1966 1967 1968 1969 1970 1971 INDIAN INSTITUTE OF MANAGEMENT AHMEDABAD 1972 1973 1974 1975 1976 1977 1978 1979 1980 Chief Guests at Convocations 1981 1982 1983 1984 1985 1986 1966 Mr. M.C. Chagla 1982 Mrs. Sharda Mukherjee 1998 Mr. Vikram Lal 1967 Dr. Vikram Sarabhai 1983 Mr. Nani Palkhiwalla 1999 Mr. K.B. Dadisheth 1968 Mrs. Indira Gandhi 1984 Mr. P.L. Tandon 2000 Mr. R.K. Laxman 1969 Dr. Karan Singh 1985 Mr. K. C. Pant 2001 Dr. Desh Deshpande 1970 Mr. L. K. Jha 1986 Mr. Hiten Bhaya 2002 Mr. Azim Premji 1971 Mr. Dharma Vir 1987 Dr. Raja Ramanna 2003 Dr. A.P.J. Abdul Kalam 1972 Mr. C. Subramaniam 1988 Mr. V. Kurien 2004 Dr. Bimal Jalan 1987 1988 1989 1990 1991 1992 1973 Mr. D.P. Dhar 1989 Mr. A.S. Ganguly 2005 Mr. Raghuram Rajan 50 ´ÉÉ̹ÉEò |ÉÊiÉ´ÉänùxÉ 1974 Professor Nurul Hasan 1990 Mr. Russi Mody 2006 Mr. M.S. Banga 1975 Mr. T. A. Pai 1991 Mr. Sarup Singh 2007 Mr. P. Chidambaram 1976 Dr. V.M. Dandekar 1992 Mr. Rajmohan Gandhi 2008 Mr. Montek Singh Ahluwalia ANNUAL REPORT 2011-12 1977 Mr. M.S. Swaminathan 1993 Mr. P.V. Narasimha Rao 2009 Shri Deepak Parekh 1978 Mr. H. M. Patel 1994 Dr. Manmohan Singh 2010 Dr. C. Rangarajan 1993 1994 1979 Mr. V. G. Rajadhyaksha 1995 Mr. Sam Pitroda 2011 Dr. Manmohan Singh 1980 Justice Mr. M. Hidaytullah 1996 Mr. A.M. Ahmadi 2012 Shri K. V. Kamath 1981 Mr. Keshub Mahindra 1997 Mr. Adi Godrej 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Dr. Vijaypat Singhania FiFtieth AnnuAl RepoRt: 2011-12 indian institute of Management Ahmedabad 2 Fiftieth Annual Report: 2011-12 Contents the YeAR in RetRospeCt .............................................................5 The Two-year Post Graduate Programmes .............................................................5 The Fellow Programme .......................................................................................5 The One Year Post-Graduate Programme ..............................................................6 The Faculty Development Programme ..................................................................6 Management Development Programmes (MDPs) ...................................................6 Research, Publication, Conferences and Seminars ................................................7 Leadership in Academic Administration ...............................................................7 Linkages with World of Practice ..........................................................................8 Participation in Social Transformation .................................................................8 Societal Obligations ...........................................................................................8 Global Aspirations .............................................................................................9 Campus Infrastructure .......................................................................................9 Institute Turns Fifty ..........................................................................................9 Our Pledge ......................................................................................................10 ACADeMiC pRoGRAMMes ............................................................11 POST-GRADUATE PROGRAMME IN MANAGEMENT ...........................................11 POST-GRADUATE PROGRAMME IN AGRI-BUSINESS MANAGEMENT ..................14 POST-GRADUATE PROGRAMME IN MANAGEMENT FOR EXECUTIVES ................16 FELLOW PROGRAMME IN MANAGEMENT ........................................................17 PLACEMENT ...................................................................................................18 CONVOCATION ...............................................................................................21 FACULTY DEVELOPMENT PROGRAMME IN MANAGEMENT ...............................21 ReseARCh AnD puBliCAtions ...................................................23 MAnAGeMent DeVelopMent pRoGRAMMes ..............................25 inteRDisCiplinARY CentRes AnD GRoups ................................26 CENTRE FOR ELECTRONIC GOVERNANCE .........................................................26 CENTRE FOR GENDER EQUITY, DIVERSITY, AND INCLUSIVITY .........................26 CENTRE FOR INFRASTRUCTURE POLICY AND REGULATION ............................27 CENTRE FOR INNOVATION INCUBATION AND ENTREPRENEURSHIP ................28 3 CENTRE FOR MANAGEMENT IN AGRICULTURE ..............................................30 CENTRE FOR RETAILING ................................................................................31 COMPUTER AND INFORMATION SYSTEMS GROUP (C&ISG) ..............................31 PUBLIC SYSTEMS GROUP (PSG) .....................................................................32 RAVI J. MATTHAI CENTRE FOR EDUCATIONAL INNOVATION .............................33 DisCiplinARY AReAs ...................................................................34 BUSINESS POLICY .........................................................................................34 COMMUNICATION ...........................................................................................35 ECONOMICS ...................................................................................................35 FINANCE AND ACCOUNTING ...........................................................................36 MARKETING ...................................................................................................37 ORGANIZATIONAL BEHAVIOUR ......................................................................38 PERSONNEL AND INDUSTRIAL RELATIONS .....................................................38 PRODUCTION AND QUANTITATIVE METHODS ..................................................39 AluMni CentRe ACtiVities ........................................................40 GloBAl pARtneRship AnD CoRpoRAte AFFAiRs ........................43 GRAnt-in-AiD ..............................................................................46 inFRAstRuCtuRe DeVelopMent ...............................................47 peRsonnel .................................................................................48 stuDent ACtiVities ...................................................................50 ViKRAM sARABhAi liBRARY ........................................................64 WelFARe ACtiVities ...................................................................66 AppenDiCes ................................................................................69 5 the YeAR in RetRospeCt The year began with hopes of revival of the global economy. However as the year progressed it became clear that the hopes were misplaced. The domestic economy too started showing signs of stress and slowdown. Despite the continuance of the economic crises for the fifth year in a row, I am happy to report that the Institute was able to further consolidate its financial situation. The Institute achieved an operating surplus for the second year in a row in 2012, despite having to set aside another about Rs.300 million towards meeting its pension liabilities. This was possible through prudent watch on expenses and making concerted efforts to enhance and diversify the sources of revenue. The initiatives taken by the Institute have laid the foundation for creating a sound financial position for the Institute in the years ahead. the two-year post Graduate programmes The Institute’s flagship programme, the two-year Post-Graduate Programme in Management (PGP) continued its dominant position as the most coveted post graduate programme in management in the country. For the year 2011-12 the global ranking of the programme improved to 7 among Masters Programmes in Management ranked by Financial Times (FT). This was the second year in succession that the programme was ranked in the top ten. It continues to be the only programme from India in the list. The year was the first year when the student strength in the PGP reached its peak, with the number of students in both the first and the second year of the programme reaching the batch size required as per the OBC quota. Despite that, the programme was conducted smoothly as the logistics for delivery of the programme had been planned with care. Concerns still remain about possible impact on quality of the programme arising from increased batch size. Given the recessionary trend in the global economy, there were apprehensions about placement of students passing out. The apprehensions were however misplaced since all students seeking placement were placed in meaningful jobs. The Institute’s academic programme in the agriculture sector, the two-year Post-Graduate Programme in Agri-Business Management (PGP-ABM) achieved the distinction of becoming the top ranked programme among management programmes in the agriculture and food technology sector. This global ranking was done by Eduniversal, a respected French rating agency, that also ranks sectoral management programmes. This programme too witnessed the completion of expansion arising from implementation of OBC quota. the Fellow programme Several policy initiatives were taken during the year to strengthen the Fellow Programme in Management (FPM) – the doctoral programme of the Institute. The first year of the programme has been re-designed with the areas being given the option of taking charge of 6 Fiftieth Annual Report: 2011-12 the programme from the third term of the first year. The increased emphasis on the quality of doctoral dissertations is paying off with several FPM students publishing papers even before completing the programme. The major concern about FPM is that it is a highly faculty resource intensive programme. The government’s proposal to partially fund only additional students (over and above the average size of the programme in the last several years) discriminates against the older IIMs who already have decent sized doctoral programmes. Representation has been made to the government arguing that given the immense shortage of teachers it should fund, not just the increase but even the existing doctoral programmes in the older institutions. The proposal from several alumni to open the programme to external candidates who may be asked to pay a reasonable fee for being permitted to pursue their doctorate needs to be given serious consideration. Adequate safeguards may be put in place that the quality of the programme does not suffer as a result of opening the programme to external candidates. In addition to enriching the programme through diversity of thesis topics, such an initiative would bring in the much needed funds for the programme. the one Year post-Graduate programme The post-experience one year Post Graduate Programme in management for Executives (PGPX) continued its dominance among comparable programmes globally. For the second year in a row it was ranked high at 11 among MBA programmes in the prestigious global ranking of MBA programmes by Financial Times (FT). The quality of applications received by the programme continued to be high. The cohort admitted to the programme continues to be comparable, perhaps better, than the cohorts admitted to MBA programmes in the best business schools globally. Following comprehensive review of the programme, changes have been implemented to enhance the effectiveness of delivery of the programme. the Faculty Development programme The four-month Faculty Development Programme (FDP) of the Institute witnessed a change in focus. There was greater emphasis on courses and work by participants related to research and pedagogy. The participants were provided with focused inputs on teaching and writing of cases. The change in design was appreciated by the participants. This programme has the potential to become the vehicle through which IIMA can significantly influence the quality of management education in the country. There is a case to examine the possibility of offering this programme twice in a year, with clearly specified objectives of achieving certain academic outputs from the offerings. Management Development programmes (MDps) The domination of the Institute in executive education continued in the year 2011-12. In addition to conducting about 150 executive education programmes, the Institute for the first time conducted executive education programmes in Nepal and Bhutan. The programme in Nepal was a customized executive education programme for one of the largest enterprises in Nepal. The two open enrolment general management programmes conducted in Bhutan were extremely well received. In addition to participants from Bhutanese organizations, the programmes attracted participants from several Indian companies. The time has perhaps come for the Institute to think of creating a Centre for Corporate Education that would not only draw on faculty resources within the Institute but also from outside the Institute and expand the diversity and reach of executive education. The Year in Retrospect 7 Research, publication, Conferences and seminars Continuing with celebrations of the Golden Jubilee year, the Institute took the initiative to bring together academics, academic administrators and executives from the corporate sector to discuss measures needed to make management education more relevant for the emerging requirements of the society. The Institute invited IIMC, that was also celebrating its golden jubilee year, to join hands in organizing a series of five conferences across India. Dr. Srikant Datar, an alumnus of IIMA and a faculty member at HBS agreed to be one of the key resource persons for these conferences. The conferences were organized at Ahmedabad, Kolkata, Mumbai, Chennai and Coimbatore on different themes in management education. Delegates from over one hundred management schools participated in these conferences. The proceedings of the conferences, available in the form of video recording of the key sessions, would be an excellent source of ideas for revamping management education in the country. An interesting highlight of the effort was that the conference in Chennai was organized by the IIMA alumni chapter of Chennai in collaboration with Anna University. The dialogue, debate and discussions that began in these conferences should continue and such conferences could become another vehicle for IIMA to lead management education in the country and offer ideas for changes needed to the rest of the world. The collaboration with Random House to publish easy to read and relevant books in management authored by Institute faculty under the banner IIMA Business Books series continued. So far six books have been published in the series; another four are slated for publication by December 2012. The feedback on the books has been highly encouraging and several titles have become best sellers. The Institute had taken the initiative to create web based access to cases and teaching material of the Institute. The portal has become operational. It is expected that by the end of the academic year 2012-13, the Institute will be able to offer over 1000 cases and other academic material in digital form for downloading. This would further strengthen the linkages of the Institute with management education and help in influencing the thinking in management. The year also witnessed organization of case editing and case writing workshops to enhance the quality and the number of cases authored by faculty of the Institute. In the last few years, the Institute has taken steps to give impetus to research. The efforts are bearing fruits with over fifteen papers being published in the last one year in globally reputed journals by Institute faculty. Considerable focused research was done by centres that have been created for the purpose. The experience of CIIE (Centre for Innovation Incubation and Entrepreneurship) in innovation and entrepreneurship is started being converted into significant amount of quality academic material that would be useful in the years ahead for promoting entrepreneurship and innovation in the country. The experience would be useful for all the emerging economies in the world. leadership in Academic Administration IIMA has always demonstrated leadership in bringing about changes to enhance the standards of governance of academic institutions in the country. After considerable discussions with all stakeholders, the year finally witnessed changes in the MoA and the Rules governing the functioning of the Institute. The changes provide far greater autonomy to the Institute and give greater responsibility to the Board to manage the affairs of the Institute. Only time will tell how the Institute rises up to the challenges of the new governing structure and discharges its responsibility with care to ensure that it continues to march ahead as it has done in the last several years to enhance its prestige globally. The year that has gone by also witnessed design of a comprehensive Performance Management System (PMS) for faculty of the Institute. The proposed multi-attribute system has been 8 Fiftieth Annual Report: 2011-12 designed with care to give the required primacy to research and teaching. The system has been approved by the Board and would be in operation from the academic year 2012-13. Emphasis on research was being given in the last couple of years, after the unprecedented expansion of PGP had been dealt with. The record of publications by Institute faculty in the last couple of years shows that the Institute is on its way to becoming a thought leader in management. The PMS would further motivate faculty to produce quality research that would change management thinking globally. In 2007-08 the Institute created a process whereby 3% of consulting income and 2% (increased to 3% from 2011-12) of the revenue from open enrolment MDPs is set aside to create a fund for payment of incentive to staff based on performance. However, a more formal system for monitoring performance of staff had not been put in place. The year 2011-12 witnessed initiation of a formal Performance Review and Appraisal System (PRAS) for staff. The experience would be consolidated into developing a comprehensive system that would be used to motivate staff to contribute to efficiency and effectiveness of administration of the Institute. The performance thus measured would also be linked to rewards paid to staff from the incentive fund created. linkages with World of practice Given the bias for decisions and action since its inception, the Institute has always engaged actively with the world of practice – governments, NGOs and organizations in the corporate world. The last five years have witnessed strengthening of these linkages. In the year 2011-12, the Institute continued to influence the practice of management and governance of organizations. Several faculty members are members of boards of companies, members of key policy making committees of government and regulators and members of boards of trusts that work in the social sector. Through such associations faculty members continued to significantly impact policy and decision making across a wide spectrum of organizations. participation in social transformation The year 2011-12 witnessed further consolidation of the contribution of the Institute to the Jawaja Project. A Rural University Advisory Board created for the purpose continued the efforts of the Institute to modernize the products produced by the artisans of Jawaja through help from the National Institute of Design (NID). The Board also took initiatives to strengthen the linkage of the artisans with the market. For the last several years, the students have been engaged in educating the street children around the Institute campus through ‘Prayas’ - an organization set up by students for the purpose. The year 2011-12 saw a continuation and strengthening of such efforts. The children students work with joined the IIMA community to celebrate India’s independence day and republic day on August 15 and January 26. They also took part in the variety entertainment programme that followed the flag hoisting on the two days. In addition to the above more organized activities, several faculty members in their individual capacity contributed to functioning of several organizations that work in the social sector. societal obligations In 2008-09, IIMA perhaps became the first business school in the world that started educating some students absolutely free. In 2008-09 the Institute supported education of 23 students absolutely free in the first year of their education at the Institute. The number of such students increased to 45 in 2009-10 as another 22 students from the new batch were identified for free education. In addition to complete fee waiver, the Institute also provides graded fee waver to students who hail from economically poor families. This initiative was continued in 2011-12.