Palash Pallav

Sneak peek into India's future: Insights through an MBA lens As an MBA student at IIM Bangalore, I have had the privilege to delve deep into the intricacies of macroeconomics and its critical role in shaping the future landscapes of Indian growth. Our classroom learnings have been pivotal in understanding the dynamic relationships that govern economic stability and growth, especially in the context of India's ambitious targets. To achieve an 8% GDP growth rate each year and reach the $25 trillion economy target by 2047, India needs to implement robust strategies focused on digital transformation, effective resource allocation, and investment in future industry leaders. By leveraging these strategies, we can position India for sustained economic growth and development. First let's see how GDP, inflation and unemployment are related: One of the fundamental concepts we explore is the Phillips Curve, which illustrates the inverse relationship between inflation and unemployment. This relationship is crucial for policymakers to balance economic growth with price stability. By understanding the trade-offs between these two variables, we can better predict and manage economic cycles, ensuring sustainable growth without runaway inflation. Another significant concept is Okun's Law, which highlights the relationship between unemployment and a country's output. This law suggests that for every 1% increase in the unemployment rate, a country's GDP could fall by roughly 2%. This understanding underscores the importance of job creation and economic policies that stimulate employment to drive higher output and growth. What future strategies industries can adapt? Digital transformation is key to driving productivity and innovation. By embracing new technologies, businesses can streamline operations, enhance customer experiences, and create new revenue streams. Effective digital strategies also allow for better resource allocation and data-driven decision-making, which are essential for maintaining competitive advantage in a rapidly evolving market. India's demographic dividend is another critical factor in its growth story. With a young workforce, averaging around 27.6 years of age, India has the potential to significantly boost its GDP. By investing in education, skill development, and job creation, we can harness this demographic advantage to drive economic growth and development. At IIM Bangalore, we delve into case studies and real-world applications, preparing us to navigate and lead in a digitally transformed world. As we prepare for future opportunities, the blend of knowledge from industry leaders and practical insights gained at IIM Bangalore positions us to contribute meaningfully to India's economic journey. To understand further, have a look at following interesting article. #EconomicGrowth #DigitalTransformation #IndiaGrowthStory #MBALearnings #IIMBangalore #FutureLeaders IIM Bangalore EPGP (One Year Full-Time MBA Programme)

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🎯𝐀𝐧 𝐞𝐱𝐜𝐞𝐩𝐭𝐢𝐨𝐧𝐚𝐥 𝟕𝟒𝟓 𝐰𝐢𝐭𝐡 𝐣𝐮𝐬𝐭 𝟑 𝐰𝐞𝐞𝐤𝐬 𝐨𝐟 𝐩𝐫𝐞𝐩. 𝐇𝐞𝐫𝐞’𝐬 𝐡𝐨𝐰 𝐆𝐌𝐀𝐓 𝟏𝟎𝟎 %𝐢𝐥𝐞𝐫 𝐌𝐮𝐤𝐮𝐥 𝐆𝐮𝐩𝐭𝐚 𝐝𝐢𝐝 𝐢𝐭!🎯 Mukul’s GMAT prep journey was far from easy. From long, intense sessions to overcoming financial and environmental challenges, he stayed focused on his goal. His story is a testament that through persistence and a systematic approach. Here are some lessons we can learn from his approach: 𝟏. 𝐄𝐦𝐛𝐫𝐚𝐜𝐞 𝐔𝐧𝐜𝐨𝐦𝐟𝐨𝐫𝐭𝐚𝐛𝐥𝐞 𝐒𝐢𝐭𝐮𝐚𝐭𝐢𝐨𝐧𝐬: Adapting to 12-hour sessions in a challenging environment, Mukul showed that pushing through discomfort can sharpen your mental resilience. 𝟐. 𝐋𝐞𝐯𝐞𝐫𝐚𝐠𝐞 𝐎𝐟𝐟𝐢𝐜𝐢𝐚𝐥 𝐑𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬: Mukul’s confidence came from consistently practicing with high-difficulty questions, especially on official platforms, refining his accuracy and timing. 𝟑. 𝐓𝐚𝐜𝐤𝐥𝐞 𝐘𝐨𝐮𝐫 𝐖𝐞𝐚𝐤𝐧𝐞𝐬𝐬𝐞𝐬 𝐅𝐢𝐫𝐬𝐭: Rather than brushing past them, Mukul tackled his weak areas head-on, mastering them with repeated practice and official materials. 𝟒. 𝐒𝐞𝐥𝐟-𝐌𝐨𝐭𝐢𝐯𝐚𝐭𝐞 𝐰𝐢𝐭𝐡 𝐊𝐞𝐲 𝐑𝐞𝐦𝐢𝐧𝐝𝐞𝐫𝐬: Mukul kept himself motivated by revisiting motivational notes from previous classes, which helped him stay positive during challenging days.   𝟓. 𝐌𝐚𝐬𝐭𝐞𝐫 𝐅𝐨𝐮𝐧𝐝𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐓𝐨𝐩𝐢𝐜𝐬 𝐅𝐢𝐫𝐬𝐭: Diving deep into each topic, he built strong foundations before progressing, ensuring he was fully prepared for every section. Let Mukul’s journey be your motivation—sometimes, perseverance and smart strategies are all it takes to turn obstacles into success! Watch Mukul’s full interview here: 👉🏻 https://lnkd.in/g4inp2GV ** 𝑹𝒆𝒂𝒅𝒚 𝒕𝒐 𝒔𝒕𝒂𝒓𝒕 𝒚𝒐𝒖𝒓 𝑴𝑩𝑨 𝒋𝒐𝒖𝒓𝒏𝒆𝒚? 📞 Call Keshav at +91-97395-61394 today

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In 2011, as Hero & Honda split after 28 years, many 'pundits' wrote off brand Hero. How could it survive without Honda's tech? How could it go up against powerhouses like Bajaj, TVS, Royal Enfield and erstwhile partner Honda, without a meaningful R&D? Why wouldn't customers leave the brand, now that the famous 'Honda' suffix was gone? Well, as it turned out, the pundits were wrong. In the 13 yrs past, Hero did the following - set up a world class R&D centre at Jaipur, hired high quality talent across functions, expanded to over 30 countries around the world, and continued to address the needs of millions of Indians who place their trust in a Splendor, a Passion, an HF-Deluxe every day. Has it been an ideal run? Far from it. Hero is yet to make a siginificant mark in the premium segment, its traditional weak base (although a slew of recent launches tries to turn this around). They have lost market share, yet the share price has continued to climb steadily. And internationally, they have been more successful in some markets than others. So, clearly there is still a long way to go. This is not an attempt to promote Hero, nor am I sponsored by anyone to do so. This is simply to express admiration for a brand which is often not entirely understood by a section of 'evolved bikers', nor by those who don't know Bharat as well as they should. Hero today, and Hero Honda of the past, is a brand as Indian as can be. The magic figure of a market cap of INR 1 Lakh is a testament that Hero is not going anywhere, is well & thriving, and deserves a salute, an applause from every Indian who has grown up with 'Desh ki dhadkan'. Congratulations #HeroMotoCorp, you make us all proud! #motorcycle #SIAM #BajajAuto #TVS #Splendor #Pulsar #India #Bharat #Yamaha #Suzuki #RoyalEnfield #HMSI #Honda #HMSI #HeroMoto

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🎯𝐒𝐢𝐦𝐩𝐥𝐞 𝐚𝐧𝐝 𝐦𝐞𝐭𝐢𝐜𝐮𝐥𝐨𝐮𝐬. 𝐇𝐨𝐰 𝐁𝐡𝐚𝐫𝐚𝐭 𝐊𝐡𝐭𝐭𝐚𝐫 𝐬𝐜𝐨𝐫𝐞𝐬 𝐚 𝐬𝐭𝐚𝐠𝐠𝐞𝐫𝐢𝐧𝐠 𝟕𝟎𝟓 𝐢𝐧 𝐭𝐡𝐞 𝐆𝐌𝐀𝐓!🎯 Bharat’s GMAT journey wasn’t without its challenges. Balancing a demanding job and a rigorous prep schedule, he faced the harsh reality of time constraints and immense pressure. But instead of giving up, he crafted a strategy that led to a standout score. Here’s how he made it happen: 𝟏. 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐳𝐞 𝐄𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥𝐬 𝐎𝐯𝐞𝐫 𝐏𝐞𝐫𝐟𝐞𝐜𝐭𝐢𝐨𝐧: Bharat learned early on that understanding core concepts is key. He focused on mastering the basics rather than obsessing over advanced topics; prioritizing better retention and confidence on exam day. 𝟐. 𝐀𝐝𝐣𝐮𝐬𝐭 𝐭𝐨 𝐏𝐞𝐫𝐬𝐨𝐧𝐚𝐥 𝐒𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐬: Knowing he needed verbal improvement, Bharat worked through various sources—OG, LSAT materials, and Top One Percent’s content—tailoring his prep to his needs rather than following a one-size-fits-all approach. 𝟑. 𝐓𝐚𝐤𝐞 𝐏𝐫𝐚𝐜𝐭𝐢𝐜𝐞 𝐄𝐱𝐚𝐦𝐬 𝐒𝐞𝐫𝐢𝐨𝐮𝐬𝐥𝐲: Bharat didn’t wait until he was "ready" to start mocks. Early exams helped him track progress and pinpoint weak areas, using them as a tool to grow, not just measure. 𝟒. 𝐒𝐦𝐚𝐫𝐭 𝐁𝐨𝐨𝐤𝐦𝐚𝐫𝐤𝐢𝐧𝐠 𝐓𝐞𝐜𝐡𝐧𝐢𝐪𝐮𝐞: Bharat didn’t let challenging questions drain his time. His approach? Bookmark them, then revisit them briefly with a clear mind at the end. 𝟓. 𝐇𝐚𝐧𝐝𝐥𝐞 𝐏𝐫𝐞𝐬𝐬𝐮𝐫𝐞 𝐰𝐢𝐭𝐡 𝐌𝐢𝐜𝐫𝐨-𝐁𝐫𝐞𝐚𝐤𝐬:When stress surged, Bharat’s technique was simple yet effective—he’d take a 5-second pause, breathe, and refocus. Sometimes, the smallest resets make the biggest impact. Bharat’s journey is textbook cases of the power of keeping things simple; make a plan, commit fully, and track your improvement—success is only a matter of time. 𝙃𝙚𝙖𝙧 𝙢𝙤𝙧𝙚 𝙖𝙗𝙤𝙪𝙩 𝘽𝙝𝙖𝙧𝙖𝙩’𝙨 𝙟𝙤𝙪𝙧𝙣𝙚𝙮 𝙝𝙚𝙧𝙚: https://lnkd.in/gdE_WxHD ** 𝑹𝒆𝒂𝒅𝒚 𝒕𝒐 𝒔𝒕𝒂𝒓𝒕 𝒚𝒐𝒖𝒓 𝑴𝑩𝑨 𝒋𝒐𝒖𝒓𝒏𝒆𝒚? 📞 Call Keshav at +91-97395-61394 today!

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🌟#108 of 1000: Hero MotoCorp – Leading the Mobility Revolution🌟 💡Brand Spotlight: Hero MotoCorp Hero MotoCorp, the world’s largest two-wheeler manufacturer by volume, is an iconic Indian brand driving mobility solutions for millions globally. With a strong focus on affordability, innovation, and sustainability, Hero continues to dominate the motorcycle and scooter market. 💡Key Takeaways: 🔧Market Leadership: Hero’s lineup, including models like Splendor, HF Deluxe, and Xtreme, is celebrated for reliability, fuel efficiency, and affordability. 🔧Global Expansion: With operations in over 40 countries, Hero is a significant contributor to making affordable mobility accessible worldwide. 🔧Sustainable Vision: Hero is investing in electric mobility through its Vida brand, launching innovative electric scooters like the Vida V1, aimed at the urban commuting market. 🔧Innovation in Technology: Features like i3S (Idle Stop-Start System) and connected technology are at the core of Hero’s offerings, emphasizing efficiency and user experience. 💡Interesting Facts: 🔧Record-Breaking Volume: Hero MotoCorp sells over 6 million two-wheelers annually, solidifying its position as the industry leader. 🔧Legacy of Innovation: Hero Splendor, launched in 1994, remains one of the best-selling motorcycles in the world. 🔧Eco-Friendly Initiatives: Hero’s Green Manufacturing initiative includes energy-efficient plants and recycling programs, aligning with its sustainability goals. References 1. Hero MotoCorp Annual Report – https://lnkd.in/gHdeyRMa 2. Hero’s Electric Mobility Transition – https://www.etauto.com 3. Global Reach of Hero MotoCorp – https://lnkd.in/gTn8z2A2 Hero MotoCorp is more than a manufacturer; it’s a movement, empowering lives with mobility solutions while leading the way toward a sustainable future. #HeroMotoCorp #Sustainability #Innovation #ElectricMobility #TwoWheelers

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Statistics About the Failure of Make in India Initiative: Manufacturing Sector Growth Rate: The ambitious target of increasing the growth rate of the manufacturing sector to 12-14% annually was considered unattainable, as achieving such a high growth rate was beyond the industrial sector's capacity. Additionally, the strategy to build capabilities for such a quantum leap was deemed overly optimistic. Policy Focus and Sector Inclusion: The initiative encompassed numerous sectors, leading to a loss of policy focus and a lack of understanding of the comparative advantages of the domestic economy. The policy was criticized for including too many sectors, diluting its focus and effectiveness. Dependency on Foreign Capital: Many schemes under the Make in India initiative relied heavily on foreign capital for investments and global markets for products. This reliance created inherent uncertainties as domestic production had to align with demand and supply conditions from other parts of the world. Growth Targets Not Met: The manufacturing growth target of 12-14% per year set by the Make in India initiative was only achieved in 2015, with subsequent years showing a decline in growth and even negative growth in certain periods. The goal of increasing the manufacturing sector's contribution to GDP to 25% by 2022 faced challenges and was eventually postponed to 2025. Employment Decline: Despite the aim of creating 100 million additional manufacturing jobs by 2022, employment in the manufacturing sector declined significantly. The number of employed individuals decreased by 46% over five years, indicating a severe employment crisis even before the pandemic. Investment Trends: Private sector gross fixed capital formation, a measure of total investment, decreased from 23.1% of GDP in 2014 to 21.8% in 2019. Real fixed investment growth in manufacturing averaged only 1.5% annually for four consecutive years post-2014, indicating slow growth in investment in the economy and manufacturing sector. Macroeconomic Challenges: The manufacturing sector faced challenges in terms of investments, output growth, and employment. The initiative failed to achieve its objectives, with data showing a decline in investments, sluggish output growth, and insufficient employment generation. The Make in India initiative encountered significant hurdles and shortcomings, including its overambitious growth targets, policy focus dilution, reliance on foreign capital, failure to meet growth objectives, employment decline, and challenges in investment trends and macroeconomic performance. Addressing these key issues is essential for revitalizing India's manufacturing sector and overall economic growth.

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Reasons for the Failure of the Manufacturing Sector in India: Ambitious Growth Targets: The Make in India initiative set unrealistic growth targets for the manufacturing sector, aiming for a 12-14% annual growth rate. Achieving such high growth rates was considered beyond the sector's capacity. Policy Focus and Sector Inclusion: Including numerous sectors in the initiative led to a loss of policy focus and understanding of the domestic economy's comparative advantages. The broad scope of sectors diluted the effectiveness of the policy Reliance on Foreign Capital: Many schemes under Make in India heavily relied on foreign capital for investments and global markets for products, leading to inherent uncertainties and challenges in aligning production with global demand Slow Growth and Employment Decline: The manufacturing sector experienced slow growth, with a decline in investments and employment generation. Despite efforts to create additional jobs, employment in the sector declined significantly, exacerbating the employment crisis Skill Gap and Training Needs: The sector faces challenges related to the skill gap in the workforce, unrealistic job expectations of young professionals, and the need for upskilling or reskilling to adapt to technological advancements Infrastructure and Technology Limitations: The manufacturing sector in India struggles with outdated technology, limited infrastructure, and bureaucratic hurdles, hindering its competitiveness in the global market Bureaucratic Hurdles and Regulation: The sector is bogged down by bureaucratic hurdles, red tape, and corruption, leading to delays in production and increased costs Intellectual Property Rights Concerns: Issues with intellectual property rights protection hinder innovation and product development in the manufacturing industry, impacting its growth and competitiveness Competitive Pressure from China: Increased competition from China, which has advantages in technology, infrastructure, and scale, poses a challenge to Indian manufacturers in terms of competitiveness. Addressing these multifaceted challenges, including revisiting growth targets, enhancing policy focus, reducing reliance on foreign capital, improving skills training, investing in infrastructure and technology, streamlining regulations, and protecting intellectual property rights, is imperative to revitalize the manufacturing sector in India and pave the way for sustainable growth

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While the Blended PGP online MBA program of the Indian Institute of Management Ahmedabad is in the limelight for all the good reasons, here is an update on my MBA-PGPX, IIM Ahmedabad journey so far. we have just completed our term 2 today, but this time let me share something beyond the academics. When I applied to MBA-PGPX, IIM Ahmedabad program in 2023 my primary goals were upskilling and securing a strong career trajectory. However, what I’ve gained from this program so far goes far beyond placements. I’m rediscovering the joys of campus life—forming meaningful connections, engaging in intellectual debates, and simply enjoying the unique experience of being a student again. Whether it’s sharing a late-night tea with friends after a long study session or diving into a 30+page case study, every moment here has been transformative. The program has also allowed me to find balance between my academic pursuits and family life. Coming back home to my 19-month-old daughter, watching her explore the world, and hearing her first words while juggling pre-class readings or preparing for exams is an experience I wouldn’t trade for anything. None of this would be possible without the unwavering support of my wife, Neha Soni. Her encouragement has been my anchor throughout this journey. The rigorous schedule at IIMA challenges me daily, but it’s the combination of learning, camaraderie, and those small but significant moments that make this journey truly special. It’s not just about the next job or career move; it’s about shaping the next chapter of life with purpose and fulfilment. I’m grateful for the decision to embark on this journey and for the incredible cohort, faculty, and my wife, who make it all worthwhile. Next up: We're heading to Europe for our exchange program in Term 3. The excitement is palpable as we prepare to embark on this adventure with friends. We've got so many plans lined up, from exploring new cities to soaking in the knowledge from exchange universities. Follow me for the next update on this incredible journey. Feel free to reach out if you have any questions about the MBA-PGPX, IIM Ahmedabad program. Indian Institute of Management Ahmedabad MBA-PGPX, IIM Ahmedabad #IIMA #IIMAPGPX #Grateful

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🛵 The Ather Energy Story: A Missed Marketing Ride? Meet Ather Energy 🚀: the brain behind the sleek Ather 450 electric scooter. Despite its tech prowess, Ather's journey hit a bump due to a quiet marketing approach. While rivals revved up ads and pre-bookings 📢, Ather stayed low-key, relying solely on its product charm. But in a bustling market, visibility is key! 👉 Missed the Pre-Booking Frenzy: While Ola Electric grabbed headlines with record-breaking pre-bookings, Ather lagged behind, missing out on early customer excitement. 👉 Limited Mass Market Appeal: Unlike Ola's aggressive mass-market strategy, Ather initially focused on the premium segment, limiting its reach to early adopters. Result? Ather lagged as competitors zoomed ahead. But hey, it's not all doom and gloom! Ather's quality won hearts, laying a solid foundation for a comeback. Now, with the Ather Rizta in the game, Ather aims to rev up its marketing engine and win back the streets! #AtherEnergy #ElectricVehicles #MarketingMiss #InnovationJourney 🚀

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I am proud to share the IIM Indore consulting casebook 4th edition (2024-25) by our consulting club. This casebook is beneficial for all the aspirants who want to work in consulting industry and have limited knowledge about consulting cases. I would like to mention key points about the casebook: 1. Cases according to the difficulty level are mentioned for all level of candidates. 2. Well crafted with cases from various industries and different problems ranging from growth to mergers and acquisitions to market entry and many more.. 3. This casebook consists of various charts and diagrams for your holistic understanding of concepts. 4. Cases are written in very reader friendly way. Hope you enjoy reading it as I did #iimindore #consulting #consultingclub #casebook

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Kearney's Asia Pacific study on sustainability reveals that 52% of India's organizations have decarbonization plans aligned with the Paris Agreement, indicating that the country is moving toward a greener future. In a recent BW Businessworld article, Kearney Partner Arun Unni highlights the investment potential in the energy transition and the importance of global alignment on #sustainability targets. Read the full article here: https://bit.ly/3vO33Eq #regenerate

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Is a Top B-School the Only Way to Break into Management Consulting? Not at all! While top B-schools have structured recruiting, here are other paths to a consulting career: Relevant Industry Experience: Specialized skills (tech, finance, healthcare) are in demand. Networking and Referrals: Connections within consulting firms can open doors. Analyst Roles: Many firms recruit undergraduates into analyst programs. Advanced Degrees: Ph.D., J.D., and M.D. holders are valued in specific practices. Boutique Firms: Experience at smaller firms can lead to roles in top consulting firms. A consulting career is within reach with the right strategy, networking, and relevant skills, an MBA is just one of many ways to get there!

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If you're thinking about doing an MBA at either Indian School of Business or Indian Institute of Management Ahmedabad and can't decide which is better, this post is for you. It breaks down the differences between the two schools, helping you figure out which one suits you best.

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Proud to Share Our Recent Case Study from the IIM Bangalore Vistas Competition! Together with my teammates, Pranjal Soni and Abhishek Das, we recently delved into Quikr's downfall in the IIM Bangalore Vistas competition. We explored the mindset of its founders, the rise of competitors, and strategic alternatives that could have been taken. Key takeaways: Speed vs. Risk: Quikr's focus on being the fastest brought significant risks. Profitability Challenges: We identified three major reasons for Quikr's lack of profit. Visionary or Misstep?: We debated whether Quikr's early move into standalone verticals was a visionary step or a miscalculation. Capital and Strategy: We proposed what Quikr could have done differently with its resources. This experience sharpened our skills in strategic analysis, adaptability, and understanding market dynamics. Special thanks to the heads of the Consulting & Analytics Club, IIT Guwahati for their invaluable insights and support. #IIMBangalore #CaseStudy #BusinessStrategy #Teamwork #Quikr #LearningExperience #Gratitude

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During placement process at IIT Bombay - Shailesh J. Mehta School of Management, I had couple of options: A chance to join corporate strategy team with a conglomerate or as an OMLP  (Operations Management Leadership Program) with GE, based in a tier-2 city. The compensation was not that different for both. I reached out to couple of seniors and ultimately, I chose the OMLP option. Why? It offered a structured development program. I didn't know what trajectory my career would have taken in the corporate strategy role, but I've never regretted my decision. The OMLP program shaped my thinking and I owe a lot to the learning opportunity I had during my tenure with GE. Fast forward today, I get this questions a lot, what to prioritize early in career? For me it's simple, Prioritize learning and development early in your career. Often, we're presented with paths and tempting shortcuts. Better to focus on building a strong foundation while you aspire for a skyscraper. #Leadership #Mindset #Career #Growth ------------------- I write regularly on People | Leadership | Financial services | Sustainability. Follow Surya Sharma.

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A More Even Playing Field in the Race for India's Top Management Institute? The Indian School of Business is set to rival the Indian Institute of Management Ahmedabad, Indian Institute of Management Bangalore, and Indian Institute of Management, Calcutta with its new 20-month, Post Graduate Programme in Management for Young Leaders, course launching in July 2025. The program, which will accept CAT scores and cater to applicants with 0-2 years of work experience, comes with a fee of over ₹29 lakh. As an aspiring management professional, this development raises several questions: - Should there be government regulation or a cap on fees for management programs? - The import of foreign education and the increasing trend of Indians settling abroad? - What is the relevance, ROI, and true cost—both financial and opportunity—of such expensive programs? - With limited seats in top institutes, how can we bridge the demand for quality management education amidst rising unemployment and skill gaps in India? - How do Indian management programs compare globally in terms of industry exposure and preparedness? - The ongoing debate: MiM vs. MBA? Nevertheless, being an ISBian is a highly coveted dream, and this offering is certainly most welcomed. It renews our hope and fuels determination as aspirants to work harder and strive farther. As more details on the program and its admissions process are eagerly awaited, I look forward to hearing your thoughts and insights on this surprising announcement. Website: https://lnkd.in/dNmDAbjt Source: https://lnkd.in/de3eqpec #IIMA #IIMB #IIMC #MBA #MiM #HigherEducation #ISB #IIM #CareerGrowth #Leadership #FutureLeaders #BusinessSchool #CAT

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There are consistent rumors of a partnership between M&M and Skoda/VW for the India business. Recent one is M&M investing ~$1 bn for 50% stake in Skoda Auto VW India entity. An equity deal (similar to JSW-MG deal) can actually be beneficial to both the parties. Let's see how: (1) Mahindra can get access to the VW's global vehicle architecture and to their hybrid/EV technology (depends on contours of deal). Hybrid is a technology which is missing from M&M's portfolio and is a key risk to their new energy transition strategy. Not only M&M gets to play the PV market with another premium brand, they get access to future ready technologies - this will make them the only India OEM with access to all technologies. (2) For Skoda/VW, their market share in India is miniscule given their global position. Scale is India would be key to get the cost economics right and launch future models. An equity partnership with M&M not only dilutes their risk but also will provide them with an opportunity to get 50% share of a larger business (just look at how Toyota has scaled up post their partnership with Maruti). This could be a win-win for both, if the deal materializes. Recent article link - https://lnkd.in/gjFjQ4XV

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