IIT Taught Him to Think out of Box He Is an Exceptional Human Being
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Understanding Our Social Impact: 25 Years of Social Enterprise At
UNDERSTANDING OUR SOCIAL IMPACT 25 YEARS OF SOCIAL ENTERPRISE AT HBS INSPIRING LEADERSHIP FOR GOOD CHANGE IS OUR BUSINESS IDEAS THAT HAVE SHAPED THE FIELD PAGE 2 NETWORKS THAT CHANGE THE WORLD PAGE 22 OUR FOUNDATION AND THE FUTURE PAGE 38 INDEXING AT 25 PAGE 52 THE IDEAS SEEMED RADICAL. The Social Enterprise Initiative started as an experiment at HBS. The dean told a donor to wait two years before he would accept a $10 million gift. As a reflection of the norms at that time, junior faculty members were advised that their research interests might amount to “career suicide.” HBS stepped into the void. Today, we see how those actions helped shape the practice of managers seeking change for good across the globe. It is the courage and vision of these pioneers that helps us navigate our own path forward in a world in need of leadership. OUR JOURNEY 25 YEARS OF SEI 1991 1993 1995 2000 2003 2006 2011 2014 2015 2018 John C. Whitehead (MBA The Social Enterprise Initiative The Strategic Perspectives Student leaders hold the HBS commences the MBA The Business at the Base of The Forum on Social Impact The Business for Social The new Public Developed out of SEI’s 1947) writes to Dean John H. (SEI) launches under the in Nonprofit Management first annual Social Enterprise elective on Entrepreneurship the Pyramid MBA elective Investing pursues an action Impact Forum convenes Entrepreneurship MBA Impact CoLab research McArthur encouraging HBS to leadership of faculty cochairs (SPNM) executive education Conference (SECON). in Education Reform and launches as does a custom research agenda, hosting 100+ practitioners and elective addresses issues project, the Investing start a nonprofit management James E. -
Leading Change: Leadership, Organization and Social Movements
Leading Change Leadership, Organization, and Social Movements BY Marshall Ganz EXCERPTED FROM Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium Edited by Nitin Nohria and Rakesh Khurana Buy the book: Amazon Barnes & Noble HBR.org Harvard Business Press Boston, Massachusetts ISBN-13: 978-1-4221-6158-6 6154BC Copyright 2010 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter 19 of Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium, copyright 2010 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to [email protected], or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. You can purchase Harvard Business Press books at booksellers worldwide. You can order Harvard Business Press books and book chapters online at www.harvardbusiness.org/press, or by calling 888-500-1016 or, outside the U.S. and Canada, 617-783-7410. 19 Leading Change Leadership, Organization, and Social Movements Marshall Ganz Introduction Social movements emerge as a result of the efforts of purposeful actors (individuals, organizations) to assert new public values, form new rela- tionships rooted in those values, and mobilize the political, economic, and cultural power to translate these values into action. 1 They differ from fashions, styles, or fads (viral or otherwise) in that they are collec- tive, strategic, and organized. -
THE GIGATONNE STRATEGY How Can We Reduce Global Emissions by One Billion Tonnes of Co2e a Year?
10 in 10 THE GIGATONNE STRATEGY How can we reduce global emissions by one billion tonnes of CO2e a year? OPERATIONAL SPECIFICATIONS VERSION 2 contents ExEcutivE Summary i 1. thE challEngE 1 1.1 The STaTe Of The ClimaTe CriSiS 1 1.2 The NaTure Of The ChalleNge 2 1.2.1 The ChOiCe Of a CarbON framiNg 3 1.2.2 The Three elemeNTS Of The ChalleNge 4 1.3 WhaT iS a gigatonne Of CO2e emiSSiONS? 6 2. thE gigatonnE StratEgy 7 2.1 The gigatonne TeamS 7 2.1.1 WhO are The gigatonne TeamS? 8 2.1.2 how Will The gigatonne TeamS work? 8 2.2 The gigatonne iNfrastruCTure 9 3. opErationalizing thE gigatonnE StratEgy 10 3.1 COre aSSumpTiONS Of The gigatonne STraTegy 10 3.2 reaChiNg peak perfOrmaNCe 10 3.2.1 phaSe 1 - gigatonne STarT-up 11 3.2.2 phaSe 2 - gigatonne Take-Off 11 3.2.3 phaSe 3 - gigatonne eNd-STaTe 12 3.2.4. requiremeNTS to mOve frOm ONe phaSe to The NexT 13 3.3 buildiNg a Network Of distribuTed gigatonne TeamS 13 3.3.1 SuCCeSS SCeNariOS fOr differeNT NumberS Of TeamS 13 3.3.2 growth paThWayS to a SCale-free Network 15 3.4 The gigatonne OperaTiONal equaTiON 17 3.4.1 preCONdiTiONS fOr ActiON 17 3.4.1.1 ChalleNge 18 3.4.1.2 reSOurCeS 19 3.4.1.3 peOple 19 3.4.1.4 STraTegiC direCTiON 20 3.4.2 OperaTiONal elemeNTS 21 3.4.2.1 gigatonne TeamS 21 3.4.2.2 prOCeSS: OperaTiONal CyCleS 22 3.4.2.3 arChiTeCTure 23 3.4.2.3.1 iNNOvaTiON 23 3.4.2.3.2 CapaCiTy 24 3.4.2.3.3 iNfOrmaTiON 24 3.4.2.3.4 gOverNaNCe 24 3.4.3 reSulTS 24 3.4.3.1 prototypeS (NaTural CapiTal + phySiCal CapiTal) 24 3.4.3.1.1 prototype requiremeNTS 25 3.4.3.1.2 OpeN iNNOvaTiON pipeliNe 26 3.4.3.2 Warm daTa (iNTelleCTual CapiTal) 27 3.4.3.3 gigatonne TeamS aS OuTpuT (humaN + SOCial CapiTal) 28 3.5 reSOurCeS 28 3.5.1 SOurCeS Of CapiTal 29 3.5.1.1 gigatonne Seed fuNdS 29 3.5.1.2 gigatonne markeTplaCe 29 3.5.1.3 STakehOlder CO-iNvestmeNT 31 3.5.2 iNvestmeNT requiremeNTS 31 3.5.2.1 STarT-up requiremeNTS – per CyCle 32 3.5.2.2 Take-Off requiremeNTS – per CyCle 33 3.5.2.3 eNd-STaTe requiremeNTS – per CyCle 33 3.5.2.4 estimaTe Of requiremeNTS – year 1 to year 5 34 4. -
2016 White Page Consulting Pvt
MOST ADMIRED BRANDS & LEADERS Volume II www.admiredbrand.com Chief Patron Prof. Malcolm McDonald Editor-in-Chief Dhruv Bhatia Chief Operating Officer Sarmad Zargar Regional Head - Asia Asif Var Director - Research M.Y. Makky Director - Corporate Communications Kriti Nagia Head - Digital Media Shahid Bhat General Manager - Strategic Alliances & Partnerships White Page International Anubha Garg Editorial Advisors White Page International is a global consulting firm with a diverse What drives their business is the zeal to make clients successful by portfolio that includes brand consulting, print advertising, creative making the most informed decisions possible. The research conducted Sadiq Zafar - India & South East Asia advertorial promotions, PR and research. The goal is to create a by White Page, is supported by R&D on the latest industry trends and Yasir Yousuf - GCC substantial and lasting improvement in the performance of its clients leading analytical techniques. The expertise lies in performing complex and strengthening their brand value. We serve to accomplish the studies analyzing data and interpreting results leading to most goals of the brand for their products and services in the form business informed decisions through tools like Brand & Consumer Research- Client Servicing journalism and PR. With more and more brands turning to marketing Industry Research- Trade Researches Case Studies & White Papers. Indian Sub-Continent: Prasoon Jha, Danish Malik content, we leverage paid channels like advertorials and social media Southeast Asia: Taye Bayewood, Charlie Zeng, Sonia Khat- coverage for optimum coverage. • Brand and Consumer Research: wani White Page aims to be the world’s leading consulting firm, this is what Provide strategic insight into market entry strategy development, GCC Nations: Muneeb Hussain, Abdullah Al Zaim drives its focus and efforts to be the ideal partner for its clients. -
Sundaram-Clayton Limited Yton Limited
Sundaram-Clayton Limited Board of Directors Auditors Factory SUNDARAM & SRINIVASAN Chennai VENU SRINIVASAN Chartered Accountants Padi, Chennai - 600 050 Managing Director New No.4 (Old No.23), Tel. : 044 - 2625 8212 SURESH KRISHNA Sir C P Ramaswamy Road Fax : 044 - 2625 7177 Alwarpet, Chennai - 600 018. K. MAHESH Mahindra World City Listing of shares with Plot No. AA8, Central Avenue, GOPAL SRINIVASAN Madras Stock Exchange Limited Auto Ancilliary SEZ, T.K. BALAJI National Stock Exchange of India Limited Kancheepuram - 603 002 Tel : 044 - 4749 0049 VICE ADMIRAL P.J. JACOB (Retd.) Bombay Stock Exchange Limited Registered Office Hosur SURESH KUMAR SHARMA Hosur - Thally Road “Jayalakshmi Estates” S. SANTHANAKRISHNAN Belagondapalli 29 (Old No.8) Haddows Road Hosur - 635 114 V. SUBRAMANIAN Chennai - 600 006 Tel. : 04347 - 233 445 Tel. : 044 - 2827 2233 Fax : 04347 - 233 014 Fax : 044 - 2825 7121 Executive Director H. LAKSHMANAN Share Transfer Department Website : www.sundaramclayton.com New No. 22 (Old No. 31), President & Chief Executive Officer Railway Colony 3rd Street, - Automotive Products Division Mehta Nagar, Chennai - 600 029 Tel. : 044 - 2374 1889 C.N. PRASAD 044 - 2374 2939 Fax : 044 - 2374 1889 President - Die-casting division E-mail : [email protected] P.H. NARAYANAN [email protected] [email protected] Executive Vice President - [email protected] Finance & Secretary V.N. VENKATANATHAN CONTENTS Page No. Audit Committee VICE ADMIRAL P.J. JACOB (Retd.) Financial Highlights 2 Chairman Directors’ Report to the shareholders 3 T.K. BALAJI V. SUBRAMANIAN Report on Corporate Governance 13 Auditors’ Report to the shareholders 23 Investors’ Grievance Committee Balance Sheet 26 SURESH KRISHNA Chairman Profit and Loss Account 27 VENU SRINIVASAN Schedules 28 K. -
JRD Tata Award Brochure 2020.Cdr
Previous Award Winner 1999 Mr Prakash Tandon 2000 Mr K T Chandy AIMA Life Time Achievement Chairman (Emeritus), Bhagheeratha Engineering Ltd. Award for Management 2001 Mr F C Kohli Former Dy Chairman, TCS 2002 Mr Keshub Mahindra AIMA instituted this Award in 1999 to honour some of the Chairman, Mahindra & Mahindra most eminent Professional Managers in the country for 2003 Mr B M Munjal their outstanding achievement in Professional Chairman, Hero Group Management. 2004 Mr A N Haksar Chairman – Emeritus, ITC Ltd Criteria for Evaluation 2005 Dr V Krishnamurthy Innovation and strategic partnerships Chairman, National Manufacturing Competitiveness Council § Sustained strategic leadership and innovation that has altered strategic practice i.e. create an 2006 Dr M S Swaminathan environment for organisational performance Chairman, M S Swaminathan Research Foundation improvement, accomplishment of mission and 2007 No Awardee strategic objectives, innovation, performance 2008 Dr V Kurien leadership, and organisational agility. Chairman § Significant impact on strategy practices in industries Gujrat Cooperative Milk Marketing Federation Ltd beyond the home industry. 2009 Mr R C Bhargava Leadership Chairman, Maruti Suzuki India Ltd § Should be a distinguished and acknowledged leader 2010 Mr Ratan N Tata and an achiever in his / her own organisation / Chairman, Tata Group organisation(s). 2011 Mr Ashok Ganguly § Awards won / Recognition beyond his/her Former Chairman, HUL organisation for his / her achievements. 2012 Mr P R S Oberoi Chairman, EIH Ltd. § Should have left footprints in the management profession, management thought and culture. 2013 Ms Anu Aga Former Chairperson, Thermax Ltd § Demonstrated efforts to create a workforce that delivers consistently which fosters customer 2014 Dr Pratap Reddy enlargement. -
Moving Higher Education to Its Next Stage
MOVING HIGHER EDUCATION TO ITS NEXT STAGE: A New Set of Societal Challenges, a New Stage of Life, and a Call to Action for Universities Rosabeth Moss Kanter Ernest L. Arbuckle Professor Rakesh Khurana Associate Professor Nitin Nohria Richard P. Chapman Professor Harvard Business School October 25, 2005 Acknowledgements: David Gergen has been an insightful participant in the development of these ideas. Valuable comments and criticisms were provided by colleagues in many Schools across Harvard University, including Mary Jo Bane, Barry Bloom, Derek Bok, David Ellwood, Allen Grossman, Ronald Heifetz, Howard Koh, Dutch Leonard, Kathleen McCartney, Robert Mnookin, Joseph Nye, and Howard Stevenson. Helpful contributions were also made by Tom Tierney and Jeff Bradach of Bridgespan Group and Harvard research associates Robert Tichio, Mike Kernish, Noah Kindler, Ryan Raffaelli and Daniel Penrice, along with faculty assistants Cheryl Daigle, Emily Hall and Alison Comings. Working Paper © 2005 by R.M. Kanter, R. Khurana, & N. Nohria. All rights reserved Executive Summary This paper describes a new model for universities: a third stage of education (beyond undergraduate and graduate/professional schools) to prepare experienced leaders, in the period of their lives once called “retirement,” for service activities addressing societal problems. This white paper is a proposal for universities to develop what could be the next great innovation in American (and global) higher education, on par with the creation of the modern graduate and professional school in the last quarter of the nineteenth century. It is a vision rooted in the notion that the purpose of the university is to serve society, and societal change demands innovation. -
From Dean Nohria January 2019
JAN 2019 FROM DEAN NITIN NOHRI A The year 2018–2019 marks a number of significant milestones for Harvard Business School: 50 years since the African American Student Union was launched, 25 years since the Social Enterprise Initiative was founded, and 20 years since we opened a global research center for the Asia Pacific region in Hong Kong. It’s also 10 years since we celebrated our Centennial, a time characterized by thoughtful discussions that engaged our entire community about the future of management education and of business itself—an exercise made all the more urgent and relevant following the collapse of Lehman Brothers and the global financial crisis that ensued. Beyond these anniversaries, this summer we completed the Harvard Business School Campaign, an ambitious, multiyear effort that ultimately raised $1.4 billion for student fellowships, the faculty, and campus growth and renewal, among other priorities, as well as new initiatives like Harvard Business School Online and the Harvard i-lab ecosystem. Equally important, the Campaign proved an opportunity to broaden and deepen alumni engagement, both with one another and with the School, and to build the next generation of leadership. These milestones provide an impetus for reflection and an opportunity to look ahead and consider the School’s most exciting opportunities and significant challenges. LET’S START WITH THE FIRST OF OUR Educating leaders for knowing, doing, “FIVE I” STRATEGIC PRIORITIES, INNOVA - and being was the direction we set TION IN OUR EDUCATIONAL PROGRAMS. coming out of our Centennial. A decade ago, we took stock of our curriculum and that of our peer schools as well. -
Applications for Non-Cash Rewards
Table of Contents Foreword to 2nd Edition ....................................................................................................... 6 Key to Success: Effective Design and Implementation ......................................................... 7 Executive Summary .............................................................................................................. 8 Introduction ............................................................................................................................ 9 Chapter 1: The Emergence of Engagement and Its Impact on Rewards .............. 10 The Power of Engagement ......................................................................................................... 12 Chapter 2: Incentives, Rewards and Recognition ...................................................... 17 Definitions ...................................................................................................................................... 17 Distinctions Between Incentives, Rewards, Recognition and Compensation ............. 18 The Research Basis for Use of Non-Cash Rewards Versus Cash ...................................... 18 Some Incentives Distract .................................................................................................................................. 21 Cash vs. Non-Cash ................................................................................................................................................ 22 Why Non-Cash Rewards Usually Work Better..................................................................... -
Board of Directors Auditors SNB Associates Mr
Tata Annual Report 2013-14_Cover.indd 1 6/18/2014 5:29:48 PM B.Tech (Chemical) FCS, CWA COMPANY INFORMATION Board of Directors Auditors SNB Associates Mr. R.K. Krishna Kumar (Chairman till 18.07.2013) Bankers Mr. Harish Bhat (Chairman w.e.f. 26.07.2013) Corporation Bank Indian Overseas Bank Mr. U.M. Rao (till 02.07.2013) Standard Chartered Bank Prof. A. Monappa Hongkong and Shanghai Banking Corporation Limited ICICI Bank Limited Mr. S. Sanathanakrishnan HDFC Bank Limited Mr. Venu Srinivasan RABOBANK International CITI Bank Mr. D.R. Kaarthikeyan (w.e.f 02.07.2013) Mr. Hameed Huq (Managing Director) Mr. M. Deepak Kumar (Executive Director – Finance) Mr. T. Radhakrishnan (Executive Director – ICD Operations) (w.e.f. 26.07.2013) Board Committees Registered Office Audit Committee Pollibetta – 571 215 Mr. S. Santhanakrishnan – Chairman Kodagu, Karnataka State Mr. D.R.Kaarthikeyan Prof. A.Monappa Corporate Office Stakeholders Relationship Committee No. 57, Railway Parallel Road Mr. S. Santhanakrishnan -– Chairman Kumara Park (W), Bangalore – 560 020 Mr. Harish Bhat Tel: (080) 2356 0695 Fax: (080) 233 41843 Mr. Hameed Huq E-mail : [email protected] Website : www.tatacoffee.com Nomination and Remuneration Committee. Mr. S.Santhanakrishnan – Chairman. Registrars Mr. Harish Bhat. TSR Darashaw Private Limited. Prof.A.Monappa. 6-10, Haji Mosa Patrawala Ind.Estate, Mr. Venu Srinivasan. 20, Dr. E. Moses Road, Mahalaxmi, Mumbai – 400 011 Tel: 022-6656 8484 Fax: 022-6656 8494 Corporate Social Responsibility Committee: E-mail : [email protected] Mr. S. Santhanakrishnan. Website : www.tsrdarshaw.com Mr. D. R. Kaarthikeyan Mr. Hameed Huq. -
1 Directors Report 2019-20.Pmd
Cummins India Limited Annual Report 2019-20 POWERING WHAT’S NEXT. Futuristic Technologies. Innovative Products. Smarter Workforce. Annual Report 2019-20 Table of Contents Our Story 02 and Top 3 Priorities Chairman’s Letter 03 to the Shareholders Managing Director’s Letter 04 to the Shareholders Board of 12 Directors Directors’ Report 14 and Annexure Standalone and Consolidated 99 Financial Statements Business Responsibility 250 Report 01 Our Story Our Our Our Mission Vision Values Making people’s Innovating for Integrity, Diversity lives better by our customers & Inclusion, powering a more to power their Excellence, Caring prosperous world. success. and Teamwork. Top 3 Priorities Health and safety of our employees is paramount at all times. We continue to serve our customers, who are providing critical elements to the economy. Our Company continues into the future, it's really important that we continue. 02 Annual Report 2019-20 Mark Levett Chairman, Cummins India Limited Dear Shareholders, his annual letter is intended to provide a review of 2019, which was a year of mixed sentiments for our core, which will position us to outperform our peers TCummins India Limited. I want to start by thanking when markets come back. We have been through you for all you did. The year marked Cummins Inc.’s several downturns in the past and Cummins has a great centennial anniversary and we successfully celebrated track record of navigating the downturns and emerging this remarkable achievement in India with our even stronger. employees, families, customers, suppliers, and While doing so, our commitment to our communities community partners. does not waiver. -
Ravi Rao Young and Restless Perk It Up
November 16-30, 2011 Volume 2, Issue 22 `100 46 PROFILE Ravi Rao Of happy accidents, media planning and Indology. 58 AFAQS!-FIREFLY MILLWARD BROWN Young and Restless A new study on the youth and reality television. 63 TOI Online players are stepping Perk it Up out to aggressively advertise on TOI asks Chennai’s readers traditional media to get more to choose the lively option. business. WGC Festive Glitter 16 ALLEN SOLLY Look Smart 20 SPICEJET The Social Route 40 38 MUDRA-OMNICOM Decoding the Deal 60 EDITORIAL This fortnight... Volume 2, Issue 22 EDITOR ronical, isn’t it, that when a new medium does well, older media benefit as well? Take the current Sreekant Khandekar Icase: as a fresh wave of investments is taking place in online e-commerce firms, a large chunk PUBLISHER of that money is going into advertising those businesses in print, on TV and on radio. This issue’s Prasanna Singh cover story is the first hard look at the Indian scene to figure how much money is being EXECUTIVE EDITOR spent offline in the new online boom. Prajjal Saha SENIOR LAYOUT ARTIST Is this really a new e-commerce-led boom or merely the harbinger of a new bust Vinay Dominic November 16-30, 2011 Volume 2, Issue 22 `100 which is typically preceded by rash spending, which includes ego-satisfying but LOGISTICS 46 pointless mass media advertising? Isn’t it well established that online advertising Rajesh Kanwal works best for online properties? ADVERTISING ENQUIRIES PROFILE Ravi Rao Neha Arora, (0120) 4077866, 4077837 Of happy accidents, media planning and Indology.