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Consulting AheadVol. 4 Issue 1 January 2010

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CONTENTSIndian Consulting Sector and GATS

Dr C.S. Venkata Ratnam & Srinivas Kolluru

Management Innovation – Role of a Consultant

Ramesh S. Tyagi

Hyper Targeting – An Information-based Process for Business Opportunities

Tim Powell

Sustain Thought-Filled Practice

Dan Coughlin

Consulting in Management – An Emergent Career Option for Women

Dr (Ms) Mamta Mohapatra & Dr Bhupen Srivastava

Vishal Mohal

Globalisation and Quality of Management Education in India

Dr V. Tulasi Das & Dr. P. Hanumant Rao

Ten Guiding Principles for Management Consultants for E-government

Dr D.C. Misra

Comparative study of 2D and 3D numerical analysis of deep excavation problem

Dr Sivakumar Babu & Amit Srivastava

Intelligent and Sustainable Buildings

A.K. Saini & S. Chaturvedi

Retrofitting – Going Green by Reducing Reconstruction

Rajendra Desai & Rupal Desai

Book Reviews

Author Profile

The Importance of Knowledge Transfer for Talent Management in a

Progressive Organisation

1

19

27

33

40

52

63

70

80

91

97

102

115

Editorial Advisory BoardChairman

Prof. C.S. Venkata RatnamDirector, International Management Institute

New Delhi

Members

CONSULTING AHEAD - VOL. 4 - ISSUE 1

Prof. B. BhattacharyaVice ChairmanInstitute for Integrated Learning in ManagementGreater Noida

Mr S. S. ChakrabortyManaging DirectorConsulting Engineering Services (India) Pvt. Ltd.New Delhi

Mr Rajiv KhuranaManagement Consultant &ChairmanIMCI - Delhi ChapterNew Delhi

Dr Aneeta MadhokChairpersonThe International Council of Management Consulting Institutes (ICMCI)Mumbai

Mr Navyug MohnotManaging DirectorQAI (India) LimitedNew Delhi

Mr N. S. RajanPartner (Human Capital)Ernst & Young Pvt. Ltd.New Delhi

Mr G. ShankarPresident, Madras Consultancy GroupFormerly Vice Chair, ICMCI &Formerly President, IMCIChennai

Dr George L. SmithProfessor Emeritus &Former Chair-Industrial Systems Engg.The Ohio State University (U.S.A.)

Mr Tanmoy ChakrabartyVice President & HeadGlobal Govt. Industry GroupTata Consultancy Services,New Delhi

Mr Brian IngFormerly ChairmanThe International Council of Management Consulting Institutes (ICMCI)Cambridge (U.K.)

Mr Arun KochharFormer DGM (Corporate Affairs)Engineers India LimitedNew Delhi

Dr Bhimaraya A. MetriProfessor (Operations Management)Management Development InstituteGurgaon

Dr Kiran Kumar MomayaProfessor, Strategic / Technology Management and CompetitivenessS. J. Mehta School of ManagementIndian Institute of Technology BombayMumbai

Mr S. R. RaoPresident, Global ProcurementConsultants Ltd. & FormerlyExecutive Director, EXIM BankMumbai

Prof. P. B. SharmaVice-ChancellorDelhi Technological UniversityDelhi

Dr Thomas C. TuttlePresidentWorld Academy of Productivity Science (U.S.A.)

The paper presents an overview of global trade in services with special reference to consulting services. It analyses the constraints in select sectors in consulting and offers policy recommendations to strengthen the domestic capacity to augment India's share. It is believed that India has comparative advantage in the supply of technical manpower at low cost, which needs to upgrade in global trade in consulting services.

Srinivas Kolluru

C. S. Venkata Ratnam

Indian Consulting Sector and General Agreement onTrade in Services (GATS)

CONSULTING AHEAD - VOL. 4 - ISSUE 1 l 1

'Innovation is the specific instrument of entrepreneurship. It is the act that endows resources with a new capacity to create wealth. Innovation, indeed, creates a resource. There is no such thing as a 'resource' until man finds a use for something in nature and then endows it with economic value. Until then, every plant is a weed and every mineral just another rock.'

(Peter F. Drucker, Innovation and Entrepreneurship,1985)

Companies achieve competitive advantage through acts of innovation. They approach innovation in the broadest sense including both new technologies and new ways of doing things.

(Porter, 1990)

'Everyone knows that innovation is a core business necessity. Companies that do not innovate, die. This is not news.'

(Henry Chesbrough, open business models,Harvard business school press 2006)

Ramesh S. Tyagi

Management Innovation-Role of a Consultant


Hyper-Targeting: An Information-based Process forIdentifying Business Opportunities

This article presents several cases from the author's professional experiences that illustrate some basic principles of business development for consultants. The cases are drawn from large, medium, and small consultancies. The author advocates client-centric business development, where the emphasis is less on “selling a service” and more on delivering a tailored solution to a client problem. The key is knowing where and how to find information about the client's situation and potential service needs. Ways to identify these problems early in the need cycle, even before they become competitive Requests for Proposal, are explored. Finally, a formal, phased business development process called “hyper-targeting” is described in some detail, including a description of a live pilot test of its implementation.

Tim Powell


Sustain Thought - Filled PracticeThe Secret to Great Management Performance

The absolute key to great performance can be summarised in three words: sustain thought-filled practice. Dr. Anders Ericsson, professor of psychology at Florida State University, calls this “deliberate practice,” but I prefer “thought-filled practice” because it involves doing a simulation of the actual performance while surrounding that action with thinking.

This article examines in depth the six steps of thought-filled practice and specifically how they apply to the role of a business manager in the areas of talent management, leadership, strategy, planning, and execution.

The Six Steps of Thought-Filled Practice

1. Select the role you have passion and strengths for doing.

2. Clarify the five critical aspects of that role.

3. Create simulations of the actual performance that allow you to focus on improving one or more of the role's critical aspects.

4. Gain relevant feedback from a skilled observer on the simulated performance in a timely manner.

5. Consider the feedback and make adjustments.

6. Repeat steps three to five for 10,000 hours.

The practical, user-friendly approach in this article can be applied by managers in all industries to generate a sustainable improvement in their performance and results.

Dan Coughlin


Economic development has opened up new vistas of career opportunities for Indian women. This paper studies in depth, the nuances of women taking up management consultancy as one of the career options. Further more, it surveys the types, sector and areas of consultancy undertaken by women and examines the suitability and attractiveness of consultancy as a career option, the prospective sectors of growth and development of women consultancy as also the competencies required. The authors have used the data collected by them for a study titled "Status of Women Consultants in India"*** that addresses a wide range of issues concerning women consultants in the country. The study surveys 161 women consultants and 46 aspiring consultants located in four major cities of India having high concentration of consultancy organisations, The findings suggest that career and opportunity related reasons are the major attracting factors for making choice in favour of consultancy as a profession followed by growing opportunities in the field due to high growth of economy, increasing role of service sector and the demands on organisation to meet global standards of performance in quality, cost, innovation and other parameters. The authors, in conclusion, suggest measures for promotion of women professionals in management consultancy as a career choice.

Keywords : women consultants, consultancy effectiveness, career opportunity.

Dr. Bhupen Srivastava

Dr. Mamta Mohapatra

Consulting in Management : An EmergentCareer Option for Women

40 l CONSULTING AHEAD - VOL. 4 - ISSUE 1

The Importance of Knowledge Transfer for Talent Managementin a Progressive Organisation

In today's empowered and informed economy, organisations have systems in place for implementing various talent management strategies to hold a competitive advantage. However these organisations still face the challenges in managing human capital.

Talent Management is not just retention of high potential employees but, it has emerged that the engagement of the entire organisation is equally important for the overall strengthening of an organisation. To succeed in today's competitive scenarios, companies need to deploy a well-groomed talent stratagem, focusing on areas that may not have been considered under the purview of talent management before.

One such area is Knowledge Management, which helps organisations build a sustained talent advantage. This paper brings out how Knowledge Management initiatives facilitate effective Talent Management within an organisation.

Based on the classification of Talent Management processes, a model to establish the links between these processes and knowledge management is developed. This model may help consultants to redevelop the talent management model with their client organisations.

Vishal Mohal


Management consultancy for e-government is a new and emerging field. It has certain unique features that distinguish it from other types of management consultancies, most notably that in management consultancy for e-government, the management consultant is also a hidden stakeholder as a citizen and thus can, and should, very successfully look after the interests of both the state as well as the citizens. This paper attempts to define consultancy, draws distinction between management consulting and management consultancy and outsourcing, develops a normative definition of management consultancy for e-government, and draws distinction between management consultancy and management consultancy for e-government. It then describes some of the management consultancy cycles for e-government. While noting that two sets of guiding principles for management consultancy for e-government - one for the organisation engaging the consultants, and the other for management consultants- are needed, it concludes by developing ten guiding principles for management consultants for e-government with the hope that aspiring and practicing management consultants for e-government may find it useful in their professional work in serving both the state and the citizens.

Keywords : Guiding Principles, Management Consultancy, Management Consultancy Cycles, E-government, Consultants.

D.C. Misra

Ten Guiding Principles for Management Consultantsfor E-government


Comparative Study of 2D and 3D Numerical Analysisof Deep Excavation Problem

The results of 2D and 3D numerical analysis for a deep excavation problem in soft clay are compared and discussed. In the study, commercially available finite element code PLAXIS is utilised and finite element calculations are done with two standard constitutive material models, i.e., (i) Mohr-Coulomb and (ii) Hardening Soil model, an isotropic double hardening model, as implemented in the commercial version of the finite element code. It is noted that, for a given constitutive material behaviour, 2D numerical analysis results, when compared to results of the 3D numerical analysis, over predicts the deformation and under predicts the stability, the later is evaluated in terms of factor of safety using strength reduction technique. The deformation value obtained using Mohr-Coulomb model is lower than the corresponding value obtained from strain hardening model.

Key words : deep excavation, finite element, Mohr-Coulomb, strain softening, deformation, factor of safety.

Amit Srivastava

Dr. Sivakumar Babu


A.K. Saini & S. Chaturvedi

Intelligent and Sustainable Buildings

The construction sector is a major user of construction materials and processes that have impact on the health and safety of both workers and the people who live or work in buildings. The quality of buildings has a direct influence on the quality of life. From an environmental perspective, construction is both a huge consumer of natural resources and a generator of large amount of waste and pollution. In addition, buildings are significant users of energy, with its indirect relation to emission of greenhouse gases.

The modern living has necessitated integration of all latest technologies in a building design for maximum consumer satisfaction in pollution free environment leading to the concept of intelligent buildings. The intelligent buildings with focus from comfort to users will require huge consumption of energy and resources. In order to minimize not only consumption of energy but also to the usage of natural resources, concept of sustainable buildings developed. The sustainable buildings should be energy efficient and integrate the latest information and communication technologies.

Standards play key role for the energy efficient, eco-friendly and cost effective that is sustainable development of infrastructure. Standards applicable to today's buildings increase production efficiency, optimize resources, disseminate knowledge and simplify the design and planning of buildings.


Retrofitting – Going Green by Reducing Reconstruction

Green options are discussed when one is planning to build a new building or one is trying to improve the energy efficiency of the existing building. But little is given to green option when one is aiming to reduce the vulnerability of the people in the face of a disaster. In the post disaster situation tens of thousands of buildings are severely damaged or destroyed and they are rebuilt, generally, using modern technologies having high carbon foot print. Lots of vulnerable load-bearing masonry public buildings are summarily abandoned and replaced with new safer building of RCC having a large carbon footprint. But such buildings that are still standing could be easily made safer with retrofitting having a very small carbon footprint.

Today it has also been observed that in the name of safety against future disasters, people in the disaster prone areas are also demolishing their perfectly good traditional buildings that are truly green. They are being replaced with buildings that have a much larger carbon footprint. These traditional buildings in various areas of the country can easily be made safer through retrofitting them.

Unfortunately, architects and engineers know little to nothing of load-bearing masonry buildings or the traditional buildings. These buildings are generally green. Instead they recommend the use of RC construction, even in case of single storey construction. In India we have a large number of green technologies that are traditional. It is important that we use them rather than abandon them and search for their alternatives.

Rupal Desai

Rajendra Desai


Title : Hit the Ground Running: A Manual for New Leaders(Portfolio 2009, New York)

Author : Jason Jennings

Publisher : Portfolio (Hardcover)

Reviewer : Dan Coughlin

Jason Jennings has a rare gift. He has the energy to climb the massive mountain of research necessary to really understand a big issue and the patience to come down from the peak and explain what he has learned in practical ways that readers can use immediately.

Hit the Ground Running is a perfect example of this gift. He wanted to find out what really, really

stsuccessful 21 Century business leaders do in their first year on the job that makes for sustainable and profitable success. He and his research team took the largest thousand publicly traded companies in the United States, examined the performance of those companies from 2001 through 2007, and narrowed the list to nine companies through a series of extremely stringent filters. He then interviewed extensively the CEOs of those nine companies.

And why is all of this work of value to the reader? Jennings captures a host of practical insights from each of the CEOs and presents them in a usable form that leaders can use at any time in their career. It's like having a massive toolbox with the very best proven management tools available inside it. Readers can open up the toolbox, pull the tools out, and then decide which tool is most appropriate for a given situation.

Here are some examples that I loved:

lTim and Richard Smucker, CEOs of The J.M. Smucker Company, talking about the importance of publicizing their organisation's strategy. Rather than keeping their corporate

strategy a secret they want as many people as possible to know the strategy. That way everyone in the company knows the strategy, and, just as importantly, everyone knows that everyone else knows the strategy. That's how a strategy effectively guides long-term decision-making in a consistent manner across the board. If you have a secret strategy, then managers can claim ignorance when they make a decision that doesn't support the organisation's strategy at all. Develop a clear strategy, make it known to everyone inside and outside the company, and then follow that strategy. That's good advice.

lFred Eppinger, CEO of The Hanover Group, which is a property and casualty insurance company, getting his company real and keeping it real. He took all of the fancy furniture out of his office on day one and replaced it with a whiteboard and a conference table. He wanted to make it clear that his space was about collaborating and working. He went and talked with people throughout the company and at all levels. He met with all three thousand employees in group sizes of fifty or fewer. He wanted to know the real story. He divested the company of a wide range of businesses and got everyone focused on building a world-class property and casualty insurance company. Ron Sargent, CEO of Staples, Inc., demonstrated this same maniacal focus on getting his massive

BooReview


company to focus on the core business when he eliminated eight hundred items in his stores. He wanted to go from having a lot of items to having the right items in each store.

lHoward Lance, CEO of Harris Corporation, along with Mike McCallister, CEO of Humana, Inc., Patrick Hassey, CEO of Allegheny Technologies, and Marshall Larsen, CEO of Goodrich, Inc., demonstrating the importance of asking for help. They all openly admitted that they weren't shy about saying they didn't have all the answers and oftentimes asked former CEOs at their companies, board members, other officers, and employees for advice on what to do. Rather than pretending they were perfect, they hit the ground running by asking a lot of questions and listening to a lot of opinions.

lPatrick Hassey explaining that commodities are only commodities if they are exactly like what the competition offers. He makes a great point, which is really supported by all of the other CEOs, when he talks about the key to success for an organisation is to find out what it can do incredibly well. For Hassey at Allegheny Technologies it was “offering a steady stream of alloys and products needed by our customers, stellar service, geopolitical stability, and the best engineering in the business.” At Staples it was having the right stock at the right time for the right customers serviced by the right people. Great leaders find ways to differentiate their organisations by strategically combining strengths to create uniquely great value for their customers.

lJeff Lorberbaum, CEO of Mohawk Industries, talking about his company's relentless focus on simplicity, speed, and efficiency. Actually, these three words describe the behaviors of the CEOs highlighted in this book. Each of them clarified exactly what to do in the first ninety days and then moved with speed and efficiency. There are no examples of

complicated, convoluted strategizing sessions that went on and on for months and months. Instead each person identified what could be done to make a real difference and then went and did it.

Strengths of the book:

Three words: research, stories, and pragmatism.

At the end of the book you will read the incredible process that Jennings and his research team used to narrow their list to nine companies. The interviews in this book were not randomly selected or chosen based on which CEOs signed up first. Instead these CEOs were very, very carefully selected. That makes their stories so much more valuable for the reader.

Even though this is a practical management book, it reads with the speed of a series of short mystery novels. I became immediately enthralled with the characters in each story and the ways in which they used their first three months, six months, and year to accelerate their organisation's performance levels. I found myself asking, “What's next, what's next?” the same way I do when I read a book by James Patterson or Sidney Sheldon.

However, these weren't fictional stories. They actually happened. This isn't a theoretical management book. It is absolutely rooted in real stories with real practical advice that can be applied immediately. I absolutely loved the pragmatic nature of this book. I was also really taken by the types of people described in these stories. These super-successful CEOs are down-to-earth, humble, caring, and genuine folks who want to see other people succeed. These real-life stories make it clear that any leader can be successful if he or she is willing to step up and do the essentials necessary to guide the organisation to significant and sustainable results.

What would have made this book better?

I think the subtitle is a little misleading. Rather than being “A Manual for New Leaders” I think it should

Book Review


be “A Manual for Leaders Who Aspire for Greatness.” I have a hard time thinking of any executive or manager regardless of their tenure with a group in any size organisation whether it's for-profit or not-for-profit who would not benefit tremendously from reading this book. It is that powerful.

The insights, quotes, and proven behaviors are incredibly valuable. One thing that might have made the book better is if Jennings had recommended specific tools for a leader to use in his or her first forty-five days, the next forty-five days, and so on throughout the course of the first year in a new position. The reader obviously would not have to

follow the recommendations in a literal sense, but it may have been a way to help the reader organize the wide array of tips and tools in this book. This book is written without use of much jargon in a suave and savvy manner. A book full of strategies and examples to widen the horizon, a plan to think out of the box, an idea to be non conformist in thought while planning ahead. An approach , a plan ,a procedure without a scheme or connivance of a limited approach. A blue print, a flight to unchartered territory, a proposal, a preposition to increase your market boundaries. A sure winner, an eye opener and new method for all of us to think, strategise and succeed.

Book Review

Often, managers dismiss the cognitive by saying “this is all theory – reality is very different!” Book knowledge is discarded as being impractical and lessons that are taught at business school are often required to be unlearned before the young management trainee is deemed to be a productive resource. This time, all the 'practical pundits' will be proved wrong because here is theory that is derived from practical operating knowledge and wisdom. CEO's who felt that HR was missing something, will now come nearer to closing the gaps between reality and rhetoric and the best part is that it is not a rocket science.

We all know that people are at the core of any business organisation. The dream of every CEO and HR Manager is to have a completely synchronous organisation with perfect and seamless alignment

between business context, outcomes, HR redesign and HR accountability for totally optimized people performance. The book provides one such seamless model complete with toolkit for HR transformation, online resources like videos and downloads, case studies that prove it can be done in the real world, and endorsements from across the globe, including India, and a complete watertight case on how these formulas can work for you.

Nothing is superfluous in this feast for the grey cells. The authors present a case for transforming the HR function taking the cues from the business context in which the company exists. Pitfalls that prevent success have been identified and HR Managers are urged to put rationale before action, integrate and align HR strategy with business strategy, undertake holistic efforts and not piecemeal partial ones, and

Title : HR Transformation – Building Human Resources from the Outside In

Authors : Dave Ulrich, Justin Allen, Wayne Brockbank, Jon Younger & Mark Nyman

Publisher : TATA Mcgraw Hill, 2009

Reviewer : Dr. Aneeta Madhok, Chairperson, International Council of Management, Consulting Institutes (ICMCI) & Director, Open Spaces Consulting (P) Ltd.


connect to all parts of the organisation and not be an individual champion. Don't fall into the trap that the solution lies in another HR structure, and efficiency equals transformation because these derail, cripple and infect the process of transformation that is so needed within the HR function.

Simplicity leads to success. So HR Managers need to build the business case, define the outcomes expected, redesign HR and engage line managers and others and a completely new leaf is turned over and HR is renewed, remodeled and revitalised in their relevance to business and work. But before anything else, you need to answer serious questions on 'why' you need to change. Once you are convinced that you are at the right level of readiness for change, you can enter the hallowed portals of those that can succeed at the transformational efforts. If you fail the assessment, then you stay at square one and take time off to understand you general business conditions and specific stakeholder expectations. You can keep yourself intact because the reasons are all out there and the transformation is not inside you.

The new performance indicators for the HR function are the extent of satisfaction of stakeholder concerns and the capability of the organisation that got built in the process. There are many practical suggestions that can give concrete measures for various segments of stakeholders like employees, leaders, customers, regulators, analysts/investors, and the community. HR is also expected to contribute to enhanced measures of organisational capabilities that define the fundamental identity, culture and image of the company.

Redesigning HR is very easily explained by the authors. All you need to do is to re-calibrate who you are, what you deliver, and why you do it? There is no existential angst as all it takes is to fill in the blanks that define the answers to these questions and your HR strategy statement is ready. The HR organisation is ready for transforming as all it has to do is to make the HR department follow the logic and structure of the business organisation and be just like any other professional service organisation and make a

difference between transactional HR and transformational HR work. This will set the foundation for clear changes in the five channels through which HR delivers value. A tweak of the responsibilities of these five channels of delivery is all it takes to finalize the HR department transformation.

HR is transformed through content and process interventions. Redefining the content of HR as people, performance, communication, work and infusing processes of alignment, integration and innovation will create a road map for enhancing HR practices. But this is only the blueprint. The real effects of transformation are undertaken by upgrading the HR professionals to the current benchmarked wavelengths by setting the standards, assessing individuals, investment in talent improvement and following up and tracking competence.

It doesn't work until you hold HR accountable for achieving its own transformation by involving HR leaders and professionals, line managers, external customers and investors, and consultants and advisers. It all happens when you make it happen by defining milestones, activities and outcomes and by turning what should happen into what does happen. To make the HR transformation irreversible means taking the necessary steps towards institutiona-lizing.

As a special icing on the cake, the four case studies paint a wonderful picture of HR transformation. Flextronics was one where the company created an HR organisation from scratch, Pfizer achieved transformation of a large established system, Intel moved their HR from tactical to strategic, and Takeda where HR demonstrated its value-add in a small nimble subsidiary.

The book is clear of clutter and excessive jargon, very well structured information and appeals to the left brain of intelligent readers. Target audiences would include HR consultants who specialize in enabling HR processes, CEO's who want more out of their HR, HR professionals themselves and also


Book Review

Value for the reader:

I consider this book to be a foundational management book. By that, I mean every executive and manager should read this book to improve his or her ability to build a foundation for the long-term success of the organisation. The essential message of this book is that a clearly defined and articulated purpose that employees and customers will truly rally around is the starting point of a great organisation. When the purpose is taken seriously, it can guide an organisation through good and bad economic times to long-term success.

More than any other book I've read, this book clarifies the long-term importance for an organisation to have a compelling reason for existing and to use that purpose to guide operations, marketing, talent management, customer selection, and investment decisions. I believe readers will walk away with a heightened sense of urgency to clarify the compelling reason for their organisation's existence and a set of practical exercises to accomplish that objective.

Readers will also gain a roadmap for using this purpose to guide decisions within each of the

organisation's individual functions and departments in ways that will create a vastly more effective and more synergistic approach to the marketplace. In the end, I believe that continually leveraging an organisation's purpose leads to significant and sustainable improvement in its most important desired outcomes, and that this book is valuable resource to help make that happen.

Strengths of the book:

I felt this book had two primary strengths: structure and examples.

The first half of the book guides the reader through a series of practical steps to accomplish the following: understand why having a purpose is so important, determine how to discover the purpose of the organisation, establish ways to communicate that purpose to the marketplace, build an organisation around the purpose, and provide leadership to continually keep the purpose at the center of all decision-making in the organisation.

The second half of the book provides a series of real-life examples on discovering and leveraging an organisation's purpose from Southwest Airlines,

Title : It's Not What You Sell, It's What You Stand For : Why Every Extraordinary Business is Driven by Purpose

Authors : Roy Spence & Haley Rushing

Publisher : Portfolio, 2009

Reviewer : Dan Coughlin

Book Review

anybody interested in simple solutions for problems that are often very complicated.

In reality though, HR effectiveness is not so straightforward. Its easy to escape into strategic thinking but there are many operational and tactical deliverables that ought not to be ignored. Strategic excellence is always meant to be built over operational excellence. Employees have their first and last encounters in organisations through the HR department and moments of truth are experienced

realities in those encounters. Things are as they 'are' and not as they 'ought' to be and HR always pays the price for the glass being half empty rather than half full. Eventually it's the spirit of HR and not the content and process that makes the difference and those who know these things know the difference it makes. And the spirit comes from inside-out and not outside-in. The real transformations are inside heads, hearts and minds of people who live and experience organisations every day.


BMW, the PGA Tour, the American Legacy Foundation, the American Red Cross, Wal-Mart, Norwegian Cruise Line, AARP, Texas A&M, and the American Council for Education. The reason why these examples were so useful is because the authors have worked with all of these organisations to help them discover and articulate their purpose in ways that have generated extraordinary results.

In reading these examples, the suggestions from the first half of the book seemed much more realistic and meaningful. In seeing how other companies have used the approaches to discover and articulate a compelling purpose helps the reader see the steps that he or she can reasonably take to accomplish similar objectives. It becomes very clear that the ideas on purpose are universal and can be applied to any type of organisation.

What would have made this book better?

The authors did a fine job of explaining the before and after scenarios of the organisations they've worked with in terms of the impact that clarifying a purpose has on an organisation's results.

What would have been a great feature is if they could have done a comparison between an organisation

that marches forward with a clear purpose and a competitor that does not have a clear purpose for existence. For example, a chapter comparing each of the past thirty years of performance between Southwest Airlines and American Airlines might have highlighted even further the importance of a clear, consistent purpose guiding decisions over a long period of time.

Another feature that may have been of value to readers is to chart a company's actual results for its most important desired outcomes year by year and then show the years where its purpose for existence was steadily becoming more clear. In doing so, it may be possible to better quantify the actual business impact of an intangible such as having a clear purpose for existence on the desired business outcomes.

More information about the book:

If you would like to learn more about this book,I encourage you to visit this website: www.itsnotwhatyousell.com. You will find opinions about the book from a variety of key leaders and further explanation from the authors on why they wrote the book.


In this complex and unpredictable world, one of the primary goals of any management process is to make things understandable and predictable. However, in such pursuits of sheer efficiency, often many 'simplistic' ideas are dished out that neither explains phenomena in any better way nor make these controllable. Fortunately, this latest book by Dr. Ashkenas, who currently consults to CEOs and

senior executives on organisation transformation as Managing Partner of Robert H Schaffer & Associates, do not fall in this genre. The author intended to lay out a practical set of tools and strategies for simplifying organisations, with a focus of getting rid of the complexity that managers generate themselves. This intention has been achieved through a simple structure of the book and

Title : Simply Effective - How to cut through complexity in your organisation and get things done

Authors : Ron Ashkenas

Publisher : Boston : Harvard Business Press, 2010

Reviewer : Dr. J.K. Mitra, Professor of Strategy and Organisation Behavior, Faculty of Management Studies, University of Delhi

Book Review

inclusion of diagnostic instruments, examples and case studies from organisations that embarked on the journey toward simplification.

The book has seven chapters. The first chapter provides a definition of simplicity and highlights its importance through illustrations of how combating and curbing complexity can catapult an organisation to a new circuit of efficiency. Here he proposes a model of four ways in which managers inadvertently create complexity in their work-places: structure, products, processes and own behavior. The chapter concludes with a brief questionnaire that helps readers diagnose which of these areas might be of most concern to them.

The next four chapters explore and analyze each source of complexity. It also provides tell-tale signs of the source so that managers can recognize these and avoid falling into the traps. In each of these four chapters, the author has provided a tool-kit that is expected to promote simplicity in that particular area.

Chapter 2 deals with simplifying organisation's structure with a discussion on serious flaws in hierarchical simplicity. The author alerts us about three common traps that lie in wait before managers when they approach designing an organisation: (i) refining structure before crafting a strategy; (ii) considering people and personalities before considering the strategic logic; and (iii) building a mechanical rather than an organic structure that is capable of reorganising in accord with business needs. To avoid these traps, four principles are recommended to be followed: (a) differentiate between core and the context; (b) take a customer perspective; (c) consolidate similar functions and tasks; and (d) prune layers and broaden spans of control.

Chapter 3 focuses on reducing product proliferation. The author surmises that product or service complexity usually has one or more of the four causes: (i) volume complexity by adding number of products or features in each product; (ii) support complexity by failure to provide clear instructions of how to use products or get help when needed; (iii)

system complexity by failing to integrate products with customer's existing business; and (iv) design complexity or creating a product from sophisticated designer's perspective than that of a naïve user. Managers can use three structured approaches to overcome product-related complexities: (a) use of portfolio analysis such as BCG Matrix or GE Matrix; (b) rationalization and reduction of stock-keeping units; (c) co-creation or partnering with customers to design a product.

Chapter 4 deals with the challenge of streamlining process complexity. Processes that evolve over time become complex in four ways: (i) local differences during implementation, (ii) multiplication of steps and loops; (iii) lack of rigor and informality of the process; (iv) lack of cross-functional or cross-unit transparency. Five approaches have been suggested for process simplification: (a) best practice identification, sharing and comparing; (b) process mapping and redesign by making implicit process explicit; (c) lean six sigma approach; (d) rapid-results approach for breaking logjams and engaging people swiftly; and (e) GE work-out approach of creating a culture of process simplification. The relative advantage of each of these five approaches has also been discussed.

A very insightful Chapter 5 focuses on how managers contribute to complexity while they provide guidance, leadership and direction for an organisation. Two natural human tendencies-overdoing strengths and avoiding areas of discomfort - keep many managers firmly on the wrong track. The upsets are often created unintentionally by many apparently innocuous behaviours. For example, the quest for a 'perfect strategy' may create enormous churn and complexity. This chapter carries a 22-item self-diagnostic questionnaire that can be used to reflect on one's own behavior regarding strategy planning and budgeting, goal-setting and demand making, and other unconscious communication behaviors that often breeds complexity in an organisation.

The remaining two chapters move towards combining the puzzle pieces to provide an


Book Review

Title : The Management 500

Author : Dan Coughlin

Publisher : American Management Association

Reviewer : Walter E. Vieira, Management Consultant

“The Management 500” by Dan Coughlin has been published by the American Management Association in 2009. It is an interesting book of just 230 pages, which goes through all the principles of Management by aligning them to the Winning Principles in Formula 1 car races. Obviously Dan is passionate about auto racing. He is also passionate about good management, and has been successful as a management consultant and key note speaker with clients like Toyota, Shell, McDonalds, Prudential and many others.

Dan has 'differentiated' himself by adopting a 'new approach' to management performance. To look at business management through the prism of auto racing. I am sure this can be done with most sports – like cricket, hockey and football. It is a good way to align a 'hobby interest' to a 'study of business.' But the reader must not only be familiar with the sport, but also be passionate about it. Auto racing is not a big sport in many parts of the world. Europe and South America would have been more comfortable with football (Soccer); and India, Australia, S Africa

and United Kingdom with an alignment with cricket. But who knows? Dan might have started a new movement of publications, which align favourite sports with business management to make the study and practice of business management more palatable, easier to understand and to communicate, to ensure more effective practice.

For those who could not care too much about auto racing – some of the extensive details regarding auto-racing history seem tedious and tiresome. In the same way as some of the cricket statistics would seem tiresome to a non-cricket enthusiast.

Management 500 says that to excel in the world of auto-racing, a driver needs passion, shrewdness, quick thinking, strategy, team work, attention to detail, practice and dedication. And this is also true of leaders in the business world.

Dan again draws parallels of how to rev up your skills in areas like leadership, teamwork, strategy, branding, problem solving, change management and innovation, to get your company running in high

Book Review

integrated strategy of combating complexity. Chapter 6 draws up a firm-wide or a SBU-wide strategy for simplification that can be used to drive better performance. The final chapter brings the focus back to the reader - the practicing executive. As charity begins at home, simplicity starts with self. It is up to the reader - beginning with oneself - to take steps to make the workplace easier, simpler and more productive.

One of the main strengths of the book lies in numerous examples drawn from a large number of organisations to illustrate the author's views and suggested approaches in each of the chapters.

Though most of the examples have been drawn from primarily two organisations - GE and its divisions such as GE Capital, GE Healthcare, GE Lighting, GE Money and ConAgra Foods - many other examples have also been drawn from Cisco Systems, Herman Miller, Northshore - LIJ Health system, Pfizer, World Bank, Zurich Financial Services and such others that simplify understanding of a complex subject.

The overall message of the book is simple: Back to Basics. As the author writes in the conclusion of the preface of the book, “Simplification is not the only answer—but it's a good place to start” (p. xx).


gear. He tells you what racing drivers have to do quickly and also for the full race. And for business he gives the formula of what you should do in 30 days and then in the 3 years. These time stipulations are not always applicable. It is the time dimension of an expert from the West. In the East, we have considerably different time dimensions. It is a cross-cultural issue!

This is not to detract from the value of the book which helps you to discover how to

luse pit stops wisely

ldevelop a team of people who understand your goals

ldesign a winning strategy

lbuild brand equity

lmanage your people through an understanding of their strengths, passions and values

lsuccessfully navigate turns in the track

lproblem solve on the go, even when things are intense.

One of the sections I greatly liked is the 'Turns in the Management 500 track” (Pg 210). The examples from Turn 1 to Turn 16 were truly thought provoking– and added great value to the book. Another significant contribution is Dan's subtle way

of brining 'ethics' into management with Sections like 'Ways to lose the pole position', 'Ways to crash and be eliminated from the race,' (pg 42/43) and key partner promises (pg 51).

'Speed up Brand Equity' is a particularly engaging chapter. Dan has covered a whole book on Brand Equity in just 23 pages. And done that comprehensively; and for me, fairly completely! He has followed his own principle, which was the 'raison d'etre' for the book. To avoid process creep and embrace simplicity which will increase speed.

A good feature of this book is the 'boxes' in every Chapter giving a summary of 'Processes' (just Points to Remember) e.g. pg 24 'The Process for Understanding your Industry'. Pg 37 'The Process for Qualifying for the Pole Position as a Business Manager.' I wish all these boxes were repeated again at the end – so Managers could tear them out of the book and use them at their desks as ready reference on the different aspects of Management. For the reader, it would have been the 'last lap'.

Its an interesting book, easy to read, embraces simplicity, reinforces what others have already said and as eternal management truths will always suffer from being 'oft repeated' – albeit with a different scanner.'

Benjamin Franklin had said, "We must all hang together, or assuredly, we shall all hang separately." The togetherness in a team has been said in different words in different ways at different times by different people in different perspective. This book, "the Mckinsey Engagement" presents

its own different perspective and framework on team through an acronym TEAM FOCUS. The author Dr. Paul N Friga states that the framework is not used in McKinsey but the concept he has developed is consistent with those taught to the up-and-coming advisors to the top

Title : The McKinsey Engagement - A Powerful Toolkit for more efficient and Effective Team Problem Solving

Author : Dr. Paul Friga

Publisher : TATA Mcgraw Hill, 2009

Reviewer : Mr. Rajiv Khurana, Chairman - Delhi Chapter, The Institute of Management Consultants of India (IMCI)


Book Review

corporations in the world at McKinsey and elsewhere.

The first component covers four key elements of the interpersonal interactions that affect project management and team problem solving; thus the key word TEAM. In its expanded form, it means Talk, Evaluate, Assist and Motivate.

The second component of the model relates to the core analytical elements of successful project management. The key word FOCUS consists of Frame, Organize, Collect, Understand and Synthesize.

This is a guidebook for action. Each chapter builds the toolkit - tool by tool. The goal is to have all team members review the contents before starting a project, then dig deeper into the chapters over the course of the project. The book can also be used in academic settings to teach team problem solving, consulting or project management.

The case study is the key aspect of the book. The author admits to have lived through the concept during his career at PricewaterhouseCoopers and McKinsey. He used the concepts to test in a live engagement by students working on a pro bono project.

TEAM FOCUS is an easy to remember acronym which is explained in detail over the course of the book. While not every piece is novel, unique or path breaking, the author's approach is a good one. By coupling each piece of the model with first-hand experience, he shows the reader exactly how to implement each step.

This book is for someone that has a lot of team projects and is willing to try things differently. Most

teams have a midpoint transition in which the course of their project changes. But, by following the frameworks in this book, teams are set up for success right from the start.

The reader will be suitably rewarded to learn: Clear rules of engagement, Set of operating tactics, Sophisticated problem solving tools, Easy-to-follow action steps, Exercises, checklists, and training tips, War stories and best practices case studies, A toolkit for bringing clarity, discipline, and purpose to problem-solving and change management initiatives.

The book is indeed worth the time and money investment. An intriguing factor however is, "Why is the book called McKinsey Engagement when as per the author the concept is not used or practiced in McKinsey?" Skip raising your eye brows and you will certainly benefit. After all, as John Scully said, "The future belongs to those who see possibilities before they become obvious." The book does unfold practical possibilities.In reality, Projects are not identical in nature. Each project has a different desired objective. Therefore the project manager has to be well versed on the tools rather than on the technical knowledge of the subject of the project. If the tools are applied appropriately, the result of the project will be as per expectation. Hence the book will be extremely useful to all whether familiar or also for those who are not so familiar with the application of project management tools. Final one line, this is a must for those who are aspiring to be an expert in project management and for those who wish to continue being an expert or an project management specialists in any industry or organisation.


Book Review

Toyota Kata by Mike Rother, published by Tata McGraw-Hill, is an addition to a number of books written on Toyota manufacturing and production management systems. Some of the books on Toyota include: The Toyota Way (Jeffrey K. liker), The Toyota Field Book (David P. Meier), Toyota Talent (Jeffrey K. Liker and David P. Meier), Toyota Supply Chain Management (Ananth V. Iyer), Kanban Just-in-time at Toyota: Management begins at the work place (Japan Management Association) etc.

Toyota Kata is covered in about 300 pages and makes an interesting reading with illustrations and examples. The theme of the book essentially focuses on continuous and robust process improvements and adaptation as a way of working at Toyota.

The word kata comes from the Japanese meaning formal exercise. Kata is a series of movements and techniques that are practiced in a pattern and has a deeper and spiritual meaning that is done in almost every aspect of life. The author has used this terminology to illustrate innovative management practices at Toyota and mentions that 'kata is a way of keeping two things in alignment or synchronization with one another'. Kata is different from production techniques in that they pertain specifically to the behaviour of people and are much more specifically applicable.

Toyota firmly believes that to achieve competitive

advantage and long – term organisational survival,

organisational improvements and adaptation are more important as compared to achieving quantitative and financial targets.

The book is structured into five parts. The first part titled 'situation' deals with 'what defines a

Company that thrives Long Term?' The author stresses that Toyota is different from other manufacturing companies because it keeps adapting and improving in quality and cost competitiveness in a systematic and effective manner. Toyota's superior results spring more from routines of continuous improvements than from the tools and practices that are visible. At Toyota, the improvement occurs in every process and at every level of the company every day.

The second part' know yourself' deals with 'how we are approaching improvements?' The concept of 'value-stream Mapping' is explained in detail. Value-stream Mapping looks at the flow of materials, information and the associated lead time across multiple processes and can reveal many improvement potentials. The author, based on his observation, mentions that action-item list is most widely used for process improvement. Action-item list is a listing of multiple improvement ideas and actions to be implemented at a process. The action items on lists originate from recording process problems, problem solving activities, value-stream mapping etc. Problems and opportunities for improvements and action items are assigned to people and a time frame is established.

The third part deals with 'the improvement Kata-how Toyota continuously improves'.

The author explains how 'improvement kata 'can be applied to ensure that people act for long range survival of the organisation. Toyota's improvement kata is discussed in terms of vision, direction, grasp of current situation and step by step improvements towards target conditions. A target condition is what we want to achieve. It is a tangible image;

Title : Toyota Kata - Managing People for improvements, adaptiveness, and superior results

Author : Mike Rother

Publisher : Tata McGraw Hill

Reviewer : Ramesh S. Tyagi, B.E, F.I.E, CMC, FIMC, Industrial and Management Consultant


Book Review

something that we can describe. Toyota tools are discussed in this part of the book including talt time, 1x1flow, heijunka (levelling) and kanban.

The purpose of Kanban is to provide a way of regulating production processes and producing what is needed and when it is needed. The author discusses that simply implementing kanban system or levelling schemes may not result in significant continuous improvement. But the step by step pursuit of conditions required to make these techniques work.

Under coaching kata concept, leadership and managers teach the improvement to every one in the organisation. Toyota believes in training while working through actual improvement challenges. Every one at Toyota has a mentor. Toyota's practical problem solving is illustrated in various steps: pick up problem, grasp the situation, investigate causes, develop and test countermeasure, follow up. Mentor/Mentee dialogues and Toyota style problem solving are illustrated by examples and case studies.

Toyota's mentoring is a unique coaching and teaching approach and it needs practice to develop such mentoring skills.

Part five deals with 'Replication: what about other companies?' The author suggests three areas for replicating Toyota's ways of continuous improvements. These are: grasping the current situation, defining measurable target conditions and utilising PDCA (Plan-Do-Check-Act) system for continuous improvements.

The process is illustrated in the Appendix with the purpose of showing the procedure for analysing the current condition of a production process and obtains the facts and data for establishing an appropriate next process target condition. It would have been more useful for easy reading if the terminologies such as kata, kanban, takt time, 1x1flow, heijunka etc. were explained at a glance.

The book provides good insight into continuous improvement systems followed by Toyota and can be useful guide for the management students and practicing managers in the industrial sector.

(On May 8, 2009, Toyota for the first time reported a record annual net loss of US $ 4.4 billion severely affected by the 2007-2009 financial crisis. However, Toyota was considered an Industry leader in production and manufacturing practices and management systems as illustrated in the book).

Book Review

Don Gabor's latest book “Turn Small Talk into Big Deals” is poised to be another best seller in the lines of “How to Start a Conversation and make Friends”. The author explains in his own unique and lucid style, how to use four conversation styles to improve upon the networking approach and build relationships that could be turned into winning business prospects and prospective clients.

The author provides advice on the method of identifying one's own natural networking style and goes on to systematically explain how to break the ice and network with different types of networkers: competitive; outgoing; amiable and analytical. A detailed analysis of each type's strengths and weakness followed by useful tips are bound to educate the reader very well by differentiating the

Title : Turn Small Talk into Big Deals

Author : Don Gabor

Publisher : Tata-McGraw hill

Reviewer : D. Vasudevan, IT Exptert & Web Specialist


distinct variations and highlighting the need to deal with each one appropriately.

The book in subsequent chapters goes further narrating three different situations: Business, Social and Public. The book provides detailed guidelines in terms of 'Opening Lines', 'Topics to Discuss' and possible 'Networking Strategies'. The author has considered every possible location/ meeting point for each of the above situations and provided guidelines to deal with the target at each of these which make the reading of the book very interesting. For example, it is pertinent to note that a whole chapter is dedicated to deal with encounters in office elevators. Having read the same, the author's assertion that even the 'elevator small talk can take you to the top' is no exaggeration.

It is an overwhelming experience to go through the book chapter by chapter, passing through each situations; the manner in which the book provides detailed narration from 'Opening Lines', 'Conversation Tips', “Do's and Dont's List', 'Analysis', 'Etiquette' relating to each of the situation is highly commendable. Most of the time the reading of the book gives an impression that the author knows how to read the mind of the 'Reader' because it so closely relates to one own life experiences and

encounters. The “Taboos to Avoid” list at the end of each chapter is particularly very useful in the reader correcting his past mistakes and diagnosing why his efforts have failed in one of his/her previous networking opportunity.

Networking opportunity in the waiting room of a hospital/clinic makes yet another interesting reading and makes one strengthen the belief that no place is bad for networking. The conversational tips and opening lines in the waiting rooms are carefully crafted because elsewhere in the book the author suggests not to discuss medical problems during networking in other situations.

The book concludes that by reading the same, one would get ready to turn small little talks into big deals: everyday; no matter where you are; what you do and with whom you speak with – and rightfully so. The book definitely provided hundreds of useful tips, opening lines and networking strategy.

The only thing the Indian readers may keep in mind is that some of the opening lines and conversations styles are American, native to the author of the book and need to be rephrased to suit the Indian context.

A book, definitely worth reading…

Book Review


Dr. C.S. Venkata Ratnam

is Director at International Management Institute, New Delhi.

Srinivas Kolluru

is Research Associate at International Management Institute, New Delhi.

Ramesh S. Tyagi

is a certified Industrial and Management Consultant and formerly the Chairman of Institute of Management Consultants of India - Delhi Chapter.

is founder and president of The Knowledge Agency® (TKA), a business information, training, and consulting firm. His work focuses on helping organisations obtain and use the information they need to compete most effectively.

Dan Coughlin

is a student and teacher of practical processes that improve business performance. His purpose is to work with executives and managers so they achieve great performances. He defines a great management performance as significantly improving an organisation's most important desired outcomes in a sustainable way. For more than a decade, he has invested over 3,000 hours on-site observing and advising executives and managers in a wide variety of business functions and in more than thirty industries. As a business thought leader, Dan Coughlin is the author of three books on generating great management performances and articles that have been published in more than 100 publications.

Dr. (Ms) Mamta Mohapatra

With Doctor of Philosophy (Ph.D.), Masters Degree (M.A.) in Personnel Management & Industrial Relations, Bachelor of Law (L.L.B.) from Utkal University and FDP from IIM, Ahmedabad, Dr. Mamta has over twelve years of experience in teaching, research and training activities in the areas of Human Resource Management, Industrial Relations and Organisation Behaviour. Currently, she is Associate Professor and Programme Director of the two year full time Programme, PGDM (HR) at International Management Institute, New Delhi.

T.W. (“Tim”) Powell

Tim has worked with the leadership of more than one hundred clients, spanning the financial services, professional services, consumer products, pharmaceuticals, publishing, and information technology industries. He has also served as a Board member and/or advisor to several start-ups and not-for-profit organisations.

Tim has authored three books and made substantial contributions to several others. He speaks frequently at business, professional, and academic forums worldwide, and is a Fellow of the Society of Competitive Intelligence Professionals. He holds a BA from Yale College and an MBA from the Yale School of Management.

Author Profile


She has to her credit a number of published research articles in reputed journals. Her professional interests include Applied and Action Research in, Cross-cultural Management, Comparative Industrial Relations, Strategic Human Resource Management, Organisation Restructuring and Management of Change.

Prof. Bhupen Srivastava

has been involved in teaching, research and consultancy activities in India, U.S.A, Canada, Europe and Africa for over four decades. His assignments include Dean, IILM New Delhi; Director, FORE School of Management, New Delhi; Professor, IIM Calcutta, IMI New Delhi, University of Northern Iowa, U.S.A; Specialist and Head, HRD, PPSD, BHEL; Dy. Director, PECCE; Senior Fellow, National Labour Institute, New Delhi. Currently he is professor at IMI New Delhi.

Vishal Mohal

is MBA in marketing and operations, holds a honours degree in mechanical engineering, and serves as a Research Analyst for Pipal Research. Vishal has been associated with consulting profession for quite some time with his association with Actuate Business Consulting, in the capacity of Consultant. He has worked in the areas of industrial Automation, Lean Manufacturing, World class Manufacturing, Heavy machinery, HVAC and Strategic Marketing for various clients.

Dr. V. Tulasi Das

Asst. Professor, Dept. of Commerce & Business Administration, Acharya Nagarjuna University Campus, ONGOLE.

Dr. P. Hanumantha Rao

Teaching Associate, Dept. of Comm. & Mgt. Studies. Andhra University Campus, Vizianagaram.

Dr. D.C. Misra

A leading e-governance researcher and consultant based in New Delhi, India, Dr D.C. Misra was till recently Chief Knowledge Officer, Ministry of Information Technology and Telecommunications, Mauritius under aegis of the Commonwealth Secretariat, London (2005-2006), a former Chairman Task Force for IT Policy for Government of National Capital Territory of Delhi (1998-2000), and President, Council of State Industrial Development and Industrial Corporations of India (1998-2000). A former Member of the Indian Administrative Service (1965-2001) with more than four-and-half decades of "hands-on" experience in governance and e-governance, Dr Misra has held a wide variety of assignments at central and state government levels in India. A Ph.D. from New Delhi's Jamia Millia Islamia, he was a Visiting Fellow at the Queen Elizabeth House, University of Oxford, United Kingdom. He is Adviser on E-Government and ICT4D on the World Bank-sponsored Development Gateway (http://www.developmentgateway.org/).

Dr. G.L. Sivakumar Babu

Ph.D. (1991) in Civil Engineering from Indian Institute of Science Bangalore. Presently working as associate professor in Civil Engineering Department, Indian Institute of Science, Bangalore. Contributed

Author Profile


numerous technical papers on various aspects of geotechnical engineering in several national and international journals. Member of editorial board of several international journals and professional bodies. Major research areas include risk and reliability applications in geotechnical engineering, geosynthetics and reinforced soil structures, environmental geotechnology, fibers in geotechnical engineering and earthquake geotechnical engineering.

Amit Srivastava

is a Civil Engineer by profession and has done Ph.D in Geotechnical Engineering from IISc, Bangalore. Mr. Srivastava is currently working as Research Associate with Indian Institute of Science,Bangalore.

A.K. Saini

is current working as Scientist "F" and Head "Civil Engineering Department" with Bureau of Indian Standards, New Delhi.

S. Chaturvedi

Is current working as Scientist "E" and Head (Civil Engineering Department) with Bureau of Indian Standards, New Delhi.

Rajendra Desai

is a structural engineer by education. He is presently working as a honorary joint founder director of National Centre for Peoples'-Action in Disaster Preparedness (NCPDP) based in Ahmedabad in India. He, with his wife, has been an author of several publications including Manual for Restoration and Retrofitting of Rural Structures in Kashmir (UNESCO) and Manual for Hazard Resistant Construction in India (UNDP).

Rupal Desai

is an architect by education. She is presently working as a honorary joint founder director of National Centre for Peoples'-Action in Disaster Preparedness (NCPDP) based in Ahmedabad in India. She has also been involved in similar work in Uttarakhand, in Jabalpur-MP, in Kutchch-Gujarat, and in Kashmir during the last sixteen years since 1993. She, with her husband, has been an author of several publications including Manual for Restoration and Retrofitting of Rural Structures in Kashmir (UNESCO) and Manual for Hazard Resistant Construction in India (UNDP), Trainer's Guide for Training in Hazard Resistant Construction, Building hazard Resistant House - A Common Man's Guide (BMTPC).


Author Profile

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Editor - “Consulting Ahead”, CONSULTANCY DEVELOPMENT CENTRE (CDC)ndCore-4B, 2 Floor, India Habitat Centre, Lodhi Road, New Delhi – 110 003

Tel : 011-24602601; Fax: 011-24602602Email : [email protected] Website : www.cdc.org.in

CATEGORY ANNUAL SUBSCRIPTION (2 Issues)

CDC members


Educational Institutes in India — Rs. 300/-

Academicians & Students — Rs. 200/-

General Institutions & Corporates Rs. 400/-


Overseas Subscription Institutions & Corporates US $50

Individuals US $35

Institutions & Corporates Rs. 300/-

Send Your Local Cheque (or) Demand Draft drawn in favour of“Consultancy Development Centre” payable at New Delhi


Consultancy Development CentreAn Autonomous Institution promoted by DSIR, Ministry of Science & Technology, Govt. of India

by

Key Features :

Delivery :

lGroup exercises based on practical assignments/ case studies

lSeek clarifications/ information through e-mentoring

lCertificate by CDC (Autonomous Institution of DSIR, Ministry of Science & Technology, Government of India) on successful completion of Programme

Programme delivery shall be through contact classes at CDC on Sundays.

ELIGIBILITY :

OBJECTIVES :

lBE/B.Tech/AMIE/MCA or equivalent technical qualification

(Final year students can also apply)

lDiploma in Engineering or equivalent with 2 years experience

lTo prepare professionals for a career in Technical Consulting

lTo impart basic technical consulting and pro j e c t management knowledge t o professionals desirable for a career in Technical Consulting

lTo equip technical professionals with practical aspects and overall skills including managerial skills required for a career in Technical Consulting

lTo prepare professionals working in consulting organizations, industry and technical projects for their internal consulting roles in the organisations

MANAGEMENT CONSULTINGELIGIBILITY :

OBJECTIVES :

uM.Sc/M.Com/MBA/MCA/ACA/ACS/

ICWA/ BE/B.Tech or equivalent

(Final year students can also apply)

uTo prepare professionals for a career in

Management Consulting

uTo impart basic understanding of the

requirements of the profession

uTo equip professionals with knowledge, skills

and attitude desirable for a career in

Management Consulting

uTo prepare professionals working in industry,

service sector, development sector and Not for

Profit organizations for Internal Consulting

Roles within their present organizations/

companies

TECHNICAL CONSULTING

For Further Details :

Email us : [email protected], [email protected]

Call us : +91 11 2460 2601/2915/1533; Fax : +91 11 2460 2602Visit us : http://www.cdc.org.in

ndCDC, India Habitat Centre, Core 4B, 2 Floor, Lodhi Road, New Delhi - 110 003

Certificate Programmes in ConsultingCertificate Programmes in Consulting

Next Batch : April, 2010 - June, 2010

Birla Institute of Technology & Science (BITS), Pilaniwww.bits-pilani.ac.in

in Collaboration with

Consultancy Development Centre(DSIR, Ministry of Science & Technology, Govt. of India)

offer

MS in Consultancy Management(Contact Classes at Delhi, Bangalore, Chennai, Hyderabad & Pune Centre. Additional Centres)

Duration :

Eligibility :

Fee Structure :

2 years (4 semesters)

Integrated First Degree of BITS or its equivalent (B.E / B.Tech., M.Sc., M.B.A., M.C.A.) orPost graduate degree or equivalent with aptitude for quantitative methods

Minimum one year of post qualification experienceForwarding of Application - Application to be forwarded by the employerIn case of self employed and proprietary concerns, the applicant should provide an undertaking to this effect.

Admission Fee : Rs. 10,000 Semester Fee : Rs. 25,000 for each semester

Qualifications :

Experience :

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Adobe Systems India Pvt. Ltd. Alcatel Lucent American Express Cards Bank of Maharashtra Bechtel India Bharti Airtel Ltd. Border Roads Organisation Central Warehousing Corporation Cisco Systems Inc. Computer Sciences Corporation CSC India Datacraft India Ltd. Deloitte Touche Tomatsu Private India Limited

Admission Procedure : Application form and programme details can be downloaded from the BITS, Pilani website (http://www.bits-pilani.ac.in/dlp-home) Completed application forms must be submitted alongwith the requisite processing fee and other documents to : DEAN, Distance Learning Programmes Division, Birla Institute of Technology & Science, Pilani (Rajasthan), Pin : 333 031 List of short listed candidates, would be available at www.bits-pilani.ac.in/dlp-home within 2 to 3 weeks of the last date of submission of application form No separate postal communication would be sent.

Short listed candidates shall submit requisite admission and semester fee by the due date indicated along with the list of qualified candidates.

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Second Year Second SemesterlDissertation (Experimental Live

Project) to get practical and hands on knowledge on consulting process, tools and practice

Courses : First Year First SemesterConsultancy PracticeFinancial ManagementQuantative MethodsInternational Business

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Management Information SystemsProject ManagementTotal Quality ManagementStrategic Management & Business Policy

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Knowledge ManagementMarketing ResearchManagement of TechnologyProfessional Practice

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EMC Data Storage India Private LimitedEngineers India Limited Era Constructions (India) Ltd. Ericsson India Pvt. Ltd. Flextronics Software Systems Genpact HCL Comnet Ltd. HCL Technologies Hewlett Packard HUDCO Ltd. IBM Indian Air Force Indian Railways

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Indo Canadian Consultancy Services Ltd. Infosys Ltd. Intercontinental Consultant & Technocrats Pvt. Ltd. IREDA M. Dohmen GmbH, Germany MECON Limited Microsoft MTNL Municipal Corporation of Delhi National Hydro Electric Power Corporation National Informatics Centre

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NIIT Ltd.Oracle India Private Limited Powergrid Corporation of India Limited. PricewaterhouseCoopers Reliance Industries Limited RITES Ltd. Royal Bank of Scotland Seimenes Power Engg. Ltd. Siemens Information Systems Ltd.Steel Authority of India Ltd. Tata Consultancy Services Ltd.Videsh Sanchar Nigam LimitedWipro Ltd.

PROGRAMME COORDINATOR (MSCM)

Consultancy Development CentreIndia Habitat Centre, Core - IVB, Lodhi Road, New Delhi - 110003

Tel: 011 - 9811367775 (M), 2468 2055 (D), 24602601, 24601533, 24602915Fax: 011 - 24602602 Email: [email protected], Website: www.cdc.org.in/login.aspx

DEANDistance Learning Programmes Division

Birla Institute of Technology & Science, Pilani (Rajasthan)Tel : 01596-242210 Fax : 01596-244183 Email : [email protected],

[email protected], Website: www.bits-pilani.ac.in

Contact :

Consultancy Development CentreBirla Institute of Technology & Science

Delivery :

Objectives of Programme :

Key Features of the programme :

Combination of following pedagogies

Study material for all the courses developed by experts in the area List of Reference, books, Journals, Study reports etc. for each course

To be held at the above mentioned centres.Eight days during four weekends (Saturday and Sunday), 9 a.m.-6 p.m. on each day with lunch break of 45 minutes

Learning through an Interactive Web Portal Course wise mentors to answer the queries of studentsDatabank of queries and answers Effective retrieval tool

CDC plans to make available course material to students for E-learning in due course.

Consulting assignment (In-house or in association with any consulting organization) to be facilitated by CDC wherever required.Each Project to be guided by an academic guide (to be provided by CDC) as well as corporate guide.Project to comprise problem, diagnosis, intervention and outcome with specific value edition to the area of activity choosen.Evaluation to be done based on mid term progress report, final report and viva-voce.

To expose professionals to Consulting process, practices and tools.To impart basic consultancy, project management and comprehensive problem solving skills to professionals and working executives.To encourage professional to opt consulting as a career option.To develop skills and expertise for internal consulting in organizations .

All students will be enrolled as students of BITS, Pilani and successful students will be awarded the M. S. (Consultancy Management) degree by BITS, Pilani. Students can join the programme from anywhere. However, each student will have to choose any of the dedicated Centre of CDC for Contact classes and BITS for Examination. The evaluation for each course in a semester shall be based on the performance in 2 assignments, mid term examination and end semester examination.

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Self Study :

Contact Classes :

E-Coaching :

E-Learning :

Live Project :

Organisations that have been benefited in Past :

journal - january - 2010 jan. 2010(1)(1).pdf · consulting ahead is a bi-annual in-house journal...

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