Journal - July - 2010 - New - CDC Jul. 2010(1).pdf · 2019-07-12 · for retail giants from Koutons to Vishal MegaMart, from Next to Ezone, from BigBazar to Spencers or Walmart (specifically

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Consulting AheadVol. 4 Issue 2 July 2010

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CONTENTSStrategic Talent Retention Management - An Art of implementing

Process Science: Challenges and Opportunities

Ajay Oberoi

If You Sell Anything, Pay Attention

Dan Coughlin

Design Parameters for Energy Efficient Buildings

Dr J.S. Chouhan

Indian Food Retailing - a possible beacon of sustainability

Rajni Kant Sharma

Corporate Governance in Retailing - Plastic Recycling & Waste

Management

Ruchi Mehrotra & Pankaj Mehrotra

Information Technology in Banking Sector: Trends, Issues and Challenges

R.K. Mittal & Sanjay Dhingra

Emerging Field of Dietetic Consultants

Dr Shubhangi Gupta

Corporate Social Responsibility and Competitive Advantage

Dr V. Tulasi Das & Dr P. Hanumantha Rao

Industrial Safety - a Case Study on M/s Aurobindo Pharmaceuticals Ltd.,

Medak

Dr S. R. Padala

Book Reviews

Author Profile

1

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20

25

30

38

45

54

61

70

78

Editorial Advisory BoardChairman

Prof. Dilip K. BandyopadhyayVice Chancellor

Guru Gobind Singh Indraprastha University, Delhi

Members

CONSULTING AHEAD - VOL. 4 - ISSUE 1

Prof. B. BhattacharyaVice ChairmanInstitute for Integrated Learning in ManagementGreater Noida

Mr S. S. ChakrabortyManaging DirectorConsulting Engineering Services (India) Pvt. Ltd.New Delhi

Mr Rajiv KhuranaChairmanIMCI - Delhi ChapterNew Delhi

Dr Aneeta MadhokChairpersonThe International Council of Management Consulting Institutes (ICMCI)Mumbai

Mr Navyug MohnotManaging DirectorQAI (India) LimitedNew Delhi

Mr N. S. RajanPartner (Human Capital)Ernst & Young Pvt. Ltd.Gurgaon

Mr G. ShankarPresident, Madras Consultancy GroupFormerly Vice Chair, ICMCI &Formerly President, IMCIChennai

Dr George L. SmithProfessor Emeritus &Former Chair-Industrial Systems Engg.The Ohio State University (U.S.A.)

Mr Tanmoy ChakrabartyVice President & HeadGlobal Govt. Industry GroupTata Consultancy Services,New Delhi

Mr Brian IngFormerly ChairmanThe International Council of Management Consulting Institutes (ICMCI)Cambridge (U.K.)

Dr Bhimaraya A. MetriProfessor (Operations Management)Management Development InstituteGurgaon

Dr Kiran Kumar MomayaProfessor, Strategic / Technology Management and CompetitivenessS. J. Mehta School of ManagementIndian Institute of Technology BombayMumbai

Mr S. R. RaoPresident, Global ProcurementConsultants Ltd. & FormerlyExecutive Director, EXIM BankMumbai

Prof. P. B. SharmaVice-ChancellorDelhi Technological UniversityDelhi

Dr Thomas C. TuttlePresidentWorld Academy of Productivity Science (U.S.A.)

Today's companies subscribe to the idea of people being one of their most valuable assets. This has led to the growing importance of HRM and also developed it as a strategic partner. The concept that recently has received most attention in HRM is Talent Management. Several authors have suggested focusing on top 3-5% of performers touted as “Super Achievers / Stars” to create competitive advantage.

If an organization overtly focuses on a gifted few (top 3-5% of performers), the vast majority of ordinary people who make an organization extraordinary could get neglected for their development leading to their separation psychological and / or physical. This will affect long term sustainability of competitive advantage.

For long term sustainability of competitive advantage, all those committed and loyal employees across job categories who possess competencies required by the organization and are delivering at expected performance level are needed by the organization. Thus whole group of employees (including gifted few) should be treated as Talent and not alone the gifted few. This is the talent pool that companies should endeavor to retain for building long-term competitive advantage and stability.

Therefore it is critical to have all-round talent (across performance levels & career stages) retention model to guide line managers and HR practitioners. Objective of this study is to capture Executive (Top management) perception on all-round talent retention; and propose a model to achieve the same. Managing retention is “an art of managing process science”. The proposed strategic model is part of process science that needs to be implemented / practiced with precision i.e. “Art”.

The findings of the research study (executives, academicians and practitioners across different organizations) clearly support the requirement of “all round talent retention” and criticality of the factors considered in proposed model for “all round talent retention”. Discussions with “Select Group” validate the expectation growth pattern of the employees with different performance levels during different career stages.

Research reveals that organizations with a focus on retention management at all levels will have employees who are more engaged and more satisfied with their jobs and companies. Whereas others (organizations with overt focus on gifted few) may succeed in short run / get few quick results but will not succeed in realizing long term vision.

Never before in the history have companies and authors overtly focused on / advocated developing and retaining of top 3-5% performers and end result (irrespective of means) based performance pay with the intensity and vengeance seen in the past one decade or so. Never before in the history has economy seen such a meltdown and falling of long lasting companies like “house of cards” as seen in the recent past. It does indicate a correlation. How strong is the matter of further study and research?

Ajay Oberoi

Strategic Talent Retention Management – An Art of implementing Process Science : Challenges and Opportunities

CONSULTING AHEAD - VOL. 4 - ISSUE 2 l 1

Selling is convincing another person that the value you have to offer is worth the value you are asking in return. That's it. It's no more complicated than that.

Dan Coughlin

If You Sell Anything, Pay Attention


20 l CONSULTING AHEAD - VOL. 4 - ISSUE 2

The building construction is one of the largest energy consuming sectors. Efficient use of energy is important since global energy resources are limited. The designing of buildings with energy efficiency considerations is necessary right from the planning stage. A Table (showing various climatic zones) has been included for identification of the climate of the building site. The requirements of thermal comfort for hot dry climatic zone have been discussed. The suitable method can be adopted by selecting planning features like plan form, orientation, location and size of fenestration, shading devices, treatment of building envelop etc. To provide thermal comfort with minimum consumption of energy, these criteria may be considered in design of buildings. With respect to the prevailing climate, the guidelines for design of energy efficient buildings are suggested in this paper.

Keywords; Energy efficiency, Climatic Zones, Buildings Design, Thermal.

Dr J.S. Chouhan

Design Parameters for Energy Efficient Buildings

Sudden spurt of activities in the big organized food retail in India over the last couple of years could not sustain the way it was projected. One of the intriguing questions is whether the organized food retail should establish a different value proposition for it to sustain. In the world of increasing answerability on corporate social responsibility, working on principles of global movement of Fair Trade can be one of the possible directions. For its sustainability over long term, the food chains shall make the grass root level farmers and workers sustainable.

A few years back the organized food retailing industry was considered the next ultimate sunshine sector in India. There was a sudden spurt of massive projects all across the country by the many big players and the hype was so strong and compelling that even the local grocers protested at many instances fearing prospective loss of business to the big players. But the road of success has been far from rosy if not thorny. Perhaps the corporate players wanted to gain a big pie individually by simple 'cut & paste' of the concepts in the developed world with little additional thoughts to make it work in Indian conditions and definitely no thoughts to make it work towards a better future for the involved stakeholders.

R.K. Sharma

Indian Food Retailing – a Possible Beacon of Sustainability



The Indian retail market, which is the fifth largest retail destination globally, has been ranked the most attractive emerging market for investment in the retail sector by A T Kearney's annual Global Retail Development Index (GRDI), in 2009. A recent Ernst & Young study predicts Mumbai and Bangalore to be the next global centres of investment along with Shanghai.

As the Indian consumers are switching over to supermarket chains for household shopping extensively due to the growing apartment culture & nuclear family lifestyle. These outlets offer competitively priced groceries, clothing, furniture, electrical appliances, home décor & other essentials under one roof. An unfortunate offshoot of this phenomenon, though, is the alarmingly high use of plastic in both product wrappings and carrybags. Each & every product in the shopping mall (retail shop) is packed in plastic, air-proof sealed packets. Though Consumer organizations and environmentalists have raised concerns about this trend but very less is done. If we try to relate with the common aspect of Corporate Governance (self-governance to ensure fairness & accountability) which is a mandatory requirement for every listed company can't we do it similar way to ensure that major strides in Research and Development activities in areas of material development, like high performance plastics and biodegradable polymers for every retailer particularly the shopping malls. This should be mandatory for retail giants from Koutons to Vishal MegaMart, from Next to Ezone, from BigBazar to Spencers or Walmart (specifically for new retail FDI entrants in the market it can be easily made compulsory) to provide eco-friendly packaging. We need to lay emphasis on development of value added, quality petrochemical products at globally competitive prices, using eco-friendly processes and technologies. Many foreign countries have taken good initiatives in this aspect & helped their retail industry grow more HEALTHILY.

The paper discusses in detail about Indian Retail Industry as "The Emerging Global Sourcing Hub of Plastics" as well the Recycling Parks concept could be developed by the participation of the Central and state government agencies, the industry, local self-government and civic bodies & better plastic waste management processes can be initiated at grass root level of where the plastics start their usage of may be small nukkad retail shop to a ten floored escalators equipped shopping mall.

Key words : Retail, plastic waste management, plastic recycling, self-governance , CSR

Pankaj Mehrotra

Ruchi Mehrotra

Corporate Governance in Retailing - Plastic Recycling & Waste Management

Technology has changed the way the banks used to work a decade ago. Banks have invested heavily in the technology such as e-commerce, m-commerce, ATMs, debit cards, data warehousing and data mining, customer relationship management solution software, knowledge management systems etc. In information technology deployment, the new private and foreign sector banks have taken lead over the public and old private sector banks. These banks from day one of their operation, computerized all the transactions. Left with no choice public sector banks have also followed the suite and are in different stages of deployment of technology solutions. In this paper, authors have identified the information technology trends, issues and challenges in banking sector. Some of issues and challenges identified as deployment of opens standards technology, balancing the channels of transactions, justification of IT investment in terms of ROI, keeping personal touch with the customers, use of technology by the customers, security concerns, technology obsolescence, penetration of IT in rural areas, outsourcing of IT operations and retaining IT employees. Banks are required to address these issues and challenges effectively to stay in business and growth

Sanjay Dhingra

R.K. Mittal

Information Technology in Banking Sector: Trends, Issues and Challenges



Over the past few years, the nutrition, fitness and healthcare scene in the country has been witnessing revolutionary developments. A relatively new profession, dietetics field has gained importance with the realization that inappropriate eating habits can lead to many major diseases and that quality of life depends on the quality of food we eat. The need for India is in preventive nutrition, as it continues to face the major public health problems like malnutrition as well as obesity, coronary heart diseases, diabetes, cancer, and AIDS. The role of dietitian is very important for physical health of person as well as in the treatment of the patient. Dietitians promote nutritious eating habits through education and research, as well as through overseeing the selection and preparation of food services for many different institutions and groups. The four major areas of practice include clinical, community, management and consultant dietetics.

Shubhangi Gupta

Emerging Field of Dietetic Consultants

Corporate Social Responsibility (CSR) involves a commitment by a company to manage its role in society as producer, employer, customer, and citizen- in a responsible and sustainable manner. In the new global economy CSR has become a hallmark for the organizations' success. Companies which fail to maximize the adoption of CSR strategy will be left behind. In the recent years, there has been increased pressure across the globe to practice and demonstrate their role for society. Businesses are no longer viewed as only the economic entities but are perceived to be an inseparable part of the society and management has become a major leadership group in the industrial society that have a greater responsible not only towards their profession but also towards the people they manage and the society and economy in which they operate(Peter.F.Drucker-1964).

The issue of CSR is a very dominant theme in the national as well as global corporate practices. Troubled and costly experiences have convinced the giants of the industrial world like Shell, Nike, Union Carbide, Coco Cola, PepsiCo, to invest heavily in improving their own ethical profile and reputation and hence performance-employees and communities want safe and environmentally sound working practices, government wants ethical and responsible organizations and consumers want safe and cheap products (Lunde, n.d). CSR is becoming the most pressing need for the corporate to survive and grow. This paper addresses the drivers of CSR and how business can gain competitive advantage by being socially responsible.

Dr V. Tulasi Das & Dr P. Hanumantha Rao

Corporate Social Responsibility and Competitive Advantage



The area of safety and accident prevention is of great concern both for the organization as well as employees in view of the accident vulnerability of the work environment. Therefore, management must ensure a work environment that protects employees from physical hazards, unhealthy conditions, and unsafe acts of workers. Workers must be made safety consciousness by observance of rules. Safe work environment has so much to do with the quality of employees work life in any organization. A slew of measures are also taken by the organization like fire prevention and extinguishing equipment, adequate measures for display of safety precaution and rules, observance of safety instructions, effective and prompt treatment of injured persons and also maintaining an effective accident reporting system. An attempt is made in this study to examine the number of accidents in Aurobindo Pharmaceuticals Ltd, Medak, to evaluated the employees opinion regarding safety measures in the organization and to know the effectiveness of the present accident communication reporting system and suggest suitable system.

Dr. S.R. Padala

Industrial Safety - a Case Study on M/s Aurobindo Pharmaceuticals Ltd., Medak

The book essentially discusses important issues involved in successfully managing innovation particularly in the context of small and medium sized firms. It provides suggestions on how firms can develop and sustain the innovation process as a state of mind, though it may not be an easy process. The book is not the type of a 'how to do it' manual but is a stimulating analysis of important issues involved in the innovation process. It is written in the background of small and medium sized firms operating in European market. But it attempts to address the challenges that are common to many economies though individual economies may have distinctive impact on the environment in which they operate. The authors concentrate on the strategic and organizational skills upon which lies successful management of the innovation process.

The book provides an understanding of what is innovation, different types of innovation, assessment of risks involved in innovating and in not innovating and complete process of innovation. It also deals with the important issue of anticipating obsolescence in innovation. It analyses how small and medium enterprises can use their strengths and weaknesses to build partnerships and develop 'innovation as a state of mind.' The authors have presented practical examples to explain the concepts. The book narrates an allegory and various principles and strategies are explained with the help of the contents of the story. The book, of around 400 pages, is divided in 5 Parts.

Part 1 with three Chapters, explains innovation, different types of innovation, internal and external obstacles to innovation and how to assess risks in innovation. Part 2, which has eight Chapters, discusses the entire process of innovation beginning with 'how to diagnose where the company is?' It moves on to explain the process of selecting a strategy, what are costs involved and how to manage the impact of the selected strategy. This Part of the book also discusses the importance and the process of anticipating obsolescence in innovations. This aspect is of considerable significance as innovation is not static but a continuous process.

Part 3 of the book which has two Chapters explains the process of assessment of strengths and weaknesses of small firms in the environment in which they operate. Part 4 of the book, with four Chapters, drives home that firms can develop and sustain the process of innovation as a state of mind. It cautions that continuous watch must be kept on the technological changes taking place in the environment. It also explains various ways through which innovation can be acquired; notably, self development, purchase, joint development in collaboration or commissioning research to another body. Protecting innovation through Intellectual Property Rights laws is another important issue which is discussed. Innovation Policy and Practice across Europe and Innovation Networks in the UK are explained in two Chapters of Part 5, the last Part of the Book. It describes different elements which

BooReview


Title : Competing Through InnovationEssential Strategies for Small and Medium-Sized Firms

Bertrand Bellon and Graham Whittington

PHI Learning Private Limited, New Delhi

Reviewer : Dr. Vinay Kumar, Former Advisor and Head Technology Management Division, DSIR, Ministry of Science and Technology, Government of India and Visiting Faculty IIT Delhi

Author :

Publisher :

make up the innovation infrastructure in the UK. It highlights the variety of support available to the business. A glossary of around 60 terms is presented towards the end of the Book.

Those interested in developing strategies for small and medium sized firms for innovation to enhance their competitiveness would find the book useful.

Book Review


One of the powerful principles of Henry Fayol is "unity of command". As per the principle, a subordinate should have one and only boss to do the work effectively without any confusion. In a matrix organization a subordinate has to work under more than a boss which may lead him to confusion and further the work will be delayed and efficiency levels may also come down. But the author of the book says that matrix is inevitable and more appropriate for an achievement oriented and globalized organizations. Trust and good understanding between the multiple bosses is essential. Otherwise matrix design will become a failure. The author, being consultant and with his rich experience, confidently opines that proper planning, effective resources allocation and power balancing make matrix structure effective.

The book contains three parts and fifteen chapters in total. In the introduction the author explains about the concept of matrix organization, its origin and a brief about the 'star model'. An organization, if structured on the products, functions, regions bases simultaneously, is said to be structured in matrix form. Matrix is not a new concept. It is as old as scientific management era. In F.W. Taylor's 'Functional Foremanship' and Henry Fayol's 'Line and Staff' model we can see a subordinate working under more than a boss. But according to the author,

an organization with multiple priorities can run its operations smoothly and effectively if it is structured in a matrix format though employees will have to report to more than a boss. The author quotes that the growth of aero space industry demanded for more resources, technical expertise and good administrators and to minimize cost and to achieve scheduled technical performance, the industry inevitably adopted the matrix design for its organization.

He attributes the reasons for the failure of the 'Matrix' as: i) wrong adoption, ii) hasty installation and iii) inappropriate implementation. The rumor on the negative side of the matrix has penetrated and many leaders are of the opinion that, matrix does not work.

In the first and second part, the author deals with simple to complex matrix structure, two-hat model, the Baton-Pass model, the matrix with in a matrix and balancing power and defining roles, three dimensional matrix, more complex matrix structures, the IBM structure (sic-dimensional).

According to the author, Simple and Two dimensional matrix are formed based on i) corporate functions like profit center(s) ii) product-functional performance iii) sales matrix based on geographic regions and customer accounts and iv) product

Title : Designing Matrix Organisations that actually work: How IBM, P&G and others Design for Success

Author : Jay R. Galbraith

Publisher : Jossey-Bass, ISBN 978-0-470-31631-3, Hardcover, 272 pages, 2009

Reviewer : Dr Tapal Dulababu, Faculty, ICFAI, Hyderabad

Book Review

groups - functional specialties (product lines). The author opines that the two-hat (two-dimensional) model of matrix is useful for small companies or low overhead operations and mostly used in authoritarian leadership culture. Further he expressed the challenges to tackle in this structure such as i) over load of job responsibilities on the shoulders of two-hat wearing guy and hence results in minimal attention on the extra hat, ii) no team work due to leaders' dominance or prominent role, iii) difficult to get people (with multi qualifications and multi-skill set) who can wear two-hats as the position requires collaborative skills and iv) members of peer groups should also be given two-hats responsibilities, or else peer group members do not cooperate. The concept has been explained with the help of Royal Dutch Shell's and Chrysler's two-hat matrix structure. FMCG products from Colgate, Kleenex, and Tide etc have a long life cycle and have to face many challenges in every stage of their life-cycle. But in the case of pharmaceuticals, the stages start from 'discovery research to launching of the drug in the market. Here the challenges are more and intensif ied on one hand and different background/skill set people are required such as R&D personnel, pharmacists, clinical research experts, product teams and marketing force. To attain smooth coordination among these, the author suggests baton pass model of a matrix and he claims that the model is used successfully.

Three dimensional structures are needed in a business which has spread its wings across the globe. The structure of such business would be on geography dominant, business dominant and balanced one. The author quotes Nestle and ABB companies' structures for geography dominated and balanced one respectively. Further he says that different matrix models are used in different parts of the world by the companies.

If an organization needs matrix at its every level, it is said to be Matrix with in a matrix. He illustrates this with an example of Mars Pet Food Company where he worked to design Matrix with in a matrix structure successfully.

He then discusses more complex structures namely four dimensional. In the case of ABB, as per the demand from customers, they have added 'Global Accounts' at their corporate level and in every country an account manager position is created to coordinate the customers' purchases across all the ABB businesses in the country. Similar is the case with Nestle and Citibank. They have created two parallel line organizations; one to focus on customer which is called 'front end' and the other to focus on products which is called the back-end. This type, the author calls, is a dual structure in which both halves are multifunctional units. Most often companies chose to multi-functional customer facing units and global product back-ends.

The author has analyzed the IBM's structure which is of more complex in nature and found that it has six dimensions namely, functions, products, solutions, customers, geographies and channels. More over the company is customer facing front-end and product and solutions back-end. The author claims that though the structure of IBM is complex, it is well organized and hence the company has achieved global scale and leveraged in the back-end and local adaptation and customization in the front-end implying that front-back structure leads to mass customization strategies. He focused more on IT, Pharma and FMCG sectors. Had he taken more sectors to explain, probably the book would have been more interesting. Further, he did not discuss the effectiveness of matrix during slow-down due to recession, as everybody focus on cost cutting to improve the top line and bottom line of the company which is happened with IT sector across the globe. During the cost cutting process size of the organization also be reduced and hence the question arises whether there is need of matrix structure. In the case of mergers or takeovers, there could be the need of matrix structure, but at the same time there are challenges regarding cultural differences among managers and employees and hence he would have discussed those things also. Similarly when there is demerge of a company the same question arises in the minds of the management thinkers that whether there is a need of matrix structure.


While discussing on balancing power and defining roles, the author says that the success of a matrix structure depends on how power is balanced among the managers/leaders. For example, in a functional structure, power is concentrated on the part of functional managers and similarly in the product based organizations, the power is vested in the hands of product managers. But in a matrix structure, there will be conflict if the power is not distributed in a balanced manner. To do so the author suggests and lists the leavers as: i) balanced structure, ii) recruitment of talented people, iii) effective information system, iv) voice in the planning process, v) goals-performance based rewards, vi) sufficient budgeting, vii) dual authority. Further the author proposed a responsibility chart wherein the clarity regarding who to decide, to participate, to involve, to be responsible, to be informed, to consult in decision making processes and finally who has to approve are all provided.

In the third part the author provides discussion on communication, planning and coordination processes, planning processes, human resource policies, leadership and implementation of matrix as tips to make a matrix structure effective which are briefed as follows:

a) Effective communication and smooth relationship between or among the bosses are Crucial to run matrix structure effectively. In a matrix structure two-boss system and as well reporting to them by a manager is common phenomena. The selection process, goal setting, and evaluation should take place with a good understanding and trust by the two bosses jointly or else the decision will go erroneous.

b) Planning and allocation of resources should be faster in order a) to align goals of different dimensions in a coordinated and unified manner, b) to resolve the conflicts that will arise as result of having one's own ideas and preferences and c) putting demands or requirements in an order. The author has illustrated with an example that how the

national account teams and the regional teams are linked by the RNAMs (regional and national account managers) who participate in both.

c) Generally the use of spreadsheets (is an electronic sheet of paper with rows and columns based on software. When the data is entered by a formula, the computer gives the output. The spreadsheet program summarizes information in a format to help a decision maker glimpse the financial position of the company) to plan and allocate resources in a multi dimensional representation will improve efficiency and curb the wastages. The people who complete the spreadsheet meet in small groups to prepare the plans and use large-scale meetings to resolve disagreements.

d) Devise HR policies suitable to matrix o rg a n i z a t i o n s . L e a d e r s o f m a t r i x organizations should identify the talented personnel who can fit into their matrix. After that they should be engaged in recruiting, selecting, training and developing people based on their fitness and behavioral perspective. Star model should be used to develop human capital on one side and social capital on the other to make the matrix effective.

e) The leader is a power balancer. In other words, he develops real teams of which members are highly talented to resolve any conflicts takes place in the top-level or senior management level. He should apply an effective approach to avoid one-on-one deals and backdoor lobbying on one hand and initiate constructive changes needed for a matrix organization.

f) Finally, the execution of the planned matrix in an organization is required. The author says that collaborative effort is required for the effective execution of the planned matrix structure.

To make the matrix work effectively, the author suggests 'The Star Model', is depicted that managers


Book Review

This book presents a systematic, structured method for gaining the attention of clients, earning their respect, and ultimately, winning any project. It explains how to: write proposals that are effective, efficient, timely, and on target; set objectives for proposals at a variety of levels; deliver your proposal to the most influential people and finally develop a success guarantee to drive total customer satisfaction.

The first chapter introduces the concept of value for a project and further gives the insights of how the value for projects has evolved moving from activity-focused data to the ultimate value, return on investment (ROI). It also describes the issues and challenges involved in including these types of data in proposals and also mentions about the possibility of forecasting value and thereby guaranteeing success.

The second chapter focuses on the proposal process. It discusses the proposal within a decision-making process and the importance of the various factors that influence the proposal's success as well as the reasoning behind those factors. While highlighting the significance of the preproposal process, this chapter specifically encourages examination of those issues necessary for the actual proposal before

it is developed. Here, the most important issue is analyzing what makes for proposal success.

The next three chapters (i.e. Chapters 3 to 5) focus on guiding the content and developing the written proposal. The third chapter emphasizes and explains the importance of objectives for a project's success by defining specific and measurable objectives categorized at different levels: - input, reaction, learning, application, impact, and ROI. The fourth chapter explores assessment of the various levels of needs ranging from ROI needs to input needs, which leads to the corresponding levels of objectives as described in the previous chapter. The fifth chapter focuses on the flow of the proposal and the specific elements that must be contained in the proposal. For simple projects, a very simple proposal is needed that conveys the basic understanding of the project and presenting the plan of executing the same for the client. However, for comprehensive projects, the proposals need to be more detailed including various components that address all the issues specified in the RFP.

The sixth chapter focuses on managing the proposal process for success. Here, with an effectively managed process, the proposal content can be presented in such a way that tells the proper story

Title : The Consultant's Guide to Results - Driven Business Proposals

Author : Jack Phillips

Publisher : TATA Mcgraw Hill

Reviewer : Soumya Makkar, Associate Trainee, CDC

Book Review

can influence performance and culture by acting through the design policies that affect behavior.

Conclusion

Matrix is an old concept and matrix structure is neither an ambiguous nor an imaginary structure. This is evolved to improve the effectiveness of an organization. But due to wrong or hasty execution, it

led to a perception that matrix would not yield results. An organization which wants to grow in all dimensions namely, employee size, sales, number of plants, geographical coverage etc, necessarily requires to be organized in a matrix structure. With proper planning and adequate resource allocation and balanced power distribution, a matrix will yield expected results.


and presents the theme and value proposition consistently through the process. This chapter discusses the various issues and processes that can make a significant difference in the success of the proposal, while at the same time, addressing some of the critical issues that may hinder success.

The next four chapters (i.e. Chapter 7 to 10) discuss about the most critical phase of this book i.e. forecasting. Each of these chapters discusses forecasting at different levels of data. The seventh chapter examines forecasts of reaction and learning, as well as how they are constructed and used. Reaction forecasts are needed because they represent the first level of project success. Learning forecasts explain what participants will learn when the project is implemented. The eighth chapter addresses forecasts of an application and impact. Application forecasts define the actions participants will take after the project is implemented, while impact forecasts show the specific business measures driven by the project which may represent both tangible and intangible measures. It also provides the insights into how to construct these forecasts and secure the data to make them. The ninth chapter focuses on forecasting the monetary benefits and the total cost of the project, which would be used to ultimately develop the ROI forecast that is discussed in the tenth chapter. The monetary benefits of the project are calculated by converting impact measures to monetary values and the costs of the project are calculated by fully loading the cost given in the proposal for the delivered project as well as the cost in the client organization. The tenth chapter finally focuses on the forecasting the ROI, the financial return on investment which is the ultimate level of accountability: comparing the project benefits in monetary terms to the estimated cost of the project.

It also covers the treatment of intangibles which are those measures that cannot be converted to monetary value. Thus, forecasts of the above eight data sets (reaction, learning, application, impact, monetary value, costs, financial ROI and intangibles) represent powerful information to not only vision where the project is going, but also exhibit a clear, strategic advantage over others who choose not to forecast results.

The eleventh chapter focuses on how to guarantee success, as it explains how to take the forecast a step further and place guarantees around the delivery of the results. Using the most important measures, guarantee amounts are established, often using a number below the actual forecast. The success guarantee is developed with expert input. The conditions under which the success guarantee is paid are detailed also with expert input. These conditions then become the most important part because they identify those factors that are out of control of the project team. With this approach, the project team and clients all have the opportunity to have a win-win arrangement and complete satisfaction.

The last chapter finally discusses a case study on Federal Information Agency, which demonstrates how the project proposal for the same has been formulated by explaining the various processes involved in the making of it.

This book is a must for every individual who aspires to become a result-oriented consultant as it presents a systematic approach of writing business proposals that are Results-Driven which focuses on prediction of ultimate value - ROI while also addressing the key issue of guaranteeing success from the perspective of every stakeholder.


Book Review

The present book is the autobiography of Dr. P.L. Agrawal, who worked devotedly for 40 plus years in the Indian steel industry. A brilliant scholar in his University's days and later a faculty member in the Metallurgical Engineering Department at Banaras Hindu University (BHU), Dr. Agrawal took a bold decision to serve steel industry.In the early fiftees, India was proudly marching under the leadership of our first Prime Minister Pandit Nehru , who had a dream to make the nation industrialized and self sufficient. He promoted Hindustan Steel Ltd and that was the most romantic period for Indian metallurgists. Dr. Agrawal accomplished his task splendidly .After going though the book one can feel how right from 1955,he nurtured the Rourkela Steel plant to the best of his capability. The book speakes candidly on the trials and tribulations of this eminent metallurgist. The book is written in a narrative style .The author has not burdened the text with unnecessary symantics and adjectives. His honest human behaviour is reflected in the text too.

The book is divided into 11 Chapters. The first Chapter is a short one covering 15 pages and is titled 'Our family and early life in Udaipur'. May be the author is purposely brief so as later to cover more pages on steel plants? Actually his early life is covered in only four and a half pages, and the remaining part describes the education of the author at BHU, his teaching assignment at BHU, his further higher studies in Fuel Technology at Sheffield University, U.K. and finally his recruitment at Hindustan Steel Ltd.The second Chapter is about Rourkela Steel Plant's early years. This covers the teething troubles of Rourkela plant, setting up the energy and economy department etc. for the period

till July, 1969, when the author was promoted to General Superintendent ( Technical Administration) of the Alloy Steel Plant at Durgapur. He was there for 15 months or so. Chapter 3 highlights the de-bottlenecking alloy steels plant, the political trade union's indiscipline in West Bengal etc. There is a vivid description of the methodical handling of the cases by the then Steel Minister Shri K.C.Pant. In the end of 1970, Mr Chandi , the then Chairman of Hindustan Steel after getting the consent of Dr. Agrawal appointed him to be associated with the Bokaro steel Plant as General Superintendent under Mr. Mantosh Sondhi, CMD. At Bokaro Steel plant ( Chapter4) big challenges were recruitment of key personnel and preparing the steel plant for commissioning.

Chapter 5 entitled 'General Manager of Rourkela Steel Plant' can be considered the heart of the book, being the largest chapter covering 70 pages. In 1971 The Rourkela Steel plant was in great trouble, when the roof the LD Steel Melting Shop came crushing.At Rourkela till May 1978, Dr Agrawal showed his best as General Manager .In those days , there was no designation like Managing Director. There are 30 subtitles in this chapter ranging from the expansion of the plant to the visit of CBI team. There were political interferences as well, but Dr. Agrawal sailed through without any scratch. He never divorced the path of truth , which gave him dividends later. At Rourkela, Dr Agrawal put up additional facilities like spiral welded pipe plant and slag granulation plant.

Chapter 6 of the book covers the period from May 1978 to November 1980, when the author was the Chairman of the Steel Authority of India. This was


Book Review

Title : Journey of a Steel Man

Author : Dr P.L. Agrawal

Publisher : Dr. P.L. Agrawal, 56 A,New Fatehpura, Sukhadia Circle, Udaipur 313 004, 2009, pp 243, Price Rs. 450.00.

Reviewer : Dr.G.S.Upadhyaya, Formerly Professor, IIT, Kanpur

Book Review

certainly a frustating experience. The biggest impediment was the pulls from various sources for favouring certain individuals. Dr Agrawal did not complete his tenure at Delhi .The change in the Central Government also put brake on many expansion projects which he had envisaged, including the proposal by Davey International for a new steel plant. Being essentially a person from academia, Dr Agrawal was very keen to establish R &D Centre for Iron and Steel at SAIL which he succeeded .The idea was a noble one , but it appears the author at a later stage was not very happy with the inadequate coordination among the steel plants (p.155) and other research centres in the country.

Chapter 7 describes the details of the contribution by the author as adviser in PT Krakatau steel plant in Indonesia, which was built with German and Mexican collaboration. Six years continuous stay of Dr. Agrawal in the plant was very profitable for them. He injected the management concept among the engineers .Mere plant operation should not be the end goal, but the full capacity production management skill is also essential.

Chapter 8 describes the author's return from Indonesia and consulting in India. The author faced many happy and unhappy epidodes and sometimes his services were gone waste too. His collaboration with Mr. Mantosh Sondhi, who also became consultant after retirement, had been a very fruitful

one. The author as a fiercely independent person never liked to get solely tied down with one party. This is logical since in that case in any failure the total time spent would be a total waste.This chapter also describes the consultancy with Bharat Forge, Bharat Refractories Ltd, Visakhapatnam steel plant and others.As an adviser the author visited USA to study the proposed steel plant by O.P. Jindal in Orissa and China on behalf of Mukund Ltd for possible establishment of a 1 millon tones steel plant around Vijaynagar in the Bellary Hospet iron ore region. Chapter 9 highlights the initiative and services rendered by the author for setting up the Prime Minister's Trophy for the best integrated steel plant in the country. Chapter 10 describes the involvement of the author in various Boards of Companies with whom he had varied experiences. The last Chapter 'Concluding Remarks' vividly summarizes the philosophy of the author in leading a successful professional life.

In conclusion, the reviewer recommends this interesting autobiography as a must for all engineers working in any steel plant. It also brings the fact that for a successful management, it is not necessary that the person must possess a MBA degree. Common sense, human touch and concept of back up plans are some of the essential ingredients in a successful manager.


Mr Ajay Oberoi is currently working as the Executive Vice President - Aptech Ltd and is also the Managing Trustee-AICAR Business School. He has about 30 years of experience in Automobile, Construction Equipment; ITES; Training and Education. Proven experience in Leading Human Resource Function; M&A; and Building startup operations/Businesses. Mr Oberoi won "Outstanding Research Paper Award" at "International Conference on Management Strategies - 2009" organized by Mumbai University. His specialties are HRM & General Management; Designing Environment / Business Specific HR Solutions; Mentoring & Coaching - Leadership Development; Role & Position Evaluation - Compensation & Benefits Management; Talent Acquisition; Operations; and Negotiations.

Dr Dan Coughlin is a student and teacher of practical processes that improve business performance. His purpose is to work with executives and managers so they achieve great performances. He defines a great management performance as significantly improving an organization's most important desired outcomes in a sustainable way. For more than a decade, he has invested over 3,000 hours on-site observing and advising executives and managers in a wide variety of business functions and in more than thirty industries. As a business thought leader, Dan Coughlin is the author of three books on generating great management performances and articles that have been published in more than 100 publications.

Dr J S Chouhan is presently working as the Professor and Head, Civil Engineering Department, SATI Engineering College, Vidisha (MP).

Mr Rajni Kant Sharma is Adjunct Faculty with Maestricht School of Management, Netherlands for MBA outreach programs in various countries in the fields of Marketing and Entrepreneurship and visiting lecturer with International Academy of Business, Kazakhstan. He is also a retainer consultant with Fair Trade Original Foundation, Netherlands besides other freelance business consulting endeavors.

Ms Ruchi Mehrotra is Post Graduate in Commerce (Accounting specialisation) from M.D.S. University Ajmer. She has also done PGPIM - Post Graduate Program in International Management from I.M.I. Delhi. She comes with corporate experience in business development, publication & mainly in banking along with teaching experience at leading university. She has worked for reputed banks like Bank of Rajasthan & Societe Generale (SGCIB) & specialises in credit domain.Due to her flair for writing she has worked as full time Editor for an Educational Magazine. She is also a freelance writer for some local newspapers/ magazines. She possesses international experience of studying at the ESCP-EAP, Paris and also attended European Business Seminar at EU-Headquarters at Brussels, Belgium. In academics she has excelled after writing & presented numerous research papers at various national & international conferences. Recently, her research work presentation won First prize at International Conference on “Sustaining Business in a changing Global Environment”.

Mr Pankaj Mehrotra is current working with M/s. Aditya Birla Group at Bangalore as Manager - Finance.

Prof. R.K. Mittal is currently working as the Vice Chancellor with Teerthanker Mahaveer University at Moradabad, U.P.


Author Profile

Mr Sanjay Dhingra is working as the Assistant Professor, University School of Management Studies, Guru Gobind Singh Indraprastha University, Delhi.

Dr (Ms) Shubhangi Gupta is a lecturer at GDM(PG) Girls College, Modinagar, U.P. in Foods and Nutrition Department. She is also the research supervisor for few of the researches being done in the department. Her own research works revolve around important aspects of child nutrition. She has presented various papers in national seminars and participated in some international seminars on the aspects of nutrition and dietetics. She began her career as a consultant dietitian in hospitals in Ghaziabad and Modinagar in U.P. She is a Registered Dietitian and member of British Dietetic Association, UK, Indian Dietetic Association (Delhi Chapter), and Nutrition Society of India,Hyderabad.

Dr V. Tulasi Das is Asst. Professor, Dept. of Commerce & Business Administration, Acharya Nagarjuna University Campus, Ongole.

Dr P. Hanumantha Rao is Teaching Associate, Dept. of Comm. & Mgt. Studies. Andhra University Campus, Vizianagaram.

Dr S.R. Padala is currently working as the Faculty with Department of Management studies, Andhra University Campus, Vizianagaram.


Author Profile

Author GuidelinesPerspective

Consulting Ahead is devoted to the publication of articles advancing knowledge through research and cases in all sectors and disciplines of consulting. The objective of “Consulting Ahead” is to become a source of innovative thoughts, knowledge and information of concern for consultants and their clients and other stake holders namely policy makers, academicians and professionals from various disciplines. Our endeavor is to position this journal as a world-class journal on consulting.

Paper Submission

Articles

lAuthors should submit the typescript of minimum 1500 words and maximum 5000 words (preferably) electronically in MS Word (in British English), formatted with double-line space with 1- inch margin on all sides on A-4 size paper using Times new Roman font of size 12. Email address for submissions is [email protected].

lFor the purpose of blind review, name(s) along with complete contact details of all authors should be mentioned on separate page and the author(s) should not be identified anywhere in the script.

lAn abstract of not more than 200 words and a brief resume along with a passport size photograph of the author(s) should also be forwarded along with the article. Keywords (if any) should not exceed 10 words or phrases.

lTables/charts/graphs with self-explanatory titles should be prepared on separate sheets and numbered consecutively.

Book Reviews

lReviews not exceeding 1200 words about recently published books across the sectors of consulting may be forwarded for inclusion in the section, along with one copy of the book.

lReviewer should mention the name of title/ sub-title of the book, name(s) of author(s), name of publisher, place & year of publication, in addition to the name and contact details of the reviewer(s).

References

lFrom an Academic Journal paper:

Author of article, month & year of journal, title of article in inverted commas, title of journal underlined or in italics, Volume of journal, Issue number, Page number of the journal that the article begins on, or pages it starts and finishes on. For example : Fage, J.D. 1989 "African Societies and the Atlantic Slave Trade" Past and Present no. 125, November 1989 pp 97-115.

lFrom a newspaper article or non-academic Journal paper : Author of article, month & year of newspaper or journal, title of article in inverted commas, title of newspaper or journal underlined or in italics, page number, column number. For example: Swanton, O. 14.4.1998 "Trouble in Paradise? As a top US university develops a cyber campus Oliver Swanton explores its aims." The Guardian Higher Education Supplement p.vi cols 1-5.

lFrom a paper in Edited Volume:

Author of article, month & year of publication, title of paper in inverted commas, name(s) of editors in italics, title of publication, place of publication, name of publishers and page number. For example, Karp RM., 2002, Reducibility among combinatorial problems, In: Miller RE, Thatcher JW, Complexity of computer computations. New York, Plenum Press, pp. 85-103.

lFrom a book :

Author of the book, year of publication, title of the book, name of publisher and place of publication. For example, Chase R.B., Aquilano N.J., and Jacobs F.R., 2002, Operations Management for competitive advantage, Tata McGraw-Hill Publishing Company Ltd, New Delhi, India.

lFrom unpublished thesis, working paper etc.

Author of the paper, month & year, title of paper, description of paper and place. For example, Magazine M. 2002, Optimal policies for queueing systems with periodic review. Unpublished Ph.D thesis, University of Florida, USA.

lFrom a website :

Author name, Year, 'Article title', Journal Title, volume, issue, viewed Day Month Year, <URL>. For example: Griffith, AI 1995, 'Coordinating family and school: mothering for schooling', Education Policy Analysis Archives, vol. 3, no. 1, viewed 12 February 1997, <http://olam.ed.asu.edu/epaa/>.

Review Process

a) Firstly, on receipt of the articles/ book reviews, authors should receive an acknowledgement, normally within 10 days.

b) The Editor/ Executive Editor will then scrutinize the articles/ book reviews for their appropriateness to the scope of the journal.

c) Articles/ book reviews found appropriate for the Journal would then be sent out for blind review. The blind review normally assesses the quality of the paper according to the criteria that includes the relevance, clarity and originality, extent of knowledge advancement, understanding and their likely contribution towards the development of consulting profession.

d) Based on the recommendations of reviewers, the Editorial Team then decides whether the paper should be accepted as it stands, accepted subject to minor revisions, resubmitted for review after major revisions, or rejected. The authors will receive feedback on the decision.


Author Guidelines

Declaration by Author(s)

Following Declaration is to be sent by Author(s) along with their manuscript.

Title of Article(s) :

(1)

(2)

DECLARATION

(i) The author(s), as beneficial owner assigns to CDC the copyright in the article to be published in the Consulting Ahead for the full legal term of copyright. This assignment includes the right to publish the article in electronic form, printed, online, CD-ROM, microfiche or in other form;

(ii) The author(s) empowers the Editor of the Journal to make such editorial changes as may be necessary to make the article suitable for publication.

(iii) The author(s) warrants that the contents of the article is the author's original work, has not been published before, and is not currently under consideration for publication elsewhere; and that the Article contains no libelous or unlawful statements and that it in no way infringes the rights of others, and that the author, as the owner of the copyright, is entitled to make this assignment;

(iv) If the article was prepared jointly by more than one author, the author warrants that he/ she has been authorised by all co-authors to sign this declaration on their behalf.

I have read the guidelines and agree to the conditions mentioned above.

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Consultancy Development CentreAn Autonomous Institution promoted by DSIR, Ministry of Science & Technology, Govt. of India

by

Key Features :

Delivery :

lGroup exercises based on practical assignments/ case studies

lSeek clarifications/ information through e-mentoring

lCertificate by CDC (Autonomous Institution of DSIR, Ministry of Science & Technology, Government of India) on successful completion of Programme

Programme delivery shall be through contact classes at CDC on Sundays.

ELIGIBILITY :

OBJECTIVES :

lBE/B.Tech/AMIE/MCA or equivalent technical qualification

(Final year students can also apply)

lDiploma in Engineering or equivalent with 2 years experience

lTo prepare professionals for a career in Technical Consulting

lTo impart basic technical consulting and pro j e c t management knowledge t o professionals desirable for a career in Technical Consulting

lTo equip technical professionals with practical aspects and overall skills including managerial skills required for a career in Technical Consulting

lTo prepare professionals working in consulting organizations, industry and technical projects for their internal consulting roles in the organisations

MANAGEMENT CONSULTINGELIGIBILITY :

OBJECTIVES :

uM.Sc/M.Com/MBA/MCA/ACA/ACS/

ICWA/ BE/B.Tech or equivalent

(Final year students can also apply)

uTo prepare professionals for a career in

Management Consulting

uTo impart basic understanding of the

requirements of the profession

uTo equip professionals with knowledge, skills

and attitude desirable for a career in

Management Consulting

uTo prepare professionals working in industry,

service sector, development sector and Not for

Profit organizations for Internal Consulting

Roles within their present organizations/

companies

TECHNICAL CONSULTING

For Further Details :

Email us : [email protected]

Call us : +91 11 2460 2601/2915/1533, +91-11-24653316; Fax : +91 11 2460 2602Visit us : http://www.cdc.org.in

ndC , India Habitat Centre, Core 4B, 2 Floor, Lodhi Road, New Delhi - 110 003

onsultancy Development Centre

Certificate Programmes in ConsultingCertificate Programmes in Consulting

Birla Institute of Technology & Science (BITS), Pilaniwww.bits-pilani.ac.in

in Collaboration with

Consultancy Development Centre(DSIR, Ministry of Science & Technology, Govt. of India)

offer

MS in Consultancy Management(Contact Classes at Delhi, Bangalore, Chennai, Hyderabad & Pune Centre. Additional Centres)

Duration :

Eligibility :

Fee Structure :

2 years (4 semesters)

Integrated First Degree of BITS or its equivalent (B.E / B.Tech., M.Sc., M.B.A., M.C.A.) orPost graduate degree or equivalent with aptitude for quantitative methods

Minimum one year of post qualification experienceForwarding of Application - Application to be forwarded by the employerIn case of self employed and proprietary concerns, the applicant should provide an undertaking to this effect.

Admission Fee : Rs. 10,000 Semester Fee : Rs. 25,000 for each semester

Qualifications :

Experience :

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Adobe Systems India Pvt. Ltd. Alcatel Lucent American Express Cards Bank of Maharashtra Bechtel India Bharti Airtel Ltd. Border Roads Organisation Central Warehousing Corporation Cisco Systems Inc. Computer Sciences Corporation CSC India Datacraft India Ltd. Deloitte Touche Tomatsu Private India Limited

Admission Procedure : Application form and programme details can be downloaded from the BITS, Pilani website (http://www.bits-pilani.ac.in/dlp-home) Completed application forms must be submitted alongwith the requisite processing fee and other documents to : DEAN, Distance Learning Programmes Division, Birla Institute of Technology & Science, Pilani (Rajasthan), Pin : 333 031 List of short listed candidates, would be available at www.bits-pilani.ac.in/dlp-home within 2 to 3 weeks of the last date of submission of application form No separate postal communication would be sent.

Short listed candidates shall submit requisite admission and semester fee by the due date indicated along with the list of qualified candidates.

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Project) to get practical and hands on knowledge on consulting process, tools and practice

Courses : First Year First SemesterConsultancy PracticeFinancial ManagementQuantative MethodsInternational Business

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Management Information SystemsProject ManagementTotal Quality ManagementStrategic Management & Business Policy

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Knowledge ManagementMarketing ResearchManagement of TechnologyProfessional Practice

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EMC Data Storage India Private LimitedEngineers India Limited Era Constructions (India) Ltd. Ericsson India Pvt. Ltd. Flextronics Software Systems Genpact HCL Comnet Ltd. HCL Technologies Hewlett Packard HUDCO Ltd. IBM Indian Air Force Indian Railways

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Indo Canadian Consultancy Services Ltd. Infosys Ltd. Intercontinental Consultant & Technocrats Pvt. Ltd. IREDA M. Dohmen GmbH, Germany MECON Limited Microsoft MTNL Municipal Corporation of Delhi National Hydro Electric Power Corporation National Informatics Centre

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NIIT Ltd.Oracle India Private Limited Powergrid Corporation of India Limited. PricewaterhouseCoopers Reliance Industries Limited RITES Ltd. Royal Bank of Scotland Seimenes Power Engg. Ltd. Siemens Information Systems Ltd.Steel Authority of India Ltd. Tata Consultancy Services Ltd.Videsh Sanchar Nigam LimitedWipro Ltd.

PROGRAMME COORDINATOR (MSCM)

Consultancy Development CentreIndia Habitat Centre, Core - IVB, Lodhi Road, New Delhi - 110003

Tel: 011 - 9811367775 (M), 2468 2055 (D), 24602601, 24601533, 24602915Fax: 011 - 24602602 Email: [email protected], Website: www.cdc.org.in/login.aspx

DEANDistance Learning Programmes Division

Birla Institute of Technology & Science, Pilani (Rajasthan)Tel : 01596-242210 Fax : 01596-244183 Email : [email protected],

[email protected], Website: www.bits-pilani.ac.in

Contact :

Consultancy Development CentreBirla Institute of Technology & Science

Delivery :

Objectives of Programme :

Key Features of the programme :

Combination of following pedagogies

Study material for all the courses developed by experts in the area List of Reference, books, Journals, Study reports etc. for each course

To be held at the above mentioned centres.Eight days during four weekends (Saturday and Sunday), 9 a.m.-6 p.m. on each day with lunch break of 45 minutes

Learning through an Interactive Web Portal Course wise mentors to answer the queries of studentsDatabank of queries and answers Effective retrieval tool

CDC plans to make available course material to students for E-learning in due course.

Consulting assignment (In-house or in association with any consulting organization) to be facilitated by CDC wherever required.Each Project to be guided by an academic guide (to be provided by CDC) as well as corporate guide.Project to comprise problem, diagnosis, intervention and outcome with specific value edition to the area of activity choosen.Evaluation to be done based on mid term progress report, final report and viva-voce.

To expose professionals to Consulting process, practices and tools.To impart basic consultancy, project management and comprehensive problem solving skills to professionals and working executives.To encourage professional to opt consulting as a career option.To develop skills and expertise for internal consulting in organizations .

All students will be enrolled as students of BITS, Pilani and successful students will be awarded the M. S. (Consultancy Management) degree by BITS, Pilani. Students can join the programme from anywhere. However, each student will have to choose any of the dedicated Centre of CDC for Contact classes and BITS for Examination. The evaluation for each course in a semester shall be based on the performance in 2 assignments, mid term examination and end semester examination.

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E-Coaching :

E-Learning :

Live Project :

Organisations that have been benefited in Past :

Documents

Journal - July - 2010 - New - CDC Jul. 2010(1).pdf · 2019-07-12 · for retail giants from Koutons to Vishal MegaMart, from Next to Ezone, from BigBazar to Spencers or Walmart (specifically