to increase revenue and profits. The CIO has the expertise in the development of IT architectures and the execution of large programs needed to create the company’s big data backbone and generate the necessary insights.

Historically, though, the relationship has often been a fractious one. CMOs have traditionally acted as stewards of the brand and have focused on large creative campaigns that generate excitement for

the company’s products or services. The CIO, on the other hand, has primarily focused on a combination of business-process improvement (for example, in order-to-cash work flows) and “keeping the lights on” by managing core transaction systems, ensuring cybersecurity, supporting end users, and reducing costs.

The digital explosion has forced CMOs and CIOs to work more closely together (see sidebar, “How a technology company benefited from cooperation”). But that hasn’t always made them work better together. As the mix of IT spending shifts from the back office and supply-chain management (for those industries that have a supply chain) to the front office and customer engagement, tensions may arise about the CMO’s and CIO’s decision rights and budget authority. These tensions are reflected in research suggesting that most CMOs today see marketing as the natural leader of big data efforts, while most CIOs see IT in that role.3

The demands of speed and agility are an important operational source of friction. As changes in customer behavior, technology, and the business environment accelerate, marketers need fast-adapting systems. But for IT, the need for speed can be a massive shift, often requiring the function to retool its operating model in order to quickly deliver analytic systems that drive better decision making.

It’s true that technology is helping to mitigate the speed and agility issue. Big data analytics platforms, for example, allow companies to make sense of the data they have, wherever the data are, without having to pull them all into one place and make costly investments in unnecessary storage. Well-established cloud and open-source technologies permit rapid development and iteration of pilot


21

projects and narrowly focused initiatives. And more recent technological developments are allowing companies to quickly combine unstructured and structured data within a common framework. At the same time, public and private clouds have created significant new opportunities to store, analyze, and

serve data without requiring reduced stand-up time4 and costly investments.

However, as illustrated by the challenges of the global company described earlier, technology is not enough. What’s needed is a practical approach for creating a workable partnership.

How to work better together

Many observers have correctly noted that today’s CMO must master not just the art of strategy and creativity but also the science of analytics to identify and capture revenue opportunities. What that means in practice is that CMOs must have a passion for facts and measurement, the ability to discern the specific

business opportunities that big data presents, and a clear vision of how to capture the opportunities and accelerate performance. Most important, they must be able to define their vision with precision from the beginning of data analysis to the delivery of a solution to the front lines to the tracking of earnings

impact.5

The CIO, on the other hand, must shift IT from being a cost center to being a business-revenue facilitator and enabler. In the big data era, the CIO is accountable for using technical infrastructure to enable and accelerate revenue growth. We believe that a large portion of CEOs expect IT to use the cloud for innovations that create value rather than as a way to increase IT productivity. CIOs

must have a keen sense that technology is a means to achieve business ends and use sophisticated analytics to make business cases.

It’s easy to say that the CMO and CIO, and sometimes the CTO, should share leadership of the overall analytics effort and a mutual definition of its success. But that agreement needs to be followed quickly by the next stage: having shared accountability for business-performance improvement based on specific key performance indicators such as revenue generation, usage, and retention.

One of the most important factors for success in big data and advanced analytics, for instance, is to


22

understand specifically what you want. When you’re looking for a needle in the haystack of big data, you really need to know what a needle looks like. A successful partnership, therefore, requires that the CMO be able to define business goals and use cases6 (a method for gathering the functional requirements of applications) of any data or analytics initiative. The CIO should provide feasibility and cost analytics regarding requirements based on use cases. That involves articulating trade-offs and options by measures such as cost, time, and priorities.

When the CMO and CIO are working together on governance and use-case development, they need to overcome a common stumbling block: the lack of a shared vocabulary or understanding of what is expected. Marketers and technology people speak very different languages, so there’s a need on both sides to become bilingual. To the CMO’s mind, defining use cases, for example, should involve writing a few clear sentences. The CIO, on the other hand, might expect ten pages. Frustration will erupt unless both the CMO and CIO take the time to bridge the expectations gap.

Avoiding these pitfalls requires the CMO and CIO to really invest in building the partnership. One company has taken the step of having the CMO’s and CIO’s offices on the same floor. At another company, the CMO and CIO host a joint dinner for their managers each quarter with the explicit goal of building camaraderie and trust within their teams.

Collaboration and coordination should involve marketing and IT organizations at large as well. Teams made up of people from both functions should define the data-use requirements with precision to ensure the proper build-out of the analytics infrastructure. These integrated teams should sit together to review, analyze, and act on the data. When good results

are achieved, the team should get visible credit for example, public announcements at large meetings or e-mails to relevant groups from the CMO and CIO. Just as important, the CMO and CIO should find, nurture, and reward people with leadership qualities that foster successful cross-functional collaboration. Those traits often include empathy and the ability to broker agreements and resolve points of conflict constructively.

All this requires important shifts in mind-set for both marketers and IT specialists. Marketers must use their specialized expertise and experience to help IT analytics teams question assumptions and pressure test outcomes. At the same time, IT should develop more of a customer-service mentality, including listening closely to what the marketing team wants, acting as a thought partner to develop solutions, and constantly checking to see if solutions have been effective (and updating them if needed). CIOs have a critical role in helping CMOs understand software-development trade-off decisions and opportunity costs. Critically, data should be viewed as an enterprise asset rather than a departmental asset, as is too often the case. This broader view of data can help the CMO and CIO develop insights that deliver greater value to the business.

Prerequisites for success

To make their partnership work, the CMO and CIO should ensure that five prerequisites are in place and have the CEO’s explicit support for them.

Be clear on decision governance

An effective decision-governance framework makes clear how the CIO and CMO, and potentially other C-level executives as well as their respective leadership teams, must work together and support each other. This is much more far reaching than a


23

data-governance framework, as it covers every stage in the journey of translating data into value, from setting strategy to constructing use cases, allocating funds, and deploying capabilities. Teams should be explicit about when decisions are needed, what must be decided, and who is responsible for making them. To bring the right stakeholders together, one company has developed a “business-transformation council” to tackle governance and operating-model design. Whatever structural approach is selected, this typically demands compromises on all sides to achieve clarity and specificity on roles, but the benefits of alignment in accelerating decision making and avoiding wasted work make it worthwhile.

Build the right teams

The two executives must lead a common agenda for defining, building, and acquiring advanced analytics capabilities. In our experience, that often requires the creation of a center of excellence7 where both marketing and IT people work together. They must also agree where those critical capabilities will be located in the center of excellence or distributed across functions and locations what the lines of reporting are, and which budget will pay for them. To help make these decisions, the trick is to map the stages of the big data value chain from data architecting to delivery of customer offers and describe the necessary capabilities and responsibilities for each

stage. Next, roles should be assigned to each stage, with the understanding that there may need to be multiple roles for a given stage and that they will often require someone from both IT and marketing. One important lesson that an insurer learned after bringing its marketing and IT organizations closer together was that in big data–oriented companies, skill sets become indistinguishable in business units, marketing, and IT.

Provide transparency

The CMO and CIO (and potentially the CTO) must

bring transparency to the process. Not only must they sit down at the start to define data-use requirements with precision, but they must also meet regularly biweekly or monthly to review progress and keep the effort on track. Each quarter, they should have a frank discussion about the CMO–CIO relationship and how to strengthen and sustain it. One approach


24

is to develop a scorecard that tracks project progress and identifies breakdowns. Addressing these issues cannot be about assigning blame; that would quickly create a toxic work environment. It should be about having clear accountability and working collectively to fix any problems.

Hire IT and marketing ‘translators’

Goodwill, effort, and clarity will go a long way to bring the CMO and CIO together. But the reality is that few CMOs or CIOs have the right balance between business and technology. What each needs to do is hire “translators.” The CMO should hire someone who understands customers and business needs but speaks the language of IT. The CIO needs to hire technical people with a strong grounding in marketing campaigns and the business side. Business-solution architects, for example, put all the discovered data together and organize them so that they’re ready to analyze. They structure the data so they can be queried in meaningful ways and appropriate time frames by all relevant users.

One software company has a business-information officer for each business unit and the marketing function. This manager must understand and translate business strategy into a joint IT–enterprise architecture strategy and a technology-investment portfolio for each business unit. The team of business-information officers also supports the CIO and IT organization on topics such as IT governance and security to ensure compliance across the marketing organization.

Learn to drive before you fly

The CMO and CIO should not expect to get all aspects of the model right the first time. Instead, they should focus on a few pilots to test team compositions and new processes for collaboration. This approach

This article was originally published in McKinsey Quarterly, www.mckinseyquarterly.com. Copyright (c) [2014] McKinsey & Company. All rights reserved

About the authorsMatt Ariker is the chief operating officer of McKinsey’s Consumer Marketing Analytics Center and is based in the San Francisco office, Martin Harrysson is an associate principal in the Silicon Valley office, and JeskoPerrey is a director in the Düsseldorf office.

allows teams to develop best practices and learn valuable lessons that can then be used to train other teams. One such lesson: don’t be afraid to fail, but keep the projects and teams small enough at first to both fail and learn quickly.

Effective use of big data and other technologies is already separating the winners from the losers, and the CMO and CIO share responsibility for the outcome. Forging a winning relationship between marketing and IT isn’t easy, but it can be done by being clear on decision governance, building the right teams, and ensuring transparency.

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AIMA | NEWS FROM LMA | AUGUST 2014

26

News from LMAs

Ahmedabad Management Association

Artist Toshiki Usui at the concert

Under Jaykrishna Harivallabhdas-AMA Centre for Indo-Japanese Relations, AMA organised ‘Piano Concert-The Power of Music’ presented by the Internationally acclaimed Japanese pianist, Toshiki Usui along with ‘Traditional Japanese sword (katana) Show’ presented by artist of studio, Shikumi from Tokyo. More than 300 people enjoyed the programme.

Ms. Arunima Sinha addressing

Commemorating the 150th birth anniversary of Swami Vivekananda, AMA in collaboration with Ramkrishna Mission, Vadodra organised a seminar on ‘Positive Thinking & Youth Counselling’ on 23rd

August and one on ’Effective Parenting’ on 24th August. Both the programmes were addressed by Ms. Arunima Sinha, (the first female amputee of the world to climb Mount Everest and recipient of many prestigious awards) and Swami Nikhileswaranaanda. Over 400 people attended.

Over 64 Management Development Programmes were organised. The other weekly lectures held were ‘Respect - Giving employees what they really want’ by Dr. Shailendra Gupta; ‘Recent Development in Ayurveda’ by Dr. Prerak Shah and Dr. Dinesh Pandya; ‘Cost of Corruption and Compliance Challenge in India’ by Ms. Anupama Jha; ‘Quality in Ph.D Research’ by Dr. Paresh Karia and ‘Communication and Miscommunication-The Difference is more than 3 letters’ by Mr. Sanjay Chakraborty.

Allahabad Management Association

Dr. Sanjeev Bhadauria, Dept. of Defence and Strategic Studies, Central University of Allahabad

Allahabad Management Association organised a talk on 8th August on ‘Learning Management Lessons from International Affairs with special emphasis on present crisis in the Middle East’. The speaker on the occasion was Dr. Sanjeev Bhadauria, Dept. of Defence and Strategic Studies, Central University of Allahabad. The programme was very well received.


27

Baroda Management AssociationMDP

Mr. Saurabh Dixit , an eminent trainer, conducted an MDP on 2nd August on the topic ‘How to Meet your Obligations under Central Excise Law and Procedure’. Mr. Dixit shared the Foundation of Laws pertaining to the Central Excise. He discussed with the audience the sequence of each section of Central Excise Law along with its relevant practical examples.

Mr. Maneesh Dutt along with the participants

An MDP was organised at BMA on 5th August on the topic ‘Enhancing Organisational Efficiency using Mind Maps’. The programme highlighted the importance and potential of introducing the technique of mind mapping while managing an organisation and projects to improve efficiency by Mr. Maneesh Dutt, a well-known faculty with 20 years’ experience in Mind Maps and Project Management. The speaker suggested organisational management to be both an art and science, requiring the use of both left and right cortical skills.

Organ Donation Awareness Camp

The Healthcare Management Committee of BMA, which has been reviewed after a decade, organised an Organ Donation Awareness Camp on 3rd August.

Shatayu, an NGO, played a very important role in this seminar. Ms. Bhavana Chhabria, CEO of Shatayu Foundation, explained the advantages of the organ donation to the audience as well as made them aware on various organs of the human body which can be donated at the time of brain death as well as in cadaveric form.

Panel of the doctors addressing the audience at the Organ Donation Camp

This session of Organ Donation was also addressed by the leading doctors of Vadodara like Dr. Maulesh Dholakia, Dr. Vijay Shah and Dr. Dipak Khatri. Sterling Hospitals supported this noble event as Health Partner as well as by providing eminent speakers.Few donor and recipient families of organ transplant shared their experiences regarding the importance of organ donation.

Bharuch District Management Association

Office Bearers at the Annual General Meeting


28

The Annual General Meeting was organised on 22nd August which was well attended by members of BDMA. About 120 people attended the meeting which was followed by dinner at the same venue. Outgoing President, Mr. Shushil Kumar gave a farewell speech and the outgoing Hon. Secretary, Mr. S I Thakar and Hon. Treasurer, Mr. D B Dixit gave updates on the programmes and finances of the last 2 years. The incoming President, Mr. P S Vayeda enlisted his plans while speaking about his vision to take BDMA to greater heights.

Bombay Management AssociationInteractive Session

Dr. Rekha Shetty addressing

BMA in collaboration with Godavari Biorefineries held an Interactive Session by Dr. Rekha Shetty about her book –Innovation Sutra on 11th August at Kitab Khana.

Visit

A visit to Gemological Institute of America was organised on 12th August. The visit was truly a learning experience for all and the participants were happy with the visit.

A visit to Larsen & Toubro Plant, Powai was organised on 23rd August for the faculty and management students of Aruna Manharlal Shah Institute of Management & Research.

Participants at the Gemological Institute of America,Mumbai

Participants at the Larsen & Toubro Plant, Powai

Book Launch

BMA in collaboration with World Trade Centre launched the book on ‘Innovation Sutra’ by Dr. Rekha Shetty on 12th August.

Calcutta Management AssociationCalcutta Management Summit

Calcutta Management Association’s annual signature event, Calcutta Management Summit was successfully organised on 4th August, the Foundation Day of Calcutta Management Association. The theme this year was ‘Social Entrepreneurship: Change Agents for Changing India’.


29

Panel at the Calcutta Management Summit & Sir Jehangir Ghandy Memorial Oration

The Jehangir Ghandy Memorial Oration was delivered by Prof S Parasuraman, Director, Tata Institute of Social Sciences, on the same theme. Thereafter four distinguished speakers viz. Mr. Dipak Basu, CEO, Anudip Foundation; Dr Pradip Kr Sarmah, Founder-Rickshaw Bank & Executive Director, Centre for Rural Development; Mr. Vinay N Kumar, Director-Operations & ERP, Akshay Patra Foundation & Ms. Sangeeta Jalan, Manager-Corporate Communications, Anant Education Initiative, presented their cases and the activities & contribution of their NGOs towards being true ‘Change Agents’.

Dr. C Shambu Prasad, Professor, Xavier Institute of Management, Bhubaneswar, moderated a panel discussion amongst the four speakers and Dr. Chandra Shekhar Ghosh, Chairman & MD of Bandhan delivered the valedictory address on ‘Business & Society - Building a Sustainable Future’.

Panel Discussion

Panel Discussion on ‘Good Health is Good Business: Thinking Beyond the Myths & Stigma - Mental Wellness’ was held on 20th August. This panel discussion was one of the series of lectures to be organised under the banner of ‘Good Health is Good

Business’. The panel discussion had distinguished panelist viz. Ms. Helen LaFave, Consul General, USA; Prof. Anuradha Lohia, Vice Chancellor, Presidency University, Kolkata; Dr. Sudha Kaul, Founder, Trustee & Vice-Chairperson, Indian Institute of Cerebral Palsy; Dr. Nilanjana Sanyal, Professor & Psychoanalyst, Department of Psychology, University of Calcutta; Dr. Jai Ranjan Ram, Consultant Psychiatrist & Dr. Suman Mukerjee, Sr Professor & Principal cum Dean, Bharatiya Vidya Bhavan. The discussion was moderated by Dr. Sandip Chatterjee, Hony. Professor of Neurosurgery.

Interactive Session

Dr Kunal Banerjee addressing the audience

An Interactive Session with Dr. Kunal Banerjee, Associate Professor of Management, Eastern Michigan University, USA, was organised on 29th August 29. He spoke extensively on ‘Quality Management Practices in Indian Service Firms’. He also answered many questions from the floor and elaborated on his research work.

Delhi Management AssociationWorkshop

DMA workshop conducted its highly acclaimed workshop on ‘Train the Trainers’ on 7th-8th August under the leadership of Dr. Sunil Abrol, Certified Trainer, Management Consultant & Past President, DMA.


30

Mr. Rajan Pandhi, Director, DMA welcomed the participants and shared that in the present times, training is required to build and sustain strong organisations. Dr. Abrol elaborated on how the trainers should decide the contents of the training programme, understand the learning styles and the subsequent use of tools and activities in training. The workshop was designed to provide skills and competencies to professionals to build, deliver and evaluate training effectively.

Participants at the workshop.

Coffee Session

Participants at the Coffee Session.

DMA in collaboration with Innovative Institute of Unlearning (IIU) organised its 3rd Coffee Session on ‘Entrepreneurships with Unlearning’ on 9th August with Mr. Somnath Bharti, Ex Law Minister,

Government of Delhi & AAP Leader; Mr. Kumar Saurabh, Agriculturist, Trainer and Founder of Leaderz Walk Life Skills Education and Wg. Cdr. K K Verma as the key resource person.

Mr. Somnath Bharti shared a brief presentation on unlearning. Mr. Kumar Saurabh addressed participants on unlearning passionately while Wg. Cdr. K K Verma explained about the need of innovation and entrepreneurships.

Professionals from diverse backgrounds participated in the highly interactive session.

6th Mega HR Conclave

Panelists at the HR Conclave

DMA and Indus Business Academy jointly organised the 6th Mega HR Conclave on ‘Harnessing Human Potential in a Growth Oriented Environment’ on 21st August, wherein a host of corporate leaders got together and shared their thoughts and experiences.

Ms. Veena Swarup, Director-HR, Engineers India Limited, and Programme Director, 6th Mega HR Conclave delivered the welcome address and the Chief Guest of the Conclave was Mr. B B Pattanaik, Managing Director, Central Warehousing Corporation. Ms. Neeru Abrol, CMD, National Fertilizers Limited and Senior Vice President, DMA was the Special Guest. The keynote address was


31

delivered by Padma Bhushan, Dr. M. B. Athreya.

Some of the other speakers included Mr. H.S. Pati, Director –Personnel, SAIL; Mr. J.S. Kaushal, Director- Personnel, Central Warehousing Corporation; Ms. Aparna Sharma, Country Head-Human Resources, Lafarge India; Mr. Umesh Dhal, VP-HR & MS, LG Electronics India; Mr. Shashank Jagirdar, Director-HR, DHL Supply Chain India and Mr. Dilep Misra, President & Head-Corporate Human Resources, JK Organization (EZ) amongst many others.

Talk

The Foundation for Restoration of National Values (FRNV) launched ‘Living Values - Transformative Ideas for change’ platform on 26th August at New Delhi. Mr. Tejendra Khanna, Former Lt. Governor of Delhi and Dr. A K Balyan, Managing Director and Chief Executive Officer, Petronet LNG & President DMA were the illustrious speakers on the theme ‘Practical Ethics’. The event was supported by DMA.

Ghaziabad Management AssociationInteractive Session

Mr. Mittal addressing and interacting with the students

Ghaziabad Management Association organised an interactive session on ‘Entrepreneurship and Career selection’ for MBA and PGDBM students with Mr. S

M Mittal, Managing Director, Sukriti Vidyut Udyog Ltd. Ghaziabad on 23rd August. There were more than 200 students of management stream from five colleges in Ghaziabad.

Mr. Mittal impressed upon the traits, experience and skills required to be developed by the students for becoming an entrepreneur. The session was very interactive and successful and other institutes have also requested for similar addresses from Industrialists on various topics.

Indore Management AssociationFilm Show

Indore Management Association organised a Film Show, on ‘The Secret’ on 9th August at IMA’s Meeting Room. The moderator for the session was Mr. Shashank Kasliwal, Trainer, Emotional Intelligence Inc.

The companies that participated were Pratibha Syntex, Indira Securities, CHL Group, D&H Secheron, John Deere, LIC, Jaideep Ispat, UCB Finance Pvt Ltd, Diaspark Inc, Jahnvi, Capital Construction, Cipla, Choithram International, VECV, Samar Group, Divergent Software Labs, Force Motors Ltd and Sigma Chemicals.

HR Forum Meeting

IMA HR Forum Discussion


32

IMA organised its HR Forum Meeting on the topic ‘The Root Causes of Low Employee Morale’ on 22nd

August.

The companies that participated in the meeting were

Aqua Solution, Shakti Pumps, Cap & Seal, Ranbaxy

Lab, Premier Biosoft, InfoBeans Systems India Pvt

Ltd, Chameli Devi Group of Institutions, Acropolis

Institute of Technology and Research, Maheshwari

Packers & Movers and Neo Corp International Ltd.

IMA Training @ Doorstep Workshop

Mr. Pankaj Kothari during the interaction with the participants at Piramal Enterprises

Indore Management Association (IMA) organised

its Training @ Doorstep a one-day Workshop on

20th August at Piramal Enterprises Ltd., Pithampur.

The module for the workshop was ‘Art of Effective

Delegation’ and the speaker for the session was Mr.

Pankaj Kothari, Trainer, Behavioural Skills

The workshop was inaugurated by Mr. Debashish

Chakravorty, Site Head & Vice President, Piramal

Enterprises. The companies that participated in

the workshop were Piramal, Jaideep Ispat & Alloys,

Rosy Blue, Capital Construction, Ruchi, Cipla, Mahle,

Rajratan, Dee Tee Industries, STI India Ltd. and many

more.

Meerut Management AssociationMeerut Management Association celebrated Independence Day on 15th August followed by Bhumi Pujan & tree plantation programme conducted at Management House, Meerut. Tree plantation was conducted at Prathmik Madhyamik Vidhyalaya, Meerut.

Mr. Yogesh Garg, Past President; Mr. M.P. Tyagi, Immediate Past President; Mr. Vinod Kumar, MMA Staff and Mr. Rajeev Jain, President plant a sapling at Prathmik Madhyamik Vidhyalaya

Nagpur Management AssociationNagpur Management Association carried out about 15 programmes in the month of August 2014. It demonstrated 21st Century Teaching Technique to the MBA first year students at Datta Meghe Institute of Management Studies. The Director, Dr. Sujit Metre, will introduce the technique in the college for the entire year, both for its MBA course and for train the trainers programme.

The technique was also introduced for the entire year in Major Hemant Jakate Vidhya Niketan in Nagpur.

In the past few months the technique has been truly appreciated by public sector undertakings like Western Coalfield Limited and Manganese Ore India Limited as well as the corporate world like Reliance Power and Infomile. At least a dozen demonstrations


33

of the technique were carried out in these and other business houses. The feedback of these organisations suggest that the technique can improve productivity and profit margins of business houses.

DIET, which carries out the introduction of improvement in education and teaching has informed us that it intends to carry out the technique of Nagpur Management Association in all 2500 schools in Nagpur. This was after the demonstration of the technique was seen by the Principal, DIET, Nagpur.

The technique has also been accepted by Dr. Narendra Modi’s team for further action.

Patiala Management Association

Panelists at the Conclave

Patiala Management Association organised a Corporate Conclave in association with AIESEC students from Thapar at Patiala on 23rd August. The Conclave had a panel discussion on ‘Making a Global Impact’ and the participants were Mr. Sachit Jain, Executive Director, Vardhman Textiles Ludhiana; Mr. Hirdesh Madan, Co-founder, Bulls Eye; Dr. Maneek Kumar, Prof. Civil Engineering Dept., Thapar University and Mr. Prem Kumar, Chief Vigilance Officer, SBOP. The programme was well attended by more than 100 participants.

Quilon Management Association

Panelists at the session

Quilon Management Association conducted a programme on ‘Integrated Transport System with special reference to Kollam City’ on 5th August by Mr Elangovan, Scientist- G & Head, Traffic and Transportation Division, National Transportation Planning and Research Centre, Thiruvananthapuram. Mr. Sasidhara Pillai, Secretary General welcomed the Chief Guest and the gathering in the meeting chaired by the president Mr. KG Jacob. Mr. Sreeraj, Secretary Administration introduced the Chief Guest and Mr. Abdul Shukkur gave the vote of thanks.

Rohilkhand Management Association

Mr Qadir Ahmad presenting the annual report at the AGM


34

Rohilkhand Management Association held its Annual General Meeting on 14th August. President, Mr. K.K. Damani welcomed all the participants and Secretary presented the annual report and accounts which were passed unanimously. Fruitful discussion took place about training programmes. It was suggested that a survey be conducted by RMA to find out the training needs of Industries/Institutions. Committees have been formed to organise training programmes and launch newsletter/magazine.

Management Association Rourkela Management Association Rourkela (MAR) organised a talk on ‘Non Verbal Communication or Body Language’ by Dr. Anjana Maitra, Corporate Trainer, at HRD Centre, Rourkela Steel Plant on 8th August. Mr. Umesh Kumar, ED (MM) graced the occasion as Chief Guest. Mr. Manabendra Misra, President of MAR and ED (P &A) delivered the welcome address and outlined the importance of body language in our day to day life.

Mr. Manabendra Misra, President of MAR and ED (P & A) delivering the welcome address while Chief Guest, Mr Umesh Kumar, ED (MM) and Dr Anjana Maitra, Corporate Trainer are on the dais.

Dr Anjana Maitra spoke about the role of body language, its components and how one can know a person better if one observes certain non verbal clues.

The talk was very useful especially in the field of business and negotiations. Mr. Jayant Sarkar was master of the ceremony and also gave the vote of thanks. Mr. B Pradhan, Secretary MAR and DGM (O) SP-I co-ordinated the function. Mr. Ashwini Kumar, ED (Works); Mr. Balbir Singh, Vice-President MAR and GM I/c (Services) and many senior officers of RSP and members of MAR were present on the occasion.

Thrissur Management AssociationManagement Talk

Thrissur Management Association organised a management talk by Dr. P V N Nambiar on 8th August at JMC,Thrissur.

Guest Lectures

TMA organised a programme on ‘Strategic Management for Development’ by Dr. P V N Nambiar, Founder MD Optimal Management Pvt. Ltd on 8th August at Pooram International,Thrissur.

Another seminar on ‘Growing Companies Through Globalisation Strategies’ by Mr. George Mullakal, CEO, Alcor Fund ILC USA was held on 14th August.

Mr. George Mullakal addressing the members of TMA

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AIMA | AIMA EVENTS CALENDAR | AUGUST 2014

36

AIMA Events CalendarEvent Conference Director Venue Date

11th National Competition for Young India

RegionalsEast WestSouthNorthGrand Finale

21–22 August 201404–05 September 201411–12 September 201418–19 September 201426 September 2014

41st National Management Convention

New Delhi 23-24 September2014

Workshop on Effectiveness for Women Professionals

New Delhi 25 September 2014

Shaping Young Minds Programme

Bharuch 09 October 2014

18th Student ManagementGames (SMG 2014)

SouthWestNorthOnline

09 Sept–31 Oct 201422–24 September 201425–27 September 201413–17 October 2014

Lean Summit Bangalore 05–06 November 2014

Young Leaders Retreat Shivinder MohanSingh, Executive Vice Chairman, Fortis & Vineet Agarwal, Managing Director Transport Corporation of India Ltd.

Goa 14–16 November 2014

Workshop on Innovation Soumitra Dutta,Anne and ElmerLindseth, Dean and Professor of Management,Samuel Curtis JohnsonGraduate School ofManagement,Cornell University

New Delhi 24 November 2014

AIMA | AIMA EVENTS CALENDAR | AUGUST 2014

37

Event Conference Director Venue Date

South Asia Conclave Lahore, Pakistan 20–21 November 2014

15th NationalManagement Quiz ForCorporates and 2nd HRQuiz

ChennaiMumbaiKolkataDelhi

29 November 201413 December 201406 December 201420 December 2014

15th National Management Quiz For Corporates and 2nd HR Quiz

Chennai 29 November 2014

Four Day Workshop onthe Totality of ProjectManagement

New Delhi 01 December 2014

HRM Summit Mohandas Pai, Chairman, Manipal Global Education

New Delhi 16 December 2014

PSU Summit New Delhi 20–21 January 2015

Senior Leadership Retreat

Sunil Kant Munjal, Joint Managing Director, Hero MotoCorp and Chairman, Hero Corporate Service Ltd.

Goa 29–31 January 2015

National ManagementQuiz

Pan India January–February 2015

AIMA 59th Foundation Day & 9th National Management Day

New Delhi 21 February 2015

World Marketing Congress

S K Swamy, Chairman & MD, RK Swamy BBDO Pvt. Ltd.

New Delhi February 2015

Pragati New Delhi March 2015

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