42nd NMC 2015: Playing It Straight: Keeping Cricket Clean

The 42nd National Management Convention of AIMA was held in New Delhi from 30th September – 1st October 2015 at Hotel Taj Palace, New Delhi. The theme of the 42nd NMC was “Making it Happen: Leadership in Times of High Expectations”, and speakers from different spheres of life shared their views with participants through interactive sessions. KPMG in India was the Knowledge Partner for the Convention.

Below is an excerpt from the speech of Mr Kris Srikkanth, Former Captain of the Indian Cricket team and Former Chairman of the Selection Committee on the theme “Playing It Straight: Keeping Cricket Clean”. Kris Srikkanth’s Speech in AIMA’s NMC 2015

Kris Srikkanth at AIMA's 42nd NMC

Kris Srikkanth at AIMA’s 42nd NMC

First of all I would like to thank Shiv (D Shivakumar, CEO, Pepsico India) for inviting me over for this function to come and speak at the Aima’s 42nd National management convention. In life, I played cricket and I played it for the passion. In my younger days, I wanted to be an engineer, I mean as usual coming from a typical middle-income family from Chennai the focus was on studies and I never wanted to be the cricketer but then it’s the God’s grace that my passion at the end of the day became my profession, cricket is still my passion.

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42nd National Management Convention – Mr. T V Narendran, Managing Director, Tata Steel India

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Mr. T V Narendran, Managing Director, Tata Steel India,South East Asia

Mr. T V Narendran, Managing Director, Tata Steel India, South East Asia speaking at AIMA’s 42nd National Management Convention on 30th Septemeber 2015

The theme of this conference is about making it happen and I think that’s very important. And when I looked at this theme, I was remembering something I heard a few months back from somebody, I don’t remember the name of the speaker but, he said something which stuck in mind and he said – ‘Leadership is about dreams and details’ and I think that’s a very important and crisp way of defining what leadership is about. Because he said ‘you should have dreams otherwise you can’t inspire the people who follow you to follow you and you should have the ability to get into the details because otherwise you can’t make it happen. And if you only have the details and not the dreams then again you are probably not a leader’. So I think it’s important to have this balance between dreams and the details and making it happen is about bridging that balance. So when you look at the Make in India initiative and I think as someone in the manufacturing industry it’s something really exciting for us because after a long time we are all talking of ‘making India’ and we have a government who is making a big splash about it and I think we are really delighted about that because one thing is clear – there is no economy in the world which has made this transition from underdeveloped to developed without having a strong manufacturing sector and even today most developed countries have a bigger share of their manufacturing  in their pie than India has.

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Building World Class Indian Brand – Rajiv Bajaj

Below is an excerpt from the speech of Mr. Rajeev Bajaj, Managing Director, Bajaj Auto Ltd on the theme ‘Building World Class Indian Brand’ at AIMA’s National Leadership Conclave.

Rajiv Bajaj at AIMA's NLC

Rajiv Bajaj at AIMA’s NLC

 “I would in the context of today’s discussion tell you a little story about my own self. This is about when I was in college in Pune. I passed out in 1988 and I must tell you I was the most popular student in college and let me tell you the reason why because in 1988 if you wanted to buy a scooter, you had to wait for one and half year. So every professor and student was my friend and whenever they wanted a pair of wheels they had to come to me and make a request. That was the glorious period of “Hamara Bajaj”. I joined Bajaj in 1990 and the financial year 2000 was thankfully the first and last year when the company didn’t make any money making two wheelers. That is how dramatically my world changed from  1990 to the year 2000.The scooter went from having a waiting period to being in a situation where nobody wanted to buy it anymore.

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‘Making Indian Cities Global Centers of Excellence’ with Vanitha Narayanan, Managing Director, IBM

Excerpt from an insightful speech by Vanitha Narayanan, Managing Director, IBM India on “Making Indian Cities Global Centers of Excellence” at AIMA’s National Leadership Conclave 2015 held on 29th & 30th April 2015 at Hotel Le Meridien, New Delhi.

Vanitha Narayanan, Managing Director, IBM India addressing AIMA's NLC 2015

Vanitha Narayanan, Managing Director, IBM India addressing AIMA’s NLC 2015

“I feel honored and privileged to be on the same panel with Minister Naidu on a topic that has been close to my company’s beliefs and heart for a very long time. We coined the phrase smarter planet almost a decade ago and the smarter cities were a subset of the smarter planet and we didn’t at that point say it was going to be a smart planet, it was going to be a journey, it was going to be a continuous journey because a big part of a smarter planet or a smarter city is a sustainable model. A sustainable model that is ecological, financial, based on physical resources that can rejuvenate and also the human model. So we have talked about it a lot, we have heard about it a lot and I think the need for having a smart or smarter infrastructure is a given.

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Leave Them Speechless: Effective Leadership Communication by Roshan Abbas

Roshan Abbas

Roshan Abbas

AIMA conducted its AIMA Young Leaders Retreat with the theme “Leading in the New Order – Modelling Global Leaders” achieved its objective to create a vision for today’s young managers, who are poised to become tomorrow’s leaders. In his session about effect leadership communication, Roshan Abbas gave an example of Alexander, The Great. It is said that right before the battle Alexander was walking through his troops and he sensed that something was not right. People were seemed almost stuck as like saying what we will do, will we be able to do. So he gathered all his troops together and said I will give you a mantra and this mantra will change your life. He walked up and whispered into the first person in their entire troop that tomorrow morning you have to remember this and said something, and then that passed on to others one by one in that manner. And suddenly everyone was wondering what is going on, what Alexander has told this guy that will make them win the battle. He said to kill the enemy leader. And in the morning all the soldiers started moving with a single aim to kill him and he got scared and fled away. That’s how the battle was won by Alexander. So one simple message communicated by the leaders of the thousands that made him leader of the millions because he was just able to do it at the right time, to give them a one compelling vision and make sure that they would able to deliver on it. I hope you could do that with your lives as well.
Question was raised authenticity is the key right now. Whatever you say quickly gets up in social media. And whatever you said is not authentic, lies get caught very easily in this era. Acknowledgement is a must if someone comes up for e.g. say this thing of yours didn’t work, you must acknowledge it. So through communication, building an authentic type of leadership is important. Other factor which is important is that you have to discover the digital native in you, you have to be on communication platforms or where else your leadership leads to? You really need to partially immerse yourself in the digital universe. Authenticity and Understanding the medium is absolutely critical.
In this world with the data smog, he added, information that is well presented and well managed is a style anybody should carry. There is so much data out there but presenting your data in concise is one important aspect. To craft messages which can pass on easily follows it. Like in those days what Alexander did, he crafted a message which passed on easily and gone across the people. Rest of it would be your own communication style. There are the two different style of communication – visuals or words. That’s our own unique style as well. So there are multiple styles, but you must find your own style.

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Corporate Governance: A New Reality

sachinpilot

Sachin Pilot, Political Leader (INC)

In one of the sessions that took place at AIMA’s 41st National Management Convention, Sachin Pilot, Political Leader (INC) and Former Minister threw light on the matter of Corporate Governance. He represented Ajmer constituency of Rajasthan at member of Indian Parliament in the 15th Lok Sabha. He was the Minister of Corporate Affairs and currently serving as the President of Rajasthan Pradesh Congress Committee.
He commenced his session by laying down the points he would talk upon. He said that he has identified few developments that he thinks are worth noting. He stated that he would along the way try to correct some misinterpretations. This is a strong view that Indian private sector works in such unique circumstances that it lies largely outside the pale of modern global management practices and nothing is farther from the truth. There was a time when good corporate governance was an inn innovation. Founder of management theories looked up to companies that worked fairly and well with misty eyes they hoped that good business practices would be refines and spread far and wide That diffusion has been uneven to say the least and even in India there are companies that integrate good governance in their DNA long before anybody else was looking at them. Leaders sense the need for and advantages of changes before others do. They realise that these practices are not just good by themselves but provide sustained support for the bottom lines.

He added that as hehas noted earlier evolving global standards are in fact driving this change. There are areas where we can learn from global corporate meltdowns and make sure that we don’t go down that path. There are those who are sceptical about empowering the minority shareholders. Many managers treat them as irritants that have to be humoured. But minority shareholders ought to be source of necessary advices. Many corporate disasters could have been avoided if these voices have been heeded to. If the board structures their interactions with minority shareholders, their inputs can be incorporated by formulating strategies and making mid-course corrections.
On the topic of women in corporate sector, he said that he has made many friends who are women and asked to become members of the board but awfully there have been criticism that there are only daughters and grand-daughters who have beenaccommodated in the board but he thinks that this will change because the laws have been enacted. There is a universe of talented woman who perhaps have not been given due recognition when the boards are being formed.

Further he talked on need of reforms required in the field of corporate social responsibility.He said that he feels that the communities want to see a visible project work being done there on the ground. Mere cheque writing is lightning one’s conscience the easy way. Bill and Melinda Gates Foundation, Susan and Michael Dell foundations and many others have been identified with particular interventions that are benefiting millions across the world. We can and should evolve our own methods of CSR that are practiced elsewhere but we certainly need to give CSR activities a makeover since profit making is often conflicted with profiteering in the popular imagination. Whatever approach companies approach, it should go beyond just talking and cheque-writing.

He conclude with the statement what we need to tell the world Is that we are here to do the business. We are one country, we are 1.2 billion people and someone from outside should not look at us for all the negativity. Even if there are few black sheep, it doesn’t mean the entire government is going to be corrupt. It is not about winning or losing, it is about how much economical potential are you unlocking in your time. So winning and losing is part of the democracy but we must stay true to the cause and stay together. This country deserves better and we can all work towards doing that together.

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Governance through technology – Nandan Nilekani, Chairman, UIDAI

Nandan Nilekani, Chairman, UIDAI

It’s really great to be here at AIMA and speak on Digital Governance. I’ll just spend a little bit of time talking about why it is so essential and what are the challenges & pitfalls and what we can do about it. I think digital governance is transforming governance through technology is really no longer a choice as it’s really a non-negotiable thing.  Because I sincerely believe that if we’re going to tackle the challenges of India’s public issues, challenges of inclusion,  challenges in health care, education &infrastructure you really can’t do that without using technology in a very big way and I mean information technology.

I think we’re particularly well-placed because we are seeing a huge trend in the last four to five years which actually makes it feasible for us to think of bringing technology to every person in the country. As we are seeing ubiquitous connectivity and in the country, we already have mobile connectivity touching 90% for the population and now with the Internet 2G, 3G, 4G & wifi, all these new technologies it’s reasonable to assume that everybody will be connected in some sense to others.

The government itself is laying a huge plan to build could be the fiber optic network to every gram panchayat. So  with all these investments in wireless & fiber connectivity,  it’s safe to assume that over the next few years everybody will possible for everyone to be on the grid because they’ll be connected in some way and connect-able in the sense of using the internet, so it’s really about data connectivity.  Continue reading

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Political & Economic Uncertainty – Mr Manish Tewari, Minister of Information and Broadcasting

Mr Manish Tewari, Minister of Information and Broadcasting

First of all, I would begin by thanking Mr.Goenka for his extremely kind words, and yes, there is a certain sense of dejavu. I had the privilege of being part of the AIMA proceedings last year this time in Mumbai and I must say it was an extremely invigorating experience to interact with such bright and ignited minds from all across the country.I also take this occasion to congratulate AIMA on its Ruby Jubilee.

It takes a lot of perseverance to build institutions and I think, the successive leaderships of AIMA have persevered and have been able to create this into an institution, which is not only very widely respected but adds value not only to the managerial resources of this country but to the broader national canvas of interaction which in any democracy serves as a very important input to invigorate and enrich our discords as we try and move from one milestone to another.

If we were to go back to 1991, when the Indian economy started opening up or liliberalizing some people say under the force of circumstances, others would tend to believe that it was a logical conclusion or a logical continuation of the policies which have been put in place by the government of Late Prime Minister, Mr. Rajiv Gandhi, from 1985-89.But 1989-91 were extremely cataclysmic years for the world. The Soviet Union was collapsing, east Europe was transforming and a lot of strategic thinkers around the world and in that broad sweep, including economists as well, were proclaiming and declaring that this was the end of history. Continue reading

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Courage in Uncertainty – Sachin Pilot, Minister of State(I/C) for Corporate Affairs

Sachin Pilot, Minister of State(I/C) for Corporate Affairs

The topic given to me this morning is ‘Courage in uncertainty’. Well, I think we should have courage in the most certain times. I will just spend a couple of minutes talking about what’s happening generally and I am sure you heard other speakers yesterday and you will hear more this morning and this afternoon.

All of you know, exactly, where the art way in terms of our economy, where is India’s position, what needs to be done and I am sure you all are brimming the ideas on how best to fix the situation at hand. When I say ‘fixing it’, I say this with the sense of reality that today we are growing at between 4-5%, perhaps .5% +/-. But generally speaking, the last 18months have been a slower growth than expected. Again, the key word is ‘expected’. If the US economy grows at 1%, the base is so large that it’s a phenomenal growth for them. The European economies are struggling to get positive growth. However, when India grows at 8-8.5%, it’s expected to grow at 8-8.5%. The potential for the economy is perhaps more than that. Where does the word potential come from? It’s the expectations from the people of this country and the global community because we have the talent force; we have the engines, the capacities to absorb that kind of growth, the consumptive capacity, the productive capacity. So, when India grows at 4-5%, everybody, all the rating agencies, the World Bank, all the pink press, the entire world says it’s not good enough. Sure, not good enough. But what needs to be done to fix this growth of the GDP and the forward momentum, is what we have to take into account. The first thing we have done as a government from the last 6months or so, is to reduce the current account deficit. And I think the finance minister has done a great job in pulling back the current account deficit to the target that he set for us, as 4.8%. Also, I think, we have done a little bit better than the 4.8% target that we set out for ourselves. Continue reading

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Economic Uncertainty – Mr Kamal Nath, Minister of Urban Development

Mr Kamal Nath, Minister of Urban Development

Good morning everyone. I’m delighted to be here amongst AIMA for the 40th National Management Convention and I would like to congratulate AIMA on its ruby jubilee of NMC.

Ruby jubilee seems to be a nice word. It has always been a pleasure to attend AIMA’s conventions. I have seen AIMA grow from strength to strength and I have attended many of their conventions as it evolved into a think tank and a hub of management development and education. Though it’s not easy for a purely voluntary, non lobbying organisation, to succeed, AIMA has won the respect and support of the management fraternity, academia and government through its efforts to build India’s management capacity. Once again, through this convention, AIMA is trying to explore the possible management responsive, prevailing uncertainty and this is indeed commendable. I would like to congratulate Ms. Chanda Kochar & Mr. Aseem Premji, who have become legends in the lifetime of stupendous achievements. You have not only led corporative institutions but have made several contributions to the brand India. Your work is an inspiration to the new generation of Indian entrepreneurs and executives. Mr. Gopalakrishanan, you are a visionary of the TATA Group and a wonderful writer. I would like to congratulate the award winners as well. Continue reading

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