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Transcript of IIMB Vision Document
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7/30/2019 IIMB Vision Document
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LONG TERM
VISIONDiscovering Tomorrow
IIMB
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1This document was prepared based on various deliberaons that the Long Term Vision Commiee
of the Board of Governors of the Indian Instute of Management Bangalore, under the chairmanship
of Mr K L Chugh, had with various stakeholders. The other members of the commiee include
Professors A S Kolaskar, B Mahadevan and Trilochan Sastry. Professor Pankaj Chandra, Director IIM
Bangalore contributed signicantly in developing this document.
LONG TERM
VISIONJ a n u a r y 1 6 , 2 0 0 9
IIMB1
INTRODUCTION
IIM Bangalore aspires to be amongst the top
management institutions in the world. We are a leadingmanagement school in India and have the reputation
o brand IIM. We provide one o the most competitive
programmes in the world. IIMB has had the unique
privilege o educating some o the best young minds
in the country in the last 35 years. Our understanding
o economic and social issues in India is o the highest
calibre and our research in related domains is well
established.
Management education at the beginning o the new
millennium is undergoing signicant and ar reaching
changes. We have the unique opportunity to play a
pioneering role in re-dening it. Its implications are
likely to be elt not only in our country but around the
world as economic power shits to Asia and emerging
economies.
The Chairman o the Board o Governors o IIM
Bangalore, Mr Mukesh D Ambani, Chairman Reliance
Industries Limited, constituted a Sub-Committee
o the Board to develop a long term vision or the
Institute in the light o these signicant changes. TheCommittee was headed by Mr K L Chugh, Chairman
Emeritus ITC Limited and included Proessor A S
Kolaskar, Former Vice Chancellor University o
Pune, Proessor Trilochan Sastry, Proessor IIM
Bangalore and Proessor B Mahadevan, Proessor
IIM Bangalore. The Director o the Institute, Proessor
Pankaj Chandra was also actively involved in the nal
stages o identiying the salient aspects o the visioning
exercise and arriving at key recommendations.
The other members o the Board also contributed
signicantly to the development o this vision.
The current exercise is motivated by certain important
events that we witness today. Some o theminclude age o discontinuity and the critical issue
o sustainability, huge growth opportunities in the
country and the emerging notion o the global village,
(or more details see Annexe 1). On account o these,
India has the potential to emerge as a global leader. In
order that we reach this potential, we need to develop
global business managers through transormative
education. Such an education will build leaders and
entrepreneurs who are value-driven, with a deep
sense o inclusiveness.
The document is the culmination o a shared
visioning exercise. The vision committee met with
a group o students, the oce bearers o the IIMB
Alumni Association, a group o employees (rom the
administrative sta) and aculty to develop a long
term perspective. The Chairman Board o Governors
met with the aculty to express his personal support,
as well as that o the entire Board, to this initiative.
Proessor Pankaj Chandra engaged the aculty in
several ways in evolving a shared vision. The aculty
actively participated in the visioning exercise through
various initiatives over two months. This included two
aculty meetings, a two-day aculty retreat acilitated
by Mr Arun Maira, Chairman, BCG, deliberations
by areas, programmes and research centres and
submission o vision by individuals and groups
o aculty. These initiatives played a critical role in
articulating the shared vision set out in this document.
It is clear that the visioning exercise is a bottom-up
approach.
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THE VISION2
AUM saha nAvavatu | saha nau bhunaktu |
saha vIryam karavAvahai |
tejasvi nAvadhitamastu | mA vidviShAvahai |I
AUM Santih Santih Santih |I
May He Protect us | May He Enable us to draw on the ruits together |
Let us together exert and create vitality | Let us be bestowed o knowledge |
Let us not show contempt or each other | OM Peace Peace Peace |
We build leaders and
entrepreneurs through holisc,
transformave and innovave
educaon.
IIMB will be known or excellence in research and scholarship, global character,
values, diversity and or the impact we make on multiple stakeholders and the
society.
2The details o the articulated vision are available in Annexe 2
The entire process o visioning led to the ollowing areas as key to IIMB becoming
a World Class institution. They are:
1. World Class Knowledge
a. High quality research & publication
b. Continuous learning (through new programmes, innovative
programmes, perormance-driven culture)
c. Knowledge to manage discontinuity
2. World Class Faculty/Thought Leaders World Class Students (Leaders
o Tomorrow) World Class Inrastructure
3. Financial Power & Autonomy
4. Governance
5. Holistic Learning (Diversity through Virtual University; Partnerships
with other institutions)
6. Sustainable Growth
7. Core Values: Deep and abiding respect or knowledge (we are inspired
by the Rig Vedic quote: (Aano bhadrah
kritavo yantu vishwatah), which means, let noble thoughts come to us
rom everywhere), Integrity, Inclusive, Contributions to Society
3For more details see Annexe 3.
THE DNA OF
IIMB3
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In the ollowing paragraphs we describe the road map that we need to ollow in
order to achieve the vision.
Faculty
High quality knowledge creation is a unction o having a critical mass o
World Class aculty who are thought leaders with an impeccable record o
research. The single most critical actor or achieving the shared vision is aculty.
Consequently,
Weneedtoinductglobalqualitythoughtleaders
Wealsoneedtopayglobalsalaries
The 5-year plan includes:
Hiringofthoughtleaders&ChairProfessors(20in5years;6inthe
rst year)
Hiringyoungfaculty(40in5years)
Changingthecompensationstructure
ContinuousKnowledgeAcquisition&RenewalProgramme(collaborative
research visits to top universities)
Research
World Class Research calls or collaborative working, both within the Institute
as well as with other reputed institutions. Three or our emergent themes or
research will be identied or research collaboration. These will result in:
CreatingnewCentresofExcellence&laboratoriese.g.,IIMBEmerging
Markets Centre in China, Behavioural Finance Laboratory, etc.
Researchgrantsandsupport
Aperformancereportingandreviewmechanismtofacilitatefaculty
development and promotion o peer culture
National / International Impact Events & Conerences
THE
ROAD MAP
Entrepreneurship
Entrepreneurial mindset will become one o the driving characteristics o
programmes and activities at IIMB. We will build this perspective in our
programmes through relevant themes in existing courses, courses aimed at
helping identiy opportunities and developing new enterprises. NS Raghavan
Centre or Entrepreneurial Learning will lead this eort in research, teaching and
outreach.
Transformative / Holistic Education
IIMB values multi-disciplinary education and will strive to provide an integrative
learning environment. Our programmes will refect the ollowing:
Anincreasingtrendtowardsunderstandingtheimplicationsofmanagerial
roles and decisions within the context o the society
Abetterappreciationoftechnicalandnon-technicalknowledge
Arespectfordiversity
Aprincipledapproachtolifeandlearning
Programmes4
ThePGPstrengthwillbeincreasedfromthecurrentlevelof270toabout
500overveyears
ThenumberofDoctoralstudentswillbeincreasedto150fromthecurrent
levelofabout50
Twonewprogrammes(formiddleandseniorexecutives)willbeintroduced
to increase the scope and diversity o programme oerings
ThePGPPMprogrammeintakewillbedoubledinveyears
ExistingExecutiveEducationprogrammeswillberedesignedinamanner
consistent with the vision
AccreditationtoInternationalbodies including EQUIS and AACSB
Students / Alumni
The students are amongst the very best in the world. To attract more diverse
and international students as we expand the class size requires several things:
Distinctivecurriculumthatisrelevantfortheemergingworldorder
Diversityinthestudentproleadmittedfortheprogramme
Holisticlearningopportunitieswhichencourageentrepreneurship
Stimulatingandchallenginglearningenvironment
Initiatives or building closer relationship with the Alumni will include:
Re-organisingtheAlumniOfce
4 For more details see Annexe 4.
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EstablishingAlumnichaptersglobally
InductingAlumniintotheBoard
CareerSupporttoAlumni
MeetingwithAlumnileadersannually
Infrastructure 5
A world class learning environment will require building state-o-the-art
inrastructure which will include the ollowing:
AnewcampustobedevelopedinBangalorefortheproposedexpansion
in activities
WorldClassLibraryinfrastructure
Housingforstudents,visitinginternationalscholars&faculty
Otherinfrastructure(includese.g.,studentsportsfacility,additional
classrooms)
Sustainablesolutionstotheuseofresourcesoncampus(e.g.,useof
water)
IT infrastructure
Anintegratedenterprisesystem
Educationaltechnologytoscaleupandimprovereachanddeliveryof
programmes and to introduce innovations in pedagogy
International Partnership
Deepeningofpartnershipwithlimited&reputeduniversities(suchas
Stanord, MIT, INSEAD, NTU/ NUS, HKUST, Tsinghua)
Administration
Administration orms the backbone o academic inrastructure and learning. Itwill be our endeavour to develop high quality administrative support at IIMB
through the ollowing initiatives:
Changingthecompensationstructure
OrganisationRe-design
Adoptaprocess-centricapproachfororganisation-wideadministrative
support
Leveragetechnologyforoptimalutilisationofresources
ContinuousKnowledgeAcquisitionProgramme(Training&Renewal)
5For more details see Annexe 5.
Funding Plan
The underlying philosophy is to ensure that while revenue components are
addressed largely through internal generation o resources, alternative and
innovative approaches are required to solicit unding or the capital component.
The details are as ollows:
Funding revenue expenditure
The approach to und the revenue expenditure is as ollows:
Increasethenumberofstudents
Increasethenumberofprogrammes
Increasethefeeperstudent
RevenuefromChairEndowments(20Chairsovertheveyearperiodwith
a six year commitment or the Chair; the target or the rst year is to have 6
Chairs at IIMB)
RevenuefromExecutiveEducationandConsultingactivities
IIM Bangalore cherishes the core value o inclusiveness. Thereore, no meritorious
student will be denied an opportunity to get educated in IIMB on account o
nancial inability. The Institute has several in-built mechanisms to address this
issue.
Funding the Capital expenditure
As mentioned in the previous section, several capital expenses are envisaged.
The exact capital outlay or the ve year plan needs to be worked out. On a
moresustainablebasisweneedtodevelopacorpuswithanoutlayofRs.800-
1000crores.
The ollowing options are proposed to generate unds or the capital
expenditure:
IIMBChairmansGrowthCorpus
IIMBAlumniGrowthCorpus
5-10%stakefromIncubatingcompanies
FundedResearch
Otheravenues(suchasBuild-Operate-Transfer(BOT),outsourcing,
leasing)
Governance
The impetus to be the best in the World comes rom the governance structure
and the process that is in place. Implementing the vision requires active support
rom the Board and certain changes in the governance structure. The guiding
philosophy behind setting up a good governance mechanism at IIMB is one o
empowering the Director and his/her executive team to manage all the aairs o
the institution. On the other hand, the Board provides strategic directions, long
term unding requirements and establishes accountability measures.
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BOG: Role, Size, Responsibilities
TheBoardasanactiveambassadoroftheInstitute
TheChairmanwilldrivetheexternalrelationships,fund-raising,and
provide strategic direction
BoardSize(membershiparound12-14)
PowertoappointDirector
EstablishAuditCommitteeoftheBoard
EstablishCompensationCommittee
EstablishInternationalAdvisoryCouncilforIIMB
Executive
ExecutiveTeam-toruntheday-to-dayaffairs-comprisingDirector,Deans and other Administration heads
IncludesArea&ProgrammeChairs
StrengthenInternalAudit
Develop&ExecuteBranding-Identity-CommunicationStrategies
A Board-level Vision Committee could drive the vision and review the
progress made.
Higher education, particularly management education, is at a critical juncture
today. We are entering a new era both at IIMB and in the country. Achieving thevision will depend on the participation o a wide variety o stakeholders. This will
also catalyze ar-reaching changes in management education and its impact
will be elt in other parts o the world as well. Given the enthusiastic response to
the new vision, we are condent that we will get there sooner rather than later.
I the country wishes to attain global stature, higher education including
managementeducationwillbeatthecoreofthistransformation.IIMBsvision
is to address this aspect and build leaders and entrepreneurs who are value-
driven through a transormative educational process. It will be our humble
contribution to make this nation proud and develop a rich legacy or uture
generations.
CONCLUSION
Mukesh D Ambani
Chairman, Board o Governors
K L Chugh
Chairman,
Long Term Vision Committee
Proessor A S Kolaskar
Member,
Long Term Vision Committee
Proessor Trilochan Sastry
Member,
Long Term Vision Committee
Proessor B Mahadevan
Member,
Long Term Vision Committee
Proessor Pankaj Chandra
Director,
IIM Bangalore
On behal o the Board o Governors
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The top management o every institution engages itsel in a visioning exercise
rom time to time. Such an exercise enables an organisation to respond to
the emerging scenario o the market and the society and make the necessary
mid-course corrections and also to ne-tune its oerings. IIMB has also been
engaging in this exercise rom time to time. The vision exercises carried out in
the last ten years and the detailed report o these are available in the later part
o the report. The current exercise is motivated by certain important events that
we witness today. Some o them are outlined below:
India is poised for a huge growth
Ever since the beginning o the new millennium, the global economic scenario
has placed India among the most promising nations in terms o economic
and business growth. Several international surveys and studies conducted
by government agencies and consulting rms projected an era o signicant
business and societal development in the newly emerging economies including
India.TheGoldmanSachsreportofOctober2003onBRICcountriesisacase
in point6. A recent report by the Government o Australia projected a key role
or India in the services economy7. Another study by CII-McKinsey projected a
dramatic growth in the manuacturing sector in India8.
Domestically,wewitnessahighGDPgrowth,inexcessof9%andthetrendislikely to continue or several years in the uture. Such a high growth potential
in the country demands every institution to revisit several o their assumptions
pertaining to oering their products and services. High growth demands new
innovations to respond to the emerging reality. It also redraws the rules o
competition as more players enter the market.
Educational institutions need to play a crucial role and will be required to quickly
respond to the changes. IIMB is no exception
6DreamingwithBRICs:ThePathto2050,GlobalEconomics,PaperNo:99,GoldmanSachs,October1,2003
7(2007)IndiasServicesSector:Unlockingopportunity,Dept.ofForeignAffairs&Trade,Australian Government.
8Jayakar,R.(2005),Manufacturingsnextexportwave,BusinessToday,April24,2005,66-72
Context orthe visioning
Annexe
1
exercise
to this and will greatly benet rom engaging in a visioning exercise to understand
the unolding uture, position itsel strategically and align its resources to
eectively respond to the demands placed on it in the uture.
Living in a global village
We have never witnessed such an integration o the world economies in the
past than what we see in the last decade. Indian businesses are becoming
global through acquisitions o existing businesses in other countries as well as
the starting o new operations. The number o oreign employees moving to
India on assignments is on the increase in recent years. In the uture we expect
greater integration o the diverse cultures and political economies o the world
in a single melting pot.
While at a macro level we see these trends, it is mirrored at the micro level also.
IIMB has had the maximum number o interactions with educational institutions
in other countries in the last ve years. There has been an increasing demand
or many such initiatives at the Institute.
These trends indicate to us a uture that will demand skills to transact business
in a global village. There will be an expectation in the society that educational
institutions equip the upcoming generations with ideas that are neither required
today nor available.
Age of discontinuity
It is our considered opinion that the most important reason or engaging in
a long term vision exercise is that the uture will be characterized by an age
o discontinuity. Two trends drive us towards an age o discontinuity. First is
the hyper-growth o the economy, which brings discontinuity into the system.
The second trend is the rapid advancement o society aided by technological
developments. Technology promotes discontinuity in a big way and orces
institutions and markets to revisit their assumptions about what it takes to
succeed in the market.
In an era o discontinuity, we do not stand to gain much by doing what we
have been doing so ar. It calls or strategies that are equally discontinuous.
Developing such strategies is not possible by merely extrapolating the current
processes. It calls or a clean slate approach and resh set o ideas that point to
newer possibilities and uncharted course o action.
The eorts o the long term vision committee have a similar purpose. In view o
the discontinuity that we see o the uture, it is envisaged to develop a vision or
about20years.
Sustainability is an issue of concern
One o the major concerns o the society is the issue o sustainability. While
growth, market position and share have been guiding various actions o
organizations so ar, it is becoming increasingly clear that in the uture the ability
o an organization to deliver sustainable solutions will signicantly infuence
its own sustainability. Environmental concerns o the society demand that
organisations actor these into their strategies.
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The aspirations o the aculty at IIMB as articulated during the shared visioningprocess are elaborated below:
Core Values & Impact
IMBwillbeknownforexcellenceinscholarship,globalcharacter,
independent thinking, path-breaking research, world class competence in
academics, diversity and scale o our oerings and or the impact t hat we
make on multiple stakeholders and the society
IIMBwillstrivetoproduceleadersoftomorrowbyofferingaholistic
education which will include not only quantitative, analytical and
communication skills but also exposure to social and environmental
issues, personality growth, emotional intelligence and development o
core values and character, with a global perspective.
OurcorevaluesincludeBeingScholarly,RespectforKnowledge,
Citizenship, Openness, Being Inclusive, Ethical, Transparency, Fairness
and Equity in all our processes and dealings and Pride in our work,
institution, and the nation
Withpassionforexcellence,ingenuityandestablishedcompetencein
application o ideas, concepts and management practice we will mouldthese values in our students and on other clients so that they have a larger
and a more meaningul impact on society
IIMBprogrammeswillbedrivenbythefollowingprinciples:Dignityof
individual, Unimpeachable integrity, Climate o open discourse and trust,
Mutual respect while ostering healthy competition and Continuous
Renewal
WewillshapemanagementeducationinIndiaandemergingeconomies
and establish brand India by engaging with Corporate, Society &
Government and by being relevant to local conditions
Throughitsscholarship,IIMBwillbecomethemostsoughtafter
destination or those in business, academia, government, and others,
Detailed articulation
Annexe
2of the shared
vision
in India and across the world, who want to understand Indian and
emerging economies
Throughknowledgecreationandsolvingsocietalproblemswewill
infuence policy-making and contribute to the well-being o the nation
Wewillprovideaccesstoqualitybusinesseducationforallandwilldelight
our stakeholders leading to their support and cooperation
Research & Thought Leadership Position
Wewillhaveoutstandingacademicsandthoughtleaderswhowillbe
world class and be globally recognised and respected among intellectual
peers by virtue o publishing in top journals and world class conerences
Wewillenhancethecultureofresearch,promoteimpactfulresearchthat
are conceptual or applied on issues that are relevant, and are respected
and well cited
Contributions & Output
Wewillcontributetotheeducationecosystembybeingthebiggest
source o cases and teaching material, major provider o academic leaders
(FPM & teacher training) and by setting standards or management
education
Wewillne-tuneourprogrammeportfolioandoffernewinnovative/
distinctive programmes (or the middle and senior management such as
PGP-X, and Executive MBA) that enhances the size, scope, diversity and
meritocracy and thereby create credibility and visibility
WewillscaleupthePGPtodoublethecurrentin-takeandtriplethe
numberofresearchstudentsby2013
Faculty, Administration & Students
Wewillhavediverseandwell-paidfacultyandadministrationteamwho
believe in the core values o IIMB and with their domain expertise will
contribute to institutional excellence
Wewilleducatestudentsfromdiversebackgroundswhowillbecreative,
ethical, inquisitive and entrepreneurial, and with a global outlook will be
change agents, meaningully contributing to society and develop pride and
deep bonding with IIMB
Wewillhaveaccomplishedalumniwhowillbeleadersofglobalentitiesand exempliy excellence, diversity and richness o experience. They will
believe in giving back to IIMB
Performance & Incentives
Wewillhavetrueautonomyandnancialindependencetodeployworldclass aculty and inrastructure
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Wewillhaveaperformance-drivenpeerculturethatenableschannelising
individual excellence towards contributing to institutional achievements
Withinvolvedstudents,administrationteamandfacultywewillprideourselves in fawless execution
Infrastructure & Process
Wewillcreateworldclassinfrastructureandadopta process-centric
approach to set up an organisation - wide administrative support
mechanism
Wewillleveragetechnologyforoptimalutilisationofresources
Wewilldevelopavibrantandopencampusthatisenvironmentally
sustainable, harmonious, green, clean and comortable
The shared vision is an outcome o deliberations with multiple stakeholders,exchange o ideas through meetings and discussions and the electronic media.
These deliberations pointed to certain key areas that require clear understanding
and concerted eort or eective implementation o the shared vision. These
are laid out in some detail below.
World Class Knowledge Creation & ThoughtLeadership
The undamental enabler o the shared vision is the ability o the Institute to
create knowledge that is truly world class. High quality knowledge creation
is a unction o having a critical mass o World Class aculty who are thought
leaders with an impeccable record or research excellence and the potential to
create more in the uture.
Attracting such aculty requires that we are able to compensate them
competitively and provide an academic ambience characterised by perormance-
driven peer culture. Furthermore, it also calls or well-established mechanisms
in the Institute that will enable high potential aculty in the Institute to raise
their standards to the newer requirements through continuous learning and
renewal.
World Class Students
The second element o a World Class institution is attracting World Class
students into the programmes. Ater all, World Class students transorm into
leaders o tomorrow and impact and shape the society. Attracting World Class
students requires several things:
Provideacurriculumthatisdistinctiveandrelevantfortheemergingworld
order
Activelyseekdiversityinthestudentproleadmittedfortheprogramme
Enhanceholisticlearningopportunitiesincludingonewhich
encourages entrepreneurship and opens up new value creation paths
ProvideaWorldClasslearningenvironment
Annexe
3Key areas that require
the vision
attention toimplement
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World Class Infrastructure
In a nutshell, we should aim at having a physically and technologically competent
inrastructure that refects the vision and belies o the Institute. There are several
aspects to deploying World Class inrastructure. Further details are given in
Annexe 5.
Financial Power & Autonomy
All the above three aspects clearly call or huge capital outlays, bold
and innovative methods to nd sources o unding and dierent levels o
compensation to etch quality resources. Arguably, in order to create a World
Class institution, having nancial power and autonomy becomes another key
aspect o implementing the vision. The nancial autonomy that we need to
have includes the ollowing:
Anabilitytosetupourowncompensationandperformancesystem
that enables us to acquire World Class aculty and administrationteam
Anabilitytochargefeesthatenablestheinstitutemanagetherevenue
expenditures consistent with the vision initiatives
Anabilitytodenelimitsonthesizeoftheendowment
Anabilitytoraisefundsfromvarioussourcesincludingthemarket
Diversity
One o the important eatures o the shared vision is the value o diversity. We
need to incorporate the aspect o diversity in several ways. We have to seek
students rom various backgrounds and social strata. This is essential or us to
introduce dierent ideas and diverse viewpoints in our classrooms and also in
our thinking. In the Indian context, diversity has to include gender, educational
background, caste, ethnicity, social background and regional background. We
also need to introduce diversity in our programme oerings. We have to actively
develop programmes that would be o value to a larger group. We have to
be able to induct oreign nationals in our various programmes. All prominent
business schools around the world have a major component o oreign students
who add to the richness and diversity o the student body. This will add to ourglobal exposure and standing. We will also have to recruit International aculty.
Another enabling mechanism or enriching the value o diversity will be our
ability to orm close partnerships with other reputed institutions that are
complementary to IIMB (such as a reputed engineering school, school o
law, social sciences and basic sciences) to orm a virtual university. Such
an arrangement will maximise the diversity, the quality o holistic learning and
may result in developing successul entrepreneurs and leaders or society. IIMB
should be able to aim at this possibility in ve years.
Towards achieving its goal, IIMB will have diversity across the board:
IIMBwillhaveahappysprinklingofstudentsfromdiversedisciplines
and rom dierent parts o the world
IIMBwillalsohaveatrulyinter-disciplinaryfacultybodywhichwillinclude
international aculty
IIMBwillstrivetoachievebettergenderequalityandmoreequitable
representation o dierent social groups without compromising with
academic standards
IIMBwillhavediversityinitscourseofferings,trainingprogrammesand
research
Throughout,IIMBwilllookforexcellenceandinnovation
Governance
Implementing the vision requires active support rom the Board and certain
changes in the governance structure. The role o the Board is to be an active
ambassador o the Institute at all occasions and help the Institute achieve
the aspirations o all its stakeholders. The Chairman will drive the external
relationships, und-raising, and provide strategic direction. The Chairman will
ensure compliance to good governance at the Institute and will be accountable
to the Society at large.
The current size and the largely ex-ocio nature o the Board are not conducive
to meaningul participation and support. The Board should not be more than
12-14 members strong and may comprise two members rom the government.
Other members must be rom civil society, business & industry, aculty, alumni
etc., including some members rom around the world who can bring in a global
perspective.
A Board-level Vision Committee could monitor implementation o the
vision and review the progress made. The Committee could consist o Board
o Governors, Faculty, Administration and eminent people rom the external
world.
International Advisory Council could consist o some o the internationally
renowned thought leaders who could help the Institute periodically assess the
curriculum and programme design so as to keep the Institute on par with the
best in the world.
Executive Team could help the Director administer the activities at the institute
with clearly set responsibilities and accountability.
Holistic Learning
As management issues become increasingly complex, learning has to not only
encompass all existing and emerging aspects o business, but also o societies
and Governments. This would require an inter-disciplinary approach to learning,
emphasising insight, empathy and creativity.
Sustainable Growth
Sustainability involves integrating economic, environmental and social elements
into our decisions, to create a world which meets our aspirations without
compromising the ability o others including that o uture generations to do so.
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It also implies an active engagement with systems and processes to help create
amoreequitableworld.InpracticethisimpliesthatIIMBsfuturesuccessand
reputation is likely to be tied to t he impact its activities will have on infuencing
business, policy, and society to transition to a sustainable path.
Core Values
At the heart o a great University or Institute is it s deep and abiding respect
or knowledge. This maniests itsel in several orms, including celebrating and
rewarding outstanding research, scholarship and teaching. It also means a
high level o integrity in adhering to standards o excellence and an inclusive
academic environment that respects diverse views. The proclamation rom the
Rig Veda (Let noble thoughts come to us rom all sides) captures this idea.
At the same time, we need to be relevant to Society and make meaningul
contributions based on our scholarship and research. We would also adhere to
universally accepted norms o ethical behaviour and conduct.
Increasing the scale and scope will be integral to implementing the visionor several reasons. Multiple stakeholders, including those in Business,
Government and Society, expect the IIMs in general and IIMB in particular to
scale up the activities. I IIMB does not scale up the activities it would lose an
importantopportunitytobeapartofIndiasgrowthstory.Thereforetoplayany
meaningul role in business and society, scaling up is not a matter o choice
but an imperative. Several other benets accrue to IIMB on account o scaling.
Some o them worth mentioning are as ollows:
ScaleenablesIIMBtoleveragesynergiesindeploymentofinfrastructural
resources
Itmaximisescross-learningandacceleratedlearningopportunities
ItenablesIIMBtoachieveitsvisionofincreasingthediversityofstudents,
courses and application domains in a signicant manner
ItenablesIIMBtotakeleadershippositionbycreatingsignicantoutput.
For instance, by tripling the intake in the Doctoral programme in the next
ve years, IIMB can achieve its vision o being the cradle or providing
leaders or academic institutions in the country and be a dominant player
in capacity-building or management education in the country.
On the other hand, scope o oerings will enable IIMB to ensure optimalutilisation o aculty resources while maximising the revenue earned through
various programmes. It will also enable IIMB achieve its stated vision o
addressing diversity. In order to increase the scope, two long-duration diploma
programmes or practicing managers will be introduced:
Therstsuchprogrammewillbemeantformiddlemanagerswithabout8
years o experience. This programme is proposed as a ull-time o ne-year
programme.
The second programme is meant or senior managers with about 12-15years o experience and being groomed or top management positions.
The programme could be o one and hal-year duration in a modular
ashion. Presently, no such programme is being oered by other institute in
India.
Programmes:
Annexe
4Scale &Scope
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We will have physical and technological inrastructure that refects the visionand belies o the Institute. There are several aspects to deploying a World Class
inrastructure. These include among other things the ollowing:
Libraryresourcesisoneofthekeyelementsoftheacademic inrastructure
that a World Class Institution must augment
Aneducationaltechnologycentrethatwillfacilitateappropriateuseof
emerging technologies or eective classroom utilisation, pedagogical
innovations, and increasing access o the knowledge created at IIMB.
This could provide a viable basis or inclusive growth or IIMB in the uture
ThereshouldbeanonlinepresenceoftheInstitute,andfacultyshould
be able to provide courseware over the web
Cleanandeco-friendlycampusisanotheraspecttodevelopingaWorld
Class Inrastructure. Our campus should be eco-riendly with acilities like
renewable energy systems, water sewerage with recycling acilities and
water harvesting systems
ImprovingthequalityoflifeofIIMBcommunityisanotherdimension.
This requires developing centralised recreation acilities
AnotheraspectisthedeploymentofastrategicandintegratedIT
inrastructure that acts as the sub-stratum or mounting various activities in
the Institute
AnotherimportantelementofcreatingaorldClassInfrastructureishaving
a competent Administrative team to eectively plan, deploy, monitor and
utilise the physical inrastructure. This aspect could be reerred to as sot
inrastructure. Similar to the issue o World Class aculty, adjustments in the
compensation systems, continuous training and renewal mechanisms may
be required to upgrade the existing administrative inrastructure
Developing
Annexe
5World Classnfrastructure
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I N D I A N I N S T I T U T E O F M A N A G E M E N T B A N G A L O R E
B a n n e r g h a t t a R o a d , B a n g a l o r e 5 6 0 0 7 6 , I n d i a
T: + 9 1 - 8 0 - 2 6 5 8 2 4 5 0 F : + 9 1 - 8 0 - 2 6 5 8 4 0 5 0
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