Escolar Documentos
Profissional Documentos
Cultura Documentos
M A N A G E M E N T T I M E S
JULY 2014
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
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Managing India Awards 2014
AIMA SNAPSHOTS
12 LEARNING AND SKILLS DEVELOPMENT SUMMIT 18 INTERACTIVE SESSION
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AIMA | MANAGING INDIA AWARDS | JULY 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 Hospitals Group, said, “They are all remarkable
various fields, the AIMA felicitated some of the nation builders and have set examples that can
significant achievers of the nation at the AIMA be role models for others.”
Managing India Awards ceremony held on 6th
August 2014 in New Delhi.
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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.
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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.
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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
2 3 4
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9 10 11
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18
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AIMA | SNAPSHOTS | JULY 2014
(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
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AIMA | SNAPSHOTS | JULY 2014
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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.
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AIMA | SNAPSHOTS | JULY 2014
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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 Through AIMA’s Business Simulation, students
learning experience through AIMA’s Business experienced running of a business house,
Simulation Programme, ‘Chanakya’. AIMA with reports capturing correlations between
conducted four days of simulation as a management decisions and outcomes. Faced
part of the KIIT Induction Programme from with the challenge of formulating strategies,
15th-18th July 2014 for 420 students. KIIT rolled students used this opportunity to try new
out the initiative for the first time considering tactics, translate unfamiliar concepts and take
new age youngsters who require much more risks in a risk-free environment. AIMA believes
than class room transactions towards learning in preparing students right from the beginning,
business and management. 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
Few decisions in an executive’s career are as complex Insight into the process by which successful
or sensitive as a multibillion-dollar investment with managers make such decisions is hard to come
a payback timetable that can stretch on for decades. by.1By their nature, projects of this size are highly
The right call can positively transform a company’s individual and fairly rare, so quantitative data
value. The wrong one can damage the company’s typically are insufficient to reliably calculate the root
share price, draw public criticism, and perhaps even causes of failed investments. And qualitative data
cost responsible managers their jobs. are hard to generalize about, given big differences
among the practices of various companies and
Preparing to make big-ticket investment
industries.
decisions
To get at what it takes to prepare for such high-stakes
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AIMA | FEATURES | JULY 2014
decisions, we interviewed executives from sectors location, for example, it’s easier to get good
where big-ticket investments regularly arise— information on building a prerequisite railway line
natural resources, utilities, heavy industrials, and through difficult topology than it is to build the entire
even pharmaceuticals—and pooled our collective project’s business case. Moreover, companies can
experience. Despite variations among sectors and use the actual cost of comparable railway projects to
projects, we concluded that many good practices in get a feel for the likely range of investment required.
interviewees’ decision-making processes could be This analysis is really about understanding those
more widely applied, both within capital-intensive factors that will affect costs, and then making useful
industries and indeed in any company that faces comparisons, such as cost per kilometer of railway
a material investment decision. These include track.
examining the handful of characteristics that are
Swing factors vary from industry to industry.
most critical to a project early in the process of
Managers will be familiar with most of them when
evaluating an investment proposal, employing
past experience and familiar technologies are
both quantitative and qualitative insight in risk
involved but may be mistaken or blindsided by
discussions, and keeping decision biases in check.
others that are only revealed through analysis. In
Start with the swing factors the case of mining, as the example above suggests,
a common swing factor is the cost of putting in
Due to their long-term nature, large, complex
place the infrastructure to deliver a bulk product
projects have many more uncertainties that affect
to market. For other mining companies, additional
revenue, cost, and investment than do smaller ones.
swing factors might be highly unusual and project-
Development and construction alone can span a
specific, such as the cash and reputation costs of
decade or more, and a project’s operating life can
resettling a community living too close to a planned
last several times longer than that. And over that
mine. An early look at political and regulatory risk
time, there’s often little correlation among factors
can also be important, leading many resource
such as global commodity prices, local labor costs,
companies to avoid certain geographies entirely,
and geological characteristics.
despite compelling geological opportunities.
One approach to managing this challenge is to focus
Even after making an initial decision to invest, some
analysis on those material factors where uncertainty
managers shift their attention as a project evolves,
is greatest before jumping fully into the detailed
looking for other swing factors that may have arisen
business plan that such investments require. These
along the way. Has the price outlook changed, for
factors are what one practitioner we spoke with
example? Is the project on time, with cost and capital
calls “the most critical swing factors.” Looking back
expenditure under control? In bad cases, projects
and rigorously evaluating why projects failed or
can take twice as long as planned and cost double
succeeded, “You find very few factors that really
the original projections, while producing less output
made the difference,” he says. “You analyze them as
than expected. Substantial write-offs will follow. In
best you can, then set aside the projects that don’t
any industry, the realization that the company has
look great—even if other factors seem attractive.”
overpaid for a large acquisition can result in public
When considering a mining project in a remote criticism.
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Business is being asked to do more than ever to solve business can be to partner up—with governments,
social and environmental problems.1 As a result, a investors, local communities, nongovernmental
growing number of leading companies are taking organizations (NGOs), and other companies. Think
the challenge of sustainability seriously, not only of these partnerships as distinctive and complicated
to reduce their environmental footprint and bolster joint ventures, often with multiple parties.
their reputations but also to improve operations and
Such collaborations often go through phases—
financial performance.2
good, bad, and sometimes ugly, particularly in the
Many ecosystem challenges cross jurisdictional early days. The Marine Stewardship Council (MSC),
boundaries and require systemic changes beyond a partnership that sets standards for the fishing
the capabilities of individual companies or even of industry, struggled in its first few years with high staff
an industry. In these cases, the best approach for turnover and unstable funding. In the past decade,
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AIMA | FEATURES | JULY 2014
however, it has become a force. Its certification is the subject of significant public debate.
standards cover 10 percent of the global seafood
Sometimes external events can force different
harvest, and almost a quarter of global shoppers
players to acknowledge that change is necessary.
recognize the MSC label. This covers more than
The collapse of the North Atlantic’s Grand Banks
20,000 products sold in over 100 countries.
cod fisheries in the early 1990s made commercial
To understand how to make these collaborations fisheries much more interested in sustainable
work, we interviewed dozens of business, harvesting practices, laying the ground for the birth
government, and NGO leaders. From this research, of the MSC.
we identified seven essential principles of success.
A small problem can be more difficult to collaborate
Identify clear reasons to collaborate around than a big one because the reward for
“The effort needs to help each partner organization solving it does not excite people or justify the
achieve something significant. Incentives such as effort involved. It also helps to stay in the limelight.
‘we’ll do this for good publicity’ or ‘we don’t want to Although no one should join a collaboration just
be left out’ are not sufficient.” for PR reasons, publicity and progress can go hand
in hand. Attention can bring more support, add
—Nigel Twose, director of the Development Impact
credibility, and generate momentum.
Department, International Finance Corporation,
World Bank Group A partnership to enhance food security in Africa
seems to be off to a good start in this regard. In
When organizations sign up for a sustainability
2011, the World Economic Forum worked with
partnership simply because they don’t want to say
the African Union to create Grow Africa, a public–
no or be left out, commitment can be weak. Founders
private partnership platform focused on increasing
of a nascent partnership must instead identify
private investment in African agriculture. And in
strong incentives: for instance, maintaining a license
2012, US president Barack Obama threw the G8’s
to operate or ensuring the long-term endurance of a
weight behind this partnership approach for African
profitable resource or input such as fish stocks, clean
agriculture by announcing the New Alliance for
water, or forests. If participants cannot pinpoint such
Food Security and Nutrition. By the end of 2012, the
motivations, that may be a sign that the mission is ill
G8’s New Alliance and Grow Africa worked closely
defined.
to secure more than $3 billion in private-sector
Any collaboration must make sense for all parties, investment commitments from nearly 50 local and
whether their primary interests are commercial, global companies.
environmental, or social. Enlightened self-interest
Find a ‘fairy godmother’
is the only genuinely sustainable motive. That was
certainly true for the companies that set up Canada’s “It is important to have a core of totally committed,
Oil Sands Innovation Alliance. This is an alliance of knowledgeable people who would die in a ditch for
companies that mine oil out of Canada’s bituminous what the organization is trying to achieve.”
sands; their goal is to share R&D in order to improve —Environmental NGO campaign head
the environmental performance of an industry that
Behind most successful collaborations are one or a
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AIMA | FEATURES | JULY 2014
few organizations that are willing to invest more than Unilever and cofounder of the MSC
their share of financial, human, and political capital
One certain way for a collaboration to stall is when
to make the effort a success. Coordinated action can
the partners have different agendas. To guard
be difficult because first movers take the biggest
against this, set an aspirational goal that everyone
risks, while later entrants can benefit without much
agrees on—preferably, one that could fit neatly
investment at all—and so the temptation is to come
on a bumper sticker. The collaboration should be
in late. But someone has to start or nothing will
anchored by an exciting, big idea and create a vision
happen. “Fairy godmothers” stop that from coming
that others will mobilize behind. Don’t be afraid
to pass. They take on much of the risk and provide
that it could also mobilize opposition; if there is
the generosity and sheer force of will that helps to
no pushback, it may be a sign that the goal is not
build trust.
ambitious enough.
Any high-performing, credible institution can be a
The MSC shows how this can work. It started
fairy godmother, as long as it is passionate, credible,
as a collaboration between Unilever and the
and courageous. GE, through CEO Jeff Immelt, took
World Wildlife Fund (WWF) in 1997; at the time,
on this role for the United States Climate Action
Unilever was the world’s largest fish retailer. Each
Partnership (USCAP) in 2007, driving the start-up
organization faced challenges in starting the
phase and recruiting other companies to join.
partnership. Some nonprofits criticized the WWF
Set simple, credible goals for, in their opinion, compromising itself by working
with a multinational company. Unilever’s leadership
“[The NGO and the private sector] had different
was divided on whether this was a good idea. Many
motives but the same objective: ensure sustainable
fishing companies and some governments opposed
fish stocks.”
developing marine sustainability standards.
—Antony Burgmans, former chairman and CEO of
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
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AIMA | FEATURES | JULY 2014
traceability; these are reviewed on a regular basis. In as representatives of companies with competing
1999, the MSC began operating as an independent interests become a cohesive group working toward
nonprofit, free of Unilever’s and WWF’s control. a common goal.
Get professional help Dedicate good people to the cause
“It is very important to have an honest broker. The “If a company like ours believes something is
facilitator must be neutral and very structured and strategic, then we resource it like it is strategic.”
keep people moving along at a brutal pace. You
—Neil Hawkins, corporate vice president of
need someone who can bring things to a close.”
sustainability, Dow Chemical
—Darrel Webber, secretary general, Roundtable on
If member organizations decline to dedicate
Sustainable Palm Oil (RSPO)
qualified staff, check that those organizations have a
Most collaborations need a facilitator to get started. clear reason to participate and ask why they are in the
When organizations come together, they each have collaboration. If good people are not volunteering,
their own incentives, biases, and organizational they may need greater security, which a fairy
cultures. These can clash. Odds of conflict are godmother provides. Or they might want the clarity
highest when the organizations are competitors or that simple, credible goals provide: they should
when they are from completely different sectors and know what they’re meant to do and that it’s worth
cultures. The first few months tend to be particularly doing. Working on a major collaboration should
rough. Members are often slow to commit staff, be an exciting career builder, not a dead end. The
and the tendency is to wait for others to offer collaboration’s vision is particularly important at the
resources first. By pooling funds for a facilitator, the beginning, when the effort is like a start-up. Talented
collaboration can progress, even when staffing is still individuals will give their all when they believe in the
under negotiation. goals. As one of the participants in USCAP said, “If I
were to put anything on my tombstone, it would be
In establishing the certification standard for palm oil,
this effort.”
for example, the RSPO needed to create a consensus
among seven distinct interest groups, ranging Internally, it’s important to dedicate senior
from environmental nonprofits to palm growers. leadership. Without leadership, middle management
It took two years of negotiation to develop RSPO’s often lacks the incentive to take action, as well as
first standard. In reflecting on the arduous process, the necessary decision-making power. Instead,
RSPO’s chief executive credited the independent, it tends to favor business as usual. Cross-sector
third-party facilitator with keeping the discussions collaborations are inherently “business as unusual.”
(even heated ones) going until the parties could find Successful collaborations, at least at the start, are led
common ground. by senior leaders from the founding organizations.
When Yara, a Norwegian fertilizer company, agreed
Over time, as trust and confidence build and as the
to become cochair of Grow Africa, it dedicated a
group moves from design to institutionalization, a
senior vice president to the role and supported it
successful collaboration can and should phase out
with the sustained public engagement of its CEO.
the facilitator. Ideally, individuals who started out
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AIMA | FEATURES | JULY 2014
Be flexible in defining success change the world in precisely the way you intend,
it can still change the rules of the game in a positive
“Partners think that collaboration will change the
way.
world. Then it doesn’t, and they think that it failed.
But often the collaboration changed something— Prepare to let go
the way some part of the system works and delivers
“I’ve been absent from the FSC since 1997. The
outcomes. It is a matter of understanding the
organization had been born and was a teenager
nature of change itself.”
and needed to go off and find a job and do its own
—Simon Zadek, visiting fellow, Tsinghua School of work.”
Economics and Management, Beijing
—NGO campaigner associated with the formation of
Success may come from unexpected directions. Be the FSC
ready to embrace it—and build on it.
At some point, the partnership will either wind down
USCAP set out to pass national cap-and-trade or become an independent entity. That process
legislation. While that did not happen, 11 US states should be planned for.
have instituted such systems, and many countries
Some collaborations are designed to achieve a
are implementing or considering them. Is any of
certain objective. Once that objective has been
this directly attributable to USCAP? No. But did the
achieved, or once the window for achieving it has
partnership help to pave the way by developing a
closed, it’s time to shut the door. No collaboration
business-friendly approach? Quite likely.
should be kept alive beyond its useful lifetime.
Similarly, the MSC is changing the fishing industry
Others evolve into permanent, self-sustaining, and
beyond the 10 percent of fisheries that have signed
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).
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News from LMAs
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.
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AIMA | NEWS FROM LMA | JULY 2014
& CEO, PepsiCo India Holdings Pvt. Ltd; Gen V P Malik, July by Mr. Bhaskar Joshi. The programme focused
Former Chief of Indian Army; Ambassador Deepak on basic concepts of stress, its under-lying causes
Vohra, Veteran Diplomat and Mr. B S Nagesh, Vice and symptoms in terms of physical, mental and
Chairman & Non Executive Director, Shoppers Stop environmental aspects.
& Founder TRRAIN. The programme was attended by Talk on Union Budget
more than 400 people and was very well received.
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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.
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Bhopal Management Association 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
Dr M N Buch addressing at the programme the second year, without elections. The meeting was
attended by 27 members of CMA.
Bhopal Management Association (BMA) organised
an Expert Lecture on ‘Central Budget 2014-15’
on 13th July at Bhopal. Dr. M. N Buch, IAS (Retd.) Chandigarh Management Association
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.
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. P. K. Narayanan addressing the XVIII Annual General Mr. T. S. Chhabra, Joint Secretary; Mr. Ashok Verma
meeting of CMA
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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.
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AIMA | NEWS FROM LMA | JULY 2014
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AIMA | NEWS FROM LMA | JULY 2014
Prof. Dilip Barua mentioned about six constraints HMA organised a special programme on the subject
affecting India Economy; the current account deficit, ‘Coping with Learning Disabilities’ which was mainly
high inflation and slowdown in GDP are inherited intended for educators and parents. The chief
ones, whereas shortage of rainfall, Iraq war and speaker for the programme was Ms. Reena Gupta,
volatility of petroleum products are not inherited Director, MINDSERA, New Delhi. This awareness talk
ones. 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
(L-R) Mr. Dhireswar Gohan, GMA Director; Mr. Hareswar plant. A visit to the shop floor was an enriching
Tadulkar GMA Director; Former Chief Secretary; Mr. H N
experience for the members as the assembly line
Das Prof Dilip Barua Economist and Satinder Anand, Vice
President GMA was producing motorcycles at the rate of one bike
at almost 18 seconds. HMCH Plant Head, Mr. Mukesh
The meeting was inaugurated by Mr. Hareswar Goyal also addressed the visiting group.
Talukdar and Mr. Satinder Anand, Vice President,
GMA, offered the vote of thanks. There were about
100 participants in the meeting.
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AIMA | NEWS FROM LMA | JULY 2014
Training@Doorstep, a one-day workshop on 8th July IMA organised a film show of ‘Vertical Limit’ for
at Gajra Gears Pvt. Ltd. Dewas and15th July at Mahle management professionals and students on 16th
Engine Components India Pvt. Ltd, Pithampur. July. The moderator for the session was Mr. Rakesh
The module for the workshop was Personality Jain, Trainer, Outdoor Learning Resources.
Development – Essentials of Credibility, Composure
Workshop
& Confidence’ and the speaker for the session was
Ms. Gul Parvez, Founder, Panache.
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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
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AIMA | NEWS FROM LMA | JULY 2014
Patiala Management Association organised a talk delivered the welcome address and Mr. B.S Basanth
by Mr. J D Ghai, CEO, SantaBanta.Com on 4th July Kumar delivered the vote of thanks. The programme
at Thapar C Hall. The programme was attended by was well attended with a large number of TMA
nearly 80 people and was very well received. members and family.
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AIMA | AIMA EVENTS CALENDAR | JULY 2014
45
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