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The Newsletter of IMI, New Delhi

July 2016| Vol. 7

Operations Management& its Implementations

FROM THE EDITOR’S DESK

Perhaps the oldest thread in the fabric ofmanagement, ‘Operations’ has always been one ofthe most sought after fields and here we bringtogether its differing applications. In the time andage of ubiquitous technologies, ‘OperationsManagement’ empowers an organization by givingit the power to deliver efficiently and provideoptimized solutions. Though it is an integral part ofall processes, this field is still often misrepresentedas being merely one revolving aroundmanufacturing. Here we present to you, a myriadof concepts, other than manufacturing, associatedwith the field of ‘Operations’ like Augmentedreality, Big Data in Supply Chain to name a few.Through this edition, we hope to showcase thefield of operations in a more holistic manner.

In this ever changing world if there issome element of status quo, then itlies in ideas. Ideas are wonderful butthey must also have the potential totake shape. To achieve that, theirimplementation should beimmaculate with little or no scope oferror, which brings us to the themefor this newsletter ‘Operationsmanagement’; without which ideaswould end up as an amorphousformation and never come tofruition.

-Dr. D.K. Batra is Chairperson of Branding and MediaRelations Committee at International Management Institute,New Delhi

Thinking Supply Chain? Think Big

>Page 2

formation and never come to fruition. In short, its applicationhelps transform these ideas into tangible realities.Furthermore, this edition will take you through theConvocation and Induction ceremonies which have been thehighlights of 2016.It also contains the interview of an alumnus of the collegewhich will give you some corporate insights.

Logistics: The Key to Realizing Celestial Dreams

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Sustainability in Operations

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Interface

Augmented RealitySupply Chain

>Page 4

Convocation 2016

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Thinking Supply Chain? Think Big

2

As the impact of globalization on theeconomy continues to deepen,modern–day supply chains areturning more and more complex andin this age of amplified complexities,Big Data has emerged as anindispensable tool for theoptimization of supply chains. BigData refers to the extremely largeand dynamic data sets created bypeople, tools and machines. It can bebest described by the help of the 4Vs:Volume, Velocity, Veracity andVariety.

Organizations today can exploit theinnumerable insights inferred fromthe analysis of Big Data for thepurpose of enhancing their supplychain efficiencies. Big Data in realtime can help supply chains respondto customers in newer ways.Organizations that create theinfrastructure to capture, process,analyze and distribute the dataacross their supply chains will beenabled to adjust their capacities andinventories in real time, therebycreating and successfully convertingseveral more potential businessopportunities.The conventional method of thesupply chain management involvesthe development of complex tools togenerate forecasts about the futuredemand. These generated forecastsare then used to come up with rightmanagerial decision to meet thedemand. This multi-stage approachcan, at times, result in a sluggishperformance, thereby making wayfor Big Data Analytics to contribute ina significant way. Big data analytics,being a single step process, assessesthe previous

analytics, however, requires a heavyinvestment not only in technology butalso in the human resource area bythe organization. Moreover,application of big data solely for thepurpose of supply chain managementwould not help in improving thebusiness as a whole.

In recent times, big data analytics hasbeen implemented in various verticalsacross the organization such asmarketing and manufacturing, and hasthereby improved the efficiency ofbusiness as a whole.

business as a whole. Big DataAnalytics today is considered as adisruptive and substantially significanttechnology and is definitely set torevolutionize the supply chains byempowering them to design andexecute accurate models forproduction, procurement anddistribution.

the previous learning and identifiesthe ideal relationship for achievingthe best possible decisions for thefuture.Applications for analysis of big datacan thus be found in inventorymanagement, forecasting andtransportation logistics. Inwarehouses, the analysis ofunstructured data obtained from theinstalled digital cameras can assist intracking and monitoring stock levels,thereby providing alerts wheneverrestocking is needed.Big data analytics ultimately envisionsenabling the warehouse anddistribution centres to runthemselves with very little humanintervention. Advanced big dataanalytics can also assist in anticipatingand predicting consumer behaviorand preferences, allowingorganizations to define the focalpoints of their supply chains. Forinstance, if it is observed that thecustomers value convenience, thenthe companies may choose toincrease their focus on enhancementof the distribution network.

Similarly, if the customers valuequality, then more priority could begiven to product lifecyclemanagement, supplier relationshipmanagement, and manufacturing. BigData can thus significantly help inenhancing the responsiveness andreliability of the supply chain. Thesuccessful implementation of big-dataanalytics, however, requires a heavyinvestment not only in

Article provided by Operations Club, IMI New Delhi

Logistics: The Key to Realizing Celestial Dreams

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Logistics management plays animperative role in the prosperity of aventure. Even more so is the casewhen it comes to the complex spaceexploration missions. As spaceprograms become more and moreambitious, the need for a complex yetoptimal supply chain network both onthe ground and in space has onlymagnified.

Consider the aspect of inventorymanagement. Imagine a situationwhen a new crew member arrives onthe International Space Station only tofind that the entire supply of coffeehas been consumed, leaving him withonly 500 packets of mayonnaise.Unlike on the ground, he cannot justsimply order online or walk down tothe nearest shop, but instead he hasto wait for the next batch to arrivewhich may take anything from a fewdays to few months. But what if theitem in question was not coffee butsomething indispensable, such asbatteries? The entire survival andsafety of the mission would dependsolely on the timely delivery andreceipt of goods. So with reason,inventory management for suchventures requires a high degree ofcontrol, as improper substitution oruntimely depletion of certain itemscan lead to catastrophicrepercussions. Adding to thecomplexity are thousands of objects,both large and small, ranging fromeveryday personal supplies toequipment essential for scientificexperiments, stored at a multitude oflocations across the space-stations.

The crew at the International Spacestation accomplishes the objective oftimely delivery of goods by virtue ofrobotic aircrafts while tracking andmaintaining the inventory by help ofbarcode readers. With progress inscience, newer technologies such asREALM or RFIS-Enabled AutonomousLogistics Management have comeinto the fray, replacing traditionaltechnologies such as bar-codescanners. The inventory at the ISS isclassified into: store stock, programstock, just-in-time stock, and standbystock. All these items are required tobe uniformly identified, described,classified, and published into onedatabase.Space systems usually constitute thefollowing elements: satellites orbitingthe earth (the space segment);ground-based systems to monitor andcommand the satellites (the controlsegment); various types of equipment(the terminal, or user segment) andlaunch vehicles that carry satellites toorbit (the launch segment).

Logistics planning takes a verydifferent form for each segment of aspace system. Logistics planning andimplementation has different focusareas for each segment of the spacestation, such as design reliability andensuring mission capability during the

development of the space segment.There is now, however, a gradualrealization that space stations such asthe International Space Stationshould be treated as an integratedsupply chain, instead of isolatedmissions. By 2020, NASA envisions toestablish a long-term humanpresence on the moon, potentiallycentered on an outpost at the rim ofthe Shackleton crater located nearthe lunar South Pole by virtue ofthese very integrated supply chains.Some of the concepts in the pipelineof space-age technology are:aerospace planes for creating aneffective transportation link betweenterrestrial space-ports anddestinations in the lower earth orbit(LEO), co-orbiting space logisticsdepots for receiving cargo andpassengers from earth, on-sitelogistical services and space-based,fully-reusable space logistics vehiclesto provide transportation forpassengers and cargo.

With technologies and visions forspace set to become more and moreintricate and audacious, logistics isundoubtedly poised to play a key rolein determining the success or failureof future space odysseys.


Space Systems

Sustainability in Operations

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Dr. Siddharth VarmaChairperson

Operations & QT Area

Sustainability has acquired a newmeaning in today’s business world.The traditional view of sustainabilityfocused only on the financial aspect ofit. Such a definition was uni-dimensional and was not necessarilymeasuring the long term performancebut providing an easy and straightforward measure of performance. Asustainable supply chain has to look ata wider set of performance objectivesrather than the mere financialperformance. In any case, in the longrun, even financial performance canbe related to seemingly non financialparameters like the environment thatsurrounds us. The borderline betweenthe concepts of Sustainability andCorporate Social Responsibility isindeed getting blurred! Newperformance requirements have to bebased on a framework whichintegrates economic sustainability,environment management and socialresponsibility. Such a definition ofsustainability will be morecomprehensive and more relevant in

the longer run. However, measuringthe performance based on such adefinition would not be verystraightforward/uncomplicated/undemanding. Environment managementis a major component of thesustainability concept defined above.The harmful effects on theenvironment are often aconsequence of the operations of afirm, particularly the manufacturingfirms. As such, it is reasonable that theOperations function must also takesome responsibility to alleviate theseeffects on the environment.Sustainability, therefore, acquires ahuge importance to the Operationsfunction. Since Operations of a firmare inextricably linked to theenvironment, an Environmentstrategy becomes an essentialcomponent of sustainability inOperations and can be brought aboutin a number of ways. However, eachfirm has to find its own ways ofincorporating sustainability dependingon the sort of operations it is involvedin. Walmart uses renewable energysources like solar and wind energy togenerate power. It uses natural lightto supplement lighting in its storesand has a measurable target forachieving efficiency in its fleet oftrucks. On the other hand, McDonald’s has reduced the weight of itspackaging substantially and tries torecycle and reuse some of thematerials it uses in its outlets. Some of

the other ways in which a companycan bring about sustainability are:• Reducing polluting effluents• Recovering harmful chemicals

which cause pollution• Using renewable source of energy• Reducing the amount of material

being used• Reducing energy consumption• Disposing of waste safelyCompanies need to adopt a “cradle tograve” approach to securesustainability for their products.In other words, they have to keep inmind the effects on the environmentnot only during the production phasebut also during usage and disposal ofthe product. Sustainability canimprove financial performance. Inmany cases, reduction in energy usageand reduction in use of material areclearly cost saving measures also. Inother words, not conforming to asustainable approach can meanincreased costs and increasedwastage. In a broader sense, improvedproductivity means bettersustainability for the Operationsfunction.

Augmented Reality Supply Chain

Sustainability is, thus, a more prudentand long term approach for survival;survival not only of the businessorganizations but survival ofhumankind.

Business, around the Globe famousfor their transience, has radicallyimpacted the scope of operationsmanagement. It has moved waybeyond its clichéd definition of merelytransforming inputs to outputsefficiently. Therefore, to keep up withthe ever changing market dynamics,constant innovation is imperative.With the dawn of the digital era,logistics and supply chainmanagements have become moredelivery focused than ever before.Incorporation of augmented reality(AR) with operation systems is thenext path breaking venture thatstands on the cusp of innovation.Exploring virtual in the real andcontrolling the real through virtual iswhat we can achieve.Most people confuse AR with virtualreality; however, they couldn't havebeen further from the truth. Whilevirtual reality is complete immersionin an imaginary world without any

in an imaginary world without anyexternal stimulus, augmented realityis the expansion of physicalenvironment, cleverly manipulated bycomputer-generated sensory inputs. Ithas been used extensively byaeronautics and automotivemanufacturers for a long time. Now, itis time to exploit all its potential toreinvent operation systems, puttingan end to the impolitely long gap thatpeople have been kept at, deprivingthem of the plethora of possibilitiesthat the amalgamation of AR andsupply chain has to offer.Gone are the days when anaugmented reality supply chain wasconveniently termed as digitalgimmickry by the lesser informedsections. It no longer deals withspeculative fiction, but serves contextsensitive information instantaneously.It lives up to all the hype and finds usein order picking, warehousingoperations, quality, logistics,

operations, quality, logistics,equipment repair and even in freightloading. The accuracy with which itpinpoints the exact details eliminatesthe scope for any possible errors. Allof this has collectively brought downcost, staffing and has immenselyimproved efficiency. AR also ensuresthat all regulations are in compliance.For instance, AR devices can scantrade documents and automaticallypropose changes or correctcommodity code classification.Translating the AR movement toaugmented reality supply chain woulddramatically change consumers' andbusinesses' view of typical operationprocesses alike. In fact, it would befair to say that augmented realitysupply chain would act as the lynchpinof all businesses and would aid us withenhanced senses in a mediated realitythereby transforming us to humans2.0.


5

“You are educated. Your certification is in your degree. You may think of it as the ticket to the goodlife. Let me ask you to think of an alternative. Think of it as your ticket to change the world.”

- Tom Brokaw

Convocation 2016

Amassing the aforesaid credo, theIMI New Delhi campus observed theconvocation of the batch of 2014-16.The 32nd Annual convocation wasgraced by the august presence of theChief Guest Mr. Ashok Chawla,Chairman of TERI and ex-chairman,Competition Commission of India, Mr.D H Pai Panandiker-President, RPGfoundation and Padmashree Dr BakulDholakia, Director General, IMI NewDelhi. The 16th of April, 2015 saw 276students

students graduating from the 6programs offered at IMI New Delhi.This occasion was a significantmilestone in the IMI New Delhichronicle as it marked the graduationof the first batch of doctoralcandidates for the FellowshipManagement Program and the firstbatch of Banking and Financeprogram. On this occasion, Mr. D HPai Panandiker urged the futuremanagers to be socially responsibleand to constantly ‘learn, earn and

Mr. Ashok Chawla expressedprofound happiness on being a partof the assemblage and gave thefuture managers his regards topursue their respective endeavors.He divulged his experience byquoting instances bespeaking the

quoting instances bespeaking theevolution of business and theexpectation of ‘success withsustainability’ from today’s youth.Leadership, Empathy and Realism inAmbition were mentioned by him asthe three gems amongst thepersonal attributes that the youth ofthese competitive times mustpossess to prosper.With these words of prudence, andwith a thousand discernibleemotions, came the end of the 32ndAnnual Management Convocation,and another successful batch at IMINew Delhi closed a chapter.

and to constantly ‘learn, earn andreturn’ to the society. He also paidheed to the need for dynamicity intoday’s manager as there prevails nostrategy capable of being termedcommon or constant. He alsoimpelled the students to leverageopportunities and contribute to theSkill India initiative.Dr. Bakul Dholakia took thisopportunity to congratulate thegraduating batch and enunciatedimmense pride in the performance ofIMI New Delhi as an institute. Hetalked about the record breakingplacements and the remarkablerankings that the institute hasprocured. He also lauded the effortsmade by marketing area coordinatorsfor making the conference –Digicon’16, a resounding success. Thestudent driven initiatives like TEDxand e- Merge, as asserted by him,were an example of the potentialdemonstrated by the students. Healso advised the students to sustainethical conduct and to foster socialresponsibility.

Induction Program

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students at IMI New Delhi. There wereactive interaction sessions with thevarious Deans of the college followedby an open discussion with theStudent’s Council and the Clubs andCommittees that form the verybackbone of this esteemedestablishment. A number ofintroductory classes were also held inthis span, which were aimed to form aprofound foundation in the students,before the scheduled classescommenced. The outbound activitieswere a series of fun games which wereboth educational and as well asenjoyable. The morning saw thestudents engaging in various teamgames which were heavily inspirationaland emphasized on the importance ofteam work in these formative days ofManagement studies. The activitiesincluded rappelling, marketingsimulations and an array of teambuilding games aimed at bringing outthe strengths and optimizing individualabilities which suited the team best.The major purpose for this was to bringa sense of togetherness amongststudents, who for the major part werestrangers to each other till this point oftime. There was one very insightfulsession with the alumni of IMI NewDelhi, the torch-bearers who have allmade a mark in the industry.The inaugural week for the first yearstudents was a careful blend ofacademics and fun activities, aconscious yet subtle effort to identifywhere their strengths lay, weed out theweaknesses and address them, thenecessity of team work and how everyindividual is a cog of a greater system. Itwas all done to mould and comport thestudents for the brilliance that IMI NewDelhi demands of them.

On the morning of 18th of June 2016, amyriad of students, their eyes repletewith dreams of touching the zenith,assembled in the state of artamphitheater of IMI New Delhi. Thestudents were greeted by a sprawlingcampus while they made the symbolicleap to the world of managementeducation, the world where they wereexpected to imbibe a gamut of skill-setsand develop the finesse to becorporate-ready.

The inauguration program was gracedby the presence of the Director General,Dr. Bakul Dholakia, who addressed thegathered students with his words ofinspiration, encouragement andprudence – “You have not yet arrived,you have merely entered”. The studentswere then addressed by Prof. ArvindChaturvedi (Dean, Academics & AlumniRelations), who inspired them tomaintain the position that IMI NewDelhi has achieved owing to itsexemplary pedagogy and diligentperformers. Accompanying them wasMr. Atul Sobti, the guest of honor, CMDof Bharat Heavy Electricals Ltd and acelebrated alumnus of the college,whose witty yet sagacious take on hisIMI days set the tone for the day. Prof.Deepak Tandon (ProgrammeChairperson, PGDM-B&FS) and Prof. V.Chandra (Programme Chairperson,PGDM-HRM) also welcomed the class of2016-18 and wished them luck for thejourney that lies ahead of them.

The remaining week was dedicated toorientate the students according to theways and works of the institute. Anumber of activities such as Businesssimulation games, Case Studies andvarious other thought provokingsessions were designed for the studentsto make them understand the protocolat a management school.

The Business simulation games wereaimed at giving the students an insightto the complexities of the businessworld; expose them to the variousaspects that business and managemententail, like resource allocation, decisionmaking and a planned approach on timemanagement. The students, throughinteractive sessions, were briefed aboutthe ways of the institute, which in turnformed a basic know-how for the

Upwards and Onwards

7

IMI New Delhi Alumni Chapter Meets

The branches spread, new seedssprout, the fruits are borne, but theroots remain.

IMI New Delhi has been an institutionthat has accounted for building suchstrong bonds that they last a lifetime.On an ethical front, this bond is anindicator of the ardor that the alumnipossess for the institute. IMI NewDelhi has always valued thisextraordinary relationship and hascontinually worked towardsmaintaining the integrity of thislinkage. One step towards this hasbeen the chapter meets. The chaptermeets, held across major cities of thecountry, provided a platform for thealumni to have an interaction amongsteach other and with the members ofIMI New Delhi faculty. It brought forthfruitful discussions and a lot ofmemories.

BengaluruThe Bengaluru Chapter Meetcommenced with a special round tableconference with the Dean ofAcademics and Alumni Relations, Prof.Arvind Chaturvedi, Bengaluru Chapterbody members and the distinguishedalumni in attendance. A plethora ofsuggestions were put forward by ouralumni to strengthen the associationthey share with their alma mater andits members.

After the conference, Prof. Chaturvediextended his warm welcome to over80 alumni present for the meet andgave a brief about the institute andthe important recommendationswhich came up during the conference.Post that, distinguished alumni likeMr. M.C. Kumaraswamy (Batch of1985), Mr. B.S. Shantharaju (Batch of1987) etc. and chapter body memberswere felicitated. They all expressedtheir sincere gratitude towards theinstitute and were delighted aftermeeting their fellow alumni who arenow working in different industries.There was also a short presentation by

the representatives of the CorporateRelations Committee to showcase themilestones achieved by the institutethus far. In conclusion, the Chaptermeet ended on a great note and itbecame yet another excellentstepping stone to establish long termrelationship between the alumni andits alma mater.

HyderabadHyderabad Chapter Meet 2016 wasconducted on 4th June at HotelMarigold. Witnessing a turnout of 30alumni from the Hyderabad area, themeet turned out to be a warm affairwith dinner in a congenialenvironment. The meet was graced bythe presence of Prof. ArvindChaturvedi (Dean, Academics &Alumni Relations), Prof. PinakiDasgupta (Dean, Placement &Corporate Relations) and Prof. V.Chandra (Programme Chairperson,PGDM-HRM), who addressed thealumni.

Preceded by a round table conferencebetween a select few alumni and thefaculty members, which brought fortha number of suggestions from thealumni to increase their engagementwith the institute. The chapter meetmoved on to take an informal stancewith stories of IMI days being sharedby various alumni.

The meet saw an encouragingparticipation from the 2016 batch, andthe students were keen on one-on-one interactions with the seniormembers of the fraternity who sharedtheir insights from their experiences.The Alumni extended theirappreciation towards the college fororganising such meets.

KolkataThe Kolkata Chapter Meet was held onJune 11, 2016, was inaugurated by theDean of Corporate Relations andPlacements, Professor Pinaki Dasguptaand graced by the presence ofProfessor Pradip K. Bhaumik(Distinguished Professor).On the momentous occasion,Professor Dasgupta appreciated theefforts of the Kolkata Alumni base,especially those of the three membersof the Chapter Body, Mr. Ritum Jain,

Mr. Ashish Jhunjhunwala and Mr.Shashikant. He also emphasized onthe need to further strengthen thealumni base and its linkage with theinstitute and the current students.The Kolkata Chapter President, Mr.Ritum Jain also extended his warmwelcome to all the alumni inattendance. He described the meet asa valuable platform for networkingand encouraged, those present, toincrease the Alumni-Instituteinteraction. He also urged them to usethis platform to proactively seek outbudding talent from the IMI NewDelhi fraternity.

The meet concluded with apresentation by the members of theAlumni Relations Committeehighlighting the achievements ofInternational Management Institute,New Delhi in the past one year andalso the various alumni events thatwere held in the year of 2015.

Mumbai

The Mumbai chapter meet was heldon the 28th of May, 2016 at TheOrchid Hotel. It was an enthrallingevening with about 80 alumni of IMINew Delhi gracing the occasion withtheir presence. The Alums frombatches as old as 1990, were a part ofthe meet. Preceding the meet was around table conference held for thefaculty members and a select fewalumni in order to receive inputs onhow to increase interaction within thealumni network.

The conference, then, gave way to awelcome speech by the currentstudents at IMI New Delhi and anaddress by Professor Pinaki Dasgupta.Later, a stand-up comedy act wasperformed by Mr. Deep Chhabri, tolighten the mood and set pace for theevening. Informal conversations flewas the evening progressed, allowingthe professionals from diversebackgrounds to interact with eachother.

The event was a grand success and wewere glad to see that everyone had agreat time, connecting to andinteracting with one another.

Since it's inception in 1981, IMI New Delhi has had the reputation of havingnurtured socially responsible leaders as its product. Here we bring to yousome of the alumni of this celebrated institution leaving a mark all across theglobe.

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“If you plan for it and have a clear road map, then you can achieve anything.”

ALUM CONNECT

Ms. Devapriya KhannaChief Brand Strategist, Founder at 212 Degrees

Batch of 1993-95

What motivated you to come back to IMI New Delhi?

We have received a lot from the institute in terms of

support, especially, in the years right after graduation.

Coming back here to support the new batch is just a way

of giving back to the institute.

What do you think has changed about IMI New Delhi?

The institute, today, has changed a great deal from what I

remember of it. I was a part of the first two year PGDM

program. During that time, the brand value of IMI New

Delhi was in the nascent stage. Today, it is an established

brand. More people outside the academic circle know

IMI New Delhi, the companies are more familiar with the

Institute’s brand. We were here at the starting of the

journey and now it has come a long way. Back then, we

had to fetch for ourselves when it came to summer or

final placements, but today, there is a very good mix of

companies coming on campus; so that’s a very good

opportunity for the students.

Recently you launched a venture of your own; what

motivated you to make this decision?

The start of my career was on a very conventional route; I

started with Nestle as a management trainee. For my last

two assignments, I had been the marketing director for

two mid-sized organizations. At this point in my career

the next step would be to become a CEO of a company or

a marketing director of a bigger company. However,

there had been a common theme throughout my 18

years in the field; I had majorly worked with start-up

brands and I realized I wanted to continue doing that, the

entrepreneurial bug had bitten me hard and I couldn’t

resist the pull.

A lot of the students here have entrepreneurial

aspirations. Do you have any words for them?

When I started my career, I had no plan to start a venture

of my own. What turned out was a natural progression of

my career. That being said, I do believe that the corporate

experience that I have had equipped me well to handle

the challenges of owning my venture. I think that such an

exposure is a definite asset, if you are planning to have

your own venture.

What has been your experience as a lady in the

corporate space?

I would call myself fortunate to have worked with

organizations where biases against gender have not

existed. However, at the same time, it is sometimes hard

to maintain that balance between personal and

professional life. My advice to other women professionals

is to not take a break. It is a challenge, and you must make

sure to invest in your support system. There is no perfect

situation. If you plan for it and have a clear road map,

then you can achieve anything. Today, there are many

women like me, who have travelled the path and they are

ready to share their experiences and support with the

younger generation. When I started, there were not many

women in such positions to guide us.

What is your advice to the new students?

Prepare yourself in a way that you have your path chalked

out, this does not mean that you will not encounter

surprises on your way but you will know that it is an

obstacle you have to deal with and overcome.

11

Winners At IMI New Delhi

IMI New Delhi students have been winning accolades ubiquitously by excelling in variedcompetitions and events organized all over the country.

The IMI New Delhi Volleyball team stood 2nd in theSports Fest at MDI, Gurgaon while the Badmintonteam bagged the 2nd position in the inter-collegesports event conducted by FMS, Delhi.Chandrashekar V stood 2nd runner up in a marathonorganized by IIFT, New Delhi.

With the aim of identifying and removing theapprehensions and misconceptions regarding theBanking and financial services in rural India, Team“Abhiyan”, a group of 10 students from IMI New Delhiwon the Financial Literacy Campaign ‘Pragatishala”-acompetitive campaign run amongst the leading B-schools of the country, organised by the Axis Bank.The team visited the Dhatir village in the Palwaldistrict of Haryana situated near the campus and theydecided to build their awareness campaign aroundcommunication camps and staged street plays. Underthe guidance of the nominated professors from theinstitute, the team divided themselves and performedthree skits based on savings, investment and newgovernment policies. Issues like debt traps forfarmers, women entrepreneurship and several otherqueries were taken up.“It wouldn’t have been possible without the team’sperfect co-ordination”, remarked the team leaderafter winning the competition. Out of the 40 teams,team “Abhiyan” will have the opportunity to directlyappear in the final interviews by the bank, thus,adding another jewel to the college’s prestigioussuccess crown.

Four IMI New Delhi students bagged the 1st prize inthe Axis Canvas: Spot Contest organized by Axis bankwhereas two students were amongst the top 6 Teamsin “Operace’16”, a national level operations event bySP Jain, Mumbai.

Back to the Grassroots Corporate

Sports

IMI New Delhi students, Sarthak Jain, Jasmine KaurDhingra and Udit Shah won the 1st prize in the casestudy event “The Markician” organized by IIFT NewDelhi, whereas Rajat Mahajan and Mehul Kherasecured 1st position in the case study event “Tatva” atIIM-Rohtak along with Abhinav Kumar who also stood1st in T-shirt designing event organized by IIM-Bangalore. Varsha Mate stood first runner up in“Treatise” – part of IIM Lucknow fest- Varchasva.”.

Academics

12

Management Development Programs(March –June 2016)

IMI New Delhi organized the following

Management Development Programs

during March-June 2016:

1. ITEC Program

A 6-week Certificate Course in

Operations Management, as a part of

“ITEC programs”, was organized at the

IMI New Delhi Campus during 29

February – 14 May 2016. The program

had participants representing

countries namely, Cambodia, Cote

d’Ivoire, Cuba, Democratic Republic of

Congo, Ecuador, Ethiopia, Ghana,

Guatemala, Guyana, Mauritius,

Myanmar, Niger, Nigeria, Oman,

Tanzania and Vietnam. Prof. Arvind

Chaturvedi and Prof. Siddharth Varma

were the Program Directors.

2. Managing for Excellence through

Effective Leadership

A 3-day Open Program on “Managing

for Excellence through Effective

Leadership” was organized at the IMI

New Delhi Campus during 29

February-2 March 2016. The program

was aimed at enabling participants

attain higher levels of excellence by

providing effective leadership and

mobilizing support of strategic

stakeholders towards realization of

organizational vision and values. Prof.

Bhupen Srivastava and Prof. Mamta

Mohapatra were the Program

Directors.

3. Effective Decision Making Using

Advanced Excel

A 2-day Open Program on “Effective

Decision Making Using Advanced

Excel”, was organized at the IMI New

Delhi Campus during 3-4 March

2016. The program focused on

providing the participants knowledge

on basic and advanced spreadsheet

concepts and applications, data

modeling using Microsoft Excel and

also covered decision making

scenarios from various functional

domains like marketing, finance,

human resources and operations.

Prof. Himanshu Joshi was the Program

Director.

4. Emotional Intelligence for

Powergrid Corporation

A 3-day in-company program on

“Maximizing your Emotional

Intelligence at Work” for Powergrid

Corporation of India was organized at

Manesar during 9-11 March 2016.

Prof. Bhupen Srivastava and Prof.

Mamta Mohapatra were the Program

Directors.

5. India Module Omnium Global

Executive MBA Program of ROTMAN

A 5-day India Module of Omnium

Global Executive MBA Program of

ROTMAN School of Management

(University of Toronto) was organized

at the IMI New Delhi Campus during

14-18 March 2016. The program was

aimed at providing the Executive MBA

participants of Rotman School of

Management with a deep insight into

emerging market dynamics with focus

on India. This was conducted through

tri-dimensional approach of academic

sessions, industry visits and cultural

interactions.

6. Doing Business in India “ESSEC

General Management Program”

A 3-day program on Doing Business in

India as a part of “ESSEC General

Management Program” for ESSEC

Business School, France was organized

at the IMI New Delhi Campus during

17-19 March 2016.

7. Leadership Development for

IndusInd Bank

A 3-day “Leadership Development

Program” for Senior Executives of

IndusInd Bank was organized at the

IMI New Delhi Campus during 6-8 June

2016 on residential basis. Prof. Mamta

Mohapatra was the Program Director

for the event.

8. Corporate Strategy for Effective

Project Management

A 3-day open program on “Corporate

Strategy for Effective Project

Management” was organized during

8-10 June 2016. The goal of this

program was to address the emerging

issues of corporate strategy for

effective project management so as to

avoid the damages due to risks of time

and cost overrun of the projects. The

program had participants mostly from

public sector organizations. Prof. Arun

Rath was the Program Director for this

event.`

Research PublicationsJOURNALS AND BOOKS

• Arora, R. K., (2016), “The Relation betweenInvestments of Domestic and Foreign InstitutionalInvestors and Stock Returns in India”, GlobalBusiness Review, June 2016, 17(3), pp. 654-664.

• Chaklader, B., Gupta, P., Akhter, J.(2016), case studytitled “Dual Set of Financial Statements- A CriticalAnalysis of Wipro” is a part ofwww.casecentre.org.(case)

• Pallavi Gupta, Javaid Akhter and Barnali Chaklader(2015), “An Empirical Study of Accounting Expert’sPerception for Implementation of InternationalFinancial Reporting Standards in India” in NITTEManagement Review December 2015 issue.

• Chawla D, Joshi H., Farooquie J., (2016) “Use ofKnowledge Management for CompetitiveAdvantages – The Case Study of Max Life Insurance”,GLOBAL BUSINESS REVIEW, Vol. 17, No. 2, pp 1-20.

• Chawla D., Sondhi N. (2016) “Local Versus GlobalBrand Preferences Amongst Urban Indian ChocolateConsumers: An Empirical Study.” INT. J. INDIANCULTURE AND BUSINESS MANAGEMENT, Vol. 12,No. 4, pp. 508-53, 2016.

• Chawla D. and Sondhi . N. (2016), “ResearchMethodology: Concepts and Cases”- Vikaspublications, 2016 second edition.

• Dhir, S. (2016), co-authored, " Cases in StrategicManagement: Creativity and InnovationPerspective", McGraw Hill Education Publication.

• Kanjilal, K., Bondia, R., Ghosh, S.,(2016),“International crude oil prices and the stock prices ofclean energy and technology companies: Evidencefrom non-linear Co integration tests with unknownstructural breaks”, Energy Journal (Elsevier, ImpactFactor 4.84), 101 February (2016) 558-565.

• Kapoor, G. K., Dhamija, S. (2016), TAXMANN’SCompany Law, A Comprehensive Text book onCompanies Act 2013, 19th Edition, TaxmannPublications Pvt Ltd.

• Lal, Prerna (2016), ICT for Sports: A Whole New BallGame, CSI Communications, 39(11), 24-25.

• Lal, Prerna, Bharadwaj, S. S. (2016), “Understandingthe impact of cloud-based services adoption onorganizational flexibility”, Journal of EnterpriseInformation Management, Emerald, 29 (4), 566 –588

• Lal, Prerna. (2016). Be aware or you may become avictim of Ransom ware, Cyber Warnings. March, 48-49.

• Lal, Prerna. (2016). Surveillance Analytics: LeveragingVideo Intelligence for Security. Security Today.April, 60-61.

• Lal, Prerna (2016), Cloud collaboration technologies,Training Journal, February, 14-16.

• Singh, Alok K., Kapoor, R. (2016) “Estimating demandusing space elastic demand model for retail assortmentplanning”, Global Business Review, Vol. 17, Number 3,June 2016.

• Srivastava A., Bhatia S., Gupta P., (2015) “Financial Crisisand Stock Market Integration: An Analysis of SelectEconomies”, Global Business Review, 16(6), 1127-1142.

• Srivastava A., Gupta P. (2015), “Acquisition of FCPL byDabur India Limited”, Advances in Management andDecision Sciences, EPH New Delhi.

• Tandon, D., Tandon, N.(2016), Credit Default Analyticsin banks using Altman Z score , Bulmim Journal Ofmanagement & Research Vol I No 1 , 2016, pp1-12.

• Tandon, D. (2016) Assessment of Aftermaths ofMarketing the Retail Services in Indian Context, SynergyJournal Vol. 13. No.1 ITS.

CONFERENCE PAPERS

• Arora , R.K., (2016), “Corporate Cash Holdings: AnEmpirical Investigation of Indian Companies”, Paperpresented, 34th International Business ResearchConference , 4-5 April 2016, Imperial College , London,UK.

• Gupta P, Srivastava A. (2016) , “Corporate Governanceand Firm Performance : Evidence from India “ at 9th

ISDSI, 2016 International Conference at Goa , India.

ARTICLES

• Dhamija, S. (2016), “Strategic Debt Restructuring atGammon India Limited”, Economic Times, May 03, 2016,Page-8

• Vancheswar, Vijay, (2016) “Changing Trends in thePsychology of Buying”, THE FINANCIAL EXPRESS June24, 2016, Page 9

BOOK REVIEW

• Goyal, S. (2016), Book Review “Womentrepreneurs:Inspiring Stories of Success” by Avinash Kirpal in GlobalBusiness Review; April 2016; 17 (2): 479-485.

• Joshi, Himanshu (2015). “IT for Management by Turbanand Wali”, Wiley Publishing.

ACHIEVEMENTS

• Tandon D. (2016), “Developments in ManagementBusiness & technology” keynote address at ITSGhaziabad and session Chair at InternationalConference, April 1, 2016

• Tandon D. (2016), “Leadership Strategies forManagement of Marketing, Accounting, Business,Keynote address at Jawaharlal LalNehru University (JNU ) New Delhi , Convention CentreEntrepreneurship, Economics and Tourism” (MABET-2016) by Krishi Sanskriti, May 15, 2016

13

14

In News – IMI New Delhi

1.Effective Decision Making Using Advanced Excel

2 days4-5 August 2016

Prof. Himanshu Joshi

2. Accelerating Sales Team Performance2 days8-9 August 2016

Prof. D.K. Batra

3.Managing for Excellence through Effective Leadership

3 days10-12 August 2016

Prof. Bhupen Srivastava/Prof. Mamta Mohapatra

4. Communication and Presentation Skills3 days17-19 August 2016

Prof. V. Chandra

5. Strategic Business Negotiations2 days22-23 August 2016

Prof. D.K. Batra/Prof. Nalin Jain

6. Finance for Non-Finance Executives3 days24-26 August 2016

Prof. Prashant Gupta/Prof. Aman Srivastava

7. Strategic Supply Chain Management3 days29-31 August 2016

Prof. Siddharth Varma

8. Social Media in Business Communication2 days1-2 September 2016

Prof. Nalin Jain/Prof. D.K. Batra

9.Understanding and Analysis of Financial Statements

2 days1-2 September 2016

Prof. Barnali Chaklader

10. Team Building and Leadership3 days7-9 September 2016


11.Effective PMS for High-Performance Culture


Prof. G.K. Agarwal/Prof. R.P. Ojha

12.Intensive Forex and Risk Management –Strategies & Operations


Prof. Deepak Tandon/Prof. R.K. Arora

13.Sustainable Development and Strategic CSR

3 days 21-23 September 2016

Prof. Sonu Goyal/Prof. G.K. Agarwal

14.Harnessing Emotional Intelligence for Higher Performance



15. Developing and Leveraging Brands2 days29-30 September 2016

Prof. D.K. Batra/Prof. Nalin Jain

For registration/enquiries, please contact:Mr. Sat Prakash – General Manager (MDP)

International Management InstituteTara Crescent, B-10, Qutub international Area, New Delhi 110016

Phone: (011) 4719 4100/4719 4200 (Extn. ) Fax: 011 4168 8439, 2686 7539Email: [email protected]; Website: www.imi.edu

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