CONSULTANTS FORUM Issue No 118 - IMCI · Consultants of India (IMCI). It is a matter of pride for...

President’s message; Core Team 2013-2014; Editor’s note; Various Committees; Gamification - the conver-gence of five forces of Digital-Anindya Pradhan; Relationship Equinox & Con-sulting-Rakesh Jha; Holistic Cheating in Business-T. Ramaswamy The Importance of Visual Ba-sic for applications in Finan-cial Reporting -K. A. Fareed; Changing Scenario in Indian Rural Marketing – Opportuni-ties & Challenges-Vijaya Na-grani; Management Conclave 2014; Corporate social responsibility for market integration- Mr Krishan Khanna Chairman i Watch Mumbai; Deep Pocket Management Philosophy - T Ramaswamy; A professional’s foray in poli-tics.-Dr. Hiru Bijlani; Director General of Mosquitoes- T Ramaswamy;

Case Study by Ketan Gandhi ; Highlights of achievements of members Request for Members’ Contact details

Issue No 118

Contents

Dear Fellow Consultants, During the recently concluded AGM, we had a chance to hold an Open House. Almost 25 Consultants from 5 different Chapters participated.

During the discussions it emerged that IMCI has undergone a paradigm shift in the last three years. Most of the big firms have found a different association leaving IMCI with a membership comprising mainly of individual consultants. As such, expectations of members from IMCI have undergone a sea change. Primary concern is now identifying new business opportunities rather than networking or knowledge sharing which were hitherto key reasons for members joining IMCI. Members felt that IMCI should actively canvas more business for its members and increase our share of the pie. There should also be better communication with respect to hot leads. Also, the certification (CMC) should be more widely publicized so that this would differentiate us from Consultants from the big firms. The IMCI Executive Council will meet shortly to work out a new roadmap to service its members and the emerging expectations.

Meanwhile, one piece of good news is that the University of Mumbai is well on its way to commence a Two year full time program in Consulting in all its 80 odd B-Schools. This program will commence from the Academic Year 2014. IMCI members would be required as guest faculty and during case study analysis. The University of Southern Gujarat is also working along those lines. The IMCI Portal is now fully functional and we continue to get increasing number of hits. Members should update their profiles regularly as this is the best way to network with other Consultants both within the country and globally. IMCI is also taking steps to publicize the portal to various Chambers of Commerce so that potential customers will use this as a primary source of identifying Management Consultants.

I would like to congratulate Dr. M B Athreya on my behalf and on behalf of all of you, on being conferred the Padma Bhushan by Government of India – a rare honour and recognition of the tremendous work he has been doing for the past several decades. In a message to IMCI, Dr. Athreya said that he received the award on behalf of India’s Management Professionals including members of the Institute of management consultants.” We look forward to the new Financial Year with renewed confidence. Best regards,

Suresh Mhatre President - IMCI

Certified Management Consultant accreditation is the International credential for a professional management

Global Perspectives

CONSULTANTS FORUM

Chapter Chairmen Pune Ahmedabad Mumbai Delhi Hyderabad Chennai

B. Ravi Teja A. M. Rajashekar Jaiprakash Bairagra Sumit Chaudhuri Amar Chegu V. R. Vancheeswar

Core Team 2013-2014

National Executive Council

President Vice –President Vice-President Hon Secretary Hon Treasurer

Anuj Bhargava Kuldip Kawatra Padigala Seshadri Shankar Lal Jain T. S. Rangarajan

Immediate Past President Member Member Member Member

The Institute of Management Consultants of India (IMCI)

The Institute of Management Consultants of India is the apex body of management consulting professionals. IMCI is the only registered institute of established management consultancy firms and practicing individuals in India. It was constituted in the year 1991.

IMCI is the member of the International Council of Management Consulting Institutes (ICMCI) , the global apex body of Management Consulting Institutes. ICMCI is the only worldwide organisation which represents the Management Consulting Professional Bodies. It consists of 50 National professional bodies which together represent the nations with over 85% of the world's estimated two million management consultants.

The Executive Secretariat of IMCI is located in Mumbai. The institute has regional chapters in Ahmedabad, Banglore, Chennai, Delhi, Hyderabad, Kolkata, Mumbai and Pune.

IMCI provides CMC (Certified Management Consultant) certificates by certification of Management Consultants to rigorous international standards.

Issue No 118 E-News Letter March 2014

Suresh Mhatre Chandrika Shah R. S. Murali Ashok Ghia S. P. Agarwal

Dear Readers

We have great pleasure in presenting the March 2014 issue of ‘Consultants Forum’ a quarterly E-News Letter of the Institute of Management Consultants of India (IMCI).

It is a matter of pride for fellow consultants that Dr M.B. Athreya , Fellow member of IMCI was awarded Padma Bhushan by Government of India for

his outstanding contribution to the cause of management profession in India. He was felicitated by IMCI Delhi Chapter on Feb 20, 2014.

Dr. Sachin Mohan Bhide delivered lectures on the topics of general interest at various forums. Mr. Krishan Khanna chairman iwatch has shared his views on ‘Corporate social responsibility for market integration’. The issue includes a write -up on management Consulting Conclave which was held at Santokba Hall, NMIMS University on February 28th and March 1st 2014. There are interesting articles on varied topics included in this issue.

It appears Harvard Business Review has a system of evaluating the articles and declaring the winners and the runner ups. I get all the issues of this journal on my iPad regularly. Editorial of April 2014 issue mentions the winning article “the focused leader” by Daniel Goleman, the author of the bestselling book ‘Emotional Intelligence’. This article appeared in December 2013 issue of Harvard Business Review. This gives us an idea. We in IMCI may also consider introducing a system of evaluating the articles and judge the best and runner ups. This may en-courage members to be more proactive and contribute good articles. Also, we may consider to have focussed approach for organising various activities in IMCI rather than doing something to show some activities. Education and skill development in the area of consulting could be one such area. I was associated with one programme on ‘developing consulting skills’. The programme was received well and drew huge response. The participants were interested to know: ‘how to start and develop good consulting practice in Indian context’? They were keen to listen to practical experiences in consulting field and case studies rather than only theoretical aspects and often repeated rhetoric.

As mentioned in the message of the president IMCI, It is encouraging that the University of Mumbai in association with IMCI is well on its way to commence a two year full time program in Consulting in all its 80 odd B-schools. Similar program could be initiated at other chapters.

Members may share their experiences in consulting practices and contribute articles in their areas of expertise in consulting field for the benefit of the readers. By the time this issue reaches you, new National Executive Council and Chapter Managing Committees will be in place.

Best wishes

Ramesh S. Tyagi


How Technology has changed the way of working !

Then Now

Effective Human Relationship

Flatter me ,and I may not believe you;

Criticize me, I may not like you;

Ignore me, and I may not forgive you;

Encourage me, and I may not forget you. ‐ William Arthur

“Management was, is, and always

will be the same thing : the art of

getting things done.” Bob Eccles

and Nitin Nohria (2004

“Managers are people who get

things done. They persuade, cajole, influence, command.” Harold J. Leavitt (1986) An organization’s ability to learn and translate that learning into action rapidly , is the ultimate competitive advantage."Jack Welch

Busy idleness is a disease that affects everybody and pervades every aspect of life- academics fall victim to it just as much as managers and all of us fall victim to it in our personal lives as much as in our professional lives. Sumatra Ghoshal and Heike Bruch (2008),

Committee

Finance Committee

Membership Development Committee

CMC Committee

Convention Committee

Corporate Governance

Programme Committee

Newsletter Committee

Academic Initiatives & Edmc

International Relations

Website Committee Vertical Committee

Mentoring Committee

Names Chairman : Mr. S. P. Agarwal

Member : Mr. Ashok Ghia Chairman : Mr. Padigala Seshadri Chairman : Mr. Anuj Bhargava

Member : Dr. R. S. Murali

Member : Mr. Kuldip Kawatra

Chairman : Dr. R. S. Murali

Member : Mr. B. Ravi Teja

Member : Mr. P. Seshadri Chairman : Mr. Ashvin Parekh

Chairman : Mr. Kuldip Kawatra

Member : Dr. Mita Dixit Chairman : Mr. Ramesh Tyagi

Member : Mr. Kuldip Kawatra Chairman : Dr. Dilip Sarwate

Member : Ms. Chandrika Shah Chairman : Mr. S. P. Agarwal Chairman : Mr. T. S. Rangarajan Chairman : Mr. Mohan Shahani

Member : Mr. Suresh Mhatre Chairman : Mr. B. Ravi Teja

Member : Mr. Suresh Mhatre



Gamification - the convergence of five forces of Digital

Anindya Pradhan,

(Business Consultant - TATA Consultancy Services & an alumnus of IIM )

Gamification which can be defined as the use of game attributes to achieve certain kinds of objectives like improve customer satisfaction, reduce cost or achieving sustainability has 4 key distinct elements - experience, reward, goal and feedback.

Elements of Gamification - The experience element consist of features such as fun, convenient, challenge, fast, collaboration whereas the reward element has two major dimensions –social and monetary. Social dimension of the reward elements helps individual to achieve the esteem need of the Maslow Hierchy in terms of the status, achievement, ranks, reputations etc. Goal, the third element of the gamification needs to be clear, dynamic and rule based. Last but not the least, Feedback, the fourth element of the gamification needs to be real time to motivate the gamer

Gamification Roadmap - All these 4 elements of the gamification revolve around the user who participates in the game. The value from the gamification will increase significantly with the increasing number of user and degree of collaboration. The gamification lifecycle has 5 distinct phases, initiate, attract, encourage, enhance and motivate. The initiate phase in driven by goal, the attract, encourage and enhance phase is driven by experience and reward whereas the motivate phase is driven by the feedback element of gamification


Convergence of Digital Forces - The 5 forces of the digital ( Big Data, Social, Mobility, Cloud and Analytics ) can play an important role in defining the roadmap of the gamification along with addressing the needs of individual gamification elements

Last but not the least, it should be noted that all the 5 forces of the digital play an important and equal role in the success of gamification and absence of any of them will not produce the optimal result

5 forces of Digital

Phase of Gamification Elements of Gamification Description

Big Data Initiate Goal Availability of the Big Data will help to understand the problem statement and define the objective of he game which in turn will state the goal of the game & initiate it.

Social Attract Collaboration Linking the result of the gamification with social media will attract more and more user and increase the collaboration between them as it is easier to achieve the goal of the game as a group rather than individ-ual.

Mobility Encourage Convenient Mobility will bring the convenient dimension to the user by encouraging him to play the game anywhere.

Cloud Enhance Fast Cloud will enhance the user of experience of the gamification through faser processing.

Analytics Motivate Feedback Analytics will provide the user real time feedback about the performance in the game which in turn will motivate the user to play more.


Relationship Equinox & Consulting

Rakesh Jha PMP | MetLife GOSC | Mar -2014 Equinox is defined as ieither of two times of the year when the sun crosses the plane of the earth's equator and day and night are of equal length In the ultra-modern age of gadgets, gizmos and multiple accesses to social media platform this is all more imperative that we believe in managing relationship at various levels to perform a better consulting role on projects and assignment.

The equinox of relationship or the ideal state of a relationship with stakeholder is expressed or has been captured in various models and theories ‘such as PMBOK 5 from PMI latest inclusion of Stakeholder Management or ISO 21500 details on Stake Holder. All have tried to leverage the New/Old relationship types to increase project success rate & high yield.

The four quadrant here tries to explain the same for two fundamental relationship types.

While it is clear from David Nour’s interpretation of relationship economics that for any business environment the most vital element is the relationship ecosystem in which they perform their activities; which in our case is our variety of consulting activities done for various clients/stakeholder.

It becomes all though more imperative that for any CRE (Consulting Relationship Ecosystem – is the aggregation of our inimitable buckets of various available relationships at a specific point of time during your consulting timeline, enabled by a common organization/project objective) we as a consultant should be agile and considerate on making three types of relationship.

Personal – Enhance personal & professional development acquiring superior skill/trick of trade. Functional – Efficiency on existing projects & leveraging higher ROI/VOI Strategic – Uncovering future, challenges & opportunity to gain better insight.


The Importance of Visual Basic for applications in Financial Reporting

K. A. Fareed (Fareed Siddiqui)

Visual Basic for applications - VBA is a Microsoft’s event-driven programming language. Being derived from Visual Basic, VBA is considered as a modern programming language that helps and controls many aspects of the host applications including Word, Access and Excel etc. It’s a powerful tool to make programs and of great use to develop major projects augmenting modules in the VBA Editor. Being functionally rich and flexible, VBA is used to customize the applications to suit the business needs. It performs conveniently the chores that are done manually a bunch of times while it enables to automate repeated tasks facilitating users to analyze the data with different scenarios. Visual Basic for applications VBA is capable of accessing the functionality of the applications and controlling them from within other applications.

VBA is best suited for financial reporting. Interacting with Microsoft Excel, it facilitates users in processing data, generating, formatting and printing various financial statements with suitably designed and developed charts. It also enables to build floating dialogue boxes to provide the useful information swiftly. In this way, the capabilities of Visual Basic for application -VBA may be utilized at its optimum level to perform the task of Financial Reporting in an effective and efficient manner.

Financial reporting, in the main, involves preparing financial statements and analyzing financial information based on the tools and techniques. It also encompasses interpreting the financial information so that it may be presented to the higher management for reviewing and facilitating decision making process. These activities can be carried out effectively and efficiently with the assistance of Visual Basic for applications. Not only VBA makes the whole process of financial reporting easier, but it also aids greatly in making even more complex financial analysis and financial modeling with graphical presentations.

VBA modules may be designed and developed in such a way as to provide several suitable options for a business organization. In order that the Financial Statements, such as, working capital statement, income statement and balance sheet may be generated to provide quick and accurate information, VBA may be employed to get the information either on the user forms or the reports on just clicks. Aside from these, it may be of great help and assistance for preparing different reports, summarized or the detailed ones. As to the formats of financial statements, that is, Income Statement and Balance Sheet, they can be set according to the need, such as, ascending or descending order in case of balance sheet and Single and multiple method in case of Income statement.

Last but not least, Visual Basic for application is well-known for customizing and automating office applications. The task of preparing financial and comparative reports will be stress-free and simple with the help of VBA. If designed well, even the ad hoc activities relating to financial reporting may be minimized and streamlined to a considerable level. Hence, it may be rightly said that the tasks that are performed, being automated by means of VBA, are processed within a little amount of time reducing time and efforts, while the same tasks may take hours or even day(s) if they are done manually. Thus, it would be a wise decision to unleash the power of VBA for the process of financial reporting.

K. A. Fareed (Fareed Siddiqui) Writer, Trainer, Author, VB/VBA-Developer BBA, MBA-Finance, MPhil-Financial Management, (M.Com), (PhD-Management) MA-English, MPhil-English Pursuing CMA-USA, Individual Member (IMCI)HIM 0550, Hyderabad Chapter


Changing Scenario in Indian Rural Marketing – Opportunities & Challenges

Vijay Nagrani,CMC

[email protected]

The Indian Rural Markets were earlier unattractive for the Corporate enterprises. Before the 1960’s the Rural Economy was quite undeveloped.

In the phase (Mid 1960’s to mid 1990’s) the Green Revolution ushered in prosperity in many of the Farmer houses. Since mid 1990’s the Indian Economy has firmed up and the tastes & preferences of Indians have been changing. This is evident not only in Urban India but also quite visible in Rural India. Infact over the years, Rural Economy has undergone sea change – from a slow Agri-Based Economy to a dynamic Economy, which includes contribution from Non-Farm Sector. Many Indian companies and MNCs have therefore been aiming to capture the Indian Rural Markets; the reasons being:

a) Urban Markets have become congested with too many competitors b) The large potential for consumption of variety of products and services in Rural Market is attractive

The government policies, creation of infrastructure, Promotion of products & services by the Corporate enterprises, NGO’s etc. have contributed to the growth of rural marketing.

The basic consumable and durable products, Agriculture inputs, Agriculture Capital Goods are already well established in the Rural Markets. In fact asking for established Brands is quite common in many cases. Today even Haats are selling Branded FMCG Products.

Because of the Economic & Technological Progress, Role of Media and with the mixing of the Rural folks with City and Town dewellers, many upclass products and services are today in demand in Rural Markets – CCTV’s, Motorcycles/Cars,Music Systems, Mobile Phones & Services, PCs & Laptops, Premium Soaps & Shampoos etc. are moving into the Rural Markets.

The Manufacturers/Marketers are in many cases taking into account the limitation in the Buying Power of the Rural Folks. Therefore small sized packaging in the case of Soaps/Shampoos, Toothpaste, Soft drinks, Packaged Tea, Detergents,etc. are being promoted in a large way. Similarly the basic models of Home Appliances, Motor Cycles, CCTV’s, Watches ,etc. have acquired popularity. Few of the Corporates have also gone for Retail Stores in the modern way in the Rural Markets. Banks and other Financial Institutions are actively working in the Rural Markets. Innovations in Rural Markets include E-Business.

Marketing Planning today requires a complete study of the Rural Market viz Understanding the Rural Consumers and who are their influencers, Designing the Products & Services required by them at acceptable prices, How the Rural Distribution and Communication is to be organized,etc.

The requirements in respect of the above said are different for different parts of India. Indian Rural Markets being Hetrogeneous-Region to Region there are differences in Tastes/Preferences & Sizes because of differences in Income, Religion, Culture,Languages and Dialects,Literacy Levels,Infrastructural Developments,etc. The solutions are arrived at only after conducting Marketing Research of the area. The solutions are not so easy as many challenges have to be taken into account. Some of them are:

♦ The acceptance of your product in terms of the myths,ingredients, affordability, availability of competitive products/substitute products, Role of Influencers,etc. Additionally, the spurious products create serious problems for the genuine ones. ♦ Acceptable price for the consumer and whether it will be commercially viable for the marketer ♦ Physical Distribution & Channel Management

a. Rural Markets are scattered b. Small villages are difficult to reach because of inadequacy of all –weather Roads and suitable transport facilities


c. Multiple tiers add to the distribution costs. Further small markets adversely affect Commercial viability of Companies d. Few suitable Dealers are available e. Investment capacity of Retailers is low and therefore they want credit facilities. However, Banks are still not adequate. f. Inadequate warehouses and poor storage systems

♦ Communication also has problems associated with it at various places viz Low Literarcy rates, Inadequate means of communication, Language problems, etc.

♦ Marketing Research – Secondary Data is still inadequate/not so accurate in many cases. For primary data collection, Respondents are semi-illiterate/illiterate, unaware of Brands (in many cases) and hesitant to talk. Accessibility of many places is not so easy. Data collection requires simplified instruments and for involvement of respondents – Special Tools, Colours, Pictures and even Stories have to be adopted. In order to observe the farmers, the Researchers are required to be in the fields with the rise of the sun. They are required to visit the chaupals, melas, fairs and other places of activity for collection of Data/Information.

The Companies – Indian & MNC’s have been striving for finding area wise solutions to existing problems and creating innovative strategies for better Product/Brand Management. Consultants therefore have a lot of scope for their role in Rural Marketing.

Generally any Consultant whose physical presence is required in Rural Areas, should be willing to adopt the not so comfortable life in Rural Areas. Even the Food & Beverages available should be acceptable to him. He should preferably have the knowledge of the local language/dialect, should be comfortable in mixing with the locals and create his acceptance in the working groups.

True professionalism means the pursuit of

excellence and not only competence——-it implies

a pride in work , a commitment to quality, a

dedication to the interest of the client, and a sincere

desire to help—-Professionalism is not a

label you give yourself, it is a description you hope others will apply to you.

“Know thyself” The ancient Greek aphorism written on the

forecourt of the Temple of Apollo at Delphi

“The most difficult thing in life is to know yourself” Thales

“What is behind us and what lies before us are small matters as compared to what lies within

us.” Ralph Waldo Emerson


Management Consulting Conclave 2013-2014

The Institute of Management Consultants of India in association with Industry Institute Partnership Cell (IIPC) and School of Business Management, NMIMS conducted Management Consulting Conclave 2014 at Santokba Hall, NMIMS University on February 28th and March 1st 2014. The various themes for the conclave were Big Data Analytics, Confluence of Information Communication Technology with Rural Marketing, Case Studies on Rural Marketing, Infrastructure Consulting, Media and Entertainment.

The conclave began with inaugural address by Dr Rajan Saxena, VC, NMIMS followed by presidential address by Mr Suresh Mhatre, VP, TCS & President, IMCI. Mr Anuj Bhargava, I.P. President, IMCI & CEO, A.B. Associates gave over-view of what the conclave was all about and spoke in brief about the themes which would be covered in two days.

The key note speaker was Mr Adarsh K, General Manager, Sales and Customer Development, Western Region, HUL. He gave insights on how rural marketing has taken centre stage and has become an important part of business strategies for FMCG industry. He also shared his unique 6Ps of marketing he learned from his experience to leverage the rural market. The audience enjoyed listening to Mr Adarsh K.

The next session was on Big Data Analytics which was chaired by Mr O.P. Pa-huja, Former President, IMCI and Director, United HR Solutions Ltd. The speakers for the session were Mr Guru Adrakatti, Country Survey Leader, Kenexa, IBM and Mr K Vinay Kumar, CEO, DATAWISE. The industry stalwarts focused on how data mining and analysis of data has become important for industry when infor-mation in trillions of data byte is generated every day. Mr Gururaj Adrakatti spoke on how employees can be effectively engaged through data analysis collected during feedback while Mr K Vinay Kumar spoke on propensity modelling for rural market-ing to predict the customer behaviour for better business. The session was an enriching experience for the audience.

The second session was on Confluence of Information Communication Technology with Rural Marketing chaired by Mr Anuj Bhargava. The speakers were Mr Naveen Surya, MD, ITZ Cashcard, Mr. Anand Ramaswamy, Head – Projects, Debt Servicing Management group, ICICI Bank and Mr. Prabir Roy, Co-Founder and Promoter-Director, PayMate. The speakers spoke on how the innovation in payment gateway has helped people in rural areas and made the trans-

actions easier, faster and convenient. The cash card and mobile wallet have reduced among the rural people the fear of getting robbed apart from generating revenues for those who are providing these services in rural India through franchise model of the companies like ITZ Cash-card, PayMate etc.

The last session for first day was on Case Studies on Rural Marketing which was chaired by Mr. Walter E. Vieira, Former President, IMCI & President, Marketing Advisory Services Group. The speakers for the session were Mr. Narendranath Mishra, Country Head - Agri & In-clusive Banking, Development Credit Bank Ltd and Dr. Radhika Lobo, Associate Professor, Department of Economics, Birla College of Arts, Science and Commerce. This session focused on the challenges in the Rural Marketing and how they can be overcome through FDI and inclusion of rural banking.


The second day of the conclave started with the session on Infrastructure Consulting chaired by Dr. Debashish Sanyal, Dean SBM, NMIMS University. The speaker of the session was Mr. Manish Saigal, Expert – Infrastructure & Logistics who shared his insights on need of infrastructure for the development of the country. The session included a panel discussion on Scenario of Infrastructure Development of India which included industry stalwarts like Mr. Sudeep Mehrotra, General Manager, APM Terminals, Mr. Pratip Mazumdar, Associate Director, Investments, India Infrastructure Fund (IIF), Mr. Rajat Goyal, Investment Professional, L&T Infra Private Equity. The panellists discussed how China developed the infrastructure way ahead of time and how India could gain by following the path. They also spoke on the bottlenecks in the infrastructure and how they could be tackled by applying appropriate strategies. The discussion also threw light on the Public Private Partnership (PPP) model through various examples. The audience enjoyed the panel discussion.

The next session was on Media chaired by Mr. Kuldip Kawatra, Former President IMCI & CEO, Disha Management Resources. The speakers were Ms. Deepa Thomas, Head-Corporate Communications, eBay India and Mr. Atul Tewari, COO, Quikr. The speakers spoke how media has led to customer engagement to a new height. The session had some insightful questions from audience who wanted to know about the revenue model of the business and how easy or difficult is to convince the customer to sell or purchase things online.

The last session of the conclave was on Entertainment chaired by Mr. S.P. Agarwal, Former President IMCI & CEO, S. P. Agarwal & Associates. The speakers were Ms. Kanika Mohan Saxena, Head – Marketing and Ms. Delna Dhamodiwala, VP – HR of VFX, VIEW-D & ANIMATION, Prime Focus, India and Mr. Sailesh Dave, Consulting Advisor, F&S. The speakers thrilled the audience by showing mesmerizing work of their company in form of videos and explained how there is a growing need of management professionals in the entertainment industry.

Over the duration of 2 days, experts from various industries came in and wove a kaleidoscope of advice that was both enlightening and eye opening at the same time. It was a mixture of story-telling and interaction that hasn't been witnessed before for the future consultants and NMIMS and both the students as well the experts were delighted at the time that they got to spend here.

Students were enlightened with management consulting concepts and could relate their theoretical knowledge with practical examples given by industry experts. Students got an opportunity to personally interact with these experts and have a closer look on consulting industry. Conclave was then successfully concluded by Mr. Anuj Bhargava and Dr. Bala Krishnamoorthy by giving a vote of thanks to all the dignitaries.


Corporate social responsibility for market integration

Krishan Khanna, Chairman i Watch Mumbai -Consultancy & Project for CSR & Social Business( www.wakeupcall.org )

In recent years, increasing attention has been given to the concept of Corporate Social Responsibility (CSR), defined in terms of the responsiveness of businesses to stakeholders’ legal, ethical, social and environmental expectations. CSR has generally been a pragmatic response to consumer and civil society pressures. These have mainly been focused on trans-national corporations (TNCs) serving markets in the North, but often operating in countries in the South. Accusations by governments and civil society of environmental pollution, human rights abuses and exploitation of labour in supply chains, have pressured companies to become more environmentally and socially responsible. However, the business community has also quickly recognized the strategic value of being more responsible and is beginning to align products and business relationships, in particular through their supply chains, accordingly. Ensuring that CSR supports, and does not undermine, the development of small and medium-sized enterprises (SMEs) in developing countries like India is crucial to meeting the goal of improving the impact of business on society. SMEs make up more than 90% of all businesses worldwide and are essential to the ‘path out of poverty’ for many developing countries. If CSR demands are protectionist, culturally inappropriate or unreasonably bureaucratic the net effect will be to undermine livelihoods. On the other hand, the SME sector must not be allowed to become a loophole in which polluting, exploitative industries flourish. Support for SME development can be an important part of the CSR commitment of large companies in the context of responsible supply chain management, and improvements in social and environmental impacts can go hand-in-hand with better quality and management. UNIDO addresses the need to establish a framework for SMEs that helps translate Corporate Social Responsibility principles into a relevant SME perspective, thereby enhancing their competitive-ness and market access.

Union Minister for Corporate Affairs Sachin Pilot said in New Delhi , though a new law has stipulated the portion of profits that companies must spend on Corporate Social Responsibility (CSR) every year, the discretion to choose the specific activities and causes to be funded will rest with corporate boards. Under the new Companies Act, 2013, passed by Parliament in August 2013, profitable companies must spend every year at least 2 per cent of their average net profit over the preceding three years on CSR works. This mandatory CSR-spend rule will apply from fiscal 2014-15 onwards. Those companies that have a turnover of Rs. 1,000 crore or more or net worth of Rs. 500 crore or more or net profit of Rs. 5 crore or more will have to comply. While the Ministry for Corporate Affairs has prescribed in the new law the quantum of spending companies must undertake on CSR, it may not distinguish between charity, religious donations and sustainable philanthropy models for the purpose of delineating what mandatory CSR spending is. “It is for the board of a company to decide whether to allocate the mandatory CSR funds to a religious trust or philanthropic causes. The government would not like to say where they must spend. If the board of a company decides it wishes to contribute CSR funds to the Vaishno Devi trust so be it,” Mr. Pilot said. The reassurance from Mr. Pilot is likely to be received well in corporate circles. India's corporate sector has been less than enthusiastic about the CSR spending diktat. In September, Founder Chairman of software services exporter Wipro Azim Premji had said philanthropy cannot be forced upon. “My worry is that the stipulation should not become a tax at a later stage. Spending 2 per cent on CSR is a lot, especially for companies that are trying to scale up in these difficult times. It must not be imposed,” Mr. Premji had said speaking at an event in New Delhi. The philanthropist tech tycoon himself has donated 8.7 per cent from his personal stock holding in Wipro as endowment for the Azim Premji Foundation. He had further added, “They are trying to force something. It should be spontaneous.”. However, Shiv Nadar, Founder Chairman of HCL Technologies supported the mandatory 2 per cent spending. It takes 20 years to build a reputation and less than 5 minutes to break it down. The ‘buzz word’ nowadays is Corporate Social Responsibility (CSR). In other words: contributing to a better world by taking your social responsibility for people, planet and community. This is good for your inner feeling and your business. Your return on investment? Solidarity within your organization and a strong statement towards your customers as the key to success. Corporate Social Responsibility (CSR) is hot. More and more companies acknowledge that ‘doing good’ has a huge influence on the consumer; the loyalty for their brand increases. That’s why CSR activities are often being integrated in the positioning of a brand. For the early adopter this provides brand new marketing strategies. The link of your brand to society provides added value in the form of connection, image and new knowledge. And thus in success for your business. The more your social involvement defines the identity of your company, the more the consumer identifies himself with your brand. This is because your involvement shows the fundamental values of the brand. This emphasizes the authenticity of your company; instead of simply put a CSR-sticker on it. Something the consumer is increasingly sensitive to. The result: consumers are positive about your brand; they are loyal to it and support it. Moreover, it appears that price and quality are more positively affected, as CSR is an integral part of the brand positioning. (They offer Consulting & Projects for CSR and Social Business (as per Prof. Mhd. Yun )

http://www.wakeupcall.org


A PROFESSIONALS FORAY IN POLITICS.

Dr. Hiru Bijlani

After merging my consulting company with another one, I opted out of an active management role and started getting involved in independent consulting, writing and teaching. However I felt I needed to get my teeth into something more substantial like politics. I felt that it is the best place where direct real effectiveness in the service of the people is possible, since politics can subvert or enhance the quality of life of citizens. So I began to talk to people, as I toyed with idea of joining one of the existing political parties.

I came across an email message informing me about the Professionals’ Party of India. After reviewing their website and finding it quite credible in terms of the profile of the team and the values the manifesto stood for, I contacted the people concerned. On the eve of my visit to China for a conference, I went out to new Mumbai to meet the group that had launched this new party. My positive assessment was reconfirmed on meeting the team and so I decided to join the party.

Barrack Obama in his book audacity of hope, echoes the same sentiments and ideas as the Professionals Party of India.

I soon became a core group member and began to build the party in Mumbai city sending out emails, letters and talking people to join or support the movement. The Lok Sabha elections were announced and the party decided to field two candidates one in the South and one in the North of Mumbai, who I identified.

That started off a whirl of activities as the elections were a mere 7 weeks away. With a small group of only a dozen odd, keen supporters, we plunged into the job of propagation of the party and the candidates. We sent out emails, sms messages, mailers, hoardings, campaign cars, and media coverage via press and TV and of course social networking sites like facebook, blogs and You Tube. We also went flat out for personal campaigning in all directions: meet the candidates’ meets, rotary clubs, building societies, private gatherings, and even in the government chawls and slums. We managed to build an incredible amount of visibility especially for our South Mumbai candidate.

As it was one of the prime constituencies in the country, the media was keen to cover us. We had an amazing candidate, an eye surgeon, a young confident lady of 38, who had a great personality. She was a good communicator and totally unfazed in the glare of the media cameras and TV spotlight. She had a background of public service as a eye surgeon in the municipal hospitals. Our other candidate was a more a ‘local’ man suitable for the less urbane constituency of North Mumbai. He followed a mailer campaign strategy to focus on the ills of existing politics/politicians.

In the quick intense plunge into politics, the experiences in the process were quite insightful and unique.

One expects all government departments to be bureaucratic, corrupt etc. However, I discovered that the Election Commission of India’s processes to be thorough and professional. All the staff starting from the very professional returning officer were well informed, gave clear guidance and were very courteous at all levels and stages of the entire election process as much, if not more professional than many corporate firms I have dealt with. They were available 24x7.

I realized that it was not a typical government department. Since The Election Commission is an independent body it functions with a great deal of autonomy. One lapse was on the new voters list and the process of registration was that after the voter verification process carried out prior to the Lok Sabha elections of 2004. Some registered voters were deleted as they were not present at home at the time of the visit for verification by census staff, or for some inexplicable reason. Hence they could not vote in the elections in spite of having prior voter identity cards. The process of such deleted voters and new voters getting them registered was a long, unclear and laborious process.

Besides this the lists as compiled were very unclear and mixed up, resulting in voters being unable to vote or having to go from pillar to post, before being able to vote on the day of voting. The arrangements in terms of the congestion at the counting centers were another area that needs to be improved. Given the large numbers of persons permitted to be present at venues of the vote counting, the space and seating and other arrangements were inadequate.

The press was by and large supportive and gave us good media coverage even though us were new candidates, of a new party like ours. However there were a few shockers too on that front. While one is aware that some of the media links paid advertising with favorable editorial media coverage, the shocks that we experienced were with journalists including photographers from the press expecting their palms to be greased for favorable media coverage!


A disappointment was the low voter turnout especially South Mumbai where there had been a huge peoples protest movement immediately after the 26/11 attacks. Besides this the affluent and elitist South Mumbaites who identified with us, opted not to vote for us. They feared that we would ‘split the vote’ and the bigger of the ‘two evils’ might win. We tried to reason with them that if they waited for us to be big enough for them to be sure that we would win, how could we become big if they did not vote for us? So we were in a catch 22 situation. Notwithstanding our pleas they did not take the chance, to give us a chance. Although, that could have perhaps started the change, to alter the face of Indian politics.

While our candidates did not win, not that we expected to, I believe that our constant hammering the issues of corruption, illiteracy, and poverty at the T V debates etc did make participants of the major parties squirm. This was as we repeatedly pointed out that after 62 years of their being in office, India was still one of the most corrupt, illiterate and poor countries in the world. Also we hoped, seeing professionals getting off their comfort zone and cocoons and entering politics will hopefully put the pressure on them to professionalize themselves.

It was a short intense and perhaps I gave up too soon. But then I was getting on in age. It has been heartening to see the likes of Kejirwal and his team taking on the established parties. Hope fully they will be the ones to start the change of the political landscape of the country.

Director General of Mosquitoes T Ramaswamy CMC

Over half a century ago when we were in our teens mosquitoes were unheard of in our towns. Later they took the form of small almost invisible dots with tiny wings moving around and humming in our ears. Most of us never had any fan in our homes during those days. With the progress of civilization men became intelligent and claimed to be wiser. But pollution of the environment along with the pollution of the mind and intellect also took place.

The result was mosquitoes outgrew flies in size and posed a serious threat to man spreading diseases. Municipal, bodies suddenly became aware of the seriousness, urgency and growth trend of the problem especially during election years and wanted to show they did something. Conferences were held. A piece of fictitious dialogue is narrated for your enjoyment and enlightenment. The Councilor addresses a group of people in his constituency.

He says, "Gentlemen, I know you are all seized with the mosquito menace. I want your cooperation in getting rid of this menace".

Citizen A: Ask your staff to spray killer solutions.

Councilor: We have already launched that project. Ten sprayers are on then job.

Citizen A: But nothing has come out. Mosquitoes have become immune.

Councilor: What is the reason?

Citizen B: Sir to speak the truth the men did not visit us. They sell the solutions to people who pay them bribes.

Citizen C: Sir A few men did come and sprayed. But they asked us whether they could spray the solution on top of our trees. They emphasized that the solution was effective in preventing plant diseases.

Councilor: I am surprised at what you all say. Does it mean the problem remains unsolved?

Citizen A: True Sir. Mosquitoes remain where they are. We have bite marks and scratch marks in abundance.

Councilor: Now we will give a serious thought to this problem and tackle it on a war footing.

Citizen: What do you propose to do? Are you going to declare war on mosquitoes?

Councilor: Yes. There is good news for you. The Corporation is creating a post of Director General of Mosquitoes who will have a team of technical experts, each specializing in a particularly type of mosquito. Based on their research findings they will take action. That is going to be the permanent solution.

Citizen C: (In utter disgust). Sir in that case you will appoint one person for each mosquito for rendering effective supervision.

Councilor: That is not ruled out. We want the Director General to have heavy work and he should be fully utilized.

Citizen: Sir, now we run the risk of having more men than mosquitoes.


Holistic Cheating in Business T. Ramaswamy

With the advancement in knowledge in every sphere of human activity, we also find many cases of fraud and cheating in business as if it were

a profession of its own. Measures to curb this trend by governments have not produced desirable results. This is brought about by individuals

who enter business in the garb of entrepreneurs eclipsing ethics and forgetting social objectives. Let us consider some aspects of these

unethical trends in business.

Some entrepreneurs are adepts in introducing this approach right from the start. Greed dominates their objectives. The project is copied from

somewhere and costs are inflated. They submit a project proposal with rosy picture of cash flow and profits and influence the financial

institutions to sanction funds. They meticulously knock off concessions and incentives offered by the government.

They cleverly manage and ensure that their stake in the business is negligible compared to the total project cost. A fake entrepreneur comes

with a request to prepare a detailed report to knock off 50% subsidy towards project proposal preparation. Thus a chain of frauds is planned

and often successfully executed.

When many fake entrepreneurs embark on such ventures the result is that the nation is silently looted. Many industries are over financed and

ultimately they fall sick and enter the verge of closure. Part of the funds thus diverted is siphoned off for personal uses including building

personal assets. The project becomes non-viable and falls sick. It fails to service the loan installments which fall in heavy arrears. It becomes

sick though the promoter is prosperous.

In a frantic attempt to make good the loss and to hold on to the ground the business lowers the quality of its products, raises price, and adopts

other dubious methods including short weight of products, raising false insurance claims and lowering of product quality. These steps bring

loss of customers and goodwill. When it is unable to get the right personnel it resorts to fixing square pegs in round holes and looks for crooks

who are given premium posts with wide powers for producing results regardless of methods adopted.

The business resorts to "suitcase culture'' by which high denomination currency notes are filled in boxes to be gifted to decision making

officials. It is the most effective way of lubricating decisions in some cases. Experts are engaged for this special purpose and high sounding

designations are given to them to enable them to fulfill the mission. There is limit to which the government can curb these activities. Only

enlightened entrepreneurs and businessmen can improve the situation and bring about great relief to the customers by evolving a business

culture based on values.


Deep Pocket Management Philosophy

T Ramaswamy CMC

Management is a creative subject with tools and techniques for lifting an alert executive to attain professional excellence. While the skills are generally used for attaining core competence, there are also individuals parading as executives who make use of the managerial skills to enrich themselves. They become specialists in their field of activity and are liked, loved and worshipped by like-minded individuals. For relaxation and fun we shall consider a few cases of persons who fill their specially designed deep pockets with cash by sophisticated inventory mismanagement practices. Any commercial activity is enough for them to follow scrupulously the operating philosophy of deep pocket filling. One example lies in the area of purchase. The key official may not be the person who is head of the department. Knowing that there are stocks to last for months or years, he places orders for huge quantities when sales representatives visit him. First his pocket is filled and any overflow will fill a brief case and the order is executed. The official prospers whereas the organization plummets. Years ago such creative buying practices of some officials in an organization resulted in shoes for field staff adequate for 800 years con-sidering the annual usage rate. If one area is plugged another window of ingenuity opens. For example while estimating material require-ments, instead of the normal scrap allowance of 2% for copper the deep pocket official takes it liberally at 8 or 10%. So when 102 tons are to be ordered they order 108-110 tons. The extra quantity is a cushion available for receiving kickbacks and siphoning. Deep pockets are filled to the brim and any overflow finds its way to bags and briefcases. They immediately organize country wide or even world tours to deflate the briefcases and inflate their importance. In another case electric motors in stock were enough for the next 60 years considering the consumption rate. No wonder such organizations blocked huge funds in inventory, paying heavy interest to banks. They couldn't take delivery of essential materials worth one-tenth the value of the excess interest burden. If you ask them why this disease prevails the quick answer will be" that is the tradition and we don't want to be exceptions".

This phenomenon continues in organizations where there is slackness in control and the managers at the top level are not aware of what is happening. Examples vary from organization to organization and the extent of the loss and leakage is one of degree only. We hear a funny defense from such champions of this deep pocket philosophy. They say 'old is gold' and that the sale value of such items later will be higher. This has helped some organizations to make profit without operations. They sell the material at high prices and make a surplus. The company may lose but the officials flourish. Surprisingly such persons are considered to be result oriented efficient executives. They are in great demand elsewhere where they find greener pastures and glorious opportunity for growth. For them deep pocket enrichment is part of ethics.

“Management is an art rather than science---The artistry lies in the combination of skills, perceptions, intuitions and combined experience--Management is ultimately about people, there are endless differences between people.--Making it happen means involving the hearts and minds of those who have to execute and deliver.” Joh Harvey -Jones (1988)


Case Study

Ethics in Consulting : RCG Consulting & Services(RCGCS) by Ketan Gandhi ([email protected]).

Nital Shah, team leader of CSMR project, felt happy and uneasy after her Tuesday meeting analysts of in RCGCS about an approach to complete consulting assignment. G. Rameshchandra, partner of RCGCS assured her that upon successful completion of Control System market strategy project (Project name CSMR), she would be promoted to Partner. The promotion would mean higher pay as well as career growth. However, completing this project is not easy. It would mean a second meeting with Harshad, freelance consultant, the one person who could provide her balance vital information required in CSMR project. Now, Nital reflected on pending activities, finishing the project would mean following course of action proposed by analysts seconded by Rameshchandra: to pay Harshad off money that he demands for his services in the project.

Rise Technologies A/s., RCGCS's client, was leading electrical & control system company based in Denmark. It was trying to identify the cost break-up and control algorithm of system being supplied to prospective clients by one of its competitor, also a Danish company. Everyone at RCGCS felt that Harshad, who had worked in competitor's Chennai factory 9 years ago, could provide the detailed information on parts, assembly & test procedure, cost break-up and control algorithm required by Rise. The first interview with Harshad had caused Nital to have serious doubts about both the propriety of asking for such information and Harshad's motivation in so eagerly offering to help her.

CSMR project accounted for close to 30% of annual revenue of the RCGCS's industry analysis division. Successful completion of the project to client's delight also mean Euro 5 Mn / year additional business client for next 3 years. Over phone, Kinjal P. of Rise Tech A/s. confirmed additional 25% fee for CSMR project, if there is any issue related to additional cost in the project required to acquire right information.

By Saturday, Nital worked out several approaches. (1) She could ask Harshad to provide cost break-up of several alternative systems & control algorithms, including the one used by Rise's competitor, could be an expensing and time consuming, however, Harshad would not suspect what exactly she was looking for. (2) to hand the project to someone else in RCGCS, as Nital was not feeling good in seeking proprietary information without Harshad's knowledge (3) to pay Harshad & engage for specific service scope.

Nital felt that, whichever option she chose, this project would compromise her values. "Where one can draw a line on proprietary information? Was she about to execute what her friend in other consulting referred as necessary industrial espionage? She reflected on her journey in RCGCS. She had been a star performer all these years and until CSMR project, she felt that, she had followed high degree of ethics & integrity in her work. Now Nital wondered, would the next step to success require playing the game the way everyone else does in the industry?

RCG Consulting & Services (RCGCS)

RCG consulting & Services (RCGCS) was a small size boutique consulting firm based in Rajkot, India. G. Rameshchandra founded it in Oct-2008 after 16 years work experience in corporate companies in engineer to leader roles. He received executive MBA from IIM and attended Harvard's executive program. RCGCS service portfolio expanded in to Business Audit, Management Consulting and Corporate Training in functional areas of Business Strategy, Sales & Marketing, Operations, Innovation & Change focused on high growth industry sectors. Within 5 years, RCGCS had grown from micro to small size firm offering various services to foreign clients.

Nital, 34 year old, had been with RCGCS for 60 months. An electronic engineer & MBA from Singapore, worked in few companies before joining RCGCS as consultant. earned respect at RCGCS & their clients, within 3 years received promotion as Sr. Principal. Looking to importance of the project she was assigned CSMR project.

The CSMR project .

Rise Technologies A/s., Denmark assigned RCGCS a project of developing marketing strategy for "Electrical & Control system" that can be used by renewable energy companies in India. The assignment value was Euro 1 Mn, to be completed in 6 months. If Rise Tech A/s enters India market with right strategies, it can capture Euro Mn 30 per year business with a potential to get Euro 50 Mn per year in three years. Hence, stakes were very high for Rise Tech A/s. Success in CSMR project could also demonstrate RCGCS's competence and build reputation as reliable strategic partner for Rise Tech A/s's group companies (It was large European group with multiple businesses in construction & infrastructure development, health care, food processing and many other businesses.)

In CSMR project, Nital tried to collect information from design, engineering managers & purchase managers of prospective clients of Rise Tech. However, they were unusually closemouthed. They could share general information of market environment, technology trends, present & future volumes etc. G. Rameshchandra inquired whether, she found any ex-employees of target companies to seek information (RCGCS was successful in previous projects using this approach) However, it could cost more. Rameshchandra also shared that consulting companies routinely pay ex-employee of target companies to obtain highly sensitive information for their clients. RCGCS didn't do anything unethical in previous projects.


Nital meets with Harshad

Nital found Harshad, freelance consulting worked with RS Tech A/s's competitor company 9 years ago. He left it in 2007 and started his own free lance work. Nital met with Harshad the following Thursday. Even before getting into interview, she began to have confusion about asking him for detailed information on CSMR project. Feeling uneasy, Nital opened the interview by saying that she represents an international renewable energy company that was interested to develop wind turbines in India, which is currently analyzing technologies, cost structure etc. He was willing to help her in whatever way he could. Nital then suggested that they talk about the cost break-up of turbine & its key components. Harshad responded that he would need more information about technical specification, site information, target cost etc. if he was going to be of help to her. He explained that there were several con-trol system architecture available or under development, and it would make a difference which one they chose. It flashed an idea in Nital's mind that this was an opportunity to talk about CSMR project. Harshad asked if he knew who she was representing and what are the exact plans and need, it would help him to determine right information he can suggest.

Nital felt increasingly uncomfortable as the interview progressed. She felt that Harshad was earnestly trying to help her. He seemed to have an excellent technical and commercial background. Nital began to feel bad with herself and the prospect of asking Harshad to give her proprietary information on the CSMR project. As her discussion progressed, she couldn't help thinking "This is a guy who's trying to do good in the work, how can I be doing this? I have electronics engineering degree and MBA from Singapore, and here I am trying to sleaze him."

At this point, Nital settled on a scheme to end the interview but kept open the option of a second interview with Harshad. From first meeting, she knew that he had all information required in CSMR project. Instead of probing Harshad, she told that her client had not supplied her with adequate details to focus on specific control system and cost structure. She added that this questions had helped her learn a lot about what she needed to find out from her client before she came back to him and arrange next meeting.

Key questions:

If you are a protagonist Nital as consultant, what will be your plan of action to complete CSMR project? What was troubling Nital the most? Do you agree with her assessment of the situation? Was this situation avoidable? By acquiring proprietary information from Harshad, is there a violation of trade secret by Nital?

***

©2014 KgGuruji Academy (A division of KgGuruji consulting & Services). This case is prepared by Sr. Principal Consultant & Corporate Trainer Ketan Gandhi ([email protected]). The author may have disguised certain names & their identifying information to protect confidentiality. Some facts within the case have been altered. Cases are developed solely as the basis for class discussion / corporate training and are not intended to serve as endorsements, sources of primary or secondary data, or illustrations of effective or ineffective handling of management situation. To order copies or request permission to reproduce materials, call +919503158760 or visit http://training.kgguruji.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the KgGuruji Management.

“Management is a practice that has to blend a good deal of craft (experience), with a certain amount of art (insight) and some science (analysis).” Mintzberg, Henry (2009)

Dr. Sachin Mohan Bhide ([email protected]; www.ehamanagementconsultancy.com) Dr. Sachin Mohan Bhide, Marketing Consultant and Founder of Eha Management Consultancy was recently invited to speak on following topics:

“Smart use of Social Media for adolescents”. Sachin spoke to parents who wanted to know how they can use technology smartly.

“How to become a professional?” at Institute of Company Secretaries of India (ICSI), Pune Chapter.“

Sales challenges for travel industry in 2014” at Enterprising Travel Agent’s Association (ETAA),


Highlights of Achievements of Members

Dr. M. B. Athreya

Dr. M. B. Athreya, Fellow of the Institute of Management Consultants of

India, has been awarded Padma Bhushan by the Government of India for his

outstanding service in the field of management and consulting. In the picture

above, Dr. M. B. Athreya (Centre), is being felicitated by Mr. Shashi Budhiraja

(Left), former National President of IMCI and Sumit Chaudhuri, Chairman -

Delhi Chapter IMCI. The function was organised on February 20, 2014 by

Delhi Chapter at India International Centre, New Delhi.

Dr. Pradip Desai

1. Dr. Pradip Desai, Ex. Vice-President, IMCI addressed 28 participants from 10 countries at International Project Planning and Administration Programme (25th IPPA) held by Entrepreneurship Institute of India (EDI), Ahemedabad 0n 5-6-7 March, 2014. The subject of his address was “International Marketing & Project Appraisal”.

2. Dr. Desai was also invited by EDI on 10/3/14 to share his practical experience with 30 participant from 12 countries at International Programme in the area of SME sector.

mailto:[email protected]

http://www.ehamanagementconsultancy.com

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Greetings from IMCI!

Those members who have not updated their contact details may please do so. These details will be up-loaded on IMCI web-site.

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Issue No 118 E-News Letter March 201 page 21

THE INSTITUTE OF MANAGEMENT CONSULTANTS OF INDIA

When you see the initials CMC following a consultant's name, it means that he or she is a Certified Management Consultant and has met strict certification requirements of the Institute of Management Consultants in his or her country. The initials mean the consultant has met world class standards of competence, ethics and independence, and is eligible for reciprocity between ICMCI member institutes in 50 countries. CMC = mark of excellence In selecting management consultants, clients are well advised to seek individuals who meet the profession's own standards of competence, ethics, and independence. Institute certification is a valuable aid in this quest. It is the mark of excellence among management consultants.

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