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Th 2016-17 ´ÉÉ̹ÉEò |ÉÊiÉ´ÉänùxÉ ANNUAL REPORT Shri Pankaj Patel Shri Kumar Mangalam Birla TH 2016-17 ´ÉÉ̹ÉEò |ÉÊiÉ´ÉänùxÉ ANNUAL REPORT Indian Institute of Management Ahmedabad th 55 Annual Report 2 2016-17 THE YEAR IN RETROSPECT 5 ACADEMIC PROGRAMMES 10 1. POST-GRADUATE PROGRAMME IN MANAGEMENT (PGP) 10 2. POST-GRADUATE PROGRAMME IN FOOD AND AGRI-BUSINESS MANAGEMENT (PGP-FABM) 14 3. POST-GRADUATE PROGRAMME IN MANAGEMENT FOR EXECUTIVES (PGPX) 16 4. FELLOW PROGRAMME IN MANAGEMENT 17 PLACEMENT 18 CONVOCATION 22 FACULTY DEVELOPMENT PROGRAMME IN MANAGEMENT 23 RESEARCH AND PUBLICATIONS 24 CASE CENTRE 26 EXECUTIVE EDUCATION PROGRAMMES 27 INTERDISCIPLINARY CENTRES AND GROUPS 28 1. CENTRE FOR GENDER EQUITY, DIVERSITY, AND INCLUSIVITY 28 2. CENTRE FOR INNOVATION INCUBATION AND ENTREPRENEURSHIP 29 3. INDIA GOLD POLICY CENTRE 33 4. CENTRE FOR MANAGEMENT IN AGRICULTURE 35 5. CENTRE FOR MANAGEMENT OF HEALTH SERVICES 35 6. CENTRE FOR RETAILING 37 7. PUBLIC SYSTEMS GROUP 37 8. RAVI J. MATTHAI CENTRE FOR EDUCATIONAL INNOVATION 38 DISCIPLINARY AREAS 39 1. BUSINESS POLICY 39 2. COMMUNICATION 40 3. ECONOMICS 40 3 CONTENT 4. FINANCE AND ACCOUNTING 41 5. HUMAN RESOURCE MANAGEMENT 42 6. INFORMATION SYSTEMS 43 7. MARKETING 43 8. ORGANIZATIONAL BEHAVIOUR 44 9. PRODUCTION AND QUANTITATIVE METHODS 45 ALUMNI ACTIVITIES 47 COMMUNICATION, PUBLIC RELATIONS, AND DIGITAL MARKETING 52 GLOBAL PARTNERSHIP AND CORPORATE AFFAIRS 53 GRANT-IN-AID 59 INFRASTRUCTURE DEVELOPMENT 60 OFFICIAL LANGUAGE IMPLEMENTATION 61 PERSONNEL 62 STUDENT ACTIVITIES 63 VIKRAM SARABHAI LIBRARY 79 WELFARE ACTIVITIES 81 Appendices 85 Vision Educating Leaders of Enterprises Mission To transform India and other countries through generating and propagating new ideas of global significance based on research and creation of risk-taking leader-managers who change managerial and administrative practices to enhance performance of organizations. Objectives To create knowledge through applied and conceptual research, relevant to management and its underlying disciplines, and to disseminate such knowledge through publications. To establish educational facilities to prepare young men and women for careers in management and related fields in all forms of organizations. To develop teachers and researchers in management with specialization in different fields relating to management. To improve the decision making skills and administrative competence of practicing managers through innovative and cutting edge management education programmes and providing opportunities for continuing education. To provide advisory services so as to enhance: a) the decision making skills and processes in organizations, and b) the effectiveness of public policies. To improve the quality of management education and research in other management schools by building their capabilities through meaningful collaborations. To globalize the institute’s operations and linkages in the context of any or all of the above objectives so as to emerge as the pre-eminent management school in India that is globally respected. 5 THE YEAR IN RETROSPECT The Institute’s vision is to educate leaders of enterprises. Our focus is on leadership and our alumni contributing as leaders to a range of enterprises: national and international companies, family businesses, entrepreneurial academics. start-ups, not for profits, social enterprises, governmental institutions, and Towards that vision, the Institute has focused on three sets of priorities: connect, nurture, and grow. In each of these priorities, let me identify still have a way to go. areas where I think we have progressed significantly, and areas where we We tried to proactively connect research, practice, policy, alumni, and community. with five constituencies: To connect better with the research enhanced research funding and support to ensure our faculty could collaborate with the best academic worldwide community, and participatewe have significantly in the best conferences worldwide. We must focus intensively on faculty recruitment processes to ensure we recruit the best and brightest faculty from all over the world. To connect better with the world of practice, we have strengthened executive education. We learn from the participants about their challenges and approaches even as we teach them about management practices. Each of the past three years, our executive education activities have grown rapidly and we intend to continue to grow it in coming years. We have built capacity for editorial and research support for case writing, as also distribution channels for cases. Quality of cases produced has improved substantially. However, number of cases produced has not of cases produced annually. grown significantly. We should try and increase substantially the number To connect better with the world of policy, we are establishing the JSW School of Public Policy. We have the funding to set up the school, a design for the school building, and a faculty committee to steer the school in its early years. We must continue to push this initiative actively so that, within three years, we are offering a long duration programme, in addition to multiple executive education programmes, research and policy papers, and public policy oriented conferences under the aegis of the school. th 55 Annual Report 6 2016-17 To connect better with alumni, we have ensured that the Director and the Dean (Alumni and External Relations) visit with at least ten local chapters every year and meet with our alumni. We have also increased the number of reunions held on campus from two per year to eight or more per year. This past year, a record 540 alumni and their families participated in nine reunions, in addition to 70 plus alumni and their families who organized reunions in Goa. We must continue this frequency and intensity of connection with alumni. We must strengthen means to bring our alumni’s wealth of knowledge and experience to the Institute, so that alumni can contribute to case development and as visiting faculty and guest speakers. We must also establish a Global Alumni Council to further strengthen ties between alumni and the Institute, to provide a community of support, and also offer a pool of potential candidates for the Board. To connect better with community, we have taken initiatives that link us closer to the local community; to the community of IIMs, management schools, and local professional schools; and to society. Our students work with children belonging to weaker socio-economic backgrounds through student-led Prayaas and SMILE initiatives. Once every year we organize an Open Day for children of local schools to visit the Institute and hopefully be motivated to go for higher education. We are building links with other academic institutions in Ahmedabad/ Gandhinagar area through the A-league initiative. Student and faculty exchange programmes link us with management schools globally. Our doctoral programme produces fellows who contribute as faculty at other management institutions in India and abroad. Our long running Faculty Development Programme offers valuable education to management scholars. The Armed Forces Programme provides an effective channel to help retiring military personnel succeed in second careers in management. This year we hosted the annual Pan-IIM research conference, which brings together academics from various IIMs to present their research. We have also has its convocation in April 2017. mentored IIM Nagpur since its inception these past two years. Their first batch To nurture a high performance work environment, we have tried to strengthen the three legs of the tripod: autonomy, stretch, and community. The Institute takes pride in the autonomy it gives to its faculty and students to carve their paths and do work that is most meaningful to them. It has sought similar autonomy from the government in operating its programmes. When the IIM Bill took a deleterious turn towards centralized decision-making, the Institute took a principled stand against it, for curbing autonomy would be a sure path to mediocrity. The current draft of the Bill, placed in Parliament, acknowledges the pivotal importance of autonomy to ensure excellence in academia. We must be ready with our rules once the Bill becomes an Act. The other side of the coin, if institutions and individuals have autonomy, is to ensure accountability. We have tried to build a culture of stretch so that the Institute and our constituent members do our very best to achieve results of Promotion (FCP) guideline as well as a Faculty Performance Credit System (PCS) which we can be proud. We have implemented a Faculty Confirmation and to ensure our faculty maintain and surpass the standards of excellence befitting THE YEAR IN RETROSPECT & THE PATH AHEAD 7 the Institute. We must continue to use the FCP and PCS systems actively and consistently to encourage and reward superior performance and address weak performance. Institutionally, too, we must be developing goals and guidelines to ensure we achieve and surpass our ambitions. In fact, this is a requirement of the IIM Bill. We should seek accreditation with AACSB to complement EQUIS and ensure we learn from outside and also benchmark our operations and processes. The Institute’s DNA has elements of teaming and collaboration. Institutional excellence has long thrived in an atmosphere of faculty and students working together to address complex problems in teams. Through institutional mechanisms and cultural interventions, we have tried, and must continue to try, to preserve and strengthen