Archive for the ‘Executive Education Programs’ Category
PSU executives queue up for MBAs
An MBA is no longer a cherished degree for only professionals from the private sector. An increasing number of employees from state-owned undertakings are enrolling for the degree to hone their managerial acumen, gain global exposure and fast track their career, which would have taken much longer in the public sector. In fact for most, it is a passport to move out of public sector undertakings (PSUs) to private corporations or consulting firms.
Top business schools like the Indian Institutes of Management (IIM), Indian School of Business (ISB), SP Jain Institute of Management and Research (SPJIMR), Narsee Monjee Institute of Management Studies (NMIMS University), and IIT Bombay’s Shailesh J Mehta School of Management (SJMSOM), have been witnessing significant enrolment from students with work experience in PSUs or the government sector in MBA programmes in recent times.
Public sector professionals, with two to five years of work experience, usually have exposure to large-sized projects and an MBA degree opens up for them a wider array of options in the private sector or allied industries in consulting. IIM Bangalore’s flagship post-graduate programme has 38 professionals from the government sector in the class of 2012-14 with a batch size of 377, up from 28 in the class of 2011-13, with a batch size of 382.
“Predominantly, these professionals are coming here to come out of the sector,” says professor Sankarshan Basu, chairperson, career development services at the institute. The professionals usually join the government sector from engineering campuses, but in just a few years, get frustrated at the lack of growth opportunities, he explains. “They feel an MBA degree can fetch them more glamorous roles in the corporate world, and a better remuneration,” adds Basu.
ISB’s Class of 2014 has 33 students from PSUs or government organisations, compared with 20 in Class of 2013 and seven in the Class of 2012. At SPJMIR, the PGP class of 2012-14 has 14 students from PSU sector, compared with 11 in the class of 2011-13. On an average, 7% to 8% of the PGP class over the past three years has comprised professionals from the public sector. At NMIMS, the MBA class of 2012-14 has five students from the PSU sector, compared with four in 2011-13 and two in the previous batch. Prior to this, it was hardly a trend.
“A management degree changes their entire career path. It fast-tracks their career and in the long term, they can contribute much better. It gives them crossfunctional and global exposure and trains them for long-term leadership,” says Atish Chattopadhyay, professor of marketing and deputy director of the two-year PGDM programme at SPJIMR.
At IIM Lucknow, the class of 2012-14 has 45 professionals from the government sector in a batch size of 450, up from 40 in the class of 2011-13 with a batch size of 420. Most students attribute the reasons for opting for an MBA to the slow growth opportunities in PSUs, where reaching a manager level could take them more than five to six years. Kranthi Kumar Nukathoti, former assistant design engineer at MECON, is one of them.
Nukathoti cites the lack of growth and low remuneration as factors for pursuing an MBA. He hopes to get into supply chain operations at any of the big private manufacturing majors after completing his MBA. One of the key reasons for professionals from PSUs joining SPJIMR is because of its focused specialisation in operations management, according to Chattopadhyay.
A chunk of the students from PSUs want global exposure, which the institute makes possible through its tie-up with Michigan State University in supply chain management and Purdue University in manufacturing and operations. Institutes like SJMSOM have a significant number of engineering professionals from the core sector and heavy industry PSUs coming for an MBA.
According to VK Menon, senior director, career and admissions at ISB: “An MBA degree gives them agreater choice of options and quick learning. Professionals from PSUs or government who join our MBA course get an opportunity to utilise the skills they have learnt and explore new fields.”
It’s a win-win situation as these people bring in diversity to the class and a perspective of the government sector to the rest of the students. “The exposure these people get in PSU units is large-scale,” says Menon. Adds Varsha Parab, director administration and in-charge registrar at NMIMS: “These students bring in governmental perspective to other students, which is required when they go into the corporate sector.”
Moreover, when these professionals join the private sector or consulting firms, they bring with them the skill sets and depth of understanding gained from working on big projects – a gain from the company perspective as well.
Source: The Economic Times, May 31, 2013
Stanford GSB takes Silicon Valley programme to France and India
Silicon Valley know-how will soon be available to entrepreneurs in India and France as Stanford’s Graduate School of Business (GSB) launches its Ignite executive course later this year in Bangalore and Paris.
Stanford Ignite has been taught in California since 2006, where it can be studied on a part-time or full-time basis. In France and India, the course will be taught on a part-time programme over nine weeks, at a cost of around £9,000.
Economics professor Yossi Feinberg, faculty director for Stanford Ignite, says the programme takes people with little or no managerial experience, but who are very good at what they do. “It’s remarkable how much innovation there is and how much is lost through the lack of business skills.”
Stanford Ignite targets scientists, engineers and graduate students who are interested in innovation in a start-up or inside their company. “The idea is to create something that is really useful….It gives them [participants] all the tools they need to create a successful venture.”
Although the programme will reflect the curriculum of a traditional MBA programme, the topics will be focused on those elements useful to entrepreneurs, says Prof. Feinberg. “It’s accounting for entrepreneurs, it’s finance for entrepreneurs – they will not go to Wall Street.”
The Indian programme, which will begin in August, will be taught in a classroom on the Infosys campus in Bangalore. In France, Stanford will work with Ecole Polytechnique, France’s premier science university. Professors will be flown out from Stanford for part of the two programmes, but much of the teaching will be done remotely.
The success of the programme will be judged by the number of successful ventures, says Prof. Feinberg, a measure which is already used to assess the California programme. “I don’t have the data but I think the number (of participants) who create successful ventures is very high.”
The third international leg of the programme will be taught in Beijing in 2014 and Stanford is investigating whether to teach the programme in countries such as Chile, Brazil and Turkey.
Source: The Financial Express, May 21, 2013
Divine inspiration for business
A motley bunch of IT and financial sector executives, businessmen, couple of police officers, a few officers from the Indian Air Force, executives from public sector companies, are all listening intently to Debashis Chatterjee as he speaks, flitting between anecdote, stories, humour and discourse. Chatterjee, Director, Indian Institute of Management (IIM) Kozhikode, Kerala, is addressing a management development programme, based on his book ‘Timeless Leadership, 18 Leadership Sutras from The Bhagavad Gita’ and his class of senior executives is keen to learn what for them is evidently new ground.
The sylvan surroundings of IIM-K, built as it is on two hillocks with a breathtaking view of a carpet of coconut trees as far as the eye can see, is an ideal retreat for these executives to get away from the hurly-burly of corporate life and step back and take stock. Chatterjee seamlessly pulls in examples from everyday life to illustrate his point and draw parallels from the discourse Krishna, the charioteer, gives to the warrior Arjuna, who’s paralysed into inaction on the battlefield. At the end of a day’s session, Chatterjee talked to Business Line about on his book and what the corporate world can draw from what the Gita has to offer. His office, more windows than wall, offers a spectacular view of the valley below.
The corporate world is rocked by a crisis in ethics and values. In this context, does a study of the Gita’s tenets offer some relevant lessons? The Gita is a text for the foundational values of life. It’s not just a book of skills. The corporate world has a preponderant emphasis on skills without the discretion that must go behind these skill sets. If I am an investment banker then I am really honoured for my craft in creating financial models. But, the emphasis is largely on skills. That emphasis has been so disproportionate that we have not paid enough emphasis on values that run these skills, which need to serve the larger good. In business you collect money, you have investors and shareholders; all of them constitute the larger component of a business and the society in which you do business. If you look at only the craft as your business capability then you are missing the whole point of what business stands for. Businesses need to understand what is the larger good; leaders need to have a sense of what corporate dharma is, which is to generate more wealth with less resources for a larger number of people. That’s the dharmic tenet of a corporation.
So, what learnings can corporate executives draw from the Gita?
Businesses of today will have to look at the multiple impact of their business. They have to be conscious of the larger or the whole picture. In the Gita, Krishna is telling Arjuna, ‘Don’t be worried so much about your role as a part. As long as you connect to the whole, the part is taken care of.” The earlier Chairman of Hindustan Lever, Vindi Banga, used to say that whatever is good for Hindustan is good for Hindustan Lever. He didn’t say it the other way round. Narayana Murthy says ‘whatever is good for India is good for Infosys’. Why are they saying this? Because they are saying the same thing that the Gita is: what is good for the large is good for the small.
Krishna is painting the picture of the large and telling Arjuna, “See your little part in connection with the whole…once you do that your ability to act for the larger group will enhance progressively. Then you will not engage in unethical actions.” If Rajat Gupta was sensitive to the world, that he was actually depriving a genuine investor from his legitimate wealth by insider trading, he would not have done it. It’s a lack of sensitivity.
When were you fired by the principles of the Gita to draw parallels for the corporate world?
I have been hearing Gita since I was a child. But my real serious interest in studying it developed when my father started scribbling notes on this before he passed away in 2009. And the Chief Executive Officer (CEO) of a company asked me to do a series on the Gita for 18 days. I did that diligently, one chapter each day, without knowing why I was doing it. But the result was so phenomenal. All of a sudden you saw into the heart of things with so much more clarity. Later, when I was in Singapore, an editor of Wiley walked up to my office one day. I was contemplating a comparative work of Sun Tzu’s The Art of War and the Gita. But, he wanted me to write a book based on the Gita. For that I needed to understand what it meant for corporations. This work is two years for writing. But the preparation for it was nine years. I read 200 editions of it. Everybody that you can think of has done some thing on the Gita: Tilak, Mahatama Gandhi, you name them…even CEOs are writing on it.
I even went to Rishikesh and met people who have made Gita their way of life, to understand what they had to say.
The book evolved as a result of this series of conversations. My earnest aspiration is to rescue the Gita from the vocabulary of an exclusive religious cult. I have nothing against religion but I have absolutely a problem when this is seen as a touch-me-not. The Gita’s message had to be transcreated for a new generation of learners who would not buy its esoteric notions. They would not see Krishna as an otherworldly being. So, I took examples form mundane existence (to draw parallels).
So, shorn of all the religiosity, the principles of the Gita you say are universal?
First of all it’s not meant to be a religious text but a way of living. It’s one of the works of psychology, depending on how you look at it. It has been interpreted by multiple people, so it lends itself to so many nuances, it’s a primary work, and my work is to interpret it for the corporate sector, transcreating the work in my own way.
Do you see India’s corporate leaders using these principles of the Gita?
If you see the top 100 wealth creators in India, 80 will swear by it, that their basic manual will be the Gita. The Gita is like a case study. The Upanishads are like a text book; Gita tells you how to apply the principles of Upanishads and Vedanta in real life. If that case study does not appeal to businesses which one will? I found that it is very compelling to speak to corporates with the evidence that the Gita not only has the power to create an Indian knowledge system, it can explain how the Indian business system runs the way it does, why Indian businesses can cope with the imponderables and uncertainty much better. Foreigners are amazed at the chaos here, but there is order in chaos. But, apparently, there is no chaos, there is a cosmos out there which lies just below the threshold of chaos and that order lends itself to depth of intelligence. So, instead of going out there and borrowing from shallow Western manuals we can go deep into our own knowledge systems.
With all the turmoil and scams in the corporate world, can B-schools inculcate values and ethics in B-school to your students?
The first point of ethics and values is that they are very subtle in nature. They don’t lend themselves to just teaching and talking like you teach time management or operations research. It is a different category, it’s very layered. So, ethics and values are caught rather than taught. They have to be built into the DNA of the organisation.
What are the attributes, according to you, that a CEO needs in today’s world?
A CEO needs wilderness skills; how do you deal with wide variations in data, in market fluctuations, you need a mental capability that has to seek out coherent patterns from a swarm of data, the ability to connect the dots and take decisive action, you need a certain equipoise, an equilibrium, a certain calmness of mind. That is missing in many CEOs. You need to know how to process your emotions.
CEOs also need an ecological sensitivity, which was not needed before. There are so many environmental factors buffeting businesses, that you cannot become ecologically vulnerable. Today, if you look at McDonald’s, they advertise their supply chain rather than their products. Sustainability is a function of being ecologically sensitive. GE has changed 180 degrees from the time of Jack Welch; in India, ITC is talking about responsible luxury. All this is pointing towards a change in mindset about the context of business. It is no longer about shareholders, it is the large societal factors impacting businesses. We need a bigger vision for business today.
Today you can’t bribe a Government servant and get away with it, there is the civil society which you have to contend with, there is the judiciary, there are environmental hawks who are scanning your carbon footprint. It’s difficult to be a business leader today, it’s much more challenging.
Source: The Hindu Business Line, December 7, 2012
Harvard courses focus on India cases
Harvard Business School (HBS) is expanding its presence in India through adoption of more India-based cases and new offerings in Executive Education. The base of Indian case studies at HBS has risen to 90 in the last one year, and will see more additions in the coming time, says the school. “There are a lot more new India-focussed cases coming up in the next few years. We are still concentrating on building this up, gathering and creating more teaching material. It will take some time as it is a long process, and a lot of work goes into it,” said Stefan H. Thomke, William Barclay Harding Professor of Business Administration at HBS and Faculty Chair for HBS Executive Education in India.
Over the last five years since HBS opened its India Research Centre housed at Mahindra Towers, Mumbai, around 15 cases related to India have been published each year. Prior to that, there were fewer cases being written on India. This is reflective of a broader trend in business education around the world. Before the year 2000, business schools and Executive Education curricula did not have significant global content. Today, given the global macroeconomic scenario and the importance of understanding how to do business in emerging economies, there is greater need to create global content.
These cases are taught at Harvard Business School (MBA and Executive Education). They are also taught in business schools around the world, as well as in other Executive Education programmes and company training programmes around the world. The largest consumer of India-Focused cases are US B-schools, as faculty in MBA and Executive Education programmes seek to add more content from emerging markets like India into their curriculum.
Harvard Business Publishing (HBP) India, the wholly-owned subsidiary of Harvard Business School Publishing Corporation, last year signed an agreement with the Indian Institute of Management Bangalore (IIM-B) to source 24 case studies from the institute every year. HBP publishes management content for academics, students, and professionals. IIM-B is the only institute from India and fourth from Asia that supplies case studies to HBP.
“Our agreement is that we will supply about 24 cases to HBP every year. We are putting only new cases written by IIM-B faculty. We started this last year,” said Professor Dinesh Kumar, Chairperson, Research and Publications, IIM-Bangalore. Kumar added IIM-B had gone through a process where it received a lot of tips on how to style the case, etc. Harvard hand-holded IIM-B for about a year. HBP distributes the cases to B-schools and corporates globally, including over 75 B-schools in India which use the cases extensively in their curriculum. Globally, these are priced at $3 per student for use in MBA programmes and $6.95 per student for use in Executive Education. However, Indian schools are charged a lot less in an effort to make the content more accessible to the faculty and students.
Executive Education offerings is another area where HBS is striving to expand its presence in the country. The institute began its Executive Education in India in 2006-07 with few programmes, but has expanded the portfolio gradually. This year, there will be a total of seven Executive Education programmes in India. “HBS has broadened its portfolio in India in terms of research and cases, and executive education will play a crucial part in this endeavour. Our programme portfolio folder has been increasing gradually, and we hope to keep it on a steady rise. So, you will have this and more in the future,” Thomke said
All the HBS programmes have been tweaked to cater to the Indian executives. The teaching methodology in particular, has been tweaked to be relevant to the local context. For example, HBS used the Mahindra & Mahindra (M&M) ‘Sactor’ innovation case study in ITS Executive Education programme on management innovation, to help executives understand equipment sector innovation. The case study involved analysis of the project at M&M to produce a tractor with an in-built trolley that could be used for non-farm purposes.
“The questions you get in such focussed case-based discussions are also very different from what we see in other countries. For example, we invited M&M executives to answer questions related to this particular case, so that the participants could understand the subject better. Overall, there has been a healthy mix of India-focussed cases and global cases, because this is what the executives want,” Thomke added.
He said management innovation would be one topic that will be taught every year in India. He said HBS has put more of marketing aspects to the course, that makes it unique to India. HBP is also looking for different channels to cater to the Indian leadership.
Source: Business Standard, August 30, 2012
Executive education on global B-schools’ radar
An increased supply of executive education programmes by the Ivy League institutes and other international B-schools, including Harvard Business School (HBS), Wharton School of Business, University of Pennsylvania, University of Chicago, Tuck School of Business, INSEAD, Oxford University’s Said Business School and Duke University, in Indian the market is set to add pressure on management institutes in the country.
B-schools Business Standard spoke to said though there will be pressure, the only way is to deliver quality products and services. “Executive training at the Indian Institutes of Management (IIMs) is changing with the competitive pressures from Ivy League global B-schools such as HBS and INSEAD turning their heads to the Indian executive education market. The impact of executive programmes by international B-schools on management development programmes, offered by IIMs, is likely to be on quality and nature of programmes conducted in the executive education domain,” says Keyoor Purani, Chairperson, MDP, IIM-Kozhikode (IIM-K).
The pressure will be felt in different areas by different B-schools. For some, there will be added competition in the vertical of open enrolment management development programmes (MDP), wherein B-schools offer an open invitation to working executives on a set topic. There are some who say the pressure would be felt in customised MDPs demanded by companies exclusively for their employees. “Others, especially IIMs, may feel the pressure in open enrolment MDPs. Our focus is mostly on customised progammes, which is where we will have to up the ante,” says Bibek Banerjee, Director, IMT, Ghaziabad.
India’s growing Rs. 3.5-billion executive education space continues to attract B-schools. US-headquartered Harvard Business School opened a classroom at Taj Lands End, at Bandra, in suburban Mumbai. The Wharton School of Business, University of Pennsylvania, is scouting for a centre in India, preferably Mumbai. “I think international B-schools will give competition to Indian B-schools. With their deep-rooted global research, highly-experienced faculty, exhaustive curriculum and attractive price-points, the programmes from schools such as INSEAD, Wharton and Tuck offer tremendous value proposition,” said Chaitanya Kalipatnapu, Director, Eruditus Executive Education.
Eruditus, promoted by alumni of INSEAD and Harvard Business School, delivers executive education programmes to Indian corporations and participants. It is at present working with INSEAD and Tuck School of Business in India. “More research from these schools is being focused on India such as The India Way (Wharton), Top Indian CEOs (INSEAD), Reverse Innovation (Tuck). This makes their programmes more compelling,” he added.
With competition building up, how do Indian B-schools plan to counter it? “We will invest heavily on faculty research and go for international accreditation. We will have to open up ourselves for scrutiny as per international standards,” adds Banerjee. Also, increased engagement and collaborations with the industry and “heightened participation in international peer review journals” are some of the other steps.
According to Purani, open-enrolment programmes, pre-designed by the members of faculty based on cutting-edge research and formulation of new practices to upgrade senior executive know-how, are likely to be impacted the most. “Senior and top-level executives from private organisations have started moving to training at foreign B-schools or have executive coaches to keep abreast of new management perspectives and techniques. Even top- level executives from government and public-sector organisations are choosing to go abroad or participate in programmes conducted by top international B-schools in India,” he says.
Indian B-schools believe the challenge will be to continue to draw corporate nominations in high-impact, cutting-edge, research-based, open enrolment programmes which prepare senior executives for emerging challenges. “Such programmes have a smaller market and, hence, the pressure from international B-schools would be felt the most, since the latter may eat into this small pie significantly if IIMs get lured by a large number of middle-level, generic programmes. We will focus on specific development themes, demonstrate expertise through new research and publications in contemporary areas and develop more relevant programmes targeted at senior executives. Another way is to create strategic difference through ‘Indianising’ the content and programmes, making them more relevant to Indian companies,” adds Purani.
In other words, while foreign B-schools are attempting to develop India-specific content through their local research centers, IIM-K will look to focus on adaptation of global models in Indian context. However, Indian B-schools disagree there will be added pressure on fees as well. “We are not under pricing pressure, in fact, we had around 12-18 per cent increase in the fees from previous financial year. MDPs were focused on the needs of the industry. The trend we see is that of increased demand for customised programmes. And from an international audience to understand India through programmes of IIM-B,” says Shyamal Roy, Chairperson, Executive Education, IIM-Bangalore.
Source: Business Standard, June 14, 2012
ISB earns Rs. 600 million through executive education programmes
The Indian School of Business (ISB), Hyderabad earned Rs. 60 crore (Rs. 600 million) from executive education programmes during 2011-12. “We are now the largest provider of executive education in India, offering open enrolment programmes as well as customised programmes to suit the specific needs of corporates,’’ Mr Deepak Chandra, Deputy Dean, ISB told Business Line.
During the last year, the premier business school trained over 4,000 senior executives through 125 programmes. Apart from its 50-odd regular faculty members, ISB has empanelled 150 visiting faculty from industry and academic institutions across the globe. The duration of the programmes generally range from three days to about a month depending on the nature of the course.
Apart from corporates, ISB also offers programmes to officials in Government and public sector enterprises and even politicians. A group of legislatures drawn from different State assemblies were coached last year in leadership and other aspects of public policy. “The response for this was very good,” Mr Deepak Chandra said.
ISB also went global in executive education by entering into a memorandum of understanding with Karachi-based Institute of Business Admninistration (IBA) to commence programmes from June 2012. “We will also expand our international footprint to Bangladesh, Iran, South Korea, Thailand, Vietnam, Philippines, Indonesia, Turkey, Mexico and Nigeria,” the Deputy Dean added.
Source: The Hindu Business Line, April 20, 2012
Indian School of Business signs MoU with IBA in Karachi
The Indian School of Business (ISB), Hyderabad has signed a Memorandum of Understanding (MoU) with the Institute of Business Administration (IBA) in Karachi to provide executive education in Pakistan. The collaboration brings together the Centre for Executive Education (CEE) at ISB, one of the largest executive education providers in Asia and IBA, the oldest business school outside North America, to provide executive education courses to senior management executives looking to fast track their careers.
The MoU was signed by Deepak Chandra, Deputy Dean, ISB and Dr Ishrat Husain, Dean and Director, IBA, Karachi, at the ISB campus. Deepak Chandra said in a release, “We are confident that this partnership will help generate tremendous opportunities for cross-collaboration between the two schools and sets the tone for many more future associations aimed at nurturing business leaders and entrepreneurs who would contribute to the growth of business and industry in Pakistan.”
The course offerings will include ‘open programmes’ or short-duration programmes that are driven by research, ‘custom-designed programmes’ or specialised courses devised to cater to specific needs of a particular organisation as well as workshops and seminars. For starters, the proposed programmes would focus on family business, entrepreneurship, business leadership, strategy and related domains. This would later be expanded to include programmes on Public Private Partnership (PPP) as well.
While ISB will focus on the design and delivery of the programmes, IBA will be responsible for their marketing and promotion. The programmes will be conducted by ISB’s faculty. The first programme is slated to commence in June, 2012.
Source: The Economic Times (Online Edition), April 13, 2012
Teaching leadership is easier than practising it: Nitin Nohria, Dean, HBS
When he took charge as dean of Harvard Business School (HBS) 18 months ago, Nitin Nohria announced five strategic themes that would guide his administration in the years to come, all starting with the letter I: internationalisation, inclusion, intellectual ambition, innovation and integration with the rest of Harvard University. The last two he’s partly achieved through the setting up of the Harvard Innovation Lab, which is now used by students and faculty from every discipline at the university.
This week, the dean was in Mumbai to take his first theme forward, with the inauguration of the Harvard Classroom at the Taj Land’s End hotel. “This classroom is hugely important to us. It’s designed as an exact replica of the classrooms we have at HBS and its architecture is central to our educational technology, which is the case study method,” he said.
Administrative duties usually leave deans of major academic institutions with little time for teaching or research, but Nohria still manages to teach a three-day ‘New CEO workshop’, at HBS thrice a year, meant for first-time CEOs of companies with a turnover of at least $2 billion. “Teaching leadership is much easier than being a leader,” he said ruefully. What’s the greatest challenge? “Staying focussed on your priorities. It helped that I declared what my priorities were, right at the onset. Otherwise, it’s very easy to get buffeted by millions of things that clamour for your time.”
The new Harvard classroom at the Taj was inaugurated by Ratan Tata in the presence of a select set of HBS faculty and alumni. The inauguration was followed up with a symposium on corporate social responsibility (CSR) on Saturday, attended by top leaders from government and industry, including Union minister Praful Patel, Anu Aga, Nadir Godrej, Rajashree Birla, Roberto Zagha of The World Bank, Kishore Chaukar of Tata Sons, Ranjit Sahani of Novartis and Onne van der Weijde of Ambuja Cement. Not an easy collection of people to bring together, but as Nohria said, “Our power lies in being able to convene high quality groups for interesting conversations. This process is distinctive to us.”
The new classroom, earlier the hotel’s gymnasium, constitutes a CSR initiative on the part of the Tata Group, albeit one that is guided by enlightened self-interest. HBS will have free use of the classroom for 12 weeks a year for its executive development programmes, but participants will have to pay for rooms and meals. The project has been three years in the making and Nohria says there are no plans to create any more classrooms in Taj Hotels. “We really don’t need any more. We’re not in India to chase demand. We’re here to chase knowledge.”
Meanwhile, HBS is closely watching the government of India’s plans to legislate a mandatory 2% expenditure on CSR for all companies with a profit after tax of 5 crore and plans to do a case study on the project in the future.
Source: The Economic Times, March 12, 2012
Harvard B-school has a new address in Mumbai
US-headquartered Harvard Business School (HBS) has finally found an address for its executive education classroom in India. The B-school, beginning this March, will offer executive programmes at the Taj Lands End, at Bandra, in suburban Mumbai. The space at the hotel will be an amphitheatre-style classroom fashioned after the ones at Harvard Business School in Boston. The B-school has been conducting executive education or management development programmes (MDPs) in India since 2008 at five-star hotels.
India’s growing Rs. 350-crore (Rs. 3.5 billion) executive education space continues to attract B-schools. The Wharton School of Business, University of Pennsylvania, will also have its own centre in India. “We will have office space and classrooms. We are looking at a centralised location and Mumbai that will suit our needs the most, as of now. Within the next two years we will have a physical presence in India. Through the centre, we will not only conduct executive education, but will also use it as a place for the alumni to converge and our faculty to convene for research,” Jason Wingard, Vice-Dean, Executive Education at Wharton told Business Standard.
Wharton joins the likes of University of Chicago, Tuck School of Business, INSEAD, Oxford University’s Said Business School and Duke University, among others, to offer their executive education programmes in India. “We have realised that many of the emerging markets continue to grow, and it is important for us to have a variety of locations around the world. We are present in India, China and Brazil.” Wharton receives about 10,000 executive education participants on its campus every year and India is among the top three countries in terms of participants from outside the US.
Wharton has started a certificate programme, ‘Accelerated Development Program’, for business leaders in India from January 2012. Track one of the programme will have three Wharton executive education programmes in India at Rs. 660,000 (plus service tax). Track two will see two executive education programmes in India and one in Philadelphia in the US for Rs. 500,000 (plus service tax) and Wharton Philadelphia programme at a discount of 25 per cent.
Source: Business Standard, March 1, 2012
Ivey ties up with MDI Gurgaon
The Richard Ivey School of Business (Ivey) is expanding its footprint in India through its partnerships in areas of case study preparation, research and executive education. The Richard Ivey School of Business today signed a Memorandum of Understanding (MoU) with the Management Development Institute (MDI), Gurgaon, for development of India-focussed business case studies and distribute them globally. Further, Ivey will also be developing an executive development programme for a large Indian telecom player.
The partnership with MDI will look at training high-potential faculty and case writers in case writing and case teaching process, developing a case writing and case teaching culture in Indian management schools, and expandiIn an interview with Business Standard, Carol Stephenson, Dean, Richard Ivey School of Business, said, “We are partnering with MDI Gurgaon to develop joint cases. I believe that case based learning is a highly effective and relevant teaching methodology to make management education more attuned to real world business challenges, particularly in fast-growing and emerging economies such as India.”
Ivey has a partnership with Indian Institute of Management (IIM), Bangalore, for research and Indian School of Business (ISB), Hyderabad, for developing case studies. The recent MoU is a step in that direction. At the Ivey campus in Toronto, around 10 per cent of students in its MBA programme are Indians. “We have been associated with India for a long time. The number of Indian students in our campuses is also increasing, especially after our alumni, an Indian businessman in Canada has announced 50 per cent scholarships for Indian students,” informed Stephenson.
She also said that the Indian students at Ivey, Toronto campus, were looking at coming back to India. “India has the opportunities — entrepreneurial and otherwise. That is why our students are looking at the country more than ever before. Moreover, our mandatory international business trip to India, as a part of the curriculum, is raising awareness among the students about the country, encouraging them to take up jobs here,” opined the Dean. In terms of executive education, Ivey has been working with several corporates for their internal programmes. Ivey has already worked with GAIL for the latter executive development programme. “Executive education has been our forte. We are thus looking at more partnerships with Indian corporates in this area,” said Stephenson.
The Dean said that the quality brought to executive education was of prime importance. Using its own faculty, unique case method, implementable solutions and getting industry practitioners to the executive education programme has been the focus of Ivey, according to her. “Companies are now realising that they cannot compromise with executive education. Talent is what makes a company and we hope to play a significant role in nurturing this talent among Indian organisations,” she concluded.
Source: Business Standard, February 23, 2012
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