Arun Bruce

Leveraging IIM Bangalore's Expertise for Mission Karmayogi Adil Zainulbhai, Chairman of the Capacity Building Commission (CBC), held a meeting with Prof. Rishikesha T. Krishnan, Director of IIM Bangalore, along with other distinguished professors from the Institute. Discussion focused on leveraging IIM Bangalore’s expertise to develop high-quality digital courses for the iGOT Karmayogi platform, under #MissionKarmayogi. Recognized as a pioneer in the MOOC domain, Indian Institute of Management Bangalore (IIM Bangalore) will curate courses specifically tailored to the unique needs of India’s civil servants. These offerings will cover crucial areas such as #AI for Managers, Hospital management, Digital Business and #Entrepreneurship, Fintech missions, and Banking, Finance, and Insurance. This collaboration represents a significant milestone in equipping civil servants with the advanced skills and knowledge required to meet the dynamic challenges of governance in the 21st century. #MissionKarmayogi #iGOT #CapacityBuilding #CivilServants #IIMBangalore Rishikesha Krishnan | Adil Zainulbhai | R Balasubramaniam | Alka Mittal | S P Roy | Rakesh Verma | Karmayogi Bharat | Department of Administrative Reforms and Public Grievances, Government of India

٦٠

٥ تعليق

Rise to Senior Leadership | Upskill with IIMK Tailor-made for flexibility and ease of learning. Elevate your strategy playbook with the latest techniques and insights from leading faculty and industry experts. Click here to know more : https://lnkd.in/dKzskYVw #strategy #strategicmanagement #iimk #iimkozhikode #topbschool #managementeducation #upskill

١٣

Why India Should Be the Global Manufacturing +1 In the mid-nineties, I left FICCI, but attending the FICCI AGM remains a refreshing experience, offering insights into the latest policy issues. main learnings are that the global narrative often highlights “China +1,” but I argue—why not “India +1”? India has the potential to chart its own path, standing firmly as a self-reliant and ambitious economy. Our honorable Prime Minister has set a bold vision for Bharat by 2047: a $32 trillion economy, surpassing the current GDP of both the U.S. and China. Ambitious Goals for 2047 The targets are as audacious as they are specific: Manufacturing: Grow from the current 3.1% of GDP to 5%, requiring a 16x increase in output over the next 23 years. Exports: Expand by 11x during the same period. Inclusivity: Ensure economic growth benefits all stakeholders, fostering collaboration between the government, industry, and private sector. Pathway to Achieving These Goals The government has initiated numerous reforms: GST Implementation: A game-changer for reducing logistics costs and enhancing competitiveness. Ease of Doing Business: Streamlining regulatory processes through initiatives like India Stack, enabling seamless economic participation. The private sector, though slightly lagging in investment, is catching up. Startups are thriving, and large corporations are taking bold steps to align with these ambitious goals. Collaboration Between Industry and Government FICCI has been instrumental in bridging industry and government: Over 500 CEOs have been consulted to shape the economic vision. Inputs were provided to 30+ ministries, leading to a comprehensive 78-page policy recommendation document for the government, outlining a 100-day and a 3-5 year agenda. This collaborative approach highlights a government willing to listen, debate, and act on policies that make sense. Sustainability and Innovation India’s targets extend beyond economic growth to sustainability: Electric Vehicle (EV) Penetration: 30% by 2027. Industrial Emissions: Reduce by 70% within the next decade. These initiatives, combined with over 100 community-driven actions, position India as a global leader in sustainable development. Reimagining India’s Future Imagine an India where: Manufacturing is a global benchmark. Women hold equal representation in the workforce and senior leadership roles. Productivity and innovation drive economic progress, making India the preferred global manufacturing hub. This vision isn’t just aspirational—it’s achievable. With collaboration, bold reforms, and sustained effort, India can redefine its destiny and emerge as a powerhouse in the global economy. #IndiaPlusOne #ManufacturingGrowth #SelfReliantIndia #Bharat2047 #EconomicAmbition #SustainableDevelopment #InclusiveEconomy #ExportsExpansion #IndiaStack #EVRevolution #Ficci

٤

١ تعليق واحد

Wicked problems often lead to disruption! A wicked problem in India is how to provide healthcare to a large population with access, affordability, and quality. India is far from having its own blue zone. 𝐖𝐡𝐲 𝐢𝐬 𝐭𝐡𝐢𝐬 𝐚 𝐰𝐢𝐜𝐤𝐞𝐝 𝐩𝐫𝐨𝐛𝐥𝐞𝐦? Low doctor-to-patient ratios, healthcare infrastructure gaps, and affordability. Health-tech companies are beginning to understand this and have started to democratize access to healthcare, this was seen especially during the pandemic, with solutions that are scalable and affordable. However this has since reduced to uberization of heath-tech in India. Still a lot of key gaps still remain in India’s Health-tech set-up: 1️⃣ Companies have not been able to adequately address the deep infrastructural and digital divide between urban and rural areas. 2️⃣ Health-tech companies have not yet developed a comprehensive, scalable solution for consolidating patient data across providers. 3️⃣ Providing affordable healthcare to the bottom of the pyramid. 4️⃣ Expanding reach via public-private partnerships To truly disrupt healthcare in India, the goal should be to create our own blue zone in the next 20 years—regions where people can live healthier, longer lives. Do you think it’s possible to create a blue zone in India? #HealthcareInnovation #DigitalHealthcare #WickedProblems #InclusiveHealthcare #AffordableHealthcare

٦

What does leadership truly mean? Our visiting faculty, Prof. Srikant Sastri, offers a compelling answer by highlighting how the share market evaluates CEOs and other leaders. Prof. Sastri, Co-founder, Crayon Data, and Chairman, i3G Network and IIM Calcutta Innovation Park, brings invaluable insights on leadership to BSM classrooms. With BSM’s PGDM in Business Management, you can learn the intricacies of leadership and how industry leaders transform team aspirations into strategic and impactful actions. Join the ranks of future business leaders with BSM. Admissions open for 2024. Apply now: bit.ly/3vjhFey Srikant Sastri #badrukaschoolofmanagement #bsm #residentiallearning #dualspecialisation #hyderabad #pgdm #businessmanagement #application #process #scholarships #blockteaching #globalfaculty #futureleaders #futureforward #futureskills #workplacereadiness #workplaceready #corporatepartnerships #internships #placements #finance #strategy #marketing #problemsolving

٦

The dynamics of learning and development at IIMB underwent a fresh makeover towards the end of the pandemic. In a conversation with Fortune India, Director & Prof. Rishikesha Krishnan discusses the foresight driving IIMB’s position as a leading management educator. We looked at the diversity in workforce generations, emerging opportunities and challenges given unprecedented digital disruption and reviewed our MBA curriculums to identify: How do we continue taking on the most pressing challenges industries have to offer? Be it NSRCEL’s catalytic pathways that enable innovation through entrepreneurship; or recognizing the growing relevance of ESG across academia and industry practice; or making top-tier management education accessible at scale through IIMBx Digital Learning Foundation and #MOOCs. 📌Read all about it in ‘IIMB: Nurturing an Entrepreneurial Ecosystem’ here: https://lnkd.in/gJ8mpkge #IIMB #ManagementEducation #MBA #DigitalTransformation #ESG #Innovation

١٠٤

What are the emerging spaces in Indian Consumer-Commerce? How to look at new Spaces & Success Models in Consumer-Commerce? - Interesting segments in Upstream / Downstream for a consumer brand - Tailwinds - Successful outcomes, Q-Comm, Consumer Behaviour - Who is currently solving for various sub-segments ? _______________________________ Culmination of learnings & Insights in the Consumer Space : 1. Working with multiple Consumer startups 2. Understanding & observing consumer behaviour patterns 3. Studying V 1.0, V 2.0, V 3.0 in consumer-commerce in India Put down my thesis / insights for emerging (early-stage) segments in Consumer Tech in India. Full #thesis: Link in comments #Startups #Consumer #VC

١٠٥

٤ تعليق

Disruptive Strategy in the Indian Market: A Double-Edged Sword Historically, disruptive strategies have played a significant role in shaping the Indian market landscape. For instance, when P&G launched Ariel detergent at a disruptive price of Rs. 25, HUL quickly countered by releasing Rin at the same price. HUL even purchased Ariel stock from retail outlets in Vizag to restrict consumer access, demonstrating the lengths companies will go to defend their market share. Recently, Reliance's entry with Campa Cola at Rs. 10 exemplifies this trend, offering a highly competitive price to capture market attention. Other notable examples include the launch of the Stic ball pen at Rs. 2 when competitors were priced at Rs. 5, significantly lowering the entry cost for consumers. Similarly, the food industry has seen offers evolve from "1+1" to "1+2," aiming to entice consumers with seemingly higher value deals. While these strategies bring immediate benefits to consumers, they are often short-lived and can compromise profitability. In the long run, brands need to focus on adding value through quality and innovation. Consumers may be drawn in by low prices initially, but long-term loyalty and market stability are built by delivering consistent value and enhancing product offerings in meaningful ways.

٤

١ تعليق واحد

Does the association with celebrities actually hold long-term value for Indian brands? How serious and cognisant are companies about recognising the perils of the reputational risk they face due to inaction on errant stars? How worried are they about hyper-aware consumers? Questions I often hear these days. Indeed, how do consumers balance expectations of ethical brand behavior with their purchasing habits? Should regulators and industry bodies establish stricter frameworks for corporate accountability, or will consumer behavior ultimately shape how brands adapt in a highly scrutinized market?There are so many questions, but few substantively clear answers. It’s an interesting global view.

٢

Why does no one in India talk about such startup frauds and such fraudsters who screwed their integrity over some crazy growth objective ? Seems we are producing significant number of Gordon Gekkos in India 🤓 #startups #founders #business #technology #leadership #entrepreneurship

٤

٤ تعليق

Is an MBA just another expensive piece of paper? Join the debate with XLRI Jamshedpur's thought disruptors—Daliya Thacker, Pitamber Kaushik, Shashank Jain & Prof. Shiva Kakkar to find out: Does MBA matter in today's world? XLRI Delhi-NCR XLRI PGDM (GM) CEO Lounge Deepak Yadav Hari Govind Nair Kanagaraj Ayyalusamy Rajni Ranjan Singh #MBA #BusinessSchool #BschoolLife #Management

٢٧

٤ تعليق

One of the things I've mentioned in an earlier post is about executives overstaying their welcome. This applies to boards too. Though on regulatory grounds 2 terms of 5 years each is allowed in India, the point here is that there are cases where there are underperforming board members adding little value. Though this is a global survey by PwC India I wouldn't be surprised if India results would be any different I have seen this first hand where board members are not respected by executive management This is a recipe for disaster. This does not also mean they have to be in cahoots or compliant to each other but mutual respect is a key success factor. #india #corporategovernance #boardofdirectors #directors #governance #executive

٣٤

٣ تعليق

#MSME #FamilyBusiness #Leadership #Challenges #Coaching Thanks Rishikesha Krishnan for penning this down. Over the last few years my advisory, family business work, coaching and mentoring took me closer to #MSMEs. A few things, other than finance, I realised are a challenge for MSMEs include. i. Absence of a "CEO" and strategy: most of the time entrepreneurs with functional expertise have come to lead their firms. They are still leading with a functional mindset often surrounded by those who allow them to get convinced that they know the best in every area. Delegation is also a problem (see #2 too). 2. Failure to build second rung leadership and succession for those. They rarely invest in people in general and particularly in the second rung that can free up time to think. It is assumed that they cannot afford the cost. Investing in people will lead to greater bargaining and inability to retain. And without the succession layer it is risky. It is interesting to see that they also keep complaining about the quality of people. 3. Most are family owned and often struggle with having to allocate executive and operational roles to family members who are unwilling, incompetent/misfit, or both. 4. Rents are still thought to come from cutting corners or administrative/political nexus. https://lnkd.in/dBFr5msA

١٨

١ تعليق واحد

The Kolkata rape and murder case.... a crisis of leadership and a complete collapse of character building. It fills me with a great sense of indescribable shame and deep and pervasive pain and grief. What will we do with a 5 trillion$ economy, bullet trains, AI supported world order, landing on the mars ect... when young daughters are being butchered and raped and then burnt to erase any semblance of a clue that could perhaps reveal the truth partially. Many talk about a nexus motivated by party politics, big money, lust and carnal desires, sinister secrets ect. How do these explanations matter as these are repeated ad infinitum, year after year, decade after decade. The tragic events in Kolkata highlight a systemic failure, where leadership at multiple levels—familial, educational, and societal—has faltered. This is not just a call to action but a demand for accountability. It is a reminder that leadership is about more than policies and procedures; it is about shaping hearts and minds, ensuring that every person is equipped with the moral strength to navigate the complexities of life with integrity and compassion. I am embarrassed to say that we in corporate India lead marginalised professional lives. We are onlookers and at the most commentators. We must move centre stage.... this is not new it keeps happening..so many times may be reported becuase of ulterior motives...thousands go unreported...after nirbhaya now this...... we must find our voices, our courage to mobilise action.... and as they say ...' courage is the most beautiful colour of the mind'.

٤

١ تعليق واحد

IIM-Calcutta Tops Again...IIM Calcutta not only trains students to become business honchos, but also applies their skills to transform governance through collaborations. Read more: https://loom.ly/HQkIqoY

٣٥٢

١٠ تعليق

In The Economic Times article, BCG's Rich Lesser and Rahul Jain talk about India's manufacturing sector's potential to grow and contribute 25% of GDP. They emphasize the need for focused efforts in boosting domestic production, enhancing self-reliance, and the crucial collaboration required between government and industry for positioning India as a global manufacturing hub, driving economic growth and job creation.  https://lnkd.in/gpcntqFe In World Economic Forum's recent article, BCG's Sagar Goel, Joerg Hildebrandt, Leila Hoteit, and Sriramprasad Rangarajan emphasize the urgent need to reskill and upskill half of the current global workforce, as well as the obstacles in meeting this challenge. The article suggests three approaches for governments to address skills market challenges and develop an effective national skills ecosystem.  https://lnkd.in/gAPXpxy8 In Hindustan Times' recent article, BCG's Kaustubh Verma and Siddharth Khanna emphasize the ongoing climate crisis and the need to establish a robust blended finance mechanism to tackle this significant issue. The article explains how blended finance can help raise commercial resources in high-risk sectors by combining development financing, multilaterals, and sovereign funds. https://lnkd.in/gE5AaV_N In LiveMint's recent article, BCG’s Ramesh Padala, Abhinav Bansal, Vanessa Lyon, and Yashraj Erande, share “A practitioner’s playbook for the cyber-ready CEO to tame this humongous threat” which highlights how CEOs can collaborate with experts and other leaders to combat the global issue of cyber-attacks. The article covers a proactive and technology-driven approach essential for effective cybersecurity management. https://lnkd.in/gQ29YNes #BCGinIndia #ThoughtLeadership #MediaArticles

٦١

IIM Udaipur was honored to host Ms. Mohua Sengupta, Head, Novartis Corporate Center India, for Samarthya, The CXO Talk Series. In the fireside chat she discussed and inspired the audience with her learnings and experiences gained over her 25 years in the industry. Ms. Mohua Sengupta, Head of Novartis Corporate Center India, shared her experiences and leadership insights. She emphasized the need to align short- and long-term goals and shared how fostering cultural unity strenghtens teams. The speaker stressed leadership’s role in ethical AI adoption and advocated a people-first approach to driving transformation. She predicted a return to office work to maintain corporate culture and highlighted the importance of balancing employee well-being with customer satisfaction. Ms. Sengupta encouraged young professionals to balance their personal and professional lives while pursuing their passions. She urged them to embrace opportunities in a rapidly changing world, emphasizing the importance of adaptability, lifelong learning, and striving for personal growth. #UnstoppableWithIIMU #BuildingUTogether #IIMUdaipur #IIMU #Samarthya #Student #MBA #BSchool #Leadership #Management

١٠٧

١ تعليق واحد

Very relevant in a transitional phase of FRB’s while separating ownership from management.

١٢