Shri Hamid Ansari, the (then) Vice President of India, addressing AIMA – JRD Tata Corporate Leadership Award ceremony.
Shri Hamid Ansari, Vice President of India addressing AIMA JRD Tata Award Ceremony
Shri Sunil Munjal, Shri Chandrashekhar, Shri Mohandas Pal, Shri Nikhil Swahney, Shri Sanjay Kirloskar, Miss Rekha Sethi, distinguished guests, ladies, and gentlemen. Some years back two management gurus had postulated that in a complex and dynamic global competitive environment adaptive capability is the key to survival and growth and that Indian businesses will find themselves on the road to rapid growth when they learn to think and act adaptively. The challenge before the Indian corporate sector today in the face of continuing low level of global growth and rapid changes in the technology of production and preferences of the end consumers is how to sustain their growth in times of recession that endangers protectionist regimes while competing in a fast evolving technological landscape.
To celebrate its Diamond Jubilee Year, All India Management Association organized a special session with The President of India, Shri Pranab Mukherjee at Rashtrapati Bhavan on June 7, 2017.
Shri Pranab Mukherjee addressing ‘Special Session to commemorate AIMA’s Diamond Jubilee Year’
It’s pleasure for me to be present amongst you this evening when we are celebrating the Diamond Jubilee of AIMA. You can be proud of sustaining a culture of excellence for six decades. The achievements of the last sixty years, I am sure shall motivate you to even greater heights in the years to come. When you began your journey in 1957, the country was entered into the phase of industrialization, because the major industrial policy thrust was given in 1956 industrial policy resolution. It was the launching of the second five year plan period and subsequently, you have seen how India progressed. And from a country when it began its independence 70 years ago and 10 years before you began your journey, it was one of the poorest countries in the world for more than half a century. From 1900 to 1950 the economy registered just below 1 percent annual average GDP growth. India was in deficit. At that juncture, your organization took a giant leap I must say, not in darkness but with definite aims and objectives that we must come out, fully exploit our potentials, particularly amongst our youth. Give them managerial tools, sharpen their skills and make them the best available many years to manage. It is not merely the management of material. It is also the management of the ethos, their culture and also to carry on the legacy of a heritage which is of 5000 years old civilization.
Mr Amitabh Kant, CEO, NITI Aayog talks about how the current government’s reforms to make India Easy and Simple; at AIMA’s 3rd National Leadership Conclave 2017.
Amitabh Kant, CEO, NITI Aayog sharing his thoughts on Government and Business: What Should be the New Equation? at #AIMANLC
It’s great pleasure to be here on this very fascinating subject of government and business. My belief is that the government’s job is to lay down the policy framework and the private sector’s job is to create wealth in society and if you look at India over the years, the government had itself made India very complicated, very complex and a very difficult place to do business because over the years we have added a lots of rules, regulations, procedures, paper work, acts, all of them. And these procedures and paper works have made it very difficult for the private sector to create wealth and therefore this particular government in the last two and half years has attempted to make things extremely easy and simple. They have scrapped 1198 laws. This is unparalleled, unheard in India’s history so a lot of laws have been scrapped. It has tried to make India easy and simple for the private sector to do business. For instance, the number of forms for import and exports was 11 and 9 which has been brought down to a mere 3. You can register a company in one day today. You can register startup in just about an hour and MSME in just 5 minutes today. So the entire focus of this government has been to make India easy and simple, cut down paper work, digitize everything and put everything online. And since most businesses are done in their state, the government’s view is that states become easy and simple and therefore we initiated the competition among states. We ranked states, we said we will name and shame states.States were ranked, a year before Gujarat came number one. But last year in the ease of doing business Gujarat was dethroned and Telangana and Andhra became number one. But the good part was that Jharkhand and Chattisgarh moved up. And they have done a lot of reforms. So similarly my view is that the government must create a huge sense of competition among the states and put it in public domain. And we are doing the same thing in education, in health, in water management from NITI AYOG on outcomes.
shashi tharoor speaking on India’s Soft Power
Mr Shashi Tharoor, Member of Parliament, Lok Sabha and Chairman, Parliamentary Standing Committee on External Affairs speaks on India’s SoftPower at AIMA’s 3rd National Leadership Conclave 2017.
Good morning to all of you here. I can take a little bit of credit for having brought this issue (Soft Power) into the Indian context. In fact I was in the States and a fairly good friend of Joseph Nye, so I asked him do you mind if I try and apply your theories to India and he didn’t mind at all and so about 15 years ago I wrote a piece about India’s soft power and sent it to him and said what do you think and he was totally supportive and ever since I have sort of gone on a bit of a crusade in this country both before returning to it full time and then subsequently after my return to India delivering multiple lectures and it finally had the effect that the phrase ‘soft power’ entered into our lexicon and the ultimate gratification came when the Prime Minister of India, Dr. Manmohan Singh started using this in his speeches.
The 14th HRM National Summit of AIMA featured some of the top HR professionals and delegates from Industry, Government, Media, and Academia. Below is an excerpt from an enlightening speech by Mr. Vineet Nayar, Founder, & Chairman Sampark Foundation and Former CEO, HCL Technologies at the 14th National HRM Summit on the topic ‘HR Organisation in the Age of Automation’.
Vineet Nayar addressing 14th National HRM Summit
When I talk to HR community I am reminded of a CEO I met a few years ago. This was the CEO of the company called Kodak and especially people of my age would remember that each one of us had a Kodak moment of our life where we took very selective photographs because you could take only a few photos at a time. The world was different at that time, it has changed now. And When I met that CEO I asked him “Didn’t you know that the digital photography will make Kodak, as a company, obsolete?”. He told me that he knew about it at least 10 years before. I am an advisor to the McKinsey Leadership institute when I met the McKinsey team which was involved in advising Kodak, I asked them that if they knew ten years in advance that Kodak was about to die why didn’t they do something about it. They told me that they did a very interesting research, over 6 decades, of the companies who lost their market share and there were two conclusions: Anybody who loses market share or becomes obsolete knows at least 5 years in advance that they are going to become obsolete and the only reason they become obsolete is because they don’t do anything about it. So they were the part of the gang that became obsolete.
So one thing I would definitely predict is that the HR is going to be dead by 2020. The three megatrends change happening in the world will make the HR job obsolete.
AIMA and Storm the Norm co-created ‘Insight Storm’ – a novel format to generate sharp insights delivered powerfully. The Inaugural InsightStorm was organized on 10th August 2016 at Hotel Taj Lands End, Mumbai. This edition of InsightStorm paired up thought leaders from two diverse fields – Art and Business and in a 30-minute session, they shared three pre-created insights around a theme, followed it up with a ‘collision dialogue’ and ended with one fresh insight each.
Below is an excerpt from the speech of Mr Kabir Bedi, Indian television and Film actor at Insight Storm.
Mr Kabir Bedi, Indian television and Film actor addressing InsightStorm
I want to thank AIMA, Ranjan Malik, Anisha Motwani and everyone in this room for including me in this very distinguished gathering of people. Lincoln did not become president of America because he was born in Lockhart, Narendra Modi did not become prime minister of India because he was a tea seller, Lal Bahadur Shastri did not become prime minister of India because he was a teacher’s son, Ambedkar did not write the constitution because he studied under lamp post. All of them recognized something within them that was superior to the circumstances that surrounded them and they did something about it. So motivation is a very important factor. What is it that actually motivates to act your realization?
Below is an excerpt from the speech of Mr. D Shivakumar, Chairman and CEO, PepsiCo India Holdings Pvt Ltd at AIMA’s 2nd National Leadership Conclave on the theme “Indestructible Brands: Building Brands to Survive Disruption”.
D Shivakumar addressing AIMA’s 2nd National Leadership Conclave
A digital society changes the way we live work, relate to brands and to each other. We become far more horizontal in the way we work, end of the chain. It’s not a vertical society anymore. India has for a long been a vertical society. Hierarchy somebody orders somebody to do it. And then we follow their order. That’s not true in a digital society. Almost every activity and transaction is horizontal and not vertical. That’s the first point I want to make. The second point I want to make is if you look at the top 10 populations of the world for the last 10 years, Facebook has 1.5 billion subscribers or users and 70% of them come back almost every day. WhatsApp has a billion people. Twitter has 600 million people. Instagram has 400 million people. Now we are conversing individual to individual, group to group, completely on the social network, completely digital. This is what we are seeing right now. Continue reading
AIMA in its endeavour to promote innovative and global management thinking among Indian enterprises, organised the US-India Conference in association with Haas School of Business, University of California, Berkeley on 8th July, 2016 on the theme ‘Managing India’s Growing Role in the Global Economy : Opportunities for India-US Partnership’ in California, USA.
Below is an excerpt from an informative speech of Paul E Jacobs, Executive Chairman, Qualcomm Inc at US-India Conference 2016 on ‘Transforming Nations – Empowering people with knowledge and technology’.
Paul E Jacobs, Executive Chairman, Qualcomm speaking at US-India Conference 2016
“Thanks everybody. Preetha and I know each other for quite some time actually due to the US-India CEO forum. We have had lots of good discussions about how to use mobile for health care and we’re going to find some really good projects to do together so we have been working at it but
Qualcomm has been in India for quite some time and it really is very important for us. I thought in the context of this Conference and session, just talking about how mobile technology really has been a catalyst for change, an opportunity for partnership, and it’s not a theoretical thing it’s something that we have long history doing and I am going to show you some historical information about what happened in India that made fundamental changes in the way that people were able to interact with each other and interact with the world around them for all sorts of your positive reasons. You must have heard some statistics already in terms of the reach of wireless technology. I am sure that everybody in this room has a smartphone and probably most of these Smartphones have a Qualcomm chip in them and almost certainly that chip has content that was designed in India. So almost certainly all of you are carrying around some technology that was designed in India and you use it every single day and your life pretty much depends on it.
A special session on “Indestructible Brands: Building Brands to Survive Disruption” was held at AIMA’s 2nd National Leadership Conclave (NLC) on 3rd & 4th March 2016 at New Delhi.
Below is an excerpt of the Q & A between Ms Supriya Shrinate, Chief Editor-News at ET NOW and Mr Santosh Desai, Managing Director & CEO of Futurebrands India Ltd, Author, Columnist, Social Commentator.
Santosh Desai addressing AIMA’s 2nd NLC
How has brand building changed in India and why are we so obsessed with disruption?
I think we live in a time where things are changing very fast and we have said this for a few decades now. You know there is a sense that things are changing but in the last seven or eight years, in particular, it’s not just the pace of change, It’s as if our foundational assumptions, the way we see the world itself has changed. And I think this creates a very interesting challenge at this particular point in time. I found the subject interesting, ‘indestructible brands: building brands to survive disruption’. Implicit in this articulation, It’s curious because there are certain assumptions that are built into this. It says building brands to survive disruption, not to create disruption. Brands are implicitly imagined as some sort of citadels, fortresses which do not create the new but which somehow must survive the new, which are not found in the source of change but they are under attack from change and they must protect themselves against disruption. This is very interesting. I just find this unconscious mental model of the brands as not being the source of change but being under threat. I also find it interesting that we are yearning for indestructibility. This idea that a brand is a permanent asset that you create once which stays for life and forever and forever, which survives attacks that marauders and invaders make on it and it stands there proud defined over millennia, this is an outdated idea. This yearning, this nostalgia for a permanent notion of a brand, It’s fundamentally at odds with the world that we live in.
AIMA organised an International Conference on the theme “Building Human Capital for the Knowledge Economy“, on 15th March 2016 in Dubai, United Arab Emirates. The conference was organized under the patronage of His Excellency Sheikh Nahyan bin Mubarak Al Nahyan, UAE Minister of Culture and Knowledge Development and brought together policy makers, CEOs, thought leaders, entrepreneurs and investors from both India and UAE to discuss strategies to promote cooperation between the two countries and win in the emerging knowledge economy.
Below is an excerpt from the speech of Mr Naresh Trehan, Chairman & Managing Director, Medanta – The Medicity on the theme “Health Hubs: Creating Global Healthcare Centres”.
Mr Naresh Trehan, Chairman & Managing Director, Medanta – The Medicity addressing AIMA conference
“Thank you AIMA for this opportunity to share the escalated progress of healthcare delivery system in India, which actually caught on fire about 15 years ago and now is growing at a CAGR of 15% and it is predicted that by the year 2020 will be 250 billion dollar sector. For many years the pharmaceutical industry in India has played well on the world stage by the generics and new molecules and is now the second largest makers of generic drugs supplied to the world. In last 40 years, the credentials of Indian doctors worldwide has been established, I was there for 20 years but I would like to share with you that 17% of all super specialists in America are Indians, 30% of the NHS system is run by Indians. The credentials, skills, and knowledge of the Indian doctors were already accepted across the world. If you look at the way the healthcare sector built out itself in India – primarily before the 1980s it was the domain of the government, we had some charitable institutes and the level of delivery (except for a few well-established hospitals mainly in the government domain) was of very little quality of care.