July 11, 2007

Those are parents who are ruining childhood for a few marks more!

Those are parents who are ruining childhood for a few marks more!

Prof. Arindam Chaudhuri
Hony. Dean, Centre For Economic Research and Advanced Studies, IIPM

[July, 2007]

The obsession of Indian parents with high marks and high percentage in boards is legendary. More legendary is their obsession with their progenies joining IT, taking science streams and doing engineering. I remember that after I cleared my tenth boards, I had thought that that was the time to watch good movies and play cricket. One morning, with much enthusiasm in my mind, I went to call out one of my friends, only to unbelievably find him taking tuitions! Perplexed, upon enquiring, I found out that his IIT preparations had already started. I actually asked him that evening why he wanted to go to IIT. His standard reply was, “Because my Papa wants me to!” Upon enquiring further, I realised his ‘Papa’ wanted him to go to IIT because their neighbour’s son was also in IIT. Thankfully, my dad during my entire schooling never put any such pressures on me. The only thing he wanted me to do was to get decent marks in Maths and English in school, and read as much literature as possible. In fact, he went on to actually link my pocket money (the most important thing in our school days) to my reading literature. So by the time I was in the tenth class, I could proudly say that no one around me, including my final year college going friends, had read as much as I had.

My friend (whom I had gone to call out) unfortunately didn’t have as much luck. So while during the next two years in school, I played lots of cricket, watched lots of movies, made lots of friends and read lots of good books, my dear friend locked himself up in a room and could be seen lesser and lesser as he prepared for his IIT. At last, after the IIT results came out, I asked him to finally come out for a movie; but horrors, he didn’t want to, since he hadn’t cleared the entrance exam, and had had to face truncheons of rebuke from his Papa. Humiliated, he found it tough to face the world and decided to lock himself up in the same room for another year (thank god he didn’t think of suicide as an option). His hard work and sacrifice for his Papa’s wishes finally paid off and he did make it to IIT the next year. But three years locked up inside a room preparing for IIT, and four more years locked up inside an institution surrounded by similar quirk-ridden ‘boys’ (the standard IIT female population is less than 10%) had done enough damage to him for normal people to find him interesting enough to communicate with. His Papa, though, was ecstatic. Papa could finally now meet his neighbours proudly, couldn’t he, eh!

My friend, of course, became a man soon and realised that he needed to live his own life. He decided to put the tax payers’ Rs.20 lakh subsidy at IIT to the drains and opted for a management course at one of the IIMs. Aft er using up another 15 odd lakh rupees of the tax payers’ money, he picked up a job in the US and disappeared forever from India… (I want the American Presidents to thank us regularly for our phenomenal education policy, which invests, subsidizes and nurtures ‘A’ grade brains for America’s development). Today, Papa is an old man…and his son hasn’t come to meet him for the last five years. But Papa still proudly goes around telling his friends about his son’s achievements and how he sends him $500 every month… Having seen all that first hand, I am proud that for those few extra marks and 90% in boards, and for that admission to IIT, my father didn’t make my life hell; and instead allowed me to be my own and have a happy and constructive childhood… And I still love him!

So am I trying to say that getting 90% is bad? Or that my friend from IIT is not doing well? No, neither! Getting 90% is terrific. So is going to IIT; and my friend and scores like him are doing great in life…but so are my friends who got 60% or below, who were with me in the commerce stream! They have as happy families and great businesses that they are managing. Many completed their MBAs and are running big companies. All I can assure you is that I wish there were a correlation between getting 90% in school boards and having a better life at 40. Unfortunately, there isn’t! Of course, there is a relation between being uneducated and not doing great. And similar is the relation between being educated and doing well. But education is not about getting 90%. It’s about being a great son, daughter, wife, husband, mother or father… It’s about reading books and becoming more cultured. It’s about being a positive influence in the society. It’s about being constructively employed and creatively spending your energies. It’s about the will to achieve and succeed. And all this can be achieved equally well by any average student as by a 90 percenter. As a management teacher, I have seen that the most enterprising students and performers in the class aren’t necessarily those who have high IQs and are class toppers. On the contrary, the ones with a high emotional quotient (which oft en comes more from playing cricket than from being locked up in a room for the three most crucial years of your life) and the next level of students are far better material to become great managers.

I have always believed in underdogs. They have more to prove; they have more drive; and they are great per formers. All my friends who were left free by their parents didn’t necessarily perform so great in their board exams, but they performed when it mattered in life. In school, they were great sportspersons; they were great artists. Later in college, they were good friends and lovers. And at the right time, they became serious about their careers and changed gears, underwent the right education and training that appealed to them, and are doing great in life today. They took over their parents’ businesses and made it grow; they became great social workers; even wonderful film makers; and at the same time, good husbands and wives, even if they are working in the middle management level in some companies. Truly, they are giving their children great upbringing.

I can only say leave children free to grow, and nurture their capabilities and passion. Give them a direction…on how to become great human beings and how to make a better society. Be proud of them. Believe in them. Give them the power to believe in themselves and believe they can be winners…and they will be! Whatever their percentage! And this is exactly what I told the Principal of Sri Ram School during my son’s admission on what I expected from the school. I am proud that the school is giving my son freedom to nurture his creative and human instincts and has no exams to judge his percentage. I hope all schools look at education like this soon. Let not the mad dash for more marks by parents destroy the sanity of human character, the fabric of family values, and most importantly, the purity of what childhood was actually meant to be. Achieve this, and India will be a better place with better citizens, I am sure!

This came out as Arindam Chaudhuri’s editorial in the June 4th issue of THE SUNDAY INDIAN and has been brought to you by a special arrangement with THE SUNDAY INDIAN, the news weekly with the highest no. of editions in the world.

Our previous column on “Awakening of the Weakest” received tremendous feedback from the readers. Every month, India: Today & Tomorrow reaches around 125 lac urban house holds, with approximately 750 lac readership, perhaps the highest ever in the world! You can log on to http://www.iipm.edu/itt.html to read our previous articles. Your feedback is important. Send your feedback at: feedback@iipm.edu or to Prof. Arindam Chaudhuri, IIPM Tower, B-27, Qutab Institutional Area, New Delhi – 110 016. The views expressed above are solely of the author. IIPM does not necessarily share the same opinion.


November 28, 2006

IIPM going global

IIPM going global
In all its 22 editions world-wide
Common ground across continents

Common ground across continents
By Kester Eddy
Published: October 16 2006

Siddharth Nambiar, of the Indian Institute of Planning and Management in Bangalore, India, used to give little thought to business schools in the former communist Europe.

At least, not until he attended a conference in Paris this year. There, Prof Nambiar, as head of IIPM’s global outreach programme, found himself at a round-table discussion listening to Danica Purg, president of the Central and East European Management Development Association (Ceeman), and nodding in agreement.

The two were soon enthusiastically comparing notes on various aspects of management education.

Prof Purg, dean of IEDC Bled School of Management, based in Bled, Slovenia, set up Ceeman in 1993 to address the particular needs of business schools in the former communist countries, which were then all in the early stages of transition to free market democracies.

On discovering that his Bangalore school, in spite of its vastly different heritage, had much in common with schools in Prague and St Petersburg, it seemed a natural move to Prof Nambiar for IIPM to apply for Ceeman membership.

“Ceeman represents business schools from a partof the world going through rapid economic growth and the resulting enormous changes,” says Prof Nambiar. “India is goingthrough much the same process. Thus Ceeman’s vision, created for business schools which are a part of that change, is applicable to us as well.”

IIPM is the first member from India to join Ceeman, but it is only one of a growing number of schools and institutions from outside the association’s traditional core area that are signing up.

“Many schools in developing economies face challenges similar to those we face, and they appreciate Ceeman’s efforts to find solutions. Ceeman is moving away from being a regional-based to an issue-based association,” says Milenko Gudic, Ceeman director of research.

The result is that today, 37 of the association’s 101 school members now hail from beyond central and eastern Europe, including institutions from as far afield as Mexico, North America and even Australia.

Prof Gudic has also found that the way Ceeman tackles issues – whether it be faculty development, accreditation or even the management of schools themselves – attracts universal interest.

Hence the association had immediate appeal to Sabanci University’s Faculty of Management, Istanbul, Turkey, which only started classes in 1999, says Nakiye Boyacigiller, the school’s dean.

“Just look at Ceeman’s activities – educating educators, strengthening managerial and leadership capabilities in business schools, [promoting] international research and case writing. We believe these activities and goals are important for all schools, especially young ones,” says Prof Boyacigiller.

Ceeman also offers excellent access to a region that is often overlooked by international business schools, says Chin Tiong Tan, provost and deputy president of Singapore Management University. “We believe we can learn more about the region by getting our faculty involved there. I anticipate stronger economic relationships between Asia and central and eastern Europe,” says Prof Tan.

He is also a believer in broadening his school’s outlook. “Our faculty can’t be global if they only restrict their learning and research to Asia and the developed world. We encourage iversity,” he says.

These efforts to establish ties to the region have already born fruit, with a contingent of Russians, including a minister, businessmen and academics, visiting Singapore Management University as a direct result of attending last year’s Ceeman annual conference.

Nor is it only schools from exotic, developing countries that find value in the tiny Bled-based association.

“Ceeman is an excellent forum through which to understand the issues in the region. Personally, I’ve been keeping track since 1989 and it is terrific to see growth and development,” says Kai Peters, chief executive of Ashridge management school in the UK.

He finds Ceeman programmes, though designed to develop schools in the former communist bloc, are still of value to Ashridge. More value, in fact, than expensively hobnobbing with some of the great and the good in the US.

“There is very little that is not applicable [in Ceeman programmes]. Issues concerning the strategy and market positioning of schools is relevant world-wide.

“Interestingly, there is more commonality with schools that have ‘to earn their living’ than I feel with schools that have endowments of billions of dollars which I meet when in the US,” Prof Peters says.

And while he believesthat established schools have a “moral obligation” to contribute to the development of business and business school communities around the world, the bottom line is that there is a real business imperative for Ashridge in Ceeman membership.

“We have worked and are working on projects which have come through the broad Ceeman network. Understanding the market and building brand among colleague schools leads to business,” Prof Peters says.

August 22, 2006

Topic: India – China: A Growth Comparison


Topic: India – China: A Growth Comparison

IIPM recognizes economics as the vital tool for the success of business and therefore emphasizes its importance by bringing to its students the chance to interact with professors from the best universities of the world. As a part of this endeavor to provide our students world class education, Planman invited Gita Gopinath, Assistant Professor of Economics – University of Chicago, Graduate School of Business. Prof. Gopinath is also associated with Harvard University and the Federal Reserve Bank of Minneapolis.

Prof. Gopinath created an energizing atmosphere to deliver excellence in the field of economics and provided an insight into the aspect of analyzing and comparing growth in economies by way of an intense discussion seminar on India-China: A Growth Comparison.

Professor Gopinath’s seminar enabled IIPM students to scrutinize their classroom economics in the light of the practical economic world. Students got an opportunity to experience world class education and hence draw parallels between various economic theories and their practices.

Prof. Gopinath’s discussion highlighted her analysis by laying emphasis on the following focus areas:

  • Analyzing & comparing economic growth
    • Growth Accountings
    • Growth of different sectors
  • External Economic Indicators
  • Institutional Indicators
    • Economic Freedom Index
    • World Bank Governance Indicators

July 28, 2006

IIPM Alliances

IIPM’s strength in institutional development is evidenced in the number of alliances that they have with organizations across the world. IIPM’s worldwide alliance with Planman Consulting provides IIPM with access to leading international management consulting paradigms. Planman Consulting has been rated as India’s largest multi-interest consulting firm. This multi-interest consulting structure provides to IIPM students & faculty one of the most efficient learning curves in today’s business world by interacting with live case studies, participating in international consulting projects, and developing real life research projects.

GroovyJobs is IIPM’s official jobs site. Developed completely by IIPM students, GroovyJobs provides IIPM students and alumni access to the top jobs available in the industry. GroovyJobs is powered by state-of-the-art client server technology and is one of the most effective database management systems available in the industry. Arguably, GroovyJobs is amongst the best job sites even when compared with those that exist currently in the job market. Visit http://www.GroovyJobs.com for a live experience.

The academic programs of IIPM, namely the Full time and Integrated Programs in National Economic Planning and Entrepreneurship (not including the fellowship programs), are offered in strategic alliance with the International Management Institute, one of the leading business schools of the world. This alliance enables the students to experience & learn management at a global level.

But probably the strongest support that IIPM obtains is in its GOTA (Global Opportunities & Threats Analysis) program. The world’s leading institutions have regularly supported the endeavours of IIPM to expose students to international and global management practices. The names of the faculties from the institutions that have supported IIPM’s GOTA program in the past are given below.

Faculties/ Representatives from leading organizations who have taken sessions for our students in the GOTA programme

  • Dr. Khalil A. Hamdani (UNCTAD Chief, National Innovation & Investment Policies)
  • Mr. Marc Berthoud (Vice President, Geneva Financial Center)
  • Dr. Luc Van Mele (Dean, International Management Institute, Belgium)
    Professor Hans Hanegreef (Professor, IMI, Belgium)
    Professor Guy Knaption (Professor Strategy, IMI Belgium)

  • Dr. Nicholas Bates (Professor, Webster University)
  • Dr. Robert Spencer (General Director, European Campuses, Webster University)
  • Mr. Thien Luong Van My (Issues Manager, Nestle Worldwide)
  • Mr. Philippe Pegoraro (Economics Statistics Head, Federation of Swiss Watch Industry)
  • Mr. Max Hool (Legal Head, Federation of Swiss Watch Industry)
  • Mr. Abrar Farshori (Manager, Amas Bank, Switzerland)
  • Mr. Alexander P. Spirk (Client Relationship Manager, Amas Bank, Switzerland)
  • Dr. J. Prokopenko (I.L.O Head, Productivity & Management Development Program)
  • Dr. Miles Dodd (Senior Advisor, INSEAD, France)
  • Mr. Roland Diethelm (President, Sulzer Hexis, Winterthur, Europe)
  • Dr. Bruno Walser (President & Member Executive Committee, Sulzer)
  • Mr. Niels Christiansen (Director, Public Affairs, Nestle Worldwide)
  • Mr. Thomas Schelling (Head, Asia-Oceania-Africa, Nestle Worldwide)
  • Mr. Ernest J. Pope (former MD, Nestle Australia, Senior VP, Nestle Worldwide)
  • Ms. Jane Quillet (Corporate Communications, Nestle S.A, Vevey)
  • Mr. Ajay Hinduja (Hinduja Group, Amas Bank, Geneva, Switzerland)
  • Mr. Jean-Daniel Pasche (President, Federation of Swiss Watch Industry, Bienne)
  • Ms. Chantal Garbani (Economist, Federation of Swiss Watch Industry, Bienne)
  • Dr. H. Oberhansli (Chief Economic Advisor to the Chief Executive, Nestle S.A., Vevey)
  • Ms. Preeta Banerjee (Palais des Nations, United Nations)
  • Mr. Kim (Vice President, Marketing, Nestle S.A., Asia-Oceania-Africa)
  • Mr. Roland H. Baumberger (Vice-President & Head HR, Sulzer, Europe)
  • Dr. Sfeir Younis (World Bank, Geneva, Switzerland)
  • Mr. Didier Wacker (Senior Manager, Credit Suisse)

July 3, 2006


Filed under: B-SCHOOL INDIA, IIPM, IIPM MANAGEMENT SCHOOL — sonu501 @ 12:07 pm


Founded in 1973, The Indian Institute of Planning and Management (IIPM) has grown to become one of the most respected business schools in South Asia.

Spread across India, IIPM’s seven centers cover an area of more than 200,000 sq. ft.and have the most technically advanced infrastructure that have been provided by organizations like IBM, Dell, Samsung, HP and others. IIPM’s management researches, encapsulated in our journals (4Ps, Strategic Innovators, Human Factor, Need the Dough, India Economy Review) are benchmarks of learning for corporate India…. (for complete article)

Source : IIPM Editorial

Copyright – IIPM, 2006

For IIPM Info, Please visit…

Management Institute !
IIPM Info !
IIPM Business School !
IIPM India !
IIPM Management Education !
IIPM Management Introduction !
IIPM Management !
IIPM Management Courses !
IIPM Centers !
IIPM World !
IIPM Rank !
Management School !
IIPM Rank India !
IIPM Education !
Best B-School !
Management School !
IIPM Delhi !
IIPM.com !
Join IIPM !
IIPM Faculty !

For Read IIPM Fantastic Blogs, Click below :

Rahul !
Rani !
Kavita !
Amit !
Dravid !
Rohit !
Anjali !
Maharaj !
Sunil !
vijay !
Munish !
Shiv !
Vinay !
Ritu !
Suraj !
Narendra !
Jatin !
Veer !
samay !
Chandra !
Shakti !
Amrish ! Anupam !
Abhay !
Arya !
Vivek !
Rosy !
Shahid !
Kamal !

Naveen !
Anand !
Govind !
Deepak !
Meera !

For More Detail of IIPM, Please Visit below :

About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director’s Desk ! IIPM Dean’s Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM !

May 20, 2006

IIPM Infrastructure : Campus

Filed under: IIPM — sonu501 @ 11:30 am

IIPM Infrastructure : Campus

In terms of infrastructure, campus and technology support, IIPM is rated amongst the top institutes of the country. IIPM’s academic campuses in Asia are based in New Delhi, the capital of India, Mumbai (the financial capital of India and one of the main industrial hubs of Asia), Chennai (the industrial capital of India), Bangalore (IT capital of India), Pune (academic capital of India), Hyderabad (technology city) and Ahmedabad. IIPM’s Asian consulting and research centers, under IIPM’s Consulting Cell (Planman Consulting) are based in New Delhi, Mumbai, Bangalore, Kolkata, Chennai (India), and the North American consulting and research center is based in Toronto (Canada). Chicago (USA) is the headquarters for the most resent research and consulting center that IIPM is setting up in North America. In the European continent, along with strategic partners International Management Institute (IMI) Belgium, IIPM is in the middle of the industrial capitals of Europe, namely Antwerp & Brussels. Further, the Global Opportunities & Threats Analysis (GOTA) programs of IIPM shift traditional campus learning to the live corporate arena where students visit organizations like Nestle S.A (Vevey, Switzerland), United Nations (Geneva), World Bank, ILO, Credit Suisse Europe, IMD Lausanne, etc.

IIPM’s Asian campuses focus on various academic programs, namely, Full time and Integrated Programme in National Economic Planning and Entrepreneurship, Fellowship programs and on specific management training programs. In New Delhi, IIPM has the largest campus of all business schools. The IIPM Tower in Qutab Institutional Area is situated in one of the most prestigious institutional areas in South Asia. The area also has campuses of various international organizations like USAID, DFID (U.K), UN, ABB, and Ernst & Young. In Mumbai, the IIPM Tower in Bandra (West) has received many rave reviews in business magazines and news reports as being a designer’s marvel and an architectural delight. As consistent with all of IIPM’s international locations, the Mumbai campus is situated in one of the most highly valued locations in Asia. IIPM additionally also has another pristine campus spread across various acres of lush green landscape in South Delhi. This campus is exceptional because of the Scottish flavor of the ambience. The castle type buildings, mysteriously located between lush green landscapes and thick woods, provide the ideal setting for academic pursuits. A similarly huge and lush campus, focused now completely on rural development programs, is based in Gurgaon, adjacent to New Delhi. Interestingly, it was the Gurgaon campus where IIPM started its management programs in 1973.

All IIPM campuses have created standards in infrastructure, co-curricular, and extra curricular support. For example, students and participants, for their various projects and extra curricular activities, would regularly utilize services of air-conditioned auditoriums with seating capacities of over 1000, conference rooms with availability round the clock, computer laboratories with 24 hours online support, libraries extending across complete floors with some of the world’s leading titles, classroom teaching infrastructure comparable to the most advanced in the world, sports facilities (Billiards, Swimming, Golf, Lawn Tennis, Table Tennis, Badminton, Cricket), and yes, the inimitable Canteen. World’s leading organizations have provided, or currently support & maintain these high levels of infrastructure. Some of them are Microsoft, LG, Nestle, Hewlett Packard, Canon etc.

Whether for academic programs or for management training sessions across all its campuses, IIPM provides hostel accommodation for students and participants from various parts of the world. This adds phenomenally to group learning experiences, sustained by round the clock faculty interaction.

May 17, 2006



Extenuating its spirited campaign ‘Dare To Think Beyond the IIMs’, IIPM surpassed the performance of 5 of the IIMs to be ranked 2nd (ahead of 5 of the IIMs) in the Business Barons’ India’s Best B-Schools Survey, January 2005, in the ‘Industry Interface’ index.

The survey specifically endorsed the entry of IIPM in the ‘elite list’ and rated it as one of the fastest-rising business school in the country. The survey placed IIPM at rank 8 over all (exceeding 2 of the IIMs) IIPM also got ranked 3rd for its quality of course content (exceeding 4 of the IIMs).

AsProf. Arindam Chaudhuri, Dean – The Indian Institute of Planning & Management puts it “Industry Interface is perhaps the only index which involves no value judgements. It is measured purely in terms of the revenue earned from consulting assignments undertaken by an institute and its faculty. It’s a direct reflection of how much the industry trusts your institute’s education. When you know you are the best, its tough to accept even the over all ranking any less as it involves weightages based upon value judgements on other aspects like infrastructure etc.”

Further, the report appreciated Prof. Arindam Chaudhuri as ” the best-selling author and economist, who has made IIPM more than a business school with his innovative socio-economic philosophy”.

IIPM made news in 2003-2004 when it got selected by United Nations Development Program as its key partner institution in India and got invited by World Bank Institute to be on its steering committee for a National Conference in Corporate Social Responsibility. IIPM was also in news when it surpassed the performance of five of the IIMs (Indian Institutes of Management) to be ranked second in Business Barons: India’s Best B-Schools survey (June 2003), in the Industry Interface index.

At IIPM the mood is upbeat and every one is brimming with confidence to prove it as the best management school in the country.

[click here to see the complete report]

May 1, 2006

IIPM Academics : GOTA

In the light of globalisation, students entering IIPM undergo a 2-3 weeks study tour to a selected country in Australia , Africa, Asia, America , Europe or China . During these 10-15 days the students are taught a special paper on Global Opportunity and Threat Analysis with assistance from faculty of the country visited, whenever available. The idea is to make students aware of how a truly global economy works and also to bring a fresh outlook to life conducive to entrepreneurial learning.

For Example:During the GOTA visits, IIPM has conducted seminars and lectures with faculties/representatives from organisations/institutions like: Geneva Financial Centre Foundation, Federation of the Swiss Watch Industry FH-i, WTO, Nestle, European Free Trade Association, UNCTAD, Graduate Institute of International studies, Webster, The World Bank, Credit Suisse, Insead etc.

For Details Visit http://www.iipm.edu/alliances.html

Blog at WordPress.com.