AIMA’S MONTHLY E-MAGAZINE

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

JULY 2014

AIMA OFFICE BEARERS

PRESIDENT
Ms. Preetha Reddy
Executive Vice Chairperson
Apollo Hospitals Group
Dear Readers,
SENIOR VICE PRESIDENT
It gives me great pleasure to present the July edition of AIMA News.
Mr. Hemant M Nerurkar
We recently concluded another of our flagship events – the AIMA Managing India Chairman
Awards a few days back. Rewarding excellence is an intrinsic part of AIMA’s ethos TRL Krosaki Refractories Limited
and the AIMA Managing India Awards aim to recognise achievers who have made a
fundamental difference, creating an edge above peers for others to emulate. This is VICE PRESIDENT
a platform to recognise the contributions of stalwarts from different fields, who have Mr. Firdose Vandrevala
excelled in their respective spheres with vision and inspiration and are worthy of Executive Vice Chairman
emulation and admiration.
Essar Steel India Ltd
In keeping with the AIMA tradition, this year too saw several eminent personalities
being honoured at the AIMA Managing India Awards 2014. Mr. Rajnath Singh, Home TREASURER
Minister, Government of India graced the occasion as the Chief Guest and gave away Mr. P Dwarakanath
the awards. Some of the eminent personalities who were honoured on the occasion Advisor
included Mr. Shiv Nadar, Founder & Chairman, HCL, Shiv Nadar Foundation; Mr. N
Group Human Capital Max India Ltd
Chandrasekaran, CEO & Managing Director, Tata Consultancy Services Ltd.; Mr. Deepak
Parekh, Chairman, HDFC Ltd.; Mr. Uday Kotak, Executive Vice Chairman & Managing
IMMEDIATE PAST PRESIDENT
Director, Kotak Mahindra Bank; Mr. Arup Roy Choudhury, Chairman and Managing
Director, NTPC Limited; Mr. M G George Muthoot, Chairman, Muthoot Group; Mr. Mr. D Shivakumar
S S Badrinath, Founder and Chairman Emeritus, Sankara Nethralaya; Mr. Mammen Chairman & CEO-India region
Mathew, Chief Editor & Managing Director, Malayala Manorama; Mr. B D Park, President PepsiCo India Holdings Pvt. Ltd.
& CEO, Samsung Electronics South-West Asia; Mr. Chandra Shekhar Ghosh, Chairman
& Managing Director, Bandhan Financial Services and Mr. Rakeysh Omprakash Mehra, DIRECTOR GENERAL
Film Writer, Producer, Director. You will find more details inside. Ms. Rekha Sethi
In this edition of the AIMA News, you will also find a report on the recently concluded Published by:
two-day Learning and Skill Development Summit led by Mr. Dilip Chenoy, MD and CEO,
NSDC, as Summit Chairman. The Summit witnessed an plethora of speakers deliberate Management House,14, Institutional Area,
on National Occupational Standards (NOS) and the objectives of aligning education Lodhi Road, New Delhi-110003
and skills with NOS. In addition two SYMPs were held during the period at Ahmedabad Tel : 01124645100
and Coimbatore in collaboration with the respective Local Management Association. Fax : 01124626689
You will also find reports from an Interactive Session, MDP, updates from our LMAs and E-mail : dlma@aima.in
some interesting articles on management. Website : http://www.aima.in

Hope you enjoy this issue of AIMA News and look forward to your feedback and
Managing Editor:
suggestions. Ms. Smita Das
Warm Regards,
Rekha Sethi
Director General

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 CONTENTS
AIMA | CONTENTS | JULY 2014

04
Managing India Awards 2014

AIMA SNAPSHOTS
12 LEARNING AND SKILLS DEVELOPMENT SUMMIT 18 INTERACTIVE SESSION

13 SHAPING YOUNG MINDS PROGRAMME FEATURES

20 PREPARING TO MAKE BIG-TICKET INVESTMENT DECISIONS

16 MANAGEMENT DEVELOPMENT PROGRAMME 25 CREATING PARTNERSHIPS FOR SUSTAINABILITY

17 WORKSHOP 31 LMA NEWS

17 BUSINESS SIMULATION 44 AIMA EVENTS CALENDAR

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AIMA | MANAGING INDIA AWARDS | JULY 2014

AIMA Managing India Awards 2014

(L-R) Preetha Reddy, President, AIMA and Executive Vice Chairperson, Apollo Hospitals Group; Rajnath Singh, Home Minister,
Government of India; Sanjiv Goenka, Chairman, AIMA Managing India Awards Jury and Chairman, RP-Sanjiv Goenka Group;
Rekha Sethi, Director General, AIMA and Firdose Vandrevala, Vice President, AIMA, and Executive Vice Chairman,
Essar Steel India Ltd.

Recognising the contributions made in
various fields, the AIMA felicitated some of the
significant achievers of the nation at the AIMA
Managing India Awards ceremony held on 6th
August 2014 in New Delhi.
Hospitals Group, said, “They are all remarkable
nation builders and have set examples that can
be role models for others.”

Speaking on the occasion, Chief Guest,

Mr. Rajnath Singh, Home Minister said, “With
vision, conviction, will and zeal, we will try
to make India not only a super economic
power, but also a super spiritual power.
I congratulate AIMA for awarding the achievers
of our nation because if we do not recognise
their contribution, we will face brain drain.”

Congratulating the winners in her welcome

address, Ms. Preetha Reddy, President, AIMA, Rajnath Singh, Home Minister, Government of India
and Executive Vice Chairperson, Apollo addressing

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AIMA | MANAGING INDIA AWARDS | JULY 2014

Standing (L-R) B D Park, President & CEO, Samsung Electronics South-West Asia; Rakeysh Omprakash Mehra, film writer, producer,
director; Mammen Mathew, Chief Editor & Managing Director, Malayala Manorama; Uday Kotak, Executive Vice Chairman &
Managing Director, Kotak Mahindra Bank; Sanjiv Goenka, Chairman, Managing India Awards Jury, and Chairman, RP-Sanjiv Goenka
Group; Preetha Reddy, President, AIMA and Executive Vice Chairperson, Apollo Hospitals Group; Chandra Shekhar Ghosh, CMD,
Bandhan Financial Services; Arup Roy Choudhury, CMD, NTPC Ltd; and Firdose Vandrevala, Vice President, AIMA and Executive Vice
Chairman, Essar Steel India Ltd. Sitting (L-R) N Chandrasekaran, CEO & MD, Tata Consultancy Services Ltd; S S Badrinath, Founder
and Chairman Emeritus, Sankara Nethralaya; Deepak Parekh, Chairman, HDFC Ltd; Shiv Nadar, Founder & Chairman, HCL,
Shiv Nadar Foundation; and M G George Muthoot, Chairman, Muthoot Group
Introducing the Lifetime Contribution Award for the Emerging Business Leader of the Year.
Mr. Deepak Parekh, Chairman, HDFC Ltd., Ms.
Mr. M Damodaran, Former Chairman, SEBI,
Preetha Reddy referred Mr. Parekh as the doyen
& Chairman, Excellence Enablers Pvt. Ltd.,
of India’s banking and financial sector. Fashion
announced Mr. Chandra Shekhar Ghosh,
Designer Ms. Ritu Kumar announced Mr. M G
Chairman & Managing Director, Bandhan
George Muthoot, Chairman, Muthoot Group, as
Financial Services, as the Entrepreneur of the
Year.

Mr. Sunil Kant Munjal, Jt Managing Director,

Hero MotoCorp and Chairman, Hero Corporate
Service Ltd., read the citation for Samsung India
Electronics Ltd. as the MNC in India of the Year.
The award was received by Mr. BD Park, President
& CEO, Samsung Electronics South-West Asia.

Film writer, producer, director Mr. Rakeysh

Rajnath Singh, Home Minister, Government of India present-
ing the Corporate Citizen Award to Shiv Nadar, Founder &
Chairman, HCL, Shiv Nadar Foundation
Omprakash Mehra received the Director of
the Year Award, which was introduced by
Mr. Sanjiv Goenka, Chairman, AIMA Managing
India Awards Jury, and Chairman, RP-Sanjiv

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AIMA | MANAGING INDIA AWARDS | JULY 2014

Rajnath Singh, Home Minister, Government of India, presenting the Indian MNC of the Year Award to
N Chandrasekaran, CEO & Managing Director, Tata Consultancy Services Ltd. (L-R) Preetha Reddy, President, AIMA and
Executive Vice Chairperson, Apollo Hospitals Group; Sanjiv Goenka, Chairman, Managing India Awards Jury and Chairman,
RP-Sanjiv Goenka Group; Rekha Sethi, Director General, AIMA and Firdose Vandrevala, Vice President, AIMA and Executive Vice
Chairman, Essar Steel India Ltd.
Goenka Group. It was presented to him in the Manorama, which was introduced by Mr. Pavan
presence of Sarod maestro, Ustad Amjad Ali K Varma, Member of Parliament, Rajya Sabha.
Khan.
The citation for NTPC Ltd. as the Outstanding
The Outstanding Contribution to Media Award PSU of the Year was read by Mr. Prabhu Chawla,
was presented to Mr. Mammen Mathew, Editorial Director, The New Indian Express Group.
Chief Editor & Managing Director, Malayala Mr. Arup Roy Choudhury, Chairman & Managing
Director, NTPC Ltd., received the award.

Mr. P Balaji, Former Managing Director,

B J Panda, Member of Parliament, Lok Sabha addressing
Microsoft Devices Group announced the
Outstanding Institution Builder Award for Mr.
SS Badrinath, Founder and Chairman Emeritus,
Sankara Nethralaya; while Mr. NK Singh,
Former member of Rajya Sabha, introduced
Mr. Uday Kotak, Executive Vice Chairman &
Managing Director, Kotak Mahindra Bank, as the
Transformational Business Leader of the Year. Mr.
N Chandrasekaran, CEO & Managing Director,
Tata Consultancy Services Ltd., received the

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AIMA | MANAGING INDIA AWARDS | JULY 2014

Citizen Award
presented to Mr. Shiv
Nadar, Founder &
Chairman, HCL, Shiv
Nadar Foundation.
The citation was read
by Mr. Aroon Purie,
Founder, Editor-in-
Chief and Chairman,
India Today Group.

Mr. Firdose
Vandrevala, Vice
President, AIMA,
(L-R) Rajiv Vastupal, Chairman & MD, Rajiv Petrochemicals Pvt Ltd.; Preetha Reddy, President, and Executive Vice
AIMA and Executive Vice Chairperson, Apollo Hospitals Group; Sanjiv Goenka, Chairman, Managing
India Awards Jury and Chairman, RP-Sanjiv Goenka Group; Amjad Ali Khan, Sarod maestro; Rekha Chairman, Essar Steel
Sethi, Director General, AIMA; Rajive Kaul, Chairman, NICCO Corporation Ltd. and JS Juneja, India Ltd., delivered
Chairman, SME Committee, AIMA, and Chairman, Global Projects & Services Pvt. Ltd. the vote of thanks.
Indian MNC of the Year for Tata Consultancy The jury for the
Services Ltd. and the award was introduced by award this year was chaired by Mr. Sanjiv
Mr. BJ Panda, Member of Parliament, Lok Sabha. Goenka, Chairman, RP-Sanjiv Goenka Group,
The last award of the evening was Corporate and comprised Mr. HM Nerurkar, Senior Vice
President, AIMA and Chairman, TRL Krosaki
Refractories Limited; Mr. Firdose Vandrevala, Vice
President, AIMA and Executive Vice Chairman,
Essar Steel India Ltd.; Mr. Rajive Kaul, Chairman,
NICCO Corporation Ltd.; Mr. BP Rao, Chairman
& Managing Director, BHEL; Mr. Pramod Bhasin,
Vice Chairman, GENPACT; Mr. P Balaji, Mr. P
Balaji, Former Managing Director, Microsoft
Devices Group; Mr. Vineet Agarwal, Managing
Director, Transport Corporation of India Ltd.; Mr.
Inderdeep Singh, President & Managing Director,
Continental Device India Ltd.; Mr. Richard Rekhy,
Rajnath Singh, Home Minister, Government of India, present- Chief Executive Officer, KPMG in India; Mr. AK
ing the Lifetime Contribution Award to Deepak Parekh, Chair- Balyan, CEO & Managing Director, Petronet LNG
man, HDFC Ltd., as Sanjiv Goenka, Limited and Mr. Nikhil Sawhney, Vice Chairman
Chairman, AIMA Managing India Awards Jury, and
Chairman, RP-Sanjiv Goenka Group looks on & Managing Director, Triveni Turbine Ltd.

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AIMA | MANAGING INDIA AWARDS | JULY 2014

1. (L-R) NK Singh, Former Member of Rajya

Sabha; Uday Kotak, Executive Vice Chairman &
Managing Director, Kotak Mahindra Bank; Shiv
Nadar, Founder & Chairman, HCL, Shiv Nadar
Foundation; Aroon Purie, Founder, Editor-in-Chief
and Chairman, India Today Group and Pavan K
Varma, Member of Parliament, Rajya Sabha
2. S S Badrinath, Founder and Chairman Emeritus,
Sankara Nethralaya with the Outstanding
Institution Builder Award
3. Arup Roy Choudhury, CMD, NTPC Ltd., with
the Outstanding PSU of the Year Award

2 3 4

4. Uday Kotak, Executive Vice Chairman &

Managing Director, Kotak Mahindra Bank
receiving the award for Transformational 5 6
Business Leader of the Year from Rajnath
Singh, Home Minister, Government of
India
5. B D Park, President & CEO, Samsung
Electronics South-West Asia with the
MNC in India of the Year Award
6. M G George Muthoot, Chairman,
Muthoot Group receiving the award for
Emerging Business Leader of the Year from
Rajnath Singh, Home Minister,
Government of India as Ritu Kumar,
Fashion Designer looks on

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AIMA | MANAGING INDIA AWARDS | JULY 2014

7. M Damodaran, Former Chairman

7 8
SEBI & Chairman, Excellence
Enablers Pvt Ltd and Deepak Parekh,
Chairman, HDFC Ltd
8. Rajnath Singh, Home Minister,
Government of India presenting the
Outstanding Contribution to Media
Award to Mammen Mathew, Chief
Editor & Managing Director, Malayala
Manorama
9. (L-R) N Chandrasekaran, CEO &
Managing Director, Tata Consultancy
Services Limited;Prabhu Chawla,
Editorial Director, The New Indian
Express Group and Mammen Mathew,
Chief Editor & Managing Director,
Malayala Manorama

9 10 11

10. Chandra Shekhar Ghosh,CMD, Bandhan

Financial Services with the Entrepreneur of the
12 13
Year Award
11. Mr. P Balaji, Former Managing Director,
Microsoft Devices Group and D Shivakumar,
Chairman & CEO - India Region, PepsiCo
India Holdings Pvt. Ltd.
12. Sunil Kant Munjal, Jt Managing Director,
Hero MotoCorp and Chairman, Hero Corporate
Service Ltd. and Preetha Reddy, President,
AIMA and Executive Vice Chairperson, Apollo
Hospitals Group
13. Rakeysh Omprakash Mehra, Film Writer,
Producer, Director with the Director of the Year
Award

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AIMA | MANAGING INDIA AWARDS | JULY 2014

14. Shiv Nadar, Founder &

14
Chairman, HCL, Shiv
Nadar Foundation and N
Chandrasekaran, CEO &
Managing Director, TCS
15. Uddesh Kohli, Chairman,
Construction Industry,
Arbitration Council at the
programme
16. M G George Muthoot,
15 Chairman, Muthoot Group with
Sudhir Jalan, Co-Chairman,
Rieter India Pvt. Ltd.
16

17

17. Pavan K Varma, Member of Parliament, Rajya Sabha with B J

Panda, Member of Parliament, Lok Sabha
18. Sanjiv Goenka, Chairman, AIMA Managing India Awards Jury
and Chairman, RP-Sanjiv Goenka Group and Rakeysh Omprakash
Mehra, Film Writer, Producer, Director sharing a light moment
19. Krishan Kalra, Former Secretary General, PHD Chamber of
Commerce and Industry with Preetha Reddy, President, AIMA
and Executive Vice Chairperson, Apollo Hospitals Group
19

18

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AIMA | SNAPSHOTS | JULY 2014
Learning and Skills Development Summit
To deliberate on National Occupational
Standards (NOS) and the objectives of aligning
education and skills with NOS, AIMA in
collaboration with National Skill Development
Corporation (NSDC) organised a Learning &
Skill Development Summit on the theme of
‘Bridging the World of Work and Education:
National Occupational Standards’ on 31st July -
1st August 2014 in New Delhi.
Mr. Dilip Chenoy, MD and CEO, NSDC, steered
this initiative as Summit Chairman. Mr. Pramod
Bhasin, Chairman, Skills Academy delivered the
keynote address and the theme presentation
was made by Mr. Avinash Vashistha, Chairman &
Managing Director India, Accenture.
Some of the other speakers included
Mr. Sanjeev Gupta, Managing Director, Corporate
(L-R) Rekha Sethi, Director General, AIMA; Dilip Chenoy, MD & CEO-NSDC; Pramod Bhasin, Chairman, Skills Academy;
Avinash Vashistha, Chairman & Managing Director, India, Accenture and Dr. Sunil Abrol, Former Director General, Consultancy
Development Centre
Affairs, Accenture; Prof. Furqan Qamar, Secretary
General, Association of Indian Universities
(AIU); Mr. Basab Banerjee, Head-Standards &
QA, National Skill Development Corporation;
Mr. Tushar Pandey, Sr. President & Country Head,
Yes Bank Ltd; Dr Biswajit Saha, Addl. Director,
Vocational Education, CBSE; Ms. Isabel Sutcliffe,
Director, International Standards & Quality,
Pearsons Qualifications International; Mr.s Surina
Rajan, Addl. Chief Secretary, Dept. of School
Education, Govt. of Haryana; Mr. Himanshu
Aggarwal, Co-founder & CEO, Aspiring Minds;
Prof S S Mantha, Chairman, AICTE, Mr. Manish
Sabharwal, Chairman, TeamLease; Mr. Arun
Kumar Pillai, Chief Operating Officer, IL&FS
Skills Development Corporation Ltd. amongst
others. The Summit was attended by over 200
professionals from industry, Government and
concerned stakeholders.
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AIMA | SNAPSHOTS | JULY 2014

Shaping Young Minds Programme

synchronise personal and
career goals through exposure
to experience and wisdom of
successful people.

AIMA’s 42nd SYMP was held on

25th July 2014 at Coimbatore in
collaboration with Coimbatore
Management Association. The
programme was addressed by
Mr. Sanjeev Kapoor, Celebrity
Chef; Justice N Santosh Hegde,
Former Lokayukta, Govt of
Karnataka; Mr. C K Kumaravel,
Co-Founder & CEO, Naturals
Beauty Saloon Pvt. Ltd; Mr.
Justice N Santosh Hegde, Former Lokayukta, Govt of Karnataka addressing at Arvind Talekar, Nutan Mumbai
Coimbatore Tiffin Box and Mr. Prabhu

Prabhu Chawla, Editorial Director, The New Indian Express Group

AIMA’s Shaping Young Minds Programme

(SYMP) programme provides a platform for
young professionals and management students
to interact with iconic leaders from various fields.
The programme aims at helping the participants Sanjeev Kapoor, Celebrity Chef addressing the session

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AIMA | SNAPSHOTS | JULY 2014

D Shivakumar, Chairman & CEO, PepsiCo India Holdings Pvt. at the SYMP held in Ahmedabad

Chawla, Editorial Director, The New Indian Mr. D Shivakumar, Chairman & CEO, PepsiCo
Express Group. India Holdings Pvt. Ltd and Immediate Past
President AIMA; Gen V P Malik, Former Chief
The 43rd SYMP was held on 2nd August
of Indian Army; Ambassador Deepak Vohra,
2014 at Ahmedabad in collaboration with
Veteran Diplomat and Mr. B S Nagesh, Vice
Ahmedabad Management Association.
Chairman & Non Executive Director, Shoppers
The programme was addressed by
Stop & Founder TRRAIN.

Ambassador Deepak Vohra, Veteran Diplomat addressing the

session
Mr. B S Nagesh, Vice Chairman & Non Executive Director,
Shoppers Stop & Founder TRRAIN

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AIMA | SNAPSHOTS | JULY 2014
Management Development Programme
A two day MDP on ‘Enhancing Managerial
Effectiveness through Emotional Well Being &
Intelligence’ was successfully organised by AIMA
from 1st - 2nd August 2014 in New Delhi. This
programme was designed for senior/middle
level managers. Some of the organisations which
nominated their managers for this programme
included Healthcare Federation of India, UIDAI,
NIIT, Minstry of Defence, Honda Seil, RMSI,
Participants at the programme
Lingaya’s, Gabriel, Public Health Foundation of
India etc. The sessions of the programme were
taken by Prof. Parvaiz Talib, Mr. C N Kumar &
Dr. Ganesh Singh. The programme was well
received by the participants as it helped them in
exploring the self & others through a number of
reflection based exercises. The participants also
gained rich insights on emotional well-being
and Intelligence with deeper reflection on life.
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AIMA | SNAPSHOTS | JULY 2014

Workshop
AIMA conducted a two-day workshop on
‘Bibliometric tools and techniques for
measurement and evaluation of research output’
on 25th-26th July 2014. In all twenty researchers
from management institutes, scientific institutes
and higher education institutes participated in
the workshop. The workshop imparted training
on some of the tools and techniques to evaluate
research papers. The Resource persons for the
workshop were from the CSIR-National Institute
of Science Communication and Information
Resources, New Delhi. The programme was well Workshop participants
attended and very well received.

Business Simulation
KIIT students underwent a transformational
learning experience through AIMA’s Business
Simulation Programme, ‘Chanakya’. AIMA
conducted four days of simulation as a
part of the KIIT Induction Programme from
15th-18th July 2014 for 420 students. KIIT rolled
out the initiative for the first time considering
new age youngsters who require much more
than class room transactions towards learning
business and management.
Through AIMA’s Business Simulation, students
experienced running of a business house,
with reports capturing correlations between
management decisions and outcomes. Faced
with the challenge of formulating strategies,
students used this opportunity to try new
tactics, translate unfamiliar concepts and take
risks in a risk-free environment. AIMA believes
in preparing students right from the beginning,
to take on challenges and innovate in the real
world.

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AIMA | SNAPSHOTS | JULY 2014

Interactive Session
new kind of customer
engagement that brands
and marketers can achieve
through the phenomenon
of Social Media. Internet
sources based intelligence
and advanced analytics
today are being used
to predict consumer
behaviour, interact with
users and adapt their
communication strategies,
Mr. Ashish Sonal, Founder & CEO, Orkash and Mr. Rajiv Chopra, Director, Apecks India
also they discussed how
Mr. Ashish Sonal, Founder & CEO, Orkash big data analytics provided
and Mr. Rajiv Chopra, Director, Apecks India the capability of mining, structuring the
addressed the AIMA members on ‘Leveraging multitudes of data as being generated on social
upon Big Data Analytics to unleash Social Media media in a format which could be queried in
Intelligence’ on 25th July 2014 at AIMA. seconds. The lecture was very well received by
the participants.
They shared how brand management and
marketing space today are being driven by a
new kind of analytics called Big Data and a totally

Members Corner
Mr. Rajiv Vastupal, Past President, AIMA and Chairman &
Managing Director, Rajiv Petrochemicals Pvt. Ltd. has been
appointed as Co-Chair of the Federation of Indian Chambers
of Commerce and Industry (FICCI) Gujarat State Council and
for the Executive Committee of the State Council by FICCI
President, Mr. Sidharth Birla.

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

The National Management Convention is the annual flagship 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.

Eminent Speakers
Rajnath Singh Arun Jaitley * M Venkaiah Naidu
Minister of Home Affairs, Government of India Minister of Corporate Affairs, Defence & Minister of Parliamentary Affairs, Urban Development,
Finance, Government of India Housing and Urban Poverty Alleviation, Government of India
Nitin Gadkari
Minister of Shipping, Road Transport and Highways,Government of India Ravi Shankar Prasad Gen V K Singh (Retd)
Minister of Law and Justice, Minister of State (IC) of Development of
P Chidambaram Communications & Information Technology, North Eastern Region, Government of India
Former Finance Minister of India Government of India
Sachin Pilot
Sadhguru Jaggi Vasudev Kamal Nath Political Leader (INC) and Former Minister
Isha Yoga Centre Member of Parliament (INC) and
Kunal Bahl Former Cabinet Minister, Government of India Sanjiv Goenka
Chairman, RP-Sanjiv Goenka Group
Founder & CEO, Snapdeal.com Preetha Reddy
HM Nerurkar President, AIMA & Executive Vice Chairperson, Sudhir Jalan
Apollo Hospitals Group Convention Chairman and Chairman & Managing Director
Sr Vice President, AIMA & Chairman,
Meenakshi Tea Co.Ltd.
TRL Krosaki Refractories Ltd Richard Rekhy
Kumud Srinivasan Chief Executive Officer, KPMG in India Sangita Reddy
President, Intel India Jt. Managing Director, Apollo Hospitals Group
Ullas Kamath
Soundarya Rajinikanth Ashwin Jt. Managing Director, Jyothy Laboratories Limited Vanitha Narayanan
Film producer, Director Managing Director, IBM India
* Confirmation awaited

Principal Co-Sponsor Sponsor Knowledge Partner Co-Sponsors Associate Sponsors Corporate

Contributor

For more details, please contact

Bijoy Philip
Desigin Vesign Studio

All India Management Association

Phone No. 011/24608524(Direct), 24645100, 43128100, Email: bphilip@aima.in Also Follow us on
AIMA FEATURES

AIMA | FEATURES | JULY 2014

Preparing To Make Big-

Ticket Investment Decisions
When the stakes couldn’t be higher, the quality of the decision making can make all the difference. Process
improvements can help.
July 2014 | byMichaelBirshan, Ishaan Nangia, and Felix Wenger

Few decisions in an executive’s career are as complex
or sensitive as a multibillion-dollar investment with
a payback timetable that can stretch on for decades.
The right call can positively transform a company’s
value. The wrong one can damage the company’s
share price, draw public criticism, and perhaps even
cost responsible managers their jobs.
Preparing to make big-ticket investment
decisions
Insight into the process by which successful
managers make such decisions is hard to come
by.1By their nature, projects of this size are highly
individual and fairly rare, so quantitative data
typically are insufficient to reliably calculate the root
causes of failed investments. And qualitative data
are hard to generalize about, given big differences
among the practices of various companies and
industries.
To get at what it takes to prepare for such high-stakes

20
AIMA | FEATURES | JULY 2014
decisions, we interviewed executives from sectors
where big-ticket investments regularly arise—
natural resources, utilities, heavy industrials, and
even pharmaceuticals—and pooled our collective
experience. Despite variations among sectors and
projects, we concluded that many good practices in
interviewees’ decision-making processes could be
more widely applied, both within capital-intensive
industries and indeed in any company that faces
a material investment decision. These include
examining the handful of characteristics that are
most critical to a project early in the process of
evaluating an investment proposal, employing
both quantitative and qualitative insight in risk
discussions, and keeping decision biases in check.
Start with the swing factors
Due to their long-term nature, large, complex
projects have many more uncertainties that affect
revenue, cost, and investment than do smaller ones.
Development and construction alone can span a
decade or more, and a project’s operating life can
last several times longer than that. And over that
time, there’s often little correlation among factors
such as global commodity prices, local labor costs,
and geological characteristics.
One approach to managing this challenge is to focus
analysis on those material factors where uncertainty
is greatest before jumping fully into the detailed
business plan that such investments require. These
factors are what one practitioner we spoke with
calls “the most critical swing factors.” Looking back
and rigorously evaluating why projects failed or
succeeded, “You find very few factors that really
made the difference,” he says. “You analyze them as
best you can, then set aside the projects that don’t
look great—even if other factors seem attractive.”
When considering a mining project in a remote
location, for example, it’s easier to get good
information on building a prerequisite railway line
through difficult topology than it is to build the entire
project’s business case. Moreover, companies can
use the actual cost of comparable railway projects to
get a feel for the likely range of investment required.
This analysis is really about understanding those
factors that will affect costs, and then making useful
comparisons, such as cost per kilometer of railway
track.
Swing factors vary from industry to industry.
Managers will be familiar with most of them when
past experience and familiar technologies are
involved but may be mistaken or blindsided by
others that are only revealed through analysis. In
the case of mining, as the example above suggests,
a common swing factor is the cost of putting in
place the infrastructure to deliver a bulk product
to market. For other mining companies, additional
swing factors might be highly unusual and project-
specific, such as the cash and reputation costs of
resettling a community living too close to a planned
mine. An early look at political and regulatory risk
can also be important, leading many resource
companies to avoid certain geographies entirely,
despite compelling geological opportunities.
Even after making an initial decision to invest, some
managers shift their attention as a project evolves,
looking for other swing factors that may have arisen
along the way. Has the price outlook changed, for
example? Is the project on time, with cost and capital
expenditure under control? In bad cases, projects
can take twice as long as planned and cost double
the original projections, while producing less output
than expected. Substantial write-offs will follow. In
any industry, the realization that the company has
overpaid for a large acquisition can result in public
criticism.
21
AIMA | FEATURES | JULY 2014

Quantify and qualify in Africa. Managers evaluating an investment there

charted out several scenarios for the development
Just as companies need to disaggregate the sources
of the country in which the prospective investment
of value in big projects, they must also differentiate
would take place. They looked at the fiscal position
among sources of risk. Often their approach
of the government under each of the scenarios
is desultory, leaning heavily on oversimplified
and then calculated what the royalty rate would
quantitative approaches. Even for large decisions,
need to be to allow the country to meet its
many executives limit their calculations to high,
spending obligations. That analysis provided a more
medium, and low cases for cash flow, based on fairly
sophisticated perspective on where royalties would
arbitrary sensitivities. It’s also not uncommon for
go than the typical approach of making an arbitrary
them to reflect the added risk of less secure regions
assumption that royalties could go up by an average
or early-stage projects merely by adjusting the
of, say, 10 percent. The team then triangulated the
discount rate they use to calculate the cost of capital
development scenarios against what had actually
in their valuation models. Such adjustments are
happened in other resource-rich countries to try to
typically made without factual basis—for example,
get a sense of the likely shape of evolving regulation.
plus or minus 1 percent for no apparent reason.
Managers quickly concluded that the country they
And the approach implicitly assumes that because
were interested in would likely face a real near-term
any given project is but a part of a diversified
cash shortage and that it would increase natural-
portfolio of investments, there would be no severe
resource royalties prohibitively in order to balance
consequences for the company, which is unrealistic
its budget.
given the size and nature of these investments.
Such projects are more susceptible to a wider Keep decision biases in check
range of market, technology, and regulatory risks,
Companies across capital-intensive industries are
which affect different aspects of a large project
starting to recognize the prevalence of decision
differently—with potentially severe consequences
biases and their potential impact on investment
in some areas and more mild ones elsewhere. That
decision making. This is particularly evident in
impact can’t be meaningfully captured in a simple
natural-resource companies; we’ve observed that
percentage adjustment.
the duration and uncertainty of investments, as
Instead, companies with the best decision well as the importance of big projects for individual
methodologies we’ve observed disaggregate careers, can exacerbate the impact of biases in such
different sources of uncertainty and model them companies. As one manager we met admitted, “If
separately— often both quantitatively and you’ve spent a few years in the desert looking for
qualitatively. The type of data itself usually dictates a resource, you can be biased toward going ahead
what kind of analysis will work best, but for many with an investment so you can be the one running
large projects, using both quantitative and qualitative a large operation.” Any functional manager trying
data is necessary to offer managers a fuller picture of to build up investment in the multiple projects she
risk. Managers who restrict themselves to one or the oversees might have the same bias, albeit to a lesser
other could miss some key points. degree than the manager in the desert overseeing a
single large one.
Consider the case of a resource company operating

22
AIMA | FEATURES | JULY 2014
This topic is far too broad to cover comprehensively
here. However, time and again, the executives
we’ve spoken with have agreed that when making
decisions about investments of this size, it’s essential
to include measures in the process that identify and
mitigate the effects of bias.2 Most companies have
a policy that lays out who approves investments
and on what grounds, but those policies are often
inadequate or wrong, and companies seldom track
the quality and performance of the process. As a
result, as one executive observed, his company’s
biggest failures occurred when senior managers
overrode established processes and methodologies.
Some practical countermeasures can help. One
global power company asks all functional heads
individually for their perspectives on each proposal;
the act of recording the various positions can
encourage people to take greater accountability
for their decisions. A few companies go further,
explicitly identifying which biases they and their
managers are vulnerable to—and then investing in
techniques to mitigate the effects. For example, one
global energy supplier established an independent
team of evaluators, separate from the project team,
to tackle an optimism bias and misaligned incentives
within the project team itself. The evaluators audit
the analytical models, stress test the assumptions
behind the analysis, and ensure that every relevant
stakeholder and functional department has provided
comment before proposals are considered by the
investment committee. The process culminates with
the team submitting an independent assessment of
the project to the investment committee.
Elsewhere, a private-equity company insists on
as many as 15 to 20 interactions between the
investment committee and the team proposing an
investment. Compare that with the two or three
interactions more typical of a large mining company,
where the initial case, a full project review, and a final
decision may be the only formal senior interactions.
The private-equity company’s more thorough
review gives the investment committee more than
just the choice of accepting an investment despite
concerns or forgoing a potential opportunity
by allowing it to lapse. Moreover, during each
interaction, the investment committee actively tests
and shapes the assumptions made in assessing the
project—challenging the effect on the project’s
value if the price were slightly higher or lower, for
example, if extraction costs were twice as much, or
if the quality of the product were higher or lower.
Obviously, that kind of discussion isn’t possible for
every variable, but it’s far more detailed than in most
corporations—where the investment committee
is typically regarded as much too senior to get so
involved, and all assumptions are usually agreed
upon long beforehand.
About the authors
Michael Birshan is a principal in McKinsey’s London office, where
Ishaan Nangia is an associate principal; Felix Wenger is a director
in the Zurich office.
This article was originally published in McKinsey Quarterly,
www.mckinseyquarterly.com. Copyright (c) [2014] McKinsey &
Company. All rights reserved
23
AIMA | FEATURES | JULY 2014
Creating partnerships for
sustainability
Companies are increasingly expected to join with other organizations—both public and private—to address social
and environmental problems. Here are seven ways to make such alliances successful.
July 2014 | by Marco Albani and Kimberly Henderson
Business is being asked to do more than ever to solve
social and environmental problems.1 As a result, a
growing number of leading companies are taking
the challenge of sustainability seriously, not only
to reduce their environmental footprint and bolster
their reputations but also to improve operations and
financial performance.2
Many ecosystem challenges cross jurisdictional
boundaries and require systemic changes beyond
the capabilities of individual companies or even of
an industry. In these cases, the best approach for
business can be to partner up—with governments,
investors, local communities, nongovernmental
organizations (NGOs), and other companies. Think
of these partnerships as distinctive and complicated
joint ventures, often with multiple parties.
Such collaborations often go through phases—
good, bad, and sometimes ugly, particularly in the
early days. The Marine Stewardship Council (MSC),
a partnership that sets standards for the fishing
industry, struggled in its first few years with high staff
turnover and unstable funding. In the past decade,
25
AIMA | FEATURES | JULY 2014
however, it has become a force. Its certification
standards cover 10 percent of the global seafood
harvest, and almost a quarter of global shoppers
recognize the MSC label. This covers more than
20,000 products sold in over 100 countries.
To understand how to make these collaborations
work, we interviewed dozens of business,
government, and NGO leaders. From this research,
we identified seven essential principles of success.
Identify clear reasons to collaborate
“The effort needs to help each partner organization
achieve something significant. Incentives such as
‘we’ll do this for good publicity’ or ‘we don’t want to
be left out’ are not sufficient.”
—Nigel Twose, director of the Development Impact
Department, International Finance Corporation,
World Bank Group
When organizations sign up for a sustainability
partnership simply because they don’t want to say
no or be left out, commitment can be weak. Founders
of a nascent partnership must instead identify
strong incentives: for instance, maintaining a license
to operate or ensuring the long-term endurance of a
profitable resource or input such as fish stocks, clean
water, or forests. If participants cannot pinpoint such
motivations, that may be a sign that the mission is ill
defined.
Any collaboration must make sense for all parties,
whether their primary interests are commercial,
environmental, or social. Enlightened self-interest
is the only genuinely sustainable motive. That was
certainly true for the companies that set up Canada’s
Oil Sands Innovation Alliance. This is an alliance of
companies that mine oil out of Canada’s bituminous
sands; their goal is to share R&D in order to improve
the environmental performance of an industry that
is the subject of significant public debate.
Sometimes external events can force different
players to acknowledge that change is necessary.
The collapse of the North Atlantic’s Grand Banks
cod fisheries in the early 1990s made commercial
fisheries much more interested in sustainable
harvesting practices, laying the ground for the birth
of the MSC.
A small problem can be more difficult to collaborate
around than a big one because the reward for
solving it does not excite people or justify the
effort involved. It also helps to stay in the limelight.
Although no one should join a collaboration just
for PR reasons, publicity and progress can go hand
in hand. Attention can bring more support, add
credibility, and generate momentum.
A partnership to enhance food security in Africa
seems to be off to a good start in this regard. In
2011, the World Economic Forum worked with
the African Union to create Grow Africa, a public–
private partnership platform focused on increasing
private investment in African agriculture. And in
2012, US president Barack Obama threw the G8’s
weight behind this partnership approach for African
agriculture by announcing the New Alliance for
Food Security and Nutrition. By the end of 2012, the
G8’s New Alliance and Grow Africa worked closely
to secure more than $3 billion in private-sector
investment commitments from nearly 50 local and
global companies.
Find a ‘fairy godmother’
“It is important to have a core of totally committed,
knowledgeable people who would die in a ditch for
what the organization is trying to achieve.”
—Environmental NGO campaign head
Behind most successful collaborations are one or a
26
AIMA | FEATURES | JULY 2014
few organizations that are willing to invest more than
their share of financial, human, and political capital
to make the effort a success. Coordinated action can
be difficult because first movers take the biggest
risks, while later entrants can benefit without much
investment at all—and so the temptation is to come
in late. But someone has to start or nothing will
happen. “Fairy godmothers” stop that from coming
to pass. They take on much of the risk and provide
the generosity and sheer force of will that helps to
build trust.
Any high-performing, credible institution can be a
fairy godmother, as long as it is passionate, credible,
and courageous. GE, through CEO Jeff Immelt, took
on this role for the United States Climate Action
Partnership (USCAP) in 2007, driving the start-up
phase and recruiting other companies to join.
Set simple, credible goals
“[The NGO and the private sector] had different
motives but the same objective: ensure sustainable
fish stocks.”
—Antony Burgmans, former chairman and CEO of
Unilever and cofounder of the MSC
One certain way for a collaboration to stall is when
the partners have different agendas. To guard
against this, set an aspirational goal that everyone
agrees on—preferably, one that could fit neatly
on a bumper sticker. The collaboration should be
anchored by an exciting, big idea and create a vision
that others will mobilize behind. Don’t be afraid
that it could also mobilize opposition; if there is
no pushback, it may be a sign that the goal is not
ambitious enough.
The MSC shows how this can work. It started
as a collaboration between Unilever and the
World Wildlife Fund (WWF) in 1997; at the time,
Unilever was the world’s largest fish retailer. Each
organization faced challenges in starting the
partnership. Some nonprofits criticized the WWF
for, in their opinion, compromising itself by working
with a multinational company. Unilever’s leadership
was divided on whether this was a good idea. Many
fishing companies and some governments opposed
developing marine sustainability standards.
Still, with leaders from both
Unilever and WWF committed
to the clear goal of encouraging
sustainable fishing practices,
the project went ahead. The
partners, using the successful
Forest Stewardship Council
(FSC) as an example, started by
consulting with stakeholders
such as commercial fishermen,
governments, and environmental
organizations. Only then did
they design the standards for
what constituted sustainable
fishing practices and seafood
27
AIMA | FEATURES | JULY 2014
traceability; these are reviewed on a regular basis. In
1999, the MSC began operating as an independent
nonprofit, free of Unilever’s and WWF’s control.
Get professional help
“It is very important to have an honest broker. The
facilitator must be neutral and very structured and
keep people moving along at a brutal pace. You
need someone who can bring things to a close.”
—Darrel Webber, secretary general, Roundtable on
Sustainable Palm Oil (RSPO)
Most collaborations need a facilitator to get started.
When organizations come together, they each have
their own incentives, biases, and organizational
cultures. These can clash. Odds of conflict are
highest when the organizations are competitors or
when they are from completely different sectors and
cultures. The first few months tend to be particularly
rough. Members are often slow to commit staff,
and the tendency is to wait for others to offer
resources first. By pooling funds for a facilitator, the
collaboration can progress, even when staffing is still
under negotiation.
In establishing the certification standard for palm oil,
for example, the RSPO needed to create a consensus
among seven distinct interest groups, ranging
from environmental nonprofits to palm growers.
It took two years of negotiation to develop RSPO’s
first standard. In reflecting on the arduous process,
RSPO’s chief executive credited the independent,
third-party facilitator with keeping the discussions
(even heated ones) going until the parties could find
common ground.
Over time, as trust and confidence build and as the
group moves from design to institutionalization, a
successful collaboration can and should phase out
the facilitator. Ideally, individuals who started out
as representatives of companies with competing
interests become a cohesive group working toward
a common goal.
Dedicate good people to the cause
“If a company like ours believes something is
strategic, then we resource it like it is strategic.”
—Neil Hawkins, corporate vice president of
sustainability, Dow Chemical
If member organizations decline to dedicate
qualified staff, check that those organizations have a
clear reason to participate and ask why they are in the
collaboration. If good people are not volunteering,
they may need greater security, which a fairy
godmother provides. Or they might want the clarity
that simple, credible goals provide: they should
know what they’re meant to do and that it’s worth
doing. Working on a major collaboration should
be an exciting career builder, not a dead end. The
collaboration’s vision is particularly important at the
beginning, when the effort is like a start-up. Talented
individuals will give their all when they believe in the
goals. As one of the participants in USCAP said, “If I
were to put anything on my tombstone, it would be
this effort.”
Internally, it’s important to dedicate senior
leadership. Without leadership, middle management
often lacks the incentive to take action, as well as
the necessary decision-making power. Instead,
it tends to favor business as usual. Cross-sector
collaborations are inherently “business as unusual.”
Successful collaborations, at least at the start, are led
by senior leaders from the founding organizations.
When Yara, a Norwegian fertilizer company, agreed
to become cochair of Grow Africa, it dedicated a
senior vice president to the role and supported it
with the sustained public engagement of its CEO.
28
AIMA | FEATURES | JULY 2014
Be flexible in defining success
“Partners think that collaboration will change the
world. Then it doesn’t, and they think that it failed.
But often the collaboration changed something—
the way some part of the system works and delivers
outcomes. It is a matter of understanding the
nature of change itself.”
—Simon Zadek, visiting fellow, Tsinghua School of
Economics and Management, Beijing
Success may come from unexpected directions. Be
ready to embrace it—and build on it.
USCAP set out to pass national cap-and-trade
legislation. While that did not happen, 11 US states
have instituted such systems, and many countries
are implementing or considering them. Is any of
this directly attributable to USCAP? No. But did the
partnership help to pave the way by developing a
business-friendly approach? Quite likely.
Similarly, the MSC is changing the fishing industry
beyond the 10 percent of fisheries that have signed
up. A multitude of NGOs and other actors are working
with fisheries that may never achieve the gold
standard of MSC certification but are nonetheless
improving their practices.
So remember, while your collaboration may not
change the world in precisely the way you intend,
it can still change the rules of the game in a positive
way.
Prepare to let go
“I’ve been absent from the FSC since 1997. The
organization had been born and was a teenager
and needed to go off and find a job and do its own
work.”
—NGO campaigner associated with the formation of
the FSC
At some point, the partnership will either wind down
or become an independent entity. That process
should be planned for.
Some collaborations are designed to achieve a
certain objective. Once that objective has been
achieved, or once the window for achieving it has
closed, it’s time to shut the door. No collaboration
should be kept alive beyond its useful lifetime.
Others evolve into permanent, self-sustaining, and
independent institutions, such as the FSC. In these
cases, founders typically move out of the picture
once both a long-term funding model is in place
and there is a capable leader on the job. Like good
parenting, you know you’ve succeeded when you
are a welcome visitor but you are clearly no longer
needed on a day-to-day basis.
A version of this article also appears in Turbulence.
A Corporate Perspective on Collaborating for
Resilience (Amsterdam University Press, 2014).
About the authors
Marco Albani is a senior expert in McKinsey’s Rome office, and
Kimberly Henderson is a consultant in the London office.
This article was originally published in McKinsey Quarterly,
www.mckinseyquarterly.com. Copyright (c) [2014] McKinsey &
Company. All rights reserved
29
News from LMAs

AIMA | NEWS FROM LMA | JULY 2014

Ahmedabad Management Association
was addressed by Mr. Sanjay Barot. Talk on ‘The
Third Industrial Revolution- 3D Printing’ and ‘Cyber
and White Collar Crime-Forensic Investigation’ was
addressed by Mr. Sumant Bhutoria and Mr. H. P.
Sanghvi & Mr. R. N. Guna respectively.

Panel Members ‘From Poverty to Empowerment’

The activities of the month started with the Panel

Discussion on ‘From Poverty to Empowerment’
organised in collaboration with McKinsey & Co. and Panel Members ‘Union Budget 2014-15’
Centre for Environment Education (CEE). The session
Dr. Heena Rachh addressed on ‘Attitude Engineering’
was based on India’s imperative for jobs, growth
and Dr. Sailesh Thaker (CLO, Knowledge INC) on ‘21
and effective basic service. The panelists were Dr. S.
Inspirational Lessons from world Football 2014’.
K. Nanda (Addl. Chief Secretary, Home Department,
Government of Gujarat), Ms. Mirai Chatterjee 75 Management Development Programmes were
(Director, Social Security, SEWA), Dr Sudarshan also organised during this month.
Iyengar (Vice Chancellor, Gujarat Vidyapith), AMA in collaboration with AIMA, organised a
Mr. Rajat Gupta (Director, McKinsey & Co. and co- Shaping Young Minds Programme on 2nd August
author of the study), Mr. Sunil Parekh (Strategic which was addressed by Mr D Shivakumar, Chairman
Advisor, Zydus Group) and Mr. Kartikeya Sarabhai
(Director, CEE).
Another Panel Discussion organised on ‘Union
Budget 2014-15’ was addressed by Dr. Jaynarayan
Vyas, Industry Analyst and Expert, Dr Bakul
Dholakia, Director Adani Institute of Infrastructure
Management and Mr. Mukesh M. Patel, Advocate,
International Tax Expert and Columnist. There was
an overwhelming response with over 450 persons
attended the programme. The Book Launch of
‘Kashmir - The South Asian Panacea’ (translated Gen V P Malik, Former Chief of Indian Army addressing
version) and Lecture on ‘Peace and Cooperation’ the session

31
AIMA | NEWS FROM LMA | JULY 2014
& CEO, PepsiCo India Holdings Pvt. Ltd; Gen V P Malik,
Former Chief of Indian Army; Ambassador Deepak
Vohra, Veteran Diplomat and Mr. B S Nagesh, Vice
Chairman & Non Executive Director, Shoppers Stop
& Founder TRRAIN. The programme was attended by
more than 400 people and was very well received.
Baroda Management Association
Open Forum Members Meet
The first Open Forum Members Meet of the year
2014-15 was held on 3rd July. The office bearers had
an interactive session with the members on various
issues as well as resolved their queries. Various
new innovative ideas were discovered during this
interactive session of the Members Meet.
MDP
A management development programme on
‘Key to Communication’ was held on 4th July.
This programme focused on the interpersonal
perspective of Corporate Communication. The
session was addressed by Ms. Archana Shrivastava, a
well known faculty in soft skill training. Various case
studies, questionnaires and practical exercises were
incorporated in the session.
Mr. Bhaskar Joshi along with the participants
A Stress Management Workshop was held on 18th
July by Mr. Bhaskar Joshi. The programme focused
on basic concepts of stress, its under-lying causes
and symptoms in terms of physical, mental and
environmental aspects.
Talk on Union Budget
Dr. Jay Narayan Vyas addressing the audience
A talk on Union Budget was organised by Baroda
Management Association and Parul Group of
Institutes on 19th July at Parul Group of Institutes,
Waghodia. This joint programme witnessed
an overwhelming participation from the BMA
members, students of Parul Group of Institutes as
well as eminent industrialists of Vadodara.
The talk was preceded by felicitation of Dr. Jay
Narayan Vyas, Eminent Economist and Thinker
and Dr. Bakul Dholakia, Director, Adani Institute of
Infrastructure Management and Former Director of
IIM, Ahmedabad by Baroda Management Association
and Parul Group of Institutes. Dr. Jay Narayan Vyas
and Dr. Bakul Dholakia were the eminent speakers
who highlighted the various economic issues
pertaining to the Union Budget 2014.
Workshop
A workshop especially designed for children on
Dining Etiquette was held at BMA on 26th July. This
session was conducted by Ms. Meghavi Vyas, a well
known trainer in this field. The practical session
saw great enthusiasm from the children which was
32
AIMA | NEWS FROM LMA | JULY 2014

followed by a short quiz and a video clipping on issues between India and Pakistan of this book and
table manners. involvement of third parties, a significant factor in
the management and resolution of international
conflicts.

Bharuch Management Association

Ms. Meghavi Vyas along with the children participants
Book Discussion
MDP
A one-day Management Development Programme
(MDP) on ‘Grooming & Image-Building’ was
organised on 18th July. The programme was led by
Coach, Trainer, Author from Ahmedabad, Ms. Rama
Moondra. The topics covered were basics of business
etiquettes like the handshake, business card
etiquette, the skill of making small talk, making that
great first impression, dress for success, telephone
etiquettes etc.

Dignitaries launching the book ‘The Role of mediation in

India – Pakistan Conflict: Parameters and possibilities’
Participants with Ms. Rama Moondra

BMA sighted 6 prominent book launches in the year Evening Talk

2013-14 under the title ‘Interact with Authors’. The
first book release was held for the year 2014-15 by
Dr. Amit Dholakia, Professor of Political Sciences and
Officer on Special Duty (Registrar) at MSU, Vadodara
on the topic ‘The Role of Mediation in Resolving India
– Pakistan Conflicts: Parameters and Possibilities’.
The talk started with the welcome and introduction of
the author by Ms. Rajal Chattopadhyay, Chairperson
of the Book Café Committee. He outlined the basic
Mr. Heital Yaagnik being felicitated.

33
AIMA | NEWS FROM LMA | JULY 2014

An Evening Talk on ‘Competitive Intelligence’ by Workshops

Mr. Heital Yaagnik, Speaker, Trainer and Consultant
in the field of Competitive Intelligence was held on
19th July at Bharuch.

Bombay Management Association

Annual General Meeting
The 60th Annual General Meeting of BMA was held
on 2nd July. Mr. Niteen Bhagwat, Executive Director
& CEO, Asterii Analytics took charge from Mr. Yogi
Sriram, Senior Vice President, Corporate HR, Larsen &
Toubro and shared with the members his vision and Faculty Mr. Vincent D’Silva, with Mr. V. Sarangapani,
plans. Executive Director and the participants

The other members of the Executive Committee

A workshop on ‘Business Writing Skills’, by Mr. Vincent
include Vice President – Mr. Suresh Mhatre, Vice
D’Silva, Executive Director of Silva Management
President, Tata Consultancy Services Limited; Hon.
Services was conducted on 25th July. The workshop
Secretary - C. S. Pramod Shah, Practicing Company
was interactive and was a great learning for all. At the
Secretary & Corporate Consultant; Hon. Treasurer Mr.
end of the one day workshop, all the participants,
Satya Prakash Agarwal, Director & CEO, S P Agarwal
apart from gaining knowledge, also received
Associates; Immediate Past President - Mr. Yogi
certificates.
Sriram, Senior Vice President, Corporate HR, Larsen
& Toubro. A half-day workshop on Graphology by Dr. Parag
M Khatri was conducted on 26th July. It was a great
To mark the occasion of the Diamond Jubilee, BMA
learning for all.
published a souvenir giving a glimpse of the key
events in the past 60 years.

Faculty Dr. Parag M Khatri with Mr. V. Sarangapani,

Release of the Diamond Jubilee Souvenir by Mr. Yogi Executive Director and the participants
Sriram, Mr. Niteen Bhagwat, Mr. Pramod Shah, Mr. SP
Agarwal, Mr. Bhaskar Joshi, Mr. V. Sarangapani and
Ms. Divya Ramakrishnan.

34
AIMA | NEWS FROM LMA | JULY 2014
Bhopal Management Association
Dr M N Buch addressing at the programme
Bhopal Management Association (BMA) organised
an Expert Lecture on ‘Central Budget 2014-15’
on 13th July at Bhopal. Dr. M. N Buch, IAS (Retd.)
Chairman, National Centre for Human Settlements
& Environment was the Guest Speaker. Mr. Subhash
Vithaldas, Executive Member, BMA presided over the
function, Mr. Vishwas Ghushe, Acting Secretary was
the coordinator of the programme, Mr. G. K Chhibbar,
Executive Member, BMA presented the memento
and Dr. Mahesh Shukla, Executive Member, BMA
gave the vote of thanks.
Calicut Management Association
Annual General Meeting
Mr. P. K. Narayanan addressing the XVIII Annual General
meeting of CMA
The XVIII Annual General Meeting of the Calicut
Management Association (CMA) was held on
25th July at Kozhikode. The meeting began with a
welcome and Presidential Address by the President
Mr. P. K. Narayanan. The report for the year 2013-14
was presented by the Secretary, Mr. H. Pradeep. The
annual audited accounts were presented by Mr. P.
Akhin, Treasurer.
Dr. P. Mohan, returning officer presented the report
on the elections to the Managing Committee. 7 new
members were elected to the Managing Committee
in addition to the existing 7 members continuing for
the second year, without elections. The meeting was
attended by 27 members of CMA.
Chandigarh Management Association
Dr Anshu Kataria, President, CMA along with EC Members
and Past Presidents of CMA
1st EC Meeting
After successful elections of CMA executive for the
year 2014-15 held in the month of June, Dr Anshu
Kataria took the charge as President of Chandigarh
Management Association (CMA) in the executive
committee meeting of the association. The other
elected office bearers are Mr. Jagtaran Singh Nayyar,
Vice President; Er Sandeep Singh, Secretary General;
Mr. T. S. Chhabra, Joint Secretary; Mr. Ashok Verma
35
AIMA | NEWS FROM LMA | JULY 2014

Treasurer, other EC Members and the Past Presidents and Thomas Assessments Pvt Ltd. conducted the
of CMA. The committee also co-opted two 4th HR Conclave on ‘Changing Role of HR as Capacity
Organisational Members to complete the statutory Builder and Change Champion’ and 2nd DMA-
requirement of the executive formation. The Thomas International Awards for Excellence in HR
co-opted organisations included Universal Group of on 4th July.
Institutes and Bodh Group of institutes.
The Programme Director was Mr. Yogesh Misra,
Vice President & Head Consulting People Metrics
Delhi Management Association and Thomas Assessments and the other speakers
Book Launch included Dr. A K Balyan, MD & CEO, Petronet
LNG; Dr. Y V Verma, Former COO, LG Electronics;
DMA in collaboration with Harper Collins Publishing
Mr. Jatin Mahajan, Managing Director, J Mitra & Co.
India organised the book launch ceremony of ‘At
Pvt. Ltd.; Mr. A Sundara Rajan, Founder & Director,
the Helm’ by Mr. V Krishnamurthy, former CMD,
Thomas Assessments Pvt. Ltd; Ms. Veena Swarup,
BHEL on 30th June. Mr. C S Verma, Chairman, SAIL
Director-HR, EIL; Mr. Sameer Khanna,VP and Head
spoke on life history of V Krisnamurthy, followed by
HR - Region India, Ericsson India; Mr. Amit Malik,
Dr. A K Balyan, MD & CEO, Petronet LNG & President,
Chief Human Resource Officer, Aviva India; Dr.
DMA, who expressed his gratitude and appreciation
Maninder Singh Khalsa, Head-Talent Development
to Mr. Krishnamurthy; Mr. B Prasad Rao, CMD, BHEL
& Field HR Management, Viom Netwroks;
also shared his thoughts during the event. Dr. Y
Mr. Manmohan Bhutani, Vice President & Head – HR,
Venugopal Reddy, Chairman, Finance Commission
Fiserv amongst others.
of India & Former Governor, Reserve Bank of India
and Chief Guest of the event launched the book.
Dr. Mr.ityunjaya B Athreya, Management Advisor
moderated the session.

(L-R) Mr. Jatin Mahajan, Dr. A K Balyan, Dr. Y V Verma

and Mr. A Sundara Rajan

The conclave culminated with the 2nd DMA- Thomas

Assessments National Award for Excellence in Talent
(L-R) Mr. B Prasad Rao, Mr. V Krishnamurthy,
Management. Distinguished HR Professionals and
Dr. Mrityunjaya B Athreya, Dr. Y Venugopal Reddy, Mr. C S
Verma and Dr. A K Balyan organisations were felicitated for the foot prints
that they have created in the area of HR & Talent
HR Conclave
Management.
DMA in collaboration with People Metrics Pvt Ltd.

36
AIMA | NEWS FROM LMA | JULY 2014
Award Winners at the 2nd DMA-Thomas Assessments
National Award for Talent Management
Dr. Saugata Mitra, Chief People Officer, Mother
Dairy and Mr. Rohit Agarwal, Vice President, NIIT got
individual award for excellence in the areas of Talent
Management. Mr. Rajan Pandhi, Director, DMA
delivered the vote of thanks.
Ghaziabad Management Association
Annual General Body Meeting
The meeting in progress
The 31st Annual General meeting of GMA was held
on 30th July and was attended by a good number
of members. Mr. Amit Agarwal, the Hony. Secretary
shared the GMA activities during the year and Mr.
Madhusudan Kapoor, Taxation consultant of GMA,
shared the salient features of the GMA Audited
accounts of 2013-14. Mr. Arun Aggrawal, the
President briefly outlined the actions taken during
his period of incumbency and CA Mr. Anil Agarwal,
member, gave a presentation on the proposed way
forward for the association.
Training Programme
GMA in association with ABES Engineering College
organised a two day programme on ‘Excel Tips and
Techniques’ on 11th & 12th July at ABES Engineering
College Campus, Ghaziabad.
This programme was developed for enhancing the
proficiency of staff, keeping in mind the extensive
usage of Microsoft Excel Work Spreadsheet in day
to day working. There were 27 participants from
industry/ institute in the workshop and each one
of them was extremely satisfied with their learning
from the training.
Felicitation of the programme faculty
Guwahati Management Association
Guwahati Management Association conducted a
discussion on ‘Union Budget 2014 and Its Impact’
on 24th July in Guwahati. Prof. Dilip Barua, noted
Economist and Former Principal Cotton College and
Mr. H. N. Das, IAS (Retd) Former Chief Secretary, Govt.
of Assam were present as guest speakers.
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AIMA | NEWS FROM LMA | JULY 2014
Prof. Dilip Barua mentioned about six constraints
affecting India Economy; the current account deficit,
high inflation and slowdown in GDP are inherited
ones, whereas shortage of rainfall, Iraq war and
volatility of petroleum products are not inherited
ones.
(L-R) Mr. Dhireswar Gohan, GMA Director; Mr. Hareswar
Tadulkar GMA Director; Former Chief Secretary; Mr. H N
Das Prof Dilip Barua Economist and Satinder Anand, Vice
President GMA
The meeting was inaugurated by Mr. Hareswar
Talukdar and Mr. Satinder Anand, Vice President,
GMA, offered the vote of thanks. There were about
100 participants in the meeting.
Hardwar Management Association
Ms. Reena Gupta delivering her talk
Coping with Learning Disabilities
HMA organised a special programme on the subject
‘Coping with Learning Disabilities’ which was mainly
intended for educators and parents. The chief
speaker for the programme was Ms. Reena Gupta,
Director, MINDSERA, New Delhi. This awareness talk
was widely attended by members of HMA along with
their family, heads and teachers of various schools in
and around Haridwar including Delhi Public School,
Kendriya Vidyalaya, St. Mary’s, etc.
Industrial Visit
Hero MotoCorp, Haridwar (HMCH), which is the
world’s largest 2-wheeler manufacturing plant
played host to an enthusiastic group of HMA
members on 31st July. HMCH’s Business Excellence
team made a presentation on how the TPM culture
has been imbibed in the day to day working of the
plant. A visit to the shop floor was an enriching
experience for the members as the assembly line
was producing motorcycles at the rate of one bike
at almost 18 seconds. HMCH Plant Head, Mr. Mukesh
Goyal also addressed the visiting group.
HMA members along with Plant Head of Hero MotoCorp,
Mr. Mukesh Goyal
Indore Management Association
Training@Doorstep Workshop
Indore Management Association (IMA) organised
38
AIMA | NEWS FROM LMA | JULY 2014
Training@Doorstep, a one-day workshop on 8th July
at Gajra Gears Pvt. Ltd. Dewas and15th July at Mahle
Engine Components India Pvt. Ltd, Pithampur.
The module for the workshop was Personality
Development – Essentials of Credibility, Composure
& Confidence’ and the speaker for the session was
Ms. Gul Parvez, Founder, Panache.
Ms. Gul Parvez during the workshop at Mahle Engine
Components India Pvt. Ltd, Pithampur
Ms. Parvez laid stress on Motivation, Conversation
and Listening Skills, Importance of Positive attitude
and Commitment. She also gave an insight on
Corporate and International Business etiquette as
well expected cordial behaviour towards female
employees.
Film Show
Film Show of the movie ‘Vertical Limit’
IMA organised a film show of ‘Vertical Limit’ for
management professionals and students on 16th
July. The moderator for the session was Mr. Rakesh
Jain, Trainer, Outdoor Learning Resources.
Workshop
CA Sunil Jain during the workshop
IMA organised a two day exclusive workshop for
corporate & individuals on 16th & 17th July at Indore
on the topic ‘Company Law & Direct & Indirect Taxes’.
The speakers for the session were CA. Arvind Chawla,
CA. Sunil Jain, CA. Manish Dafria, CA. Girish Agrawal,
CS. Ashish Garg and CA. Navin Khandelwal.
IMA organised a one-day workshop on 29th July on
‘Excelling as highly effective team’ and the speaker
for the session was Mr. Rakesh Jain, Director, Outdoor
Learning Resources, MBA, Life coach of NLP.
Mr. Rakesh Jain during the activity
39
AIMA | NEWS FROM LMA | JULY 2014

Kerala Management Association the year. As a part of recognising the efforts of those
who made the presentations it was decided to present
Annual General Meeting
two best lectures with an award each, on the day of the
AGM. The awards were given away to Mr. P. Jayaraman,
Management consultant and Mr. Monish V. T, BPCL
Cochin Refinery.
Annual Day Lecture
KMA Annual Day lecture and Award Presentation of
the Manager of the Year Award 2014 was held on 8th
July at KMA. Mr. Shyam Srinivasan, MD & CEO, Federal
Bank Ltd. was the Chief Guest and the keynote speaker.
He addressed KMA on the topic ‘Re-imagining India’.
Mr. Bejoy Bhasker, Chief General Manager (Design &
President Mr. S. Rajmohan Nair addressing the 56th Annual
General Body Meeting Defence Projects), Cochin Shipyard Ltd was selected for
the Manager of the Year Award this year by an eminent
The 56th Annual General Body Meeting of KMA and
jury panel.
election to the Managing Committee for the post of
eight vacancies for the year 2014-15 & 2015-16 were
held on 4th July at Kochi.
Members Forum

Mr. Shyam Srinivasan delivering the Annual Day Lecture

Management Education Programme

Mr. Venugopal C. Govind releasing the book
A one day orientation programme for Ph.D aspirants
A book titled ‘Design Your Desires’ authored by Dr. T. K.
was held on 10th July. The programme was inaugurated
Raman, Chairman, TILT and Member KMA was released.
by Dr. Paulose Jacob, Pro Vice Chancellor In-Charge
The book was released by Management Guru, Mr.
of the Vice Chancellor, Cochin University of Science
Venugopal C. Govind by handing over the first copy to
and Technology. The resource persons are founding
President KMA.
members of Socio-Economic and Management
Members Forum Presentations were a new initiative Research (SEMaR) Institute, Cochin.
started this year and nine lectures were held throughout

40
AIMA | NEWS FROM LMA | JULY 2014

Meerut Management Association

Dr. K. Paulose Jacob delivering the inaugural address

(L-R) Dr. Anil Bansal, Chairman of Disha School of

Mangalore Management Association Mentally Retarded and Spastic Children; Mr. S. K.
Jain, Chairman of Vidya Prakashan Mandir Limited;
Mangalore Management Association (MMA) in Mr. Rajeev Jain, President Meerut Management Association;
Mr. Trilok Anand, Guest of Honour; Mr. Himanshu Shekher,
association with S.D.M. PG Centre for Management
Director, Manohar Lal & Sons & Mr. Jitendra Kumar, ICAI
Studies & Research, Mangalore organised a talk on and senior member, MMA
‘Role of Talent Management in HR’ by Dr. K. Rajesh
Nayak, Director-Training, College of Banking &
Meerut Management Association organised a
Financial Studies (Under Central Bank of Oman),
felicitation programme on 11th July at Western U.P.
Muscat, Sultanate of Oman on 25th July at SDM
Chamber of Comm. & Industry, Meerut Cantt. The
College of Business Conference Hall, Mangalore.
topic was ‘Successful Entrepreneurs of Meerut’. MMA
Mr. M. R. Vasudeva , President of MMA welcomed the
honoured four entrepreneurs of Meerut from
gathering. Prof. J.H.G. Anchen, Vice President, MMA
different fields. The programme was coordinated by
introduced the Chief Guest.
Ms. Priyanka Jain.

Patiala Management Association

Dr. K. Rajesh Nayak, speaking on ‘Role of Talent

Management in HR’

Mr. J D Ghai being feleicitated

41
AIMA | NEWS FROM LMA | JULY 2014
Patiala Management Association organised a talk
by Mr. J D Ghai, CEO, SantaBanta.Com on 4th July
at Thapar C Hall. The programme was attended by
nearly 80 people and was very well received.
Rajkot Management Association
Lighting of the lamp
Rajkot Management Association arranged an
Innovative Seminar called ‘Stress Relief though
Excelling at Work Place’ for all Government
Employees of Gondal Taluka of Rajkot District. The
programme was addressed by Mr. Neerad Trivedi, Mr.
P. M. Jadeja and H.H. Apurva Swami. Topics covered
in the seminar including Stress Management, Time
Management and Life Management. A unique Stress
Test-Health Check up Camp for all government
employees was also arranged by Health Department
at the venue. The seminar was largely acclaimed and
appreciated by all participants.
Trivandrum Management Association
Evening Lecture Meeting
Trivandrum Management Association organised an
evening lecture for TMA Members on ‘Advertising
and the Consumer’ by Mr. Mohan A. Chandy,
Management Consultant on 29th July. Mr. R. Suresh
Mohan, Past President, TMA, presided over the
function, Mr. T. A. Krishnamoorthy, Hon. Secretary
delivered the welcome address and Mr. B.S Basanth
Kumar delivered the vote of thanks. The programme
was well attended with a large number of TMA
members and family.
Mr. Mohan A Chandy, Management Consultant addressing
the TMA members and family
Training Programme
Trivandrum Management Association organised
a one day training on ‘Recenter Performance and
Enhance Results’ by Dr. R. Prakash, Management
Trainer on 30th July. Mr. A. S. Suresh Babu,
President, TMA inaugurated the programme, Mr.
P. G. Mathew, Chairman, Training sub-Committee
delivered the introduction of the topic and Mr. T. A.
Krishnamoorthy, Hon. Secretary, TMA delivered the
vote of thanks. The programme was well attended
with a good participation from various organisations.
Dr. R. Prakash addressing the delegates
42
AIMA | AIMA EVENTS CALENDAR | JULY 2014

AIMA Events Calendar

Event Conference Director Venue Date

Workshop on Project New Delhi 20-23 August 2014

Management Leading
to Globally Recognized
IPMA Level D
Certification
Marketing Retreat D Shivakumar Goa 22-24 August 2014
Chairman and CEO
PepsiCo India
Holdings
Pvt Ltd
Faculty Development New Delhi 28-30 August 2014
Program on Case
Teaching & Case
Writing Workshop
Management New Delhi 04 September 2014
Development Program
on Finance for Non-
Finance
40th National Regionals
Competition West 07 – 08 August 2014
for Young Managers: East 22 – 23 August 2014
Ruby Jubilee South 22 – 23 August 2014
North 28 – 30 August 2014
Grand Finale 13 September 2014
Workshop on New Delhi 25 September 2014
Effectiveness for Women
Professionals
11th National Regionals
Competition for Young East 21-22 August 2014
India West 04-05 September 2014
South 11-12 September 2014
North 18-19 September 2014
Grand Finale 26 September 2014

44
AIMA | AIMA EVENTS CALENDAR | JULY 2014

Event Conference Director Venue Date

41st National New Delhi 23-24 September

Management 2014
Convention
Shaping Young Minds Bharuch 09 October 2014
Programme
18th Student North 17–18 September 2014
Management West 03–04 October 2014
Games (SMG 2014) Online 07–08 October 2014
South 24–27 October 2014
Hyderabad 28–29 October 2014
Grand Finale 01 November 2014
Lean Summit Bangalore 05-06 November2014
Young Leader's Retreat Shivinder Mohan Goa 14-16 November2014
Singh & Vineet
Agarwal

Workshop on Innovation Soumitra Dutta, New Delhi 24 November 2014

Anne and Elmer
Lindseth, Dean
and Professor of
Management,
Samuel Curtis Johnson
Graduate School of
Management,
Cornell University
South Asia Conclave Lahore, Pakistan 20-21 November 2014
National Management Pan India November- December
Quiz 2014

15th National Chennai 29 November 2014

Management Quiz For
Corporates and 2nd HR
Quiz
Four Day Workshop on New Delhi 01 December 2014
the Totality of Project
Management

45
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Specializations offered in
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All India Management Association
Management House, 14, Institutional Area, Lodhi Road, New Delhi-110 003
Tel: + 91 11 2464 5100 , 4312 8100 Extn. 705/ 710/722/734, Fax: + 91 11 2464 3035
Email:pgdm@aima.in, pgditm@aima.in, pgcm@aima.in, acm@aima.in www.aima.in
 All India Management Association
Management House, 14 Institutional Area, Lodhi Road, New Delhi-110003
Tel.: 011-24645100, 43128100 ; Fax: 011-24626689,
Website: www.aima.in