Description
Sceneries associated with lazy holidays rather than
academic rigor and students coming together with industry leaders on a golf course are just a few differentiators of one of India’s newest knowledge showpieces.
Start your Gold Membership to enjoy the full value of The Smart Manager.
Check http://www.thesmartmanager.com/goldmember.aspx for more information.
smart leader india comes to IIM
28 www.thesmartmanager.com
The Smart Manager
Sep-Oct 2011
smart leader
india comes to IIM
a fine balance india comes to iim
north east’s nouvelle vague
ashoke k dutta, iim shillong
pp 52–54
illustration by: nilesh juvalekar
The Smart Manager
Sep-Oct 2011
www.thesmartmanager.com 29
smart leader india comes to IIM
The third fastest growing city in the world1 A tiny city in the
households in India3 A city at the center of the ‘rice bowl’ of India4
‘land of gods’2 The city with the highest number of SEC A
juggling the feudal with the modern8 The sixth fastest job-creating city in
India9 A city best known for rolling hills and rock and roll10 The second best city to
reside in India11 A city switching from tanneries to technology12 A city of lakes and palaces13 1 Ahmedabad 2Kashipur 3Bangalore 4Raipur 5 Calcutta 6Ranchi 7Indore 8Rohtak 9Lucknow 10 Shillong 11 Kozhikode 12Tiruchirappalli 13Udaipur
India comes to IIM
30 www.thesmartmanager.com The Smart Manager Sep-Oct 2011
tribal movement6 The Commercial Capital of Central India7 A city
The city with the second-largest bourse in India5 A city at the heart of a
smart leader
IIM Shillong
Dutta is Director of IIM Shillong.
north east’s nouvelle vague
? ashoke k dutta
SMART SUMMARY Sceneries associated with lazy holidays rather than academic rigor and students coming together with industry leaders on a golf course are just a few differentiators of one of India’s newest knowledge showpieces.
ince its early days, IIM Shillong has always taken into account the role of information and communication technologies and aimed at identifying essential aspects that must be pursued by the stakeholders (entrepreneurs, government, universities, press and others) involved in promoting the institutional incubation process. We have never been afraid to innovate and bring into play new thoughts, which have helped turn disadvantages, such as location per se, into strengths, and this has been well recognized through the Innovation Leadership Award we received recently under the aegis of ‘Asia’s Best B-School Awards’ at Suntec, Singapore.
S
the incubation process for a new knowledge brand such as IIM Shillong
The aims of an incubation process may vary according to the region or location, and for us, the development
52 www.thesmartmanager.com
The Smart Manager
Sep-Oct 2011
north east’s nouvelle vague
by dutta
of an entrepreneurial spirit, increase in the institutioncompany interaction, development of a determined market niche and technological development have been areas of focus. It goes without saying that the incubation period and process is usually the toughest and most important part of a developing institute. Though the brand itself is a major boost, we would not be where we are today without the active participation of key players, especially the state government, which provided us with the necessary infrastructure and strategic support and also allotted a 120-acre campus ground where the permanent campus is currently being developed. Incubation and innovation must go hand in hand.
the creation of a knowledge hotspot
Shillong was well known as a center for excellence in education, which over the years has declined. There have been many critiques during the initial phase of setting up the Institute. Eventually, however, we have been able to bring about public consciousness through our Annual Golf Cup and other activities. I am positively sure that we have managed quite well this far, and IIM Shillong has come up a great distance and is definitely at par with the other IIMs. Our mission to bring in the industry-academia interface is also a step in the right direction, as industry visits can result in business setups and therefore employment and development.
the challenges in faculty selection
This has been a constant challenge for the newer IIMs. Again, the location comes into play, and the North East has had an uncertain security perception far removed from reality. However, our initiatives have proved beneficial and we are now receiving adequate attention. The North East as such has had its fair share of image problems, and it is only when people actually visit the place that they realize the picture is not as bad as projected. The use of technology becomes very important as we draw industry experts, national and international faculty resources through video conferencing and other modes of imparting education.
the interplay with the ‘mother brand’ (IIM)
Various certificate courses are being conducted for the youth of the region by the Institute, running parallel with the flagship program using the available faculty members of the Institute. Though certificates are issued to these participants, all of whom come through a rigorous selection process, I do not think that there is a dilution of the ‘mother brand,’ but rather a value addition by which students who otherwise may not be able to crack the CAT can still experience the educational standard of an IIM. The future belongs to institutions which ride on a vision and serve a clear, definable customer need. The way I see it, the IIM brand, though not completely invincible, has however served the nation by providing quality managers. Institution building is extremely hard work. It is a lot easier to view education as a business and maximize return on investment. While we do not deter from innovating whenever an opportunity arises, at the same time we are humble enough to pick up lessons from the comparatively older IIMs.
the scope for innovation in pedagogy
It is easier to experiment when one does not have any baggage of the past. Therefore, the scope is greater. Innovation is really how we deal with customers, in our case, the students, by creating new exposure or adding new characteristics to existing ones. It is also reflected in the way we design processes or systems, deal with people in the organization, establish the working relationships, etc. The areas in which the disciplines and practices of innovation and breakthrough can add a competitive advantage to an organization are endless.
carving out a distinct identity in the crowded knowledge industry
I have often stated that leadership here is built around the spirit of innovation and service. This core belief is
The North East...has had its fair share of image problems...when people actually visit the place that they realize the picture is not as bad.
The Smart Manager
Sep-Oct 2011
www.thesmartmanager.com 53
north east’s nouvelle vague
by dutta
IIM Shillong has brought to reality the concept of setting up the Centre for Development of the North Eastern Region (CEDNER).
what distinguishes the success of IIM Shillong. We have pioneered and been consistent in our efforts to bring about alleviation of poverty with an inclusive notion of growth and development within the host region. IIM Shillong has brought to reality the concept of setting up the Centre for Development of the North Eastern Region (CEDNER), which today has become a soughtafter entity among various stakeholders in the region, simply because of its committed stance and efforts aimed at responding to local needs. Apart from its commitment to education, the institute also aims to find solutions to issues which concern the society. A few examples of the programs carried out this year under the CEDNER initiative are ‘Effective Judicial Administration’ for the judges under the Administrative control of the Guwahati High Court, certificate course on ‘Health and Hospital Management’, and ‘Management Program for Local Entrepreneurs and Promoters of Entrepreneurial Activities’. The Institute has worked with the traffic police to work on traffic management in Shillong, with the Meghalaya Tourism Development Corporation to improve turnover and profitability and with Mawmlu Cherra Cement Limited (a Meghalaya government company) to improve productivity. The Institute has also offered computer literacy programs to all outsourced and contractual staff and their families. Besides these, faculty development workshops have been conducted at the Royal Group of Institutions in Guwahati and at the Bengal Institute of Business Studies in Kolkata. Right from its inception, IIM Shillong has taken the lead in implementing best-of-the-best IT infrastructure through constant augmentation of its facilities. This year, it has initiated a completely paperless admission system, which is the first of its kind. Last year, it became the first Institute to have its convocation webcast live, and it has also volunteered mentorship to other institutions for upgrading and using technology for education. I would like to briefly return to the annual IIM Shillong Golf Cup to sum up our efforts. The event has introduced the concept of the ‘Green Jacket’—a golf workshop that highlights sustainability, the key theme of IIM Shillong. This is the first golf tournament organized by any bschool in India. An entirely studentdriven initiative, the tournament aims to create a platform wherein budding managers compete with corporate leaders, thus building a unique bridge between stakeholders in the business world and the academia. This initiative has already become a key differentiating factor for us and has also been recognized through the ‘Innovation in Building Academic & Industry Interface Award’ in this year’s ‘Asia’s Best B-School Awards’ ceremony. ?
54 www.thesmartmanager.com
The Smart Manager
Sep-Oct 2011
doc_252884835.pdf
Sceneries associated with lazy holidays rather than
academic rigor and students coming together with industry leaders on a golf course are just a few differentiators of one of India’s newest knowledge showpieces.
Start your Gold Membership to enjoy the full value of The Smart Manager.
Check http://www.thesmartmanager.com/goldmember.aspx for more information.
smart leader india comes to IIM
28 www.thesmartmanager.com
The Smart Manager
Sep-Oct 2011
smart leader
india comes to IIM
a fine balance india comes to iim
north east’s nouvelle vague
ashoke k dutta, iim shillong
pp 52–54
illustration by: nilesh juvalekar
The Smart Manager
Sep-Oct 2011
www.thesmartmanager.com 29
smart leader india comes to IIM
The third fastest growing city in the world1 A tiny city in the
households in India3 A city at the center of the ‘rice bowl’ of India4
‘land of gods’2 The city with the highest number of SEC A
juggling the feudal with the modern8 The sixth fastest job-creating city in
India9 A city best known for rolling hills and rock and roll10 The second best city to
reside in India11 A city switching from tanneries to technology12 A city of lakes and palaces13 1 Ahmedabad 2Kashipur 3Bangalore 4Raipur 5 Calcutta 6Ranchi 7Indore 8Rohtak 9Lucknow 10 Shillong 11 Kozhikode 12Tiruchirappalli 13Udaipur
India comes to IIM
30 www.thesmartmanager.com The Smart Manager Sep-Oct 2011
tribal movement6 The Commercial Capital of Central India7 A city
The city with the second-largest bourse in India5 A city at the heart of a
smart leader
IIM Shillong
Dutta is Director of IIM Shillong.
north east’s nouvelle vague
? ashoke k dutta
SMART SUMMARY Sceneries associated with lazy holidays rather than academic rigor and students coming together with industry leaders on a golf course are just a few differentiators of one of India’s newest knowledge showpieces.
ince its early days, IIM Shillong has always taken into account the role of information and communication technologies and aimed at identifying essential aspects that must be pursued by the stakeholders (entrepreneurs, government, universities, press and others) involved in promoting the institutional incubation process. We have never been afraid to innovate and bring into play new thoughts, which have helped turn disadvantages, such as location per se, into strengths, and this has been well recognized through the Innovation Leadership Award we received recently under the aegis of ‘Asia’s Best B-School Awards’ at Suntec, Singapore.
S
the incubation process for a new knowledge brand such as IIM Shillong
The aims of an incubation process may vary according to the region or location, and for us, the development
52 www.thesmartmanager.com
The Smart Manager
Sep-Oct 2011
north east’s nouvelle vague
by dutta
of an entrepreneurial spirit, increase in the institutioncompany interaction, development of a determined market niche and technological development have been areas of focus. It goes without saying that the incubation period and process is usually the toughest and most important part of a developing institute. Though the brand itself is a major boost, we would not be where we are today without the active participation of key players, especially the state government, which provided us with the necessary infrastructure and strategic support and also allotted a 120-acre campus ground where the permanent campus is currently being developed. Incubation and innovation must go hand in hand.
the creation of a knowledge hotspot
Shillong was well known as a center for excellence in education, which over the years has declined. There have been many critiques during the initial phase of setting up the Institute. Eventually, however, we have been able to bring about public consciousness through our Annual Golf Cup and other activities. I am positively sure that we have managed quite well this far, and IIM Shillong has come up a great distance and is definitely at par with the other IIMs. Our mission to bring in the industry-academia interface is also a step in the right direction, as industry visits can result in business setups and therefore employment and development.
the challenges in faculty selection
This has been a constant challenge for the newer IIMs. Again, the location comes into play, and the North East has had an uncertain security perception far removed from reality. However, our initiatives have proved beneficial and we are now receiving adequate attention. The North East as such has had its fair share of image problems, and it is only when people actually visit the place that they realize the picture is not as bad as projected. The use of technology becomes very important as we draw industry experts, national and international faculty resources through video conferencing and other modes of imparting education.
the interplay with the ‘mother brand’ (IIM)
Various certificate courses are being conducted for the youth of the region by the Institute, running parallel with the flagship program using the available faculty members of the Institute. Though certificates are issued to these participants, all of whom come through a rigorous selection process, I do not think that there is a dilution of the ‘mother brand,’ but rather a value addition by which students who otherwise may not be able to crack the CAT can still experience the educational standard of an IIM. The future belongs to institutions which ride on a vision and serve a clear, definable customer need. The way I see it, the IIM brand, though not completely invincible, has however served the nation by providing quality managers. Institution building is extremely hard work. It is a lot easier to view education as a business and maximize return on investment. While we do not deter from innovating whenever an opportunity arises, at the same time we are humble enough to pick up lessons from the comparatively older IIMs.
the scope for innovation in pedagogy
It is easier to experiment when one does not have any baggage of the past. Therefore, the scope is greater. Innovation is really how we deal with customers, in our case, the students, by creating new exposure or adding new characteristics to existing ones. It is also reflected in the way we design processes or systems, deal with people in the organization, establish the working relationships, etc. The areas in which the disciplines and practices of innovation and breakthrough can add a competitive advantage to an organization are endless.
carving out a distinct identity in the crowded knowledge industry
I have often stated that leadership here is built around the spirit of innovation and service. This core belief is
The North East...has had its fair share of image problems...when people actually visit the place that they realize the picture is not as bad.
The Smart Manager
Sep-Oct 2011
www.thesmartmanager.com 53
north east’s nouvelle vague
by dutta
IIM Shillong has brought to reality the concept of setting up the Centre for Development of the North Eastern Region (CEDNER).
what distinguishes the success of IIM Shillong. We have pioneered and been consistent in our efforts to bring about alleviation of poverty with an inclusive notion of growth and development within the host region. IIM Shillong has brought to reality the concept of setting up the Centre for Development of the North Eastern Region (CEDNER), which today has become a soughtafter entity among various stakeholders in the region, simply because of its committed stance and efforts aimed at responding to local needs. Apart from its commitment to education, the institute also aims to find solutions to issues which concern the society. A few examples of the programs carried out this year under the CEDNER initiative are ‘Effective Judicial Administration’ for the judges under the Administrative control of the Guwahati High Court, certificate course on ‘Health and Hospital Management’, and ‘Management Program for Local Entrepreneurs and Promoters of Entrepreneurial Activities’. The Institute has worked with the traffic police to work on traffic management in Shillong, with the Meghalaya Tourism Development Corporation to improve turnover and profitability and with Mawmlu Cherra Cement Limited (a Meghalaya government company) to improve productivity. The Institute has also offered computer literacy programs to all outsourced and contractual staff and their families. Besides these, faculty development workshops have been conducted at the Royal Group of Institutions in Guwahati and at the Bengal Institute of Business Studies in Kolkata. Right from its inception, IIM Shillong has taken the lead in implementing best-of-the-best IT infrastructure through constant augmentation of its facilities. This year, it has initiated a completely paperless admission system, which is the first of its kind. Last year, it became the first Institute to have its convocation webcast live, and it has also volunteered mentorship to other institutions for upgrading and using technology for education. I would like to briefly return to the annual IIM Shillong Golf Cup to sum up our efforts. The event has introduced the concept of the ‘Green Jacket’—a golf workshop that highlights sustainability, the key theme of IIM Shillong. This is the first golf tournament organized by any bschool in India. An entirely studentdriven initiative, the tournament aims to create a platform wherein budding managers compete with corporate leaders, thus building a unique bridge between stakeholders in the business world and the academia. This initiative has already become a key differentiating factor for us and has also been recognized through the ‘Innovation in Building Academic & Industry Interface Award’ in this year’s ‘Asia’s Best B-School Awards’ ceremony. ?
54 www.thesmartmanager.com
The Smart Manager
Sep-Oct 2011
doc_252884835.pdf