Description
The new IIMs have been built on the idyllic edifice of ‘mentorship’, and they have come alive at a time when another ideal— integrity—is making headlines in civic and corporate circles alike. How are these ideals panning out in reality?
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
the backstory
pp 41–45
dr n ravichandran, iim indore
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 Indore
Ravichandran is Director of IIM Indore. He has been involved with mentoring the new IIMs at Raipur and Udaipur.
the backstory
? dr n ravichandran in conversation with tanmoy goswami
SMART SUMMARY The new IIMs have been built on the idyllic edifice of ‘mentorship’, and they have come alive at a time when another ideal— integrity—is making headlines in civic and corporate circles alike. How are these ideals panning out in reality?
Q
How is IIM-Indore managing the mentorship process for IIM Udaipur?
The first thing you must understand is that the relationship between the mentor IIMs and the new IIMs is more of a peer-to-peer one rather than a parentchild one. When Harvard Business School (HBS) came in and mentored IIM Ahmedabad (IIM A), it was a different kind of a mentorship. For example, senior faculty members from HBS were deputed to teach at IIM A, and faculty members from IIMA in turn went to HBS and spent time there. They kept the relationship going for a couple of years and at the appropriate time they withdrew to allow the institute to flourish on its own. The mentorship of the new IITs and IIMs is a
The Smart Manager
Sep-Oct 2011
www.thesmartmanager.com 41
the backstory
by ravichandran
somewhat different process. Now you must understand why it is different. Firstly, these new institutions have full-fledged directors. In terms of hierarchy, the director of IIM Indore and the director of IIM Udaipur, for instance, enjoy the same power and privileges. Their methodology of appointment, pay scales and perquisites are similar. So this is one important dimension in this whole exercise. Secondly, the preparation for launching these new IIMs is enormous. From the government’s perspective, they had to make a cabinet resolution, get a majority, scout for the location, seek cooperation from the state governments, identify the land, etc. Once these were in place, a chairman was identified and a board was constituted. However, the government also realized that the process was taking longer than envisaged. Hence, in order to get these institutions up and running as quickly as possible, they enlisted the help of existing IIMs. So the mentorship in this sense has a limited scope. To understand this fully, you have to consider the whole range of factors essential for new IIMs to come into existence. They need to have a board, a chairman, a director, buildings and finally the program. When these are in place then an IIM has arrived. Of these, the buildings and the faculty resources are amongst the most difficult factors because these cannot be created instantly. Since the wait for these could have been long, the government wondered if there was a way by which they could start the program, given that they already had the board, the directors, the program and the chairman in place. I think this is where we, the older IIMs, came in. In my view, by and large the selection of the mentoring institutes was based on geographical proximity rather than any other criteria. This does not mean that IIM Indore is on a higher pedestal than IIM Udaipur. As far as the government is concerned, all of these are public institutions that have to be nurtured and helped to grow. This I think has been the broad thinking at their level.
So overall, the first clarity that I would like to bring into the discussion is that it is not a parent-child relationship. It is to more of a peer-to-peer mentorship. The second aspect is that we are not waiting to create a sub-brand and then transform the same into a fullfledged brand. The brand has to find its own feet as its goes along; we are only facilitating the brand to start its activities faster. So this is the very limited, focused agenda on which we started off the mentorship. Q How was the actual experience of working on a new institute?
In Udaipur, our role was relatively limited as they identified a director soon enough. So the agenda was to start the program as early as possible without losing this academic year. My role was clearly defined—the state government was willing to give the land, a temporary building had been identified and a director was being appointed. The mandate was for me to start a program preferably in June or July. So what did that mean in terms of the first level of operations? It meant advertising for candidates, shortlisting them, interviewing and then selecting the final set and getting the batch rolling. The second level of operations involved forming a small administrative setup, faculty, design the curriculum and put in place process and systems. In the other IIM that we mentored, IIM Raipur, we took a position that in the worst case scenario, we will manage the entire first year of operation, ie, faculty from Indore would be sent and the same set of courses (as in Indore) would be taught at Raipur too. We planned to identify resources outside the institute but decided that in the event of not finding suitable people, our resources would be made available as a backup option. It so happened that by the time we started the first term—the PGP is a three term program—a director was identified and appointed at IIM Raipur. So I offered to manage the first term for him and advised him to plan for the second and third terms. We helped them with all the
The selection of the mentoring institutes was based on geographical proximity rather than any other criteria.
42 www.thesmartmanager.com
The Smart Manager
Sep-Oct 2011
the backstory
by ravichandran
To be an academician, you have to have experience, see patterns in that and be able to make an abstraction and create a structure around it.
assistance required—manuals, course outlines, etc—and they moved on their own from there. In Udaipur, by the time the admission process was completed, the appointment of a director had been announced. The director was a student of mine at IIM A. So we shared a good relationship. I offered him my assistance in case of a need but made it clear that he was the person in charge. The only piece of advice that I gave him was that since it was a new IIM, it would be wiser to specialize on something unique. I felt that since the institute was in Rajasthan, entrepreneurship would be a good area for specialization as the people of the state were naturally business-savvy. The choice of taking up or discarding the suggestion was left completely to the director’s discretion. We coordinated frequently on various issues. I went through the process of admission, handed over the list of students and outlined the list of courses being taught. I had identified a list of faculty members and he took the final call on the team. We had called for faculty positions for IIM Udaipur and collected the applications; these were also handed over to the director by the beginning of August. So this was the extent of our involvement in the mentoring process. Professor Prafulla Agnihotri of IIM Trichy is of the opinion that India has enough talent. He believes that the problem lies in the fact that not many are willing to join the teaching profession. Is this a problem that is going to impair the new IIMs more than the existing ones? How do you see the faculty availability scenario panning out? Q I will put it in a slightly different manner. I will give you some statistics. I have been in Indore since November 2008. We have just doubled our faculty strength. This does not imply that identifying and recruiting faculty is an easy task. If you look at the issue from the macro perspective of whether there is enough talent in the country, then the answer to that is ‘yes’. We have highly talented and capable people in every field. So talent crunch is not an issue. The larger issue, in my opinion, is that of the usability of the talent available. For example, to be a teacher, a person has to convert her knowledge into a professional skill. We have a number of people in the industry who are well versed in the nitty-gritty of business operations. If we consider the function of marketing, we can find a large number of people who know to manage a sales organization, how it should be incentivized, etc. I think that experience would be very useful in the class, but can we make him an academician? The answer to that is not very clear. To be an academician, you have to have experience, see patterns in your experience and be able to make an abstraction and create a structure around it. This, I think, is an academician’s job. So if you look at it from that perspective, you may or may not find enough people for this kind of job. Therefore, I feel what new institutions would have to adopt in the beginning is a mix of academicians and practitioners who can share their experience-based learning with the faculty. That would be the way forward for these institutions. I can even guess—around 40% of academicians and 60% of practitioners—and since the size of the new institutes is also small—around 75 to 120 students—they should be able to manage it this way. The other aspect that could play an important role is the location. For example, Rohtak is very close to Delhi. So travel is easy to and from Delhi, unlike the case of
The Smart Manager
Sep-Oct 2011
www.thesmartmanager.com 43
the backstory
by ravichandran
Udaipur, which is not so well connected. But a lot these problems can be resolved through personal equations. If you talk to real friends, they try and help. Also, we can tap those people in the industry, around the age of 55, who are looking for something different in what they do, and they will be willing to do the little extra stretch in terms of travel, etc. However, in my opinion, mentorship should not be confused to lending the faculty of the parent institution to the newer institution. During a crisis, as a backup, yes, but not automatically. Q In a new setup, is it relatively easy to experiment with pedagogy?
we have broken down our courses to as little as 5 hours of contact. That is the unit of measurement we will use, and four of them will make one full credit. The advantage here is that if we want to fly down some one from Mumbai and he is only free over the weekend, even he can manage this course. Such things are feasible in a relatively newer institution. However, innovation should not become crazy and be done for the sake of innovating but should contribute to the mainstream activities of the institute. These institutions have a great opportunity to leverage on technology in a big way. A lot of will depend on the leadership and the support that they get from others. These new IIMs have come at a time when there seems to be a frenzied burst of awareness about ethical business. There is lot of propaganda on ethics in general that is happening in the media. How do you think this particular trend will shape the conscience of the managers who come out of these IIMs? Q Very little. I am sorry if I sound pessimistic. I am going to make two statements. One, hypocrisy can be a direct function of intellectual growth (smiles). Secondly, I think what is happening is at the base level, the family level, value systems are eroding. At the school level, value systems are going away. So there is no doubt that ethical and moral issues are dramatically important and will be taught in a very big way because it they are
Yes it is. I will give you an example. IIIT at Bangalore started with a batch size of 140-180, and on day one they started using electronic media to teach two sections. There will be two sections of classes but only one teacher. He will be physically present in one classroom today and the other section will see him on a screen. Next day, the process will be reversed. This way, they doubled the batch size with fewer faculty resources. You look at the way in which ISB is recruiting students as well as placing them. It is innovation all through. Even in Indore, we have a significant amount of that thinking kicking in. For example, we have moved away from the standard approach that a course means so many credits and 25 hours of classroom contact, etc. We said yes, we respect that unit of measurement, but
Mentorship should not be confused to lending the faculty of the parent institution to the newer institution.
44 www.thesmartmanager.com
The Smart Manager
Sep-Oct 2011
the backstory
by ravichandran
The new IIMs can have a different idea of success to begin with. They can set different goals.
contemporary. How much of that will really translate into meaningful action is not clear. But it will have some impact, at least 10% of the students will be sensitized to what is right and what is wrong. They may be able to grapple with complex issues related to the social dimensions of life. The opportunity for that is much higher now and the relevance is highly emphasized. It is a good opportunity, but would it create a huge impact on our children? I am not sure. These newer IIMs are coming up in smaller towns and cities, and traditionally—it may be a blinkered view, but there is a view—these cities are seen to be relatively insulated from big-city corruption. There is a set of benefits that the host cities are going to get from the brand, but what are the ways in which the ethos of the place itself informs the ethos of the institution? Q This is a very interesting question. The location of these institutions in smaller towns, lesser known towns, is surely going to enhance the ecosystem of the town. For example, if there is an IIM in Kashipur, the government of Uttarakhand will benefit by involving and utilizing the faculty resources of the institute in resolving some of their problems. A lot will also depend on the initiative taken by the institutes themselves. What I do not agree with is your argument that some of the lesser known cities and towns are socially insulated. So expecting the IIMs to have a positive orientation because they are situated in smaller towns is unrealistic. Q One of the stated visions of IIM Indore is to be among the top five by 2013. This is interesting for me because it is uncharacteristically aggressive for an IIM. What are the benchmarks with which you are going to judge yourself? You are right. We have not only said that we want to be counted among the top five but also that we want to have a significant presence in every segment of management education. I think one is linked to the other. The usual benchmarks are financial independence, creation of intellectual capital, the PhDs and the PGPs that are produced from the institute, job mix and the salaries that they are offered. These are the parameters on which we would like to be judged and only time will tell whether we will get there. Q Are these viable parameters for some of the newer brands to adopt?
For the new IIMs, it will be very difficult to set this kind of an objective. It will take them a minimum of ten years to get to such things, because the first three or four years will go in setting up the institute, putting the infrastructure in place, setting up the faculty, establishing the programs, etc. The new IIMs can have a different idea of success to begin with. They can set different goals. ?
The Smart Manager
Sep-Oct 2011
www.thesmartmanager.com 45
doc_133028051.pdf
The new IIMs have been built on the idyllic edifice of ‘mentorship’, and they have come alive at a time when another ideal— integrity—is making headlines in civic and corporate circles alike. How are these ideals panning out in reality?
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
the backstory
pp 41–45
dr n ravichandran, iim indore
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 Indore
Ravichandran is Director of IIM Indore. He has been involved with mentoring the new IIMs at Raipur and Udaipur.
the backstory
? dr n ravichandran in conversation with tanmoy goswami
SMART SUMMARY The new IIMs have been built on the idyllic edifice of ‘mentorship’, and they have come alive at a time when another ideal— integrity—is making headlines in civic and corporate circles alike. How are these ideals panning out in reality?
Q
How is IIM-Indore managing the mentorship process for IIM Udaipur?
The first thing you must understand is that the relationship between the mentor IIMs and the new IIMs is more of a peer-to-peer one rather than a parentchild one. When Harvard Business School (HBS) came in and mentored IIM Ahmedabad (IIM A), it was a different kind of a mentorship. For example, senior faculty members from HBS were deputed to teach at IIM A, and faculty members from IIMA in turn went to HBS and spent time there. They kept the relationship going for a couple of years and at the appropriate time they withdrew to allow the institute to flourish on its own. The mentorship of the new IITs and IIMs is a
The Smart Manager
Sep-Oct 2011
www.thesmartmanager.com 41
the backstory
by ravichandran
somewhat different process. Now you must understand why it is different. Firstly, these new institutions have full-fledged directors. In terms of hierarchy, the director of IIM Indore and the director of IIM Udaipur, for instance, enjoy the same power and privileges. Their methodology of appointment, pay scales and perquisites are similar. So this is one important dimension in this whole exercise. Secondly, the preparation for launching these new IIMs is enormous. From the government’s perspective, they had to make a cabinet resolution, get a majority, scout for the location, seek cooperation from the state governments, identify the land, etc. Once these were in place, a chairman was identified and a board was constituted. However, the government also realized that the process was taking longer than envisaged. Hence, in order to get these institutions up and running as quickly as possible, they enlisted the help of existing IIMs. So the mentorship in this sense has a limited scope. To understand this fully, you have to consider the whole range of factors essential for new IIMs to come into existence. They need to have a board, a chairman, a director, buildings and finally the program. When these are in place then an IIM has arrived. Of these, the buildings and the faculty resources are amongst the most difficult factors because these cannot be created instantly. Since the wait for these could have been long, the government wondered if there was a way by which they could start the program, given that they already had the board, the directors, the program and the chairman in place. I think this is where we, the older IIMs, came in. In my view, by and large the selection of the mentoring institutes was based on geographical proximity rather than any other criteria. This does not mean that IIM Indore is on a higher pedestal than IIM Udaipur. As far as the government is concerned, all of these are public institutions that have to be nurtured and helped to grow. This I think has been the broad thinking at their level.
So overall, the first clarity that I would like to bring into the discussion is that it is not a parent-child relationship. It is to more of a peer-to-peer mentorship. The second aspect is that we are not waiting to create a sub-brand and then transform the same into a fullfledged brand. The brand has to find its own feet as its goes along; we are only facilitating the brand to start its activities faster. So this is the very limited, focused agenda on which we started off the mentorship. Q How was the actual experience of working on a new institute?
In Udaipur, our role was relatively limited as they identified a director soon enough. So the agenda was to start the program as early as possible without losing this academic year. My role was clearly defined—the state government was willing to give the land, a temporary building had been identified and a director was being appointed. The mandate was for me to start a program preferably in June or July. So what did that mean in terms of the first level of operations? It meant advertising for candidates, shortlisting them, interviewing and then selecting the final set and getting the batch rolling. The second level of operations involved forming a small administrative setup, faculty, design the curriculum and put in place process and systems. In the other IIM that we mentored, IIM Raipur, we took a position that in the worst case scenario, we will manage the entire first year of operation, ie, faculty from Indore would be sent and the same set of courses (as in Indore) would be taught at Raipur too. We planned to identify resources outside the institute but decided that in the event of not finding suitable people, our resources would be made available as a backup option. It so happened that by the time we started the first term—the PGP is a three term program—a director was identified and appointed at IIM Raipur. So I offered to manage the first term for him and advised him to plan for the second and third terms. We helped them with all the
The selection of the mentoring institutes was based on geographical proximity rather than any other criteria.
42 www.thesmartmanager.com
The Smart Manager
Sep-Oct 2011
the backstory
by ravichandran
To be an academician, you have to have experience, see patterns in that and be able to make an abstraction and create a structure around it.
assistance required—manuals, course outlines, etc—and they moved on their own from there. In Udaipur, by the time the admission process was completed, the appointment of a director had been announced. The director was a student of mine at IIM A. So we shared a good relationship. I offered him my assistance in case of a need but made it clear that he was the person in charge. The only piece of advice that I gave him was that since it was a new IIM, it would be wiser to specialize on something unique. I felt that since the institute was in Rajasthan, entrepreneurship would be a good area for specialization as the people of the state were naturally business-savvy. The choice of taking up or discarding the suggestion was left completely to the director’s discretion. We coordinated frequently on various issues. I went through the process of admission, handed over the list of students and outlined the list of courses being taught. I had identified a list of faculty members and he took the final call on the team. We had called for faculty positions for IIM Udaipur and collected the applications; these were also handed over to the director by the beginning of August. So this was the extent of our involvement in the mentoring process. Professor Prafulla Agnihotri of IIM Trichy is of the opinion that India has enough talent. He believes that the problem lies in the fact that not many are willing to join the teaching profession. Is this a problem that is going to impair the new IIMs more than the existing ones? How do you see the faculty availability scenario panning out? Q I will put it in a slightly different manner. I will give you some statistics. I have been in Indore since November 2008. We have just doubled our faculty strength. This does not imply that identifying and recruiting faculty is an easy task. If you look at the issue from the macro perspective of whether there is enough talent in the country, then the answer to that is ‘yes’. We have highly talented and capable people in every field. So talent crunch is not an issue. The larger issue, in my opinion, is that of the usability of the talent available. For example, to be a teacher, a person has to convert her knowledge into a professional skill. We have a number of people in the industry who are well versed in the nitty-gritty of business operations. If we consider the function of marketing, we can find a large number of people who know to manage a sales organization, how it should be incentivized, etc. I think that experience would be very useful in the class, but can we make him an academician? The answer to that is not very clear. To be an academician, you have to have experience, see patterns in your experience and be able to make an abstraction and create a structure around it. This, I think, is an academician’s job. So if you look at it from that perspective, you may or may not find enough people for this kind of job. Therefore, I feel what new institutions would have to adopt in the beginning is a mix of academicians and practitioners who can share their experience-based learning with the faculty. That would be the way forward for these institutions. I can even guess—around 40% of academicians and 60% of practitioners—and since the size of the new institutes is also small—around 75 to 120 students—they should be able to manage it this way. The other aspect that could play an important role is the location. For example, Rohtak is very close to Delhi. So travel is easy to and from Delhi, unlike the case of
The Smart Manager
Sep-Oct 2011
www.thesmartmanager.com 43
the backstory
by ravichandran
Udaipur, which is not so well connected. But a lot these problems can be resolved through personal equations. If you talk to real friends, they try and help. Also, we can tap those people in the industry, around the age of 55, who are looking for something different in what they do, and they will be willing to do the little extra stretch in terms of travel, etc. However, in my opinion, mentorship should not be confused to lending the faculty of the parent institution to the newer institution. During a crisis, as a backup, yes, but not automatically. Q In a new setup, is it relatively easy to experiment with pedagogy?
we have broken down our courses to as little as 5 hours of contact. That is the unit of measurement we will use, and four of them will make one full credit. The advantage here is that if we want to fly down some one from Mumbai and he is only free over the weekend, even he can manage this course. Such things are feasible in a relatively newer institution. However, innovation should not become crazy and be done for the sake of innovating but should contribute to the mainstream activities of the institute. These institutions have a great opportunity to leverage on technology in a big way. A lot of will depend on the leadership and the support that they get from others. These new IIMs have come at a time when there seems to be a frenzied burst of awareness about ethical business. There is lot of propaganda on ethics in general that is happening in the media. How do you think this particular trend will shape the conscience of the managers who come out of these IIMs? Q Very little. I am sorry if I sound pessimistic. I am going to make two statements. One, hypocrisy can be a direct function of intellectual growth (smiles). Secondly, I think what is happening is at the base level, the family level, value systems are eroding. At the school level, value systems are going away. So there is no doubt that ethical and moral issues are dramatically important and will be taught in a very big way because it they are
Yes it is. I will give you an example. IIIT at Bangalore started with a batch size of 140-180, and on day one they started using electronic media to teach two sections. There will be two sections of classes but only one teacher. He will be physically present in one classroom today and the other section will see him on a screen. Next day, the process will be reversed. This way, they doubled the batch size with fewer faculty resources. You look at the way in which ISB is recruiting students as well as placing them. It is innovation all through. Even in Indore, we have a significant amount of that thinking kicking in. For example, we have moved away from the standard approach that a course means so many credits and 25 hours of classroom contact, etc. We said yes, we respect that unit of measurement, but
Mentorship should not be confused to lending the faculty of the parent institution to the newer institution.
44 www.thesmartmanager.com
The Smart Manager
Sep-Oct 2011
the backstory
by ravichandran
The new IIMs can have a different idea of success to begin with. They can set different goals.
contemporary. How much of that will really translate into meaningful action is not clear. But it will have some impact, at least 10% of the students will be sensitized to what is right and what is wrong. They may be able to grapple with complex issues related to the social dimensions of life. The opportunity for that is much higher now and the relevance is highly emphasized. It is a good opportunity, but would it create a huge impact on our children? I am not sure. These newer IIMs are coming up in smaller towns and cities, and traditionally—it may be a blinkered view, but there is a view—these cities are seen to be relatively insulated from big-city corruption. There is a set of benefits that the host cities are going to get from the brand, but what are the ways in which the ethos of the place itself informs the ethos of the institution? Q This is a very interesting question. The location of these institutions in smaller towns, lesser known towns, is surely going to enhance the ecosystem of the town. For example, if there is an IIM in Kashipur, the government of Uttarakhand will benefit by involving and utilizing the faculty resources of the institute in resolving some of their problems. A lot will also depend on the initiative taken by the institutes themselves. What I do not agree with is your argument that some of the lesser known cities and towns are socially insulated. So expecting the IIMs to have a positive orientation because they are situated in smaller towns is unrealistic. Q One of the stated visions of IIM Indore is to be among the top five by 2013. This is interesting for me because it is uncharacteristically aggressive for an IIM. What are the benchmarks with which you are going to judge yourself? You are right. We have not only said that we want to be counted among the top five but also that we want to have a significant presence in every segment of management education. I think one is linked to the other. The usual benchmarks are financial independence, creation of intellectual capital, the PhDs and the PGPs that are produced from the institute, job mix and the salaries that they are offered. These are the parameters on which we would like to be judged and only time will tell whether we will get there. Q Are these viable parameters for some of the newer brands to adopt?
For the new IIMs, it will be very difficult to set this kind of an objective. It will take them a minimum of ten years to get to such things, because the first three or four years will go in setting up the institute, putting the infrastructure in place, setting up the faculty, establishing the programs, etc. The new IIMs can have a different idea of success to begin with. They can set different goals. ?
The Smart Manager
Sep-Oct 2011
www.thesmartmanager.com 45
doc_133028051.pdf