Book Review- Drone Warfare: Killing by remote

Wreaking havoc sans the risks

The book ‘Drone Warfare: Killing by remote’ by Medea Benjamin is an excellent work which has very lucidly covered every facet involved with the use of drones or UAVs. The history of combat and warfare has been witness to revolutions which altered the face of the war. The same is happening now with the prolific use of Unmanned Aerial Vehicles (UAV) for not just surveillance but also espionage and real time situation awareness of the scene of action. The same UAVs are today delivering payloads on the perceived enemy and the man flying the machine is sitting in an air-conditioned room oblivious of the vagaries of the war ground.

The use of these pilotless aerial flying machines is deemed to be the new game changers when the real man-to-man war of attrition is seemed to be gradually heading to obsolescence. The valor involved in penetrating the enemies’ territory and conducting missions in the face of the enemy fire might become a story of the yore. But there are issues like collateral damage, human rights violation, and breech of privacy as the mission operations of these pilotless flying machines are going to be multifaceted.

Even if these drones will be operated to knock-off an enemy or a militant, questions which immediately pop up relate to how one could confirm that targets are not civilians? How does a UAV ensure it never launches strikes against people not directly participating in hostilities? And these questions are relevant because of the large number of civilian casualties which get reported from Pakistan and Afghanistan which are the epicenter of most of the UAV missions being operated by the USA and UK.

The entire wiring of the intelligence provider, operator of these machines and the people involved in analyzing the received information has huge gaps. Let’s anticipate that signal intelligence or technical intelligence or human Intelligence received from the ground is precise, even in that case the area of operation remains dynamic which poses a risk to innocent life. Precisely these very reasons have brought the Pakistan Government and USA in a confrontation as the lives lost on ground in Pakistan have created a swell of anti-administration demonstration.

A tall man in a robe could be anybody. Even if the target is found to be right, how could one stop the damage in the periphery. There are umpteen examples like 24 Pakistani soldiers killed, one man knocked out in front of the mosque but the projectiles killing another 16 inside the mosque. Also, there are children, women and animals who if not killed are maimed for life. And they are also left with a psychological scar, something like the post trauma stress disorder, which keeps stirring within them throughout the life. Apart from these issues, there are legal and human rights issues, while we keep the battle field or security and defence requirements at bay.

The book is a thorough research on the kind of missions these drones are performing in Afghanistan, Pakistan, Libya or Iraq. It touches upon the influence of the manufacturers on the administration whether it is USA, UK or Israel which, as of now, have put these drones into maximum use. The research is not just about the bases within these countries but also those bases in Seychelles, Saudi Arabia, UAE, and Turkey which are buzzing with these machines and their operators and handlers. Back home, as brought out by Medea Benjamin in the book, lobbies are using every means to push the interest of the manufacturers. The companies involved in defence production like Lockheed martin, Boeing, Northrop Grumman, Raytheon, Rafael Advanced Defence Systems Limited have other companies like AeroVironment which specialize in mini drones of the size of Humming Birds or wasp and experimenting with technologies which can switch their role as per the need and mission. Medea has very interestingly detailed the web of means employed to grease the wheels to push the manufacturer’s interests and benefits.

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

Payback Time?

With global diplomacy playing its part and an army showing signs of resilience, the Assad regime in Syria seems to be regaining its composure once again, says Saurabh Kumar Shahi

While the world was focussing on the goings on in the Middle East, the Syrian Arab Army under the leadership of President Bashar al-Assad, achieved a major tactical victory this week in its fight against a mishmash of home grown rebels and foreign mercenaries. The Syrian army successfully captured the tactically important town of Qusayr. And by doing so, it has reopened the transport route between Damascus and Lebanon, something which was closed for more than six months now, while denying it as a resupply line for the insurgents in Homs Governate. There are several versions of how the rebels lost the battle and the town and none of them give a definitive story of what actually happened in northSyria this week. However, there appears to be a growing consensus on why they lost it and are poised to lose further.

The single biggest reason that appears to have started turning the tide is that even after months of fighting, the morale of Syrian Arab Army remains very strong and there is no visible cracks in the military itself. This is an extremely important sign. The army has been stretched thin in the initial 14 to 15 months of unrest. It was also stretched because it had failed to concentrate on key areas.


Also, in the initial days the opposition opened several fronts, especially those where training was being provided by Jordan and Turkey. And that is why deployment was stretched to its optimum to stop these leaks. However, this was less affective as the opposition resorted to hit and run tactics that bled the army quite profusely. This strategy has been changed at several fronts. Broadly the new strategy appears to be on these lines.

First, the Syrian Arab Army decided to withdraw from those areas that were not tactically important or are at least less important than others. This was followed by the consolidation of important areas, which gave the army a chance to mount coordinated attack on the opposition strongholds. It has also helped them withdraw and consolidate arms and weapons in their strongholds and stopping them from falling into opposition’ hands, as was the case in the past. This three-pronged strategy has helped the Syrian Arab Army in not only retaining their strongholds from falling into the hands of highly motived and armed rebels but also recapturing some of those territories it has lost in the last few months.

Apart from this there are other aspects that are very visible. The biggest of them is the army's ability to strongly withstand pressure from the opposition. After months of small and big scale defections and desertions, the Syrian Arab Army has now stabalised and have dropped to a trickle. Sources close to TSI say that during the second half of 2012, an average of 400 to 700 soldiers from the army were defecting every month. That figure has now dropped down to 10 to 12 defections every month, which the sources added, are `very manageable.'

Also, unlike 2012, there is little discontent amongst the officers corps - evident in decreasing number of defections while all such occurences are now limited to the level of soldiers and that too in the logistics department.

It is also very interesting to note here that the core of the conscription of the Syrian Arab Army that is still very Sunni in its formation, has remained consolidated to this day and there has been no apparent crack in that support base although the rebels have tried to project the unrest as a Sunni versus Alawite conflict.

Similarly, the minority conscripts as well as the officers, drawn from Christians, Druze and Kurds, have stuck it together displaying solidarity and camraderie. 

While the insurgency continues to retreat slowly but steadily, Russia's maneuvering has been successful in deterring any chance of an outright western intervention which was rated high on the cards at one point of time not too long in the past.

“According to the Geneva plan the United States and Russia will convene a conference with the aim to finding some consensual new Syrian government with each side promising to bring its supported party to the table. For Russia that will be easy to do. The Syrian government has always agreed to such talks and is willing to send a delegation that will discuss the various issues and compromises, where required.

But the United States itself has a huge problem on hand. It has little leverage over a large disjointed Syrian opposition. How can it then deliver on the promises it made? There are two identified groups the US is interacting with: the Syrian National Coalition (SNC) and the Free Syrian Army through General Idriss. To these groups the US can give or withhold money, equally it can give or withhold arms. But what is the SNC's leverage on ground and who, except the Muslim Brotherhood, does it really represent? And if the U.S. withholds money from them, will Qatar and other sources do the same,” questions noted Middle East expert Bernhard, who has kept a close eye on the Syrian crisis.

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

Travel became a travail

It is dangerous for Indian Muslims to travel to Pakistan as tourists as I realised
FIROZ BAKHT AHMED ,SOCIAL COMMENTATOR AND GRAND NEPHEW OF ABUL KALAM  

My honeymoon with Lahore - my dream city, a place of fun and frolic and home to world’s best institutions like Aitchison College and Punjab University, eateries like Salt’n Pepper Village, Food Street and Zaiqa and water parks like, Sozo Water Park, Joy Land Park and Starlet shoes - has ended. During my second — and perhaps last visit there - from June 4 to June 13, I found ourselves: me, wife and our three children at the Sarwar Road Police Station, Lahore Cantonment.

Through these columns, I implore Muslims of India never to venture into Pakistan as tourists since there is no guarantee that they would return unless they are part of some government delegation. Pakistanis loathe Indian Muslims, terming them variously as enslaved and spies. My children who were enthusiastic about visiting Lahore — a city about which famed Urdu writer Kashmiri Lal Zakir had said, “Jinne Lahore nai vekhya/wo te jamiya hi naiee!” (He, who hasn’t seen Lahore/ He isn’t even born!) - are now absolutely Pakistan phobic.

On June 9, day five of our stay in Lahore at about 5 pm, the children wanted a joyride in Joy Land Park. While we were about to enter the park, we were threatened by ISI sleuths in civil dress who had been following us from Wagha. Without our knowledge, they diverted our three-wheeler towards the Sarwar Road Police Station in the Lahore Cantonment.

In the police station, we were told that we had entered a ‘prohibited’ area. My wife said we were tourists and there were no sign posts in any case. But our interrogators had sinister designs and began preparing papers to throw us behind bars.Even if a tourist unknowingly goes to the amusement park, he can land into the hands of ISI rangers. During the grilling, they kept repeating that Pakistani tourists get even worst treatment at the hands of Indian agencies. My consistent denial demeaned me in their eyes.

We were staying at the prestigious 125-year-old Aitchison College from where our passports, visas etc, were hauled in by the police. I was wondering what threat perception we posed, an enthusiastic bunch of tourists consisting of three school going children, me and wife?

The ISI spies had plotted impeccably to snare us - only to be later victimized as Sarabjits and Surjeets for whom neither Pakistan nor India are frankly much concerned. Our arrest documents were written and passports and other papers confiscated. Fortunately, College bursar Col Mehboob, a retired army man, spoke to the police assuring them of our bonafides. Even that was not enough and I had to call the editor of The Nation. It still took us five hours to get out of the dreadful and scandalous clutches of ISI officers after a written apology.

Pakistan, unfortunately, is run by ISI agents and its military. They are suspicious of all Indians. The `soft corner’ for Pakistan, after this treatment has absolutely vanished, particularly against the country’s intelligence apparatus. Bigwigs there are double faced and can do a ‘U’ turn at the drop of a hat, a reason why that country is on the verge of disaster.

At the police station, I could not help but wonder: the El Dorado that Quad-e-Azam Mohammed Ali Jinnah created as a dreamland of Muslims after thousands of sacrifices, is not even a semblance of the dream he had spun. Pakistan’s landscape is dominated by terrorism, corruption, inflation, honour killings and sectarianism - to name just a few burning problems.

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

Book Review: Our Moon Has Blood Clots

The agony of deracination

Our Moon Has Blood Clots by journalist Rahul Pandita is not a mere personal memoir that begins when he, as a 14-year-old, was forced to leave Srinagar amid shrill cries for azadi the Kashmir Valley. It revives the memories of Rahul and thousands of Kashmiri Pandits of the good life they had in the Valley, of how they built it and  how suddenly they were evicted from their own homes and turned into refugees in their own country, and how they suffered in exile. It also tells us how they continue to suffer in exile.

Over 258 pages, the book records over how hundreds of people were tortured and killed and how about 3,50,000 Kashmiri Pandits were uprooted during the last three decades. Pandita, who is the author of the bestselling Hello, Bastar: the Untold Story of India’s Maoist Movement and co-author of the critically acclaimed The Absent State, narrates how Kashmiri Pandits were at the receiving end of the atrocities of 14th-century Sikander Butshikan, the 18th-century Afghan Durranis, the 1947 Qabuli Raid. This, in a way, gives the rader the sense that exile was virtually pre-ordained for the Kashmiri Pandits.

Pandita presents a deeply personal, powerful and unforgettable story of Kashmiri Pandits by narrating his own sufferings and tragedy that equally fell on the community. More gripping and moving is the massacre of 23 people in Wandhama, Ganderbhal district. Vinod Dhar, who, as a  14-year old, was the sole witness to this cold-blooded butchery of his near and dear ones, currently works in the State Secretariat. Dhar realises how this one particular incident in his life has left a psychological scar on him.

Pandita, who has reported extensively from war zones in India and elsewhere, tries to establish that the madness of Islamic fundamentalists against Kashmiri Pandits enjoyed popular support and complicity of ordinary Kashmiri Muslims. “Killings of the Hindu minority,” Pandita writes, “had turned into an orgy; a kind of blood lust. By April 1990, the mask was completely off. It was not only the armed terrorist who took pride in such killings – the common man on the streets participated in some of these heinous murders as well.” This is the central theme. The author shows how Pandits became a target of a brutal ethnic cleansing. He points to the case of telecom engineer BK Ganjoo, who was shot dead in his attic by militants after a neighbour directed them to his hiding place.

Similarly, he sees a trend in how the leading actors showed callous disregard to the plight of the Pandits while the organs of the state were aiding and abetting locals in usurping their properties. For instance, 12 days after leading lawyer and Kashmiri Pandit leader Tika Lal Taploo was killed by militants in September 1989, the then Chief Minister Farooq Abdullah performed a small piece of classical dance along with Yamini Krishnamurthy during a cultural function at the Martand temple. Later, the CM assured that militancy would end soon.

In the backdrop of a multi-party delegation visiting Kashmir, a veteran communist leader Reshi Dev, who was a Kashmiri Pandit, appraised CPM leader Harikishan Singh Surjeet and asked him to raise his voice against the brutality that had been unleashed against the Pandit community.  ‘Aisee baatien chaleti rehti hein (such things keep on happening)’ he shot back.

The tide soon turned against India with a series of bomb blasts against symbols of Indianness - India Coffee House, Punjab National Bank, Press Trust of India.

Moulded by numerous narratives, incidents of anti-Hindu feelings experienced as a teenager and shabby treatment meted out as a refugee in Jammu, Pandita also takes on the Indian intellectual class that has refused to acknowledge the suffering of the Pandits and how the Indian media, who see the brutalization of Kashmiris at the hands of the Indian state, has failed to see how the same people also victimized another people (read Kashmiri Pandits).

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year

BBA Management Education

Consumption crunch? Blame debt-burdened households

How large debts carried by homeowners have led to low consumer spending and is therefore preventing a quick recovery in the American economy

At US Monetary Policy Forum (USMPF) in 2012, an annual gathering organized by the Initiative on Global Markets at Chicago Booth, academics, market economists, and policy makers discussed how a housing market collapse combined with a high level of household debt limits the effectiveness of monetary policy. For instance, though the Federal Reserve has lowered interest rates to help homeowners reduce their mortgage payments and avoid delinquency, banks remain unwilling to refinance mortgages on homes that are worth less than the amount owed on them. The ineffectiveness of this policy suggests that the recession and the weak recovery that followed are as much about the large debts carried by homeowners as they are about a decline in housing wealth.

Economists increasingly have recognised the role played by household debt in generating deep and prolonged recessions. Homeowners with large debts experience the sharpest reduction in net worth when a large asset such as housing loses value. This shock sets off the economic downturn, as highly indebted households drastically cut back on consumption. In theory, households with healthier balance sheets ought to pick up the slack by taking advantage of lower interest rates as monetary policy eases. But as nominal interest rates cannot fall below zero, interest rates effectively remain higher than they should be, exacerbating the recession.

The distribution of debt – the fact that some households are deep in debt while others are not – can turn a housing shock into a grave recession. If everyone carried moderate levels of debt instead, then more households would be able to refinance and fewer would default on their mortgage. The damage to households’ balance sheets would not be so large as to lead to a severe recession, despite a fall in house prices. Empirical evidence supports these arguments. The November 2011 study, “Household Balance Sheets, Consumption, and the Economic Slump” by Sufi with Atif Mian of the University of California, Berkeley and Kamalesh Rao of MasterCard Advisors shows that the dramatic accumulation of household debt in US – combined with the decline in house prices – is the primary reason for the onset, severity, and length of the subsequent consumption collapse. The study is the first to show convincingly at the county and zip-code levels how a shock to households’ balance sheets contributed to the Great Recession of 2007 to 2009 and the slow economic recovery that followed. A SHAKY FINANCIAL POSITION LEADS TO DEEP CUTS An increase in credit supply, partly because of relaxed lending standards, made it possible for more individuals and families to buy a home than ever before in the years prior to the housing crisis. This credit boom put upward pressure on home prices that, in turn, encouraged many homeowners to borrow against the increasing value of their homes.

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

For More IIPM Info, Visit below mentioned IIPM articles

 

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year

BBA Management Education

Indian real estate sector in 2013 and beyond

While the concept of affordable housing is expected to be the real rescuer of Indian real estate sector in 2013 and beyond, its execution still remains a big challenge due to unclear policy framework. Is there a way out?

Even the numbers indicate that “affordable housing” was nothing but a fad. According to a recent research by Lloyds TSB International Global Housing Market Review, “Housing prices in India have witnessed the biggest increase in the world over the last 10 years by a staggering 284%. However, the BSE Realty index has fallen 19% in the last one year and over 55% in the last five years.” As per Mumbai based real estate research firm Liasas Foras, “between Q4 FY2011 and Q4 FY2012, property prices in the National Capital Region (NCR) increased by 33% and in the Mumbai Metropolitan Region (MMR) by 17%. Bangalore and Pune too saw a modest increase of about 8% and 5% respectively during the period. However, interestingly the demand in India’s top six real estate markets - Mumbai, Delhi, Kolkata, Chennai, Pune and Bangalore – has fallen around 40% on an average. This is certainly a situation of low volumes and high prices.

The sector’s prospects too are looking bleak due to a series of interest rate increases since March 2010 affecting demand for real estate, along with rising input costs and mounting debt. Builders blame the rise in construction costs along with tight liquidity for their debt build-up. But the truth is the rising debt levels are more the result of an investor-driven demand. After all, a builder’s cost in constructing a property is not significant. Purchase of the land is actually done with PE investors’ money who are looking for at least 20-30% returns. Since the builder does not want to share his returns with investors, they jack up the prices of property instead. As per a report titled “Capital-driven real estate and its consequences” by Liasas Foras, property prices are raised by as much as 43% to accommodate the interest of the PE investor. Result: End-consumers suffer from unaffordable prices!

Then, there are other issues, too. Take land itself, for instance. It is not easily available and the records are not properly maintained. This makes acquiring land a time consuming, cumbersome and expensive process. “Land should also come with physical infrastructure, such as access to public transport, sewage treatment lines, and water and power supplies. Without these, no project would be saleable,” says Brotin Banerjee, MD & CEO of Tata Housing.

The increase in cost of construction also impacts this segment the most. According to industry estimates, construction costs account for more than 50% of the total price of affordable units, while in the case of luxury projects it is only around 20%. At the customer end, obtaining financing is a key constraint. One main reason for this is that this customer segment is employed largely in the unorganised sector and typically lacks documents that show proof of address, salary and other information that is mandatory for availing loans from the frontline banks.

Considering all this, it’s really tough for a real estate player to provide affordable housing unless and until the government pitches in. Agrees Navin Raheja, Chairman & MD, Raheja Developers Ltd., as he tells B&E, “For affordable housing to soon become reality the government needs to come up with a PPP model, and implement it in letter and spirit.” No doubt, the public-private partnership is a good model to cater to the housing needs at the bottom of the pyramid but not the way it is happening at present. For instance, currently, any builder can approach the government for subsidies in the name of constructing homes for the poor, and while there are stipulations, these are only on paper. The private sector has to be engaged in a manner that results in proper targeting of the housing stock. “You can’t have subsidies and then sell in a non-transparent manner,” say critics.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

For More IIPM Info, Visit below mentioned IIPM articles

 

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year

BBA Management Education

“There are too many airlines in India to form a cartel!”

Gordon Bevan, Aviation Expert & VP, UBM Aviation, tells why price-fixing isn’t enough a sign to prove a cartel in progress in the Indian aviation space

B&E: Instead of worrying about cartelisation by airlines in India should a regulator like DGCA or AERA not allow them sufficient time to heal their wounds, whichever way possible?

Gordon Bevan (GB): India must look at what airline competition has produced. Irresponsible market share wars have delivered massive passenger growth, driving down average fares, yet no profits have been made by a majority of India’s airlines. Now uncontrollable external costs are dampening passenger demand. This will hit those airlines that are able to survive low fares through high demand stimulation. Perhaps competition or monopolistic behaviour control needs to be extended to those sectors of industry – like OMCs – that supply the airlines.

B&E: About a month back, former Chief of the erstwhile Air Deccan complained that airlines in India are involved in price fixing and cartelisation, and that the It is quite easy to retell golf club chatter as fact. It is quite another to prove that both cartelisation has been executed in intention and deed, especially in a court of law. Capt. Gopinath’s assertion was that Indian airlines colluded to limit the ‘floor’ on airline ticket pricing. It is entirely possible that airlines would wish to limit the decline of yields and would wish to somehow influence this decline. Whilst this is possibly an aspiration, it is likely to be unenforceable.

B&E: So you don’t think there is a cartel operating?

GB: Cartelisation of an industry requires that all players abide by the informal rules. And there must be a payback. Each of India’s airlines has its own break-even as each airline has a different cost base. Set the floor at Spicejet’s rates and all airlines will lose money, set it at AI’s and everyone will make profits. There are too many airlines in India to conform to a cartel pricing regime.

B&E: In August, the DGCA had observed that the price differential between a FSC like Jet and an LCC like IndiGo is wafer-thin! Isn’t this enough proof of cartelisation?

GB: This gap may be true. It is not proof that cartels exist. It may be the lowest that airlines are prepared to drop their fares to. Wise companies understand their bottomline and know the cost of production. We have experienced the effects of airlines selling below cost in India – clearly a sign that no one was abiding by any commercial sense let alone a price-fixing deal. If cartelisation exists, then it has done a lousy job protecting ailing carriers thus far.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

For More IIPM Info, Visit below mentioned IIPM articles

 

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year

BBA Management Education

It's time to get organized

Syria’s disorganized opposition forces cannot make an impact until they stand united to attract international community to a single platform to help them

Syrian opposition activists regularly express disappointment with the level of international support that they receive. Although the last meeting of the so-called “Friends of Syria” (a group of countries that convenes periodically to discuss Syria’s situation outside of the United Nations Security Council) brought more financial aid, the degree of genuine outside commitment to their cause remains questionable.

The US, the EU, Turkey, and most Arab countries agree that Syrian President Bashar al-Assad’s regime is no longer legitimate. They have intensified sanctions against the government, and have provided different kinds of support to opposition groups. Some states have delivered automatic weapons, ammunition, and rocket-propelled grenades. But arms deliveries have dried up, and the rebels’ pleas for anti-aircraft weapons remain unanswered.

Moreover, neither Syria’s neighbors nor Western governments are willing to intervene militarily. Indeed, despite expressions of solidarity, they have refused to establish a protection zone for Syrian civilians along the border of neighboring states, or to impose a no-fly zone for Syrian military aircraft. As a result, Syrian opposition groups believe that they have been left to confront Assad’s brutal regime alone.

But Syrian oppositionists must recognize that the lack of decisive international action is not only the result of Russia and China vetoing any meaningful action in the Security Council, or NATO countries’ unwillingness to enter into another war in the region. In fact, the international community is waiting for Syria’s disorganized opposition to transform itself into a coherent, effective force as much as the opposition is waiting for the international community. This entails forming a common platform that represents all relevant groups, including the Local Coordination Committees, the Syrian Revolution Coordinators Union, and the Free Syrian Army’s military councils.

The Syrian opposition needs to establish an umbrella organization accepted by all, including the de facto civilian and military leaders who have emerged locally over the last year and a half. These groups already share a common goal – to bring down Assad’s regime – and most of them (with a few ultra-militant exceptions) hope to build a peaceful, inclusive, and democratic state.

Influential opposition figures – such as former parliamentarian and political prisoner Riad Seif and the SNC’s former leader, Burhan Ghalioun – have proposed promising strategies for forming such an umbrella organization. For example, a “group of wise persons” who do not seek political positions could oversee the creation of a provisional council that includes all relevant political groups and coalitions, the military councils, the business community, and religious leaders.

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

For More IIPM Info, Visit below mentioned IIPM articles

 

IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

Better off 'building tomorrow's enterprise’?

Infosys has disappointed the street with its financials over the last few quarters, and even lost its bellwether status. However, an unperturbed management is banking on much better numbers in the medium to long term with its strategic transformation. Can they pull it off?

As I entered Gate No. 2 of the Infosys headquarters at Electronic City, Bengaluru, I could detect a heightened buzz in the environment, which I am otherwise very familiar with. A number of additional security personnel were combing the area, and no vehicles were being allowed to stop anywhere near the gate; in fact, even visitors were not allowed to stand and wait in the vicinity. Later, I realised that all this was happening because the President of Tajikistan Emomali Rahmon was visiting the campus on that particular day. Visits by heads of state & renowned foreign dignitaries to the Infosys campus is not uncommon, and there is a special area within the campus that has trees planted by these people. Respect was the foremost criteria on which Infosys Chairman N. R. Narayana Murthy built the company and indeed, it continues to be respected for much more than the manner in which it has grown from scratch to a $6.99 billion company in 30 years, and led the industry in absolute profitability for most of them. However, the past few quarters have seen the company miss some of its sheen on the bourses. Investors are particularly peeved with the company’s muted guidance that compares unfavourably to TCS and Cognizant (and to NASSCOM!), while being quite in line with the guidance of Wipro. When you look at the results of the quarter ending June 2012, Infosys posted a revenue of Rs.89.09 billion, a growth by 29.02% yoy and a profit figure of Rs.22.04 billion, a growth by 20.9% yoy. In comparison, TCS posted a revenue of Rs.114.11 billion, a growth by 32.47% yoy and profits of Rs.27.97 billion, a growth by 35.64% yoy. In dollar terms, Cognizant, which overtook Wipro in terms of revenues last year, has even overtaken Infosys with revenue of $1.795 billion as compared to $1.75 billion for the latter. Due to these reasons, TCS has now become the bellwether of the stock market, a position that Infosys held earlier. Moreover, the company’s guidance of around 5% revenue growth for FY 2012-13 has disappointed investors, since NASSCOM has provided a guidance of 10-14% in terms of industry growth.

Infosys maintains that the environment is volatile enough, and there is nothing materially positive to justify a higher guidance for them. Some critics say that the company’s single-minded focus on margins is the reason (making it lose some lucrative deals in a scenario where players are getting too aggressive on price), while some say that the company’s succession plan hasn’t gone well. It’s reluctance to latch on to M&A targets is a debate that certainly wasn’t born yesterday, though the company did manage one acquisition of late (the $350 million acquisition of consulting firm Lodestone) to show that it really is serious about inorganic growth now. To make matters worse, Infosys has delayed increments for its employees, which is all the more disconcerting for company watchers, who feel that this will only lead to an increased attrition of quality manpower.

In an exclusive with B&E, S. D. Shibulal, CEO & MD, Infosys, defends, “People link price and margin directly. Margin is a reflection of the company’s aspirations, philosophy, efficiency in operations, how do you manage, et al.” He asserts that there are as many as ten levers on margins that he can identify, which include things like onsite-offshore ratio, utilisation, pyramid structure and client choices apart from price. Moreover, he asserts that client deals today are strategic, and Infosys doesn’t really walk away from deals just because it has to bring its price points down. However, he also admits that having industry leading margins has remained a long term strategic focus area for Infosys.

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Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

For More IIPM Info, Visit below mentioned IIPM articles

IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

BBA Institute

Reverse innovation/exnovation

All that you wanted to know about the leading principles that drive innovation excellence, from those who created them

While innovation isn’t exactly suited to the short term mentality that affl icts most Indian companies, the impact of innovation on corporate sustainability can hardly be overestimated, as is indicated by numerous studies. Dr.Nam D. Pham, Managing Partner, NDP Consulting, attempted to assess the impact of innovation and IP protection on the US economy and concluded that IP intensive industries “create jobs and spur economic growth as results from high investments in research and development”. They were found to have output and sales that were over twice those of non-IP intensive industries, paid their employees around 60% more; and their R&D spends were around 13 times more than the latter.

Clearly, companies today need to take the innovation challenge head on and meet a variety of challenges right from the product idea to commercialisation to protecting its IP. This cover feature, which is a joint study between the Tuck School of Business (ranked number 1 in the Economist’s ranking of full time MBA programs globally last year), B&E and IIPM Think Tank along with primary research insights from the Indian Council for Market Research (ICMR), presents remarkable insights from global thought leaders on how companies can make innovation a success. Prof. Vijay Govindarajan, Earl C. Daum 1924 Professor of International Business and Founding Director, Tuck’s Center for Global Leadership (who has been ranked 3rd on the Forbes list of “World’s Most Infl uential Business Thinkers, 2011), presents a snapshot of his benchmark research on the phenomenon of Reverse Innovation (a term coined and popularised by him along with his colleague Prof. Chris Trimble, Faculty, Tuck School of Business at Dartmouth). He elaborates on the need for MNCs to start innovating from scratch for emerging markets (which are the new hubs of potential), and then bring these products back to developing and even developed markets; rather than relying too heavily on glocalisation. Prof. Arindam Chaudhuri, Hony. Director, IIPM Think Tank and Editor-in-Chief, Business & Economy, and Prof. A, Sandeep, Group Editorial Director, Planman Media, provide us a glimpse of their rather counter-intuitive, yet immensely relevant philosophy on ‘Exnovation’. They assert that companies, rather than consistently innovating, should instil strong process orientation to ensure maximum impact within the organisation and in the market place beyond for every innovation they do. Looking at the manner in which MNCs are latching on to the Reverse Innovation wave, B&E delves into the various need gaps that these companies are targeting, how they are attempting to commercialise the innovations in new markets and the learnings in that regard for Indian firms.

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman

ExecutiveMBA

Mind your language

India’s recent move to ban some Twitter and Facebook accounts to stop hate agenda might be a bark up the wrong tree, but still uses a valid rule

Many would see the Indian government’s recent decision to ban (and later ‘unban’) almost 309 URLs of Facebook, YouTube, Twitter et al in the wake of the unfortunate Assam riots as a blatant ‘violation’ of the freedom of speech ideology. Undoubtedly, the move by the Indian government – which now stands more or less revoked – was nothing but a knee-jerk and shortsighted reaction to contain a rapidly snowballing situation; almost akin to a doctor telling a cancer patient that the best way to cure the disease is to not talk about it to anybody else. Yes, clearly, the Indian government wound itself up trying to first identify which pages were encouraging hate speech, then trying to force foreign based social media sites to block these identified pages, then trying to justify the move to critical commentators and media.

Criticise the government as one may – for not understanding the real reason for riots – but what is quite clear in the midst of all this brouhaha is that the government was legally right in moving against various hate promoting sites. These steps by the government have invited huge criticism from every section of society; but the very intention of the government seems quite clear and unquestionable. India has never witnessed a situation where social media is being misused in such a condemnable manner. Regular hate speech can have a long term effect on sections of the society that are on the web and create negativity in their subconscious mind.

Undoubtedly, the government has taken these steps a bit late in the day, but it has the legal authority and duty to censor content, which might be detrimental to communal harmony. Not only India; the governments of many nations like United States of America, Australia and England have taken similar actions in the past to control violent and hate oriented speech on the web. In US, the House of Representatives recently introduced the “Rogue Websites” Bill that has been supported by many in the house, even though it would force the Service Providers to create a list of banned websites and prevent users of those websites from accessing them. This bill is a version of the Theft of Intellectual Property Act or Protect IP Act introduced in the US Senate earlier.

Minister of State for Communications and IT Sachin Pilot recently said, “India has been pushing for global internet governance at the level of the UN so that control of social media would rest in the hands of UN and its member nations.” But currently, only China supports India on this. In fact, the UN Human Rights Council in Geneva passed its first resolution on Internet freedom with a message for all nations to support individual and human rights online in July. Undoubtedly, freedom of expression is critical, but as is the case with the hate messages spread after the Assam riots, a line has to be drawn somewhere.

Cyber security has remained an area of huge concern for India. Mobiles have penetrated wide and deep in the Indian market, and the rapid rise of smartphones in particular indicates how spreading the right or wrong message has become so much easier. A mobile analytics research firm Flurry has concluded that smartphone adoption today is ten times faster as compared to the PC era in the 1980s. India saw a 171% growth in the number of active smartphone devices for the year ending July 2012 according to the Flurry report. As per eMarketer, social media globally is expected to reach 1.5 billion users in 2012 (1.2 billion in 2011). India is expected to see the fastest growth of51.7% yoy. This underscores the need for these sites to control their content and the government to crack the whip when necessary. The argument obviously gets turned on its head if the government misuses its rights to clamp down legitimate criticism of its own policies/agenda at any time.

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

For More IIPM Info, Visit below mentioned IIPM articles

 

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Indian CEOs’ perceptions of the business climate in China; an exclusive ICMR survey

Business & Economy magazine in association with the Cornell University, IIPM Think Tank and the Indian Council for Market Research (ICMR) conducted a survey to understand what doing business in China really means. The survey is aimed at helping Indian companies better understand not only the challenges and opportunities of doing business in China, but also the country’s policies with respect to Indian business. 109 CEOs and top executives from India participated in the survey. A structured questionnaire on the current economic & business environment in China was designed and telephonic interviews were conducted pan India. The sample included respondents across sectors/industries – pharma, IT, FMCG, manufacturing: automotive, auto components, electronics, steel, telecom, textile equipment and others.

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

 

For More IIPM Info, Visit below mentioned IIPM articles

 

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Challenging the protege

Lula's reviving ambitions could set him on a collision course with 'protege' Roussef in the coming months

The stocky and bald ex-president of Brazil, Luiz Inácio Lula da Silva, who has been the lynchpin of the ruling Workers’ Party (PT), seems to be ready to square up with his handpicked successor Dilma Rousseff for the presidential throne again. Although he has said that Brazil needs a mother (referring to Dilma Rousseff), his personal ambitions are on the ascent. He recently intoned, “I am not going to let some Tucano be President of Brazil again.” Tucano is the brash nickname for his arch rival from the opposing ‘Brazilian Social Democracy’ party. Further, he also drove home a point at a Brazilian TV show, where he said that he can contest the next election if Rousseff “doesn’t want to run.”

There is no denying the fact that Lula’s popularity in Brazil can daunt the staunchest of opposition. If he so desires, he can bring the entire country to a standstill and mesmerize voters with his charisma. After returning from successful cancer treatment, he has already started to flex muscles within his Workers’ Party. That Lula’s veto is valued by civilians was clear when Lula backed one Mr.Haddad for the Sao Paulo mayoral post, trampling the ambition of the more popular and currently serving Marta Suplicy.

So far, he has only presented himself as a back up to Rousseff. But considering that the elections are still some way off, it is quite possible that Lula is only playing himself in! But Rousseff has matched his performance and even taken some tough decisions. She has sacked eight ministers who belonged to Lula’s coterie.

These are writings on the wall that Lula cannot take his election for granted. He has to match the roll-off benefits of his protégé Rousseff. And lastly, Lula has to push back on some of his strong armed tactics; or else cracks in his relations with Rousseff could start becoming evident sooner rather than later.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

 

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

“We are not distracted by scooters and mopeds!”

K. Srinivas, President – Motorcycles, Bajaj Auto Ltd., speaks to B&E about how Bajaj Auto made inroads into the motorcycle industry and how it plans a bigger tomorrow with a strong back-end unit

B&E: How has the transformation from scooters to motorcycles been for Bajaj Auto? Do you believe that the company took the right call by completely moving away from the scooters segment?
K. Srinivas (KS): Last month, Fortune magazine, while naming Rajiv Bajaj, MD, Bajaj Auto, as one of the most influential Asian CEOs, commented on Bajaj Auto being the motorcycle powerhouse. This statement in a nutshell defines the goal of Bajaj Auto which is to be a dominant player in the global motorcycle market. Our first milestone was achieved last year when we became the third-largest motorcycle manufacturer in the world after being the most profitable. How did a “scooter manufacturer” become a “Powerhouse of motorcycles”? It starts with our strategy of focus. With a global market of 60 million motorcycles each year, we have enough head room to grow. Focus demands sacrifice, hence we have freed ourselves from being distracted by mopeds and scooters. We believe that strategy is not only about what one does, it is also much about what one doesn’t do.

B&E: Even when the Pulsar was launched, most experts didn’t give Bajaj much of a chance with motorcycles. The reason being that your first bike wasn’t “conventional” enough to suit pockets or heads in the Indian mass-market. What do you have to say on this?
KS: Even within the motorcycle industry, one can make a choice to compete in all segments with “me too” products or to differentiate oneself. We believe in sharply positioning our brands. For example, in 2001 when we introduced the Pulsar, we did exactly opposite of what the motorcycle industry was doing during that time. The market was fuel-efficiency and 100cc. We introduced powerful 150-180cc engines. The market was conservative bikes. But the Pulsar was aggressive and sporty. The market was small bikes. The Pulsar was a big bike. The market was economical bikes. The Pulsar was expensive. Even then, industry experts never gave us a change, and we didn’t listen to them!

B&E: And similar was the reaction to the launch of the Discover in the 125cc category?
KS: Yes. When we introduced the Discover in 2004, we pitched it against boring bikes. Discover was a 125cc commuter bike, with a sporty styling, DTSi engine, alloy wheels, self-start, nitrox suspension, LED tail lamps. It had all features which were reserved for sporty bikes. Then, manufactures were telling commuters – “You need fuel efficiency, then you will get boring bikes. If you want exciting bikes, buy a sports bike.” Discover created the “Sports commuter” category in India. And just like Pulsar, it recreated the “sports” category in India. It’s no surprise that we are market leaders in both these categories today.

Read more.....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

 

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

How long will Hero rule the motorbike-land?

Homegrown business brainpower from the Munjals have ensured that Hero MotoCorp hangs on to the crown for more than eleven years. And during these years, the most unexpected of moves from Bajaj have failed to dismantle Hero’s machines

In the summer of 2001, Hero Honda’s (now Hero MotoCorp) 78 year-old boss Brij Mohan Lall Munjal got the opportunity of a lifetime. He had the chance to invite 3,000 Hero Honda motorcycle owners for a grand celebration. Reason – each month, between April and July that year, Hero Honda had outrun the long-standing no.1 seller of two-wheelers Bajaj Auto in sales (volumes). So August 2001 it was, a time for Hero Honda to declare that boom time was over in Bajaj land. That Munjal Sr. wanted the world to acknowledge his company’s ascension to the throne was proven by the manner in which he used the merrymaking opportunity to pull down Bajaj a peg or two. He organised a grand celebration in Pune – Bajaj’s hometown!

The 2001-02 season proved a watershed year for Hero Honda. The uncorking of the Hero champagne bottle in Bajaj territory also symbolised a shift in tectonic plates in the two-wheeler business. During that year, for the first time in 45 years since scooter was made commercially available in India, sales of the product fell. In FY2001-02, sales of this product dipped 2.6% y-o-y to 0.85 million. On the other hand, sales of motorcycles continued to rise (by 36.8% that year to 2.89 million). By the time that financial year ended, Hero Honda had been crowned the new #1, with a market share of 49.60% (as compared to 35.08% a year back), miles ahead of the new #2 Bajaj whose market share fell to 24.60% (from 36.26% a year back).

Eleven years later, Hero MotorCorp remains the #1 in the domestic circuit with a 45.17% market share, while Bajaj – despite retaining the silver – has become smaller with a 19.10% control of the Indian market. In fact, how dominant a force Hero has grown into () can be understood from the fact that the manufacturer is today the world’s largest two-wheeler manufacturer (in volumes).

Three big changes have occurred in the industry during the past decade. First, the sight of geared scooters across showrooms is history. [The last time Bajaj rolled out this product was in 2009.] Second, having parted ways with Honda, Hero MotoCorp is an ‘independent’ powerhouse that seems to be growing in stature each quarter – much like the Bajaj of the 1980s & 1990s. Third and most important, competition in the category has risen tremendously, especially with the arrival of players like Honda, M&M and TVS, that have both geared and non-geared products on offer.

The shift of demand from geared scooters to motorcycles stripped Bajaj of its glory. While the scion of the Bajaj dynasty, Rajiv, was not slow to judge fluctuating moods in the market, his effort to salvage some pride can be only termed “reactionary”. Going by numbers, Bajaj does not appear deserted or facing a storm – actually, the situation seems fine. Today, motorcycles account for 92.67% of its sales volume (FY2011-12), as compared to just 8% fifteen years back (remember the Boxer, the Champion and the KB100 & KB125 brands?). But its high-quality positioning strategy seems to have fallen weak before Hero’s price leadership and made-for-the-masses positioning. The current market share difference is proof (Bajaj’s 19.10% vis-a-vis Hero’s 45.17%). Despite 25 products launched in the motorcycle segment since 2000-01, not only is Hero (which has launched only 16 products in the segment) sitting more comfortably on top, Bajaj is finding hard to deal with the walking dead of the present decade – scooters!

Read more....

Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri

and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles

2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face